In Part 1 of our Imagine A Youngstown Series, we begin on the ground — quite literally. The roads and their condition. We not only approach this with an angle of fixing the roads, but how to turn road repair into a multifaceted industry that involves R&D (Research and Development), manufacturing, installation, and sales. Be sure to link with our site and social media accounts and sign up for our Email list to get updates when we release later installments of Imagine A Youngstown: A Vision To Restore Economic Greatness To The Mahoning Valley.
Imagine a Youngstown that took a look at the conditions of the roads, and set out to not only fix them once every few years as they become totally unacceptable and to just until they deteriorate again, but rather in a way that gives them long-term durability. Let’s go even further. What if these durable roads were achieved in a way that:
-Created jobs that attracted high-level talent in the area of material research, geology, and manufacturing logistics.
-Created jobs in the hundreds, perhaps thousands, in manufacturing of the material that would be used for the durable roads and in the assembly of the roads where large parts would need to be preassembled.
-Created an epicenter for a new industry of creating the material and assembling the durable road material and road components, respectively, and exporting the material and components to the many areas that suffer the same issue of crumbling and problematic road infrastructure.
Now for everyone’s favorite question: where would the money come from? Well, the money could come from a combination of local, state, and national government funding alongside private investment and contributions. Of course it’s not as simple as that but there could be a lobby set up to solicit and secure this funding from both governmental as well as private contributors.
Expanding the Vision: A Material For Manufacturing Roads as the Foundation
Let’s add substance to this vision by specifying that these durable roads could be made from a material discovered, or realized, to be better than traditional asphalt or road material. An example is recycled plastic—a material already gaining traction globally for its sustainability and resilience.
This is an area ripe for innovation, and our area could lead the way.
Youngstown could transform its industrial legacy into a circular economy, turning waste plastic into roads that outlast asphalt, resisting Ohio’s brutal freeze-thaw cycles.
This isn’t just about patching potholes; it’s about reimagining infrastructure as a circular economy. Plastic roads offer superior durability, resisting cracks and weathering better than traditional asphalt, while reducing landfill waste and a bit of an impact on decoupling from fossil fuel dependency. Imagine Youngstown as the first U.S. city to scale this technology, setting a precedent for others to follow.
This is a reinvention of infrastructure, positioning Youngstown as a pioneer in a scalable, exportable industry.
How Could This Happen? Phasing, Planning, and Execution
To make this real, a phased approach is essential, with clear roles for specific professions.
Phase 1: Research and Pilot (1-2 Years)
The initial phase hinges on R&D, requiring talent that Youngstown currently lacks. We’d need to attract 50-100 material scientists, geologists, and manufacturing logistics experts from outside the city. Perhaps we’d have to reach far out into the nation, or world, but maybe the talent is closer than we’d expect. Think Cleveland, Pittsburgh, as well as the coastal tech hubs.
Ideally, we’re looking to establish an R&D hub in Youngstown, partnering with local universities like Youngstown State University, University of Akron, Kent State, or one of the Cleveland schools, and leveraging federal grants (e.g., from the Department of Transportation or EPA). Referring back to the talent, we would recruit 50-100 material scientists, engineers, and geologists to develop a something like a recycled plastic or other concoction for road formula optimized for Ohio’s freeze-thaw cycles, as well as the beating that roads take under the pressure and friction of vehicles.
A pilot project—say, resurfacing a few miles of Route 422, or Market Street—would test durability, cost, and community reception. As far as the idea of recycled plastics, local waste management companies could supply plastic, creating early synergies.
These professionals, earning $125,000-$150,000 annually, would generate $6.25 million to $12.5 million in taxable income and disposable spending. Partnering with Youngstown State University and securing federal grants (e.g., from the DOT or EPA), they’d develop a plastic road formula and test it on a pilot stretch—say, a few miles of Mahoning Avenue. Local waste firms would supply plastic, laying early groundwork.
