Ordinance 95-22 ORDINANCE NO. 95- ~12
AN ORDINANCE ESTABLISHING TI IE IMMOKALEE
ENTERPRISE' ZONE DEVELOPMENT AGENCY
(EZDA); PROVIDING FOR APPOINTMENT AND
COMPOSITION; SETTING FORTH TIlE TERMS OF
OFFICE; PROVIDING FOR REMOVAL OF OFFICE;
PROVIDING FOR OFFICERS, QUORUM, RULES OF
PROCEDURES; PROVIDING FOR COMPENSATION;
SETTING FORTH THE FUNCTIONS, POWERS AND
DUTIES OF THE AGENCY; PROVIDING FOR THE
IMMOKALEE ENTERPRISE ZONE STRATEGIC PLAN
ADOPTION; PROVIDING FOR CONFLICT AND
SEVERABILITY; PROVIDING FOR EFFECTIVE
DATE.
WIlEFLEAS, the State Government has enacted a program, the Florida Enterprise
Zone Program, (Section 290.001 - 290.016, Hotida Statutes) to provide incentives by
both State and local government to induce private investment into distressed areas to
create economic opportufftties and sustainable economic development; and
WHEREAS, the Board of County Commissioners of Collier County has nominated
the Irnmokalee Community to be. considered by the Horida Department of Commerce for
Emerprise Zone Designation; ~:1
WHEREAS, a broad base of cltizen participation has been established as a part of
the effort to apply for the Federal Government Empowermeat Zone/Enterprise
Community designation and has been extended into this application to obtain a State
Enterprise Zone desi,~nation; and
WHEREAS, the lmmokalee Enterprise Zone Development Agency (EZDA) shall
be a public body appointed and dependent on !he Board of County Commissioners; and
WHEREAS, the EZDA shall encourage the principles of economic opportunity
and job creation, sustainable community development, community-based partnerships. a
strategic vision for change and effective local fiscal and regulatory incentives.
NOW, THEREFORE, BE IT ORDAINED BY THE BOARD OF COUNTY
COMMISSIONERS OF COLLIER COUNTY, FLORIDA, that:
SECTION ONE: Creation of the !mmokalee Enterprise Zone Deye[Opment AgenC~
This Ordinance is enacted pursuant to Section 290 0056, Florida Statutes. to
establish and create the Immokalec Enterprise Zone Development Agency. herein referred
to as the "Agency".
SECTION TWO: Al~intmcnLand_ComlxaitioLoEthelmmokalcc_Entct~n~c
A. The Agency sitall consist of not fewer than eight (8) or more titan thirteen ~ 13)
members which shall consist of at least one representative Crom each of the Coilowing
entities:
1) the [mmokalee Chamber of Commerce,
2) a Financial or Insurance entity,
3) a business operating in the nominated Enterprise Zone.
4) a resident living in the nominated Enterprise Zone,
5) a no·profit community-based organization operating within the nominated
Enterprise Zone,
6) a local private industry council,
7) a local code enforcement agency, and
g) · local law enforcement agency.
B. The importance of rn~nority representation on the agency shall be considered in
making appointments so that the agency generally reflects the ethnic and gender
composition of the Irarook·lee community.
C. Members of the Agency shall be appointed by and serve at the pleasure of the
Board of'County Commissioner,~.
SECrlON THEE:E: Terms orOffice of the lrnmnlcalee Entem. rise Zone Development
The initial term of office of the Agenc7 shall be as follows:
A) Two (2) members shall be appointed for a term of three (3) years.
B) Two t2) members shall be appointed for a term of two (2) years.
C) One ( I ) member shall he appointed for a term of one ( I ) year.
D) The remaining initial members shall be appointed for a term of four (4)
years.
Thereafter, each appoint,nent or reappointment shall be for a term of four (4) years
Appointments to fill any vacancies on the Agency shall be for the remainder of the
unexpired term of office.
SECTION FOUR: P. emovtl From Office: Failure to Attend Meetin_e~ of the
Irarook·lee Enterprise Zone Development A_oency
A) Any member ofthe Agency may be removed from office by a majority vote
of the Board of County Commissioners for inefficiency, neglect of duty, or misconduct in
office only after a heating and only if the member has been given a cop) oCthe charges at
least 10 days prior to the hearing and has an opportunity to be heard in person or by the
Board.
,,, mine I
B) Ifany member eflhe Agency I:'tils to allend Ihrc~: (~,) c.r~scc~llsve
wither a ~tisrado~ ~. or ira m~ is nb~nt l~om more Ihan one-half .f [he
AB~s m~inp in a ~v~ cal~dar year, the ABcn~ shall dcclarc il~c mcmbcr's scat
~ yacht a~ the va~n~ s~ll ~ filled ~ the Board of Collier Counly Commissioncrs.
SE~ON fi~: O~e~s: ~o~ ~l~ of Procedure o~h~m~aic~tcr~
Zone D~elnpm~ ~
A) ~ Bord of C~n[y Commi~ion~s sh~ll e[~ a chairman and ~ce
c~ from ~ng [he m~. O~s' t~s shaft be for one (!) year, ~th
eli~bilky for r~l~ion.
B) A ~jod~ of
~ndu~ing ~siness a~ ~dslng [he ~w~ of [h~ Agen~ and for all other pur~ses.
Q A~ion ~y ~ tak~ ~ the A8~~ upon a vote of a majority of the
m~s prowl. Copi~ of all Ag~q mi~t~, r~lutions, r~o~s, and ~hlbits shall be
~bmi~ted to the Board of C~nty Comminion~s.
SE~ON SIX: Com~tion ~ the [mmek~ee Ent~dse Zone D~elopment
M~s of the Ag~ s~l ~e ~t~t com~n~tio~ but ~y be entitled to
r~e r~m~t for n~ tenably in~ed in the p~o~ance of their dut]~
u~n prior appr~ of the Bo~d of C~ Com~ssion~s.
SE~ON SE~: Fun~o~ Po~ ~ ~ti~ of the Ag~cy of the Immo~Me=
~ Zone D~elopm~t Ag~
~e ~n~ions, ~w~s and duli~ of the Ag~ shall include, be not liralied to the
follo~n8:
a) To as ;i~ in the d~elopm~t a~ implememation of the Slrate~c plan.
b) To ove'~ and monitor the implantation ofthe goals of the strategic
plan. The A8~ s~!l make quan~ly reports to the Board of Coumy
Commission~s evaluating the progress in implementing the s~rategic plan.
c) To identi~ and recomm~d ~o the Board of County Commissioners, ways
to retake re~lato~ barring.
d) To id~ti~ Ihe ~Mncial n~ds oF, and local recurcos or assistance
available to, eli~ble ~slnes~ in the zone.
e) To promote through marketing and advc~ising Ihc d~elopmcnt ofthe
Entcrpri~ Zone.
The Agenq may not trannct business or exercise powers under Section
2~.~56(9), Motida Slalules.
SECTION EIGI IT: tmmokalcr,_Em~ti.,a:.Zon¢.Sttat~:~uc,-Elan
A. Th~ lmmokalcc Enterprise Zone Strategic Plan is hereby adopted as
identified in Exhibit I of this Ordinance.
B. The contents ofthe !mmokalee Enterprise Zone Development P~an include:
(I) the Ordinance entitled "the !mmokalee Enterprise Zone"; ('?) the Immokalee
Enterprise Zone Strategic Plan; (3) Certification; and (4) Appendices. The items One
through Four of this Subsection B, copies of' which are annexed to this ordinance. are
adopted by reference and made a pan of this Ordinance.
SECTION NINE: Conflict and Severabillt~t
In the event this Ordinance conflicts with any other ordinance of Collier County or
other applicable law, the more restrictive shall apply. It' any phase or portion of the
ordinance is held invalid or unconstitutional by any court of competent jurisdiction, such
portion ~hell be deemed a ~parate, di~tlnct and independent provision and such holding
shall not affect the validity of the remaining portion.
SECTION TEN:
This ordinance shall become effective upon receipt of notice from the Secretary of
State that this ordinance has been filed with the Secretary of State.
PASSED AND DULY ADOPTED by the Board of County Commissloner$ of
Collie County, Florida, this ~,~_day of "'///~dd---~ . 1995.
.:.. ,:
ATTEST: __~. ,- BOARD OF COt COMMISSIONERS
..'.. .. COLL R O
DWIGHT C. BROCK, CLEP, K
· 7; hews, Chairpersgn
aM legal
,/./. :.i .. i'; /,. <.._.
Heidi F. Ashton
Assistant County Attorney
IMMOKALEE ENTERPRISE ZONE
APPLICATION
TABLE OF CONTENTS
Pag~ #
Imroduction I
Principle: Economic Self-Sufficiency 14
Issue Category: Economic Opportunity 15
ls,~e Category:. Employment Access 49
Foreign Trade Zone Initiative 75
Past Performance of the Immokalee Enterprise Zone 78
..,, atom mmm
LIST OF TABLES
TITLE
immokalee Population by Census Tract
lmmokalee's Ethnic Mix
lmmokalee Poverty Status (1970 - 1990)
Free and Reduced Lunch Program CLI.S., Florida, and lmmokalee)
Emplcn/ment in U.S., Florida, and lmmokalee
Scholars'tic Aptitude Test ~ College Achievement Test Scores
High Sc~>ol Drop out Rates
Per Capita Crime Rates
Immc, kalee Voter Registration - 1992 Election
I~II~IOKALEE ENTERPRISE ZONE
Introduclion
lmmok~ee, Florida - the name itselF conjures up this rural area's origins as a frontier
town, where hunters, cowmen, missionaries and Indians pioneered an untamed land
in the late 191h century.
Today, · century later, Immokalee remains a frontier town, where a new generation
of pioneers must foster community-based, long-term permanent change in order to
survive.
The Destiny of the Land
Immokaleds greates~ asset is the land, which since the community's inception has
dictated the a. rea's direction. High, non-coastal and sandy, Immokalee was an island
whe~ much of Florida was upper sea. Today located in an isolated area of Northeast
Collier County, the proposed Immokalee Enterprise Zone consists of some 6,400
acres, or !0 square miles. The proposed Enterprise Zone includes most of the
Immokalee community's urbanized land, of whlch 75% is developed.
First settled as 'AJlen's Place,' in the 187crs, the area was renamed 'Immokalee,"
Seminole for 'my home,' in 1897. At the time, the area was largely dependent on
cattle production, its open range having been discovered by Confederates running
cattle through the blockade to Cuba, in order to secure gold for arms.
In the 1920's, the area pined new exposure and prominence, as Collier County's
founder, Barton Gift Collier, integrated it into the Atlantic Coast Line Railway from
Lal3elle, and built a paved highway from Immokalee to the county seat then located
in Everglades City.
The groundwork was thus lald for expansion, during the 1930's and 1940's, into winter
vegetable preduction. Even until the present day, the freezes in more Northern
climates and the pressure of urbanization on coastal farmland in Florida have
dramatically increased the importance of Immokalee in the tomato, pepper and other
winter vegetable rnatkets. A parallel growlh in citrus production has further expanded
the area's agricultural repute.
in some ways, however, this connection to the land has been as much of a curse as a
blessing. Continuing growlh of and dependence on agribusincss in the region only
exacerbates the economic and cultural crisis in Immokalcc. Farming is highly labor-
intensive, seasonal, ar, d subject to ragaries of nature, and able to pay only at the lower
end of the wage scale. This, coupled with a massive immigration of people with few
skills and little English, has meant that this area has actually created more poor people
than jobs in the last 20 years.
And, although the economy has diversified to some cxtcnt, now including hospitality,
service and other workas, since these too are generally Iow-paylng ~nd sorecrimes
seasonal, the patterns formed over past decades have proven difficult to break.
For lrrtmokalee, the need for change is immediate, and pressing.
A Prevalence of Econorrdc AdversM
Immokaleds peruanent population of 17,221 (1993) nearly doubles during the
agricultural setson` but the increase in numbers only deepens the community's
economic problems.
This is a community marred by aching and abiding poverty. Over forty-five percent
of year-round residents live below the Fedend poverty level, and that percentage
cr. wnbs to two-thirds of the total population during harvest. Higher poverty levels for
families with young children are refJecled in the fact that ninety percent (90e/0) of
elementary school children require free or subsidized lunches.
The ~ing tmabated flow ofimrnigrants and the failure of the area to attract new
business has created an unemployment rate e~ceeding 20*/,, triple the Florida and
United States averages (see table 5). The seasonal focus of the work leaves many
u,-~,-mployed for half the year, unless they move elsewhere temporarily to find work.
Those that follow the work to Northern agricultural comnmnitles disrupt children's
educations, and preclude family stability.
The cultural crxver~ has, at times, become culturaJ cacophony, as values, perspectives
and priorities v~,,wikfly. Sixty-six percent of ZmmokaJeeans are FEspanic, 18.2% are
Black, 15% Whi e, and 0.8% other, including Scm;nole. Of the Blacks, one half are
.. thought to be H~jtian. Two-thirds of Ihe community speak a language other than
English at home; 54% speak little English; one-third are classified as linguistically
isobtted. Beyond language are problems which range from prevalence of TB and HIV
and primitive health care beliefs, to inability to use or ca~e for modern appliances.
These kinds of barriers, togaher with the lack, in many cases, of even rudimentary
education, create an unemployability which is doomed to unaerscorc and sustain
unemployment and poverty.
Just as frightening are the unforeseen and uncontrollable forces which somctim~.1. etch
an even grimmet rcalhy -- for it is ,or only the va~,'trics of taste and economy which
control Immokalee's success. A sudden drop in temperature, or the influx of an exotic
insect or disease, can erase Ihc prospects of an entire year for an entire communhy.
And, there is dread about the projected clTccts On NAFT,A,, which is likely Io
contribute to considerable job lossc's by latc this century.
To break this cycle of decline will require wholly new approaches to economic
ream A long-term plan which integra~u educeion, a more livable community,
business diversification and job creadon will be required to altu the course of
Immokal~s economy and quality of life. New standards and new goals must be set,
and a new __-',cc__numability created. In short, this continuing, downward trend must be
reversed if Immokalee is to break frcc 5'ore its shackles of poverty and dependence on
government and outsiders.
An Unproductive C4~mm,nlty Setting
Irrevocably entwined with Immokalee's economy is its community quaiity of life.
Despite some glirnmer$ of vitality, the overall perspective here is equally bleak. The
uca propof~ for F. ntcrprise Zone designation represent$ the most needy, but not all,
arm of the community, in keeping with the boundary limitations of the program.
