#thefuturestartsnow

As we continue our journey through understanding what Pillars have been cultivated to create the Pontiac Moving Forward Plan and how they impact the community at large, we are rounding out the final two Pillars. Pillar 5: Promote Development In Priority Areas Advisory Group Input suggests that downtown is the cultural center of the city. While I look to find reasons opposed to that statement, to my knowledge downtown has traditionally been the part of Pontiac that accumulated the most diversity in types of businesses, events, and by default, people. I agree that two-way roads should flow through Downtown Pontiac. The loop certainly does not provide a convenient path into downtown either. Regardless of that fact, if downtown Pontiac is an attractive place to live and visit, I believe people would deal with being inconvenienced in pursuit of activities they look to engage in despite how the city’s infrastructure is laid out.

By in large, it seems the residents are in favor of enhancing our downtown area based on the community survey section of the Pillar 5 review (pg. 34). In fact, based on the same survey, Growing the Downtown ranked as the second highest redevelopment priority for residents. It even goes as far as to say the Phoenix Center should be improved and used opposed to tearing it down. While I agree that the Phoenix Center can be used as the central location for entertainment (if done the right way), I see how an argument can be made for restructuring that entire area. I would not approve of any progress without a thorough plan of action and an itemized projection on cost and potential revenue in order to have an apples to apples comparison. That option, if ever an option, is likely years away from initiation. If the community would like to preserve the Phoenix Center, we should look to fulfill the wishes (when best for the city) of the residents that dwell in Pontiac. In favor of due-diligence, all options should be explored.

The people that are the driving force behind “rebuilding” Downtown Pontiac are aware that there has to be a housing/attraction balance in order for the area to become self-sufficient. Even then, a community’s downtown is only as good as the community that supports it. I would like to see what a city wide survey conveys as the types of businesses and attractions residents would be most interested in seeing and why. There is a balance between implementing the wants our residents have and providing a vision/plan that focuses on growth and progress. That may entail making the decision that aren’t always popular, but necessary.

As we continue to build out the ecosystem for Entrepreneurs that help service the needs of the Pontiac community, opportunities to add a college campus would add to the progressiveness of Downtown. The Advisory Group sees this option as a real opportunity for our future. All of the previously mentioned items resort in improving the local quality of life (Pillar 4). Improving the local quality of life allows community members to use their purchasing power in the redeveloped downtown area.

I end this publish with asking a simple question: What determines the priority areas? We all should consider it. 

Visit https://cj4pontiac.tumblr.com/ for more publishes that explore our community and my perspective on suggested actions.

Pillar 4: Improve the Local Quality of Life expresses the need for basic necessities to be met and basic resources readily available for Pontiac’s citizens. Again, my perspective is that schools, hospitals, grocery stores, parks, banks, and other accommodations have to be present within a 10-15 minute walking radius in order for a community to truly thrive and progress.

One of the strategies that Pillar 4 fits into is strengthening neighborhood and advocacy groups. Upon further thought, the entire infrastructure of Pillar 4 is rooted in there being community groups that are willing to act as advocates on the larger community’s behalf. That level of organization leads to leverage when there is a need to be met within that neighborhood. The marketing plan development lends an opportunity to attract the resources that foster basic necessities. The more appealing the brand (when there is a need), I believe it will be more likely resources are distributed within our neighborhoods.

Indirectly, expanding entrepreneurial and incubator services speaks to the ability for our community to start relying on small businesses to do big things. As we begin build on the talents that exist in our area, businesses are catered to filling our needs. “Cleveland Hustles”, a show executively produced by LeBron James, focuses on current successful business owners investing in community entrepreneurs with startups. A model that many progressive communities have implemented and is pivotal to their growth. As I mentioned earlier, readily accessible resources is what will ultimately improve the standard quality living for Pontiac’s residents. One strategy focuses on increasing access to job skills training programs. While we have to focus on allowing individuals to improve their skill sets, part of creating a better standard of living involves local job opportunities being readily available as well.

The next steps are crucial as we explore raising the standard of living for our community. If basic needs aren’t met, there is no way we can evolve. As people nor as a community.

As I’ve mentioned in previous posts, the standard of living has to improve for our citizens in Pontiac. There are basic things that are missing within our neighborhoods that most progressive communities have. In short, my perspective is that schools, hospitals, grocery stores, parks, banks, and other accommodations have to be present within a 10-15 minute walking radius in order for a community to truly thrive and progress. When basic living necessities are met, we humans have a way of focusing on more evolved thoughts (pursuing education, advanced career opportunities, etc). We psychologically move away from constantly thinking about the survival of those in our immediate circle and start to imagine more positive possibilities.

From the Advisory Group Input portion of Pillar 4, there is a mention of greater diversity in housing, and a need to unite groups with similar or like causes.

