gwinnett county, georgia marketing brochure

8/8/2019 Gwinnett County, Georgia Marketing Brochure

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STEERING COMMITTEE

Co-Chairs

Bill McCargoScientifc Atlanta, A Cisco Company

Sharon RigsbyGwinnett Technical College

Members

Shiv AggarwalAmerican Management Services, LLC

Marsha Anderson-BomarStreet Smarts

Charles BannisterGwinnett County Commission Chairman

Wade BeaversBreedlove Companies

Jace BrooksRon Blue & Co., LLC

Jock ConnellGwinnett County

Charles CraigGwinnett County Habitat or Humanity

Delores CrowellAT&T

Randy DellingerJackson EMC

Ron GarrardGarrard Construction Group, Inc.

Ellen Gerstein

Gwinnett Coalition or Health andHuman Services

Michael GersterWIKA Instrument Corporation

Dennis HanHan Capital Partners, LLC

Brett HarrellHighway 78 CID

Pala HastingsAccent Gwinnett Magazine

Dan KamanGeorgia Gwinnett College

Barbara KingPrimerica

Chick KratlerAtlanta Regional Commission

Mike LevengoodMcKenna, Long & Aldridge, LLP

Caryn McGarityGwinnett Convention & Visitors Bureau

Emory MorsbergerMorsberger Group

Charlotte NashNashill, Inc.

Jose PereTarget Market Trends

Michael PhelpsBowen Family Homes

Joe PiccoloSimon - Mall o Georgia

Loise RadloGwinnett County School Board

David SeagoGeorgia Power

Wayne ShackelordGresham Smith Partners

David ShaerGeorgia State Senator

Donna SheldonGeorgia State Representative

Bob SmithMerial, Ltd.

Mike TennantAlston & Bird, LLC

Denise Townsend

Wellsys Corporation

Richard TckerArlington Capital, LLC

Jdy WatersCommunity Foundation o NE Georgia

Glenn WhiteFirst Bank o the South

Connie WigginsGwinnett Clean & Beautiul

Jimmy WilbanksCity o Dacula Gwinnett Municipal Association

Alvin WilbanksGwinnett County Public Schools

Philip WoleGwinnett Medical Center


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WORKING TOWARD A GRE ATER GWINNET T

In Jim Collins best-selling bookGood to Great, he says visionary companies dont ask How

well are we doing? To them the critical qestion is How can we do better tomorrow than

we did today?

When we lanched Partnership Gwinnett: A Shared Vision or the Future, we asked that

same critical qestion.

Gwinnett Conty has reached a crcial time in its history. Feled by immense poplation

growth, Gwinnett is now matring into a dynamic commnity that is one o the astest

growing and most diverse conties in the contry. We mst proactively reorient local and

external perceptions to embrace the reality that as the second largest conty in the State o

Georgia Gwinnett is now a major economic player.

Partnership Gwinnett is a fve-year, $10 million commnity and economic development

initiative to develop a consenss vision or Gwinnetts tre growth and an action plan

to achieve it. It represents a bold call-to-arms or Gwinnetts pblic, private, economic and

commnity development leaders nmatched in or commnitys history. It will reslt in a

net increase o more than 65,400 new jobs and $5.8 billion in net new wages.

In these pages, yo will fnd Partnership Gwinnetts bleprint or a higher level o investment

in Gwinnetts economic and commnity development work. The goals, objectives and action

steps in the Partnership Gwinnett strategy were carelly selected based on the fndings o

an extensive research process to identiy Gwinnetts key strengths and address challenges.

For sccessl implementation, this strategic eort will reqire signifcantly enhanced

capacity and resorce allocation that the commnity has not previosly dedicated to

economic and commnity development work.

None o these goals can be accomplished withot the fnancial spport o private investors

like yo. We have committed signifcant resorces with the expectation o a strong retrn

on or investment and are asking yo to do the same. Yo can make a di erence as we

add to or existing eorts with a solid plan that will gide or commnity and economic

development eorts over the next decade.

The time is now or Gwinnett to take a strong step orward toward sstainable long-term

economic prosperity or its companies and residents. The time is now or Gwinnett to

compete or qality jobs not only against Birmingham or Boston, bt also Beijing and

Bangalore. The time is now to propel Gwinnett orward rom good to great.

Please join s in spporting this exciting and historic pblic-private initiative.