On ixtsl:x~tion, lmmokaJce i$ In unsightly town. Its cxjstlng community area consists
largely of unattractive, and in some cases rundown, buildings. No movie theater,
departmere gore, gas station or Automatic Bank Teller MachEne is available to the
rcsidara. In a town where there are proportionately few automobile owners, neither
is there widespread and timely transportation, creating a walking working class and
people unable to take jobs because they cannot reach them.
Its sewer and watu $y~cms, u well as its dramatically underutilized airport, are in real
nccd of improvement. Even its urban grccnspace, normally a luxury to devclopcd
communities, cl'eates its share of F'n:)blem.% since. it is not only inaccessible to most
residents. but also encompus~ lands so environmentally sensitive that the protection
of habitat for endangered species such as the scrub jay and the Florida panther may
preclude thclr use for human life enhancement.
lmmokalecans I re young - nearly 8(P/, are under 44, and nearly half or those arc
under I 8. Yet, :hese young men and women, boys and girls, live in a world where
their prospects to: ,, better fife are not promising. The schools in lmmokalce include
one pre-school cutter, four elementary ghools, one middle school, one high school
and one family corrrnunity centcr, which includes classes for adults and their children.
SAT and ACT test scores in lmrnokalcc fall far below the State and National averages,
allhough the high school drop out rate has improved in recent years and is curTcntly
al Or below the State average and is wcll below the National arcrage. (see Table 6)
Subslandard housing at exo~bilanl prices for low inc-omc families is commonplace.
According to an internaJ asscssrncnl or lmmokalcc's ,,.~Js. shortagc of all~rdable child
care is a major concern of nearly 45*/, of residents. Safety is also a concern, ass
ImmokaJcc's crime rate is subslantially higher Ihan that of Collier Counly. the State of
m
Florida and the United States in total (see Table 8). lmmokalee's crime rate
approaches that ofcitles Eke Washlng~on, l~ami and Drtroit.
Health care needs are urgent and basic - communicable diseases, high risk pregnancy
and poor nutrition are only a few exampier Yet, necessary fac~ities are underfunded,
and 80°4 of residcms have no health insurance.
Znunokalee is poor in one add'nlonal, and critical, way - homegrown leadership. Most
of lmmokaJeds landowners rwe outside of the community, and although many work
actively to improve lrnrnokaleds fixture, they cannot supply the internal leadership
wldch must guide lmmokaleds regeneration.
There is, essentialiy, no madale class in lmmokalee, since only 6% or'all residents earn
more than $S0,000 per year, and thickfie L'r..ome housing is virtually non-existent. Only
20°4 ofresidems are regiSa~ voters, so the cornmunitT's political impact on a local,
County, State or Federal level is negligible.
Alzhough a Few naturaJ leaders exist, they have not yet developed the resources to knit
togctha' a leadership coalition which can forge at new ~umre for the community
lrnmokalee.
Tht Turning Point
In recent years, the people of lmmokalee and Collier County have begun to come
together to find soltalons which are indigenous to its o. ilture, responsive to its
econo~ and last2ng for its people. Firs~ stc'~s have been tak~ at focusing ~slness
and civic forces on productive and coHaborafive progress.
Habitat for Hurn~ty has boilt more than !00 homes for the needy. F~"Hlwofker
Village, built in conjunction with governmental am:l agribusin~-,s interest, is a public
housing community of rscz~ly ~ units which serves as a model natior~de.
Lqunokalee Non-Profit Housing has I~ilt 40 units and has i~tiated a phase two home
ownersl~p project, Sc. hoiarshjp fianding for higher education ~'or lmmokalee's youth
grows every year. The County has developed a Master Plan f'or the community.
L'nmoludee students and community members have compl~c~l a comprehensive selC-
assessment under the diroctlon of the PIE (Plarming lmmokalee's Evolution) group,
and they are now working to heed it conclusions.
New recreatiot~ facilities o- such as Guadalupe Center's 'Paradise ParSe' -- are b,~ng
planned and developed. Thanks to Preservation 2000. Irm~okalce most recently
acx~uifed hiking trail.t For use at no cost to its residents. Impelanti),, The lmmokale¢
Foundation has created an annual community event. the lrnmokalce |{else Trails.
which is not only a source of community pride. but has also generated more than
$300,000 in just three years to meet the needs of lmnx>kaleeans.
The lnunoka~e HcaJth Park, a center planned and being developed through public and
private efforts, is becoming reality and serves as a model to other communities
exemprz/ylng the coordinated efforts for revltartzation.
These programs, and others like the:n, show the communltys commitment to selr-
imprcrvemenL The7 hold out promise rot Immokalee°s future. Yet, it remzins cle~
that they alone carmot reverse lmmokaleds deep-rooted problems.
The task before the community are nearly overwhelming, To create a selr-suf~cient
economy, 7,0(30 new.ioN - and workers able to fill these jobs - are necessary. For
a sustainable cca~n,~ity, massive st~les in housing, heal~ care, sare17, and more most
he made. InvestmenU in housing, schools, and business of'over $700 million will likely
be requLred over the next decade.
Today, I~ has the heart, but not yet the resources, to achieve these goals and
to ~ its revitars~zd future. Accorcrm8 to John W. Gardner in 2/~///d//~g Comm~n/P/,
"A community has the power to motivate its members to exceptional performance."
lmmokalee now awaits its opportunity to take this power and forge rot itselr a new,
v~tal, sustainable home. Ertterprise Zone Designation will provide the business
incentives by which this ambitious reality can be achieved.
TABLE 1
IM/qOKALEE POPULATION
BY CENSUS TRACT
TRACT Z97Orl~ 19sorn |790 I~.-~
1 ! 2.03 N/A 6,~74 6,756
113 N/A 4,2r~1 6,111
114 N/A 2,,,~11 3,11?
Tetal 3,764 ! 3,523 15 ,.994
Source: Collier County Lang Rf, nx Plannsng
(I) Data Is from II~ 1970 Cen, uJ nf Populn~on.
I)robn dm,~ by trncr.
(2) 1980Ccnsusdidno(~liguact 112
TABLE 2
IMMOKALEE'$ ETH~C MIX
RACE ! ~ ~9'70 % ~ 1910 % ~ 1990
ETH?41C
White 2,728 72..5% 3,4f3 3O.9% 2,116 15.0%
Bbck I j20 27.1% ~90 24.,4% 2~6 IL2%
hdlaa I 0.2% n/a ~a n/s
Other I 0.2% 142 1.3% I
Hbpsnk'~ ..... '
Wbl~e e/a - 549 S.0% ~,402 38.3 %
Bl,~"k m/a - 49 0.4 % 810 5.7%
Other n/a -- 4,195 38.0% .1.103 22.0%
TABLE 3
IMMOKAI FE POVEWII' STATUS
(1970-19470)
tadtvJdumb Bdow roverfT Lod 19'/0 1990 19')0
Fmf/b~
% o(~[l ~'njlks 42,.~% 38.0% 40. 1%
%c~ote 1970-19~0 I~.~
%chmF 19'70-1990 275.0%
Unrebt~cJ pet'M~ 383 I .! 21 1.40!
% o(dl rmaa~ 69.9% 48.3% s9.2%
%ch~ |970° 1980 192.7%
% chmp i 950 o 19c~ 25.0%
%chmF 1970-1990
lw~r~slz J ,931 4,757 6,539
% of an ~ 51.~% 43.7% 46.S%
%cbnJe 19'70-19~0 146.3%
%cbnle 19~0-1990
*/s dinhie 1970 - 1990 23[6%
Poverty Tlmbolds
2 Persore $2,.364 S 4,723 S g,076
3 P~.~ $2,~05 $ 5,787 $ 9.885
4 PITsam $3.721 $ 7.412 $12~74
5 P~ ~J~ S 8,776 514,~
6 P~ ~.~l $ 9,915 $16.~1
7 P~ g.034 $11~37 $19.162
I P~ $12,484 $21 ~28
9 ~ ~ $14,812 $25.4~
~e: ~o~a Cecil of Po~l~n
TABLE 4
~ AND KEDUCED I,UHCH PROGRA~
THI UI~[m m~D STATI~ PLORIDA, A/N'D I]~E~fOKA LEE
19~S 1990 I~1, I~92 1993
U.S. 41% 40°~ 40% 39% N/A
Iq.ORIDA ~mmXm 62% ~ 60% N/A
I'~(]HLANDS 77~ 79% S3%
1XIvtOKALEE !~OH 61% 6S~ 68% 7 ~%
D,,O~OKALE:E t-,(~)DLE 82% 8.5% S4%
LAKE TRAF'F~ 91% t~% ~,1% ~3%
~ 96% 99% ~% 9~%
.~frct: ColntrCo.nO, ~cAool Boad
Szat~tleal,41~o.oa of tke Untwd..~ate#
F!~a .~att~tleal A/~r/.x~
TABLE5
EMPLOYMENT
FLOR~A, AJ~D IMMO KALEE
YEAR # EMPLOYED # UZN'EMPLOYED UNEMPLOY]V[ENT
RATE
[970
Ut~d Sine, 8],796 4.0~3
F]or~ 2327 ! ]4
~lee I. 40 0.03 3.
19~0
United States I 0~30'7 7,637 7.0%
Florida 4.017 251 5.9%
Lmmokalee 5.00 0.3S 7.4%
199~
United Ststez 199350 6,874
Fkw:,da 5,9Z7 375 5.9*/,
.tmmokaXee 5.~0 0.67 10.2%
Uniuxl Stst,~ | | 9306 S,734 6.8*/,
Fitwith 6,166 462 7.0%
I,,,r.,mokalee(|) 6.20 1.60 20.3%
,~wret: TAt C*ertfus ,,/tAt ~rrattd,.~m#,
The ~a~f o/ HorVda Burea~ o/ Z~bor ~arker In/,,rm~lo,
(]) D afa ls aJv e~,maie on lhr mosf currrtw emtgoymeltt dala for C',~D/er ~'oun~, vllh lAt same /mmo/ca/ee lo Co///er
Counv/ rarl~ In ~e /g~O Cer~u~.
TABLE &
SitO LASTIC A~I 1i iJDt- TEST (SAT} Ab'D
COL~GE ACHI~VDII:NTTr~T (ACT) SCORES FOR
TIll tINTlID ~i'AT~% FLORIDA, AND IMMOKALI:~
I U.& FLGRIDA I~MOKALEE
l~)~l) 4:24 4~6 424 4~3 34~, 401
19~ 43! 47~ 42.S 468 363
1990 424 476 418 466 3~:3 426
1993 424 475 416 4(~6 380 365
t U-$ FLORIDA IMMOKALEE I
ltJ~6(i) 20.8 21.0 15.1
IggO 20.6 20.7 17.3
19~ 20.7 20.7 16.1
(I) re:t wm changed $1tnl~o~'g~p, In 19845. :o :can. t Ctm not be compartd to prtcra'l,g yfar~.
10
TABLE7
HICH SCHOOl, DROP OUT RATES
T~FE UNTIED STATES, FLGRIDA, AlYD [MMO KALEE
DROP-OUT
yEAR RATE
!~15
UnP, ed Stales I 1,3%
Flaida 6.7%
~ 9.5%
1990
~ $tt~es 9.3%
Florida 6.6%
~ 6.4%
19)2
Ur, i~ed Stut~s 11.1:)%
Florida 4.6%
]mmokale~ (I) 4.7%
(I) 199.1 A~
II
PER CAPITA C]LYME RATE~ FOR
THE UNTTED STATES, D.C., FLORIDA, MIAMI, AXeD IMMOK. ALEE
(p~r 100~00 peopk)
AOGIEVATED
YEAR ~ RAPE ROBBERY ASSAULT BURGLARY LARCENY GTA TOTAL
_1982
U.S. 9 34 239 289 1,489 3,085 459 5,604
D.C. 31 67 1,448 578 2,341 5..299 648 10,412
FL 14 55 305 ~14 2,082 4,199 4,10 7.639
~ 50 91 1,339 1,124 2.908 6,879 1,432 13,823
~ 57 187 6 I0 947 2.619 4.204 380 9,004
U.S. 8 37 209 303 I ,.287 2,~O1 462 5.207
D.C. 24 ,54 835 712" I ,~98 3,973 SO3 7,999
FL 12 .~3 315 ~9 2,025 4,130 530 7,634
~ 3,5 76 1~50 1,344 3.168 7,.~48 1,9,58 1.5,679
~,,O,(. 67 97 329 858 3,238 3,396 ,523 8,.508
U.S. 9 41 257 424 1,236 3,19,5 6,58 5,820
D.C. 78 50 1.214 I,II7 1,9~3 4,997 1.336 10,772
FL 11 ,52 418 719 2,126 4~29 783 8,638
~ 36 83 2,279 |,9~4 3,767 8.233 2,671 19,023
I],.O,4. 47 IO5 699 1,03~ 3,032 4,030 ,5,52 9,499
1992
U.S. 9 43 264 442 1,168 3,103 632 ,5.660
D.C. 7.~ 37 1.266 1,45,5 I,II20 ,5,206 1.~48 11,407
F'L. 9 100 365 727 1.1177 4,425 7845 11,2119
!v{LdU~ 34 73 1,890 1.734 3.232 11,19,5 2...330 17,4~J11
~ 15 ~60 782 1.37,5 2,837 4,221 844 10.234
Florida $totlatleal Abstlx~
~e Calller CasntF ,,herl, O's O~t'e
TABLE 9
IMMOKALEE VOTERS REGISTRATION
1992 ELECTION
(UsbceriNrsed Am of lmmokslee)
I Of ~ Vola3 2,352
# OfE]iS~l~ie Vcsa3 (18 ycsrs snd oldcr) 9,931
Iwhovcsed 1,9'76
% ofElig~'ble Voen who Registm:d 24%
%l~m~dw~oV~d 84%
% Of EliJs'b~e Voters who ~4,~!
