november 2, 2011 indiantown neighborhood advisory ... · indiantown neighborhood advisory committee...

Indiantown Neighborhood Advisory Committee

6:00 P.M. 15675 OSCEOLA STREET, INDIANTOWN, FLORIDA 34956

1. CALL TO ORDER

2. CONSENT AGENDA

A. Approval of Minutes: October 5, 2011

3. COMMENTS

A. Public – CRA Board may comment on agenda items during the time for public commentB. MembersC. Staff

4. NEW BUSINESS

A. Indiantown Enterprise Zone (Staff)1. Final Report Attached to the Agenda

B. TIGER III Grant Application1. Application will be available online at

C. C-44 Canal Reservoir Project Update 2. Final Report Attached to the Agenda

D. Big John Monahan Bridge Update

5. COMMENTS

A. PublicB. MembersC. Staff

6. ADJOURN

Members & Date Term EndsMembers & Term Expiration

Donna CarmenE. Thelma WatersWilliam HannahJohn (Art) MatsonCatherine DeningerBernard CarcanoBernice SimpsonGreg FlewellingGuy Parker

Staff Kevin FreemanEdward ErfurtBonnie Landry, AICPNakeischea Loi Smith, AICPSarah Henke

November 2, 2011Indiantown Neighborhood Advisory Committee

AGENDAP.M. - INDIANTOWN CIVIC CENTER

15675 OSCEOLA STREET, INDIANTOWN, FLORIDA 34956

October 5, 2011

Board may comment on agenda items during the time for public comment

(Staff)Final Report Attached to the Agenda

Application will be available online at www.IndiantownCRA.com

44 Canal Reservoir Project Update (Art Matson)Final Report Attached to the Agenda

Big John Monahan Bridge Update (Art Matson)

July 10, 2013July 10, 2013 July 10, 2013July, 10, 2013July 10, 2014July 10, 2015July 10, 2014November 30, 2014July 10, 2015

Community Development DirectorUrban DesignerCommunity Development SpecialistCommunity Development SpecialistProject Engineer

Indiantown Neighborhood Advisory Committee

15675 OSCEOLA STREET, INDIANTOWN, FLORIDA 34956

Board may comment on agenda items during the time for public comment

PDF of 78

http://www.indiantowncra.com/

MARTIN COUNTY BOARD OF

COUNTY COMMISSIONERS MARTIN COUNTY ENTERPRISE ZONE

STRATEGIC DEVELOPMENT PLAN

DRAFT: October 19, 2011 Indiantown, Florida

PDF of 78

Martin County Enterprise Zone Strategic Development Plan Approved by the Martin County EZDA on October 19, 2011

2

MARTIN COUNTY BOARD OF COUNTY COMMISSIONERS

Martin County Enterprise Zone Strategic Development Plan

Approved by the Martin County Enterprise Zone Development Agency

(EZDA): October 19, 2011

TABLE OF CONTENTS

List of Figures ................................................................................................................................ 3

List of Acronyms ........................................................................................................................... 4

Acknowledgements ....................................................................................................................... 4

Executive Summary and Mission ................................................................................................ 5

Section 1. Introduction & Context .............................................................................................. 6

Section 2. Description of Distress and Barriers to Revitalization .......................................... 10

Subsection 1.1 Population and Demographics .......................................................................... 10

Subsection 1.2 Poverty Rate ...................................................................................................... 11

Subsection 1.3 Median Household Income ............................................................................... 13

Subsection 1.4 Unemployment ................................................................................................ 13

Subsection 1. 5 Permit and Property Value Decline ................................................................ 14

Subsection 1.6 Public Safety and Code Enforcement .............................................................. 15

Subsection 1.7 Code Enforcement, Demolitions, Vacant Properties, and Stagnant Growth ... 16

Subsection 1.8 Stormwater/Water Utility Infrastructure Barriers and Need ............................ 20

Section 3. Enterprise Zone Revitalization Strategic Goals and Objectives .......................... 21

Subsection 3.1 Strategic Planning Process ............................................................................ 21

Subsection 3.2 Goals, Objectives, and Strategies .................................................................. 24

Goal 1: Economic Development ........................................................................................... 25

Goal 2: Infrastructure Improvement ...................................................................................... 29

Goal 3: Community and Workforce Development................................................................ 31

Section 4. Implementation of the Strategic Development Plan .............................................. 34

Subsection 4.1 Resources to Support Revitalization Efforts .................................................. 34

Subsection 4.2 Coordinating Efforts and Linkages to Implement the Plan ........................... 45

Subsection 4.3 Measuring Success to Achieve the Strategic Plan ......................................... 47

PDF of 78


3

APPENDICES ............................................................................................................................. 50

Appendix A. Martin County Resolution No. 11-7.13 (Nominating resolution) ........................... 50

Appendix B. Martin County Resolution No. 11-8.1 (Establishing the Enterprise Zone Development Agency) .................................................................................................................. 58

Appendix C. Enterprise Zone Agency Members .......................................................................... 68

Appendix D. Staff Resources for Implementation ....................................................................... 72

Appendix E. Public Outreach Flyer .............................................................................................. 73

Appendix F. Martin County Enterprise Zone Land Use Categories ............................................. 74

Appendix G. Martin County Enterprise Zone Census Tracts with Census Blocks Map .............. 75

Appendix H. LPA Review results ................................................................................................. 76

Appendix I. BOCC Public Hearing results ................................................................................... 76

SOURCES CONSULTED .................................................................................................................. 77

LIST OF FIGURES

1. Enterprise Zone Boundary with Community Redevelopment Agency Boundary

2. Population

3. Poverty Rate

4. Poverty Rate by Census Block Group

5. Public Assistance

6. Median Household Income

7. Unemployment, 2005-2009

8. Parcel Valuation , 1992-2011

9. Total Calls for Service from Martin County Sheriff’s Office, 2000 and 2010

10. Selected Types of Calls for Service, Indiantown Area, 2000 and 2010

11. Vacant Industrial and Commercial Properties

12. 1995 Aerial of Proposed Enterprise Zone



15. Strategic Development Plan Main Goals

16. Identified Resources to Implement the Strategic Development Plan

17. Measures of Plan Progress

PDF of 78


4

LIST OF ACRONYMS

BDBMC - Business Development Board of Martin County EZ – Enterprise Zone. EZDA – Enterprise Zone Development Agency (Martin County) FAA – Federal Aviation Administration FDOT – Florida Department of Transportation FPL – Florida Power and Light IRP - Indiantown Revitalization Partnership IRSC – Indian River State College ITS – ITS Telecommunications, Inc. MCBOCC – Martin County Board of County Commissioners MCCDD – Martin County Community Development Department MCCE – Martin County Code Enforcement MCCRA – Martin County Community Redevelopment Agency MCCVB – Martin County Convention and Visitors Bureau MCE – Martin County Engineering MCGMD - Martin County Growth Management Department MCTDC – Martin County Tourist Development Council MMPO – Martin County Metropolitan Planning Organization MIATC - Marine Industries Association of the Treasure Coast NAC – Indiantown Neighborhood Advisory Committee (which advises the CRA) NSBA – National Small Business Association SBDC - Small Business Development Centers (through USSBA) SCORE - Counselors to America’s Small Business (through USSBA) TCCLG - Treasure Coast Council of Local Governments USDA – US Department of Agriculture USDOL – US Department of Labor USEDA – US Economic Development Administration USSBA - US Small Business Administration WMCICC -Western Martin County Indiantown Chamber of Commerce WFS – Workforce Solutions

ACKNOWLEDGEMENTS

Martin County was authorized by the 2011 Florida Legislature (Chapter No. 2011-76) to apply

for an Enterprise Zone designation with the support and sponsorship of the Martin County

Legislative Delegation. Sincere appreciation is extended to Florida Senator Joe Negron and

Florida Representatives William Snyder, Gayle Harrell and Steve Perman, the Martin County

Board of County Commissioners, various county departments, and leaders of the Indiantown

community who worked together to advance the Martin County Enterprise Zone.

PDF of 78


5

EXECUTIVE SUMMARY AND MISSION

The Martin County Enterprise Zone Strategic

Development Plan builds upon a history of desired

growth and revitalization for the Indiantown, Martin

County, Florida area, and meets the requirements of

Section 290.0057, F.S. by presenting:

Three goals, ten objectives, and numerous

strategies to support economic development,

improve infrastructure and enhance community

and workforce development.

A focus on industries: renewable energy

(including biomass), information services (call

centers), information technology (data centers),

marine, and manufacturing/ distribution

(including agriculture).

Measurable objectives corresponding to each

goal to increase available jobs through

economic development; improve social and

human services, public safety, workforce

education and training, and overall community

development.

Demonstrated partnerships with county agencies, business organizations, and area leaders

to implement the plan in a coordinated manner.

The County’s commitment for Enterprise Zone fiscal and regulatory incentives and ways

the state Enterprise Zone tax incentives and other resources will be utilized.

A description of public and private resources available, including partnerships, to be used

for Enterprise Zone revitalization efforts.

PDF of 78


6

Mission

The adopted mission of the Martin County Enterprise Zone, located in a distressed 9.7 square

mile core area of Indiantown, is to promote and accelerate economic development and

general public and infrastructure improvements for residents and businesses particularly

within the designated zone. Encouraging capital investment, the Enterprise Zone

Development Agency and Strategic Development Plan will help to achieve a sustainable and

more diverse local economy with greater economic opportunities. In carrying out this

mission, the Enterprise Zone will serve as an economic stimulant to:

Provide necessary incentives for revitalization for the growth, development,

attraction, and establishment of jobs-producing businesses.

Streamline regulatory obstacles for a business-friendly environment.

Elevate the standard of living to improve the quality of life for residents.

