Job Growth: Who’s working on it? (2003)
This forum examined current and past job growth initiatives, explored the role of the public and private partners involved and identified priorities for Jacksonville’s future job growth strategy.
Key Findings:--Jacksonville’s job growth partners, both public and private, effectively capitalize on Jacksonville’s assets and pro-business environment to bring in new businesses. While Florida is ranked 5th in the nation as a destination for new, relocating, and expanding businesses, Jacksonville is currently ranked number one for new businesses and relocation.
--However, 80 percent of all new jobs in Jacksonville are produced by existing businesses. These businesses do not receive the same attention, support, and services by the local public and private partners as new or relocating businesses. In addition, existing businesses often do not know of the available services or how to access existing service providers.
--While resource speakers defined a “good” job as one paying an annual salary of at least $35,000 with benefits, Jacksonville’s Median Family Income is below that at $33,303. Jacksonville’s workforce lacks a sufficient number of educated and skilled workers needed to attract and sustain higher paying jobs. Employers reported that many applicants lacked even basic comprehension and communication skills for entry-level positions.
--In addition to workforce education and training needs, resource speakers identified gaps between educational institutions (secondary and post-secondary) with the workforce needs of our community. Few partnerships exist between local businesses and the Duval County public school system to address current and future workforce shortages for “in-need” industries, such as healthcare and trades.
Resource Speakers: Nancy Boyle, Small Business Resource Network; Henry Brown, Miller Electric Company; Lad Daniels, First Coast Manufacturing Association; Bruce Ferguson, WorkSource; Carrie Goudy, Cendant Mortgage; Mike Israel, ATS Professional Services; Juliet Kaufman, Jacksonville Chamber of Commerce; Jerry Mallot, Cornerstone; Candace Moody, WorkSource; Karl Pelletier, BearingPoint; Mayor John Peyton, The City of Jacksonville; Declan Reiley, Jacksonville Chamber of Commerce; Al Rossiter, Enterprise North Florida Center; Kirk Wendland, Jacksonville Economic Development Commission; Helen Werking, Lutheran Social Services
Wednesday, July 28, 2010
Tuesday, July 27, 2010
Creating Economic Opportunities III: Earn it! Capture it! Make it!
There is no simple recipe for economic prosperity. However, the following are some helpful concepts that identify important variables which need to be considered by community leaders. Three of the most usable concepts are:
Earn it! Capture it! Make it!
These three avenues of economic development can be pursued using the following five strategies:
1. Retaining and expanding existing firms
This is an “earning it” and a “making it” strategy. When a local firm is oriented just to markets outside the community, this strategy is an “earning it” one. But when a local firm is oriented towards a local market, this strategy is a “making it” one.
2.Improving local linkages between local buyer and sellers
This is a “making it” strategy. The idea is to increase the flow of dollars between local buyers and sellers which will lead to a higher income multiplier.
3.Creating new businesses
This can be either an “earning it” strategy or a “making it” strategy. If the new firm wants to sell to outside markets then the strategy is an “earning it” one. If the new firm wants to sell to local customers then the strategy is a “making it” one.
4.Capturing outside dollars that are unearned
This is obviously a “capturing it” strategy for bringing in unearned dollars.
5.Bringing in outside firms
This is an “earning it” strategy. Most often outside companies enticed to open a branch in the community will be oriented to markets that are beyond the local community. Does your community have a balanced portfolio of strategies?
For more information go to Understanding your local economy, Kansas State University http://www.ksre.ksu.edu/library/agec2/L775.pdf
Earn it! Capture it! Make it!
These three avenues of economic development can be pursued using the following five strategies:
1. Retaining and expanding existing firms
This is an “earning it” and a “making it” strategy. When a local firm is oriented just to markets outside the community, this strategy is an “earning it” one. But when a local firm is oriented towards a local market, this strategy is a “making it” one.
2.Improving local linkages between local buyer and sellers
This is a “making it” strategy. The idea is to increase the flow of dollars between local buyers and sellers which will lead to a higher income multiplier.
