Swot Analysis

Wilmington, Delaware
SWOT ANALYSIS
November 2014
235 Main Street, Suite 286

157 Park Road
Madison, NJ 07940
Pleasant Valley, CT06063
Tel: 973-593-9200
Tel: 860-379-7449
Website: www.wdgtech.com
WILMINGTON, DE SWOT ANALYSIS
Contents
EXECUTIVE SUMMARY .......................................................................................................................................... 2
INTRODUCTION ..................................................................................................................................................... 8
COMPETITIVE ASSESSMENT ................................................................................................................................ 10
Demographics ................................................................................................................................................. 10
Economic Base ................................................................................................................................................ 15
Location and Access to Markets ..................................................................................................................... 17
Transportation ................................................................................................................................................ 19
Workforce ....................................................................................................................................................... 26
Education ........................................................................................................................................................ 29
Utilities (Public Water, Public Sewer, Electric Power, Natural Gas) ............................................................... 31
Telecommunications....................................................................................................................................... 35
Infrastructure (Other) ..................................................................................................................................... 36
Business Climate ............................................................................................................................................. 37
Taxes ............................................................................................................................................................... 38
Public Services/Facilities ................................................................................................................................. 39
Business Support Services............................................................................................................................... 39
Economic Development Support Services ...................................................................................................... 40
Entrepreneurship Support Services ................................................................................................................ 41
Financing & Incentives .................................................................................................................................... 41
Available Sites and Buildings........................................................................................................................... 45
Quality of Life .................................................................................................................................................. 46
Image and Visibility ......................................................................................................................................... 48
Planning & Development ................................................................................................................................ 48
Leadership & Politics....................................................................................................................................... 49
ECONOMIC DEVELOPMENT STRATEGY POTENTIAL INITIATIVES ........................................................................ 50
Exhibit: Statistical Background Data
Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 1

CITY OF WILMINGTON, DELAWARE NOVEMBER 2014
EXECUTIVE SUMMARY
This portion of Phase 2 of the Wilmington, DE Economic Development Strategic Plan provides a
competitive assessment of the City as a “product” in the highly competitive economic development
marketplace. The assessment was prepared by the team of Wadley-Donovan GrowthTech, LLC and
Garnet Consulting Services, Inc.
This SWOT Analysis builds on and adds to the information gathered during Phase 1 of the project, and is
a high level evaluation of the City’s current demographic, socio-economic, and economic landscape,
including income statistics, population, housing, employment and workforce, racial diversity, poverty
level, educational attainment, occupational characteristics, employment by industry, and other
characteristics important to economic development analysis.
This study uses information obtained through a combination of:
 The results from a nearly identical companion project being undertaken by the consulting team
for New Castle County
 Background research from extensive documents provided by OED in response to a research list
provided by the consultant team
 A project alignment meeting with Mr. Harold Gray, Director of the Mayor’s Office of Economic
Development and Mr. Stephan Williams of the same office.
 A tour of the City by Mr. Martin Hageman, Executive Director of Downtown Visions, and Mr.
Will Minster, Director of Business Development, and Main Street Wilmington Program
Manager, Downtown Visions, Wilmington Downtown Business Improvement District.
 Collection of key demographic and other data by the consultant team leading to the
preparation of a statistical profile of the City
 Orientation interviews with the chairs of the Mayor’s three Business Roundtable sub-
committees.
 Data-focused interviews with several key City staff members
 Six topic-oriented focus groups in which nearly 75 people participated; the topics were:
o Economic Development
o Marketing and Promoting the City: Economic Development and Tourism
o Quality of Life/the Living Environment
o Wilmington’s Development Regulatory Environment and Planning
o Workforce, Training and Development
o Young Professionals and Entrepreneurs
 Additional research were necessary to accumulate additional information for this analysis
The process used is very similar to that used by companies and site location consultants evaluating
possible locations (including those where the company may already be located). The following topics
were included in the analysis:

• Demographics • Public services and facilities

• Economic Base • Business support services
• Location and Access to Markets • Economic development support services
• Transportation • Entrepreneurship support
• Workforce • Financing and incentives
• Education • Available sites and buildings
• Utilities • Quality of life
• Telecommunications • Image and visibility
• Infrastructure (Other) • Planning and development
• Business climate • Leadership and politics
• Taxes
Supporting statistics to the SWOT Analysis are provided in the Exhibit.
The purposes of the SWOT Analysis are to identify:
• Major economic development strengths and opportunities on which the City can capitalize
• Competitive weaknesses that should be corrected and obstacles that must be compensated for
• Issues shaping the City’s economic development future
Wilmington has many strengths and opportunities as well as weaknesses and issues. Those topics that
were mentioned most frequently in our research, or are considered to be of most importance by the
consulting team are:
Strengths Weaknesses
 Wilmington’s population and median  There is a forecasted decline in City residents
household income is forecasted to grow over aged 18-34 over the next five years.
the next five years-with the median income  The City’s median household income is well
growth exceeding the national average. below the County and national averages.
 The educational attainment of the labor force  The average educational attainment of the
serving the City matches the average of the City’s resident is below County and national
Philadelphia-Camden-Wilmington MSA, while averages.
the percentage with a four year college degree • The City’s economy is becoming less diverse,
exceeds the national average. narrowing into six business sectors.
 The Wilmington employment base in the • The City is losing employment in two key
finance and insurance and the professional columns to its economic base: financial and
and scientific sectors is 15.8 percentage points professional services.
and 8.4 percentage points respectively above
• Recent structural problems with the I-495
the MSA averages, indicating comparative
workforce and cluster advantages. (See Table bridge in Wilmington are both an accessibility
2.) and image problem for the City.
• Wilmington’s Central location within the major • The Port is need of modernization.
Northeast Corridor that includes Philadelphia, • The City’s public bus system, while extensive,
Baltimore, NYC, Washington DC and Boston is aimed at moving low income residents
(among others) affords excellent market rather than workers to jobs. Bus routes and
positioning. schedules do not match the commuting needs
• Wilmington’s location at the intersection of of City resident job holders.

major transportation systems.  Most of the City’s residents work outside of
• The leading occupations of City residents are in Wilmington.
o 27% of City residents work in the City. Of
office/administrative support (14.5%),
the 28,313 employed City residents, 7,568
management (10.8%), and architecture and work in the City.
engineering (9.8%). o 48% of City residents work elsewhere at
 The University of Delaware offers strong scattered locations in New Castle County
relationships with employers including o 3% work in Sussex or Kent Counties DE
internships and ongoing entrepreneurship o 22% commute out of State
program. • The perceived quality of the area’s public
• Delaware Technical Community College school systems is a major impediment to
(DelTech) is highly ranked nationally; all having more people move to the City and
programs have an Employer Advisory Board. County. Private schools are seen by many as
• Utilities are generally a strength supporting necessary, Tuition at these schools is
economic development in Wilmington. expensive, making the option of living in
• The City and County is served by a strong Pennsylvania’s Chester and Delaware County’s
Internet backbone-99% of the County is attractive to residents with children.
covered. • There are no summaries or appropriate links
• The City administration is working to improve on utility availability on the City website.
the City’s business climate and perception • Verizon’s policies limit broadband availability
thereof. or result in large costs in some sectors of the
 The City has an Office of Economic City.
Development with a staff of seven • The City’s policy on extension of fiber is cited
 The City of Wilmington has an aggressive
as causing difficulties for companies in the
economic development program which it is
seeking to improve through this project. downtown and nearby.
• The New Castle County Chamber of Commerce  The City, County and State are all seen as less
is a strong ally of the City’s economic business friendly than they should be by many.
development efforts.  Several sources stated that while City staffers
 DelTech has created a One Million Cups say they are interested in improving the
program at its Wilmington Campus (a permit and approval process, efforts in the
Kauffman Institute initiative). past have not resulted in any appreciable
• The University of Delaware Entrepreneurship improvements.
program.  Wilmington codes are seen as very rigid –
• The City is the home of several large and active
particularly the Fire Code.
banking institutions.
 The development regulations are not seen as
• The City offers a variety of incentive and
being “simple, swift and certain”; rather, they
assistance programs.
are seen as “muddy”, out-of-date in some
• The City has a substantial amount of vacant
areas, and having a Design Review process
and available property
that is perceived as very subjective with
• The City has been active in providing funding differences between projects and developers.
or other support that helps development;  The City’s development process is
without this support, many projects are inadequately described on the City’s website.
financially infeasible.
 OED frequently hears from the development/

construction industry that a plan will meet the
International Building Code, but not the City of
Wilmington’s. The City may have old codes
that conflict with international codes.
• Wilmington’s image as a high crime area,
whether based on actual statistics or
misperception, hurts the City’s image as a
good business climate.
 Property taxes are too low because of the
State assessment policy using 1983 Fair
Market Values.
• The City’s wage tax puts it at a competitive
disadvantage with other Delaware locations as
well as with some other states.
• The majority of information typically sought by
business prospects and site selection
consultants is not available from or linked to
the Economic Development portion of the
City’s website.
• There is fragmented information about
availability of programs and services for small
business.
• The City has no conveniently available
inventory of available space or land for
construction.
 There is a misperceived crime and public
safety issue in downtown Wilmington that
taints the County as a whole.
 The City, however, does have a high crime
rate, as measured by property and violent
crimes versus the County, State and nation.
 The County is missing the level of urban
environment sought by many younger
workers.
• The amount of affordable housing may not be
enough to accommodate an influx of younger
residents.
• The City has a reputation as not business-
friendly.
• Developers believe there should be more
interaction between the development
community and the City’s Department of
Licenses and Inspections.

 The City’s various regulatory agencies and staff

do not function as an effective economic
development team.
Opportunities Issues
 The demographics of the City’s labor shed • The City, County and State need a more
have the characteristics sought by many diverse economy.
companies, providing a marketing case for • Recent closure of the I-495 bridge and news
attracting new businesses. reports that it should have been closed sooner
• The growth of the professional sector needs to raise questions about the status of the City
and surrounding area’s overall infrastructure
be a goal for the City.
 The NCC Airport is underutilized resource, and
• Small employers, rather than large ones offer its name does not help its marketing the
the best opportunities for the City’s future. facility
• Because of its Interstate Highways, rail, port,  The Port would be stronger if it were
and proximity to both the New Castle County independent
and Philadelphia International Airports,  Moving people around Wilmington is seen as a
position the City as a multi-modal major issue
“distribution” hub for both products and  Downtown parking is an issue, particularly its
services. cost and strict enforcement
 City and County employers are heavily
• Identify areas suitable to transit-oriented dependent on a workforce living outside of the
development (TOD). State, particularly Pennsylvania (especially
• Creation of more and better jobs in the City Chester and Delaware Counties), and
that match the skill base of City residents can becoming increasingly so (growing from 26.8%
reduce out-commuting, or through expanded to 32.8% of the workforce between 2002-
training programs to match the needs of City 2011) for the County. Currently 24% of
Wilmington’s workforce resides out of state.
employers.
• This dependence on PA workers poses a
• The public schools districts may have to potential threat as job opportunities increase
market themselves, demonstrating their in Pennsylvania, allowing alternative
quality compared to PA schools and charter employment choices with shorter commuting
schools. times.
• Improve the City’s competitiveness by • Public education is a critical issue for the
providing summary information on available City’s, County’s and State’s economic
utilities on the city’s website. development and sustainability.
• The availability of reliable and reasonably • The State needs to consider development of a
priced electric power can support many types charter school strategy plan.
of economic development projects.  There is a need for the continued political will
to change the City’s development regulations
• Market the County’s superior telecom
and procedures.
capabilities to businesses requiring such  Land use regulations and process need to be
service. streamlined.
 Create an institutionalized process for • Lack of Right-to-Work legislation is seen by
reviewing and streamlining process that is some as discouraging manufacturing and other
dependable.
major opportunities, but the chance of the

• Create a broad City economic development State becoming a right-to-work state is slight
team and provide team-building training.  Someone must lead an effort to revise the
• Consider creating a unified County-Municipal state’s property valuations.
Economic Development Office. • The City’s Wage and Net Profits Tax is the
• Engage students and younger residents more single largest revenue source to the City,
in the economic development process. accounting for nearly $65 million (43%) of the
 Create a broad purpose “closing fund” to total $151.2 million FY 2015 General Fund
support new business creation and budget.
product/services development. • Compliance with new federal regulations is
• Make better use of Community Reinvestment reducing banks’ willingness to lend,
Act (CRA) capabilities. particularly for start-ups.
 Prepare and promote a master list of available • The lack of conveniently available information
properties in the City. on commercial and industrial real estate in the
 Promote the upgrading or redevelopment of City is an impediment to the City’s economic.
properties along Routes 9 and 13 and in other development marketing and competitiveness.
major economic development locations in the  The drop in the County’s crime rate will make
City. the County more attractive to businesses and
• Increase use of the FTZ at the Port of residents over the City. The drop in the
Wilmington. County’s rate puts attention on the City, with a
 Create a solutions-oriented, customer service rising crime rate.
mindset within City Hall that focuses on • The City’s high crime rate and perception of
facilitating rather than regulating the poor public schools (also a County issue), are
development process. two of the most critical issues facing the City.
 Focus future development in existing density
Both must be addressed.
corridors and identified opportunity areas in
addition to the downtown. • Continual attention should be paid to
• Conduct team-building program to make rules streamlining land use and other development
enforcers part of the economic development regulations.
team.  Leadership is required to meld the various City
 There is general agreement that the Mayor’s departments and agencies that come in
Business Roundtable provides a good contact with the economic development
foundation for a public-private partnership process into an effective team.
that can collaboratively work to improve the
City and its economic development
competitiveness.
Based upon the SWOT findings, this document concludes with the identification of 23 potential
initiatives that should be considered as elements of the City’s Economic Development Strategic Action
Plan. These must be reduced to a more reasonable number to reflect the realities of staff and budget
limitations. This can be done through a combination of grouping of similar Initiatives, prioritization,
sequencing or elimination. A more detailed discussion of the final list of Initiatives will be provided in
Action Plan portion of this strategy.

INTRODUCTION
This SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis, or Competitive Assessment, is
the product of a contract between The Wadley-Donovan Group (through its economic-development unit
Wadley-Donovan GrowthTech [WDGT]) and the City of Wilmington, Delaware, in particular, its Office of
Economic Development (OED). This is the first section of Phase 2 of an Economic Development Strategic
Plan for the City. Two additional deliverables will be submitted as part of this Phase:
 A Target Industry Identification and Profile

 An Economic Development Strategic Action Plan
WDGT partnered with Garnet Consulting Services, Inc. to complete this analysis with each firm taking
the lead in preparing the various topical sections of the report, but both firms contributing to the entire
document.
This SWOT builds on and adds to the information gathered during Phase 1 of the Economic
Development Strategic Plan project. The SWOT analysis is a high level evaluation of the City’s current
demographic, socio-economic, and economic landscape, including income statistics, population,
housing, employment and workforce, racial diversity, poverty level, educational attainment,
occupational characteristics, employment by industry, and other characteristics.
As discussed in more detail in the Overview section of the Phase 1 report City of Wilmington Phase 1
Economic Development Strategic Plan – May 2014. Phase 1 research included:
 The results from a nearly identical companion project being undertaken by the consulting team
for New Castle County
 Background research from extensive documents provided by OED in response to a research list
provided by the consultant team
 A project alignment meeting with Mr. Harold Gray, Director of the Mayor’s Office of Economic
Development and Mr. Stephan Williams of the same office.
 A tour of the City by Mr. Martin Hageman, Executive Director of Downtown Visions, and Mr.
Will Minster, Director of Business Development, and Main Street Wilmington Program
Manager, Downtown Visions, Wilmington Downtown Business Improvement District.
 Collection of key demographic and other data by the consultant team leading to the
preparation of a statistical profile of the City
 Orientation interviews with the chairs of the Mayor’s three Business Roundtable sub-
committees.
 Data-focused interviews with several key City staff members
 Six topic-oriented focus groups in which nearly 75 people participated; the topics were:
o Economic Development
o Marketing and Promoting the City: Economic Development and Tourism
o Quality of Life/the Living Environment
o Wilmington’s Development Regulatory Environment and Planning
o Workforce, Training and Development
o Young Professionals and Entrepreneurs
This Phase 1 research provided the consultant team insights and directions for further analysis in Phase
2. Selected additional research was conducted to provide the information necessary for this SWOT
Analysis. In particular, extensive research was undertaken from the City’s and other websites in a
process similar to that used by companies and site selection consultants evaluating possible locations
(including those where the company may already be located).
We must note here, as we do in other portions of this report, that the City’s website is substantially
inadequate to support an aggressive and successful economic development program. This is not unusual
in more urbanized areas where a general purpose municipal website must cover an extensive amount of
information, much of it unrelated to the economic development function. This frequently leads to the
development of a separate website focused on economic development with a simple link from the
general purpose website.
This report provides a summary Competitive Assessment. It also contains a list of potential initiatives
recommended for consideration by the City as a foundation for its Economic Development Strategic
Action Plan and for the identification of recommended target industries.

