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HomeMy WebLinkAboutEDAP Pt 1l gee consulting m City of Cade Canaveral, Florida 2010-2011 Economic Development Action Plan February 3, 2010 Table of Contents STRATEGY &t ACTION PLAN EXECUTIVE SUMMARY 3 OVERVIEW 7 GOAL 10 STRATEGIES 12 ORGANIZATION 36 RELATIONSHIPS 40 MONITORING 45 NEXT STEPS 47 QUARTERLY ACTION PLAN 49 APPENDIX 52 TERMS Et CONDITIONS 62 IM EXECUTIVE 2 \ S U MMA RY Agee consudng cap EmAeeIED&P- February 7@o Page l F I OVERVIEW EXECUTIVE SUMMARY Over the past several years, the City Council, Cultural Et Business Development Board and the residents of Cape Canaveral have recommended improvements for the community, with various plans and proposals. These include: the 2006 Community Survey, 2007 Redevelopment Plan and the 2009 Community Visioning process. To move these initiatives forward, the City commissioned a twelve month Economic Development Action Plan (EDAP). The EDAP is designed to spark the beginning of a long-term, focused and vibrant economic and community development plan for the city. Economic development encompasses a broad spectrum of public, private and public/private activities: assisting existing businesses, attracting new businesses, residents and visitors, developing underutilized land and buildings, and community development of public land and facilities. It is a proactive process whereby the City, its residents and businesses work together to position and market the City of Cape Canaveral as a desirable location for business and recreation, while maintaining its quality of life and natural assets. Cape Canaveral is a small residential and resort community located on a beautiful, but fragile, barrier island. The majority of its residents are either seasonal owners or resident renters, with only one-third of residential properties homesteaded. The community's small year -around residential population is not large enough, under present tax policies, to provide sufficient revenue to adequately finance current -level city government services on a sustained basis going forward. Without restructuring current revenues it will be very difficult to fund any meaningful community development. Economic Development is essential for the sustained and vibrant growth of any community in the best of times. Today's challenging times suggest an even greater urgency. We are at the intersection of the worst national economic recession since the Great Depression, the collapse of the real estate market, a weak state economy and the termination this year of the Space Shuttle program. By 2011, Cape Canaveral is expected to suffer further regional unemployment, home foreclosures, rental market deterioration and business failures resulting in a continued decline in government tax revenues. Right now the City is not as competitive as it needs to be to attract new investment. In addition, it has limited visitor amenities and capacity to implement and sustain a successful economic development effort. Through implementation of the EDAP each of these limitations can be corrected in the near term. Smart economic development can mitigate short-term damage to the community while helping the City achieve its Longer-term, previously recommended community redevelopment and improvement goals. Agee Consulting Cape Canaveral EDAP - February 2010 Page 4 Economic and community development, as proposed in the EDAP, will create jobs, increase local business activity, increase property values and city tax revenues. The proposed actions will foster sustainable economic activity, be environmentally sound and compatible with the community's present residential and resort character. Increased business and economic activity, necessary for the community to remain viable, should be targeted in limited areas and corridors. Target areas include the A1A corridor, North Atlantic Avenue and proposed riverfront and ocean -side sites. These targeted development areas would frame but not intrude on the integrity of the present residential core. GOAL: 2010-2011 ECONOMIC DEVELOPMENT ACTION PLAN (EDAP) Improve the livability and economic vitality of Cape Canaveral through smart development, to enhance the attractiveness of the community for residents, businesses and visitors, while preserving its unique, natural coastal setting. STRATEGIES Four strategies support the goal, tactics and actions detailed in the 2010/11 EDAP. 1. Improve business climate, competitiveness and capacity 2. Retain and grow existing businesses 3. Attract new businesses, residents and visitors 4. Develop an image consistent with the City's Vision Statement ORGANIZATION Due to the labor-intensive nature of economic and community development, a professional, solely dedicated and energetic individual is recommended to administer the EDAP on a daily basis. As a direct report to the City Manager, this professional will be tasked with executing the strategies and actions necessary to achieve desired results. The formation of a Business Assistance Team (comprised of key City staff) with authority and capacity to approve/resolve business investment or expansion permit and related issues is highly recommended. Agee Consulting Cape Canaveral EDAP - February 2010 Page 5 RELATIONSHIPS A successful Economic Development professional must manage and nurture a complex network of relationships. At the core of the EDAP is the development and maintenance of operational contacts with regional, state and national entities. These key individuals, organizations, media outlets and government agencies provide actionable business intelligence and generate opportunities for the community. Extensive time is required to coordinate all the activities of these diverse partner groups but may be the most critical element of the job. MONITORING For the EDAP to be successful, the City Council, staff, relevant Advisory Boards, and participating residents will have to be committed to the plans multi-year goals and strategies; participate in plan implementation; constantly monitor and measure performance; and adjust as required. Each annual EDAP coincidental with the city's fiscal year should be modified as required by changing conditions, but not less than annually as part of the annual city planning and budgeting process. Weekly monitoring by the City Manager, monthly reviews by the Business and Cultural Development Board BCDB), and reviews quarterly by the City Council will ensure the necessary transparency and accountability the community deserves. NEXT STEPS The EDAP, as recommended or modified by the City Council, should be formally approved and adopted by the Council. It should become the first year of a rolling five- year economic/community development plan. Upon adoption, the Acting City Manager should assign responsibilities for short-term actions prior to the hiring of a new City Manager, who will be responsible for the selection of the Economic and Community Development professional. Agee Consulting Cape Canaveral EDAP - February 2010 Page 6 LM m L Agee Consu OVERVIEW F.A.14 Cape Canaveral EDAP - February 201 Page 7 FI OVERVIEW The EDAP is designed to spark the beginning of a long-term, focused, vibrant economic and community development program for the city. Economic development encompasses a spectrum of public, private and public/private activities: assisting existing businesses; attracting new businesses, residents and visitors; developing underutilized land and buildings; and community development of public land and facilities. It is a proactive process whereby the City, its residents and businesses work together to position and market the City of Cape Canaveral as a desirable location for business and recreation, while maintaining its quality of life and natural assets. Cape Canaveral is a small residential and resort community located on a beautiful, but fragile, barrier island. The majority of its residents are either seasonal owners or resident renters, with only one-third of residential properties homesteaded. The community's small, year -around residential