HomeMy WebLinkAboutEDAP Pt 2l
MONITORING
Agee Consulting Cape Canaveral EDAP - February 2010 Page 45
w
n
MONITORING
ACTION #24: Monitoring Et Reporting
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.
Agee Consulting
1. Monthly goals should be established by the Economic Development
Director and City Manager and approved by City Council and the BCDB.
They should incorporate the goal, output and outcomes, along with
expenditures to reach the goals.
2. Tracking and reporting should be easily digestible and accessible by
residents, businesses and City Council.
Cape Canaveral EDAP - February 2010 Page 46
C7
c
Agee Consulting
NEXT STEPS ,A,
Cape Canaveral EDAP - February 2010 Page 47
0
ON
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 Development professional.
Agee Consulting Cape Canaveral EDAP - February 2010 Page 48
0
Agee Consulting
QUARTERLY
ACTION PLAN
Cape Canaveral EDAP - February 2010 Page 49
3:S
L
Workshop,
Plan adoption;
Assign
prelimanary
tasks
Ming
QUARTERLY ACTION PLAN
Establish
program
foundation; hire
Director
0 Launch tactical
plan; report
Begin results
improvements in
processes,
image, etc.
ape Canaveral EDAP - February 2010 Page 50
11
Overall Brand Review;I Social Media
Establish presence on I Establish Brownfield I for camp
HEstablish Storage AreaHmodifications;
ocaea stes Area(s) ers, trailers, adoption etc.
Affirm IdentityI Create Fresh City I u Quarterly Speakers Create AlA
Brand and Tag Lines n with SBDC & Score I H Development Corridor
Establish Monitoring
Criteria Engage Universities
New City Manager
business development
Engage with regional
Market new AVT L Create ExpeditedExplore
Program Permitting Process
hires economic Launch Paint & Plant Establish Tourism colleges and
development director; Program program universities; graduate
establish office students assist local
businesses
Launch " I See the Inducements - Bring together current Begin development of
Vision - 2020" Research, review and businesses; encourage outreach plan for
Campaign with existing determine package expansion; develop major regional
businesses structure programs employers
positioning)
Conduct Business Create a One Stop Outreach to local Develop Site Location
Climate Analysis Business Assistance developers; property Consultant list;
Center owners; brokers develop detailed
action plan
Identify top 15% of Develop a Capelocalbusinesses & Establish Business Canaveral Business Develop Shovel ReadybecomeeducatedonAssistanceTeamAssociationasaSitestheirstrategies, etc. resource
Web Site Overhaul; Review and improve
addion of key necessary policies, Establish Facade
messages; nesting of approaches, Improvement Grant Create Impact Fee
key words and ordinances and Program Deferral Program
phrases, etc. procedures
Establish CRA and Finalize Relationship
Management Plan; 4Explore Main Street Establish TargetedAdvisoryCouncilbeginmeetingsDesignationBusinessPilotProgram
Overall Brand Review;I Social Media
Establish presence on I Establish Brownfield I for camp
HEstablish Storage AreaHmodifications;
ocaea stes Area(s) ers, trailers, adoption etc.