COMPETITIVE ASSESSMENT
This SWOT provides a summary listing of Wilmington’s primary strengths and weaknesses as a location
for business, as well as opportunities for economic growth and issues that may impede or shape those
opportunities. References to New Castle County assets, challenges, opportunities and issues are made
when they impact the City. This inclusion of the County’s operating environment in the analysis is
necessary because the economies, workforce, quality of life and other elements of the City and County
are very closely intertwined.
Items noted in bold were cited by numerous sources uncovered during the research process and/or are
considered of particular importance by the consulting team. These opinions were gathered from focus
group meetings, interviews, review of numerous research documents provided by staff, and substantial
on-line research. It should be noted that this research includes both that conducted specifically for the
City of Wilmington as well as research prepared for a similar project conducted in parallel for New Castle
County.
This Competitive Assessment was conducted in a manner similar to how a site location consultant or
company would evaluate potential locations. The topics covered in the analysis are those researched in
the facility location process and by economic development organizations in the creation of their
strategic plans.
Demographics
Wilmington’s key economic development related demographic strengths, opportunities, weaknesses,
and issues are highlighted below. See the Statistical Background Data exhibit for supporting data.
Referenced tables and figures appear below the summary sections.
Strengths/Opportunities Weaknesses/Issues
 The City’s population is expected to grow by  Wilmington had a decline in population of
1,300 over the next five years. By 2018 the 1,091 between 2000 and 2013, dropping from
population is forecasted to be 72,600, a gain of 72,468 to 71,377.
1.8% from 2013.  The City and County population growth rates
 New Castle County’s population is forecasted between 2013 and 2018 are slower than the
to grow faster than the Philadelphia-Camden- national and state averages, showing a
Wilmington Metro area between 2013 and potential for declining economic influence and
2018. (See Figure 1.) slower economic growth. (See Figure 5.)
 The City has a low median age (35.0 years vs.  There is a significant forecasted decline in the
37.6 for the County, and 37.5 for the nation). A percentage of residents 18-34 over the next 5
younger-aged population is an attraction to years (-4.2%) in Wilmington, while remaining
firms seeking a younger workforce and stable for the County (0.1%), This group is the
potential future workforce. heart of the Young Professional sector which is
 Wilmington’s median household income is so desired by employers. Nationally, the
expected to grow by 5.2% over the next five growth rate will be 0.9%. There is a forecasted
years, faster than the County (4.3%), U.S. decline in Wilmington of 785 residents in this
(1.1%) and State (3.9%) rates. (See Figure 2.) age group by 2018.
 The County has a higher median household  A decline is forecast for the age group 35-54
income than the Metro area, state and nation years old over the next five years in the County
(See Figure 3.), showing a strong consumer and MSA, representing the core of the

market that supports diversified quality of life experienced and career-established workforce
amenities in Wilmington and the County; and a for City employers.
forecasted growth rate almost four times the  The City has a low median household income
U.S. average (4.3% vs. 1.1%) shows sustained ($36,100 vs. $62,600 for the County and
support for diversified quality of life amenities $49,800 for the U.S.).
in the area. o There is a geographic divide: roughly
 The educational attainment of County demarcated by southeastern Wilmington
residents closely matches the MSA average, and northwestern Wilmington.
showing the County offers a regionally  The City’s demographic characteristics are
competitive environment for economic divided along racial lines, as demonstrated in
development keyed to higher educational key characteristics shown in the following
attainment. (See Figure 4.) This factor is critical table:
for the City, since most of its workforce comes Non-
from the County. (See the Strengths section Hispanic African
under the Workforce Assessment of this Characteristic White American
Median $87,348 $33,662
report.)
household
 The percentage of County residents with a
income 2010
four year college degree (33.2%) exceeds the Income growth 8% -26%
national average (28.1%) by 5 percentage 1999-2010
points-an appealing characteristic for technical Poverty rate* 9% 30%
development, and an important strength for % Unemployed 6.5% 16.4%
Wilmington’s workforce. 2010
% adults with 47% 12%
Opportunities
college degree
 With a growing, younger, diverse and high
* An annual income of $22,113 for a family of
income population within commuting range in
four is the threshold that determines poverty
the MSA, the County can make a marketing
status.
case to attract residents and companies.
Source: Alan Mallach, Non-Resident Senior
Fellow, Metropolitan Policy Program, The
Brookings Institution
 Educational attainment in the City is low, with
20.0% of residents without a high school
diploma, versus 11.2% for the County and
14.6% for the U.S, and in the percentage of
residents with a four year degree (25.2% for
the City, 33.2% for the County and 28.1% for
the U.S.). (See Figure 6.)
Issues
 Not Applicable

Figure 1 - Population Growth Rate 2013-2018

Source: Nielson Claritas
3.0%
2.5%
2.0%
1.5%
1.0%
0.5% 2013-2018
0.0%
Figure 2 - Change in Median Household Income 2013-2018

Source: Nielson-Claritas
6.0% 5.2% 5.1%

5.0% 4.3%
3.9%
4.0%
3.0%
2.0%
1.1%
1.0%
0.0%

Figure 3 - Median Household Income 2013 and 2018

$49,815
U.S.
$49,297
$59,674
Delaware
$57,457
2018
Philadelphia-Camden-
$62,840 2013
Wilmington, PA-NJ-DE-MD
$59,771
Metropolitan Statistical Area
$65,286
New Castle County
$62,601
$0 $20,000 $40,000 $60,000
Figure 4 - Percent of County and Metro Area Residents by Level of Education: 2013
13.0% 11.8%
No High School Diploma

13.5% 11.2%
High School Diploma Only
19.9% 1 to 3 Years College
19.7%
29.0%
31.2% Associate Degree
6.9% Bachelors Degree
19.7% Graduate Degree
6.3%
17.8%
Outer Circle is the Philadelphia-Camden-Wilmington MSA

Inner Circle is New Castle County

Figure 5 - Percent Population Growth 2013-2018

4.0% 3.7%
3.5% 3.3%
3.0% 2.7%
2.5%
2.0% 1.8%
1.5%
1.0%
0.5%
0.0%
Wilmington city, New Castle County Delaware U.S.
DE
Figure 6 - Percent of Residents by Educational Attainment Wilmington, New Castle County and the
U.S.: 2013
35.0%
30.0%
25.0%
20.0%
No High School Diploma
15.0%
16 or more years of
10.0% education
5.0%
0.0%
Wilmington New Castle U.S.
city, DE County

Economic Base
The key economic base strengths, opportunities, weaknesses, and issues of the City and County are
highlighted below. County data is included because of the strong inter-connection between its economy
and the City’s, and government reported economic data for New Castle County includes Wilmington.
See the Statistical Background Data exhibit for supporting data. Referenced tables and figures appear
below the summary sections.
 The employment base of the City is in Finance  The number of jobs in the City declined by
and Insurance (22.4%), Professional and 5.3% (2,869) between 2002 and 2011,
Technical Services (16.8%) and Health Care reflecting among other things, a decline in the
and Social Assistance (11.2%). (See Table 1) wage tax base. (See Table 3.)
 The employment base of the County is in o The greatest gains were in health care
healthcare and social assistance (16.0%), and social assistance and transportation
finance and insurance (12.9%), retail (10.8%), and warehousing
and educational services (8.5%). o The greatest losses were in
 The Wilmington employment base in the manufacturing and arts and
finance and insurance and the professional entertainment.
and scientific sectors is 15.8 percentage points
 Wilmington lost jobs in the finance and
and 8.4 percentage points respectively above professional services sectors between 2002
the MSA averages, indicating comparative and 2011. This is of concern because these two
workforce and cluster advantages. (See Table sectors are pillars of the City’s economy.
2.)  The City’s economy, as measured by job
 Industry clusters in the County (including distribution, is becoming less diverse. Only
Wilmington) are in advanced materials, six of 21 industry sectors had employment
biomedical/biotechnical (life sciences), gains between 2002 and 2011, compared to
business and financial services, information the MSA where 11 sectors had employment
technology and information services, growth and two remained stable. (See Table
according to StatsAmerica. The ratio of 3.)
employment to total employment is higher  Employment in the professional and scientific
than the national average for these industries. sector, though still comparatively high,
The Data for Wilmington is not available. declined between 2002 and 2011.
 The future of the Astra Zeneca operations is in
Opportunities
question considering potential acquisition by
 City gains in employment in transportation and
other Pharmaceutical firms.
warehousing between 2002 and 2011, as
Issues
reported by On-the-Map may be signaling an
 The City is seeing a shift in its economic base,
opportunity for growth via the Port of
as employment in financial and professional
Wilmington. Although the growth was a
services declines and employment in health
modest 599, this sector was one of the six
care gains.
growth industry sectors in the city during this
 The City, County and State need more diverse
time.
economies. Historically they have had their
 The growth of the professional and scientific
major economic bases in chemicals, then
sector needs to be a goal, building off of the
finance. Finance may now be declining, so the
County’s strong legal services, science and
next direction for the three area’s needs to be
mathematical foundations.
identified.

 Strong scientific capability in workforce can

support future scientific and technology R&D
in Wilmington.
 Look at what the University of Delaware is
specializing in and build clusters around those
areas.
Table 1 – Percent Employment Distribution by Industry Sector 2011, City of Wilmington
Source: U.S. Census On the Map
Industry Sector Share
Finance and Insurance 22.4%
Professional, Scientific, and Technical Services 16.8%
Health Care and Social Assistance 11.2%
Public Administration 7.6%
Educational Services 6.7%
Administration & Support, Waste Management and Remediation 5.8%
Accommodation and Food Services 4.3%
Retail Trade 4.1%
Construction 3.7%
Transportation and Warehousing 3.5%
Other Services (excluding Public Administration) 3.0%
Management of Companies and Enterprises 2.5%
Manufacturing 1.8%
Wholesale Trade 1.7%
Real Estate and Rental and Leasing 1.7%
Utilities 1.2%
Information 1.0%
Arts, Entertainment, and Recreation 0.9%
Agriculture, Forestry, Fishing and Hunting 0.0%
Mining, Quarrying, and Oil and Gas Extraction 0.0%
Total 100%
Table 2 –Percent Employment Distribution by Industry Sector 2011, City of Wilmington and
Philadelphia/Camden/Wilmington Metropolitan Statistical Area
Industry Sector Wilmington MSA
Accommodation and Food Services 4.3% 6.6%
Administration & Support, Waste Management and Remediation 5.8% 5.7%
Agriculture, Forestry, Fishing and Hunting 0.0% 0.3%
Arts, Entertainment, and Recreation 0.9% 1.4%
Construction 3.7% 3.8%
Educational Services 6.7% 10.1%
Finance and Insurance 22.4% 6.6%
Health Care and Social Assistance 11.2% 16.5%
Information 1.0% 2.2%
Management of Companies and Enterprises 2.5% 2.1%
Manufacturing 1.8% 7.7%
Mining, Quarrying, and Oil and Gas Extraction 0.0% 0.0%
Other Services (excluding Public Administration) 3.0% 3.3%
Professional, Scientific, and Technical Services 16.8% 8.4%

Philadelphia/Camden/Wilmington Metropolitan Statistical Area (Cont’d)

Industry Sector Wilmington MSA
Public Administration 7.6% 3.8%
Real Estate and Rental and Leasing 1.7% 1.4%
Retail Trade 4.1% 11.0%
Transportation and Warehousing 3.5% 3.4%
Utilities 1.2% 0.6%
Wholesale Trade 1.7% 4.9%
Table 3 - Percent Change in Employment 2002-2011 by Industry Sector, City of Wilmington
Percent
Industry Sector Change
Health Care and Social Assistance 116.1%
Transportation and Warehousing 50.9%
Educational Services 26.4%
Administration & Support, Waste Management and Remediation 20.3%
Public Administration 7.3%
Real Estate and Rental and Leasing 0.5%
Mining, Quarrying, and Oil and Gas Extraction 0.0%
Professional, Scientific, and Technical Services -1.0%
Other Services (excluding Public Administration) -5.4%
Finance and Insurance -5.4%
Construction -6.9%
Agriculture, Forestry, Fishing and Hunting -9.1%
Management of Companies and Enterprises -16.7%
Accommodation and Food Services -21.2%
Retail Trade -23.6%
Wholesale Trade -30.7%
Information -43.6%
Utilities -50.0%
Arts, Entertainment, and Recreation -50.6%
Manufacturing -79.9%
Total -5.3%
Location and Access to Markets
 Wilmington’s Central location within the  Recent structural problems with the I-495
major Northeast Corridor that includes bridge in Wilmington are both an accessibility
Philadelphia, Baltimore, NYC, Washington DC and image problem for the City.
and Boston (among others) affords excellent
market positioning (see Figure 7). Issues
 The City’s central location is excellent for  The recent closure of the I-495 bridge and
providing business services within the news reports that it should have been closed
Philadelphia – Baltimore portion of the sooner raise questions about the status of the
corridor. City and surrounding area’s overall

 The Eastern U.S. and Canada, and Western infrastructure.

European markets can be easily accessed from
Wilmington.
 The City offers one-day truck driving time to
many large metropolitan areas (see Table 4–
driving time of 10 hours or less is considered a
one-day drive).
Opportunities
 Because of its Interstate Highways, rail, port,
and proximity to both the New Castle County
and Philadelphia International Airports,
position the City as a multi-modal
“distribution” hub for both products and
services.
Figure 7 - Relationship of Wilmington to the Eastern US
Source: Road Map USA

Table 4 - Mileage and Driving Time to Selected Major US Cities

Source: Google Maps
City Highway Miles Driving Time
Philadelphia, PA 32 37 minutes
Baltimore, MD 69 1 hour 14 minutes
Allentown, PA 79 1 hours 36 miles
Washington, DC 108 1 hour 57 minutes
New York, NY 126 2 hours 5 minutes
Norfolk, VA 245 4 hours 21 minutes
Pittsburgh, PA 298 4 hours 47 minutes
Boston, MA 339 5 hours 2 minutes
Columbus, OH 466 7 hours 20 minutes
Charlotte, NC 508 8 hours 16 minutes
Louisville, KY 680 10 hours 3 minutes
Chicago, IL 752 11 hours 34 minutes
Atlanta, GA 769 11 hours 26 minutes
Dallas, TX 1,436 20 hours 56 minutes
Transportation
• Wilmington’s location at the intersection of  There is limited commercial air service at New
major transportation systems: Castle County Airport and its runway length
o Interstates 95, 296, 495 (see Figure 8) does not allow large air freighters; the runway
o Passenger rail (Amtrak and SEPTA – see length can’t be extended due to Route 13 at
Figures 9 and 10) one end and a County building at the other
o Rail freight (Norfolk Southern, CSXT – see end.
Figure 11)  Port use is limited by a lack of expansion
o Port of Wilmington (see Table 5 for details) capability and channel depth on the Christina
o Proximity to Philadelphia International River, although the Delaware River is being
Airport (19 miles) deepened to 42 feet.
o Wilmington/Philadelphia Regional Airport  The Port is in need of modernization, but plans
with commercial air service by Frontier were abandoned after problem with obtaining
Airlines to several nonstop new operator.
destinations(see Figure 12)  The Port has no bonding authority – it requires
 The Wilmington train station is reported to be legislative approval.
one of the busiest in the Amtrak system.  The public bus system, while extensive, is
 Norfolk Southern and CSXT are two of the aimed at moving low income residents rather
seven Class I (or A) freight railroads operating than workers to jobs.
in the U.S. Indicating they are major freight Issues
haulers by operating revenue.  The NCC Airport is underutilized resource, and
 Wilmington has a generally good local road its name does not help its marketing the
system (with some improvements needed) – facility.
Routes 2, 9, 13, 48, 52, 202, others.  The Port would be stronger if it were
 Wilmington’s FY 2014-2019 Capital independent.
Improvements Program includes a continuing  Moving people around Wilmington is seen as a
series of road improvements. major issue.

 The Delaware River and Bridge Authority o Public transportation is to help the poor,
(DRBA) is considering a new terminal with not for workers
retail services at the New Castle County o Buses running empty between suburbs
Airport. and city
 Wilmington is the focal point for DART’s public o No shelter at Rodney Square
bus service (see Figure 13) with $80 million in  Downtown parking is an issue.
state subsidies for public transit. o Moratorium on development of more
 WILMAPCO is working on better public surface parking a couple of years ago
transportation. o Office density has increased to 7-8
workers/1000 SF
Opportunities o Existing lots are now 96% occupied
 Position the City as a multi-modal despite a 22% downtown vacancy rate
“distribution” hub for both products and o Very expensive at night
services.
 Identify areas suitable to transit-oriented
development (TOD).
Figure 8 – Interstates Serving Wilmington
Source: Google

Figure 9 – Amtrak Northeast Passenger Rail Routes

Source: Amtrak Website
Wilmington
Figure 10 – Amtrak and SEPTA Rail Routes and Stations in Northern Delaware
Source: Delaware State Rail Plan

Figure 11 – Delaware Rail Lines

Source: Delaware State Rail Plan

Table 5 – Major Features of the Port of Wilmington

Source: Port of Wilmington Website
• The Port is a full-service deepwater port and marine terminal on the Christina and Delaware Rivers
capable of handling all types of cargo with customized logistics. In calendar year 2009, the port
handled 359 vessels of containerized, non-containerized cargo; dry bulk cargo; and liquid bulk
petroleum cargo.
• The port is the busiest terminal on the Delaware River.
• The Port ranks as the nation's leading gateway for imports of fresh fruit, banana, and juice
concentrate, automobiles, steel, forest products, livestock (the East Coast’s largest export port),
petroleum, and other cargo. The port has handled specialized cargo such as rocket parts from
Ukraine and wind turbine blades from South America. It is also North America's leading perishable
terminal, handling more than 200,000 TEUs (20-foot equivalent units) annually primarily for Dole
Fresh Fruit Company and Chiquita Fresh North America. The Dole Food Company operations make
the port the largest facility in the nation for banana imports.
• The Port has the nation’s largest cold-storage complex with six temperature-controlled warehouses
totaling 816,000 square feet. Distributors and companies use this facility as their northeastern and
mid-Atlantic distribution center because of its good access to the market in these regions.
• The Port provides quick access to I-495 and I-95, the East Coast’s interstate backbone.
• The port has a 3,435-foot wharf face along the Christina River with depths of 35–38 feet alongside,
and the Delaware River portion of the port is being deepened to 42 feet. There are nine berths
facing the Christina River, including seven general cargo berths, one petroleum berth, one floating
roll-on/roll-off berth, in addition to an automobile berth facing the Delaware River
• Cargo handling facilities include two 50-ton capacity gantry cranes and one 75-ton capacity gantry
crane.
• The port has 50 acres of open space for storage, and 250,000 square feet of dry warehouse and
storage space, in addition to the refrigerated space noted previously.
• The port is served by CSX and Norfolk Southern railroads.
• The port is a foreign trade zone, although this capability is not used.
• A refrigerated trailer hub which accommodates multi-day parking of trucks with perishable cargo
destined for transport is in close proximity to the port.

Figure 12 – Nonstop Destinations from New Castle County Airport

Source: New Castle County Airport Website

Figure 13 – DART Bus Routes in Wilmington

Source: DART Website

Workforce
 The City’s 2013 labor participation rate is  The City’s current unemployment rate is much
lower than the County, State, metro area, and higher than the County, metro, State, and U.S.
nation, signaling a potential growth in the rates. It was higher in 2012 compared to State,
workforce. The following table shows the labor County, metro area, nation. In 2000 it was
participation rates for the City, County, Metro closer to County, metro area and State
area, state and nation. The labor participation averages. (See Table 6.)
rate is the percentage of working age residents  The labor participation rate of county
who are in the workforce, i.e. employed or residents of working age is higher than the
registered as unemployed seeking work. MSA, State and national rates, signaling a likely
New limited availability of additional County
Wilmington Castle Metro residents to be drawn into the workforce.
City County Area* Delaware U.S. Growth in the labor force will be dependent
62.2% 67.2% 65.8% 64.1% 64.6% upon a growth in the County’s working age
* Philadelphia-Camden-Wilmington, PA- residential base and a dependence upon
NJ-DE-MD Metropolitan Statistical Area commuters from outside of the New Castle
 The City is home to 19% of the County’s jobs County.
(51,335 of the 263,280 County jobs).  The occupations with the lowest
 Health Care/Social Assistance, representation are building/grounds cleaning
Finance/Insurance/Real Estate, and retail trade and maintenance (1.9%), farming (1.2%),
are the dominant employment sectors community and social services (1.2%), business
(combined public and private) of City and financial operations (1.0%), and personal
residents. care/service (0.3%).
- The percentage of residents employed in  85% of the jobs in the City are held by non-
finance and health care professions residents.
exceed the national and regional averages.  Most of the City’s residents work outside of
In the case of the Finance Sector, the Wilmington
difference is significant. (See Figure 14.) o 27% of City residents work in the City. Of
 The City is home to 11.4% of the County’s the 28,313 employed City residents, 7,568
civilian labor force. In February 2014 there work in the City.
were 275,518 New Castle County residents in o 73% work outside of the City.
the labor force, of which 31,156 resided in the o 48% of City residents work elsewhere at
City. scattered locations in New Castle County
o 3% work in Kent or Sussex Counties, DE
 The leading occupations of City residents are
o 22% commute out of State
in office administration (14.5%), management
 The percentage of residents employed in
(10.8%), and architecture and engineering
construction, educational services, and
(9.8%).
manufacturing (combined public and private
 Good incumbent worker retraining exists
sectors) are well below the County, regional,
through Del Tech.
State and U.S. averages, indicating a
Opportunities
imbalanced distribution compared to these
 The City is a regional job hub.
benchmark areas. (See Table 7.)
 Creation of more and better jobs in the City
 Perceived, and real, crime and safety issues
that match the skill base of City residents can
impede recruiting from outside the area.
reduce out-commuting.