population is not large enough, under present tax policies, to provide sufficient revenue to adequately finance current -level city government services on a sustained basis going forward. Without restructuring current revenues it will be very difficult to fund any meaningful community development. Economic Development is essential for the sustained and vibrant growth of any community in the best of times. Today's challenging times pose an even greater urgency. We are at the intersection of the worst national economic recession since the Great Depression, the collapse of the real estate market, a weak state economy and the termination this year of the Space Shuttle program. By 2011, Cape Canaveral is expected to suffer further regional unemployment, home foreclosures, rental market deterioration and business failures resulting in a continued decline in government tax revenues. Right now the City is not as competitive as it needs to be to attract new investment. In addition, it has limited visitor amenities and capacity to implement and sustain a successful economic development effort. Through implementation of the EDAP each of these limitations can be corrected in the near term. Smart economic development can mitigate short-term damage to the community while helping the City achieve its longer-term, previously recommended community redevelopment and improvement goals. Economic and community development, as proposed in the EDAP, will create jobs, increase local business activity, increase property values and city tax revenues. The proposed actions will foster sustainable economic activity, be environmentally sound and compatible with the community's present residential and resort character. Increased business and economic activity, necessary for the community to remain viable, should be targeted in limited areas and corridors. Target areas include the A1A corridor, North Atlantic Avenue and proposed riverfront and ocean -side sites. These targeted development areas would frame but not intrude on the integrity of the present residential core. Agee Consulting Cape Canaveral EDAP - February 2010 Page 8 PROACTIVE ECONOMIC DEVELOPMENT The City of Cape Canaveral is facing economic hardships. In the past year, there has been a 17% decline in ad valorem tax revenue and a 26% drop in Capital Expansion revenue. Layoffs and facility vacancies as a result of the termination of the Space Shuttle program are going to hit the local economy dramatically between 2010 and 2011. Unemployment within the Palm Bay -Melbourne -Titusville MSA (of which the City is included), is already over 11% and is expected to rise to 14% within the year. Business investment is waning, more and more buildings are empty, many are on the path to vacancy, and there is no focused approach to reverse these harmful trends. In addition, competition among communities for projects that can build economies is fierce, and intensifying. Only those communities with the foresight and determination to take an aggressive stance will withstand the negative forces at work in the global economy. A clear economic / community development vision and plan will help offset these tremendous challenges, and set the community on a course to restore its vibrancy. Influences like federal government programs and spending, day-trippers and investors will most certainly impact the city and its economy, but the City and its capable residents have the ability to plan for these impacts and shape the community's economy around these variables. The reinvention of methods and approaches to build on its heritage and existing assets will be paramount to the success of the plan for Cape Canaveral. A proactive economic development program will help to create jobs, stimulate commercial development, add to the tax base and enhance the overall quality of life for citizens. It will help to refurbish vacant buildings and revitalize blighted areas, all the while helping to create new jobs, new wages and more discretionary income for local and regional workers. The results include greater retail demand and an enhanced, more stable tax base for the City. To invoke necessary and immediate change, the City needs to be extremely committed and creative in their approach to secure opportunities by using non-traditional methodology. Basic off the shelf incentives and methods are no longer effective on their own. A deeper understanding of economic development and a consistent, committed approach is imperative. As an effective location for businesses and investment, the City of Cape Canaveral must consider each and every opportunity in a unique manner to help compete. It must maintain the balance between development and its pristine environment. And it must work assertively to establish, build and maintain key relationships necessary to achieve desired results, and aggressively market the area. Agee Consulting Cape Canaveral EDAP - February 2010 Page 9 L GOAL r , I Agee Consulting Cape Canaveral EDAP - February 2010 Page 10 GOAL ECONOMIC DEVELOPMENT - DEFINED FOR THIS PLAN Economic development, as defined by this plan, is a spectrum of public, private and joint activities. It is an aggressive, proactive process whereby the City, its residents and businesses work together to position and market the community as a desirable location for business and recreation, while maintaining the pristine balance with its natural assets. National, regional and local economic development policies and programs generally strive to increase the quality of life for residents by creating jobs, increasing tax revenues through business growth, and developing public amenities for citizens. Economic development policies and programs increase the quality of life for residents by: Creating jobs Increasing revenues through business growth Positively impacting property values Developing amenities for citizens GOAL: 2010-2011 ECONOMIC DEVELOPMENT ACTION PLAN (EDAP) Improve the livability and economic vitality of Cape Canaveral through smart development, to enhance the attractiveness of the community for residents, businesses and visitors, while preserving its unique, natural coastal setting. Agee Consulting Cape Canaveral EDAP - February 2010 Page 11 m w STRATEGIES, , Agee Consulting Cape Canaveral EDAP - February 2010 Page 12 STRATEGIES STRATEGY #1: Improve business climate, competitiveness Et capacity Communities of any size who have a creative and willing approach to economic development welcome more success. Having the most competitive business climate in the region will capitalize on the inherent strengths of the area. Two key economic development organizations in our region and state - Enterprise Florida and Economic Development Commission of Florida's Space Coast - can change the trajectory of the State and Region's future economic growth. Their plans are as follows and should be mirrored and/or supported: Enterprise Florida - Roadmap to Florida's Future - 2010-2015 Diversify economy by focusing on quality growth in the industries of today and tomorrow Education and world-class talent are vital for economic development Innovation will be key to improved competitiveness and growth across all industries Florida must shift from "growth management" to "growth leadership" A competitive business climate is fundamental for economic growth and job creation Must respond to a shifting global economic landscape Quality of life is one of Florida's biggest assets Economic Development Commission of Florida's Space Coast Strategic Plan 2009-11 Business development o Target and pursue cluster -related industries to create value-added jobs. Maintain and grow our strong industrial base Note: Although the clusters in the EDC's plan do not perfectly align with the City of Cape Canaveral, the industries and jobs the City will focus on are spin offs of these clusters and can support EDAP very well Competitive Business Environment o Advocate and make change in areas determined to improve the business environment o Shift public and private policies to achieve economic competitiveness. Marketing Et Communications o Promote Brevard regionally, nationally and internationally. Grow and empower the coalition with a cohesive voice Agee Consutting Cape Canaveral EDAP - February 2010 Page 13 ACTION #1: Modify Approaches, Policies, Ordinances &t Procedures Cape Canaveral has all of the attributes necessary for a successful future. Instituting change and committing to a bold, proactive economic development program is an indication that a community profoundly believes in a more vibrant, sustainable economy. To achieve the goals of the plan; citizens, members of City Council, the City Manager and staff must make a very serious commitment to adopt the plan, a concerted effort to implement it, and believe in the essence of what is sets out to accomplish. They must first look within the current structure to make the necessary changes. 