In September and October 2013, the Atlantic County Economic Development Advisory
Commission, (EDAC), along with selected guests, conducted a Strengths, Weaknesses Opportunities and Threats (SWOT) analysis and Force Field Analysis focused on economic development. Dr. Lew
Leitner, Dean, School of Graduate and Continuing Studies at Richard Stockton College, facilitated the analysis. The sessions were held at the Stockton Carnegie Center in Atlantic City. At their November
2013 meeting, the EDAC had an opportunity to review the preliminary document and recommend any additions, changes or modifications to Dr. Leitner.
A SWOT analysis is a structured planning method used to evaluate the Strengths, Weaknesses,
Opportunities and Threats that may confront a project or organization. A Force-field analysis is a useful tool that provides a framework for systematically analyzing the factors found in complex problems.
The participants in this process were informed, knowledgeable and diverse. Although participants recognized that that Atlantic County faces significant economic development challenges in the immediate years ahead, a majority believed that the region had sufficient economic development assets and resources, that if properly channeled, coordinated and managed could help ensure a sustainable economic future.
The group readily identified several local economic development strengths. The county is located along the Atlantic Ocean is graced with beautiful beaches, wildlife areas, and open space. The local gaming industry, although suffering from declining revenues and increasing competition from other locales, is still a $3 billion industry. It remains the foundation for a year round tourism and hospitality economy.
Other key economic development assets include the FAA William J. Hughes Technical Center, which is home to the nation’s largest aviation testing facility, The Richard Stockton College of New Jersey and
Atlantic Cape Community College, agriculture, Atlantic City International Airport and major medical and health care facilities. Atlantic County also has close proximity to major metropolitan markets and a good transportation infrastructure.
These strengths were contrasted with the region’s perceived economic development weaknesses.
These include an outdated notion of “home rule” which hampers coordination and cooperation between the urban core and suburban municipalities, lack of a regional economic development planning effort, lack of funding and resources, and most important, the lack of economic diversity. The local economy is too dependent on its gaming and hospitality industry which has seen significant contraction in recent years, with little chance, if any, that gaming revenues will reach the levels they achieved prior to 2009.
The group identified several economic development opportunities that would help to maximize strengths and minimize weaknesses. Chief among these is the development of a local aviation research industry in cooperation with the FAA and Stockton, as well as establishing Atlantic County as a center for health care and health research.
As with any region, the best laid plans can be torn asunder by unforeseeable events or changing circumstances. The Atlantic County economy is highly vulnerable to the effects of natural disasters, terroristic events, changes in state and federal policies and rising fuel costs. The impact of new technologies such as Internet gaming are not yet full knowable.
Both positive and negative forces will need to be confronted if the goal of a strong, diversified sustainable local economy is to be achieved. These forces vary in significance and can be substantial or ordinary. Persistent, hard core poverty in Atlantic City is an example of the former. Perceptions of

safety and cleanliness are examples of the latter. In either case, they must be recognized and taken into account when developing a regional economic development policy.
This SWOT/Force Field Analysis is intended to be a starting point rather than an end. In discussing the preliminary findings at its November meeting, the EDAC strongly recommended that responsibility for regional economic development be vested in a private nonprofit and that it be private sector driven and capable of focusing long term. It should be capable of being the “one stop” center for all local economic development efforts such as business retention, business attraction, planning and coordination.
It should be able to make long term policies and plans that extend beyond election cycles and changes in political leadership and have a strong, regional perspective. This entity could be created new or be already established. The duties and responsibilities of this entity as they relate to economic development, as well as a means of funding it, will need to be outlined in subsequent EDAC meetings.
The Atlantic County Chamber already has such an entity in place that could serve this purpose and discussions with the Chamber are underway.
The EDAC considers the establishment or designation of this agency a high priority that should be finalized early 2014.

Ocean, Beach and Boardwalk

Oceanfront tourism: beach and boardwalk, Atlantic coastline

Destination resort

Hospitality and Tourism industry
Gaming Industry

Hotels, Casinos , Convention Venues, Class A Entertainment

CRDA--funding and development

Atlantic City Alliance --$30 million marketing budget

Geographic proximity to major population centers – huge % of disposable income of the U.S.

