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September 23, 2011
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ECONOMIC
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of Collier County. Florida
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BOARD OF COUNTY COMMISSIONERS
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ECONOMIC DEVELOPMENT COUNCIL OF COLLIER
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September 23, 2011
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AGENDA
BOARD OF COUNTY COMMISSIONERS
ECONOMIC DEVELOPMENT COUNCIL OF COLLIER COUNTY
WORKSHOP
9:00 a.m
9:00 — 9:10 a.m.
9:10 -9:15 a.m.
Friday September 23, 2011
9:00 a.m. —12:00 p.m.
PLEDGE OF ALLEGIANCE
INTRODUCTION
Mr. Bob Mulhere, Chairman, EDC Board of Directors
INTRODUCTION OF KMK CONSULTANT, JIM MCGRAW
Mr. Tim Cartwright, Chairman - Elect, EDC Board of Directors
9:15 — 10:15 a.m. PRESENTATION: Collier County Economic Development Plan
Mr. Jim McGraw, President, KMK Consulting
10:15 — 12 p.m. RECOGNIZE PRESENTOR, OPEN DISCUSSION &
PUBLIC INPUT
Strategy for
Strengthening
Economic
Development
in
Collier County
Prepared for:
ECONOMIC
DEVELOPMENT
COUNCIL
of Collier County, Florida
Growing Great Ideas
Presented by:
Fines / Draft Report
September 9, 2011
KMK,, Consulting Company LLc
TABLE OF CONTENTS
Introduction
3
Executive Summary
6
Core Strategies
11
I. Alignment
12
II. Leadership
14
III. Business Development
18
A. Business Attraction
18
B. Business Retention and Expansion
21
C. Entrepreneurship Acceleration
23
IV. Intellectual Capital
25
V. Our Economic Development Delivery System
29
A. Southwest Florida Economic Development Partnership
29
B. Collier County Economic Development
31
i. A Reinvented EDC
31
ii. Collier County Government
34
a. Staffing
34
b. Incentives
35
iii. The Naples Chamber
38
VI. Measuring Success
39
VII. Summary
40
Appendix A
41
Appendix B
43
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Strategy for Strengthening Economic Development
INTRODUCTION
In response to a series of circumstances highlighted by Collier County's experience in
attempting to attract Jackson Labs and the resignation of the Economic Development
Council of Collier County's (EDC) long time staff executive, the EDC Board of Directors
and the Board of Collier County Commissioners jointly agreed that it would be
appropriate for the EDC to undertake a new strategic planning process. KMK
Consulting Company was subsequently selected as the outside consulting firm to lead
this effort commencing in mid -May 2011. While KMKC has extensive experience in
working with economic development organizations in over 100 markets across the
United States, including several in Florida, it has a particular familiarity with Collier
County as several members of the firm have been frequent visitors for the past 30
years.
KMKC engaged in an extensive inclusion process involving input from many levels and
groups of stakeholders across Collier County. Along with its extensive experience and
knowledge of other economic development organizations, both as strategists and
national site selectors, KMKC concluded that this strategic planning process represents
an opportunity for an improved economic development delivery system in Collier
County. These changes reflect a winning attitude toward economic development which,
driven by a new structure and incorporating several critical best practices, will produce a
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much more effective pathway for improving and sustaining the quality of life in Collier
County that has made this place so special.
This planning process encompassed review of the EDC's plans, studies, annual reports
and production statistics over the past ten years. In addition, the process drove
extensive outreach and input including a website specifically for public comments, voter
telephone interviews, three public workshops, individual leadership sessions and the
engagement of a leadership Steering Committee to guide the process and help test
KMKC's findings and recommendations leading to the crafting of this final strategic plan
draft. KMKC also reviewed other economic development organizations in Florida and
across selected U.S. cities and regions evaluating best practices that could have useful
applicability to Collier County's new plan.
KMKC greatly appreciates the tireless work and support of the EDC staff and leadership
who are dedicated to an efficient and complete process. Similarly, the work of Mary
Key and her colleagues in assuring the success of the public workshops added valuable
stakeholder insights impacting KMKC's findings and recommendations in a very positive
manner.
KMKC particularly appreciates the focus and seriousness of the Steering Committee.
These individuals brought a clear passion and vested interest to the issues surrounding
the questions of where Collier County wants to go and how it will get there. The
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Steering Committee challenged KMKC and they challenged each other, all of which
made the
process better. The
members of the
Steering Committee are
listed in
Appendix
A. KMKC considers
these individuals
co- sponsor of this plan.
KMKC
anticipates many will continue with their leadership as this initiative moves from
planning to implementation, carefully transitioning into the new structure outlined herein.
Founded in 1976, the EDC is a private, not for profit corporation with a mission to
diversify the economy and create high -wage jobs. The EDC, through a public private
partnership for economic diversification, created in 1997 with the Collier County Board
of Commissioners recently developed a five year strategic plan focused on innovation
and entrepreneurship. This 2010 -2015 Economy by Design plan includes five key
strategic elements: business expansion and attraction; economic gardening; project
innovation; regional branding and marketing; and investor relations. The intent is that
these would combine to create a business environment that focuses on a strong
entrepreneurial support system to grow a world class vibrant economy. This bold
objective is grounded in the EDC's historical strength of having directly supported more
than 5,000 jobs across Collier County representing an overall economic impact of more
than $1 billion.
Nevertheless, in moving through the process and in crafting this new plan, it became a
recurring and dominate message that Collier County has significant challenges and in
some cases serious gaps in its economic delivery system. With this underlying,
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sobering theme in mind, this new plan envisions a number of material changes to the
way in which this community addresses economic development.