3.Creating new businesses
This can be either an “earning it” strategy or a “making it” strategy. If the new firm wants to sell to outside markets then the strategy is an “earning it” one. If the new firm wants to sell to local customers then the strategy is a “making it” one.
4.Capturing outside dollars that are unearned
This is obviously a “capturing it” strategy for bringing in unearned dollars.
5.Bringing in outside firms
This is an “earning it” strategy. Most often outside companies enticed to open a branch in the community will be oriented to markets that are beyond the local community. Does your community have a balanced portfolio of strategies?
For more information go to Understanding your local economy, Kansas State University http://www.ksre.ksu.edu/library/agec2/L775.pdf
Monday, July 26, 2010
Creating Economic Opportunities II
Creating Economic Opportunities (Dynamic Model)
The static economic model is akin to a rain barrel which has inflows and outflows only. Prosperity decreases and increases based on dollars coming in and leaving the economy.
When we put the static rain barrel model into motion by adding in production activities of local businesses, local governments, and schools, we add a dynamic element to the model. These decision-making units combine local resources like land and buildings with non-local resources such as borrowed money and new inventions to make products and services sold both at home and away. The results of the community’s dynamic element are the creation of new income within the community to support local households.
When all firms, households, governmental units, and other producing and consuming entities are functioning at full capacity, the level of prosperity is high (the water in the barrel rises). When the productive forces slow down, the level of prosperity drops (the water in the barrel decreases).
A measure of the dynamic model is turnover of the dollar as it passes from one firm to another and from local firms to local households. When a new dollar enters the local economy and is respent locally a portion of that dollar leaks into the non-local economy. How much remains local depends on how much of a firms earnings become income for local households, which is dependent on the profitability of local firms and their purchasing patterns.
Key questions include: (a) how efficient and competitive are these units of production, (b) where do they buy their resources used to make goods and services, and (c) how much money leaks out of the community from household budgets, and (d) how much local money is being reinvested locally.
For more information go to Understanding your local economy, Kansas State University http://www.ksre.ksu.edu/library/agec2/L775.pdf
The static economic model is akin to a rain barrel which has inflows and outflows only. Prosperity decreases and increases based on dollars coming in and leaving the economy.
When we put the static rain barrel model into motion by adding in production activities of local businesses, local governments, and schools, we add a dynamic element to the model. These decision-making units combine local resources like land and buildings with non-local resources such as borrowed money and new inventions to make products and services sold both at home and away. The results of the community’s dynamic element are the creation of new income within the community to support local households.
When all firms, households, governmental units, and other producing and consuming entities are functioning at full capacity, the level of prosperity is high (the water in the barrel rises). When the productive forces slow down, the level of prosperity drops (the water in the barrel decreases).
A measure of the dynamic model is turnover of the dollar as it passes from one firm to another and from local firms to local households. When a new dollar enters the local economy and is respent locally a portion of that dollar leaks into the non-local economy. How much remains local depends on how much of a firms earnings become income for local households, which is dependent on the profitability of local firms and their purchasing patterns.
Key questions include: (a) how efficient and competitive are these units of production, (b) where do they buy their resources used to make goods and services, and (c) how much money leaks out of the community from household budgets, and (d) how much local money is being reinvested locally.
For more information go to Understanding your local economy, Kansas State University http://www.ksre.ksu.edu/library/agec2/L775.pdf
Sunday, July 25, 2010
Creating Economic Opportunities
Creating Economic Opportunities (Static Model)
Imagine that money flows in and out of a local economy like water flows into and out of a rain barrel and prosperity depends on activities that keep dollars local and those that bring new dollars into the community.
MONEY FLOWS INTO A LOCAL ECONOMY IN THE FOLLOWING WAYS.
1. Products sold to consumers outside the local economy bring new dollars to the community as do commuting locals who bring their wages back into the community. Selling more goods and services to those outside the community (exporting) is considered one way to stimulate a local economy and is defined as economic base theory. Almost any firm can be an exporter.
