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North Port, Florida
Business & Economic Development
Strategic Plan
Janet Watermeier
Watermeier Consulting
& Property Services, LLC
September 2007
North Port, Florida
Business and Economic Development Strategic Plan
Table of Contents
Executive Summary ………………………………………………………………………… 2
Introduction …………………………………………………………………………………. 3
Strategic Plan Development ………………………………………………………………. 4
Purpose
Process
Definitions
Today’s Situation ……………………………………………………………………………. 6
North Port Today
Economic and Business Development Activity Today
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
Competitive Advantages
The Future …………………………………………………………………………………… 10
Mission
Vision
Business and Economic Development Goals
Competitive Opportunities
Objectives, Strategies & Action Items
Short Term Objectives & Action Steps
Short Term Action Plan (5 Charts)
Implementation Guidance & Background Information ………………………………… 22
1. Expand the business and economic development structure.
2. Enhance business and economic development marketing activity.
3. Develop a community communications and business outreach strategy.
4. Encourage quality business and economic development activity.
5. Facilitate development of quality sites and business parks.
Site Readiness ………………..……………………………………………………………. 36
Location Decisions
Business Sites and Parks
Cost Reduction Strategies
Utilities: Water, Sewer, Power & Telecommunications
Business Site Features & Amenities
Target Industries & Clusters
Real Estate Categories
Pre-permitted Buildings and Speculative Buildings
Appendix …………………………………………………………………………………… 50
Economic Development Community Discussion Summary, July 20, 2006
List of Strategic Plan Workshop Registrants, May 3, 2007
Demographic Comparison Summary, North Port – Sarasota County – U.S.
North Port Census Demographic Overview, April 2007
North Port Maps, Aerial – Commercial/Mixed Use – Town & Activity Centers
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
North Port, Florida
Business and Economic Development Strategic Plan
Executive Summary
Purpose: The purpose of the document is to summarize the community discussions regarding
the future of business and economic development for the City of North Port, and to set forth a
strategic plan for business and economic development including a short-term action plan with
measurements and completion timelines.
Mission: To develop a proactive program to facilitate the location and expansion of quality
businesses and community assets; to attract above average wage jobs and lifestyle choices for
North Port residents; and to work closely with the Economic Development Corporation of Sarasota
County to promote North Port as a business destination; and to ensure community development
activities support business growth and prosperity, promote a strong economy, and follow the
business and economic development plan.
Business and Economic Development Goals:
• Increase quality business and economic development activity in North Port;
• Ensure the competitiveness of North Port’s business climate;
• Offer competitive business parks and sites;
• Attract quality business locations and expansions
• Create quality jobs and lifestyle choices for current and future residents.
Objectives: The first three Objectives define internal operating strategies and administrative
functions necessary to effectively carry out the last two Objectives which will prepare the
community to achieve its goals.
1. Expand the business and economic development structure.
2. Enhance business and economic development marketing activity.
3. Develop a community communications and business outreach strategy.
4. Encourage quality business and economic development activity
5. Facilitate development of quality sites and business parks.
Short Term Action Items:
A. Hire a Business Development Manager.
B. Prepare a Business and Economic Development Strategic Plan.
C. Expand the Economic Advisory Board.
D. Develop an enhanced working relationship with the EDC of Sarasota County.
E. Explore joint marketing and other opportunities with Enterprise Charlotte.
F. Develop a system to capture, update and disseminate research and information.
G. Update marketing materials, web site and site inventory.
H. Establish a Landowner-Developer-Government Task Force (LDG Task Force).
I. Define target industries and initiate an existing business contact list and outreach effort.
J. Define business development targets, community assets and an attraction plan.
K. Develop a plan to provide new site inventory and business parks with infrastructure.
L. Initiate a community communications strategy and schedule an Annual Meeting.
M. Visually present a master plan of preferred business and community asset sites.
2
North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
North Port, Florida
Business and Economic Development
Strategic Plan
Introduction
The City of North Port, Florida, incorporated in 1959, grows and develops under the direction of
five elected North Port City Commissioners, a City Manager selected by the City Commission, and
professional staff hired by the City Manager.
The vision and guiding principles for the City’s future growth are set forth in the North Port
Comprehensive Plan. The Comprehensive Plan is a living document that evolves with the
community.
Over the last few years, the City of North Port has seen tremendous change. What was once a
small retirement community is blossoming into a vibrant, diverse and growing community. As the
City grows, residents are expressing the desire for more lifestyle choices, community amenities
and economic opportunities.
Today, North Port is challenged with a commuting workforce and few high-skill, high-wage
employers. The residents and business community have defined community, business and
economic development as important elements for North Port’s future and are encouraging the City
and business community to work together to build a stronger economy and provide lifestyle and
amenity choices for residents.
This document strives to capture community consensus and outline a plan to re-energize the
business and economic development focus for the City of North Port.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
Strategic Plan Development
Purpose:
The purpose of this document is to summarize the community discussions regarding the future of
business and economic development for the City of North Port; and to set forth a strategic plan for
business and economic development with goals, objectives, strategies, and short-term actions
steps with measurements and completion timelines. The document includes: an executive
summary; a narrative description of the process; a strategic plan with implementation strategies; a
short-term action plan; and site readiness information with ideas for developing competitive
business parks and sites.
The Process:
The plan is developed by community leaders representing the perspectives of government,
business, education, community, and youth. It sets forth an action plan designed by the North Port
community and a framework for moving North Port business and economic development efforts
forward.
• Phase I: The first phase consists of a series of discussions with the North Port Economic
Advisory Board and North Port City staff members regarding the future direction of North
Port’s economic development efforts, structure, and program management.
• Phase II: The second phase consists of individual meetings with key community leaders
and organizations to assess the need for an economic development effort; and if a program
is needed, whether it should be funded and managed by the public sector, private sector or
a combination of both. The consensus is that North Port needs an economic development
effort that is not duplicative of the Economic Development Corporation of Sarasota County
(Sarasota EDC); and the North Port effort should be expanded to include local business
and community asset development. Due to the relatively high number of small businesses,
it is concluded that raising sufficient private sector funds to manage an effective program
would be difficult. A majority suggest funding and management by the public sector with
oversight and support from the private sector. A summary is provided in the Appendix.
• Phase III: The third phase consists of meetings with the City Commissioners, individually
and collectively to discuss the perspectives of the community; to recommend a high level
business and economic development manager be hired by the City to report to the City
Manager; and to expand the North Port Economic Development Advisory Board to include
key business and community organization stakeholders.
• Phase IV: The fourth phase brought together over 65 people on May 3, 2007 with varying
perspectives to discuss the issues and perceptions brought forth from the prior phases, and
to draft the framework for a strategic plan for business and economic development. The list
of participants is provided in the Appendix.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
Definitions:
The following definitions are used throughout this document:
• Economic Development: Recruitment and retention of high-skill high-wage diversified
industry. Diversified industry generally means companies that bring wealth to a community
by exporting their goods and services to customers outside of the local market, and do not
rely on the local economy for income. Their primary markets are outside of the community,
and they can locate anywhere their labor, business costs, and supplier network is available
and competitive.
• Business Development: Encouragement of a variety of small businesses; retail stores;
restaurants; entertainment centers; medical facilities; and service oriented business within
the City boundaries, compatible with the demands and desires of the community.
Traditionally, business development is market driven, based on population and household
demand, and generally occurs by developers and private property owners marketing to fill
planned and existing retail and office space.
• Community Development: Planning for new residential areas; neighborhood centers; town
centers; business parks; recreation areas; infrastructure; and community amenities for the
existing and future population. It also encompasses redevelopment activities; setting
design standards; and managing a development approval processes to accomplish desired
goals.
Those attending the Strategic Plan Workshop felt that each of these focus areas was important
and should be part of designing and implementing a future plan for North Port.
Areas of Focus
Retain & Recruit
High Wage Jobs
Economic Business Climate
Development
Infrastructure
Redevelopment
Planning
Community Local Business
Development Development
Retail, Restaurants,
Medical, Services,
Entertainment
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
Today’s Situation
North Port Today:
Fast Growing City: North Port is a young, vibrant community with an
estimated 2007 population of approximately 50,000. The City was
incorporated in 1959 with only 23 residents. The pace of growth has been
rapid as the population has more than doubled since the 2000 census count of
22,797 residents. The growth pace is anticipated to continue over the next five
years with a projected population increase of over 30%, reaching 65,000 people.
North Port is expected to average 3,000 new residents and 1,900 new households a
year over the next five years. This fast growth rate is in contrast to Sarasota County’s
projected increase of 10% and the United States projected increase of less than 5% for the same
five year period. A Sarasota County Community Profile and Fast Facts brochure is available at
www.edcsarasotacounty.com on the Economic Development Corporation of Sarasota County
(Sarasota EDC) website. A demographic profile is provided in the Appendix.
Young Commuting Workforce: North Port has a relatively young population with an average age of
38 compared to Sarasota County’s average age of 50, and is only slightly higher than the United
States average age of 36.5. The majority of North Port’s approximately 22,200 workforce
commutes to employment opportunities outside of the City. North Port has been considered a
bedroom community for Sarasota and Charlotte Counties due to the relative affordability of its
homes and its convenient location along I-75.
Room to Grow: North Port is the third largest city in land size in the state of Florida, but still offers
the friendliness and convenience of life in a small town. It has approximately 103 square miles,
including 87,000 platted lots, 873 miles of roads and 84 miles of canals with only 10% of its land
base currently occupied.
Proactive Community Planning: North Port offers diverse residential lifestyle choices with master
planned communities providing golf courses and other amenities, in addition to affordable homes
on platted lots. A new urban land planning approach, plus recent land annexations, encourages
future master planned communities. Attractive landscaping, upgraded new commercial building
appearance standards, an aggressive utility and roadway expansion program, a new government
complex, new schools, and other proactive activities, have set the stage for North Port to be a
model community of the future. As a growing community, it is having challenges keeping up with
its infrastructure needs, including developed business and light industrial sites with infrastructure.
The North Port community wants policies and programs to ensure it has sufficient sites, with
infrastructure, set aside to meet the future needs of both local business and future diversified
industries.
Quality Education: The Sarasota public school system is ranked first in Florida in both
mathematics and reading comprehension. North Port has four elementary schools, a middle
school, and a high school. Easy access to post-secondary education and training includes: The
University of South Florida’s (USF) South Sarasota Campus located on the western border of
North Port, USF’s City of Sarasota Campus within a 45 minute drive, and its main Tampa campus
within a 90 minute drive. Manatee Community College serves North Port through its Venice
Campus five minutes west of North Port on US 41. The Edison College Charlotte County
campus is easily accessible via I-75 approximately 25 minutes south, and Florida Gulf Coast
University (FGCU) in Fort Myers is approximately a 45 minute drive.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
Economic and Business Development Activity Today:
Economic Development Advisory Board: North Port has an Economic Development Advisory
Board to the North Port City Commission which meets monthly on the 3rd Wednesday at 9:00 a.m.
Members are appointed by the City Commission with the responsibility of advising the North Port
City Commission on economic development related matters. It has the following functions, powers
and duties:
• To consider and recommend policies related to the optimization of the evolving economy of
the City of North Port.
• To assist in formulation of the official Economic Development Strategy; consider potential
major City economic issues such as incentive policies; and review ongoing local, regional
and state economic initiatives to determine their applicability to North Port.
• To monitor local developments and city policies to determine if they have a potential effect
on the health of the local businesses.
Economic Development Manager: North Port has had an Economic Development Manager
position as a full-time government salaried professional to lead North Port’s economic development
effort. After the last Manager left North Port’s employ, there was significant debate about the need
for a replacement, and community discussion about whether or not there should be a public or
privately managed and funded economic development effort. After considerable community
discussion, the community consensus is that a high level public manager with a focus on both local
business development and economic development is needed to successfully move North Port
towards its desired goals. A search for a new Business Development Manager is underway.
Partnership with Sarasota County Economic Development Council: Sarasota County has
recognized the need for long term economic growth through diversified industry and has created
the Sarasota Economic Development Corporation (Sarasota EDC), a private/public organization to
promote economic development throughout Sarasota County. The Sarasota EDC proactively
markets Sarasota County through target business cluster development, entrepreneurship and
workforce creative class initiatives. North Port is part of this private/public organization and
contributes funding based on its population. The Sarasota EDC is part of the Tampa Bay
Partnership, a regional economic development organization. In the last few years, it has become
increasingly important to participate in regional initiatives to capture better prospect market share.
The Sarasota EDC is the primary contact for Enterprise Florida, the states economic development
organization. North Port gains access to the efforts and assets of Sarasota County, the Tampa
Bay Partnership and Florida’s economic development resources and incentives through its
affiliation with the Sarasota EDC.
Proactive Community Development and Planning Activity: The infrastructure and community
development efforts are coordinated by North Port City staff. A detailed plan for transportation
improvements and water and sewer expansion is in place based on available funding. Attention to
quality of life details, including signage, landscaping and upgraded building façade requirements
are in place or being planned. Parks and environmental preserves are proactively planned. The
Planning and Zoning Department has developed strategies for the future through its village, town
center, and business activity center concept for newly annexed and newly developed large parcels.
Activity centers include higher levels of density in choice locations enabling the long term ability to
develop affordable workforce housing near commercial activity. It is difficult to retrofit platted lots to
create the variety of uses most desired by the residents, but current design standards and future
land use planning has set the stage to accomplish the long term desired results voiced by the
community.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
Strengths, Weaknesses, Opportunities & Threats (SWOT Analysis):
A SWOT analysis is a strategic planning tool used to evaluate a situation by identifying the key
internal and external factors important to achieving the objective. Key pieces of information are
grouped into two main categories:
• Internal factors – The strengths and weaknesses internal to the City.
• External factors – The opportunities and threats presented by the external environment
The following chart was prepared at the Strategic Plan Workshop on May 3, 2007 from the
perspective of business and economic development for the City of North Port.
City of North Port SWOT Analysis
STRENGTHS WEAKNESSES
• People (workforce) • Need infrastructure
• Future growth potential -- funding & installation
• Available land • Lack of readily available inventory
with infrastructure
• Sewer & water capacity • Lack of brand or marketing strategy
• Interstate connectivity • Currently no ED Manager
• Partnership with Sarasota EDC • Lack of incentives
• Education (quality schools) • Bedroom community
• Lower cost of living • High % of blue collar workers vulnerable
to economic downturns
• Affordable housing
• New impact fees
• Low crime • Permitting process & time
• Air quality • Complex land development process
• Quality of life • Lack of business diversity
• Performing Arts Center -- need more high paying jobs
• Business friendly perception • Public understanding & education
• Dependence on real estate and
• Warm Mineral Springs
construction industry
• Model City – 50th Birthday in 2009 • Existing technology infrastructure
OPPORTUNITIES THREATS
• Vacant land along I-75 • Unprecedented growth
• New Developments of Regional • National economic stability
Impact (DRI’s) • State economic stability
• Private public partnerships • Rising gas prices
• New business development • Insurance costs
program & manager • Reduced government budgets
• create new home grown businesses • County land use regulations
• Sports tourism – schools & parks • Weather – floods, drought & hurricanes
• Community amenities • Reliance on roads and autos
• Future medical facility • Slow down in real estate industry
• More higher education facilities • Rising cost of living
• Canal & drainage systems • Rising land & construction costs
• Pre-permitted building program
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
Competitive Advantages:
Location: North Port is strategically located adjacent to I-75
with easy access to the Southwest Florida region as well as
the rest of the state. It is located in southern Sarasota County
and can share the nearby education and cultural assets of
Sarasota County as a community asset. It is adjacent to
Charlotte County, near the DeSoto County line and is within
an hour’s drive of the City of Tampa and within a two hour
drive of Orlando. North Port
Convenient Airport & Port Access:
Two international airports, Southwest Florida International
Airport in Fort Myers and Sarasota International Airport, as
well as the Port of Manatee, are within a 45
minute drive. Tampa International Airport and
the Port of Tampa are about a 1 hour and 10
minute drive. All are easily accessible via
interstate highways and expressways.
Vacant Land: North Port has a significant
amount of vacant land, especially around the I-75
exits that could be developed into prime sites for
economic development activity.
Workforce: North Port’s commuting workforce desires to work within the City if jobs were available.
With 44% of North Port’s population employed, this provides an employment base of over 22,000
workers for a new locating company with 26% blue collar, 54% white collar and 20% services and
farm worker skill sets.
Projected Population Growth: North Port is projected to grow at a rate faster than the balance of
Sarasota County and the state of Florida. Claritas, Inc., a national demographic research firm,
projects that Sarasota County will attract an average net growth of 7,500 residents each year over
the next five years. North Port is projected to capture about 3,000 of them each year, or about
40% of Sarasota County’s projected growth. A demographic summary is in the appendix.
Business Friendly Perception: A former billboard campaign indicating North Port can approve a
new business project in “lightening speed” has created a regional perception that North Port is very
business friendly. A pro-active city government with a desire to streamline processes and plan for
the future is an asset.
Sarasota
County
& Cities
9
North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
The Future
Mission:
To develop a proactive program to facilitate the location and expansion of quality businesses and
community assets to attract above average wage jobs and lifestyle choices for North Port
residents; to work closely with the Economic Development Council of Sarasota to promote North
Port as a business destination; and to ensure community development activities support business
growth and prosperity, promote a strong economy, and follow the business and economic
development plan.
Vision:
The community envisions North Port as a model city of the future with a globally competitive
business climate, encompassing;
• A selection of quality companies offering high-skill, high-wage jobs with benefits, enabling
its working population to remain within its borders instead of commuting outside of the city;
• A diverse selection of medical, retail, restaurant, educational, environmental preserves,
parks, and recreation activities providing quality lifestyle choices for residents.