EXECUTIVE SUMMARY
This strategic plan encompasses new structures, new roles, new responsibilities and
new leadership. But it starts with a new shared vision for economic development:
Collier County represents the highest quality of life in the United States,
consistently maintaining the overall best balance of first class amenities for
residents and visitors with wages well above average and home to a consistently
thriving base of innovative companies and support services, with a level of
philanthropic caretaking unmatched in this country.
This new economic development delivery system combines a multi- county partnership
with a grass roots focus on the education of Collier County citizens about the
inseparable relationship between economic development and quality of life. The
foundation upon which it is built is top tier leadership.
Our new economic development system in grounded in several guiding realties:
• Collier County has real challenges to sustaining its quality of life which require
citizens and leadership to be as aligned as possible.
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� • Regional leveraging of strengths and assets for economic gains is a time tested
core best practice of economic development in Florida and across the United
States.
• Top tier leadership involvement is the number one characteristic of successful
economic development systems and communities in the United States.
• We must focus on the strengths that differentiate Collier County the most from
other markets in Florida and the United States. This starts with the quantity and
quality of our current and retired CEOs who live here.
• Collier County's recognition as a place unfriendly to business, and therefore
unfriendly to jobs, is systemic and needs to change in a significant and sustained
fashion.
• Structurally, this new strategic plan calls for the formal creation of the Southwest
Florida Economic Development Partnership as a new 501(c)(6) entity to lead our
business branding, marketing and business attraction efforts.
• A new Collier County economic development organization with a new name,
location, staff, board and charter will focus our local economic development
actions and deliverables in a more meaningful and measurable way giving us the
best chance for success and the best chance to sustain a value proposition for
those who must invest in this organization if our local efforts are to be successful.
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• Collier County government needs to play a more direct role in the delivery of
certain economic development services. This strategy calls for a new economic
development director position to be established within the County reporting to the
County Manager.
• This plan also calls for expanded responsibilities by the Naples Chamber taking
the business sector's lead in delivering a wake up call to this community at both
the government and the citizen levels that we must be aligned and that we must
have a consistently reliable approach toward being business friendly. Economic
development must be embraced as everyone's business or we cannot sustain
the quality of life which we have come to enjoy.
-1-N Our focus on attracting and growing businesses and expanding high quality jobs
and on developing the workforce needed to grow and sustain our businesses and
provide careers for our young graduates is all grounded in leadership. While this
leadership cuts across every facet of our community, it requires, most critically,
senior, executive business leadership to drive the level of passion and
commitment that must prevail across a new long term journey beginning right
now.
PERSPECTIVE FOR CHANGE
Markets - places we live and work - are interesting concepts. We all have our opinion
on what makes our place great and what aspects need to be fixed in order to preserve
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or improve our little piece of heaven. In some communities there is wide spread
agreement among civic, business and political leaders pursuing a common vision and a
basic agenda relative to defining and working toward a more successful place together.
Sometimes these common, widely agreed visions and agendas last for years without
needing to be adjusted. Instead, they consistently form the underpinning of a
community's passion and their efforts to improve their quality of life as a segment of a
long term journey of which they are a part — basically intent on leaving their community
better than when they arrived.
Markets — communities — that have this type of attitude or shared vision — generally
some combination of improving quality of life and being a top place to live and grow
good businesses — are normally the ones that are most successful and the ones usually
most admired by outside businesses, individuals and centers of influence (e.g. Forbes,
Fortune, CNN, etc.). The perception of communities by such sources on the outside, of
course, is an important dynamic and one that is critical to any place which cares about
new residents, workforce (e.g. intellectual capital, young professionals) and businesses
moving into the area.
Many communities expend significant efforts and money focused on improving and
maintaining favorable perceptions so people and businesses are interested in visiting
(e.g. the Tourism Developmentt Council) and moving their families and companies
there. These perceptions make marketing and sales efforts of the community more
likely to succeed. For many, it's a process worth its weight in gold to a community's
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economy and job base for its citizens, without which quality of life sometimes suffers
miserably.
These two important concepts are challenging for Collier County. Yet they are also
great opportunities. Sadly, Collier County is not aligned — a weakness grounded more
in lack of trust and education than anything else. Yet, it is exciting to envision an
aligned Collier County citizenry from a retired Fortune 100 CEO in Port Royal to a social
worker in Immokalee. There is incredible horsepower to advance a community when
there is alignment — a shared vision, a common agenda. Perceptions of Collier County
face the same current reality. No one KMKC found in the business community
considers Collier County a welcoming place to start, grow or relocate a business. Yet
r lots of people see greatness in Collier County because of its immense beauty,
cleanliness and first class amenities. On the surface, life looks pretty fantastic in Collier
County. Leadership in government and private sector philanthropy built this incredible
platform. The Phil, the FGCU Endowment, the Wine Festival hitting $100 Million this
coming year are all stunning examples of enduring assets. These are also
manifestations of strategies to build a successful, sustainable community through vision,
passion and commitment to a journey.
Quality of life, education of a workforce, social justice. This is the bedrock of our
strategic plan for a better economic development delivery system. These successes,
these commitments, are why Collier County can be aligned in a shared vision and can
grow good jobs through valuable companies bringing revenues to this community.
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� Collier County is blessed with an extraordinary abundance of winners, people who
defied the odds, overcame adversity and experienced great success in business and in
building great organizations and thriving places elsewhere around the world. Collier
County is blessed with an extraordinary abundance of compassion and generosity,
people who give to philanthropic organizations and social causes to improve the lives of
their fellow citizens at levels unheard of in most communities across the United States.