2. Captured dollars flow into the community (paid to the government and residents) from outside sources. These are unearned dollars that may come from social security and retirement payments; interest, rent, and dividend from outside investments; and grants from higher governmental agencies and foundations.
Bringing in outside dollars
Construction (Building a new highway when the investment capital comes from outside sources) Transportation (A truck terminal which services cross-country traffic) Utilities (An electric power plant which sells to a regional market) Wholesale (A firm which buys locally produced crops, warehouses it and sells it to retailers all over the country) Retail (A regional shopping center) Finance (A concentration of banks serving a large region) Insurance (A regional or national headquarters of a large insurance company) Government (All federal, state, and regional offices) Business and Personal Services (A convention center) Professional Services such as Medical and Education (A university or a medical center which attracts people from multi-county area) Entertainment Services (An amusement park which attracts people from other states)
MONEY FLOWS OUT FROM A LOCAL ECONOMY AS FOLLOWS.
1. Firms buy goods and services from outside vendors.
2. Households shop for goods and services outside the community
3. Firm and employee taxes and social security payments.
4. Assets such as land, buildings, and human skills that are underutilized and investment in ventures that do not pay off.
5. Individuals invest in stocks, bonds, and federal governmental securities
6. Estate settlements made to relatives who leave the community
7. Property taxes collected and spent on educating k-12 students, who leave the community
Stopping the flow of monies that leak out of a local economy can increase the level of prosperity in a community. This can be done by:-Providing locally those goods and services that are purchased outside the community. (Import substitution)
-Having residents invest their savings locally.
-Starting or expanding a local foundation that improves the community’s quality of life.
-Efficient and full utilization of local resources.
-Offsetting the loss of high school graduates (tax investment) by attracting young families.
The greater the number of dollars within the community the more likely businesses are to create jobs. What can Northeast Florida do to bring more money into the local economy? What more can be done to stop the flow of monies leaving the community?
For more information go to Understanding your local economy, Kansas State University http://www.ksre.ksu.edu/library/agec2/L775.pdf
Imagine that money flows in and out of a local economy like water flows into and out of a rain barrel and prosperity depends on activities that keep dollars local and those that bring new dollars into the community.
MONEY FLOWS INTO A LOCAL ECONOMY IN THE FOLLOWING WAYS.
1. Products sold to consumers outside the local economy bring new dollars to the community as do commuting locals who bring their wages back into the community. Selling more goods and services to those outside the community (exporting) is considered one way to stimulate a local economy and is defined as economic base theory. Almost any firm can be an exporter.
2. Captured dollars flow into the community (paid to the government and residents) from outside sources. These are unearned dollars that may come from social security and retirement payments; interest, rent, and dividend from outside investments; and grants from higher governmental agencies and foundations.
Bringing in outside dollars
Construction (Building a new highway when the investment capital comes from outside sources) Transportation (A truck terminal which services cross-country traffic) Utilities (An electric power plant which sells to a regional market) Wholesale (A firm which buys locally produced crops, warehouses it and sells it to retailers all over the country) Retail (A regional shopping center) Finance (A concentration of banks serving a large region) Insurance (A regional or national headquarters of a large insurance company) Government (All federal, state, and regional offices) Business and Personal Services (A convention center) Professional Services such as Medical and Education (A university or a medical center which attracts people from multi-county area) Entertainment Services (An amusement park which attracts people from other states)
MONEY FLOWS OUT FROM A LOCAL ECONOMY AS FOLLOWS.
1. Firms buy goods and services from outside vendors.
2. Households shop for goods and services outside the community
3. Firm and employee taxes and social security payments.
4. Assets such as land, buildings, and human skills that are underutilized and investment in ventures that do not pay off.
5. Individuals invest in stocks, bonds, and federal governmental securities
6. Estate settlements made to relatives who leave the community
7. Property taxes collected and spent on educating k-12 students, who leave the community
Stopping the flow of monies that leak out of a local economy can increase the level of prosperity in a community. This can be done by:-Providing locally those goods and services that are purchased outside the community. (Import substitution)
-Having residents invest their savings locally.
