2005 Inter-City Visit
Columbus & Mid-Ohio Sports Car Course
September 21 -23, 2005
Thirty-three Topeka/Shawnee County business and government leaders traveled to Ohio to learn the bestpractices Columbus, Ohio has exhibited with successful revitalization of their center city and the
logistics/distribution growth at Rickenbacker International Airport. Columbus, the capital city of Ohio,
has a population of 730,008 with a MSA
covering eight counties with a total
population of 1,693,906. In comparison,
Topeka’s population is 121,809 with 5
counties in the MSA and a total
population of 227,820. Although a
significant population difference between
the two communities, Columbus provided
an opportunity for learning tools necessary
for a successful transformation of a downtown area and riverfront, and, information transforming a former
military base into an economic growth engine surrounding the distribution of goods throughout the nation
and Canada. The employment sectors of both communities (construction, manufacturing, wholesale,
retail transportation, health services, etc.) match closely. Topeka remains strong in cost of living and
housing expenses when comparing the two communities.
Redevelopment of German Village
The Topeka delegation began their session with a tour and discussion
of the resurrection of a neighborhood adjacent to downtown which was
scheduled for demolition; it is now one of the most desirable
residential areas in the city.
Columbus’ history included a
settlement of German immigrants who
populated an area of the community
south of downtown in small brick
homes within walking distance of
breweries where many of the German Village residents worked. The
community thrived until World War I when their neighborhoods and
lifestyle was threatened by a wave of anti-German sentiment. To survive
residents dropped their cultural identity and moved out of the neighborhood;
little effort was made to maintain the area where many had called home.
German Village became shabby and in disrepair; new housing growth moved
north and east of the community.
In 1960 the German Village Society was born; it was at the time the area was
being threatened with demolition. An active group of residents and interested
preservationists joined in preserving the architectural heritage of the area. A set of strict guidelines was
created and a commission was established to evaluate all proposed construction and reconstruction within
the area. Residents repopulated the area. Today there exists a thriving, attractive neighborhood with
homes valued at some of the highest levels in the city. The area is primarily residential with a smattering
of small retail/office and restaurants (there is no commercial district). The Society remains an active
component of the neighborhood’s success; they plan and execute festivals and events that draw tourists to
the area and engage residents in maintaining an active vibrant neighborhood. The area is bordered a
beautiful city park full of trees, shrubs and flowers; the park is a catalyst for residents to gather, recreate
and enjoy the lifestyle created in the area.
The resurrection of German Village and Frank Fetch Park was driven by active impassioned residents
who provided the energy necessary to create one of the largest private restoration projects in the nation.
The neighborhood has 4200 residents; 1400 of those residents are members of the German Village
Society which is maintained through dues ranging from $35 – $1000 per residence/building. German
Village is the #1 tourist attraction in central Ohio. The restored brick streets add to the ambiance and the
entire area has been recreated as pedestrian friendly. Katharine Moore, a representative from the German
Village Society stressed the importance of the city upgrading and maintaining the public infrastructure
which generated private investment in restoring the area. She also elaborated on the importance of
private investment (fees) from residents within the area who benefit from the ambiance that is created by
the city and the Society. Public/private investment is a key component to create successful renovated
neighborhoods as experienced in Columbus’ German Village.
