2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 1 of 82 CITY OF TRENTON
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
2004
Prepared by: Trenton CEDS Steering Committee City of Trenton Douglas H. Palmer – Mayor Trenton Division of Economic Development Brownfield Redevelopment Solutions, Inc.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 2 of 82 TABLE OF CONTENTS 2004 COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
I.
Needs A. Purpose..............................................................…............…................6 B. Economic Development Background, Problems, and Opportunities ....6 C. Community Participation in CEDS……………………………………..….9
II.
Objectives and Strategies A. Vision: Trenton’s Economic Goals………………….…………….…….…9 B. 2004 Plan of Action ..…………………………………...…………………10 C. Related Plans ….………………………………………………………….11 D. Preparation for Redevelopment .………………………………………..13 E. Marketing for Redevelopment ……………………………..…………….13 Economic Development Brochure1 Commercial and Industrial Site Selection Database2 Plan Application Review Committee (PARC)3 Department of Inspections coordination4 F. GOAL 1: Quality of Life ..…………………………………………………15 1. Strengthening Neighborhoods………………………...………………16 Magic Marker5 Hanover Place6 Champale7 Oxford Street8 Trent House Square9 Canal Plaza10 John Fitch Way11 North Clinton Redevelopment Area12 Hermitage Avenue Shopping Center13 Pennington Avenue Shopping Center14 Battle Monument Commercial Area15 Polizzi’s Meat Market16
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 3 of 82 2. Increase Recreational Opportunities…………………………………18 South River Walk17 North River Walk18 Assunpink Creek Greenway19 Assunpink Creek Culvert20 Thropp21 3. Support Education Initiatives…………………………………….……21 School Renaissance Zone22 MECHA23 Urban Women’s Center24 YWCA of Trenton25 Small Business Week26 4. Promote Heritage Tourism…………………………………..………..22 Convention and Visitors Bureau27 Capital Region Convention and Visitors Bureau28 5. Enhance Transportation ……………………………………………...23 Transportation Master Plan29 Trenton Train Station30 Light Rail31 6. Improve Parking ……………………………………………………….26 Trenton Commons Lot32 Parking Deck at the Courthouse33 7. Emphasize the Arts ……………………………………………….......26 Trenton Arts Connection34 8. Promote Entertainment-Related Activities…………………..………27 Entertainment District35 Chambersburg36 South Broad Street Village37 Manex Trenton Studios38 Eagle Tavern39 G. Goal 2:Stimulate Economic Activity ……………………………….……28 1. Promote high technology industries ………………………………..29 Cyberdistrict 40
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 4 of 82 Trenton Business and Technology Center41 Small Business Development Center42 2. Focus Development on the Downtown ……………..……..…….…29 Downtown Redevelopment43 Hotel District44 Roebling Mansion45 Broad Street Bank Building46 Bell Telephone Building47 Trenton Downtown Association48 Hill Wallack Office development49 Economic Development for Trenton Corporation50 3. Create Modern Industrial Parks ……………………………….……31 New York Avenue Redevelopment Area51 Route 1 Industrial Redevelopment Center52 Crane site53 Kramer site54 Lenox site55 PSE&G Substation56 Guardian Drug57 Enterprise Avenue Industrial Park58 Trenton Makes Industrial Park59 4. Develop and Promote Incentives …………………………….….….32 Urban Enterprise Zone60 Federal Foreign Trade Zone61 TBAC’s Micro-Loan Program62 Section 108 Business Loan Program63 Capital South Façade/ Matching Grant Program64 TDA Soft Loan / Matching Grant Program65 Brownfields Revolving Loan Fund66 City Façade Improvement Program67 III.
Sources for Assistance A. Partnerships ………………………………………………………..…36
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 5 of 82 B. Priority Setting…. …………………………………………………..…36 C. Funding Sources …………………………………………...…….…..37 D. Criteria and Performance Measures for CEDS process …………46 Figure 1: Trenton’s Location …………………………………………………………8 Figure 2: Redevelopment Areas ……………………………………………………12 Figure 3: Open Space ……………………………………………………………….20 Figure 4: Major Transportation Routes, Pedestrian and Vehicular…………..….25 Figure 5: Urban Enterprise Zone ……………………………………………..…….34 Figure 6: Foreign Trade Zone ………………………………………………..……..35 Figure 7: Project Locations …………………………………………………..……...38 Exhibit 1 List of CEDS Steering Committee membership and affiliation summary………………………………….………………47 Exhibit 2 Steering Committee meeting minutes ………………………………….52 Exhibit 3 Letter Certifying CEDS ……………………………………………….... 78
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 6 of 82
I.
NEEDS A.
PURPOSE
The primary purpose of this document is to present an updated Comprehensive Economic Development Strategy (CEDS) that reflects changes in Trenton’s economic development planning and implementation. It is based upon the 2001 CEDS document and prepared by the City of Trenton’s Division of Economic Development with the assistance of the CEDS Steering Committee. (See Section I.C for more information).This document will be used to assist Trenton in prioritizing projects, ensuring that the economic development projects undertaken by the city are done so in a manner consistent with an overall economic plan. The CEDS process is designed to help create jobs, foster more stable and diversified economies, and improve living conditions. It provides a mechanism for coordinating the efforts of the City of Trenton, individuals, organizations, and private industry concerned with economic development in Trenton. Projects included in this plan appear in boldface type, and have a superscript numeral associated with them. In Section III.C Funding Sources, this numbering system is used to describe the costs, where available, for each project along with actual or potential partners. This numbering system again appears in Figure 7, Project Location Map, to indicate the location of each geographically-based project. B.
ECONOMIC DEVELOPMENT BACKGROUND, PROBLEMS AND OPPORTUNITIES
Trenton is a 7.5 square mile city dating back more than 300 years. It is located in Central New Jersey on the Delaware River, and serves as the State Capital and the Mercer County Seat. Trenton’s population is 85,403 (U.S. Census Bureau, 2000), with a labor force of 45,037 (N.J. Department of Labor – 2002; laborers who live in the city and work in Trenton and elsewhere) and a work force of over 50,000 (2000 Census, work in the city, live in Trenton or elsewhere). Approximately 50% of Trenton’s population is African American, about 25% Hispanic, and 25% Caucasian. Trenton is located in Mercer County, New Jersey, one of the wealthiest Counties in the country (per capita income, 2000 U.S. Census). However, Trenton is extremely poor in comparison with this affluent area. The median family income in Trenton is $36,681, compared with Mercer County’s $68,494 (2000 U.S. Census). While many would argue that Trenton is fortunate to be the State Capital of New Jersey, the County Seat for Mercer County, and home to numerous churches and not-for-profit organizations, hosting these entities comes
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 7 of 82 at a price, as they occupy more than half of the land mass in the city and pay no property tax.
The State Government is the largest employer in Trenton, with a workforce of more than 20,000 workers located in Trenton. The largest private employment sector is the services sector, followed by manufacturing and retail. With a labor force of 704,000 within a 30 minute commute, and 1.8 million within a 45 minute commute, Trenton can offer businesses access to an impressive labor force. This becomes more impressive when one looks at the educational levels of this labor pool. Mercer County has a greater percentage of people with graduate degrees than New Jersey and the nation.
Trenton’s land values are lower than the surrounding area, which presents both an obstacle and an opportunity. While office rentals in the Central New Jersey area averages $16 to $25 a square foot, and Philadelphia rates are $16 to $30 per square foot, Trenton’s office rentals average $14 to $22 a square foot. This competitive price can attract new businesses into the city, but the lower lease rate makes it more difficult for developers to be able to financially justify investment in Trenton, as there is a longer return on investment period. Trenton is one of the few cities in the Northeast which boasts excess sewer capacity, allowing the city to welcome new industries without concern for how it would impact wastewater treatment capabilities. In fact, some companies outside of Trenton contract with the city to dispose of their industrial wastewater in the Trenton sewer utilities system. Trenton is fortunate to have excellent transportation access and is located in the transportation corridor between New York City and Philadelphia (see Figure 1, location map). The new Trenton-Camden River Run light rail line which runs from Camden, NJ to Trenton provides transit service to municipalities in Burlington and Camden County and enhances access to the city. The newly expanded Mercer County Airport is close, and the Philadelphia International Airport is only a forty-five minute drive or short train trip. The Trenton train station is the sixth busiest station stop on the Northeast Corridor, and is in the early stages of a major redevelopment effort. It is home to Amtrak, New Jersey Transit, Conrail, and SEPTA. Trenton is located on the Delaware River and is currently redeveloping portions of its five mile riverfront.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 8 of 82 Figure 1: Location of Trenton
Trenton boasts many historic sites located along the original street grid, making the city a walkable destination of historic significance (See section II.F.4.). Because of Trenton’s rich industrial heritage as a world manufacturing leader in the late 1800s to early 1900s of rubber, steel, and porcelain, there are a number of former industrial buildings which present development opportunities. Some of these buildings have environmental concerns and are in need of repair, but they are of sound construction. Many of Trenton’s older buildings have already been successfully redeveloped, paving the way for others to be put to an adaptive reuse. Environmental issues are a big concern associated with development anywhere in Trenton. Past industrial practices, the presence of slightly contaminated historic fill throughout the city, and the many old underground storage tanks in Trenton make redevelopment more challenging. In response, Trenton has implemented an aggressive and progressive Brownfields program to address the environmental issues of these properties. This process has been extremely
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 9 of 82 successful in moving sites through New Jersey’s Voluntary Cleanup Program, and has been nationally recognized by the U.S. Environmental Protection Agency and others. Trenton is surrounded by a rich and diverse collection of high-skilled employers. These include pharmaceutical, telecommunications, engineering, science research laboratories, media, and financial sectors. Trenton has a real opportunity to capture some of this dynamic employment opportunity by positioning itself to provide development sites to firms wanting to expand or relocate, reducing the commute of their employees. C.