SECTION 1. INTRODUCTION & CONTEXT Lofty economic development dreams for Indiantown date back

to the 1920s, when Baltimore financier S. Davies Warfield

began amassing land, built the Seminole Inn, and formulated

plans to make the town the southern headquarters of his

railroad. After the boom-bust period of the 1920’s, the

developments of South Florida, including Martin County,

hugged the Atlantic Coast. Hence, Indiantown remained a

rural, isolated pocket of development. Over the ensuing

decades, business cycles have generated ebbs and flows of

proposed and built development.

The latest wave of unfavorable economic conditions

throughout Florida and the United States today present a

difficult challenge for successful economic development and

jobs creation in Martin County and the Indiantown area –

PDF of 78


7

Florida Power & Light’s Martin Plant and “Next Generation Solar Energy Center”

however they also present tremendous opportunity1. While the

Indiantown area is distressed and has barriers to revitalization, it

also has significant attributes. Existing industry ranging from

citrus processing and juice production, a flour mill, and energy

generation/cogeneration make the area the largest industrial

property tax base in Martin County.

Economic Base

Indiantown’s historic economic base stems from some 305 square

miles of citrus and sugar farming, vegetable fields, dairy farms and cattle ranches. Today the

affordable land, accessible transportation (cross state rail, major highways, air), infrastructure

including state-of-the-art high speed communication fiber, low cost utilities and a talented

workforce make Indiantown one of the premier locations for business and industrial development

in the country. Approximately 1,000 acres is zoned for industrial use. Indiantown is poised to

bring new, high quality, job-producing companies to the community.

The community’s amenities and workforce were recognized years

ago when companies opened such heavy industrial operations as Bay

State Milling Company, Entegra Roof Tiles, Tampa Farm Service

and Louis Dreyfus Citrus, a large juice plant and producer of orange

juice concentrate for customers in the U.S. and abroad.

The Indiantown industrial area is anchored by Florida Power and

Light’s (FPL) Martin Plant. With its addition of 800 megawatts of

electrical generating capacity, the location ranks as FPL’s largest

fossil fuel electricity producers in Florida. Cogeneration, L.P. is a

350 megawatt electrical co-generation plant which produces

electricity for Florida Power & Light and steam for the Caulkins fruit

1 See Job Creation Toolkit, Business Developmen t Board of Martin Count y, and research by Policom Corporation, 2008.

PDF of 78


8

processing plant. FPL blazed a new trail by opening just west of Indiantown the world’s first

hybrid solar facility and largest solar energy plant in Florida. FPL’s “Next Generation Solar

Energy Center” is a 500-acre, 75 megawatt facility which generates enough power for

approximately 11,000 homes.

Any Indiantown area home or business has access to one of the most sophisticated computer

gateways available today through the 100% underground dark fiber network. ITS

Communications serves the area with fiber-to-premise optic network (ITS Fiber) to offer

virtually unlimited bandwidth, which allows the transmission of data of the highest speed and

quantity with direct-to-premise connections that support access to advanced services like video

conferencing, video monitoring, tele-med services and more. ITS Fiber’s 100% underground

installation offers the highest performance and maximum reliability with redundancy to serve

any businesses seeking world-wide information access. 2

Need for Redevelopment

At least since 1997, Indiantown has been targeted as an area in need of redevelopment. The

Indiantown Community Redevelopment Area (CRA) boundary was formed for the main purpose

of reinvigorating a core area including the historic downtown, surrounding neighborhoods, and

an area which substantially overlaps the proposed Enterprise Zone, as can be seen in Figure 1.3

The Finding of Necessity for the CRA included a determination of slum and blight conditions as

defined by law. The mission for the CRA includes directing investment and redevelopment

towards the redevelopment area, assuring coordination and cooperation of the planning,

redevelopment, investment, economic and development activities between and among Martin

County, its departments, its citizens, property owners, other local governments, regional agencies,

and state and federal government agencies.

2 Derived from “Indiantown- Rich in Histor y” by the Indiantown Western Martin County Chamber of Commerce, and the Business Development Board of Martin County. 3 See Martin County Resolution 97-6.11.

PDF of 78


9

Need for an Enterprise Zone

After working for several years, and with the help of the Martin County Legislative Delegation,

Martin County and Indiantown leaders succeeded in passing legislation that authorized Martin

County to apply for an Enterprise Zone designation through the 2011 Florida Legislature (Ch.

2011-76, Laws of Florida). The legislation requires this Strategic Plan be approved by the State

to fully establish the Zone (see s. 290.0057, F.S.). On July 26, 2011 the Martin County Board of

County Commissioners adopted Resolution No. 11-7.13 to establish the boundaries of the

proposed Martin County Enterprise Zone pursuant to F.S. 290.0065, and adopted Resolution No.

11-7.14 establishing the Enterprise Zone Development Agency. On August 2, 2011 the Board of

County Commissioners repealed and replaced Resolution No. 11-7.14 with Resolution No. 11-

8.1 to ensure consistency with Sec. 290.0056, Fla. Stat., as well as consistent use of the Agency’s

name. The location and boundaries of the Enterprise Zone are presented in Figure 1, below. Figure 1. Martin County Enterprise Zone (and CRA) Boundaries

PDF of 78


10

SECTION 2. DESCRIPTION OF DISTRESS AND BARRIERS TO

REVITALIZATION

SUBSECTION 1.1 POPULATION AND DEMOGRAPHICS

According to the U.S. Census Bureau, the population within the proposed Enterprise Zone area

was 6,990 in 2010. This is an approximate 12 percent decrease from the last decennial census

estimate of 7,933 (year 2000), which suggests area decline. In contrast, Martin County’s

population grew 15.5% throughout this same period, increasing from 126,731 in 2000 to 146,318

in 2010, and the State of Florida experienced a similar increase. The population decline within

the proposed Enterprise Zone area is indicative of the area’s stagnant growth and is associated

with the area’s lagging social and economic opportunity.

Figure 2. Population

2000

Population

2010

Population

Difference

Enterprise Zone

Area

7,933 6,990 -12%

Martin County 126,731 146,318 +15.5%

State of Florida 15,982,839 18,801,310 +17.6%

The racial composition of the Zone is diverse. Fifty-four percent of the proposed area is

Caucasian, 25% percent is some other race alone and 17% is African American. The remainder

of the area residents (approximately 3 %) identified themselves as some other mix of races

including American Indian/Alaskan Native. Compared to the rest of the state, a high percentage

of persons (nearly 46 percent) identify themselves as white and non-white Hispanic.4

Approximately 58% of residents are male and 42% are female.

4 According to Economic Modeling Specialists, Inc. data for zip code 34956. See www.economicmodeling.com.

PDF of 78


11

SUBSECTION 1.2 POVERTY RATE

Income data for the area shows a high rate of poverty. According to the 2005-2009 American

Community Survey, the five Census block groups in the proposed area exhibit poverty rates

ranging from 14.6% (23.6% margin of error) to 51.7%. The proposed area has an average

poverty rate of 36.7%, which equates to approximately 2,599 residents with incomes below the

poverty threshold. This figure is more than three times the poverty rate in Martin County

(10.6%), and the rate in the State of Florida (13.2%). As described by the US Census, the

poverty threshold is approximately $11,139 annual income for a one person household, and

$22,314 for a four person household.5

Poverty Rate

Figure 3. Poverty Rate 6

2000 Poverty

Rate

2009 Poverty

Rate

Difference

Enterprise Zone

Area

27.6% 36.7% +33%

Martin County 8.8% 10.6% +20%

State of Florida 12.5% 13.2% +5%

Since 2000, the poverty rate in the proposed Enterprise zone has increased by 33%, while the poverty rate in Martin County has increased 20% and statewide 5%. 7

5 Source: U.S. Census Bureau, Social, Economic & Housing Statistics Division: Poverty/Last Revised: Sept. 13, 2011 Weighted average thresholds provided for a general summary description, which do not correspond to the computation of poverty data. 6 Source: U.S. Census Bureau, American Community Survey, 2005-2009. Prepared by the Florida Agency for Workforce Innovation, Labor Market Statistics Center, July 2011 7 2000 Census data was compared to data from the 2005-2009 American Community Survey, which may affect t he estimates across time periods. However, no other historical data are available for comparison, except decennial census, at this time.

PDF of 78


12

Figure 4. Poverty Rate by Census Block Group

Another way to gauge poverty in the proposed area is to examine the volume of public assistance

provided to residents. While available data on this element may not be conclusive to establish

trends, 8 in 2000 and from 2005-2009 the rate of public assistance is well above the Martin

County and Florida average in the census tract of the proposed area, 3.67 and or 2.71%,

respectively.

8 According to the Agency for Workforce Innovation, 2011.

PDF of 78


13

Figure 5. Public Assistance

Households Receiving Public Assistance Income9

2000 2009

Proposed Enterprise

Zone

3.67% 2.71%

Martin County 1.29% 0.90%

State of Florida 2.81% 1.40%

SUBSECTION 1.3 MEDIAN HOUSEHOLD INCOME

The median household income in the proposed area, $34,334, was derived using a simple

average of the Census block data for the area, which has a wide variance (low of $25,411, and

high of $42,167). Accordingly, the income level is significantly less (nearly $20,000) than the

Martin County average, and about $10,000 less than the State of Florida. Consistent with other

area indicator data, this statistic demonstrates the distressed nature of the area.