1. Review, and where appropriate, modify existing city policies, ordinances, and procedures, based on the advice of existing community businesses and investors, that have business expansion and investment potential in the city. 2. Establish a Business Assistance Team directed by the City Manager, if available, or the Director of Economic Development Professional if the City Manager is not available, made up of Directors of Departments with authority, responsibility, or capacity to approve/resolve business investment or expansion permits. The Team should meet weekly, or more frequently, if or as, required. Its mission would be to review and resolve, in an expeditious manner, permitting and related issues. The competitive standard is three days. 3. Remain flexible, open and innovative with each opportunity Agee Consulting Cape Canaveral EDAP - February 2010 Page 14 ACTION #2: Business Climate Analysis To determine the specific current state of the business climate in Cape Canaveral, a Business Climate Analysis of the area should be conducted immediately. The Report will determine your rankings among the following factors and make necessary changes to enhance the competitiveness of the region. At a minimum, the following should be analyzed: Tax Rates Regulatory climate Industry growth Location Entrepreneurial environment Incentive policy Business Type Number of Employees Years in Operation Location (select certain quadrants of the city) Zip Code Others as defined ACTION #3: Establish Competitive Advantage - Offer Inducements Competition is rigorous. Communities around the globe that are offering competitive packages to attract and retain viable, growing companies have more influence in affecting the decision between two similar locations within the same region. These communities demonstrate their willingness and ability to work with companies as partners in an effort to build the company's investment and jobs, hence more tax base for the municipality. It is a shared investment. 1. Promote the availability of an Expedited Permitting Process and assure that it applies to each non -retail project with a minimum threshold of incremental job creation, job compensation levels over the areas average wage, and the amount of capital investment related to the project. a. Immediately direct staff to begin development on recommended actions to create a more streamlined process for permitting b. Benchmark a minimum of ten communities - five within the Central Florida region; five outside Florida Agee Consulting Cape Canaveral EDAP - February 2010 Page 15 Agee Consulting 2. Develop Shovel Ready Sites that are preapproved. Create criteria and work with local land and building ownersto upgrade facilities to meet new, updated requirements (data, landscaping, and signage). Provide special designation to these sites to assist in the promotion efforts. a. Staff to develop targeted list of potential sites (minimum of 10) b. Staff to benchmark other programs from a minimum of ten communities - five within the region; five outside Florida c., Create a small task force to review the benchmarking data 0, Minimum requirements in the plan: Available for sale or lease immediately Zoned commercial or industrial Ready to build with all utilities and other infrastructure in place Draft a proposed Plan and supporting timeline for implementation 3. Ad Valorem Tax Abatement Program for new and expanding business who meet certain criteria such as job creation, higher than average wages, capital investment. This recently voter -approved incentive will need to be marketed and managed properly to ensure success. a. Official notice to all existing businesses within the City who meet the criteria b. Official notice to all contractors, developers, architects within the region c. Properly position AVT on City's web site as an inducement d. Include effective communication regarding program in all written and electronic materials provided to potential companies 4. Openness to entertain creative approaches (such as waiving of hook- up fees, siting and grading.) from potential investors and employers. a. Identify any and all fees the City charges to an expanding company or new establishment b. Carefully review the revenue stream for each fee and create a clear chart for review and analysis c. Direct staff to make recommendations to Council/BCDB regarding which fees can be considered on a per project basis; include criteria such as job creation numbers, capital investment, wages, projected annual tax revenue to the city - as minimum requirements (suggestion - may want to mirror AVT requirements and plus up) d. Adopt plan and final consideration list Cape Canaveral EDAP - February 2010 Page 16 OW 5. Consider an Impact Fee Deferral Program a. This program could defer the payment of some of the impact fees to lessen the initial start up costs for businesses, while allowing the City to collect the funds. Fees from public infrastructure include water, sewer, irrigation lines, public parks, and fire safety. Benefit: Quickly establishes businesses within the City; adds taxes for the long term b. Staff to benchmark other programs from a minimum of ten communities - five within the Central Florida region; five outside Florida 6. Research the feasibility of establishing a Targeted Business Pilot Program - The program provides a rebate for a portion of city taxes and development fees for targeted business that are located in, or expand their businesses in city. a. Staff to benchmark other programs from a minimum of ten communities - five within the Central Florida region; five outside Florida b. Carefully review the cost -benefit analysis and create a clear chart for review and analysis c. Make recommendation to Council/BCDB 7. Work with the EDC to offer state level incentives to those companies which meet required criteria. These incentives include: High Impact Performance Incentive Grant (HIPI); Qualified Defense Contractor Tax Refund; Qualified Space Contractor Tax Refund; Capital Investment Tax Credit; Economic Development Transportation Fund a. Become as educated as possible on all State Level incentives by establishing closer staff to staff relationship with EDC to ensure proper knowledge and understanding of criteria required and which industry types meet guidelines (EDC is primary contact for submissions) b. Secure EDC created printed and electronic material to help in the development of the City's customized package to prospects c. Include information on City's web site Agee Consulting Cape Canaveral EDAP - February 2010 Page 17 8. Work directly with Brevard Workforce / EDC on workforce related incentives and programs including: Quick Response Training Program; Incumbent Worker Training Program; Others for special groups: Work Opportunity Tax Credit, OJT (On the Job Training), and Work Supplementation and Enterprise Zone incentives. a. Become as educated as possible on all Workforce related incentives by establishing closer staff to staff relationship with Brevard Workforce/EDC to ensure proper knowledge and understanding of criteria required and which industry types meet guidelines (EDC is primary contact for submissions / Brevard Workforce executes funds) 9. If Brownfield is established, include the following on web sites, communication pieces: a. For properties located in a designated Brownfield area, companies may be eligible for: i. $2,500 Job Bonus Refund for each new job created in a designated brownfield area by an eligible business. These benefits may be greater if the area has other designations (i.e., Enterprise Zone) ii. Sales Tax Credit on building materials purchased for the construction of an affordable housing project or mixed- use affordable housing project in a designated brownfield area. iii. State Loan Guarantees for primary lenders, up to 50% on all brownfield sites and up to 75% if the property is redeveloped as affordable housing, a health care facility or health care provider. Agee Consulting Cape Canaveral EDAP - February 2010 Page 1 low STRATEGY #2: Retain and grow existing businesses A dedicated effort to help retain and grow existing business in Cape Canaveral is needed to create the foundation for successful economic development. Little cash outlay beyond the labor costs of a single position can provide great strides for the program. A bold, proactive person can act on behalf of the city and provide the intensive efforts and single, consistent approach to develop necessary relationships. ACTION #4: Support Existing Businesses Proactively work with existing businesses to help expand their operations within the city. 1. Create a One Stop Business Assistance Center for businesses to tap into relevant City Services such as Permitting, Planning, Small Business Start Up, Business Expansion, Business Establishment, Demographics and Economic Statistics. a. Assign one person as the key contact and market this individual properly to local developers, building owners and on the City's web site b. Identify any and all contact points within the city for businesses and create a master list of all services that can and should be provided in with a single point of contact c. Establish minimum standards for response time and effectiveness of the program 2. Know your businesses - spend necessary time identifying the top 15% of businesses and become educated on their strategic focus. a. Update and finalize the listing of all businesses within the City b. Identify criteria for your top 15% to include data such as: industry classification; employment numbers; total annual payroll; annual tax revenue; potential for expansion c. Create effective communication mechanisms to draw out necessary information regarding their strategic focus. This could include one -one meetings with key city contacts Mayor/Council and City Manger) d. Ensure and confidentiality of data received e. Careful and thorough consideration should be given to all information and should be analyzed properly to ensure alignment with the City's Vision and EDAP Agee Consulting Cape Canaveral EDAP - February 2010 Page 19 3. Inventory core industrial, commercial businesses within the city and surrounding region and become very familiar with their offerings. a. Inventory all commercial and industrial facilities within the city (suggest working with a local commercial realtor to help with inventory - a Cape Canaveral based professional may volunteer to provide their services at no charge) b. Determine their current status regarding total square footage; lease rates (or sale price); space availability; and their current target markets and clients c. Maintain database with semi-annual outreaches for updates d. Download regular reports from EDC property database online) 4. Bring together the current businesses by developing a Cape Canaveral Business Association as a resource for advice to the city; include business owners, major employers, city staff, and city council; develop programs to assist and encourage expansion and provide connectivity. a. Engage business owners and senior management in the EDAP by bringing them together semi-annually and act as a sounding board and partner in their success b. Create a list of important data points for the city and collect in advance of the meeting. Analyze prior to the meeting in an effort to resolve issues prior to or at the meeting c. Ensure proper facilitation methods are used during the meetings to provide a professional and time conscience initiative d. Accept action items and provide results; report back to group within a thirty day period and subsequently as items are resolved 5. Keep abreast of emerging business or industry treads that currently exist or are forthcoming - know what can impact the businesses within the city. a. Sign up for industry specific periodicals and email notifications on news and updates b. Consistently attend local, regional and state economic development related events and meetings c. Develop key relationships to ensure constant flow of information Agee Consulting Cape Canaveral EDAP - February 2010 Page 6. Partner with the BCC Small Business Development Center and SCORE to hold quarterly workshops within the City to provide proactive assistance. a. Host meeting to work with local BCC SBDC staff to enhance relationship b. Identify (via business survey) top six most needed assistance for local small businesses c. Plan out a one year program d. Execute quarterly workshops 7. Engage with regional Colleges Et Universities to have graduate students help local businesses write business and marketing plans and ensure they can withstand the major shifts in the local and national economy. a. Identify top three to five colleges and universities within the region that offer degree programs that are most aligned with the local business makeup b. Host meeting with those top three to five institutions to develop program c. Secure graduate students or other business majors to assist local businesses d. Match students with local businesses in need of assistance 8. Stimulate entrepreneurial business development within the city. a. Provide quarterly guest speakers - utilize local, successful entrepreneurs i. Identify six to eight potential speakers ii. Plan out a one year program iii. Secure speakers iv. Execute program b. Partner with Founders Forum i. Hold a meeting with board members of Founders Forum 1. Pitch the idea of a partnerships to expand their reach 2. Partner to utilize their speakers and promote their offerings Agee Consulting Cape Canaveral EDAP - February 2010 Page 21 9. Explore the feasibility of creating a Cape Canaveral Business Colony by working with local property owners to provide low cost flexible space for "graduates" from the TRDA Incubator and other post -start-up or entrepreneurial businesses. a. Identify existing class B office space, older buildings/homes in commercially zoned areas which are easily adaptable to match the needs of companies as they grow b. Meet with building owners and/or representatives work to move it forward (note: may be a good project to start a Facade Grant or landscaping project) c. Partner with regional colleges and universities, NASA, major area businesses, state and county government to provide low rates, central reception area, technology infrastructure and copier ACTION #5: Redevelop Designated Areas / Engage Citizens Due to the efforts already underway within the City, beginning the EDAP with Redevelopment efforts first will be the City's best option to properly launch this plan. Many of the recommendations within this section are low cost and easy to implement, allowing the City to easily launch immediately. 1. Establish a Paint Et Plant Program as a cooperative effort between the city and its residents (utilizing limited public funds). Engage city staff, city advisory boards, and resident volunteers to design and implement a one-year community clean-up and tree planting campaign. a. The city could purchase paint and native trees and shrubs for volunteers, in collaboration with property owners, to improve appearances in areas needing improvement b. The City could work with Keep Brevard Beautiful regarding grant funding and volunteer management 2. Develop/redevelop and beautify AIA as the city's principal transportation and commercial road. a. Designate it and develop it as the A1A Commercial Corridor b. Begin with ideas outlined in the Visioning document Agee Consulting Cape Canaveral EDAP - February 2010 Page 22 1.