"Where We Need to Be" - Comprehensive Economic Development Strategy - Emerald ...
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“Where We Need to Be”
Comprehensive Economic Development Strategy
2018-2022
Comprehensive Economic Development Strategy
2018-2022
Comprehensive Economic Development Strategy, December, 2017
Funding for this report is provided by the U.S. Economic Development Administration.
Additional copies of this report may be obtained by contacting:
West Florida Regional Planning Council
4081 E. Olive Rd.
Pensacola, FL 32514
850-332-7976 • www.wfrpc.org
The 2017 CEDS Steering Committee The West Florida Regional Planning Council would like to thank the following steering committee members for the guidance and insight provided during the 2018 major update: Nathan Boyles, Okaloosa County Ted Everett, Washington County ED Doris Mink, Gulf Power Raymon Thomas, Holmes County EDC Michele Burns, CareerSource Okaloosa Walton Jim Forman, City of Destin Shannon Olgetree, Santa Rosa ED Matt Turpin, Greater Ft. Walton Beach COC Michelle Cook City of Vernon Bill Imfeld, Walton County EDA George Robertson, Ponce de Leon Bill Williams, Walton County Jennifer Coneley, Gulf Power Scott Luth, Florida West EDA Dick Rynearson, City of Ft. Walton Beach Steve Wolfrom, CHELCO Kasey Cuchens, City of Freeport Jennifer McFarren, Gulf Power Nathan Sparks, Okaloosa County EDC Brian Wyer, Gulf Coast African American COC
Table of Contents
What’s in the CEDS? ............................................................................................................................................. 1
Executive Summary ............................................................................................................................................ 2
A. Summary Background ............................................................................................................................... 4
B. SWOT Analysis .............................................................................................................................................. 14
C. Strategic Direction ....................................................................................................................................... 17
1. Talent Supply and Education ............................................................................................................ 18
2. Innovation and Entrepreneurship ................................................................................................... 20
3. Infrastructure and Growth Leadership ......................................................................................... 22
4. Business Climate and Competitiveness ......................................................................................... 25
5. Quality of Life and Quality Places .................................................................................................... 27
6. Civic and Governance Systems .......................................................................................................... 30
7. Environmental Quality, Protection, & Resilience ....................................................................... 31
8. Housing ...................................................................................................................................................... 36
D. Implementation Action Plan ................................................................................................................... 38
Projects to Watch ....................................................................................................................................... 50
Funding Resources for Plan Implementation .................................................................................. 51
E. Evaluation Framework .............................................................................................................................. 55
F. Data Appendix ............................................................................................................................................... 57
What’s in the CEDs?
The CEDS is a concise plan of action for near-term strategies that the region can or should undertake to realize
economic progress.
It is a work plan for the WFRPC, and it identifies partnerships with public and private sectors that need to be built or
sustained to achieve success.
A data-driven profile of current conditions within the region is presented as a means of identifying trends, areas of
need, and benchmarks.
The CEDS goals and strategies bring forward project ideas of significance to the regional economy that require
resources, as well as ventures underway that merit ongoing community support.
Program delivery avenues that are working in the region are outlined with indication of whether these could be
expanded upon or inspire new possibilities.
Finally, a performance evaluation presents a series of relevant metrics that will be used to measure success.
“What it boils down to is – we have to figure out how to get people where they need to be.”
-- 2017 CEDS Steering Committee member
1
Executive Summary
In 1995, the West Florida Regional Planning Council was designated
an Economic Development District (EDD) by the U.S. Department
of Commerce Economic Development Administration (EDA).
Developing a Comprehensive Economic Development Strategy
(CEDS), updated annually, is needed to maintain that status and
position our region for grant funding and technical assistance
from EDA. An effective CEDS is data-driven and is the product of
a participatory process that includes the diverse leadership of a
Steering Committee. It is also informed by community outreach and
partnerships built through the spectrum of WFRPC programming
throughout the year. This plan is set apart from other regional plans
by homing in on the unique economic conditions of our seven-
county region.
Since 1964, the WFRPC has coordinated planning efforts impacting
activities that involve interactions crossing jurisdictional
boundaries. Industry appreciates the largest and most diverse
pool of workers that it can draw upon; retail and consumer driven
interests also look to the entire region to find local customers. Of
course, negative conditions of environmental impact such as air
pollution and water contamination are not contained within one
jurisdictional boundary. The CEDS is used to act upon these focus
areas, with understanding of specific challenges and opportunities
at hand. With the allied purpose articulated in several civic dialogues
that informed this CEDS, the region looks forward to the next five
years with determination to support good job creation, deliver
a stable and diversified regional economy, and improve living
conditions and prosperity for residents throughout the region. We
resolve to accomplish the goals of this plan.
2
Alignment with Other Plans
The opportunity exists for this CEDS to align with goals and The Department of Economic Opportunity’s Florida Strategic Plan
strategies outlined in the Northwest Florida Forward plan, a current for Economic Development also applies the six pillars statewide
strategic planning initiative for thirteen counties represented by the with a vision for Florida to be a top performing economy recognized
Regional Economic Development Organization (REDO), Florida’s as the world’s best place to live, learn, play, work and do business.
Great Northwest. The Northwest Florida Forward regional strategy Many cross-cutting strategies align with our regional initiatives
has generated a sense of positivity, inclusion, and excitement among to develop multimodal, interconnected trade and transportation
the region’s leaders. This is a stakeholder-driven plan aimed to systems; revising permitting and regulatory process to meet
identify the wider Panhandle region’s best opportunities for desired changing business needs; and create vibrant healthy communities.
growth and development. WFRPC was a partner in leading the plan’s
creation and has a critical part in the plan’s implementation. The Florida Transportation Plan (FTP) uses the six pillars to look
forward toward collaborative efforts for transportation solutions
The CEDS furthers the reach of Northwest Florida Forward that support quality places, efficient and reliable mobility, and
by stepping closer into the communities of our seven-county conserve energy. With a historic role of providing land use review
area, building upon what we know about their leadership, civic assistance and as staff to the region’s three transportation planning
engagement, history, and development goals. We are directly organizations, the WFRPC is uniquely positioned to realize the FTP’s
involved in program delivery and technical assistance at the county implementation measure of coordinating transportation and land
and municipal level, and we are stakeholders in the success of use decisions.
implementation efforts long-term.