Affirm IdentityI Create Fresh City I u Quarterly Speakers Create AlA
Brand and Tag Lines n with SBDC & Score I H Development Corridor
Establish Monitoring
Criteria Engage Universities
Provide quarterly
guest speaker on
entrepreneurial
business development
Market new AVT L Create ExpeditedExplore
Program Permitting Process
feasibility of
creation of Business
Colony
Agee Consulting Cape Canaveral EDAP - February 2010 Page 51
APPENDIX rAAq
1
C7
Agee Consutting Cape Canaveral EDAP - February 2010 Page 52
r I
1. Economic Development SWOT Analysis:
Strengths
o Geographic location Et characteristics
o Worldwide recognition of city's name
Known as a high tech area (launch)
o Livable year-round climate
o Adjacent to Port Canaveral - 2 d busiest cruise in the world - 20k
passengers a week/80k a month - pushing a million passengers a year
o Workforce attractiveness - numbers here
o Barrier Island - borders are estuary and Atlantic Ocean - some of the best
waterfront locations in Florida
o Comparatively low cost area in Florida / US - verify
o Easy access to major metropolitan area - services and amenities
0 45 minute drive to international airport - Domestic Et International service
o Health Care and Hospital capacity immediately adjacent to the city
o City is bisected by a major transpiration corridor - Al
o Available land buildings
o Abundant recreational opportunities
o Affluent regional population
Weaknesses
LN
o In a Hurricane Zone
o High Insurance Costs
o Lack of availability insurance for businesses beachside
o City is bisected by a major transpiration corridor - Al A
o Vacant housing
o Condition of building inventory - aged; not technologically current; not
adequately maintained (mowing, pressure washing, facade grants, other
needed improvements as defined); windshield inspection - appears we
have a high percentage of commercial and industrial building are aged
and not well maintained and may not have imbedded current technology
necessary to attack industry;
o From a windshield tour significant number of residential properties are
also aged and not well maintained (see Vision document for examples)
Opportunities
o Adoption of new Visioning Plan
o New City Manager
o Hundreds of thousands of people flowing through Cape Canaveral via Port
Canaveral
Agee Consulting Cape Canaveral EDAP - February 2010 Page 53
o City has not actively pursued economic development - a focused plan will
allow it to really be recognized within development arenas - a huge
potential
o New relationships and collaborations can be developed to broaden the
reach
o National media focused on Cape Canaveral due to Shuttle retirement -
continuous positioning opportunities
Threats
o Shuttle Retirement
o Closing of United Space Alliance
High building vacancy rate
o Florida's economy is weak and experiencing net out -migration for the first
time
o High unemployment
o Loss of jobs for our residents
o Declining school enrollments
o Business losses and closures
o Vacant housing
o Reduced tax revenues to pay for essential community services
o United States is struggling to recover from the most severe economic
recession since the 1930's
o Hurricanes, other major weather events
o Deterioration of home rule authority
o Hometown democracy
2. SWOT - Visioning Document
019
Strengths
o World class location with ocean and beaches
o Free beach parking
o Recreational opportunities (surf, kayak, etc.)
o Still walkable beach community
o Volunteer beach clean-ups
o Port Canaveral
o Lagoon
o Residential feel
o Height limit
Weakness
o Lack of sidewalks
o Poorly lit sidewalks
o Abandoned and incomplete buildings
o No public launch facilities
o Lack of code enforcement
o Lack of pedestrian crosswalks
o Visual blight on A1A
o Lack of connectivity
Agee Consulting Cape Canaveral EDAP - February 2010 Page 54
o Lack of a town center
Opportunities
o Need an entrance feature on North Atlantic Avenue from AM
o Redevelopment of underutilized sites
o Establish green space "squares"
o Port Canaveral
o World class location
o Add sidewalks and street trees
o Establish a "Downtown" that is mixed use and walkable
Threats
o Hurricanes
o Sea level rise
o Visual blight
o Lack of code enforcement
Agee Consulting Cape Canaveral EDAP - February 2010 Page 55
3. Clusters:
A thorough analysis and evaluation of clusters identified by Space Florida,
Enterprise Florida and the Economic Development Commission of Florida's Space
Coast study concludes that most of the identified clusters from these organizations
do not fit with well with the City due to facility and land requirements and other
key factors, but the development of these cluster organizations can provide great
spin-off opportunities that should be pursued.
The following is the identification of key industries for growth within the City ofCapeCanaveral:
Knowledge-based businesses such as software and telecommunications
Information Technology
Medical I* Medical Support (billing, collections, research)
Financial Services Industry
Operation Centers
Professional Service Providers
Tourism
Cluster Conclusion
The most likely opportunities will be to recruit and develop small business
service companies (including branches of larger service companies) to sell
to/service the larger scale business and government organizations in the region
Agee Consulting Cape Canaveral EDAP - February 2010 Page 56
m
is
09
4. Building Inventory:
For Sate as of 1 /6/10; All Types
Available Properties
Properties for Sale
Sc4t Bv Seled On Below d Mao
1-11 of 11 Properties (Modify S..,h)
R- Lagoon ScHole
Qj
enic
U1U-Y Kul
Sanctuary
AIA
3 Merrittjsland 520
Source: LoopNet
3 miles
0 SeI-td
For Lease as of 1/6/10; All Types
Available Properties
Properties for Lease
sort BYE"::7- 0-1- v HA, PA -
1 -14 of 14 Properties (Modify s_,fi)
Jetty
PdMaritimrR—E_V—A_ R E _ _: ParkIDAIA
A T %
y
a
I— Are
46.
