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Mississippi Communities Receive 2019 National Main Street Accreditation

Mississippi Communities Receive 2019 National Main Street Accreditation
 
JACKSON, Miss. (May 14, 2019) -- The following Main Street communities in Mississippi have been designated as accredited Main Street America™ programs for meeting rigorous performance standards set by the National Main Street Center and the Mississippi Main Street Association (MMSA):
 
Aberdeen, Amory, Baldwyn, Batesville, Belhaven, Biloxi, Booneville, Byhalia, Carthage/Leake County, Cleveland, Clinton, Columbus, Corinth, Crystal Springs, Greenville, Greenwood, Gulfport, Hattiesburg, Hernando, Holly Springs, Houston, Indianola, Kosciusko, Laurel, Louisville/Noxapater, Meridian, Moss Point, New Albany, Ocean Springs, Okolona, Pascagoula, Philadelphia, Picayune, Pontotoc County, Ripley, Saltillo, Senatobia, Starkville, Tunica, Tupelo, Vicksburg, Water Valley, West Point and Woodville/Wilkinson County.
 
Each year, the National Main Street Center and its Coordinating Program partners announce the list of accredited Main Street America programs in recognition of their exemplary commitment to preservation-based economic development and community revitalization through the Main Street Approach™.
 
"Receiving National Main Street accreditation is a prestigious designation and we congratulate each of these cities in Mississippi for this achievement," said Ed Gardner, MMSA Board President. "Main Street programs play a strategic role in making Mississippi more competitive by being a catalyst for economic development."
 
“We are proud to acknowledge this year’s 840 nationally accredited Main Street America programs that have worked tirelessly to strengthen their communities,"  said Patrice Frey, President & CEO of the National Main Street Center. “These programs deserve recognition for generating impressive economic returns, preserving community character, and celebrating local history. Main Street America Accredited communities are part of a powerful movement of changemakers, and their dedication to improving quality of life in the places they call home is inspiring."

In addition, several Mississippi communities were recognized among the 288 Main Street America affiliate programs in recognition of their commitment to achieving meaningful improvements in downtowns and commercial districts across the country using the Main Street Approach™, including Canton, Charleston, Forest, Long Beach, Nettleton, Olive Branch, Pass Christian,  and Winona.

In 2018 alone, Main Street America programs generated $4.93 billion in local reinvestment, helped open 5,310 net new businesses, generated 25,301 net new jobs, catalyzed the rehabilitation of 8,146 historic buildings, and clocked 2.2 million volunteer hours. 
 
MMSA staff evaluate each local Main Street organization’s performance annually and works in partnership with the National Main Street Center to identify the local programs that meet the 10 performance standards. Evaluation criteria determines the communities that are building comprehensive and sustainable revitalization efforts and include standards such as fostering strong public-private partnerships, documenting programmatic progress, and actively preserving historic buildings.

In 2018, Mississippi Main Street cities generated 247 net new businesses, 68 business expansions to existing businesses, 1,225 net new jobs, 84 façade rehabilitations and 309 downtown residential units. More than 45,312 volunteer hours were recorded. 
 
MMSA currently has 53 active Main Street programs that includes 47 Main Street communities and six downtown network members.

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Mississippi Main Street Association (MMSA) has been improving the quality of life in Mississippi for 35 years by developing Mississippi's downtowns. Main Street is an economic development program based in historic preservation. The mission of the Mississippi Main Street Association is to provide visionary leadership, guidance and counsel to Mississippi Main Street communities through organization, promotion, design and economic development to make our cities and towns better places to work, live and play. Since 1993, MMSA has generated more than $5.4 billion in private and public investment (including nearly $1.3 billion in public investment), 38,097 net new jobs, 5,881 net new businesses, rehabilitated 3,377 buildings and added 3,185 downtown residential units. MMSA is a program of the National Main Street Center, with many public and private partners.

Main Street America has been helping revitalize older and historic commercial districts for more than 35 years. Today, it is a network of more than 1,600 neighborhoods and communities, rural and urban, who share both a commitment to place and to building stronger communities through preservation-based economic development. Since 1980, communities participating in the program have leveraged more than $79.12 billion in new public and private investment, generated 640,017 net new jobs and 143,613 net new businesses, and rehabilitated more than 284,936 buildings. Main Street America is a program of the nonprofit National Main Street Center, a subsidiary of the National Trust for Historic Preservation.  

