Cumberland County Economic Development Plan 2010

Cumberland County, New Jersey CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY Building, Growing, Living...

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Quick Facts

2010 Population: 158,434 2010 Labor Force: 65,642 Freeholder Board County Municipalities Bridgeton City Louis N. Magazzu, Director Commercial Township Joseph Pepitone, Deputy Director Deerfield Township Rev. James A. Dunkins Downe Township Jane Jannarone Fairfield Township Thomas L. Sheppard Greenwich Township Nelson Thompson Hopewell Township William Whelan Lawrence Township Maurice River Township Millville City Economic Development Board Shiloh Borough Stow Creek Township Adalberto (Bert) Lopez, Chairman Upper Deerfield Township Paige Desiere, Vice Chair Vineland City Anthony Stanzione, Secretary Savanah Carmen Acosta Major Corporations and Employers Don Ayres Boeing Darlene Barber General Mills/Progresso Mel Brody Durand Manufacturing George Garrison Gerresheimer Glass Mariluz Gonzalez F&S Produce Jody Hirata Seabrook Brothers & Sons Dr. Thomas Isekenegbe South Jersey Hospital System Ron Kincaid Tri‐County Community Action Agency James Lelli Omni Baking Jeannine MacDonald Rich Foods Assemblyman Matthew Milam Jack Narbut Educational Institutions Bill Nardelli Cumberland County College Donald Rainear CC Technical Education Center Dante Rieti Local School Districts Douglas Smithson Director Louis N. Magazzu, Co ‐ Liaison Utilities Freeholder William Whelan, Co ‐ Liaison Freeholder Jane Jannarone, Alternate Atlantic City Electric Vineland Electric South Jersey Gas Cumberland County Utilities Authority Landis Sewerage Authority July 2010 CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY About Cumberland County

Cumberland County is a growing community of fourteen small cities and towns located in southern New Jersey on the shores of the Delaware Bay. It is a place rich in history and culture. Its industrial heritage was built around the natural resources of the region and rooted in glass manufacturing, textile production, and food processing. Today its businesses encompass all the elements of a modern and diverse economy, including state‐of‐the‐art health care, new technologies, national retail opportunities, and a wide range of logistical, service, and other industries.

Nationally and internationally recognized businesses and corporations call Cumberland County home, including Boeing, General Mills, Purdue, Burberry and numerous national retailers, restaurants and hoteliers. Major retailers including Boscov’s, Target, Best Buy, K‐Mart, Sears, Walmart, J.C. Penny are located in and around the County’s population centers.

The County has an expanding tourism and hospitality base. The New Jersey Motorsports Park is part of a range of destinations that includes such nationally recognized resources as the Museum of American Glass, the Wheaton Arts & Cultural Center, the New Jersey Coastal Heritage Trail, the Glasstown Arts District, the Wild & Scenic Maurice River; and fishing and boating on the Delaware Bay. New hotels have been constructed and more are planned to accommodate this growing demand. Signature names such as Wingate, Holiday Inn Express, Hampton Inn, Ramada Inn, Country Inn and others are located throughout the County.

There are 155,000 people who call Cumberland County home. Its largest municipality is the City of Vineland, with 62,000 people. Bridgeton is the County seat and Millville is central to many of the area’s tourism and recreation destinations. Each of these three cities provide a full range of public and municipal services including access to industrial park space, public sewer and water, good highway access and transportation facilities. The Cumberland County Utilities Authority is a regional public sewage system that serves not only Bridgeton but portions of Fairfield, Hopewell, and Upper Deerfield Townships as well. Millville and Vineland each have independent sewage authorities. The graphic on the following page illustrates the location of sewer and water lines in the County. Millville also has a municipal airport, managed by the Delaware River & Bay Authority that can accommodate planes as large as 727s and other jet and propeller driven aircraft.

Businesses and organizations in the County provides jobs in a full range of industrial sectors, with significant concentrations of the resident labor force in manufacturing, agriculture and food processing, transportation, retail trade, health care and public administration. The County has a long history of agri‐business and boasts one of the State’s premier agricultural industries which includes the Vineland Produce Auction; the Rutgers Food Innovation Center; a sizeable nursery industry; vegetable and fruit production; and specialty plant and produce operations.