Figure 6. Median Household Income

2009 Median Household Income

Enterprise Zone

Area

$34,334

Martin County $52,734

State of Florida10 $44,755

Source: U.S. Census Bureau, American Community Survey, 2005-2009, and other sources (see footnotes below)

SUBSECTION 1.4 UNEMPLOYMENT

Available data for the proposed area show an unemployment rate about 1 percent above the

Martin County and statewide figure for the period 2005 through 2009. See Figure 7 below for

detailed information. 11

9 Prepared by Florida Agency for Workforce Innovation, Labor Market Statistics Center, July 2011, utilizing data from the U.S. Census Bureau, Census 2000 and U.S. Census Bureau, American Community Survey 2005-2009. 10 http://fred.labormarketinfo.com/analyzer 11 U.S. Census Bureau, American Community Survey, 2005-2009

PDF of 78


14

Figure 7. Unemployment, 2005-2009

Unemployment Rates: 2005-2009 Average

Enterprise Zone Area 8.7%

Martin County 7.8%

State of Florida 7.5%

SUBSECTION 1. 5 PERMIT AND PROPERTY VALUE DECLINE

Permit Value Decline

Building permit data suggest that building activity in the proposed area lags the rest of County. This is supported by data from two nine year periods (1992-2001 and 2002- 2011) which shows the decline in valuation of perm its of more than twice the rate for Martin County as a whole (-8.5% compared to -3.6 percent) See Figure 8 below.

Figure 8. Parcel Valuation, 1992-2011 12

January 1992 –

December 2001

January 2002 –

February 2011

Value Decline ($) Difference

Proposed

Enterprise

Zone

Area

$41,292,659 $37,788,104 $3,504,555 -8.5%

Martin

County

$3,842,706,707 $3,704,176,793 $138,529,914 -3.6%

Property Values

Next, a look at trends in taxable property value in the proposed area shows more distress than the

County as a whole13. Whereas taxable property value in Martin County increased 65.8 % from

2000 to 2011, it increased only 34.2% in the proposed enterprise zone area.

12 Source: Martin County Building Department and Martin County Property Appraiser data base, 2011.

PDF of 78


15

SUBSECTION 1.6 PUBLIC SAFETY AND CODE ENFORCEMENT

While available data is inconclusive, an increase in calls for service from the Martin County

Sheriff’s office has been observed in the Indiantown area over the last ten years, and at a rate

higher than the rest of the County (see figure below). In 2000, calls from the Indiantown area

accounted for about 9% of all the calls in the County, while in 2010, the three Indiantown zones

accounted for 10.4% of the calls in the County14.

Figure 9. Total Calls for Service from Martin County Sheriff’s Office, 2000 and 2010 15

2000 2010 Increase

Indiantown

Service

Area

(includes

Enterprise

Zone)

14,750 25,498 42%

Martin

County

163,293 244,461 33%

A closer look at the data in Figure 10 shows some increases, and some decreases in criminal

activity and is therefore largely inconclusive. Anecdotally, the Indiantown area is not known as

a high crime area.

13 Martin County Property Appraiser’s Office 14 Caveats to the data include:

1. A change in reporting procedure by the Sheriff’s office may provide some of t he explanation for the significant increase in calls for service. 2. T he service area is not coterminous with the proposed boundary; it includes larger parts of Western Martin County. 3. Call totals are the number of calls received through “911”, and not necessarily verified infractions.

15 Source: Martin County Sheriff’s Office, July 2011.

PDF of 78


16

Figure 10. Selected Types of Calls for Service, Indiantown Area, 2000 and 2010 16

2000 2010 Difference

Murder/Homicide 1 1 0

Armed & Dangerous 14 8 -43%

Fighting 111 74 -33%

Burglary 28 85 203%

Theft 190 84 -55%

Robbery 10 14 40%

Stolen Vehicles 30 9 -70%

Vandalism 83 69 -16%

Juvenile Trouble &

Probation Checks

143 167 17%

Suspicious incident,

person, vehicle

403 574 42%

Drug Activity 11 13 18%

Drunk Persons 124 71 -43%

SUBSECTION 1.7 CODE ENFORCEMENT, DEMOLITIONS, VACANT PROPERTIES, AND STAGNANT GROWTH

Code enforcement in the proposed area showed 1,928 cases over the period January 2006

through June 2011, which range from non-permitted activities and structures, to weeds and trash.

Code enforcement officers generally observe an inability for area residents to financially afford

full mitigation for many of the code enforcement issues.

While the proposed area equates to less than 5% of the total population of Martin County,

approximately 15% of the demolitions performed by County Code enforcement have occurred in

the proposed Zone since 2005.

Data showing high rates of vacancy among residential, industrial and commercial properties

further support the finding of distress in the area. The 2005-2009 American Community Survey 16 Source: Martin County Sheriff’s Office, July 2011; Martin County staff data interpretation and calculation, July 2011.

PDF of 78


17

(ACS) vacancy data for housing in the proposed Enterprise Zone area shows that while some

block groups have no vacancies, other areas have a high vacancy rate (43.6%) which raises the

simple average for the area to 13.7 %. This rate is higher than the average for the Southern US,

which in the first quarter of 2011 was 12.5% and 2.8% for rental and homeowners,

respectively.17 In addition to ACS vacant residential units, a County study shows that there are

27 vacant industrial parcels, and 71 vacant commercial parcels (See also Figure 11 on the

following page).

Figure 11. Vacant Industrial and Commercial Properties

Stagnant growth is evidenced by a lack of building activity. In the past 19 years, only eight

commercial building permits for new structures have been issued (since 1992). Permits were

issued for a church, fast food, gas station, general office, medical office and other retail building. 18 A simple comparison of aerial maps of the area from 1995, 2003 and 2010 in Figures 12-14

17 http://www.census.gov/hhes/www/housing/hvs/qtr111/files/q111press.pdf. 18 Martin County Building Department

PDF of 78


18

below further illustrates the stagnant growth of the area, since no recognizable infill or building

can be discerned.

Figure 12. 1995 Aerial of Proposed Enterprise Zone

PDF of 78


19


PDF of 78


20


SUBSECTION 1.8 STORMWATER/WATER UTILITY INFRASTRUCTURE BARRIERS

AND NEED

Effective and environmentally sound management of stormwater to provide adequate flood

protection, safety and sanitation in Indiantown is essential to future economic development goals.

While the area is now served by drainage canals and highly permeable soils which generally

provide adequate levels of service, some localized stormwater issues, such as a need for

additional stormwater management capacity, present an impediment to area revitalization.

Accordingly, a Stormwater/Utility Master Plan was adopted through the Community

Redevelopment Agency in 2007 which combines stormwater management, water, wastewater,

and streetscaping and other improvements over 30 years to meet acceptable levels of service and

PDF of 78


21

better accommodate revitalization. The stormwater portion of the Master Plan proposes a

combination of stormwater treatment and attenuation facilities including wet and dry

retention/detention areas totaling approximately 775 acres. The Plan’s substantial cost estimate

for infrastructure improvements totals $202.8 million (2006 dollars), and would be in excess of

$680 million if amortized and carried out in phases.

SECTION 3. ENTERPRISE ZONE REVITALIZATION STRATEGIC

GOALS AND OBJECTIVES

SUBSECTION 3.1 STRATEGIC PLANNING

PROCESS Martin County used a thorough, condensed and

effective process to assemble this Strategic

Development Plan from June through December

2011. After collecting critical indicator data to

demonstrate need and compliance with Florida

Statutes, Martin County staff hired an Enterprise Zone Coordinator to add to the team of

assigned staff in July 2011. The staff of various departments and agencies contributing to the

planning process is further described in Section 4.1 (Resources).

As an organization assembles a strategic plan, it is essential to understand its context, or past and

current conditions, to make the best strategic decisions. This includes examination of the

external and internal environments. 19 EZDA members, interested parties, members of the

public, and staff who know the strengths, weaknesses, opportunities and threats to the

Indiantown area community brought this collective knowledge to bear on assembling this

strategic plan.

19 “Basic Overview of V arious Strategic Planning Models,” by Dr. Carter McNamara, Authenticity Consulting, LLC. Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitatio n. http://managementhelp.org/strategicplanning/models.htm.

PDF of 78


22

Considering this context, EZDA staff coordinated the strategic planning process by first

consulting staff from the State Department of Economic Opportunity, and second, selecting plans

from two other Enterprise Zones (City of Lakeland and Indian River County) to use as models

for content and style. Next, EZDA staff interviewed key County and Business Development

Board staff, and selected EZDA members to discern plan expectations as compared to the model

plans. EZDA staff researched economic development strategies, other Enterprise Zone plans,

key data including workforce characteristics (supplied by Workforce Solutions), and certain

Martin County plans such as the Indiantown Community Redevelopment Plan, and the Martin

County Comprehensive Growth Management Plan.

A critical element of the strategic planning process was the use of professional consensus-

building facilitation methods to suggest goals and objectives, measurable strategies, lead entities,

deadlines, and resources. After agreeing on the EZDA mission, Agency members used a method

known as “strategic directions”20 to determine eight general consensus goals during its first

public meeting. The goals were condensed into seven at the second public planning workshop,

at which EZDA members used a variation of the “stand up action planning” method21 to refine

goals and objectives, suggest measurable strategies, and lead entities, deadlines, and resources.

At two meetings public input was received in a facilitated workshop style setting.

The Plan goals was subsequently refined by staff to ensure conformity with state statutes, the

Martin County Comprehensive Plan, the Indiantown Community Redevelopment Plan, and to

respond to preliminary review o by the Department of Economic Opportunity.

In the course of formulating the Plan, EZDA staff received input and inquiries from members of

the public, community leaders, and local institutions and organizations such as the local chamber

of commerce, Indian River State College staff, Florida Power and Light, and ITS

Telecommunications, Inc. In the opinion of the EZDA members, the Indiantown community is

a full partner in the formulation of this plan. Local community input was ensured since certain

members of EZDA also serve on the Indiantown Neighborhood Advisory Committee of the

Martin County Community Redevelopment Agency. The CRA has been the lead planning 20 Strategics International, Inc. Robert and Cynthia Vance, Miami, FL, 2004. 21 Strategics International, Inc. Robert and Cynthia Vance, Miami, FL, 2004.