Main Street: A Proven Economic Development Strategy

MAIN STREET: A PROVEN ECONOMIC DEVELOPMENT STRATEGY

By Edward T. McMahon

 

Amazon recently announced the location of its second global headquarters, (HQ2). It will be split between Crystal City, Virginia, a first ring suburb of Washington, D.C., and Long Island City, a New York City neighborhood in Queens. Almost 240 U.S. and Canadian cities bid for the head- quarters, offering as much as $8 billion in economic incentives, but in the end, it all came down to one criteria: the ability to attract and retain talent workers. So, what are the lessons learned for the hundreds of communities that weren’t chosen?

 

Ed McMahon is a Senior Resident Fellow at the Urban Land Institute in Washington, D.C. and Chairman of the National Main Street Center’s Board of Directors.

One lesson is that economic incentives are not as important as community assets. Both DC and NYC have highly educated populations, easy access to an international airport and functioning mass transit systems. Moreover, they both have the kind of walkable, mixed-use environments that attract young, talented workers. Cities hoping to recruit top talent should focus on building a great place.

 

Now there is nothing wrong with pursuing an economic development homerun, but the truth is, most cities will never succeed in attracting the equivalent of an Amazon headquarters. What’s more, the strategy of throwing money at big business is completely unrealistic for the clear majority of smaller cities and towns.So, what is a better, more viable method of building a strong local economy?

 

Dollar for dollar, pound for pound, Main Street is one of the most effective economic development programs ever created. Developed over 35 years ago, the Main Street four-point framework has a proven record in over 2,000 communities of creating new jobs and businesses while also rehabilitating countless historic buildings and revitalizing thousands of main streets and disinvested commercial corridors.

 

MAIN STREET IMPACT

 

Dollars Reinvested*: $74.73 billion 

Net gain in jobs: 614,716

Buildings Rehabilitated: 276,790

Net gain in businesses: 138,303

Reinvestment ratio**: $26.42:$1

 

These estimates are based on cumulative statistics gathered from 1980 to December 31, 2017, for all designated Main Street communities nationwide.

*Total reinvestment in physical improvements from public & private sources.
**This number is not cumulative and represents investment and organization budgets from January 1, 2017, to December 31, 2017.

 

ECONOMIC VITALITY focuses on capital, incentives, and other economic and nancial tools to assist new and existing businesses, catalyze property development, and create a supportive environment for entrepreneurs and innovators that drive local economies.

 

ORGANIZATION involves creating a strong foundation for a sustainable revitalization effort, including cultivating partnerships, community involvement, and resources for the district.

 

DESIGN supports a community’s transformation by enhancing the physical and visual assets that set the commercial district apart.

 

PROMOTION positions the downtown or commercial district as the center of the community and hub of economic activity, while creating a positive image that showcases a community’s unique characteristics.

 

FOUR POINTS OF THE MAIN STREET APPROACH

 

Since its inception, Main Street communities have seen almost $75 billion in new investment. What’s more, in 2017, every $1 of public money invested in Main Street communities leveraged over $26 of private investment. This is economic development as if return on investment (ROI) mattered.

 

Main Street’s wholistic, incremental approach to community revitalization works—this has been proven time and time again. Now, let’s take a closer look at why it works:

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THE POWER OF SMALL

Main Street was developed with the understanding that small steps, small businesses, small deals and small developments can add up to big impact. Building small is sometimes harder, more time consuming and less ashy than building the one big thing, but it is also more realistic, more cost effective and more durable than putting all your eggs into one or two baskets.

 

Ironically, Main Street’s ability to understand and leverage the power of small is one of its greatest strengths, but also why it receives relatively little public funding or acknowledgment from state policy makers and traditional economic development professionals. Public of cials like nothing better than announcing big projects, the bigger the better. Traditional economic development was about business recruitment and “elephant chasing.” City of - cials would, for example, build an industrial park on the edge of town and then try like crazy to attract some plant, factory or distribution center to move there.