apeCanaveral
1.5 miles
0 sa..Ld
Agee Consulting
Source: LoopNet
Page: I
pe Canaveral EDAP - February 2010 Page 57
5. Establishments:
Establishments by Sector - Private
Ownership
Construction Natural
Manufacturing 7% Resources &
6% Mining
Unclassified 0.2%
0.2%
Establishments by Size - Private
Ownership
50-249
Employees
8%
250+
Fmnlnyees
Agee Consulting Cape Canaveral EDAP - February 2010 Page 58
P c—Fssional 8
Other Busines
Services Service"
11% 25%
FinancialLeisure &
Activities
Hospitality 10% 13% Trade, Information
Transportation < 2%
Utilities.
24% Education &
Health Services
2%
Establishments by Size - Private
Ownership
50-249
Employees
8%
250+
Fmnlnyees
Agee Consulting Cape Canaveral EDAP - February 2010 Page 58
n
U
6. Resources
Business and Cultural Development Board's 2007 Redevelopment Plan
The emerging Cape Canaveral Pilot Program of the Cocoa Beach Chamber of
Commerce
Envision Cape Canaveral - December 2009 adopted visioning plan
EDC
Enterprise Florida (EFI)
Space Florida
Port Canaveral
7. Major Employers - Cape Canaveral / Vicinity
Cape Canaveral Air Force Station
Canaveral Port Authority
IAP Worldwide Services
The Boeing Company
Lockheed Martin Corporation
United Space Alliance
8. Foreclosures
Source: Brevard County Clerk of Courts; Brevard County, Florida totals
LA
0
VN
I
0LA-
4 - 0
E
z
10, 000
81000
6, 000
4,000
2,000 ,
9
Brevard County Clerk of Courts
Recording: Number of Foreclosures
2002 2003 2004 2005 2006 2007 2008 2009
onsulting Cape Canaveral EDAP - February 2010
o Dec
o Nov
o Oct
o Sept
o Aug,
Page 59
0
Foreclosures. Cnntinuarl
Month -07 Total -07 Month -08 Total -08 Month -09 Total -09
Jan -07 282 Jan -08 706 Jan -09 875
Feb -07 316 Feb -08 766 Feb -09 838
Mar -07 361 Mar -08 717 Mar -09 963
Apr -07 302 Apr -08 789 Apr -09 851
May -07 329 May -08 768 May -09 770
Jun -07 385 Jun -08 848 Jun -09 775
Jul -07 423 Jul -08 826 Jul -09 862
Aug -07 504 Aug -08 744 Aug -09 743
Sep -07 416 Sep -08 850 Sep -09 688
Oct -07 590 Oct -08 835 Oct -09 789
Nov -07 676 Nov -08 568 Nov -09 699
Dec -07 569 Dec -08 811 Dec -09 919
9. Port Canaveral
In Brevard County, Port Canaveral Generates:
22,000+ Jobs
More Than $902 Million in Wages
More Than $1.3 Billion in Value Added Impact
More Than $43 Million in Local Taxes
More Than $87 Million in State Taxes
According to the Tourist Development Council, 7 -percent of the out of town
visitors to Brevard are cruise passengers and they spend an average of $432
per day on area hotels, gas stations, florists, ground transportation
companies and the like
According to the cruise industry association, Port of Call passengers spend
128 day while crew members spend $50 during a visit.
Last year, the port's revenues exceeded $50 million, and according to a study
published in August 2007 by Braun and Tramell Economists, its economic
contribution to Brevard County was more than $3 billion, or about 10 percent
of the county's total output. It also accounted for about 3 percent of Central
Florida's and 1 percent of the state's overall outputs.
The study also found that Port Canaveral accounted for 22,882 overall jobs,
direct and induced in Brevard County, with wages of about $902 million.
More than $43 million was paid in local taxes and more than $87 million went
to the state.
As one of the world's most modern, busiest and least congested cruise ports,
some 4.2 million cruise passengers annually pass through Port Canaveral's
world-class terminals
Agee Consulting Cape Canaveral EDAP - February 2010 Page 60
The world's second busiest cruise port, almost 5 million cruise passengers
visit Port Canaveral every year. Spicing up local attractions are two casino
ships that call the port home. This deep water port also handles over three
million tons of cargo each year.