• Areas near two I-75 exits (and perhaps a 3rd future exit) as vibrant commercial and
business centers conveniently linked to residential communities and fast growing retail
centers along US-41;
• A good system of internal roads, public transit, utility infrastructure, including innovative
uses of its many canals and drainage systems;
Business and Economic Development Goals:
• Increase quality business and economic development activity;
• Ensure the competitiveness of North Port’s business climate;
• Offer competitive business parks and sites;
• Attract quality business locations and expansions; and
• Create quality jobs and lifestyle choices for current and future residents.
Competitive Opportunities:
The following list of action items to make North Port more competitive for business and economic
development was developed at the Strategic Plan Workshop.
• Hire a business development manager.
• Expand the Economic Development Advisory Board.
• Establish an Executive Committee with the ability to form future Task Forces as needed.
• Establish an Executive Directors Task Force.
• Improve connectivity and staff activities with the Sarasota EDC.
• Develop connectivity with Enterprise Charlotte and the Charlotte EDO.
• Update marketing materials, web site information and site inventory.
10
North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
• Establish an ongoing process for capturing and relaying current demographic data.
• Develop a brand, logo and tagline to market the City as a business destination.
• Develop a forum for ongoing public/private collaboration.
• Identify business climate issues and collaborative solutions.
• Develop a proactive community communication, public awareness and outreach program.
• Establish a target industry local business outreach program.
• Work with landowners and developers to create economic development site inventory.
• Develop a plan to pre-fund infrastructure to existing and future I-75 exits.
• Create shovel ready sites with infrastructure near I-75 for economic development projects.
• Develop a pre-permitted building program.
• Streamline the permitting approval process.
• Establish an ombudsman service for business permitting and approvals.
• Create a list of desired community assets and services.
• Establish a proactive program to attract community services and assets
(hospital, hotel, education facilities, business services, community amenities).
• Develop incentives to encourage desired community and business development.
• Develop incentives to encourage business and economic development sites.
• Research the potential for a business incentive program.
• Attend national retail and business trade shows to promote North Port opportunities.
• Attend the annual International Council of Shopping Centers Convention (ICSC).
• Work with Warm Mineral Springs to encourage redevelopment and tourism activities.
• Explore the potential for a research and technology park.
• Develop business resources to encourage business clustering.
• Visually present a master plan of preferred business and community asset sites
Objectives, Strategies and Action Items:
The items listed above fall into five (5) broad categories or Primary Objectives. The first three
Objectives define internal operating strategies and administrative functions necessary to effectively
carry out the last two Objectives which will prepare the community to reach its goals.
1. Expand the business and economic development structure.
2. Enhance business and economic development marketing activity.
3. Develop a community communication and business outreach strategy.
4. Encourage quality business and economic development activity.
5. Facilitate development of quality sites and business parks.
A set of sub-objectives, strategies and action items is outlined for each Primary Objective. Each of
the Competitive Opportunities listed at the Strategic Plan Workshop is included as an objective,
strategy or action item. The code numbers are provided to make it easier to refer back to a
particular objective, strategy or action item.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
1. Expand the business and economic development structure:
1.1. Hire a Business Development Manager.
1.2. Prepare a Business and Economic Development Strategic Plan.
1.2.1. Prepare Strategic Plan first draft.
1.2.2. Review and comment by Strategic Plan Workshop attendees.
1.2.3. Review and comment by North Port Economic Advisory Board.
1.2.4. Prepare Strategic Plan second draft.
1.2.5. Presentation to North Port Economic Advisory Board.
1.2.6. Additional review and comment by Strategic Plan Workshop attendees.
1.2.7. Prepare Strategic Plan final document.
1.2.8. Presentation to Strategic Plan Workshop Participants.
1.2.9. Presentation to North Port Commission.
1.2.10. Community Presentations
1.2.11. Final Strategic Plan approval.
1.3. Expand the North Port Economic Development Advisory Board.
1.3.1. Develop a new structure to include stakeholder members and organizations
1.3.1.1. Draft a sample structure
1.3.1.2. Conceptual approval from City Commission
1.3.1.3. Identify potential new Advisory Board participants
1.3.1.4. Finalize a recommended list of new Advisory Board participants
1.3.1.5. Request appointment of new members by the North Port Commission
1.3.2. Transition from the Economic Development Advisory Board to the Business and
Economic Development Advisory Board.
1.3.2.1. Install new members.
1.3.2.2. Draft operating documents, policies, procedures and meeting schedules.
1.3.2.3. Approve operating documents, policies, procedures and meeting
schedule.
1.3.3. Establish an Executive Committee with the ability to form future Task Forces.
1.3.3.1. Elect an Executive Committee.
1.3.3.2. Establish an Executive Directors Task Force.
2. Enhance business and economic development marketing activity:
2.1. Develop an enhanced working relationship with the Sarasota EDC.
2.1.1. Business Development Manager serves as primary liaison to Sarasota EDC.
2.1.2. Integrate North Port economic development activities with Sarasota EDC staff
activities.
2.1.3. Incorporate Sarasota EDC staff with North Port economic development activities.
2.2. Develop connectivity with the Charlotte County EDO and Enterprise Charlotte.
2.2.1. Initiate a meeting with North Port City Manager, Charlotte County Administrator,
Charlotte County Economic Development Director and Business Development
Manager.
2.2.2. Discuss joint marketing and coordination opportunities.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
2.2.3. Discuss the potential for a North Port and Enterprise Charlotte joint annual board
meeting to coordinate business climate issues.
2.2.4. Consider joint business park development and marketing opportunities.
2.3. Develop a system to capture, update and disseminate research and economic information
and business development activity.
2.3.1. Define information to capture.
2.3.2. Implement the process internally or by outside contract.
2.3.3. Establish an ongoing process for capturing and relaying current data.
2.4. Update marketing materials, web site information and site inventory list.
2.4.1. Prepare current site and building inventory list
2.4.2. Update marketing materials and web site with current information.
2.4.3. Develop a brand, logo and tagline to market the city as a business destination.
2.4.4. Initiate a Marketing Request for Proposal (RFP) to hire a firm to develop a brand,
logo, tag line and key messages.
3. Develop a community communication and outreach strategy:
3.1. Initiate a community communication strategy.
3.1.1. Attend business organization and community meetings on a regular basis.
3.1.1.1. North Port Area Chamber of Commerce
3.1.1.2. North Port Contractors Association
3.1.1.3. Community meetings highlighting specific industries or companies
3.1.1.4. The Economic Development Corporation of Sarasota County
3.1.1.5. Enterprise Charlotte (occasionally)
3.1.1.6. North Port Board of Realtors
3.1.2. Develop a presentation and speech for delivery at organization meetings, home
owners associations, and other public outreach opportunities to explain the benefits
and accomplishments of business and economic development.
3.1.2.1. Survey the meeting attendees for their community asset and business
development wants.
3.1.2.2. Capture the information in a data base for future reference.
3.1.3. Develop an electronic (or paper) newsletter to highlight activities quarterly.
3.2. Establish an annual activity reporting process.
3.2.1. Develop an Annual Report to deliver at the Annual Meeting that highlights activities
and challenges from the prior year and sets out goals and objectives for the
upcoming year.
3.2.2. Schedule the first Annual Meeting by the end of the quarter following the end of the
fiscal year.
3.3. Develop a forum for ongoing public/private collaboration.
3.3.1. Identify and develop strategies to improve business climate issues.
3.3.2. Survey existing businesses on an annual basis to assess business climate, define
emerging issues and encourage business expansion.
3.3.3. Establish a series of roundtable discussion sessions on an annual basis with
existing business sectors to better understand market conditions, business climate
issues and emerging challenges.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
3.3.3.1. Medical Services and Life Sciences
3.3.3.2. Technology
3.3.3.3. Manufacturing
3.3.3.4. Corporate Headquarters
3.3.3.5. Construction and Real Estate
3.3.3.6. Education
3.3.3.7. Utility and Infrastructure
3.3.4. Schedule focus groups with residents to update them on economic development
matters and capture business and community development desires.
4. Encourage quality business and economic development activity:
4.1. Develop a strategy to attract business development targets and community assets.
4.1.1. Establish a proactive program to attract community services and assets.
4.1.1.1. Prepare a list of desired community assets: hospital, medical specialties,
business parks, research & technology parks, business resources,
higher education, community amenities, tourism facilities
4.1.1.2. Prioritize list by consensus.
4.1.1.3. Prepare detailed marketing approach for top 3 community assets
including desired outcomes and projected timetables.
4.1.2. Establish a proactive program to attract desired business development.
4.1.2.1. Survey residents and businesses to determine community wants.
4.1.2.2. Prepare a list of desired business development opportunities by
category:retail, business services, hotels, restaurants, entertainment.
4.1.2.3. Prioritize list of business development opportunities by consensus.
4.1.2.4. Prepare a marketing approach for top 3 with desired outcomes and
timetables.
4.1.2.5. Attend national retail and business trade shows to promote North Port
opportunities.
4.1.2.6. Attend at least one event annually sponsored by the International
Council of Shopping Centers (ICSC) to promote North Port, obtain
market intelligence and develop contacts.
4.1.2.7. Make contact with specialty retailers, franchisors, specialty restaurants,
and unique business services to gauge interest in North Port as a
marketplace.
4.2. Work with the Sarasota EDC to identify North Port target industries.
4.2.1. Determine if North Port will share the Sarasota EDC and/or Enterprise Florida target
industries, or develop a list unique to North Port.
4.2.1.1. If additional target industries are identified survey existing businesses to
determine business needs and competitive issues.
4.2.1.2. Work with the Sarasota EDC to assure North Port has the appropriate
sites and business resources for target industries to be competitive.
4.2.2. Assist the Sarasota EDC in developing an existing target industry contact list.
4.2.3. Assist the Sarasota EDC with target industry outreach program.
4.3. Develop an Incentives Task Force to explore potential incentive programs.
4.3.1. Explore potential incentives to attract community assets.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
4.3.2. Develop incentives to encourage business and economic development sites.
4.3.3. Research the potential for a business incentive program.
4.3.4. Explore ways to facilitate, promote, and redevelop visitor attractions (i.e. Warm
Mineral Springs) for enhanced tourism activity.
5. Facilitate development of quality business sites and parks:
5.1. Establish a Landowner-Developer-Government Task Force (LDG Task Force).
5.1.1. Develop strategies for economic and business development site readiness.
5.1.2. Membership recommendations:
5.1.2.1. Landowners with prime sites;
5.1.2.2. Developers prepared to install infrastructure and develop or hold sites for
inventory;
5.1.2.3. City planning & zoning, permitting, and utility directors and key staff;
5.1.2.4. Power, gas and telecommunications company representatives;
5.1.2.5. Business Development Manager.
5.1.3. Business Development Manager to coordinate and facility meetings.
5.1.4. Discussion topics:
5.1.4.1. Identify challenges and opportunities for developing sites and parks on
fast track ahead of the market.
5.1.4.2. Develop creative solutions to make North Port competitive.
5.1.4.3. Explore cost saving measures and non-monetary incentives to
encourage site development (bonus density, deferral of fees, etc.).
5.1.4.4. Explore monetary incentive packages.
5.1.5. Chairman of Executive Committee to appoint LDG Task Force Chair with approval
of the Executive Committee.
5.1.6. Chairman of LDG Task Force to provide monthly updates at Business and
Economic Development Advisory meetings and serve on the Executive Committee
for the duration of the Task Force.
5.2. Develop a plan to provide new site inventory with infrastructure.
5.2.1. Review the Site Readiness report to assist site development
5.2.2. Work with landowners and developers to identify sites, recommend zoning changes,
establish landowner commitments, develop cost estimates and timelines, suggest
features and amenities, identify community resources and recommend an incentive
plan.
5.2.3. Develop a plan to pre-fund infrastructure to existing and future I-75 exits.
5.2.4. Create shovel ready sites with infrastructure near I-75.
5.2.5. Develop a Speculative Building and Pre-permitted Building program.
5.2.6. Streamline the permitting approval process.
5.2.7. Develop a fast-track approval plan
5.2.8. Establish an ombudsman service for business permitting and approvals.
5.3. Visually present a master plan for future preferred business and community asset sites.
5.3.1. Identify types and sizes of sites needed
5.3.2. Work with Planning and Zoning to define potential sites.
5.3.3. Develop a baseline map with potential site locations.
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Business and Economic Development
Watermeier Consulting & Property Services, LLC
5.3.4. Build community consensus on site locations.
5.3.5. Prepare a presentation quality visual representation.
Short Term Objectives & Action Steps:
Using the objectives, strategies and action steps, a set of Short Term Objectives with anticipated
completion dates prior to the end of 2008 is listed below and is the framework for the Short Term
Action Plan:
A. Hire a Business Development Manager.
B. Prepare a Business and Economic Development Strategic Plan.
C. Expand the Economic Advisory Board.
D. Develop an enhanced working relationship with the Sarasota EDC.
E. Develop connectivity and relationships with Enterprise Charlotte and the Charlotte EDC.
F. Develop a system to capture, update and disseminate research and information.
G. Update marketing materials, web site and site inventory.
H. Establish a Landowner-Developer-Government Task Force (LDG Task Force).
I. Define target industries, existing business contact list and implement outreach effort.
J. Define business development targets and community assets.
K. Develop a plan to provide new site inventory and business parks with infrastructure.
L. Initiate a community communications strategy and schedule an Annual Meeting.
M. Visually present a master plan of preferred business and community asset sites.
Short Term Action Plan Charts:
Each of the Short Term Objectives is further defined into separate action steps. Each action step
is assigned a person or team responsible for its completion with a suggested completion
timeframe.
• To help put the objectives and action steps in context, each Short Term Objective is lettered
A through M (above list) on the following charts and listed under its corresponding Primary
Objective, numbered 1 through 5 (page 11).
• Each Primary Objective is listed on a separate page. The code numbers are for reference
to the original objective, strategy or action step.
• Each quarter the Short Term Action Plan should be reviewed to record accomplishments,
assess progress and modify as appropriate.
• Each year the Strategic Plan should be reviewed and a new short term plan established for
the following year.
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Business and Economic Development
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Done
Short Term Action Plan - North Port, Florida
Objectives
Strategic Plan for Business & Economic Development: Objectives, Strategies & Action Steps Activity Responsibility Organization-Title Time Frame
July 20, 2007
1 Expand the business and economic development structure.
A 1.1 Hire Business Development Manager (BD Manager). Action Steve Crowell City Manager 4th Qtr. 2007
1.2 Prepare Business and Economic Development Strategic Plan. 4th Qtr. 2007
1.2.1 1st Draft Action Janet Watermeier Consultant 5/31/2007 X
1.2.2 Review and Comment Strategic Plan Workshop Participants Action Members ED Advisory Board 6/20/2007 X
1.2.3 Review and Comment ED Advisory Board Action Participants Strategic Plan Workshop 6/20/2007 X
1.2.4 2nd Draft Action Janet Watermeier Consultant 7/1/2007 X
1.2.5 Presentation to ED Advisory Board Action Janet Watermeier Consultant 7/18/2007 X
B 1.2.6 Additional Review and Comment Action Participants Strategic Plan Workshop 8/31/2007 X
17
1.2.7 Final Document Approval Members ED Advisory Board 9/19/2007 X
1.2.8 Presentation to Strategic Plan Workshop Participants Action Janet Watermeier Consultant 10/17/2007
1.2.9 Presentation to NP City Commission Action Janet Watermeier Consultant 4th Qtr. 2007
1.2.10 Community Presentations & Comment Action Janet Watermeier Consultant 4th Qtr. 2007
1.2.11 Final Plan Approval Approval Members NP Commission 4th Qtr. 2007
Watermeier Consulting & Property Services, LLC
1.3 Expand the Economic Development Advisory Board. 1st Qtr. 2008
1.3.1 Develop a new structure to include stakeholder members and organizations Coordination Janet Watermeier Consultant 4th Qtr. 2007
Business and Economic Development
1.3.1.1 Draft a sample structure Action Janet Watermeier Consultant 9/30/2006 X
1.3.1.2 Conceptual Approval from City Commission Approval Members NP Commission 10/18/2006 X
1.3.1.3 Draft list of stakeholder members and organizations Advisory Members ED Advisory Board 7/18/2007 X
1.3.1.4 Finalize list of suggested participants Advisory Members ED Advisory Board 9/19/2007 X
1.3.1.5 Approval and Appointment by City Commission Action New Members B&ED Advisory Board 4th Qtr. 2007
North Port Stratgic Plan
C 1.3.2 Transition to the Business & Economic Development Advisory Board Action Members ED Advisory Board 1st Qtr. 2008
1.3.2.1 Installation of new members Coordination New Hire BD Manager 1st Qtr. 2008
1.3.2.2 Draft operating documents, policies, procedures, meeting schedule Coordination New Hire BD Manager 1st Qtr. 2008
1.3.2.3 Approve operating documents, policies, procedures, meeting schedule Action All Members B&ED Advisory Board 1st Qtr. 2008
1.3.3 Establish an Executive Committee with the ability to form future Task Forces Coordination New Hire BD Manager 1st Qtr. 2008
1.3.3.1 Election of Executive Committee (Ex. Com.) Action All Members B&ED Advisory Board 1st Qtr. 2008
1.3.3.2 Establish an Executive Directors Task Force Action Ex. Com B&ED Advisory Board 1st Qtr. 2008
Short Term Action Plan - North Port, Florida
Done
Objectives
Strategic Plan for Business & Economic Development: Objectives, Strategies & Action Steps Activity Responsibility Organization-Title Time Frame
May 31, 2007
2 Enhance business and economic development marketing activity.
2.1 Develop an enhanced working relationship with the Sarasota EDC. 1st Qtr. 2008
2.1.1 Primary liaison to Sarasota EDC Action New Hire BD Manager
D
2.1.2 Integrate NP economic development activities with Sarasota EDC Staff Action Kathy Bayliss President Sarasota EDC
2.1.3 Incorporate Sarasota EDC staff with NP economic development activities Action Staff Members Sarasota EDC
18
2.2 Develop connectivity with Enterprise Charlotte and Charlotte EDO. Coordination New Hire BD Manager 2nd Qtr. 2008
2.2.1 Initiate meeting with NP City Manager, CC Administrator & EDO. Attend ED Director, Administrator Charlotte County
E 2.2.2 Discussion-joint marketing and coordination opportunities Attend BD Manager, City Manager NP Administration
2.2.3 Discuss potential for joint annual board meeting
Watermeier Consulting & Property Services, LLC
2.2.4 Discuss joint business park development and marketing opportunities
Business and Economic Development
2.3 Develop system to capture, update and disseminate research and information.C35 Action New Hire BD Manager 2nd Qtr. 2008
2.3.2 Define information to capture Assistance New Hire & Members BD Manager/B&ED Adv. Board
F
2.3.3 Implement process internally or by outside contract Action New Hire BD Manager
2.3.4 Establish an ongoing process for capturing and relaying current demographic data Assistance Director & Staff NP Planning & Zoning
North Port Stratgic Plan
2.4 Update marketing materials, web site and site inventory. Action New Hire BD Manager 2nd Qtr. 2008
2.4.1 Prepare current site and building inventory list Action New Hire BD Manager 1st Qtr. 2008
G 2.4.2 Update marketing materials with current information Action New Hire BD Manager 1st Qtr. 2008
2.4.3 Preparing Marketing RFP for branding, logo & key messages Action New Hire BD Manager 2nd Qtr. 2008
(after product plan is in place) Assistance Members & Ex. Com. B&ED Advisory Board
Done
Short Term Action Plan - North Port, Florida
Objectives
Strategic Plan for Business & Economic Development: Objectives, Strategies & Action Steps Activity Responsibility Organization/Title Time Frame
May 31, 2007
3 Develop a community communications and business outreach strategy.
3.1 Initiate a community communications strategy. Action New Hire BD Manager 4th Qtr. 2008
3.1.1 Attend business organization & community meetings on a regular basis. Action New Hire BD Manager 1st Qtr. 2008
North Port Chamber, Contractors Association, Community Meetings,
19
Enterprise Charlotte (occasionally) Board of Realtors.
