Economic Development
Look beyond just rooftops to jobs, services, the tax base, and long-term community value.
My position
I want Firestone to build a more complete local economy: businesses that serve residents, employers that create local jobs, and opportunities for existing businesses to succeed and expand. Economic development should strengthen the town’s recurring revenue, improve residents’ access to services and destinations, and create lasting community value.
Evaluate the whole contribution
I would compare opportunities by their combined financial, functional, and community value. Jobs, wages, local spending, services, and economic diversity should be considered alongside infrastructure needs, public costs, and risks. Businesses with greater employee density deserve increased consideration as part of a balanced mix of development.
Follow-through matters
Recruitment announcements and ribbon cuttings are a beginning. Residents should be able to see whether promised investment, jobs, services, and revenue materialized, what public support was provided, and whether the results justified that support.
Questions I’m Working Through
- What barriers can Firestone address to help existing businesses succeed and expand, and make it easier for new businesses to establish themselves?
- Which mix of businesses would best strengthen recurring town revenue, local employment, and services residents need, relative to infrastructure and service costs?
More detail
Support the businesses already here
Existing businesses should be part of the economic-development effort alongside new prospects. I want outreach to identify practical barriers such as review delays, access, utility capacity, workforce needs, and space for expansion. Town-related problems should have a responsible owner and a clear response. Success should include retained businesses and jobs, expansions, and resolved barriers.
Recruit jobs and services that fit Firestone
Shopping, dining, medical and professional services, and other useful destinations can give residents more reasons to spend time and money locally. Employers can also bring wages, daytime customers, and opportunities for nearby businesses. I would evaluate job numbers, compensation, workforce fit, employee density, and economic diversity together with water demand, traffic, infrastructure, and service costs.
Connect recruitment to suitable places and ready sites
A recruitment strategy should reflect what a site can realistically deliver: ownership, zoning, access, water, drainage, utilities, and development timing. Historic Firestone, regional commercial corridors, neighborhood services, and Central Park have different opportunities and roles. Before converting strategic commercial or employment land to another use, I want its long-term opportunity and community value understood.
Require public support to demonstrate public value
Incentives should explain why assistance is needed, what residents gain, and what would likely happen without it. Agreements should include measurable commitments and a clear account of public costs and risks. Evaluation should distinguish additional economic activity from spending shifted between existing local businesses, and recurring revenue from construction-related receipts. Actual results should be compared with the business case used to approve the support.