city of north port economic development strategic plan

Economic Development Strategic Plan OverviewCity Commission Meeting

September 10, 2012

© USF FIOG Confidential Material 2011/12 All Rights Reserved


What are we doing and why?

Why are we updating the Community’s Economic Development

Plan?• Recovery is 28 months old - still very slow• Persistent weakness in labor markets• Housing market remains weak-housing/labor go hand in hand• Demographics & employment have changed over the past 10

years in North Port • In a recent study by POLICOM, Inc., a company that annually

measures the 366 metro areas in the US, the North Port-

Bradenton-Sarasota MSA dropped to #266 in 2012 from #105 in

2004.


City Accomplishments

• Pro-Business City Commission

• Pro-Business City Administration

•Adopted Ad Valorem Property Tax Exemption for new and

existing businesses

• Established Economic Development Incentive Fund

• Suspended Impact Fees on new development for two years

•City and County joint acquisition of Warm Mineral Springs

•Strong partnership with Sarasota County-they funded the

Economic Development Strategic Plan Update


Economic Development Accomplishments

• Hired professional economic development staff

• Developed comprehensive branding campaign to define the City’s image

• Implemented a Small Business Assistance Program

• Attracted the University of South Florida to the City

• Supported Vision North Port with the Citizens Master Plan

• Created the Small Business Revolving Loan Guarantee Fund

• Completed a Hotel Feasibility Study

•Business and Economic Development Advisory Board provided recommendations on the City’s Sign Ordinance and the Unified Land Development Code

•Since 2008-Attracted 10 companies, Capital Investment of $69.5 Million, Creating over 489 jobs


Economic Overview

North Port is part of the Metropolitan Statistical Area (MSA) of

North Port/Bradenton/Sarasota MSA and is the largest city in

the three county Combined Statistical Area(CSA) of North

Port/Bradenton/Sarasota/Punta Gorda CSA

• Includes 2 MSA’s-

• North Port/Bradenton/Sarasota MSA and the Punta Gorda MSA

• Combined due to commuting patterns

• YOU ARE PART OF A REGIONAL ECONOMY


Competitive Market AnalysisSummary

What is North Port’s Competitive Position?• Geographic location in the Naples-Sarasota corridor• North Port is part of the Sarasota County brand with good schools and

county services

What are the gaps to attracting more jobs?• Limited land at I-75 that could be developed in the short term (2015)

Commerce Park is approaching build-out • Charlotte County industrial properties along I-75 and the airport have

become more competitive• The City has limited inventory to attract businesses• City needs to safeguard job creating properties from being

developed as residential or strip commercial• North Port needs more developer controlled business parks and

more multi-family housing to meet the changing housing

demands


Project Overview

Economic Development Strategic Plan Update• Contract Awarded January 23, 2012• February 21- Kick-off meeting with ED Advisory Board Task Force • Contract Completion July 31, 2012

Conducted 26 Key Stakeholder Interviews• Interviewed business leaders, elected City and County officials, property

owners, developers, etc.• Started February 20 and ended March 9, 2012

Focus Groups- 71 Attendees• April 5-Morgan Community Center-16 attendees• April 12-Toledo Blade Elementary-25 attendees• April 14-Warm Mineral Springs-29 attendees

Survey Respondents- Over 920 responses• Distributed over 6,000 surveys (April 30-May 15)• Over 1,200 people started the surveys• 400 provided written comments


Project Overview

Community Assessment-Overview• Reviewed with Business and Economic Advisory Board Executive

Committee and Strategic Plan Task Force • June 8, 2012

Community Workshop-August 21, 2012• Reviewed entire Economic Development Strategic Plan Update with the

public , Business and Economic Advisory Board Executive Committee and Strategic Plan Task Force

• 45 Attendees


Target Industries

Concentrate on the five target industries identified by the EDC of Sarasota County and six additional clusters identified in SRI Report and recommended by the FIOG.The EDC of Sarasota County:

Medical & Life Sciences (e.g. Charlotte Heart & Vascular Institute) Applied Environment Services & Sustainable Systems (e.g. Earth

Balance) Digital Media & Web-enabled Technologies (e.g. FLWebtech, Inc.) Creative Services (e.g. ROI Media) Specialty Manufacturing Cluster (e.g. King Plastic Corporation)

Additional FIOG recommended clusters are: Education Logistics/Distribution Retail Trade Construction & Real Estate Tourism Warm Mineral Springs By-Products


Strategic Issues

• NEED FACILITIES-INVENTORY• NEED SHOVEL READY SITES• LIMITED INFRASTRUCTURE ESPECIALLY AT KEY

ACTIVITY CENTERS• LIMITED BUILDINGS AND SITES FOR

MANUFACTURING, OFFICE, DISTRIBUTION• NEED FOR COMPREHENSIVE DATA ON BUILDINGS

AND SITES FOR INDUSTRIAL, OFFICE, DISTRIBUTION• DEVELOP I-75 INTERCHANGE PROPERTIES FOR

HIGHEST AND BEST USES FOR ECONOMIC DIVERSITY

• AS THE LARGEST CITY IN THE REGION, NORTH PORT NEEDS TO EMBRACE AND PROMOTE REGIONALISM


Economic DevelopmentAction Plan

MISSION STATEMENTTo facilitate the location and expansion of quality businesses by attracting value added jobs; and by working closely with key stakeholders to promote the region as a preferred business destination.