3.1.2 Develop a presentation and speech Action New Hire BD Manager 1st Qtr. 2008
for delivery at organization meetings, home owners associations and other
public outreach opportunities to educate public on economic issues.
Watermeier Consulting & Property Services, LLC
3.1.2.1 Survey meeting attendees for community asset and development wants. Action New Hire BD Manager 1st Qtr. 2008
3.1.2.2 Capture the information in a database for future reference Action New Hire BD Manager 1st Qtr. 2008
3.1.3 Develop an electronic newsletter to highlight activity on a quarterly basis. Action New Hire BD Manager 3rd Qtr. 2008
Business and Economic Development
H 3.2 Establish an annual activity reporting process. Action New Hire BD Manager 3rd Qtr. 2008
3.2.1 Develop an Annual Report for delivery at Annual Meeting Review Ex. Com. & Members B&ED Advisory Board 4th Qtr. 2008
3.2.2 Schedule Annual Meeting for quarter following end of fiscal year Action New Hire BD Manager 4th Qtr. 2008
Sponsorships and/or coordination activities Assistance Members Ex. Directors Task Force
3.3 Develop a forum for ongoing public/private collaboration Action New Hire BD Manager 4th Qtr. 2008
North Port Stratgic Plan
3.3.1 Identify and develop strategies to improve business climate issues. Review Members B&ED Advisory Board
3.3.2 Survey existing businesses on an annual basis to assess business climate Action New Hire BD Manager 4th Qtr. 2008
3.3.3 Establish Roundtable Discussion groups with existing business sectors Action New Hire BD Manager 4th Qtr. 2008
Medical Services & Life Science, Technology, Manufacturing, Corporate Assistance Members B&ED Advisory Board
Headquarters, Construction & Real Estate, Education, Utilities
3.3.4 Schedule focus groups with residents to update them and understand wants Action New Hire BD Manager 4th Qtr. 2008
Done
Short Term Action Plan - North Port, Florida
Objectives
Strategic Plan for Business & Economic Development: Objectives, Strategies & Action Steps Activity Responsibility Organization-Title Time Frame
May 31, 2007
4 Encourage quality sites and business park inventory.
4.1 Develop a strategy to attract business development targets & community assets. Action New Hire BD Manager 4th Qtr. 2008
4.1.1 Establish a proactive program to attract community services and assets Action New Hire BD Manager
4.1.1.1 Prepare a list of desired community assets: hospital, medical specialties Action New Hire BD Manager 1st Qtr. 2008
business parks, research & technology parks, business resources, Assistance Members B&ED Advisory Board
higher education, community amenities, tourism facilities
4.1.1.2 Prioritize list by consensus Action Members B&ED Advisory Board 2nd Qtr. 2008
4.1.1.3 Prepare detailed marketing approach for top 3 community assets Action New Hire BD Manager 3rd Qtr. 2008
with desired outcomes and projected timetables. Review Members B&ED Advisory Board
4.1.2 Establish a proactive program to attract desired business development. Action New Hire BD Manager
4.1.2.1 Survey residents and businesses to determine community wants. Action New Hire BD Manager 2nd Qtr. 2008
I
4.1.2.2 Prepare a list of desired business development opportunities by category: Action New Hire BD Manager 3rd Qtr. 2008
retail, business services, hotels, restaurants, entertainment
20
4.1.2.3 Prioritize list of business development opportunities by consensus Action Members B&ED Advisory Board 3rd Qtr. 2008
4.1.2.4 Prepare marketing approach for top 3 with desired outcomes and timetables Action New Hire BD Manager 4th Qtr. 2008
4.1.2.5 Attend national retail and business trade shows to promote North Port Action New Hire BD Manager 4th Qtr. 2008
4.1.2.6 Attend at least one ICSC event Action New Hire BD Manager 4th Qtr. 2008
4.1.2.7 Contact retailers, franchisors & restaurants to gauge interest in North Port Action New Hire BD Manager 4th Qtr. 2008
4.3.1 Explore potential incentives to attract community assets Action New Hire BD Manager 2nd Qtr. 2008
4.3.4 Explore ways to facilitate, promote and redevelop visitor attractions for Assistance Members B&ED Advisory Board 3rd Qtr. 2008
enhanced tourism activities (i.e. Warm Mineral Springs) Assistance Members LDG Task Force
Watermeier Consulting & Property Services, LLC
4.2 Work with the Sarasota EDC to identify North Port Target Industries. Action New Hire BD Manager 4th Qtr. 2008
4.2.1 Determine if North Port will share the Sarasota EDC and/or Enterprise Florida Coordinate New Hire BD Manager 3rd. Qtr. 2008
Business and Economic Development
target industries or develop a list unique to North Port. Assistance Members B&ED Advisory Board
4.2.1.1 If additional target industries are identified survey existing businesses to Action Liaison Sarasota EDC 4th Qtr. 2008
determine business needs and competitive issues. Action New Hire BD Manager
4.2.1.2 Work with the Sarasota EDC to assure North Port has the appropriate sites Action Liaison Sarasota EDC 4th Qtr. 2008
J and business resources for target industries to be competitive Action New Hire BD Manager
North Port Stratgic Plan
4.2.2 Assist the Sarasota EDC to develop an existing target industry contact list Action New Hire BD Manager 3rd Qtr. 2008
4.2.3 Assist the Sarasota EDC with a target industry outreach program Action New Hire BD Manager 4th Qtr. 2008
4.2.2.1 Make annual outreach calls to existing target industry Action New Hire & EDC Liaison BD Manager & EDC 4th Qtr. 2008
4.2.2.2 Survey target industry to understanding emerging business issues. Action New Hire & EDC Liaison BD Manager & EDC 4th Qtr. 2008
4.3 Develop an Incentives Task Force to explore potential incentive programs Coordinate New Hire BD Manager 2nd Qtr. 2008
4.3.3 Research the potential for a business incentive program. Action Members B&ED Ex. Com. 2nd Qtr. 2008
Done
Short Term Action Plan - North Port, Florida
Objectives
Strategic Plan for Business & Economic Development: Objectives, Strategies & Action Steps Activity Responsibility Organization/Title Time Frame
May 31, 2007
5 Develop quality sites and business park inventory.
5.1 Establish Landowner-Developer-Government Task Force (LDG Task Force). Consensus Private and public sectors NP Community 1st Qtr. 2008
5.1.1 Develop strategies for economic and business site readiness Action Members B&ED Advisory Board 1st Qtr. 2008
5.1.2 Membership Recommendations Action Members ED Advisory Board 4th Qtr. 2007
5.1.3 Meeting Coordination Action New Hire/Janet Watermeier BD Manager/Consultant 4th Qtr. 2007
K
5.1.4 Discussion Topics-site readiness, infrastructure, incentives Action Members LGD Task Force 1st Qtr. 2008
5.1.5 Select Chair of LGD Task Force Action Chair B&ED Advisory Board 1st Qtr. 2008
5.1.5 Approval of Chairman's selection Approval Ex Com B&ED Advisory Board 1st Qtr. 2008
5.1.6 Progress Reports Monthly at B&ED Advisory Board Meetings Action Chair LGD Task Force 1st Qtr. 2008
5.2 Develop a plan to provide new site inventory with infrastructure. Coordination New Hire BD Manager 3rd Qtr. 2008
5.2.1 Review the Site Readiness Section to assist site development Action New Hire BD Manager 4th Qtr. 2007
5.2.2 Work with landowners and developers to identify sites, recommend zoning Assistance Members B&ED Advisory Board 1st Qtr. 2008
changes, establish landowner commitments, develop cost estimates and Assistance Director and Staff NP Planning & Zoning
21
timelines, suggest features & amenities, identify community resources and Assistance Director and Staff NP Transportation & Utilities
recommend an incentive plan.
L
5.2.3 Develop a plan to pre-fund infrastructure to existing and future I-75 exits. Assistance Members LDG Task Force 2nd Qtr. 2008
5.2.4 Develop a plan to create shovel ready sites with infrastructure near I-75. Assistance Kathy Bayliss & Staff Sarasota EDC 2nd Qtr. 2008
5.2.5 Develop a Speculative Building and Pre-permitted Building program. Action Staff, Comm.& New Hire City of North Port 3rd. Qtr. 2008
5.2.6 Streamline the permitting approval process. Action Staff, Comm.& New Hire City of North Port 3rd. Qtr. 2008
5.2.7 Develop a fast-track approval plan Action Staff, Comm.& New Hire City of North Port 3rd. Qtr. 2008
5.2.8 Establish an ombudsman service for business permitting and approvals. Action New Hire BD Manager 3rd. Qtr. 2008
Watermeier Consulting & Property Services, LLC
5.3 Visually present a master plan for preferred business & community asset sites. Coordination New Hire BD Manager 4th Qtr. 2008
Business and Economic Development
5.3.1 Identify types of sites needed Assistance Members B&ED Advisory Board 2nd Qtr. 2008
5.3.2 Work with Planning and Zoning to define potential sites Assistance Staff, Comm.& New Hire City of North Port 2nd Qtr. 2008
M
5.3.3 Develop a baseline map with potential site locations Coordination New Hire BD Manager 3rd Qtr. 2008
5.3.4 Build consensus on site locations Coordination Staff, Comm.& New Hire City of North Port 3rd Qtr. 2008
5.3.5 Develop a presentation quality visual representation Coordination New Hire BD Manager 4th Qtr. 2008
North Port Stratgic Plan
Legend: BD Manager = Business Development Manager
ED Advisory Board = Existing Economic Development Advisory Board
B&ED Advisory Board = Revised Business & Economic Development Advisory Board
Sarasota EDC = Sarasota Economic Development Council
LDG Task Force = Land Development Task Force
New Hire = New Business Development Manager to be Hired
NP = North Port
Implementation Guidance & Background Information
The following section provides background information and implementation guidance for each of
the five primary Objectives:
1. Expand the economic development structure:
The City of North Port is poised for future growth with or without a business and economic
development effort; however, a proactive approach can help to shape the quality and type of
growth that will occur. In order for a business and economic development effort to be effective,
it must be well defined with a strategic plan and a clear definition of public/private partnership
opportunities. North Port is fortunate that it has several business organizations, as well as city
government, desiring a strong business and economic development effort.
Action Items:
• Hire an Economic Development Manager.
• Expand the North Port Economic Development Advisory Board.
• Establish an Executive Committee with the ability to form future Task Forces.
• Establish an Executive Directors Task Force.
Hire a Business Development Manager:
The Strategic Plan Working Group concluded that North Port needs a full time person to
manage the business and economic development activity and coordinate the public/private
Business and Economic Development Advisory Board activities. The position requires strong
communication and relationship building skills with the ability to enthusiastically sell the
community to prospective businesses. This person should be a good “people” person with
knowledge of key City and business leaders. It should be someone who is respected and
whose opinion is valued by both business and government. This person spends most of
his/her time meeting with business and government leaders, acting as a change agent,
developing strategies for business and economic development challenges and implementing
the Business and Economic Development Strategic Plan. In addition, he/she is the liaison to
the Sarasota EDC, and through the Sarasota EDC, links with Enterprise Florida, the State’s
private/public economic development effort.
• Create a position of Business Development Manager whose primary responsibility is to
provide oversight for business and economic development infrastructure and to serve
as a community and business development liaison and ombudsman for community
desired business and economic development projects.
• Place the position within the City Manager’s office. Support should include
administrative assistance with either a shared or independent City Manager’s office
employee. A research support function should be established by either enhancing an
existing position or creating a new one with reporting responsibility to the Business
Development Manager. The research support function can be independent or shared
with the Planning and Zoning Department. A full-time research person reporting to the
Business Development Manager could also provide administrative assistance. If
desired, some research functions can be contracted out to professional firms.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
• This Business Development Manager should have dual reporting responsibility.
o City Manager: Primary reporting should be directly to the City Manager; and
o Business and Economic Development Advisory Board: The position should serve
as the primary staff liaison and support to the Business and Economic Development
Advisory Board; working closely with its leadership through the Executive
Committee; and have primary responsibility for implementing and coordinating the
Economic and Business Development Strategic Plan.
• Business Development Manager Responsibilities:
o To serve as the primary liaison to the Sarasota EDC, and through the Sarasota EDC
an indirect connection to the resources of the Tampa Bay Partnership, Enterprise
Florida, County and State incentives, and other economic development resources,
as well as the North Port connection for working with economic development
prospects.
o To serve as the primary liaison to the business community, offering ombudsman
services to economic development projects, as well as desired business and
community development projects. The business community, as well as the
residents, should be proactively informed about results and current activities.
o To implement the Business and Economic Development Strategic Plan with
assistance and review from the Business and Economic Advisory Board that has
responsibility for drafting and annually updating the plan.
The plan will include a research component to provide current demographic and
survey information to assist both economic development and business
development prospects.
The plan will include a community outreach component, including attending
community functions, business organization meetings, developer outreach, and
diversified industry outreach.
The plan will include an infrastructure development component for economic
development sites through partnering with the private sector.
The plan will include benchmarks and reporting requirements with a formal
report to the City Commission, Business and Economic Advisory Board and
community, at least annually.
Develop a public-private approach to business and economic development:
Put a formalized structure in place for business and economic development collaboration. The
most successful structures combine private and public input and management. In smaller
communities, like North Port, without an established number of corporate headquarters, the
majority of funding generally comes from the public sector. It is essential that the government
leadership be committed to business and economic development as a primary goal for the
community in order for a business and economic development program to succeed. A long-term
commitment to adequate funding is necessary or the program will not be successful. A private
sector commitment for support is also important. Each organization or individual within the
partnership has a separate responsibility or mission that is unique and distinct. This prevents a
duplication of effort and better leverages resources.
• A public/public approach generally includes an organization or advisory board with both
public and private representation and is responsible for establishing long term and short
term goals, working to improving the business climate, and creating task forces to seek
solutions to business climate issues.
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
• The government should have an ongoing funding commitment, develop strategies for
infrastructure development, incorporate long term economic development goals into future
community planning efforts, and work with the partnership on improving business climate
issues.
Expand the Economic Development Advisory Board:
Expand the existing economic development advisory board into a public/private partnership that
broadens the membership and places business leaders beside government leaders to work on
business climate issues and encourage business and economic development activities. The key is
to be inclusive. Suggest approximately 20 members to include:
• The existing members of the Economic Development Advisory Board
• The Board Chair or Board Member of the North Port Chamber of Commerce
• The Board Chair or Board Member of the Builders and/or Contractors Association
• The highest level hospital or medical clinic administrator or board member
• A School Board member
• The President, Vice President or Director of the Community College Campus
• The President, Vice President or high level Administrator from a University
• A Board Member of the Sarasota EDC
• The North Port City Manager
• A North Port City Commissioner
• Several (4 to 6) At Large Business Members which may include:
o A business owner from a diversified industry
o A developer of large scale industrial parks or commercial property
o A master planned community or residential developer or builder
o The publisher or managing editor of the local newspaper
o A leadership member of the financial industry (Bank President, CPA)
o Board leadership from other North Port centered business organizations
o Other business or community leaders
• A staff liaison from the Sarasota EDC (can be ex-officio (non-voting) or voting)
• The Business Development Manager serves as staff to the Advisory Board.
Meeting Structure:
• Meeting Schedule: A meeting schedule and calendar should be established annually. The
meeting schedule can be monthly, every other month, or quarterly based on the desires of
the membership.
