Agenda 12/10/2013 Item #10B 12/10/2013 10.B.
EXECUTIVE SUMMARY
Recommendation that the Board of County Commissioners approve sharing in the cost of
engaging a professional consulting firm with the Partnership for Collier's Future Economy
(a subsidiary of Collier's Chamber of Commerce), to draft a "Community and Economic
Development Strategic Plan" for the benefit of Collier County. The total estimated cost of
the project is $222,000. The County's not to exceed share of the project cost is $111,000
which includes one half of the consulting services contract costs ($71,000) and one half of
the Partnership's allocated internal project management and overhead expenses ($40,000).
The Plan shall outline the necessary steps needed to brand, market, promote and sell the
County as an economic development destination for relocating businesses and for
entrepreneurial growth, all in the interest of promoting an environment that allows for job
creation. In addition, authorize the Board to waive the competitive solicitation
requirements pursuant to Section V(A) of the Purchasing Policy.
OBJECTIVE: To assist the Partnership for Collier's Future Economy with the development and
implementation of a comprehensive, detailed economic development strategy for our
community.
CONSIDERATIONS: On June 26, 2012,the Board authorized the establishment of the Collier County
Office of Business and Economic Development. This Office was to serve as the public sector component
of a proposed Public/Private economic development structure recommended as a best practice model in
the comprehensive Comparative Counties economic analysis report issued by Hodges University on April
23, 2012. The Greater Naples Chamber of Commerce established the Partnership for Collier's Future
Economy on January 14, 2012 to serve as the private sector component of this joint venture.
Both agencies have identified the need for a comprehensive strategic plan to provide a clear road map for
economic success, together with a detailed implementation blueprint for activating the plan's objectives
into actionable, measurable results. The specific action plans and performance metrics produced as part
of this planning effort will form the basis of the future ongoing inter-local agreement between the County
and the Partnership that establishes formal structures, duties, program responsibilities and financial
commitments for the public/private partnership.
The Partnership has identified an industry leading economic development consulting firm, Market Street
Services, Inc., to develop this plan. A detailed proposal is included in the backup materials for this item.
The engagement contemplates an eight-month process that includes a comprehensive research phase
followed by the creation of a detailed Strategy and thorough Implementation Plan. The Partnership has
asked the County to share equally in the cost of this important project.
FISCAL IMPACT: The total estimated cost of the project is $222,000. The County's not to exceed
share of the project cost is $111,000 which includes one half of the consulting services contract costs
($71,000) and one half of the Partnership's allocated internal project management and overhead expenses
($40,000). Funding is available in the Business and Economic Development Department annual budget.
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GROWTH MANAGEMENT IMPACT: This project supports the goals and objectives of the
Economic Element of the adopted Collier County Growth Management Plan.
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney. As this is not a
CCNA solicitation with strict statutory requirements for competitive solicitation, the Board may waive
the requirement for formal competition pursuant to Section V(A) of the Purchasing Policy, finding that it
is in the best interest of the County to do so. This item has been approved as to form and legality and
requires majority vote for approval.—JAK
RECOMMENDATION: That the Board authorizes the joint funding proposal outlined herein with The
Partnership for Collier's Future Economy to fund in part, as outlined, the community and economic
development strategic plan to be prepared by Market Street Services,Inc. and waives the requirements for
formal competition pursuant to Section V(A) of the Purchasing Policy as it is in the best interest of the
County to do so.
Prepared by: Commissioner Georgia Hiller, Chair; County Manager Leo Ochs; Bruce Register, Office of
Economic Development; Dudley Goodlette, Chair Elect - Chamber of Commerce; John Cox - Executive
Director-Chamber of Commerce
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COLLIER COUNTY
Board of County Commissioners
Item Number: 10.10.B.
Item Summary: Recommendation that the Board of County Commissioners approve
sharing in the cost of engaging a professional consulting firm with the Partnership for Collier's
Future Economy(a subsidiary of Collier's Chamber of Commerce),to draft a "Community and
Economic Development Strategic Plan"for the benefit of Collier County. The total estimated
cost of the project is $222,000. The County's not to exceed share of the project cost is
$111,000 which includes one half of the consulting services contract costs ($71,000) and one
half of the Partnership's allocated internal project management and overhead expenses
($40,000). The Plan shall outline the necessary steps needed to brand, market, promote and
sell the County as an economic development destination for relocating businesses and for
entrepreneurial growth, all in the interest of promoting an environment that allows for job
creation. In addition, authorize the Board to waive the competitive solicitation requirements
pursuant to Section V(A) of the Purchasing Policy. (Commissioner Hiller)
Meeting Date: 12/10/2013
N Prepared By
Name: BrockMaryJo
Title: Executive Secretary to County Manager, CMO
12/4/2013 11:21:45 AM
Submitted by
Title:Executive Secretary to County Manager, CMO
Name: BrockMaryJo
12/4/2013 11:21:46 AM
Approved By
Name: OchsLeo
Title: County Manager
Date: 12/4/2013 5:24:29 PM
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Community and Economic Development Strategy
TABLE OF CONTENTS
2
Overview
3
Scope of Work
Phase 1:Competitive Assessment 4
Phase 2:Target Business Analysis 6
Phase 3:Marketing Review 7
Phase 4:Community and Economic Development Strategy 8
Phase 5:Implementation Plan 9
Project Timeline 11
12
Firm Experience
Cost Estimate 13
Next Steps 14
Cover photos sourced from the Greater Naples Chamber of Commerce limited to uses associated with this
proposaL
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Community and Economic Development Strategy
OVERVIEW
Though Collier County weathered the Great Recession much better than many of its peer communities
throughout the nation, there is no doubt that changes to the regional, national, and global economy
requires new thinking for the Greater Naples Chamber of Commerce (the Chamber), the Partnership for
Collier's Future Economy (the Partnership), County leaders and other partners. Post-Great Recession
realities and the organizational and leadership changes that have taken place in Greater Naples in recent
years require that community leaders take a close look at the county's competitive position and the
strategy and tactics that will be needed to further enhance opportunities for prosperity.
While there have been discussions about how a strategic plan could benefit Greater Naples, and research
has been conducted regarding how other communities in Florida organize economic development efforts,
a holistic, comprehensive strategy development process has not been undertaken. Recent agreements
reached by the Partnership and County are an important first step in this process, and provide a
collaborative framework from which to move forward.
Market Street will use all of the work conducted and information gathered to date to provide guidance for
a strong group of Greater Naples leaders to develop a clear road map for economic success. Our research
will provide an in-depth assessment of the trends that have made the community what it is today, where
those trends may be taking Greater Naples, what the Partnership and other leaders can do to create the
most prosperous future possible, and how implementation can be successfully accomplished. Our
proposed approach includes five sequential phases that can be completed over the course of eight months
or less. Our reports will provide information about the Greater Naples community that has never been
provided before, and our practical experience from throughout the nation will facilitate the development of
actionable,measurable,and creative customized specifically for the Greater Naples community.
Now is the time to take Greater Naples to the next level, and focus on Collier County's future economy.The
process outlined in the pages that follow will produce a five year strategy and collaborative framework to
ensure that this becomes an enduring initiative for decades to come.
Market Street was founded in 1997 as an alternative to the traditional community and economic
development consulting firm.Founder and CEO,J.Mac Holladay, has more than 30 years of experience as a
Chamber professional and as state economic development director. Our staff has worked in 33 states and
more than 150 communities to devise measurable, achievable strategies and have first-hand experience in
clarifying what is needed organizationally to successfully implement those strategies. We are in this
business because we believe that it is important to:
✓ improve the places we live,work,and visit,
✓ enhance the lives of those that live in,work in,and visit our communities,
✓ see sustainable,continued positive change in our communities,
✓ challenge the status quo as"the enemy"of positive change,and
✓ pass on a better world to future generations.
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SCOPE OF WORK
With the goal of developing a comprehensive, holistic, Community and Economic Development Strategy,
we propose an eight-month process that includes a serious research phase followed by the creation of a
detailed Strategy and thorough Implementation Plan, and have outlined the steps required on the
following pages.
Steering Committee
At Market Street, we believe that our role is to provide the very best research and facilitation that is
available,yet key decisions related to the final Strategy and its components must be made by the Greater
Naples community volunteer leadership.Market Street recommends that the Steering Committee consist of
20-25 individuals and can help outline a process for identifying potential Steering Committee members.
This group should include key members of the public and private sectors who, combined, are diverse and
represent the interests of the community at large. Bringing together the right group is key to ensuring
early buy-in for this process and is the first step toward ensuring that the process is as inclusive as possible.
Potential committee members include:visionaries and leaders in the community("super citizens"); business
leaders (large and small employers); civic leaders; educational leaders (K-12, higher education); social
service and non-profit leaders; public sector representatives; elected officials; faith-based representatives;
media representatives;and representatives of other organizations key to implementation.
The responsibilities of the Steering Committee will be to:
• Trust the process;
• Put the needs of Greater Naples ahead of personal and business interests;
• Be a consensus builder;
• Keep the"big picture"in focus;
• Attend and actively participate in meetings over the course of the process;
• Share knowledge of Greater Naples'strengths and weaknesses with Market Street;
• Invest the time needed to review draft reports and be prepared to discuss the deliverables in detail
at Steering Committee meetings;
• Make decisions about the strategic planning process,including the approval of final documents;
• Be an active proponent of the process;
• Suspend judgment and listen to other Steering Committee members'input;
• Maintain confidentiality of discussions held in meetings and draft reports;and
• Commit to the successful,timely implementation,and tracking of the strategic recommendations.
Throughout the effort, Market Street will consult with the Steering Committee to keep the process on track
and verify key issues. The project will include seven committee meetings, sequenced around the
presentation of project deliverables,with Market Street facilitating the meetings.
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Familiarization Tour and Project Initiation
The project will kick off with a full-day community familiarization tour of Greater Naples by Market Street
staff. Planning for the community visit will begin immediately, with a conference call between Greater
Naples leaders and the Market Street team held in the first week of the process. This call will also provide
an opportunity for Greater Naples leaders and Market Street staff to make a series of preliminary decisions
that will set the rest of the process in motion.
The community visit,which can be held within a week or two following the initial call,will give the client the
opportunity to present Greater Naples' community assets, facilities, amenities, and destinations to the
Market Street team. Areas of interest might include the Artis-Naples cultural campus, Downtown Naples,
campuses and centers of higher education, Marco Island, Big Cypress National Preserve, and the
northernmost portion of Everglades National Park. This initial trip will ensure that the Market Street team
gains first-hand exposure to community assets that may be discussed in interviews and focus groups and
analyzed as components of the Competitive Assessment.