• Explore the possibility of a public-private partnership with an owner of vacant or under-utilized property to establish a fenced, secure storage area for city residents to store campers, trailers and boat trailers. a. Assess the cost for a city purchased or leased parcel, with the necessary cost of improvements to be recovered through nominal fees to users b. This approach could provide the means to get recreational equipment off the sidewalks and lawns, improve walkability and community appearance, and provide residents a reasonable alternative for storage ACTION #6: Establish a Community Redevelopment Agency The establishment of a CRA would be of great benefit to the City as a funding stream for redevelopment efforts discussed in the Visioning Plan. 1. Determine which areas wilt be defined as Redevelopment Areas a. Utilize Visioning Mapping results b. Make final recommendations 2. Establish a CRA to implement the community redevelopment activities outlined under Chapter 163, Part III, Florida Statutes www.leq.state.ft.us/statutes 3. Establish a CRA Advisory Council to guide and oversee the development and management of the new CRA a. Members should consist of: i. Four forward -thinking, business oriented individuals who bring various attributes to the Council in an effort to move forward as quickly as possible. ii. One to two from other relevant organizations (such as EDC) should be considered iii. Key economic development City Staff iv. Recording Secretary (City Staff) Agee Consulting Cape Canaveral EDAP - February 2010 Page 23 a CTION #7: Implement a Facade Improvement Grant Program A Facade Program can provide assistance to rehabilitate privately -owned commercial buildings that are occupied by licensed businesses through the use of Community Redevelopment Agency (CRA) funds. Buildings may have a residential component; however, the residential use may not occupy the street -level floor of the building. 1. The following have programs that should be reviewed and benchmarked by staff: a. City of Titusville b. Escambia County c. Groveland d. Cape Coral 2. Once benchmarking is complete, staff should work to identify the structure of the program and make a recommendation to Council and the BCDB 3. If approved, establish a Facade Grant Advisory Council to oversee the activities and distribution of grant funds ACTION #8: Explore Benefits of Establishing a Main Street Program The Florida Main Street Program of the Division of Historical Resources cites many reasons for a community to actively encourage the establishment and revitalization of a downtown. An exploratory committee that would review the benefits and criteria of establishing a Main Street program can determine if such a program makes sense for Cape Canaveral. Some of the benefits cited include: 1. Builds a positive image for the community 2. Reflects a community's confidence in itself and its future 3. Creates job opportunities 4. Attracts new industry and strengthens service and retail job markets 5. Saves tax dollars 6. Stabilizes and improves the area's tax base, and protects the investment already made in downtown infrastructure 7. Helps to control sprawl 8. Preserves the community's historic resources 9. Enables property owners to maintain historic commercial buildings and preserve an important part of the community's heritage Agee Consulting Cape Canaveral EDAP - February 2010 Page 24 ACTION #9: Establish Brownfield Area(s) A Brownfield Program can provide necessary funds and incentives to encourage participation by the city and companies in eliminating environmental hazards I within the city and aide in revitalizing specific areas. The City should form an exploratory committee to benchmark successful programs and learn more about the establishment of a Brownfield area. 1. Brownfield Redevelopment Act (Sections 376.77 through 376.85). The State's Brownfield Redevelopment Act can be found online at http: //www.dep.state.ft.us/waste/categories/brownfields/pages/act.ht m 2. The statute requires the establishment of an advisory committee to address redevelopment of a Brownfield area. The purpose of the committee is to improve public participation and receive public comments on rehabilitation and redevelopment of the Brownfield area, and to consider additional areas for Brownfield site rehabilitation and designation located outside of the Advisory Council. 3. According to the DEP's Central District update (September 2009), in 2008, 2,232 new direct jobs were created in the district, 5,873 new indirect jobs, and $407,922,598 in new capital investment were attributable to the Program. 4. The City should consider joining the Florida Brownfield Association http: / /www.floridabrownfietds.orq/) in an effort to benchmark and have dialog with like communities. 5. Three cities within Brevard have successfully implemented Brownfield programs that should be reviewed, along with others throughout the state include: City of Melbourne, City of West Melbourne, City of Cocoa, Escambia County, Florida Agee Consulting Cape Canaveral EDAP - February 2010 Page 25 STRATEGY 3: Attract new businesses, residents and visitors ACTION #10: Attract New Business £t Investment Cape Canaveral has what it takes to attract visitors, residents and innovative companies that host Florida's new creative class, including engineers, Information Technology developers, and entrepreneurs; as well as major businesses and operations such as accountants, suppliers, medical groups and other service providers. A marketing effort to reach out to the appropriate targets can result in great benefit to the city and its tax base. Attracting new residents and visitors will require less time and concentrated effort than the longer term attraction of business. The community should market to technology and innovation rich companies who employ the creative class. Brain dependent services that do not burden the natural environment and offer clean, well organized places to live and work will continue to thrive in the global economy. 1. The City needs to develop an environment where companies can actively breed innovation and produce the necessary talent. The City should position itself to major regional employers as a supply and service economy serving the likes of: Air Force 3 Port Canaveral 3 Navy 2. As a platform for locating vendors and suppliers, target: o Major employers within the region o High Tech companies within the region 3. Target "graduates" from the Melbourne -based Technological Research Et Development Authority (TRDA) Incubator to locate their operations within Cape Canaveral 4. Attract new market to market consulting and management services business by marketing the City and its competitive office facilities to targeted regional, national and international businesses as a strategic business location Agee Consulting Cape Canaveral EDAP - February 2010 Page 26 ACTION #11: Engage Local Developers/Property Owners/Brokers The real estate and development industry has a vested interest in a city -directed, successful economic development program. Quarterly outreaches should be developed in an effort to communicate with this important group and keep them interested in the area 2. Showcase successes and new movements within the city such as policy changes, streamlined approaches and new programs ACTION #12: Create Al A Development Corridor By developing the City of Cape Canaveral into a competitive location to start, grow and attract office -based consulting and management services businesses, a designated area is required to ensure proper growth of targeted sectors. Identify Class A building sites in the A1A Development Corridor: a. Survey owners of undeveloped or underdeveloped sites to determine their interest in selling, leasing or developing their property b. Survey