E~IMOKALEF-VOTING I]~FORMATION BY TRACT
19~
ALL PERSONS (Penknife ~ebxJve So x~l
TOTAL VOTING REGISTERED
'rI~CT POPULATION ACE % VOTER %
i 12.03 607S6 ~,1~9 61.6% S50
113 6.! 1 ! 3,6~7 59.7% 605 9.~%
114 3.117 2.125 68.2% 474
TOTAL 15,984 9,931 62. i % 1.629 I 0.2%
REG L~FERED VOTERS (pexccnUge relative Io Iotal clig'blc vaing pepuls6on)
iTRACT V,q[ITE % BLACK % OTHER %
I IZ03 93 J6.9% 321 58,4% 136
113 407 67.3% 27 4.:~% J7]
~J4 ~ 73.8% 24 ~.~% J00 21.1%
TOTAL 850 52.Z% 372 22.8% 407
I/OTI~G ACE POPULATION (,ix:~:.~____sge rtlativ~ Io lord eligible ,,~xing populatirm)
[TRACT Wlili ~ % BLACK % OTHER % IfiSPAJqlC
] 12.03 IJ4S5 37.6% 1.896 4~.6% 698 16,8% 2..561 61.6%
]13 2,584 70.9% 157 4.3% 906 24.8% 2,310 63.3%
114 I J30 72.0% 189 8.9% ~ 19.1% ~
TOTAL 5.679 57,2% 2,242 22.6~ 2.010 20.2% 6.141 61.8;o
· ~ource: Collier C~'unty Secretary/ofElecti~nt anti Coillet ('~)unl~ Redistnctmg Commitlee
(I} Permanent Immo~,alee resldentt
13
PRINCIPLE: ECONOMIC SELF-SUFFICIENCY
~Economic a~stre~s wig teach men. if anything
can, that realities are les~ dangerous than
fantade~ thatfact-tiMing ts more effective than
foult-~ndlng."
Carl Lotus Bccker, 1935
Econcnrac devdopme~ translated as 'economic self-sufficlency and self-reliance for
individuals, families, and Ihe community,' is seen as the single most important
component of the s~rnteglc plan aM the empowerrnent initiative. If jobs are created
and filled by local residents, then people can afford that which they need but now
cannot __ee~__-:e and the commtmity, through an expeaded tax base. can afford to provide
the quality of life componetrts it now strugglea to offer.
Yet, just as 'it tnkes the whole community to raise a child,' it will take a whole
Imtnokalee to at~in sustainable ecoremic development. Therefore, in some respects,
if economic dcvcloFnent L,t to he accomplished, it will be as critical to change
Immokalee as a place in which to FNe and work as it will he to devise effective
investment incentive, promotion, and assistance programs.
The objectives of an economic development/diversification strategy are generally very
easily iclentif~d. Even the steps to success may nc~ be that difficult to ascertain. The
challenge then is in the execution. Thus, an effectb~ strategy and operating plan must
effectively address all three.
A szrateb-,y for economic seif-su~ciency for Immokalce has two basic tlu-usts:
I. Create more, higher paying. year-round, sectorally diverse jobs without
attracting existing jobs from elsewhere or undermining existing local
businesses.
2. Insure that Ihe residents oflmmokalee are able to lake advantage of the jobs
when they do become available.
One without the other is simply a form of economic masturbalion. !t creates the
illusion of consummation withoul any fruit actually bci,g borne.
14
Issue Cate~on: Economic Opportunity
"Long term survival of ~ co~atton de~ on/is conti~ed
abili~ to ~l~ ~e~h related to ia com~tlt~ 5uccez In
achle~ this gre~h &~ on the abtll~ to shift respects
fr~ ~ell4~bll~d ~ure buMneB actl~aes to emeryrig
~ ~Mtlet ~th ~th ~tentlai. "
~range ~ ~. 1987
~ng l~ ~ f~ a ~~ ~I, t~ ~e ability u a ~ration.
~ ~-~ f~ ~ j~ t~ a~l~ ~ ~ ~ors on w~ch it now
d~ k ~ ~ to ~ ~ ~ ~ ~i~ on which to ba~ its ~ture
gro~h. Un!~ it d~ ~p[~t ~ll ~. ~v~y ~II b~ome ~ more
pensive, a~ l~ ~~ ~ll ~mi~e to ~ ~ono~ly at the m~ of the
nature and ~i~.
~, k ~ ~ ~ t~ ~m~ni~ mm its attention ~d a~i!~le r~rc~ to
~ng its ~R~ h ~ ~tio~ and ~rld ~no~ and ~tm~re it,ll
to ~ve a~ ~o~ h I~ ~ng ~tu~. N~ ~mp~i~. n~ industH~ must
be brought to ~ ~,a,~ aM ~th !~ t~ jobs which m~ economic
rel[~ for tho~ ~ my h~ n~ ~~ it.
S~ ~ ~ of~e ~ ~ p~g~ ~ I~ok~ee is, th~efore, felt
~ u~ to ~ t~ sin~e ~ implant goal t~t lhe Em~w~t or any
o~ ~r~ ~M ~. ~pi~ ~th the d~ire for nc~]ob creation is a need
to r~ d~e~ on a~lture and the ~al ~ice ~or. fi~lly, ~isting
~s~ea is at risk from ~t.side favors, e.g., N~A for a~ltur~ ~tio~ chains
for !~al rel~i~t U~ lh~ {~ lhinp -- ~fe jobt ~t~ div~,ity. job
prot~ion -- ~ ~ ~mpfi~, l~hl~ ~ll ~nti~e ~o ~ve large ~mb~s
of u~pl~, ~r~d ~y, ~ ~, aM a ~nti~ed d~d~ce on
g~t ~ista~.
Y~ ~ ~ ~ ~ attra~ing n~ ~sin~s to Immoka/ce is not an e~y or
simple task. To ~ ~l r~uir~ far more ghan tn effe~ive promotion effort.
~e ~unily ~ ~ngc ~{h its p~si~l ap~rance (and the negative
impr~o~ ~ked) and iu d~irabfiity as a phcc in which to five and work. II must
have less crime aM more m~it[~. It must ~ve adequate infrast~clure and an
attra~ve !~ ~m~re. It mu~ Mvc a r~utalion which prccedcs it which is positive.
m{ ~tivc. ~ t~k at ~d -- to attract n~ business ~lh nearly 7.~ n~ jobs
for lmmokalce's r~dcnts by l~ y~ 2~5 -- i~ cno~ous.
15
Community Assessment: Past Trends and Curr~n!C SitUatiOnS
The foilowing ~bl~s s~atisticaIly ~ t~ ~pl~ent situation in Immok~
since 1970, r~ ~t this mpl~ paRm ~ m~t in t~s of in~me
diud~io~ ~ pro~ ~ure ~o~h in t~ wo~or~.
~ ~ ~ ~ ~1~ ~
I~ ~ ~ ~ a~tdy 4,~ ~ jobs ~ ~ crated for l~ok~ee
residents, I rare t~ l~old i~ ~n8 tMt span. ~e Ir~biin8 ra~or,
~, i~ t~ l~d oru~l~. In !~0, lmmk~ had an un~pl~t
rate or3.1%, web ~l~ t~ ~o~
unmpl~ tale ~ i~r~ ~i~ ~ I~ to a I~cl or 10.2%, n~rly
~e ~ ~e ~ U.S. avmge. ~ in o~y t~ce y~r~ it burgtoned to 20.3%,
~!y t~ ti~ R~da a~ U.S. I~els. (S~ the rollo~ng table.)
~ile t~ ~r ~ate oFthe Mliol
~pla~don r~ t~ ~ndy ~ ~ ~ r~l ~rge in un~plo~t may lie
~ffi I~ds at~ion r~ n~ i~~ ~th !eg~ ~d ille~l. App~fiy
t~s i~ is ~ ~t t~t ~ ~ imF~ job ~fion which hu t~ pla~
~t k~ p~ ~h the ~ of~ r~d~ts.
~ ~te. In 1985 thee ~e 8,S08
~ eo i0~4 in I~, · 2~ j~ in o~y ~ y~s. I~cc's chine ra~e
is now appm~ng l~t or w~in~ D.C., appro~tcly 2S% gr~t~ l~n
Ro~da's, ~ ~[y t~ t~t oft~ U~t~ Slat~ a~ a whole.
16
L;'lVIrPLOYMENT IN
THE UNITED STA~, FLQRID~, im. ND FMIVIOKALEE
(ooo's)
Ir'[,OR/DA ~ 114 4_1%
IMMOKALII J.,m 0,13
UN1TtD ITAT~I IMJf/ ?,tTY
FLONDA UI? 3~1
IMMOK.Af].E 0,81 OJI
UNTTZD ITATti ! 19,.q~t 6,174
IrLOR./DA S,9I? 371
U~NTftDITAT/~ 119.106 K734
FLORJDA ~!~ 462
I~.I).IOKALEE el) fdl I.(~
mC. mmamm'Cmmmelrm~mmmmmm~m.l~,~mmmm.
In i 970, nearly half of aH those residents of lmmokalee with jobs were employed
direcfiy by farming operations. By 1990, while agriculture was still dominant, this
number had declined to just under 40,4. The major growth areas were precision
produaion/~repalr, service, and technical sales and administrative support On a
combined tnsls, these three categories increased from :22% of the workforce to 33%.
(See the following table.)
17
IT~MOKALEE'S OCCUPATIONAL BASE
1970 1980 1990
d
W~ ~ l ~ ~ ~ ~ J~
~ilc I~ ~, ~ ~ m~c~s~l in :~g j~ it hu not ~ ~ccc~l in
m ~ $50,~ m~ (~ t~ fog~ t~le). B~ 1970 ~d l~,
[~o~ "~t~" ~ ~e ~r ~ t~ it did jobs. ~ng t~t ~,
~ ~ of~ ~m ~d~ ~ t~ ~ I~cl incre~ from
1,931 to 6,539. ~e ~ m ~ ~ ~ in r~uclng the ~my raze
in the 197~ ~om 51 .5% to 43.~A, the l~h ~w a rcv~l offal tr~d ~th
weak~ ~, rare i~ orn~ ~u to Ihc U.S., and a rc~hing
~p~ ~te [~y. By ]~, the I~el or ~vcdy ~d incr~d to 46.~A.
Pr~tly, u thc u~l~t situation ~ wordned, p~cny }~cl ~ncnt
r~id~ts ~11 o~ I~n ~kely n~ 5&~ of the tot~ ~pulation. In ~uth
[mm~!~ thc ~r~ ~m, n~ly ~A ~c in ~ve~y.
TABLE: IMM0_K~.LEE HOU$EHOLD !~COME~ 1989
By ~ ~ of 1~, ~ h ~t~ ~ a~~y 7,~ I~~ ~11 ~ve
~pl~.
Communl~ Ass6sment: Assesmerit of N~
~er the u~ d~ I~k~s ~or~ is ~ to ~ow ~ 6,~
(~ tong ~e). ~s ~H ~!t ~th from n3tur~ ~o~h and in-i~tio~
En~ish. ~ it l~ok~ ~ to bdng its unmpl~ent rite don from the
~n~2~tot~e~eott~ 10yah, 6%, th~6,~n~jobs
for ~n~t r~d~ts
19
D,'fMQI~LEI~ pERMANENT POPULATION AND WQRKFORCE
! 990-.200S
I~ (I) IJ,41~.
19u)3 (:2) 17~1 7,1130
1")9~ (3) 1'),.944 1:7'7~
~CJ) ~,~ 11,619
2IX)~ ~') ~.~2~ 14394
(11 U,,~ C~#
Not included in this assessment of projected job demand is the possible effect ofthe
North American Free Trade Agreement (NAFTA) on that portion of the local
economy based on agriculture. The International Trade Cornminion and various
other unlveri7 and industry analysts projected that lhe Florida winter vegetable and
citrus industries would be among the most severely affected by NAFTA. One
estimate suggests that within the first decade of NAFTA, these industries will suffer
roverout declines orS1.7 billion with net worth reduaions orS1.55 billion in the vadue
ofopentions.
Southwest Florida agriculture., with Immokalee at its center, is expected to be
feverely dfected by NAFTA. While no appreciable job loss is expected in the first
five years (companies' competitivehess will begin to erotic during this time), that is
not e:q>ected to hold true for the second and third five year periods. Consequently,
if ways cannot be found to maintain competitivehess, upwards of 6,000 permanent
jobs could be lost by 2005, with significantly more seasonal jobs disappearing in
addition.
In summary, Ittn, the initiaJ and most important challenge to the community over Ihe
next ten yeats is crcatin8 6,900 new jobs. Secondly, while perhaps not as critical as
providir,g a job to someone in need oCone, is to find ways to increase the income
level ofexisling working households. Currently, approximately 50e,/, orepermanent
households in ImmokaJee earn less Ihan $15,000 annually (see earlier !able). If Ihis
were reduced to 25% ofthe CaTuT~nity as a whole by the year 2005, virtually all new
jobs created would have to pay 5CP./, or more (in rate or hours) than current jobs.
Unrortunatdy, that is probably unrcafistic in the next decade due both to the current
low skid level of the average Irnmokalce worker, the di/Ticulty in refraining an entire
workforce, and the appeal f'al ]easl initially) to new investors of Immokalee as a low
labor cost community. And, finally, if we are not to find ourselves slipping
2O
backwa'dt, w~ mu~ e~ther find still additlonaljobs for those agricultural employees
who will be forced out of work a.$ · result of NAFf'A, or way~ must be found to
keep So~t!~vest Rorid='s al~riculture competitive.
Communil'~; Assessment: Basis of Problem
For ~ non-agn'txx$1ness leaders and residents of Immokalee have recognized the
need for, and desiral,'llty of, economic d'wersification. For all practical purl>oses,
none has occurred. Periodically, an outside firm has show~ interest in lmmolcalee,
most recently an aviation school. None, however, have come. Why? Especially
why when nni and semi-n.n-al arcu throughout the south and ~ation have often had
some success4~ in bringing ne~v businesses ot'signlilcance to their communities?
Three major reasons have been klentifled: (I) the absence or ineffectiveness of any
mzricet~ng or promotion oftha met, (2) actual shortcomings of'the community, and
(3) _Den:eiv~ shorz~ of'the comnxn'~. The components or each of'these
been elaSorated upon in the rollowing table.
BASIS FOR LACK OF PAST ECONOMIC DIVERSITICATION'
1. Ineffective or Non-Existent Promotion/~afketing of the Community/Area
- Shodn~ ot'commtmit7 le~clership, especially leadership skilled in
investment promotion
- Prevalence of "stepclu'Id/woe-is-us/the-world -owes-us" mentality
Absence ofslgnificant middle class
- No organized effort to adtfress
- L~ck of articulated vision as to v/hat community can and should
become
- Ineffective Chamber of Commerce with respect to investment
promotion
Lack of' rapport by alp'ibusines~ which has the l;tnd, fln~ncial
resources, and leaders, but has seen no advantages to but only
disadvantages of'diversification
2. Shortcomings of the Corm'm~nity/Area
Physical u~ttractiveness
Lack o1' amenitics (movie. other recreation. sllopping. hospital,
etc.)