COMMUNITY PARTICIPATION IN CEDS
This document has been produced by Trenton’s Division of Economic Development, and a diverse 81 member CEDS Steering Committee (see Exhibit 1 – Committee Members and affiliation summary). The core of this steering committee is the Brownfield Environmental Solutions for Trenton, or BEST Committee, which has provided advice to Trenton on redevelopment activities regularly since 1996. For purposes of providing input for the creation of this document, many additional members of the Trenton community were invited to participate in the CEDS Steering Committee. This committee met on November 14, 2003; December 18, 2003; January 29, 2004, and held a public meeting on March 15, 2004. (See Exhibit 2 – Steering Committee meeting minutes). Together, members provide a comprehensive representation of Trenton’s supporters, including community representation, financiers, real estate professionals, State representatives, and city representatives. The document has also been widely circulated both within the city government and among outside parties to receive a multidisciplinary review. The 2004 CEDS document is a revision of the 2001 CEDS document, which in turn was a significant update from the 1994 and 1998 Overall Economic Development Plans. New programs, projects, and a more clearly articulated vision combine to reflect current and anticipated conditions. In addition, this document is based on Trenton’s Master Land Use Plan, the Comprehensive Plan, individual neighborhood redevelopment plans, and other planning initiatives which together help to guide Trenton’s redevelopment priorities (see Section II.B. for additional information on related plans). The preparation of all of these documents involved extensive public participation and community support. II. OBJECTIVES AND STRATEGIES A. VISION: TRENTON’S ECONOMIC GOALS Trenton has recognized that quality of life issues are what will drive the success of economic development and revitalization. A comprehensive effort must be undertaken to educate people on all the positive aspects of living and working in Trenton, and to address those aspects with which people are uncomfortable. Therefore, while it is not within the scope of this report to discuss quality of life
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 10 of 82 issues in detail, promoting positive steps taken to improve Trenton’s public schools, reduce crime, and make parking more convenient and available will have direct economic benefits. In addition, it is critical for Trenton to spread the word about the strong feeling of community within the city; the highly educated workforce in and immediately surrounding the city; and the excellent infrastructure such as excess sewer capacity, fiber optic cable networks, and transportation systems including highways, rail lines, and airports. This, combined with significant historic and cultural assets, excellent building stock, an attractive river location, institutions of higher learning, and Trenton’s position as a destination for those doing business with the State government, make Trenton extremely attractive and marketable. Through a combination of community participation, a strong marketing effort, and ongoing economic development and housing and education improvements, Trenton will realize its vision, first articulated in the 1994 Trenton Enterprise Initiative and reiterated in planning documents and elsewhere: We see a vital and sustainable community filled with people who celebrate their diversity and heritage. We enjoy safe, flourishing, and harmonious neighborhoods marked by attractive housing, beautiful parks, busy shopping areas, and a wide range of recreational and cultural opportunities. Our children are the center of our focus, and our families are strong and healthy. We are life-long learners, striving to achieve our full potential within a supportive and economically vibrant community. Our city is open to the world as a crossroad of government, business and culture that once again “makes what the world takes.” The strategies necessary to meet Trenton’s vision fit into two overall goals, with multiple strategies associated with each. • Goal 1: Improve the overall quality of life in Trenton to stimulate increased economic development; attract new residents, visitors and businesses; and retain existing residents and businesses. • Goal 2: Develop a vibrant, diverse economy in Trenton which will provide jobs, create tax revenue, and contribute to the commercial and industrial health of the city. B. 2004 PLAN OF ACTION These two general goals, improved quality of life and increased economic development, will be implemented through an integrated strategy. This integrated strategy combines many types of initiatives, those that are based around a targeted geographic area; those that promote a specific concept such as entertainment, tourism, or high technology industries; and those that are project-oriented. Achievement of the two goals will also accomplish other objectives such as facilitating business development and expansion, increasing
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 11 of 82 construction and permanent employment opportunities accessible to Trentonians, expanding the city’s tax base, reducing blight, and encouraging spin-off development. Throughout the implementation of these projects a strong emphasis on marketing Trenton’s strengths and building partnerships will be encouraged. Accomplishing these primary goals and other objectives are all attainable with the development of partnerships with county, state, and federal agencies, not-for-profit institutions, and the private sector such as developers and others interested in reinvesting in the city. C. RELATED PLANS A critical strategy in implementing this plan is the integration and coordination of the many other excellent plans and studies which have been created or are under development. This plan attempts to acknowledge the importance of many components in improving economic development, such as marketing, improved transportation, improved schools, and improved neighborhoods. However, this CEDS document is not a transportation plan, a school improvement plan, or a marketing plan. It is important to join these and many other diverse needs in a broad-based campaign to redevelop Trenton. In particular, existing plans which were consulted in the development of this document, and which need to be taken into account in appropriate redevelopment efforts include: • • • • • • • • • • • • • • • •
Consolidated plan Master Land Use Plan Transportation Master Plan (under development) Redevelopment Area Plans (See Figure 2: Redevelopment Areas) Cyberdistrict Marketing Plan Open Space Master Plan CCRC’s Renaissance Plan Downtown Master Plan (under development) Assunpink Greenway Conceptual Plan Traffic Study Plan School Community-Based Master Plans The Trenton Urban Enterprise Zone budget proposal The Brownfields Program Action Plan Capital Region Heritage Tourism Master Plan The Arts Build Downtown Trenton: A Business and Cultural Blueprint Realizing the Vision: the 2003 Annual Report of the City of Trenton
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2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 12 of 82 Figure 2: Redevelopment Areas
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2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 13 of 82 D.
PREPARATION FOR REDEVELOPMENT
A critical component of achieving both of these goals is the remediation and redevelopment of Trenton’s brownfield sites. Virtually all of Trenton’s industrial and commercial properties contain some form of environmental contamination and are thus potential brownfields. In addition to creating a potential health hazard, such conditions inhibit development. In most cases, the results are clearly evident: abandoned and underutilized properties; businesses unable to expand; hesitation by investors to become involved; blight and deterioration; loss of jobs; a reduced tax base; and so on. The City will continue its efforts to make strategic industrial and commercial sites available for redevelopment by reducing or eliminating the “environmental issue” that inhibits the site’s redevelopment. One of the most effective methods of accomplishing this objective involves entering into a memorandum of agreement (MOA) with the NJ Department of Environmental Protection. Through MOAs, State funds are leveraged under the Hazardous Discharge Site Remediation Fund. Examples of current projects include: sites along the Assunpink Creek, Hermitage Avenue, Kramer, Magic Marker, and many others. To date, the city has completed or is in the process of redeveloping 19 of the city’s 61 EPA Brownfields Workplan sites. These are sites identified as priority brownfields by Trenton in the EPA assessment grant, and includes both city-owned and non city-owned properties. In addition, data gathered about the sites will be incorporated into the State’s SiteMart, an electronic marketing resource. The city has been successful in obtaining several grants from the US Environmental Protection Agency for brownfields assessment and program development, and for the establishment of a brownfields cleanup revolving loan fund.
E. MARKETING FOR REDEVELOPMENT Redevelopment efforts will not be successful without a market demand for the proposed reuse. This demand can be created, in part, by an aggressive and strategic marketing effort. The creation and implementation of an effective marketing strategy is critical to the implementation of the goals of improved quality of life and increased economic development. Currently the prevailing public perception of Trenton is primarily negative, particularly in the communities directly surrounding Trenton. This perception will be changed by highlighting Trenton’s advantages, particularly as compared to other towns and cities in the immediate Region and beyond. These advantages include the strong urban
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 14 of 82 community of Mill Hill, the wonderful restaurant district of Chambersburg, an extensive transportation infrastructure, affordably priced housing, an excellent labor supply both quantitatively and qualitatively, a convenient central location, excellent river views, and a strong historic park system. The marketing strategy should include hiring a respected and qualified marketing firm to promote the city’s many assets, and making full use of various avenues for promoting Trenton’s advantages, including the city website, local TV, expanded radio presence, direct advertising, outreach to media, a presence at events such as fairs and seminars, using opportunities to appear on panels at conferences where builders and developers will be present, and the development of written promotional materials. Connections to key marketing partners such as realtors and home builder associations should be encouraged. Likewise, partnerships should be encouraged with neighborhood groups such as not-forprofit organizations and civic organizations. Different messages should be targeted toward different audiences, with appropriate messages and outreach plans developed for each audience group. Examples of potential audiences include current Trenton residents and businesses, builders and developers (investors), potential employers, recreation users, potential consumers in the immediate region, and potential tourists and business owners nationwide. A critical audience is potential homeowners. Bringing residents into the city produces stability, demand for products and services, and creates a readily available labor force. As part of its marketing effort, the city should package incentives for potential homebuyers. Trenton is an affordable urban alternative for those people priced out of the expensive North Jersey and New York housing markets. Programs such as a housing fair, where many open houses are held simultaneously and the first fifty people to purchase a house receive $3,000 toward closing costs are relatively low-cost high impact initiatives with huge public relations value. Many other older, industrialized cities can provide examples of successful marketing efforts. Baltimore provides an excellent example of aggressive municipal marketing through the efforts of “Live Baltimore!”, a sustained marketing campaign with a full time staff of five. Funding a consistent, sustained marketing program is critical to overcome negative perceptions. Trenton is fortunate to have many people who are passionate about the city and who volunteer their time to serve as unofficial ambassadors, changing perceptions one person at a time. A somewhat formalized training program to educate these Trenton enthusiasts and to recruit others would help to realize the greatest impact from what is already occurring informally. In addition, an effort must be made to reach out to Trenton residents. While many are strong supporters of the city, others share the negative perceptions found outside of the city. By changing the perceptions of current residents, new ambassadors are created, existing residents and businesses are retained, and a new sense of pride is nurtured.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 15 of 82 Another marketing resource which must not be overlooked is the Internet. A substandard web site leaves the impression of a substandard city. It makes it difficult for potential businesses and homebuyers to learn what Trenton has to offer, and sends the message that Trenton is behind the times and does not welcome high technology businesses. The marketing strategy must operate at both a micro and a macro level, and must be coordinated with Trenton’s existing marketing plan. The macro level expands on Trenton’s strong vision and tirelessly promotes it, using Trenton’s many existing amenities as a base to build upon. This will inspire investors to see the potential of the city. The micro level is a marketing of small successes to begin to erode the negative perception of Trenton. These should be focused on the areas where negative perceptions permeate, such as schools, crime, and parking. As part of the downtown master planning process, city consultants are surveying developers to determine what would attract them to Trenton. These incentives should then be developed and highlighted. Trenton can offer a variety of local, state, and federal incentives for redevelopment, including: the NJ Redevelopers Agreement, access to grant funding for environmental work; and access to tax exemptions when the brownfield site is in Trenton’s Urban Enterprise Zone. Such incentives were highlighted in Trenton’s recent Economic Development Brochure1. A comprehensive marketing plan is necessary to coordinate the many isolated promotional efforts such as this and achieve the greatest value from each marketing dollar. A potentially valuable tool in marketing commercial and industrial properties within Trenton is the creation of a Commercial and Industrial Site Selection Database2. This would assist realtors and companies interested in relocating to Trenton in finding appropriate, available space. Once an appropriate site is identified, the developer can bring site plans to the Plan Application Review Committee (PARC)3 for pre-development courtesy reviews to streamline the approvals process. Close coordination with the Department of Inspections4 is also an important component to hassle-free development. These three initiatives should each be marketed and improved to provide a more development-friendly reception to incoming businesses.
F. GOAL 1: QUALITY OF LIFE Improving the overall quality of life issues in Trenton is critical to making Trenton a more marketable and attractive place for investors looking to place commercial and industrial facilities. Such issues include improving access for both residents and visitors to goods and services and creating a safe environment to live and work. It also includes job training and improved education to ensure that the labor pool exists to attract new businesses, and that strong neighborhoods are present to encourage the employees of new businesses to live where they work.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 16 of 82 This will be accomplished by making Trenton a destination for entertainment, the arts, culture, business, and government. Strategies and associated projects include the following: 1. Strengthening Neighborhoods An important strategy toward an improved quality of life is to develop strong neighborhoods. This is critical because residents are the key to a vibrant, active city. Different strategies are appropriate for different neighborhoods: • Create new neighborhoods to bring life into sections of the city currently covered by parking lots or vacant land. • Replace and reduce blighted areas by rebuilding and rehabilitating dilapidated homes and encouraging façade programs to stabilize existing neighborhoods. • Develop strong neighborhood commercial services to attract and retain residents. Quality homes should be constructed for residents of every income level. This involves increasing the quality and diversity of available housing. Home ownership will be encouraged by developing financial incentives such as property tax abatement, income tax credits, down payment and closing cost assistance, capital subsidies, grants, and equity protection insurance. Homebuyer-oriented strategies such as housing education and counseling, or by reducing barriers to home ownership, should be developed and marketed toward both current residents and potential future residents. Creating crime-free, safe, attractive places to live within a strong community fabric must be a priority. This will create a demand for services, will provide life on city streets past 5:00pm, and will provide a more attractive atmosphere for businesses considering relocating to Trenton. Planning for neighborhood revitalization projects must emphasize the creation of connections in and between neighborhoods so that residents can make full use of new services, with pedestrian connections emphasized over auto-dependant designs. The City of Trenton has several ongoing projects to create new neighborhoods. The Magic Marker5 site is a seven acre city-owned site located on Calhoun and Dunham Streets. The city and neighborhood group have developed a plan for approximately 38 units of housing with open space along the former Petty’s Run tributary which bisects the Magic Marker block. A new elementary school is targeted for the Bernard Street portion of the block opposite the new housing. These sites are part of a state DEP-designated Brownfield Development Area (BDA). This initiative focuses DEP authorities such as enforcement directives on targeted areas. Hanover Place6 is a state-owned surface parking lot which the city would like to acquire for housing construction. This is in the larger downtown area and adjacent to the historic Delaware and Raritan (D&R) Canal. The former Champale Brewery7 site is located on Lamberton and Lalor Streets, directly across from the new landscape deck park constructed on top of the Route 29
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 17 of 82 tunnel, overlooking the Delaware River. As such, it is a prime location for the construction of market rate housing with river views. A 3.6 acre city-owned vacant lot on Oxford Street8 is blighting a distressed area of the city. Trenton would like to transform this underutilized area into approximately 30 housing units, a small playground, and open space which will complement the adjacent D&R Canal state park land. Trent House Square9, located behind the Justice Complex, is currently a city-owned surface parking lot. Trenton would like to see this underutilized but prime location transformed into 90 townhouses and 140 apartment units. City-owned Canal Plaza10, adjacent to the Battle Monument Park and the D&R Canal on Broad Street, is targeted for a mix of market rate housing and open space development. Trenton is currently working to design “smart growth” conceptual plans on brownfield sites at John Fitch Way11 for a green development project at the confluence of the Assunpink Creek with the Delaware River. This area, currently a surface parking lot owned by the state and serving the NJ Labor Department, is directly across the Creek from the new hotel and the War Memorial, and has the potential to provide pedestrian access to the Creek and the River; it could be a prime location for market rate housing. New for sale housing is also targeted for the 100 block of Brunswick Avenue across from the Battle Monument, and new rental housing is planned at the 200 block of North Warren Street. Trenton is also focusing on rehabilitating existing housing. Incentives to encourage the rehabilitation of housing stock by private individuals can go a long way in promoting this strategy. Incentives to consider are designating rehabilitation inspectors selected for their skills in rehabilitation and customer service; a waiver of building permit fees for rehabilitation projects; and the provision of free architectural and/or engineering services. The North Clinton Redevelopment Area12 is targeted for significant rehabilitation efforts. This mixed commercial, residential, and industrial area is characterized by vacant commercial and industrial buildings, some of which are subject to repeated flood losses and deteriorating housing stock. The East Trenton Initiative has taken an active role in this neighborhood, and is working to address the housing and economic development needs. A $20 million HOPE VI application has been submitted to the Department of Housing and Urban Development to provide funding for the creation of 308 rental and for-purchase housing units. Specific projects include the North Clinton Redevelopment Area in which the East Trenton Initiative has an active role, Leewood Village Center, and infill construction on Belvidere Avenue, Summer Street, Bellevue Avenue, and Spring and Passaic Streets.. Key to strengthening neighborhoods is providing the services and amenities necessary and expected in urban living. The new Hermitage Avenue Shopping Center13 and Pennington Avenue Shopping Village14 projects are examples of such critical development. The Battle Monument Commercial Area15 is another project which will bring in needed services to new residential
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 18 of 82 developments. The proposed office building at the former Polizzi’s Meat Market16 site is another example of bringing services into residential areas.