10. Job Description Samples Economic Development Professional
a. See attached from City of Melbourne
11. Demographic Details
a. See attached report from EDC
Agee Consulting Cape Canaveral EDAP - February 2010 Page 61
0
Limitations Et Conditions
TERMS Ft CONDITIONS
The findings of this report represent Agee Consulting's professional judgment; no
warranty is expressed or implied. These findings are relevant to the dates of Agee
Consulting's field work and the information cited herein. Agee Consulting can
accept no responsibility for interpretations of this data made by other parties.
This report is intended for the sole use of the City of Cape Canaveral, Florida. Its
contents may not be relied upon by other parties without the explicit written
consent of Agee Consulting.
Agee Consulting Cape Canaveral EDAP - February 201 Page 62
PLANNING AND ECONOMIC DEVELOPMENT DIRECTOR (Con't)
REQUIREMENTS
A. TRAINING AND EXPERIENCE
Completion of a Master's degree program in planning or a related field from an accredited
college or university, including course work in urban or regional planning, supplemented
with five years of planning experience, including two years at the supervisory level, or any
equivalent combination of acceptable education, training, and experience. AICP
certifications desired. Must possess and maintain a valid State of Florida driver's license.
B. KNOWLEDGE, SKILLS, AND ABILITIES
Knowledge of State laws relating to land development and legal procedures.
Knowledge of the principles and practices of urban planning.
Knowledge of the legal regulations of the conduct of activities of the Planning and Zoning
Board and the Board of Adjustment and relevant statutory pre -requisites.
Knowledge of management and supervisory techniques.
Skill in the transmittal of information, both written and oral.
Ability to review, analyze and interpret data and complex plans.
Ability to establish and maintain effective working relationships with other City
departments, public agencies, the general public and boards and committees.
Ability to comprehend long-range goals provided by State, Federal and/or local programs.
PHYSICAL AND MENTAL REQUIREMENTS
Ability of speak, read, hear, see, and write the English language.
Ability to handle the pressure of deadlines.
Ability to read, write, and interpret technical reports.
Ability to operate a motor vehicle in order to review site proposed for development
action.
Ability to use reasoning and comprehend technical materials.
WC — 8810 / EXEMPT
CADocuments and Settings\drfthdrthdsrt\Desktop\HGEE CONSULTING\City of Cape Canaveral Economic Development Plan\City of Melbourne\P & Z & Economic
Development Director.doc
ECONOMIC AND REDEVELOPMENT COORDINATOR
Revised: 3/01/05
DEPARTMENT: PLANNING & ECONOMIC DEVELOPMENT
CHARACTERISTICS OF THE CLASS
Works independently under the general supervision of the Planning and Economic
Development Director. Also works with various city advisory committees relating todevelopmentandredevelopmentactivities. Exercises independent judgment in performingprofessionalandadministrativework. Supervises personnel related to the redevelopment and
economic development activities of the department. Is responsible for the management of the
City's Community Redevelopment Agencies (CRA's). Requires broad administrative and
management skills along with strong interpersonal and communication skills.
EXAMPLES OF DUTIES
A. ESSENTIAL FUNCTIONS
Works with area businesses to aid with business development and retention to solve
problems faced by those doing business.
Supervises the redevelopment efforts and personnel within the City to develop strategic
proposals to promote revitalization, diversification, expansion and economic development.
Develops data such as vacant property analysis, building inventories, municipal
information packages, and application processes to aid in economic development and
redevelopment.
Coordinates efforts for the City with the Melbourne International Airport, the Chamber of
Commerce, the Tourist Development Council, and the Economic Development
Commission of Florida's Space Coast.
Works with other agencies and the City Grant's Administrator to obtain funds for economic
development and redevelopment including State and Federal agencies as well as County
organizations.
Develops and assists Planning staff in implementing neighborhood and strategic plans.
This includes working with various neighborhoods and homeowners associations to
determine the desires of the residents.
Prepares and maintains annual redevelopment budgets in accordance with state law.
Coordinates application and review process of Tax Exemption Program for qualified
businesses.
Oversees public involvement process for property owners input in the redevelopment
effort.
C:\DOCUMENTS AND SETTINGS\DRFTHDRTHDSR RDESKTOPVAGEE CONSULTING\CITY OF CAPE CANAVERAL ECONOMIC DEVELOPMENT PLAN\CITY OFMELBOURNE\REDEVELOPMENT COORDINATOR.DOC
Redevelopment Coordinator (Con't)
Coordinates application and agenda for Architectural Review Board and attends
meetings.