 Strong scientific capability in the NCC  The non-charter public schools in the County
workforce can support future scientific and are perceived as lower quality than those in
technology development in the City. PA, especially those in Chester County. This
 To attract more transferees and relocatees to perception drives many transferees and
live in the City, demonstration of the quality of relocates with school-aged children to live in
the public schools is needed to more strongly PA rather than in Wilmington or the County.
counter the perceptions that they are not as  A lack of “urban vibe” impedes recruiting of
good as the schools in neighboring young professionals.
Pennsylvania Counties.  85% of University of Delaware college grads
 Generate more jobs and working leave the state after graduation, resulting in a
environments in the City and County that are loss of an educated labor pool for City and
attractive to the younger workforce to retain County employers, and potential, and a loss of
more University of Delaware graduates and young professionals.
attract younger residents. The generation of
Issues
these kinds of jobs is as important, or more
 The City is a net importer of labor: 51,336 in-
important, for attracting young professionals
commuters vs. 20,745 out-commuters,
to live in the County as quality of life issues.
according to data from the US Census On the
 More working age residents are needed in the
Map database. The sources of the in-
City to meet the growth in jobs within
commuters are scattered over many
Wilmington and New Castle County, and to
jurisdictions, most of which are in New Castle
minimize the reliance on in-commuters.
County. The City’s labor shed is large,
spanning much of the Philadelphia-Camden-
Wilmington Metropolitan Area.
o 15% of the City’s workforce lives in the City,
i.e. 15% of the jobs in the City are held by
City residents. In February 2014 there were
51,335 jobs in the City, of which 7,568 were
held by City residents. These job counts are
primary jobs only, and do not include
second or third jobs.
o 54% of the City’s workforce lives elsewhere
in New Castle County.
 City and County employers are heavily
dependent on a workforce living outside of the
State, particularly Pennsylvania (especially
Chester and Delaware Counties), and
becoming increasingly so (growing from 26.8%
to 32.8% of the workforce between 2002-
2011) for the County. Currently 24% of
Wilmington’s workforce resides out of state.
 This dependence on PA workers poses a
potential threat as job opportunities increase
in Pennsylvania, allowing these commuters
alternative employment choices with shorter
commuting times.
 The leading occupations of City residents are
in office administration (14.5%), management
(10.8%), , and architecture and engineering

(9.8%); the occupations with the lowest

representation are building/grounds cleaning
and maintenance (1.9%), farming (1.2%),
community and social services (1.2%), business
and financial operations (1.0%), and personal
care/service (0.3%).
 Occupations of City residents that have had
the most gains since 2000 are administration,
health care/social assistance and retail trade;
biggest losers were manufacturing, finance,
and public administration.
Table 6 – Comparative Unemployment Rates
New
Wilmington Castle Metro
Period City County Area* Delaware U.S.
2000 4.4% 3.2% 3.8% 3.3% 4.0%
2012 10.1% 7.0% 8.5% 7.1% 8.1%
February, 2014 8.6% 6.1% 6.9% 5.9% 6.6%
*Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metropolitan Statistical Area
Source: U.S. Bureau of Labor Statistics
Table 7 – Percentage of Residents Employed in Three Key Industry Sectors
New
Wilmington Castle Metro
Industry Sector City County Area* Delaware U.S.
Construction 3.9% 5.8% 5.4% 7.0% 6.5%
Educational Services (Private and
Public Sectors) 6.6% 9.4% 10.4% 9.1% 9.5%
Manufacturing 6.6% 9.2% 9.7% 9.1% 10.5%
*Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metropolitan Statistical Area
Source: Nielsen-Claritas

Figure 14 – Percent of Residents Employed in Finance/Insurance/Real Estate and Health Care/Social

Assistance
18.00%
16.00%
14.00%
12.00%
10.00% Finance/Insurance/Real
8.00% Estate
6.00% Health Care/Social
Assistance
4.00%
2.00%
0.00%
Wilmington Metro Area* U.S.
City
*Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metropolitan Statistical Area - Source: U.S.

Bureau of Labor Statistics
Education
 The University of Delaware offers strong  The perceived quality of area’s public school
relationships with employers including systems is a major impediment to having
internships and ongoing entrepreneurship more people move to the City and County.
program.  The non-charter public schools are being hurt
 DelTech Community College is highly ranked by the growth of charter schools.
nationally; all programs have an Employer
Issues
Advisory Board.
 The perception of public school inadequacies
 Wilmington University offers an opportunity
may be overblown – the top four schools in
for doctoral students to work on research with
state are located in the County.
local businesses.
 Concern about quality of public schools results
 Del Tech, Wilmington, University of Delaware
in 26-28% of students attending parochial
are working on an entrepreneurship degree
schools.
from Del Tech.
 The City of Wilmington high school dropout
 Del Tech hosts the Diamond Challenge for high
rate is over 60%.
school students interested in exploring
 State-wide, a high number of HS grads do not
entrepreneurship
continue their education.
 University of Delaware, through the Horn
 Education is a critical issue for the City’s,
Program in Entrepreneurship under the Alfred
County’s and State’s economic development.
Lerner College of Business Administration
 The State may need a plan or strategy for the
offers an undergraduate major or minor or an
development of charter schools.
MBA concentration; UD also has the Venture

Development Center, an entrepreneurial hub.  A redesign of the school district service areas
 There is an increased focus by businesses and in the County may need to be addressed,
the NCC Chamber on improving educational allowing, among other things for the City to
system performance. have its own high school.
 There is improving interschool and school-
business relationships via an initiative by the
New Castle Chamber of Commerce.
 Some school districts are seeing improvement
in student performance.
 School districts maintain their systems are
getting an undeserved poor reputation; they
maintain that their quality is as good as the
schools in PA.
Opportunities
 The public school districts may have to market
themselves and have a public relations
strategy, demonstrating their quality.

Utilities (Public Water, Public Sewer, Electric Power, Natural Gas)
General Information
 Utilities are generally a strength supporting  There are no summaries or appropriate links
economic development in Wilmington. on utility availability on the City website.
 The City has a Site Acquisition and  The City’s Site Acquisition and Improvement
Improvement Fund for Infrastructure Fund for Infrastructure Improvements is
Improvements. currently unfunded.
 The City’s Water, Sewer and Stormwater Tax
Opportunities
rates were increased by 5% for the 2015 Fiscal
 Improve the City’s competitiveness by
Year.
providing summary information on available
Issues
utilities on the city’s website.
 Not applicable
Public Water
 The City of Wilmington has two water  No convenient published source of
treatment facilities – the Porter and information on Wilmington’s water treatment
Brandywine Filter Plants (see Figure 15 capacity and current usage could be found.
showing the City’s water service area).
Issues
 Water from the Porter Filter Plant exceeded all
 Not applicable
federal and state quality standards in 2012 –
the last year for which data was found on the
City’s website.
 The Brandywine Filter Plant did not produce
water in 2012 because it was being upgraded
from conventional sand filtration to a
membrane treatment technology for a 2013
restart.
 No deficiencies concerning water capacity,
quality, pressure and flow, or costs were noted
during interviews and focus groups.
 The City of Wilmington Source Water
Protection Plan 2020 indicates there is
substantial additional withdrawal capacity
from the Brandywine Creek watershed (31
MGD average daily withdrawal compared with
a maximum 69.6 MGD maximum permitted
withdrawal.

 The City’s Capital Improvements Program,

fiscal Years 2014 – 2019 includes $128.1
million for proposed water and sewer
improvements.
Opportunities
 Not applicable
Figure 15 – City of Wilmington Water Service Territory
Source: New Castle County
Public Sewer
 The City of Wilmington’s Wastewater  No convenient published source of
Treatment Plant serves the city and New information on Wilmington’s wastewater
Castle County north of the Chesapeake and treatment capacity and current usage could be
Delaware Canal. It is a secondary treatment found.
plant with a maximum capacity of 135 MGD
Issues
and an average flow of 80 MGD.
 Not applicable
 The City’s Capital Improvements Program,
fiscal Years 2014 – 2019 includes $128.1
million for proposed water and sewer
improvements.
 No deficiencies concerning treatment capacity
or usage costs were noted during interviews
and focus groups.
 Pretreatment regulations appear to be
common and no complaints were reported
during research.
Opportunities
 Not applicable

Figure 16 – Wilmington Wastewater Treatment Plant Service Territory

Source: Delaware Cleanwater Needs Assessment
Electric Power
 The majority of New Castle County including  Not applicable
Wilmington is covered by Delmarva Power &
Issues
Light (DP&L – see Figure 17).
 Not applicable
 No complaints were reported during research
about DP&L electric costs or reliability.
 Table 8 compares rates for commercial and
industrial electric service in Delaware and
nearby states and shows that Delaware’s rates
are competitive.
 The U.S. Energy Information Administration’s
Electric Power Monthly with Data from April
2014 report shows only one “Major
Disturbances and Unusual Occurrences” event
for DP&L in 2014 through April (a 53 minute
voltage reduction due to severe weather) and
none in 2013, indicating a good level of power
reliability.
Opportunities
 The availability of reliable and reasonably
priced electric power can support many types
of economic development projects.

Figure 17– Delmarva Power & Light Electic Service Territory

Source: DP&L Website
Wilmington
Table 8– Comparison Average Electric Rates (cents per Kilowatt hour)

Delaware and Nearby States - April 2014
Source: U.S. Energy Information Administration
State Commercial Rate Industrial Rate
Pennsylvania 9.60 7.48
Delaware 10.79 8.37
Maryland 11.27 9.23
Washington. DC 12.16 6.61
New Jersey 13.05 11.04
New York 14.90 6.09
Natural Gas
 Delmarva Power provides natural gas service  In March 2014, DP&L filed necessary
in New Castle County north of the Chesapeake documentation for a 9.04% increase in
and Delaware Canal (see Figure 18). monthly customer charges and commodity
 No complaints were reported during research rates for medium and large volume service,
about Delmarva Power or Chesapeake effective July 1, 2014, that had previously been
Utilities’ natural gas costs, pressure or approved by the Public Service Commission.
reliability.
Issues

 DP&L has an ongoing program for replacing  Not applicable

aging gas infrastructure in New Castle County.
Opportunities
 Natural gas supports Wilmington’s full utility
service capability.
Figure 18 – Delmarva Power & Light Natural Gas Service Territory

Source: DP&L Website
Telecommunications
 The County is served by a strong Internet  The availability of dark fiber, particularly in
backbone – 99% of the County is covered. Wilmington, is not well known.
• DE ranked #1 in the U.S. in % of  Verizon policies limit broadband availability
households@ 4 MB download and upload or result in large costs in some locations.
speeds– 94%.  The City of Wilmington’s policies on extension
of fiber is cited as causing difficulties for
• DE ranks #6 in 10 MB speed coverage –
companies in the downtown or nearby that
48%. need fiber capability.
• DE ranks #5 in average connection speed
Issues
12.3 MB.  Not applicable
 New Castle County is the strongest in the state
in terms of broadband and cellular capabilities.
 Comcast is the primary provider – Verizon
second – AT&T is a growing market share and
service.

 Fiber optics network including significant dark

fiber connects the County to other regions.
Opportunities
 Market the County’s superior telecom
capabilities to businesses requiring such
service.
Infrastructure (Other)
 Wilmington’s FY 2014-2019 Capital  Recent structural problems with the I-495
Improvements Program includes a continuing bridge in Wilmington are both an accessibility
series of utility and other infrastructure and image problem for the City.
improvements.
 Inadequate and expensive parking in
Opportunities downtown Wilmington is a frequent complaint
 Not applicable  The American Society of Civil Engineers (ASCE)
reported in 2009 that DE had:
o $283 million in drinking water needs
through 2029
o $222 million in wastewater infrastructure
needs thorough 2029
o 185 of 862 bridges that were structurally
deficient or functionally obsolete
o 36% or its roads in mediocre condition
o Road repair costs of $257 per year per
motorist
 While this data is for the entire state, it can be
assumed that Wilmington, as the biggest City,
is impacted by some of these conditions.
Issues
 The closure of the I-495 bridge earlier this year
and news reports that it should have been
closed sooner raise questions about the status
of the City and surrounding area’s overall
infrastructure.

Business Climate
 The City administration is working to improve  The City, County and State are all seen as less
the City’s business climate and perception business friendly than they should be by
thereof by: many.
o Having this Economic Development Action  Several sources stated that while City staffers
Plan say they are interested in improving the
o Establishing an active and broadly permit and approval process, efforts in the
representative Business Roundtable
past have not resulted in any appreciable
focused on improving the competitiveness
of the City improvements.
o Having a goal of improving the  Wilmington codes are seen as very rigid –
effectiveness and efficiency of city particularly the Fire Code (which reflects state
permitting and licensing requirements, some of which are seen as
 City staff members involved in the permitting unreasonable).
and licensing process have stated a willingness  The development regulations are not seen as
to collaborate on finding ways to improve the
being “simple, swift and certain”; rather, they
process.
• City Department of Licenses and Inspections are seen as “muddy”, out-of-date in some
provides a Design Review Checklist that areas, and having a Design Review process
summarizes major development requirements. that is perceived as very subjective with
differences between projects and developers.
• City offers a front end, informal review process
 The City’s development process is
to help shape project plans but does not
inadequately described on the City’s website
review preliminary plans during kick-off
 OED frequently hears from the development/
meetings.
construction industry that a plan will meet
• City attempts to render decisions quickly - can
the International Building Code, but not the
get variances in a month, subdivision approval
City of Wilmington’s. The City may have old
in 6 weeks.
codes that conflict with international codes.
 The State is reviewing and streamlining its
regulatory process, particularly through  Wilmington’s image as a high crime area,
DelDOT (but still requires attention). whether based on actual statistics or
 Delaware is seen as a highly unionized state, misperception, hurts the City’s image as a
but companies can operate without becoming good business climate.
organized by a union and labor relations have  The City is being hurt by a declining perception
been good. There have been no strikes in of DE as a desirable place to do business.
many years. (See Table 9for information on
union elections in Wilmington between 2006 Issues
and 2013.  There is a need for the continued political will
to change the City’s development regulations
Opportunities
and procedures.
 Create an institutionalized process for
 Land use regulations and process need to be
reviewing and streamlining process that is
streamlined.
dependable.

 Create a broad City economic development  Lack of Right-to-Work legislation is seen by

team and provide team-building training. some as discouraging manufacturing and other
major opportunities, but the chance of the
State becoming a right-to-work state is slight.
Table 9– Wilmington Union Elections – 2006-2013
Source: National Labor Relations Board
Company Union Date Outcome
NARS of Delaware, LLC Teamsters 11/21/06 Company
Diamond State Youth, Inc. Communication Workers 1/31/07 Union
AT Systems Atlantic Garden Special Police and Security Officers 2/19/08 Company
Ingleside Assisted Living Food & Commercial Workers 10/21/08 Union
Foulk Manor South Teamsters 3/13/09 Company
Advanced Student Transportation Teamsters 11/17/09 Union
Diamond State Youth, Inc. Communication Workers 2/25/2010 Company
Jones Lang LaSalle Americas, Inc. Plumbers & Pipe Fitters 3/11/2010 Union
United Water Delaware Utility Workers 7/6/2010 Company
Eastern Shore Services Inc. Electrical Workers 1/24/2011 Union
Hart to Heart Ambulance Service Teamsters 12/14/2011 Union
Eastern Shore Services Inc. Electrical Workers 1/13/2011 Union
Garda World Security Corporation d/b/a Security, Police and Fire 3/10/2011 Company
Garda CL Atlantic, Inc.
Taxes
 Property in the City is subject to property  Property taxes are too low because of the
taxes (both City and County) which are low State assessment policy using 1983 Fair
(but this is a double-edged sword – see Market Values.
Weaknesses).  The City’s wage tax puts it at a competitive
 Delaware’s gasoline tax of 23¢ per gallon has disadvantage with other Delaware locations
not been increased in nearly 20 years. as well as with some other states.
 Table 10 shows FY 2013-2014 rates on  State Gross Receipts Tax discourages the
commercial and industrial property in location of larger facilities in DE
Wilmington.  Both the City’s Property Tax and Water, Sewer
 Corporate net income tax rate is 8.7%. and Stormwater Tax rates were increased by
 There is no tax on equipment. 5% for the 2015 Fiscal Year.
 There is no sales tax.
Issues
Opportunities  Someone must lead an effort to revise the
 Not applicable state’s property valuations.
 The City’s Wage and Net Profits Tax is the
single largest revenue source to the City,
accounting for nearly $65 million (43%) of the
total $151.2 million FY 2015 General Fund
budget.

Table 10– City of Wilmington FY 2013-2014 Tax Rates

Sources: City of Wilmington FY 2015 Budget Information and
New Castle County 2013-1014 Tax Year (Residential and Commercial Rates)
from New Castle County Website
Commercial Municipal Tax County Tax School District Total Property Tax
Real Estate (per $100) (per $100) (per $100) (per $100)
Assessment FY 2015 FY 2014 FY 2014
Rate
100% of the TRS1 - $2.5721 Brandywine – $2.1785 To be calculated when
Fair Market TRS2 - $2.1346 Red Clay – $1.741 new County and School
Value as of $1.855 TRS3 - $2.3905 Christina – $1.997 District tax rates are
July 1, 1983 available (estimated
TRS4 - $2.0996 Colonial – $1.706 st
July 21 )
Note: FY 2014-2015 County and School District tax rates were not available at the time this Table was
prepared.
Public Services/Facilities
 There is a full range of services and facilities  Not applicable
available to the public, as would be expected
in an area of Wilmington and New Caste’s size
and diversity.
Opportunities
 Not applicable
Business Support Services
 The area’s population size and density means • There is no summary of available services to
you can find anything you need in 20-30 support business development.
minutes.
 There are large businesses to support small Issues
businesses through a variety of alliances and  The City and County are impeding the area’s
vendor-supplier relationships. economic development competitiveness by
 The County Chamber is bringing the Young having an inadequate website for business
Entrepreneur Academy program to Delaware. development and attraction. These websites
also need to have coordinated information.
Opportunities
 Taking better advantage of Select Greater
Philadelphia would be helpful in stimulating
economic development in the long run.
 There is a need for a coordinated marketing
effort.

Economic Development Support Services
 The City has an Office of Economic  The majority of information typically sought
Development with a staff of seven. by business prospects and site selection
 The City of Wilmington has an aggressive consultants is not available from or linked to
economic development program which it is the Economic Development portion of the
seeking to improve through this project. City’s website.
 The New Castle County Chamber of Commerce
Issues
is a strong ally of the City’s economic
 Not applicable
development efforts.
 As shown in more detail in the section on
Financing and Incentives, the City offers an
array of economic development incentive and
assistance programs (see Table 11) including:
o A multi-year, discretionary budget
Strategic Fund for job creation projects or
small business loans
o A Statutory Head Tax Abatement
o A Statutory Property Tax Abatement
o A discretionary Payment in lieu of
Property Tax Abatement
o Site Acquisition and Improvement Fund–
Infrastructure Contribution Agreements
o An “Upstairs Fund”
 The City offers a Micro Loan Training Program
for persons interested in developing small
businesses.
Opportunities
 Consider creating a unified County-Municipal
Economic Development Office.