Phase 1: Competitive Assessment
The Competitive Assessment will provide a detailed examination of Greater Naples' competitiveness as a
place to live, work, visit, and do business. During this phase, the Market Street team will evaluate both
quantitative and qualitative data as well as previous research conducted. Our team's quantitative analysis
will build on the Collier County Comparative Analysis Project completed by Hodges University in 2012
which provided a statistical overview of the county compared to 10 other Florida counties.Our Assessment
will take this informative, baseline data a step further by expanding the universe of data and by
benchmarking Collier County against three carefully-selected national peer and aspirational communities,
the State of Florida,and the United States.
Rather than simply describing trends for a variety of data points, the Competitive Assessment will
synthesize key findings from the quantitative and qualitative analysis to frame the discussion around the
key "stories" and competitive issues facing the community. This approach is intended to produce a
resource that does not simply identify key findings but uses them to determine strategic implications for
the community.
An Analysis of Greater Naples'"People, Place, and Prosperity"
The Market Street team will analyze indicators to assess the community's competitiveness across a wide
variety of areas. The final list of indicators to be examined by the Market Street team will be developed
once a more comprehensive understanding of the issues facing the county is gleaned from introductory
research and qualitative input. Our firm's commitment to holistic community and economic development
strategic planning ensures that the Assessment will answer key questions about Greater Naples' People,
the community as a Place,and economic structure issues that affect Greater Naples' long-term Prosperity.
Some of the indicators that may be included are:
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P=vp >a 1. Social and demographic trends such as population growth, age composition,
racial/ethnic composition,educational attainment,income,and poverty.
2. Physical factors ranging from home prices, housing composition, and commuting
trends to public school performance,community amenities,and public safety.
rc^,rpa;rty 3. Economic conditions including employment, unemployment, labor force
participation,tax climate,etc.
Methodology
Our team will use Collier County as the primary geography but will also integrate regional data by
including the Naples-Marco Island Metropolitan Statistical Area (MSA) as a secondary geography when
relevant. The most recently available reputable and reliable private, non-profit, local, state, and national
public data sources will be leveraged, with every effort made to match methodologies and units of
comparison across sources to provide the most accurate and informative analysis of Greater Naples'
economy. Primary data sources include the U.S. Census Bureau, the U.S. Bureau of Labor Statistics (BLS),
and the U.S. Bureau of Economic Analysis (BEA). Market Street will work with Greater Naples leaders and
community and economic development partners, including Hodges University and Florida Gulf Coast
University (FCGU), to obtain locally available data as needed. This methodology standard will be used for
Phase 2:Target Business Analysis as well.
Stakeholder Input
Critical to the success of this strategic planning process is the inclusion of stakeholders in the development
of the core tenets and priorities of the Strategy. Market Street has had success involving the public in its
client communities, using a variety of different methods to facilitate discussion, solicit input, and build
community consensus.
The development of discussion topics and questions will be informed by feedback previously gathered by
the Chamber and partners, including the annual Business Climate Survey, targeted industry focus groups,
community outreach campaign,and Annual Forum.
Ultimately, this component of the Competitive Assessment will provide the Steering Committee feedback
from community members on Greater Naples' strengths and competitive niches, as well as the challenges
and unrealized opportunities that remain.It will also educate and engage the broader public. Market Street
recommends the following stakeholder input mechanisms:
• Focus groups and interviews:Market Street will conduct two days of input approximately six weeks
after the project kickoff meeting is held, including 10-12 interviews and 8-10 focus groups. This
represents what we perceive as the minimum input necessary to adequately inform the research
and strategic planning phases.
Ideal interview candidates are key business leaders, elected officials, regional and state economic
development partners, representatives from the education community, Excellence in Industry Award
recipients, Leadership Collier graduates, and other community leaders. Focus group categories
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could include small business owners and entrepreneurs, large employers, K-12 educators, higher
education representatives from the surrounding region, young professionals, community and
economic development professionals, innovation leaders, and elected and/or appointed officials.
The appropriate schedule, balance, and composition of interviews and focus groups will be
determined during the project initiation call.
• Online survey:Market Street would also develop and host an online survey that would be open to
all residents and employers throughout Greater Naples. The survey could be promoted using a
variety of outreach methods, including email distribution lists, social media tools, local media
outlets, and partnerships with local service providers and business establishments. Market Street
would work with the client to identify the ideal survey tool and publicity methods including time-
tested and cost-effective survey tools like SurveyMonkey.com. Our team will work closely with the
Partnership and other stakeholders to align the survey with other ongoing business polling
activities to avoid duplication.
• Project website: Finally, our team recommends that a project website be developed to allow all
stakeholders full access to the process and key deliverables once the Steering Committee has
approved these deliverables for public distribution. The project website provides an ideal location
for the survey to be prominently promoted. For an example of a current Market Street project
website,please see maconbibbedstrategy.com.
Phase 2: Target Business Analysis
Communities across the country are pursuing economic development strategies that seek to support the
development of agglomerations of related business and institutions that can benefit from co-location and
leverage the unique assets and advantages that the communities have to offer. Our Target Business
Analysis will identify those sectors of economic activity within Greater Naples that can drive future growth
and wealth creation given the presence of existing assets that make the community a desirable location for
such activities.
Understanding that Greater Naples leaders consider existing business clusters to include Health Services,IT,
Biotech, Lively Arts, Finance, Hospitality, Retail, and Building Real Estate, our team will seek to precisely
define these clusters, confirm their viability and identify other targets that could add to the community's
prosperity,including the articulation of specific sub-sector opportunities.
Market Street's approach and key concepts
In the field of economic development, there are many methods used to identify economic development
targets; however, many are based on incomplete or strictly industry-focused (business-sector-focused)
methodologies. Such approaches ignore a variety of important issues from workforce attributes to
educational assets to geographic advantages, all of which are vital to businesses. Market Street's approach
to target identification is rooted in an examination of the region's workforce—the occupations and types
of knowledge that support the region's business activities — as opposed to strictly focusing on business
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sector composition and growth.This"bottom up"approach stands in contrast to the traditional"top down"
approach long utilized in cluster identification and analysis;it recognizes the ever-increasing importance of
talent and workforce sustainability to the business community.It is complemented by an evaluation of the
region's business climate, infrastructure, research assets, educational programs, and many other items that
factor into site location decisions for specific types of business activity.
The research related to business sector and occupational composition conducted for this phase of the
process will be based on analysis of trends observed in Collier County. However, consideration will also
been given to regional assets located outside of Greater Naples as well.
Data covering inter-industry purchases provides tremendous insight into the degree to which firms benefit
from co-location and the ability to purchase products and services from local suppliers. By examining the
percentage of a sector's requirements (expenditures) that are satisfied within the community (Collier
County), it is possible to determine areas of expenditure leakage. When firms purchase goods from
suppliers outside the community, money is leaving Greater Naples.When leakage is reduced, employment
and income multipliers rise.That is to say,when leakage is reduced and clustered firms are sourcing locally,
the economic impact of each new job created is maximized.
Methodology
The Target Business Analysis will present a variety of data points covering concepts such as business sector
employment composition, wages, establishments, occupational composition, workforce demographics,
exports, inter-industry expenditures, job openings, and degree completions. All of the aforementioned
quantitative data is sourced from Economic Modeling Specialists, Inc. (EMSI), an industry-leading provider
of proprietary data, aggregated from public sources such as the Census Bureau, the Bureau of Labor
Statistics, the Bureau of Economic Analysis,the National Center for Education Statistics, CareerBuilder, and
many others. EMSI was acquired by CareerBuilder in 2012.
Phase 3: Marketing Review
An analysis of the Chamber and Partnership's
economic development marketing efforts will , -
complement the target business research by
confirming the viability of existing programs and
i
identifying potential enhancements to future efforts.
Our team will work closely with Chamber and.
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Using best-practice methodologies and our expertise if
in economic and workforce development, Market
Street will review current marketing efforts
spearheaded by the Chamber and Partnership. The
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Review will include an assessment of the Chamber's website to gauge its effectiveness as marketing tools,
with specific consideration of appearance, content, effectiveness, and utility for external audience
information gathering and data collection. There will also be a review of advertising and collateral
materials, inbound/outbound marketing events, public relations, trade shows, site location professional
visits,and branding and identity-building efforts.
Coupled with the key findings of the Competitive Assessment and Target Business Analysis, Market Street
will leverage the principal takeaways of the Marketing Review to directly inform development of key
components of the Community and Economic Development Strategy.
Phase 4: Community and Economic
Development Strategy
The Community and Economic Development Strategy serves as the blueprint for ensuring that the
Partnership will be able to fulfill its commitment to assure continued growth and viability in Collier County
and for the municipalities within the county.It will also be a holistic strategy,with tactical, measurable, and
actionable details that will serve as the Partnership's program of work.
The development of the Strategy will be guided by a proven approach that encourages full engagement by
the Steering Committee.Our methods include the steps outlined on the following pages.
Review of Key Findings from Previous Deliverables and Input: The basis of the Strategy will emerge
from the prioritized targets, existing plans, quantitative research, and stakeholder input. Issues and
opportunities identified serve as the framework to match potential strategies for economic development.
Draft Community and Economic Development Strategy:The draft Strategy will include suggested goals
for each key issue area, developed with close guidance from the Steering Committee. Potential objectives
and action steps for each goal area will be discussed and explored. The draft will be inclusive of all
recommended actions that the research determines are necessary for Greater Naples to maximize its
potential related to quality economic growth and diversification.These recommendations will be informed
by existing plans, research,and extensive stakeholder and Steering Committee input.
Intensive Steering Committee feedback: Before the draft Strategy is finalized, Market Street will
incorporate feedback provided by the Steering Committee. Facilitating robust discussions around the
proposed strategic elements and incorporating edits to balance what is realistically achievable with the
civic responsibility to be visionary and bold is crucial to"getting it right."
• Prior to the meeting, Steering Committee members will be asked to complete an online survey
related to the draft Strategy's recommendations, the degree to which they support the
recommendations,and how they should be prioritized.
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• Market Street will use these survey results to identify areas of consensus and disagreement
according to standard deviation. These results will inform facilitation of the Steering Committee
meeting so that discussion of the draft Strategy will be maximally productive.
• During the meeting, PowerPoint-compatible Turning Point interactive voting will be used to
further spur conversation.