Evaluates the physical needs of the redevelopment areas in terms of public
infrastructure, including traffic circulation, pedestrian access, mass transit, drainage,
streetscaping, open space, aesthetics and the like.
Manages redevelopment capital projects from design phase to construction in
conjunction with Engineering.
REQUIREMENTS
A. TRAINING AND EXPERIENCE
Completion of a Bachelors degree in Urban Planning, Public Administration, or related
field, plus a minimum four years of professional experience in planning, economic
development or redevelopment is required. In addition to the minimum requirements,
consideration will be given to those with a Masters Degree, AICP Certification, or
experience with federal and state economic development and community
redevelopment programs including CRA's, Main Street Programs, Brownfield,
Enterprise Zones, etc., or any combination of acceptable education and experience as
determined by the Planning & Economic Development Director.
B. KNOWLEDGE, SKILLS, AND ABILITIES
Knowledge of Florida growth management laws and administrative codes
Knowledge of Florida Statutes regarding Community Redevelopment Agencies and
Plans.
Knowledge of public/private tax and financing matters.
Knowledge of economic development and business procedures.
Knowledge of personal computers.
Ability to attend regular committee meetings outside of normal business hours.
Ability to manage planning activities and personnel.
Ability to coordinate and prepare board meeting agendas.
Ability to research and analyze data.
Ability to prepare special planning reports.
Ability to communicate clearly and concisely, both orally and in writing.
4, Ability to present information to associates, the public, and before local boards in multi-
media presentations as well as creating a visioning process with interested
stakeholders.
C:\DOCUMENTS AND SETTINGS\DRFTHDRTHDSRT\DESKTOP\AGEE CONSULTING\CITY OF CAPE CANAVERAL ECONOMIC DEVELOPMENT PLAN\CITY OFMELBOURNE\REDEVELOPMENT COORDINATOR.DOC
Redevelopment Coordinator (Con't)
Ability to work quickly and accurately to meet deadlines.
Ability to establish and maintain effective working relationships with associates, other
City employees and the general public.
C. PHYSICAL AND MENTAL REQUIREMENTS
Ability to speak, read, hear, see and write the English language.
Ability to handle the pressure of deadlines.
Ability to read, write, and interpret technical reports.
Ability to operate a motor vehicle in order to review sites proposed for development
action.
Ability to use reasoning and comprehend technical materials.
Ability to perform routine and complex tasks.
Ability to sit for periods not to exceed two (2) hours at one time.
Ability to lift, carry, push and pull items weighing up to 15 Ib. and not more than 300 yd.
04ja,, Ability to work in confined areas, and around constant noise.
C:\DOCUMENTS AND SETTINGS\DRFTHDRTHDSRT\DESKTOP\AGEE CONSULTING\CITY OF CAPE CANAVERAL ECONOMIC DEVELOPMENT PLAN\CITY OF
MELBOURNE\REDEVELOPMENT COORDINATOR.DOC
Cq
Redevelopment Coordinator (Con't)
THIS JOB DESCRIPTION IS NOT INTENDED TO BE AND SHOULD NOT BE CONSTRUED
AS AN ALL INCLUSIVE LIST OF ALL THE RESPONSIBILITIES, SKILLS OR WORKING
CONDITIONS ASSOCIATED WITH THE POSITION. WHILE IT IS INTENDED TO
ACCURATELY REFLECT THE POSITION ACTIVITIES AND REQUIREMENTS,
MANAGEMENT RESERVES THE RIGHT TO MODIFY, ADD OR REMOVE DUTIES AND
ASSIGN OTHER DUTIES AS NECESSARY. THIS JOB DESCRIPTION DOES NOT
CONSTITUTE A WRITTEN OR IMPLIED CONTRACT OF EMPLOYMENT.