Columbus Downtown & Riverfront Redevelopment
Downtown Columbus is filled with handsome skyscrapers, thriving retail, hip restaurants, and big-time
entertainment. Ninety thousand people work in the center city; the city and developers are rapidly adding
residential units which are in great demand. The addition of people living in the downtown has enhanced
the growing demand for an even more vibrant, exciting downtown. Larry Fisher, President & CEO of the
Columbus Downtown Development Corporation explained to the Topeka delegation that they have five
strategies for downtown development:
• Build more downtown housing
• Stabilize the office market
• Develop RiverSouth
• Improve the movement of cars, transit and people
• Create riverfront park system
Columbus Downtown Development Corporation (CDDC) is a nonprofit organization with 16 board members most of whom are
influential business persons appointed by the city and county; the
makeup of the board provides an attitude and the flexibility needed
to “get things done” which was missing when the board’s makeup
was primarily local government officials. The Corporation is co-located with the Downtown Shopping
Center administration, the Central Columbus Improvement District and with city staff dedicated to
downtown development. Co-locating all the downtown
development entities has created synergy and provides a
coordinated effort to redevelop their large downtown area. Fisher
stressed the importance of strong downtowns in cities and the need
for investment from suburban areas surrounding downtowns by
stating that downtowns are the economic engine of a city. He
stated that the rest of the city was built on the back of downtown,
and that downtown is everybody’s neighborhood. Additionally he
explained the importance of providing incentives for businesses to
locate and grow in the downtown area thereby creating a growing
tax base and providing the services needed for repopulation.
Columbus is aggressively pursuing the development of 10,000 housing units in their downtown. No new
housing had been added to the area for 30 years, until it was recognized as an integral component of a
vibrant downtown. They are currently adding condos, apartments and lofts to the housing stock. They
cannot build or renovate existing buildings fast enough to meet the demand. Developers are assisted by
the CDDC with a program of $15 million gap loan financing. The city also offers a 10 year property tax
abatements as an incentive to developers to encourage residential development within the center city.
An important lesson learned and actively
incorporated in their downtown plan is the
positive affect parks and water has on
development. Residential units and
business locations near the river and parks
are highly sought after; the gap financing
provided is being returned faster than the
corporation can provide it to developers
who build along parks and the river. This
has provided the impetus for continued
city park development along the riverfront
in the downtown area. The city has
created the Scioto Mile; the Scioto River
traverses the central city much like the
Kansas River does in Topeka. In order to
create a picturesque river, a series of weirs were built to channel the water and widen the riverbed
downtown. The river in downtown appears to be a great flowing body of water, when in reality it is only
five foot deep and eventually narrows to a small stream where it exits the defined area, similar to the
width of the river as it enters the city. Columbus developed a master plan and vision for the Scioto River;
they have been working the plan and are in process
of completing a mile long urban park system of bike
and pedestrian paths, streets, new riverfront park
spaces and gathering places for activities along the
Scioto River in the downtown area. Some parks are
now in place, with the most recent the North Bank
Park completed in the last month. Along with the
green space, gardens and walking paths, it includes a
striking glass pavilion overlooking the river which is
used for public events but is also available for
private use upon request. To create the North Bank
Park the city received permission to eliminate the
levy in that small area which has had a huge impact
on the attractiveness. This park, along with
Bicentennial Park with its own pedestrian paths,
gathering places, fountains, and gardens anchor the
Scioto Mile. The next phase of the plan is to add
The Promenade which will connect the two parks
adjacent to the river with a walkway incorporating
park benches, trees, plantings and river overlooks to
entice the public to the leisurely mile-long stroll of
the riverfront on the top of the levee. The plan also includes access inside the levee wall to a River Level
Park with a water level walkway providing access to the water where eventually boats can be docked to
deliver more river amentias to the community. The Promenade will involve reducing the current street
lanes abutting the levee wall and relocating some adjoining intersections. Plans also include a pedestrian
bridge over the river with green space spanning the sides of the bridge between two nearby vehicular
bridges.
The Scioto River Promenade is a joint project between the Columbus Parks and Recreation Department
and the CDDC. The two parks, Bicentennial and North Bank, were created and funded through the
Columbus Parks and Recreation Department. The importance of connectivity among the parks and the
downtown area was emphasized. The resulting payout for the city’s investment in the downtown park
system has been in residential growth and commercial revitalization. The Scioto Mile has increased the
desirability of living in the area and created higher property values near the river and parks. The entire
downtown has amplified its attractiveness to visitors who come to Columbus which generates additional
sales and bed tax dollars for the city.