• Meeting Time: It is recommended that meetings start and end on schedule and run 1½
hours with a 2 hour maximum for more intense issues.
• Meeting Agenda: The most effective meetings flow around a primary issue or informative
message with a structured agenda to include: a call to order; self introductions of attendees
and who they represent; approval of prior meeting minutes; an issue presentation followed
by board discussion and board vote (if appropriate); an executive committee report by the
chair; task force reports by the active task force chairs (when appropriate and of value); a
Sarasota EDC Report; a strategic plan progress update and activity report by the Business
Development Manager; membership input for information or future agenda items; and
adjournment.
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North Port Strategic Plan
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• Votes: It is recommended that for any issues requiring a vote or board discussion,
background materials are sent out to the membership prior to the meeting with notice that a
discussion will occur and (if appropriate) a vote will be taken.
• Task Forces: The majority of the work and issue discussion is best managed through task
force activity with the full board to serve as a sounding board to build consensus and to
approve task force recommendations.
Establish an Executive Committee with the ability to form future Task Forces:
• Executive Committee: Provides oversight for economic development activities
o 4 Officers representing the private sector, elected annually from the Business and
Economic Development Advisory Board membership:
o Chair, Vice-Chair, Secretary and Treasurer
o Immediate Past Chair
o Chairman or Commissioner designee – North Port City Commission
o North Port City Manager
o Task Force Chairs, if any are active
o Business Development Manager (staff to the committee)
• Task Forces: Establish working groups from time-to-time, as directed by the Advisory Board
Chair, to work through business climate or other business and economic development
issues: These Task Forces should pull together resources within the community, be open
to anyone who wants to serve (whether or not they are members of the Advisory Board)
and end when the task is completed. Typical issues: workforce, permitting, transportation,
infrastructure, incentives, or provide a service such as business communications,
fundraising, etc. Private sector contributors to the fundraising effort should be encouraged
to participate, particularly if the issue is important to their business or community
perspective. The Business Development Manager or other staff person designee should
serve as staff to each Task Force and coordinate meetings, agendas, minutes, and other
administrative functions.
Establish an Executive Directors Task Force:
Convene a meeting of the executive directors (paid professionals) from the organizations
represented on the Business and Economic Development Advisory Board to implement joint
efforts and projects with common interests. For example, this group could sponsor an annual
economic community meeting, bring in a top level economist, and provide an opportunity for
the business community to be updated on the successes of North Port’s business and
economic development efforts. These individuals do not serve on the Business and Economic
Advisory Board but are an adjunct to the Board that meets not less than annually (preferably
semi-annually) to discuss ways the organizations can collaborate to enhance business and
economic development activities.
Suggested membership (but not limited to):
o North Port Business Development Manager (meeting coordinator)
o North Port Chamber of Commerce Executive Director
o North Port Builders and/or Contractors Association Executive Director
o North Port Board of Realtors Executive Director
o North Port Commercial Realtors Organization (if any) Executive Director
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2. Enhance business and economic development marketing activity:
The primary function of the business and economic development effort should be to prepare
the community for potential prospects; encourage the development of sites and buildings
(product); collect, update and disseminate accurate community information; and prepare quality
marketing materials and messages. It should serve as the primary external marketing
organization for community amenities, such as hospitals, education facilities, conference
centers, technology centers, and tourism attractors. In addition, it should have primary
responsibility for helping to identify desired community services, specialty retail, restaurant and
business services, and develop strategies to encourage appropriate business development.
The primary external marketing organization for diversified industry, target industry, and
economic development projects should be the Sarasota EDC with assistance by the North Port
business and economic development effort.
Action List:
• Improve connectivity and staff activities with the Sarasota EDC.
• Develop connectivity with the Charlotte County EDO and the Southwest Florida Region.
• Attend national retail and business trade shows to promote North Port opportunities.
• Attend the annual International Council of Shopping Centers Convention (ICSC).
• Update economic development research, site inventory and marketing materials.
• Establish an ongoing process for capturing and relaying current demographic data.
• Develop a brand, logo and tagline to market the City as a business destination.
Improve connectivity and staff activities with the Sarasota EDC:
North Port’s economic development efforts should enhance and supplement the marketing
activities of the Sarasota Economic Development Council, but not duplicate them.
• The Sarasota EDC’s primary responsibility is to market Sarasota County to attract diverse
industry. The primary economic development marketing organization for North Port and
Sarasota County should be the Sarasota EDC. They are a well funded and managed
economic development organization that is well connected.
• A strong relationship and partnership should develop between the staff of the Sarasota
EDC and the Business Development Manager. Discussion with the Sarasota EDC
indicates a strong interest in supporting North Port’s efforts and participating in any
economic development initiatives put in place. North Port’s relationship with the Sarasota
EDC is an important relationship and should be developed and encouraged to the
maximum extent possible.
• One of the primary ways North Port could enhance the Sarasota EDC efforts would be to
facilitate the development of economic development sites and infrastructure and community
amenities to make North Port a preferred location for prospects.
• Even with sites in place, economic development in North Port will require patience and a
long term view. One of the other challenges North Port will face in recruiting diversified
industry is its very low unemployment rate and available skilled labor base.
• The Business and Economic Development Advisory Board members should become
familiar with the economic development initiatives of the Sarasota EDC. Considerable time,
focus and funding has been dedicated to establishing innovative strategies for attracting
and expanding diversified employment in Sarasota County, including target industry,
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business clusters, and workforce creative class strategies. North Port’s economic
development efforts should strive to support and enhance (but not duplicate) these
strategies and marketing activities. Private sector Business and Economic Development
Advisory Board members should be encouraged to become members of the Sarasota EDC
to better link the organizations and economic development activity.
Develop connectivity with the Charlotte County EDO and the SWFL Region:
The City of North Port is located adjacent to Charlotte County’s northern border. North Port’s
market area for goods and services is closely linked with the Murdock area of Charlotte County.
For many years, Charlotte County has provided the shopping, restaurant and entertainment
areas for North Port Residents. It is only recently that North Port is developing a community
shopping and business service network of its own.
• Developing a working relationship with Charlotte County’s economic development efforts
through Enterprise Charlotte, may be a valuable long term resource for North Port.
• Once the Business Development Manager is hired, he/she and the City Manager should
meet with the Charlotte County Manager and Economic Development Director to explore
ways to leverage funds and opportunities.
• If a strong relationship can be developed, a joint meeting of Enterprise Charlotte, Charlotte
County’s Economic Development Advisory Board to the County Commission and the North
Port Business and Economic Development Advisory Board should be encouraged
sometime during the following year (2008) to strengthen ties and look for additional ways to
partner and leverage funds and opportunities.
Attend national retail and business trade shows to promote North Port:
More choices for goods and services and a more prominent focus on quality retail, service
businesses and community development are strongly desired by North Port residents and
businesses. Although business development is predominately handled through private sector
efforts to fill new and planned shopping centers and office buildings, targeted marketing efforts
to attract the type of goods, services and amenities most desired by the community can
enhance the quality of life and provide greater lifestyle choices. Residents want more quality in
choices for retail stores, restaurants, health care, hotels, services and entertainment. They
also want these choices located within the City limits. The most important focus for a business
and economic development effort according to a majority of the residents is providing more
quality and convenient retail and restaurant choices.
Attend the International Council of Shopping Centers Conferences (ICSC):
The ICSC offers several meetings and conferences that focus on retail, office and business
service issues and provides good contact with end users companies. These meetings are a
great place to see who is currently seeking new business locations, get a feel for the quality of
the business, and learn who is expanding and contracting in the retail and services markets.
• The Business and Economic Development Manager should annually attend at least one
ICSC meeting. For information on the ICSC meetings and conferences please visit the
website at www.icsc.org
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• A current site inventory should be prepared and taken to the session to market the area to
potential quality companies for business, office and retail spaces. All newly planned sites
and buildings should be included with a timeline for delivery and rental rates.
Update economic development research, site inventory and marketing materials:
North Port has a good web site and has developed effective materials to promote business and
economic development. The subject matter and appearance of the information is good.
• The information has not been updated in some time and is dated. The website and printed
material need to be updated and refreshed.
• A database of available sites should be developed and updated at least on a quarterly
basis.
Establish a process for capturing and updating reliable research data:
Collecting, analyzing, updating, and preparing presentation materials for economic research,
demographics, market information, business development activity, site inventory, utility
availability and general community information on a consistent and continuing basis is
essential.
• This information can be collected and maintained in house, or contracted out to a third party
to provide and maintain, but it is essential that the information is current and can be relied
upon for accuracy.
• The information should be available both in printed and digital form, and easily accessed
from anywhere in the world at any time via the web.
• This information can be used by economic development prospects, retail and business
prospects, the private sector, local business, and the Sarasota EDC.
• The Business Development Manager should establish an ongoing process to collect,
update and disseminate appropriate information, site inventories, and marketing materials.
Develop a brand, logo and tagline to market the City as a business destination:
The final step in preparing the community as a qualified business destination is to create a
business destination brand for North Port, with a compatible marketing theme, logo and tag line
for promoting North Port as a business destination.
• The brand should be simple, clear, and uniquely identify the City as a quality business
destination.
• Key messages should also be developed and shared with the community, media, and
others to help build perception of the area as a good quality place to locate and expand a
business.
• This branding effort should not be performed until the community has marketable sites and
available product to attract qualified businesses. If the community is not ready, the
marketing time, effort and costs will be a wasted. A community must be able to deliver
what is promised and exceed expectations to be successful.
• Once the sites and products are ready, this will be the most important marketing focus for
the City.
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3. Community and Business Outreach:
Action List:
• Develop a forum for ongoing public/private collaboration.
• Identify business climate issues and collaborative solutions.
• Develop proactive community communication, public awareness and outreach effort.
• Establish a target industry local business outreach program.
Develop a forum for ongoing public/private collaboration:
Economic development and business development activity is finalized through a land
transaction, a lease or a building purchase. Understanding the issues that make a transaction
occur, or not occur, are vitally important to understanding the factors that make business and
economic development projects a reality. The more collaboration with the private sector that
can occur, the more likely a transaction will close. Continually seek opportunities to take the
pulse of private sector activity.
Identify business climate issues and collaborative solutions:
Business climate issues and changes in business climate issues can drastically alter the
competitiveness of a community. Until recently, Southwest Florida was considered a place for
affordable living. With the recent rapid increase in property values, rising property taxes and
hurricane related increases in insurance, for the first time, many parts of Florida are no longer
competitive in workforce housing. Shortages of medical assistants, nurses, and technologists
are causing some medically related businesses to rethink how and where they operate.
Meeting on a regular basis with business sectors or clusters will help keep the business and
economic development effort on top of important business climate issues. Roundtable
sessions with key industry leaders keeps you knowledgeable about the issues builds a
collaborative trust to seek solutions and mediate challenges when they arise.
Develop proactive community communication, public awareness and outreach:
Of equal importance to doing the job, is communicating to others that the job is being
accomplished. The value of proactive community communication cannot be understated.
Economic and business development creates different expectations for different population
segments. Communicating the issues, challenges, and successes will help keep the
community focused and the support and funding continuing. The Business Development
Manager should be seen as the cheerleader for the community. He or she should be very
visible with residents, media, businesses and community organizations.
Assist the Sarasota EDC with target industry local business outreach:
One of the best ways to know what is happening in a business is to physically go out and visit
the facility and talk to the owner or manager. Although the Sarasota EDC should have primary
responsibility for target industry business outreach, the Business Development Manager can be
a strong ally with the Sarasota EDC and assist with a pro-active target industry outreach effort.
A routine system of visitation can provide a wealth of information and helps to build loyalty and
friendship with the company. If issues arise that could cause a company to leave or expand
elsewhere, a relationship with the CEO may be the factor that makes the difference between
your community and another.
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4. Encourage business and economic development activity:
Action List:
• Establish a proactive program to attract community services and assets.
(hospital, hotel, education facilities, business services, community amenities)
• Research the potential for a business incentive program.
• Develop incentives to encourage desired community and business development.
• Develop incentives to encourage business and economic development sites.
• Encourage redevelopment and tourism activities.
Establish a proactive program to attract community services and assets:
(hospital, hotel, education facilities, business services, community amenities)
• Retail Goods and Services: Typically government and economic development efforts do
not get involved with recruiting businesses and services that depend on the local market for
success. This is generally accomplished through developers and commercial real estate
agents marketing to local, regional and national companies to fill existing or planned
shopping centers and office buildings. Companies have their own demographic and
household income formulas for success for opening new markets. Today, most companies
make decisions based on research and strong demographics. The recent rapid growth rate
for North Port has attracted interest from regional and national retailers. As quality space
comes on line, more and better stores, restaurants, and services will move into the area as
the household incomes grow to support demand. The best thing that government can do to
support this activity is to not hinder it through long permitting and approval time frames.
• Specialty Goods and Services: A proactive program of seeking unique businesses,
restaurants and shops can be productive. There is rapid growth in small franchise
opportunities, and Southwest Florida always ranks high on small business start-ups
because of its retiree population. Gathering information on those who wish to open new
businesses and matching them with opportunities that are desired by the community can be
beneficial for both sides.
• Community Amenities: The residents expressed an interest in more amenities for North
Port – more parks and playgrounds, entertainment centers, a hospital, an enhanced variety
of medical services, and additional higher education opportunities within their City. These
community planning efforts may require a long term effort to encourage establishment of
such services before the market is ready. If the community desire for an amenity is strong
enough, it may require some type of subsidy to support the amenity during the growing
years. These efforts can be accelerated slightly with a good plan, but require appropriate
demographics to be successful.
• Education Centers: Schools will be an important part of the community development plan.
As the community grows, more schools will be required. Securing sites has become a
challenge for school systems, community colleges and universities as land prices escalate
and choice sites disappear. A strong partnership with the School Board; requiring new
development incorporate school sites of all levels (kindergarten through college) within their
boundaries; reserving sites in the growth areas; or requiring donated land for future
schools, can greatly facilitate the process. Strong workforce training programs and
partnerships with businesses is an important tool for business success, particularly in
recruiting diverse industries. Education and training are becoming essential tools for
workforce development and business recruitment at all levels.
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• Private University or Training Center: The community has expressed a desire for high
quality jobs in research and technology. Research and technology facilities usually like to
cluster around university research centers or institutes. North Port may want to try and
attract a private research university or institute to the community. This will generally take a
donation of land and a commitment to support the facility for the future. Seeking a new
research and education facility is a long term effort and will take considerable community
support. Smaller training centers can also be of value. Medical technology training,
nursing, computer simulation, computer graphics, web design, and other technical training
can be beneficial in developing business clusters. A qualified workforce is critical to a new
business location decision.
Incentives:
• Research the potential for a business incentive program
• Develop incentives to encourage desired community and business development
• Develop incentives to encourage business and economic development sites
Most communities have difficulty with incentives. If they develop a program to attract new
businesses, the existing businesses feel slighted. If they make the requirements for incentives
too broad, too many companies will apply and the incentives will rapidly dry up. The best way
to approach incentives is on a case by case basis. This is often very difficult for governments
as they are much more comfortable with established criteria to prevent the appearance of
favoritism. An incentive is nothing more than some type of contribution to offset the non
competitive aspect of a community. If two communities are equally suitable and one of them
has higher costs, it will have to neutralize the additional business costs to be selected. In
Florida, we have several costs that are above average: land, construction costs, insurance and
impact fees to list a few. If you understand the competition, what it has to offer and how your
community compares, you can better estimate the need for incentives to be competitive. North
Port is fortunate that it is part of Sarasota County and through the Sarasota EDC can tap into
incentive programs through Florida. Florida has a toolbox of incentives and Sarasota County
contributes to several of the incentive programs. If a company qualifies for incentives, selects
Sarasota County and chooses a site in North Port, the community will be able to take
advantage of the 20% match to the Qualified Target Industry Tax Credit that is provided by
Sarasota County. A brief summary of the Florida economic development incentives is
provided.
Economic Development Incentives:
The Economic Development Corporation for Sarasota County is North Port’s link to Florida’s
target industry incentives to attract high-skill, high-wage diversified industry. A summary of the
key incentive programs for targeted industry, workforce and infrastructure have been
reproduced from the Enterprise Florida web site. For more information visit www.eflordia.com
or contact the Sarasota EDC.
• Qualified Target Industry Tax Refund (QTI):
The Qualified Target Industry Tax Refund incentive is available for companies that create
high wage jobs in targeted high value-added industries. This incentive includes refunds on
corporate income, sales, ad valorem, intangible personal property, insurance premium, and
certain other taxes. Pre-approved applicants who create jobs in Florida receive tax refunds
of $3,000 per net new Florida full-time equivalent job created; $6,000 in an Enterprise Zone
or rural county. For businesses paying 150 percent of the average annual wage, add
$1,000 per job; for businesses paying 200 percent of the average annual salary, add
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$2,000 per job. The local community where the company locates contributes 20 percent of
the total tax refund. There is a cap of $5 million per single qualified applicant in all years,
and no more than 25 percent of the total refund approved may be taken in any single fiscal
year. New or expanding businesses in selected targeted industries or corporate
headquarters are eligible.
• High Impact Performance Incentive Grant (HIPI):
The High Impact Performance Incentive is a negotiated grant used to attract and grow
major high impact facilities in Florida. Grants are provided to pre-approved applicants in
certain high-impact sectors designated by the Governor's Office of Tourism, Trade and
Economic Development (OTTED). In order to participate in the program, the project must:
operate within designated high-impact portions of the following sectors--biomedical
technology, financial services, silicon technology, and transportation equipment
manufacturing or be a corporate headquarters facility supporting international, national or
regional operations; create at least 100 new full-time equivalent jobs (if a R&D facility,
create at least 75 new full-time equivalent jobs) in Florida in a three-year period; and make
a cumulative investment in the state of at least $100 million (if a R&D facility, make a
cumulative investment of at least $75 million) in a three-year period. Once recommended
by Enterprise Florida, Inc. (EFI) and approved by OTTED, the high impact business is
awarded 50 percent of the eligible grant upon commencement of operations and the
balance of the awarded grant once full employment and capital investment goals are met.
