are planned with that same intent. The idea is to build a network of experiences that draw people downtown—not just for errands, but for daily life. INDUSTRY, INCENTIVES, AND ROOM TO GROW Dayton’s economy rests on a solid base of industry and manufacturing. Local employers have weathered economic cycles, and the city is not in the position of having to reinvent its base from scratch. Instead, the emphasis is on aligning workforce training with employer needs, maintaining a strong business climate, and making strategic decisions about what kinds of companies fit Dayton’s values and environment. Chattanooga State’s TCAT campus is a key part of that alignment, with custom training tailored to manufacturers in the city’s industrial park. Dayton also offers tax incentives for companies locating or expanding in the city and seeks to provide what Shinn describes as an equally important incentive: a workforce that is not just skilled, but happy to live and work where they are. There is still room to grow. The industrial park has acreage available for additional companies, and Ray County holds land just outside the city limits that could be annexed if a project warranted it. While manufacturing remains a cornerstone, the city is open to a range of business types, prioritizing quality jobs and environmental responsibility. Some potential projects have been turned away after closer inspection of their environmental impacts. The message is clear: growth is welcome, but not at any cost. CRITICAL INFRASTRUCTURE AND CITYOWNED UTILITIES Underpinning all of this is a strong foundation of infrastructure. Dayton is unusual in that it owns all of its utilities: water, wastewater, and electric. 214 CIVIL AND MUNICIPAL VOLUME 07, ISSUE 01
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