investors and developers who have previously demonstrated interest in developing Class A office buildings in the City c. Identify interest in any of the potential sites, and any financial and management capacity 2. Develop one or more Class A Office Building development proposals: a. Bring interested landowners, investors and developers together to develop specific proposals b. Match potential clients to interested parties ACTION #13: Engage Local Developers/Property Owners/Brokers The real estate and development industry has a vested interest in a city -directed, successful economic development program. Quarterly outreaches should be implemented to communicate with this important group and keep them interested in the area. 1. Quarterly outreaches should be developed in an effort to communicate with this important group and keep them interested in the area 2. Showcase successes and new movements within the city such as policy changes, streamlined approaches and new programs Agee Consulting Cape Canaveral EDAP - February 2010 Page 27 ACTION #14: Engage Site Location Consultants Nearly 40 percent of corporate site selection decisions are being made with the assistance of consultants. Ensuring robust relationships with those individuals who are focused on relevant industry sectors will be critical to the success of this plan. 1. Develop targeted list of consultants who focus on the key industry identified within this plan 2. Develop tactical plan to cultivate relationships with identified consultants 3. Conduct quarterly outreaches to communicate the attributes, recent successes or opportunities such as new vacant buildings; announcement of a new company moving in; significant expansion of existing company and the like Agee Consulting Cape Canaveral EDAP - February 2010 Page ACTION #15: Market Community as a.Tourist Destination Working together with various entities, the City can be developed into a unique tourist destination by establishing and promoting low -impact, up-market, family - based visitor accommodations, attractions and amenities. For the purpose of the EDAP, the Tourism sector includes a broad spectrum of activity including leisure travel, business travel, meetings and conventions, day - visits and seasonal residency. By selectively developing some additional attributes and attractions associated with a "visitor destination," the City of Cape Canaveral could bring increased jobs and tax revenues to the community and at the same time add community amenities recommended in the 2006 Community Survey, the 2007 Redevelopment Plan, and the 2009 Community Visioning. 1. Develop a mixed-use parking, restaurant, small-scale specialty store shopping, and festival venue conveniently accessible to A1A and the cruise terminals at Port Canaveral, by: a. Partnering with landowners, hotel owners and prospective investors to develop a project proposal for review by the city, and required county state, and federal agencies b. Modifying existing city code and ordinances as required permitting the proposed development 2. Develop city -owned community facilities on the ocean and the river, by: a. Acquiring the five tracts constituting Cherie Down Park from Brevard County and the Brevard County School Board b. Acquiring private property adjacent to Cherie Down Park on Adams Street and Ridgewood for inclusion into a City of Cape Canaveral ocean -side park with city -owned community facilities and amenities c. Selecting one of the several City -owned riverside properties for development of city -owned community facilities d. Designing specific site development proposals for each site in collaboration with prospective developers and concessionaires to be reviewed by the city, and required county, state and federal agencies e. Modifying existing city code and ordinances as required permitting the proposed developments f. Securing, if required, community and voter approval of both proposed ocean -side and riverside community development 3. Market Cape Canaveral as a pre and post -cruise visitor destination: Developing and implementing a marketing campaign in partnership with city -based businesses in the tourism sector and promotion agencies. b. Work with city -based hotels, restaurants, retail to develop packages Agee Consulting Cape Canaveral EDAP - February 2010 Page 29 4. Encourage additional development of community festivals and events that will provide added amenities for residents and also become attractions for visitors, by: a. Identifying and describing specific indoor and outdoor city event venues suitable for various types of cultural and sporting events Marketing city special event sites and city -provided planning, marketing and event management services to cultural and sport organizations Example: The ART of SAND (April 2 -May 1, 2010), being held in Cape Canaveral, is a month-long sand sculpting festival expected to capture up to 100,000 residents and visitors. Proceeds from the event help to support the arts in Brevard County, but the event also provides opportunities for many non-profit arts and other organizations and businesses to earn through partnering, entertainment and vendor options. A special SAND DOLLAR discount program offers merchants a direct way to promote the event and capture return visitors. Beyond the earnings by these individual groups/ businesses, the festival is projected to raise $100,000 for the FAB (the Fund for Arts in Brevard) and $50,000 to continue and expand the Brevard Cultural Alliance Artist Residencies program. 5. Promote Cape Canaveral as a residential community for employees of regional businesses, and as a retirement and second home community for national markets, by: a. Developing and implementing a "Live, Work and Play in Cape Canaveral" Marketing campaign in collaboration with realtors, condo associations and hotel operators directed at regional employers such as NASA, large private contractors supporting NASA and area military installations, the Lake Nona "Medical City", and affluent prospective retiree and second home individuals in the U.S. Canada and Europe b. Developing and marketing "Relocation" and "Welcome to Cape Canaveral" promotion packages in collaboration and partnership with community-based employers, hotels and service businesses 6. Carefully position Cape Canaveral with organizations such as Visit Florida and other travel related groups, as a preferred location for visitors Agee Consulting Cape Canaveral EDAP - February 2010 Page 30 STRATEGY 4: Develop Vision consistent City ima>;e Cape Canaveral has one of the most recognizable place names in the world. People immediately have a geographic focus in on the exact location and attribute the area with one of the highest levels of technology - American's Space Program. The City should leverage its identity and location advantage with marketing that speaks to the economic strengths and benefits and identifies itself as an attractive location for service, supply, recreation and tourism. A robust and detailed marketing plan should be developed after the adoption of this plan; however, the following are immediate and critical needs to help launch an effective economic development plan: ACTION #16: Affirm Cape Canaveral's Identity Cape Canaveral is a city with a rich history, valued mostly as being adjacent to a seafaring powerhouse (Port Canaveral), the space launch business and as a seaside and riverside residential community. It boasts a distinctive natural environment that figures strongly in everyday life. The makeup of the community is diverse and has a unique blend of economic, ethnic and cultural backgrounds. Cape Canaveral is a very special place cherished by its residents and businesses alike. The city's economic development plan should preserve and enhance its identity. ACTION #17: Create a City Brand The City of Cape Canaveral's "seal" and image is dated and not complementary to the messaging that will be required to reposition the city. A professional brand review should be conducted and pending results, a fresh image