2. Increase Recreational Opportunities Increasing recreational space and improving existing parks in Trenton, and ensuring that neighborhoods are linked with safe and well-maintained pedestrian trails, is an important strategy in attracting new residents and businesses to Trenton. A thriving and well-maintained park and recreation system will bring people into Trenton to live, work, and visit. Trenton is blessed with such important and historic parks as Cadwalder Park which has a significant rehabilitation planned, the Battle Monument Park, and the D&R canal and towpath (see Figure 3: Open Space in Trenton). These existing amenities must be carefully maintained and promoted to attract people to the area. In addition, the creation of open space along with other planned developments throughout the city will ensure that the quality of life is improved, and opportunities to create additional open space are not lost. Critical to a recreational strategy is to ensure that pedestrian linkages are made throughout Trenton, and that these are, in turn, linked to regional trail systems. Stacy Park and the Delaware Riverwalk create recreational opportunities along the scenic Delaware River. This includes the new South River Walk Park17 created on the landscaped deck over the new Route 29 tunnel. This park is a 6.5 acre park and trail that fills a gap in the existing riverwalk, allowing it to extend from the fishing wharf just north of KatManDu to the Lamberton Road Marine Terminal. This park leads visitors through a timeline of Trenton’s history and the Delaware River’s impact on the area. The Delaware Riverwalk also includes the Waterfront Park Area and North River Walk18, which encompasses the old wharf which is in need of rebuilding. A long-term, largescale project to create additional open space involves the establishment of a regional scale park and recreation facility in an underserved section of Trenton. The creation of the Assunpink Creek Greenway19 will combine three existing parks (Hetzel Field, George Page Park, and Mulberry Street Park) with several abandoned or underutilized industrial sites within the floodplain of the Assunpink Creek to create a 99 acre linear recreation amenity. This park will create new trails which will link to the Capitol to
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 19 of 82 Coast trail, the D&R Canal towpath, and the East Coast Greenway. The greenway will serve as a natural buffer to protect the watershed; eliminate the problems caused by the recurrent flooding; preserve open space; provide access for Trenton residents to an extensive recreational trail network; and link neighborhoods with places of work and recreation. The effort will revitalize existing industrial parks and enable them to attract new businesses, thus creating jobs for Trenton residents. In addition, this is an opportunity to focus more attention on the city’s historic assets. Trenton will convert the neglected 18th century African-American historical cemetery on Hart Avenue into to the AfricanAmerican Cemetery Park, making it a focal point of the community. The greenway will also focus attention on a working blacksmith shop which has been in continuous operation since the 1800s, and an historic mansion which is now a public library. An additional park and open space project is the uncovering, or “daylighting” of the Assunpink Creek culvert20 at Broad Street. Removing the culvert and exposing the creek will allow for a pedestrian link along the creek between the historic Mill Hill Park and the path that runs behind the Marriott Hotel and Conference Center. The path will eventually extend to the Delaware River, providing a pedestrian connection between the downtown with the riverfront. It will enhance the ecology and aesthetics of the area and improve the overall look of the historic Broad Street Bridge (soon to be rehabilitated and realigned), over which was fought a critical Battle of the American Revolution.
Another important project is the establishment of recreational facilities at the Thropp21 site on East State Street. Once the site of a busy machine shop, the site has been a vacant eyesore hampered by environmental contamination for decades. This future park is adjacent to an elementary school, and the new recreational facilities here will provide much needed green play space for the students. Establishing an extensive parks and trail network within the city is not enough. To gain maximum benefit as an alternative transportation option and to encourage visitors to Trenton, these trails must be linked to a larger, regional system. As such, Trenton should encourage initiatives such as the Capitol to Coast Trail, the Delaware Heritage Trail, and the Crossroads of the American Revolution.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 20 of 82 Figure 3: Open Space in Trenton
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 21 of 82 3. Support Education Initiatives A well-rounded educational strategy is critical to Trenton’s future. Schools can serve as neighborhood anchors, developing community pride and identity. It is critical to evaluate the potential impact on the community when new educational initiatives are planned, and to take full advantage of the potential for positive change. The most effective long term strategy for a revitalized Trenton is to increase the earning power of Trenton’s lower income residents through better education, job training and other workforce development programs. Improving the public school system will provide more highly-skilled workers residing within the city and will also make Trenton a more attractive place to live and to develop businesses. In addition to K-12 activities, Trenton should build upon existing strengths of higher education institutions. Job training programs also make up a important component of the educational strategy. Several efforts are underway to improve the public school system, and these should be well advertised and expanded upon. An important state initiative is the school construction program, or Abbott initiative, which will provide significant funds to Trenton to refurbish existing schools and construct new schools. This will go a long way toward making Trenton’s schools comparable with schools in the surrounding communities. Care must be taken that these new schools are not developed in a vacuum, but that the needs of the schools and the neighborhoods in which they are located are taken into account with complementary development and appropriate traffic flow, parking, and open space. This neighborhood focus is in line with the New Jersey School Renaissance Zone (R2)22 initiative. The planned Roebling Elementary School in Trenton was the first R2 area designated under this program, which combines smart growth ideals, school construction, and targeted state investment to spur supplemental private economic development in the neighborhoods around schools. The goal of the program is to create a school that will serve as a magnet for the rebirth of the community. This concept of magnet schools should be expanded to create schools with a reputation for excellence in targeted areas, such as science, math, the arts, etc, making Trenton a desirable place for families with young children. One potential magnet school which MCIA is contemplating, is the Technology School. If Trenton is selected as the location of this school, it could serve as a catalyst for additional magnet schools as well as for high technology businesses. Improvements to the educational system must extend beyond the K-12 schools, encompassing daycare and pre-school facilities and institutions of higher education. Opportunities to partner with and strengthen the excellent colleges and universities in the area should be pursued. These educational resources include the Thomas Edison State College, the College of New Jersey, Mercer County Community College, Rutgers University, the New Jersey Institute of Technology, and Princeton University. One such initiative is the partnership of
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 22 of 82 Mercer County Community College with the City of Trenton to support the Daylight / Twilight initiative, where high school dropouts are given the opportunity to finish their schooling around work hours, enabling them to hold a job while still finishing school. An important component of an educational strategy is to provide job training for Trenton residents. Trenton has several job training programs including: • Mercer County Hispanic Association (MECHA)23 provides 250 people with individualized and group job training and employment readiness, and through their Bilingual Employment Skills Training runs a 10-14 week job training and readiness program for low-income Latino high school students in Trenton. • Urban Women’s Center24 Community Employment Progress Program provides 24 chronically unemployed or under-employed welfare to work participants with a job training program that teaches computer skills and how to start a small business. • YWCA of Trenton25 Latinas Unidas program serves 1205 people and fosters family and community well-being and self-sufficiency in the Latino community through education, information, training and support. • In addition, programs such as Trenton’s Small Business Week26 encourage home-grown entrepreneurs, support existing small businesses, and provide a welcoming and supportive business environment. 4. Promote Heritage Tourism Taking advantage of Trenton’s historical and cultural assets is an important strategy for encouraging more visitors to the city. Trenton played a significant role in two revolutions. It was the site of Washington’s first victory of the American Revolution, at the Dec. 26, 1776 Battle of Trenton, a story told at the Old Barracks Museum and the Battle Monument. During the Industrial Revolution, the city was the pottery capital of the country for 60 years after the Civil War, a history reflected in the collections of the Trenton City Museum at Ellarslie and the New Jersey State Museum. John A. Roebling relocated his wire rope manufacturing to Trenton in 1848, creating the company that designed and built the Brooklyn Bridge, provided the wire rope for bridges from the George Washington to the Golden Gate, and employed 5,000 at its height. Trenton’s rich history encompasses the 1719 William Trent House Museum, the mansion of early settler and city namesake William Trent, as well as the burial places of two signers of the Constitution ~ David Brearley at St. Michael’s Church and George Clymer at the Friends Meeting House. Named the state capital in 1790, the city is home to the New Jersey State House, built in 1792 and continually added to since. The Trenton Convention & Visitors Bureau27 was organized in 1991 by Capital City Redevelopment Corporation to begin the promotion of Trenton as a
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 23 of 82 destination. A heritage tourism master plan, developed by the CVB with outside consultants and major funding by a forerunner of Wachovia Bank in the late ‘90s, called for the regionalization of tourism promotion. The planned Capital Region Convention & Visitors Bureau28, now in its formative stages, would offer professional staffing to unify the work of the region’s hospitality, recreation and entertainment industries, together with the historic and cultural destinations. The City, County and State have enrolled as founding partners in the funding of the new regional CVB. The strategy embraced by the tourism master plan would package entertainment and sports facilities at the War Memorial, Sovereign Bank Arena and Waterfront Park, city and suburban destinations from the State House to Grounds for Sculpture, and such nearby attractions as Six Flags Great Adventure and Sesame Place. With increased visitation, New Jersey’s Capital Region can reap the benefits associated with tourist spending ~ in restaurants, hotels and shops, with touring companies, parking facilities and other visitor services. This increased tourist activity will support the Marriott Hotel and provide a boost to local businesses, especially food, service and retail. It works well with the State’s desire to rebuild where there is existing infrastructure. It will take advantage, also, of a large population of residents without college education. There remains a need to identify ongoing funding for a staff that would aggressively promote and implement this initiative. A component of the Capital Region Heritage Tourism Master Plan is to provide linkages for one of the major regional stories, that of Washington’s ten-day campaign in late 1776 and early 1777. Another regional initiative of note is the proposed Crossroads of the American Revolution Heritage Area, which awaits congressional authorization. A 14-county area, with Trenton at its mid-point, would focus attention on New Jersey’s role in the Revolution. The Crossroads would have dual headquarters, in Morristown and Mercer County. 5. Enhance Transportation Trenton’s biggest asset is its location, along with excellent transportation infrastructure. Trenton must strategically improve the transportation within and into the city to enhance this critical advantage. Convenient to three airports (Newark, Philadelphia, and Trenton-Mercer), and four rail systems (Amtrak, NJ Transit, Conrail, and SEPTA), Trenton also has excellent highway access, via Interstate 95 and 295 and Routes 29 and 1. Thus, the essential pieces of the transportation infrastructure are in place, providing an excellent base to build upon. However, there is a need to evaluate how the city can improve traffic flow into and around Trenton, for pedestrian, automobiles, and public transportation. Critical to Trenton’s successful redevelopment is the creation of an internal transportation system which links office buildings, the hotel, train station, restaurants, and tourist locations (See Figure 4: Major Transportation Routes, vehicular and pedestrian). Road conditions must be addressed, and the addition