Building upon the Northwest Florida Forward plan, the CEDS
integrates themes identified by the Florida Chamber Foundation
as the “Six Pillars of Florida’s Future Economy,” a guiding vision
for local, regional and statewide initiatives to advance business
competitiveness and quality of life for Florida’s residents. We
have carried forward the six pillars as goal categories. Progress on
key indicators related to the Pillars is tracked at the State level at
TheFloridaScorecard.com.
3
A. Summary Background
Demographic and Economic
Profile of the West Florida Region
Escambia, Santa Rosa, Okaloosa, Walton, Holmes, Washington,
and Bay are the seven contiguous counties that comprise the West
Florida region. There are two distinctive assets that unite the region
in a strong identity, pride, and sense of place. They also influence
the story of West Florida when it comes to workforce, commute
patterns, large industry sectors, and infrastructure capacity.
The first is the U.S. military. The defense sector personnel presence
continues to grow with consolidation of facilities from around the
country. Of the twenty-one military installations in the state of
Florida, West Florida is home to nine, covering over 500,000 acres.
Military installations in the region include Tyndall Air Force Base,
Naval Support Activity Panama City, Eglin Air Force Base (including Map A.1
Hurlburt Field, Duke Field and the Army 7th Special Forces Group
With any retraction in military spending, there would be ripple
Airborne Cantonment), Naval Air Station Pensacola (including Corry
effects in the region’s economy. It is important to evaluate economic
Station, Bronson Field and Saufley Field), Naval Air Station Whiting
diversification strategies to minimize this risk, while continuing to
Field, and NSA Panama City. A crucial component of the region’s
advance plans that build on the region’s unique strengths associated
economy, the military contributed over $19.5 billion in economic
with defense. Air and land area needed for military operations
impact in 2015. This immense presence touches all industry sectors
becomes a land use planning and development issue at the local
in the region, from aerospace suppliers to retail and restaurants.
level as the region anticipates needs for growing population centers.
4
The second is the beautiful coasts of the Gulf of Mexico, Statistical Areas (MSAs) and thirty-five municipalities. The largest
which impacts our region’s way of life, both economically and municipalities are Pensacola in Escambia county, Crestview in
environmentally. Known as the “Emerald Coast,” five of the region’s Okaloosa county and Panama City in Bay county. Holmes, Walton,
seven counties (Bay, Escambia, Okaloosa, Santa Rosa, and Walton) and Washington are predominately rural, with the other four
have coastlines on the Gulf of Mexico that draw tourists from around counties having rural characteristics in the northern portion of their
the world. jurisdictions. Commuting patterns show that rural areas of the region
support the employment needs of the more coastal areas.
Theses counties also border on at least one of several bay systems
in the region, including the Perdido River and Bay, Pensacola Bay The coastal areas are densely concentrated with employers in the
System, Choctawhatchee River and Bay, and St. Andrews Bay. Local hospitality and tourism sector. Map A.2 shows Retail Trade and
economies depend heavily upon annual revenues from bed taxes and Accommodation and Hospitality remain the largest industry sectors
other direct and indirect impacts of tourist spending. There are also in our region, yet contain some of the lowest average earnings per
threats associated with dense coastal development and the impacts job. National trends in jobs in retail trades are trending sharply
of pollution in the watershed that the region must face with up to downward.
date comprehensive strategies focused on resilience. The health of
the watershed, coastal, and riparian ecosystems insulate our local
economy in two major ways. Protection of water resources not only
sustains our area as a premier tourism destination but improves
resiliency after natural disasters by protecting our built environment.
West Florida contains approximately 5% of the state of Florida’s
population at 953,770. The region’s population has increased by
20% since 1990 with a net migration of 11,800 people in 2016.
Among the counties, Santa Rosa and Walton have experienced the
highest percentage of growth in population from 2010-2016. West
Florida boasts a healthy percentage of active and able workers with
26.1% of the population between the age of 25-44 years old. This is
a major asset to promote during business recruitment efforts. 16.5%
of the region’s population are 65 and older. This retiree age group
has unique impacts on our economy and built environment because
they contribute less to sales and gross receipt tax revenue, more to
property tax revenue, and slightly less to all other revenue sources.
According to the Florida Department of Elderly Affairs, retiring baby
boomers that age in place here or move here after retiring, will ease
Map A.2
local fiscal stresses. Within the region there are three Metropolitan
5
The expensive real estate market along southern portions of the
coastal counties make it cost-prohibitive for retail and hospitality
sector employees to afford housing, reinforcing the long distance
commute patterns typical from northern areas of counties. The
lighter colored U.S. census group blocks in the northern portion of
the counties on Map A.3 depict the lower range of median household
incomes. Median household income is one of the factors taken into
consideration by the Asset Limited Income Constrained Employed
(ALICE) Report. The United Way’s ALICE Report points to issues
faced by households that earn more than the Federal Poverty Level
but earn less than the basic cost of living for the county. The report
assesses financial hardship on a county by county basis, comparing
household size and income by the cost of a stable household budget,
including transportation, healthcare, housing, and taxes. These are
households that struggle to afford basic needs, especially housing.
A socio-cultural divide is sometimes perceived to exist between
the economic needs of the rural areas and the coastal urbanized
areas that reap tourism benefits and development investment. The
reality is that, to the extent this may be true, there is recognition
of interdependence and willingness to work together across
boundaries. It is important that true regional collaboration begins
Map A.3
with participatory strategies and actions of regional significance
that will enrich all communities in our region.