 

However, successful economic development is rarely about the one big thing. American communities are littered with projects that were sold as the “silver bullet” solution to a city’s economic woes. Whether it was a convention center, a casino, a new factory or a big box store out on the high- way, city after city has followed the copycat logic of big project mania. Cities would be much better off to dedicate their time and efforts toward smaller things that work synergistically together in a plan that makes sense.

 

THE POWER OF PLACE

The Main Street Approach is also about creating better places. This is important because the link between quality of place and the ability to attract and retain residents and talent is becoming increasingly clear. Mick Cornett, the four-term mayor of Oklahoma City says that “economic development is really the result of creating places where people want to be.” Similarly, Steve McKnight, a Pitts- burgh based economic development consultant says that in today’s economy, “new investment is increasingly seeking locations based on the quality of place rather than the utility of location.”

 

In fact, the unique characteristics of place may be the only truly defensible source of competitive advantage in a world where people can choose to live or work almost anywhere. In 2017, the Lincoln Institute for Land Policy released a report on Revitalizing America’s Smaller Legacy Cities. The report examined the unique challenges of smaller, older industrial centers, primarily in the Midwest and Northeast. It described the trends affecting small and midsized cities: changing economies, declining manufacturing, growth in health care, increasing specialization, diverging trajecto- ries. It then set out promising strategies for success. Most of the strategies were unsurprising, but two stood out: “focus regional efforts on rebuilding a strong downtown and build on an authentic sense of place.”

 

The Lincoln Institute recognized, just as Main Street man- agers do, that downtowns play an outsized role in revital- izing America’s communities because they are the rst- place people will evaluate when judging the health of a community. This is true, even if the people doing the evaluating plan to locate their home or business outside of the downtown.

In simple terms, if you don’t have a healthy downtown, you don’t have a healthy city or town.

 

The Main Street Approach was developed with the understanding that small, incremental improvements, when taken together, provide momentum for long-term economic transformation and improved quality of life in a community. Photo Credit: Ellensburg Downtown Association

 

Did You Know?

 

Most new jobs are in small businesses, while most of state economic incentives go to big business. The U.S. Small Business Administration says that “small business generated 64% of new jobs over the 15-year period between 1993 and 2011. They also say that middle market companies (those with revenues of less than $1 billion) produce 3 out of 5 jobs in high growth industries. Even in high-tech job centers, like North Carolina’s Triangle Research Park, most jobs are in small businesses. In 2018 it was reported that 60 percent of companies located there have 25 employees or less.

Downtowns outsized role in regional economic develop- ment was illustrated in another 2017 report entitled Core Values: Why American Companies are Moving Downtown. The report by Smart Growth America and Cushman Wake eld listed 500 major American companies that have either relocated to, expanded or open new of ces in “walkable downtown locations” in the past 5 years. Some of the Fortune 500 companies that have announced moves from suburban sites to downtowns include Motorola, McDonalds’s, Marriott, Quicken Loans, GE, Caterpillar, Con Agra and Walgreens, among many others.

 

When asked why they were moving, the number one reason was “to attract and retain talented workers,” next was “to build brand identity and corporate culture.” A third reason was “to support creative collaboration.” So, there you have it. Downtowns are coming back to life because this is where both businesses and talent want to be.

 

THE POWER OF HISTORIC ASSETS

Often a community’s greatest asset is its historic building stock. Main Street leverages the value of historic buildings, ensuring that they are kept in use contributing to a community’s future. Here again, many public of cials underestimate the value and importance of historic preservation. Some even see older buildings as an imped- iment to revitalization. So, what is the value of historic buildings and neighborhoods?

 

First, historic buildings physically connect us to the past. They tell us who we are and where we came from. A city without a past is like a man without a memory. Daniel Webster recognized this when he said that “the man who feels no sentiment or veneration for the memory of his forefathers is himself unworthy of kindred regard and remembrance.” At its essence, saving a community’s historic buildings is about saving the heart and soul of a community.

 

Sentimentality aside, historic preservation is also an extraordinarily important tool for economic revitalization. Literally dozens of studies over several decades have documented that preservation is good for the economy.

 

Did You Know?

 

The traditional economic development strategy was about cheap land and cheap labor. It was about shotgun recruitment and low-cost positioning. In the old economy, quality of place didn’t really matter and the most important infrastructure invest- ment was roads. Today, successful economic development is about laser recruitment and high value positioning. Today, highly trained talent is more important than cheap labor and investing in education and workforce development is far more valuable than widening the highway. Today, we live in a world where capital is footloose. People and businesses can locate anywhere. Communities and regions are in a global competition to attract and retain talented workers. Unlike in previous generations, these workers are choosing where they want to live first and figuring out their job situations later.