These are the major differentiators for Collier County. These are Collier County's secret
weapons of economic development competition. This is what makes this new strategic
plan for our economic development delivery system a winner for all stakeholders of
Collier County.
^ STRENGTHENING OUR JOURNEY WITH FOCUSED CORE STRATEGIES
The EDC has existed for 35 years with one major adjustment, forming a public private
partnership with the Board of County Commissioners in 1997. We have had our share
of incredible growth as well as some major disappointments and disagreements during
this time. Our beloved Collier County along with the State of Florida now faces an
economic environment unlike anything we have experienced. The easy days of
economic prosperity may never return. The market demands that we respond with
greater resolve in order to retain what we have and to prosper wisely in the best interest
of our collective Collier County family.
40.
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In order to achieve this objective, this new plan calls for us to be committed to the
following core strategies with focus, unbending commitment, unparalleled collaboration
and meaningful financial investment over the next five years.
I. ALIGNMENT
In five years Collier County must be a better place than it is today. In ten years, better
than that. The more we work together, the more successful we will be. Whether we
inspire philanthropy in others, guide entrepreneurs toward becoming gazelle companies
and owners, teach our youth new skills for our companies, or enhance effective
governance, it all falls under a shared vision. A common agenda for this place called
Collier County is to be the best place we can possibly be.
Vision: Collier County represents the highest quality of life in the United States,
consistently maintaining the overall best balance of first class amenities for
residents and visitors with wages well above average and home to a consistently
thriving base of innovative companies and support services, with a level of
philanthropic caretaking unmatched in this country.
This pathway is long, but we have the commitment.
This journey requires trust, but we have the leadership.
This effort demands inclusion, but we are blessed with respect for each other.
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With this vision in mind, we are in a perfect economic storm to recommit to our
economic development Mission:
Facilitation of high quality job growth which produces better business diversity
and a more resilient, prosperous and admired quality of life.
And it is these economic conditions encompassing Florida's challenges and our
economic development experiences locally with growing companies like Arthrex and
outside prospects like Jackson Labs that emboldens us to improve our economic
development delivery system and adopt five year goals which are aspirational,
accountable, measurable and achievable — goals that, when achieved, puts Collier
County in a better place along the pathway of great communities. With this in mind, we
will pursue these bold 5 year Goals:
1. Be a community of one voice toward our vision, strengthened by respect for
differing opinions, always focused on improving our quality of life and the forces
that underpin it.
2. Engage broader and deeper leadership in our economic development
organizations to the envy of every other market in the United States.
3. Recruit ten new non - retail companies per year representing 1,000 new jobs with
payroll 10% above current average wage.
4. Invest in ten new start-up innovation based companies per year representing 500
new jobs with payroll 25% above current average wage.
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--. 5. Create a capital investment coalition of $100M the first year which escalates at the
rate of $100M each year for a gross fund consortium level of $500M for innovation
based investments.
6. Facilitate the creation of 1,000 new jobs and the retention of 1,000 existing jobs by
current Collier County businesses through direct "but for" support.
7. Establish our brand globally as the number one center for CEO living and CEO
training in the United States.
8. Create the number one talent development, recruitment and retention program in
Florida as measured by Workforce Florida, Inc.
9. Attain national brand recognition as one of the Top 3 markets for young
professionals in the Southeast United States.
10.Attain the recognition of the business and economic development leadership as the
best in class economic development delivery system in the Southeast United
States.
II. LEADERSHIP
When it comes to business planning and economic development, one helpful reality is
the ease at which communities can learn best practices from others. Without a doubt,
the number one best practice of successful economic development strategies is the
engagement of senior level leadership in the economic development delivery process.
Although particularly from the private business sector, this critical success element also
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includes senior leadership from higher education, government, and in many cases the
civic and religious sectors as well.
Also, the best practice of engaging leadership at senior levels does not lessen the
important role for the broad base of leadership which includes non profits, neighborhood
organizations, young professionals, trade groups, and others. This capacity, with its
passion and dedication for a better community, must be cultivated at all levels. While
these groups of leaders have been growing in their joint interest to improve the business
environment of Collier County, the most senior level leaders from the business and
retired business community have either moved away from economic development and
the EDC or have never been asked to assume core economic development lead roles.
The impact of such senior leadership, e.g. major corporate CEOs who live in Collier
County and remain active on public and private company boards of directors, is
significant with a multitude of examples from across Florida and around the United
States. These examples encompass leveraging considerable CEO influence, from
helping to drive a solution on a deadlocked issue, to winning a major bond issuance for
city infrastructure, to closing a relocation project for a major company bringing hundreds
of high paying jobs and capital investment to their county. These senior executives
leverage business wisdom, risk taking experience, national networks, and often their
financial investments to drive action and produce tangible results.
The importance of senior private sector leaders in the economic development
delivery system cannot be overstated. These individual and collective talents
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cannot be overleveraged. One nearby example is instructive. The economic
development group in Broward County is now called the Greater Fort Lauderdale
Alliance. Attached to it is a group of 20 private sector CEOs along with the
President of Nova Southeastern University. It is called the CEO Council. They
each invest $50,000 annually to assure their focus and commitment to their
singular mission which is recruiting small company headquarters to Broward
County. The foundation for this initiative was laid 3 years ago. Then the
recession. But through their financial commitment they stuck together. They just
announced the location of 4 headquarters in the past 3 months through July,
2011.
Similarly, Orlando's senior leadership group, representing the largest centers of
payroll, capital investment and higher education in that community have been
together for over 6 years. Again, bound together with passion to make their
market a competitive business destination, along with a major financial
investment by each executive, this group, called the Governors Council, has
been instrumental in securing the UCF Medical School, passing a $1 billion bond
issue for 3 new sports and entertainment venues, and, in particular, was
responsible for securing the Sanford Burnham Medical Research Institute to be
the anchor for Orlando's new Medical City in Lake Nona. Said more directly, the
Sanford Burnham Institute would not have happened but for Orlando's senior
leadership group, the Governor's Council.