Best Practice Recommendations: Market Street will supplement the Community and Economic
Development Strategy with best practices examples from across the nation that further explain the
individual components of the strategy. These best practices showcase what trailblazers in the field are
doing in order to demonstrate what is possible and can serve as a catalyst for conversation and excitement
about how the Partnership and others may develop its own best-practice approaches. The best practices
included throughout the Community and Economic Development Strategy will provide Greater Naples with
a similar chance to learn from innovations and successes occurring elsewhere around the country.
Final Strategy:The final Strategy will incorporate the feedback provided by the Steering Committee and
the best practices previously described.
Phase 5: Implementation Plan
Market Street believes that when the strategic planning process is complete, the real work begins. We do
not plan for the sake of planning or create strategies designed to sit on a shelf. Providing guidance for
timely and effective implementation is one of our core tenets.
As "change agents," the Partnership and Chamber must be inspired by the Strategy. However, they also
must have a blueprint to activate the Strategy's objectives on a day-by-day, month-by-month, and year-
by-year basis until the goals are achieved. While the Partnership will lead implementation, it will take the
complete universe of community partners, including the Collier County Office of Business and Economic
Development,to effectively activate the Strategy's multiple activities.Tactical action steps that concern key
elements like workforce quality, infrastructure capacity,quality of life and quality of place amenities, public
safety, and other issues will require "a team effort." The importance of the Implementation Plan cannot be
undersold.
If the Strategy represents what Greater Naples needs to do, the Implementation Plan determines how to
do it. The Implementation Plan will serve the dual purpose of both operationalizing the Community and
Economic Development Strategy and aligning the organizational structure and operations of the
Partnership with the Strategy.As such,the Plan will serve as the"road map"for putting the Community and
Economic Development Strategy into motion. Key components of the Implementation Plan will inform the
partnerships required and progress-tracking tools necessary for the Partnership to coordinate strategic
implementation.These components include:
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Capacity and Budget Considerations: Market Street will assess the Partnership and Chamber's existing
capacity to implement the Strategy, using previous interviews and ongoing discussions with staff and
volunteer leaders. This will be inclusive of both funding and personnel dynamics needed to successfully
carry the organization through the five-year implementation cycle of the Strategy. Based on the findings of
the research phase and the subsequent feedback, Market Street will assist in determining how to best
mitigate resource or staff capacity issues.
Measurement Tools: The Implementation Plan will include benchmarks and performance measures that
will enable the Partnership and primary stakeholders to track the progress of implementation and goal
attainment. Each goal area will have activity measures and longer-term performance measures.
Performance measures include discrete, measurable indicators that reflect the effectiveness of the
Strategy, such as per capita income, share of residents with a four-year college degree, poverty
rates, average annual wages, commuting times, or other data-driven, objective gauges of regional
progress
Activity measures include actions to pursue and track while implementing the Strategy. Examples
include the number of recruitment leads generated from business retention and expansion visits,
the creation of target marketing plans, and the number of small business owners and
entrepreneurs assisted.
Action Plans: Market Street will assist with the prioritization of key action steps for the first year of
implementation.These activities will include some "quick wins" and the start of certain long-term efforts.A
detailed action plan will also be created for year one and years two through five of implementation. The
Action Plans will include recommendations for estimated launch and completion date of the activity, lead
and support implementation entities, and for some actions, potential cost to implement. The detailed
Action Plans will help the Partnership and its implementation collaborators operationalize the strategy on a
daily basis and provide for seamless transition from planning to action.
Market Street will also work with the Partnership and Chamber to determine the communications protocols
that will best advance the initial outreach and consensus-building for the Community and Economic
Development Strategy. This includes the potential development of press releases, Speaker's Bureau
PowerPoint presentations, and an Executive Summary brochure highlighting the plan's key
recommendations and activities.
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FIRM EXPERIENCE
The Market Street team has the collective experience of working in a wide variety of communities, which
provides us with direct insight into how communities function best, how they recognize and fully leverage
competitive advantages and unique niche opportunities, and how they ultimately succeed. Our client
communities are...
Economic development success stories—Austin, Texas; Nashville, Tennessee; and Des Moines, Iowa not
only consistently appear at the top of national rankings, but they have diversified and strengthened their
economies and created a framework for long-term sustainability.
Recognized by their peers—Tulsa, Oklahoma; Gwinnett County, Georgia; and Springfield, Missouri are all
recent Chambers of the Year, the pinnacle award bestowed by the American Chamber of Commerce
Executives.
Diverse in all aspects—Our work has taken us to more than 150 communities in 33 states, ranging from
Richmond, Virginia to Madison, Wisconsin; from to Cabarrus County, North Carolina to Sioux Falls, South
Dakota;from Rome,Georgia to Coachella Valley,California.
Likely to ask us back—Our firm is privileged to serve a growing list of repeat client communities,
including Martinsville, Virginia; Rome, Georgia; Waco Texas; Montgomery, Alabama; and Hopkinsville-
Christian County, Kentucky,as well as the majority of the communities cited above.
"Market Street Services provided the Austin (TX)community with a very thoughtful,well
researched economic development strategy that was both visionary and pragmatic.The
multi-phased,systematic process followed by Market Street ensured acceptance of base-line
knowledge that caused unity for final strategy development linked to goals with metrics for
measuring success."
Mike Rollins, President•Greater Austin Chamber of Commerce
'Mac Holladay and his team have a vast array of experience that make them an excellent
E-•1 choice for any area embarking on a strategy development process.Their process is great;
their ability to listen to and incorporate community feedback is great;and the end product is
always exceptional."
Janet Miller,Chief Economic Development Officer • Nashville Area Chamber of Commerce
• w••
"The Market Street team did excellent work facilitating our Capital Crossroads Regional Vision
Plan for Central Iowa.From the inclusive process to the comprehensive final plan to the
f'' t aggressive implementation phase,Central Iowa continues to embrace Capital Crossroads as
our regional road map to the future."
Jay Byers, CEO• Greater Des Moines Partnership
MARKET E
Page 12 — October 16,2013
•
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..
,„`"' morlisciwindiewe
Community and Economic Development Strategy
COST ESTIMATE
Market Street's fee schedule is based on the contracted deliverables and includes project management,
research, and analysis. Our budget assumes that a key staff person from the Chamber or Partnership will
serve as a resource on a day-to-day basis and will assist in the collection of needed information and
materials and primarily manage the coordination of stakeholder interview and focus group scheduling.
The process as outlined will cost $142,000 plus actual expenses estimated at $14,000 related to travel,
shipping, printing, and other reasonable and direct fees. Any out-of-pocket reductions that can be
provided for printing, meals,or hotels can be deducted from this expense estimate.
Market Street believes that the process outlined in this proposal will best serve the needs of the Chamber,
the Partnership, and the Greater Naples community. However, at the client's request, our project team can
adjust specific components to better align with strategic goals and financial considerations.
The estimate for project costs is based on a number of criteria and assumptions outlined in the proposal,
including the number of meetings, size of the Steering Committee, and level of involvement of senior and
executive-level Market Street staff, among others. Alterations to these assumptions after the initiation of
the project would require a contract addendum. This cost estimate is valid for 90 days. The proposed
project timeline is valid for 30 days.
MARKET s?
Page 13— October 16,2013
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trloarllMk4wkrdtm "
Community and Economic Development Strategy
NEXT STEPS
The Partnership and Chamber are taking a dynamic step to charting a positive path for the years to come.
Recent collaborative agreements between the Partnership and the County as well as recent leadership
changes have provided a timely opportunity to develop a cohesive strategy to set a bold program of work
for the coming years.
The process will leverage past and concurrent efforts in a way that fully utilizes the knowledge that has
already been gained but will look forward to create a high impact Community and Economic Development
Strategy along with a detailed Implementation Plan to guide efforts and track progress. Over the course of
the eight-month process, new partnerships will be forged and relationships strengthened.
Our team includes experienced researchers and analysts,skilled facilitators,and a senior staff with expertise
in performing the complex work that is needed for developing and implementing viable community and
economic development strategies. Upon approval of the scope of work, a full proposal inclusive of staff
bios,client references,and additional information will be provided.
We look forward to the opportunity to partner with Greater Naples leaders in this process and will commit
our team to the effort with the same high standards that we bring to all of our work.
MARKET s?
Page 14 - October 16,2013
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AGREEMENT BETWEEN COLLIER COUNTY,FLORIDA
AND
THE PARTNERSHIP FOR COLLIER'S FUTURE ECONOMY,INC.
This AGREEMENT is made and entered into this 10th day of December, 2013, by and
between Collier County, a political subdivision of the State of Florida(the "COUNTY") and The
Partnership for Collier's Future Economy, Inc. (Partnership), a private non-profit corporation
existing under the laws of the State of Florida), whose address is 2390 Tamiami Trail N #210,
Naples, FL 34109 (the"PARTNERSHIP").
WITNESSETH
WHEREAS, the COUNTY has determined that strategic planning, business recruitment
(on national and international levels), expansion, creation and retention efforts through the
PARTNERSHIP to assist the private sector and other governmental agencies will enhance
Collier County's economic well-being and are activities in the public interest and lawful and
beneficial purposes of the COUNTY; and
WHEREAS, the PARTNERSHIP is a business and economic development organization
with a mission to enhance Collier County's economic well-being and to create a vision to
maintain and strengthen Collier County as the business center of Southwest Florida; and
WHEREAS, the PARTNERSHIP desires to be a "Partner" with the COUNTY in the
achievement of the economic development goals and objectives of the Collier County Board of
County Commissioners (the "BCC"); and
WHEREAS, the PARTNERSHIP, in concert with the BCC, has determined that the
strategies to achieve such objectives include those below:
• Engage in a Strategic Planning Process
• Marketing Collier County in order to attract employment opportunities for residents;
• Recruiting new businesses;
• Providing existing businesses with access to long-term expansion/retention services; and
• Engaging Enterprise Florida as Collier's Point of Contact.
WHEREAS, the COUNTY desires to have the PARTNERSHIP provide private sector
leadership to achieve the strategies set forth above and the PARTNERSHIP is willing to
undertake such functions under the terms of this Agreement;
NOW, THEREFORE, in consideration of the mutual covenants, promises and
representations contained herein, and other good and valuable consideration, the COUNTY and
the PARTNERSHIP agree as follows.
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ARTICLE I
SCOPE OF SERVICES
The PARTNERSHIP shall promote economic development for the COUNTY by
providing the services and activities described in Exhibit "A" — Scope of Services, attached
hereto and by reference made a part hereof. It is understood by the COUNTY that the
PARTNERSHIP will retain the services of Market Street Services, Inc., ("Market Street"), an
internationally known and recognized community and economic development organization under
a subcontract agreement (?)to perform and assist the Scope of Service identified in Exhibit"A".
