| Name | Kerry |
|---|---|
| Last Name | Hayes |
| Home Address | 1411 Union Avenue Chattanooga, TN 37404 United States |
| Organization Name | |
| Describe Your Role In The Organization | |
| Organization Address | 1411 Union Avenue Chattanooga, TN 37404 United States |
| Website | https://www.linkedin.com/in/kerrycoeo/ |
| Best Phone Number To Reach You | 9014815104 |
| Alternate Phone Number | |
| Email Address | kerry.hayes@gmail.com |
| Alternate Email Address | kerry.hayes@gmail.com |
| Please Describe Your Project In Detail | In late 2019, shortly before the COVID-19 pandemic began, consultants HR&A delivered their final report regarding the creation of a Health & Wellness District organization to River City Company and the City of Chattanooga: https://static1.squarespace.com/static/600aee7e0d9165627e3084ba/t/60196ae1ace34e2f4c09febe/1612278501845/HealthandWellnessDistrictPitchbook_web.pdf This complex, long-range plan included a number of specific real estate development, workforce development, and public space development strategies intended to improve economic mobility, public health outcomes, housing affordability, and public safety in the areas of East Chattanooga around our three major hospital systems. A number of local foundations and other partners, including the University of Tennessee at Chattanooga, were supportive. Implementation of the plan was stalled by the pandemic, which ironically had the indirect benefit of compelling the hospitals, City government, and County government to work more closely together over many months than they ever had previously. Revisiting the Health & Wellness District plan and moving forward with its implementation can catalyze development in some of Chattanooga's most chronically disinvested districts, resulting in new jobs, new housing units, and a renewed commitment to leading in the fast-growing healthcare and life sciences industries, accelerating our region's recovery and ensuring our competetiveness in the years ahead. |
| Please explain how your project meets the requirements of the American Rescue Plan | In every respect, the creation and management of a Health & Wellness District meets both the spirit and the letter of the ARPA guidance, as well as the Mayor's new One Chattanooga strategy. By investing in the creation of more high-skilled, high-paying jobs in some of the fastest growing industries on earth, we are able to diversify and fortify our metropolitan economy. By identifying and investing in strategic development and placemaking opportunities in the district, we are unlocking new areas of taxable revenue to support additional public services throughout the city and county. By enhancing the quality of life, public health, and public safety in some of Chattanooga's most chronically disinvested neighborhoods, we can accelerate the recovery for portions of our community that have yet to benefit from the metro area's 30-year growth trajectory. This plan is about equity, health, and resilience, and its benefits have the potential to redound to the greater community for years. |
| Where would your project take place? | The Health & Wellness District is generally defined as the corridor between Chattanooga School for the Arts & Sciences and CHI Memorial, with McCallie Avenue as its southern border and Wilcox Avenue as its northern border. |
| How much will your project cost in total? | 250000 |
| Do you have any matching funding sources from other local governments, private entities, non-profits, or philanthropic entities for your project? | Yes |
| Please describe the source and list amounts of any other funding. | |
| What portion of the project are you asking the city to fund? | The most strategic use of City ARPA funding would be to either (A) continue a consulting agreement with HR&A to implement the first phase of the plan or (B) release an RFP to hire a new implementation/consulting partner; in either case, identifying a local nonprofit partner, such as River City Company, UTC, or the Enterprise Center to manage this contract and incubate the work is recommended. A budget of $250,000 for at least two years is a reasonable amount to budget for this work. |
| If funded, when would your project start? | January 3, 2022 |
| How long would your project take to complete? | Implementation of the initial phases is likely to take at least two years. |
| What milestones would you use to measure your project’s progress? | These milestones are generally described on page 46 of HR&A's final report: https://static1.squarespace.com/static/600aee7e0d9165627e3084ba/t/60196ae1ace34e2f4c09febe/1612278501845/HealthandWellnessDistrictPitchbook_web.pdf |
| How would you ensure accountability and transparency throughout the project lifecycle? | A governing advisory body, composed of representatives from the three major hospital systems, UTC, the City of Chattanooga, Hamilton County Government, the Chamber of Commerce, and others should be formed to provide oversight and strategic guidance to the implementation partner and (eventually) district staff. |
| If successful, how would your project benefit the community? | See above: In every respect, the creation and management of a Health & Wellness District meets both the spirit and the letter of the ARPA guidance, as well as the Mayor's new One Chattanooga strategy. By investing in the creation of more high-skilled, high-paying jobs in some of the fastest growing industries on earth, we are able to diversify and fortify our metropolitan economy. By identifying and investing in strategic development and placemaking opportunities in the district, we are unlocking new areas of taxable revenue to support additional public services throughout the city and county. By enhancing the quality of life, public health, and public safety in some of Chattanooga's most chronically disinvested neighborhoods, we can accelerate the recovery for portions of our community that have yet to benefit from the metro area's 30-year growth trajectory. This plan is about equity, health, and resilience, and its benefits have the potential to redound to the greater community for years. |
| How will you attract community buy-in for your project? | Substantial buy-in from the city's public, philanthropic, healthcare, and general business sectors exist, as evidenced by the enthusiasm for this plan during the initial consultation and research period (2018-2019). At this point, attracting buy-in is less of an obstacle than reorganizing and re-energizing the support which already exists. |
| Name | Kerry Hayes |
| Contact Information | |
| Is there anything else you would like us to know about your project? | If we don't move on trying to capitalize on our potential as a healthcare and life sciences destination for talent and economic opportunity, other cities in our region will. |