-Starting or expanding a local foundation that improves the community’s quality of life.
-Efficient and full utilization of local resources.
-Offsetting the loss of high school graduates (tax investment) by attracting young families.
The greater the number of dollars within the community the more likely businesses are to create jobs. What can Northeast Florida do to bring more money into the local economy? What more can be done to stop the flow of monies leaving the community?
For more information go to Understanding your local economy, Kansas State University http://www.ksre.ksu.edu/library/agec2/L775.pdf
Friday, July 23, 2010
Who is responsible for job creation in Northeast Florida?
BAKER
Baker County Chamber of Commerce, Development Commission
http://www.bakerchamberflorida.com/
During the past 30 years the chamber has strived to support the local business community and also attract new businesses to locate here. Our goal for economic development is to attract business that not only pay higher wages, but also make large investments in their facilities and equipment, to increase the county tax base.
CLAY
Clay County Chamber of Commerce: Economic Development Division
http://www.clayedo.com/
The Economic Development division is a separate department within the Clay County Chamber of Commerce with its own budget and funding sources. The principle purpose of the Economic Development Advisory Board is to advance the economy and to improve the quality of life for the citizens of Clay County through coordinated business recruitment and business retention/expansion activities.
DUVAL
Jacksonville Economic Development Commission
http://www.jaxdevelopment.org/
The mission of the JEDC is to develop and execute policies that result in sustainable job growth, rising personal incomes and a broader tax base throughout Northeast Florida.
The JEDC achieves its mission through five main objectives:
1. Recruit and expand higher wage job opportunities
2. Promote and encourage private capital investment
3. Increase the growth and expansion of small business
4. Promote and leverage investment in economically distressed areas
5. Promote a healthy and vibrant downtown
Cornerstone Regional Development Partnership
http://www.expandinjax.com/
Cornerstone is Jacksonville and Northeast Florida's regional economic development initiative. Cornerstone is a private, nonprofit division of the Jacksonville Regional Chamber of Commerce. Our purpose is to facilitate the creation and retention of quality jobs and significant capital investment, resulting in a higher standard of living and a better quality of life in Northeast Florida. Counties in the region are Baker, Clay, Duval, Flagler, Nassau, Putnam and St. Johns.
Small Business Development Center at University of North Florida
http://www.sbdc.unf.edu/
More than 90 percent of all businesses in the U.S. are small. Small businesses are truly the backbone of our economy, employing more than 60 percent of all workers and creating 80 percent of all new jobs. Small Business Development Centers have assisted hundreds of thousands of potential and existing business owners by providing the management advice, training and information they need to start, grow, and profit.
FLAGLER
Enterprise Flagler
http://www.enterpriseflagler.org/
Enterprise Flagler, in partnership with local governments, seeks to enhance, promote and develop the industrial and commercial growth of Flagler County. Unique to Enterprise Flagler is its dedicated focus to both industrial and commercial growth now and into the 21st century. The challenge is to create an atmosphere for economic expansion through the promotion and retention of industry and business by developing programs to actively and aggressively attract new business and jobs to Flagler County.
It is our goal to:
-Promote the existing business community
-Recruit new businesses to the area that enhance our growing community
-Help you develop and expand your business through the assistance of this office and the assets we can provide your company
-Provide you with a level of business service that has not existed here before
-Create a level of communication between education, government, and the private sector. This cooperative spirit promotes business expansion, business growth, and entrepreneurism that strengthens all businesses allowing them to create new job opportunities for the citizens of Flagler County.
Flagler County Chamber of Commerce
http://www.flaglerchamber.org/
The mission of the Flagler County Chamber of Commerce & Affiliates is to help our business community thrive.
NASSAU
Nassau County Economic Development Board
http://www.expandinnassau.com/
The Nassau County Economic Development Board is a non-profit organization formed in 1995 as a public-private partnership to provide leadership and develop policies and programs that will foster a diversified and financially strong business community, which will enhance the quality of life in Nassau County. The NCEDB is committed to help broaden and diversify the local tax base and to assist with the creation of high-quality, diversified jobs within all areas of Nassau County.
