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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



                                             1
                                                                              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.

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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




                                         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




                                                 8
                                                                                  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.

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                                                                                   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.

                                               13
                                                                                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.

                                                14
                                                                                 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.

                                                 15
                                                                                  North Port Strategic Plan
                                                                     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.




                                                 16
                                                                                  North Port Strategic Plan
                                                                     Business and Economic Development
                                                            Watermeier Consulting & Property Services, LLC
                                                                                                                                                                                                                                                              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
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                                                                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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       •   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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   •   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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   •   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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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
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Description: Strategic Business Consulting Llc document sample