Phase 2: Manufacturing Scale-Up (3-5 Years)
With the formula proven, we’d build a flagship plant in Youngstown, employing 1,000-2,500 manufacturing workers and assemblers drawn from the local population to produce modular road panels. These jobs, paying $55,000-$75,000 yearly, would inject $55 million to $187.5 million into the economy—taxable income and cash for housing, groceries, and entertainment.
The transportation needs/logistics of the road material and assembly would bring about the need for there to be plants/manufacturing facilties in various locations strategically around the area, and perhaps into Pennsylvania. A second facility in nearby Pennsylvania (e.g., Sharon, Farrell, or Hermitage) would cut transport costs for heavy modular panels, designed for rapid installation, for broader Mahoning Valley deployment. Private investors—green tech startups or construction firms could fund this leap, eyeing export markets.
Private investors—think green tech firms or construction giants like Holcim could fund expansion, lured by export potential to Rust Belt neighbors like Pittsburgh or Cleveland.
Phase 3: Industry Epicenter (5-10 Years)
By this phase, Youngstown is positioned as a national supplier, exporting to states with similar infrastructure woes (e.g., Michigan, Indiana, West Virginia) and cities like Detroit, Erie, and Upstate NY—creating a sales and distribution network. The workforce expands to 2,600-3,000 total, including truck drivers and quality control staff alongside the core researchers and manufacturers. Sales and training hubs emerge, teaching other regions to install these roads. Community colleges could offer short courses, upskilling locals for higher roles over time. These ancillary roles begin to push total employment higher.
Scenarios: What Could Result?
Best Case: Youngstown leads not just a revolutionary, innovative and future-forward way of solving one of its most pressing problems (problematiic road infrastructure), but also what many would consider as a “green” industrial renaissance—making strides in sustainable development. It wouldn’t be tough to imagine companies like KWS Infra (a Dutch firm) or MacRebur (UK) partnering with local firms, boosting innovation.
The initial 50-100 scientists and geologists mentor locals, while manufacturing jobs stabilize families. Population grows by 5,000-10,000 as families follow jobs to Youngstown, reversing decades of decline. Tax revenue funds schools, parks, and further infrastructure, creating a virtuous cycle. We know how this economic story goes.
Moderate Case: The project thrives locally, sustaining 1,000-1,500 jobs and $55 million-$112.5 million in payroll. Housing improves, but exports lag due to competition. Youngstown still gains a gritty innovator’s edge—enough to spark modest revitalization.
Challenge Case: Early costs balloon, or plastic roads wear under heavy loads. Mitigation, such as pivoting to hybrid materials or smaller-scale uses, like plastic-asphalt blends or turning the focus to niche markets like parking lots or bike paths, can be done to preserve some economic gains. This keeps $55 million in local income flowing, cushioning setbacks.
What Other Benefits Does This Bring About?
With point 1, we could see the migration/importing of talent in the science/engineering, geology, and other fields related to this aim at perhaps 50-100 people with the earnings of $125,000-$150,000 yearly. What does this equate to? $6.25 million – $12.5 million of taxable income, and of course income to spend on housing, food, entertainment and other living expenditures in the Mahoning Valley.
This could precipitate the micro-expansion of the housing market, whether real estate or rental as these high-earning individuals would need a place to dwell. As Youngstown doesn’t have the necessary talent pool to adequately fill the positions of material and geological research and scientific development with the findings of the research, this talent and expertise would need to be imported. One of Youngstown’s current advantages is its affordability in the cost of living department.
There isn’t the constricted supply of housing due to high demand nor is there the exorbitant pricing that is associated with such a situation. In fact, the supply/demand scenario is the opposite; Youngstown is in demand of people to move IN to the area, but is short on attraction that brings the high-earning or high-skilled people to even glance at an area to consider as a home location.
These imported professionals—material scientists analyzing plastic composites, geologists studying soil stability, logistics experts optimizing supply chains—bring not just income but ideas. They could spark STEM programs, like a “Future Road Builders” initiative, inspiring local kids.