Major retail center--The Walk
Aviation and Federal Aviation Administration

FAA Technology Center, AC airport facility, Stockton Aviation Research and Technology Park

Transportation infrastructure (highways, rail, bridges, ACY and PHL)
Government Support

Congressional leadership on critical committees

County government leadership in relation to state
Power of Partnership

Stockton College and Atlantic Cape Community College

Other educational institutions

Health care industry

Historic model

Development partners

Town and “country”

Agriculture

Open space

Untapped local talent

Lack of Cohesive leadership

Ineffective city government

Lack of coordination between political subdivisions

No single lead entity

Tendency to over promise

Lack of positive self-image
Lack of Cooperation and Coordination

Poor team work

Poor political climate

Lack of positive cooperation in the A.C. market

Too many silos
Lack of Plan/Strategy

Inability to respond effectively to changing economic conditions

Lack of a practical vision

Lack of focus

Lack of long range plan

Reactive, not proactive approach (up until recently)

Atlantic & Cape May Counties do not coordinate marketing efforts
Lack of Funding/Resources

Lack of incentives for new or expanding businesses

Lack of private investment

Lack of financial resources
Lack of Economic Diversity

Casino industry downturn; some casinos aging poorly

Lack Economic of diversity

Lack of innovation

Seasonal economy

Dependent on outside visitors

Wasted, non-engaged talent
Lack of Training and Employment

Limited number of quality full time jobs

Workforce skill level is low – few trained in manufacturing or other higher skills

High unemployment
Infrastructure

Need for infrastructure improvements

Perceived lack of safety and security

Geographical location is remote

Not a hub for freight and other transportation-dependent industries

Economic Development

Expand training and education opportunities

Expand healthcare

Housing opportunities

Conversion of casino tower rooms to condos

Expand shoulder season opportunities

Create winter attractions

Expand event-based marketing

Expand sports & recreation opportunities

Expand golf opportunities.

Expand cultural and artistic opportunities

Develop and support wine-related tourism opportunities

Build a year-round water park

Coordinate with State attractions – museums, etc.

Expand county parks

Further development of eco-tourism, Delaware bay

Attract new businesses and industry

Grow Aviation Research and Technology Park

Expand professional job force

Support workforce development

Attract clean industry, light manufacturing

Support expansion of current industry

Internet gaming

Boutique casinos

Sports betting

Continued expansion at “The Walk”
Increasing Visitation

Conventions

Transportation access to outer markets

New customers

Marketing the region

Regional brand and consistent PR

Economic

Slow/no U.S. economic recovery

Unique outside political interference

Competition from many other tourism destinations

Rising energy costs

Acts of terrorism

Natural disaster

Online retail growth hurts local retailers

Cost of healthcare at national level

Potential development of new entertainment destinations in north/central NJ

$4-$5 gasoline

Ocean pollution
Demographics

Aging Northeast U.S. population

Declining property values

Young adults leave and do not return to area

Home entertainment (cocooning)
Political

Congressional inaction regarding R & D in aviation

Aviation expansion: competition from Virginia, Florida, Oklahoma
Gaming

Internet gaming

Substantial competition from Northeast region including online gaming

Casino disinvestment

Gaming industry
Internet gaming
Ease of traffic flow
Congressional leadership on critical committees
Tourism, beach, art attractions Sports betting
Location
FAA
Natural resources
Trenton needs us to succeed
Engaged business community Participation of people when asked
Stockton College
Community college (ACCC)
National initiatives (aviation & healthcare)
CRDA
What’s left of 5 year 150k ACA spend
Community based organizations Governmental financial incentives
EDAC Chamber of Commerce– CDC private
Coordinate existing gov’t finance sources to encourage targeted development: CRDA,
EDA, State tax incentives,
Local/county incentives, finance training programs
Security/safety concerns Lack of diverse economy Lack of private investment
Cost of doing business
Lack of responsibility
Cost of government
Lack of strategic plan with consensus
Dysfunctional government
Challenged location
Lack of cooperation
Apathy
Single agenda not advanced
Length of time for approvals of new projects
Low population base
Image and lack of credibility to get the job done
Poverty, low wage base
Lack of cooperation between levels of government
Lack of trust in local leadership and direction
Social dysfunction leading to cost escalation
Lack of a formalized, comprehensive transparent public/private entity that can be the catalyst for positive economic development
Too much focus on tourism; a detriment to other opportunities
Inertia, lack of bias for action

Shaukat A. Azad Steven J. Batzer
Jelani
Kim Butler
Frank J. Glaser
Sharon Gordon Joseph D. Kelly Michael A. Goloff
John Lamey
Jill T. Ojserkis
Gabriel A. Staino
Freeholder Alex Marino
Michael C. Epps
Howard J. Kyle
Thomas E. Milhous
Richard. C. Perniciaro
Matthew Levinson Freeholder Formica
Izzy Posner Rich Baehrle
Freeholder Charles Garrett Dr. Peter Mora
Linda Gilmore
Robert J. Molineaux
Leo Schoffer