Goal 1: FOSTER ECONOMIC GROWTH AND EXPANSION OF EXISTING BUSINESSESGoal 2:DEVELOP PRODUCT - LAND AND BUILDINGS Goal 3:DEVELOP INFRASTRUCTUREGoal 4:DEVELOP TALENT AND WORKFORCE Goal 5: IMPROVE QUALITY OF LIFE - COMMUNITY DEVELOPMENT

The Plan includes 5 goals, 20 objectives and 56 strategies

Goal 1: Foster Economic Growth andExpansion of Existing Businesses

GOAL 1: FOSTER ECONOMIC GROWTH and EXPANSION OF EXISTING BUSINESSESOBJECTIVE 1.1: Promote available sites and buildingsStrategy 1.1.1: Identify key sites and buildingsStrategy 1.1.2: Develop plan to market land/building assetsStrategy 1.1.3: Develop a web data inventory of available land and buildingsStrategy 1.1.4: Collaborate with commercial real estate brokers for data onsite and buildingsStrategy 1.1.5: Collaborate with bank owned foreclosed industrial/offi ce properties

OBJECTIVE 1.2: Create innovative partnerships to support existing businesses and expansionStrategy 1.2.1: Work with businesses to create, attract and retain target industriesStrategy 1.2.2: Develop a comprehensive existing industry programStrategy 1.2.3: Explore options for collaborating with the private sectorStrategy 1.2.4: Increase the awareness and use of local, State and Regional resources that assist with retention, attraction and growth of value-added businessesStrategy 1.2.5: Collaborate with commercial real estate brokers

Goal 1: Foster Economic Growth andExpansion of Existing Businesses

OBJECTIVE 1.3: Create a regulatory environment that embraces collaboration and cooperationStrategy 1.3.1: Identify regulations that inhibit business growthStrategy 1.3.2: Explore business friendly actions that encourage business attraction and Strategy 1.3.3: Implement ULDC Task Force recommendations related to changes to the City's Comprehensive Plan to encourage business growth and consistency with the EDSPStrategy 1.3.4: Implement ULDC Task Force recommendations on the City's Land Use and Zoning Strategy 1.3.5: Work with other City departments to further streamline the permitting process

OBJECTIVE 1.4: Encourage public/private collaborations for development of Warm Mineral Springs, as it relates to spin-off industriesStrategy 1.4.1: Issue RFQ for exploring marketable uses of Warm Mineral Springs mineral water

OBJECTIVE 1.5: Evaluate whether current City economic development incentives are effectiveStrategy 1.5.1: Develop and adopt guidelines for awarding incentives

Goal 2: Develop Product Land and Buildings

OBJECTIVE 2.1: Increase available Shovel Ready sites for Manufacturing, Research & ‐Development, Offi ce Uses, DistributionStrategy 2.1.1: Explore the opportunity of creating a Land BankStrategy 2.1.2: Work with landowners to develop sites in Activity Centers 4 and 5Strategy 2.1.3: Prioritize areas for design and funding of water and sewer main lines to increase number of shovel and pad ready sites

OBJECTIVE 2.2: Identify key parcels of 20 Acres or more within Activity Centers that can be readily converted to shovel ready sitesStrategy 2.2.1: Compile inventory of land and ownership of properties with 20+ acres that are zoned and ready for detailed master site planningStrategy 2.2.2: Meet with landowners/developers of larger land holdings to determine actions needed to develop shovel ready sites

OBJECTIVE 2.3: Encourage development of offi ce and business parks at or near key Strategy 2.3.1: Create options that will expedite infrastructure for offi ce and business park Strategy 2.3.2: Lead in the creation of public/private partnerships to prepare North Port to attract business investmentStrategy 2.3.3: Develop ways North Port can partner with developers to creatively structure financing for infrastructure needs and reduce impacts of regulatory demands

Goal 3: Develop Infrastructure

OBJECTIVE 3.1: Develop water related infrastructure to encourage business growth and expansion in Activity CentersStrategy 3.1.1: Conduct an inventory of water needs as it relates to Activity CentersStrategy 3.1.2: Develop a plan for addressing water related deficiencies that deter business Strategy 3.1.3: Provide incentives or financing mechanisms to developers to extend water and sewer lines in prioritized areas