Additionally the CDDC has led efforts to secure federal and state
financial assistance for the city’s riverfront park development. Fisher
advised when working with the Corps of Engineers and FEMA
redeveloping a river, that a comprehensive plan for the river corridor
be completed first. Their experience has been in working with the
Corps on the impact the entire plan will have on the river, delineated in
phases, and eliminates difficulties over time in bringing online the
phased-in alterations to the river/riverfront. Fisher also recommends
that planning include future maintenance of the new parks.
To additionally enhance downtown Columbus the city has created for downtown its own zoning
regulations which permit almost every type of development. However the plans must be approved by a
downtown design commission. The downtown design commission works with developer’s architects
providing architectural review of construction/reconstruction plans. The city also provides an incentive to
draw employers to the downtown area. Columbus collects an earnings tax; the city rebates, to the
employer, half of the amount the earnings tax generates as determined by the number of employees who
are working in the downtown business. (Business must relocate from outside the city limits to receive the
rebate). Another source of residential development in Downtown Columbus is from National Church
Residences which is a provider of faith-based housing and rent-controlled apartments.
Columbus Economic Development
Columbus is the third fastest growing
major metropolitan area in the
Midwest and the 15th largest city in
the United States. The Columbus
MSA includes an eight county region.
The area is known for its growing
economy, highly educated and
culturally diverse workforce and as a
focal point for distribution and
logistics services. The Columbus
Chamber of Commerce, led by Ty
Marsh, President of the chamber and
Director of Economic Development Matt McCollister, successfully promote economic development
efforts throughout the region. Columbus is the headquarters for government, financial and insurance
services and the home of a major university – Ohio State. They had never experienced a significant
downturn in their economy until the last recession following the tragedy of 9/11. With the faltering
global economy, the slowing of government and university growth, Columbus experienced a true
downturn. Today the chamber and 7 counties within their MSA are focusing on an agreed upon game
plan where everyone knows their role as they work together and move forward with strength. Their areas
of focus are:
1) Advanced logistics - they believe their future is in the continued development of Rickenbacker
International Airport as a logistics/distribution center for the United States and Canada;
2) Lifesciences and personalized medicine – development of joint ventures between Ohio State
University and Battelle Memorial Institute, located in Columbus, holds promise for growth and
development in the sciences;
3) Downtown development – continued redevelopment of commercial property, riverfront/park
development and residential growth
4) Automotive – Honda is the largest private-sector employer in the region and is now partnering
with Ohio State on research.
The chamber along with a regional development group, co-located with the chamber, focus on these four
areas for growth.
Following a history of not working cooperatively, the city, county and chamber now aggressively work
collaboratively to move Columbus forward. The chamber has become the catalyst for honest and earnest
discussions among government and business leaders on their future. They have also encouraged regional
collaboration for the betterment of all the communities within the MSA.
In the seven county region there are 80
municipalities with 1.66 million persons living
in the area; this MSA accounts for ¾’s of
Ohio’s population growth. The region has
come together to collaborate on marketing the
region. They are working together to “brand”
the message; they have created a joint website
to provide demographic and marketing
information to all chambers and government
entities within the region and to those outside
looking to locate in the region. They have
developed a sophisticated electronic information system providing customized information depending
upon the needs of the site selector. Additionally the system includes contact and prospect management
programs that provide all participating communities information on all prospect leads. They currently
manage 150-200 prospect leads with the ability to manage 1000 prospects. Ten percent of their leads are
generated by the state; ninety percent are self-generated. They work diligently to extract information
from site selectors so they can effectively personalize the message to prospects. They utilize traditional
mailers, corporate calling, trade shows and a sophisticated email and web based effort where they can
determine who has visited the site, how much time they spent and what information they viewed. They
immediately post information on facilities that come online due to a business closure in order to
aggressively “blast market” the available facility as a unique asset for redevelopment. This collaboration
is funded by public and private investors including 14 government entities and 4 educational entities.