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 24 of 82 of more street trees will help to calm traffic, beautify the city, and create a more inviting environment for pedestrians. Efforts have begun to improve the internal traffic flow, such as the opening of the Trenton Commons. A Transportation Master Plan29 will identify other areas where improvements are needed, such as the creation of two way streets on Warren and Broad, and the conversion of Route 29 into a boulevard. Improvements to the Trenton Train Station30 will improve the perception visitors have of the city and will capitalize upon the visitors which come into one of the busiest train stations in the country. Currently, the facilities are inadequate, uninspiring, and in desperate need of modernization. NJ Transit plans to spend $42 million within the next five years to upgrade this facility, building on both the Walnut Street and Raul Wallenberg side of the tracks. Currently $14 million in federal funds have been appropriated, and architects have been authorized to complete 90% of the design. The vision for the Trenton Train Station is one of a bustling inter-modal transportation hub, combining train, bus, trolley and taxi service, which will also host a variety of commercial enterprises. The redesigned station will provide a strong visual presence, a grand entranceway and a grand central space that will reflect the great history of the City of Trenton and be a fitting gateway to a resurgent city.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 25 of 82 Figure 4: Major Transportation Routes, pedestrian and vehicular
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 26 of 82 Proximate to the station a well-organized bus station will provide for the integrated use of the bus system, the new River Run light rail31 which links Camden to Trenton, and train systems. New and improved signage welcomes visitors to Trenton and orients them to the city. New development in the area will consist of mid-rise structures, including parking garages which will serve the needs of rail users, commercial buildings, residential structures, and ground floor commercial space. The Train Station and River Run Light Rail line provides a connection to the Greenwood Hamilton district, the renowned Chambersburg restaurant district, the Sovereign Bank Arena, and the commercial area on South Broad Street. 6. Improve Parking Critical to revitalizing the downtown area and attracting people to live, work and visit in Trenton, is to provide adequate, safe, and convenient parking throughout the city. This strategy will encourage people to shop and eat in Trenton, bringing in new businesses and commercial establishments. This can be done by planning for structured parking in convenient places to maximize use of land. Currently, an aerial view of Trenton reveals a sea of surface lots. These underused properties isolate sections of the city, discourage pedestrian access, and are inefficient uses of space. Trenton has many projects planned which will convert these surface lots to housing or other, higher use developments. With these parking conversion projects and other lots which prevent development opportunities, it is critical for Trenton to determine the extent of the parking demand, identify locations for structured parking, and work with the State and County to make these projects a reality. Currently, a parking garage is planned at the former site of the Trenton Commons lot32 on Front and Warren streets, and Mercer County is rebuilding the Parking Deck at the Courthouse33. However, these alone will not satisfy the need for additional parking. 7. Emphasize the Arts The strategy of emphasizing the arts will improve the quality of life in Trenton. The city has recognized the importance of creating a strong, diverse community where events keep people active and involved in the city throughout the day and into the evening. The city is also interested in attracting young, creative, skilled residents with a focus on those employed in technology fields. A strong arts component is an important building block toward achieving that vision. Trenton has performing and fine arts, an emerging sports scene, and historical venues. Trenton is home to art centers and galleries, live theater, several
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 27 of 82 museums, and historic monuments and buildings. However, there still exists a need to identify, renovate and create cultural facilities to provide space for rehearsal, performance, exhibition, administration, classes, gallery, and artist live/work spaces. Trenton would benefit greatly from more public art, which would enhance Trenton’s sense of place and integrate art into the lives of Trenton’s diverse population. Currently the art community, consisting of over 300 artists listed in the directory of the Trenton Arts Connection34, is fragmented. The cultural development efforts of these individual artists should be coordinated, along with other community development efforts such as tourism and economic development. A strong arts community should be fostered in the City of Trenton where artists will live, work, and contribute to the social and economic vitality of the city’s neighborhoods, establishing Trenton as a major arts center and destination. Downtown Trenton is the cultural hub of the region. It should be developed as a vibrant and creative center that blends culture, arts, technology, commerce, retail, entertainment, and entrepreneurship in a world-class environment. The presence and appreciation of arts and culture in downtown Trenton should be increased and sustained as a revitalization strategy. Redevelopment projects which provide places and spaces for artists and arts organizations to live, produce, exhibit, sell, rehearse, perform, convene and enliven should be pursued. The success of these ventures is already evident. The Trenton Downtown Association has a 100% occupancy rate in the artist lofts on Hanover Place. Conduit boasts 18 fully rented artist studio spaces. Trenton should build upon this proven market and examine how other cities have successfully funded the creation of artist housing. 8.
Promote Entertainment-Related Activities Strategic development of a strong, diverse Entertainment District35 will advance the objectives of promoting tourism and an arts community in Trenton, while building an important industry which will attract many visitors into the city. A vibrant entertainment sector will make living and working in Trenton more appealing, and provide an energetic nightlife. This
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 28 of 82 strategy will build upon the recent developments of the Marriott hotel, the Sovereign Bank Arena, and the Waterfront Park Stadium begin to create the critical mass necessary for an entertainment district to flourish. New entertainment venues, particularly within this area, should be encouraged, and existing venues should be nurtured and encouraged to grow. Chambersburg36, Trenton’s restaurant district, is currently at a crossroads. This historically stable residential area is welcoming a new influx of residents. It is critical to the health of the city that this area remain stable and a desirable place to live and to eat. Façade and streetscape improvements in this area are important to maintain this stability and pride of place. A new mixed use (residential, retail, commercial) district, South Broad Street Village37, is proposed near the new light rail stop at South Broad Street. Located across from the County offices and just down the street from the Roebling sites, this has the potential to be a vibrant area attracting evening visitors from the region at large. Also within this entertainment area, Manex Trenton Studios38, a high technology performing arts company which provides rental equipment for movie sets and develops special effects for movies, is planning to redevelop the Roebling block on Hamilton Street. Directly across from the new Roebling market and on the light rail line, this is an ideal site to mix entertainment, technology, and industry. Additional Roebling property and an historic building across Hamilton Avenue from the Arena should be targeted for entertainment related redevelopment. A portion of the building is targeted for redevelopment as a YMCA, and uses that would complement the Arena, such as a sports bar, should also be considered. The city is working to find an operator for the historic Eagle Tavern39 around the corner from the Arena, and has made many structural and façade improvements to encourage the reuse of this beautiful building as a restaurant and bar.
G. GOAL 2: STIMULATE ECONOMIC ACTIVITY Strategies and associated projects articulated in Goal 1 are critical for creating an atmosphere conducive to the establishment of economic activity and to attracting economic redevelopment. Strategies and projects identified in Goal 2 are directly targeted toward the creation of jobs or revenues. Economic activity includes several categories. It encompasses the industrial redevelopment envisioned for the several defined industrial areas; it also includes the commercial redevelopment of the downtown area. Implementation of these projects will
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 29 of 82 result in an increased tax base, a diverse and vibrant business community, and jobs for area residents. 1. Promote high technology industries Strategic development of Trenton as a location for high technology firms will provide high skilled employment options, increase the tax base, expand business diversity, and creatively reuse existing vacant buildings. The state awarded Trenton a grant to explore and plan for the creation of a Cyberdistrict40. The analysis shows that Trenton has all the components to develop a successful high technology node, including the built infrastructure, labor supply and quality, technology support assets, and community assets. The resulting plan also includes a marketing component which provides a blueprint for promoting Trenton as a location for high technology businesses. The Cyberdistrict is envisioned as a place where computer-related businesses can grow and expand in one place. The Trenton Cyberdistrict concept could include a Technology High School, technology employment services, temporary technology employment firms, and an ISP “hotel”, in addition to housing small, ecommerce and other high technology businesses. Based on the amount of available space, it is expected that creation of a Cyberdistrict would generate up to 5,000 jobs, including technology-skilled workers as well as drawing from the readily available pool of entry-level support personnel with ready access to this district. Trenton’s existing business incubator, Trenton Business and Technology Center41, houses several high technology companies. This incubator should be expanded and improved. Currently the incubator is located in a small area beneath a parking garage, along with the Small Business Development Center42. The low quality of the space makes it unattractive to a number of new businesses. Despite these obstacles, the incubator has a strong history of success. Trenton envisions expanding and improving the current incubator in a more appropriate location. While tenants in the existing incubator include technology innovation businesses and technology support companies; the planned expansion has the potential to further diversify the businesses to additional technology-based businesses and non-technology businesses. The expanded incubator will continue with the successful structure already in place, with an active Board of Directors who provide access to numerous resources and advice on marketing, business operations, and technology research funds; an extensive Board of Advisors who provide regular advice to the incubator tenants; and a full-time Director and part-time secretary. 2. Focus Development in the Downtown A focus on the revitalization of the Downtown Area43 is a critical strategy for bringing life back into the downtown, including a strong and vital retail component, and a robust and highly skilled office sector. Currently, the downtown residential population does not have the density needed to attract
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 30 of 82 modern branded retail. The city’s ability to show progress in bringing higher income people to live and work in the downtown will encourage major retailers to make the investment in Trenton as well. This will ensure the success of the Hotel and Conference Center44, an important key to the successful revitalization of Trenton as a whole, and an underpinning of the burgeoning tourist industry. The Trenton Marriott Hotel and Conference Center opened in Spring, 2002. The City has identified the area around the hotel as a targeted redevelopment area. This area is an important hub of the downtown and it includes the State Capitol, the South Warren Street Historic District, the State Street Historic District, the War Memorial building and the site of the new hotel and conference center. Its proximity to the Old Barracks makes it a popular area for tourists attracted by Trenton’s rich history. The War Memorial / Hotel and Conference Center area is a multi-faceted entertainment, conference and meeting complex that significantly enhances the potential of the entire city as a tourist and visitor destination, and strengthens the commercial potential of downtown in particular, furthering its efforts to transform into an evening and weekend center of activity. The combined facility is the centerpiece of the City’s evolving entertainment and tourism industry. A narrow public walkway was constructed along the creek, to link the area with the future Delaware River Walk, encouraging pedestrian linkages between the downtown area and South Trenton waterfront. Despite the successful development of the hotel and conference center, public assistance is required to improve several major properties in the immediate area, thus ensuring the success of the district. Directly across from the State House on West State Street are dozens of stately mansion properties which are experiencing frequent turnover in professional and civic tenants and owners. The last Roebling Mansion45 at 222 West State Street, owned by the City, remains empty, and several buildings along State Street are in need of renovation. The Broad Street Bank building46 and the Bell Telephone building47 on East State Street are two prominent examples. The city-owned American Corners building on the corner of Front and Warren Streets also offers an excellent opportunity for adaptive reuse as mixed use development. Trenton, in cooperation with the Trenton Downtown Association48, is working to ensure these and similar buildings become redeveloped. Mixed use development which would bring residential life and consumers into the downtown while also increasing the retail appeal of the area is a long term strategy which will reap large benefits.