
How many of you plan on coming back to Cleveland after college? Probably close to none. You want to go where to cities that your friends will gravitate to when they graduate—cities with an atmosphere and culture that appeals to young people. Fun cities, cool cities, interesting cities, like New York, San Francisco, Chicago. Maybe even abroad to London, Paris, Zurich, Rome, or Sydney. But Cleveland? The only time college kids have thought about Cleveland in the past year is when they saw the Hastily made Cleveland Tourism Video on CollegeHumor.com (come and look aaat both of our buildings...hey, it's catchy, what can I say?)
And in those few sentences lie Cleveland’s death-knell. We’ve heard it before, the brain drain and lack of brain gain that is ruining Northeast Ohio’s economy and future. But Cleveland has much to offer: A low cost of living, an incredible Metroparks system that should be the envy of every urban area attempting to create citywide green space, a foodie scene swiftly rising to national prominence, and perhaps above all, a small community that instead of being cutthroat like NYC, has the potential to help recent grads network and reach their potential in whatever fields they choose to pursue.
Nevertheless, Cleveland sucks because it lacks the robust social scene and cool jobs to be found elsewhere. It has no robust social scene because few young college grads move to Cleveland, and it lacks the competitive jobs because of this dearth of intellectual capital. It’s a classic catch-22. But it doesn’t have to be this way; my first week at Policy Matters, Tim Krueger, aspiring urban planner and recent Cornell graduate, shared with me his plan for revitalizing Cleveland. After much discussion between the two of us, I am here to present this tweaked and reworked proposal to all of you.
College students move along well-established social paths that don’t run through Cleveland. So the first step in revitalizing this city is to create social pathways to attract graduates. In an ironic way, the economic crisis provides the perfect opportunity for this city. The job market may suck in Cleveland, but it sucks everywhere. Thus, by offering graduates strong social and economic incentives, Cleveland can begin to change the social norms within academia, and position itself as a city worthy of consideration when college students decide where to begin their new lives.
The “Intellectual Capital and Fellowship Program” (if you have a catchier name/better acronym by all means let me know) would offer economic incentives in the form of free rent and an expedited job hunt, social incentives in the form of an automatic social scene and mentorship from a community leader, and would affect social norms within academia by reversing the manner in which new applications are typically solicited.
The Four Part Approach
1. Neighborhood Based - A core component of the Intellectual Capital Fellowship program is that it works through physical space. College graduates want to be independent, but they also want the community interaction and feel of a campus and a dorm. Just look at how everyone holds up examples of young companies like Google, and what they have done with their office spaces—casual, informal, and fun. Working in an office where there’s a snack bar, pool tables, and couches where you can lounge in sweatpants and jeans and do work on your laptop mimics the atmosphere of studying and working in a dorm. Example number two, the New York Times reported on new construction condominium towers that are being marketed to young professionals: “For anyone who has lived on a college campus, the feeling of Metrome and other buildings aimed at young adults in downtown San Diego will be instantly familiar. While they may have been marketed like hip hotels, the feeling of the social life in these buildings is more that of a college dorm.” We envision that the Fellowship would purchase and renovate a warehouse in the flats, Ohio City, or Tremont, and provide loft apartments to program participants—rent free for the first six months, and subsidized rent for the Fellowship’s final six months. This would also have the tangential effects of increasing nearby commerce and real estate development after time.
2. Mentorship – The small size of this program would allow for highly individualized experiences. Fellowship participants would have complete agency in the job search, and unlike a conventional internship model, the end of the Fellowship program is completely irrelevant to the (former) fellow’s tenure at her job. The crux of this individualized job experience would be the creation of a Board of Mentors, comprised of established business and community leaders in Cleveland from different fields. The Board would participate in selecting the fellows each year, and then each Mentor would be paired with one Fellow. Over the course of the yearlong program, Mentors would develop relationships with their respective fellows, and advocate for them on their job searches, as well as help them integrate into socio-professional networks. This relationship could very well continue after the formal end of the program.
3. Social Networks and the Application Process – The manner in which the Intellectual Capital Fellowship Program would solicit applications would be one of its greatest assets in continuing and strengthening its existence. Tim drew inspiration for this section of the Fellowship from his experiences with and observations of social networks during his time at the Roosevelt Institute (national student-run think tank) and the Obama campaign. He points out Summer on the Cuyahoga as an example of what the Fellowship’s application process should not be: Summer on the Cuyahoga solicits applications through college career offices and alumni networks, which means that because it takes one or two students from every school, every year it starts over again with the application process. It never builds its own social network, and never creates the kind of social incentives for students to follow previous graduates from their schools to Cleveland. Instead of this scattered model, the Fellowship would partner with 3 or 4 prestigious colleges and universities to solicit applicant, and would require that each Fellow solicit ten new applications from the most highly qualified individuals they know. The expected result, is that after a few years, almost all potential applicants would already have social connections who had gone through the program, and hopefully chosen to remain in Cleveland. In other words, it could become more normatively acceptable, and possibly even desirable, for students in certain social networks to consider moving to Cleveland after graduation.
4. Student Loan Repayment - Obviously, a major goal of the Intellectual Capital Fellowship is to convince graduates not only to come to Cleveland, but also to stay in Cleveland once the program formally ends. The soaring cost of tuition and the student loans that it engenders offer Cleveland an opportunity to tackle this problem of, “brain gain and brain remain” (I just thought of that one—brain remain—like it?) Participants who establish residency in the city of Cleveland proper at the end of the program, will be eligible two years later to receive $1000 a year, or up to 20% of their annual student loan payment, for the next five years (with back payment for the first two years after the Fellowship), contingent upon their continued primary residency in Cleveland, to be used for the repayment of their student loans. (Or we could just offer them free beer, that might make them come too).
Hopefully a critical mass of bright young graduates could help to turn around the city’s social and job scene by attracting businesses and culture. Or we could just wait for fresh water to become the next world crisis, at which point Cleveland and the Great Lakes region will become the most important area on Earth (you heard it here first—start buying all the lakefront property you can get your hands on). So hit us up and let us know what you think (emails can be sent to ahurst12@gmail.com).