PUTNAM
Putnam County Chamber of Commerce, Economic Development Authority: Economic Development Council
www.putnamcountychamber.org/edc/edc.htm
The Putnam County Economic Development Council (PCEDC) is a public / private non-profit organization that works to broaden the economic base and create new economic opportunities for Putnam County area residents. The PEDC is governed by a steering committee, comprised of government officials and business leaders.
Mission: To facilitate economic development by new job creation by attracting new businesses and existing business expansion.
ST. JOHNS
St. Augustine/ St. Johns County Chamber of Commerce: Economic Development Council
http://www.stjohnscountychamber.com/
The mission of the Economic Development Council is two fold: To bring new business and industry into the community, and to help existing business and industry to prosper.
Baker County Chamber of Commerce, Development Commission
http://www.bakerchamberflorida.com/
During the past 30 years the chamber has strived to support the local business community and also attract new businesses to locate here. Our goal for economic development is to attract business that not only pay higher wages, but also make large investments in their facilities and equipment, to increase the county tax base.
CLAY
Clay County Chamber of Commerce: Economic Development Division
http://www.clayedo.com/
The Economic Development division is a separate department within the Clay County Chamber of Commerce with its own budget and funding sources. The principle purpose of the Economic Development Advisory Board is to advance the economy and to improve the quality of life for the citizens of Clay County through coordinated business recruitment and business retention/expansion activities.
DUVAL
Jacksonville Economic Development Commission
http://www.jaxdevelopment.org/
The mission of the JEDC is to develop and execute policies that result in sustainable job growth, rising personal incomes and a broader tax base throughout Northeast Florida.
The JEDC achieves its mission through five main objectives:
1. Recruit and expand higher wage job opportunities
2. Promote and encourage private capital investment
3. Increase the growth and expansion of small business
4. Promote and leverage investment in economically distressed areas
5. Promote a healthy and vibrant downtown
Cornerstone Regional Development Partnership
http://www.expandinjax.com/
Cornerstone is Jacksonville and Northeast Florida's regional economic development initiative. Cornerstone is a private, nonprofit division of the Jacksonville Regional Chamber of Commerce. Our purpose is to facilitate the creation and retention of quality jobs and significant capital investment, resulting in a higher standard of living and a better quality of life in Northeast Florida. Counties in the region are Baker, Clay, Duval, Flagler, Nassau, Putnam and St. Johns.
Small Business Development Center at University of North Florida
http://www.sbdc.unf.edu/
More than 90 percent of all businesses in the U.S. are small. Small businesses are truly the backbone of our economy, employing more than 60 percent of all workers and creating 80 percent of all new jobs. Small Business Development Centers have assisted hundreds of thousands of potential and existing business owners by providing the management advice, training and information they need to start, grow, and profit.
FLAGLER
Enterprise Flagler
http://www.enterpriseflagler.org/
Enterprise Flagler, in partnership with local governments, seeks to enhance, promote and develop the industrial and commercial growth of Flagler County. Unique to Enterprise Flagler is its dedicated focus to both industrial and commercial growth now and into the 21st century. The challenge is to create an atmosphere for economic expansion through the promotion and retention of industry and business by developing programs to actively and aggressively attract new business and jobs to Flagler County.
It is our goal to:
-Promote the existing business community
-Recruit new businesses to the area that enhance our growing community
-Help you develop and expand your business through the assistance of this office and the assets we can provide your company
-Provide you with a level of business service that has not existed here before
-Create a level of communication between education, government, and the private sector. This cooperative spirit promotes business expansion, business growth, and entrepreneurism that strengthens all businesses allowing them to create new job opportunities for the citizens of Flagler County.
Flagler County Chamber of Commerce
http://www.flaglerchamber.org/
The mission of the Flagler County Chamber of Commerce & Affiliates is to help our business community thrive.