ARTICLE II
PERIOD OF AGREEMENT
This Agreement shall be effective upon execution by both parties and shall cover services
provided from December 10, 2013, until September 30, 2014, unless otherwise terminated in
accordance with this Agreement or extended by mutual written Agreement of the parties.
ARTICLE III
CONSIDERATION AND LIMITATION
For its performance under this Agreement, the PARTNERSHIP will receive funds from
the COUNTY in an amount not to exceed One Hundred and Eleven Thousand Dollars
($111,000.00). It is intended that the services performed by PARTNERSHIP shall be on a cost
reimbursement methodology for actual eligible expenditures. PARTNERSHIP shall be entitled
to request reimbursement of expenses incurred subsequent to BCC approval of this Agreement,
such requests occurring no more frequently than on a monthly basis for reimbursement of
eligible expenses. For purposes of this Agreement, "eligible expenses" shall mean those
expenditures made by the PARTNERSHIP which shall include one-half of assigned staff
personnel expenses, contractual and management fees and obligations and such other
reimburseable expenses agreed to be paid by the COUNTY, including more specifically
specified in the Budget Detail for Services as listed at 100% of the COUNTY'S 50% obligations
for reimbursement attached hereto as part of Exhibit`B".
All invoices shall be submitted in accordance with COUNTY procedures and in a form
acceptable to the COUNTY and the PARTNERSHIP as generally outlined in Composite Exhibit
"B" — Method of Payment and Budget Detail for Services and Exhibit "C" — Request for
Payment Form, attached hereto and by reference made a part hereof.
Eligible operating expenses incurred to provide services consistent with the scope of
services described in Exhibit "A" are outlined in Exhibit `B". No COUNTY funds will be
expended for the PARTNERSHIP's purchase of equipment (with the exception of software
and other digital and electronic tools, i.e. website creation, Business Retention/Expansion
software, etc.), food, beverages or entertainment costs or in support of business
membership functions.
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ARTICLE IV
PAYMENT AND REPORTING REQUIREMENTS
All payment requests by the PARTNERSHIP to the COUNTY shall be submitted with a
completed Program Performance Report in a form acceptable to the COUNTY and the
PARTNERSHIP, as generally outlined and set forth in Exhibit "C" attached hereto and by
reference made a part hereof Payments to the PARTNERSHIP will be made within thirty (30)
days of requests therefore in accordance with the procedures specified by Composite Exhibit`B"
- Method of Payment and Budget Detail for Services. If the COUNTY determines, through its
inspection or review that the PARTNERSHIP has performed, or is performing less than the total
agreed upon services, then the COUNTY shall notify the PARTNERSHIP in writing specifying
those services which it alleges have not been performed or fully performed and the
PARTNERSHIP shall have thirty (30) days from receipt thereof to submit a then current
Program Performance Report which shall address such allegations in detail and/or shall meet
with the appropriate representatives of the COUNTY to discuss resolution thereof and cure or
remedy any services not fully performed, and upon failure thereof, the COUNTY shall be
entitled to reduce payment otherwise due for such services not fully performed on a pro-rata
basis. Performance will be measured by such standards as shall from time to time be agreed
upon between the COUNTY and the PARTNERSHIP, including, if applicable, the defined
Scope of Services set out in Exhibit"A"or a percentage of defined service goals completed. The
PARTNERSHIP shall submit its final payment request, Program Performance Report, and year-
end analysis, and any other required reports within forty five (45) days of the expiration or
earlier termination of this Agreement. If the PARTNERSHIP fails to comply with the
requirements of this Article, the COUNTY may refuse to honor or be liable for payment of any
late request for payment.
ARTICLE V
MAINTENANCE OF RECORDS
The PARTNERSHIP shall maintain such financial records and accounts, including
invoices, purchase orders and backup materials or documents as are deemed necessary to assure
a proper accounting for all COUNTY funds for which the COUNTY is obligated to reimburse
the PARTNERSHIP under the terms of this Agreement. The aforesaid records and accounts
shall be made available for inspection purposes at reasonable times and upon reasonable notice
during normal business hours and as often as the COUNTY may deem necessary to verify
reimbursements and any other financial records or matters covered by this Agreement. The
PARTNERSHIP shall also provide timely and reasonable access to the PARTNERSHIP's CEO
at times convenient for the CEO for the purpose of questions or explanations related to such
records and accounts. The PARTNERSHIP shall retain for such inspection all of its records and
supporting documentation applicable to this Agreement for five (5) years after receipt of final
payment from the COUNTY, or until any or all questioned costs have been resolved or litigation,
if any, is completed, in the event funds expended under this Agreement are questioned or
become the subject of litigation.
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ARTICLE VI
INDEMNIFICATION
The PARTNERSHIP shall indemnify, hold harmless, and defend the COUNTY, its
agents and employees from and against any and all liabilities, losses, claims, damages, demands,
expenses or actions, either at law or in equity, including court costs and attorneys' fees,that may
hereafter at any time be made or brought by anyone on account of personal injury, property
damage, loss of monies, or other loss, allegedly caused or incurred, in whole or in part, as a
result of any negligent, wrongful, or intentional act or omission, or based on any act of fraud or
defalcation by the PARTNERSHIP, its agents, subcontractors, assigns, heirs, and employees
during performance under this Agreement. The extent of its indemnification shall be limited by
the amount or types of damages or compensation payable and/or provided in connection with the
compliance by the PARTNERSHIP with Article XI of this Agreement. In any and all claims
against the COUNTY or any of its agents or employees by any employee of the
PARTNERSHIP, any subcontractor, heir, assign, anyone directly or indirectly employed by any
of them, or anyone for whose acts any of them may be liable, the indemnification obligation
under this paragraph shall be limited to the amount or type of damages, compensation or benefits
payable by or for the PARTNERSHIP or any subcontractor under workers' compensation acts,
disability benefit acts or other employee benefit acts.
ARTICLE VII
TERMINATION
Termination at Will: This Agreement may be terminated at will by either party by giving
a minimum of one hundred twenty (120) days prior written notice of such intent specifying the
effective date thereof to the other parties, except that notice shall not be given within the last
fiscal quarter of the financial year of the PARTNERSHIP.
The aforesaid termination notices, as well as all other notices required herein, shall be
considered received by the PARTNERSHIP and the COUNTY if sent by certified mail, return
receipt requested, or by overnight personal delivery service requiring a signature for delivery,
and addressed as provided for in Article XXVIII of this Agreement.
ARTICLE VIII
EQUAL OPPORTUNITY CLAUSE
The PARTNERSHIP agrees to abide by the provisions contained in the COUNTY's
Equal Opportunity Clause as provided in Exhibit "E", attached hereto and by reference made a
part hereof. Upon completion of the services provided for in this Agreement, the
PARTNERSHIP will complete and submit the Equal Opportunity Workforce Analysis, as
provided for in Exhibit "F", attached hereto and by reference made a part hereof, as part of the
records referenced in Article V.
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ARTICLE IX
STATEMENT OF ASSURANCE
During the performance of this Agreement, the PARTNERSHIP assures the COUNTY
that the PARTNERSHIP is in compliance with Title VII of the 1964 Civil Rights Act, as
amended, the Florida Civil Rights Act of 1992, as amended, and the Collier County Human
Rights Ordinance (Ordinance No. 00-37), in that the PARTNERSHIP does not, on the grounds
of race, color, national origin, religion, sex, age, handicap or marital status, discriminate in any
form or manner against the PARTNERSHIP's employees or applicants for employment.
Further, the PARTNERSHIP assures the COUNTY of the PARTNERSHIP s compliance with
the Americans with Disabilities Act of 1990, as amended, as applicable. The PARTNERSHIP
understands and agrees that this Agreement is conditioned upon the veracity of such statements
of assurance. Furthermore, the PARTNERSHIP assures the COUNTY that it will comply with
Title VI of the Civil Rights Act of 1964 when federal grant(s) is/are involved. Other applicable
Federal and State laws, Executive Orders, and regulations prohibiting discrimination as
hereinabove referenced are included by this reference thereto. This statement of assurance shall
be interpreted to include Vietnam-Era Veterans and Disabled Veterans within its protective range
of applicability.
ARTICLE X
INSURANCE
The PARTNERSHIP shall provide and maintain the following insurance coverages in the
amounts specified throughout the period of this Agreement on behalf of the PARTNERSHIP and
the COUNTY, by naming the COUNTY as an additional insured under the coverage umbrella of
the Greater Naples Chamber of Commerce, Inc. existing policies of insurance, as follows:
Commercial General Liability insurance: with coverage limits of$500,000, general aggregate
for bodily injury or property damage; $500,000 general aggregate for product and completed
operations; $500,000 each occurrence; $50,000 fire damage (any one occurrence) and $10,000
medical expense for any one person; automobile liability insurance for bodily injury or property
damage of $500,000 combined single limits, which shall apply to claims that may be asserted
against the COUNTY by reason of the act or activities of the PARTNERSHIP. The
PARTNERSHIP shall maintain workers' compensation coverage as required by Florida law.
All insurance shall be from responsible companies duly authorized to do business in the
State of Florida. Every insurance policy must provide for up to thirty (30) days prior written
notice to the COUNTY of any cancellation, intent not to renew, or reduction in the policy
coverage. Coverage shall be documented by a Certificate of Insurance.
ARTICLE XI
CONFLICT OF INTEREST
The PARTNERSHIP represents that it presently has no interest, and shall acquire no such
interest, financial or otherwise, direct or indirect, nor engage in any business transaction or
professional activity; or incur any obligation of any nature which would conflict in any manner
with the performance of service required hereunder.
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ARTICLE XII
DRUG FREE WORKPLACE
The PARTNERSHIP shall administer, in good faith, a policy designed to ensure that the
PARTNERSHIP's employees, agents and subcontractors are free from the illegal use,
possession, or distribution of drugs or alcohol.
ARTICLE XIII
GOVERNING LAW., VENUE
This Agreement shall be governed by the laws, rules, and regulations of the State of
Florida, or the laws, rules, and regulations of the United States if the PARTNERSHIP is
providing services funded by the United States Government. Venue shall be in Collier County,
Florida.
ARTICLE XIV
COMPLIANCE
The PARTNERSHIP shall comply with the requirements of all federal, state, and local
laws, rules, codes, ordinances and regulations pertaining to this Agreement.
ARTICLE XV
ASSIGNMENT
Neither party may assign or transfer its rights or obligations under this Agreement without the
prior written consent of the other party.