6The commute patterns of workers crossing jurisdictional lines for particular industry sectors is well represented in Table A.1. Santa Rosa,
Holmes, and Washington counties experience an outflow of workers in a majority of industries in order to serve the employment centers
found in Escambia and Okaloosa counties. As expected, Walton County workers leave for many sectors, but the county experiences a high
influx of Retail Trade, Accommodation, and Food Services workers that fuel the tourism industry.
Washington
Santa Rosa
Escambia
Okaloosa
Holmes
Walton
Bay
Inflow 59,691 18,984 33,731 15,071 25,469 3,819 1,733
Outflow 31,877 40,779 25,971 12,181 18,844 6,153 5,018
Net Inflow / Outflow 27,814 -21,795 7,760 2,890 6,625 -2,334 -3,285
NAICS Industry Sector 27,814 21,795 7,760 2,890 6,625 2,334 3,285
Agriculture, Forestry, Fishing and Hunting -0.5% 0.0% -0.8% -1.4% -0.4% -0.6% -1.2%
Mining, Quarrying, and Oil and Gas Extraction -0.8% -0.4% -0.5% 0.0% -0.7% -0.2% -0.2%
Utilities 1.3% -1.0% -0.4% 1.4% -0.8% -1.4% -1.8%
Construction 6.2% -4.5% 5.5% 5.0% 6.4% -1.4% -8.8%
Manufacturing 2.3% -8.3% 8.1% -3.8% 6.3% -6.8% -11.4%
Wholesale Trade 4.5% -5.1% -2.3% -2.0% 1.0% -3.7% -5.1%
Retail Trade 25.6% -8.9% 26.8% 16.5% 25.2% -17.6% -17.7%
Transportation and Warehousing -1.1% -5.0% -1.2% -4.6% 2.1% -6.7% -4.3%
Information 1.2% -1.3% 0.9% -0.9% 1.3% -2.6% -1.2%
Finance and Insurance 6.4% -6.6% 5.3% -4.4% -0.3% -3.3% -2.4%
Real Estate and Rental and Leasing 1.3% -2.2% 1.5% 4.3% 6.8% -3.4% -2.3%
Professional, Scientific, and Technical Services 3.5% -8.1% 22.3% -5.3% 2.8% -2.1% -5.6%
Management of Companies and Enterprises 0.6% -1.4% -0.1% -0.6% -1.2% -1.2% -1.0%
Administration & Support, Waste Mgt. 6.3% -5.3% 5.5% 1.6% 7.0% -12.9% -7.0%
Educational Services 3.7% -6.1% 3.3% -3.2% 1.0% -4.5% 0.1%
Health Care and Social Assistance 18.8% -16.4% 2.9% -2.6% 12.9% -6.3% -10.1%
Arts, Entertainment, and Recreation 0.5% -1.4% 1.6% -0.2% 0.3% 1.0% -1.1%
Accommodation and Food Services 11.7% -12.3% 9.3% 39.0% 19.0% -17.8% -13.1%
Other Services (excl. Public Administration) 2.8% -2.3% 0.9% 2.0% 1.6% -4.2% -1.1%
Public Administration 1.1% -3.3% -0.7% 1.2% -2.7% 2.1% -4.4%
Table A.1
Source:
Source: U.S.U.S.
CensusCensus Bureau,
Bureau, LEHD LEHD
OnTheMap OnTheMap
(2014) (2014)
7In addition to north-south commutes to support the retail and
hospitality sector, there is a strong presence of military personnel
traveling from suburban residential areas to military installations
like Eglin, Hulbert, and NAS Pensacola. Part of the projected
population growth shown in Map A.4 can be attributed to military
families settling in areas like Navarre and Crestview to be near the
military bases. Areas like Defuniak Springs are expected to grow
due to business growth in nearby Mossyhead Industrial Park off
Interstate 10. Defuniak Springs and Freeport will see growth from
the additional capacity created by the US 331 construction project.
It is important to understand these patterns and the regional nexus
between development, movement of our workforce, and employment
opportunities. The movement of our workforce from one local
jurisdiction to another requires a regional approach to address the
demand put on our roadway network.
Map A.4
8As a whole, our transportation network is a global gateway to and from Florida for people and commercial freight, consisting of three
commercial airports, two deep water/barge ports, Interstate 10, and a CSX east-west rail line. Table A.1 identifies the critical infrastructure in
our region.
Infrastructure Description Location
Pensacola International Airport Operated by the City of Pensacola, the airport provides six City of Pensacola in Escambia County
major carriers and serves over 1.6 million passengers.
Northwest Florida Offers service from major carriers with direct flights to Bay County
Beaches International Airport Atlanta, Houston, Tampa, and Orlando and offers a 10,000-
foot runway allowing for the landing of large airplanes.
Destin/Ft. Walton Airport Offers a 12,000-foot runway and includes an expanded Eglin Air Force Base in Okaloosa County
aircraft parking apron. The airport’s trade area is oriented
toward the important defense weapon system development
and test evaluation mission at Eglin.
Destin-Ft. Walton Beach Airport Serves approximately 800,000 passengers with Okaloosa County
approximately 25 flights daily. Major carriers include Delta,
United, American Eagle, Allegiant and Glo.
Port Panama City A deep-water port located in a Foreign Trade Zone. It ranks Panama City in Bay County
highest in the country for handling copper. The Port spe-
cializes in the flexible shipping of commodities, handling
everything from forest products to molasses for shippers and
consignees in break bulk or containers.
Port of Pensacola A deep-water port located in a Foreign Trade Zone. Pensacola in Escambia County
Supported import and export operations range from
aggregate, cement, lumber, and paper to wind turbine
generators. The Pensacola Port currently has approximately
25 acres for additional development opportunities.
