Economic Opportunity & Small Business

Good Jobs, Strong Businesses, More Opportunity

Trenton should be a city where residents can find good jobs, entrepreneurs can open their doors, and existing businesses can grow. Our residents deserve opportunities to build careers, own businesses, and share in the city’s economic growth.

As mayor, I will connect workforce development, business support, and investment recruitment under a coordinated strategy that turns our city’s assets into opportunities for Trentonians.

Launch a Business Action Center

I will establish a Business Action Center within the department responsible for economic development, giving entrepreneurs, existing businesses, and prospective investors a clear place to start and a team responsible for helping them move forward.

The center will:

• Help businesses navigate permits, licensing, zoning, inspections, and available financing.

• Coordinate across city departments to resolve questions and track applications through completion.

• Connect entrepreneurs with business planning, technical assistance, lenders, and grant opportunities through established partners.

• Help businesses identify suitable commercial spaces and understand requirements before signing a lease or purchasing property.

• Support existing businesses with expansion needs and address recurring obstacles that threaten their ability to remain open.

• Lead business recruitment and maintain relationships with prospective employers and investors.

I will evaluate an accessible location, including options outside City Hall, and establish clear service standards so business owners know whom to contact, what comes next, and when to expect a response..

Modernize Permits, Inspections, and Approvals

Opening a business or improving a property should not mean navigating confusing requirements, excessive costs, and unpredictable delays. I will modernize the city’s permitting, licensing, inspection, and approval processes so applicants receive clear instructions, consistent treatment, and timely decisions.

My plan includes:

• Create a centralized online application and tracking system where applicants can submit documents, pay fees, schedule inspections, and check their application’s status.

• Automate routine steps and notifications, including application routing, reminders, and scheduling, while maintaining qualified professional review where required.

• Publish clear requirements, fees, and processing timelines so applicants understand the process and can plan before investing.

• Establish consistent processing rules and documented priority criteria, with an audit trail showing assignments, actions, delays, and the reasons for decisions. Applicants should not have to rely on personal connections to receive timely service.

• Review fees and eliminate unnecessary or duplicative steps, working with Council to address costs within the city’s control.

• Hire and retain qualified inspectors and improve scheduling so staffing shortages do not create avoidable backlogs.

• Strengthen inspection oversight through supervisory review, documented findings, quality checks, and accountability for incomplete or improper inspections.

• Provide a clear way to escalate unresolved delays or inconsistent treatment, with management responsible for reviewing and resolving concerns.

Modernization must improve both speed and integrity. Technology will make the process more transparent, while qualified inspectors and effective oversight will ensure properties are properly inspected and safety standards are upheld.

My goal is a fair, predictable process where every applicant can see what is required, what is pending, and who is responsible for the next step.

Recruit Businesses That Meet Trenton’s Needs

Trenton needs an organized business attraction strategy that actively markets our opportunities and follows through with prospective employers.

I will develop a business attraction portfolio highlighting available sites, commercial spaces, transportation connections, workforce resources, and neighborhood needs. Working with property owners and economic development partners, we will recruit businesses in healthcare, technology, groceries, retail, dining, entertainment, and other sectors that can serve residents and create jobs.

Recruitment will include targeted outreach, site visits, investor tours, and consistent follow-up. We must also support the businesses already investing in Trenton and help them grow.

Reactivate Downtown and Neighborhood Business Corridors

A stronger local economy requires investment Downtown and throughout our neighborhoods.

I will bring business owners, property owners, residents, and government partners together through a Downtown Task Force to address storefront vacancies, parking, cleanliness, safety, and business activity.

My priorities include:

• Recruiting businesses to vacant storefronts and supporting improvements to commercial properties.

• Pursuing funding for storefront improvement and small-business assistance programs.

• Coordinating lighting, street maintenance, signage, and public-safety improvements in business districts.

• Supporting markets, arts, cultural events, and activities that bring customers to local businesses.

• Advancing investment along corridors such as Bellevue Avenue, Prospect Street, Stuyvesant Avenue, and Hermitage Avenue.

• Working with owners of underused properties to identify realistic paths toward rehabilitation, occupancy, and productive use.

Business recruitment must complement housing and neighborhood development so residents have better access to jobs, shopping, healthcare, and everyday services.

Connect Residents to Careers and Family-Supporting Jobs

I will strengthen partnerships with employers, unions, Mercer County Community College, workforce development agencies, and the Mercer County One-Stop Career Center to connect residents with existing training and employment opportunities.

Our approach will include:

• Employer partnerships tied to actual hiring needs.

• Apprenticeships, trades, certification programs, and career pathways.

• Coordinated referrals for available assistance with transportation, childcare, tools, and other barriers to employment.

• Recruitment events and job information shared through neighborhood organizations and accessible city communication channels.

• Follow-up that measures job placement and retention, alongside participation in training.

The city should help residents navigate available resources and coordinate with organizations already providing effective services.

Build a School-to-City-Government Pipeline

City government can help young people see a future for themselves in public service and skilled careers.

I will develop a school-to-city-government pipeline through paid internships, career exposure, and structured work experiences across municipal departments, with opportunities phased in through the budget process.

Working with schools, colleges, our Youth Council, and workforce partners, we will introduce students and young adults to careers in administration, public works, water operations, inspections, technology, recreation, and other fields.

Participants should gain meaningful experience, supervision, and skills that prepare them for future employment.

Expand Opportunities for Returning Citizens

Residents returning home from incarceration need a practical path to stability and employment.

I will coordinate with reentry organizations, workforce providers, and employers willing to offer fair opportunities to qualified applicants. That work will connect residents with job readiness support, training, employment opportunities, and referrals for housing and other essential needs.

Our goal is to help people build a sustainable future and contribute to their families and neighborhoods.

Make New Investment Benefit Residents

I will pursue community benefit agreements with new developers, tailored to each project and structured within the city’s legal authority, to seek commitments such as local hiring, apprenticeships, and opportunities for local businesses.

My administration will also make municipal purchasing opportunities easier for small businesses to find and understand, with clear guidance on vendor registration and bidding requirements.

Economic development should produce lasting value for residents, workers, and existing businesses.

Put the Plan Into Action—and Measure Results

During my first 100 days, I will review existing business services, staffing, application procedures, workforce partnerships, and available commercial property information. That review will guide the Business Action Center’s launch plan and identify priority improvements.

I will work with Council to align funding with the plan, pursue eligible grants, and develop partnerships with Mercer County, the State, colleges, employers, and business support organizations.

My administration will report progress on business openings and retention, commercial occupancy, application processing times, resident job placements, internship participation, and private investment. We will also track longer-term poverty and income trends to assess whether growth is reaching residents.

GOAL: Reduce poverty by expanding pathways to employment, ownership, and entrepreneurship—and make Trenton a city where residents and businesses can build a lasting future.