 

20TH CENTURY MODEL

Shotgun recruitment strategy

Cheap Labor
Quality of life unimportant

Key infrastructure = Roads

 

21ST CENTURY MODEL

Laser recruitment strategy

Highly trained talent
Quality of life critical
Key infrastructure = Education

 

ECONOMIC DEVELOPMENT

Public sector leadership

 

Public/Private Partnerships

Low cost positioning

 

High value positioning

Focus on what you DO NOT have  

 

 

 

Focus on what you DO have

Driven by transactions

 

Driven by an overall vision

Main Street is an asset-based approach to economic development. It focuses on reusing and restoring the assets a community already has, rather than focusing on what it doesn’t have. In Waterloo, Iowa, a Main Street America community, the former John Deere factory just reopened as a Marriott Courtyard Hotel.

 

Preservation positively affects jobs, property values, tourism, downtown and neighborhood revitalization, affordable housing and environmental sustainability.

 

What’s more, while renovation and redevelopment are not new, today’s market is embracing older space with new fervor. In 2016, for example, the Urban Land Institute reported in its annual Emerging Trends in Real Estate Report that “of ce space in rehabilitated industrial build- ings (like former textile mills or warehouses) is now com- manding rents above new Class A product.” When asked why, a ULI spokesman said it was because both employers and employees love space with authenticity and character. Historic industrial buildings also have large, open oor plans that make them exible and adaptable: key attri- butes in a rapidly changing economy.

 

While it was once common to nd corporate headquarters in sprawling suburban of ce parks, it is now just as com- mon to nd corporate of ces in iconic historic buildings. Starbucks corporate of ces, for example, are in a former Sears warehouse distribution center. Under Armor, the sports apparel company, has located its of ces in a former detergent plant in Baltimore. Similarly, Converse Inc.’s of ces are in a beautifully restored, but once derelict wharf on the Boston waterfront and Ford Motor Company recently announced plans to restore the monumental, but long abandoned, Detroit Train Station for its new world technology center.

 

The hospitality industry has also caught on to the advantages of historic buildings. In Milwaukee, the former Pabst Brewery is now the Brewhouse Inn and Suites. In Buffalo, guest rooms have replaced patient rooms at the H.H. Richardson designed state mental hospital, which has been transformed into the luxurious Henry Hotel. And in Boston, the infamous Charles Street Jail is now the swanky Liberty Hotel.

 

The trend of adaptively reusing historic buildings for lodging facilities is not restricted to big cities or high-end brands. In Waterloo, Iowa, the former John Deere factory just reopened as a Marriott Courtyard Hotel. In Petaluma, California, an abandoned silk mill has morphed into a Hampton Inn and in Grand Rapids, Michigan, a vacant downtown of ce building has been reborn as a Home- wood Suites Hotel.

WHAT CHOICE WILL YOU MAKE?

Economic development is about choices. Communities can spend all their time and money on business recruitment or they could focus on expanding existing businesses. When considering your community’s approach to eco- nomic development, ask yourself this question: what akes more sense? Is it a better strategy to provide subsidies and tax breaks for big businesses or would it be wiser to invest in creating a great place and educating a skilled workforce?

 

In considering this question, it is essential to recognize that the big business subsidy approach often pits one community against another. It moves economic activity around. Businesses often leave or threaten to leave after the subsidies run out and if you give a big subsidy to one

company, every other company will likely demand the same treatment. At the end of the day, taxpayers will end up subsidizing huge global corporations and communities will have few options if the market shifts or the company flounders.

 

 

On the other hand, the Main Street Approach of investing in people and working to create a great place builds lasting assets that will pay dividends long after the initial invest- ment. This approach also helps existing businesses. It helps create diverse, durable local economies and it is a more realistic strategy for smaller cities and towns. And, at the end of the day, taxpayers end up investing in them- selves rather than subsidizing big businesses.

 

SUBSIDIES FOR BIG BUSINESS

Moves economic activity around

Puts all the eggs in one or two baskets

 

WHAT MAKES MORE SENSE?