Interstate 10 I-10 is a US interstate traversing east/west through six Escambia, Santa Rosa, Okaloosa,
of seven counties in the region. A designated Strategic Walton, Holmes, and Washington County
Intermodal System Corridor, it is the main vehicular
transportation corridor to Alabama and southern Florida.
Table A.2
9The Strategic Intermodal System (SIS) is Florida’s high-priority network of transportation facilities important to the state’s economy and
mobility. Projects on the SIS receive highest priority for transportation capacity investments and are a primary focus for implementing
the Florida Transportation Plan. Moving forward, a key approach will be to align transportation and economic development decisions
to maximize the benefits of strategic investments in the SIS. Facilities identified as Strategic Growth on Map A.5 are emerging to be of
state interest and support an economic opportunity of statewide significance. The region would benefit from extending Strategic Growth
designation throughout all of US 98 and all of SR 85 north of I-10.
Map A.5
10While a majority of Florida communities are within the Florida
megaregion, West Florida is uniquely positioned in the Gulf Coast
megaregion. The transportation, environmental, and economic links
of our region are part of a greater Gulf Coast megaregion shared with
Alabama, Mississippi, Louisiana, and Texas. Interlocking economic
systems, shared natural resources and ecosystems, and common
transportation systems link the population centers of the Gulf Coast
together. This connection is constantly reinforced by the inflow and
outflow of workers and goods, especially from the bordering state of
Alabama. Despite previous environmental disruptions like Katrina and
Ivan, the Regional Plan Association expects the Gulf Coast megaregion
to grow due to recovery efforts and the continued in-migration of retirees
from the Midwest.
Map A.6
Source: America 2050 http://www.america2050.org/megaregions.html
11In order to take advantage of West Florida’s strategic location in the
Gulf Coast megaregion, we need state of the art airports and seaports.
These facilities perform multiple roles such as being a critical freight
component of the supply chain network, bringing in hundreds of
thousands of tourists annually, and providing space for operation
of target industry clusters like aerospace and defense and advanced
manufacturing. Table A.3 on the following page, identifies projects
needed to help our ports stay competitive.
Development for five of the seven counties in the WFRPC region.
Eligible projects include public infrastructure projects for construction,
expansion, and maintenance which are shown to enhance economic
recovery, diversification, and enhancement of the disproportionately
affected counties. Consideration will be made for projects that generate
maximum estimated economic benefit and discretionary priority can be
considered for projects that are regional and transformative.
Expanding critical infrastructure such as our airports and seaports
can be accomplished using Triumph Gulf Coast as a potential funding
mechanism. The BP Horizon oil spill settlement has brought restitution
funding into the region over several years in a phased series of
allocations. The next phase of funding that is available, Triumph Gulf
Coast, will be a substantial investment made specifically in Economic
12Project Priority
Facility Project Description
Ranking (Year)
Pensacola International Airport Construct Hangar Improvements 1 (2019)
Pensacola International Airport Design/Construct Parallel Taxiway Extension in Southeast 2 (2019)
Quadrant
Port of Pensacola Berth 6 Rehabilitation -Construction phases II & III 1 (2020)
Port of Pensacola Dredging of Berths 1,2,3,5,6 2 (2020)
Bob Sikes Airport Construct South Access Road 1 (2019)
Bob Sikes Airport Design/Construct Intermodal Access Connector 2 (2019)
Destin-Ft. Walton Beach Airport Repaint/Restripe all runways, taxiways, and signage 3 (2020)
Defuniak Springs Airport Apron Expansion in North Terminal Complex 1 (2019)
Defuniak Springs Airport Construct New Passenger Terminal Building 1 (2020)
Northwest Florida Beaches International Airport Perform Master Plan 1 (2019)
Northwest Florida Beaches International Airport Runway/Taxi Improvements 2 (2019)
Northwest Florida Beaches International Airport Construction of Screening Checkpoint 1 (2020)
Northwest Florida Beaches International Airport Design and Construction of Cell Phone Lot Expansion 2 (2020)
Port Panama City Replace East Avenue Bridge 1 (2019)
Port Panama City Improvement to East Terminal 2 (2019)
Port Panama City Expand East Terminal Berth 2 (2020)
Table A.3
13B. SWOT Analysis
The Community’s Voice for economic development offer immense opportunity while
the challenge of coming together, being prepared, and quickly
An important component of the community engagement process mobilizing bold ideas into action plans is daunting. Connectivity
for the Northwest Florida Forward strategic plan was a facilitated and congestion issues with the region’s arterial highway system was
discussion to identify the region’s Strengths, Weaknesses, identified as a cross-cutting weakness, affecting quality of life for
Opportunities, and Threats (SWOT). The Northwest Florida residents, destination choices for tourists, and local and interstate
Forward project team involved hundreds of community leaders and commerce.
stakeholders across the region to articulate the strengths of the
program and the weaknesses, opportunities, and threats that may
lie between where the region currently is and where it wants to be.
s Str
e
In May 2017, the WFRPC, in conjunction with the Apalachee
Regional Planning Council and other partners, convened a public
at n
re
gt
Town Hall event for the two region’s counties impacted by the
Th
BP Deepwater Horizon oil spill in 2010. As settlement funds in
hs
reparation for environmental and economic damages have come
forward in phases, communities have had an opportunity to plan for
projects and investments that will make a difference for the future of
SWOT
the region. Within this context, more than 100 citizens and leaders
Analysis
ies
came together to outline priorities of regional economic impact,
W
building upon the known strengths, weaknesses, opportunities, and
e
threats we face. An issue felt to be personally important by many
it
a
was inadequate sewer and water infrastructure to handle growth,
n
k
and many expressed concern that we are not keeping up with the ne
u
rising pace of environmental challenges. rt sse
In August 2017, the WFRPC convened the CEDS Steering Committee
O pp o s
in a roundtable discussion and conducted a series of follow-up
interviews with selected Economic Development leaders. The
consensus put forward was that BP Triumph funding allocations
14Strengths Weaknesses
• Natural amenities, beautiful beaches, and a lifestyle attractive to all • Employers report difficulty in attracting skilled talent to fill certain
age groups and demographics positions
• Research & development, testing, talent, and technology o Regional prevailing wages are not competitive with other regions.
o While improving, the region still lacks many urban amenities
development associated with the region’s military installations
sought by younger professionals.