Entrepreneurship Support Services
 DelTech Community College has created a One  There is fragmented information about
Million Cups program at its Wilmington availability of programs and services for small
Campus (a Kauffman Institute initiative). businesses.
 The University of Delaware Entrepreneurship  There is inadequate space to support business
program. start-ups and small business growth.
 The New Castle County Vo-Tech School District  There is inadequate venture capital and angel
 Del Tech, Wilmington, and UD are working on funding sources in the County.
an entrepreneurship degree from Del Tech.  Only one micro-lender exists in the County.
 Del Tech hosts the Diamond Challenge for high  DE is not competitive with PA in supporting
school students interested in exploring small business growth.
entrepreneurship.  Startup guidance assistance to the Hispanic
 UD, through the Horn Program in community needs more attention.
Entrepreneurship under the Alfred Lerner
Issues
College of Business Administration offers an
 PA MD, NJ will steal companies once they
undergraduate major or minor or an MBA
develop in NCC through support programs,
concentration; UD also has the Venture
incentives and other factors.
Development Center, an entrepreneurial hub.
 Blogs show that DE is not seen as a great place
 There are a number of business plan
for entrepreneurship.
competitions in the County.
 There are large businesses to support small
businesses through a variety of alliances and
vendor-supplier relationships.
Opportunities
 Engage students and younger residents more
in the economic development process.
Financing & Incentives
 The City is the home of several large and  The state has a small and conservative
active banking institutions. incentive program.
o Many of these institutions have  There is inadequate venture capital and angel
Community Reinvestment Act funding sources available.
requirements to invest in their service  There is only one micro-lender.
territory  There is a lack of targeted incentives to
 There are SBA 504 lenders serving the City. support key business sectors and target
 The City offers a variety of incentive and industries.
assistance programs that are summarized in Issues
Table 11.  Compliance with new federal regulations is
reducing banks’ willingness to lend,
particularly for start-ups.

 Eligible projects in the City can qualify for

incentives or assistance from DEDO including:
o State Small Business Credit Initiative
(SSBCI)
o Delaware Access Program
o New Jobs Infrastructure Program
o Delaware Rural Irrigation Program (DRIP)
o Brownfield Assistance Program
o State funding matches training
expenditures 1:1 up to $100,000 annually
 New or renovated commercial or
manufacturing projects located within the
corporate limits of the City of Wilmington are
eligible to receive a partial tax exemption on
the increase in the New Castle County portion
of property tax attributable to the new
construction. The cost of new construction
and/or the cost of site acquisition and
construction must exceed fifty thousand
dollars ($50,000.00).
Opportunities
 Create a broad purpose “closing fund” to
support new business creation and
product/services development.
 Make better use of Community Reinvestment
Act (CRA) capabilities.

Table 11– Summary of City of Wilmington Incentive Programs

Source: Wilmington Office of Economic Development
Incentive Intent Details
Strategic Fund (multi-year discretionary) Job creation incentive grants to companies • Strategic Fund – modeled after DE’s
based on wage tax, advanced under a loan to • Year over year, discretionary by staff after
grant structure with claw back Council appropriates funds
• Have had 5 infusions over 13 years
• Sits in City capital program
• Used for grants for job producing projects –
recruit or retain (job creation or keep
company at end of lease term –if stay 10
years)
• Structure as loan converted to grant based
on performance
• Clawback provisions
• Based on payroll
• Do discounted cash flow based on wage
taxes, wage taxes go into general fund
• Generates about 4 to 1 return. Works
better with larger size business
Strategic Fund (multi-year discretionary) Small business loans with partial principle Forgive part of principle every year after 5 years
forgiveness operation
Statutory Head Tax Abatement 100% for 5 years – was rolling, but may be $15/month on more than 5 employees (first 5
changed to fixed date exempt)
Statutory Property Tax Abatement on Encourage capital investment in improvements 1/3 of city revenue from property taxes
improved value – when CO is approved – must be above Can abate improved value without eroding
threshold base; statutorily available city-wide but
10 years, 5 @ 100%, then step-down 20% per different zones. Must apply for it. Only apples
year to City taxes – not county or school
Payment in lieu of Property Tax Abatement Same as previous Can do up-front cash payment based on
(discretionary) discounted cash flow analysis if waive
abatement - only works for bigger deals


Site Acquisition and Improvement Fund– Support private investment by putting in Capital/presently unfunded
Infrastructure Contribution Agreements necessary infrastructure Encouraging city to not legislate this too much
Functions as gap financing – no minimum Project needs to quantify/justify the gap
threshold Can use for land purchase with Council approval
Upstairs Fund One-off program to encourage redevelopment Capital/presently unfunded
of upper floors on Market Street between 2nd Launched in 2009, closed in 2013
and 9th Streets $12 million; $3 million went to Queen Theater
Notes:
Wilmington’s definition of a small business is different from the federal definition – larger scale
OED is the intake point and then routes to right agency for help
• Work with WEDCO (Wilmington ED Council) – get funding from City, EDA, SBA and First State Community Loan (state-wide)
• Can help someone with idea but no business plan – set up with state SBDC – get consultant assigned
Abatement of wage taxes not done - no other City in NCC charges wage tax – Wilmington needed to do to have adequate revenue – has turned
out to be a problem – creates competition with County – need to merge City and County
In city, 50% of property taxes goes to the city, 45% to the school system, 5% to New Castle County

Available Sites and Buildings
 The City has a substantial amount of vacant  The City has no conveniently available
and available property with a 22.5% office inventory of available space or land for
vacancy rate (1.6 million SF) (source: CBRE 1st construction.
 It is difficult to obtain information on available
Qtr 2014 Office Market Overview) and an 8.9%
sites and buildings from DEDO’s Site Inventory
industrial office rate (2.225 million SF) portion of website.
(source: Cushman & Wakefield Market  There is an inadequate supply of Class A office
Industrial Snapshot, Northern Delaware, 4th space in the City (defined by BOMA as “Most
Qtr 2013). prestigious buildings competing for premier
o Of the office space, in the CBD 40.6 % is office users with rents above average for the
classified as Class B space and 65.5% is area. Buildings have high quality standard
finishes, state of the art systems, exceptional
Class C space.
accessibility and a definite market presence.”
 Class B and C office real estate in Wilmington  Wilmington has substantial competition from
offers some competitive pricing advantages vacant office space in its surrounding
over competing areas to the north and in the suburban market with 2+ million SF available
rest of northern New Castle County (see Table (source: CBRE 1st Qtr 2014 Office Market
12). Overview).
 Downtown Visions is working on an inventory  From 2011 through the first Quarter of 2014,
Wilmington has had a net loss of 201,000 SF of
of available space in their service territory
occupied office space (see Table 13).
during the summer 2014.  Available industrial space in northern New
 FTZ 99 exists at the Port of Wilmington. It has Castle County including Wilmington is more
been used by several companies but is an expensive than available industrial space in the
underutilized resource. suburban Philadelphia or Southern New Jersey
marketplaces (see Table 12).
Opportunities  There is a limited space to support business
 Prepare and promote a master list of available start-ups and small business growth.
properties in the City.
 Promote the upgrading or redevelopment of Issues
properties along Routes 9 and 13 and in other  The lack of conveniently available information
major economic development locations in the on commercial and industrial real estate in the
City. City is an impediment to the City’s economic
 Increase use of the FTZ at the Port of development marketing and competitiveness.
Wilmington.

Table 12 – Comparative Office and Industrial Rental Rates

Wilmington and Other Selected Locations – 1st Qtr 2014
st
Sources: CBRE 1 Qtr 2014 Office Market Overview; Cushman & Wakefield Market Industrial Snapshot, Northern
th st
Delaware, 4 Qtr 2013; ; Cushman & Wakefield Market Office Snapshot, Southern New Jersey, 1 Qtr 2014
Location All Classes
Class A Class B Class C
Office Space Average
Wilmington CBD $26.41 $19.50 $16.16
No. New Castle County $22.34 $21.03 $17.09 $21.95
Philadelphia CBD $27.65 $26.06
Suburban Philadelphia $25.99 $24.30
So. New Jersey $20.92 $19.21
Industrial Space Manufacturing

No. Delaware $7.03
Suburban Philadelphia $5.46
So. New Jersey $2.70
Table 13 – Summary Wilmington and Surrounding Suburban Market Office Space Availability
2011 – 1st Qtr 2014
st
Source: CRBE 1 Qtr 2014 Office Market Overview
Vacancy Rate (%) Space Absorption (SF)
Year
Wilmington CBD Suburban Market Wilmington CBD Suburban Market
2011 19.7 20.4 -23,000 -8,000
2012 21.1 18.4 -99,000 + 161,000
2013 22.3 18.1 -118,000 + 190,000
2014-Q1 22.5 21.8 +39,000 -228,000
Total -201,000 +115,000
Quality of Life
 There is available housing for young people,  There is a misperceived crime and public
with some options; Trolley Square is one. safety issue in downtown Wilmington that
 There is good local health care through the taints the County as a whole. The City is listed
Christiana Health Care System and proximity on some national real estate and other data
to major facilities in Philadelphia. bases as being a high crime small city, as
 There are extensive recreational, arts, culture, defined as having a population below 75,000.
and historic opportunities. The City’s population is 71,400. However, with
 Collectively, the value of the City’s housing is a population above 75,000 the city would be
lower than the County’s. The median home considered a middle sized city and its
(e.g. house or condo) value is 71% of the comparative ranking on crime rate would be
County’s median ($169,733 vs. $239,914). lower, and more in line with the other
midsized cities.

 The City, however, does have a high crime

Opportunities
rate, as measured by property and violent
 Not applicable
crimes versus the County, State and nation.
(See Table 14.)
 The County is missing the level of urban
environment sought by many younger
workers.
 The amount of affordable housing may not be
enough to accommodate an influx of younger
residents.
 A significant contributor to the crime problem
is a growing heroin use and addiction, as it is
on the East Coast.
 Wilmington’s cost of living is higher than
Philadelphia or Baltimore (DEDO COLI
calculator).
 The City’s high number of vacant homes is a
contributory factor to the City’s high crime
rate, and adversely affects the appearance of
the City when they are not maintained.
Issues
 There is a significantly different quality of life
according to socio-economic groups,
particularly in Wilmington.
 The drop in the County’s crime rate will make
the County more attractive to businesses and
residents over the City. The drop in the
County’s rate puts attention on the City, with a
rising crime rate.
 The City’s high crime rate and perception of
poor public schools (also a County issue), are
two of the most critical issues facing the City.
Both must be addressed.
Table 13 – Comparative Crime Rates 2012

Source: FBI
New
Wilmington Castle
Category City County Delaware U.S.
Property Crimes per 100,000 People 2012 5,304.6 1,154.8 3,340.9 2,859.2
Violent Crimes per 100,000 People 2012 1,703.5 197.1 547.4 386.9

Image and Visibility
 The Greater Wilmington CVB is completing a  The City has a reputation as not business-
branding initiative. friendly.
 A unified brand is missing that cuts across all
Opportunities
facets of economic development.
 Expand DE’s “shoreline image” to include
 Corporate real estate programs have redlined
inland opportunities.
DE.
 The City, County and State’s reputation as the
chemical capital of the world is now a liability.
 There are different goals and a need for
greater cooperation and communication
among the different community sectors and
groups active in economic development within
the County.
Issues
 The role of the County within the Philadelphia
metro area needs to be understood and
leveraged to the County’s advantage.
Planning & Development
 The City has been active in providing funding  Wilmington codes are seen as very rigid –
or other support that helps development; particularly the Fire Code (which reflects state
without this support, many projects are requirements, some of which are seen as
financially infeasible. unreasonable).
 The timeframe to obtain many types of  The City’s development regulations are not
decisions (e.g., variances, subdivision seen as being “simple, swift and certain”;
approvals) is considered reasonable. rather, they are seen as “muddy”, out-of-date
in some areas, and having a Design Review
Opportunities
process that is perceived as very subjective
 Create a solutions-oriented, customer service
mindset within City Hall that focuses on with differences between projects and
facilitating rather than regulating the developers.
development process.  Developers believe there should be more
 Focus future development in existing density interaction between the development
corridors and identified opportunity areas in community and the City’s Department of
addition to the downtown. Licenses and Inspections.
 Conduct team-building program to make rules
 Repurposing of existing buildings is very
enforcers part of the economic development
team. difficult in Wilmington, particularly taller ones,
because of fire code issues.

Issues
 Continual attention should be paid to
streamlining land use and other development
regulations.
Leadership & Politics
 There is general agreement that the Mayor’s
 The City’s various regulatory agencies and
Business Roundtable provides a good
foundation for a public-private partnership staffs do not function as an effective
that can collaboratively work to improve the economic development team.
City and its economic development Issues
competitiveness.  Leadership is required to meld the various City
Opportunities departments and agencies that come in
 Obtain official acceptance and/or contact with the economic development
endorsement of this Economic Development process into an effective team.
Action Plan by the City Council, Business
Roundtable, New Castle County Chamber of
Commerce and other allies.

ECONOMIC DEVELOPMENT STRATEGY POTENTIAL INITIATIVES

Table 14 provides an initial list of possible initiatives for the City’s Economic Development Plan. The list
is presented in alphabetical order and does not imply any prioritization. This list will be refined though a
process of combination, prioritization, elimination, or other necessary actions by the City and consulting
team to arrive at the final list for inclusion as the recommended “action agenda” items in the Strategy.
These will be selected based on the assessment of their anticipated results, cost-effectiveness, resource
requirements, support, and other necessary factors.
In any planning process, there are always more good ideas than available resources. Those initiatives are
not included in the initial Action Agenda can serve as a “stockpile” of ideas for future consideration and
possible implementation.
TABLE 14- Initiative Ideas for Wilmington
Initiatives
# Short Name Brief Description
1 Business Communications Establish a regular communications program by OED with
Program businesses in the City.
2 Career Fair Create a more robust Career Fair concentrated on 9th grade
students.
3 Career Pathways Work with major employers in the City to identify available
career pathways and the necessary educational or other
steps along those pathways. In particular, identify “fast
track” pathways for Veterans
4 Closing Fund Create a “closing fund” to support new business creation,
retention, expansion, and recruitment by providing funding
for necessary business development actions including
infrastructure funding for desired projects.
5 Cost Comparison Study Prepare a Cost of Doing Business Comparison between a
Wilmington location and other areas that are typical
competitors. Where Wilmington has a cost advantage,
promote this in the City’s marketing. Where there are cost
disadvantages, identify ways to reduce them.
6 Crime Reduction Continue aggressive efforts both to reduce crime in the
City and improve the City’s image as a safe place to live
and work.
7 Directory of Small Business In association with New Castle County and other allies
Services prepare, broadly disseminate, promote, and maintain a
Directory of Small Business Services. Publish in English and
Spanish.
8 Economic Development Team Create and use a team-building program such as the
Building MetroHartford Alliance’s “Economic Development for Public
Officials” to meld all City staff that comes into contact with
the economic development process into a more effective
team.
9 Economic Development Website Create a City Economic Development website separate from
the more general government City website that provides

Initiatives
the information business prospects and site location
consultants typically expect to find this way (whether for
recruitment, retention/ expansion, or start-up purposes)
10 General Media Image and Seek to counter the negative news being publicized in the
Information Enhancement News Journal about crime. Monitor the news and blogs on
this subject and develop the influence to have coverage
that is more in perspective.
Encourage the development of an alternative newspaper

that addresses the attitudes and needs of a younger, hipper
population, such as Burlington VT’s Seven Days, that serves
the entire county and beyond.
11 Jobs Bank Work with the Delaware Workforce Investment Board
and/or other appropriate allies to create, promote,
and maintain a Jobs Bank showing jobs available in the
City and requirements to obtain those jobs.
12 Marketing Wilmington’s Multi- Because of its Interstate Highways, rail, port, and proximity
Modal Capability to both the New Castle County and Philadelphia
International Airports, position the City as a multi-modal
“distribution” hub for both products and services.
13 Master Marketing Program Continue efforts to meld the multiple market efforts
focused on various aspects of Wilmington and its economy
into a Master Marketing Plan and implementation efforts so
that marketing resources are more cost effective and
generate better results.
14 One-Stop Shopping Build on the City’s current front end, informal review
process to develop a One-Stop Shopping approach to
providing guidance to developers on proposed projects.
15 Permit and Approval Process Task Develop and maintain a City Permit and Approval
Force Process Task Force to identify ways to make the
Wilmington’s development process more simple,
swift and certain. This task force should be a
partnership of City staff, boards and commissions
and private sector developers, contractors, architects
and engineers. City staff and boards and
commissions would be permanent members, while
private sector representatives would regularly
change to provide fresh opinions.
16 Real Estate Inventory Prepare and maintain an inventory of available commercial
and industrial buildings and sites in the City. Make this
inventory available on the City’s Economic Development
Website.
17 TOD Develop a plan for increasing transit oriented development
in Wilmington.

Initiatives
18 Unified Economic Development Consider creating a unified County-Municipal Economic
Program Development Office.
19 Utilities and Telecommunications Prepare and maintain a summary of public water and
Summary sewer, electric power, natural gas and telecommunications
capabilities in the City. Make this information available on
the City’s Economic Development Website.
20 Vacant Building Task Teams Create task teams comprised of all appropriate City
staff and private sector development volunteers to
evaluate vacant buildings, market opportunities
suitable for the buildings and location, and steps that
should be taken to stimulate building reoccupancy.
21 Public Schools Marketing Develop an ongoing initiative by the school districts serving
the City to develop a marketing program by which the
benefits and assets of the districts are highlighted and
publicized.
22 Public School Redistricting Address the potential for redistricting the schools serving
the City and County and revisit the possibility of
consolidation if there will be an improvement in quality
and/or a reduction in cost.
23 Young Entrepreneurs and Prepare a competitive analysis comparing Wilmington with
Professionals other areas of comparable size in terms of characteristics,
programs and services leading to the successful retention
and recruitment of young residents. Create a think tank (or
advisory/resource group) of young people – both young
professionals and others who aren’t professionals yet. This
group would be best if independent of any established
entity, such as the County or Chamber.

EXHIBIT: STATISTICAL BACKGROUND DATA APRIL 2008
WILMINGTON, DELAWARE
TABLE OF CONTENTS
1 Demographic characteristics
2 Labor force characteristics
3 Employment by industry sector (2000-2013)
4 Employment by major NAICS codes (2012)
5 Employment by occupation category (2000)
6 Employment by occupation category (2013)
7 Average earnings by major NAICS codes (2013)
8 Median annual earnings by selected benchmark occupation category
9 Post-secondary institutions
10 Area schools—degrees and certificates conferred in 2011-12
11 Air travel information
12 Highway travel information
13 Quality-of-life measures
14 Current State of Delaware workers' compensation and labor legislation
15 State of Delaware tax policies
16 Wilmington Real Estate Tax Rates
17 State of Delaware incentive policies
18 Wilmington City Incentive policies
19 Union elections (2006-2013)
20 Major employers
21 New locations in Wilmington (2009-2013)
22 Employer expansions in Wilmington (2009-2013)
23 Electric rates
24 Water and sewer utilities
25 Where workers live who are employed in the Wilmington 2011
EXHIBIT WADLEY-DONOVAN GROWTHTECH

EXHIBIT: STATISTICAL BACKGROUND DATA APRIL 2008
WILMINGTON, DELAWARE
26 Where Wilmington City residents work 2011

EXHIBIT 1: DEMOGRAPHIC CHARACTERISTICS
Source: U.S. Census Bureau, Nielson-Claritas Inc.
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
Metropolitan
Wilmington New Castle Statistical
city, DE County Area Delaware U.S.
Population (Source: U.S. Bureau of the Census, Nielson-Claritas, Inc.)
2000 Census 72,468 500,265 5,687,140 783,598 281,421,942
2013 71,377 545,911 6,022,170 917,761 314,861,807
2018 72,638 560,475 6,109,258 951,813 325,322,277
Change 2000 - 2013 -1.5% 9.1% 5.9% 17.1% 11.9%
Percent Minority (Source: U.S. Bureau of the Census, Nielson-Claritas, Inc.)