Its workforce is ready and experienced. County businesses draw labor from a six‐county, southern New Jersey region that includes Atlantic, Camden, Cape May, Gloucester and Salem counties. The region also encompasses a number of educational, residential, and shopping opportunities.

Cumberland County College anchors a network of post‐secondary programs. The College offers programs leading to Certificate and Associate degrees in Arts and Science as well as an Associate degree in Applied Science. The College has partnerships with Colleges and Universities that enable students to earn bachelor’s and master’s degrees at the on‐campus Shirlee and Bernard Brown University Center. The College’s Division of Professional and Community Education provides educational and training services to community residents and employers both on and off campus.

Cumberland County has a good Quality of Life. Affordable homes as well as high‐end housing can be found throughout the County and region. Shopping at the Cumberland Mall and other regional centers is complemented by unique retail outlets such as Dutch Neck Village and the Millville Arts District. And of course, there is world‐class entertainment and shopping at the gaming venues of Atlantic City, less than an hour away.

The County has a good network of roads and highways and a transit system that is on the brink of a major expansion. Rail freight service is offered throughout the County by both Conrail and the Winchester & Western Short Line Railroad. Highway access to the County and region is provided by NJ Route 55 – a four‐lane limited access highway and a host of regional State arteries. New Jersey Transit operates three bus routes that traverse the County, linking the area with Atlantic City, Cape May, Philadelphia and points in between. The County’s close proximity to Philadelphia and its strategic location in the New York to Washington corridor is a significant strength. CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY

Both New Jersey Transit and the Port Authority Transportation Corporation (PATCO) have been developing plans to expand mass transit services in southern New Jersey. Rapid Transit, Express Bus Service is being proposed for the Route 55 Corridor. The PATCO light rail network is actively extending service to Woodbury and will link Glassboro and other nearby communities to Philadelphia in the near future. Ultimately, the intent is to extend this service to Cumberland County.

This document is a planning tool that builds on the existing foundation of the Cumberland County economy and the characteristics of the community. It establishes a vision of the future and outlines those concepts and priorities that will be the basis for the County Economic Development Board’s strategic decisions over the coming five years.

Plans and Partners to Promote Growth

One of the great strengths of Cumberland County is the partnerships that have been formed to promote economic growth and development. This is one of the things that distinguishes Cumberland’s team of economic development experts from other areas of the region. Partnering agencies work together to assure new companies that they have the assistance they need to locate in the County; that existing businesses have the resources to expand; and that jobs and economic growth are an integral part of the County’s agenda.

The easiest way for any firm to get the help it needs is to contact the County Department of Planning & Development at 1‐856‐453‐2211 or call the County’s Toll Free Hotline at 1‐866‐866‐MORE. That will enable the caller to get in touch with someone who can answer questions about: South Jersey Healthcare’s Regional Medical Center is located on Sherman Avenue in Vineland. • Bringing a new business or industry to the County; • Expanding an existing operation; • Finding financing and development incentives; • Dealing with regulatory or permitting issues; • Meeting labor force needs; • Relocating to the County; • Finding a place to live, or Planning a Visit.

Interested parties can also access the County Website at:

www.co.cumberland.nj.us Share the County’s PRIDE...

Partners in the Why the PRIDE in Cumberland County? Revitalization,

Investment and PRIDE in the County means recognition of the strengths and assets that exist. Development of the Cumberland County Cumberland PRIDE is a commitment to a set of beliefs, and a determination to Economy implement them. PRIDE means demonstrating actions that enable the next generation of Cumberland County residents to have new opportunities and places to work. It also involves providing those companies located here now with resources to help them expand and prosper.

The County wants a range of partners and support for its Cumberland County PRIDE Initiative. The PRIDE Program is a commitment to the County’s current and future family of businesses to bring whatever resources are available to promote business development and expansion and to foster a helpful and business friendly environment.

Plans and Partners to Promote Growth

The County’s current partners include:

• Cumberland County Government and Board of Chosen Freeholders • Educational Organizations • Local Governments • One of only 14 Federally recognized Empowerment Zones • Workforce Training Organizations • Industry Groups • Small Business Advocates

There are also partners in public and commercial lending, public utilities, non‐profit organizations and service providers that are committed to making a business’s future in Cumberland County a prosperous one. It is the intent to organize these partners into special “support teams” that can respond to various issues as needed including business attraction, business retention, workforce development, marketing, green industry, or renewable energy.