Bill McCargo

Scientifc Atlanta, A Cisco Company

Campaign Co-Chair

Sharon Rigsby

Gwinnett Technical College

Campaign Co-Chair


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The Partnership Gwinnett strategy is based on a six-month process led by one o the

nations leading economic development consltants, Market Street Services. A historic

initiative, it involved the eedback and participation o more than ,500 local, regional

and statewide bsiness and commnity leaders to develop the most comprehensive

commnity and economic development strategic plan ever created or Gwinnett

Conty.

This strategy was developed based on extensive research with the help o ocs

grops, commnity leadership meetings and a dedicated steering committee that

provided the ollowing deliverables:

Economic and Demographic Profle: Captred the most recent trends and crrent

realities o Gwinnetts demographic and economic strctre.

Competitive Assessment:Compared Gwinnett to three benchmark commnities in

or areas that are crcial to the economic development competitiveness o an area:

edcation and workorce development, inrastrctre, bsiness costs and capacity,

and qality o lie.

Stakeholder Input Process:More than ,500 Gwinnettians participated in three

stakeholder meetings or key commnity representatives, doens o in-depth

interviews and targeted ocs grops and an online srvey to gather as mch pblic

inpt as possible.

Target Business Analysis: Analyed qantitative and qalitative research in order to

determine priority target indstry sectors or Gwinnett Conty to prse. It inclded

an analysis o crrent bsiness concentrations, tre projections and an assessment

o Gwinnetts crrent workorce development capacity or each sector.

Strategy: Provided a bleprint or Gwinnetts immediate and long-term goals based

on fndings o the research process and existing local plans and strategies.

Implementation Plan: Assisted in prioritiing action steps, assessing key

implementation entities, bilding timelines, and researching crrent and potential

nding sorces.

At the end o this process, the Gwinnett Chamber o Commerce and its partners now

have a strategy ocsed on the commnitys most pressing needs and opportnities

and the action steps and gidelines necessary to achieve sccess.

HOW WE GOT HERE

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The ollowing are the key conclsions derived rom the economic and demographic profle.

Strengths

Job growth has been strong and County wages are above those o the state and nation.

While Gwinnetts average annal wage growth has sered since 001, its rd qarter 005

average annal wage o $41,9 still led those o Georgia ($7,71) and the nation ($8,798).These points highlight that, while Gwinnetts economy is experiencing challenges and

changes, there is opportnity or contined growth.

Employment concentrations in high-

wage business sectors provide economic

development opportunities. Gwinnetts

wholesale trade and inormation sectors are

comparatively stronger than those o the state.

While these sectors have not experienced strong

employment gains or losses in recent years, these

high-wage sectors provide signifcant opportnityor strengthening and rther diversiying

Gwinnetts economy.

Gwinnetts entrepreneurial and small business

dynamics are encouraging. Between 1990 and

004, Gwinnett closed the gap between local

and state entreprener average annal earnings

growing rom $17,48 to $8,005. The conty

has higher proportions o entrepreners in

constrction, wholesale trade, proessional and

technical services, and administrative and waste

services relative to national averages.

Gwinnett is diversiying, racially and ethnically. While minorities acconted or 10.6 percen

o the Contys poplation in 1990, they accont or 4.9 percent today. In act, over 75 percent

o Gwinnetts growth since 1990 has been comprised o minorities. Diversity is an important

asset to remain a competitive commnity. Leveraging this diversity or Gwinnett Contys

beneft will be a key isse or local leaders.

AT THE BEGINNING: OuR STRENGTHS AND CHALLENGES

TOTAL EMPLOYMENT GROWTH INDEX, 1995004

SOuRCE: Brea o Economic Analysis


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Challenges

Gwinnetts tax base has been shiting due to rapid residential growth and

the recession o the early 2000s. With more than ,000 newcomers moving to

Gwinnett each year, the percent o residential taxes is well above that o commercial

taxes in the digest. I this trend isnt reversed, this can become problematic. For

every dollar o taxes a residence brings in, it costs the Conty $1.1 to service it, not to

mention the costs to the schools. For every dollar o revene a commercial bsiness

brings in, it only costs the conty abot 80 cents to service it. The goal is to have a

balanced digest.

While still leading in certain sectors, average wages and per capita incomes are

alling. Gwinnetts manactring sector

was hit hard by the 001 recession and has

been contracting since 1980. To an extent,

high paying jobs are being replaced

by lower-wage service indstry jobs.

Partially as a reslt, Gwinnetts real per

capita income and average annal wages

have decreased since 000 ater years o

steady increases. Reversing these trends

will be key to enhancing local wealth and

increasing Gwinnetts competitive fscal

capacity.