2000 Census 67.9% 29.3% 29.4% 27.5% 30.9%
2013 72.9% 40.5% 36.5% 36.3% 37.7%
2018 73.8% 43.9% 38.7% 38.8% 39.8%
Distribution by Age Group (2000)

(Source: Nielson-Claritas, Inc.)
0-17 18,726 124,746 1,443,295 194,598 72,293,178
18-34 18,975 125,431 1,283,828 184,164 67,034,990
35-54 20,160 150,488 1,708,126 231,576 82,826,319
55-64 5,501 41,687 493,074 71,513 24,275,603
65-74 4,399 30,916 390,425 56,440 18,390,870
75 and over 4,707 26,997 368,392 45,307 16,600,982
Percent Distribution by Age Group

2000 Census (Source: Nielson-Claritas, Inc.)
0-17 25.8% 24.9% 25.4% 24.8% 25.7%
18-34 26.2% 25.1% 22.6% 23.5% 23.8%
35-54 27.8% 30.1% 30.0% 29.6% 29.4%
55-64 7.6% 8.3% 8.7% 9.1% 8.6%
65-74 6.1% 6.2% 6.9% 7.2% 6.5%
75 and over 6.5% 5.4% 6.5% 5.8% 5.9%
B-1
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
Metropolitan
0-17 17,183 124,399 1,378,708 207,628 74,731,227
18-34 18,509 130,267 1,382,141 206,135 72,541,740
35-54 19,018 151,569 1,646,827 244,306 84,782,170
55-64 7,956 67,605 764,275 118,414 38,944,750
65-74 4,722 40,667 459,934 81,986 24,703,850
75 and over 3,989 31,404 390,285 59,292 19,158,070
Percent Distribution by Age Group (2013)

0-17 24.1% 22.8% 22.9% 22.6% 23.7%
18-34 25.9% 23.9% 23.0% 22.5% 23.0%
35-54 26.6% 27.8% 27.3% 26.6% 26.9%
55-64 11.1% 12.4% 12.7% 12.9% 12.4%
65-74 6.6% 7.4% 7.6% 8.9% 7.8%
75 and over 5.6% 5.8% 6.5% 6.5% 6.1%

0-17 17,349 124,907 1,369,151 213,040 76,231,067
18-34 17,724 130,355 1,382,824 210,055 73,198,364
35-54 18,913 145,789 1,554,812 235,360 82,648,703
55-64 8,751 75,256 833,762 128,975 42,246,457
65-74 5,732 50,110 561,281 98,642 30,124,562
75 and over 4,169 34,058 407,428 65,741 20,873,124
B-2
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
Metropolitan
Percent Distribution by Age Group (2018)
0-17 23.9% 22.3% 22.4% 22.4% 23.4%
18-34 24.4% 23.3% 22.6% 22.1% 22.5%
35-54 26.0% 26.0% 25.5% 24.7% 25.4%
55-64 12.0% 13.4% 13.6% 13.6% 13.0%
65-74 7.9% 8.9% 9.2% 10.4% 9.3%
75 and over 5.7% 6.1% 6.7% 6.9% 6.4%
Projected Change in
Age Distribution (2013-2018)
0-17 166 508 -9,557 5,412 1,499,840
18-34 -785 88 683 3,920 656,624
35-54 -105 -5,780 -92,015 -8,946 -2,133,467
55-64 795 7,651 69,487 10,561 3,301,707
65-74 1,010 9,443 101,347 16,656 5,420,712
75 and over 180 2,654 17,143 6,449 1,715,054
Projected Percent Change in

Age Distribution (2013-2018)
0-17 1.0% 0.4% -0.7% 2.6% 2.0%
18-34 -4.2% 0.1% 0.0% 1.9% 0.9%
35-54 -0.6% -3.8% -5.6% -3.7% -2.5%
55-64 10.0% 11.3% 9.1% 8.9% 8.5%
65-74 21.4% 23.2% 22.0% 20.3% 21.9%
75 and over 4.5% 8.5% 4.4% 10.9% 9.0%
B-3
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
Metropolitan
Median Age (Source: Nielson-Claritas, Inc.)
2000 Census 33.8 35.0 36.2 36.0 35.3
2013 35.0 37.6 38.3 39.0 37.5
2018 36.3 38.6 39.1 39.7 38.3
Median Household Income

2000 Census $35,139 $53,444 $48,454 $47,670 $42,728
2013 $36,054 $62,601 $59,771 $57,457 $49,297
2018 $37,937 $65,286 $62,840 $59,674 $49,815
Change '13 - '18 5.2% 4.3% 5.1% 3.9% 1.1%
Household Income Distribution (2013)

Households 28,690 200,753 2,225,745 344,093 117,490,413
Less than $35,000 14,271 57,617 709,346 105,513 43,296,444
Between $35,000 and $75,000 8,015 63,873 673,948 117,770 38,702,064
Greater than $75,000 6,404 79,263 842,451 120,810 35,491,905
Persons Living Below Poverty Level 2008-2012

(Source: US Census)
Percentage 23.5% 10.7% N/A 11.5% 14.9%
B-4
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
Metropolitan
Percent Household Income Distribution (2013)
Households 28,690 200,753 2,225,745 344,093 117,490,413
Less than $35,000 49.7% 28.7% 31.9% 30.7% 36.9%
Between $35,000 and $75,000 27.9% 31.8% 30.3% 34.2% 32.9%
Greater than $75,000 22.3% 39.5% 37.9% 35.1% 30.2%
Educational Attainment Levels

2013 (Source: Nielson-Claritas, Inc.)
No High School Diploma 9,519 40,930 475,004 77,571 30,445,631
High School Diploma Only 14,532 105,489 1,258,035 198,938 59,348,221
1 to 3 Years College 9,030 71,720 719,974 124,827 44,482,080
Associate Degree 2,542 25,095 256,086 44,831 15,835,627
Bachelors Degree 7,047 71,643 801,733 103,380 36,958,539
Graduate Degree 4,955 49,005 522,930 69,472 21,713,170
12 to 15 years of education 26,104 202,304 2,234,095 368,596 119,665,928
16 or more years of education 12,002 120,648 1,324,663 172,852 58,671,709
Percent Educational Attainment Levels

No High School Diploma 20.0% 11.2% 11.8% 12.5% 14.6%
High School Diploma Only 30.5% 29.0% 31.2% 32.1% 28.4%
1 to 3 Years College 19.0% 19.7% 17.8% 20.2% 21.3%
Associate Degree 5.3% 6.9% 6.3% 7.2% 7.6%
Bachelors Degree 14.8% 19.7% 19.9% 16.7% 17.7%
Graduate Degree 10.4% 13.5% 13.0% 11.2% 10.4%
12 to 15 years of education 54.8% 55.6% 55.4% 59.5% 57.3%
16 or more years of education 25.2% 33.2% 32.8% 27.9% 28.1%
B-5
EXHIBIT 2: LABOR FORCE CHARACTERISTICS
Source: U.S. Bureau of Labor Statistics, Nielson-Claritas Inc.
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
Metropolitan
Civilian Labor Force (Average Annual)
(Source: U.S. Bureau of Labor Statistics)
2000 33,567 272,540 2,840,155 416,503 142,583
2012 31,437 275,794 3,007,051 444,042 154,975
February, 2014 31,156 275,518 2,979,314 439,488 155,046
% Change 2000 - 2012 -6.3% 1.2% 5.9% 6.6% 8.7%
Employment (Average Annual)

2000 32,096 263,830 2,731,354 402,777 136,891
2012 28,259 256,425 2,750,358 412,444 142,469
February, 2014 28,300 256,829 2,772,858 413,565 144,775
Unemployment (Average Annual)

2000 1,471 8,710 108,801 13,726 5,692
2012 3,178 19,369 256,693 31,598 12,506
February, 2014 2,676 16,689 206,456 25,923 10,271
Unemployment Rate (Average Annual)

2000 4.4% 3.2% 3.8% 3.3% 4.0%
2012 10.1% 7.0% 8.5% 7.1% 8.1%
February, 2014 8.6% 6.1% 6.9% 5.9% 6.6%
Labor Participation (Source: Nielson-Claritas, Inc.)

Total (2013) 62.2% 67.2% 65.8% 64.1% 64.6%
B-1
EXHIBIT 3: EMPLOYMENT BY INDUSTRY SECTOR-RESIDENT BASED (2000-2013)
Source: Nielson-Claritas, Inc.
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
New Metropolitan
Wilmington Castle Statistical
Industry city, DE County Area Delaware U.S.
2000 Census (Source: Nielson-Claritas, Inc.)
Total 30,331 249,314 2,645,508 376,808 129,711,275
Accomodation/Food Services 1,895 13,031 131,701 21,441 7,903,138
Administration/Support/Waste Management Services 1,630 8,555 91,516 12,489 4,393,871
Agriculture/Forestry/Fishing/Hunting/Mining 68 1,230 12,816 4,031 2,425,845
Arts/Entertainment/Recreation 677 5,049 39,714 7,554 2,306,228
Construction 1,280 15,116 149,737 27,863 8,800,915
Educational Services (Private and Public Sectors) 2,028 21,341 245,461 31,538 11,370,559
Finance/Insurance/Real Estate 4,535 36,003 239,860 43,800 8,934,300
Health Care/Social Assistance 4,377 27,829 346,146 41,518 14,470,928
Information 697 5,105 80,000 7,149 3,996,091
Manufacturing 2,916 32,853 322,215 49,715 18,284,765
Management of Companies/Enterprises 37 269 1,770 279 70,445
Other services (excl. Public Admin.) 1,484 10,458 121,316 15,752 6,320,248
Professional/Scientific/Technical Services 2,101 18,385 203,930 22,110 7,595,937
Public Administration (Excludes Education, Transp.) 1,949 9,717 123,530 19,606 6,211,640
Retail Trade 2,845 25,778 303,833 43,576 15,220,659
Transportation/Warehousing/Utilities (Private and Public Sectors) 1,156 11,958 133,519 18,000 6,739,490
Wholesale Trade 656 6,637 98,444 10,387 4,666,216
B-2
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
New Metropolitan
2000 Percentages
Total 100% 100% 100% 100% 100%
Accomodation/Food Services 6.2% 5.2% 5.0% 5.7% 6.1%
Administration/Support/Waste Management Services 5.4% 3.4% 3.5% 3.3% 3.4%
Agriculture/Forestry/Fishing/Hunting/Mining 0.2% 0.5% 0.5% 1.1% 1.9%
Arts/Entertainment/Recreation 2.2% 2.0% 1.5% 2.0% 1.8%
Construction 4.2% 6.1% 5.7% 7.4% 6.8%
Educational Services (Private and Public Sectors) 6.7% 8.6% 9.3% 8.4% 8.8%
Finance/Insurance/Real Estate 15.0% 14.4% 9.1% 11.6% 6.9%
Health Care/Social Assistance 14.4% 11.2% 13.1% 11.0% 11.2%
Information 2.3% 2.0% 3.0% 1.9% 3.1%
Manufacturing 9.6% 13.2% 12.2% 13.2% 14.1%
Management of Companies/Enterprises 0.1% 0.1% 0.1% 0.1% 0.1%
Other services (excl. Public Admin.) 4.9% 4.2% 4.6% 4.2% 4.9%
Professional/Scientific/Technical Services 6.9% 7.4% 7.7% 5.9% 5.9%
Public Administration (Excludes Education, Transp.) 6.4% 3.9% 4.7% 5.2% 4.8%
Retail Trade 9.4% 10.3% 11.5% 11.6% 11.7%
Transportation/Warehousing/Utilities (Private and Public Sectors) 3.8% 4.8% 5.0% 4.8% 5.2%
Wholesale Trade 2.2% 2.7% 3.7% 2.8% 3.6%
B-3
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
New Metropolitan
Total 31,114 274,273 2,914,036 439,566 148,565,698
Accomodation/Food Services 1,881 16,274 169,259 27,493 10,489,735
Administration/Support/Waste Management Services 2,053 10,923 117,542 16,653 6,148,107
Agriculture/Forestry/Fishing/Hunting/Mining 99 1,046 15,596 4,881 2,795,890
Arts/Entertainment/Recreation 608 6,124 56,881 10,925 3,137,503
Construction 1,220 15,805 158,768 30,818 9,686,139
Educational Services (Private and Public Sectors) 2,056 25,837 304,333 39,997 14,041,133
Finance/Insurance/Real Estate 4,195 38,282 247,743 47,853 10,020,660
Health Care/Social Assistance 5,326 40,325 458,416 63,422 19,961,987
Information 606 4,978 60,431 7,504 3,306,894
Manufacturing 2,039 25,308 281,577 39,802 15,636,012
Management of Companies/Enterprises 75 328 2,719 449 106,547
Other services (excl. Public Admin.) 1,687 10,771 130,991 18,587 7,361,578
Professional/Scientific/Technical Services 1,750 17,623 232,001 23,125 9,457,275
Public Administration (Excludes Education, Transp.) 2,157 12,686 132,594 25,240 7,484,776
Retail Trade 3,718 28,915 321,388 53,541 17,262,432
Transportation/Warehousing/Utilities (Private and Public Sectors) 1,233 12,738 140,259 19,957 7,397,673
Wholesale Trade 411 6,310 83,538 9,319 4,271,357
B-4
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
New Metropolitan
2013 Percentages
Total 100% 100% 100% 100% 100%
Accomodation/Food Services 6.0% 5.9% 5.8% 6.3% 7.1%
Agriculture/Forestry/Fishing/Hunting/Mining 0.3% 0.4% 0.5% 1.1% 1.9%
Arts/Entertainment/Recreation 2.0% 2.2% 2.0% 2.5% 2.1%
Construction 3.9% 5.8% 5.4% 7.0% 6.5%
Finance/Insurance/Real Estate 13.5% 14.0% 8.5% 10.9% 6.7%
Information 1.9% 1.8% 2.1% 1.7% 2.2%
Manufacturing 6.6% 9.2% 9.7% 9.1% 10.5%
Professional/Scientific/Technical Services 5.6% 6.4% 8.0% 5.3% 6.4%
Retail Trade 11.9% 10.5% 11.0% 12.2% 11.6%
Wholesale Trade 1.3% 2.3% 2.9% 2.1% 2.9%
B-5
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
New Metropolitan
Net Change (2000-2013)
Total 783 24,959 268,528 62,758 18,854,423
Accomodation/Food Services -14 3,243 37,558 6,052 2,586,597
Administration/Support/Waste Management Services 423 2,368 26,026 4,164 1,754,236
Agriculture/Forestry/Fishing/Hunting/Mining 31 -184 2,780 850 370,045
Arts/Entertainment/Recreation -69 1,075 17,167 3,371 831,275
Construction -60 689 9,031 2,955 885,224
Educational Services (Private and Public Sectors) 28 4,496 58,872 8,459 2,670,574
Finance/Insurance/Real Estate -340 2,279 7,883 4,053 1,086,360
Health Care/Social Assistance 949 12,496 112,270 21,904 5,491,059
Information -91 -127 -19,569 355 -689,197
Manufacturing -877 -7,545 -40,638 -9,913 -2,648,753
Management of Companies/Enterprises 38 59 949 170 36,102
Other services (excl. Public Admin.) 203 313 9,675 2,835 1,041,330
Professional/Scientific/Technical Services -351 -762 28,071 1,015 1,861,338
Public Administration (Excludes Education, Transp.) 208 2,969 9,064 5,634 1,273,136
Retail Trade 873 3,137 17,555 9,965 2,041,773
Transportation/Warehousing/Utilities (Private and Public Sectors) 77 780 6,740 1,957 658,183
Wholesale Trade -245 -327 -14,906 -1,068 -394,859
B-6
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
New Metropolitan
Percent Change (2000-2013)
Total 2.6% 10.0% 10.2% 16.7% 14.5%
Accomodation/Food Services -0.7% 24.9% 28.5% 28.2% 32.7%
Agriculture/Forestry/Fishing/Hunting/Mining 45.6% -15.0% 21.7% 21.1% 15.3%
Arts/Entertainment/Recreation -10.2% 21.3% 43.2% 44.6% 36.0%
Construction -4.7% 4.6% 6.0% 10.6% 10.1%
Finance/Insurance/Real Estate -7.5% 6.3% 3.3% 9.3% 12.2%
Information -13.1% -2.5% -24.5% 5.0% -17.2%
Manufacturing -30.1% -23.0% -12.6% -19.9% -14.5%
Professional/Scientific/Technical Services -16.7% -4.1% 13.8% 4.6% 24.5%
Retail Trade 30.7% 12.2% 5.8% 22.9% 13.4%
Wholesale Trade -37.3% -4.9% -15.1% -10.3% -8.5%
B-7
EXHIBIT 4: EMPLOYMENT BY MAJOR NAICS CODES-ESTABLISHMENT BASED (2012)
Source: QCEW Bureau of Labor Statitisics, and Delaware Dept. of Labor
Wilmington New Castle

NAICS City * County Delaware U.S.
---- Total 52,093 266,766 405,672 131,696,378
11---- Forestry, fishing, hunting, and agriculture support N/D N/D 1,402 1,189,986
21---- Mining N/D N/D 2 798,132
22---- Utilities N/D 1,447 2,015 N/D
23---- Construction 1,259 12,340 18,537 5,586,553
31---- Manufacturing 785 11,780 25,744 11,904,945
42---- Wholesale trade 431 8,349 12,484 5,656,717
44---- Retail trade 1,981 29,619 50,681 14,864,946
48---- Transportation & warehousing (private sector) 791 5,786 9,217 4,158,046
51---- Information 389 4,341 5,451 2,677,224
52---- Finance & insurance 10,686 32,896 37,154 5,563,653
53---- Real estate & rental & leasing 679 3,302 5,422 1,943,297
54---- Professional, scientific & technical services 7,322 22,799 27,223 7,897,429
55---- Management of companies & enterprises 1,819 6,978 7,532 2,003,075
56---- Admin, support, waste mgt, remediation services 4,470 15,824 21,805 7,987,134
61---- Educational services (private sector) 773 3,899 4,586 2,608,143
62---- Health care and social assistance 7,534 40,032 59,024 16,796,873
71---- Arts, entertainment & recreation 466 4,654 8,492 1,975,855
72---- Accommodation & food services 2,524 20,296 35,113 11,763,460
81---- Other services (except public administration) 1,558 8,788 13,471 4,548,785
92---- Government (Includes education, transportation) 8,626 33,425 60,317 21,050,509
* Source: Delaware Department of Labor
N/D: Data not disclosed by BLS for reasons of confidentiality
B-8
B-9
Wilmington New Castle