C:\DOCUMENTS AND SETTINGSIDRFTHDRTHDSRT\DESKTOP\AGEE CONSULTING\CITY OF CAPE CANAVERAL ECONOMIC DEVELOPMENT PLAN\CITY OFMELBOURNE\REDEVELOPMENT COORDINATOR.DOC
0007F"-
iiw
ECONOMIC DEVELOPMENT COMMISSION
f: I I I n q I Il A, 1 . V A C - f f' 1-
Date: 01/28/10
Current Geography Selection: (1 Selected) Places: Cape Canaveral
Demographic Detail Summary Report
Population Demographics
Percent Change
1990 2000 2009 2014 1990 to 2009 toCensusCensusEstimateProjection20002014
Total Population 7,528 8,338 9,332 8,934 10.8% 4.3%
Population Density
Pop/Sq Mi) 3 ,009.1 3,333.1 3,730.5 3,571.2 10.8% 4.3%
Total Households 4,042 4,773 4,962 4,291 18.1% 13.5%
Population by
Gender:
Male 3,937 52.3% 4,396 52.7% 4,949 53.0% 4,731 53.0% 11.7% 4.4%
Female 3,591 47.7% 3,942 47.3% 4,383 47.0% 4,203 47.0% 9.8% 4.1%
Population by Race/Ethnicity
Percent Change
1990 2000 2009 2014 1990 to 2009 toCensusCensusEstimateProjection20002014
White 7,157 95.1% 7,886 94.6% 8,231 88.2% 7,362 82.4% 10.2% 10.6%
Black 159 2.1% 121 1.5% 522 5.6% 990 11.1% 24.0% 89.7%
American Indian or
Alaska Native 78 1.0% 28 0.3% 18 0.2% 6 0.1% 64.2% 66.9%
Asian or Pacific
Islander 87 1.2% 141 1.7% 179 1.9% 123 1.4% 62.6% 31.0%
Some Other Race 47 0.6% 38 0.5% 89 1.0% 104 1.2% 18.0% 16.9%
Two or More Races 124 1.5% 293 3.1% 348 3.9% 18.5%
Hispanic Ethnicity 281 3.7% 293 3.5% 538 5.8% 627 7.0% 4.0% 16.4%
Not Hispanic or
Latino 7,246 96.3% 8,046 96.5% 8,794 94.2% 8,307 93.0% 11.0% 5.5%
Population by Age
Percent Change
1990 2000 2009 2014 1990 to 2009 to
Census Census Estimate Projection 2000 2014
0 to 4 359 4.8% 260 3.1% 368 3.9% 317 3.6% 27.6% 14.0%
5 to 14 512 6.8% 535 6.4% 572 6.1% 566 6.3% 4.5% 0.9%
15 to 19 294 3.9% 321 3.9% 406 4.4% 353 4.0% 9.1% 13.1%
20 to 24 598 7.9% 394 4.7% 609 6.5% 591 6.6% 34.1% 3.1%
25 to 34 1,778 23.6% 1,102 13.2% 1,256 13.5% 1,288 14.4% 38.0% 2.6%
35 to 44 1,170 15.5% 1,491 17.9% 1,186 12.7% 1,017 11.4% 27.4% 14.3%
45 to 54 811 10.8% 1,328 15.9% 1,615 17.3% 1,438 16.1% 63.7% 11.0%
55 to 64 822 10.9% 1,059 12.7% 1,281 13.7% 1,352 15.1% 28.9% 5.5%
65 to 74 781 10.4% 1,118 13.4% 1,088 11.7% 1,100 12.3% 43.1% 1.1%
75 to 84 350 4.7% 589 7.1% 679 7.3% 649 7.3% 68.4% 4.4%
85+ 53 0.7% 142 1.7% 272 2.9% 263 3.0% 168.2% 3.4%
Median Age:
Total Population 36.5 45.5 46.7 47.6 24.4% 1.8%
Households by Income
Percent Change
1990 2000 2009 2014 1990 to 2009 to
Census Census Estimate Projection 2000 2014
0-$15,000 1,158 28.6% 992 20.8% 748 15.1% 590 13.7% 14.3% 21.1%
15,000 - $24,999 858 21.2% 900 18.9% 801 16.1% 647 15.1% 5.0% 19.2%
25,000 - $34,999 720 17.8% 749 15.7% 712 14.3% 577 13.4% 4.0% 19.0%
35,000 - $49,999 735 18.2% 683 14.3% 746 15.0% 663 15.5% 7.0% 11.1%
50,000 - $74,999 439 10.9% 907 19.0% 849 17.1% 738 17.2% 106.4% 13.1%
75,000 - $99,999 76 1.9% 290 6.1% 596 12.0% 539 12.6% 280.1% 9.6%
100,000-
149,999 38 0.9% 180 3.8% 337 6.8% 360 8.4% 370.9% 6.8%
150,000+ 17 0.4% 71 1.5% 175 3.5% 179 4.2% 326.5% 2.4%
Average Hhld
Income 0 40,750 52,528 58,031 N/A% 10.5%
Median Hhld
Income 25,062 31,094 38,757 41,104 24.1% 6.1%