Contributions to the effort start at $5000 and go higher; they continue to encourage other governments
and chambers in the region to join. The challenge seems to be overcoming the notion that the effort is
“all about Columbus.”
The Columbus Chamber has worked effectively in establishing relationships within the region to create a
single point of contact with all pertinent information to meet the data needs of a site selector. The region
collaborates in their advocacy and government relations efforts to promote a pro-business environment
and a public policy agenda at the state and federal level. They constantly work on enhancing
relationships within the region and with state agencies. There are 27,000 state employees in Columbus
(Ohio State University is not included in that count). The Columbus Chamber finds itself in a dilemma
regarding state spending – they desire efficiency in government spending, however, little growth or
reductions in state spending affect the local economy. When the state is not growing there is a direct
impact on the growth of local tax collections. They also work with the City of Columbus to be more
business-friendly. Columbus has a strong mayor form of government with seven city council members,
all elected at-large. The chamber believes they have a very good relationship with the council and mayor
but difficulty lies with the bureaucracy within the city government.
The chamber’s efforts are directed to the biggest challenges viewed by the chamber: former fractured
efforts on economic development; the lack of an image for the city/region; and the perception of being
viewed as a high tax state. Their recent success in retaining their military facilities during the BRAC
process has emboldened their efforts in collaborating at a regional level. Working together to maintain
and grow the military has resulted in positive feelings among the people in the region for collaborative
efforts. The chamber considers the most important quality of life assets in Columbus to be:
• short commute time
• low health care costs
• more park space per person
• four top-rated golf courses.
The most successful collaboration between the city and business community has been with the
enhancement of the parks and the arts. They recently came close to loosing their symphony; the
community is not heavily endowed, so the chamber became involved in efforts to retain the symphony.
Marsh stated, having quality of life amenities and the arts is part of the community’s package which is
important to recruitment efforts.
Short North
The Short North is an area north of downtown
Columbus and south of Ohio State University
campus. It is a retail, restaurant, art gallery,
entertainment district between two restored
historic neighborhoods – Victorian Village and Italian
Village. The area fell in disrepair in the ‘60’s and ‘70’s; it
became a rundown and crime ridden neighborhood. In the
‘80’s artists and urban pioneers moved into the area
cleaning up the surrounding neighborhoods and opening up
renovated old storefronts to 30 galleries & theaters, 60
quaint specialty shops, 20 pubs & clubs, and 40 restaurants.
It is now known as an upscale entertainment district that
attracts tourists, neighboring residents, the young
professionals of Columbus. The district is now identified by its lighted decorative metal arches at every
corner of the 1.25 mile long strip. (The arches were funded by the city with the Special Improvement
District (SID) reimbursing the city for half of the costs over a number of years.) A Special Improvement
District was created to provide services in the area such as landscaping, street cleaning, snow removal as
well as adding the decorative arches and other amenities. A SID is comparable to a Business
Improvement District (BID) in Topeka. The property owners in the district are taxed to provide the funds
necessary to attract additional
investment and patrons to the area.
The Short North adds continuity to
the downtown area and is the gateway
to the university. The Short North
Business Association works diligently
to maintain a unique blend of retail
and restaurants, preferring not to add
major chain businesses. There is
strong focus on providing an
“experience” to the district’s patrons.
They have added artistic murals,
pocket parks, and other aesthetic
amenities along with the decorative
arches to create an ambiance
reflecting the unique community and exhibiting an appreciation for their artistic roots. They have been
successful in creating and carrying out festivals that draw tens of thousands of people to the area. They
also are renowned for their “art gallery hops” where they host thousands of people in the district every
Saturday to view artist’s works and enjoy music, restaurants, and street vendors. Their Via Colori
Festival where 200+ artists create chalk art on the streets draws people from throughout Ohio and
elsewhere to the event where fun, food, music and entertainment are provided over an autumn weekend.