NAICS City * County Delaware U.S.
---- Total 100% 100% 100% 100%
11---- Forestry, fishing, hunting, and agriculture support - - 0.3% 0.9%
21---- Mining - - 0.0% 0.6%
22---- Utilities - 0.5% 0.5% -
23---- Construction 2.4% 4.6% 4.6% 4.2%
31---- Manufacturing 1.5% 4.4% 6.3% 9.0%
42---- Wholesale trade 0.8% 3.1% 3.1% 4.3%
44---- Retail trade 3.8% 11.1% 12.5% 11.3%
48---- Transportation & warehousing (private sector) 1.5% 2.2% 2.3% 3.2%
51---- Information 0.7% 1.6% 1.3% 2.0%
52---- Finance & insurance 20.5% 12.3% 9.2% 4.2%
53---- Real estate & rental & leasing 1.3% 1.2% 1.3% 1.5%
54---- Professional, scientific & technical services 14.0% 8.5% 6.7% 6.0%
55---- Management of companies & enterprises 3.5% 2.6% 1.9% 1.5%
56---- Admin, support, waste mgt, remediation services 8.6% 5.9% 5.4% 6.1%
61---- Educational services (private sector) 1.5% 1.5% 1.1% 2.0%
62---- Health care and social assistance 14.5% 15.0% 14.5% 12.8%
71---- Arts, entertainment & recreation 0.9% 1.7% 2.1% 1.5%
72---- Accommodation & food services 4.9% 7.6% 8.7% 8.9%
81---- Other services (except public administration) 3.0% 3.3% 3.3% 3.5%
92---- Government (Includes education, transportation) 16.6% 12.5% 14.9% 16.0%
* Source: Delaware Department of Labor
B-10
B-11
EXHIBIT 5: EMPLOYMENT OF RESIDENTS BY OCCUPATION CATEGORY (2000)
Source: U.S. Census Bureau
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
Wilmington New Castle Metropolitan
city, DE County Statistical Area Delaware U.S.
Actual Employment
Total - 249,308 - 376,799 129,712,881
Architect/Engineer N/R 5,518 N/R 7,214 2,659,298
Arts/Entertainment/Sports 562 4,140 50,584 5,461 2,483,906
Building Grounds Maintenance 1,612 6,723 74,597 11,328 4,254,049
Business/Financial Operations N/R 14,624 N/R 18,823 5,559,774
Community/Social Services 775 4,274 46,150 6,727 1,953,153
Computer/Mathematical 560 8,337 80,728 9,629 3,167,994
Construction/Extraction N/R 12,028 N/R 21,624 7,149,269
Education/Training/Library 1,379 13,964 155,588 20,771 7,336,846
Farm/Fish/Forestry 29 659 6,308 1,924 951,700
Food Preparation/Serving 1,907 11,472 116,806 18,600 6,251,185
Health Practitioner/Technician 981 12,104 147,200 17,754 5,979,533
Healthcare Support 902 3,637 53,193 6,176 2,592,740
Maintenance and Repair 683 8,278 91,800 14,337 5,106,502
Legal 696 3,264 39,205 4,044 1,412,561
Life/Physical/Social Science 493 6,104 38,480 6,949 1,203,366
Management, Except Farmer 2,672 25,052 249,812 35,480 11,887,314
Office/Administration Support 5,688 46,370 465,077 64,292 20,027,302
Production 1,738 13,888 162,221 24,844 11,007,960
Protective Services N/R 4,884 N/R 8,011 2,549,906
Sales/Related 2,575 24,525 297,529 39,752 14,591,201
Personal Care/Services 1,129 6,710 65,507 10,796 3,628,040
Transportation/Moving 1,928 12,753 141,535 22,263 7,959,282
N/R: Data not reported
B-12
Source: U.S. Census Bureau
Philadelphia-
Camden-
Wilmington,
PA-NJ-DE-MD
Actual Employment
Total - 100% - 100% 100%
Architect/Engineer - 2% - 2% 2%
Arts/Entertainment/Sports - 2% - 1% 2%
Building Grounds Maintenance - 3% - 3% 3%
Business/Financial Operations - 6% - 5% 4%
Community/Social Services - 2% - 2% 2%
Computer/Mathematical - 3% - 3% 2%
Construction/Extraction - 5% - 6% 6%
Education/Training/Library - 6% - 6% 6%
Farm/Fish/Forestry - 0% - 1% 1%
Food Preparation/Serving - 5% - 5% 5%
Health Practitioner/Technician - 5% - 5% 5%
Healthcare Support - 1% - 2% 2%
Maintenance and Repair - 3% - 4% 4%
Legal - 1% - 1% 1%
Life/Physical/Social Science - 2% - 2% 1%
Management, Except Farmer - 10% - 9% 9%
Office/Administration Support - 19% - 17% 15%
Production - 6% - 7% 8%
Protective Services - 2% - 2% 2%
Sales/Related - 10% - 11% 11%
Personal Care/Services - 3% - 3% 3%
Transportation/Moving - 5% - 6% 6%
B-13
Philadelphia-
Camden-
Wilmington, PA-
NJ-DE-MD
Actual Employment
Total 31,114 274,273 2,914,036 439,566 148,565,698
Architecture/Engineering 3,037 4,707 300,175 6,608 2,726,960
Arts/Design/Entert/Sports/Media 1,688 3,488 165,216 5,140 2,780,432
Building/Grounds Cleaning/Maint 595 8,928 86,943 16,527 5,922,363
Business and Financial Operations 300 17,458 50,001 23,382 6,933,326
Community/Social Services 373 5,634 37,489 8,336 2,477,755
Computer and Mathematical 944 9,160 58,976 10,801 3,658,188
Construction/Extraction 1,063 12,277 49,135 23,099 7,824,629
Education/Training/Library 1,712 18,608 198,780 28,605 9,094,900
Farming/Fishing/Forestry 370 653 52,646 1,721 1,097,597
Food Preparation/Serving Related 1,541 14,567 196,322 24,883 8,354,110
Healthcare Practitioner/Technician 876 15,723 70,370 24,684 8,048,757
Healthcare Support 1,095 5,772 70,142 9,658 3,650,402
Installation/Maintenance/Repair 1,785 8,570 147,961 15,907 4,926,012
Legal 1,753 5,482 95,962 6,456 1,732,975
Life/Physical/Social Science 1,407 5,325 94,044 6,689 1,282,204
Management incl Farmers/Farm Mgrs 3,105 28,926 316,420 44,417 14,378,676
Office/Administrative Support 4,511 41,546 430,191 64,263 20,739,850
Personal Care/Service 102 11,159 8,244 20,737 8,884,956
Production 1,055 6,702 118,584 11,040 3,317,474
Protective Service 568 27,387 82,801 46,741 16,509,374
Sales/Related 1,108 8,543 130,057 15,144 5,241,495
Transportation/Material Moving 2,126 13,658 153,577 24,728 8,983,263
B-14
Philadelphia-
Camden-
Wilmington, PA-
NJ-DE-MD
Percentage of Labor Force
Architecture/Engineering 9.8% 1.7% 10.3% 1.5% 1.8%
Arts/Design/Entert/Sports/Media 5.4% 1.3% 5.7% 1.2% 1.9%
Building/Grounds Cleaning/Maint 1.9% 3.3% 3.0% 3.8% 4.0%
Business and Financial Operations 1.0% 6.4% 1.7% 5.3% 4.7%
Community/Social Services 1.2% 2.1% 1.3% 1.9% 1.7%
Computer and Mathematical 3.0% 3.3% 2.0% 2.5% 2.5%
Construction/Extraction 3.4% 4.5% 1.7% 5.3% 5.3%
Education/Training/Library 5.5% 6.8% 6.8% 6.5% 6.1%
Farming/Fishing/Forestry 1.2% 0.2% 1.8% 0.4% 0.7%
Food Preparation/Serving Related 5.0% 5.3% 6.7% 5.7% 5.6%
Healthcare Practitioner/Technician 2.8% 5.7% 2.4% 5.6% 5.4%
Healthcare Support 3.5% 2.1% 2.4% 2.2% 2.5%
Installation/Maintenance/Repair 5.7% 3.1% 5.1% 3.6% 3.3%
Legal 5.6% 2.0% 3.3% 1.5% 1.2%
Life/Physical/Social Science 4.5% 1.9% 3.2% 1.5% 0.9%
Management incl Farmers/Farm Mgrs 10.0% 10.5% 10.9% 10.1% 9.7%
Office/Administrative Support 14.5% 15.1% 14.8% 14.6% 14.0%
Personal Care/Service 0.3% 4.1% 0.3% 4.7% 6.0%
Production 3.4% 2.4% 4.1% 2.5% 2.2%
Protective Service 1.8% 10.0% 2.8% 10.6% 11.1%
Sales/Related 3.6% 3.1% 4.5% 3.4% 3.5%
Transportation/Material Moving 6.8% 5.0% 5.3% 5.6% 6.0%
B-15
EXHIBIT 7: AVERAGE EARNINGS BY MAJOR NAICS CODES (2012)
Sources: Quarterly Census of Employment Wages Program, Bureau of Labor Statitisics and Delaware Dept. of Labor
New Castle
NAICS Co, DE Delaware U.S.
------ Total $58,757 $51,728 $49,289
11---- Forestry, fishing, hunting, and agriculture support N/D $33,196 $28,619
21---- Mining N/D $66,062 $52,298
22---- Utilities $97,399 $95,701 N/D
23---- Construction $55,060 $51,031 $52,298
31---- Manufacturing $76,135 $57,191 $60,496
42---- Wholesale trade $91,126 $81,326 $68,226
44---- Retail trade $26,960 $26,157 $27,731
48---- Transportation & warehousing $46,167 $42,569 $46,612
51---- Information $60,262 $59,230 $81,955
52---- Finance & insurance $89,279 $86,525 $91,218
53---- Real estate & rental & leasing $47,341 $42,021 $48,308
54---- Professional, scientific & technical services $104,326 $97,589 $83,368
55---- Management of companies & enterprises $130,942 $129,265 $108,201
56---- Admin, support, waste mgt, remediation services $34,812 $33,655 $34,855
61---- Educational services $44,125 $42,438 $44,509
62---- Health care and social assistance $52,808 $49,911 $45,406
71---- Arts, entertainment & recreation $28,676 $27,478 $33,745
72---- Accommodation & food services $17,169 $16,788 $17,946
81---- Other services (except public administration) $28,327 $27,331 $29,916
Government $57,757 $51,728 $49,757
N/D: Data not disclosed by BLS for reasons of confidentiality
B-16
EXHIBIT 8: MEDIAN ANNUAL EARNINGS BY SELECTED BENCHMARK OCCUPATION CATEGORY
Source: Salary.com
Wilmington,
Occupation Description DE
Accounting Clerk $37,999
Administrative Assistant $38,750
Assembler $33,535
CAD Drafter $60,061
Civil Engineer $78,694
Computer Programmer $72,046
Customer Service Representative $39,453
Electronics Technician $51,448
Engineering Technician $53,672
Lab Technologist $43,033
Machinist - Journey $47,544
Maintenance Specialist $42,244
Nurse, Licensed Practical $43,340
Nursing, Certified Assistant $29,971
PC Support Specialist $55,024
Secretary, Executive $60,018
Systems Analyst $73,949
B-17
EXHIBIT 9: POST SECONDARY INSTITUTIONS: NEW CASTLE COUNTY
Source: U.S. Department of Education, National Center for Education Statistics (IPEDS)
Total Fall
Enrollment Total Graduates
Less-than-Four-Year Institutions Location (2013) (2011-2012)
Delaware College of Art and Design Wilmington 211 78
Delaware Technical and Community College Newark 7,216 638
Total Fall
Enrollment Total Graduates
More-than-Four-Year Institutions Location (2013) (2011-2012)
Goldey-Beacom College Wilmington 1,352 361
University of Delaware Newark 21,856 4,885
Widener University (Delaware Law School) Wilmington 1,048 290
Wilmington University New Castle 12,581 3,008
Both Delaware State University and Drexel University have recently opened satellite campuses on Market Street, Wilmington. Springfield College
also launched a center for human services near downtown.
B-18
EXHIBIT 10: AREA SCHOOLS - DEGREES AND CERTIFICATES CONFERRED IN 2011-2012
Source: U.S. Department of Education
Less than 1
Yr 1-2 Year Associate's Bachelor's Master's
Institution Name Description Certificate Certificate Degree Degree Degree Doctorate Grand Total
Delaware Technical Community College-Stanton/Wilmington 53 19 566 638
Biological and Biomedical Sciences 7 7
Business, Management, Marketing, and Related Support Services 92 92
Computer and Information Sciences and Support Services 10 10
Education 41 41
Engineering 4 4
Engineering Technologies and Engineering-related Fields 1 40 41
English Language and Literature/Letters 40 40
Foreign Languages, Literatures, and Linguistics 1 1
Health Professions and Related Programs 14 230 244
Homeland Security, Law Enforcement, Firefighting, and Related Protective Service 1 62 63
Mathematics and Statistics 4 4
Mechanic and Repair Technologies/Technicians 17 17
Parks, Recreation, Leisure and Fitness Studies 12 12
Personal and Culinary Services 4 3 11 18
Precision Production 3 3
Public Administration and Social Service Professions 1 26 27
Science Technologies/Technicians 3 1 10 14
University of Delaware 303 3,535 785 262 4,885
Agriculture, Agriculture Operations and Related Sciences 1 73 13 5 92
Architecture and Related Services 5 5
Area, Ethnic, Cultural, Gender, and Group Studies 37 7 44
Biological and Biomedical Sciences 186 43 21 250
Business, Management, Marketing, and Related Support Services 636 214 850
Communication, Journalism, and Related Programs 155 9 164
Computer and Information Sciences and Support Services 35 23 10 68
Education 13 304 111 27 455
Engineering 297 62 59 418
Engineering Technologies and Engineering-related Fields 17 17
English Language and Literature/Letters 132 11 5 148
Family and Consumer Sciences/Human Sciences 86 9 3 98
Foreign Languages, Literatures, and Linguistics 69 23 1 93
Health Professions and Related Programs 308 31 34 373
History 76 12 9 97
Legal Professions and Studies 2 12 4 18
Liberal Arts and Sciences, General Studies and Humanities 289 7 4 300
Mathematics and Statistics 23 27 4 54
Multi/Interdisciplinary Studies 29 4 13 46
Natural Resources and Conservation 56 6 62
Parks, Recreation, Leisure and Fitness Studies 217 15 232
Philosophy and Religious Studies 6 6
Physical Sciences 57 31 32 120
Psychology 145 14 8 167
Public Administration and Social Service Professions 83 25 108
B-19
EXHIBIT 10: AREA SCHOOLS - DEGREES AND CERTIFICATES CONFERRED IN 2011-2012
Source: U.S. Department of Education
Less than 1
Yr 1-2 Year Associate's Bachelor's Master's
Institution Name Description Certificate Certificate Degree Degree Degree Doctorate Grand Total
Social Sciences 423 48 23 494
Transportation and Materials Moving 1 1
Visual and Performing Arts 70 31 4 105
Wilmington University 57 1,420 1,498 33 3,008
Business, Management, Marketing, and Related Support Services 469 473 7 949
Communication, Journalism, and Related Programs 4 4
Communications Technologies/Technicians and Support Services 22 22
Computer and Information Sciences and Support Services 8 79 15 102
Education 110 679 26 815
Health Professions and Related Programs 193 155 348
Homeland Security, Law Enforcement, Firefighting, and Related Protective Service 118 79 197
Legal Professions and Studies 9 9
Liberal Arts and Sciences, General Studies and Humanities 49 122 171
Military Technologies and Applied Sciences 2 2
Multi/Interdisciplinary Studies 180 180
Parks, Recreation, Leisure and Fitness Studies 13 13
Psychology 89 27 116
Public Administration and Social Service Professions 66 66
Social Sciences 2 2
Transportation and Materials Moving 9 9
Visual and Performing Arts 3 3
Grand Total 53 19 926 4,955 2,283 295 8,531
B-20
EXHIBIT 11: AIR TRAVEL INFORMATION
Source: www.flywilmilg.com.
Wilmington/Philadelphia Regional Airport

Non Stop Flight Service
To/From
Atlanta, GA
Denver, CO
Detroit, MI
Fort Meyers, FL
Orlando, FL
Tampa, FL
Chicago, IL Midway
Denver, CO
Philadelphia International Airport

A major International Hub with direct service to multiple US and foreign cities.
B-21
EXHIBIT 12: HIGHWAY TRAVEL INFORMATION
Source: Google Maps
Destination City Highway Miles* Driving Time

Philadelphia, PA 32 37 minutes
Baltimore, MD 69 1 hour 14 minutes
Allentown, PA 79 1 hours 36 miles
Washington, DC 108 1 hour 57 minutes
New York, NY 126 2 hours 5 minutes
Norfolk, VA 245 4 hours 21 minutes
Pittsburgh, PA 298 4 hours 47 minutes
Boston, MA 339 5 hours 2 minutes
Columbus, OH 466 7 hours 20 minutes
Louisville, KY 680 10 hours 3 minutes
Chicago, IL 752 11 hours 34 minutes
Atlanta, GA 769 11 hours 26 minutes
Dallas, TX 1,436 20 hours 56 minutes
*From Wilmington
B-22
EXHIBIT 13: QUALITY OF LIFE MEASURES
Philadelphia-
Camden-
Wilmington, PA-
NJ-DE-MD
Commuting (2013)
% of Workforce With Under 15-minute commute
or work at home 35.2% 27.6% 25.5% 29.4% 31.3%
% of Workforce with 15 to 29-minute commute 45.3% 42.9% 32.7% 40.7% 34.9%
% of Workforce with 30 to 59-minute commute 14.3% 22.7% 32.0% 23.0% 26.2%
% of Workforce with 60-minute or more commute 5.2% 6.8% 9.8% 6.9% 7.6%
Housing
Median Home Value 2013 $169,733 $238,914 $227,631 $225,027 $171,345
Crime (2012)
(Source: FBI Crime Statistics, New Castle County estimated by WDG using Census and FBI data)
Property Crimes per 100,000 People 5,304.6 1,154.8 N/A 3,340.9 2,859.2
Violent Crimes per 100,000 People 1,703.5 197.1 N/A 547.4 386.9
N/A: Data not available
B-23
EXHIBIT 14: CURRENT STATE OF DELAWARE WORKERS' COMPENSATION AND LABOR
LEGISLATION
Source: WDG Database
Unemployment Insurance
Unemployment insurance rate (2013) (avg. existing employers) 0.3% - 8.2%
Unemployment insurance rate (for new employers) 5.4%
Unemployment insurance taxable base (2013) $10,500
Unemployment insurance maximum weekly benefit amount $330
Workers' Compensation
Waiting period (days) 3
Automatic cost of living increase for total disability? No
Employee allowed to choose any physician? Yes
Mental stress generally allowed as a compensable injury as a result of cumulative trauma? Yes
Carpal tunnel generally allowed as a compensable injury as a result of cumulative trauma? Yes
Back generally allowed as a compensable injury as a result of cumulative trauma? Yes
Neck generally allowed as a compensable injury as a result of cumulative trauma? Yes
Cardiovascular generally allowed as a compensable injury as a result of cumulative trauma? No
Second medical opinion allowed from physician chosen by employee, but paid for by employer. No
Coverage for Permanent Partial Yes
B-24
EXHIBIT 14: CURRENT STATE OF DELAWARE WORKERS' COMPENSATION AND LABOR
LEGISLATION
Labor Legislation
Employment at will? Yes
If yes, significant restrictions (from employers standpoint) No
Restrictions on employee drug testing No
Telephone monitoring restrictions for regulation of productivity (or customer service) Yes; Two-Party Consent
Plant Closing Law stricter than Federal? No
ADA legislation stricter than Federal? No
Ban on hiring replacement workers during a strike? No
Striking workers entitled to unemployment insurance? No
Relatively difficult for an employer to contest and win a workers' comp. claim? No
Relatively difficult for an employer to contest and win an unemployment ins. claim? No
Right to Work law in effect? No
EEO hiring standards more restrictive than Federal? No
Sexual harassment laws more restrictive than Federal? No
Mandated parental leave legislation more generous than Federal? No
B-25
EXHIBIT 15: STATE OF DELAWARE TAX POLICIES
Subject To Property Tax

Production Machinery & Equipment No
Non-Production Machinery & Equipment No
Pollution Control Equipment No
Computer Hardware No
Computer Software, Customized No
Computer Software, Standard No
Telecommunications Equipment No
Office FF&E No
Office Supplies No
Inventory: Raw Materials No
Inventory: Work in Progress No
Inventory: Finished Goods No
Freeport Exemption--Type N/A
Direct Mail Lists No
Intangible Property Tax

Yes or No No
Capital Stock -
Accounts Receivable -
Other -
Sales/Use Tax
Maximum State Rate None
Maximum Local Add-on None
B-26
Subject To Sales/Use Tax