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 31 of 82 Two blocks from the hotel was a surface parking lot which served the businesses fronting on the Trenton Commons. The Trenton Commons was recently reopened to vehicular traffic to improve traffic flow in the downtown, and the surface lot is currently the site of the Hill Wallack Office development49. This prominent 140-employee law firm has decided to move its offices into downtown Trenton, and will be the major tenant of this new six story office building on Front Street. The development will also include a nine-story, 600 car public parking garage, along with amenities such as a restaurant, spa and gym. The City of Trenton is working with the Economic Development for Trenton Corporation50 to construct these buildings. Another important development in downtown Trenton is the recent decision of the architectural firm of Clark Caton to renovate the Masonic Temple building and move their offices to the third floor. 3. Create Modern Industrial Parks Trenton has a long and rich industrial history, and is committed to growing and expanding Trenton industries along with the development of a more diversified economy. The development of industrial parks for small businesses is an economic development strategy which has already been proven at the Crane site and the Trenton Makes Industrial park. There is a demand for this type of space, and Trenton benefits from the jobs, revenue, and overall investment such companies bring to the city. Several areas have been targeted as opportunities to provide modern industrial space. A ten acre parcel of property located at New York Avenue and US Route 1 is vacant and has undergone extensive remediation. Currently owned by PSE&G, the property is highly visible from US Route 1, and thus its successful redevelopment is of paramount importance to Trenton, as it provides a first impression of the city to numerous travelers. This site is appropriate for industrial uses compatible with the nearby Helene Fuld Medical Center. This site is part of the larger New York Avenue Redevelopment Area51, which consists of properties facing both sides of New York Avenue to the west of the Route 1 Freeway from Vine Street to the municipal boundary. The area represents the City’s largest contiguous and active industrial area. Several successful industrial businesses are situated in the area, but others are heading toward retirement and offer future business development and expansion potential for new industrial interests. Another opportunity for new industrial space is the Route 1 Industrial Redevelopment Area52. This area consists of approximately 47 acres of prime industrial properties readily accessible from the Route 1 via the Mulberry Street and North Olden Avenue exit ramps. With a significant amount of vacant and abandoned land, extended frontage on North Clinton Avenue, and easy access to the regional highway network, the Route One Industrial Area offers many attractive features to support industrial development. While the redevelopment
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 32 of 82 area still contains a variety of pre-World War II buildings in fair to poor condition, recently several new manufacturing facilities have been constructed on the former Crane site53, such as ANA Candle Designs, Tektite, Bobcat, and NJ Gypsum. Particular properties in need of additional environmental work and redevelopment include the Kramer site54, the former Lenox facility55 and attached PSE&G substation56 sites, and the Guardian Drug57 site. These contiguous properties together offer approximately 12 acres of high visibility industrial property. As this industrial area abuts the residential neighborhood of East Trenton, the site layout and development of the industrial center must be integrated with the revitalization of the residential community and must be sensitive to the needs and concerns of the residents of that area. Another major effort to create attractive, high end industrial space is focused along Enterprise Avenue. This newest redevelopment area contains several blighted and vacant properties. The city has acquired two large parcels comprising approximately 11 acres between Enterprise Avenue and the Assunpink Creek. Demolition and design work, funded in part through a grant from the USEDA, has already begun to enable the creation of the Enterprise Avenue Industrial Park58. This will provide attractive, modern industrial space for new or relocated businesses, will back onto a public greenway which will link to the larger Assunpink Creek park, and will jump-start the redevelopment of the entire area. A successful industrial park, located at the former Hill Refrigeration site, is the Trenton Makes Industrial Park59, home to Trenton Corrugated, CJ Parts Distributors, and Janizer, among others. Trenton must continue its commitment to the success of this park through business recruitment and development of the remaining unoccupied buildings. 4. Develop and Promote Incentives An important strategy is the development and promotion of incentives to encourage businesses to remain in or relocate to Trenton. Assisting in the reuse of vacant or underutilized lots and buildings will encourage growing firms to remain in Trenton, thus preserving jobs and creating new jobs. Developing and marketing incentives will also attract new businesses, diversifying the economy and bringing new investment into the city. Trenton is able to offer many incentives to businesses looking to relocate within designated districts. Trenton’s Urban Enterprise Zone60 provides tax incentives to encourage business development within the Zone (See Figure 5: Urban Enterprise Zone). Such businesses can obtain a tax exemption from the State Sales and Use Tax for office supplies, equipment, building materials and services. Retail zone businesses can charge 3 cents sales tax per dollar instead of the normal 6 cents. In addition, Trenton has recently been designated a Federal Foreign Trade Zone61, which provides federal tax incentives for businesses who engage in international trade. These are specially designated
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 33 of 82 secured access areas that are deemed outside the customs territory of the United States for purposes of customs duty and certain excise and ad valorem tax assessments and customs admissibility (See Figure 6: Foreign Trade Zone). In addition to tax incentives, Trenton supports many programs which offer business loans. These include: the Regional Business Assistance Corporation’s (BAC) Micro-Loan Program62, the Section 108 Business Loan Program63, the Capital South Façade/Matching Grant Program64, the Trenton Downtown Association’s (TDA) Soft Loan/Matching Grant Program65, the Brownfields Revolving Loan Fund66, and the City Façade Improvement Program67.
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2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 34 of 82 Figure 5: Urban Enterprise Zone
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LAMBERTON
ROAD
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 35 of 82 Figure 6: Foreign Trade Zone
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 36 of 82 III.
SOURCES FOR ASSISTANCE
A. PARTNERSHIPS Trenton’s success to date has come as a result of strong and valuable partnerships, and these partnerships must be nurtured and expanded to enable us to reach our vision of our city. Current and potential partners include local community groups, Trenton businesses, financial institutions, property owners, developers, quasi-governmental agencies, and local, County, State, and Federal government sources. Specific partners include: • Better Community Housing of Trenton, • Capital City Redevelopment Corporation, • Chambersburg Restaurant Association, • East Clinton Community Center, • East Trenton Initiative, • Greater Mercer County Chamber of Commerce, • Greenwood Hamilton Civic Association, • Habitat for Humanity, • Isles Inc, • Leewood Real Estate Group, • Local Initiatives Support Corporation (LISC), • Mercer County, • Mercer County Community College, • Mercer County Improvement Authority, • National Endowment for the Arts, • NCIA, • New Jersey Institute of Technology, • NJ Commerce Commission, • NJ Commission on Higher Education, • NJ Department of Environmental Protection, • NJ Department of Community Affairs, Office of Smart Growth • NJ Department of Labor, • NJ Economic Development Authority, • NJ Green Acres Program, • NJ Historic Trust, • NJ Joint Management Commission, • NJ Redevelopment Authority, • NJ State Council on the Arts, • NJ Transit, • Old Mill Hill Neighborhood Association, • Thomas Edison State College, • TMA Construction Management, • Trenton Arts Connection, • Trenton Convention and Visitor’s Bureau,
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 37 of 82 • • • • • • • •
Trenton Downtown Association, Trenton Parking Authority, Trenton Urban Enterprise Zone, US Army Corps of Engineers, US Department of Housing and Urban Development, US Environmental Protection Agency, US Federal Emergency Management Agency, US Federal Highway Administration,
B. Priority setting Determining which of the excellent projects outlined in this plan should receive priority in competition for limited funds and staffing resources is a complex and ever changing process. It is based on available funding sources, political and regulatory climate, community need, private interest, and many other intangible elements. That being said, in determining priorities, the following elements should be taken into account: • • • • • • •
Community need Community involvement Cost versus potential impact Probability of success Job creation Quality of life impact Availability of funds
C. Funding Sources Costs have not been developed for many of the projects and initiatives articulated in this plan. However, the following table attempts to match up projects with potential and actual funders, and provides dollar estimates for the projects when feasible. (See Figure 7: Project Locations)
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2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 38 of 82 Figure 7: Project Locations
ET
City of Trenton
2004 Comprehensive Economic Development Strategy (CEDS) Page 39 of 82
No. 1
Program Economic Development brochure
Strategy Marketing for Redevelopment
Activity Provide businesses with information regarding the City’s economic development incentives and programs.
Lead Agency Funding City of Trenton
2
Commercial and Industrial Site Selection Database Plan Application Review Committee (PARC) Work closely with the Department of Inspections
Marketing for Redevelopment
Provide inventory support for use by realtors and businesses.
City of Trenton Trenton support
staff City of Trenton
Under development
Marketing for Redevelopment Marketing for Redevelopment
Provide pre-development courtesy reviews. Assist small businesses in establishing or maintaining their operations.
City of Trenton Trenton support City of Trenton Trenton support
staff City of Trenton
Ongoing
staff UEZ
Ongoing
5
Magic Marker
Strengthening Neighborhoods
Support the cleanup and redevelopment City of Trenton $950,000 as housing and open space. (enviro.) dev. $ TBD
6
Hanover Place
Strengthening Neighborhoods
Market rate housing development on current surface parking lot.
City of Trenton, undetermined NJ
7
Champale Brewery
Redevelop as residential.
Oxford St.
City of Trenton, Conventional K.Hovnanian City of Trenton TBD
HDSRF, UEZ, private US EPA
Design stage
8 9
Trent House Square Canal Plaza
Construction of rental townhomes and apartments. Complete remediation and support redevelopment of site for housing, commercial, or open space.
City of Trenton, Conventional, developer HMFA City of Trenton TBD
Private, HMFA
10
Strengthening Neighborhoods Strengthening Neighborhoods Strengthening Neighborhoods Strengthening Neighborhoods
Under development Planning stage
11
Smart Growth – Strengthening Brownfield study at John Neighborhoods Fitch Way
Replacement of surface lots with ecologically sound mixed use / residential development.
City of Trenton, $45,000 NJ
EPA
3 4
Remediate and redevelop for housing.
Source UEZ
Timeframe Completed
US EPA, NJ DEP, Environmental HDSRF, City ongoing; Funds Development to begin 2005 unknown Planning stage
HDSRF, City funds
Planning stage
Expected completion date: Spring, 2004
City of Trenton
2004 Comprehensive Economic Development Strategy (CEDS) Page 40 of 82
No. 12
Program North Clinton Redevelopment Area
Strategy Strengthening Neighborhoods
Activity Mixed use redevelopment, primarily residential.
13
Strengthening Neighborhoods Strengthening Neighborhoods Strengthening Neighborhoods Strengthening Neighborhoods
Development of a shopping center. Development of a shopping center.
developer
16
Hermitage Avenue Shopping Center Pennington Avenue Shopping Village Battle Monument Commercial Area Polizzi’s Market
Lead Agency Funding City of Trenton, undetermined East Trenton Initiative Developer
17
South River Walk Park
18
North River Walk Park
19
Assunpink Greenway
Increase Recreational 6.5 Acre park beginning at Kat ManDu DOT $10.2 million Opportunities and ending at Lamberton Road Marine Terminal. Increase Recreational Rebuild wharf. DOT $10 million Opportunities Increase Recreational Acquire properties, remediate, and City of Trenton Undetermined, Opportunities redevelop as park. approximately $8 mill in funding identified
20
Assunpink Creek Culvert Increase Recreational Opportunities Thropp Increase Recreational Opportunities
Daylight the Assunpink Creek at Broad City of Trenton, Street. ACOE Complete cleanup and redevelop for City of Trenton HDSRF park to support elementary school. $22,769
ACOE
School Renaissance Zone Support Educational Initiatives
Use school development as a catalyst for community improvement.
State
14 15
21
22
Development of housing, neighborhood City of Trenton undetermined businesses and retail stores. Environmental and demolition City of Trenton, complete. Support redevelopment for Troy Vincent community center.
NJ
undetermined
Source unknown
Timeframe Planning stage
Construction underway complete unknown
Planning stage
UEZ, USEDA
DOT
complete
unknown
Permits and design completed US EDA, HDSRF, Ongoing – Phase 1 Green Acres, NJ remediation and DEP Section 319, redevelopment to NJ DEP EIF, begin 2005 ACOE, Mercer County
HDSRF, Green Acres, US EPA, Mercer County
ACOE evaluation in progress Planning stage
Planning stage
City of Trenton No. 23
Program MECHA
24
Urban Women's Center
2004 Comprehensive Economic Development Strategy (CEDS) Page 41 of 82 Activity Job Search & Placement BEST - job readiness for high school students.