First, I agree that our housing development should be catered to what we believe the shift in home landscape will be moving into the future. Our city stakeholders should take note that a younger generation has different wants and needs in terms of housing taste and selection.

During my former life (working for a large residential component manufacture), there were studies done every other year specifically geared toward understanding what the “next” homeowners are looking to transition into as they acquire more buying power. There is enough readily available research that can help with identifying current and future trends. Aside from that, as traditional homes become in need of repair, we can strategically look to match repairs with “upgrades” that begin the transition process toward updated housing.

Secondly, if you recall the blog post presenting my Governing Proposal: Plans and Initiatives, I specifically speak to forming legislation that builds a consortium for groups that have similar missions (youth, economy, etc.) I spent most of the time speaking to the groups that have a calling to empower the youth in our community. There is more that can be accomplished by leveraging multiple groups opposed to trying to tackle issues alone.

While there is a place for improving the transit within our community, my belief is that when you consider the size of Pontiac and other immediate issues that require attention, there may not be a pressing need here. When a quality standard of living is defined by the ability to have access to basic necessities within a 5 mile radius (personal definition), priorities become clearer. The economic analysis reflects that household income levels remain well below the surrounding area, region, and nation in comparison. The question becomes, what is the most effective and productive measures we can take to improve the average income level for the residents of Pontiac? There are a number of solutions that all act as a piece to the larger puzzle. The organization of collectively agreed upon priorities is a good place to start.

The community survey states that “residents ranked the need to enhance existing neighborhoods as the highest priority for redevelopment in the City” (Pg. 33). While I agree with this assessment, I find it far too broad of a solution to create actionable steps of improvement. I believe we have to begin by understanding what each community is lacking. What interest areas exists among local residents within that neighborhood.

I would be remiss if I didn’t spend more time on the average household income. Pontiac is certainly open for business. Although businesses should have a social responsibility to the community it dwells in,  their goal should be to make money in the purest sense. With that said, the expendable income within the community is low enough (~$25,000 give or take) that people within the community may not be able to afford the services provided. Businesses then rely on people from outside of the community to drive Pontiac’s economy. In previous posts, I stated that Pontiac has an unhealthy circulation of income within city limits. That will continue unless we strategically start (in some ways) and continue (in other ways) to provide opportunities for residents improve their income. Potential resolutions include current job opportunities, training for current/future industries, resources allocated toward specific industry education, and Entrepreneurship to name some opportunities.

Pillar 3: Enhance the Local Brand + Image and how we define it has major implications on what Pontiac’s “identity” will be from an outside perspective. I am of the opinion that we need to work to have a roll-out in process as we build up the other Pillars (our infrastructure). In many instances, the Brand is what individuals see and relate with before any other representation. 

 Developing a Marketing plans assists us with “communicating the value of the City of Pontiac to potential visitors, residents, and business investors” (pg. 48). I agree with the report as it reflects that we lack a strong identity. I’d venture to say that we either don’t have an identity or at least a consistent one. The important thing is that there is one message that permeates from all outlets. As we continue the effort to grow business support services, part of our process has to be working on an approach that involves the centralization of available information and resources. As we begin to expand entrepreneurial and Incubator services, in many existing models, marketing plays a significant role in attracting talent. Similar to a team or university looking to attract talent, a brand has to be established. In Pontiac’s case, I believe the “pitch” should be centered around our former glory and where we are headed as a community based on what we have been able to accomplish in the past couple of years. That whatever talent is being recruited has the opportunity to be an “impact player” in our entrepreneurial ecosystem immediately.

 Indirectly speaking, the other Pillars benefit from consistent brand messaging. Large corporations and governments thrive, in part, because people trust the brand. Despite the individuals that may represent the brand over time, there is a consistent positioning and the mission/vision is only enhanced. Positively or negatively, people begin to expect a certain experience. Disney is a master at controlling its brand and the experience visitors have. Over time, the experience has become “where dreams come true”. Whether or not you agree with the options provided at their establishment, McDonald’s has mastered providing the same experience regardless of your location. Municipalities thrive or suffer from similar perspective. By in large, people expect favorable experiences when visiting New York, Las Vegas, and Grand Rapids (to bring it closer to home).

 We are in a very unique position as a city. We have an opportunity, even with Pontiac’s rich history, to begin defining what our experience is for our many facets. I believe that begins with the community-at-large being on board with consistent brand messaging. The implementation should be planned and thought out carefully which is why I suggested building Pillar 3 simultaneously with the other Pillar infrastructures (or before) opposed to waiting. Small portions can be implemented over time in order to help the community and those outside of our community digest our new identity.

 It will always take a collective effort to effectively gel moving parts such as these Pillars but I believe we have the passion and skill-sets to make it a reality.