Production Machinery & Equip. No
Non-Prod Machinery & Equip. No
Pollution Control Equip. No
Office FF&E No
Telecommunications Equipment No
Computer Hardware No
Computer Software - Customized No
Computer Software - Standard No
Raw Materials No
Office Supplies No
Electric Power No
Natural Gas No
Water No
Sewer No
Hazardous Waste Disposal No
Non-Hazardous Waste Disposal No
Telephone - Local No
Telephone - Intra-State No
Telephone - Inter-State No
Telephone - 1-800 - Intra-State No
Telephone - 1-800 - Inter-State No
Telephone - WATS- Intra-State No
Telephone - WATS- Inter-State No
Direct Mail Lists No
Professional Services No
Building construction materials, Office No
Building construction materials, Industrial No
B-27
State Taxation Of The Internet

Access to Internet No
Sales of goods over Internet No
Downloaded information/software No
Canned software No
Custom software No
Corporate Income Tax (2013)

Maximum State Tax Rate 8.7%
Taxable Base Net income
Waters-Edge or Unitary Neither
Federal Taxes Deduction No
States With No Local Add-on None
Franchise Tax
Existing Policy Yes
Tax Rate $25 annual filing
fee plus a
minimum of $75
to a maximum of
$180,000
Basis Number of
shares or no-par
capital
B-28
Other Corporate Taxes

Stamp Documentation No
State Rate -
Maximum Local Rate -
Mortgage Recording No
State Rate -
Maximum Local Rate -
Realty Transfer Yes
State Rate 3% of the sale price.The buyer
and the seller pay 1.5% each.
Depending on the location of
property, the Realty Transfer
Tax is split between the state
and the municipality, or the
state and the county.
Maximum Local Rate 1.50%
Gross Receipts Tax

Delaware does not impose a state or local sales tax, but does impose a gross
receipts tax on the seller of goods (tangible or otherwise) or provider of services in
the state. "Gross receipts" comprises the total receipts of a business received from
Business and occupational gross receipts tax rates range from 0.1037% to
2.0736%, depending on the business activity.
Personal Income Tax

No tax on the first $2,000.
2.2 percent on taxable income between $2,001 and $5,000.
6.75 percent on taxable income over $60,000.
B-29
EXHIBIT 16: WILMINGTON REAL ESTATE TAXES ($/$100 ASSESSMENT) 2013-2014
Source: City of Wilmington
City tax rates are determined by the school district in which any particular property is located.
School District Rate City Rate County Rate Vo Tech Total

Brandywine $2.1785 $1.7670 $0.2436 $0.1500 $4.3391
Red Clay $2.1785 $1.7670 $0.2436 $0.1500 $4.3391
Christina $2.1785 $1.7670 $0.2436 $0.1500 $4.3391
Colonial $2.1785 $1.7670 $0.2436 $0.1500 $4.3391
All rates are effective rates, based upon 100% of assessed value. Last assessment made was in 1983.
Major redevelopment projects have been subject to more recent reassessments.
B-30
EXHIBIT 17: STATE OF DELAWARE BUSINESS INCENTIVE POLICIES
Source: Delaware Economic Development Office
New Economy Jobs Program

The New Economy Jobs program allows employers to obtain up to a 65% rebate on the
withholding taxes for their new Delaware taxpayers. To qualify, an employer must add at
least 50 net new jobs with each having a minimum annual salary of $100,000
Blue Collar Job Act

The Blue Collar Job Act provides eligible businesses that (1) are engage in a qualified Manufacturing; Wholesaling; Scientific, agricultural or industrial
activity (listed to the right); (2) hire five or more qualified employees; and (3) make an research, development or testing; Computer processing or data
investment of at least $200,000 ($40,000 per qualified employee) in a qualified facility, preparation or processing services; Engineering services;
tax credits against corporate or personal income taxes, gross receipts tax, and public Consumer credit reporting services, including adjustment and
utility tax. collection services and credit reporting services; Aviation services;
Non-custom computer software; Telecommunications services;
Any combination of the activities described above; or, The
administration, management or support operations (including
marketing) of any activity described above
These credits may be taken during the tax year in which the qualified facility is placed in
service and for any of the nine following years. In addition to credits offered under the
Targeted Industry Tax Incentives, qualifying firms receive $400 corporate income tax
credit per employee and per $100,000 investment. The aggregate amount of credits
claimed in any given year may not exceed 50% of the firm's tax liability. Businesses that
are not subject to the corporate income tax (e.g., pass through entities such as S-
Corporations) are entitled to use the credits against personal income tax by attaching
Form 700, Business Tax Credits to their Delaware Resident or Part-Year/Non-Resident
Personal Income Tax return of shareholders/partners/sole proprietors.
B-31
Research & Development Tax Credit

Qualified businesses that incur research and development expenses (as defined in
Section 41(c) of the Internal Revenue Code) may elect Delaware research and
development credits for the taxable year equal to: (1) 10% of the excess of the
taxpayer's total Delaware qualified research and development expenses for the taxable
year over the taxpayer's Delaware base amount, or (2) 50% of Delaware's apportioned
share of taxpayer's federal research and developemnt tax credit using the alternative
incremental credit method (under Section 41(c)4 of the Internal Revenue Code). Credit
is limited to 50% of the Delaware income tax liability. Any unused credit may be carried
forward and applied to no more than 15 succeeding taxable years following the first
taxable year for which the taxpayer was entitled to claim the credit. The total amount of
credits approved with respect to all applicants cannot exceed $5 million in any fiscal
year. If applications exceed $5 million, each qualified applicant will receive a credit equal
to ($5 million x eligible credit for approved applicant / eligible credit for all approved
applicants).
Green Industries Tax Credits:

Waste Reductions
Manufacturers that reduce their chemical waste, as reported under the Toxics Release
Inventory, by 20% or their other wastes by 50% are granted a $650 corporate income tax
credit for each 10% reduction. Credits will be provided over a five-year period.
Industry Credits
Eligible firms include: (a) manufacturers whose production inputs are comprised of at
least 25% recycled materials; (b) firms that engage in the processing of materials
removed from Delaware's solid waste stream for resale as input to manufacturers; and
(c) firms that collect and distribute recycled materials, and/or materials removed from
Delaware's solid waste stream for the purpose of recycling. In addition, eligible firms
must meet the investment and employment criteria listed under Targeted Industry Tax
Incentives.
In addition to credits offered under the Target Industry Tax Incentives, qualifying firms
receive a $650 corporate tax credit per employee and per $100,000 investment. Unused
credits may be carried forward for a period of ten years. These firms also qualify for the
ten-year gross receipts tax reductions
B-32
Public Utility Tax Rebates for Industrial Users

Industrial firms meeting the criteria for targeted industries tax credits are eligible for a
rebate of 50% of the Public Utilities Tax imposed on new or increased consumption of
gas and electricity for five years.
Other Tax Credits:

Travelink
Allows for an employer to obtain credits against taxable income for establishing a
commuter reduction program approved by the Department of Transportation. Aimed at
reducing traffic congestion on certain commuter routes during peak hours, Travelink
offers up to a $100,000 tax credit for qualified employers.
Historic Preservation
Provides up to a 100% tax credit rebate of qualified expenditures made in the
rehabilitation of any certified historic property. Tax credits may be used against personal
income or bank franchise tax burdens, with credits ranging from $5,000 to $20,000, not
to exceed the state's yearly fiscal limit of $5,000,000.
B-33
EXHIBIT 18: WILMINGTON CITY INCENTIVE POLICIES
Source: City of Wilmington Mayor's Office of Economic Development

Strategic Fund (multi-year discretionary) Job creation incentive grants to companies based on wage • Strategic Fund – modeled after Delaware's
tax, advanced under a loan to grant structure with claw back
• Year over year, discretionary by staff after Council
• Have had 5 infusions over 13 years
• Sits in City capital program
• Used for grants for job producing projects – recruit or
retain (job creation or keep company at end of lease term
• Structure as loan converted to grant based on
performance
• Clawback provisions
• Based on payroll
• Do discounted cash flow based on wage taxes, wage
taxes go into general fund
• Generates about 4 to 1 return. Works better with
larger size business
Strategic Fund (multi-year discretionary) Small business loans with partial principle forgiveness Forgive part of principle every year after 5 years operation
Statutory Head Tax abatement 100% for 5 years – was rolling, but may be changed to fixed $15/month on more than 5 employees (first 5 exempt)
date
Statutory Property tax abatement on improved value Encourage capital investment in improvements – when CO is 1/3 of city revenue from property taxes
approved – must be above threshold
10 years, 5 @ 100%, then step-down 20% per year Can abate improved value without eroding base; statutorily
available city-wide but different zones. Must apply for it. Only
apples to City taxes – not county or school
Payment in lieu of Property Tax abatement (discretionary) Same as previous Can do up-front cash payment based on discounted cash flow
analysis if waive abatement - only works for bigger deals
Site Acquisition and Improvement fund– Infrastructure Support private investment by putting in necessary Capital/presently unfunded
Contribution Agreements infrastructure
Functions as gap financing – no minimum threshold Encouraging city to not legislate this too much
Project needs to quantify/justify the gap
Can use for land purchase with Council approval
Upstairs Fund One-off program to encourage redevelopment of upper floors Capital/presently unfunded
nd th Launched in 2009, closed in 2013
on Market Street between 2 and 9 Streets
$12 million; $3 million went to Queen Theater
Notes:
Wilmington's definition of small business different from fed – larger scale
ED office is intake point and then route to right agency for help
• Work with WEDCO (Wilmington ED Council) – get funding from City, EDA, SBA and First State Community Loan (state-wide)
• Can help someone with idea but no business plan – set up with state SBDC – get consultant assigned
Abatement of wage taxes not done
In city, 50% of property taxes to city, 45% school, 5% county
No other City in NCC charges wage tax
B-34
EXHIBIT 19: UNION ELECTIONS (2006 - 2013)
Source: National Labor Relations Board
Votes Votes Outcome

SIC For Against of
Employer Union Name Code Unit Location Union Union Election Date
Extendicare Arbors at New Castle Food & Commercial Workers 27 4-RC-21062 New Castle, DE 19720 22 22 Company 7/21/2006
Prince Minerals Teamsters 326 4-RC-21204 New Castle, DE 19720 12 17 Company 11/16/2006
NARS of Delaware, LLC Teamsters 326 4-RC-21197 Wilmington, DE 19804 2 4 Company 11/21/2006
Delaware & Importers, LLC Teamsters 326 4-RC-21223 New Castle, DE 19720 6 35 Company 12/27/2006
Allied Building Products Teamsters 326 4-RC-21235 New Castle, DE 19720 4 0 Union 12/28/2006
Diamond State Youth, Inc. Communication Workers 4-RC-21238 Wilmington, DE 19809 12 1 Union 1/31/2007
Perdue Farm, Inc. Food & Commercial Workers 27 5-RD-1413 Milford, DE 19963 14 7 Union 2/13/2007
Wanex Electrical Services, Inc. Electrical Workers 313 5-RD-1417 New Castle, DE 19720 1 7 Company 3/19/2007
Air Liquide / Medal Teamsters 326 4-RC-21269 Newport, DE 19804 16 21 Company 4/10/2007
Walker International Transportation Laborers 199 4-RC-21297 New Castle, DE 19720 30 79 Company 7/3/2007
Broadmeadow Nursing & Rehab Center Food & Commercial Workers 27 4-RC-21304 Middletown, DE 19709 15 47 Company 7/24/2007
Claymont Steel Steelworkers 4-RC-21329 Claymont, DE 19703 72 246 Company 9/24/2007
Minquadale Fire Company Fire Fighters 4417 4-RC-21352 New Castle, DE 19720 7 0 Union 11/7/2007
Claymont Fire Company Fire Fighters 4417 4-RC-21351 Claymont, DE 19703 2 1 Union 11/19/2007
Goodwill Fire Company Fire Fighters 4417 4-RC-21349 New Castle , DE 19720 5 0 Union 11/19/2007
Wilmington Manor, Fire Company Fire Fighters 4417 4-RC-21350 New Castle, DE 19720 4 2 Union 11/23/2007
Ceramic Protection Corp Teamsters 326 4-RC-21363 Newark, DE 19720 15 44 Company 12/18/2007
Linde Group Teamsters 326 4-RC-21373 Claymont, DE 19703 13 26 Company 1/22/2008
AT Systems Atlantic Garden Special Police and Security Officers 4-RC-21381 Wilmington, DE 19802 25 67 Company 2/19/2008
Mill Creek Fire Company Fire Fighters 4417 4-RC-21402 Marshallton, DE 19808 5 0 Union 4/16/2008
Minguas Fire Company Fire Fighters 4417 4-RC-21405 Newport, DE 19804 5 1 Union 4/16/2008
AT&T Mobility Communication Workers 13-100 4-RD-2140 New Castle, DE 19720 4 1 Union 6/5/2008
The Rockford Center Teamsters 326 4-RC-21436 Newark, DE 19713 19 138 Company 6/24/2008
South Gate Concrete Teamsters 326 4-RC-21453 Middletown, DE 19709 17 11 Union 7/22/2008
First Student, Inc. Teamsters 326 4-RC-21485 Newark, DE 19713 105 7 Union 10/15/2008
Ingleside Assisted Living Food & Commercial Workers 27 4-RC-21483 Wilmington, DE 19806 10 1 Union 10/21/2008
Ruan Teamsters 326 4-RC-21489 Middletown, DE 19709 21 3 Union 11/5/2008
Foulk Manor South Teamsters 326 4-RC-21523 Wilmington, DE 19803 5 38 Company 3/13/2009
Advanced Student Transportation Teamsters 326 4-RC-21599 Wilmington, DE 19804 84 66 Union 11/17/2009
Coolersmart USA Machinists & Aerospace Workers 1 4-RC-21606 New Castle, DE 19720 9 16 Company 12/28/2009
Cushman & Wakefield Plumbers & Pipe Fitters 74 4-RC-21623 Newark, DE 19713 12 3 Union 1/25/2010
Burris Logistics Teamsters 326 4-RC-21627 New Castle, DE 19720 16 10 Union 2/1/2010
Diamond State Youth, Inc. Communication Workers 13100 4-RD-2171 Wilmington , DE 19809 1 7 Company 2/25/2010
Jones Lang LaSalle Americas, Inc. Plumbers & Pipe Fitters 74 4-RC-21644 Wilmington, DE 19801 4 0 Union 3/11/2010
United Water Delaware Utility Workers 584 4-RD-2177 Wilmington, DE 18904 2 3 Company 7/6/2010
Eastern Shore Services Inc. Electrical Workers 313 4-RC-21771 Wilmington, DE 19804 140 11 Union 1/24/2011
Burris Logistics Teamsters 4-RD-002199 New Castle, DE 10 2 Company 3/23/2011
Martin Newark Dealership, Inc. and Scott Newark, Inc. Machinists & Aerospace Workers 4-RC-066539 Newark, DE 0 8 Union 12/2/2011
Martin Newark Dealership, Inc. and Scott Newark, Inc. Machinists & Aerospace Workers 4-RC-066539 Newark, DE 9 20 Union 12/7/2011
Hart to Heart Ambulance Service Teamsters 4-RC-067953 Wilmington, DE 1 15 Union 12/14/2011
Eastern Shore Services Inc. Electrical Workers 4-RC-021771 Wilmington, DE 11 140 Union 1/13/2011
Garda World Security Corporation d/b/a Garda CL Atlantic, Inc. Security, Police and Fire 4-RC-021786 Wilmington, DE 66 32 Company 3/10/2011
Contractors Hauling, LLC Teamsters 4-RC-070118 Bear, DE 7 10 Union 7/11/2012
Bay Shippers LLC Teamsters 4-RC-115726 New Castle, DE 27 14 Company 11/29/2013
Amerigas Propane Teamsters 4-RC-115889 New Castle, DE 11 2 Company 12/5/2013
B-35
EXHIBIT 20: MAJOR WILMINGTON CITY EMPLOYERS: 2013
Employer Employees
STATE OF DELAWARE 7,655
CHRISTIANA CARE HEALTH SYSTEMS 4,168
CHASE BANK USA NA 3,944
E I DUPONT DE NEMOURS & CO 1,982
CAPTIAL ONE SERVICES II LLC 1,951
CITY OF WILMINGTON 1,707
INTEGRITY STAFFING SOLUTIONS 1,560
BARCLAYS BANK DE 1,357
ST FRANCIS HOSPITAL 1,247
JP MORGAN CHASE BANK NA 1,172
NATIONAL RR PASSENGER CORP 1,155
FIA CARD SERVICES NA 1,054
BAYADA NURSES INC 795
KELLY SERVICES INC 794
HIGHMARK BCBS OF DELAWARE INC 740
HOSPITALITY STAFFING 694
DELAWARE RIVER STEVEDORES INC 643
FSQ INC 643
DELAWARE TRANSIT CORP 598
WILMINGTON TRUST CO 550
CONNECTIONS/CSP INC 538
MURPHY MARINE SERVICE INC 538
UNIVERSITY OF DELAWARE 514
BANK OF AMERICA NA 513
SHOP RITE 498
WIDENER UNIVERSITY 491
DIAMOND STATE PORT CORP 462
YMCA OF DELAWARE 452
AAA MID-ATLANTIC INC 428
WALMART 424
U S DEPT OF AGRICULTURE 406
MCDONALDS RESTAURANTS OF DE 393
ALLIEDBARTON SECURITY SERV LLC 375
DELMARVA TEMPORARY STAFFING INC 366
DELAWARE CLAIMS PROCESSING FAC 345
B-36
EXHIBIT 21: NEW EMPLOYER LOCATIONS INTO WILMINGTON (2009-2013)
StartDate Employer 2013 Employment

1/17/2009 FIRST STUDENT MANAGEMENT, LLC N/A
2/26/2009 HERSHA HOSPITALITY MGMT 57
3/1/2009 HOME HELPERS N/A
4/27/2009 SLM DE CORPORATION 56
5/4/2009 MORGAN STANLEY SMITH BARNEY PA N/A
5/19/2009 COLLECTIONS MARKETING CENTER 51
6/10/2009 CHRYSLER GROUP LLC N/A
7/6/2009 BIG FISH WILMINGTON LLC N/A
7/13/2009 HEALY LONG CONCRETE CONTRACTOR 108
7/15/2009 GENERAL MOTORS COMPANY 66
10/19/2009 ENERFAB INC N/A
11/9/2009 BERTUCCI'S RESTUARANT CRP 118
1/1/2010 BFI WASTE SERVICES LLC 92
1/1/2010 CABSUMMER LLC N/A
1/1/2010 SALLIE MAE INC 51
1/1/2010 THE FRESH GROCER 177
1/1/2010 THRIVE HR AD LLC N/A
1/1/2010 VOLT MANAGEMENT CORP N/A
1/30/2010 COMMUNITY ALTERNATIVE OF N/A
3/12/2010 CHELSEA TAVERN 72
3/15/2010 ODYSSEY FOODS OF DELAWARE LLC N/A
4/1/2010 FIRESTONE N/A
5/1/2010 AUDI WILMINGTON 75
5/10/2010 INTERNATIONAL SECURITY LLC N/A
6/4/2010 COLUMBUS INN 107
6/21/2010 PIONEAR N/A
7/1/2010 COMPONENT ASSEMBLY SYSTEMS INC 114
7/1/2010 KFORCE INC 102
7/1/2010 PARKWAY ACADEMY 65
7/7/2010 RICK VANSTORY CENTER 62
7/23/2010 CORRECT CARE SOLUTIONS LLC 67
9/1/2010 KID SHELLEENS 115
10/20/2010 HOSPITALITY STAFFING 694
12/8/2010 EXTREME PIZZA N/A
12/14/2010 METLIFE GROUP INC 319
1/1/2011 IHOP / BPF ENTERPRISES N/A B-37
EXHIBIT 21: NEW EMPLOYER LOCATIONS INTO WILMINGTON (2009-2013)
StartDate Employer 2013 Employment