PDF of 78


23

agency for Indiantown since the CRA’s inception in 1997. Public input was invited and

encouraged through various means including the Martin County website, media releases and

media reporting, and distribution of a meeting flyer (See Appendix E).

The Plan was adopted by the EZDA after advance review, consideration, deliberation and debate

at a public meeting on October 19, 2011 at which input from the public was received and

considered.

As required by Florida Statutes, the Martin County Enterprise Zone Strategic Development Plan

is scheduled to be reviewed and considered by the Local Planning Agency on November 3, 2011

and for conformance with the Martin County Comprehensive Growth Management Plan.

Subsequently, the Plan will be considered by the Martin County Board of County

Commissioners at a properly noticed public hearing on November 22, 2011 and transmitted to

the State of Florida for final approval.

PDF of 78


24

SUBSECTION 3.2 GOALS, OBJECTIVES, AND STRATEGIES

The Strategic Development Plan (Plan) is comprised of three goals, as depicted in Figure 15

below. Figure 15. Strategic Development Plan Main Goals

Ten objectives support the three goals, with corresponding implementation strategies to provide

guidance for each. By clearly communicating the strategic intent, setting individual work plans

and targets and assessing progress on a continual basis, the objectives set forth in this strategic

plan will help to ensure implementation of Martin County’s Enterprise Zone.

This Plan defines the central purposes and priorities of the Enterprise Zone program, and guides

the Enterprise Zone Development Agency’s actions and resources. The Plan is a testament to the

County’s coordinated effort to contribute to accomplishing the goals and priorities of the

Enterprise Zone program. As with any plan, it is subject to future refinement and continuous

planning. Through plan implementation, the Martin County Enterprise Zone Development

Agency will help engage residents and leaders to adopt the goals of the plan and to assist in the

success of the program.

Strategic Development

Plan

1. Economic Development

3. Community and Workforce

Development

2. Infrastructure Improvement

PDF of 78


25

GOAL 1: ECONOMIC DEVELOPMENT The first priority of the Martin County Enterprise Zone is to

focus on attracting industries which can capitalize on certain

strengths and assets of the Indiantown area. These include its

established agricultural economic base, good regional road and

rail connectivity, available multi-lingual and

technical/mechanical workforce, outstanding internet

connectivity through a high speed fiber network, the “Next

Generation Solar Energy Center,” and its waterway

connectivity. The targeted industries include: renewable

energy (including biomass), information services (call centers),

information technology (data centers), marine, and

manufacturing/ distribution (including agriculture).

Getting the word out to a targeted audience and the public

effectively means adopting and implementing a disciplined

strategy. The Martin County Enterprise Zone will benefit from

the recently developed “iTown” branding. In this time of

focused economic development effort directed towards

Indiantown, the community began to consider updating its

image and refreshing its brand. Indiantown’s history is steeped in citrus farms, vegetable fields,

dairy farms and cattle ranches. With the recent investment in an underground fiber network,

Indiantown was propelled forward into a more high-tech realm. The new brand embraces

Indiantown’s small town charm while also focusing on a faster pace of business. “iTown” was

born for external marketing purposes with the slogan “Your high-tech hometown.”

Agency ideas to improve the marketing campaign are to make it: simple but comprehensive,

reliant on internet-based tools (including a virtual community tour), a presence at strategically

selected trade shows and events, and outreach to site selection consultants in targeted industry

PDF of 78


26

sectors. Regular progress reports will keep the campaign on task with a program evaluation built

into the campaign.

Martin County has the advantage of leveraging the marketing efforts of the Business

Development Board of Martin County (BDBMC) to broadly promote the Enterprise Zone and

the Job Creation Toolkit. The Enterprise Zone will be fully integrated into the BDBMC's

marketing plan and collateral materials including three websites: bdbmc.org, yesmartinfl.com,

itown.yesmartinfl.com. The Indiantown Chamber of Commerce also will include information

about the Enterprise Zone on its website. To assist with local promotion, the BDBMC will

distribute marketing materials at the Indiantown Chamber of Commerce, library, and IRSC's

Indiantown location. Digital marketing campaigns to the BDBMC's list of national site selectors

will promote the Enterprise Zone at least twice per year. The Enterprise Zone will be included in

appropriate BDBMC promotional materials that go to trade shows, industry events, site selection

meetings, and trade missions and will be presented to appropriate prospects as they consider

expanding or relocating in Martin County.

The plan also aims to pursue new methods to incentivize investment. These include encouraging

more properties to achieve “permit ready” status, exploring methods to expedite permitting, and

possibly adopting a “performance-based” zoning code for commercial/industrial properties.

Additional resources have been identified to potentially support Indiantown’s future

development, including partnering with state and federal agencies, pursuing legislation that

would allow for Indiantown to be designated through the Florida’s Rural Economic

Development Initiative, and exploring the establishment of a Foreign Trade Zone, and

Historically Underutilized Business Zone (HUB) for Indiantown.

In order to increase the number of jobs, several strategies have been developed to encourage the

establishment of new businesses and the expansion of existing businesses. These strategies

include coordinated recruitment efforts; encouraging a local small business incubation program

through the Chamber of Commerce, and encouraging local business expansion, including

encouraging area businesses to offer incentives (such as discounts on their goods or services) to

in-zone businesses.

PDF of 78


27

Measureable objectives toward reaching the Economic Development goal are as follows.

ECONOMIC DEVELOPMENT OBJECTIVE IMPLEMENTATION STRATEGY LEAD

ENTITY

(IES)

SCHEDULE RESOURC

ES

1a. Market the

Enterprise Zone to

targeted industry

Sectors, and

increase private

capital investment

in the Zone by at

least $500,000.

Through a strategic and multi-

faceted, multi-cultural marketing

plan, focus on targeted industries

such as renewable energy

(including biomass), information

services (call centers), information

technology (data centers), marine,

and manufacturing/ distribution

(including agriculture).

BDBMC January 2015 BDBMC,

FPL, USDA,

WMCICC,

MCCRA,ITS,

MIATC,

Enterprise

Florida,

Corporate

partners,

TCCLG

1b. Leverage local

incentives and

pursue new

resources within

the Enterprise

Zone.

Strategically utilize the Job Creation

Toolkit when appropriate. Explore

methods to expedite permitting

within the Enterprise Zone. Analyze

the possibility of adopting a

“performance-based” or new

overlay zoning code for industrial/

commercial land uses. Partner with

federal and state rural economic

development agencies; pursue

legislation that would allow for

designation as a REDI community;

Examine the feasibility of

establishing Martin County’s second

Foreign Trade Zone, and a

Historically Underutilized Business

(HUB) zone.

MCCRA/NAC

MCBOCC

March 2013 MCBOCC

USDOA,

USSBA,

NSBA

1c. Increase by

2 % annually the

Coordinate with BDBMC, WMCICC

and the state Department of

BDBMC Ongoing MCBOCC

BDBMC

PDF of 78


28

number of jobs in

the Zone through

the establishment

of new businesses

and expansion of

existing

businesses.

Economic Opportunity (DEO) to

successfully recruit targeted

industries. Induce local businesses

to grow. Encourage establishment

of a local small businesses

incubation program which provides

direct assistance with strategic

business planning, management,

marketing, accounting, etc.

Encourage in zone businesses to

discount goods and services for

others in the Zone.

DEO

WMCICC,

NSBA,

USSBA,

SCORE,

SBDC

1d. Increase

commercial/retail/

industry property

values by 2%

annually

Conduct an assessment of

properties, promote incentives and

partner with the Community

Redevelopment Agency and

Business Development Board

MCCRA

BDBMC

Ongoing N/A

PDF of 78


29

GOAL 2: INFRASTRUCTURE IMPROVEMENT

While Indiantown has several strengths concerning physical infrastructure, certain improvements

and additional capacity for service will be necessary to maintain acceptable levels of service, and

accommodate future growth and expansion. The implementation strategies selected for this

objective are first, to focus development around the airport, railroad, and waterfront, including

helping to facilitate the adoption of an airport development plan, identifying key rail access

points and properties (including a transit stop), and adding activity center and cargo connections

to waterfront properties.

Other necessary infrastructure includes the Monahan bridge expansion, and the provision of

adequate road and rail, water, wastewater, and stormwater utilities. To facilitate additional

business traffic concurrent with the redevelopment of the Indiantown core, an application for

establishing a transportation concurrency exception area and the completion of ongoing Project

Development and Environment (PD&E) studies by the FDOT on all state roads within the

Enterprise Zone are supported.

Another selected goal is to induce at least one existing commercial or industrial business to

rehabilitate, convert and/or retrofit a property to accommodate new office space and workforce.

While this depends upon private sector investment and action, the Martin County Enterprise

Zone can support and encourage such an accomplishment.

Measureable objectives to reach the Infrastructure Improvement goal are as follows:

INFRASTRUCTURE IMPROVEMENT

OBJECTIVE IMPLEMENTATION STRATEGY LEAD

ENTITY

(IES)

SCHEDULE RESOURCES

2a. Encourage

infrastructure

improvements to

airport, waterways,

In conjunction with CRA Plan rewrite help

to facilitate the adoption of an airport

development plan with capital

improvements; Identify new regional

MCCRA

MCCE

MCMPO

Concurrent

with

business

expansion;

FAA, FDOT,

MPO

MCCRA, CSX

Rail, Private

PDF of 78


30

and rail. connections and local site access to CSX

rail; Encourage the establishment of a rail

transit station; Assess new activity center

and cargo connections to waterfront

properties. Complete Monahan bridge

reconstruction. Complete needs

assessment, concept planning and

preliminary engineering for all

infrastructure improvements. Support the

completion of ongoing Project

Development and Environment (PD&E)

studies by the FDOT on all state roads

within the Enterprise Zone.