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The future economic development delivery system of Collier County will be underpinned
by our top tier leadership group which will be our senior advisory team guiding what we
do, how we select priorities, how we maintain focus and measure results. Then when
needed for major initiatives, this group will also be a hands -on team to be sure we are
taking our best shot at winning. Not a board, no fiduciary duties. Advisory, senior level
centers of influence leveraged to make us more successful.
Beyond building the senior leadership team that perhaps surpasses Ft. Lauderdale and
Orlando and others, Collier County has the ability because of the critical mass of our
CEO population to take this leadership engagement issue to another level. This is
where Collier County can truly eclipse most markets in the country with the horsepower
that these individuals can provide. Because so many are already supporting this
community in numerous ways, this plan calls for our retired CEOs to provide the
platform to set a new benchmark for leadership engagement.
Specifically, our strategy calls for building teams of our retired CEOs. In so doing, they
will be asked to sign a declaration to personally support the business strength and
growth of Collier County.
• These teams will recruit businesses
• They will invest equity capital
• They will serve on Boards of Directors of recruited companies
• They will serve as company management and in some cases executives
• They will be asked to financially support our new EDO
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Once these teams are built, which will take two or more years to stabilize, and become
an integral part of our economic development delivery system and once Collier County
government and our broader community supports them with the alignment through our
shared vision, the ability to reach all of our goals becomes unstoppable.
III. BUSINESS DEVELOPMENT
This is the blocking and tackling of economic development. It is marketing and sales to
the outside world and business services to local companies and entrepreneurial
startups. Our strategic plan significantly alters how this work is delivered in the future.
A. Business Attraction
We have not been branding, marketing or selling Collier County as any type of
destination for businesses other than hospitality through the TDC. Our business base
exists because company founders and owners live here and want to build their
businesses where they live. This is a strategy — but a passive one. We are moving that
into a proactive strategy. We will make this more successful as the core part of our
business development effort.
The rest of our business base is service firms following the residential wealth, both of
which have grown nicely. Again, this is a strategy, although in this case producing local,
import jobs — meaning jobs that exchange local money rather than bringing in money
from outside the county.
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Under this area of work, our strategy is to brand, market and sell Collier County to
selected businesses, owners and talented workers, e.g. young IT professionals, in
target markets around the United States and the globe. This work will be different than
the marketing and sales work done in ED programs such as Miami, Tampa and
Jacksonville. It will be much narrower in a couple of key ways. First, we will not have
the financial resources for any broad marketing or advertising program. No shotguns.
Rifles with high - powered scopes will be more our style. Second, our targeting will
reflect our strengths and our constraints. Besides hospitality, agriculture, construction
and professional services, our business clusters are relatively small. And to build truly
competitive clusters often requires significant financial incentives, which Collier County
is not going to pursue.
Thus, within this strategy our priorities for business recruitment will focus on:
• Mature businesses whose location in Collier County would be additive to the
business models of our existing major employers.
• Mature businesses with a successful track record of moving their workforce with
them as they expand, or recruiting their workforce from outside the region.
• Mature and young growth companies whose owner lives in Collier County who
would realize financial and /or quality of life value in moving her headquarters or
her entire company to Collier County to be close to home.
• Young companies who are looking for investment capital and /or management
mentoring where we can deliver these two critical elements of entrepreneurship
acceleration in a way that is bigger and better than their existing local market.
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• Mature or young companies where their current quality of life is so challenging to
their success that Collier County is an attractive solution and the company fits with
our business mix.
• Companies that are attracted to our emerging clusters in Collier County due to
factors such as product synergies.
• Companies that are attracted to particular assets in Collier County that provide
major solutions in accelerating their growth. e.g. Immokalee Airport, high -end
conference facilities, the Phil, Ava Maria University, etc.
• Companies that compliment our competitive location quotients— hospitality,
agriculture, construction (when it returns) and to a lesser degree financial and
professional services.
These priorities will allow us to narrow our target industries, providing a filter to help us
assure that the targeting efforts make good sense for the special characteristics of
Collier County that are so important to us. An example is our intent to enrich the
existing IT cluster by creating more career opportunities rather than increasing
competition for skilled technical talent where there's already a shortage of workers for
existing positions. While Collier County's target industries have evolved, whether by
design or by happenstance over the past ten years, we will maintain the proactive target
industries set forth by the EDC this past year:
• Computer and software services
• Health and life sciences
• Cleantech
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Joining these proactive targets will be secondary targeted industries of:
• Private company headquarters
• Advanced manufacturing
• Hospitality (executive conferences)
Our messaging strategies within the forgoing priorities and target industries will focus on
the theme of Collier County as a place without constraints for companies and individuals
that make the right fit for what we have to offer. Imagine Collier County's site selection
guide which embraces:
• An unlimited CEO network
• Unlimited CEO advisory resources
• Unlimited leadership growth opportunities
• Perfect balance of business, arts, culture and nature
• Unlimited lifestyle environment
B. Business Retention and Expansion
The number one business development job in economic development is delivering on a
valuable business retention and expansion program. Every single market in this country
has one of these programs. About half do it well. We will do it exceptionally well.
The key to our formula is: Collier County will be customer focused, customer friendly.
We will be number one in Florida with this "good as gold" standard.