The Vision and Context of this Plan

This plan is an update to the County’s Economic Development Strategy for Action. This is a planning document. It provides a broad framework for establishing policies; identifying projects; and setting priorities. This document does not provide a tracking mechanism for projects. This detailed information that charts progress, defines benchmarks, and provides a means to track projects is included in an Action Agenda which is an ancillary document that complements this plan.

Background and Rationale

For many years, Cumberland County has had one of the highest rates of unemployment of any county in the State. The loss of the County’s traditional manufacturing base in glass, textiles, and food processing contributed to this situation. The County’s isolation was also a contributing factor since prior to 1989, it had no major four lane highway access.

Going back to the 1980s, which saw the peak of economic distress in the County, much has been done to remedy this situation. Empowerment Zone Designation was secured which not only provided considerable funding to address a range of economic and social issues, it helped significantly to promote the County as a place to do business. Funding for new infrastructure, industrial parks, job training, marketing and transportation and investments in tourism industry such as the New Jersey Motorsports Park have helped to mitigate unemployment, spur new investment, and promote the County as a great place to live, work, and do business.

The Millville Airport has also helped to promote the County and its economic potential to prospective industries. The location of Boeing Helicopter at the Airport is the most recent example of a major, internationally recognized firm that chose Cumberland County as a place to establish operations. The Airport also has considerable potential as a facility for freight and corporate traffic.

Vision and Beliefs

Every County and every community are different. Cumberland County’s vision for the future of its economy is predicated on certain beliefs. These beliefs are rooted in the comments heard from industry; the opinions of its leadership; and a commitment to a bright future for all of its residents and businesses. These beliefs are essential in helping to set priorities and guide the actions that County Government will take to grow the economy. These beliefs are central to shaping the Economic Development Board’s vision and to establishing realistic and achievable goals and priorities.

CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY

A Framework of Beliefs

We Believe that ensuring a good Quality of Life is critical to a prosperous future. This phrase obviously implies different priorities to different people. Put as simply as possible, ensuring a good Quality of Life in Cumberland County means expanding family sustaining job opportunities; enhancing recreation, entertainment and other services; and maintaining a balance by protecting the critical natural spaces and unique resources that make the County special.

We Believe that our County Labor Force must be Top Notch. Clearly, to continue to shift the economic base of the County away from its traditional, manufacturing roots toward a more technology‐oriented and innovation‐based economy, the need for superbly trained, educated and qualified labor is a key requisite.

We Believe in Investing in New Technology and a “Green” Future. Whether it is renewable energy manufacturing; new technology that advances existing industrial operations; or an opportunity to foster innovation and entrepreneurship, Cumberland County should do whatever is possible to foster a business climate that is committed to these possibilities.

We Believe Development should be Responsible and Sustainable. Building a sustainable community means that there must be a balance between the social, economic, and environmental needs of the community. Business needs a welcoming and supportive environment in which to grow and prosper. We want to do what is necessary to provide that opportunity.

We Believe in Providing Efficient and Well‐Coordinated Business Services. There are multiple layers of assistance that can help business and industry address financing, workforce, site planning and other needs. Our aim is to coordinate these services through whatever means possible to ensure single points of contact among the various levels of government and service providers. This will help ensure that new companies as well as existing businesses get the help and support they need to grow and prosper.

We Believe that our Resources should focus on those Actions that County Government can Influence. We want the goals and strategies to be centered on issues that the County government can truly influence. So, for example, while enhancing streetscapes might be an important aspect of downtown development, such initiatives are best left to the communities where those neighborhoods or main streets are located.

A Vision for the County Economy

It is Cumberland County’s aim to promote the ongoing diversification of the economy by expanding job opportunities; providing financing and other support for both existing businesses and new companies; and promoting workforce development through strong partnerships with the public and private sectors to facilitate quality transportation; reduce the regulatory burden; and enhance the quality of life.

As a means of implementing this vision, the County is committed to advancing the following projects and initiatives in the Action Areas identified. These areas include action items and initiatives for which the County will have clear, prescriptive roles.