Lead Agency Funding MECHA $12,500.00 $3,000.00
Source CDBG
Timeframe Ongoing
Support Educational Initiatives YWCA of Trenton Support Educational Initiatives Eleventh Annual Trenton Support Educational Small Business Week Initiatives
Community Employment Progress Program. Latinas Unidas
Urban Women’s $7,000.00 Center YWCA $7,000.00
CDBG
Ongoing
CDBG
Ongoing
Provide training and networking opportunities for Trenton businesses.
City of Trenton, Greater Mercer County Chamber of Commerce
Annually in the fall
Promote Heritage Tourism Promote Heritage Tourism
Increase and Promote Tourism in Trenton Increase and Promote Tourism in the Region.
ongoing
31
River Run Light Rail
32
Trenton Commons Lot
Enhance Transportation Enhance Transportation Enhance Transportation Improve Parking
33
Courthouse Parking Deck Improve Parking
34
TDA/Trenton Arts Connection Entertainment District
Develop plan for improving transportation in Trenton. Support efforts to create first class multi-modal regional train station. Develop a light rail from Camden to Trenton. Develop a 9-story parking structure on the commons lot. Renovate and expand the Courthouse parking deck. Support the creation of artist space.
City of Trenton $400,000
30
Convention and Visitors Bureau Capital Region Convention & Visitors Bureau28 Transportation Master Plan Train Station
City of Trenton, Greater Mercer County Chamber of Commerce CVB
Encourage entertainment-related developments.
25 26
27 28
29
35
Strategy Support Educational Initiatives
Emphasize the Arts Promote EntertainmentRelated Activities
NJ Transit
$42 million
City of Trenton, Mercer County, City of Trenton, Mercer County, NJ City of Trenton, NJ CRA NJ Transit
NJ Transit
$711 million
NJ Transit
Complete
EDTC
In progress
CVB
$350,000
EDTC
ongoing
ongoing Design stage
Mercer County
unknown
Mercer County
Planning stage
TDA
undetermined
unknown
Ongoing
City of Trenton, undetermined MCIA
unknown
ongoing
City of Trenton
2004 Comprehensive Economic Development Strategy (CEDS) Page 42 of 82
No. 36
Program Restaurant District in Chambersburg
Strategy Promote EntertainmentRelated Activities
Activity Support with new signage, streetscape improvements, and marketing.
Lead Agency Funding City of Trenton $1 million
Source City of Trenton
Timeframe Complete
37
South Broad Street Village
Promote EntertainmentRelated Activities
MCIA
MCIA
Planning stage
38
Manex / Roebling Promote Complex Redevelopment EntertainmentActivities Related Activities
Capitalize on new Camden-Trenton Light Rail system with a mixed use development including housing and retail. Identification of educational, entertainment, residential and/or office uses.
39
Eagle Tavern
40
Cyberdistrict
41
Trenton Business and Technology Center (TBTC)
Promote HighHigh technology incubator, provides TBTC, City of undetermined Technology Industries shared fax, copying, conference Trenton facilities, receptionist services, counseling, business plan review, financial and government contracts, market research and computer training. Move location to better facilities and expand.
City, UEZ, plan to Incubator ongoing, apply for USEDA move is in funds planning stage
42
Small Business Development Center
Promote HighThis one-stop business assistance Technology Industries provides access to loan programs, job training, business, development and technical support.
SBDC
The College of New Jersey
ongoing
43
Downtown Redevelopment
Focus Development Downtown
City of Trenton undetermined
City of Trenton, unknown
Ongoing
Promote Identify operator for historic tavern. EntertainmentRelated Activities Promote HighImplement the Marketing Blueprint Technology Industries developed for the cyberdistrict.
Expand and consolidate the redevelopment areas in the downtown.
MCIA, Trenton Manex and Board of school Education developments
Design stage
City of Trenton
City, private
Planning stage
City of Trenton $215,050
Unknown
Report complete
City of Trenton
2004 Comprehensive Economic Development Strategy (CEDS) Page 43 of 82
No. 44
Program Strategy Hotel/Conference Center Focus Development District Downtown
Activity Construction of supplemental office/retail uses to support the hotel.
Lead Agency Funding City of Trenton undetermined
Source unknown
Timeframe Ongoing
45
Roebling Mansion
Redevelop and find buyer or tenants.
City of Trenton undetermined
City
Planning stage
46
Broad Street Bank
Focus Development Downtown Focus Development Downtown
Assist owner in appropriate redevelopment efforts.
City of Trenton undetermined
unknown
Planning stage
47
Bell Telephone Building Focus Development Downtown
City of Trenton undetermined
unknown
Planning stage
48
Downtown Revitalization Focus Development Subcommittee of the Downtown TDA
Assist with the site assessment work and preparation of a design for the adaptive reuse of the vacant Bell Telephone building. Develop and lease commercial and office space in the downtown.
TDA
City of Trenton
ongoing
49
Hill-Wallack Development
Focus Development Downtown
Partner with the EDTC to construct 65,000 sf Class A office space and parking garage at the Commons Lot.
EDTC
EDTC, private
In progress
50
Economic Development for Trenton Corporation (EDTC)
Focus Development Downtown
Established an economic development work plan for the EDTC dedicated to the revitalization of Trenton.
City of Trenton
private
Completed
51
New York Avenue Redevelopment Area
Create Modern Industrial Parks
Support the development of this area for City of Trenton undetermined entertainment or light industrial uses.
unknown
Planning stage
52
Route One Industrial Center
Create Modern Industrial Parks
Continue to facilitate development activity; complete environmental remediation
City of Trenton undetermined
unknown
Planning stage
53
Crane Site
Create Modern Industrial Parks
Complete remediation and continue to support successful businesses here.
City of Trenton, undetermined Faigle Realty
City, private
Redevelopment complete, environmental remaining
City of Trenton
2004 Comprehensive Economic Development Strategy (CEDS) Page 44 of 82
No. 54
Program Kramer
Strategy Create Modern Industrial Parks
Activity Support the redevelopment for industrial use.
55
Former Lenox facility
Create Modern Industrial Parks
56
PSE&G Substation
Create Modern Industrial Parks
57
Guardian Drug
Create Modern Industrial Parks
58
Lead Agency Funding City of Trenton, undetermined Faigle Realty
Source Private, HDSRF, BCRLF
Timeframe In progress
Support the current owner’s search for a Privately owned undetermined purchaser with a higher and better use.
City
Planning stage
Finalize agreement with PSE&G to acquire property, and find industrial user Support efforts to bring in a higher use
City of Trenton undetermined
PSE&G, City
Planning stage
Privately owned undetermined
unknown
Planning stage
Enterprise Ave Industrial Create Modern Park Industrial Parks
Create an industrial hub at Enterprise Avenue by readying property for development and recruiting firms.
City of Trenton $5 million
USEDA, City
In progress
59
Trenton Makes Industrial Create Modern Park Industrial Parks
Continue business recruiting, management and oversight of this Industrial Park on Pennington Ave; redevelop remaining front buildings.
City of Trenton, $1,700,000 Owner’s association
USEDA and UEZ Internal infrastructure completed; redevelopment of remaining buildings in planning stage
60
Trenton Urban Enterprise Develop and Promote NJ’s Urban Enterprise Zone Program is City of Trenton, Variable Zone Incentives an employment program with NJEDA significant tax benefits.
State taxes
ongoing
61
Federal Foreign Trade Subzone
Develop and Promote Provide incentives for international Incentives businesses to locate in Trenton.
Federal tax incentives
Awaiting approval
62
Trenton Regional Business Assistance Corp. (TBAC) MicroLoan Program
Develop and Promote 10 - 30 loans ranging from $500 to TBAC Incentives $25,000 apiece. Program targets minority and women-owned businesses.
City of Trenton undetermined
US SBA and RLF repayments
2004 Comprehensive Economic Development Strategy (CEDS) Page 45 of 82
City of Trenton No. 63
Program Section 108 Loan Program
64
Capital Facade/Matching Program
65
Trenton Downtown Association (TDA) Soft Loan/Matching Grant Program Brownfields Revolving Loan Fund City Façade Improvement Program
66 67
Strategy Activity Lead Agency Funding Business Develop and Promote If financially feasible and beneficial, City of Trenton Incentives provide businesses loans ranging from $100,000 to $250,000 apiece
Source Timeframe HUD Section 108
South Develop and Promote 2-3 matching grants for improvement to City of Trenton Grant Incentives commercial properties within Capital South District; max.$5,000 per project Develop and Promote 7-10 matching grants for downtown TDA Incentives commercial properties: max.$7,500 per project Develop and Promote 1-3 loans averaging $250,000 per loan City of Trenton $1,150,000 Incentives for site remediation Develop and Promote 40,000 available. Targeted for the City of Trenton Incentives Warren Street reconstruction and Market Street
ACOE: Army Corps of Engineers BCRLF: Brownfields Cleanup Revolving Loan Fund CDBG: Community Development Block Grants DCA: Department of Community Affairs DOT: Department of Transportation EPA: Environmental Protection Agency EDTC: Economic Development of Trenton Corporation EIF: Environmental Infrastructure Fund HDSRF: Hazardous Discharge Site Remediation Fund HUD: Housing and Urban Development MCIA: Mercer County Improvement Authority NJ DEP: New Jersey Department of Environmental Protection NJ EDA: New Jersey Economic Development Agency NJRA: New Jersey Redevelopment Authority PSE&G: Public Service Electric and Gas RLF: Revolving Loan Fund
SBA: Small Business Administration UEZ: Urban Enterprise Zone US EDA: US Economic Development Administration
UEZ, EPA
ongoing
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 46 of 82 D. Criteria and Performance Measures for the CEDS process The U.S. Economic Development Administration published guidelines for the CEDS process (June 1, 1999), in which it states that “Its quality should be judged by its usefulness as a tool for local decision making.” The CEDS process involved many parties with an interest in Trenton’s successful economic development. The following measurements will be indicative of the performance of the CEDS process: • • • • •
The ability of the document to adapt to Trenton’s changing needs through further updates; The ability of the document to guide and inform; The success of the strategies outlined in this document in bringing jobs, improved quality of life, and rehabilitated neighborhoods to Trenton; The number of people attending CEDS meetings; The number and amoung of grant and other financial resources brought to bear on the projects identified in the CEDS document.
Because of the nature of the process, it is extremely difficult to develop quantitative measures of success. However, the qualitative value of this document, process, and implementation of the strategy is significant. This document provides for the integration of economic development efforts throughout Trenton, and provides a forum to obtain input on desired economic development goals and how to achieve them. The process of updating this document will enable a tracking of project successes and will provide a straightforward mechanism for evaluating whether proposed projects meet Trenton’s overall development goals and whether they fit into the stated strategies for reaching these goals.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 47 of 82
Exhibit 1: List of CEDS Steering Committee membership Affiliation summary
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 48 of 82
City of Trenton CEDS Steering Committee Last Name
First Name
Company Name
Addison
Don
Mercer County Office of Economic Opportunity
Adkins
Gregory
NJDOC, UEZ program
Allen
Lorraine
TCNJ SBDC
Backstrom
C. Stephen
Comcast Cablevision of Mercer County
Bergheiser
Matt
Trenton Downtown Association
Berman
Geoffrey
Trenton Titans
Berman
Ronald
Roebling Urban Renewal Associates
Brady
Ann
RPP
Brenner
Rick
Trenton Thunder
Capasso
JR
City of Trenton
Carten
Andrew
City of Trenton
Cianfano
Art
Trenton Business and Technology Incubator
Clark
Tom
NJ Transit
Clemmons
Elgin
Economic Development Corporation for Trenton
Climati
Terrence
Ave Maria Shop
D'Andrea
Larry
US EPA
Danis
Christine
Rutgers University
Davis
Theodore
Pennington Ave Shopping Village
DeMartino
George
K. Hovnanian Northeast
DiManno
Fran
Crest Paper Products
Dixon
Steve
MCIA
Ellerbusch
Fred
NJIT
Faigle
Jeff
Faigle Realty
Feffer
Mark
Tremp Steamer Media
Fisher
Raymond
Intercounty Newspaper Group
Floyd
Leslie
Mercer County Division of Planning
Galli
Gina
NJ Economic Development Authority
Galvez de Cerdas
Mari
Regional Business Assistance Corporation
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 49 of 82 Last Name
First Name
Company Name
Gaskins
Tyrone
Teaching Alternative Growth (TAG) Resources
Gonzalez
Dennis
City of Trenton
Grau
Steven
Lambert Furniture Company, LLC
Guagliardo
Carmen
Italian Peoples Bakery
Hackett
Cynthia
Drei Holdings, LLC
Hanks
Randy
Wachovia
Harkness
David
NJ League of Municipalities
Harmon
John
MTAAC
Hochschild
Gary
GMH Company
Hoffman
Frances
NJDCA, Office of Smart Growth
Hoffman
Douglas
State St Sq Urban Renewal Partner
Jayne
Roxanne
Stryker, Tams & Dill, LLP
Jones
Mark
MEJ Development
LaBate
Anne
Segal Commercial Real Estate
Lane
Sally
Trenton Convention and Visitors Bureau
Latini
Charles
Office of Smart Growth
Levine
Paul
JP Morgan Chase
Long
Trish
City of Trenton
Luna
Harry
Latino Chamber of Commerce
Lytle
James
City of Trenton Superintendent of Schools
Mangan
Bill
NJ DOT
Matlack
Ron
City Auto Radiator, Inc.
