NJLM Article

 

 

 “Organizing for Regional Success…Forward Mercer”

 

The business climate in New Jersey is at a critical stage. NJ’s economic statistics rank unfavorably in many areas when compared to other states. We are currently experiencing deficit spending (over $3 billion), raided trust funds for insurance and transportation, and projections for 2009-2010 are even worse (an $8-10 billion debt). New Jersey ranks 50th in the Tax Foundation's “2010 State Business Tax Climate Index”. We rank 24% above the national average in the cost of doing business (2005 Milken Institute), are deemed the worst state in which to operate a small business (The Small Business Survival Index 2006, The Small Business & Entrepreneurship Council) and have the highest expenditures for public schools, with 60% of school funding coming from local government (4th highest in the nation) (Ranking of the States 2006, National Education Association). New Jersey is losing ground quickly and as a result, companies continue to move their facilities and talent out of the state. In Mercer County , we are at great risk due to our proximity to Pennsylvania .

 

The economic and policy challenges we face require us to make a paradigm shift; changing our mind set from purely “local” thinking to a focus on enhancing our “regions” for economic competitiveness…but how do we go about achieving regional economic sustainability?

 

To appreciate a triple net bottom line of economic prosperity, environmental quality and equity (social equity), regional collaboration is the key. Breaking down the local silos, reconnecting our urban and suburban neighborhoods, bringing together community organizations, embracing diversity and working toward a collective voice are a means to achieving this end.

 

To create this needed collaboration we must become regional stewards; leaders who are committed to the long-term well-being of places. These leaders:

·        have no fear of crossing jurisdictional boundaries, sectors or disciplines to address complex regional issues such as sprawl, equity, education, and economic development.

·        see the connection between economic, environmental, and social concerns

·        know how to “connect the dots” to create opportunities for their regions

·        combine 360 degree vision with the ability to mobilize diverse coalitions for action.

( Alliance for Regional Stewardship - “Regional Stewardship: a Commitment to Place.” Monograph series October 2000)

 

The Mercer Regional Chamber of Commerce embraces collaboration in our quest to appreciate a triple net bottom line.  Following are some examples of how our regional stewards have come together to advance our economic agenda:

 

Regional planning. The Chamber established the “Route 130 Vision Team Project”. In partnership with the Greater Mercer Transportation Management Association and with the support of a NJ Smart Growth Grant, stakeholders were led through charettes, focus groups and ultimately to a “Vision Document” outlining guiding principles for the corridor. An excellent example of breaking down municipal borders, East Windsor , Hamilton and Robbinsville government leaders participated in the process and agreed to the principles, which establish a recommended layer of design above their local ordinances.

 

Transit oriented development. Home to three of the most highly traveled rail stations along the Northeast Corridor, the Chamber led a regional campaign that identified the pros and cons of transit oriented development. Bringing together stakeholders at roundtable meetings, we learned that responsible transit oriented development is critical to the sustainability of our region. White papers, OpEd’s and Board resolutions communicated our position, in addition to personal testimony before our local municipalities. Our region’s decision makers know that our Chamber supports this arena of smart growth and looks to us for resources and assistance on these issues.

 

Sustainability.  Localizing efforts around buying, volunteering and working are methods being utilized in our region. Taking the “local” concept a step further, we continue to work on the development of a “hire local” campaign. Our region was hit hard by last year’s downsizing of Wall Street and the financial industry. The “displaced professional” is the largest segment of the unemployed in our region. To that end we partnered with our WIB, local Universities, SBDC and others to host a “Career Expo” focused on this displaced sector and are working in collaboration with “Einstein’s Alley” and “Caliper” on the development of a “niche” website to match local employers with our displaced professionals. This entire concept is consistent with a New Jersey Statewide incentive program called “live where you work”.

 

A focus on our urban center.  Believing that “it takes a region to raise a city”, our Chamber has initiated regional efforts to benefit Trenton . Our “Arts and Business Council of Greater Trenton” is a great example. Modeled after Americans for the Arts, the Council matches business volunteers with arts and cultural venues in the city in order to provide resources. As a result hundreds of volunteer hours have been donated to these venues. Also, last year we hosted a summit which convened 50+ Trenton business owners, Mercer Chamber liaisons, and Mercer County Community College leaders. This summit provided a venue in which to identify and prioritize the Trenton business community’s most pressing challenges and identify positive ideas to move the city toward economic prosperity. 

 

“One Voice” Legislative Council. Knowing that advocacy is an essential component to regional sustainability the Mercer Chamber has partnered with the Princeton Regional Chamber of Commerce and the Metropolitan Trenton African American Chamber of Commerce on one joint legislative council. Together we meet monthly to address legislative issues impacting the business community in order to provide a collective strong voice in advocating for good business policies in our state and region.

 

 

…And our greatest and probably most challenging initiate is our newly established Mercer Regional Economic Development Foundation. Through collaborative brainstorming a seven point plan for regional sustainability is being proposed. We are now inviting approximately 80 regional stewards to work with us in fine tuning our strategy and creating the economic base from which the foundation can sustain. These regional stewards represent our local, county and state officials, community organizations, our fellow Chambers in the region and of course our business community. We have been clear that the Chamber is only the convener of this initiative and that to be successful we MUST all play a collaborative role in ensuring the future success of the Foundation’s goals; i.e. the region’s success.

 

Collaboration does not happen over night. It requires a venue in which to build relationships, trust and a sense of collective thought.  It’s about transitioning leaders from mere “agreement to participate” to “active participation” and supporter for the cause. It’s about paradigm shifts and changed mind sets.

 

As noted at the outset, this is a critical time for our great state of New Jersey .  It is incumbent upon all of us as leaders to see the challenges that plague us as opportunities to seize upon collaboration and embrace the new role of regional steward. If done correctly, your efforts will yield your region that triple net bottom line of economic prosperity, environmental quality and social equity… and thus, a sustainable region will be yours.

 

Submitted by:

Michele N. Siekerka, Esq.

President and CEO

Mercer Regional Chamber of Commerce

 

 

 

 

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