• Qualified Defense Contractor Tax Refund (QDC):
Florida has committed to preserving and growing its high technology employment base-
giving Florida defense contractors a competitive edge in consolidating defense contracts,
acquiring new contracts, or converting to civilian production. The Qualified Defense
Contractor Tax Refund may be up to $5,000 per job created or saved in Florida through: the
conversion of defense jobs to civilian production, the acquisition of a new defense contract,
or the consolidation of a defense contract which results in at least a 25 percent increase in
Florida employment or a minimum of 80 jobs. The Governor and the 2003 Florida
Legislature enacted new legislation adding contracts and subcontracts approved by the
United States Department of Homeland Security as eligible under the Qualified Defense
Contractors (QDC) Tax Refund program.
• Capital Investment Tax Credit (CITC):
The Capital Investment Tax Credit is used to attract and grow capital-intensive industries in
Florida. It is an annual credit, provided for up to twenty years, against the corporate income
tax. Eligible projects are those in designated high-impact portions of the following sectors:
biomedical technology, financial services, information technology, silicon technology, and
transportation equipment manufacturing. Projects must also create a minimum of 100 jobs
and invest at least $25 million in eligible capital costs. Eligible capital costs include all
expenses incurred in the acquisition, construction, installation, and equipping of a project
from the beginning of construction to the commencement of operations. The level of
investment and the project’s Florida corporate income tax liability for the 20 years following
commencement of operations determines the amount of the annual credit.
• Workforce Training Incentive - Quick Response Training Incentives (QRT):
Quick Response Training is a customer-driven training program designed to assist new
value-added businesses and provide existing Florida businesses the necessary training for
expansion. A local training provider—community college, area technical center or
university—is available to assist with application and program development or delivery. If
the company has a training program, a state training provider will manage the training
program and serve as the fiscal agent for the grant funds. Reimbursable training expenses
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include: instructors’/trainers’ salaries, curriculum development, textbooks/manuals, and
materials/supplies. This program is customized, flexible and responsive to individual
company needs. Workforce Florida, Inc. is Florida’s innovative private-public partnership for
competitive workforce incentives.
• Workforce Training Incentive - Incumbent Worker Training Program (IWT):
Incumbent Worker Training is a program that provides training to currently employed
workers to keep Florida’s workforce competitive in a global economy and to retain existing
businesses. The program is available to all Florida businesses that have been in operation
for at least one year prior to application and require training for existing employees.
• Road Infrastructure Incentive - Economic Development Transportation Fund:
The Economic Development Transportation Fund, commonly referred to as the "Road
Fund," is an incentive tool designed to alleviate transportation problems that adversely
impact a specific company's location or expansion decision. These grants are limited to $2
million and are awarded to the local government for public transportation facility
5. Facilitate development of quality sites and business parks:
The lack of available sites for large office users and light industrial users is one of the City’s
greatest challenges. It is also one of the major challenges the Sarasota EDC faces in
marketing North Port for diverse industry and presenting the community as a viable alternative
for those seeking relocation and expansion. In order for the Sarasota EDC to steer potential
clients to North Port, a mid level to upscale industrial and office park (or parks) with the
appropriate water, sewer, telecommunications infrastructure, and “shovel ready” sites at
competitive prices should be put in place. This includes sites from 5 acres to 50 acres with
convenient access to I-75. Land prices must be competitive with the other areas of the United
States and regions seeking to attract diversified industry.
Action List:
• Work with landowners and developers to create economic development site inventory
• Develop a plan to pre-fund infrastructure to existing and future I-75 exits
• Create shovel ready sites with infrastructure near I-75
• Develop a Speculative Building and Pre-permitted Building program
• Streamline the permitting approval process
• Establish an ombudsman service for business permitting and approvals
• Visually present a master plan of preferred business and community asset sites.
Work with landowners and developers to create site inventory:
The Business Development Manager should work closely with the private sector to find creative
ways to have competitive sites developed and put in place to attract diversified industry.
Without the appropriate site locations, it is a waste of time, money, and effort to market the City
for diversified industry. You must have what the customer is looking for or they will go
elsewhere. The Site Readiness section outlines creative approaches to working with
landowners to develop ready to build sites to attract local and diversified business and industry.
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Develop a plan to pre-fund infrastructure to existing and future I-75 exits:
Economic development projects require sites that can be built upon quickly. They often cannot
wait for sewer, water, telecommunications infrastructure to be planned, approved, funded and
installed. In order for a site to be considered, it must, at a minimum have water and sewer to or
near the property line. North Port, like many growing communities is having difficulty keeping
up with the demand for infrastructure and finding a method to fund it. A task force of land
owners, developers and City staff should develop a plan to pre-fund infrastructure to key sites
along I-75 to attract diversified industry.
Create shovel ready sites with infrastructure near I-75:
At least one site should be “shovel” ready with water, sewer, power and telecommunications
infrastructure in place. It is preferable to have water management permitting in place and fill
dirt on site or available nearby, either included in the site price or at a reduced price. The site
should be competitively priced, and if not perceived as a value site, an incentive package
should be developed to create value in the event the right type of project comes along. All the
particulars should be available at a moments notice, including competitive pricing for the land,
construction timelines and flexibility on the site and building size.
Develop a Speculative Building and Pre-permitted Building program:
The first choice of most relocating and expanding companies is to move into an existing
building. If there are no vacant buildings in the market, or new buildings available or under
construction, one consideration is to develop building packages on paper for a particular site
and market them as Pre-permitted Buildings. A description of a Pre-permitted building
approach is outlined in the Site Readiness section of this document.
Streamline the permitting approval process:
Local government support is critical to developing future sites as well as attracting new
industry. The importance of a stable and business friendly government cannot be understated.
Many governments are not perceived as being “business friendly” and the uncertainty of this
perception often causes companies and developers to avoid the political jurisdiction. North
Port is perceived as being business friendly; however, recent growth pressures have resulted in
areas of concern, including new impact fees. Caution should be exercised to ensure a local
government does not inadvertently create the perception of instability resulting in unintended
consequences. Local governments should strive to encourage:
• Staff business friendly attitudes and solution oriented “can do” approaches to challenges.
• An understanding of the critical nature of time and meeting deadlines to the private sector
(time is money).
Establish an Ombudsman service for business permitting and approvals:
A very valuable tool is the establishment of Ombudsman service for qualified economic
development and business development projects. Approving a project in today’s development
climate is very complex. If an economic development project gets trapped in a complex
approval process, it can cause frustration on the part of the company; and if it is early enough
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in the site selection process, can cause a change of mind. An Ombudsman program helps to
shepherd a project through the maize of approvals, and puts it back on track if it gets slowed or
stopped in the approval process. The Business Development Manager should serve in the
capacity of a development Ombudsman for qualified projects.
Visually present a master plan of preferred business and community asset sites:
Once the preferred sites for community assets and business sites have been identified, a visual
master plan showing the preferred sites should be developed to help the businesses, property
owners, community leaders and community members visualize the plan and encourage desired
development. The master plan should include places for business parks, a convention center,
movie theaters, retail centers, education centers, medical centers, and others as identified by
the community.
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Site Readiness
The most important challenge facing North Port in attracting quality companies is the lack of
available sites with infrastructure. A detailed overview of the site selection process,
business park development strategies, business park amenities, potential incentive
programs, target industries and economic impacts is provided for reference.
Location Decisions:
Effective business and economic development programs involve a wide range of strategies and
tools to make an area competitive for attracting companies, including workforce development,
business climate issues, business friendly government, and a streamlined government approval
processes. Ultimately, however, the decision to expand or locate within a certain geographic
area is a real estate decision.
Real Estate Sites:
• A community must have viable and competitive sites to show potential business prospects, if it
is to be considered as a potential new location.
o If the sites are not available, the community will not be considered.
o If the sites are available, but the cost is not competitive, the community will not be
considered.
o If the sites are available, the cost is competitive, but government approvals create
an uncertain timeframe; the community may be considered, but will probably loose
out to a site that has more certainty.
• An existing business that needs to expand its facility beyond its current location generally
prefers to expand where its employees are located; however, it must have site expansion
options available or it will move its operation to where these sites exist.
• In order for an expanding or locating business to be competitive within its industry, the cost of
real estate must support the company’s competitive cost structure, or the business will go
somewhere where it can.
• Incentives can make a non competitive community competitive. Incentives equalize or improve
a sites value that is not competitive due to market conditions.
Site Decision Factors:
Today, business location decisions revolve around more than just a site that will work. Decisions
also include intangible benefits for the growth of the company. Access to community resources,
services, business connections and community assets play an important role in the value of a
location as a business site. The attitude of local government towards business is an important
factor. Companies prefer to locate in areas where they are wanted.
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Business Sites and Parks:
Business Parks should be designed around the businesses you want to attract, and economic
development business parks should be developed around the industries you are trying to attract
into your county. The community needs office and light industrial sites for both locally supported
businesses and economic development projects. In most cases, the same park can serve both;
however, economic development projects generally require a longer time frame than locally
supported businesses to materialize. In a vibrant economy, it is sometimes difficult to maintain an
inventory of product for economic development projects as the potential sites are quickly absorbed
by local uses. Incentives should be put in place to encourage investment in sites suitable for
economic development projects that may require a long hold period.
Locally Supported Businesses – Short Term:
Local businesses generally depend on private market developers to build sites for commercial,
retail, office, and support inventory based on local market supply and demand. Land and buildings
are market priced, and as long as there is sufficient land zoned and available for development,
generally do not require special incentives or support mechanisms to succeed, other than a viable
and growing local economy.
Locally Supported Business – Long Term:
For the long term, additional land will need to be set aside or incorporated into future planned
developments to provide an adequate supply of land for local office and industrial users. Most
developers will postpone development of commercial property until residential demand has
increased the value of the commercial property. When the demand is sufficient, the tendency is to
create retail centers rather than office or light industrial service parks. Retail development
generally provides less market risk in terms of cash flow and timing, as its absorption levels can be
better projected based on residential sales.
Economic Development Businesses Locations:
There must be something special about the business park’s resources or costs to entice a
company to locate. It takes a long time to absorb land held for economic development purposes
which makes it difficult to attract developers who require a return on the capital invested in a
reasonable timeframe. The market risk and time risk are difficult to calculate unless the market is
very large with a good history of absorption. To entice a developer to put economic development
sites in place and agree to hold them for the longer term benefit of the community generally
requires some type of government or community push, support or subsidy.
Existing Business Parks:
Existing Business Parks have the most readily available sites to begin promoting North Port.
• Meetings should be set up with existing park owners to identify sites that could be set aside
and marketed as economic development project sites.
• These can be smaller sites that carry special incentives to attract the smaller high impact
business.
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• Site sizes should be compatible with the business park’s other sites and fit within the
surrounding community.
• Plans and cost estimates for buildings under construction should be used as prototypes for
new construction.
• A team of bankers and investment specialists should develop a financing package with a
simplified approval process and a lease package for those companies preferring to lease.
• Special build-out incentives and free rent packages should be put in place to make these
spaces more competitive than the surrounding available inventory within the region.
• A survey of competing properties should be conducted annually. If a building has vacant
space in excess of 10,000 square feet, a marketing package should be prepared and sent
to the Business Development Manager and the Sarasota EDC.
Encouraging Advance Development:
Adding business park uses to a planned community generally enhances the overall image of the
community, but also increases the level of market risk to the developer. To encourage
development of commercial property in master planned communities upfront, or in the early
phases, consider establishing incentive policies for business park development (office, showroom,
flex-space and warehouse), if the development is desired by the community.
• Typical incentives might include: bonus residential density; postponement of fair share
contributions; tax credits or tax abatement on the unsold but developed business park sites;
or a reduction in taxable value (like an agricultural exemption) for the portion of the
development being developed ahead of the market.
• The incentives could be linked to the number of units receiving certificates of occupancy in
each residential phase, and require the business sites to be developed concurrently with
residential development.
Newly Approved Developments of Regional Impact or Planned Unit Developments:
One method of encouraging an adequate supply of future economic development sites is to modify
the government screening and evaluation process to include review criteria for potential economic
development sites. Potential sites can be identified early with a list of suggested incentives for
incorporating a community benefit.
• If a future planned community of significant size contains land that would be a prospective
location for economic development, the community can request the developer set aside
acreage for future economic development purposes, or “high impact sites, during the
approval process. These sites can be stand alone sites or included within an industrial or
business park. Inclusion of these sites within the plan should provide additional
development incentives (tax abatement, impact fee credits, bonus residential density, fast-
track permitting).
• Tax credits can be given for each year the site lies dormant to help offset the cost of
development and carrying costs, with a penalty if the developer takes the site out of
inventory or receives approval for some other use prior to a minimum predetermined period
of time (5 yrs).
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• The geographic location within the planned community is an important consideration. The
site must provide convenient access to a high speed, high capacity road network as well as
the internal transportation structure.
• The site should be fully developed or have the ability to be quickly developed with water,
sewer and appropriate utilities (power, telecommunications, gas).
• A minimum amount of acres could be established as a threshold amount to receive
incentives and/or credits (i.e.- 100 acres) or the acreage could be flexible based on the
number of residential units being requested (i.e. - 1 acre per 20 units), or a combination of
the two (minimum 100 acres but not less than 1 acre per 20 units).
• These high impact sites should be in addition to the traditional amount of commercial land
necessary for local retail and service business use.
• The site would be priced in cooperation with the economic development marketing team to
be competitive to attract the appropriate prospects.
Previously Approved Developments of Regional Impact (DRI):
In the event a previously approved DRI meets the criteria of good transportation access and
location, has not incorporated a business park plan into the community but desires to do so, a
reconfiguration of the master plan should be encouraged.
• If future plan modifications are desired by the developer after the initial approval, one of the
considerations for approving the desired modifications might be inclusion of a high impact
site within the plan.
• The same incentives could be applied to an already approved project as would be available
for a new one.
Development Risk:
One concern expressed by several landowners is the increasing risk associated with land
development: Costs continue to rise; the governmental approval process becomes longer, more
complex and uncertain; the upfront fees (impact fees, proportionate share costs, environmental set
asides) continue to grow; the uncertain cost of capital; and the interest carry for infrastructure. The
lack of predictability is shrinking the margin between risk and reward to the point that many
landowners are reconsidering whether or not land development makes sense. If North Port wants
certain development to occur, it can greatly influence the type of development it wants by working
with the landowners to help reduce the uncertainty and risk, and find ways to defer upfront costs.
Cost Reduction Strategies:
Innovative strategies can help reduce the cost and carry burden for a property.
Tax Rebate or Tax Credit:
Consider the land valued at today’s rates with the current owner agreeing to preserve a portion of
the site for a future economic development activity in exchange for a reduction in property taxes
during the hold period.
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A tax credit on the site could help offset the carrying costs for installing infrastructure ahead of
when it might be needed for normal market demand. This would provide available sites for
economic development that could be held for a longer term without the pressures of needing an
immediate sale to provide cash flow.
Bonus Density:
If the site is part of a planned community, an increase in residential density providing approval for
additional residential units can offset the carrying costs for preserving land for future use.
Calculate the value of the land in terms of additional residential units.
• If a site has a land value of $1 million; and
• The property owner is paying $50,000 per residential unit to purchase the property with an
approved density of 2 units per acre; and
• The property owner was granted bonus density of 20 units (20 units x $50,000 = $1 million);
• The bonus density could effectively pay for the land so the owner could hold it for future
use.
Government or Bond Financing:
Economic development sites require infrastructure to be viable. If a site is desired to be held for
future economic development activity and there are no funds available to install infrastructure, the
City could install the infrastructure using bonds or other financing mechanisms, and assess the
improvements against the land for repayment of principal and interest at the time of sale. This
would provide infrastructure sooner.
Postponement of Impact Fees, Proportionate Fair Share Payments, or Other Fees:
Most developers would prefer a credit or fee elimination, but will settle for a delay of paying fees
until the property is producing cash flow. This reduces their need for upfront capital and reduces
costs. In addition, impact fee credits given by government for infrastructure installed by the
developer has real value to a developer and is a good method of helping to reducing overall costs.
Utilities: Water, Sewer, Power & Telecommunications:
In order to attract diversified industry to a site, utilities must be in place, or be able to be installed
during the construction period. The costs to run needed infrastructure must be pre-determined and
the approvals quickly processed.
Water and Sewer:
The availability of central sewer and water to a site is absolutely essential to attracting quality
companies. If sewer and water are not in place, often a site will be bypassed for one that has
sewer and water. If the site is to be considered at all, at a minimum, you must know when sewer
and water will be installed, how it can be brought in and at what cost. North Port has sites that
could be considered competitive office and light industrial sites, but there is no connectivity to
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water and sewer. For the sites to truly be considered, a plan for connecting to water and sewer is
essential.
Electricity:
Businesses often require redundant electrical power with access from two different substations.
Some require generators and can benefit from cost sharing with the electric company during peak
use times.
Natural Gas:
Lines for natural gas and proposed future gas lines should be mapped and encouraged to be
provided to future proposed industrial sites. Natural gas is an important feature for certain types of
manufacturing. It is not as important for an office park, unless the park plans include research
laboratories. Whenever a new park is planned, costs to run natural gas should be explored, and if
not installed, an estimate of costs with installation timelines should be readily available.