Mayer, PhD
Henry
National Center for Neighborhood and Brownfields
McGough
Tom
City of Trenton
Metoyer
Tyra
Love Thy Neighbor CDC
Muirhead
Louis
Lucille Maud Corporation
Muzychko
William
PNC Bank
Petrizzo
JoAnn
The Whitman Companies
Pivnick
Elyse
Isles, Inc.
Reed
Ingrid
Capitol City Redevelopment Corp.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 50 of 82 Last Name
First Name
Company Name
Reeve
Noelle
Regional Planning Partnership
Rolling
James
NCIA
Scannella
Beth
Greater Mercer County Chamber of Commerce
Seradarian
Pascal
Hutchinson Industries, Inc.
Shaw
Judy
NJ DEP, Office of Brownfields Reuse
Sheppard
Lauri
NJRA
Simmons
James
NJ Commerce and Economic Growth
Sinclair
Jim
NJBIA
Smedley
Michael J.
Trigen-Trenton District Energy Co.
Smith
Rose
NJ Economic Development Authority
Smith
Terri
ELM, Inc.
Staton
Cordelia
Trenton Public Schools
Sumners
Jeff
City of Trenton
Tretola
Don
PSE&G
Trujillo
Eddie
Supremo Foodmarket
Valentin
Nelida
Center for Leadership Development
Valocchi
William
City of Trenton
vanHook
Evan
NJ DEP, Office of Site Remediation
Whitman
Ira
The Whitman Companies
Woods
Robert
Bobcat of Trenton
Yake
John
Trenton Marriott
Zampardi
Frank
Super G Store #268
Zauner
Fred
CJ Parts Distributors Inc.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 51 of 82
Affiliation Summary The 2004 Comprehensive Economic Development Steering Committee for the City of Trenton consists of eighty-one members. Of these, 32 submitted voluntary contact sheets which detailed their affiliations, age and ethnic categories, gender, and disability status. The results of this survey are: Sector Represented 34%
Public Leadership
62.5%
Economic and Business Development Organization
6%
Employment and Training Sector
19%
Community Organization
(The total is greater than 100% as some individuals represent more than one sector) Age: 13% 35 and lower 55% 36-50 26% 51-65 6%
66 and higher
Gender 72% male 28% female Racial / Ethnic Background 75% Caucasian 19% African-American 6%
Hispanic
0%
Other
No reported disabilities
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 52 of 82
Exhibit 2: Steering Committee meeting minutes
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 53 of 82
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 54 of 82
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 55 of 82
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 56 of 82
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 57 of 82
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 58 of 82
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 59 of 82
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 60 of 82
City of Trenton Comprehensive Economic Development Strategy 2004 Update Meeting Minutes Date:
December 18, 2003
Location:
Trenton Marriott at Lafayette Yard, 2nd Floor, Hamilton Room, Trenton, New Jersey
Time:
10:00 – Noon
Attendees:
Sign-in sheet of attendees is attached.
Leah Yasenchak opened the meeting. Everyone in the room introduced themselves. Leah then went over the revised schedule and indicated that the comments from the last meeting and this meeting will be incorporated into a draft Comprehensive Economic Development Strategy (CEDS) document. This draft document will then be issued for review and comment. A third meeting will be held to receive comments on the draft document prior to its finalization. Leah reviewed the draft CEDS outline which had the goals for the City’s economic development strategies: 1) Rebuild and sustain neighborhood and downtown areas; 2) Expand and diversify the employment and economic base; and 3) Promote industrial and commercial property development. Leah opened the group discussion by asking for comments regarding the relevancy and appropriateness of the goals.
COMMENT: Goals 1 and 2 are very clear; Goal 3 is vague and should have more “meat” to it. COMMENT: A focus should be placed on promotion to remove negative perceptions of the City. May want to incorporate marketing as a separate, fourth goal. Or may want to have marketing as a component of all three goals as well as have it be a separate goal. COMMENT: We should establish what elements are needed for a marketing plan. COMMENT: How is the marketing funded? COMMENT: How is the administration viewing the CEDS document and what will they be doing with it? COMMENT: An objective under the marketing goal should be to hire a consultant for marketing and for co-coordinating the marketing plan with the administration. COMMENT: Need to establish why marketing is important and what the objectives are, particularly the need to change perceptions. There are some marketing avenues that may not cost anything-use of free advertising on local TV and radio; use Mayor’s ability for advocacy; participate on various panels such as the NJ Builders Association, public conventions, and conferences. Must coordinate marketing efforts with public relations person of the City, the BEST and the CEDS committees. COMMENT: What will be in the CEDS? Should a marketing plan be part of the CEDS?
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 61 of 82 COMMENT: Establish the foundation for marketing. Must understand perception that is trying to be changed; is it negative or is there no perception? Should be careful not to have free marketing outlets perpetuate negative perceptions. COMMENT: There is a need to counteract an existing negative perception. COMMENT: Marketing needs to be a major component of economic development strategy. Mayor needs to continue to output all the good stuff happening. COMMENT: Marketing plan needs to take the following three steps: 1) Define target audience, be they builders, developers, residents, or potential employers; 2) Target audience will determine best avenue for message; and 3) Determine the best message to put out there. COMMENT: Need to determine what the marketing mission is. What are the goals of the marketing effort? 1) Make a feel-good message and 2) Define issue- why do you want to bring people in to the City? COMMENT: Need outside perspective to determine how best to keep spreading the good word about the City. May want to have a broader based marketing effort that targets larger, wider audiences outside of the City area. COMMENT: Marketing needs to go hand in had with development, not after the fact of development. Need to mesh marketing and development better. Project by project, identify target audience and determine what marketing measures to implement prior to starting or completing project. COMMENT: There are macro marketing considerations such as branding the City and there are micro marketing considerations such as site by site marketing. Need to do both simultaneously. COMMENT: Comparative advantage of City needs to be defined and used. An example would be marketing Mill Hill to Manhattaners as an inexpensive housing alternative to New York with a reasonable commute. COMMENT: The City still needs to overcome negative perception hurdle. COMMENT: You need to have something substantive that can be marketed before trying to market City. COMMENT: Need to state over and over and over the marketing message. The City has been so aggressive with doing good stuff, but hasn’t been aggressive with talking about it. Need to create “buzz”. COMMENT: There can’t be just one focal point. The economic development or redevelopment or housing development must be simultaneously touted to overcome negative perceptions for all elements. COMMENT: Can’t overcome negative perception if it is true. For example, the schools continue to be a real structural problem. Can market the small steps, shouldn’t market things that are not there. COMMENT: Fake it ‘til you make it. Marketing should be used to establish reality. COMMENT: Developers need to become partners to help facilitate change. This should not fall all on the City government. Burden of change should also be on the developers to help improve the schools and safety, etc. Developers should be encouraged to come to the City and be a partner to fix problem, not as an adversary that is to be enticed.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 62 of 82 COMMENT: Some of Trenton’s perceived shortcomings are realities. Developers are mobile. Trenton is competing against other communities where development opportunities are boundless. The City still needs to be proactive to bring folks here until negative realities are overcome. Competition requires that the City still provide developer incentives. COMMENT: May want to sit down with developers to ask them what they will need to attract them to City. COMMENT: The three goals are all about jobs and commerce. Goal 1 has a geographic bent with a focus on the downtown. Goal 2-not sure what is different about it. Goal 3 seems to be about property development, hard to determine what the focus is. COMMENT: Missing steps needed to diversify and expand employment base. COMMENT: Maybe the things listed in Goal 2 should be moved to Goal 1; open space and Greenway should be moved to Goal 1. COMMENT: Should have separate goal for downtown. COMMENT: Under neighborhoods, Hope VI should be included. COMMENT: The downtown and the neighborhoods should be separate goals. Expand and diversify employment should be broken out as there own goals. COMMENT: All things listed are intimately integrated. For example, the opening of the Assinpink will jump start street life. Interconnections have to be strongly looked at; hate to segment stuff so as to lose connections. COMMENT: Integrated strategy that looks at connection with housing is an important economic development tool - part of neighborhoods and part of downtown. COMMENT: All of this looks to achieve two fundamental accomplishments: improving quality of life (example: housing, education) and stimulating economic activity (downtown, commercial/industrial development). Trenton can not operate in a vacuum. Think regionally, act locally. Figure out ways to capitalize on things occurring outside of the City. For example, Red Bank has become a mecca for recreational amenities for surrounding communities by strengthening their entertainment district. COMMENT: Quality of life and stimulating economic activity are all interconnected. Regional thinking and master plan are strategies/actions to accomplish these two overall goals. COMMENT: Mercer County is looking to establish regional tourism base (Carol Beske and Dr. Pruitt are involved). New Jersey Capital Regional Visitors Center to use Heritage Tourism as regional destination. COMMENT: Should take the quality of life and stimulate economic activity goals and put down elements of each goal instead of categorizing projects as applying to one or the other. COMMENT: Stuff is too interconnected to be just one goal or the other. COMMENT: If project has substantial business activity, put it under economic activity, however, if it is something that is primarily quality of life, put under quality of life and continually empathize inter-connectiveness.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 63 of 82 COMMENT: Place-based and city-wide considerations may be helpful to use when grouping things together. COMMENT: Would like to see transportation included as an additional project (transportation, traffic flow, pedestrian walkway). COMMENT: How is housing to be incorporated into CEDS? COMMENT: Why are some Redevelopment Areas not included? COMMENT: Should include Redevelopment Area Map. COMMENT: Should include Open Space/ Recreation Area Map. COMMENT: Brownfields redevelopment should be part of underlying strategy used to address the whole thing. COMMENT: Other maps to be included: Population Density, Project Map, Transportation/ Pedestrian Access Maps; City in relation to other regional areas, other economic engines, and transportation links; Zoning Map with Special Districts (UEZ, FTZ), Available Space Maps COMMENT: How do you address workforce issues? How do you describe work force in terms of education and skills? COMMENT: Does the CEDS contain an implementation section? COMMENT: Are there CEDS guidelines? COMMENT: May want to come up with project ranking criteria. COMMENT: Need to have job training component. COMMENT: Need to add specific financial incentives that are available (example RLF, UEZ). COMMENT: A list of relevant Plans/Documents: MLUP, Downtown Plan, Redevelopment Plans, Cyberdistrict, Open Space Master Plan, CCRC’s Renaissance Plan, County Master Plan, Traffic Study Plans, and Abbott Community Based Schools Master Plan.
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2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 65 of 82
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 66 of 82
City of Trenton Comprehensive Economic Development Strategy 2004 Update Meeting Minutes Date:
January 29, 2004
Location:
Trenton Marriott at Lafayette Yard, 2nd Floor, Hamilton Room, Trenton, New Jersey
Time:
13:00 – 15:00
Attendees:
Sign-in sheet of attendees is attached.