• Supportive business climate for licensing, permitting, zoning, taxes, o The scarcity of similar career opportunities for certain high skill
and regulation positions makes it more difficult to attract talent.
• A growing commitment to strong regional cooperation • Lack of vibrant industry clusters with supply chains: high
• A consortium of high quality post-secondary educational performing industry clusters are essentially a single firm or
institutions location
• Capable regional economic development organizations led by • Lack of affordable workforce housing in certain areas and
especially city centers
Florida’s Great Northwest and Opportunity Florida
• Deficiency of industrial sites and buildings, especially in rural areas
• Strong economic analytics partner – University of West Florida’s • Limited access to startup capital for entrepreneurs and small
Haas Center businesses and lack of a formal process to obtain funding
• An emerging ecosystem of entrepreneurial programs, assets, and • Generational pockets of poverty in some counties, especially in
networks predominantly minority communities
• Areas of affordable rural land available for industrial/commercial • Limited access points in transportation infrastructure
development • Lack of a region-wide transportation mobility system
• Limited/antiquated wastewater infrastructure
• Industry specialization assets in Aerospace & Defense, Financial
• Declining population, workforce, and tax base in rural areas
Services, Water Transportation, Cybersecurity, Advanced • Insufficient funding for workforce development and training
Manufacturing, AI/Robotics, and Unmanned Systems • Lack of funding for rural real estate product development and
• Transportation infrastructure: Interstate 10, three commercial marketing
airports, two deep water seaports, CSX rail • Early childhood education
15Opportunities Threats
• BP oil spill settlement funds due to economic damages specifically • Reduced military investment in the region
allocated to the eight coastal counties of Northwest Florida • Inability to align resources beyond traditional geographic
• Strengthening the regional economy beyond military and tourism boundaries
• Expanded and coordinated regional entrepreneurship support • External shocks that disrupt the tourism sector (e.g., hurricanes or
• Leveraging federal and private R&D assets to stimulate new private environmental disasters)
investment and entrepreneurship • Uncertainty surrounding state economic development funding and
• Additional shared business retention & expansion efforts, support
especially in rural areas • Reduced statewide incentives for economic development
• Further strengthening cradle to career education system • Legislative reallocation of BP oil spill economic damages
• Investments in public infrastructure settlement funding
• Creating a demand-driven workforce development initiative able to • Close proximity to neighboring states/markets with significant
accommodate large employers resources to win competitive projects and to recruit Northwest
• Creating informal and formal mechanisms to promote greater Florida companies
regional identity and collaboration
• Internal and external marketing and awareness campaigns
• Intra-regional and interstate partnerships, especially connected to
Aerospace and Advanced Manufacturing
16C. Strategic Direction
Regional Goals for “Getting There” The CEDS identifies diverse leadership coalitions that already
exist to drive the region’s economic development initiatives, which
How will the West Florida region arrive at the economic growth are highlighted under each goal. The strategies under each goal
and accomplishment we hope to realize in the next five years? The are refined to fit the capacity and reach of the WFRPC and will be
premise of this plan is that a regional perspective is crucial to West carried out through the Implementation Action Plan. The critical
Florida accomplishing its goals, now and in the future. Regionalism goal of resiliency is underscored in all eight strategies of the CEDS.
is not a new concept, but recent economic development initiatives Economic and environmental resilience can be strengthened by
like the Northwest Florida Forward Plan and the major update implementing a wide range of policies and programs aimed at
to this strategy have placed regional-building at the core of the mitigating both the risks and consequences of disruptions. As an
transformational economic growth outcomes outlined. WFRPC objective that also makes progress possible in each of the eight
and its sector partners will seek to build regionalism through eight strategies, WFRPC will continually seek funding opportunities for
areas of concentration presented in the CEDS. There is correlation resilience and diversification related projects and programs. In the
and overlap among many of the goals, strategies, and action steps identification of these goals and strategies, along with a focus on
anticipated, as the success of one may impact or guide another. implementation and outcomes, West Florida articulates a vision for
the best of what the region can be.
171. Talent Supply and Education
GOAL: CONNECT THE TALENT OF WEST FLORIDA TO
KEY INDUSTRY CLUSTERS AND ENSURE A DYNAMIC
AND DIVERSE WORKFORCE FOR NEW AND GROWING
BUSINESSES.
For successful businesses to locate and expand in West Florida, it is
important to align education and workforce to the skills required
to meet current and future employer needs. Creative education
models with educational enrichment courses, STEM (Science,
Technology, Engineering, and Mathematics) curricula, and project-
based learning are beginning at middle-school levels and younger.
The region should introduce more customized programs promoting
career pathways equitably among students, ensuring students of all
socio-economic levels have an equal opportunity to achieve at their
Achieve Escambia is a collective impact effort focused on strategies for improving cradle to
highest potential. Rural areas in particular struggle to retain younger career outcomes through a structured, evidence-based, long-term approach.
populations as they leave for more opportunities. Programs that
build avenues for young professionals to return to raise families and
contribute to their home community would be valuable.
25% of young professionals entering the workforce in our region
are equipped with Bachelor’s degrees. Educational institutions like
the University of West Florida (UWF) in Pensacola and Northwest
Florida State College in Niceville are producing degrees and
innovative environments to respond to the regional employment
needs like engineering, logistics, and healthcare. Technical schools
like George Stone Technical Center in Pensacola and Emerald Coast
Technical College in Defuniak Springs are aligning their curricula
with the manufacturing skills needed in our region like welding,
aviation mechanics, and marine service.