Dec 2013 developers

and

entrepreneurs

2b. Identify and

pursue

development and

infrastructure grant

and other

opportunities to

support strong

infrastructure and

community

development.

Identify and pursue development and

infrastructure funding and grant

opportunities in the public and private

sectors. Support the application for

designation of a transportation

concurrency exception area.

MCCRA,

MCCE,

MCMPO

Ongoing;

Concurrent

with

business

expansion

FDOT

Private

Developers

2c.. Increase

investment,

renovation or

rehabilitation of at

least one

commercial/industri

al building/year.

Induce at least one existing commercial or

industrial business to rehabilitate, convert

and/or retrofit a property to accommodate

new office space and workforce. Explore

affordable means to supply necessary

water, wastewater and stormwater utilities

to development sites; Complete a

Master Stormwater Plan which examines

feasibility of shared stormwater facilities,

public/private partnerships, fully engages

SFWMD, and possible complementary

use of the C-44 impoundment area.

WMCICC

BDBMC

MCCRA

MCCE

Ongoing Private

landowners/

developers,

SFWMD

PDF of 78


31

GOAL 3: COMMUNITY AND WORKFORCE DEVELOPMENT

A company which chooses to expand or relocate wants certainty of an attractive community, and

a qualified and reliable labor pool from which to draw.

Data produced by Economic Modeling Specialists, Inc. and provided through Workforce

Solutions (Region 20) help illuminate the area’s workforce. The local labor force appears to have

above average technical skills, including repair of equipment and operation monitoring,

equipment maintenance, troubleshooting, and installation of new equipment. 22

Accordingly, the Plan seeks to build workforce qualifications by focusing on the needs of the

targeted industries through partnerships with IRSC and Workforce Solutions, using tools such as

training workshops, and promoting juvenile and adult re-entry programs. It is paramount that

access to quality education and training be offered to the local workforce in order to upgrade

their skills and/or re-enter the workplace. Utilizing Workforce Investment Act Funding,

Workforce Solutions sponsors training for eligible individuals. Increased access to post

secondary education and training is critical for Indiantown’s economic recovery. Increased

access to local education will allow the labor force to gain skills necessary to move into careers

offering sustainable self-sufficient income.

In addition to providing an economic development approach (provided above), the Enterprise

Zone Strategic Development Plan is required by state law to present an approach to its broader

community development addressing areas such as social and human services, transportation,

housing, community development, public safety, educational and environmental concerns.

Accordingly, this Plan emphasizes a coordinative role with the Martin County Community

Development Department. The MCCDD’s primary mission is to implement the Community

Redevelopment Area Plan. This Plan calls on the Martin County Community Redevelopment

Agency and the supportive Neighborhood Advisory Committee (NAC) to accelerate its

revitalization mission, beginning with updating the CRA Plan by December 2012.

22 Economic Modeling Specialists, Inc. [ www. economicmodeling.com ] Labor for ce analysis reports run September 2011.

PDF of 78


32

Implementation of the CRA Plan is the cornerstone strategy to improve the community’s quality

of life. The plan embraces environmentally sustainable urban planning and development

techniques of which one of the most effective is to improve local multi-modal

transportation/circulation and encourage non-motorized travel. The CRA Plan is also integrated

with local law enforcement officials to improve crime detection and deterrence.

Other key strategies to improve Indiantown’s community development are:

To reduce blight and spearhead new housing stock (aiming to build or renovate 70

households per year). Housing improvement should address rental units, while also

emphasizing home ownership to ensure reliable maintenance and attractive

neighborhoods.

To attract a medical facility to locate in the Town Center

To improve pedestrian circulation and streetscaping

To improve public safety, and

To attract a farmer’s market.

In addition, community appeal should be built by attracting more visitors to large community

events (such as but not limited to the rodeo, a horse show, and expanded marine/water-based

events which facilitate recreation, and highlighting Indiantown’s equestrian industry and

history). Hosting the County Fair could be accommodated in the future if a suitable property can

be committed.

Ultimately, attracting new and expanded business with local workforce hires, community

development and revitalization success will be demonstrated by an increase in property value

and reduction in the unemployment and the poverty rates.

Measureable objectives to reach the Community and Workforce Development goal are as

follows:

PDF of 78


33

COMMUNITY AND WORKFORCE DEVELOPMENT

OBJECTIVE IMPLEMENTATION STRATEGY LEAD

ENTITY

(IES)

SCHEDULE RESOURCE

S

3a. Build skills of local

workforce emphasizing

the targeted industries

through partnerships

with local institutions

Better define the talent gap; partner

with Indian River State College and

other higher education institutions, as

well as with Workforce Solutions to

host seminars, job fairs, training

workshops, or other job training at

neighborhood walk-in locations;

encourage apprenticeship programs;

increase number of local mentors and

tutors, while promoting juvenile and

adult re-entry programs to reduce

criminal recidivism.

IRSC, WS

WMCICC

WDMC

Talent gap

(March 2012);

Other skill

building -

ongoing.

IRSC, WS,

USDOL, Pell

Grants

3b. Reduce area

unemployment rate a

minimum of 0.25%

annually, and the

poverty rate by 5% in

five years.

Successfully attract new and

expanded business with local

workforce hires.

EZDA Ongoing EZDA

3c. Accelerate the

Community’s

Redevelopment in

parallel with CRA

mission; achieve

revitalization thus

improving

reinvestment,

appreciation of land

value, and public

safety.

Encourage update the CRA Plan to

include: promoting sustainability as a

Green community, reducing blight

and encouraging homeownership,

seeking a local medical facility,

seeking a farmers market, improving

local transportation connectors with

multi modal/ complete street

emphasis, and adopting a conceptual

master plan for multi modal depot in

Town Center. Encourage tourism and

community events, such as, but not

limited to a rodeo, equestrian events

including horse shows, expanded

MCCRA

WMCICC

December

2012 CRA

Plan update

Non-profits

Federal

State Grants

MCCRA

MCTDC

MCCVB

PDF of 78


34

marine and water-based events and

potentially securing a site to host the

County Fair.

SECTION 4. IMPLEMENTATION OF THE STRATEGIC DEVELOPMENT

PLAN Valid and basic questions asked of virtually any plan are: “What resources (such as funds and

staff) will be used to implement the plan?” and “How will the plan be implemented? ” Therefore,

this section first identifies key resources being used in the Indiantown area and others expected

to be available. Next, it describes the strategy to implement the plan including coordination and

linkages among public and private organizations.

SUBSECTION 4.1 RESOURCES TO SUPPORT REVITALIZATION EFFORTS

To complement the core incentives offered by the State of Florida which are the basis of the

Florida Enterprise Zone program and this Plan, a host of local, state and Federal resources,

(public, non-profit and private resources) will assist in implementation of the Plan. Resources

include grants, loans, direct project funding, tax incentives, donations, public/private

partnerships, and in-kind contributions. As Plan implementation unfolds, new sources will

undoubtedly be discovered and new partnerships forged to accelerate the achievement of the

mission of the Martin County Enterprise Zone.

The tax incentives available through the Florida Enterprise Zone program are expected to enable

the Martin County Enterprise Zone Development Agency and the Martin County Board of

County Commissioners to attract private investment and development in the Zone. These

incentives will prove to be the catalyst for providing outside capital to the Zone, ensuring a

sustainable community with a strong business environment and positive economic growth.

Selected resources are described below in text, followed a summary figure presenting additional

resources.

PDF of 78


35

STATE - ENTERPRISE ZONE RESOURCES The State incentives offered through the Enterprise Zone program will directly target the goals

and outcomes established by the Enterprise Zone Development Agency. These incentives will

impact both the business and residential markets existing within the Enterprise Zone’s

geographic boundary. Understanding the incentives will aid in the Enterprise Zone Development

Agency’s ability to market and utilize these benefits to a specific target audience.

The sales tax refund for business materials will be used for both the rehabilitation of existing

structures as well as the construction of new facilities. Similarly, the Property Tax Credit

incentive for new or expanded businesses will help to provide additional redevelopment

opportunities on properties within the Zone.

The sales tax refund for business machinery and equipment will help assist new and existing

businesses within the Zone to purchase additional machinery and equipment that can improve

operations and encourage future expansions. The job tax credits will help businesses by

providing tax incentives for the hiring of new employees residing within the Zone.

Through these incentives, the Martin County Enterprise Zone Development Agency endeavors to

increase the market awareness of the program, thus attracting additional applicants from larger

companies to smaller neighborhood-based businesses.

MARTIN COUNTY/LOCAL RESOURCES While the tax incentives available through the Florida Enterprise Zone program are the

centerpiece enabling the Martin County Enterprise Zone Development Agency to attract private

investment and development in the Zone, the package of strategies outlined in this Plan work

together to form a vision which is business-friendly, and which enable achievement .

These incentives will work hand-in-hand with the revitalization efforts already spearheaded by

Martin County’s Community Redevelopment Agency and the incentives offered through the

Martin County Job Creation Toolkit.

Martin County also offers four significant incentive programs which form the Job Creation

Toolkit used primarily by the Martin County Business Development Board to attract new

business to the County. These programs are:

PDF of 78


36

A. Martin County Economic Development Impact and Building Permit Fee Mitigation

Program: Section 71.45, General Ordinances, Martin County Code, established this program which

provides for the mitigation of impact and building permit fees for qualified Target Industry

businesses meeting specific job, wage and/or capital investment requirements. The program is

intended to encourage economic opportunities and permanent business expansion. It is not an

entitlement program. Grants sole discretion to Board of County Commissioners. Fee mitigation can

range from $3,500-$7,500 per job created, or higher for exceeding requirements. County can also

mitigate 40-60% of impact of building permit fees if large capital investment ($10 million, or more

than $20 million) is secured.