The Action Agenda

The Action Agenda outlines an inventory of important initiatives needed to implement this plan. Support from all partners and stakeholders is welcome. The County Economic Development Board is committed to providing a forum for other ideas and suggestions.

The following outline presents five Action Areas and 15 Objectives and 28 Strategies for implementing the vision for growing the County Economy. These goals and strategies are aimed not only at new companies but also at maintaining and expanding opportunities for the businesses and industries already here.

Improving Transportation and Circulation. The County is committed to helping its businesses hire and retain good employees. One of the keys to making this happen is providing a good, comprehensive, public transportation network.

Objectives and Strategies

1. Work with New Jersey Transit, the Delaware River Port Authority (PATCO), County agencies and other public transit providers to promote the expansion of rail and bus transit in Cumberland County.

• Inner‐County Transit Service. The County should work through its inter‐agency partners to consolidate and coordinate funding for existing transportation services. The objective should be the creation of a fully interconnected Cumberland County Transit System. • Regional Bus Service. New Jersey Transit should be asked to conduct an audit of its existing transit routes in the County to see if adjustments can be made to provide service that more closely links industrial parks, major institutions and other key employment centers in the County. NJ Transit provides inter‐county service from • The Extension of Light Rail Service. Cumberland County completely Bridgeton, Millville, and Vineland. supports the extension of PATCO light rail service to Glassboro and ultimately to Cumberland County. The County urges PATCO to move as quickly as possible with these plans and will do whatever it can to accelerate funding and appropriations for the work. Until such time as these rail connections are made, the County supports the concept of Express Bus Service on Route 55 as a temporary transit solution in that corridor. • Special Services. Cumberland County recognizes the ongoing need to provide special transit services for the elderly, disabled, and other special needs populations. In coordination with its own “CATS” Service, the County will work with non‐profit organizations, faith based institutions, and New Jersey Transit Access Link to ensure that these needs are met effectively.

2. Improve Road and Highway Connections. Providing safe and efficient road and highway access to the industrial parks, downtown business districts and other centers of activity is essential to supporting current and future development.

• County Roads and Highways. Being able to move efficiently in and around the County is just as important in ensuring good access to jobs as is good regional access. There are some key roadways that link different parts of the County and provide important connections to its major employment centers. The County must work with municipal government and New Jersey DOT to stay abreast of traffic volumes, changing capacity requirements and signalization needs to ensure a network that can handle ongoing growth and development. These critical roadways include: CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY

◊ NJ 56: Landis Avenue. In addition to providing connections between Bridgeton, Vineland and northern‐tier communities, Landis Avenue also connects with Route 55 and serves as an important gateway to Vineland’s downtown. ◊ CR 552: Sherman Avenue. Sherman Avenue provides access to the regional Medical Center, the County College, and various points both east and west of Route 55. ◊ NJ 47: Delsea Drive. This is the major north‐south commercial corridor in the County and a busy shore route which currently accommodates traffic at the southern terminus of Route 55 and directs it through Port Elizabeth and on to the Cape May County shore points. ◊ NJ 77. This is the major north‐south highway in western Cumberland County. Improvements to the highway will be needed at such time as the Upper Deerfield Township industrial centers develop and to accommodate new residential growth in the area. ◊ CR 553. Providing another connection to Route 55 north of Bridgeton in Gloucester County, Route 553 traverses Bridgeton and swings south along the Delaware Bay providing access to key Bayshore communities such as Fortescue and Port Norris.

• Regional Connections. While some of these routes currently traverse the County, others are yet unplanned. All of them, however, are necessary to promote regional access to labor, commodities, markets and services that support business growth.