18Educational Achievement
WFRPC Escambia Santa Rosa Okaloosa Walton Holmes Washington Bay
Bachelors
Degree 25.5% 25.2% 28.0% 29.9% 24.8% 9.9% 10.4% 23.0%
(2015)
Table 1.A
Source: U.S. Census Bureau (BOC): American Community Survey; Current Population Survey; and Population Estimates; Moody’s Analytics (Population Age 25 and Up)
Retired and separating military personnel are a potential built-in, take the lead on talent supply issues. The WFRPC will support these
ready workforce due to the number of military installations located initiatives through the lens of regional transportation and the impact
in our region; however, a survey administered by Okaloosa-Walton on supply like commute patterns and employee transportation
CareerSource from 2011-2016 for personnel separating from reliability. Across the region, WFRPC will seek to replicate the
the military revealed that 25% of respondents were leaving the successful effort of programming of commuter service funding to
region due to lack of job opportunities. The region has mobilized to US 331 to improve transportation options for employees traveling
develop an outreach program to better understand the needs and to concentrated employment centers along US 98 and 30A. This
precise skill sets of retiring military personnel. Okaloosa-Walton opportunity arose through recognition of regional commuter trends,
CareerSource is providing a business-to-transitioning service employee retention issues, land development constraints, and an
members connection through a DoD Skillbridge survey. This process ongoing partnership between the WFRPC, FDOT, and Walton County.
bridges the skills developed in the military to the needs of the local
labor market. If local firms can access existing talent and provide KEY STRATEGIES
second-career opportunities in our region, then more high-skilled
retired military personnel will choose to continue their civilian life 1. Create a regional workforce training and development
in West Florida. initiative designed to meet the needs of large employers
relocating or expanding in West Florida.
Public-private partnerships are emerging in workforce and
education to prepare this generation for the high-skill, high-wage
jobs that have significant impacts on our economy. Universities and
local workforce development boards are inherently programmed to
192. Innovation and Entrepreneurship
GOAL: FOSTER ROBUST ENTREPRENEURSHIP AND
INNOVATION ECOSYSTEMS TO DRIVE FUTURE
ECONOMIC GROWTH.
A well-functioning entrepreneurial ecosystem is created when
a region has a balance of human capital, productivity, dynamic
economy, and overall well-being for its people. West Florida
experiences positive spillover from the continually advancing
academic research going on locally at higher education institutions
and dedicated research facilities. Traditional and advanced
manufacturing firms are often sources for exciting process
innovations and product patents as well and will benefit from
business retention program interviews that can assist in connecting
them to R&D and entrepreneurship resources available in the
region.
The positive effect of access to research and development
opportunities is collaboration in new business formation, which
builds the productivity of our region. R&D and an entrepreneurial
spirit is evident in West Florida, but startups and second stage
companies in particular (firms of 10-50 employees with high growth The Florida State University Business Innovation Center located in Panama
City, FL helps take businesses from inception to realization. Programs include
potential) are constantly in need of the tools necessary for success. an intial discovery session, direct business assistance, guidance and mentoring,
Industry-shaping and fresh, untested ideas do not always fall into networking to capital, and other technical resources.
the traditional constructs of economic development programs,
which is why the region is promoting home-grown, locally-made
products within the creative economy as a powerful engine of
growth and community vitality.
20Many businesses like BOTE Boards in Destin and Cape Horn boat
manufacturer Fabbro Marine Group are located in West Florida
because of the customer base and speed to market offerings
like the Florida First Sites. There are additional entrepreneurial
opportunities in rural areas to be cultivated like Eco-friendly
product manufacturing, local food distribution, and historic tourism.
According to Stats America’s “Innovation Index” metrics, the region
has an average capacity for innovation, ranking in the middle at
#197 of 384 U.S. Economic Development Districts, which means
there is room for advancement. We scored the highest in the Human
Capital and Knowledge Creation Index, which means we have a
relatively skilled and growing workforce with opportunities for high-
tech and creative industry jobs. The lowest score is in the Business
Dynamics Index, which gauges the region’s competitiveness by
looking at business creation and lifespan, as well as trends in
investments made by businesses. Our strategy seeks to improve
competitiveness by focusing on strengthening support for new and
expanding businesses, improving prospects for business longevity
by assisting with emergent needs and technologies, and ensuring
there is access to venture capital. The WFRPC will use its resource
partners to leverage grant and loan funding to introduce more
capital into the regional entrepreneurial landscape.
KEY STRATEGIES
1. Develop the region’s entrepreneurial hubs and connect them
with industry clusters, assets, services, networks, facilities,
tools, and expertise.
213. Infrastructure and Growth Leadership
GOAL: ENSURE WEST FLORIDA’S ECONOMIC relaxed charm. Improvements are planned that will add travel lanes
INFRASTRUCTURE IS STATE OF THE ART AND and connector roads where feasible. As roads are built or expanded,
CONNECTS COMMUNITIES IN EVERY PART OF THE sewer and water hookups must be provided for when needed, and
consideration given to burying conduit for underground electric and
REGION. broadband fiber utilities.
West Florida must attract state, local, and private investments in
The region is currently collaborating to systematically identify the
infrastructure to sufficiently meet the expanding needs of a growing
capacity potential of critical freight infrastructure such as airports,
population and a dynamic and healthy economy. The region needs
ports, and intermodal systems, with the intent to align with the
modernized infrastructure that facilitates the efficient movement of
Florida Freight and Mobility Plan and secure grant funding for new
goods, energy, information, and people; facilitates a well-educated
investment.
public and workforce; supports a robust economy with reliable,
multi-modal transportation systems; and provides sound water and
waste management systems.