NASSAU
Nassau County Economic Development Board
http://www.expandinnassau.com/
The Nassau County Economic Development Board is a non-profit organization formed in 1995 as a public-private partnership to provide leadership and develop policies and programs that will foster a diversified and financially strong business community, which will enhance the quality of life in Nassau County. The NCEDB is committed to help broaden and diversify the local tax base and to assist with the creation of high-quality, diversified jobs within all areas of Nassau County.
PUTNAM
Putnam County Chamber of Commerce, Economic Development Authority: Economic Development Council
www.putnamcountychamber.org/edc/edc.htm
The Putnam County Economic Development Council (PCEDC) is a public / private non-profit organization that works to broaden the economic base and create new economic opportunities for Putnam County area residents. The PEDC is governed by a steering committee, comprised of government officials and business leaders.
Mission: To facilitate economic development by new job creation by attracting new businesses and existing business expansion.
ST. JOHNS
St. Augustine/ St. Johns County Chamber of Commerce: Economic Development Council
http://www.stjohnscountychamber.com/
The mission of the Economic Development Council is two fold: To bring new business and industry into the community, and to help existing business and industry to prosper.
Thursday, July 22, 2010
Create jobs: Partnerships, Service, Entrepreneurship, and Access to capital
We can career-counsel people all we want about how to find jobs, but the true national challenge now is how to create jobs. The private sector, and particularly smaller businesses, is the ultimate engine of job creation, but even the best engine can use a tune-up and a jump-start. Here are a few ideas.
Partnerships for job creation. While big companies have tended to be net job-shedders, they create jobs through the small and mid-sized enterprises in their supply and distributions chains. Imagine a national partnership in which big companies pledge to enhance the capabilities of domestic suppliers by providing mentors, investment capital, opportunities in export markets and use of offices abroad, and even insurance benefits as part of a larger pool. This kind of strategy worked to put welfare recipients to work after the U.S. passed welfare reform; the Welfare-to-Work Partnership was a not-for-profit association of large companies committed to make a contribution, with White House encouragement.
National service. Civilian national and community service is a win-win for education, youth development, and the economy, because service corps members, like their military counterparts, serve full time in exchange for stipends. The demand for slots in AmeriCorps programs is greater than the number of positions — and not just because other jobs are scarce. There is an upsurge of idealism on the part of young people who want to feel that they are making a difference for the health, education, and well-being of American communities.
Encouraging early entrepreneurship. From Junior Achievement in high school, which gets kids thinking about a business they could start, to loan forgiveness programs for college graduates who start a business, getting more people in the entrepreneurial habit earlier in life can help jump-start jobs. Micro-finance is not the answer for everyone, and it can seem small and inefficient. But helping neighborhood businesses expand even modestly can contribute to job creation.
Finding growth companies. Tim Ferguson, co-founder of Next Street Financial in the Boston inner city, argues that the big gap in access to capital, especially for minorities, presents an opportunity for proven businesses to expand to the next stage — to so-called mezzanine finance. A public-private partnership fund can fill the gap. The public component can offer credibility, the stamp of approval, while the fund could attract private investors whose worries are eased by public support.
Local consideration: Can the ideas above relative to national policies - public private partnerships, service to the community, developing and encoraging entrepreneurs, and providing access to capital - be used at the local level to develop policies to create jobs in Northeast Florida?
Read the full article, “A Call for Innovation in Job Creation”, online at the Harvard Business Review by Rosabeth Moss Kanter at http://blogs.hbr.org/kanter/2010/07/a-call-for-innovation-in-job-c.html
Partnerships for job creation. While big companies have tended to be net job-shedders, they create jobs through the small and mid-sized enterprises in their supply and distributions chains. Imagine a national partnership in which big companies pledge to enhance the capabilities of domestic suppliers by providing mentors, investment capital, opportunities in export markets and use of offices abroad, and even insurance benefits as part of a larger pool. This kind of strategy worked to put welfare recipients to work after the U.S. passed welfare reform; the Welfare-to-Work Partnership was a not-for-profit association of large companies committed to make a contribution, with White House encouragement.