High-wage manuacturing jobs are

on the decline. Between 1980 and

000, Gwinnetts job base grew more

dependent on the service sector. Atthe same time, manactring lost the

economys largest share o jobs, declining

rom 0.7 percent in 1980 to 10.6 percent

in 000. Since 000, the manactring

sector lost 6,869 jobs alone, or 0 percent o the Contys total manactring base.

These high paying jobs (average annal wage o $55,7) are being lost to lower wage

jobs in administrative and waste services ($0,061) and accommodation and ood

services ($14,504).

Among Atlanta metro counties, the disparity between in-migrant and out-

migrant incomes is the greatest in Gwinnett. Between 00 and 004, the Conty

experienced the greatest loss in per capita adjsted gross income (AGI) o any conty

in the Atlanta metro area. In-migrants per capita AGI ($18,850) lagged that o ot-

migrants ($,967) by $4,117.

Poverty rates are on the rise, although well below regional, state, and national

averages. In 00, Gwinnett Contys poverty rate was 8. percent p .8 percent

over fve years. Similarly, children are more likely than adlts to live in poverty in

Gwinnett. Child poverty rates at the metro, state, and national levels all declined

while Gwinnetts rates climbed percent in these fve years. Commnity leaders mst

work to increase employment opportnities that pay living wages or all residents.

Eorts shold be ocsed on grops disproportionately aected by poverty inclding

Hispanics, residents o other races, and children.

REAL PER CAPITA INCOME, 1995004

SOuRCE: u.S. Brea o Economic Analysisand u.S. Brea o Labor Statistics


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Vision Statement

Gwinnett will be known as an inclsive commnity where bsinesses thrive and residents

maximie their potential throgh world-class schools, opportnities or lie-long learning, a

vibrant economy, diverse partnerships and a sperior qality o lie.

The PlanEvery objective and goal o this strategy seeks to achieve the overarching prpose o attaining

more sstainable, long-term economic health in Gwinnett Conty. Each o the ollowing goals

and objectives spport a target-ocsed approach to achieving Partnership Gwinnetts shared

vision o more proactively prsing economic and commnity development or the Contys

tre.

Economic Diversifcation and Wealth Creation

Objective 1: Attract new opportnities in targeted bsiness sectors

Objective : Retain and expand existing frms

Objective : Nrtre entrepreners and small bsiness opportnitiesObjective 4: Advance economic opportnities or international and

minority bsinesses

Education and Workorce Excellence

Objective 1: Ensre the pre-K throgh 1th grade edcational system is able to serve

local needs

Objective : Maintain a demand-driven approach to edcation and training

Quality o Lie Enhancements

Objective 1: Promote redevelopment and more sstainable

development patterns

Objective : Enhance mobility in Gwinnett and throghot the region

Objective : Strengthen arts, cltral, and recreational assets

Objective 4: Improve pblic saety

Marketing and Outreach

Objective 1: Initiate an external marketing campaign

Objective : Make Gwinnett attractive and welcoming or

yong proessionals

Objective : Expand minority commnity involvement and otreach

Objective 4: Work with local and regional partners

THE VISION: WHERE WERE GOING


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Goal 1: Economic Diversifcation and Wealth Creation

Bilding a stronger Gwinnett will depend on growing job opportnities and earnings

or conty residents at varios skill-levels.

The goal o economic diversifcation and wealth creation ocses on strategies

specifcally related to generating and sstaining local jobs in the target bsinesssectors identifed or high qality job growth potential in Gwinnett: 1). Health Care;

). Distribtion and Trade; ). Headqarters, Regional Ofces and Proessional

Services; 4). Inormation Technology; and 5). Advanced Commnications.

It also addresses the three legs o the best-practice stool o economic development:

recritment; existing bsiness retention and expansion; and entreprenerial and small

bsiness development. Additionally, it recognies that Gwinnetts diverse, growing

minority poplation is one o its most distingishable competitive advantages to be

leveraged or local economic development.