B. Martin County Ad Valorem Tax Exemption Program: Chapter 71, Article 13, General

Ordinances, Martin County Code, provides for economic development tax exemptions for eligible

businesses as defined in Article 13. This tax exemption may grant an exemption for up to 100% of the

assessed value of new improvements to real property and tangible personal property of a new

business for up to ten years.

C. Martin County Job Creation Grant: Funds granted at the discretion of the Board of County

Commissioners to induce companies to create high wage jobs and diversify the local economy.

Established by Resolution No. 10-6.10, this grant is modeled after the State of Florida’s successful

Qualified Target Industry program, intended to encourage economic opportunities and permanent

business expansion by targeted companies. Agreement with new company addresses the number,

timing, and wages associated with the new jobs, as well as, the nature and timing of taxable capital

investment associated with the project. A $500 bonus per job is included for companies locating

within the Enterprise Zone.

D. Martin County Opportunity Fund: Established by Resolution No. 10-6.9, the Martin

County Opportunity Fund is a discretionary “deal closing” tool to be used in competitive

negotiations with qualified targeted businesses to win projects that create high wage jobs and

diversify the local economy. Also at the discretion of the Board of County Commissioners, this

program can translate to: cash, discounts on lease payments, land or discounts on land (if provided

PDF of 78


37

by Martin County). The program is intended to generate a positive return on investment to Martin

County for each induced project.

Other local resources include:

Expedited Review: Martin County expedites its review of development applications for

developments that are instrumental in meeting the County’s Comprehensive Growth

Management Plan and County Commissioners’ Strategic Plan goals (establishing an Enterprise

Zone designation for Indiantown has long-been a strategic objective of the Martin County Board

of County Commissioners). Article 10, Development Review Procedures, Land Development

Regulations, allows expedited review for targeted businesses, small scale industrial projects,

affordable housing projects, projects within CRA areas and projects that contain green

development.

Community Redevelopment Agency: As discussed, the MCCRA Plan is complimentary to this

Strategic Development Plan. Capital improvements funded through the CRA will also greatly

assist with EZDA’s success. The forecast of Tax Increment Finance revenue (TIF) for the

Indiantown CRA for the five year period (2012-2016) was based on a 4% annual increase in

property value, with an estimate of $638,048 in 2012, and growing to $1,115,960 in 2016.

Since this growth has not been realized and the expectations of the CRA are great, there are very

limited funds available for community improvements. While hopes are high that area

redevelopment and revitalization will again increase property values and TIF revenue, the

rewrite of the CRA Plan recommended in this Plan must include a critical and strategic

examination of the best allocation of limited resources.

Industrial Development Bonds: As a means to support economic development in Martin

County, the Martin County Industrial Development Authority (MCIDA) provides access to tax

exempt and taxable bond financing as an inducement to local, qualified companies. The role of

the MCIDA is primarily executed through the issuance of tax-exempt Industrial Development

Revenue Bonds. IDBs may finance up to 100 percent of project costs (typically more than $1

PDF of 78


38

million), with loans up to $10 million available if the financing is tax-exempt. In the case of

taxable bonds, no cap on the amount exists.

Florida Power and Light: As one of the largest regional employers, and the largest property

taxpayer in Martin County, FPL is located immediately adjacent to the Martin County Enterprise

Zone. FPL recently recruited new staff to support construction of a 500-acre “Next Generation

Solar Energy Center” immediately adjacent to the Enterprise Zone Boundary. New partnerships

with FPL are being explored to increase the number of alternative energy sector jobs, and assist

with the new business recruitment marketing of the Indiantown community.

Staff Commitment: The Martin County Enterprise Zone Agency will be coordinated primarily

by staff from the Business Development Board of Martin County which will be responsible for

marketing the Zone and its many assets to prospective businesses looking to locate within Zone

boundaries , and to existing businesses looking to expand. While staff from the BDBMC is

expected to fulfill the EZDA Coordinator role after the Strategic Development Plan is approved,

support for EZDA will also be achieved through strong coordination from other Martin County

departments and organizations, as listed in Appendix D.

As described in the Strategic Planning process section above, Martin County has devoted

considerable staff resources to the Enterprise Zone and will support implementation of the Zone.

Staff from the Administration, Community Development, Growth Management and Building

Departments will assist in these efforts. Community Development in particular, which oversees

the CRA Plan, has an ongoing presence in the community and will be actively assisting with the

mission of the Martin County Enterprise Zone. In addition, Martin County staff has established

an Economic Development Team, wherein interdepartmental communication and coordination

are promoted in regular meetings and strategic discussions.

PDF of 78


39

STATE RESOURCES

Transportation: Funding from the Florida Department of Transportation, programmed through

the Martin County Metropolitan Planning Organization (MPO), continues to play an integral role

in the future revitalization of the Indiantown area, since it is strategically located on the Strategic

Intermodal System for road and railroad.

Significant funding has been programmed or expended on Project Development and

Environment (PD&E) studies for designated segments of State Road 710 (Warfield) spanning

from Palm Beach County to the City of Okeechobee. There are several other FDOT studies and

planning initiatives which must be coordinated with the planning of Indiantown’s business future

to program resources for improvements. A partial list of these include: The CR 609 Planning &

Conceptual Engineering (PACE) Study, the US 27 Rail Corridor Study (which could improve the

rail link for the Treasure Coast to South Florida), the Transit/Rail Study, and The Southeast

Florida Freight Summit to implement the 2010 Regional Freight Plan. FDOT’s PD&E and other

studies should be supported through completion to bring more certainty to the area’s business

and commerce potential.

The Monahan Bridge Design/Build is currently underway for up to $32 million. Other SR 710

improvements were once estimated at $52.0 million for the segment between Indiantown west to

Okeechobee, and $73.2 million from Indiantown east to Riviera Beach.23

The Indiantown area was recently awarded a $0.53 million grant through FDOT’s “Safe Routes

to School” program through fiscal year 2015/16. This will allow pedestrian/ crosswalk

improvements on approximately 2 miles of sidewalk in the Indiantown CRA area.

Housing: In addressing the many quality of life issues within the Zone, it is anticipated that the

condition of the housing stock will be improved through seeking existing funding resources and

working with public and private organizations. While funding in the current climate is certainly

23 The SIS Multi-Modal Unfunded Needs Plan May 2006

PDF of 78


40

not plentiful, programs such as the Community Development Block Group (CDBG), Home

Investment Partnership Program (HOME) and the State Housing Initiative Partnership (SHIP)

may be used to assist in the revitalization and redevelopment in the Zone. Additional programs

include, affordable housing, hurricane housing repair, assistance for qualified low income

residents and urban homesteading, which allows qualified residents to purchase publicly- owned

vacant infill residential lots for the construction of single family dwellings.

Rural Economic Development Initiative (REDI): Included in the strategic goals is to pursue a

REDI designation for Indiantown to facilitate more resources for assistance with the

revitalization effort. This would require a legislative change. REDI program provides financial

assistance to certain rural counties and communities. Counties and communities that meet certain

statutory criteria may request a waiver or reduction of financial match requirements for projects

in rural areas. REDI status is determined by the Governor pursuant to sections 288.0656 and

288.06561, Florida Statutes to recognize rural or economically distressed counties or

communities. Assistance and resources are made available through the Florida Department of

Economic Opportunity.

Workforce Education, Training and Development: Indian River State College (IRSC) has

evolved over 50 years on the Treasure Coast as the primary public higher education institution,

which includes a small branch facility in Indiantown. Indiantown Education Center is part of the

Chastain Campus branch and endeavors to provide programs and opportunities responsive to the

needs of the businesses, students, and community of Indiantown. Emphasizing the life sciences

as the region transitions to the Research Coast, IRSC has implemented biotechnology partnerships

with internationally known research institutions. A Science, Technology, Engineering, & Math

(STEM) Center will be constructed at the St. Lucie West Campus in the center of the region’s

biotechnology hub. The planned Center for Innovation & Entrepreneurship will serve as a magnet

for new business, industry, and innovation. The Business and Technology Incubator and the

Clark Advanced Learning Center are other programs of note.

IRSC has traditionally been responsive to the business community to tailor educational programs

which respond to employer’s needs. A partnership with IRSC could likely be forged to directly

PDF of 78


41

support targeted industry needs for businesses expanding or relocating in Indiantown. The

College has communicated its readiness to assist business enterprises in Indiantown.

While other resources for educational partnerships exist in the Treasure Coast (for example

Florida Atlantic University, private Universities such as Keiser and Barry), IRSC is deemed the

most convenient and logical for the purpose of the Martin County Enterprise Zone.

Workforce Solutions (WFS) is a private, non-profit, Florida corporation serving the Treasure

Coast. WFS is directed by a diverse board representing businesses, organizations and trades that

operate in the Research Coast Region, including Indian River, Martin, Okeechobee, and St. Lucie

County. The agency is chartered by the State of Florida to create and manage a workforce

development service delivery system responsive to the needs of businesses and job seekers. WFS

is available for partnership with the Martin County Enterprise Zone to create focused training and

workforce development programs.

The goals of the Martin County Enterprise Zone include providing a more skilled workforce.

Creating jobs and promoting higher wages will prove to be ineffective without a significant

improvement in educational attainment and other workforce related services. The EZDA will

build upon existing relationships with IRSC and Workforce Solutions to help fulfill marketplace

demands. Partnerships with other institutions of higher education, the Martin County School

District, the Martin County Library System, and others should also be explored. Job training

grants such as the Quick Response Training (QRT), Urban Job Tax Credit Program and the

Incumbent Worker Training may be tapped to provide funding for customized training for

businesses. These customer driven programs will help to unite employees and employers within

the Zone in an attempt to upgrade a variety of skilled training opportunities.

FEDERAL RESOURCES

US Department of Agriculture (USDA): ITS Telecommunications Systems Inc. in 2009

received an $8.1 million loan to upgrade its fiber communication system under the USDA’s

Rural Utilities Service program.