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The EDC's Economic Gardening initiative has progressed well with good impact and
credibility. This success provides a solid platform to not only continue Economic
Gardening focused on second -stage growth companies but, very importantly, to use this
service approach to impact a much broader base of companies.
This expanded program will take work. It will not happen overnight. It is in part the
responsibility of Collier County government. The private sector must help every step of
the way getting there and sustaining this approach. It will combine an expanded focus
of the Productivity Committee and the addition of a BRE Advisory Council which will
always be exploring ways to streamline the business expansion process in Collier
County.
The second part of this strategy involves knowledge — an economic development team
that knows everything about.its customers and their business plans and growth issues.
This will be the job of the new EDC. The EDC's Gardening Initiative has given this area
of responsibility a great start. With this strong foundation, we will do more and we will
do it better. We will outreach and match up service providers, mentors and advisors at
levels unprecedented in Florida. No business above 10 employees will go unattended.
All of these employers will know where to go to connect.
The third element will be measured follow up. We will provide and track and report on
real services. This is where the rubber meets the road. This is the delta we will
measure. This type of detail will be a change. Knowing what the new EDC specifically
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does to save jobs and expand customer businesses is key ROI for investors and
educates the public as to the EDC value proposition. So, if a company needs a curb cut
approved by FDOT, we will see that it gets done and will add this transaction and its
jobs impact to our reporting. We will master services that accelerate growth and
eliminate obstacles to growth. Our focus is on relevant and measurable solutions to
keep businesses at risk from leaving Collier County and to help them add jobs, whether
a small business of 10 or a large company of 1,000 employees.
C. Entrepreneurship Acceleration
Every community wants to start and grow innovation based new businesses. Not-
withstanding our constraints regarding lack of robust target clusters, we have two
--. significant advantages over most markets — investment capital and management
advisors. Attacking this strategy with the horsepower only Collier County and a few
other markets possess, we can impact entrepreneurship startup and growth in a gazelle
fashion.
Regarding investment capital, we will build a collaborative of funding sources that
collectively provides $500 Million of capital based in Collier County. We will do this
because we can and most places can't. We will build a structure that gives us a
business acceleration tool — a marketing tool — in a fashion that does not impinge the
individual fund requirements of participants, whether they are individual venture capital
funds or institutional funds with offices in Naples. Similarly, the structure will not
minimize our Tamiami Angel Fund. Rather, it will markedly grow it.
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Providing sufficient investment capital to startups, mid -stage ventures, or as part of an
exit strategy for venture capital funds at their planned investment cycle end is a position
of competitive advantage for Collier County thanks to the scale of our investment
sophistication and overall critical mass of resources. Done correctly, and pursued with
patient perseverance, Collier County can assemble capital that will generate sustainable
interest in this community as a place to grow innovative young companies. This
strategy will focus on local as well as out of market entrepreneurs. As it succeeds, it will
become part of our branding strategy and messaging.
The forgoing capital strategy will differentiate us because of our critical mass of CEOs
and retired CEOs who call Collier County home. This asset similarly is the basis for the
other major strategy of entrepreneurship acceleration — executive mentoring support for
management.
Entrepreneurship development is grounded in three things: a sufficient flow of good
ideas, solid management and capital. Our strategy to build solid management through
senior mentoring support gives us competitive market differentiation in the second of the
three pillars of entrepreneurship growth.
On a per capita basis it is fair to argue that Collier County has more CEOs and more
successful business experience than any community in the United States. Matching our
CEO mentor resources with entrepreneurs and their growing companies will position
Collier County as the U.S. high watermark of developing great management teams.
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COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
9/9/2011
Whether as advisors or board members, or even as management members themselves,
we will become known as THE place to be for this critical part of the entrepreneurship
success formula. In fact, there is a company in Collier County today considering
relocating it's headquarters to another corporate city because of the inability to get the
growth support from the CEO network we have in this county. We won't, we can't, let
this happen. We will be the hot spot of the United States for supporting
entrepreneurship acceleration with our unparalleled CEO resource base.
IV. INTELLECTUAL CAPITAL
Talent quantity and quality is our biggest priority and our most challenging strategy from
entry level to young professionals to senior management. From the affordable housing
crisis of only a few years ago to today's issues of internships, curriculum design for our
employers' needs, and young professional recruitment and retention, talent is at the top
of our agenda in this new strategic plan.
The agenda is both broad and deep. It is fraught with obstacles. Many communities
around the United States have, and continue to struggle with, this issue as their number
one challenge.
As an example of the severity of this talent issue, it is worthy to make note of a
competitive market in the southeast United States that has only one Fortune 500
headquarters. This company has announced to their local community leaders
25
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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that they will move their headquarters to another southeast U.S. city as soon as
the current CEO retires, all because of the difficulty in recruiting mid -level and
senior talent. This company is only staying where it is because it is the CEO's
hometown. The company will indeed move. It will in fact be a huge blow to that
community which will lose it's only Fortune 500 headquarters.
For Collier County, we will attack this talent issue with a multi- faceted strategy at the
educational levels as well as at the recruiting and lifestyle levels. We will restructure our
talent pillar group from Project Innovation with a business plan supported by action and
metrics. We will match FGCU, Hodges, Ave Maria and other educational leadership
with our large employers. Human Resource management at those employers will
become better salesmen for Collier County. Higher education institutions will be
focused on Collier County careers first, national talent supply second (e.g. health care
internships).
The Collier County community and our vast and amazingly generous philanthropic
leadership have done a remarkable job taking care of our at risk youngsters. In many
ways, we have set the best of class benchmark for this compassion and support. The
end of this pathway for these youngsters is a relevant life, contributing to our society as
an adult. This is where a good job is the reward for them and for our community. It is
here, with a good job for these young citizens, that this journey of personal maturity and
responsibility is completed and a new chapter begins.