Shortage o1' housing (both middle class ~nd low-income)
Limited abilities ofwork force (technic-',l .~kills. EnF, lish
21
3. Perceptlo~ of the Community/Area
- Histor~ reputation in region and state
- gaci~ and socio-economic attitudes
Ne:an~s of'more -~ha,ct~ aJtetmllvu (e.g-, Fort Myers, Naples)
H~gh chine rate
~ in *sdlin8" commu~s poverty in order to secure grants
and ~le conm'butlons
Until these issues can effectively be addressed and overcome, Immokalee will
continue to languish ecc-~-N:~nlcally, and be principally dependent on seasonal and/or
low psyi nS .lobs.
In March ofthls year r/at ~ra//~'/rett./om~/dld a series of articles on the new
· boom towns" of Ametka. While the locus was a bit more on high tech, I~nancial
service, or light indtmry, · review o~e these communities has merit in helping
lmmoksJee understand its potential competitivehess ~hot~ld it make · major
investment promotion push. While the ./c~rn~/did not approach its analysis so
succinctly, the tollowlng seems to reflect those characteristics of the cities and
counties which have been successful.
22
BASIS OF NEW BOOM TOWNS
(%Vail Street Journal series)
I. Solid work ethic
2. Low crime rate
3. Good schools with minimal disdpline and druB problems
4. Low cost of Fn, ing
5, High quality oflife, nice phce to raise family
6. Low cost oflabor
7./.xnv cost of industrlal/comme~cial land
8. Good transporution network (macIs, pens, air)
9. Easy imernational access
10. Developed 'information age" resources
1 i. Rural atmosphere
12. Physically attractive communities
Perhaps surprisingJy, given its history as a non-agricultural economic backwater,
lmmokalee, especially Immokalee when combined with assets within a 50 minute
drive, grades out quite favorably. Where it does not - physical attractiveness, cr~me
rate, information age resources, characteristic of schools - it is felt that all are
achievable within a reasonable time frarr, e and within a reasonable cost.
Also, it is sometimes t'orBotten that not everyone who owns or works at a new
business must fred EvinB in Immolcxlee des/t'able. The key is that the jobs, especially
~'om foreman on down, be Eaed priman3y by lmmoic~dee residents for the time being,.
Owners, senior managers, and profe~omds, who typic~Jly are only a small
percentage of all jobs, can choose to live on or near the coast, in upscale
communities, if they find that preferable. One day, as the community develops and
evolves, more ofmlddle to upper manaBement may choose to live locally.
In addition to measuring Immokalee against the preceding list, an effort was made
to identify the specific potemial and resources which exist in, or are available to,
tmmokalee upon which a successful investment promotion effort could be based.
What do we have? What have we done we!l? The follov,~ng attempts to catalogue
these resources.
23
lmmokalee Profile: The Resources
Cultural d'rvenity
Proximity to I0 million people
Mild cllmal~
Enviromnemg dh~'rshy
Underused slrpon
lnexpens~ land argl low labor costs
Fsvorabl~ stars and local tax slmclure
[FAS station/new ur~k,m~ty,
New hospital
Proximity to coas~
Success~l subsld'm~d ~,ousln8
Hunting iand/extmsive recreation
National ~ state park r/stem
Bingo parlor
Popularity of re,on to wealthy European and North American
vlsitor~ who have business ties
lmmokaJee Ho:'~c Trials
24
l'roblem/Need/Ot~Dortunitv Rankln_~ & MeasVr~
Flnt
Inefl'ect~ of non-existent promotion and ma/keting or the Immokalee area as a new
bus~nen location.
Current Bueline Measure:
No economic development promotion and marketing effort now exists rot
Immokalee and $ess than 100 non-traditional (agriculture, retail, service)
jobs have been attracted to the corrtmuniry in recent years.
Ideal:
An effcct[~-~ ongoing investment promotion inlt~ve will bc in placc and
within five ycan S0 percem or needed job creation will come from new
Second
D~cul[y or s~l ~xi n~cro-bus~ne$$e$ ~l entrepreneurs to secure flr~ancing.
Current Basc]ine Measure:
Small $~ar~-up or exp~u[on bu~ncssc$ withou~ co[la$cral and expcricnce
have no commc~ci~ financing options.
Ida:
No small $1art-up busincs$ with $ good busincs$ plin and a responsiblc
owner of go<xt chazadcr will t~ prcvcnted from $tardng or cxp~nding
~usincss due Io ~n ~n~b[li~y [o secure
Third
Dii~cu[ty for ncw sm~l and rn~cro-bu~nc~,cs to undcrslar~t [iccnsinB, p~rmiHinB~ and
re~ula[ory requiremcm$, espcci~lly irihe pcrson docs not spc~k EnBiish.
Currcm Baseline ~Ca1~r¢:
Th~c is no slngic s~urcc that a pc~son can Bo to quickly and c-~sily $o Icarn
wha! must be donc [o s~ar[ or cxpaxt a bus~ncss in compliancc with lhc law.
2S
Convenient, multi-fingua/sources would he available wherc~r a small
business owner c~ quicidy and understandably learn what it is he or she
needs to know to v~l of ecpand · business in compliance with all
sppropriate Im ~ reguLttiofa.
Fourth
Poor business skills or sm~l and micro-business owners.
Current Baseline Measure:
There ares no easily acces~'ble, multi-lingual, tailored management training
courses for e~,jsti.,.g or aspiring small and micro-business people in
tmmokalee.
Ideal:
Both existing and aspiCrig business people w~ll have access in 3[rnmokalee to
technical assistmY,,e or evening training courses in English, Spanish, or
Creole specifically tailored to small business management skiilL
Firth
Lack ofLrnmokaleds competitivcncss with oti~er locations in Southwest Florida for
busincsses willing to rclocatc to the regjon.
Current gasdine Measure:
Zmmokalee has attracted only one small non-agricultural business from
outside the region while several businesses have considered the area and
gone elsewhere.
[d_eid:
ImmokaJce would succccd w~th at least 25 pcrccnt ofthc businesses ~vhich
considcr thc town as a possibility and cnd up locating in south Ror~cla.
26
The projected negative cfl'ect of NAFTA and other trade barrier reductions as
L'nmokz/ee tt~s to corn~e agrlcultu~y with countries which do not face our same
crwiromnental, labor, and other regulatory smsdards and laws.
CmTent Btsc~ne Metsurf..
Southwest Florida agriculture, with lmmol~ce at its economic center,
presently has approximately 135,000 acres ofdtrus and 50,000 acres of
vegetables.
ldea~:
At the end of the ~ d,,c.~4~ none ofthal acreage will have been
lost due to an inability to compete internationally.
Seventh
The deterrent that impact fees can pose for a compa.rp/considering locating in
Immoble~.
Curr~nt B~selin~J~easure~
For commercial and industrial property, impact fees (road, fire, emergency
medical) can range from $1.00 to $17.00 per ~quare foot.
Ideal;
A~y buslnes~ deemed elsential to Immokale~'s economic growth and
development and improved quality of lit would p~t impact fees only
proporlio~te to that percentage of their worken who do not live in the
Enterprise Zone.
Eighth
The projected negative effect on local retailers as !mmokalcc's growth attracts
national chains not now in the community.
Current Ba~line Mca~re:
No data was available as to the mzmber and type of local retail and olhcr
businesses who might be affected.
27
lclca]:
T~ Joc~ ~ (,rid other) busine~ b~.~ wfil actu~lly aped ~ t~ n~
a~d~ to lnfi~ t~ ~ or~ od~ ~sinc~ dl~ now ~t.
...
~e foll~n8 ~e ~ ~ ~s ~ch ~Mu job crudon in I~k~ce.
H~, ~ b ~~ ~dr~ in a~hu ~ion of the pl~.
Ninth
~ ~ ~ or~ m~ty, hs ~~, i~u~, ~ mo~
r~d~i~ ~m (~~ A~N~de).
Ten th
El~enfh
~gh chine rate (Sate ~nlty).
Twelfth
in shopping ~d uting ~ablls~t~ n~g~rh~ parks (Suitable ~ties,
Co~
~ideenth
N~tive ~tlom orthe ~~ ~ c~sid~s (~1 pl~ ~ions).
Foudeenth
lud~n~ or~ror~ sbiliti~ e.~, t~hni~ and professional skills,
work ~bits and ~hic ~u~tio~ Emp!~ent A~ess, Hcahh, Community
~ders~Cultu~ Dimity).
Lon~-Tcrm Goals & Oil{comes
Based on the pree.~ing, the ionS-tenn SotIs and mca~jrablc outcomes of this
eccmemiC oplx~ ir~t lative are:
]V[easurable Outcomes
All Immokalee residenu who are [mmokalee will reduce its current
willing and phy~ca~y and mentally unemplo3m~cnt Ilte from 20.3% to
capahle or working will be able Io 6.0°/0 over the coming decade. Cl'his
· qd ~ of'lose I~ within will require the crc~t lon or
a rca~or~le per~o<l or time. approximately 7,C~0 .jobs. )
]mmokaJee residents who do work lrrunolcalee will reduce that
will be able to re~ an income percenuge or residents who tall
which ~c~vs at leut a buic ~:lard below the Federal poverty ~uideline~
or living. from approximately 47% to 30%.
[mmokalee will no Ionge~ be · lmmolcaJec will reduce that portion or
community tJepen4:!ent on highly its work~'orce in a~-icuJture from
seasoffal and/tx'hlghlyvolati]e (due to approximately 40% to 25% ~ no
disease, weather a~d rn~'keu ) jobs. other industry will h~ve more than
Rather, it will have a d'wersi~ to its 20~,~ or the world'orce. C~]e the
economy which can better weather perccmage or jobs in a2,riculture will
downtun~ in a singJe industry. decline ovcr the deca~c, the absolute
humher would still increue by about
600.)
29
3O
Strategy Number One:
Large Business lnv~tment Promorion/Assistance Initiative
Objective: To design and implement an effective investment
promo6or/mvestor uslsta~te ~ which w~!l, when combined
with other components of the plan, genentte from new businesses
which have been recruited to the community, 50 percent of all
ne~cled job creation.
Timing: Step 1: By October 1995, syslematically evaluate the lmmoknlee
and Southwest Florida region's resources and shortcomings and
mvch these to industries and companies for which this mix may be
appealing.
Step 2: By October 1995, refine (i.e., identify, clarify, elaborate,
and prov;~e examples of eligt'bility and use) the investment
~ padage (State Enterprise Zone and Federal Programs,
tmmokalee strategic ptan, county concessions) which will be
available to new businesses.
Step 3: By Jarmary 1996, develop an investor assistance program
whereby arty company interested in or committed to relocating to
Immokxlee can receive, at no cost, help in understanding
government requirentms, finding suitable land and services, hiring
employees, and setting up tailored training programs.
Step 4: By March 1~96, develop an investment recruitment
strategy ~d then develop irrvestment promotion materlais based
on this strategy, the business development evaluation, the
investment incentive package, and the investor assistance program.
The same materials in Spanish, French, German, and Japanese will
he developed by May 1996.
Step 5: By April 1996 begin investment recruitment initiative
locally, nationally, and abroad using both direct mail and personal
contact.
Step 6: By J,-muary 1997, a first company will have been recruited
and by mid-1998 begun operations.
Step 7: By the year 2000, 50'/0 of new job creation will come
from businesses recruited as a pan of this program.
YEAR
! 2 S 4 S ~ 7 I ~ le Te~I
~3'ul~clr,,I (000t)
Financial ~ will be secured fi'om the private sector to print and keep updated
the promotion maler~ts after initial development and printing. l'he compensation of
key foundation staff responsible for this program will be heavily tied to recruitment
success after the third year, i.e., their base will decline and their bonus potential
increase by a greater amount..
Lead Responsibility: The Immokalee Foundation / EZDA
Partners: Economic Development Council, Chambers of
Commerce (lmmokalee and Naples), local
banks, the two Collier family companies,
Collier County Development Services, Florida
Job Services, Collier County School System
(Vo-Tech, Adult Eucation), owners of
industrbJ land, professional service companies,
The Business Partnership.
ActuaL/Potential Barriers: None in the development of the overall
program. Ability of Vo--Tech/Aduit
Education to respond quickly and specifically
to a training request by a recruited company.
Adequate prospective employees who are
willing to learn English or new skills. The
shortcomings of the community (identified
elsewhere) not being effectively or adequately
addressed.
Linkage with Other Goals: Inf'rastmcturc, commtlnity attractivcncs.~,
housing. safe commu,ity. heal|h, education.
32
Enterprise Desia;natloa On!F:. This stntegl¢ component will go forward
utzTn~n$ State EZ/EC funds (S430,000), trot no
Fcdazi EZ/EC fundt It will ncccssazily have
to be scaled back unless pdvatc ~mds can be
rzlsed. Unlm jobs can be bro~Bht (zt~l thcy
will not come wilhast recruitment), nothing
dse we ~lo will be suslsinzble.
----- serum m
Sara(err P4umbcr Two:
· ~mall/~ficro-Buslness Financing (Two-Tier System)
Objective: To insure that small buslneses and micro-entrepreneurs who w~sh
to start · business or expand one are not prevented from doing so
due simply to sn blbira), to meet tnditional underwriting criteria.
Timing: Step !: By July 1995, form m small business investment committee
with representatives from 811 Immokalee banks (presently two),
three meml:~r of the Banking Partnership (comprised of the CRA
representative from 19 banks in the count3,). two lmrnokalee small
bus~ness people, and two representatives of the target population.
Step 2: By October 1995, establish criteria for · two-tier syslern
by which unall businesses/entrepreneurs will he eligible to qualiPy
for ~nandng. ('The first tier w~il be standard underwriting criteria
but with more lenient credit worthiness and experience standards.
Rates will be 50% of normal cotranercial. The second tier will be
· high risk fund where the business concept-management may be
riskier but if·he entity is R,c_cessful, it will benefit the community.
Razes will be from zero to full commercial.)
Slep 3: By November 1995. apply for SBA parlicipation in this
program at lhc $ I million level.
Step 4: By December 1995, begin accepting applications from
small-micro-business people and entrepreneurs. (Applicants will
all initially apply for the first tier.) If denled, they can choose to
resubmit for a second tier loan. The bank which provldcs the
matching funds ( i: 1 with Federal .EZ/EC money - alternative grant
needed for this step) will make the decision on the first tier, a
credit committee (three bankers, two target population
representatives or business persons) will for the second tier.
Step 5: By the end of·he ten yeats, create at lcast 500 dircct jobs
as a result ofborrowcrs from this program. (Since it is a revolving
~rd, it is hoped tJp to $I0 million w~ll move through it during the
dccadc.)