PDF of 78


42

US Department of Economic Development: Community Development Block Grants are a

versatile and important community building tool, which are further described in the Figure below.

Small Business Assistance (State and Federal): An additional $98 million in federal funds for

small business lending was announced in August 2011, thus making additional loan money

available for new business development through the State Small Business Credit Initiative (a

result of the Small Business Jobs Act signed into law late 2010). The federal money is expected

to leverage a tenfold match in private lending, thus making more than $1 billion available to

support new business development. The Florida Department of Economic Opportunity will

partner with Enterprise Florida to administer the program, launch a venture capital program, and

create a new Florida Capital Access Program to encourage small business lending.24

Incubation and small business management assistance can be secured through the US Small

Business Administration, and include programs such as the Service Corps of Retired Executives,

and the Small Business Development Center. The EZDA should explore local program

assistance for Indiantown area businesses looking to expand or relocate, and coordinating such

assistance through the Western Martin County Indiantown Chamber of Commerce.

Economic development resources for business attraction and retention such as the Qualified

Target Industry Program (QTI) and the Quick Response Training Program (QRT) may provide

businesses in the Zone with a competitive advantage.

Foreign Trade Zones : Included in Economic Development Strategic Goal #2, a desired tool to

create a significant business incentive is a Foreign Trade Zone (FTZ). FTZs were created in the

United States to provide special customs procedures to U.S. plants engaged in international

trade-related activities. FTZs aid import and export businesses by allowing savings on taxes and

duties. Duty-free treatment is accorded to items that are imported and processed in an FTZ and

then re-exported. Duty payment is deferred on items to be sold in the U.S. until they are moved

out of the FTZ. This helps to offset customs advantages available to overseas producers who 24 “Florida Gets $97.7 million in federal funds to spur small-business loans,” by Jeff Harrington, St. Petersburg Times, August 16, 2011.

PDF of 78


43

compete with domestic industry. FTZs give businesses a tool to import parts and components

duty free if they use them to manufacture or assemble products for export. Businesses that

import can benefit from direct delivery, weekly entry and duty deferral. Duty deferral makes it

possible for companies to defer payment on imported items until they are ready to be shipped to

their final destination. Businesses that export can benefit because they are not required to use a

duty drawback when re-exporting. 25

An FTZ could be created in compliance with Federal law, and Sections 125.012, and 288.36,

Florida Statutes. Any corporation or government agency can apply for foreign trade zone status;

this includes Counties, municipalities, seaports, airports, port authorities, and industrial

authorities.

The following Figure further summarizes some of the identified resources at the local, state, and

Federal levels.

Figure 16. Identified Resources to Implement the Strategic Development Plan

Resource Service or Program Objective Partner(s) Resources

(Funding,

Grants, In-

Kind)

Community

Development Block

Grants

Annual grants to develop viable urban

communities by enhancing

housing, a suitable living

environment, and expanding economic

opportunities, principally for low-and

moderate-income persons.

HUD

Consolidation

Plan

Grant

Economic

Development

Transportation

Fund,

For a local government to implement

transportation improvements related to a

company's location or expansion decision.

Enterprise Florida, Inc.

(EFI)

Grant up to $2

million

25 See www.capecoral.net/Business/BusinessResources/TradeResources/ForeignTradeZones/tabid/1627/language/en-US/Default.aspx.

PDF of 78


44

Florida Capital

Access Program

(new program)

Small business lending Florida Department of Economic Opportunity

$98 million (federal

funds) tenfold

match in private

lending

Florida Small Cities

Community

Development Block

Grant (CDBG)

Infrastructure improvements where

specific businesses plan to create new or

retain jobs; grants are used for loans to

new or expanding businesses when other

sources of financing are not available;

water, sewer, streets, drainage, building

construction, acquisition of land, buildings,

capital equipment, capital improvement

loans

Florida Department of Economic Opportunity

Grants vary with

population level

from $600,000 to

$750,000

Habitat for

Humanity

Infill housing and small subdivision. Local community (public

and private)

In-Kind

HOME Investment

Partnership

Program designed to expand the supply of

decent affordable housing for very low-

income families by providing grants to

state and local government.

HUD

Consolidation

Plan

HOPE VI Encouragement of public housing

authorities (PHAs) to develop innovative

& comprehensive approaches in

partnership with other public and private

entities to create mixed income

communities that better the lives of public

housing residents as well as the

revitalization of the surrounding

neighborhood.

Local Housing Authority

Industrial

Development Bonds

Finance capital projects for industrial

relocation and expansion..

Martin County Industrial

Development Authority

(MCIDA)

Finance up to 100

percent of project

costs; $1- 10

million loans

Job Training and

Placement

Workforce development service delivery

system responsive to the needs of

businesses and job seekers

Workforce Solutions Partnerships

Public safety

enhancement

Various programs, assisting in crime

prevention, community policing, victim

Martin County Sheriff In Kind; Potential

grant partnerships

PDF of 78


45

assistance, school resource unit,

juvenile and adult re-entry programs to

reduce criminal recidivism.

Redevelopment Redevelopment and revitalization ranging

from streetscaping, land acquisition,

design & planning, infrastructure

improvements.

MCCRA Tax Increment

Finance revenue

Rural Business

Services

Promote and facilitate the development of

small and emerging private business

enterprises in rural areas.

U.S.D.A. - Rural Development

Grant

Rural Economic

Development

Initiative

Technical and financial assistance,

primarily from state agencies, to solve

problems affecting rural communities’

fiscal, economic or community viability.

Florida Department

of Economic

Opportunity

In-kind

Small business

assistance

Incubation and small business

management assistance

WMCICC, US Small

Business Administration

In -kind

State College Tailors educational programs and courses

to business community/ new employer

needs.

IRSC Fees for coursework

State Housing

Initiative

Partnership

Funds to local governments as an incentive

to create partnerships that produce &

preserve affordable homeownership &

multifamily housing targeted to very low,

low & moderate income families.

State of Florida

(SHIP)

Subject to annual

state funding

US Department of

Agriculture Rural

Utilities Service

program

Rural utility expansion ITS Telecommunications

Systems Inc

$8.1 million loan in

2009

SUBSECTION 4.2 COORDINATING EFFORTS AND LINKAGES TO IMPLEMENT

THE PLAN

Economic development is a complex and multi-disciplinary by its very nature. As recognized in

Sec. 290.0057, F.S. presenting Enterprise Zone development plan requirements, business

attraction, expansion, and success is inextricably linked to the many facets of successful

PDF of 78


46

community development. Accordingly, this Development Plan provides a blueprint for

coordination and linkage of agencies and organizations which otherwise may not be working

hand-in-hand. While Section 2.2 (above) identifies the lead entities responsible for each

corresponding objective and strategy, it also identifies many agencies and organizations which

will contribute to the Plan’s success. This number does not include the many individual

businesses which will contribute to the Plan.

By design the Enterprise Zone Development Agency encourages coordination and linkage

between the key organizations and agencies will implement the Plan. Martin County chose to

exceed the minimum number of Agency members, thus creating a 13-member agency which

serves to encourage more public participation, inclusion, and coordination. With EZDA

members from the Chamber of Commerce, financial/insurance sector, local businesses, residents,

a non-profit community based organization, the regional workforce development agency, local

code enforcement, and local law enforcement the Agency is poised to use collaborative efforts to

implement its goals and objectives.

EZDA members will be challenged to provide leadership, maintain consensus, and direct its

focus first on the short-term goals and objectives established in the Plan. EZDA members and

implementing agencies and organizations will be equally challenged to find resources such as

grants to implement desired goals and compete with the numerous other locales in Florida

seeking jobs and businesses growth.

Since Indiantown is not incorporated as its own municipality, this provides an opportunity to

avoid delays sometimes caused by intergovernmental coordination challenges between a city and

county. Martin County, having established an inter-departmental and inter-agency Economic

Development Team, encourages coordination from the several disciplines to contribute to

Indiantown’s prospective success. As described in Section 2.4.1 and Appendix D, Martin

County is devoting substantial staff resources to coordinate and implement the Plan, while

BDBMC is slated to provide the Agency with day-to-day support including processing

applications for tax incentive from prospective Zone businesses. As required by law, this

Development Plan must conform to Martin County’s Comprehensive Growth Management

PDF of 78


47

Plan.26 This requirement is another tool to ensure linkage and coordination with County policy

and code.

Coordination with the CRA Plan for Indiantown is also essential. This coordination is built in to

this Plan directly through the many strategic objectives and measures which are presented in

Section 2.2 (above). It is advisable that at least one member of the EZDA also serve on the

Martin County CRA and/or the Indiantown Neighborhood Advisory Committee to the CRA.

The Strategic Development Plan should be implemented in coordination with other key public

agency planning initiatives to avoid conflicts, achieve synergy, and avoid wasteful spending.

Coordination with transportation planning by the FDOT and MCMPO is essential (particularly in

conjunction with the Regional Long Range Transportation Plan), as is consideration of other

required planning documents. Any changes to the regional water management planning by the

South Florida Water Management District must also be considered, as it carries out a component

of the Comprehensive Everglades Restoration Plan (CERP) through the C-44 impoundment area,

or other significant water management projects.

SUBSECTION 4.3 MEASURING SUCCESS TO ACHIEVE THE STRATEGIC PLAN

In outlining goals for Martin County’s Enterprise Zone, it is critical to monitor the success of the

goals by periodically measuring the outcomes. This performance measurement focuses on how

well a program accomplishes the specific goals. To achieve this, as much as possible the goals

selected are specific, measurable and quantifiable with clearly established objectives that

coincide with the intent or desired outcome of the Enterprise Zone program.