◊ NJ 55. This route provides major, four‐lane access from Cumberland County to Camden, Philadelphia and the greater, regional Interstate highway network. ◊ NJ 49. This highway which connects the Delaware Memorial Bridge in Salem County, with western Cape May County also serves as the major east‐west thoroughfare in Bridgeton and Millville. ◊ New East‐West Connector. Western Cumberland County has no limited highway access. A new link connecting Route 55 to the Bridgeton environs will help target development opportunities in that part of the County. ◊ Improved Regional East West Access. Through improvements to U.S. Route 40, NJ Route 49, and County Route 540, and exploration of other alternatives, innovative and affordable solutions to improvements to regional access to and from the County can be identified and developed. This could include a new limited access highway that would link I‐ 295 and/or the New Jersey Turnpike with the Garden State Parkway and/or the Atlantic City Expressway. The planning for alternatives such as this could utilize NJ Route 55 is one of Southern New Jersey’s the expertise and resources of transportation agencies premier highway arteries. such as the NJ Department of Transportation, the NJ Turnpike Authority and the South Jersey Transportation Authority, and would include careful and respectful consultation with all possible affected governments, stakeholders and citizens. ◊ Cape May Express Route. Whether it is called the Cape May Expressway, the shore connection route, or the completed Route 55, enhanced access to southern Cape May County can help alleviate summer traffic congestion and promote visitor access to Cumberland County.

3. Plan for new, Mixed Use Development Opportunities. “Transit Villages” are planned, mixed use development projects that combine employment centers with residential development and transit connections all in one integrated complex. In anticipation of light rail connections to the County – particularly to Vineland and Millville – planning for such centers should be done now so that they can be constructed as the market evolves. By providing a diverse mix of development around transit hubs, stress on highways is reduced and non‐motorized transit options to meet daily household demands are increased.

The Action Agenda

Promoting Business Development. The County is committed to attracting new business and retaining existing firms that expand job opportunities that enable Cumberland County to become one of New Jersey’s most desirable business destinations and a magnet for new and innovative commercial and industrial development.

Objectives and Strategies

1. Enhance Business Services. Cumberland County and its partners provide a very attractive assortment of business services through existing municipal loan programs, Urban Enterprise Zone and Empowerment Zone benefits, and education and workforce training programs. There is always more that can be done. Strategies over the coming years will include:

• Creating and/or Enhancing Business Loans and Incentives. Keeping or attracting both large and small businesses means providing them with more tools to be competitive. Offering affordable, long‐term financing and additional access to capital and other business incentives is one way to do this. The County will work with existing business loan providers, including the traditional banks and financing entities, not‐for‐profit business and community development lenders, municipalities and State and Federal agencies that provide access to competitive business loans and business incentive programs to identify opportunities for expanded partnerships with existing providers and/or the creation of new loan pools and other loan programs and incentives, in order to provide what is needed to improve the area’s competitive advantage and to retain and attract business, expand employment opportunities for residents and enhance revenue for local and county government.

• Providing Proactive Assistance with Regulatory and Permitting Issues. The County is committed to making a new business’s entry into the community as easy as possible and to making life as simple as possible for its existing firms. This means working with business as a partner to address local, State and other regulatory and permitting issues. County staff will work with partners in local and State government to provide the administrative, political and other support necessary to secure construction and other approvals as quickly as possible.

◊ Act as a Regulatory Clearinghouse. The County should consider setting up a regulatory clearinghouse where businesses and developers can bring complex permit applications for a County Business Ombudsman to handle.

◊ Advocate for Creation of a Statewide, Commission on Regulatory Reform. Through the New Jersey Association of Counties, or some other statewide organization, the County should push to create a state commission that would be empowered to review and act on regulatory reform, permit streamlining and other initiatives to reduce business Continuing technical assistance programs will help businesses access resources and costs.

• Collaborating on Service Delivery. This means continuing to foster a team approach to business services. By bringing all of the service providers to the table early in the business development process, companies can be assured of the full range of governmental support.

• Providing Grant Writing Support. Providing grant writing assistance to County partners who provide supportive services to business such as childcare, workforce training, or transportation can assist business in meeting many of its employee needs.

• Providing Good Business Information. Good information is a first step toward creating business to business and other commercial networks.

CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY

◊ Business Directory. The County should continue to update and provide its business directory that outlines the range of financial, training and other services that attract and retain business.

◊ Marketplace 2020. More and more often, businesses are reaching out to customers electronically – through the internet. Cumberland County needs to establish a venue in which to promote inner‐county electronic commerce. By meeting certain requirements to register, businesses would be able to showcase their services to each other and to local consumers.