Objective 1: Attract new opportnities in targeted bsiness sectors o Health Care;

Distribtion and Trade; Headqarters, Regional Ofces, and Proessional Services;Inormation Technology; and Advance Commnications

Align local and state leaders behind target development

Align marketing and visitation behind target sectors

Develop target-specifc recriting initiatives

Prse incentives, oning, permitting, and land assessment/protection to

spport target development

Objective : Retain and expand existing frms

Create a comprehensive Bsiness Retention and Expansion program at the

Gwinnett ChamberRedefne/create target-specifc task orces/bsiness concils

Strengthen relationships with government ofcials who can aect Gwinnetts

bsiness climate competitiveness

Objective : Nrtre entrepreners and small bsiness opportnities

Establish an ofcial entreprener-based networking grop, and host an

annal small bsiness celebration

Garner spport or creating an incbator shared by local colleges

Develop loan programs, micro-enterprise grants, and seed-capital nding

Expand entreprener awareness programs in the K-1 system

Objective 4: Advance economic opportnities or international

and minority bsinesses

Contine Chamber otreach and spport eorts to integrate

minority and oreign-owned frms into the local bsiness

commnity

Create an International Investment Grop

Develop a comprehensive International Trade

Initiative

Help internationally themed developments to

scceedPrse the possibility o a retail incbator or

minority-owned frms

THE PLAN: MAJOR INITIATIVES


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TARGET INDuSTRY JOB GROWTH

INCREASE IN PERCAPITA INCOME

INCREASE INMINORITY-OWNEDBuSINESSESTABLISHMENTS

TOTAL PRIVATE-SECTOR JOB GROWTH


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Goal 2: Education and Workorce Excellence

No economic and commnity development strategy is complete withot addressing

the key components o edcation and workorce training. Its sccess will ensre

Gwinnetts sccess in targeting bsiness retention, expansion, and attraction eorts,

as workorce-related concerns are critical to most bsinesses today.

The goal ocsing on edcation and the workorce addresses strategies that will

ensre Gwinnett maintains high qality pblic and private edcation in the ace o

increasing poplation growth and diversity.

Objectives in this goal recommend ways to go above and beyond crrent

perormance, instead o creating new programs or attempting to reinvent the

wheel o local edcation. They also address the intersection between available post-

secondary school training and local employers needs.

Objective 1: Ensre the pre-K throgh 1th grade edcational system is able to

serve local needs

Prse approaches to nding needs and cost-savings to beneft the system

Emphasie needs o minority and newcomer poplations

Contine to expand ESOL programs while also emphasiing oreign-langage

edcation

Leverage private sector spport or pblic edcation goals

Expand peer-to-peer and adlt/stdent mentoring

Develop more rigoros material throgh Advanced Placement, gited

edcation, and other advanced programs

Align vocational-technical edcation with targets

Expand the Grayson High School Technical Edcation Program and the

Maxwell High School o Technology programs

Objective : Maintain a demand-driven approach to post-secondary

edcation and training

Establish Gwinnett Conty as its own ederal workorce area

Create a Workorce Task Grop to bild local partnerships

Strengthen eorts to prepare local workorce or available jobs

Collaborate with Gwinnett Tech and Georgia Gwinnett College to meet target

bsinesses workorce needs

Ensre cstomied training in sync with targets

Expand adlt ESOL programs

Partner with regional niversities to leverage related higher

edcation opportnities



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INCREASE IN PERCENTAGEOF ADuLTS WITH

HIGH SCHOOL DIPLOMA

INCREASE IN PERCENTAGEOF ADuLTS WITH ACOLLEGE DEGREE

INCREASE IN PERCENTAGEOF ADuLTS ENROLLED INPOST-SECONDARY SCHOOLS


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Goal 3: Quality o Lie Enhancements

In todays world, both companies and workers are increasingly placing a high priority

on qality o lie actors in their location decision making processes. Everything rom

the attractiveness o land se patterns to crime rates, cltral assets, and recreational

opportnities impact location decisions.

This goals sccess will reslt in qality o lie enhancements that will enable Gwinnett

to attract and grow job opportnities, and bolster and retain the workorce necessary

to spport the target bsiness sectors.

Objective 1: Promote redevelopment and more sstainable development patterns

Work with the 00 unifed Plan process to encorage vertical density,

mixed-sed projects, transit-oriented opportnities, and redevelopment

Create small-area master plans or key Gwinnett centers

Develop ast-track and by-right oning or priority development/

redevelopment projects

Objective : Enhance mobility in Gwinnett and throghot the region

Ensre eective implementation o the unifed Plans transportation element

Lobby or timely development o key transportation projects

Expand Gwinnett Transit destinations and intra-conty service

Assess the need or a Gwinnett Transportation Management

Association (TMA)