34
yI~AR
! I ~ 4 S ~
~ F~ B~ t~ ~ N~io~ ~ a~ ~bj~ co ~ d~l~
to ~ 51 ~ ~ ~g for fi~ at ~ undOring c~t~a and ~o
pro~de ad~n ~ ~ ~ f~ ~h ti~ ~d~ ~hc avenge Io~ is rare
of ~k~ ~s. ~ of ~ B~ng P~n~p
~ ~o p~idpate at t ~t~ J~ ift~ proem pro~s well
involv~ in ~l~ng ~t~ ~ r~nS nppli~fions.
~en made ~h SB~ li ~ o~ of t~ ~wo tiers would
p~i~pafion.
~nd R~ponsibili~: ~m B~ ofl~o~cc, NationsBank
Pa~nen: The ]~kalce Foundation / ~D~
Ban~n8 P~n~s~p, [mmokalee C~mb~ of
Co~ Guad~u~ S~ial S~cu,
C~ Ro~da Rural ~1 S~c~.
Actua~otenlial B~en: T~ f~ n~ii~ts ~lh ~und business ides.
T~n ~ ~me to um t~ ~nd for ~ial
~n~ not e~nomic d~elopm~t,
, a mb~t high failurd~r repa~t ratc
(which m~ns I~ fu~ ~11 not ~ mslai~ble
and g~ ~s ~11 lack financing in Ihe
~ture).
Lin~ges wilh Other Goals: ~d~shi~liural diversily. community
altracllv~cdp~de (i.e., down:o~
r~lali~ation).
mm
r, nterprtse Duignation Only: The program will be reduced from using $2
million to only $0.5 million in Federal EZ/EC
triohey. The other two sources will be
encouraged to make up the difference,
S(rateL,,~ N~mb~r Thr~:
~rnall/]~cro-Busine~! Regulator~ zlssistclnce
ObJective:. I, To minimize the ~kclihood that smaJVmicro-businesses
will operate in v~olation of' some zoning. permitting.
licensing. code. or other rcgulatory requirement.
2. To reduce Ihe lime spent and confusion faced by
small/micro-businesses when ~cy try to learn their
regulator), rc~pon~*b~lhic~.
Timing: Step I: By July 1995, ident~ the primary small/micro-businesses
which erda or are likely to form in [mmokalee in the foreseeable
future.
Step 2: By September 1995, develop dntfi manuals in English
which sum Ihe various regulatory re~xirements for each
business type, identified in Step I, and how one goes about
complying with these requirements.
Step 3: By December 1995, translate these manuals into Spanish
and Creole. In addition, have an onllne computer service linked
to The lmmokalee Foundation with stations and trained operators
at Guadalupe Social Services and any other appropriate locations
convenient to the target population. This system will be to
provide more updated inYorrnadon thzn found in the hard copy and
to request additional inJ'ormadon not found in the manuals.
Step 4: In the fall or 1995, beg~n a pubtic awareness program
among ~e target population to let them bow ot'this i~dadvc as
weft as the investment fund and tr-~nlng programs.
YEAR
,I 7 $ 9 Io Teed
le to to to Io
~ ~e xe 20 20
~ 20 ~e 2e 2e 210
At the end of th~ ten yea~ this progrvn will be fully ~.~med by either The
Foundvkm of the Lmm~kale~ Chamber of Commert~ (which hopefully will be a fully
viable, effective bu~jne~ developrnent/ax~istanc~ organization by then).
Le~d Responsibility: The [mmokalce Foundation
Partners: Guadalupe Social Services, Collier County
[X-vdopm~ Services, various permitting and
licensing authorities, Economic Development
Council, Chamber of Commerce (lmmokalee),
CURE.
Actual/Potential Barriers: None.
Linkages with Other Goals: Community appearance/pride, employment
access.
Enterprise Designation Only: This program would proceed at a reduced
level, perhaps developing 'manuals' only in
English and updating them only every year or
so. Federal F_.YSEC money would be reduced
Io $100,000 and S|atc EZ/EC funds
eliminated. SBA assistance would be sought.
38
romEran
~;;rat~,v Number Fgur:.
Small/M~cro-Buslnets Management Training
Ob|ecttve: !. To insure that small/micro-business start-ups and
expattsiom do not fail due simply to the lack of available,
easily accessible, pertinent, multi-ling~sal
management/b~s~neu trainin~
2. To insure that all borrowers from the small/micro-
business investment funds receive appropriate
managemem/buslness training to reduce the risk that
loans will not be repaid.
Timing: Step 1: By September 1995, survey Irnmoka. lee's small businesses
as to their level of management skills, and attempt to identify the
reasons for past small business failures. ([FAS is presently
conducting at similar surve7 which may suffice.)
Step 2: By March 1997, based on this survey, develop and begin
oft'erir,8 management/business courses in English, Spanish, and
Creole.
· YEAR
! 2 3 4 S I 7 I ') 10 Tetd
Jeerre
Federal T..Z/T_,C |01l 20 24 20 21 20 ~0 20 20 20
OeN*r Irdderd
(S8A) 0 15 310 15 Je la Jo Io Io Io 90
JIm ET,/Y.,C M so le lid Jl
lade Se 10 tO Je ZO
Neeu-Pr'e~b JO JO Je JO 141
Federal and State EZ./EC and SBA Funds are t;scd for dcvcloping initial course
materials. translating them. the updating ot' these materials. and tile paying of
interpreters. Other costs reflected are for administration and the recrulm~ent and
counseling of participants.
39
liramissm le
'Y L~d R~si~nsiblllty: ~ B~in8 P~ship
Pa~ne~: SCO~ ~i~n Com~ty College, ~odda
; ~lf ~ U~m~, ~lli~ ~ ~blic
Sc~ ~c D~elo~t C~il,
~ ~ of~ Om~ Napl~),
~ S~ S~ ~ Napl~
lmai~ Collie.
Adua~otmtbi Ba~en: Su~Hy t~lodng ~u~ to the
a~te I~1 ~ ~nt~t rot pmicipants
~th a ~de rose or ~c~, ~lmal
~~ mthmti~ ~d lit~ s~ll~
~ ~n~ ~s. Matchrig eff~ve
~ ~age int~ret~s ~th English-
o~y ~mao~.
Unbgu with Other ~ab: ~p!~t ~mnt, ~mu~ty
a~pdde (do~to~
r~lopm~t).
Enfe~eD~ignationOnly: ~ ~ate~c ~m~t ~ll pr~
~ ~ or EC ~on ~t Fed~
~ S~ ~C ~s ~ ~ r~u~ ~ ~
~is will ~ l~s fr~t u~ing and
tra~t~n or mt~al~ aM more volunt~,
~tly I~ pro~ci~t, interims b~n8
u~.
4O
Number F~vc:
Assi~ance ProF ans
Oblective: 1. To increas~ the likel~Kxxl t~at a business will choose to
locate in lmmolcaJee through a program that reduces
investment debt interest costs.
2. To help attract approximately :$125 million in new
business investment to Immoka~ee as a result or this
program with the resulting direct creation of 800 new
jobs by 2000 and 2,400 by 2005.
Tim in g: Step I: By Jub/1995, develop digibility criteria, legal framework,
audit, ~d vcri~cation process.
Step 2: By September 1995, have prog, f~ available for use by
new ~ who are not now operating in Southwest Florida.
Slep 3: By t~3,-ch 1997, integrate program details into investment
promotion materials.
Note: The program tentatively plans to provide a company % point (up to 2 %
poinu) for up to $5 million in borrowings for up to five years For each 100
jobs created in the EZ for EZ rc~de~ts.
gudeet &Sources: YF-~R
I 2 } ' 4 S 6 ? I 9 10 Teed
JOt,'llC'YJ
Fmlmd~ Jl 0 10 10 D N JI M 2J 15
I C3Mtw, mtomde,400.OOOai~eyej* iO
4|
The interest assistance will be provided on only approximately 30°/, of the business
investment made. The other 70°/, will be either equity or debt not eligible for
imerut assistance.
Lead Re~ponsibillty: The Immoka~ee Foundation.
Parinert: The Business Pannershlp, pro bono legal and
accounting us~stance.
Actual/Potential Barriers: Unccnzinty as to whether USDA/H~S will
view ~ tt an appropriate use or EZ./EC
fi~nds. (Zf such a use was not envisioned,
incentive does seem appropriate if it at"tracts
.. new jobs.)
Linkages with Other Goals: Itt~'astructure, education, employment
Enterprise Designation Only: This strategic component will be eliminated
fi'om our plan.
42
~tvate~v Number
Research for
an Dff~nadonatly and En~ironmenha!l.r Sound Competitive/~grlcults~re
Objective:. !. To reduce c~trus and vegetable production's dependence
on environmentally crttic:~ resources or potentially
env~ronme~ally hazardous inputs. Speci~cajly, to
reduce per acre water and chemical usage by an average
o~'25 percent over the corr~n8 decade.
2. To increase the regjon's citrus and vegetable industries'
ab~ty to c, csrnpete against cotmtr~es which do not face the
errv~'oran~ labor, and other regulatory cost structure
found in the U.S. Specifically, that citrus and vegetable
acreage does not fall below the year 2000 level (no
Ipprec~ble NAFTA or oth~ trade e~'ect is expected until
a."ter that date) due to an inability to compete w~th
Western Hemisphere nVions wl~ch have received tariff
reductions into the U.S. market.
Timing: Step 1: By July 1995, establish a re,arch management and re:view
board under the South Flor~c~a Agr~cultura| Council.
Step 2: By September, 1995, set research priorities and request
research proposals to address these priorities.
Step 3: By March 1996, make the first research grants.
L~ Sources:
YEAR
.. ,, .,
I 2 3 4 S a '7 I t I· TN.d
,.
Iraera 0 I01 2Oe 40e &ee 400 200 10o o e 2.000
EZ/E~
(TIrA.T)
I'rfvme
Sector · M 100 200
i· 250 MO I.OOO 1_430 ~ I.O00 · 5.0430
43
To receive research funding, the reser~ apprN:ant must match three dollars rot each
two dollars received. It is assumed there will be IFAS/pdvate sector partnerships
with the private sector providing in-kind hems, e.g., land, equipment, rnate~als,
labor. While IFAS and the local aB~cultural sector have not committed specifically
to this research, the/do ~ pursue such matching grant funding. In
addition, local agr:~ulture has conslsten~y provided in-kind assistance rot research
mmourain8 to milliota of do!lari in value.
Leld Responslbille7: South Florida Agricultural Council.
Parthen: lnslitute for Food and Agricultural Sen~ce~
(IFAS3, local farms, biotechnology companies,
prinse research rims.
Aclual/Potential Barrlen: Uncerlainty as to whether USDA/HHS will
view this as an appropriate use of EZFEC
funds. Of such a use was not envisioned,
EZ/EC funds used for protecting the existing
job base does seem appropriate.)
Unkage~ with Other Goals: Employment enhancement, housing
:- (farmworker), health.
Enterprise Designation: This strategic component will not go forward.
However, since the .objectives are so
important, other federal assistance (not
~ly in place) will be sought as part of the
Federal government's promise when NAFTA
was passed to assist affected industries and
4,1
; $trafetn, Number Seven:
Impact Fee Relief
Objectiv~ To instn'e that impact Fees do not prove a deterrent to any business
important to lmmokaleds clew..lopment which is considering
Iocat~g in Immokalee. Rdzf~ only be proportionate to the
number of employees I'Mng in the EZ to total employees of the
new business. This ~ combined w~th the building mate:~al
and buslnea property tax incemives from the State Enterprise
Zone program is iraended to substantially reduce the cost of
expansion, relocation and start-up for businesses.
TIming: Step I: By September 1995, develop a program for submission to
county 8overnment which sets out the conditions under which a
new or expanding business would be exempt from impact fees.
Step 2: By March 1996, receive county approval for impact fee
relief. CThis may entail the establishment of a separate
zoning/taxing district or Community Redevelopment Age~.cy
[CP-AD.
Step 3: By March 1996, insure updated impact fee information is
included in the investment promotion materials.
Budget & Sources: YEAR
I
Lead Responsibility: The Immokalcc Foundation (Enterprise Zone
Dcvopmcnt Agency - F-ZDA)
Partners: Economic Developmen! Council; Collier
Counly Finance, Legal, Long Range Planning.
Dc'vdopment :;crviccs, and County Managcr's
45
departments or offices; pro bono
~ county commissioners
Actual/Potential Barrten:. F'tncrtng sn equitable way to _-~ new business
dcvdopmem without penalizing inequitably
~ome other ggment of the tax paying public.
Opposition from groups that wpport impact
fees over ad valorem taxes as the way to fund
capital expenditures related to growth.
LlnLtges with Other Goals: Employment
Enterprbe Designation Oaly: This project can proceed with or without
or EC de~ignvion.
46
Slratt'~v NumNT El:hi:
Small gasinto Rtstntcturing Assistance
Objective: To agisl ~he existing tad nascent local retail (and other) business
base to sut~v~ ~d expand even with the arrival of more national
chains imo the community. Specifically, to infill the commercial
um of downtown Imrnokalce with local businesses.
Tlming: Step I: By September 1995, determine any existing lhrcats and
have in place an 'estly vvat~n8 sy~cm' to identify possible future
ofies.
Step 2: By March 1997. incorporate into the Small/Micro-
Businca Management Training prokra~ a componcm which
addresses e~'ec~ve responses and reszructuring in the face of chain
competition.
Bud:,ct & Sourcq;
YEAR
I 2 3 4 $ · ~ I ~ 9 lo TIed
Lead Responsibility: The Immokalce Foundation (Enterprise Zone
Devloprnent Agency - F. ZDA)
Pafiners: Economic Development Council. SCOPE.
Guadalupe Social Services, Chamber of
Commerce (Immokalee).
Actual/Potential Barriers: No restructuring/refocusing alternatives may
be available for certain types o~ businesses.
Same possible barriers as for the ovcrall
small/micro-business management training
program.
47
Linkages with Other Co:b: F-JTsployme~ enh&nccment, community
appeavkqce/prlde (downtow~
recfevelopment).
Enterprise Desjpttlon Only:. ~ ~tvateSh: c~x~pa~nt will proceed ~ will
not use Stile ET_JEC thuds twd w~ be n~re
dependent on volunteers and existing
eductdo~/structure.
Issue Category: Employment Access
"No nact can prosper ttll it/earns that there is as much dignity
in filling afield as in '#rtttng a poem.'