2. Focus on Key Industry Sectors. While the doors of Cumberland County are open to all new industries that will provide good jobs and compatible development, the County Economic Development Board is targeting some key business sectors that show particular promise. They include:

• Agribusiness and Food Science. Agriculture and food processing have been one of the County’s traditional industrial sectors for many years. The Rutgers Food Innovation Center provides an opportunity to encourage new start‐up operations, expand existing businesses, and advance new technologies, packaging and marketing techniques. It is the County’s desire to include Rutgers as an integral part of the marketing and industrial recruitment teams and to promote new production, retail and other business opportunities in this important and expanding sector of the economy. Rutgers University provides technical support to the food • Medical, Healthcare and Health Services. The South processing industry through its new innovation center Jersey Hospital’s Regional Medical Center in Vineland has transformed the County’s potential to attract medical labs, service providers, technical facilities, training providers and other ancillary medical and health services. The County supports the development of a Health Services and Medical Employment Cluster that would be proximate to the Medical Center and Route 55 that would encompass the County College, available land, and related facilities. This should include support for a new medical school in Vineland, in conjunction with the City’s proposal to redevelop the former Newcomb Medical Complex as well as a dental school in the western part of the County, new biotechnology, pharmaceutical and other medical related firms.

• Airmotive and Automotive Services. With the opening of the New Jersey Motorsports Park and the location of Boeing Helicopter at the Millville Airport, the County’s airmotive and automotive industries can also be magnets for ancillary, research, and other related businesses.

• Green Products and Other Manufacturing. It is important to move Cumberland County into a cutting‐edge position in the development and manufacture of green and renewable energy products. To do so, the County has to provide a level of support and creativity that is not available in other areas. Therefore, it is proposed as part of this plan to explore the creation of “Innovation Zones” that would provide low cost development, tax abatements and other financial and training incentives to companies bringing green jobs and industry to the County. These zones would be targeted at grey field areas, business parks and other key locations where this type of development potential exists.

• Research, Education, and Training Clusters. Through the nucleus provided by the County College, the Technical Education Center, the One‐Stop Career Center and public and private schools, the County should commit itself to The Action Agenda

providing the support in land, capital and other assistance to expand its institutional base and attract research, development and related firms. This includes new medical, dental and related schools and other research facilities that can complement the work of the County College or area institutions.

• Retail and Hospitality. This sector will expand as recreational and business development expands. New hotels will be needed to service a growing tourist economy. New retail venues that offer unique shopping opportunities should be a particular focus of the County. Rather than competing for big box retail which will locate in the region anyway, the County should work with its municipal partners to create specialized retail destinations that offer foods, crafts, dining and other retail options not found elsewhere in the region.

• Arts, Entertainment, Culture and Tourism. Through the technical assistance it can provide, the County should offer grant services to the non‐profit and other organizations that promote the arts, entertainment and cultural destinations that can also foster new retail, hospitality and tourism opportunities. With a rich, natural resource base, Cumberland County has numerous ecotourism opportunities particularly along its Bay Shore and other areas. Projects could include new venues for birding, boating on the rivers and Delaware Bay, biking, hiking, and other resource‐based recreation. Farm Markets and Farm Tours could also be provided that build on the County’s agricultural base. These activities combined with existing tourism destinations such as the Vineland Industrial Park. The County motorsports park, Wheaton Arts & Cultural Center, and other traditional sites can be a catalyst for future industrial establish a strong foundation for this sector of the economy. growth by banking land for new business and industrial parks. 3. Coordinate Infrastructure Investments. The County wants to work with our municipal partners to target new investments in water, sewer, broadband, road and highway improvements in areas that serve large concentrations of employment and business activity. Specific activities that the County can promote include the following:

• Industrial Land. It is the intent of this Plan to work with local government to acquire new industrial and business park land to protect it from other uses and ensure adequate land for industrial expansion in the future.

• Water and Sewer. The County should work to secure grant funding and provide alternative financing to drive the extension of water and sewer lines into areas of the County where communities want to see new development. This proactive approach to utility extension can help keep development away from sensitive environmental areas or important open spaces.

• Broadband. This is a critical service that should be available to all households, businesses and employment locations in the County. It is a primary goal to ensure that all government offices, business parks and neighborhoods have access to broadband infrastructure in the coming five years.