The Martin County Enterprise Zone Development Agency shall report quarterly on the Plan’s

implementation progress to the Martin County Board of County Commissioners (as required in

the EZDA Bylaws) and to the State’s Department of Economic Opportunity (DEO), and also

annually to the DEO (prior to December 1). With this reporting, the Enterprise Zone

Development Agency commits to review the Plan’s goals a minimum of once every three years.

The flexibility of the ideas and concepts documented in the Plan, and the ability to update and

26 Section 290.057, FS.

PDF of 78


48

revise goals is expected to empower stronger results and marked improvement for businesses and

residents within the Enterprise Zone.

The goals in this plan are selected so that successful achievement can be measured according to

the schedule for implementation. Strategic measures for the goals are selected so that baseline

data can be compared to current data (as it becomes available) to measure success. While

selected baseline data for the Indiantown area is presented in Section 1 of this plan, much of this

data will not be available on a quarterly basis, and may not be available on an annual basis since

it is reliant upon the intervals of US Census data publishing. The best available baseline and

monitoring data corresponding to Plan goals including local business growth, new business

attraction, and jobs growth will be obtained from the local data sources such as the Business

Development Board of Martin County, Workforce Solutions, the Western Martin County

Indiantown Chamber of Commerce, and Martin County Growth Management staff. State and

national data sources will also be used such as the U.S. Department of Labor, Bureau of Labor

and Statistics, Florida Agency for Workforce Innovation, and the University of Florida Bureau of

Business and Economic Research. For each goal and objective, the State requires reporting

according to the following format, which will be followed:

GOAL

NUMBER:

OBJECTIVE:

BASELINE DATA PROJECTED GOAL REPORTING PERIOD

RESULT

YEAR TO DATE

RESULT

A general overview of the expected measures of success is presented in Figure 17:

PDF of 78


49

Figure 17. Measures of Plan Progress

Measure Desired Change

Economic Development

Number of new jobs Increase

Private capital investment in local businesses Increase

Unemployment rate Decrease

Infrastructure Improvement

Infrastructure projects completed Increase

Redevelopment project progress Increase

Occupied office and industrial space Increase

Community Workforce Development

Improve workforce skills Increase

Poverty rate Decrease

PDF of 78


50

APPENDICES

APPENDIX A. MARTIN COUNTY RESOLUTION NO. 11-7.13

(NOMINATING RESOLUTION)

PDF of 78


51

PDF of 78


52

PDF of 78


53

PDF of 78


54

PDF of 78


55

PDF of 78


56

PDF of 78


57

PDF of 78


58

APPENDIX B. MARTIN COUNTY RESOLUTION NO. 11-8.1

(ESTABLISHING THE ENTERPRISE ZONE DEVELOPMENT AGENCY)

PDF of 78


59

PDF of 78


60

PDF of 78


61

PDF of 78


62

PDF of 78


63

PDF of 78


64

PDF of 78


65

PDF of 78


66

PDF of 78


67

PDF of 78


68

APPENDIX C. ENTERPRISE ZONE AGENCY MEMBERS

Local Chamber of Commerce

Mr. David Powers, EZDA Chairman

1494 SW Locks Road

Stuart, FL 34997

597-3355 or 260-0932

[email protected]

Term expires July 27, 2015

Local Financial or Insurance Entity

Mr. Thomas J. Schinske

1910 SE Federal Highway

Stuart, FL 34994

359-6294

232-4600

[email protected]


Local Business and, where possible, Business Operating within the Nominated Area

Mr. Scott Watson

5314 SW Woodham Street

Palm City, FL 34990

370-4835 or 597-2455 or 221-8515

[email protected]


Resident Residing with the Nominated Area

Mr. Ben J. Smith

14927 SW 171st Avenue

Indiantown, FL 34956

597-5866 or 404-933-3627

PDF of 78


69

[email protected]


Nonprofit Community-Based Organization Operating within the Nominated Area

Mrs. Donna Carman

PO Box 456


597-3667 or 260-3529

[email protected]


Regional Workforce Development Board

Mr. Richard Stetson

Suite 100

584 NW University Boulevard

Port St. Lucie, FL 34986

335-3030 x428

[email protected]


Local Code Enforcement Agency

Mr. Larry O. Massing

464 NW Fetterbush Way

Jensen Beach, FL 34957

260-7210 or 288-5491 or 232-9841

[email protected]


Local Law Enforcement Agency

Mr. Lloyd L. Jones

PO Box 34

PDF of 78


70


220-7194 or 260-1766 cell or 220-7283

[email protected]


At-Large Members (5)

Mr. Miguel Juan Gaspar

2514 SE Washington Street

Stuart, FL 34997

631-1047

[email protected]


Mr. Guy R. Parker

16216 SW Indianwood Circle


597-0835 or 561-262-7094

[email protected]


Dr. David S. Shelton

16258 SW Two Wood Way


800-606-1447 or 805-680-8669 cell or 597-0902

[email protected]


Mr. William W. Hannah

11188 SE Sea Pines Circle

Hobe Sound, FL 33455

245-8128 or 284-4661

PDF of 78


71

[email protected]


Mr. Mitch Hutchcraft, EZDA Vice Chairman

6600 Briarcliff Road

Fort Myers, FL 33912

239-405-1694 or 239-275-4060

[email protected]


PDF of 78


72

APPENDIX D. STAFF RESOURCES FOR IMPLEMENTATION

Staff Department or Agency Strategic Planning

Involvement and

Continuing Role

Assigned to Project

or Support Role

David Graham, Director Martin County

Administration

Both Assigned

Kate Parmelee,

Intergovernmental &

Grants Coordinator

Martin County

Administration

Both Assigned

James Anaston-Karas,

EZDA Coordinator

County Sub-contractor Strategic Planning Assigned

Donna Gordon, Executive

Aide

Martin County

Administration

Strategic Planning Assigned

Sarah Woods, Senior

Assistant Attorney

Martin County

Attorney’s Office

Strategic Planning Assigned

Kevin Freeman, Director Martin County

Community

Development

Both Support

Nicki VanVonno, Director Martin County Growth

Management

Both Support

Various Martin County

Engineering Department

Implementation Support

Larry Massing, Director Martin County Building

Department, Code

Enforcement

Both Assigned (Member of

EZDA)

Crystal Stiles, Co-Director Martin County Business

Development Board

Both; Expected to be

Lead Agency for

Implementation

Support

Various Martin County Property

Appraiser’s Office

Continuing role to assist

with data for evaluation

Support

Capt. Lloyd Jones Martin County Sheriff’s

Office

Both Assigned (Member of

EZDA)

PDF of 78


73

APPENDIX E. PUBLIC OUTREACH FLYER

PDF of 78


74

APPENDIX F. MARTIN COUNTY ENTERPRISE ZONE LAND USE

CATEGORIES

PDF of 78


75

APPENDIX G. MARTIN COUNTY ENTERPRISE ZONE CENSUS

TRACTS WITH CENSUS BLOCKS MAP

PDF of 78


76

APPENDIX H. LPA REVIEW RESULTS

[To be inserted]

APPENDIX I. BOCC PUBLIC HEARING RESULTS

[To be inserted]

PDF of 78


77

SOURCES CONSULTED

Center for Urban & Environmental Solutions, Florida Atlantic University; and the Center for Building Better

Communities at the University of Florida. “Indiantown Economic Study.” Prepared for The Indiantown

Community Redevelopment Agency. Circa 2001.

Economic Modeling Specialists, Inc. For zip code 34956 in Martin County, FL, a portion of “Florida’s Research

Coast,” workforce and demographic reports: Industry Overview, Human Capital, Rank Career Clusters,

Demographic Overview, Occupation Overview. August 2011.

Enterprise Zone Strategic Plan, Lakeland, FL. 2005.

Executive Office of The Governor, Florida Office of Tourism, Trade & Economic Development. Florida Enterprise

Zone Program Annual Report, October 1, 2009 – September 30, 2010. March 1, 2011.

Florida Agency for Workforce Innovation, Labor Market Statistics Center, July 2011. See

www.labormarketinfo.com/Library/LAUS.htm.

“Florida Gets $97.7 million in federal funds to spur small-business loans,” by Jeff Harrington, St. Petersburg Times,

August 16, 2011.

Florida's Office of Program Policy Analysis & Government Accountability, “Few Businesses Take Advantage of

Enterprise Zone Benefits; the Legislature Could Consider Several Options to Modify the Program.”

Report No. 11-01, January 2011.

Florida Statutes, Sections 290.0057, 290.0055, and 290.00726.

Laws of Florida, Chapter No. 2011-76. (Passed Florida Legislature as HB 143).

Indiantown Community Redevelopment Plan, Prepared for Martin County Community Redevelopment Agency and

the Indiantown Neighborhood Advisory Committee, December 2002, Revised September, 2006.

( www.martin.fl.us/web_docs/cdd/web/aid_Indiantown/200_Redevelopment_Plan.pdf)

Martin County Redevelopment Agency, Community Redevelopment Strategic Plan, Draft version 1.1, 2010. See

also Martin County Resolution 97-6.11 (Indiantown CRA).

Martin County Property Appraiser, 2011.

Martin County Sheriff’s Office, July 2011.

McNamara, Dr. Carter. Authenticity Consulting, LLC. Basic Overview of Various Strategic Planning Models. .

http://managementhelp.org/strategicplanning/models.htm

“Mission vs. Goals vs. Objectives vs. Strategy vs. Executions vs. Tactics.” By Bruce Kelley, Advertising Education

Foundation at http://www.aef.com/industry/careers/memos/8022.

US Census Bureau.

1. American Community Survey, 2005-2009.

2. Census 2000.

3. Census 2010

US Department of Agriculture, “Guide to Rural Development Programs, Florida and the US Virgin Islands,”

September 2010.

PDF of 78

november 2, 2011 indiantown neighborhood advisory ... · indiantown neighborhood advisory committee...

Documents