Partner in regional transit eorts

Objective : Strengthen arts, cltral, and recreational assets

Work with the Gwinnett Concil o the Arts to expand its role

Establish a Destination Gwinnett package

Facilitate entreprenerial development o restarants, bars, clbs, etc. in

pedestrian-oriented areas

Strengthen the Gwinnett Center area as an entertainment district

Advocate or the development and connectivity o sidewalks, park space, and

pedestrian, bike, and eqestrian trails

Objective 4: Improve pblic saety and code enorcement

Establish a Task Force to identiy needs and create a best practice, evidence-

based action plan or pblic saety improvements

Increase the nmber o minority and bilingal law enorcement ofcers

Renew the ocs on improving property-maintenance code

enorcement



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INCREASE IN PERCENTAGEOF RESIDENTS LIVING AND

WORKING IN GWINNETT

DECREASE IN AVERAGE TIME

TO COMPLETE PERMITTINGAND zONING

INCREASE IN TOTAL PARKS &RECREATION ACREAGE OPENTO THE PuBLIC


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15/2015

INCREASE IN PERCENTAGEOF POPuLATION AGED

5-4 YEARS OLD

INCREASE IN PERCENTAGEOF VOTING AGE POPuLATION

VOTING IN PRESIDENTIALELECTION

INCREASE IN TOTALREVENuE FOR CHARITABLEORGANIzATIONS


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THE GOALS

Partnership Gwinnett Five Year Goals

Create 65,400 net new jobs

Create $5.83 billion in net new wages

Create 50,000 jobs within our targeted industry groups

Conduct 375 existing industry service calls

Increase per capita income by $4,100

Increase average annual wage by $8,000

Increase percent o adult population with college degrees to 45.4%

Increase marketing initiatives or Gwinnett nationally and globally


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Strong ROI: What it Means to the Community

When asked to make a fnancial investment in Partnership Gwinnett, leaders like yo reqire a

measrable retrn on yor investments.

The most immediate benefts o a strong economy broght abot by planned economic

development initiatives accre to those who sell their prodcts and services locally.

However, economic research indicates that more people are drawn to commnities in which

employment opportnities are increasing. This means a strong economy in the long rn

actally provides local employers with a larger and better-qalifed workorce.

Both the private and pblic sectors beneft rom a higher average local payroll, increased

demand or goods and services, greater capital investment in acilities and eqipment, and a

broader tax base.

THE BENEFITS

What 65,400 net new jobs will mean to

Gwinnett and the Atlanta region

Total number o jobs created 65,400

Increase in net new wealth $ 5.83 Billion

Economic Impact o $5.83 Billion per year by Category

Major Category Total

Apparel .................... ..................... .................... ............. $ 194,561,66

Cash contribtions ................... .................... ............. $ 150,849,570

Edcation/reading .................... .................... ............. $ 110,887,91

Entertainment ..................... .................... .................... $ 7,60,98

Food/drink/tobacco .................... ..................... ......... $ 699,9,46

Healthcare ..................... .................... ..................... ...... $ 75,771,871

Hosing .................. ..................... ..................... ............. $ 1,491,19,40

Lie insrance/pension ..................... ..................... .. $ 516,74,060

Personal care ................... ..................... ..................... .. $ 6,46,875

Taxes/savings............................. ..................... ............. $ 1,185,047,65

Transportation .................... .................... .................... $ 85,779,47

Misc. .................. ..................... ..................... .................... $ 7,94,860

TOTAL .............................................................$ 5,833,957,135


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With yor help, the Partnership Gwinnett strategy enhances or resorces and

capacity to compete or tomorrows jobs against peer commnities rom arond

the contry.

AN HISTORIC MOMENT: JOIN uS

As we look at the Partnership Gwinnett goal o $10 million, investors like yo may be

asking, Can we do it? Based on the reslts o Partnership Gwinnetts research and

the response its received in the pblic, the answer is a resonding YES.

Ater all, the option o doing nothing is simply trning or backs to the inevitable

economic decline o Gwinnett and or region. It will only be a matter o time beore

or existing bsiness base is aected with repercssions or individals and amilies

alike.

Other areas in the nation and the world have already taken steps to chart their own

destiny with well-nded programs. Now is the time or Gwinnett to do the same.

The leadership and resorces are available the will to scceed is bilding. As the

Partnership Gwinnett campaign moves into high gear, local bsiness and commnity

leaders will be investing their time and fnancial resorces to meet challenging goals

over the next fve years.

We urge you to join us.

THE COMPETITION

ANNuAL INVESTMENT IN ECONOMIC DEVELOPMENT

Source: Market Street Services


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An initiative o the Gwinnett

Chamber o Commerce

6500 Sgarloa ParkwayD l th G i 0097

GwinnettChamber

gwinnett county, georgia marketing brochure

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