INVESTING IN A GREAT PLACE

Helps existing businesses

Communities invest in themselves

Pits one community against another

 

 

Creates lasting assets that will pay dividends long after initial investment

Businesses leave or threaten to leave after subsidies run out

 

 

 

Creates diverse, durable local economies

Taxpayers subsidize big business

 

 

A more realistic strategy for smaller cities and towns

 

So, rather than spending millions trying to attract a big corporation or “silver bullet solution,” consider devoting just a small percentage of this amount to an economic development program with a proven track record of success and real return on invest- ment. After all, for most communities, hitting an economic development homerun is a lot harder than hitting a bunch of singles that can add up to even more.

 

 


Butler Snow’s Hairston takes the philosophical approach

Butler Snow’s Hairston takes the philosophical approach

 

Posted by: Nash Nunnery in  Law & AccountingMBJ FEATURENEWS November 21, 2018

 

Mississippi Business Journal
By NASH NUNNERY

 

Tray Hairston isn’t your stereotypical attorney.

 

The Jackson native is a student of continental philosophy and existentialism. From Socrates to Sartre, Hairston once took every course offered in the discipline at Tougaloo College and followed up with philosophy course work at Emory University, Brown, NYU and Millsaps College.

 

An attorney with the Butler Snow law firm, Hairston concurs with Socrates, who wrote that the unexamined life is not worth living.

 

“I think my study of philosophy has helped me to think critically about certain issues in a broad cross-section of disciplines,” he said.  “It’s helped me to become a better lawyer.”

 

A graduate of the Mississippi College School of Law, Hairston recently earned inclusion into The Bond Buyer’s 2018 Rising Stars. He also was named to the Mississippi Main Street board of directors.

 

But Hairston, a member of Butler Snow’s public finance, tax incentives and credit markets groups, is most passionate about economic development. Prior to joining Butler Snow, the attorney served as counsel and economic policy advisor to Gov. Phil Bryant. Hairston also has worked in the global business division for the Mississippi Development Authority.

 

“Working as a project manager for MDA, I helped companies and site location consultants find the most appropriate site in Mississippi and obtain incentives,” he said. “I marveled at the work of the lawyers crafting the deal which most always involved bonds. As a result, I yearned to be on the legal side of the transaction.”

 

A big influence on the young lawyer was the late Frank Stimley, Mississippi’s first African-American bond attorney. Stimley died in 2004, around the time Hairston began his MDA career. Though he never met him personally, Hairston knew the trajectory of his career was changing due to Stimley’s inspiration.

 

“(Stimley) is still lauded as one of the best bond lawyers Mississippi has ever seen,” Hairston said. “I’ve always wanted a practice that looks like his and be a trailblazer in the industry like Mr. Stimley.”

 

Hairston’s interest in economic development was sparked even further while working in the governor’s office. He helped draft the historic Mississippi Health Care Industry Zone Act of 2012 and worked on policy surrounding the implementation of affordable housing tax credits for workforce housing in healthcare zones.

 

As a professional in both the legal and economic development arenas, Hairston sees challenges ahead for Mississippi to stay competitive. He says predicting the future has its own challenges.

 

“We have to be on top of changes that are occurring throughout many of the employment sectors in the country,” Hairston said.  “Altering the way laborers work, innovations in technology, automation of manufacturing and artificial intelligence will change the type of jobs economic developers recruit.

 

“(Mississippi’s) success will hinge on how innovative we are at figuring out how to adapt to change.”

 

He also believes equity and inclusion (economic and wealth disparities) will continue to be a challenge.

 

“It’s not about just race, black-and-white. The challenge is also about rich and poor,” said the married father of three. “How do we build up our poorest? It soon won’t be good enough to say that we brought in billions of dollars of investment without also asking the question, ‘Who are getting the jobs?’”

 

Honored by his selection to the Mississippi Main Street board, Hairston suggests that site selectors looking at communities for ‘big box’ projects see ‘quality of place’ as a huge component in their decision making.

 

“Quality of place comprises of low crime rates, good schools, affordable housing, access to quality health care, attractive and active downtowns, among other things,” he said. “Mississippi Main Street picks up some of the slack with respect to aiding in support of the place-making components.