Per Capita Income 15,948 23,324 27,894 27,840 46.2% 0.2%
Employment and Business
Percent Change
1990 2000 2009 2014 1990 to 2009 to
Census Census Estimate Projection 2000 2014
Age 16 + Population 6,613 7,490 8,329 7,994 13.3% 4.0%
In Labor Force 4,626 70.0% 4,530 60.5% 5,137 61.7% 4,949 61.9% 2.1% 3.7%
Employed 4,241 91.7% 4,280 94.5% 4,629 90.1% 4,616 93.3% 0.9% 0.3%
Unemployed 324 7.0% 216 4.8% 479 9.3% 312 6.3% 33.2% 34.9%
In Armed Forces 65 1.0% 34 0.8% 28 0.6% 21 0.4% 47.5% 25.3%
Not In Labor Force 1,987 30.1% 2,960 39.5% 3,192 38.3% 3,045 38.1% 49.0% 4.6%
Number of Employees
Daytime Pop) 3,811
Number of
Establishments 395
Emp in Blue Collar
Occupations 1,841 43.0%
Emp in White Collar
Occupations 2,438 57.0%
Housing Units
Percent Change
Percent Change
1990 2000 2009 2014 1990 to 2009 toCensusCensusEstimateProjection20002014
Total Housing Units 5,750 6,312 7,715 7,877 9.8% 2.1%
Owner Occupied 1,670 29.0% 2,327 36.9% 2,328 30.2% 1,892 24.0% 39.4% 18.8%
Renter Occupied 2,372 41.3% 2,446 38.8% 2,634 34.1% 2,400 30.5% 3.1% 8.9%
Vacant 1,708 29.7% 1,539 24.4% 2,753 35.7% 3,585 45.5% 9.9% 30.2%
Vehicles Available
210 3.2% 388 5.1% 438 5.2% 418 5.2% 84.8% 4.5%
Divorced 1,344 20.2% 1,658 22.0% 1,853 22.1% 1,776 22.1%
Percent Change
4.1%
1990
475
2000
609
2009
653
2014
623
1990 to 2009 to
4.5%
Census
1,838
Census
1,948
Estimate
2,207
Projection
2,125
2000 2014
Average Vehicles Per
Educational Attainment
1.30 .30 1.00 1.50 1.40 22.8% 9.2%
0 Vehicles
2000 2009 2014 1990 to 2009 to
Available 372 8.1% 408 8.6% 369 7.4% 354 8.2% 9.9% 4.1%
1 Vehicle Available 2,276 49.8% 2,785 58.4% 2,794 56.3% 2,495 58.2% 22.4% 10.7%
2+ Vehicles
3.5% 141 2.1% 138 1.9% 128 1.8% 31.0% 6.8%
Grade 9 - 12
Available 1,921 42.1% 1,579 33.1% 1,800 36.3% 1,442 33.6% 17.8% 19.9%
Marital Status
Graduate
Percent Change
A
1990 2000 2009 2014 1990 to 20O9toCensusCensusEstimateProjection20002014
Age 15+ Population 6,657 7,544 8,392 8,051 13.3% 4.1%
Married, Spouse
2,790 ,790 41.9% 2,940 39.0% 3,241 38.6% 3,108 38.6% 5.4% 4.1%
Married, Spouse
Absent 210 3.2% 388 5.1% 438 5.2% 418 5.2% 84.8% 4.5%
Divorced 1,344 20.2% 1,658 22.0% 1,853 22.1% 1,776 22.1% 23.4% 4.1%
Widowed 475 7.1% 609 8.1% 653 7.8% 623 7.7% 28.3% 4.5%
Never Married 1,838 27.6% 1,948 25.8% 2,207 26.3% 2,125 26.4% 6.0% 3.7%
Educational Attainment
Percent Change
1990 2000 2009 2014 1990 to 2009 toCensusCensusEstimateProjection20002014
Age 25+ Population 5,765 6,829 7,377 7,107 18.5% 3.7%
Grade K - 8 204 3.5% 141 2.1% 138 1.9% 128 1.8% 31.0% 6.8%
Grade 9 - 12 781 13.6% 755 11.1% 560 7.6% 497 7.0% 3.3% 11.2%
High School
Graduate 1,807 31.3% 1,869 27.4% 2,262 30.7% 2,190 30.8% 3.4% 3.2%
Some College, No
Degree 1,315 22.8% 1,727 25.3% 1,675 22.7% 1,587 22.3% 31.4% 5.3%
Associates Degree 452 7.9% 588 8.6% 633 8.6% 579 8.1% 30.0% 8.5%
Bachelor's Degree 889 15.4% 1,191 17.5% 1,418 19.2% 1,449 20.4% 34.1% 2.2%
Graduate Degree 320 5.6% 545 8.0% 692 9.4% 676 9.5% 70.0% 2.3%
No Schooling
Completed 13 0.2%
A
rear 2014. More About Our Data.