• Redevelopment Opportunities. Infrastructure investments and improvements should be targeted whenever possible at downtown areas, and other locations in need of redevelopment.

• Road and Highway. Improving access to employment centers, such as the Millville Airport, is critical. The County needs to be proactive to ensure that industrial parks, institutional clusters and other major economic hubs have the access to good surface transportation needed to meet their needs.

CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY

Enhancing Workforce Development. Investing in the County’s workforce is an ongoing mission. It involves a commitment to coordinate public and private programs to ensure existing companies and new prospects that they have access to skilled and motivated employees.

Objectives and Strategies

1. Provide a Quality Workforce that Grows in its Capacity to Meet New Challenges. The foundation of any successful business is its workforce. Cumberland County has an excellent workforce. The County Office of Employment & Training, the County College, the County Technical Education Center and other partners can ensure that businesses will be able to hire the workforce they need. For those very specialized employees in technical, scientific or other fields where there may not be as many local workers as a company might require, the County is committed to finding and training them as needed. Let there be no question – Cumberland County will work as a partner to help solve any workforce issue facing its companies!

2. Enhance Collaborations between Workforce Partners. Workforce collaborations should be expanded to include faith based organizations, non‐profits and other service providers. Membership on the County Workforce Investment Board should include representatives of such organizations and the WIB should meet regularly to promote programs and opportunities to address the changing workforce demands of the County.

3. Expand High School Learning. High School curricula should be expanded to include mandatory Basic Skills and Life Skills courses that involve students in the types of challenges and issues that they will face in the working world. The School Counts Program, sponsored by the County College should continue to be funded and supported. These objectives should be pursued through the office of the County Superintendent of Schools.

4. Develop a Full Time Technical School. There is a need for a full‐time Technical Education Center that can provide comprehensive, alternative education for students interested in nursing, green technology, renewable energy, automotive technology, computer and software training and other industrial applications that complement the goals of this strategy.

5. Expand Community Support. Formal institutions are only one component of a young person’s educational process. The County should lead a collaboration of faith based organizations, non‐profit groups, after school programs, and parents to develop additional support networks that keep kids out of trouble, off the streets and aimed at constructive career paths.

Creating Green Jobs and Investing in New Technologies. Cumberland County should be on the cutting edge of a green economy. This means providing the land, labor and capital necessary to support new green and tech companies interested in investing in the County.

Objectives and Strategies

1. Meet the Demands of a New Century. Cumberland County wants to be a pioneer in New Jersey in accommodating new technologies, innovation, and research. This means working with existing businesses to reduce their energy costs through renewable energy improvements. The County should also partner with companies to ensure that they have the resources at the local and State levels to install wind, solar and other power facilities that provide a long‐term future for their firms and a basis for supporting a green economy. There should be a commitment to attracting new companies that specialize in the manufacture or distribution of green technologies.

To promote this goal, the County wants to explore the creation of Innovation Zones that provide specialized technical support, financial support, workforce training, construction incentives, and other credits to spur this growth. Cumberland County has the land, redevelopment areas and locations to make this happen. It has the partners in place who can provide the technical assistance. An organized approach to exploring the feasibility of these zones is a priority of this plan. The Action Agenda

The bottom line is this. Every county wants green industries and new technologies. In order to compete more effectively, Cumberland County will need a magnet – a flag to waive – that demonstrates that it is different, unique, and can offer a special package of incentives.

2. Cooperate Regionally. There are a range of roles the County can play to assist in promoting green development and new technologies. They include:

• Develop green technology and other workforce training programs that meet the needs and demands of industry;

• Provide technical assistance to write grants, facilitate meetings with funding agencies, and otherwise support the ability of business to reduce energy costs, pool resources, address new LEED construction standards, and transform construction and operation practices.

• Provide a Green Purchasing Pool to help businesses, municipal government and other participants acquire green products at discounted, high volume prices.

3. Organizational Initiatives. Support organizational initiatives such as those of the Cumberland County Improvement Authority which is investigating opportunities to undertake the development and implementation of renewable energy programs. This could include planning, design, financing, solar panels, wind turbines, and hydroelectric facilities on behalf of local governments and schools.

Marketing and Promotion. The County is committed to an ongoing marketing campaign that involves partnerships with both the public and private sectors to promote the range of economic, tourism and other opportunities available.