 

“I’m looking forward to helping to raise the visibility of the organization and bolster its resources through fundraising.”

 

Hairston grew up in Jackson but attended Madison County schools because his mother DeEtta taught at Madison Central High School. He characterizes his middle school years as “defiant, a short attention span and a lack of concern for good grades.”

 

Teacher/mother DeEtta Hairston set young Tray straight. Her strong influence led to Hairston earning the school’s citizenship award three of his four high school years.

 

“My mother let me know very early in my freshman year at Madison Central that she was the boss,” he said.

 

Spoken like a true philosopher.


Main Street Greenwood Director elected to represent Main Street Directors on State Board

MAIN STREET GREENWOOD DIRECTOR ELECTED TO REPRESENT MAIN STREET DIRECTORS ON STATE BOARD
 
JACKSON, Miss. -- Brantley Snipes, the executive director of Main Street Greenwood, Inc. in Greenwood, Miss., has been elected to the Mississippi Main Street Association (MMSA) Board of Directors. 
 
Snipes has been elected by her Main Street director peers for a two-year term, beginning in January 2019, and will serve through 2020. 
 
“I’m excited to be a part of the overall structure of our state organization, to help organize, continue to strengthen and plan for the future," Snipes said. "The future of Main Streets across the country is changing, and I believe Mississippi can help lead the charge to truly bring economic change."  
 
"We have so many amazing local programs and I want to make sure we are doing all we can at the state level to encourage, support and promote them,” she added.
 
A native of Greenwood, Snipes has served for five years as the Executive Director of Main Street Greenwood, Inc., a non-profit, historic preservation organization that works to promote and preserve Greenwood’s downtown landscape. 
 
Snipes has received multiple Mississippi Main Street Awards, completed dozens of façade rehabilitations, collected over $50,000 in grant funding, and overseen the completion of a multitude of projects to aid in downtown Greenwood’s rehabilitation. 
 
Snipes developed the first Revolving Real Estate Program in the state of Mississippi and developed a charrette to engage communities in economic development for downtown. 
Snipes is also a licensed Landscape Architect and the owner of Brantley Snipes Landscape + Design, a design firm that specializes in residential, garden and floral design. Her work carries her throughout the state sharing her love of design. 
 
Snipes has a Bachelor of Science degree in Horticulture from Auburn University and Master of Landscape Architecture & Master of Horticultural Science degrees from North Carolina State University. 
 
MMSA provides two positions on the statewide board for Directors' Representatives. Each representative serves a two-year term and represents the 53 Main Street programs in Mississippi on the state level. 
 
Snipes will join Tara Lytal of Main Street Clinton who is serving as the 2018-2019 Directors' Representative on the board. Russell Baty of the Main Street Chamber of Leake County will complete his two-year term as a Directors' Representative on the state board in December.
 
The MMSA board is made up of a statewide group of business, government and community leaders. The 2018 MMSA Board of Directors are as follows:
Board President Ed Gardner, Entergy; President-elect Kevin Stafford, Neel-Schaffer; Past President Allison Beasley, Southern Mississippi Planning and Development District; Treasurer Steven B. Dick, Mississippi Power; Keith A. Williams, Hancock Bank; Tray Hairston, Butler Snow; Steve Kelly, Board Member Emeritus; Ken P'Pool, Board Member Emeritus; Mayor Carolyn McAdams, City of Greenwood; Kagan Coughlin, Base Camp Coding Academy; Chris Chain, Renovations of Mississippi, Inc.; Russell Baty, Main Street Chamber of Leake County; Tara Lytal, Main Street Clinton; Michelle Jones, Mississippi Department of Archives and History; Angi Bourgeois, College of Architecture, Art and Design at Mississippi State University; Leah Kemp, The Carl Small Town Center at Mississippi State University; and Chance McDavid of the Mississippi Development Authority.
 

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Mississippi Main Street Association
P.O. Box 55747 | Jackson, MS 39296
Phone: 601/944-0113
Email: .(JavaScript must be enabled to view this email address)
District Offices:
P.O. Box 445 | Columbus, MS 39703 | 662- 364-0435
426 Northpointe Lake Dr. | Oxford, MS 38655 | 601-941-5409
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Mississippi Main Street is a program of the National Main Street
Center and the Mississippi Development Authority