1/1/2011 SHAMROCKCLEAN INC 64
1/1/2011 DHM PAYROLL-DT WILMINGTON LLC 132
1/2/2011 CSAA INSURANCE EXCHANGE N/A
2/21/2011 FARMERS GROUP INC 51
3/1/2011 JEVS SUPPORTS FOR INDEPENDENCE 165
3/1/2011 NORDSTROM 82
3/9/2011 POPEYES LOUISIANA KITCHEN N/A
3/17/2011 WILCOX LANDSCAPING INC N/A
4/1/2011 HILLSIDE CENTER 222
4/1/2011 WORLD CAFE LIVE AT THE QUEEN 127
5/1/2011 DELMARVA TEMPORARY STAFFING INC 366
8/8/2011 GRANT THORNTON LLP N/A
8/19/2011 FIRST NATIONAL SERVICE N/A
8/22/2011 DSJS 63
11/1/2011 CITICORP CREDIT SERVICES INC USA 222
11/1/2011 STAFFMARK HOLDINGS INC N/A
1/1/2012 PROGRESSIVE EMPLOYER MANAGEMENT CO XXII N/A
1/11/2012 ERNEST & SCOTT TAPROOM 79
5/4/2012 GANNETT PUBLISHING SERVICES LLC 91
7/1/2012 SKYY HOSPITALITY GROUP INC 51
8/22/2012 RECOVERY INNOVATIONS INC 77
8/29/2012 ALSCO INC 120
9/1/2012 CAPITAL ONE, NATIONAL ASSOCIATION 295
9/13/2012 KINSLEY MANUFACTURING 79
11/1/2012 CAPITAL ONE SERVICES III LLC N/A
12/6/2012 MANOR CARE OF WILMINGTON DE 63
1/1/2013 FIRST STATE HOME CARE LLC 52
1/1/2013 PENN CINEMA RIVERFRONT LLC 88
1/18/2013 A & P LIVE BETTER LLC 66
1/22/2013 ING DIRECT INVESTING INC 91
1/22/2013 GIANT OF MARYLAND LLC 84
3/4/2013 NOVAK DRUCE CONNOLLY BOVE & QUIGG LLP 71
4/22/2013 HMS HOST TOLLROADS INC/DELAWARE HOUSE 51
7/7/2013 FRANK CRUM 1 INC 136
B-38
EXHIBIT 22: EMPLOYER EXPANSIONS (2009-2013)
Employer Employee Change

CAPTIAL ONE SERVICES II LLC 1,951
JP MORGAN CHASE BANK NA 890
CHASE BANK USA NA 858
INTEGRITY STAFFING SOLUTIONS 831
HOSPITALITY STAFFING 694
BAYADA NURSES INC 494
FIA CARD SERVICES NA 493
CHRISTIANA CARE HEALTH SYSTEMS 485
DELMARVA TEMPORARY STAFFING INC 366
METLIFE GROUP INC 319
CAPITAL ONE, NATIONAL ASSOCIATION 295
CONNECTIONS/CSP INC 253
FSQ INC 243
NATIONAL RR PASSENGER CORP 239
CITICORP CREDIT SERVICES INC USA 222
HILLSIDE CENTER 222
E I DUPONT DE NEMOURS & CO 200
FIVE BELOW INC 199
MARSHALLS OF MA, INC 197
ACCESS LABOR SERVICE INC 192
IRON HILL BREWERY & RESTAURANT 181
SUNSTATES MAINTENANCE CORP 178
THE FRESH GROCER 177
JEVS SUPPORTS FOR INDEPENDENCE 165
MATRIX LLC 155
BATTAGLIA ELECTRIC INC 143
FRANK CRUM 1 INC 136
HORIZON SERVICES INC 136
DHM PAYROLL-DT WILMINGTON LLC 132
WORLD CAFE LIVE AT THE QUEEN 127
ALSCO INC 120
DELAWARE RIVER STEVEDORES INC 118
BERTUCCI'S RESTUARANT CRP 118
WALMART 117
ARAMARK FOOD & SUPPORT SERVICE 115 B-39
KID SHELLEENS 115

SULLIVANS OF DELAWARE INC 114
COMPONENT ASSEMBLY SYSTEMS INC 114
AEROTEK INC 110
PLEXUS FITNESS LLC 110
ERNST & YOUNG 108
HEALY LONG CONCRETE CONTRACTOR 108
COLUMBUS INN 107
U S POSTAL SERVICE 104
SECURITAS SECURITY SERVICES 104
LONESTAR STEAKHOUSE 102
KFORCE INC 102
BJ S WHOLESALE CLUB INC 94
DELOITTE CONSULTING LLP 93
BFI WASTE SERVICES LLC 92
BOSTON MARKET #0404 92
GANNETT PUBLISHING SERVICES LLC 91
ING DIRECT INVESTING INC 91
BUILDER SERVICES GROUP INC 90
MUMFORD & MILLER CONCRETE 88
PENN CINEMA RIVERFRONT LLC 88
UNIVERSITY OF DELAWARE 87
PNC BANK NA 87
WELLS FARGO BANK NA 86
DELA HOSPICE INC 84
GIANT OF MARYLAND LLC 84
AETEA INFORMATION TECHNOLOGY 84
GMRI, INC 82
NORDSTROM 82
RALPH G DEGLIOBIZZI & SONS INC 80
ERNEST & SCOTT TAPROOM 79
KINSLEY MANUFACTURING 79
AAA MID-ATLANTIC INC 78
EXPRESS SERVICES INC 78
APPLE AMERICAN GROUP LLC 77
RECOVERY INNOVATIONS INC 77
DICKS CLOTHING/SPORTING GOODS 77
B-40
FAMILY DOLLAR STORES OF DE INC 76

TRI-COUNTY SECURITY NJ 76
MCKINSEY & COMPANY INC 75
HOME INSTEAD SENIOR CARE 75
AUDI WILMINGTON 75
KPMG LLP 74
FIRST CHOICE CLEANING 73
NEMOURS FOUNDATION 72
ACCENTURE LLP 72
CHELSEA TAVERN 72
CORP SERVICE CO 71
NOVAK DRUCE CONNOLLY BOVE & QUIGG LLP 71
GERIATRIC SERVICES OF DE INC 70
M DAVIS & SONS INC 70
CONSOLIDATED LLC 70
PIER 1 IMPORTS #751 68
DELAWARE DOCUMENT IMAGING LLC 68
ABERCROMBIE & FITCH STORES INC 68
K MART CORPORATION 67
T J MAXX 67
BURRIS REFRIGERATED LOGISTICS 67
CORRECT CARE SOLUTIONS LLC 67
I D GRIFFITH INC 66
A & P LIVE BETTER LLC 66
GAMESTOP INC 66
COLLABERA INC 66
GENERAL MOTORS COMPANY 66
PARKWAY ACADEMY 65
THE ARCHER GROUP 64
SHAMROCKCLEAN INC 64
DSJS 63
MANOR CARE OF WILMINGTON DE 63
RAINBOW USA INC 63
CHALLENGE PROGRAM 62
RICK VANSTORY CENTER 62
ADVANCED STUDENT TRANSPORTATION, INC. 61
AMERICAN BEAUTY ACADEMY 61
B-41
DISCOVER BANK 60
PLANNED PARENTHOOD OF DE INC 60
BRANDYWINE WOMEN'S HEALTH 60
STANDARD DISTRIBUTING CO INC 60
DELAWARE CHILDRENS MUSEUM 59
OLD NAVY LLC 59
BLUE PARROT BAR & GRILL 58
FIDELITRADE INCORPORATED 57
HERSHA HOSPITALITY MGMT 57
WILM SENIOR CENTER INC 56
FORMAN MILLS INC 56
SOUTHERN WINE & SPIRITS OF DEL 56
SLM DE CORPORATION 56
BOSCOV'S DEPT STORE LLC 55
EYE PHYSICIANS & SURGEONS PA 55
SAVE-A-LOT FOOD STORES 55
MRS ROBINOS RESTAURANT INC 55
TEKSYSTEMS INC 55
SIMM ASSOCIATES INC 55
TIMOTHY'S OF DELAWARE LLC 55
MACY'S 54
AMAZON.COM.DEDC INC 54
MILTON&HATTIE KUTZ HOME INC 54
MODERN CONTROLS INC 54
POLICE ATHLETIC LEAGUE OF WILM 54
DYNAMIC THERAPY SERVICES LLC 54
TRELLIST TECHNICAL STAFFING IN 54
CHILDREN AND FAMILIES FIRST DE 53
KOHL'S DEPARTMENT STORES INC 53
J F SOBIESKI MECH CONTR INC 53
HILLTOP LUTHERAN 53
SUPERIOR ELECTRIC SERVICE CO 53
MELTING POT 53
ALN CONSTRUCTION INC 53
OTIS ELEVATOR COMPANY 53
INTERCONTINENTAL SERVICES OF D 53
SELECT EMPLOYMENT SERVICES INC 52
B-42
SPACECON LLC 52
FRANKLIN FIBRE LAMITEX CORP 52
FIRST STATE HOME CARE LLC 52
AUTOZONERS, LLC 52
COUNTY INSULATION COMPANY 51
BANCROFT CONSTRUCTION CO 51
SKYY HOSPITALITY GROUP INC 51
HMS HOST TOLLROADS INC/DELAWARE HOUSE 51
COLLECTIONS MARKETING CENTER 51
SALLIE MAE INC 51
FARMERS GROUP INC 51
CHRISTIANA CARE HOME HEALTH 50
ADVANCE CENTRAL SERVICES INC 50
IBM CORPORATION 50
WOHLSEN CONSTRUCTION CO 50
UNITED WAY OF DE INC 50
SIMPLEXGRINNELL LP 50
ELITE CLEANING CO INC 48
TATA CONSULTANCY SERVICES 48
ALLIEDBARTON SECURITY SERV LLC 47
COLONIAL PARKING INC 46
APPLEONE EMPLOYMENT SERVICES 46
MCDONALDS RESTAURANTS OF DE 45
WILMINGTON SAVINGS FUND SOCIET 43
LEXUS OF WILMINGTON 43
BANK OF AMERICA NA 41
BRANDYWINE COUNSELING INC 41
THE BRICKMAN GROUP LTD LLC 41
ACME MARKET #7808 40
WEST END NEIGHBORHOOD HSE 40
DELA THEATRE CO INC 39
SODEXHO OPERATIONS LLC 38
DISABATINO MAINTENANCE CORP 37
BREW HA HA . INC 31
WESTSIDE HEALTH INC 30
DELOITTE & TOUCHE LLP 30
JOHNSON & JOHNSON SERVICES INC 28
B-43
WL GORE & ASSOCIATES 26

DELAWARE TRANSIT CORP 24
GOLDEY BEACOM COLLEGE 24
VOLUME SERVICES INC 24
LATIN AMERICAN COMMUNITY 23
MURPHY MARINE SERVICE INC 21
WILMINGTON UNIVERSITY,INC 21
THE LORELTON 21
PFPC INC 20
DIAMOND STATE PORT CORP 19
DELMARVA POWER & LIGHT COMPANY 19
THE TRI-M GROUP LLC 19
RCC BRANDYWINE 19
ST ANTHONY COMM CTR 18
BANK OF AMERICA CORP 18
DOCTORS FOR EMERGENCY SER PA 18
VERIZON CORPORATE SERVICES 18
DELAWARE MOTOR SALES INC 17
GOODWILL INDUSTRIES OF DE 16
DELAWARE CLAIMS PROCESSING FAC 14
REGENCY HEALTHCARE & REHAB CEN 14
SALESIANUM SCHOOL INC 14
PMTA-ILA VACATION FUND 14
WAWA INC 14
DELAWARE RESTAURANTS LP 13
KENTMERE NURSING CARE CENTER 12
WILMINGTON HEAD START INC 12
MERRIL LYNCH PIERCE FENNER 12
G4S SECURE SOLUTIONS(USA)INC 11
LUTHERAN SR SERVICES INC 11
COUNTY ENVIRONMENTAL COMPANY 11
J & J STAFFING RESOURCES INC 10
GARDA CL ATLANTIC INC 10
HOME FOR AGED WOMEN 8
ANESTHESIA SERVICES PA 8
U S DEPT OF AGRICULTURE 7
ROBERT HALF OF PENNSYLVANIA 5
B-44
SOUTHBRIDGE MED ADVISORY 5

DANELLA LINE SERVICES INC 5
SUPER FRESH FOOD MKT INC 4
MCCARTER & ENGLISH LLP 4
BPG REAL ESTATE SERVICES LLC 3
FRANK W DIVER INC 3
CORPORATION TRUST 3
MARON MARVEL BRADLEY & ANDERSON LLC 3
ST MICHAELS DAY NURSERY INC 3
TYBOUT REDFEARN & PELL 3
ASHBY & GEDDES P A 3
PHI SERVICE COMPANY 2
WILMINGTON JOB CORPS CENTER 2
PMTA-ILA CONTAINERIZATION FUND 2
HECKLER & FABIZZIO PA 2
INDEPENDENT SCHOOL MGMT INC 2
FRIENDSHIP HOUSE INC 2
TD BANK NA 2
THE WOOD COMPANY 1
WASHINGTON STREET ALE HOUSE 1
PADUA ACADEMY 1
B-45
EXHIBIT 23: ELECTRIC UTILITIES
Source: Edison Electric Institute, Local Providers
Delmarva Power &

Light Company
Total Average Commercial Rate (cents/kWh) 10.36
Total Average Industrial Rate (cents/kWh) 5.14
B-46
EXHIBIT 24: WATER AND SEWER UTILITIES
Water City of Wilmington

Communities Served City of Wilmington
Total Capacity (MGD) Data not available
Average Demand (MGD) Data not available
Peak Demand (MGD) Data not available
Expansion Plans Data not available
Connect Fees Data not available
Rates Data not available
Pretreatment Information: Wilmington WWTP has
EPA has to approve an active pretreatment
pretreatment plans for program with county
industrial wastes at each sources managed by
plant. NCCO.
Sewer
Name of Plant Wilmington WWTP
Utility City of Wilmington
Communities Served NCCO north of canal
Type of Treatment Used Secondary
Total Capacity (MGD) 135
Average Inflow (MGD) 80
Peak Inflow (MGD) Data not available
Expansion Plans Data not available
Connect Fees Data not available
Rates - Major Users Data not available
Pretreatment Information: Wilmington WWTP has
EPA has to approve an active pretreatment
pretreatment plans for program with county
industrial wastes at each sources managed by
plant. NCCO.
B-47
EXHIBIT 25: WHERE WORKERS LIVE WHO ARE EMPLOYED IN WILMINGTON: 2002 AND 2011
Source: US Census On the Map
Total Primary Jobs

2011
Category Count Share
Total Primary Jobs 51,335 100%
Jobs Counts by Places (Cities, CDPs, etc.) Where Workers Live - Primary Jobs
2011 2011
Cities Count Share Counties Count Share
Wilmington city, DE 7,568 14.7% New Castle County, DE 35,353 68.9%
Hockessin CDP, DE 1,108 2.2% Chester County, PA 3,417 6.7%
Bear CDP, DE 981 1.9% Delaware County, PA 2,461 4.8%
Newark city, DE 879 1.7% Kent County, DE 2,118 4.1%
Glasgow CDP, DE 847 1.6% Sussex County, DE 1,645 3.2%
Middletown town, DE 822 1.6% Cecil County, MD 1,343 2.6%
Pike Creek Valley CDP, DE 787 1.5% Philadelphia County, PA 771 1.5%
Philadelphia city, PA 771 1.5% Gloucester County, NJ 711 1.4%
North Star CDP, DE 676 1.3% Salem County, NJ 689 1.3%
Pike Creek CDP, DE 626 1.2% Montgomery County, PA 440 0.9%
All Other Locations 36,270 70.7% All Other Locations 2,387 4.6%
Commute into the City from
Commute into the City 43,767 85.3% outside of the County 15,982 31.1%
B-1
EXHIBIT 26: WHERE WILMINGTON RESIDENTS WORK: 2002 AND 2011
Source: US Census On the Map
Total Primary Jobs

2011
Category Count Share
Total Primary Jobs 28,313 100%
Jobs Counts by Places (Cities, CDPs, etc.) Where Workers are Employed - Primary Jobs
2011 2011
Cities Count Share Counties Count Share
Wilmington city, DE 7,568 26.7% New Castle County, DE 21,152 74.7%
Philadelphia city, PA 1,032 3.6% Delaware County, PA 1,093 3.9%
Newark city, DE 697 2.5% Philadelphia County, PA 1,032 3.6%
New Castle city, DE 480 1.7% Chester County, PA 872 3.1%
Dover city, DE 444 1.6% Kent County, DE 682 2.4%
Elsmere town, DE 337 1.2% Montgomery County, PA 421 1.5%
Brookside CDP, DE 312 1.1% Sussex County, DE 301 1.1%
Hockessin CDP, DE 251 0.9% Cecil County, MD 175 0.6%
Claymont CDP, DE 212 0.7% Salem County, NJ 155 0.5%
Glasgow CDP, DE 197 0.7% Montgomery County, MD 153 0.5%
All Other Locations 16,783 59.3% All Other Locations 2,277 8.0%
Commute out of the city 20,745 73.3% Commute out of the county 7,161 25.3%
B-1

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What are the key demographic and economic characteristics of Wilmington?

What are the key demographic and economic characteristics of Wilmington?

What transportation options exist for Wilmington residents and workers?

What transportation options exist for Wilmington residents and workers?

Wilmington, Delaware

235 Main Street, Suite 286

Exhibit: Statistical Background Data

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 1

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 2

• Demographics • Public services and facilities

• Wilmington’s location at the intersection of of City resident job holders.

 OED frequently hears from the development/

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 5

 The City’s various regulatory agencies and staff

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 6

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 7

 A Target Industry Identification and Profile

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 9

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 10

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 11

Figure 1 - Population Growth Rate 2013-2018

Figure 2 - Change in Median Household Income 2013-2018

6.0% 5.2% 5.1%

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 12

Figure 3 - Median Household Income 2013 and 2018

$0 $20,000 $40,000 $60,000

No High School Diploma

Outer Circle is the Philadelphia-Camden-Wilmington MSA

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 13

Figure 5 - Percent Population Growth 2013-2018

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 14

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 15

 Strong scientific capability in workforce can

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 16

Philadelphia/Camden/Wilmington Metropolitan Statistical Area (Cont’d)

Location and Access to Markets

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 17

 The Eastern U.S. and Canada, and Western infrastructure.

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 18

Table 4 - Mileage and Driving Time to Selected Major US Cities

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 19

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 20

Figure 9 – Amtrak Northeast Passenger Rail Routes

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 21

Figure 11 – Delaware Rail Lines

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 22

Table 5 – Major Features of the Port of Wilmington

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 23

Figure 12 – Nonstop Destinations from New Castle County Airport

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 24

Figure 13 – DART Bus Routes in Wilmington

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 25

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 26

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 27

(9.8%); the occupations with the lowest

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 28

Figure 14 – Percent of Residents Employed in Finance/Insurance/Real Estate and Health Care/Social

*Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metropolitan Statistical Area - Source: U.S.

Prepared by Wadley-Donovan GrowthTech, LLC and Garnet Consulting Services, Inc. 29