National service. Civilian national and community service is a win-win for education, youth development, and the economy, because service corps members, like their military counterparts, serve full time in exchange for stipends. The demand for slots in AmeriCorps programs is greater than the number of positions — and not just because other jobs are scarce. There is an upsurge of idealism on the part of young people who want to feel that they are making a difference for the health, education, and well-being of American communities.
Encouraging early entrepreneurship. From Junior Achievement in high school, which gets kids thinking about a business they could start, to loan forgiveness programs for college graduates who start a business, getting more people in the entrepreneurial habit earlier in life can help jump-start jobs. Micro-finance is not the answer for everyone, and it can seem small and inefficient. But helping neighborhood businesses expand even modestly can contribute to job creation.
Finding growth companies. Tim Ferguson, co-founder of Next Street Financial in the Boston inner city, argues that the big gap in access to capital, especially for minorities, presents an opportunity for proven businesses to expand to the next stage — to so-called mezzanine finance. A public-private partnership fund can fill the gap. The public component can offer credibility, the stamp of approval, while the fund could attract private investors whose worries are eased by public support.
Local consideration: Can the ideas above relative to national policies - public private partnerships, service to the community, developing and encoraging entrepreneurs, and providing access to capital - be used at the local level to develop policies to create jobs in Northeast Florida?
Read the full article, “A Call for Innovation in Job Creation”, online at the Harvard Business Review by Rosabeth Moss Kanter at http://blogs.hbr.org/kanter/2010/07/a-call-for-innovation-in-job-c.html
Thursday, July 1, 2010
A thriving downtown and a recognizable brand are critical to new business
As a lead up to JCCI’s Recession Recovery and Beyond Study in October 2010, Jacksonville Economic Development Commission executive director Ron Barton shared his views about two critical areas that are being addressed to make the Jacksonville more attractive to relocating businesses – Cecil Commerce Center and Downtown Development.
“We have a commitment to do something with” Cecil Commerce Center, Barton told the JCCI group. “To make it a job haven. It’s about what works for our future.”
To this end, the JEDC approved Texas-based Hillwood Company LLC to become the master developer of the Westside commerce center. Barton believes Hillwood can market Jacksonville as a premier brand when it comes to luring potential businesses to the area.
Barton also said that businesses are not going to locate someplace where there isn’t investment in improvements. Even in a recession, he said, it’s important to maintain public spaces such as Metropolitan Park and the Southbank and Friendship Park.
“People ask ‘What’s Downtown have to do with economic development,” said Barton. “For business recruiting, it’s important.”
He said a focus on the central Downtown corridor will lead to improvements in the surrounding area that will then spread, and re-establish Downtown’s identity to residents and outside business interests alike.
See the full article, “JEDC executive director: Cecil Commerce Center and downtown”, at the Financial News and Daily Record online at http://www.jaxdailyrecord.com/showstory.php?Story_id=530804 (4.20.2010)
“We have a commitment to do something with” Cecil Commerce Center, Barton told the JCCI group. “To make it a job haven. It’s about what works for our future.”
To this end, the JEDC approved Texas-based Hillwood Company LLC to become the master developer of the Westside commerce center. Barton believes Hillwood can market Jacksonville as a premier brand when it comes to luring potential businesses to the area.
Barton also said that businesses are not going to locate someplace where there isn’t investment in improvements. Even in a recession, he said, it’s important to maintain public spaces such as Metropolitan Park and the Southbank and Friendship Park.
“People ask ‘What’s Downtown have to do with economic development,” said Barton. “For business recruiting, it’s important.”
He said a focus on the central Downtown corridor will lead to improvements in the surrounding area that will then spread, and re-establish Downtown’s identity to residents and outside business interests alike.
See the full article, “JEDC executive director: Cecil Commerce Center and downtown”, at the Financial News and Daily Record online at http://www.jaxdailyrecord.com/showstory.php?Story_id=530804 (4.20.2010)
Subscribe to:
Posts (Atom)