Objectives and Strategies The County is committed to an ongoing marketing campaign. 1. Marketing Coordination. The Economic Development Board believes in Cumberland County. Its goal is to utilize available resources to market the County’s opportunities, assets, destinations and services. The objective is to continue to advertise Cumberland County as a great place to live, work and do business.

• County Marketing Effort. The “More to Offer” Marketing Campaign is helping to put the County on the radar screen and heighten awareness of business opportunities. The program should be revisited, amended and reformatted as necessary to address the objectives of this Plan.

• Regional and Thematic Approach. The County cannot and should not be expected to market the community alone. It needs and welcomes the support and involvement of the private sector and partnerships with other public agencies to accomplish this. Opportunities to approach marketing thematically include:

◊ Business and Industrial Development ◊ Recreation and Entertainment including motorsports, ecotourism, arts and cultural venues and other opportunities ◊ Housing and Real Estate ◊ Education ◊ Health Care and Medical Services

2. Recruitment and Retention Teams. The County is committed to an aggressive and proactive approach to recruiting and retaining the types of businesses we want to locate here. Toward that end, we will establish business teams made up of key representatives of the public and private sector to reach out to colleagues in government, business, and economic development circles to identify and attract new industry to the County and help address local business retention issues. CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY

The Priorities

The Action Agenda outlined in this plan is an aggressive one, and some of the goals will take a significant amount of time to achieve. So, this strategy includes some priorities based on the dialogue with the community, the Economic Development Board and elected leadership. These priorities are as follows:

Transportation

1. Work to consolidate the County’s paratransit services; The planned extension of light rail service will be 2. Advocate for an accelerated timeline to initiate Route 55 Express a great catalyst for new development. Bus and Light Rail Connections in Southern New Jersey; 3. Work with NJ Transit to explore a reconfiguration of County transit routes; 4. Continue to implement road and highway improvements to the Millville Airport; 5. Advocate for the completion of Route 55 or other adequate capacity improvements to enhance connections to southern Cape May County and the shore. 6. Explore East West Regional Improvements that enhance access to the County.

Business Development and Retention

1. Work with local government to acquire land dedicated to future industrial and business park use. 2. Create a Business Loan Pool for both large and small businesses; 3. Establish the position of Business Ombudsman to resolve permitting and approval issues with the business community; 4. Initiate the Marketplace 2020 Program. 5. Focus on expanding the County’s strong industry clusters including those in health and medical services; agribusiness and food processing; airmotive and automotive services; green products and manufacturing; research, education and training; retail and hospitality; and arts, entertainment and tourism.

Workforce Development

1. Continue to promote School Counts Program; 2. Pursue development of Full time Technology School; 3. Pursue the development of Medical and Dental Schools in Cumberland County;

Green Jobs and New Technology

1. Establish Innovation Zones; 2. Create Green Products Purchasing Pool;

Marketing and Promotion

1. Revisit the More to Offer Campaign 2. Revise Business Services Guide

Promoting New Commerce and Opportunities

A comprehensive and collaborative effort to develop the Cumberland County economy requires the involvement of all sectors of the community. New businesses, people, and services expand the economic base. The retention of industry is central to maintaining the job base and opportunity that exists.

It is the intent of this plan to promote these objectives. The following is a list of contact information that can help identify the support businesses need to locate or expand in Cumberland County. Entering any of these windows will provide access to the services, support, programs and goals outlined in this document.

Contact Information Kimberly Wood, Deputy County Administrator Cumberland County Department of Planning & Economic Development 790 East Commerce Street Bridgeton, NJ 08302

Phone: 856.453.2211 Fax: 856.453.9138

Or use our toll free Hot Line at: 1.866.866.MORE Or learn about Cumberland County at our web site: www.co.cumberland.nj.us

Join the PRIDE in Cumberland County!

CUMBERLAND COUNTY, NEW JERSEY ECONOMIC DEVELOPMENT STRATEGY

Planning & Economic Development Department Kimberly Wood, Deputy County Administrator 790 East Commerce Street Bridgeton, NJ 08302 856‐453‐2211

1‐866‐866‐MORE www.co.cumberland.nj.us