OBJECTIVE 3.2: Develop sanitary sewer system to encourage business growth and expansion in Activity CentersStrategy 3.2.1: Conduct an inventory of sanitary sewer deficiencies to and within Activity Strategy 3.2.2: Develop a plan for addressing sanitary sewer related deficiencies that deter business expansion

OBJECTIVE 3.3: Develop roads to encourage business growth and expansion in Activity CentersStrategy 3.3.1: Conduct an inventory of roadway deficiencies to and within Activity CentersStrategy 3.3.2: Develop a plan for addressing sanitary sewer related deficiencies that deter business expansion

Goal 3: Develop Infrastructure

OBJECTIVE 3.4: Develop broadband to encourage business growth and expansion in Activity Strategy 3.4.1: Inventory current broadband capacityStrategy 3.4.2: Meet with providers to explore methods of expanding and increasing coverage

OBJECTIVE 3.5: Develop natural gas related infrastructure to encourage business growth and expansion in Activity CentersStrategy 3.5.1: Conduct a natural gas needs assessments as it relates to Activity CentersStrategy 3.5.2: Develop a plan for addressing natural gas deficiencies that deter business

OBJECTIVE 3.6: Enhance exposure and name recognition for the City of North PortStrategy 3.6.1: Work with FDOT to add North Port exit signs on I-75Strategy 3.6.2: Work with FDOT to add Warm Mineral Springs exit signs on I-75Strategy 3.6.3: Work with US Department of Commerce to change name designating the new Combined Statistical Area

Goal 4: Develop Talent and Workforce

OBJECTIVE 4.1: Develop local and regional partnerships to meet the training and skills development needs of target industriesStrategy 4.1.1: Support STEM (Science, Technology, Engineering and Math) careers by working with North Port High SchoolStrategy 4.1.2: Work with Suncoast Workforce Board and School Board to identify career academies and training needs for target industriesStrategy 4.1.3: Increase awareness of training and skills improvement funding opportunities to service the young and older populationsStrategy 4.1.4: Work with value-added employers and local, regional, state partners to develop and implement strategies to reverse the "brain drain" of younger workersStrategy 4.1.5: Work with USF Sarasota-Manatee and State College of Florida to expand programs and training for the changing workforce

OBJECTIVE 4.2: Support small business expansion through partnerships with workforce Strategy 4.2.1: Work with the Chamber, higher education and the high school to develop programs to assist small businesses to expandStrategy 4.2.2: Work with Suncoast Workforce Board and School Board to identify career academies and training needs for businessesStrategy 4.2.3: Work with entrepreneurs to grow businesses

Goal 5: Improve Quality of LifeCommunity Development

OBJECTIVE 5.1: Assist with determining a place identity for the City furthering the findings of the Branding Study-May 2010Strategy 5.1.1: Explore the concept of a City Center to give residents a sense of placeStrategy 5.1.2: Continue to diversify retail offerings by recruiting national name brand stores and chain restaurantsStrategy 5.1.3: Modify City's Brand to include its strategic location in Sarasota County and SW

OBJECTIVE 5.2: Develop a list of unmet cultural and retail amenities for the City to pursueStrategy 5.2.1: Examine gaps in services such as theatres, bowling alleys, skating rinks, and other activity generating usesStrategy 5.2.2: Prepare a feasibility study for development of a 5,000 seat amphitheater

OBJECTIVE 5.3: Explore City assets to determine tourism opportunitiesStrategy 5.3.1: Determine the types of entertainment or meeting space needsStrategy 5.3.2: Promote Warm Mineral Springs as a tourism attractionStrategy 5.3.3: Promote use of City's natural resources for tourism

OBJECTIVE 5.4: Increase the amount of new multi-family housingStrategy 5.4.1: The City needs to work with developers to construct new multi-family housing


Success Takes Partnerships

• City and County Governments• K-12 and Higher Education• Chamber• Private Organizations-North Port EDC• Workforce Board• Business Associations• Water Management District, FDOT, Regional Planning Council• ED Partners-Regional (Tampa Bay Partnership), Economic

Development Corporation of Sarasota County, State-Enterprise Florida

• Residents• Existing businesses • Others

Thank you!Contact Information:Mary Jane Stanley, CEcD

Florida Institute of Government at the University of South Florida(813) 974-1317

[email protected]

Robert Gray, AICPStrategic Planning Group

(904) [email protected]


mailto:[email protected]

mailto:[email protected]

city of north port economic development strategic plan

Documents

business growth andexpansion

business investmentstrategy

business growthstrategy

business parkstrategy

water related deficiencies

inventory of water

water related infrastructure

business friendly actions