Transportation
True since early civilizations, transportation is directly related to
the past, present, and future of an area’s development patterns. The
efficient flow of people, goods, and services into, out of, and within
West Florida is critical to sustain the population growth occurring in
an expanding economy. To meet the region’s Economic Development
goals, the stakes are high. Our human capital – nearly one million
people – must be able to get to and from daily commitments of
school or work efficiently, with equitable and dependable access to
educational and career opportunities. Today, the existing roadways
in West Florida do not adequately connect the coastline to I-10, and
one of the primary tourist corridors, 30A, is known for high season
congestion as much as for its beautiful communities and otherwise
22Bicycle and pedestrian safety is a critical area where the region can
do better. New projects contemplate dedicated access to the road
network for cyclists and pedestrians, along with emphasis in some
places on better design through “Complete Streets.” The principles
of Complete Streets bring experts in transportation engineering and
urban planning together to calm traffic, making the entire right of
way safer for all modes and abilities. Curb extensions, landscaped
medians and buffer zones, crosswalks, roundabouts and special
bus lanes are examples of features gradually being introduced with
success.
capacity of our north-south arterial roadways to connect our
The region contains three federally mandated Transportation
workforce to employment opportunities on US 98. Community
Planning Organizations (TPO), all of which are staffed by the
and stakeholder input gathered by the WFRPC at the TPO level
WFRPC, are responsible for making policy on local transportation
helps to initiate projects like the Crestview bypass feasibility study,
issues and deciding how to spend federal funding on transportation
which will consider alternative routes around US 85, due to severe
projects. Florida-Alabama, Okaloosa-Walton, and Bay TPOs each
bottlenecking during peak travel times.
have individual boards comprised of local government officials
who make decisions regarding transportation at the TPO level. Modernized communities that are open for business require not
They are committed to increasing safety, security, accessibility, only sound transportation systems but functioning water, sewer,
mobility, and connectivity for people and goods. Map 3.1 identifies and broadband systems. It is important that as we anticipate future
SIS priorities for all three TPOs. Solutions for expanding US 98 growth, we coordinate construction of transportation projects with
have been discussed over several years due to its significant role in the timing of other important infrastructure. The WFRPC will seek
our regional transportation network. It is the only East-West route to provide policy guidance on septic conversion, infrastructure
crossing our region that directly serves our coastal communities, concurrency, and funding opportunities through technical assistance
but needed improvements are limited by geographical constraints and tools such as special districts and the state rural infrastructure
due to the Gulf of Mexico to the south and Eglin Air Force Base to the program.
north. There are currently priorities identified to widen parts of US
98 to six lanes to ease congestion. As we look forward to regional KEY STRATEGIES
solutions, it is clear widening US 98 will not completely address
congestion issues. 1. Plan, advocate for, and create modern infrastructure with
regional economic impact.
Redesign of US 98 and construction of alternative routes through
creative funding like Triumph, if eligible, could transform the
2. Promote sound planning principles to create efficient
economic vitality of communities struggling with severe congestion.
transportation systems.
The WFRPC recognizes the importance of preserving the operational
23Map 3.1
244. Business Climate and Competitiveness
GOAL: STRENGTHEN THE REGION’S ECONOMY of the region for new companies. Florida’s Great Northwest and the
THROUGH TARGETED RECRUITMENT OF NEW local Economic Development Organizations within the region have
BUSINESSES AND SUPPORTING EXISTING BUSINESS the important role of selling potential investors on the assets of our
geography. One way this is approached is to highlight productivity
EXPANSIONS. and profit opportunities created by existing regional industry
clusters, like advanced manufacturing; aerospace and defense;
The economy of West Florida benefits from having a strong military
health sciences; renewable energy; and transportation, distribution,
presence and a natural environment for tourists, both of which
and logistics. Another is to focus on available land assets, ready
draw visitors from across the country. Over time, the region has
infrastructure, and competitive incentives. Recruiting companies to
established a positive identity by way of the defense and tourism
consider the region begins well in advance, with strategic planning,
sectors. In attraction marketing for economic development, a strong,
site preparation, and putting appropriate inducements and land
easy to articulate message about what the region is known for is
development policies into place.
valuable. The work in follow-up is promoting the value proposition
GKN Aerospace located their manufacturing in 2017 at the St. Joe Company’s VentureCrossings Fabbro Marin Group, manufacturer of Cape Horn offshore boats, is located at the Florida
certified site in Bay County. The addition of the aerospace manufacturing company represents First Certified Santa Rosa Industrial Park in East Milton. The company recently expanded it’s
a $55 million capital investment that will create an estimated 170 new high skilled jobs with 78,000 sq. ft. facility and is expected to employ 40 people with wages 115% above the local
an average salary of $65,000. area.
25A different approach is to focus on the need for economic
diversification: what emerging sectors might be strengthened?
Which smaller sectors are the most future-oriented? Diversification
strategies are critical to our region’s economy because employment
and spending are so concentrated in defense and tourism. Both are
particularly vulnerable to forces beyond local control – retraction
and reorganization directives from Washington, D.C. in the case of
the military, and environmental disasters or safety concerns that
may impact a tourist season. Cybersecurity is an example of a new
identified target industry, rooted in ties to military research, with
potential to develop into a distinctive, high-demand sector in the
next five years.
In addition to attracting new firms, ongoing support for existing
small businesses is key. West Florida is home to many second- and
third-generation firms which have survived and prospered over
time. Industry councils, business retention programs, and data
analytics supporting “Economic Gardening,” meant to identify high- KEY STRATEGIES
performing, high potential companies, can ensure there is a clear
path for growth. 1. Address site development to accommodate business
expansions and relocations.
2. Integrate planning with support for the region’s key industry
clusters and supply chains.
3. Support the growth of microenterprises and small businesses
in the region, particularly in rural areas and underserved
communities.