ARTICLE XVI
HEADINGS
Article headings have been included in this Agreement solely for the purpose of
convenience and shall not affect the interpretation of any of the terms of this Agreement.
ARTICLE XVII
WAIVER
A waiver of any performance or default by either party shall not be construed to be a
continuing waiver of other defaults or non-performance of the same provision or operate as a
waiver of any subsequent default or non-performance of any of the same terms, covenants, and
conditions of this Agreement. The payment or acceptance of funds for any period after a default
shall not be deemed a waiver of any right or acceptance of defective performance.
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ARTICLE XVIII
ADDITIONAL RIGHTS AND REMEDIES
Nothing contained herein shall be construed as a limitation on such other rights and
remedies available to the parties at law, or in equity, which may now or in the future be
applicable.
ARTICLE XIX
ORDER OF PRECEDENCE
In the event of any conflict between the provisions of the Articles of this Agreement and
the exhibits hereto, the contents of the Articles of this Agreement shall control over the contents
of the exhibits.
ARTICLE XX
SEVERABILITY
In the event any section, sentence, clause, or provision of this Agreement is held to be
invalid or illegal, the remainder of the Agreement shall not be affected by such invalidity or
illegality and shall remain in full force and effect.
ARTICLE XXI
PROJECT PUBLICITY
Any news release or other type of publicity pertaining to the services performed by the
PARTNERSHIP pursuant to this Agreement must recognize the contribution of the BCC. The
PARTNERSHIP being a not-for-profit corporation receiving public funding or non-monetary
contributions through the COUNTY shall recognize the COUNTY for its contribution in all
promotional materials and at any event or workshop for which COUNTY funds are allocated.
Any news release or other type of publicity must identify the BCC as a funding source. In
written materials, the reference to the COUNTY must appear in the same size letters and font
type as the name of any other funding sources.
In addition, any development project announcement, ceremonial business opening, or
publicity event resulting from efforts of the PARTNERSHIP, and particularly those projects
induced with COUNTY funded financial incentives or other contributions, will be planned in
cooperation with the COUNTY's Economic Development and Communications Departments for
purposes of coordinating COUNTY's official COUNTY protocol and public recognition. Prior
notification to the two Departments for such events will be no less than 15 working days
whenever possible or practicable, and potential prospects will be made aware of the COUNTY's
publicity protocol before final inducement with any incentive packages or contributions.
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ARTICLE XXII
SURVIVABILITY
Any term, condition, covenant or obligation which requires performance by either party
subsequent to termination of this Agreement shall remain enforceable against such party
subsequent to such termination.
ARTICLE XXIII
THIRD PARTY BENEFICIARIES
This Agreement is for the benefit of the COUNTY and the PARTNERSHIP. No third
party is an intended beneficiary so as to entitle that person to sue for an alleged breach of this
Agreement.
ARTICLE XXIV
POLITICAL ACTION
The PARTNERSHIP shall not engage, participate or intervene in any form of political
campaign on behalf of, or in opposition to, any candidate for political office.
ARTICLE XXV
MERGER.,MODIFICATIONS
This writing embodies the entire agreement and understanding between the parties hereto
and there are no other agreements and/or understandings, oral or written, with respect to the
subject matter hereof, that are not merged herein and superseded hereby. This Agreement may
not be modified, amended, extended, or canceled, verbally or by conduct of the parties, but only
by a written instrument executed by the COUNTY and the PARTNERSHIP. Similarly, no
contract which purports to affect the terms of this Agreement shall be valid as it affects this
Agreement, unless in writing and executed by the COUNTY and the PARTNERSHIP. Any
program modification must be requested by the PARTNERSHIP and/or the COUNTY 'at least
ninety (90) days prior to the end of the period of this Agreement.
ARTICLE XXVI
KEY PERSONNEL
The PARTNERSHIP's personnel and management utilized for delivery of service and
activities described in EXHIBIT A shall be knowledgeable in their respective areas of expertise.
ARTICLE XXVII
NOTICES
All notices required or permitted to be given by a party under this Agreement shall be in
writing and sent to the other party by certified mail, return receipt requested, or by overnight
personal delivery service requiring a signature for delivery, and shall be addressed as follows:
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If to the COUNTY: Collier County If to the PARTNERSHIP: Partnership
Mr. Leo Ochs, County Manager John S. Cox,President and CEO
Collier County Partnership For Collier's Future Economy
3299 Tamiami Trail East, Ste. 201 2390 Tamiami Trail N., Ste. 210
Naples, FL 34104 Naples, FL, 34109
IN WITNESS WHEREOF, this Agreement was dated on the day and year first written
above.
WITNESSES: COLLIER COUNTY, a political subdivision
Of the State of Florida
By:
Print Name:
Title:
WITNESSES: THE PARTNERSHIP FOR COLLIER'S
FUTURE ECONOMY, INC., a Florida
not-for-profit corporation
By:
Print Name:
Title:
STATE OF FLORIDA
COUNTY OF COLLIER
Acknowledged before me this day of , 2013, by
, the , of Collier County, a political subdivision of
the State of Florida, on behalf of the political subdivision. Such person is personally known to
me or has produced as identification.
Print Name:
Notary Public
(SEAL)
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STATE OF FLORIDA
COUNTY OF COLLIER
Acknowledged before me this day of , 2013, by
, the , of The Partnership for Collier's Future
Economy, Inc., on behalf of the non-profit corporation. Such person is personally known to me
or has produced as identification.
Print Name:
Notary Public
(SEAL)
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EXHIBIT A
SCOPE OF SERVICE
FY2014
ORGANIZATION: PARTNERSHIP: The Partnership for Collier's Future Economy. Inc.
PROGRAM: Economic Development Services
The PARTNERSHIP shall provide the following activities for reimbursement:
Strategic Planning: Develop A STRATEGY FOR ECONOMIC DEVELOPMENT FOR
COLLIER COUNTY outlining specific strategies and objectives leading towards those goals.
The plan will be supported by data and analysis and will also examine the COUNTY'S
competitiveness as the best place in America to live, work and visit. The Plan will be completed
as follows:
Phase 1: Competitive Assessment
The Competitive Assessment will provide a detailed examination of Greater Naples'
competitiveness as a place to live, work, visit, and do business. During this phase, we will
evaluate both quantitative and qualitative data as well as previous research conducted. The
quantitative analysis will build on the Collier County Comparative Analysis Project completed
by Hodges University in 2012 which provided a statistical overview of the COUNTY compared
to 10 other Florida counties. Our Assessment will take this informative, baseline data a step
further by expanding the universe of data and by benchmarking Collier County against three
carefully-selected national peer and aspirational communities, the State of Florida, and the
United States.
Rather than simply describing trends for a variety of data points, the Competitive Assessment
will synthesize key findings from the quantitative and qualitative analysis to frame the discussion
around the key "stories" and competitive issues facing the community. This approach is intended
to produce a resource that does not simply identify key findings but uses them to determine
strategic implications for the community.
An Analysis of Greater Naples' "People, Place, and Prosperity"
We will analyze indicators to assess the community's competitiveness across a wide variety of
areas. The final list of indicators to be examined will be developed once a more comprehensive
understanding of the issues facing the COUNTY is gleaned from introductory research and
qualitative input. Our commitment to holistic community and economic development strategic
planning ensures that the Assessment will answer key questions about Greater Naples' People,
the community as a Place, and economic structure issues that affect Greater Naples' long-term
Prosperity. Some of the indicators that may be included are:
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• Focus groups and interviews: Our consultant team, Market Street, will conduct two days
of input approximately six weeks after the project kickoff meeting is held, including 10-12
interviews and 8-10 focus groups. This represents what we perceive as the minimum input
necessary to adequately inform the research and strategic planning phases.
Ideal interview candidates are key business leaders, elected officials, regional and state
economic development partners, representatives from the education community,
Excellence in Industry Award recipients, Leadership Collier graduates, and other
community leaders. Focus group categories could include small business owners and
entrepreneurs, large employers, K-12 educators, higher education representatives from the
surrounding region, young professionals, community and economic development
professionals, innovation leaders, and elected and/or appointed officials. The appropriate
schedule, balance, and composition of interviews and focus groups will be determined
during the project initiation call.
• Online survey: Market Street would also develop and host an online survey that would be
open to all residents and employers throughout Greater Naples. The survey could be
promoted using a variety of outreach methods, including email distribution lists, social
media tools, local media outlets, and partnerships with local service providers and
business establishments. Market Street would work with the client to identify the ideal
survey tool and publicity methods including time-tested and cost-effective survey tools
like SurveyMonkey.com. Our team will work closely with the Partnership and other
stakeholders to align the survey with other ongoing business polling activities to avoid
duplication.
• Project website: Finally, our team recommends that a project website be developed to
allow all stakeholders full access to the process and key deliverables once the Steering
Committee has approved these deliverables for public distribution. The project website
provides an ideal location for the survey to be prominently promoted. For an example of a
current Market Street project website, please see maconbibbedstrategy.com.
Phase 2: Target Business Analysis
Communities across the country are pursuing economic development strategies that seek to
support the development of agglomerations of related business and institutions that can benefit
from co-location and leverage the unique assets and advantages that the communities have to
offer. Our Target Business Analysis will identify those sectors of economic activity within
Greater Naples that can drive future growth and wealth creation given the presence of existing
assets that make the community a desirable location for such activities.
Understanding that Greater Naples leaders consider existing business clusters to include Health
Services, IT, Biotech, Lively Arts, Finance, Hospitality, Retail, and Building Real Estate, our
team will seek to precisely define these clusters, confirm their viability and identify other targets
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that could add to the community's prosperity, including the articulation of specific sub-sector
opportunities.
Market Street's approach and key concepts
In the field of economic development, there are many methods used to identify economic
development targets; however, many are based on incomplete or strictly industry-focused
(business-sector-focused) methodologies. Such approaches ignore a variety of important issues
from workforce attributes to educational assets to geographic advantages,all of which are vital to
businesses. Market Street's approach to target identification is rooted in an examination of the
region's workforce —the occupations and types of knowledge that support the region's business
activities — as opposed to strictly focusing on business sector composition and growth. This
"bottom up" approach stands in contrast to the traditional "top down" approach long utilized in
cluster identification and analysis; it recognizes the ever-increasing importance of talent and
workforce sustainability to the business community. It is complemented by an evaluation of the
region's business climate, infrastructure, research assets, educational programs, and many other
items that factor into site location decisions for specific types of business activity.
The research related to business sector and occupational composition conducted for this phase of
the process will be based on analysis of trends observed in Collier County. However,
consideration will also been given to regional assets located outside of Greater Naples as well.