Leah Yasenchak opened the meeting. Everyone in the room introduced themselves. Leah then went over the draft Comprehensive Economic Development Strategy (CEDS) document that had previously been distributed to everyone for review. Today’s comments will be incorporated into a revised draft CEDS document that is anticipated to be issued the week of February 23rd. A public meeting will be held to receive comments on the revised draft document prior to its finalization. Leah opened the discussion for comment on the draft document. COMMENT: Some of the Census data appears to be from the 1990 Census. It should be updated with the 2000 data set. COMMENT: The document contains good descriptions of existing projects, but there is not enough linkage between the existing strategies and projects that will accomplish the strategies. How do projects highlight associated strategies? COMMENT: The City’s Consolidated Plan may be used to see a different strategy/project format. COMMENT: A column on the project table could be added to indicate what strategy is associated with each project. A column could also be added to indicate what agency/entity is the lead agency of the project. COMMENT: The Abbott Schools city based master plan can be used to help the education strategy. COMMENT: Promoting heritage tourism is a strategy and the battle monument, and other sites should be listed as projects. COMMENT: The document doesn’t provide a sense of what the priorities are. COMMENT: A sense of timeframe for project completion is needed. COMMENT: Use table to group things by goal/strategy. The purpose of the document is not to spell out priorities. COMMENT: When discussing strengthening neighborhoods, it means different things to different neighborhoods. This should be expounded with strategy statements under sub headings. COMMENT: The Priority Settings section should be moved to earlier in document as a preface to projects.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 67 of 82 COMMENT: Availability of funding should be added to Section E. COMMENT: The document should be used to guide and inform. The main portion of the CEDS can be general in nature with specifics provided later. COMMENT: The purpose of the document is for providing strategies for moving economic development objectives forward. It also must include USEDA and USHUD consolidated plan potential projects listed for funding. COMMENT: Keep CEDS simple and general in the front. The strategies can be more descriptive in the back with a one to five year plan for project implementations. COMMENT: The project table should differentiate between what is completed and what is in planning stages. COMMENT: CEDS needs to be updated every year and redone every five years. COMMENT: Should all funding sources be listed so as to show leveraging of funds for the projects? COMMENT: Leveraging can be added under the project descriptions. COMMENT: May not need to show leveraging per se as each project contains anticipated status, completion dates and list of funding sources. COMMENT: On page 16, under 3A, will add information regarding leveraging of resources with multiple partners with leveraging ratio for project examples. COMMENT: Need additional heading for strengthening neighborhoods. COMMENT: The Hope VI project is missing and should be added. COMMENT: County led projects seem to be missing. COMMENT: The listed community center at the Polizzi Meat site should be changed to office space. COMMENT: Nothing is mentioned regarding security and public safety concerns. COMMENT: The East Trenton Initiative: Isles and Urban Partners will be approaching City regarding the study. COMMENT: Is the downtown Master Plan included? Not as a separate project. COMMENT: Planning strategies for different areas needed and need to be implemented. COMMENT: Maybe plans needed for planning purposes can be discussed under Section B. COMMENT: Or is it better to discuss plans in the relevant sections; planning strategies can be referenced, for example the Abbott school planning could be referenced in the section dealing with the Education Strategy. COMMENT: Does the Battle Monument Commercial Area refer to Broad Street? COMMENT: Under the strategy to strengthen neighborhoods, divide into two sections to distinguish between those existing neighborhoods being rebuilt versus those new neighborhoods
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 68 of 82 being created. The strategy is to provide quality housing for existing residents and providing new product to attract new comers to the City. COMMENT: Under the strategy discussing recreation: improve existing recreational amenities and create new amenities. Cadwalder Park needs to be added as a project. COMMENT: South River Walk Park is the park on top of the Route 29 tunnel and is a separate project that needs to be highlighted ($15 million state funds for almost six acres). COMMENT: Should include both recently completed and ongoing projects. COMMENT: Need to make the connection that as projects are completed, they make possible other projects. COMMENT: May want to discuss how projects are brought together to create critical mass (how we connect the dots). COMMENT: Maybe a project map could be included that depicts both active and planned projects. Completed projects could be bulleted to show progression of redevelopment activities. COMMENT: Carter Wallace has a green space portion on the light industrial development; should highlight that almost all projects being developed have a green space component. COMMENT: Are there going to be any photos? Addition of color photos may help. COMMENT: May want to have photo file of before, after, during photos for all projects. The pictures could be put on website, displayed at the Hotel, etc. COMMENT: No. 3 Education strategy should expand on the Abbott Schools. Should also discuss how the new schools and higher education schools in the City will positively impact the micro-community. COMMENT: The importance of quality education should be stressed as a means by which to move people in, keep people here and train people. COMMENT: Schools can be seen as community anchors. COMMENT: The creation of the first magnet school in the City should be added. It will use test based enrollment to attract other folks to the City. COMMENT: The site of the County Tech School has still not been selected. It could be in Trenton or one of the Windsors. COMMENT: No. 4 Heritage Tourism strategy: Sally Lane to provide specific project list to Leah. COMMENT: Should talk about the Battle Monument and War Memorial. There needs to be a linkage created to existing tourism sites. The City’s Department of Parks and Recreation got $100,000 to do this. COMMENT: There appears to be a linkage between hotel events and tourism. Some hotel conference events are being hosted at the barracks, etc. as the hotel facilities may not be available. COMMENT: No. 5 Transportation strategy focus on vehicular and mass transit.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 69 of 82 COMMENT: The train station is to be a NEW station, not a renovation project. Half of the funding to complete the new station has been identified. NJT should go forward and bid one side and not wait until all funding is in place. COMMENT: The light rail is supposed to start in two weeks (completed project versus planned project). COMMENT: Planning for transportation: the City has a consultant to prepare a master transportation plan. COMMENT: There is a plan to change Route 29 to boulevard as is present in Lambertville. May want to include this in CEDS. COMMENT: Trenton Small Business Week needs to be referred to as a marketing tool. The official name of the county chamber of commerce is the Greater Mercer County Chamber of Commerce. The chamber is a partner of Small Business Week as is the Regional Business Assistance Corporation (formerly TBAC—they have dropped “Trenton” from their name). COMMENT: No. 6 parking strategy should discuss in more detail the need to eliminate surface parking lots in the downtown area. COMMENT: The proposed County Courthouse parking deck is an opportunity for the state to create new parking. COMMENT: No. 7 Emphasis on the arts- TDA has created an artists loft space on Hanover Street that should be added to the CEDS document. COMMENT: Conduit is an artist’s space that should also be added. COMMENT: There needs to be opportunities to create more art live/work space. A planning idea would be to evaluate how other Cities have done it. COMMENT: Sally Lane will provide Leah with sentence discussing actual museum / cultural venue quantification. COMMENT: No. 8 Entertainment District- South Broad Street Village is a mixed use project with commercial, residential as well as restaurants. Not sure what is happening with the Foundry. The XArena project may be dead in a few weeks. COMMENT: Regarding the Goal of Economic Activity- all job training is lumped together. It should be broken out and discussed as a separate strategy. COMMENT: Isles Youthbuild should be added as under job training. The City’s Health and Human Services gets funding for job training every year. Should find out more about this program and included it as well. COMMENT: Hi Tech Industries-Dennis Gonzalez is to provide more information as it develops. COMMENT: More information will also be provided from the incubator project. COMMENT: The validity of the sentence indicating the creation of 5,000 jobs was discussed. It will be removed from the CEDS documents. COMMENT: When discussing the hotel district, it should be added that the redevelopment of the third floor of the Masonic Temple is a new project that will house the architectural firm of Clark, Caton and Hinz.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 70 of 82 COMMENT: The Roebling Mansion should be added as the League of Municipalities has recently been designated as redeveloper in order to relocate their offices. COMMENT: The sentence discussing Capital Plaza should be deleted as the building is currently leased and occupied by the state. COMMENT: The document doesn’t lend itself to any focus or concentration of retail services. This is critical part of cities. There is a need to create modern branded retail in the City. COMMENT: In order to bring branded retail to the City, the demographics much change. More residents with disposable income need to move to the City before retail will establish itself. COMMENT: An important strategy for the Hotel District—downtown housing will provide an influx of new residents with disposable income in to create more and branded retail opportunities. COMMENT: The City will be announcing in several weeks that K. Hovanian will be designated as developer of the Champale Site. COMMENT: The City’s remediation strategy is discussed in the beginning of page 5. It should be moved so as to come before the discussion of marketing for redevelopment. Make Preparing for Redevelopment a separate subsection to discuss remediation since it is such a big part of what the City does.
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2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 72 of 82 Consolidated Plan / CDBG/CEDS Public Hearing March 15, 2004 Trenton City Hall Agenda I. II. III. IV. V.
Introductions Review Sections I, II, III, V of Consolidated Plan Review Section IV “Economic Development” of Consolidated and CEDS 2004 Document Comments on Consolidated Plan and CEDS Comments on CDBG funding
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 73 of 82 Consolidated Plan / CDBG/CEDS Public Hearing March 15, 2004 Trenton City Hall Meeting Minutes Patricia Long, Senior Planner, City of Trenton opened the meeting at 5:30. She introduced Department Directors Dennis Gonzalez (Department of Housing and Economic Development) Carolyn Lewis-Spruel (Department of Health and Human Services) and Francis Blanco (Department of Natural Resources and Culture) Trenton is required to submit a Consolidated Plan to the US Department of Housing and Urban Development to receive Community Development Block Grant funds (CDBG). This plan is divided into five sections: I. Introduction II. Affordable Housing and Homeless Intervention III. Health and Human Services IV. Economic Opportunity and Development V. Open Space and Recreation Each section is broken down by Needs, Priority Objectives and Strategies, and Proposed Use of Funds. Ms. Long outlined the objectives from each section. Leah Yasenchak, of Brownfields Redevelopment Solutions, Inc. provided a summary of the Economic Opportunity and Development section of the Consolidated Plan. For 2004, this requirement was combined with the USEDA’s Comprehensive Economic Development Strategy (CEDS). A summarized version of the CEDS appears in the Consolidated Plan, and the complete CEDS is incorporated by reference. The CEDS was created by an 81 member Steering Committee. A significant concern of the community was the overall context in which economic development occurred. As a result, sections on Strengthening Neighborhoods and increasing residential opportunities were included in addition to direct economic development projects. The CEDS is broken into two goals, one to improve quality of life to create an atmosphere in which economic development can flourish, and two to directly promote economic development. Strategies were developed and articulated under each of these goals, and projects implementing these strategies were identified.
2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 74 of 82 The following residents spoke in support of increased funding for Isles, Inc’s Community Gardens Project: Virginia Eulo Deney Taleferno (West End Neighborhood Association) Lamar Price Evelyn DeLeon (South Central Civic Association) Hawwah Mamolu Allaina Snell (Free Your Essence Inc) Elizabeth Johnson Kimberly Harris Betty Flemming Maurice Smith Hafiz Fahaman Joyce Clemmons Miguel DeJesus Florence Bishop, Urban Woman’s Center spoke in support of the job training program her organization administers. Sharon Kopeland and Michele Guvera of Enable spoke in support of the program they run to provide mobility to people with disabilities. Cathy Jones of the New Millennium Drill Team spoke requesting additional funds for her girl’s award-winning drill team. Comments are due on both the Consolidated Plan and the CEDS document by April 4th. The plans will be finalized and recommendations made to Council April 15th. Carolyn Lewis Spruel, City of Trenton explained that the CDBG funds Trenton received this year was lower than in past years, and several programs had to be cut. Giving additional funds to Isles’ Community Gardens would require taking funds away from another worthwhile cause. She stated that all comments would be taken into consideration and if adjustments could be made they would be. Francis Blanco, City of Trenton added that the decisions were not made in a vacuum, but were made in consultation with community leaders and with a systems approach to funding the highest priorities. Dennis Gonzalez, City of Trenton stated that since 2001 Trenton has seen a $262,000 decrease in CDBG funding, and that the money cannot stretch to all organizations that need it. To fully fund the four organizations which appeared today would take $84,000 from other deserving programs.
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Exhibit 3: Resolution Adopting CEDS
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2004 Comprehensive Economic Development Strategy (CEDS) City of Trenton Page 80 of 82
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