aphic Solutions.
are trademarks of SRC, LLC. All
HQHV)
HN
0U
z0
WWJQCLo20
U
0 0 0
H N OQQNN
O O C, O O
O
C
EO. O
W C O m
O (% m
WWz C mJE T T
0 U U U
U E
as
c
Q U O Q Q Q
C N p N C J
D mC wt OCQm
N
J—
COOOa).=m0O midoNmm3pxOc •0 c
OU
m U m m
N J CoC N O Q m
m J.
m L. . a
E O
N m O O C OlC
a
cUEmdm c Nvoa N No _ a N2°
ocaJ c S
o°ai a) y J E E
a E o a cofE0
aai N :=
p m m
5Jmvy
E E u a) cm LLJ aC
y voom
m
Y o . o mmO
F-
p
3
mmy
o mE
U
m
a m
cao U O m E a) OD U na
Eam
cooa)
a >-5 m m E m m E c m m N maUCJ2L Q' y O m C m C 'C O- J° a) a
O t y T W m m E a - 0 Y
a C C N° E 0° 3 m 3 m Q) w C C. ca
y J
m
ooNoLo a
E
o EL
L N N a) m m H N CCa) .m N N m O
N a) O N J O Clc 33mL
N> o N E°
m N m t .S N c ELy
J
Cd
o m
J a y
m
j mZcWOE
m£ o — xo m J .0
c m - m yc 'o m c> p E
3 a°i L L o N := I y a E m T m
a —
L o o. m m
UQ> a o o
a aatim .N o . - m a m e m Q mE m c QymmO
N ,
Z• c
j Eoma J
m W' a N N T m O Q) c
W> n
a) 0>
N CE.
E° N. p J L m C L OF
N m .0
xa
w N mNma) m E ch
N -O) mii .E N a
W -o> E
N N OU y
C m
NN NM Nc
y T CL NQNNNmO
Uz<
u m E vN d m Q
u mUaooaoo
m E mQmacCicLU
NN NNQ1
H > Qf
Nd
s NW m
h
m K NNOaEca
E om O> E Em yc3: yzU
u ie 3u6
D
i
U
0U
zO
wwFJ0_ 0pE0
U
w
0
oir
0
cmU
a co@
CO
W T C
wz NE ,
JE_ O E omc
oUQ m oU0U
E L
@ o f m c y=> a 3
aci E o U N E y V a
E o U
NO O C
N EO@T a@@ aN
T
C L a cu O
O V a C
a
L.. N
3 cUw o 3 m.
a
o U @
O 0 Q)Z'oc.O
oJU)
@ C @ @ m @ 2
E@
o Q
O@=T @Omy
c O y
ao
LL N o UOUaN m @VMEaUNON
O
N@@ U N 12 viNat0a@adEcC
Y U TE Oc
O@
ac@i ° oZ mmymmEm° N `o c a
Q U via o ?
E
m
UU oa N °' @ Y m a> E @ E amiZ@Ucy@maoE-
o
ayNjtoppNDa L
L c Cdm0m00 O " T@ '-
0I LU d.00 0mo¢mw 0mEcc
N N O N U m Z .0 N Z U U
c
a c
T
C
E
E c
viz a 'c omJW T
O 4UOmOyEa>, u d F cwEovY@yUOdO) OUo:¢ vj m N yim0
9 a
m
LU m M N c Ndcmacmc v o