Data covering inter-industry purchases provides tremendous insight into the degree to which
firms benefit from co-location and the ability to purchase products and services from local
suppliers. By examining the percentage of a sector's requirements (expenditures) that are
satisfied within the community (Collier County), it is possible to determine areas of expenditure
leakage. When firms purchase goods from suppliers outside the community, money is leaving
Greater Naples. When leakage is reduced, employment and income multipliers rise. That is to
say, when leakage is reduced and clustered firms are sourcing locally, the economic impact of
each new job created is maximized.
Methodology
The Target Business Analysis will present a variety of data points covering concepts such as
business sector employment composition, wages, establishments, occupational composition,
workforce demographics, exports, inter-industry expenditures, job openings, and degree
completions. All of the aforementioned quantitative data is sourced from Economic Modeling
Specialists, Inc. (EMSI), an industry-leading provider of proprietary data, aggregated from
public sources such as the Census Bureau, the Bureau of Labor Statistics, the Bureau of
Economic Analysis, the National Center for Education Statistics, CareerBuilder, and many
others. EMSI was acquired by CareerBuilder in 2012.
Phase 3:Marketing Review loirzmWtivkeinme
An analysis of the Chamber and Partnership's , M ,r' U F � Nb :
economic development marketing efforts will `•
complement the target business research by
confirming the viability of existing programs
and identifying potential enhancements to "`E EXPECT Moi u A
future efforts. Our team will work closely with
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Chamber and Partnership staff to gain a full understanding of the overall marketing process to
date.
Using best-practice methodologies and our expertise in economic and workforce development,
Market Street will review current marketing efforts spearheaded by the Chamber and
Partnership. The Review will include an assessment of the Chamber's website to gauge its
effectiveness as marketing tools, with specific consideration of appearance, content,
effectiveness, and utility for external audience information gathering and data collection. There
will also be a review of advertising and collateral materials, inbound/outbound marketing events,
public relations, trade shows, site location professional visits, and branding and identity-building
efforts.
Coupled with the key findings of the Competitive Assessment and Target Business Analysis,
Market Street will leverage the principal takeaways of the Marketing Review to directly inform
development of key components of the Community and Economic Development Strategy.
Phase 4: Community and Economic Development Strategy
The Community and Economic Development Strategy serves as the blueprint for ensuring that
the Partnership will be able to fulfill its commitment to assure continued growth and viability in
Collier County and for the municipalities within the COUNTY. It will also be a holistic strategy,
with tactical, measurable, and actionable details that will serve as the Partnership's program of
work.
The development of the Strategy will be guided by a proven approach that encourages full
engagement by the Steering Committee. Our methods include the steps outlined on the following
pages.
Review of Key Findings from Previous Deliverables and Input:The basis of the Strategy will
emerge from the prioritized targets, existing plans, quantitative research, and stakeholder input.
Issues and opportunities identified serve as the framework to match potential strategies for
economic development.
Draft Community and Economic Development Strategy: The draft Strategy will include
suggested goals for each key issue area, developed with close guidance from the Steering
Committee. Potential objectives and action steps for each goal area will be discussed and
explored. The draft will be inclusive of all recommended actions that the research determines are
necessary for Greater Naples to maximize its potential related to quality economic growth and
diversification. These recommendations will be informed by existing plans, research, and
extensive stakeholder and Steering Committee input.
Intensive Steering committee feedback: Before the draft Strategy is finalized, Market Street
will incorporate feedback provided by the Steering Committee. Facilitating robust discussions
around the proposed strategic elements and incorporating edits to balance what is realistically
achievable with the civic responsibility to be visionary and bold is crucial to "getting it right."
mook
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• Prior to the meeting, Steering Committee members will be asked to complete an online
survey related to the draft Strategy's recommendations, the degree to which they support
the recommendations, and how they should be prioritized.
• Market Street will use these survey results to identify areas of consensus and
disagreement according to standard deviation. These results will inform facilitation of
the Steering Committee meeting so that discussion of the draft Strategy will be
maximally productive.
• During the meeting, PowerPoint-compatible Turning Point interactive voting will be used
to further spur conversation.
Best Practice Recommendations:Market Street will supplement the Community and Economic
Development Strategy with best practices examples from across the nation that further explain
the individual components of the strategy. These best practices showcase what trailblazers in the
field are doing in order to demonstrate what is possible and can serve as a catalyst for
conversation and excitement about how the Partnership and others may develop its own best-
practice approaches. The best practices included throughout the Community and Economic
Development Strategy will provide Greater Naples with a similar chance to learn from
innovations and successes occurring elsewhere around the country.
Final Strategy: The final Strategy will incorporate the feedback provided by the Steering
Committee and the best practices previously described.
Phase 5:Implementation Plan
Market Street believes that when the strategic planning process is complete, the real work begins.
We do not plan for the sake of planning or create strategies designed to sit on a shelf. Providing
guidance for timely and effective implementation is one of our core tenets.
As "change agents," the Partnership and Chamber must be inspired by the Strategy. However,
they also must have a blueprint to activate the Strategy's objectives on a day-by-day, month-by-
month, and year-by-year basis until the goals are achieved. While the Partnership will lead
implementation, it will take the complete universe of community partners, including the Collier
County Office of Business and Economic Development, to effectively activate the Strategy's
multiple activities. Tactical action steps that concern key elements like workforce quality,
infrastructure capacity, quality of life and quality of place amenities, public safety, and other
issues will require "a team effort." The importance of the Implementation Plan cannot be
undersold.
If the Strategy represents what Greater Naples needs to do, the Implementation Plan determines
how to do it. The Implementation Plan will serve the dual purpose of both operationalizing the
Community and Economic Development Strategy and aligning the organizational structure and
operations of the Partnership with the Strategy. As such, the Plan will serve as the "road map"
for putting the Community and Economic Development Strategy into motion. Key components
of the Implementation Plan will inform the partnerships required and progress-tracking tools
necessary for the Partnership to coordinate strategic implementation. These components include:
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Capacity and Budget Considerations: Market Street will assess the Partnership and Chamber's
existing capacity to implement the Strategy, using previous interviews and ongoing discussions
with staff and volunteer leaders. This will be inclusive of both funding and personnel dynamics
needed to successfully carry the organization through the five-year implementation cycle of the
Strategy. Based on the findings of the research phase and the subsequent feedback,Market Street
will assist in determining how to best mitigate resource or staff capacity issues.
Measurement Tools: The Implementation Plan will include benchmarks and performance
measures that will enable the Partnership and primary stakeholders to track the progress of
implementation and goal attainment. Each goal area will have activity measures and longer-term
performance measures.
Performance measures include discrete, measurable indicators that reflect the
effectiveness of the Strategy, such as per capita income, share of residents with a four-
year college degree, poverty rates, average annual wages, commuting times, or other
data-driven, objective gauges of regional progress
Activity measures include actions to pursue and track while implementing the Strategy.
Examples include the number of recruitment leads generated from business retention and
expansion visits,the creation of target marketing plans, and the number of small business
owners and entrepreneurs assisted.
Action Plans:Market Street will assist with the prioritization of key action steps for the first year
of implementation. These activities will include some "quick wins" and the start of certain long-
term efforts. A detailed action plan will also be created for year one and years two through five
of implementation. The Action Plans will include recommendations for estimated launch and
completion date of the activity, lead and support implementation entities, and for some actions,
potential cost to implement. The detailed Action Plans will help the Partnership and its
implementation collaborators operationalize the strategy on a daily basis and provide for
seamless transition from planning to action.
Market Street will also work with the Partnership and Chamber to determine the communications
protocols that will best advance the initial outreach and consensus-building for the Community
and Economic Development Strategy. This includes the potential development of press releases,
Speaker's Bureau PowerPoint presentations, and an Executive Summary brochure highlighting
the plan's key recommendations and activities.
Staff Support: The Partnership will designate and provide a staff person whose total Wages and
Benefits, Payroll Taxes and related expenses shall be reimbursed to the PARTNERSHIP by the
COUNTY at fifty percent (50%) of PARTNERSHIP's cost on a monthly basis, and whose job
will be to provide support services in accomplishing the above referenced Strategic Planning
Process and to provide support services to the PARTNERSHIP in achieving the mutually agreed
upon goals by the COUNTY and PARTNERSHIP.
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The Partnership's 2014 Deliverables (Reimbursable and Auditable): The PARTNERSHIP and
the COUNTY agree that work on the above mentioned items will begin in December 2013 and
work will continue through the fiscal year producing the agreed upon net results. Specific,
annual,reimbursable deliverables include:
1. A Strategic Plan For Economic Development.
2. A Dedicated Staff Person retained by the PARTNERSHIP.
Additional Provisions (Non-Reimbursable):
1. The Partnership will serve as the Primary Contact with Enterprise Florida and will
participate in international and domestic recruitment missions, building relationships
with statewide developers and national site selectors and represent Collier County at
national and international events.
2. The Partnership will promote the economic development of Collier County by
increasing international awareness of the COUNTY while encouraging international
investment into the local economy. This initiative will include such efforts as trade
missions to foreign countries, relationship-building with international site consultants,
and maintaining international contacts.
3. Marketing, Recruiting and Retention/Expansion efforts will be determined by the
Strategic Planning Process.
The County Office Of Business And Economic Development Deliverables: The COUNTY,
through its Office of Business and Economic Development, agrees that in addition to the work of
the PARTNERSHIP the COUNTY will:
1. Present its 2014 Business Plan to the County Commission for adoption
2. Establish local Incentive Policies
3. Explore the feasibility of and acquire resources for a business incubator/accelerator
focused on Foreign direct Investment and international linkages
4. Improve the COUNTY'S business climate by providing regulatory reform, assistance
and other services.
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COMPOSITE EXHIBIT B
METHOD OF PAYMENT
FY2014
ORGANIZATION: The Partnership For Collier's Future Economy (PARTNERSHIP)
PROGRAM: Economic Development Services
RELEASE OF FUNDS SHALL BE IN ACCORDANCE WITH THE APPROVED
BUDGET WILL BE MADE UPON RECEIPT OF THE COMPLETED REQUEST FOR
PAYMENT FORM EVERY THIRTY (30) DAYS. NO MODIFICATIONS WITHIN
BUDGET CATEGORIES SHALL BE FUNDED UNLESS PRIOR WRITTEN
APPROVAL HAS BEEN GRANTED BY THE COUNTY ADMINISTRATOR,
WHICH APPROVAL SHALL BE CONSISTENT WITH THE TERMS OF THE
COUNTY/PARTNERSHIP BUDGET AND AGREEMENT AND NOT
UNREASONABLY WITHHELD. PAYMENT REQUESTS SHALL NOT BE
SUBMITTED FOR A PERIOD OF LESS THAN ONE MONTH. THE COUNTY'S
FISCAL YEAR COMMENCES ON OCTOBER 1sT AND ENDS ON SEPTEMBER
30TH OF THE FOLLOWING CALENDAR YEAR. INVOICES FOR SERVICES
DELIVERED BETWEEN OCTOBER 1ST AND SEPTEMBER 30TH MUST BE
RECEIVED NO LATER THAN OCTOBER 10TH OF EACH YEAR TO ALLOW
CLOSEOUT OF THE COUNTY'S FISCAL YEAR. IN NO EVENT HOWEVER,
SHALL PAYMENTS TO THE PARTNERSHIP UNDER THIS AGREEMENT
EXCEED $111,000.00 PER COUNTY FISCAL YEAR.