265. Quality of Life and Quality Places
GOAL: MAKE WEST FLORIDA A PLACE APPEALING TO like health, safety, education, and job opportunities, as well as, civic
EXISTING RESIDENTS AND VISITORS AS WELL AS TO engagement, optimism, and leadership. Quality of place includes
A NEW GENERATION OF TALENTED AND CREATIVE attention to scale, design, and accessibility in the urban fabric,
recreational amenities, and integration of natural features in the
INDIVIDUALS AND COMPANIES. built environment. West Florida can be a destination of choice for
high-skilled workers and entrepreneurs if we support diversity and
Citizen input during community meetings and planning exercises
provide safe and vibrant downtowns, multimodal streets, modern
often reference a high quality of life that is appreciated by residents
telecommunications infrastructure, health and recreational lifestyle
– in West Florida, as in most everywhere else. People tend to like
amenities, and creative outlets for arts and culture.
where they live or else they will “vote with their feet.” Our region
is welcoming newcomers every day. West Florida is a destination,
offering sunshine and southern hospitality to everyone, and a
desirable and charming experience for those that are used to the
gridlock, congestion, and high density of other parts of Florida.
Unemployment rates are at historic lows, and in a tight labor market,
job-seekers will have more leverage than employers. Today, among
cities and regions across the U.S., the ability to retain and attract
talent determines Economic Development competitiveness more
than any other factor. Research from the International Economic
Development Council reports many young professionals are more
likely to pick a place to live before settling on a job, as opposed to
letting a career choice move them.
Thoughtfully created spaces with a mix of sophisticated built
environments and quaint towns, new and historic, connected with
racing broadband surrounded by a high quality natural environment, Over many years of long term planning and targeted public improvements, Pensacola’s urban
are most desired by the in-demand high-skilled workers needed to core has experienced a renaissance. Class A commercial office, niche retail, upscale housing
options, and neighborhood redevelopment strategies are now in place, supporting rising
support our industry clusters. Quality of life may include measures property values and spurring additional private sector investment.
27To accomplish this, many of the region’s municipalities have
creatively used policy and incentive tools like Community
Revitalization Areas (CRAs), Tax Increment Financing Districts, Main
Street programs, Historic District Designations, Brownfield Grants,
and special Zoning Overlays to spur investment in downtown areas.
The WFRPC provides guidance on the implementation of these
programs to our local communities, sharing technical resources
as well as the successful strategies we’ve seen a shift and any
cautionary pitfalls. Hopefully, by creating a distinctive West Florida
that is appealing to new and existing talent, higher-wage career
opportunities will be realized.
Shoreline Park in Gulf Breeze, Florida.
Many people rely upon the benefit of public transit networks,
either daily or occasionally, to arrive where they need to be. A
robust transportation network with multi-modal options is a sign
of healthy, equitable community. The region contains three transit
agencies that seek to provide expanding transportation options to
commuters, visitors, and students. As the region grows and people
need to travel to adjacent counties for work or pleasure, it has
become apparent that some manner of a regional transit system
Pensacola Open Streets’ Innaguaral Ciclovia on March 24, 2017 in Pensacola, Florida would be beneficial.
28Escambia County Area Transit (ECAT) provides fixed route transit The WFRPC provides staff support to the region’s Transportation
service in the Pensacola, Florida-Alabama (FL-AL) urbanized area. Disadvantaged (TD) Coordinating Boards. With the policy guidance
By outside contract, ECAT also operates trolleys on the University and oversight of Florida’s Commission for the Transportation
of West Florida (UWF) campus and seasonally on Pensacola Beach. Disadvantaged, the TD program’s goal is to effectively coordinate
ECAT is in the process of re-prioritizing service based on demand, funds and activities to provide older adults, persons with disabilities,
and continues to add amenities (shelters & benches) and upgrade persons with low income, and no available transportation access
stops to comply with ADA standards. to employment, health care, education and other life sustaining
2015 Ridership – 1,494,210 activities. TD is an important component to include in all regional
Community Development planning, as it is a means of valuing and
Emerald Coast Rider (E.C. Rider) provides deviated fixed route ensuring inclusive participation in the larger economy. We anticipate
transit service in the Ft. Walton Beach-Wright-Navarre urbanized working with TD to address challenges in meeting increasing
area. E.C. Rider is currently focused on rebranding, identifying demand for services, as well as helping identify innovative ways to
additional supporting funds from local jurisdictions, and developing increase mobility options and adapt more flexibly to change.
a Transit Co-operative to work on improving service.
2015 Ridership – 139,389 KEY STRATEGIES
Bay Town Trolley (BTT) provides deviated fixed route service in 1. Encourage the development of vibrant downtowns and
the Panama City urbanized area. Bay Town Trolley opened a new revitalization of rural towns.
maintenance facility in 2017 and will rebuild its old facility in the
coming years. They also plan to begin a Comprehensive Operating
Analysis (COA) next year to look at ways of improving service.
2015 Ridership – 656,505
296. Civic & Governance Systems
GOAL: SUPPORT AND SUSTAIN STATEWIDE AND
REGIONAL PARTNERSHIP TO ACCOMPLISH FLORIDA’S
ECONOMIC AND QUALITY OF LIFE.
To support civic and governance systems in our region, we should
always be working to improve the efficiency and effectiveness of
government agencies at all levels. Governments need to evolve
based on the demands from businesses and its citizens. For example,
this may involve creating an expedited process for the permitting
and review that businesses face before they can open their doors.
There are many facets of the government system, from land use and
building services to economic incentives and workforce housing
that must be considered to ensure a quality of place and sustainable
economy. The WFRPC can provide comprehensive insight into the
many overlapping components that create an effective governance
system. This evaluation of government systems can be done through Fort Walton Beach City Hall, Fort Walton Beach, Florida
assessments, feasibility plans, and strategic visioning. It is also
important that elected officials are educated on what best practices, KEY STRATEGIES
tools, and resources are available to govern effectively. The WFRPC
can connect local communities with resource partners such as 1. Balance resources through sound management of physical
FGNW, FAC, and FLOC to stay informed of current legislation and development.
new opportunities that may impact or benefit them.
2. Provide education and outreach to elected officials to elected
officials, boards, and committees tasked with civic duties.
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