John Angelo, Executive Director of the Short North Business Association stressed the importance of city
investment in infrastructure in the area, a façade improvement program, enticing an entrepreneurial spirit,
and providing aesthetics that draw people to the district. Angelo also credited the artist community and
Columbus’ acceptance of alternative lifestyles which has encouraged creative individuals to make the
Short North area home and a place for creative endeavors.
SciTech & Business Technology Center
SciTech and the Business Technology Center were created by Ohio State University in 1997 to
“accelerate the formation of invest-able, sustainable technology-based businesses by providing qualified
entrepreneurs with the specialized
infrastructure, guidance and
networking contacts necessary to
launch and realize their vision.” 1 The
mission of SciTech is to develop a
research park on the Ohio State
campus; their focus is on businesses
in: Information Technology,
Biosciences, and Advanced Materials.
Currently there is 381,000 sq. ft. of
1
Building Central Ohio’s New Economy Through Partnerships; Steven Clark, Director of Information Technology,
Business Technology Center, Columbus, Ohio USA; September 2005 (PowerPoint)
space under their management with 45 tenants
consisting of start-ups, non-profit economic
development entities, research operations and
laboratories. There are 683 full time employees
and 120 student employees. Salaries within the
SciTech campus average $80,000 - $82,000.
Some of the information technology businesses,
located in SciTech, are working on: biochips and
sensors for medical diagnostics, tissue microarray commercialization, and therapeutics for
cancer and MS, solid oxide fuel cells, shared
software testing, healthcare transaction
processing software, and ballistic armor
manufacturing. The university has invested over $1 million in 12 companies, supplemented by $20
million in follow-on venture financing and an additional $5 million in state and federal grants. In addition
to the businesses located there, the Center reviews over 250 technology innovations and business
opportunities annually.
The Business Technology Center has a 62,000 sq. ft. incubator facility that typically houses 22 – 32
businesses; the building allows for significant flexibility in configuring space to meet the needs of
businesses. Additionally there are “build to suit” spaces available as business graduate from the incubator
facility. The Center utilizes $20 million in debt financing to assist in building businesses. They have
created 240 jobs with an average wage of $70,000, since 2002. The average cost to create these jobs has
been $5600 per job. Businesses are also provided assistance with qualifying for incentives provided
through the State of Ohio. The University is actively mentoring students on methods to advance
technology to commercialization. The Center encourages students by providing internships and holding a
yearly business plan competition where the winner is provided space and services at the incubator. There
are 10 business incubators in Ohio, the Columbus Business Technology Center is the most advanced; they
work with the others to assist in their growth.
The University plans to expand the research park and continue the collaboration between the business
community and the university. SciTech and the Business Technology Center assist entrepreneurs by
providing pre-seed capital and connecting businesses with angel investors. Currently they have 96 angel
investors and they are continuing to encourage other investors to participate.
The Business Technology Center has developed a list of best practices for incubators:
• “Commit to the two core principles of business incubation – 1) The incubator aspires to have a
positive impact on its community’s economic health by maximizing the success of emerging
companies; 2) The incubator itself is a dynamic model of a sustainable efficient business
operation.
• Obtain consensus on a mission that defines the incubators role in the community and develop a
strategic plan containing quantifiable objectives to achieve the program mission
• Structure for financial sustainability by developing and implementing a realistic business plan
• Recruit and appropriately compensate management capable of achieving the mission of the
incubator and having the ability to help companies grow
• Build an effective board of directors committed to the incubator’s mission and to maximizing
management’s role in developing successful companies
• Prioritize management time to place the greatest emphasis on client assistance, including
proactive advising and guidance that results in company success and wealth creation
•
•
•
•
Develop an incubator facility, resources, methods and tools that contribute to the effective
delivery of business assistance to client firms and that address the developmental needs of each
company
Integrate the incubator activities into the fabric of the community and its broader economic
development goals and strategies
Develop stakeholder support, including a resource network, that helps the incubation program’s
client companies and supports the incubator’s mission and operation
Maintain a management information system and collect statistics and other information necessary
for ongoing program evaluation, thus improving a program’s effectiveness and allowing it to
evolve with the needs of the clients.