Nei
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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Our talent strategy with focus, action, accountability and leadership will bridge the tough
issues from playground to paycheck. This effort will succeed over time if we stay the
course with sufficient leadership and consistently adjust as we move forward.
The other thrust of our talent strategy is recruiting. Whether IT, young professionals or
senior management, talent recruiting will become a proactive channel of our outreach
work. Our branding and marketing program will encompass talent messaging,
recognizing we have financial constraints in a space that will become very crowded as
the national economy recovers and at some point companies across the united States
return to chasing talent on a wholesale basis.
But beyond marketing we will add two other components, both growing out of Project
Innovation. First, we will develop a model that works directly in support of our individual
Collier County companies as they engage in recruiting workforce and management
personnel. We will expand their teams, their systems, their strategies. We will bring to
the table our best HR and recruiting staff from the ranks of our retired core of volunteers
sharing their own commitment to the seriousness of this issue. Second, our strategy
will encompass a new and major attention on our young professionals and their life in
Collier County, whether professional fulfillment or entertainment. Both demand much
more priority and attention as we must compete for this type of talent as the next
generation of Collier County leadership. Building our business plan for this part of our
implementation strategy encompasses a wide range of creative work from leadership
^ courses held here by the nations top business schools to a focused effort with our
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COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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restaurant and entertainment leadership (e.g. Fifth Avenue and Mercato) to raise the
bar on our young professional's everyday and weekend lifestyle.
In summary, our new strategic plan function is about marketing, sales and direct
services to impact quality business growth that builds on our strengths. As we
implement, measure and adjust, we will manage business sector diversity being realistic
about our
constraints in
cluster
depth
and
being realistic about incentives
to drive
growth in
clusters. We
will be
driven
by
leadership that is committed to
metrics,
accountability, impact, speed and flexibility.
GETTING THERE FROM HERE
To position our strategies for the best opportunity for success we are significantly
shifting our economic development delivery system to a new structure considering our
past strengths and weaknesses as well as both extensive input from current
stakeholders and a review of best practices of economic development organizations
elsewhere in Florida and nationally.
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COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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V. OUR ECONOMIC DEVELOPMENT DELIVERY SYSTEM
A. Southwest Florida Economic Development Partnership
Much work preceded this strategic plan a few years ago. That effort explored,
researched, met extensively, drafted collaborative MOUs, assembled a bit of money,
conducted a branding strategy and launched a website. This regional groundwork led
by the EDC and a few of our most tireless volunteers was a valiant start.
Input and research through this strategic planning process concludes that we are now
ready for a formal launch of this multi - county partnership as a stand alone entity to
better leverage the branding, marketing and business attraction programs of the
southwest Florida counties.
In addition, this new organization will lead a talent growth business plan to win the
workforce challenges of Collier County employers, our high school and college
graduates, and our young professionals who want career options and fulfilling lifestyles
to work for them right here in this community.
Initially, our partner will be Lee County. As Sarasota, Charlotte, Glades and Hendry
Counties each want to become a member of this Partnership, we will be ready to
embrace that growth. We understand the challenges with the details of designing and
^ implementing this multi - county partnership. We've explored these issues by looking at
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COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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many other multi - county economic development organizations elsewhere. We have no
doubts about being successful.
We are committed to incorporating this regional Partnership as a 501(c)(6) and building
it out with the proper Board, staff and budget. Our strategy calls for a $1,200,000
annual budget balanced equitably across the counties and their the public sector and
private sector participants. It also calls for a national search for a top marketing and
business development executive.
We target officially opening the Partnership's doors for business in Q1, 2012. We will
put Collier County on the radar screen as a desirable business destination and we will
00_�, enhance the same message for Southwest Florida. The Southwest Florida Economic
Development Partnership will be the vehicle to deliver on these objectives.
Sources and uses of funds
We will structure a fair and reasonable formula for county by county participation. We
expect the bulk of the funds will come from Lee & Collier Counties. Collier County's
responsibility should likely be in the $350,000 yearly range. This should be satisfied by
Collier County funds, e.g. $200,000 of the funds previously dedicated to the EDC, along
with a Board level private sector investment which we recommend be a minimum of
$25,000 annually per investor.
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COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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We believe that through an active task force of private sector leaders confirming the
funds to comprise a $1.2M operating budget, crafting an initial operating agreement,
forming the 501(c)(6), recruiting the initial Board of Directors and adoption of by -laws,
and the recruitment of an outstanding marketing and business development lead staff
executive, we can launch the Partnership in Q1, 2012.
The Partnership's use of funds in general should follow this pro forma:
Staff of five $550,000
Public Relations, Branding, Communications $300,000
Travel, Project Management Support $90,000
Prospect Research $50,000
Office Operating Expense 210 000
TOTAL BUDGET $1,200,000
B. Collier County Economic Development
There are four structural components to this delivery system at the Collier County level.
The sum total of the SWOT Analysis of the EDC leads to this shared responsibility as
follows:
i. A Reinvented EDO. Our strategy encompasses a new name — The Naples
Collier Business Alliance. It also encompasses a new location a class A office
representing our front door to the outside business world. It also includes amended
"by -laws" reflecting a private sector investment structure with a revised program
31
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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^ charter which is narrow and customer focused on measurements of results not
volume of activities. It will be accountable to investors and to citizen stakeholders
with an annual report card to the community.
This new EDO role will be limited to:
1. Business retention and expansion direct outreach and direct services.
2. Direct work with out of town business prospects to sell them on locating in Collier
County.