Telecommunications:
Good telecommunications infrastructure is important to today’s company. Technology and back
office operations require uninterruptible service, and often prefer to locate on a SONET Ring
(Synchronous Optical Network) which provides a redundant system for high bandwidth fiber optic
telecommunications. Other telecommunications assets: redundancy, internet connections &
speed, cell phone connectivity, satellite providers and cable providers. Telephone companies
today compete for telephone, long distance, and data services with cable companies, satellite
companies, local providers, national providers and perhaps in the future, electric companies. The
better services a business park has for telecommunications, the more likely it will attract potential
companies.
Other Considerations:
• Fill Dirt:
Providing dirt to fill a site to grade, or providing a site with a building pad can improve the
chances a site will be selected. Fill dirt included in the land price, or a source of fill dirt at a
reduced price, can enhance the competitiveness of a site and be a good incentive to help lower
the overall site cost.
• Master Drainage System:
A master water management system can help reduce the amount of land a company must
purchase and simplify the permitting process. Most master planned communities offer a
master water management system of lakes which can reduce the amount of land a project will
require, thereby reducing the overall project costs. Generally, a master water management
permit in place can significantly reduce the required permitting time for a project.
• Master Utility Plan:
North Port should work with its utility providers to understand their plans for North Port,
including future area expansion, improvement timetables, and parameters and costs for
advancing utilities to a site. Because of the competitive nature of the utility industry, companies
are often reluctant to share future upgrade and expansion plans. A master plan for
infrastructure by geographic area should be encouraged. One of the advantages of planning
business parks within large master planned communities is the availability of utilities.
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Business Site Features & Amenities:
Today’s businesses generally want attractive business parks with good transportation access,
nearby qualified workforce, water, sewer, uninterruptible underground power, strong
telecommunications connectivity with redundancy, and government approvals in place. Most
businesses prefer an existing building ready to move into, but often will consider one that can be
constructed quickly with a sense of certainty in timing and cost. Business parks close to population
centers with convenient access to the interstate systems and airports in communities with nearby
restaurants and employee services (day care, dry cleaning and other business services) will have
a competitive advantage. Attractive business parks with open green space, natural environmental
views, sidewalks, street lighting, and landscaping are generally preferred. Price is always an
important consideration. The closer a business park meets all of the desires, the more often it will
be considered as a potential site. The Southwest Florida area has many quality business parks
outside of North Port with better access to airports and other business resources. In order for
North Port to be competitive in attracting more companies, it will need to offer better value –
better business sites and parks at more competitive prices.
Business Park Features:
Lakes & Fountains
Green Open Space
Trees & Park-like Setting
Underground Utilities
Open Interiors
Spacious Lobbies
High Parking Ratios
Landscaped Islands
Flowering Shrubs
Sidewalks
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Target Industries & Clusters:
Florida’s challenge is not growing jobs, but growing the right type of jobs—those that diversify the
economy and pay higher than average wages with benefits. In order to diversify the economy and
attract higher paying quality jobs, most economic development organizations focus new business
attraction efforts on select target industries and industry clusters. A “Cluster” is a geographically
bounded group of similar or related firms, which are connected by common markets, technologies
or knowledge. A cluster also includes the firms’ suppliers, skilled workers and related educational
institutions. The Sarasota Economic Development Council has identified four value-added industry
clusters to focus economic development efforts: specialty manufacturing, creative services, life and
environmental sciences, and high technology and entrepreneurism. More information about
Sarasota County’s business clusters and marketing strategies can be found in the Annual Report
or the Sarasota Strategic Plan for Economic Development, both easily accessible from the
Sarasota Economic Development Council web site: www.sarasotaedc.com.
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Real Estate Categories:
The industries clusters can be divided into six basic categories in terms of real estate needs:
• Front Office Prime office building - Class A
• Back Office Nice image office with open interior space – Class B+
• Laboratory Nice image office with laboratories, wet rooms and clean rooms
• Light Industrial Large open buildings with high ceilings and truck access
• Warehouse Large buildings with high ceilings, storage racks and truck access
• Flex-Space Hybrid back-office, showroom & warehouse with roll-up rear door
Front Office Space:
Corporate, regional and local headquarters may want
to present an image that requires a premier location,
upgraded building and building interiors. These
buildings will require the latest in telecommunications
infrastructure with nearby employee amenities, such
as day care centers, fitness centers, laundry,
restaurants and shopping. The master planned
communities with town centers and community
services should be a good location for this type of
user. Cost is a factor, but image is more important
than cost and this type of space can command the
highest competitive market rate for the area. (Class
B+, A- or A space)
Back Office Space:
The majority of administrative support, finance
and insurance services, internet technology,
including internet service providers, web search
portals, data processing, web hosting and other
related services, will require space that falls in this
category: nice in appearance, but not too costly,
and wired with the latest telecommunications
capabilities. Redundant telecommunications,
SONET Rings, uninterruptible power and high
parking ratios are important features. Cost will be a
factor, so rents must be competitive. Buildings
can be stand alone, in a park, single story or
multi-story. Planned business parks designed in a
campus style setting with lakes, nature preserves
underground utilities and plenty of parking will be
preferred. (Class B or B+ Space)
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Laboratory and Research Facilities:
Medical, research and scientific companies
including, pharmaceutical, medicine manufacturing,
scientific research and development services,
medical products and testing laboratories generally
prefer low rise (one to three stories) buildings in the
back section of a planned business park. Many
workers in this type of industry prefer quiet rural
business campus settings nestled in environmentally
secluded areas within a short driving time to
business services. Buildings generally require
extensive build-outs including wet areas, clean
rooms, built-in cabinets, climate control, moderate
height ceilings, and storage areas. Security, natural
gas, and good telecommunications infrastructure are
important features.
Light Industrial:
The majority of specialty manufacturers and
assemblers will prefer light industrial space.
Generally this type of space is larger, has a
small section for offices with lower ceiling
heights or second stories, and larger high ceiling
areas for manufacturing or assembly.
Sometimes rail can be an asset. Dock high or
truck wells are generally required. Three phase
power, natural gas, rail access, ceiling heights,
overhead cranes, and concrete floor strength
may be concerns for the light industrial user.
Today’s light industrial companies
prefer campus style parks with
street trees and attractive building
fronts, but are generally not as
concerned about the park
amenities. Telecommunications
infrastructure can be important.
Cost will always be important.
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Warehouse:
Logistics and distribution facilities generally
require fairly large buildings with climate
control, very high ceilings (24 feet clear
minimum) and storage racking systems. Dock
high is generally preferred, although truck
wells may be acceptable depending on
volume. Convenient access to rail and easy
access to the interstate system are important
features. Nearby truck maintenance facilities
can be an asset. Security will be extremely
important.
Flex-space:
A sixth type of real estate product has recently
emerged as a popular style for campus style
business parks and is often referred to as Flex-
space. This is an affordable blend of back
office and warehouse that can be customized
quickly to meet a wide range of needs. This
type of building generally has a windowed front
showroom with customer parking in front,
ceilings from 14 to 18 feet clear, sometimes
has a mezzanine for offices, usually has a back
storage area and roll-up door for deliveries and
pick-ups. It can be modified for a variety of
uses depending upon the interior
improvements that are made. Space size is
generally flexible by combining several bays
together.
This is a very popular type of space for local
trades and services, and if the location has
highway visibility, can be used by retail users as
showrooms with backroom storage. It also
works well for some economic development
clients, including back office users, laboratory
and research, electronic shopping, mail order
houses, as well as light manufacturers. Access
to good telecommunications infrastructure and
low cost are important features.
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Pre-permitted Buildings and Speculative Buildings:
Speculative Buildings: The first choice of most relocating and expanding companies is to move
into an existing building. The next best choice will be a shell building, (constructed exterior and
parking, but no interior finishes) that can be quickly modified to meet the needs of the company. If
a developer can be convinced to build a speculative shell building to the specifications requested
by the economic development team, a postponement of impact fees, and tax credits for the
property during construction and lease-up should be considered to help offset the developer carry
costs.
Pre-permitted Packages:
If there are no vacant buildings in the market, and
no shell buildings under construction, one
alternative approach that has met with some
success in other communities is for sites to be
marketed for a specific use with a design-build
team and lease-finance team in place with
approved plans for a pre-designed, pre-priced
building that meets the criteria for economic
development projects.
• A specific shovel ready site (developed with infrastructure and ready to build on) is identified
and a speculative building is fully designed on paper. All of the planning, designs, cost
estimating, and financing is prepared and packaged on paper as if there was a real customer,
but without the investment of capital dollars for construction. Realistic timelines for completion
must be established for the program to work.
• Local government approval agencies approve the project through building permit phase, as if
the building was ready to be built. Filing and permit fees are postponed by local governments
until the project becomes a reality, and waived if the project never materializes. Permits are
automatically renewed, without any renewal fees until an end user is in place. Often several
versions of the building in various sizes are pre-approved.
• Engineers, architects, and other development team members can provide upfront services on a
complimentary or reduced fee basis with cost reimbursement and some upside potential when
the project moves forward. If the site purchaser chooses not to use the services of the design
team, it generally receives pre-agreed upon compensation from the land sale to offset out of
pocket costs.
• The site and community is marketed by economic development efforts, at no cost to the
developer or the development team. The developer is able to control design features and
potentially gain additional residential sales from future employees. The development team
receives the prestige of working on a significant project, and potentially secures the work when
the project becomes a reality.
• The County is able to market a fully developed package without great cost, risk or subsidy.
• No matter what plan and building is offered, it will most likely not fit the exact needs of the final
end user and will require some adaptations at the time of lease or sale. Flexibility to allow a
redesign of the building and reconfiguration of the site on a fast track timeframe must be
acceptable by local government approval authorities.
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Typical Site – Economic Impact:
Each site will be unique; however, the following can be used to estimate the potential economic
impact of a completed project:
• 10 net developable acres can generally support a one story 100,000 square foot building which
can support an employment base of about 500 people. In today’s permitting environment,
attaining 10 net developable acres may require up to 20 acres of raw land depending upon
environmental issues and water management requirements.
• Paper planning with several potential site plans will enhance the sites marketability. These
sites would stand ready to build when the right customer comes along.
• By using a planned community for the site, the environmental and water management areas
can be provided by the balance of the residential community, thereby requiring about 15% less
net useable land to achieve the same end result.
• The annual economic impact of a 500 employee company paying an average wage 145%
above the City average wage would be in excess of $20 million annually.
• The capital investment, estimating $100 per square foot for construction ($10 million) and $4.00
per square foot for improved land cost ($1.75 million), would be $11.75 million. Annual taxes at
a millage rate of 17 mills (county & school 2006 tax rate estimate) would be about $200,000 per
year. A City rate of 3.3 mills would generate $38,775 annually in tax revenue.
Estimated Economic Impact – Typical Project:
10 Net Acres = 100,000 Sq. Ft. Building = 500 Potential Employees
500 Employees @ 145% of Average Wage = $20 Million Annually
$100.00 Sq. Ft. Construction Cost = $10.00 Million
$ 4.00 Sq. Ft. Developed Land Cost = $1.75 Million
Capital Investment = $11.75 Million
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Warehouse - Distribution
WHAT IF . . .
Manufacturing – Light Industrial
• 5 pre-permitted building packages were developed
• Each package represented one of the 5 basic real
estate categories most desired by target industries:
o Class A Office
o Class B+ Back Office
o Laboratory and Research Laboratory & Research
o Manufacturing (Light Industrial)
o Warehouse/Distribution
• And, each pre-permitted building package could
be constructed in 3 different sizes with approval
flexibility to go up or down by 25% in size:
o 25,000 square feet
o 50,000 square feet
o 100,000 square feet
THEN, North Port would have . . .
• 5 building packages, and
• 15 different marketing concepts
• To promote opportunities for 2,500 target industry future employees.
Back Office
Office – Mixed Use
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APPENDIX
This section contains details and background information to serve as reference material in
implementing the North Port Business and Economic Development Strategic Plan and includes:
Economic Development Community Discussion Summary, July 20, 2006 ………………. 51
List of Strategic Plan Workshop Registrants, May 3, 2007 ………………………………… 58
Demographic Comparison Summary, North Port – Sarasota County – United States ….. 60
Census Demographic Overview Report, North Port, Florida ………………………………. 64
North Port Aerial Map ………………………………………………………………………….. 73
North Port Commercial/Mixed Use Area Map ………………………………………………. 74
North Port Town Center and Activity Centers Map …………………………………………. 75
Development Activity Chart ……………………………………………………………………. 75
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Economic Development Community Discussion Summary
July 20, 2006
The following summarizes discussions with community leaders and organizations regarding the
future of North Port’s economic development program. During May and June, meetings were
scheduled with community leaders, community organizations and public officials within North Port,
Sarasota County and the surrounding area to determine if North Port should continue its public
sector approach towards economic development, consider a private sector approach towards
economic development, or create a new approach towards economic development. The
discussions were facilitated and conducted by Janet Watermeier, an economic and real estate
consultant working on behalf of the North Port City Manager, Steven S. Crowell, Jr. and delivered
in a memo dated July 20, 2006. The following is a summary of those discussions.
Discussion Topics:
• What is your VISION for North Port?
o Economic Development
o Business Development
o Community Development
• Who should do what?
o What role should the City play?
o What role should the Private Sector play?
o Is a business development liaison needed?
• What type of structure should be put in place?
o What type of outcomes do you expect?
o What resources do you think are needed?
o How should the effort be funded?
Participants:
• Economic Advisory Board
• North Port Chamber of Commerce Executive Board
• North Port Chamber of Commerce Legislative Committee
• Diversified Industry CEO’s
• Developers, Builders and Realtors
• Members of the Media
• Community Members
• Business Owners
• North Port Planning Department
• North Port Planning Consultants
• Superintendent of Schools for Sarasota County
• Economic Development Corporation of Sarasota
• North Port City Commissioners
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Discussion Summary:
For the most part, there is consensus on the part of public officials, employees, private business
owners and business organizations that some type of economic development effort is needed
for the City of North Port. There is wide divergence on what economic development means,
however. When you drill down on the specifics, there seems to be a significant desire for
business and community development efforts with a little bit of economic development. For
purposes of discussion, the following definitions are provided.
Definitions:
• Economic Development is the recruitment and retention of high-skill high-wage diversified
industry. Diversified industry generally means companies that bring wealth to a community
by exporting their goods and services to customers outside of the local market and do not
rely on the local economy for income. Their primary markets are outside of the community,
and they can locate anywhere where their labor, business costs, and supplier network is
available and competitive.
• Business Development: Encouraging a variety of small businesses, retail stores,
restaurants, entertainment centers, medical facilities and service oriented business within
the City boundaries compatible with the demands and desires of the community.
Traditionally, business development is market driven, based on population and household
demand, and generally occurs by developers and private property owners marketing to fill
planned and existing retail and office space.
• Community Development: Planning for new residential areas, neighborhood centers, town
centers, business parks, recreation, infrastructure and community amenities for the existing
and future population as well as setting design standards and approval processes to
accomplish desired goals.
Economic Development Analysis:
• Sarasota EDC Relationship: Sarasota County has recognized the need for long term
economic growth through diversified industry and has created the Economic Development
Corporation of Sarasota County (Sarasota EDC), a private/public organization to promote
economic development through Sarasota County. North Port is part of this private/public
organization and contributes funding based on its population. The Sarasota EDC is part of
the Tampa Bay Partnership, a regional economic development organization. In the last few
years, it has become increasingly important to participate in regional initiatives to capture
better prospect market share. The Sarasota EDC is the primary contact for Enterprise
Florida, the states economic development organization. North Port gains access to the
efforts and assets of Sarasota County, the Tampa Bay Partnership and the state resources
and incentives through its affiliation with the Sarasota EDC. For long term economic stability,
there seems to be a consensus that North Port needs to enhance the efforts of the Sarasota
EDC, but not duplicate efforts. Discussion with the Sarasota EDC indicates a strong interest
in supporting North Port’s efforts and participating in any economic development initiatives
put in place. North Port’s relationship with the Sarasota EDC is an important relationship
and should be developed and encouraged to the maximum extent possible.
• Economic Development Sites: One of the EDC’s primary responsibilities is to market
Sarasota County to attract diverse industry. One of the challenges the EDC faces in
marketing North Port for diverse industry, is the lack of available sites for those seeking
relocation and expansion in Sarasota County. In order for the EDC to steer potential clients
to North Port, a mid level to upscale industrial and office park (or parks) with the appropriate
water, sewer, telecommunications infrastructure, and “shovel ready” sites at competitive
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prices should be put in place. This includes sites from 5 acres to 50 acres with convenient
access to I-75. Land prices must be competitive with the other areas of the US and regions
seeking to attract diversified industry. Competitive pricing is somewhat below current
market prices in North Port. In order to become competitive to attract diversified industry,
there seems to be consensus that either the City, or some organization should be
responsible to work with the private sector to have competitive sites developed and put in
place to attract diversified industry. Without the appropriate site locations, it is a waste of
time, money, and effort to market the City for diversified industry. You must have what the
customer is looking for or they will go elsewhere. Even with sites in place, economic
development in North Port will require patients and a long term view. One of the other
challenges North Port will face in recruiting diversified industry is its very low unemployment
rate and available skilled labor base. One of the primary ways North Port could enhance the
Sarasota EDC efforts would be to facilitate the development of economic development sites
and infrastructure and community amenities to make North Port a preferred location for
prospects.
• Charlotte County Relationship: The City of North Port is along the Charlotte County
border and the market area for goods and services is closely linked with the Murdock area
of Charlotte County. Developing a working relationship with Charlotte County’s economic
development efforts through Enterprise Charlotte, may be a valuable long term resource for
North Port.