Booker T. Washingtort, 1901
A job with dignity, with respect, with reasonable compensation, whether it be tilling
,' a field, driving a truck, building a bene, teaching a child, for all Immokaleans who
can work, is really our primary objective of the Empowermere initiative. It is not
suEtdent simply to atunct new jobs to Ismx>kalee, Unless the community's residents
can fill most of these jobs, their creation will have proven orEtile value to those
people we ate most trying to help: our unemployed, our undu,nnployed, and our
.? children leaving school.
In order to secure a satisfactory job, typically one must have a sicill, speak English,
have appropriate work habits and ethics, learn about opportunities, know how to
effectively apply for · position, be able to get to and from work cost effectively, stay
heaJthy, and have a cost effective way to care for children or other family mereben
who must stay at home. Economic development and an improved community
require that we address each of these.
Community Assessment: Current Situation and Problems
Thue is no mystery as to why Irarook·lee has high unemployment or why those that
do have jobs have low annual incomes. One need simply to look at Ihe
characteristics of the local economy and then at the characteristics of the local
workforce.
E'.eonomie Base
As has been cited earlier, the Irarook·lee economy is based first on labor intensive
~: ' agriculture; second, on suvlcejob,.s in the coastal economy, and third, on mostly
retail positions servicing lhe first two groups.
49
Agriculture is highly seasonal with most of the work from November
tlttmgh April with a dip in the January-Febn~ary period. This is reflected
in the folktwin8 table. Thus, even though they may earn very favorable
wage rates when working, most farm and packing house laborers will cam
less than $I0,000 annually if they remain in lmmokalee for Ihe entire year.
This is not a fault of the Farmer's; it is a characteristic of the industry.
In addition. lha seasonaltry factor can be exacerbated by weather, disease,
insects, and market prices. A high percentage of farm work (to include
some of the beg oppommi6es for earning the most money in a short pe~od
of time) entails harvesting and packing the crop. Therefore, if anylhing
disrupts production. the income potential for many farmworkers can be
curtailed drastically. A freeze or hurricane can virtually eliminate all
hatyoUng and packing for several months. If market prices fall too low
(which is not unca,',~on during at least patX of each farm year), much ofthe
crop is le~ tinharvested since harvest, packing, and shipping costs carmot be
covered. Major disease and insect pressures can reduce the amount of
product harvestable. Eve~ if it simply rains - since crops are not picked
whe~ it does - a worker can lose a day's wages which cannot always be
made up. Thus, each of' these conditions limits the income potential of
those working in agriculture on a seasonal basis.
There ate those that say the solution is higher wages, more benefits, and a
union to bring this about. That Ls a simplistic solution. It is like saying the
solution to world poverty is simply to pay everyone more, either for their
time or their output. Ofcourse the problem in doing this lies in finding a
.source to pay all these people more. This is also the problem in agricutture.
If an average vegetable farmer were to increase the amount he pays his
workers in wages and benefits by only S3.00 per hair, it would totally
dunirate his profits. And no one farms - or engages in any other business -
without a profit. Even if he could pay the $3.00 per hour more, it would
only increase the average annual income of the farmworker by $3 - 5,000.
Important. yes, but not enough to allow that farmwc, rker to buy market rate
housing. healthcare, retirernenl, education for his or her children, etc. In
addition, the farmer does not have Ihe ability to raise his prices to pay his
workers more. If he does, the marketplace buys from another farmer who
kept the old wage, or buys from Mexico, the Caribbean, Central America.
or Brazil.
Unfc~unatcly. while the ag~icuhural situalion is b~.d now. it is expected to
wo~scn. The cost of regulation continues to rise. Chemicals. upon which
50
high levels of productivity depend, may be lost. Forei~ competition will
increase as a result of NAFTA and other trade agreements. A wodd citrus
glut is projected for the nexl five or more years.
Xn ~, seasorority, weather, tSsease, insects, market prices, regulartort,
foreign competition, and environmental protection all combine to suppress
ag~k:ultural workers' income.
Se~ce SedorlOthet
The service sector - be it on the coast or in lmmokalee - is the second
mainstay or the local economy with probably as many employees in
combination as agrict~srt Much of'this work, too, is seasonal. Hotels and
restaurams cut back staffln the May to October period. Winter residents
do not require maids. ~ businesses which depend on seasonal
customers Coe they farmworkers or wealthy vacationers) reduce sales stall's.
Regardless of whether it is seasonal or not, most service industry
empicryment, and even some ~ work, pays no better on an hourly
bas~s than at~ Minimum wage to :$7.50 per hour is common. Why
does it pay so little7 Few skills are required, and supply is plentiful.
The oversupply situation in the service sector has been exacerbated in recent
years by the real estate recession. Construction in florida fell by haJf since
its peak in the late 19g0s. 9/hlie the decline was not as severe in Southwest
Florida, it was significant. Since the real estate problem was nationwlde,
not simply Florida, most out-or-work construction workers stayed - and
looked rot opporlunides wherever they could find thcm. Thus, many of
those In'm~kaJce residents who had found construction work as a more
lucrative trade lhan aegriculture now round themselves thrown back into that
same,~ob rna~et o seasonal, low paying agricultural and sen~cc ~vork- they
had fought Io escape.
Presendy, there is litlie industry in Southwest Florida, and in Collier County
especially, there is no real effort to recruit it. The reason is simple: the
coastal area where the majority of the population lives (and. therefore,
where political power resides) developed as a rcsuh or lourism and retirees,
especiaJly wealthy retirees in Naples. Neither of these constituencies has any
incentive for wanting to attract industry. In fact, the reverse is o~cn the
case. Not only do most retirees, vacationers, and the ~ve:~lthy not want
industrial development, they want no l;rowlh or development at all.
Cortsequently, zoning, building codes, env~ronmenta| re~ulatic~n, etc., are as
much adopted to slow growth as to protect the pul~lic well'are or the
51
ewirorfna~ As I result, the reality and ~ture prospects for more, hlghu
paying jobs from new businesses which could benefit lmmokalee's
workforce sue apt to be · sterile hope if past attitudes and policies on
economic Fowth cominue into the 5.,ture.
Wo~force Chara~erifiiq
While the prospects for good payin8 jobs sue relatively limited, that is not the only
obstack to improved Ermx:ial w~ for ImmokaJee's residents. No matter what
new, hig, her pa~'lg~:)s exbled, few IrnmokaJee residents could new fill them.
The reasons are ~c and sue somewhat different for different groups. These
groups can be broken into three major categories: immigran~ the gonerational poor,
and the young.
Immigrant3
Most ol'bmnokalee's immigrants fled rural, agrazian societies in non-English
speaking countries. Their skills typically consist of traditional farming
techniques and limited literacy. They, more often than not, have never
driven · vehicle, ,_ _~xJ a typewriter, been exposed to · computer, or even had
a flush toilet, f'dzigemor, or decis:K: stove. Most speak little or no English.
Many even do not speak · commonly written language like Spanish or
French, but raher Creole or an obscure (for the U.S.) Indian dialect. They
do not know how our system works. Consequently, in the modern work
world of good paylngjobs, they have absolutely no chance to compete, to
be hired. Thus, inh~ally, their only opportunity is to work at the menial, to
be employed in an unskilled, low-paying position..(For those people who
say pay them more, what would they pay for someone wilh no skills, no
literary, no English? Most would not even hire them in the first place, but
simply criticize fhose that do for not paying them more.)
What these. immigrants do have, however, are ddve, initiative, and a
willingness to work hard and learn - learn skills, learn to drive, learn the
system, learn the language when the opportunity arises. As a result, for
those whose intent is not simply to save money and return home, low wage,
unskilled ag%iadtural poskions are simply a first step to something better as
soon as the opportunity presents itself. Even if they do not n~,crially
improve themselves, their children often do...ju~t as immigrants to this
cctunty have done since its rounding.
Yet. in the interim, until these newcomers can Icarri a skill and the language,
until an opportunily does arise, they can do little more litan what Ihcy do
manual. unskilled work at the bottom of the economic ladder which Ihcy
52
mmmsm m
hope to climb. Perhaps, intereslingJy, it is this group - in spite of where it
must start - which has the most potentla/to climb that ladder if given a hand
or given a boo~.
lmmokalee, like Ihe ghettos of our large cities, has its generational poor,
in<fividuaJs whose parents are poor and whose parents and their parents
before them were poor. The tragedy is that while they may often have no
~ can hardy read or write, speak Ettr~ poorly, the real problem is that
they have either given up or blame others for their plight. They are
typically American whites or blacks, not Mexicans or Haitiarts or
C,-uaternalant They have been conditloned or allowed themselves to be
concr~tioned since birth that they will fail, will be poor, can only covet but
nev~ posses~ They have given up on the "American Dream" or can see
only one way to pursue it, through crime. As a result, they are our major
source of c~ime. Because of their conditioning, this may be the hardest
group to reach, to help. Yet, even within this group, especially for those
who have lost some ofthe arrogance, cockiness, combativeness of youth,
as we have seen when faczorles have located in the rural south, when steady
work under reasonable work conditions becomes available, they w~ll
respond, especially the women.
For now, until someone shows them the way, they are only qualified to flu
the same unskilled, low paying positions of their immigrant brethren.
Unfortunately for them, however, they often consider themselves better than
the immigrants, above certain types of work. In doing so, they limit their
work options hill further. They prevail when they do in finding a job only
ber~,~ they speak :EngJ'tsh beler than the immigrant and because of a once
prevalent bu~ now decllnin8 aven~n of certain conse,"vat ive business people
against hiring foreigners or people of color for certain positions.
The Young
Why aren't our young more employable? Why don't thcy qualify for bctter
jobs7 The answer is found wilhin the shortcomings of the preceding two
groups. Nearly half our young people Icave school without graduating. In
doing so, Ihey have ~'m'aed no marketable sicills and ortcn are barcly literate.
Even Ihosc who do graduate, but do not go on Io vocational or university
training. are only marglnalty better off'.
Yet, as we have learned from our immigrants, with drive, ambition, and a
willingness 1o work hard and responsibly, such shortcomings can be
overcome. IJnfortunatcly, our Icons, upon leaving school, often lack these
m
'skills' u well. The fault li~ with rarru'lies which did not value education,
hard work, which had never succeeded; with the lack or cxposure to people
and opportunities which might have opened their eyes to their inherent
potential to do better, with the typical arrogance and ~elf-indulgence of
youth; with the absence to date of arty group, institution, or individual to
commit to replacing what !m been missing in their lives.
In add'aion to these problanl orour own 'citizen yottth," there arc troubling
signs atno~8 the c. hiklten of immigra~ is well. Whereu historically it may
have been the second or third generation that finally 'made it' in American,
not the first, this may hoe occur as frequently with the future generations of
O'h most recent wave of immigrants. This is due in part to certain cultural
factors that allow more permissive behavior and less responsibility from
male du'Mren a,'xl in part to being 'tainted' by those negative attitudes of the
children of our chronic poor whom the immigrant young come in contact
with and attempt to emulate.
Other factors come into play as well. TV. Our consume-it-now society.
The breakdown of the ~dear family. The prevalence of drags and the easy
money sometimes associated with it.
Over the past five years, there has been one positive trend in lmmokaleds
schools. While SAT scores still fall far below the national average
(combined 745 v~. 902), the number ofstudems attending four year colleges
has nearly doubled from 8.7',/~ to 17%. Commu~ty college attenda.~.e is
also up (from 21.3% to 24%). However, during that same Feriod the
numbe' ofgradualea going into a vo-tech program declined from 29.5% to
10%. Thus, in 1989, nearly 60% ofgraduates continued their education in
some way. Today, that is barely 54P/,. Pan of this decline, however, may
be reflected in the decline since 1985 in lmmokal~'s dropout rate once a
nudent enters high school. I While the U.S. dropout rate has stayed in the
9-I 1% range, Immokalee's, through a major effort on the par1 of the
commtmilT tnd school syslem, has been mot'e than cut in half, from 9.5% to
4.7*/~. However, in Ihe~e economically perilous times and with the
essentially agricultural/sorvice focus of the local economy, graduation means
little today in terms of securing a reasonably paying job, or a job of any sort
for that matter. Nonetheless, as we are successful in bringing new business
to the community, our young people, upon leaving school, must be able to
Unfortunately, many students (as a result ofbeing held back) reach the age of 16
while still in middle school. Most of lho~ that do, leave school before even
entering ninth grade and, thus, are not reflected in these dropout statistics On an
overall basis, nearly half of hnmokalee's children entering school never finish.
54
fill some of the.k~bs ifat all possible. Now the/may not be able to do so
due to inappropriate sldlis and inappropriate work attitudes and habits.
Thus, our chal3e~ is not simply to keep students in school Ionget, but help
them to be more employable whenever they do leave school.
IF education in America as a whole Faces a formidable task in today's world to turn
out resportsatle citizens capable or holding well-paying jobs, the task in [mmokalee
is perhaps trebly daunting,
Summary
In summary, then, as urd'cxlzmaze as the tad may be., at this time the vast majority or'
the labor force in lmtnokalee (both emplcp/ed sad urgrnployed) is incapable ot~
holding saything but low paying relatively unskilled jobs. Tht:s, without a major
"upgrading" of incrrvidual capabilities, even if'we are successful in attracting large
numbers of' higher paying jobs to the area, they will he lifted by non-lmmokalee
resklemt The slxxtcomings of'the labor force include the standard "no non-manual
ski/Is,* language and r:teracy deficiencies, inappropriate or insufficient knowledge
or proper wodc habits, and poor job application skiffs. There are essentially four
groups, and iml'widuals within these groups, that demonstrate all or some
combination or these shortcomingt The groups are: youth, the currently
unemployed Ioca~y, the currently underemployed locally, and the newly arrived
urgmpioyed or.job seeker(most often, ~ not exclusively, recent or relatively recent
immigra,'zts). Each group requires a somewhat different program to meet its needs.
However, whatever program is devised, especially For non-juveniles, two major
challenges exin. First, what jobs are people to be trained ~'or (it is costly and
inefficient to train people in skills that do not match the needs of' the companies
which are recruited to the tom)'? Second, how do individuals support themselves or
their families while undergoing daytime training which will lead to initial or higher
paying employment7
QlhCF Employment Access Considerations
While much oFtbe focus o~'attempling to insure litat individuals are able to take
advantage or employment opportunities necessarily addresses job skills, it is often
other ladors which create unemployment or underemployment. Ira person cannot
get to arid fi'om work eco~ and within a reasonable period of'lime, the simple
existence or' a job that can be filled has little value. The s,~me is true if the
prospective employee must care for children, the elderly, the permanently sick or
disabled, and no economical alternative care is available. If an individual does not
have access to economical and convenienl health care, he or she may be unable
physically to hold a job over time or will lose ~'ow k hours and money Ihey can ill
afford cornmuting to distant heaJth Facilities. Thus, it is the availability of'these three
55
- work transport·don, child/family care, health sen4ccs - which are critical if
Immokaleds residents are to be able to fill new or better paying jobs when they
become ra~ l~zcntly, Redlands Christian Migrant Association (R. CMA) and
Immokalc~ Child ~ do Ill exc~cnt jo~ providing child care for the working poor.