This EDO will be funded by the private sector, both businesses and individuals, through
annual tax deductible investments. Our pro forma budget is $1,100,000 per year. We
are targeting Q1, 2012 to launch this new EDO following a national search for a highly
qualified staff executive and the recruitment of a new Advisory Board. The current EDC
and its Board will remain in place as the transition team until these changes are in
place. A number of these individuals are expected to move to the new Board.
Sources and uses of funds
The current EDC Board or a task force appointed by it, serving as a transition team, will
be focused on an executive search for a new staff exec, the adoption of operation
guidelines, building a new $1.1 M budget of private sector investments, recruiting a new
Board and relocating to new offices along with new staff to the extent the transition team
,..� so determines appropriate. All to be accomplished sometime in Q1, 2012.
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COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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The sources of funds will come from Collier County tax deductible business and
individual investments which should respond to the following target investment levels
(minimum investment):
CEO Group support
Executive Council
Advisory Board
Team and committee chair persons
Partners
Ambassadors
over $25,000
$25,000
$15,000
$10,000
$5,000
$2,500
120 private sector investors allocated among these levels will form the private sector
funding base of this reinvented organization. In addition to this annual investment
structure, this newly reconstituted EDO will also launch an endowment program to
secure permanent private sector funding capable of sustaining the operations of this
economic development organization for the long term. Collier County is one of the few
communities in the country capable of accomplishing the creation of a private sector
endowment for economic development. A separate task force will be established for
this purpose with a goal of having the endowment fully in place by the end of the five
year period of this strategic plan.
The use of funds will follow this pro forma:
Staff of seven $510,000
Communications $40,000
Project Management & Support $70,000
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COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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BRE Program Expense $80,000
Entrepreneurship Accelerator Program $110,000
Investor Relations Program $90,000
Office Operating Expense IZQQ 000
TOTAL BUDGET $1,100,000
iii. Collier County Government
a. Staffing
This strategic plan calls for Collier County government to become a more direct partner
in the delivery system by adding a qualified ED Director reporting to the County
Manager.
This ED official would be housed at the Collier County government center and have two
core responsibilities:
1. Directly assisting customers working with the Planning Commission and County
staff to better facilitate their experience with the permitting process.
2. Directly assist those projects seeking incentives, including preparation of the
presentation to the Board of County Commissioners justifying the incentive
award. All work and research on the application and on the company would
need to be completed by this economic development director and presented by
her with her recommendations.
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COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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^ The funding of this new position would come from the $400,000 currently set aside by
the Board of County Commissioners for the EDC. This will leave a substantial balance
which we recommend be directed to the new Southwest Florida Economic Development
Partnership. This is a very meaningful way to leverage the leadership and the
resources of Collier County to put Collier County on the map for site selectors and
companies making it clear that we are open for their business, that we mean business
and that we have the right attitude about relevant job growth.
b. Incentives
Perhaps one of the most talked about issues for the economic development toolbox
concerns proper County incentives to encourage business growth. With Lee County's
A-111 $25M incentive fund and communities across the country doing everything possible to
strengthen their own incentives to make their place more enticing for job growth, it
seems fundamental that we have to have a respectable incentives package in our
arsenal for expansions and for new companies
Incentives are an interesting paradox. While most people don't like them, everybody
wants them. This is akin to internet sales tax. A federal solution may well be the only
way to sunset this location tool — always annually ranked in the top 4 of location
decision factors for company executives and their site selection consultants.
As a number of states before and after, Ohio undertook a major study of
�-. incentives several years ago. The legislative proponents of the study were
35
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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hoping to end incentives in Ohio. The report concluded that Ohio needed to
make their incentives bigger and more aggressive in order to compete, which is
exactly what they did.
Collier County needs a consistent, reliable incentive package, more than anything else,
just to help demonstrate an `open for business' attitude. Collier County does not have
the fiscal ability to create and sustain significant funds for incentives that would be large
enough to be a tie - breaker or as a deal maker by itself. Our Collier County
administration, elected officials and business leadership can and needs to make up for
this inherent weakness and reality by creating an environment where good businesses
truly want to be. Incentives can be a valuable tool to help us win expansions and
relocations. But it must be our other distinguishing characteristics that get companies to
want to be here, stay here and flourish here.
Because of the excessive constraints' and angst over administering Collier County's
current incentives, it would indeed be a significant improvement to create a designated
funding source as the incentive processes is also amended to be efficient and helpful.
There is a strong consensus that supports a referendum to establish such a funding
source and also to improve the terms of qualification and use of these incentives. An
important strategy within the next five years of implementing this overall strategic plan is
to craft an improved, meaningful incentive plan, take it to the Collier County voters, get
them properly educated and secure a resounding passage of a referendum and vote of
9M
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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confidence from a broad base of our stakeholders. The timing must be carefully
strategized. Bad timing alone could seal the fate of defeat . As we work toward the
best timing, we just must remember that every month that passes without a solid and
funded incentive plan in place represents lost opportunities as business decision
makers will simply tend to go elsewhere.
The goals of the incentives should not only encourage above average wages and
capital investment, but also should encourage industries that best advance our vision.
Beyond targeting industries, our process will consider issue specific crafting that
encompasses targeting geography (e.g. everybody is going after Chicago and Illinois
businesses currently - how can we differentiate Collier County ?), targeting sales (e.g.
target workforce specialties such as IT), target investment (e.g. provide incentives to the
equity investor), targeting the business assets of company owners (e.g. private aircraft),
targeting the personal assets of business owners (e.g. yachts, stock options).
The referendum structure itself will be extremely critical. The strategic plan Steering
Committee considered more than one such structure. For instance, a package of uses
of a special sales tax fund which includes other important needs within the County
would tie business growth to quality of life.