• Economic Development Funding: Any economic development effort that hopes to be
successful must be funded for the long term and requires dedicated staffing. There are
some in the community that support a totally private effort, but most agree it would be
difficult to raise sufficient sustainable funding from the existing business community to
support an effective long term economic development effort. If it is decided that North Port
is to pursue an economic development effort, there appears to be consensus that
appropriate funding will require support from the City of North Port. The North Port
community is comprised of mostly small businesses, has few corporate headquarters or
regional bank headquarters, and probably cannot sustain continued and adequate funding
for a totally private economic development effort at this time. There does not appear to be
an existing private organization prepared to manage and fund an economic development.
In order to have a successful economic development program with long term community
support, North Ports economic development effort should include both the public and private
sectors.
Business and Community Development:
• Choices for Goods and Services: There seems to be a strong desire from the private
sector residents and businesses to have a more prominent focus on business and
community development. Residents want more quality in choices for retail stores,
restaurants, health care, and services. They also want these services within the City limits.
To many of the residents, economic development means more convenient choices.
• Future Planning: Although business development is predominately handled through
private sector efforts to fill new and planned shopping centers and office buildings, good
planning with design standards and incentives to promote the type of desired business
development can improve results. The Planning and Zoning Department of North Port has
developed good strategies for the future through its village concept for newly annexed and
newly developed large parcels. Activity centers include higher levels of density in choice
locations enabling the long term ability to develop affordable workforce housing near
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commercial activity. It is difficult to retrofit platted lots to create the variety of uses most
desired by the residents, but current design standards and future land use planning has set
the stage to accomplish the long term desired results voiced by the community. There may
be additional modifications to the comprehensive plan and ongoing efforts recognize the
strengths and weakness in the current plan to achieve future goals. The challenge is that
the resident population wants immediate results and the new development planning will take
years to produce results. There needs to be a short term and long term plan with
measurable results that are well communicated to the community.
• Retail Goods and Services: Typically government does not get involved with recruiting
businesses and services that depend on the local market for success. This is generally
accomplished through developers and commercial real estate agents marketing to local,
regional and national companies to fill existing or planned shopping centers and office
buildings. Companies have their own demographic and household income formulas for
success for opening new markets. Today, most companies make decisions based on
research and strong demographics. The recent rapid growth rate for North Port has
attracted interest from regional and national retailers. As quality space comes on line, more
and better stores, restaurants, and services will move into the area as the household
incomes grow to support demand. The best thing that government can do to support this
activity is to not hinder it through long permitting and approval time frames.
• Demographic Research: There are some proactive efforts that government can do to
facilitate the growth of local business. Government can provide a support mechanism by
contracting or gathering appropriate demographic, household information, current survey
data and demand information from the community that the private sector can use to recruit
new businesses to fill sites and buildings. It can also prepare packages of consolidated
opportunities and community information as well as provide a government liaison to assist
when the type of desired business or development is put in place. Providing reliable
research data and helping to fast track permits, or run interference when approval glitches
occur can be a significant help to making things happen sooner.
• Community Amenities: The residents also want more amenities for North Port – more
parks and playgrounds, entertainment centers, a hospital, an enhanced variety of medical
services, and higher education opportunities within their City. These community planning
efforts may require a long term plan with consistent efforts to encourage establishment of
such services before the market is ready. If the community desire for an amenity is strong
enough, it may require some type of subsidy to support the amenity during the growing
years. These efforts can be accelerated slightly with a good plan, but require appropriate
demographics to be successful.
• Education Centers: Schools will be an important part of the community development plan.
As the community grows, more schools will be required. Securing sites has become a
challenge for school systems, community colleges and universities as land prices escalate
and choice sites disappear. A strong partnership with the School Board, community plans
requiring new development incorporate school sites of all levels (kindergarten through
college) within their boundaries, and reserving sites in the growth areas or requiring donated
land for future schools, can greatly facilitate the process. Strong workforce training programs
and partnerships with businesses is an important tool for business success, particularly in
recruiting diverse industries. Education and training is becoming an essential tool for
workforce development and business recruitment at all levels.
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Consultant Recommendation to North Port City Manager:
Hopefully this analysis will aid the City of North Port in making a decision about the future of
economic development and the approach the City should take towards proactive economic
development or reactive economic development.
I have spent the last 60 days meeting with community leaders, government employees,
consultants, private citizens, business owners, the media, diversified industry owners,
developers and builders, and citizens. It is my belief that all segments of the community want to
see a proactive approach to community development, business development and to a lesser
extent, economic development for the long term. Most people see the economic development
efforts as an investment in North Port's long term future, and progress toward community and
business development, essential for maintaining and enhancing the quality of life for the
community. Most North Port residents want a strong community identity, are proud of being
here, but want more choices in retail stores, restaurants, goods and services and community
amenities. They recognize that it will take some time, but want a short term and long term plan
that lays out the details, has benchmarks of success, and measurements with accountability.
The private sector wants to be involved and contribute to the effort, but for the most part believe
that success is dependent upon the involvement and sustained funding from the public sector.
The City has several choices:
1. It can, like most cities in Florida, depend on the county economic development effort to
promote economic development in the City and do nothing;
2. It can enhance the likelihood of landing an economic development prospect by putting in
place the sites and infrastructure to provide product for the county level economic
development effort to market and thereby encourage economic development;
3. It can put in place an independent proactive economic development plan including a
marketing plan that will require a significant budget, may duplicate county efforts, but go
its own way.
4. It can focus on community and business development and not economic development.
5. It can develop a proactive approach to economic development that includes the private
sector, supports the county and regional approaches, and enhances business and
community development.
Whatever plan is put in place can be managed by a private organization, the public sector, or a
private/public partnership. It can include limited staffing or a full service staff.
Recommendation: I recommend the City create a public/private partnership for economic
and business development that is staffed by the City and co-managed by the City and the
public/private partnership
Private/Public Advisory Board: The existing economic development advisory board should
be expanded and transitioned to a public/private partnership that broadens the membership
and places business leaders beside government leaders to draft a strategic plan for business
and economic development with goals, objectives, strategies, and results oriented
measurements. The membership of this group deserves further consideration and community
consultation, but at a minimum should include:
• The Board Chair or Board Member of the North Port Chamber of Commerce
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• The Board Chair or Board Member of the Builders and/or Contractors Association
• The highest level hospital or medical clinic administrator or board member
• A School Board member
• The President, Vice President or Director of the Community College Campus
• A Board Member of the Sarasota EDC
• A staff liaison from the Sarasota EDC
• The North Port City Manager
• A North Port City Commissioner
• Several At Large Business Members which may include:
o A business owner from a diversified industry
o A developer of large scale industrial parks or commercial property
o The publisher or managing editor of the local newspaper
o A leadership member of the financial industry (Bank President, CPA)
o Board leadership from other North Port centered business organizations
o Other business or community leaders
Staffing: Create a position of Business Development Manager or Assistant City Manager
whose primary responsibility provides oversight for economic development infrastructure and
serves as a community and business development liaison.
• If the position is a Business Development Manager or Assistant City Manager within the
City Manager’s office, resources and staff support can be shared and/or housed in the
City Manager’s office and somewhere within the City organization, a research function
should be established or an existing position enhanced to collect and report the data and
research essential to support the effort.
• If the position is a Business Development Manager outside of the City Managers office, it
should be perceived as its own department and reflect a position of the highest senior
management level under the City Manager. As a Business Development Manager, the
staff assistance should include an administrative person and a research person. A
budget and budget authority should be provided to accomplish the annual goals and
objectives.
• This position should have dual reporting responsibility.
o Primary reporting should be directly to the City Manager and
o Provide staff support to the private/public advisory board and leadership
responsibility for carrying out the economic and business development
strategic plan.
Responsibilities:
• To serve as the primary liaison to the Sarasota EDC, and through the Sarasota EDC an
indirect connection to the resources of the Tampa Bay Partnership, Enterprise Florida,
County and State incentives, and other economic development resources, as well as
the North Port connection for working with economic development prospects.
• To implement an economic and business development strategic plan with input from a
private/public advisory board that drafts and annually updates the plan.
o The plan will include a research component to provide current demographic
and survey information to assist both economic development and business
development prospects.
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o The plan will include a community outreach component, including attending
community functions, business organization meetings, developer outreach,
and diversified industry outreach.
o The plan will include an infrastructure development component for economic
development sites through partnering with the private sector.
o The plan will include benchmarks and reporting requirements with a formal
report to the City Commission, Private/Public Advisory Board and community
at least annually.
• To serve as the primary liaison to the Business community, offering ombudsman
services to economic development projects, as well as desired business and community
development projects. The business community, as well as the residents, should be
proactively informed about results and current activities, project, etc.
Next Steps:
I would suggest we consider scheduling a workshop for the North Port City Commission to
present a power point presentation on economic and business development with follow-up
discussion. The presentation should not exceed 30 minutes with about 30 minutes for follow-up
discussion and provide the following information:
• Overview of economic development, business development and community
development
• Review various organization structures, tools, incentives
• Discuss the process for developing a plan
• Review perceptions from community and business leader discussions
• Recommend a plan to move forward
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List of Strategic Plan Workshop Registrants
May 3, 2007
The following people registered for the North Port Strategic Plan Workshop held on May 3, 2007 at
the Heron Creek Golf & Country Club. More than 65 people were in attendance. Names in bold
are confirmed attendees. Others registered for the event and may have participated but not
checked in at the start of the workshop, or may have been unable to attend. All have expressed
an ongoing interest in North Port business and economic development activities.
North Port City Commission: Community and Business
• Commissioner Barbara Gross, Chair Representatives:
• Commissioner Fred Tower, Vice Chair • Barbara Alman, North Port Resident
• Commissioner Jim Blucher • Eric Anderson, Thomas Ent.
• Commissioner Vanessa Carusone • Bill Bacon, Bacon’s Furniture Galleries, Pres.
• Commissioner Richard Lockhart • Eric Barber, Peace River Regional, COO
• Rue Berryman, Former Commissioner • Adam Bartolotta, Inside Magazine, Publisher
• Dan Bates, GCO Flooring, Owner
North Port Management Team
• Beth Mayberry, North Port Chamber
• Steven Crowell, Jr., City Manager
• Kathy Baylis, Sarasota EDC
• Daniel Schult, Assistant City Manager
• Randy Benderson, Benderson Dev., Pres.
• Branford Adumuah, Public Works Dir.
• Kris Bilodeau, North Port Chamber
• Sherry Borgsdorf, General Services
• Nick Bonsky, NPort Contractors Assoc.
• Pat Collins, Engineering Director
Bob Brett, The Paradise Group, Proj. Mgr.
• Terri Gould, Finance Director
• Gale Crum, WalMart, Market 65 Manager
• Sam Jones, Planning & Zoning Dir.
• John Davis, Herald-Tribune
Terry Lewis, Police Chief
• Bill Diekman, Coldwell Banker Sunstar
• Cindi Mick, Utilities Director
• Dave Dignam, Key Agency, President
• Helen Raimbeau, City Clerk
• Jack Donoghue, Peace River North Port
• Bill Taaffee, Fire Chief
Healthpark
• Scott Williams, Building Director
• Rae Dowling, Florida Power & Light
Economic Dev. Advisory Board: • Connie Duncan, North Port Chamber
• Cathleen Greeney, Chair • Susan Freeman, USF Sarasota, Manatee
• Peter Bartolotta, Vice Chair South, Director, Office of Student Services
• Jennifer Cohen • Robert Frein, Kitson & Partners, SR VP
• Jeanne Detry • Dr. Peter French, USF Associate VP & Dean
• Michael Forte of Academic Affairs
• Thomas Jones • Josh Ferguson, Venice Regional Medical
• Mike Morales Center, CFO
• Harold R. Muxlow • Dennis Fullenkamp, Fullenkamp Realty, Pres.
• Philip Tompson • Bohdan Guran, Best Western Ambassador
• Teri Hansen, Gulf Coast Community
Sarasota County Commission: Foundation of Venice, President/CEO
• Commissioner Nora Patterson, Chair • Michael Harrington, Sarasota Memorial
• Commissioner Shannon Staub, V.Chair Health Care System, COO
• Commissioner Joe Barbetta • Ronny Hayes, WalMart, Regional VP
• Commissioner Paul Mercier • Brian Hearn, North Port Contractors Assoc.
• Commissioner Jon Thaxton • Patricia Hodgkins, Former Ex. Director,
North Port Area Chamber of Commerce
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• Michael Howe, Metropolitan Planning • David Shipps, Peter Shipps Design &
Organization, Executive Director Construction, Inc.
• Jeffrey King, King Plastic Corp., VP • Kathy Silverberg, Charlotte Herald-Tribune
• Mel Klein, Florida Power & Light, Area • Russ Smith, Michael Saunders & Co.
Manager • Deborah Taylor, Sarasota Memorial Health
• Anne Klockenkemper, Sun-Herald Care System, Director of Business Dev.
• Mike Lowe, CPA & North Port Chamber • Richelle Taylor-Harris, Heron Creek Golf &
• Gene Mathews, “Mr. North Port” Country Club
• Joan McGill, Sarasota EDC • Larry Tenbusch, Tenbusch Construction
• Todd Menke, FMO Companies, Pres. Company, President
• Bill Murray, Benderson Development, • Mindy Tew, North Port Area Chamber of
Director of Engineering Commerce, Executive Director
• Gene Pigot, North Port Chamber, • Ted Thorton, AmSouth Bank, Vice
President-elect President
• Don Randolph, Coldwell Banker • Melody Trimble, Venice Regional Medical
Sunstar Realty, Inc., President Center, CEO
• Rose Rex, Fifth Third Bank • Ed Ullmann, Warm Mineral Springs, CEO
• Chuck Roskovich, Publix, Regional Dir. • Bob Vanderhyde, North Port Park of
Ann Roggero, Manatee Community Commerce, Sales Associate
College, CEO, Venice Campus • Betty Williams, Charlotte County Economic
• Don Ross, EarthBalance, President Development, Director
• Kevin Russell, Attorney and North Port • Bruce Williams, Bruce Williams Properties,
Chamber of Commerce LLC, CEO
• Steve Sachkar, North Port Sun Herald • Colleen Wyllie, North Port Resident
• Susan Scott, Sarasota Deputy County
Administrator
Economic Development Consultant Team:
• Janet Watermeier, Watermeier Consulting & Property Services, LLC
• Jaret Moore, Watermeier Consulting & Property Services, LLC
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Demographic Comparison Summary
North Port – Sarasota County – United States
Source: Claritas, Inc., April 2007
Population Growth:
• North Port
The population in this area is estimated to change from 22,797 to 48,730, resulting in a
growth of 113.8% between 2000 and the current year. Over the next five years, the
population is projected to grow by 33.9%.
• Sarasota County
The population in this area is estimated to change from 325,957 to 378,581, resulting in a
growth of 16.1% between 2000 and the current year. Over the next five years, the
population is projected to grow by 10.0%.
• United States
The population in the United States is estimated to change from 281,421,906 to
301,045,522, resulting in a growth of 7.0% between 2000 and the current year. Over the
next five years, the population is projected to grow by 4.6%.
Median and Average Age:
• North Port
The current year median age for this population is 38.1, while the average age is 38.7.
Five years from now, the median age is projected to be 38.9.
• Sarasota County
The current year median age for this population is 49.9, while the average age is 47.8.
Five years from now, the median age is projected to be 51.8.
• United States
The current year median age for the United States is 36.5, while the average age is 37.3.
Five years from now, the median age is projected to be 37.6.
Population by Race:
• North Port
o Of this area’s current year estimated population:
90.7% White
5.2% Black or African American
0.2% American Indian and Alaska Native
0.7% Asian
0.0% Native Hawaiian and Other Pacific Islands
1.2% Some Other Race
1.9% Two or More Races.
o This area's current estimated Hispanic or Latino population is 5.0%
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• Sarasota County
o Of this area’s current year estimated population:
91.3% White
4.4% Black or African American
0.2% American Indian and Alaska Native
1.1% Asian
0.0% Native Hawaiian and Other Pacific Islands
1.7% Some Other Race
1.3% Two or More Races
o The Sarasota County current estimated Hispanic or Latino population is 6.7%.
• United States
o Of this area's current year estimated population:
73.1% White
12.4% Black or African American
0.9% American Indian and Alaska Native
4.3% Asian
0.2% Native Hawaiian and Other Pacific Islands
6.4% Some Other Race
2.8% Two or More Races
o The United States current estimated Hispanic or Latino population is 14.9%.
Number of Households:
• North Port
The number of households in this area is estimated to change from 9,111 to 18,629,
resulting in an increase of 104.5% between 2000 and the current year. Over the next five
years, the number of households is projected to increase by 31.9%.
• Sarasota County
The number of households in this area is estimated to change from 149,937 to 174,585,
resulting in an increase of 16.4% between 2000 and the current year. Over the next five
years, the number of households is projected to increase 10.2%
• United States
The number of households in the United States is estimated to change from 105,480,101 to
113,668,003, resulting in an increase of 7.8% between 2000 and the current year. Over the
next five years, the number of households is projected to increase by 4.9%.
Household Income:
• North Port
o The average household income is estimated to be $53,295 for the current year.
o The average household income in this area is projected to increase 11.9% over the
next five years, from $53,295 to $59,633.
o The current year estimated per capita income for this area is $20,469.
• Sarasota County
o The average household income is estimated to be $70,126 for the current year.
o The average household income in this area is projected to increase 9.4% over the
next five years, from $70,126 to $76,730.
o The current year estimated per capita income for this area is $32,670.
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• United States
o The average household income is estimated to be $66,670 for the current year.
o The United States is projected to have a 10.6% increase in average household
income over the next five years, from $66,670 to $73,737.
o The current year estimated per capita income for the United States is $25,495.
Employment Percentage:
• North Port
44.4% of the population is estimated to be employed and age 16 and over.
0.1% Armed Forces
57.8% Employed Civilians
1.7% Unemployed Civilians
40.3% Not in the Labor Force
• Sarasota County
41.9% of the population is estimated to be employed and age 16 and over.