While there are son~ gaps, thes~ ,'wo organizations and the schools seem to be
moving to fir them. There is no organized approach to elderly care. One effort -
· communal fatmwodcer retirement facility - was built and failed from a lack of
tmderstm~mg ofth~ Iodo-o. xMa~ issgs im~ved. While not fully understood, this
noed and a po-,at:~ so~ion L~,e¢l__! to be tsl4asM. Quasi-public transportation does
~ -- · rrishmash. However, it is not gaare~J to move large numbers of pcople at
· ~ cost to lad fl'om tim places they rloed to go. [n an essentially pedestrian
cotmu~ wher¢ th~ cost lad upke~ of· I,tfe vehicle is beyond the reach of many,
this becongs · critical problem. In addition, this pedestrian characteristic presents
a true opportunity. Ira good public tramport·lion system can be developed her'ore
peo_t}[¢ can become d_ependent on automob~es, it will save them money and the
government money (on new roads and maintenance) as well as being kinder to the
environrlgm. Finally, the hea/th care sy~em, while still inadequate, is improving
The major proble~n, ~, depending on what happens with national hea~th care,
is universal access and c.~'~rage for preventive and early treatment. (Vv'hile it is an
inefficient solutioca, severe problems are handled - through indigent care if need be -
at the emergency rooms.)
Community Assessmen¢ - E.mplQyab~ltY r,[eeds/(Z:ri/eria Summary
As was stated earlier, simply bringing new indust,-y to Irarook·lee, creating a new
'boom town,' lus absolutely no value if it only provides jobs for those who move
from elsewhere and does nothing to reduce the pervasive poverty which we find in
our conurmnity. Put simply, unless Irarook·Ices residents, both adults and young
people, can fill the new jobs in large numberl, we will have failed in our quest for
r.,onomlc r, etf'-suf~iency. We must bring down our 20a/, unemployment rate. We
must have emp[oyable young people leaving our schools. We must be able to
accommodate within t!~jrk market those p~ople who will coma to us from other
countries whether w~ wish Ihern to com~ or not.
ConseqlJently, we must dcd~w.e from the preceding sections what has or can prevent
o~r residents from filling higher paying jobs when they are ere·led. We must then
move to insure that such ·clual or potential obstacles are eliminated or minimized.
The following table summarizes Ihe wide range of needs of conditions which must
be met or addressed if we are ever to attain our goal of economic self-sufficiency.
56
I. S~e, dependable transport~on to and ~rom work and job interviews
W'~thin immokaJee
Outs~ Immokale~
Ru~ areu (~.g., agricul~uraI operations,
ecoto,.,rlsm, tufa] parlc~)
Coastal communities (e.g., Naples, Fort
Myer~ Marr~ lslanc0
2. Appropriate job Ik~llt and back~'ou~
Tcchn~c~
LanBuage
3. Day c~re for all appropr~le ages
5. Job ~lk~on sldlls - Ol~un~ idemh~don
- Ob~;~nS
- Interviewing
Rt'surn~ preparation (as appropriate)
6. Physical and mental we!l-being
Health
- Home life
- Substance use
Problem/Need Ranldn~ & Measurq
Fim
Students leavin8 school prior to high school
Current Baseline Measttr~.
' ' · Approximatdy 543 pertz~ ofgudents drop out ofsehool before completing
the twelfth Fade, most leaving before the ninth grade.
Ideal
At least 90 pefce~t ofaIl children who enter [rnmokale~s schools, not only
Second
Students leaving high school do so with few employable sicills.
Curren~ J3aseline Measure:
Only 50 percen of lmmokalee's high sck~l gradu,'ues go on to college or
Ideal
At least 90 percent of all graduates attend college, vocationat/technical
· school, or have finished a vocational/technical program in high school.
Inability to enter fi~ll-tlme training leading to better employment due to the need to
stay in one's currenl job to support selfor family financially.
Cu~Bs~line Measure:
No statistics were available on this problem.
No person wo~ld be restricted from entering improved skill tr:.ining due to
income considerations.
5g
Fourth
lnabitity to speak Engfzsh Emits the ab;ty to attain a better paying job.
Current Buel~ne Measure:
54 percent o~'lmmokaleds reideat (199(}) speak tittle or no English.
Ideal:
Lets than I0 percent of'residents (who are not newly an-ivccl immilp'a~ts)
would have an English language !imitation Ihat prevents improvement in
employment.
Firth
Inconvenient, tinavailable, arxl/c,' ~e transportation to non-agricultural work.
Curret~ Basefine Measure:
Only in.frequent public transportion along limited routes is nov/available
to get to and from work (as well as shopping, heath care, recrestlon, etc.)
It;eat:
Inexpens~ pultc transportation will be wailable to all residents and would
mn twice per hour from 5::10 am to 10pro along all major roads in
· . Immokalee a~l to coastal Collier and Lee Count;es.
Sixth
Limited s~:jJls in job opportunity identiflcation and apl.'lication skills.
Gurucat Bas~line Measure:
No measurable data were available reggr~ing this problem.
Ld_~:
People desiring work will not be prevented ~'rom pursuing it due Io a lack
awareness or an appropriate opportunity or a lack or skills in how to
effectively apply rot a position.
Seventh
lnadequale chadcam as either l cause for n~X being able to lance a job, or leaving the
child in an tms._c__,:eptable sltustim if'one does.
Current Basefine Measure:
Only two institutional c~ld~i'e o~tlons now exist which do not cove~
work !mur~ and age ituvions.
Ideal:
No pe'sun is rmled in ~eif ability to take a job due to the unavaiIability
suitable d~ldcare.
Eighth
Inadequate availa~ty of local heaJth/care services.
The chze~t in-pazient facility and most medical specialties are located 35-45
miles away w~th a large percentage or' the population r~t having timely.
inexpensive trvtsportatlon to such
..... Such in-patient and most medical s~clalties are located in lrrtmol~alee along
a regular, convenient, affordable pubV~c transportation route.
Lon~ Term C~sl & OutC0m~
Oo~ Mcasurable Outcomes
ZmmoirJJee residents who wish to Reduce uncrnploymcnt to 6%, and
secure better employment until such time, at least 7S percent of
oppoduniti~ will be able to do so ~II new jobs attracted to lmmokalee
without language, transportation, ~ be filled by lrnmokalee residents.
childcm-e, health, or lack or training
preventing it.
Strategies in Order of PHori~1'
First: Early intnvention to prevent sixteen year olds from ttropping out
of'school
Second: Improved ~ coumermg, course work, and post-graduate
schola~l-,ips for high sclxx~l students n.,xl graduates
Third: Vocational/technical educeion income s.~istnnce program
Fourth: Universal ESOL acce~
Firth: Improved public transport~on system
Sixth: Improved job identiflcation/appi~c~tion skills
Seventh: Universal childcare av~jlabaity
Eighth: Convenient, acccss~tle healthcare
~(~1((~1' l~umb~ One:
Earl~ Dropout Pre~,ention
Objective: To retain in school after the eighth grade, 95 percent of all
children entering Immokalees educational system.
Timing: Step I: Bythestanofthe 1995/96 school year, have in-place and
fully functional Ihe proposed Outward Bound nine day winter
course fo¢ sen~h graders which will blend teams of student
leaders, academicafly at risk students, and disciplir, ary at risk
studentt ff'his project i~ ¢ftscussed in more de~i elsewhere in the
plan.)
Step 2: By the start ofthe I~96/97 school year, have in place and
fi~Hy fune:.~mlng an eaxly intervention (sixth grade) middle school
acadenic a,'xl v~-tech evaluation, counseling, and support system
to identify and assiR potential dropouts. Two full-time specialists
will be hired to handle this prograrrt (Note: Early intervention
expantion at the pre-school and elementary levels is expected to
reduce the population ofthose likely to drop out in or after middle
school.)
YI~AR
I ~ 3 4 S 6 7 · ~ I 0 Te4d
~CE
redrrd ~ 25 ~ ~ ~S 2S 25 ~S ls IS 2S
h gT_./ZC 25 25 ~S 25 25 25 2~S 2S :~S 25
· · lie, lee foe JOe lee IeMt lot} Ioo IOo I0~
!; This budget does not reflect the Outward Bound program which is handled in tile
Leadership/Cultural Diversity section or the early childhood intervention which is
addressed in Educalion. At the end oflhe ten years, this program, ifefl'ective and
still needed, would be fully funded by the county.
Lead Responsibilily: Collier County Schoel System.
62
~ Parthen: Ot.,tw~d Bound, business community,
Coillet County SheHtTs Department.
Actual/Yotenfial ]3arder~. D~e to the transient ~ recent arT~val nature
ormuch orthe population, many students
may enter the school s~rs~em at an advanced
problem ~ate without sufficient time t'or the
program to make a difference. FZigh
percentage or'one-on-one tailored,
spec~_l_-H work that may be required and
the absence or'qualified people to do this
work. Concern o~'parents for their children
to participete in the co=ed, raciafly mixed,
close Fn~n8 quarters Outward Bound
Linkages with Other Goals: Sal'ety, economic opportunity, education,
Enterprise Designation Only: The middle school intervention program will
proceed with county ~nds. but with only one
rather than two staff..
63
... ,ram I
Sirateev Ntsml~Cr TwO:
Improved ~?udent Employabillty
Objective: To insure that at least 90 percent of all high school graduates or
thee that leave high g!xx~l early have some probability of being
employable II · dee.,etR job either through attending college or
post-graduate vocatjonal-technkaJ training, or having finished at
vocalicmal teclmka~ program while in school.
Timing: Step 1: Beginning in the 1995/96 ~ year, ;ncresse the college
scholarships awarded to Immokalee graduates by five per year.
Step 2: Beginning for use in the 1995/96 school year, insure all
high school students are aware of the vo-tech income assistance
program (see following stratc37).
Step 3: By the 1995/96 school year. institute a comprehensive
role model/mentor/business partnership program for ninth and
tenth grades with an intensive follow up during the eleventh and
twelfth grades. (3'his program may need extending down to
middle school students for the program to be effective.)
Step 4: By the 199996 school year, implement in the middle and
high scix~ and "economic reality" component of the curriculum,
an economic equivalent of the "scared straight" program by cx or
current felons.
Step 5: By d~e 1995/96 school year, implement a "taxed straight"
program with the nearby liendry Correctional Institute.
Step 6: By the 1995/96 school year. implement the 45 day
..'Mmmea' Outward Bound program for academically promising but
at risk rising tenth graders.
Slep 7: By the 1995/96 school year, better integrate the high
school academic and vo-lech progrants.
Step 8: 13y the 1995/96 sclaoo] year, inslitnte t~;te 'studexit
business" .4 la Ihc Ix)s Angeles example in Ii.s.u'.~T II~'ck. Expand
this to several over Ihe ten years. (See Leadership/Cultt,ral
Diversity f'c~r an additional example.)
6.1
.. Budget & Sources:
YEAR
~* ' I 2 3 4 S $ '7 f ~ lO T~
~ ~mS ~ ~ ~~ F~ ~l ~ t~ ~llcge ~larship program are
~ ~e ~ t~ p~ ~ ~ ~ ~lunt~, ~sines~. and ~5ting
~ ~ ~e o~ 'pmn~ ti~ ~ not ~ ~i~ted. Both N~ College
a~ ~0~ ~1~ ~ U~ ~ r~nded ~sit~ely to the possibility
: ~p ~. ~ I~ F~ion i5 pr~,t~ raising e~o~t
~ ~nds ~or a '~w ~r ~' Ioa~g~t ~hol~hip priam which incenti~zes
~ad Ruponslb,i~: ~e 1mmoka1~ Foundation (~holarships.
~ono~c r~ity, student ~sin~ses). Colli~
C~ ~uution ~,dation (role
m~to~ ~sin~ pa~n~ship5), Cellicr
C~nty Sch~ls (all el~).
Actua~otentfal Ba~e,: ~e s~me a~ tho~ in the pr~in~ stratc~.
~ ~t~ ~m~ ~ div~sity o~usinesses
~ l~ w~ ~ e~ely pn~icip~te in
role ~ef, m~torin~ n~
parsnip progrnms.
Lin~gcs wish Other Goals: ~du~tion. econornic
I~d~shi~lturnl diversity.
Enterprise !)~ignntjon Only: The strntcgic coml>ot~nt i~ ,~f dc~c,dc~2t
EZ or EC designation.
m m
Number Thre~:
income Assistance Program
Objective:. To insure that lmmolaJcds ruidcnts arc not prcvcntcd from
Illending tr~nS wh~h q~ll improve employabHiP/bccauH or
income loss co~dervlonl during training.
Timing: Step 1: By Ihe end or 199~, cstabr, Lsh the elig~bility cHtcria Imd set
up the administrative structure for a vo-tcch-adult education
incor~ usistanc~ program.
~tcp 2: Beginning in 1996. s~xt dlsbursin8 fi~nds under
prog~xn
~tep ~.' By the end of 199~, wofic whh local bax~cs to Fov~de
loan fund whereby people in training w~th guaranteed jobs upon
successful completion ot' trairdn8 can borrow money for fiv~ng
expenses sSrnilar to college loan prop.
Step 4: By the end of' 1996, work with companies locating to or
expanding in !mmokaJce who need sial]led workers who must be
trained to provide funds or loans to future employees who will
undergo th~s training.
Ilud2c( & Sources1
' YEAR
I i 3 4 I · ? I 9 I 0
rwder. I I IM ~Oe M 4ae 40~ 4430 .400 ~ ~
06el · TS Joe 12i I2S I/s 12q, [2~ s25 I:S Io~d
r, q4~ · ZS M 75 lee IZS IM 17,~ 2ca 2Z~, IIz5
Cmmey
· 245 ~31 il .q. 7'/.q. IrLq. It/5 q2.~, ST.~ IOZS
(,6
Training ~s~_e~r.,e fimds are available under other Fedc'r',d programs and will be
sought to augment th~s i~ Collier County schools will provide the
gministr~ion of the progrzm as it now does for similar activities. Funding at~er
year 10 is uncertaln at this time.
Lead ResponstbilltT: The lmmokaJee Foundation (initially), Collier
Count~ School system (after year 2).