should be created. The brand should become a part of residents' lifestyle and be easily adopted. The City should work to realize the "competitive identity" of their region and use it in positive ways. This identity comes from the history, the culture, the geography and the society of the community - as such, it should be an accurate reflection of the genius and the will of the people. It is not an easy process, but the results will pay great dividends by building on the strength the city already has with name recognition. Agee Consulting Cape Canaveral EDAP - February 2010 Page 31 ACTION #18: Development of fresh Tag Lines Municipalities who are effectively promoting their area realize marketing to business is extremely different and requires something more than a city seal. Making impressive progress in branding the region will be helpful via the development of fresh Tag Lines (for example: city, business and visitor) that should be developed in an effort to easily market the area. 1. City should benchmark at least twenty other municipalities across the country to help with the process 2. City should engage a professional firm to develop tag lines that are suitable to the various audiences and markets the City is working to attract and retain 3. The fresh tag lines should be used in all forms of marketing and communication to help effectively brand the region Agee Consulting Cape Canaveral EDAP - February 2010 Page 32 C k. ACTION #19: Improve Web Site In today's competitive environment, it is imperative to have an on-line presence that represents the City in the best way possible. An effective Web Site will allow the City to reach a larger audience with a smaller investment. The Internet is a global medium and a website is vital in giving the City the global attention it deserves. 1. Secure the services of a professional firm with proven web development expertise to assist with proper and effective content development. The current web site requires an in-depth overhaul to ensure key messages are being properly communicated and the navigation is simple and informative a. Site needs to be beneficial and useful for a business and visitor location b. Observation/ Opportunity: No current photos of businesses on the web site. This could be an extremely powerful way to engage, support and grow your existing industry base. Photos should be requested from some of the top local businesses and should be rotated on the web site c. Relevant key words and phrases need to be identified and incorporated into the web site. Suggestions include: Affordable, Easy access to airport, Great environment, Military corridor, 1 million tourists down Al each year, Orlando bedroom community esp. east Orlando), Low tax base, Potential tax abatements, world -quality deep water port d. Google Analytics should be used to optimize search engine capabilities and brand the area e. Analysis of monthly tracking is essential to report effectiveness of the site and make necessary and timely modifications f. News Feed options should be provided to provide constant new information to the site and in keeping it fresh and relevant g. Updates should occur at minimum every week to various areas of the site. A weekly plan for the year with suggested content should be developed to ensure accountability Agee Consulting Cape Canaveral EDAP - February 2010 Page 33 ACTION #20: Establish Presence on Social Media Sites Social media marketing is an important and vital component to the EDAP. This powerful strategy will promote the City and its attributes in a low cost manner with significant results. It will bring large amounts of visitors and create spin off referrals to your web site - enhancing your search engine rankings. 1. Establish pages on Facebook, Linkedln and other relevant sites to capitalize on fan base and to ensure viral distribution of your key messages 2. Build connections via outreach campaigns a. Within the city on roadside signs (ask local businesses with changeable signs to post for a period of time to have a strong impact) b. City Web Site Home Page c. Email outreaches to local businesses whose addresses are currently available 3. Actively encourage individuals and businesses to become a "Fan" of the City of Cape Canaveral a. Minimum of monthly outreaches to all businesses in the City's database a. Regularly post information on items such as: a. Events b. Welcoming New Businesses c. Recognizing Expanding Businesses d. Vision Progress 5. Opportunity to grow this to include specials from local businesses in an effort to promote them Agee Consulting Cape Canaveral EDAP - February 2010 Page ACTION #21: Engage City Business Owners To garner support for the newly adopted Vision, develop and launch a simple campaign to all existing businesses in within the City. Possible Theme: "I See The Vision - 2020". This simple theme provides for multiple message opportunities for a variety of audiences a. "I See The Vision" Indicates they have bought into and support the Vision Indicates they are an participant in the Vision implementation process; even if it is passive participation, it gives them a sense of pride and ownership in the process and for their city Opens lines of communications with the top critical businesses within the city and helps greatly with retention efforts b. "2020" Indicates clear /perfect vision Indicates a reasonable time frame in which to accomplish the goals of the plan - attainable 2. Posters or Window Clings a. Encourage them to place campaign posters or window clings in their place of business where the public can consume the message front door or window; employee break room; bulletin board) Of the nearly 400 businesses within the city, identify the top 75- 100 who would benefit most from a personal visit or call from a City Council member or staff to encourage them to be a pacesetter and get on board early. Provides an opportunity for one-on-one contact to show them how valuable they are to the city and that their opinion matters Remainder of businesses could receive a poster or window cling in the mail requesting their participation. Or, to save costs, engage a youth organization (Boy Scouts, Local School, and Church Groups) to help go to businesses and pass them out. Another alternative is to strategically post signs within the city asking local businesses to visit the City's web site to download a poster and print Agee Consulting Cape Canaveral EDAP - February 2010 Page 35 ORGANIZATION F \, Agee Consulting Cape Canaveral EDAP - February 2010 Page 36 ORGANIZATION ACTION #22: Develop organization Et staff Economic Development is a labor-intensive undertaking, and requires a dedicated, energetic, professional approach. A single individual is recommended to administer the EDAP on a daily basis. As a direct report to the City Manager, this professional will be tasked with executing the strategies and actions necessary to achieve desired results. The formation of a Business Assistance Team (comprised of key City staff) with authority and capacity to approve/resolve business investment or expansion permit and related issues is highly recommended. DEDICATED, FULL TIME ECONOMIC DEVELOPMENT PROFESSIONAL: The paid staff position should be that of an energetic professional with a proven background in economic development and experience in marketing, communication, collaboration and project management. The individual will have the ability to plan strategies, create and maintain a budget, create annual action plans and execute those plans within a municipal structure. It will be a requirement to be the primary liaison with outside agencies, government entities and all key relationships. Providing administrative and professional leadership and direction to the City Manager and Council will be imperative. Sample Job Descriptions are included in Appendix #10. REPORTS DIRECTLY TO CITY MANAGER: As economic development becomes a prominent priority for the City, it will be imperative for the economic development staff person to have direct and frequent access to