A task force will be created under the oversight of our new CEO Group and charged
with designing this incentive plan, its rules of administration and a referendum plan with
.•%, a target for completing referendum passage within the next 18 months.
37
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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iii. The Naples Chamber
Our Chamber of Commerce has a critical role in the strategic plan:
1. Small business support such as through local programs, business improvement
seminars and conferences, etc.
2. Public policy and effective governance.
The first is a relatively straight forward expansion of Chamber member services with a
mix of current programs and a blending of activities previously handled by the old EDC
which the new EDO will not be doing such as most of Project innovation. The second
prong is the real meat of the Chamber's responsibility as it encompasses all of the
communication, advocacy and political work that directly impacts the quality of our
Collier County product from infrastructure to influencing and educating our elected
officials and our broader community on the importance of alignment, shared vision and
a business friendly environment.
As the strategic plan started with a reference to the fundamental requirement for
alignment and a business friendly environment, so it closes with this essential
educational role in the hands of the Chamber where it is often housed as a best practice
in other communities. We also believe this expanded role will add. significant value to
the Chamber in the eyes of its members.
38
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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VI. Measuring Success
This is a five year strategic plan. It calls for five year goals reflecting where we want to
be at the end of the five years, or more specifically September 30, 2016. Progress will
be measured annually to be sure we are on track and to make adjustments in our
priorities, metrics and goals as the marketplace and related circumstances renders most
prudent. We will issue an Annual Report Card to the public. The regional Partnership
will do so as well.
The CEO Group, our senior advisory council, will collaborate on the five year goals with
both the Southwest Florida Economic Development Partnership Board and Naples
Collier Business Alliance Board. They'll also recommend to the Partnership Board and
the Naples Collier Business Alliance Board the annual priorities and measurement
metrics to be set by each Board. Most importantly, the CEO Group will be the signators
of the Annual Report Card.
39
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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VII. Summary
Our future is grounded in the implementation of this plan. What really matters in our
journey toward economic development success is the passion of our people not the
prose of this paper.
Our community is blessed with incredible individuals. Engaging their commitment to
the phases of the journey outlined in this plan will move Collier County, its
businesses, its families and its quality of life decisively to the next level, helping to
make this a better place for all of us.
40
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
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APPENDIX A
Collier County Steering Committee
John Barlow, Jr.
Richard Botthof
The Naples Trust Company
Wilson Bradshaw
Florida Gulf Coast University
Jim Burke
David Call
Fifth Third Bank (South Florida)
Tim Cartwright
Fifth Avenue Advisors
Mei -Mei Chan
News Press
Tom Conrecode
Southwest Florida Transportation Initiative
Myra J. Daniels
Philharmonic Center for the Arts
Will Dempsey
Thomas Flood
Collier Enterprises, Ltd.
Blake Gable
Barron Collier Companies
Todd Gates
GATES Construction
Dudley Goodlette
Dick Grant
Grant, Fridkin, Pearson, Athan & Crown, P.A.
Jim Hoppensteadt
Pelican Bay Foundation
Alan Horton
41
Edward Morton
Wasmer, Schroeder & Company, Inc
Bob Mulhere
Mulhere & Associates, LLC
Dave Neil
Naples Daily News
John Passidomo
Cheffy Passidomo
Fred Pezeshkan
Manhattan Kraft Construction, Inc.
Ursula Pfahl
Yamron Jewelers
Russell Priddy
Sunniland Family, L. P.
Patrick Renda
Renda Broadcasting
Al Reynolds
Wilson Miller Stantec
Garrett Richter
First National Bank of the Gulf Coast
Mayela Rosales
Azteca America Southwest Florida (Media Vista)
Reinhold Schmieding
Arthrex Inc.
Keith Short
IBERIABANK
Katie Sproul
Barron Collier Companies
Andrew Sroka
Fischer International
Janet Vasey
Dolph von Arx
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
9/9/2011
Bob Koenig
Manhattan Kraft Construction, Inc.
James Malone
Qorval
PJ Marinelli
Naples Capital Advisors Inc
Jim Moore
Economic Development Office of Lee County
wil
Allen Weiss
NCH Healthcare System
Len E. Zaiser
Structure Medical, Inc
Len Zaiser, IV
Structure Medical, Inc
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
9/9/2011
APPENDIX B
Collier County Economic Development SWOT Analysis Summary
Strengths
• Quality of life
• CEO critical mass
• Beauty
• Philanthropy
• Environmental priority
• The Phil
• Wine Festival
• RSW
• FGCU, Hodges, Ave Maria
• NCH, Arthrex, ASG, HMA
• Investment capital
• EDC's Economic Gardening
• EDC's Project Innovation
Weaknesses
• Lack of leadership or ED
• Top CEOs not engaged
• EDC politicized
• EDC whipping post
• Lack of regionalism
• Unreliable, noncompetitive incentives
• Jackson Lab experience
• Lack of alignment
• Workforce capacity
• Business diversity
• Young professionals environment
43
COLLIER COUNTY STRATEGIC PLAN FINAL DRAFT
9/9/2011
Opportunities
• Community alignment
• Top CEO engagement
• Retired CEO engagement
• The Naples brand
• Regional partnership
• Investment capital
• EDC Economic Gardening
• Reliable and relevant incentives plan
• Jackson Lab experience
• Talent development
• YP leadership, YP environment
• Enterprise Florida and the Governor
Threats
• Lack of alignment
• Not enough pain
• Jackson Lab process
• Too smart for our own good
• County ad valorem tax imbalance
• Other Florida markets that are aligned
• State and other regions moving ahead without Collier County
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