The ideal incubator client is:
• Competitive---advantage gained by application of proprietary technology
• Invest-able---attractive business model
• Talented---management and/or product development team with knowledge of market
• Financially stable---initial working capital in place
• Scalable---revenue assumptions driven by market size
• Passionate---desire to leverage services of incubator
The idea client assistance team is:
• Professional---well-honed management skills
• Experienced---entrepreneurial / start-up
• Knowledgeable---domain expertise
• Accountable---milestone focused
• Committed---success oriented
• Engaged---actively participates with client
The ideal resource network provides:
• Access to capital---pre-seed, angel, VC’s
• Access to services---legal, accounting, marketing, banking, etc.
• Access to potential customers
• Access to government assistance programs
• Access to mentors, advisors, and key employees
• Access to technology---universities, research institutions, etc.”2
Rickenbacker International Airport
Rickenbacker, a former Air Force Base, has been transformed into an efficient logistics hub providing
multiple transportation modes for domestic and international trade. It has 23 million square-feet of
distribution space and can accommodate an additional 34 million sq. ft. of development. Sixty percent of
the U.S. population and 50 % of the Canadian population are within 500 miles of Rickenbacker. It is the
largest of all air cargo facilities within the country; it has 5000 acres and two runways. The airport
includes a Foreign Trade Zone. Rickenbacker is evolving to be a complete intermodal facility to
dramatically improve the flow of goods and freight capacity in the region. The plan is to integrate air,
rail, and truck transport supported by a mix of freight forwarders and consolidators, customs brokers, and
2
Beyond Best Practices—Achieving Excellence; Steven Clark, Director of Information Technology; Business
Technology Center, Columbus, Ohio, USA (PowerPoint)
third-party logistics companies. This development will be capable of supporting industrial activities,
warehousing and distribution facilities by providing direct access from existing industrial parks to
multiple transportation options. If successful this Heartland Corridor will be the largest inland port
facility in the world. The intermodal project is a joint venture
between the City of Columbus, the counties in the region, and private
interests. Surrounding Rickenbacker there are 13 private industrial
parks with 27.6 million sq. ft. of industrial/warehouse/distribution
space. These parks are filled with a “who’s who” of distribution
facilities. In order to create and maintain a first class operation,
design guidelines are enforced for building design and landscaping.
The massive distribution centers are built with the help of a mix of
federal, state and city assistance; TIF districts are prevalent. The
Topeka delegation toured several industrial parks and they were
amazed with the number and size of distribution centers fully
operational and those under construction.
Tour of Columbus
The delegation was provided a tour of the Columbus
community. The group toured Rickenbacker area while being
given a presentation on the airport facility and surrounding
industrial parks. The group then traveled to the northeast side
of the city where the group viewed a new office, retail, hotel,
housing and entertainment mixed use development – Easton.
The entire development was built around a design theme
delineating a town center concept. Doug Kinsinger drew
comparisons to the River Hill development in Topeka.
The group then traveled to the Short North and Victorian
Village area to view the restored commercial district and
residential neighborhood. Following a tour through the
downtown area they viewed the Arena District where a
stadium was developed to provide a location for world class hockey. They traveled by the recently
completed North Bank Park along the Scioto River and the Bicentennial Park, including the future
location of the Promenade. They also drove through the Brewery District which once employed many of
the original residents of German Village and is now restored to an entertainment district reminiscent of its
historical nature.
Columbus City Council
Matt Habash, President of the Columbus City Council talked with the Topeka delegation about the
importance of the city and business community working together to better the community. He explained
that in Columbus they were working together to create new jobs and grow the economy. He believes a
city must grow “outward with a plan and inward with passion.” Citizens in this community want to return
to the city’s center and live closer to where they work and recreate, thus providing the impetus to
redevelop the downtown. Their vision includes an attractive river and riverfront, so the city purchased
land along the river for parks and residential space. Connectivity is key; they continue to connect the
parks, residential areas and commercial areas with green space and pedestrian walkways.