the City Manager. This person will be actively seeking new business opportunities and will need immediate access to the primary decision maker to develop attractive proposals for interested parties. The individual will serve as staff to the Business and Cultural Development Board, the CRA Advisory Council, Brownfield Advisory Council and Redevelopment Activities (some with support from other departments as required). Agee Consulting Cape Canaveral EDAP - February 2010 Page 37 ON-GOING TRAINING Et PROFESSIONAL DEVELOPMENT: To ensure the City maintains the most up to date information and techniques to conduct economic development, the economic development professional on staff should receive proper training, professional development and connectivity with peers. These should be phased in over the course of year one and year two. Join the International Economic Development Council (IEDC) - $345 annually Attend select, relevant IEDC conferences such as: Leadership Forum, Federal Forum, How You Build It: Creating Cutting -Edge Developments, Annual Conference - Conference lodging and travel costs Attend select, relevant IEDC offered training sessions such as: Business Retention Et Expansion; Marketing Et Attraction; Entrepreneurial and Small Business Development Strategies; Neighborhood Development Strategies; Technology -Led Economic Development - Conference lodging and travel costs Join the Economic Development Commission of Florida's Space Coast Explore various options Attend select Enterprise Florida hosted events which can be found at http://www. eflorida.com/Events.aspx - Typically within driving distance, minimal to no cost to attend (meals) Join the Florida Economic Development Council, the organization for all economic development organizations and representatives belong to in the State of Florida - $600 per year Attend FEDC Annual Conference, typically held in May of each year - Conference, lodging and travel costs PHYSICAL REQUIREMENTS: Private Office: Due to the confidential nature of economic development, a professional, private office and desk will be required to ensure potential clients are properly respected and courted. Technology: Phone with conferencing capabilities, PDA -type phone (Whone, Blackberry or other), computer with current programs necessary for professional success. Supplies: Copier, typical office supplies Agee Consulting Cape Canaveral EDAP - February 2010 Page 38 IM YEAR ONE BUDGET RECOMMENDATIONS: Annual Compensation 55,000- $70,000 Benefits 25,000 Travel (local Et out of town) 2,500 Professional Et Associations Dues 1,500 Office Supplies Et Printing 1,000 Client Expenses 1,000 Sub Total - Operation 86,000 - $101,000 Research 1,000 Marketing Et Marketing Materials 10,000 Technology (Computer, printer, phone, PDA) 3,000 Sub Total - Program 14,000 MAXIMUM TOTAL YEAR ONE 100,000 - $115,000 Agee Consulting Cape Canaveral EDAP - February 2010 Page 39 RELATIONSHIPS,,,, m Agee Consulting Cape Canaveral EDAP - February 2010 Page 40 c RELATIONSHIPS ACTION #23: Establish Effective and Meaningful Relationships Relationship management will be a significant component to the success of this plan. The strategy is designed to manage and nurture key relationships in an effort to develop a more collaborative and effective approach. ORGANIZATIONS: Canaveral Port Authority o Goal: after the City has improved their competitiveness and comprehensively understands their building inventory, develop a detailed strategy to market the President Et CEO of Port Canaveral as a primary backup location for clients/ projects that do not find required space within the Port's boundaries Economic Development Commission of Florida's Space Coast o Quarterly Meetings with business development representative o At minimum, City Manager and ED professional attend all events Quarterly Investor Meetings, Annual Meeting) o City Manager and/or ED professional attend Board of Director meetings (you do not have to be an Investor to attend) o Actively participate on relevant Councils Space Florida o At a minimum, engage quarterly to receive updates on their progress and core strategies o Position the City as a key partner for clients o Monitor SF web site for new information, press releases, reports and other relevant information they release Agee Consulting Cape Canaveral EDAP - February 2010 Page 41 rw M Enterprise Florida o Participate in annual Roadmap sessions to provide input from the City for the state's overall economic development plan o Effectively communicate with key staff members regarding the planning and progress the City is making to become competitive and attractive to industry o Monitor EFI web site for new information, press releases, reports and other relevant information they release MyRegion.org o Attend meetings o Participate in discussions o Sign up for newsletters, press releases, reports Central Florida Partnership o Attend meetings o Participate in discussions o Sign up for newsletters, press releases, reports Florida High Tech Corridor Council o Sign up for newsletters, press releases, reports o Stay abreast of activities and opportunities Visit Florida o Reposition Cape Canaveral with Visit Florida - have a clear description of the area and how you are going to market it so they can carry your message o Regular communications regarding festivals and other visitor related events will be critical Brevard Cultural Alliance o Establish the City as a key partner in expanding and promoting the arts in Brevard County o Monthly information regarding City based and/or sponsored activities should be shared and uploaded into their calendar system Agee Consulting Cape Canaveral EDAP - February 2010 Page 42 A GOVERNMENT: Central Florida Legislative Delegation o Regular, effective communication regarding the goals of the EDAP should be shared with the Delegation o Support for the Delegation's efforts should be carefully considered and when appropriate, adopted Brevard County o Semi-annual engagement with County Manager on issues related to the City and County - form an alliance City of Cocoa Beach (adjacent community) Regular engagement with City Manager and Council members on related issues - form an alliance and be a partner in solutions Space Coast League of Cities o Monthly attendance of Council, City Manager and ED professional Support of key initiatives that impact the City and the region Promote findings and modifications the City implements Benchmark with other municipalities MEDIA: Effective and consistent media communication is key to the success of the EDAP. The City is encouraged to position itself as an open, transparent and willing partner with the media. By providing constant relevant and intriguing information to your media partners, you will gain credibility, increase visibility and help promote the City. The following are partners who should receive regular communication: Spacecoast Business Magazine Spacecoast Living Magazine FLORIDA TODAY Orlando Sentinel Florida Trend Other regional and national publications to be identified Agee Consulting Cape Canaveral EDAP - February 2010 Page 43 NJ 0 ACADEMIA: Effectively engaging with local colleges and universities can be of great benefit to the City in a variety of way. Leadership, staff and students all can play a vital role in helping existing businesses to expand, with marketing initiatives and overall awareness of the City. Meetings with top officials within each institution should be held and completed within the first year of the EDAP. Brevard Community College Florida Tech Embry -Riddle Aeronautical University University of Central Florida Barry University Columbia College Keiser University Everest University Webster University OTHERS: As the plan begins to take root and unfold, new relationships will be formed and requirements to establish relationships will occur. It is imperative the City maintains and active list of these relationships and works diligently to ensure effective communication is established. Agee Consulting Cape Canaveral EDAP - February 2010 Page 44