In point 2, the creation of jobs required in manufacturing and assembly of the road materials, which is based upon the research and formulaic findings of the minds in point 1, bring about an opportunity for gainful and meaningful employment that can be drawn from the native population. It requires little-to-no schooling or education, and is able to tap into a population that already is still immersed in a culture of manufacturing.
Furthermore, the need for this workforce would also attract migration to the area from those who are looking for work in the manufacturing sector as laborers. We can estimate that the workforce required for this around-the-clock production would be around 1,000 to 2,500 people. The transportation needs/logistics of the road material and assembly would bring about the need for there to be plants/manufacturing facilities in various locations strategically around the area, and perhaps into Pennsylvania.
This is so because the materials and assembled parts will not be lightweight, and will require a lot of heavy vehicle transfer. Thus it makes sense that there be as little transportation overhead as possible, and to achieve this there could be plants/facilities in multiple areas allowing for better/easier commutes.
Jobs created for the Youngstown area to fill the manufacturing roles can be estimated to be in the range of $55,000-$75,000 yearly, which tallies up to $55 million – $187.5 million of taxable income and income generates to spend in the area on housing, entertainment and again — other living expenses.
Ideation: Economic and Social Ripples
This money is also available for private investment in other businesses and ventures that would provide benefit for the area economically and even socially. When people are making money and on a good level, in a low-cost-of-living city such as Youngstown and the surrounding areas, they will look for ways to spend their extra cash on hand. The opportunities in the area to meet the demand brought on by newly migrated people will inspire them to open or invest in businesses of their own.
This effect was observed during the boom of Silicon Valley, although most of the new businesses formed were offshoots of the Fairchild Semiconductor company and more or less served the same purpose to the world at large, rather than niche businesses to meet the demands of people who moved to the area as a result of the semiconductor industry. Nonetheless, Youngstown would see exactly this result, i.e. — new businesses being formed to meet the new people’s needs and wants for necessary goods and services, as well as entertainment and novelty item purchase.
Imagine a worker earning $75,000 opening a diner near the plant, or a scientist with $150,000 backing a local theater. Excess plastic could spawn side industries—think durable playground equipment or flood-resistant barriers. An annual “Youngstown Road Expo” could showcase innovations, drawing investors.
As well, the innovation that would result in unforeseen products and services is something also to consider as being a residual outcome for investment from the “new money” in the area.
Execution: Bringing It Together
Execution hinges on collaboration and starts with attracting that initial 50-100 talent pool. A public-private task force—comprising city officials, university leaders, and industry reps—could oversee planning, and one key tactic could be to offer relocation bonuses and market Youngstown’s affordability. Tax incentives would lure initial investors, while a “Buy Youngstown” campaign encourages local sourcing. Community buy-in is key: town halls could showcase pilot results, and forums build trust, showing how $6.25 million in early tax revenue could benefit the community. Something like a transparent funding tracker online keeps everyone in the know, trusting that the money is going exactly where it’s supposed to be, and everyone remains invested.
As we can see, the establishment of an industry to research and manufacture materials for the installation of durable and better performing roads could result in the creation of an estimated 2,600-3,000 high and well paying jobs, provide a demand and boost in the housing market, as well as the possibility of 1,500 – 2,000 families being formed or migrating to the area for a net population gain.
There would be a substantial residual growth in area business since the disposable income (and necessarily-spent income, i.e. – on furniture, clothing, groceries, toiletries and other household and living items), that will be spent in restaurants, theaters, retail stores, etc.
Additionally, it cultivates the potential for new private investment in the area since there would be an exponential expansion of income floating throughout the city as a result of these newly manifested jobs—starting with $6.25 million-$12.5 million from the researchers, scaling to $55 million-$187.5 million from the manufacturers. Youngstown’s roads could become its redemption story—a gritty, practical solution that rebuilds not just pavement, but a community’s future.