Columbus has learned to “stop doing one project at a time;” development can occur simultaneously and
the city has committed its resources to assure that that
happens. Nationwide Insurance built the hockey arena and
the city is completing the streetscape to make the area
more attractive. At the same time the city is involved with
the university to recreate a commercial/residential corridor
near Ohio State. When completed there will be a direct
connection through the city from the south at German
Village and the Brewery District, to Downtown, the Short
North to the area near the University and the campus itself.
The city is spending $100 million to leverage $500 million
in private investment. Additionally the city is involved
with the University in the research corridor working to
grow and develop science and technology commercialization on the campus. While all this
redevelopment of older established areas is happening, it has not stopped commercial development on the
outskirts of the city, both co-exist.
Mr. Habash told the delegation that the city participates in enhancing the arts as well as assisting in the
development of affordable housing. He believes the next challenge is in the health care arena; the city is
moving forward exploring ways local government can participate in assuring health care for its citizens.
Habash conceded that there is a real balance
between providing quality of life initiatives and
budgetary restraints. He expressed that the entire
city council understands that in order to provide
additional services to the citizenry the city must
continue to grow economically. The council
utilizes a five year capital improvements budget to
prioritize infrastructure needs and to match state
dollars to provide funding for downtown growth
and revitalization. They have no qualms in
utilizing tax abatements to invent private
development.
The City of Columbus and Franklin County now work together which was not always the case in the past;
their challenge today is in collaborating with surrounding cities. As those relationships develop and
grow, they all become stronger; they have learned the competition is not each other, rather it is with what
lies outside of the region. Their past
practice has been to only provide water and
sewer service after an area has been
annexed; today they are considering
providing these services in a limited area
without annexation. They are trying to
evaluate projects with a new look to
regionalism.
Mr. Habash welcomed the Topeka
delegation to his community and expressed
his appreciation for Columbus being chosen
as a city with “best practices.”
Mid-Ohio Race Course
The Topeka delegation traveled from Columbus to the Mid-Ohio Race Track in north central Ohio. The
Mid-Ohio facility was hosting the Sports Car Club of America (SCCA) National Championship Runoffs
which will relocate to Heartland Park Topeka in
October, 2006. The Topeka delegation included this
racetrack visit to understand the impact the SCCA
National Championship Runoffs will have on the
Topeka community next fall. The first impression the
delegation had was the enormity of the races. The
parking lots were full of automobiles, buses, and trucks;
large recreational vehicles were parked along the streets
throughout the racetrack facility. The Mid-Ohio track
has two configurations: a 2.4 mile course with 15 turns
and a 2.25 mile, 13 turn version. Throughout the course
are a
multitude of fan-friendly viewing locations. One can sit
in the stands, lounge on the grassy hills surrounding the
track, or view the races from the crest of hills at picnic
tables. Wherever the view, the excitement of seeing a
bevy of cars traveling at speeds well above 100 miles per
hour, jockeying for position and steering around curves
with finesse was quite a site.
The delegation toured the facility taking in the Racer
Information Center at the Goodyear Tower, the garage complex, winner’s circle, the inspection area, the
main paddock area dotted with manufacturers’ tents and
viewed a couple of the exciting turns in the track. The Topeka
delegation learned early upon their arrival the significant
potential for vendors selling racing-related products and food,
and the interest of the racing fans to join in the atmosphere and
the excitement of the racing community.
When the bus arrived at the track, the delegation was met with
a drizzly cold
rain; the first
stop was a
jacket vendor.