TOTAL (County Portion) $111,000.00 (annual)
The requests for payment shall include the report on progress on the strategies and tasks
identified in the agreed Scope of Services.
BUDGET DETAIL FOR SERVICES
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FY2014
ORGANIZATION Partnership for Collier's Future Economy(PARTNERSHIP)
PROGRAM: Economic Development
BUDGET CATEGORIES APPROVED BUDGET
SALARIES
EMPLOYEE BENEFITS
PERSONNEL SUBTOTAL $34,000.00
MANAGEMENT FEES $6,000.00
CONTRACTUAL SERVICES $71,000.00
CLIENT ASSISTANCE
TRAVEL
OTHER OPERATING EXPENSES
EQUIPMENT ACQUISITION
TOTAL BUDGET CATEGORIES $111,000.00 per County Fiscal
Year
NOTE: When completing payment requests, complete the appropriate forms and attach
detailed documentation identifying obligations or expenses in the above budget categories only.
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EXHIBIT C
PROGRAM PERFORMANCE REPORT
FY2014
ORGANIZATION: The Partnership for Collier's Future Economy (PARTNERSHIP)
PROGRAM: Economic Development
REPORT PERIOD THROUGH
PERCENTAGE OR SCOPE OR SERVICES OR COMPONENTS OF CONTRACT
COMPLETED
I. ACCOMPLISHMENTS:
II. PROBLEMS:
III. STATUS REPORT ON PROVISION OF SERVICES: (include report period and year-
to-date)
SCOPE OF ANNUAL YEAR
SERVICE PROGRAM REPORT TO % OF GOAL
PROVIDED GOAL PERIOD DATE COMPLETED
(See attached scope of work for detailed deliverables,benchmarks and performance
measures.)
IV. OTHER COMMENTS:
SUPPORTING ATTACHMENTS: Along with summary report, provide Project details by the
four identified deliverables. For specific activities, including applicable accomplishments in:
number of missions, conferences, publications, meetings, and other measurable steps. Attach
verification of payroll and Project Detailed Expense reports. All original time sheets, invoices
and cancelled checks or completed wire transfers are to be readily accessible. Copies of press
releases, media placement and other ads to be maintained and available for on-site review.
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INSTRUCTIONS FOR
PROGRAM PERFORMANCE REPORT
THE PURPOSE OF THIS REPORT IS TO PRESENT A CONCISE REVIEW
SUMMARIZING THE PARTNERSHIP'S ACTIVITIES FOR THE COUNTY FUNDED
PROGRAM. USE ADDITIONAL PAGES ONLY IF NECESSARY/REQUIRED.
The Partnership: Provide name of the PARTNERSHIP as it appears on your Agreement.
Program: Provide title of the program or general service area as contracted. It is defined in the
Agreement between the COUNTY and the PARTNERSHIP for economic development.
Report Period: Identify dates covered by this narrative report. After the first report, begin with
ending date of the previous report.
I. Accomplishments
Highlight significant or major accomplishments in the COUNTY funded program during
the report period.
II. Problems
Provide a description of the problems that were encountered during this report period
which would have a negative impact on the program. Also, provide a plan for a
corrective action, to include time of implementation, effect on the program, and indicate
if there is a need to modify the program, goals, Agreement or funding.
III. Status Report on Provision of Services, Goals and Objectives (Report period and year-to-
date)
Report statistically on program goal achievements for report period and year-to-date total.
IV. Other Comments
Use this section for general remarks regarding PARTNERSHIP, etc. General
information to assist in understanding the program's operation and purpose may be
included.
Provide any Required Attachment.
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CO*7 County
Collier County Office of Business and Economic Development
FY 2014 Business Plan
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Office of Business and Economic Development—FY 2014 Business Plan
Contents
Table of Contents 2
II. Introduction •.3
III. Mission Statement 4
IV. Structure 5
a. Internal Team 5
b. Local Partnership 5
c. Regional Approach 6
d. State Partnership 6
e. Roles and Responsibilities Matrix 7
V. Tools ... 8
a. Strategic Plan 8
b. Incentives 8
c. Improvement of Business Climate 9
d. Sites Database and Suitable Land Determination 9
e. Business Retention Program 10
f. Business Recruitment Program 10
g. International Trade 10
h. Marketing Efforts...... 10
i. Incubator/Accelerator 11
VI. Outcomes 12
a. Economic Indicators 12
b. Regulatory Reform and Permitting 12
c. Organizational Capacity 13
d. Consensus and Community Support 13
VII. Six Month Work Plan 14
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Office of Business and Economic Development—FY 2014 Business Plan
Introduction
Still in its first year since creation, the Office has worked toward achieving the goals and
objectives set out by the Board of County Commissioners and County Manager upon its
inception. As part of making economic development a high priority in Collier County, the
following Business Plan for immediate implementation is submitted.
The proposed Business Plan highlights the Office's proposed structure, including key
partnerships between the Office and other groups that will assist in the development of Collier
County's economy. Such partnerships will exist at the local, regional, and state levels.
Additionally, the Business Plan describes the anticipated roles and responsibilities of the Office,
local partners,and regional partners.
The Business Plan also notes the tools the Office will use to achieve its goals. Tools that will be
utilized include developing a strategic plan,providing regulatory assistance, fmancial incentives,
a sites database, ensuring sufficient suitable land for sites, marketing strategies, business
recruitment and retention programs, international trade, and implementing a business
incubator/accelerator.
Finally,the Business Plan outlines the outcomes that the Office hopes to achieve over the course
of FY 2014, including desired economic indicators that the Office will use to define success.
Such indicators include employment growth, net earnings, unemployment rate, committed jobs,
and other such indicators. Additionally, the Business Plan outlines other outcomes including
achieving a business-friendly permitting process and regulatory environment, increasing
organizational capacity, and achieving community support.
The Business Plan includes a six-month work plan that sets out the tasks and timing to fulfill
these efforts.
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Office of Business and Economic Development—FY 2014 Business Plan
Mission Statement
Implement a successful program of economic policies,strategies, and incentive programs that
institutionalize a business-friendly environment through delivery of world-class customer
service.
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Office of Business and Economic Development—FY 2014 Business Plan
Structure
An important aspect of any successful economic development approach lies in the organizational
structures developed to facilitate implementation.This section will highlight the institutional
structures being developed to implement a comprehensive Collier County economic
development approach.
The creation of the Collier County Office of Business and Economic Development
(Office)was unanimously approved on June 26,2012.The Office was given the task of
improving Collier County's competitiveness and business climate through a combination of
business attraction,retention, expansion,and other economic development services.
Since the Office's creation, staff has worked to build institutional capacity by completing
internal staffing needs. The Office's staff is composed of a Director, an Economic Research
Analyst, and an Administrative Assistant.
Director Provides direction and oversight of Office; Implements BCC
&County Manager's long range planning and direction of
economic development; Develops plans,programs and project
initiatives;Represents County to local businesses, community
groups, and general public; Works across County departments
to coordinate economic development activities.
Economic Research Analyst Performs research, data collection,and economic statistical
and demographic analysis;Responds to information requests;
Provides custom research for economic development
initiatives and policy;Plans,develops, and organizes
presentations;Develops marketing materials;Represents
department in meetings; Participates in development and
implementation of department goals, objectives,and policies.
Administrative Assistant Performs a variety of administrative duties including
preparing/processing budget,purchasing,payroll,and
accounting documents; Serves as liaison between department
and support services departments;Reviews documents and
summaries;Performs data entry; Maintains records and files;
Provides assistance and information to internal and external
callers and visitors.
The Office is actively building partnerships with community groups,particularly with the
Naples Area Chamber of Commerce,to facilitate the creation of a private, non-profit partnership
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organization with a structural design guided by a division of labor.A clear separation of roles
and functions between the partnership entities serves to reconcile public needs with business
interests in the promotion of Collier County's future prosperity, allowing the public sector and
private sector to serve roles best suited to their unique attributes. The partnership will ideally
facilitate economic development by leading local efforts in the area of business attraction
through a strategy built from community consensus,utilizing a targeted marketing program that
presents Collier County as a business-friendly environment. This effort has achieved a
conceptual accord and details for implementation are in progress.
Additional important strategic partners include Southwest Florida Works(workforce
board), Collier District Schools,Edison State College,Hodges University,University of Miami's
Bascom Palmer Eye Institute,Florida Gulf Coast University, Southwest Florida Regional
Planning Council,Naples Municipal Airport, Collier County Aviation Authority, Southwest
Florida International Airport, S.C.O.R.E., and the FGCU Small Business Development Center.
In addition to efforts to build a local partnership focused on Collier County's economic
development,the Office is interested in assisting existing efforts to create a regionally-focused
economic development partnership centered on promoting Southwest Florida as a premier region
for economic development. The regional partnership will ideally work cooperatively with the
five Southwest Florida counties,as well as Florida Gulf Coast University, other regional
educational institutions,and other private,non-profit organizations. In addition to promoting the
Southwest Florida brand,the envisioned partnership will also serve as a key resource for data
and information in promotion of the region and its communities.
It is vitally important for the Office to develop and maintain solid relationships with the
State of Florida economic development partners at Enterprise Florida and the Department of
Economic Opportunity. The Office is seeking to establish strong working relationships with key
individuals in both agencies in order to maximize the effectiveness of local economic
development efforts.As the local economic development partnership expands,the Enterprise
Florida and Department of Economic Opportunity relationships are expected to broaden and
include the entire local economic development team.
It is envisioned that after completion,the Office, local partnership, and regional partnership will
assume the following roles:
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of Business and Economic Development—FY 2014 Business Plan
Roles and Responsibilities
1.Provide regulatory assistance 1.Administer or budget for
to create a friendly business marketing activities.
climate.