0.0% Armed Forces
48.9% Employed Civilians
1.8% Unemployed Civilians
49.2% Not in the Labor Force
• United States
47.1% of the population is estimated to be employed and age 16 and over.
0.5% Armed Forces
60.2% Employed Civilians
3.6% Unemployed Civilians
35.7% Not in the Labor Force.
Occupational Classifications:
• North Port
26.4% Blue Collar
53.9% White Collar
19.7% Service & Farm Workers
• Sarasota County
19.5% Blue Collar
61.3% White Collar
19.3% Service & Farm Workers
• United States
23.9% Blue Collar
60.1% White Collar
16.0% Service & Farm Workers
Occupational Categories: Civilian employed population age 16 and over
• North Port
7.9% Management, Business, and Financial Operations
15.1% Professional and Related Occupations
19.5% Service
31.0% Sales and Office
0.2% Farming, Fishing, and Forestry
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15.0% Construction, Extraction, and Maintenance
11.3% Production, Transportation, and Material Moving
• Sarasota County
13.0% Management, Business, and Financial Operations
18.3% Professional and Related Occupations
18.9% Service
30.1% Sales and Office
0.3% Farming, Fishing, and Forestry
10.5% Construction, Extraction, and Maintenance
9.0% Production, Transportation, and Material Moving
• United States
13.7% Management, Business, and Financial Operations
20.3% Professional and Related Occupations
14.7% Service
26.7% Sales and Office
0.7% Farming, Fishing, and Forestry
9.5% Construction, Extraction, and Maintenance
14.4% Production, Transportation, and Material Moving
Education:
• North Port
It is estimated that 3.7% of the population age 25 and over had earned a Master's,
Professional, or Doctorate Degree and 7.7% had earned a Bachelor's Degree.
• Sarasota County
It is estimated that 10.1% of the population age 25 and over had earned a Master's,
Professional, or Doctorate Degree and 16.8% had earned a Bachelor's Degree.
• United States
It is estimated that 8.9% of the population 25 and over had earned a Master’s; Professional,
and Doctorate Degree, while 15.7% had earned a Bachelor's Degree.
Dwelling Units:
• North Port
Most of the dwellings in this area (89.6%) are estimated to be Owner-Occupied.
The majority of dwellings are estimated to be structures of 1 Unit Detached (90.1%).
The majority of housing units (54.4%) are estimated to have been built 1999 to present.
• Sarasota County
Most of the dwellings in this area (80.1%) are estimated to be Owner-Occupied.
The majority of dwellings are estimated to be structures of 1 Unit Detached (57.9%).
The majority of housing units (24.0%) are estimated to have been built 1970 to 1979.
• United States
The majority of dwellings are estimated to be structures of 1 Unit Detached (60.8%).
For the entire country the majority of the housing units are Owner-Occupied (67.0%).
The majority of housing units (16.5%) are estimated to have been built 1970 to 1979.
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Census Demographic Overview Report
North Port , Florida
Source: Claritas, Inc., April 2007
Description Total %
Population
2012 Projection 65,229
2007 Estimate 48,730
2000 Census 22,797
1990 Census 11,987
Growth 1990-2000 90.18%
2000 Population by Single Race Classification 22,797
White Alone 21,127 92.67
Black or African American Alone 954 4.18
American Indian and Alaska Native Alone 53 0.23
Asian Alone 115 0.50
Native Hawaiian and Other Pacific Islander Alone 3 0.01
Some Other Race Alone 163 0.72
Two or More Races 382 1.68
2000 Population Hispanic or Latino by Origin 22,797
Not Hispanic or Latino 22,058 96.76
Hispanic or Latino: 739 3.24
Mexican 133 18.00
Puerto Rican 264 35.72
Cuban 89 12.04
All Other Hispanic or Latino 253 34.24
2000 Hispanic or Latino by Single Race Class. 739
White Alone 502 67.93
Black or African American Alone 42 5.68
American Indian and Alaska Native Alone 2 0.27
Asian Alone 0 0.00
Native Hawaiian and Other Pacific Islander Alone 1 0.14
Some Other Race Alone 129 17.46
Two or More Races 63 8.53
2000 Population by Sex 22,797
Male 10,895 47.79
Female 11,902 52.21
Male/Female Ratio 0.92
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2000 Population by Age 22,797
Age 0 - 4 1,404 6.16
Age 5 - 9 1,626 7.13
Age 10 - 14 1,519 6.66
Age 15 - 17 768 3.37
Age 18 - 20 521 2.29
Age 21 - 24 701 3.07
Age 25 - 34 2,782 12.20
Age 35 - 44 3,300 14.48
Age 45 - 49 1,274 5.59
Age 50 - 54 1,228 5.39
Age 55 - 59 1,145 5.02
Age 60 - 64 1,192 5.23
Age 65 - 74 2,755 12.08
Age 75 - 84 2,053 9.01
Age 85 and over 529 2.32
Age 16 and over 18,004 78.98
Age 18 and over 17,480 76.68
Age 21 and over 16,959 74.39
Age 65 and over 5,337 23.41
2000 Median Age 41.30
2000 Average Age 42.03
2000 Male Population by Age 10,895
Age 0 - 4 710 6.52
Age 5 - 9 842 7.73
Age 10 - 14 788 7.23
Age 15 - 17 399 3.66
Age 18 - 20 260 2.39
Age 21 - 24 340 3.12
Age 25 - 34 1,317 12.09
Age 35 - 44 1,647 15.12
Age 45 - 49 597 5.48
Age 50 - 54 558 5.12
Age 55 - 59 548 5.03
Age 60 - 64 527 4.84
Age 65 - 74 1,254 11.51
Age 75 - 84 928 8.52
Age 85 and over 180 1.65
2000 Median Age, Male 39.81
2000 Average Age, Male 40.62
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2000 Female Population by Age 11,902
Age 0 - 4 694 5.83
Age 5 - 9 784 6.59
Age 10 - 14 731 6.14
Age 15 - 17 369 3.10
Age 18 - 20 261 2.19
Age 21 - 24 361 3.03
Age 25 - 34 1,465 12.31
Age 35 - 44 1,653 13.89
Age 45 - 49 677 5.69
Age 50 - 54 670 5.63
Age 55 - 59 597 5.02
Age 60 - 64 665 5.59
Age 65 - 74 1,501 12.61
Age 75 - 84 1,125 9.45
Age 85 and over 349 2.93
2000 Median Age, Female 42.78
2000 Average Age, Female 43.32
2000 Population Age 15+ by Marital Status 18,147
Total, Never Married 2,837 15.63
Married, Spouse present 10,868 59.89
Married, Spouse absent 718 3.96
Widowed 1,719 9.47
Divorced 2,005 11.05
Males, Never Married 1,604 8.84
Previously Married 1,360 7.49
Females, Never Married 1,233 6.79
Previously Married 2,670 14.71
2000 Population Age 25+ by Educational Attainment 16,226
Less than 9th grade 962 5.93
Some High School, no diploma 2,243 13.82
High School Graduate (or GED) 6,487 39.98
Some College, no degree 3,591 22.13
Associate Degree 1,096 6.75
Bachelor's Degree 1,155 7.12
Master's Degree 510 3.14
Professional School Degree 149 0.92
Doctorate Degree 33 0.20
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Households
2012 Projection 24,578
2007 Estimate 18,629
2000 Census 9,111
1990 Census 5,098
Growth 1990-2000 78.72%
2000 Households by Household Type 9,111
Family Households 6,632 72.79
Nonfamily Households 2,479 27.21
2000 Group Quarters Population 187
2000 Households Hispanic or Latino 194 2.13
2000 Households by Household Size 9,111
1-person household 1,975 21.68
2-person household 3,859 42.36
3-person household 1,375 15.09
4-person household 1,130 12.40
5-person household 521 5.72
6-person household 152 1.67
7 or more person household 99 1.09
2000 Average Household Size 2.48
2000 Households by Household Income 9,192
Income Less than $15,000 1,324 14.40
Income $15,000 - $24,999 1,530 16.64
Income $25,000 - $34,999 1,518 16.51
Income $35,000 - $49,999 2,128 23.15
Income $50,000 - $74,999 1,797 19.55
Income $75,000 - $99,999 579 6.30
Income $100,000 - $149,999 241 2.62
Income $150,000 - $249,999 66 0.72
Income $250,000 - $499,999 7 0.08
Income $500,000 or more 2 0.02
2000 Average Household Income $41,369
2000 Median Household Income $36,582
2000 Per Capita Income $16,777
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2000 Household Type, Presence of Own Children 9,111
Single Male Householder 704 7.73
Single Female Householder 1,271 13.95
Married-Couple Family, own children 1,993 21.87
Married-Couple Family, no own children 3,530 38.74
Male Householder, own children 171 1.88
Male Householder, no own children 140 1.54
Female Householder, own children 458 5.03
Female Householder, no own children 340 3.73
Nonfamily, Male Householder 300 3.29
Nonfamily, Female Householder 204 2.24
2000 Households by Presence of People 9,111
Households with 1 or more People under Age 18:
Married-Couple Family 2,093 22.97
Other Family, Male Householder 195 2.14
Other Family, Female Householder 528 5.80
Nonfamily, Male Householder 37 0.41
Nonfamily, Female Householder 6 0.07
Households no People under Age 18:
Married-Couple Family 3,430 37.65
Other Family, Male Householder 116 1.27
Other Family, Female Householder 270 2.96
Nonfamily, Male Householder 967 10.61
Nonfamily, Female Householder 1,469 16.12
2000 Households by Number of Vehicles 9,111
No Vehicles 391 4.29
1 Vehicle 3,943 43.28
2 Vehicles 3,815 41.87
3 Vehicles 803 8.81
4 Vehicles 153 1.68
5 or more Vehicles 53 0.58
2000 Average Number of Vehicles 1.64
2000 Families by Poverty Status 6,568
Income At or Above Poverty Level:
Married-Couple Family, own children 1,975 30.07
Married-Couple Family, no own children 3,221 49.04
Male Householder, own children 167 2.54
Male Householder, no own children 153 2.33
Female Householder, own children 476 7.25
Female Householder, no own children 210 3.20
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Income Below Poverty Level:
Married-Couple Family, own children 82 1.25
Married-Couple Family, no own children 136 2.07
Male Householder, own children 38 0.58
Male Householder, no own children 0 0.00
Female Householder, own children 91 1.39
Female Householder, no own children 19 0.29
2000 Population Age 16+ by Employment Status 17,934
In Armed Forces 16 0.09
Civilian - Employed 9,682 53.99
Civilian - Unemployed 342 1.91
Not in Labor Force 7,894 44.02
2000 Civilian Employed Pop. Age 16+ by Occupation 9,682
Management, Business and Financial Operations 809 8.36
Professional and Related Occupations 1,392 14.38
Service 2,081 21.49
Sales and Office 2,886 29.81
Farming, Fishing and Forestry 12 0.12
Construction, Extraction, and Maintenance 1,436 14.83
Production, Transportation, and Material Moving 1,066 11.01
2000 Pop. Age 16+ by Occupation Classification 9,682
Blue Collar 2,502 25.84
Service and Farm 2,093 21.62
White Collar 5,087 52.54
2000 Workers Age 16+, Transportation To Work 9,433
Drove Alone 7,605 80.62
Car Pooled 1,361 14.43
Public Transportation 36 0.38
Walked 36 0.38
Motorcycle 95 1.01
Bicycle 35 0.37
Other Means 26 0.28
Worked at Home 239 2.53
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2000 Workers Age 16+ by Travel Time to Work 9,194
Less than 15 Minutes 1,640 17.84
15 - 29 Minutes 3,272 35.59
30 - 44 Minutes 2,622 28.52
45 - 59 Minutes 1,008 10.96
60 or more Minutes 652 7.09
2000 Average Travel Time to Work in Minutes 31.02
2000 Tenure of Occupied Housing Units 9,111
Owner Occupied 7,999 87.79
Renter Occupied 1,112 12.21
2000 Occ Housing Units, Avg Length of Residence 7
2000 Tenure By Age of Householder 9,158
Owner Occupied 8,035
Householder 15 to 24 Years 105 1.31
Householder 25 to 34 Years 871 10.84
Householder 35 to 44 Years 1,613 20.07
Householder 45 to 54 Years 1,124 13.99
Householder 55 to 59 Years 603 7.50
Householder 60 to 64 Years 570 7.09
Householder 65 to 74 Years 1,590 19.79
Householder 75 to 84 Years 1,280 15.93
Householder 85 and over 279 3.47
Renter Occupied 1,123
Householder 15 to 24 Years 103 9.17
Householder 25 to 34 Years 278 24.76
Householder 35 to 44 Years 274 24.40
Householder 45 to 54 Years 132 11.75
Householder 55 to 59 Years 84 7.48
Householder 60 to 64 Years 82 7.30
Householder 65 to 74 Years 68 6.06
Householder 75 to 84 Years 86 7.66
Householder 85 and over 16 1.42
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2000 Pop 65 and over by HH Type and Relationship
Total for Pop 65 and over 5,305
In Households: 5,122
In Family Households: 3,636 68.54
Householder 1,895 35.72
Male 1,623 30.59
Female 272 5.13
Spouse 1,456 27.45
Parent 143 2.70
Other Relatives 122 2.30
Nonrelatives 20 0.38
In Non-Family Households: 1,486 28.01
Male householder 353 6.65
Living Alone 298 5.62
Not Living Alone 55 1.04
Female Householder 989 18.64
Living Alone 912 17.19
Not Living Alone 77 1.45
Nonrelatives 144 2.71
In Group Quarters: 183
Institutionalized population 183 3.45
Noninstitutionalized population 0 0.00
2000 All Owner-Occupied Housing Values 8,035
Value Less than $20,000 15 0.19
Value $20,000 - $39,999 440 5.48
Value $40,000 - $59,999 1,535 19.10
Value $60,000 - $79,999 1,858 23.12
Value $80,000 - $99,999 1,944 24.19
Value $100,000 - $149,999 1,609 20.02
Value $150,000 - $199,999 413 5.14
Value $200,000 - $299,999 179 2.23
Value $300,000 - $399,999 28 0.35
Value $400,000 - $499,999 7 0.09
Value $500,000 - $749,999 0 0.00
Value $750,000 - $999,999 0 0.00
Value $1,000,000 or more 7 0.09
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2000 Median All Owner-Occupied Housing Value $81,748
2000 Housing Units by Units in Structure 10,302
1 Unit Attached 243 2.36
1 Unit Detached 8,961 86.98
2 Units 46 0.45
3 to 19 Units 208 2.02
20 to 49 Units 56 0.54
50 or More Units 8 0.08
Mobile Home or Trailer 835 8.11
Boat, RV, Van, etc 0 0.00
2000 Housing Units by Year Built 10,302
Housing Units Built 1999 to March 2000 745 7.23
Housing Unit Built 1995 to 1998 1,893 18.38
Housing Unit Built 1990 to 1994 1,602 15.55
Housing Unit Built 1980 to 1989 2,243 21.77
Housing Unit Built 1970 to 1979 2,677 25.99
Housing Unit Built 1960 to 1969 870 8.44
Housing Unit Built 1950 to 1959 291 2.82
Housing Unit Built 1940 to 1949 18 0.17
Housing Unit Built 1939 or Earlier 18 0.17
2000 Median Year Structure Built** 1986
2000 Average Contract Rent $502
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Town Center and Activity Center Development Areas
Total ±Acres Total ±Acres
Vacant
Activity Center # 1 706 381
Activity Center # 2 556 131
Activity Center # 3 177 177
Activity Center # 4 1,611 1,002
Activity Center # 5 675 549
Activity Center # 6 (interchange) TBD TBD
Activity Center # 7 51 36
Activity Center # 8 200 200
W. Villages Town Center 1,134 1,134
Total 5,110 3,610
Chart from Presentation by:
Sam Jones, North Port Planning & Zoning Director
Strategic Plan Workshop, May 3, 2007
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North Port Strategic Plan
Business and Economic Development
Watermeier Consulting & Property Services, LLC
Watermeier Consulting & Property Services
Watermeier Property Services, LLC, (WPS-Team) is a
private consulting and real estate resources firm focused
on identifying unique development and investment
opportunities.
WPS-Team specializes in providing in-depth Florida
market insights and joining concepts with opportunities to
help bring projects to the area that add value to the
community.
The firm’s primary focus is to facilitate public/private
partnership projects, provide market information, strategic planning,
community consensus building, project feasibility and economic analysis.
The firm’s President, Janet Watermeier, has been active in economic and real
estate development at both the state and local level for over 15 years. Janet
served as Lee County’s Economic Development Director, Industrial
Development Authority Director and Community Redevelopment Agency
Director. Prior to her public sector experience, she served as Vice President
of West Coast Commercial Operations for Westinghouse Communities, Inc.
(WCI). She currently is on the Southwest Florida Regional Planning Council
and Chairs the Southwest Florida International Airport Special Management
Committee. Appointed by Governor Jeb Bush, she serves as Vice-Chair of
Florida’s Transportation Commission. Janet’s public sector insight combined
with her private sector success provides a unique blend of expertise to give a
project or investment the competitive edge.
Clients include Enterprise Florida, Workforce Florida, Lee County, Charlotte
County, Clay County and Highlands County Economic Development
organizations, the Cities of Punta Gorda, North Port, Fort Myers and
Tallahassee, Florida Gulf Coast University, The News-Press, several
Chambers of Commerce, in addition to other private investors and real
estate development companies. The firm also provides investment property
management services.
Watermeier Consulting & Property Services
2710 Del Prado Boulevard, Suite 2-260
Cape Coral, FL 33904
Web site: www.wps-team.com
Email: jwatermeier@wps-team.com
Phone: (239) 633-2793
Fax: (239) 242-0658
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