With the Topeka delegation decked out in new racing
jackets and colorfully logo-covered ball caps, they were
off to the races. Some chose to find a comfortable spot
to watch the racecars and do some people-watching as
well. Others trekked along the wet paths to view the
inner workings of the racing industry. When the cars
raced by everyone hollered and whooped and strained to
see the cars fly by. All had a great time; the rain didn’t
deter the race enthusiasts at all. The races run, rain or
shine, and the fans come and come and amazed the
Topeka novices with their numbers and with their willingness to share their racing experience with an
eager listener. The paved streets and walkways surrounding the track were bustling with pedestrian
traffic, cars, golf carts and people-moving trams. Every age of men and women and children were
enjoying the races, the people, the cars, the exhibits, and all the other amenities.
The motor homes that lined the streets were decked
out with barbeque grills, lounging chairs, some even
had laid out carpet, set up tables and decorated with
seasonal pumpkins and mums – they were parked for
the duration.
Racetrack
officials from
Heartland
Park and
SCCA were
on hand to
guide the tour
of the facility
and to explain how Heartland Park will soon look and how our
hometown racetrack will exceed the expectations of the SCCA
National Championship Races next year. They were quick to express appreciation to city officials, the
state, and the citizens of Topeka for investing in Heartland Park in order to bring racing such as the
delegation experienced to Topeka.
Heartland Park and SCCA officials are
creating a world-class fan-friendly event
that will be enjoyed by Topekans and the
many visitors that the race will bring.
Heartland Park is well on its way to be a
facility that will excite the racers and thrill
the fans. Heartland Park officials were
eager to explain the races, to review the
improvements at Heartland Park, and to
answer continuous questions from the
Topeka delegation and from fans and
racing teams that were looking forward to
the move. There were a few disgruntled
Ohioans who were not pleased to loose the
race to Kansas but that was to be
expected. The Topeka Convention and
Visitors Bureau had a Topeka display in a tent and were adept in talking to racers and fans about all that
Topeka has to offer when the championship race moves to Heartland Park. The City of Topeka is in line
for an exciting time when the SCCA National
Championship Runoffs open at Heartland Park.
The Topeka delegation got a preview; everyone
left tired, excited and maybe a little damp, they
now clearly understand what the races will mean
for Topeka/Shawnee County.
Conclusion
The 33 member delegation brought back to the community a renewed vision for the future of
Topeka/Shawnee County. Columbus leaders continually pointed out the collaborative efforts that were
needed to achieve a thriving center city with corporate offices and small business services. Columbus is
a community that has focused on residential development in their downtown to create an atmosphere
conducive to attracting charming restaurants and unique retail and entertainment venues. They have
taken a little-appreciated river and made it into an attractive magnet for business and residential
development. They added parks to create pleasing people places for residents and workers alike which
also encourage festivals and events to draw the community together and create tourism opportunities.
They have not completed revitalization of the riverfront, but are well underway; they understand the
relationship of public investment to create private ventures. Columbus has worked to make the
community the hub of commerce by reaching out to the surrounding region in their economic
development efforts and in their investment in enhancing logistics at Rickenbacker International Airport.
They have developed alliances with their university to create a research corridor to attract bio-technology
and commercialize research concepts. As a community their neighborhoods have revitalized themselves
with active residents and creative artists and entrepreneurs. They inspired the delegation and helped them
to understand the power of collaboration and timing. Columbus has found the path to the future is taking
steps with their partners;
the trip may take time but achieving success comes in completing the journey together.
The delegation experienced the SCCA National Championship Runoffs at Mid-Ohio and now
understands the enormity of the event for the Topeka/Shawnee County community. The number of fans,
racing enthusiasts, race teams, vendors, and volunteers will bring excitement to Heartland Park Topeka
and the surrounding area. The individual business and government leaders in the delegation are advocates
for preparing the Topeka community and providing a first class welcome to the racing teams and visiting
fans. The opportunities are plentiful for local vendors and the hospitality industry. The record that
Topeka/Shawnee County makes will help spur additional racing events. Racing will succeed and thrive at
Heartland Park Topeka.