Comprehensive Plan - Carbondale, IL

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Adopted June 22, 2010Actions and Initiatives:a. Work with the Chamber of Commerce to support the further development ofthe 13Pro young professionals groups.b. Convene regular roundtables of the City’s business leadership to raise awarenessof “happenings“ in the City and to spur the sponsorship of special initiatives.c. Work with SIU and the Chamber to form a future leader’s academy wherematriculation is earned through the completion of an important teamcommunity development project.d. Support and/or participate in the Jackson Growth Alliance.Focus Area 5.7 – Demonstrate and Exert leadership in regionaleconomic development efforts and refocus initiatives toaccentuate the attributes that the region has to offerStrategy 1: Lead, participate in, and help develop the specific crossgovernmentalcampaigns of the Jackson Growth Alliance.Rationale:As stated earlier, the fate of Carbondale is very much bound in the fate of theregion. Similarly, it will take a strong regional voice for “game changing” thingsto happen. The City’s relatively small size and its physical isolation make strongregional dialogue and cooperation especially important since some of things thatcan put the City on a new economic footing will need to occur mostly outside of theCity. Such is the case with the Southern IllinoisAirport, which is managed under the auspices ofFigure 5.8 |BROADBAND CONNECTIVITYthe Southern Illinois Airport Authority.Extending linkages in both transportation andin the transmission of information, will helpdiminish the City’s isolation (in both the physicaland virtual realms), and help the universityreach its goal of becoming a top tier researchinstitution. Carbondale, perhaps more than anyother City in the region, stands to economicallybenefit the most from these improvements.Comprehensive PlanActions and Initiatives 1 :a. Maintain a strong leadership role in JacksonGrowth Alliance and Connect SI to facilitateinfrastructure projects including highwayimprovements and broadband that arecritical to the region.b. Encourage local leaders to participate in aregional entrepreneurship task force.c. Encourage the formation of a University/Business Alliance to explore ways for theregion to both leverage and support SIU.Connect SI is a collaborative, regional economicstrategy for southern Illinois focused onbroadband connectivity. The initative strivesto accomplish three things: 1) encourageinvestment in broadband infrastructure, 2)convince Southern Illinoisans that they needhigh speed broadband access, and 3) encourageresidents to use this infrastructure to grow oureconomy.1 Most of the following recommendations are adapted from the Jackson County OpportunityAnalysis, 2007.5.21Economic Development
Adopted June 22, 2010City of Carbondaled. Encourage annual workforce development conferences involving John A.Logan Community College, Man-Tra-Con, and area businesses to discussneeded skills and training modules.e. Participate in a regional ambassador’s team to respond to business relocationinquiries.f. Work to launch, enlarge, and formalize a young professionals group with aregional reach.Strategy 2: Demonstrate regional leadership in promoting Connect SI.Rationale:The lack of broadband access is one of the critical problems facing the City andSIU. The University’s ability to conduct major research and to participate inDOWNTOWN DEVELOPMENT AUTHORITYDevelopment Corporations are sometimes structured the same way as redevelopment authorities andcan be involved in the same types of activities. The term “development corporation” however, usuallyconnotes a higher degree of autonomy from City government and is often structured as a private orpublic-private non-profit organization. They sometimes operate with a board that is independent of Citygovernment and rely more heavily on creating and managing their own sources of operating capital.It is also somewhat more common for corporations to be involved in activities other than just realestate development to include the administration of low-interest loan pools that support business andeconomic development.Operating capital often derives from the ownership and management of real estate assets, privatedonations, development and financing fees, and fees from tax exempt bonds and special taxes. TheCarbondale Business Development Corporation (CBDC) is an example of a development corporationalready established in Carbondale.Advantages of development corporations generally include their ability to act with greaterconfidentiality and speed; especially when it comes to real estate deals where agility and privacy canbe very important. When they are structured autonomously from City government, developmentcorporations can also help take some of the politics out of public-private joint ventures and can operatemore effectively in the tax credits markets where they can act as syndicators. They can also solicit taxdeductible donations from foundations and other philanthropic entities whereas most purely publicentities are prohibited from doing so. They are also frequently used as pass-through vehicles for taxexemptgovernment bonds.5.22Disadvantages of the typical development corporation structure include their self-supporting natureand frequent lack of dedicated public financing. This often means a precarious financial existence andsometimes a greater amount of time and energy spent raising money and managing overhead thanactually doing deals. Finding solid leadership can also be a problem, especially in communities witha weak culture of community involvement and leadership outside of regular government channels.Some development corporations are off-shoots of existing organizations, such as special councils andchambers of commerce.Chapter Five
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DemographicComparisonEducation% Pop
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Comprehensive Plan - Carbondale, IL

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