Office of Business&Economic 2.Administer incentives and 2.Direct real estate selection
Development recommend policy to BCC. decisions.
3.Provide management of contracts 3.Manage private funds.
and assist with funding the local and
regional partnerships.
1.Develop and budget for 1.Develop public policy.
marketing and outreach
programs.
2.Manage projects with 2.Focus on business association-
Local Private,Non-profit collaboration from partners. related activity.
3.Direct retention efforts and 3.Participate in political or
facilitate partnerships. electioneering activities.
4.Raise private funds for the
economic development of Collier
County.
1.Brand SW FL region. 1.Manage projects at site level.
2.Manage pass-through leads 2.Develop local policies.
from the web and other contacts
to all partners.
Regional Group 3.Aggregate data and pertinent 3.Participate in political or
information. electioneering activities.
4.Manage website.
5.Provide a forum for regional
issues.
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Tools
In order to ensure the Office's success, it is important for the Office to identify and develop key
tools to implement a course of action for economic development.This section will identify these
key tools that will be utilized by the Office in its efforts.
The Office's efforts will be guided in part by a 5-year strategic plan, coordinated with
local partners to assess the local economy.The plan will seek to assist the Office and partners in
better understanding the strengths,weaknesses, opportunities,and threats facing Collier
County's economy. The strategic direction outlined by the plan will be driven by data and
quantitative analysis,as well as community inputs and other qualitative factors.Using a full
range of inputs,the strategic plan will highlight relevant strategies for the Office to pursue in
developing Collier County's economy and guiding its economic future. Draft completion
anticipated for January 1, 2014.
Contingent upon BCC directives,financial incentives are anticipated to be a tool utilized
by the Office and partners to boost Collier County's competitiveness and induce new business
activity. Financial incentives will be approached carefully and thoughtfully,keeping in mind the
principles of equity and efficacy in the development of and participation in any financial
incentive program.
The Office is committed to partnering with the State of Florida in its fmancial incentive
programs, including:
• Qualified Target Industry Tax Refund Program (QTI);
• Brownfield Redevelopment Bonus;
• Economic Development Transportation Fund;
• Qualified Defense and Space Contractor Tax Refund Program;and
• Other state-appropriated financial incentives.
Additionally,the Office is proposing locally-originated financial incentive programs contingent
on the policy direction of the Board of County Commissioners. The Office's proposed incentives
are described below:
1. Basic Industry Growth Incentive Program: A basic grant of$1,500 per job for projects
creating at least 10 jobs within 12 months if the business is in a Targeted Industry and
wages meet or exceed the Collier County average for that industry.An additional $500
per job bonus is available for businesses demonstrating energy efficiency,resource
conservation,or environmental sustainability in the firm's operating process or products.
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2. Participation in State of Florida's Qualified Tareet Industry Tax Refund Program:
Perhaps the State's most important financial incentive, QTI offers businesses in
designated Targeted Industries an award of$3,000 per new job, or$6,000 per new job
located in an Enterprise Zone.Businesses are eligible for certain bonuses, including a
$1,000 per job bonus if it pays over$150%of the average local wage, and a$2,000 per
job bonus if over 200%. For high-impact industries, as defined by Enterprise Florida, an
additional bonus of$2,000 per job is available.Local governments must contribute at
least 20%of the financial incentive as a match.
3. Advanced Lone-term Productivity Strategy Incentive Program (ALPS): The ALPS
program is designed to target extraordinarily high-value projects by augmenting the QTI
program. This program is divided into two "tiers." Tier One offers businesses that create
at least 25 new jobs with wages exceeding 150%of average county wages an incentive
equal to 1.000%of actual payroll for each of four years. Tier Two offers businesses that
create at least 25 new jobs with wages exceeding 200%of average county wages an
incentive of 1.063%of actual payroll for each of four years.Participants must adhere to
all QTI requirements as well as additional Collier County requirements.
The Office will continually work to improve Collier County's business climate through
several facets,including providing regulatory assistance and regulatory reform.The Office will
serve as a liaison for the business community by providing assistance to economic development
projects in navigating the regulatory process. The Office is committed to assisting businesses by
working with all County and state agencies to streamline and expedite the permitting, zoning,
and other development regulatory processes.
The Office is committed to an on-going effort to monitor input from business and
community partners to improve Collier County's regulatory process through collaboration with
staff in other County departments.Regulatory reform should be an on-going process,with an
ultimate goal of improving Collier County's competitiveness and overall business climate.
The Office will leverage a variety of resources,ranging from web-based online tools and
databases,to staff in other County departments to identify suitable sites in Collier County for
future economic development projects. In addition to ensuring adequate and appropriate land and
sites for economic development,the Office and its partners will develop and implement a
customer-friendly online sites database that will allow prospective businesses to easily identify
and view information on available sites in real time. In addition,the Office will list the County's
Brownfields,Enterprise Zones, and Foreign Trade Zones.
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In today's economic climate, Collier County must be mindful of retaining solid
performing companies and their quality jobs in the community. The Office will work with
partners to provide a retention program aimed at assisting existing businesses and enabling them
to grow and prosper.Activities will include focused research,targeted business visitation aimed
at identifying strengths and needs of existing businesses,and other services with the goal in mind
of protecting and promoting Collier-based businesses.The business retention program will be
further refined upon the Office's formalizing a locally-based partnership,which will assist in
retention efforts.
A major tool for the Office to achieve its mission will be a successful business
recruitment program. Working within the framework of proposed partnerships at the local and
regional level, as well as with Enterprise Florida,the Office aims to successfully recruit
economic development projects to Collier County through a combination of marketing,
incentives,regulatory assistance and reform,customer contacts, and other policies.The efficacy
of this tool will be enhanced further upon executing and implementing an agreement creating a
local public-private partnership.
The Office will work to establish international foreign-direct investment,particularly
with countries with mutual business interest identified by key stakeholders,while maintaining
close relations with Enterprise Florida's International Division. The Office will also work with
international site consultants,embassies,and investment groups who may be able to influence
international companies to consider Collier County as an area for their U.S. operations.
Additionally,the Office will explore, intensify, and promote relationships with existing foreign
related and/or owned firms in Collier County.
The Office will collaborate and partner to develop effective marketing approaches such
as:Attending conferences and trade shows; Contacting consultants and prospects;Participating
in professional and industry activities; and Developing collateral materials and an Office website
to convey key information about Collier County's superior business climate. Such marketing
products will contain information on the County's demographics, services, quality of life, and
other important business advantages. The Office will develop marketing products in coordination
with partners.Marketing products to facilitate the above activities will include:
• Updated website
o Branding—Collier County's niche
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o Sites database
o Business intelligence(demographics,employment data,and economic indicators)
o Electronic newsletter&social media
• Information sheets for prospective businesses
o Outbound recruiting—Attraction,retention, expansion
o Inbound assistance packets-Local
• Business resources for current Collier County businesses
The Office is working with other community leaders and partners to initiate a technology
business incubator/accelerator to the urban area of Collier County.The Office is currently
working with an outside consultant with a high degree of specialization in the area of business
incubators to develop a proposal for the incubator/accelerator's essential needs and functions.
The incubator/accelerator will serve as a magnet for early and start-up stage companies to
collaborate in a creative environment of support and assistance.The planned
incubator/accelerator is envisioned as a hub for domestic technology startups as well as foreign-
direct investment,allowing international start-ups to link with Collier County and Southwest
Florida.
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Outcomes
The Office will quantify inputs and measure its success based on several outcomes. It is critical
that quantifiable data is tracked for performance assessment. The Office recommends
establishing strategic goals and objectives that can be directly tied to performance metrics of
both long term growth and operational(service delivery)inputs and outputs. Long term
strategic metrics will focus on employment growth,net earnings growth, gross county
productivity growth rate,unemployment rate, average wages and growth in sales tax and ad
valorem revenue. Operational work inputs and outputs would include the numbers of contacts,
actively managed projects,number&percentage of prospects making a commitment, average
wage and job numbers of prospects committed and the percentage of total county job growth
attributed to economic development activity.
As a newly-formed department,the Office will set realistic yet ambitious target levels of
performance for FY 2014.Presented below is a summary of FY 2014 targets and the expected
level of difficulty in achieving each.
Employment Growth(#) Highest among similarly Ambitious
populated counties
Net Earnings growth rate 5%above state average Aggressive
Gross County Product growth 5%above state average Aggressive
rate
Unemployment Rate 1 point below state average Ambitious
Gains in Average Wages 3-5% Ambitious
Average Annual Sales Tax 5-10% Ambitious
Growth
Property Value Growth 3%over state average growth Ambitious
Number of Corporate Contacts 40 Aggressive
Number of actively managed 20 Aggressive
projects
Percentage of prospects making a 35% Aggressive
commitment
Committed Jobs 5%growth above baseline Aggressive
Percent of county job growth 20% Aggressive
attributable to Office's efforts
Maintaining and improving a streamlined,business-friendly permitting process and
regulatory environment is a qualitative measure of high importance to the County and the Office.
This objective will be measured with quantitative metrics such as reducing permitting times,the
number of compliance issues, and duplicative paperwork requirements. The Office will
12
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VI I V I L.V I V I I N.•
Office of Business and Economic Development—FY 2014 Business Plan
determine the effectiveness of this outcome by reviewing the pertinent data as well as interfacing
with clients and prospects to determine the level of satisfaction with the County's efforts to
expedite its regulatory and permitting processes. Below is a summary of anticipated results as
determined by clients as they move through the permitting and regulatory processes.
Process familiarity Consistent permitting
experiences
Time from submittal to Exceeding expectations
approval
Customer service Excellent
Attaining a high degree of organizational capacity remains a key output to be achieved
during FY 2014. As a new department,the Office has built an internal team focused on functions
matched to the public component of a public/private partnership.Moving forward,the Office
will work to improve organizational capacity by continuing to forge the partnerships needed to
implement Collier County's economic development strategy.Like many outcomes desired by the
Office,efficient service delivery by the organization will be viewed as an on-going process
through FY 2014 as partnerships are finalized and staff refines its roles and functions.
An important gauge of the Office's general effectiveness will be the level of community
support garnered. While this output is indirect and imprecise to measure,the Office strives to
receive a high degree of community support by actively engaging a wide array of community
stakeholders by being present at a variety of events and meetings.Additionally,the Office seeks
support by actively engaging community members to understand key concerns and desires in an
effort to more effectively serve the economic development needs of Collier County. The Office
recognizes that community support is not an outcome that can ever be viewed as simply
"complete,"and will continue to work with community members to achieve support for
economic development efforts.
13
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