Comprehensive Plan - Carbondale, IL

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Adopted June 22, 2010• Strategy 2: Actively cultivate, engage, and enlist leadership from among theCity’s business, educational, and non-profit institutions.Focus Area 5.7: Demonstrate and exert leadership in regional economicdevelopment efforts and refocus initiatives to accentuate the attributes that theRegion has to offer.• Strategy 1: Lead, participate in, and help develop the specific cross-governmentalcampaigns of the Jackson Growth Alliance (JGA).• Strategy 2: Demonstrate regional leadership in promoting Connect SI andefforts to expand and improve broadband service. See Figure 5.3, BroadbandConnectivity.Focus Area 5.8: Use the draw of the Shawnee Hills Wine Trail , ShawneeNational Forest and the natural surroundings as a tool for economicdevelopment through ecotourism and outdoor recreation.• Strategy 1: Work with the Carbondale Tourism Bureau to help promote theregion and its many natural amenities including the branding of Carbondale asthe Gateway to the “Shawnee Hills Wine Trail”.Comprehensive Plan• Strategy 2: Support tourism efforts to help draw attention to local attractionsincluding the R Buckminster Fuller (RBF) Dome Home, The African AmericanMuseum, and The Varsity Center for the Arts.• Strategy 3: Collaborate with organizations such as “Food Works” andUniversity of Illinois Extension Service to promote local, sustainable foodsystems development for Southern Illinois.5.3 Recent and Current Economic EffortsJackson County Opportunities Analysis, 2007In 2007, the Jackson County Business Development Corporation (JCBDC) publisheda regional opportunities analysis cataloging the region’s assets, challenges, andopportunities. The report set forth a set of actions to advance a regional economicagenda; however, it was never formally adopted by the municipalities within theregion and seemingly, had little overall resonance. The recently reorganized JacksonGrowth Alliance – a cadre of regional business and political leaders promotingregional economic development – is perhaps the most tangible outcome of thereport.The major assets identified in Figure 5.1, Jackson County SWOT Analysis include,among others, SIU, John A. Logan Community College, and the City’s proximity tomajor outdoor recreation facilities. Weaknesses were determined to be the region’sisolation and lack of interstate access; its over-dependence on SIU and lack of anentrepreneurial culture; an underdeveloped private sector; and its fragmentedand generally under-funded economic development programs. Threats includeddemographic shifts showing that the county may be losing its standing as theeconomic epicenter of the region; brain-drain and challenges associated withattracting new talent; and globalization which will continue to put pressure onMidwest manufacturing and routine administrative work due to lower overseaslabor costs.5.5Economic Development
Adopted June 22, 2010City of CarbondaleFigure 5.1 | JACKSON COUNTY SWOT ANALYSISStrengths• HIGHER ED: Southern Illinois University-Carbondale; John A. Logan College• Regional labor market• Young, educated workforce• Regional transportation infrastructure(interstates, rail, airports)• Quality of Place (cultural/recreationalamenities, downtowns)• Name recognition (SIUC)WeaknessesOpportunities• Leveraging SIUC for economicdevelopment (technology transfer/entrepreneurship)• Attracting and retaining talent• Southern Illinois Airport (business park)• Research Park (new spec space)• Unique industry targets• Image enhancement• Policy (transportation and more)• Retiree and tourism attractionThreats• Distance from interstate• Stagnate population• Distance from major metro areas• Small “white collar” private sector• No Jackson County image• Limited economic development effort• Lack of larger industrial/business sites• Dependence on university• Multiple taxing jurisdictions• Continued offshoring/outsourcingpressures in both manufacturing andservices• Continued lack of significanteconomic development efforts• State fiscal health• Competition from the South• Continued loss of talent to metroareasPotential opportunities identified in the report centered on the Southern IllinoisAirport and SIU’s Transportation Programs; talent attraction and retention witha particular emphasis on both retaining and luring back SIU graduates; and thecommercialization of SIU-based research; particularly in the areas of advancedmaterials and renewable energy. The Southern Illinois Research Park and SIUEntrepreneurship Center were cited as potential catalysts to spawn new businessesby providing a supportive home for would-be entrepreneurs. These assets arehighlighted in Figure 5.2, Economic Development Opportunities.More traditional clusters that the region could potentially develop given its existingasset base were said to be: automotive and aviation-related industries and specialtyfoods. Other targets included professional & technical services, retail & leisure, andretiree attraction. All of these except professional services and retail are the typesof coveted “export” industries that have the potential to bring new income into theregion.Regional goals from the Jackson County Opportunities Analysis are as follows:5.61. “Support business development, innovation, and attract new industry.”2. “Grow, retain, and attract talent.”3. “Enhance and promote quality of place.”In addition, The Illinois Department of Commerce and Economic Opportunity(DCEO) initiated the “Opportunity Returns” program in 2003. Through the“Opportunity Returns” initiative the state was divided into ten regions. DCEOworking with local governmental entities, business and community leaders andothers created strategic plans for each region outlining tangible, specific actionsand initiatives to make each region more accessible, more marketable, moreentrepreneurial and more attractive to business.Chapter Five
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Comprehensive Plan - Carbondale, IL

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