Partners: Nov businesses, banks, Guadalupe SociaJ
Senices, CUI~.
Actual/Potential Barriers: Unwillingness of the banks or companies to
loan rnon~ on simply the Orospect the person
wiZl complete the progr'am success~lly and fill
the promlsed job satisf'aczo61y. (Consideration
is being given to using the endowment [see
Implementation section] to guarantee such
loans.) The concern is not that the program
will not work but that it will be
Linkages with Other GoaLs: Education, economic opportunity
Enterprise Designation Only: The prog, nun will proceed but perhaps only
using a loan program and any other t'ederaJ
funding which can be pr~'ured.
67
Strafe~r ~um!~ Fgt~r':
~glbh ~n~age T~n~ng
Obj~e: To ~r= ~ ~ ~d~ ~ ~sh to ~a or improve English
~ng ~ ~ ~ I~o~ ~ matt~ what thor native
~ming: ~ ~p~ ~OL ~ ~11 ~ in phce ~ the 1~/96
~ ~ ~ ~ to u ~ in ~bg~ y~s.
~is ~m 0~ ~OL a~ss) is pan of the Edu~tion
~ion.
'I' S~r'atK, vNumber IPw~:
i. Imprated Publi~ Trans~or~atlon
Objectives: 1. To insure that Immoludee residents ue not prevented
from working or seeking a better job due to the lack or'
dinely, convenic~ ~l'ord~ble tnnsportation.
2. To save on mad construction and maintenance costs by
making wraaable an eiScient public transportation system
which reduces auto traffic expansion u the Immokalee
Timing: Begin expantFmg the existing transportation network immediately
and continue doing so urm'l. objectives are met.
Note: This strategic component is addressed in detail in the Physical
Infi'astrucan'e section.
69
.~tntetv Number ~;ix:
Imprend lob ,4ppiicadon ,~kills
Objective: To anise resklenu seeklnS work (inltLd or bcncr employment) in
idemiF/in8 appropriate posn'bil~ties, preparing For, securing
transportation to, and logowing up on interviews.
Timing: To have this support systan in place in time for the 1996/97
season. ('Note:. This progntn may be pattcrn:d a~tcr a successful
similar initiative in New York City which Focuses on .job
identLrx~__~~ ra tra/ning Thus, this is seen as a pilot
program by which traditiothal government job placement services
can be restructurcd.)
B.dEet & Sgu.rr¢~;
YEA R
,,
I 2 3 4 S I~ ? I 9 le Tetal
.,,
.....
Ifedefd e ~$ lie M I I O I O O
,
leekde O le le fo e e e e o 0
....
be.~ e to le le e I o e o o
Ceodde,M O to to le e e o e e o 3o
,,. -.a ·
Ifthis pilot prod'am is successful, state and local govcrmncnt job service progran3s
may be modified to accommodate this approach with Ihc possibility cxisling
contracting the service (or part of iO to the privmc sector wills payment based on
successful placemores.
Land Rcsponsibili!y: The Immokalce ]:otnldalioll.
Partners: Collier Com~ty Schools. Florida Job
Placemere, local bush~esscs.
70
Actual/Potential Ban'iers: The New York City model or a variation
the~e~ may be inappropriate for Immokalce.
Bureaucraft= resistance to embracing the
program if it is successful. Absence of
pbc. anent opportunities 8~ven the structure of
the er.,onomy and/or the local skill base.
LInkage with Other Goats: F. ducation, economic opponunlty.
Enterprise Dellgnatloss Only:, No Federal or State EZ/EC: ~nds would be
used. An eft'on would be made to get the
state to evaluate the New York City and
initiate a p~Tot w~th Immokalee as the test
location.
71
~era~t'~y N. umb~r
Agequate CAllgcm'e A,,ailabilit~
ObJedivr. To inaure no resident is llrnhed in his/her ability to take a job due
to Ihe tinavailability of'adequate childcare. (ideally this would be
extended to mty ~amily member, regardless of see ~d/or
condhioft, who requlre$ at home care. However, v~th lirrdted
re~urce$, it wtt decided non-child family care must wait to be
addr~__~e~_. Perhaps sometime during the ten years it can be.)
Timing: Step 1: By the end of the Tarst year, conduct a survey to identify
the nature and magnitude of all child and other family care needs
in lmmokaJee and project this need for ten years.
Step 2: Witl~n a year after completion of this study/survey,
develop a ma.~er plan for addressing any critical unmct needs.
Budtel &
YEAR
I 2 J 4 S i 7 I 9 tO Te~d
JOf, TRCT. J
feedend F.I/t,C
These funds are for the survey, study, and plan. Depending on the rcsults of this
assessment, a decision may be required to teallocate funds from other strategic
components idemified in this plan to this need area.
Lead RuponsibHil7: lmmohlce Inter-Agency Commitlee
Partners: RCMA, lmmokalcc Childcare, schools.
Guadalupe, churches, CURE. businesses
Actual/Potential Barriers: None to the f;rst phase. Adequate funding to
solve any major shortfalls.
Li,LqgcswilhOiherGoals: Education, cconomic ol~l~onnnity, sal~:tS'.
health
72
:., ]':,nterpriseDesi~nmtlonOn!~: No F~er~l EZ,~C Funds ~ll be us~,
~, t~ ~oj~ ~il ~o fo~ard in a Icss
~ ~of~slonai basis u~n8
l-~ ofl~ ~sin~, non-profits, and
73
Straterr ~umbcr
fncrens~ ~dd~ C~re ,4ccfis
ObJedive: To tmure ~ resldems have access Io !ouJ in-patient c~re
and most med'aJ Ipa:~ticl so they do not lose work time or
neglect their health due to the distance orsuch ca~*e.
Note: This strategy is addr_-f___,,~_ in detail in the l~calth seczion.
m mm I
FOREIGN TRADE ZON'~ IIN'C'lCNTPvT,
Export Trade Development is becoming more vital to the United States economy
every day. The following is a brief' summa~ of the benefits of expanded new
incentive~ proposed for |he National Foreign Trade Zone Program and Export
A Foreign Trade Zone is an isolated area in the U.S. that is considered to not b~ in
the U.S. Customs territory for entry and duty asses..qnent purposes. However, goods
in a zone are subjecZ to cc~-~ols that must be approved by U.S. customs prior to the
stzrt ofzone operat~:xa. For zone oper~on, customs requires an adequate system
of company inventory controls that extend from the time of arrival ofthe goods in
the U.S. tmtil disposed ofby customs entry, exportation or destruction of the goods.
The zone is not limited to storage of foreign s~tus (non-<luty paid) goods, storage
of U.S. otig:in goods (domestic sltms) is also perl~tted. Gocds in a foreign-trade
zone may be commingled with other goods, incted~ng domestic and duty paid rorei~
o~gin goods. Wlu3e in the zone, goods may be re-packed from shipping canons and
shipped by the piecr., _lt~__,:k______~ged or sssanbled with other imported or domestic items;
funha' manufactured or destroyed. Goods subject to quota or visa received without
documentation required for U.S. consumption may be held in the zone and later
exported.
The Foreign Trade Zone (FTZ) Act of 1934 was a ~few Deal' law introduced to
expedite and encourage U.S. participation in international trade and commerce. The
Act encouraged capital investment in the U.S. rather hhan abroad and secures and
· ' creates American jobs. Incentives on merchandise admitted into FTZ status under
this Act are as follows:
· Defer U.S. customs duties and IRS taxes - Import goods may be brought
into the zone in finished form or for use in assembling or manufacturing a
finished product. Customs entry and duty payment is not made until after
the goods are removed from the zone for domestic dls~ribution.
· Eliminate U.S. customs duties and IRS taxes on e.xpor~ed merchandise -
Imported goods avoid U.S. customs in one of the following ways:
I Export of finished goods or goods assembled in tile zone. C.;oods
ex.:~orled are trat,sported from tile zone to tile point ol'e.'<portation
in bond, no U.S customs entry or duty p:uyment ~s.~.'s~d on
exporled goods.
75
2. Destruction ofgoods. Goods found to be defective or goods that
become obsolete in a zone may be destroyed and duty avoided.
3. Scrap resulting ~'om manufacturing Customs is presently re.viewing
the tream~ of scrap - a decision should be reached in early 1994.
· The 1950 Amendment to the FTZ Act ~ manufacturing in established zones.
-- Prior to the ~T~'Ktment operations were limited to basic veatehousing. Additional
incentives on merchand'ae ~mltted into FTZ status under this amendment include:
· Zmm U.S. Customs duties - lrnixmed goods asscmblccl or manufactured
with other imported or domestic materials may receive a lower duty rate.
Fore example, · cat radio dutiable el 6.~5% usetabled into an automobile
dutiable at 2.5%, the radio is now pan of the automobile and duty is
ausessed on the value of the radio at the automobile duty rate.
Another possible benefit of the Zone is the potential for a reduction or distribulion
costs for firms. For csmn{~ imporl shipping costs may he rcduo.xl by having goods
packcd in bulk overseas rather than packing in consumer packaging prior to
shlpmc~ In doing so, the goods may be packaged in the zone using U.S. labor and
matcrlals and the packaging may be designed rot the rnarkct. For export sales the
legend of the package may be that of'the country or arc· to which the goods arc to
be shipped.
Why Export?
An excerpt ~om the Clinton Atlministration Report 'Toward a National Export
Strategy' rclusccl on Sq~cmber 29, 1993 stated - 'To complete more effectively in
this incrcuingly amd vastly larger world market, our companies and the U.S,
government must adjust our attitudes and improve the mc~hods wc use to promote
exports, First we musI ecport to grow. Wc can no longer rely on domestic demand
as our on,'y source orcconomic growth, job creation and a higher standard of living
for our people. Second. government must play an important and more focused roic
in helping the prlvatc sectnr sell more 8oods and services overseas. Wc must
· reinvent goverrancnt' in the trade promotion arc·. making sure that every dollar is
spent wisely and sertes the public in the best possible way. Third, we must have a
strategic approach Ihat coordinates go*~ernmcntal and private cfl'orts. meets the
challenge or international competition and helps our manufacturing and service
industries gel ahead and stay ahead***· '...One in five or our jobs is tied directly to
globa| tradc.**Exponing Creates Jobs**.·
In an crrorl to be globally competilivc in our ovcrall intcrnafion.~l economic
dcvclopmcnt strategy, we looked at olhcr Foreign (Frcc) Trade Zones - our
comix..tition. AnaJy'tjng inrorrn.'~tion gnthcrcd from zone programs around the world
il was confirmed that Fcdcral/Corporate Tax Inccnlivcs (Excn~pt periods) :~re key
76
in th~ economic dcvdopmeR strategy of·mr competitors. Recognizing that Tax
Exempt Incentives (in an'rent form) are not feasible tools in U.S. economic
development and inconsistent with cuffeat strategies, we looked towards creative
new opporturii~ Tltse new opportunities would develop a link between Foreign
Trade Zones, and Enterprise Zone (EZD.
PROPO3AL
The L, nmokalee area is in the proce~ orbtin8 designed · sub·re· to the Lee County
Foreign (Free) Trade Zone, WRh this deaig:nafion ~11 Ihe above benefits would apply
to the Imtnokalee area.
' The linkage between the FTZ and EZ combined as part of a national Export
Development Strategy would he similar to Export ProcessZng Zones in most
countries with a Zone program. The purpose is to establish incentives that would
encourage investment, increase exports and create jobs. Developing the approach
on tax excmlR incentives, the proposal would to offer tax exempt status for a given
period generated on export $a/ea and re-investmem back into the community.
This proposal is intended to etw, ourage investment from both U.S. and International
sources. Marketed with the incentives found in the EZ progrmn, development and
job creation wouM be inevitable. Companies concerned with capital investment
would have the _r,~_smrance oft quicker return on investment, lowering operating
debt ·nd ovcThead - ultimately providing · long term solution to employment in
Enterprig Zone designated areas. This is · public/private partnership where the
public forgoes taxes for a given period and the private sector commits investment
into · zone that may have never been developed and jobs never created.
:.
,;~ The proposal links FT'L's end EZ's in a layering concept that should fit vcry
· effectively into Urban Economic Development Strategies, encourage exports and
generate investment.
Marketing
The Collier County Airport Aulhorhy has already beg·in marketing lifts proposal as
evident through Ihe attached packet entitled "h,mokalee Regional Airport -
Stop Shopping Guide rot Prospective Tenants.'
77
PAST PERFORMANCE
A portion of the |mmokalee CommtmiW was desig~alcd as a Florida Enterprise Zone
(F2,-1200). The popualtion included in that Zone at last count was estimated at
11,038. The activity that occured within the Zone was minimal. There was little
effort made on the part of the County and the community to market that area
theefore va7 few ~__,es_ took advantage of the incentives of t he program. The
community now has a s~lle8~ plan and a commitment for change. With this new
established roadmap, efforts will he made to market the Zone in order to diversi~
and revitalize [mmokalee's economy.
Participation by businessel and all levels of government to encourage economic
growth in the Immokalee ENterprise Zone is reported blow for lhe years 1989
through ! 993.
Lo~l [neenlivu and Investments
Collier County did not com.~t to any local incentives when receiving zone d~signadon for
Innokalee. Lotany get~"~ed funds were expended to resurface roads in the zone.
LocaJly Generated Funds for
Capi~ Pro. icons · , sLUI,0oo $117,377 S610,000 sl,34o,eoo
SMIe lncenltves and Investments
Listed below is infofmath:~n on each sales tax credit, as reported by the Department of Revenue.
along with the amount of federal and state funds targeted to the Zone.
Credil Apiml Sales T&~ for Job I Sl
Creation $O $O $100,, 1,5OO- $33.0(30--
Number of Rdund Permits
0 0 0 0
for Pun:hazes iBminns Prope~/
Number ca'Refund Permits
for Purchase off3uilding Materlab O O O O (1
Federal Conrmmm/rX-vel~pmcm
FurKls $O $103.5~7 1510.95-1 $41
S(lte CoGlrtlunHy I~."vcK~ Funds $1.01~6.O
7~
79
STATE OF FLORZDA
COUNTY OF COLLIER )
I, DWIOHT
T~entisth Judicial CIrcuit, Collier County, Florida, do
hereby certify that the foregoing ts a true copy of:
Ordinance No. 95-22
which was adopted by the Board of County Commissioners via
emergency procedures on the 28th day of March, 1995, during
Regular Session.
WITNESS my hand and the official ~eal nf the Board of
County Commissioners of Collier Cnunty, F)~ptd~, this 30~h
day of March, 1995.