“Where We Need to Be” Comprehensive Economic Development Strategy

2018-2022 Comprehensive Economic Development Strategy

2018-2022

Comprehensive Economic Development Strategy, December, 2017 Funding for this report is provided by the U.S. Economic Development Administration. Additional copies of this report may be obtained by contacting: West Florida Regional Planning Council 4081 E. Olive Rd. Pensacola, FL 32514 850-332-7976 • www.wfrpc.org The 2017 CEDS Steering Committee

The West Florida Regional Planning Council would like to thank the following steering committee members for the guidance and insight provided during the 2018 major update:

Nathan Boyles, Okaloosa County Ted Everett, Washington County ED Doris Mink, Gulf Power Raymon Thomas, Holmes County EDC Michele Burns, CareerSource Okaloosa Walton Jim Forman, City of Destin Shannon Olgetree, Santa Rosa ED Matt Turpin, Greater Ft. Walton Beach COC Michelle Cook City of Vernon Bill Imfeld, Walton County EDA George Robertson, Ponce de Leon Bill Williams, Walton County Jennifer Coneley, Gulf Power Scott Luth, Florida West EDA Dick Rynearson, City of Ft. Walton Beach Steve Wolfrom, CHELCO Kasey Cuchens, City of Freeport Jennifer McFarren, Gulf Power Nathan Sparks, Okaloosa County EDC Brian Wyer, Gulf Coast African American COC Table of Contents

What’s in the CEDS? ...... 1 Executive Summary ...... 2 A. Summary Background ...... 4 B. SWOT Analysis ...... 14 C. Strategic Direction ...... 17 1. Talent Supply and Education ...... 18 2. Innovation and Entrepreneurship ...... 20 3. Infrastructure and Growth Leadership ...... 22 4. Business Climate and Competitiveness ...... 25 5. Quality of Life and Quality Places ...... 27 6. Civic and Governance Systems ...... 30 7. Environmental Quality, Protection, & Resilience ...... 31 8. Housing ...... 36 D. Implementation Action Plan ...... 38 Projects to Watch ...... 50 Funding Resources for Plan Implementation ...... 51 E. Evaluation Framework ...... 55 F. Data Appendix ...... 57 What’s in the CEDs?

The CEDS is a concise plan of action for near-term strategies that the region can or should undertake to realize economic progress.

It is a work plan for the WFRPC partnerships with public and private sectors that need to be built or sustained to achieve success. , and it identifies A data-driven need, and benchmarks. profile of current conditions within the region is presented as a means of identifying trends, areas of The CEDS goals and strategies resources, as well as ventures underway that merit ongoing community support. bring forward project ideas of significance to the regional economy that require Program delivery avenues that are working in the region are outlined with indication of whether these could be expanded upon or inspire new possibilities.

Finally, a performance evaluation presents a series of relevant metrics that will be used to measure success.

-- 2017 CEDS Steering Committee member “What it boils down to is – we have to figure out how to get people where they need to be.”

1 Executive Summary

In 1995, the West Florida Regional Planning Council was designated an Economic Development District (EDD) by the U.S. Department of Commerce Economic Development Administration (EDA). Developing a Comprehensive Economic Development Strategy (CEDS), updated annually, is needed to maintain that status and position our region for grant funding and technical assistance from EDA. An effective CEDS is data-driven and is the product of a participatory process that includes the diverse leadership of a Steering Committee. It is also informed by community outreach and partnerships built through the spectrum of WFRPC programming throughout the year. This plan is set apart from other regional plans county region. by homing in on the unique economic conditions of our seven- Since 1964, the WFRPC has coordinated planning efforts impacting activities that involve interactions crossing jurisdictional boundaries. Industry appreciates the largest and most diverse pool of workers that it can draw upon; retail and consumer driven course, negative conditions of environmental impact such as air pollutioninterests alsoand lookwater to contamination the entire region are to not find contained local customers. within one Of jurisdictional boundary. The CEDS is used to act upon these focus at hand. With the allied purpose articulated in several civic dialogues areas, with understanding of specific challenges and opportunities years with determination to support good job creation, deliver that informed this CEDS, the region looks forward to the next five conditions and prosperity for residents throughout the region. We resolvea stable toand accomplish diversified the regional goals of economy, this plan. and improve living

2 Alignment with Other Plans

The opportunity exists for this CEDS to align with goals and The Department of Economic Opportunity’s Florida Strategic Plan strategies outlined in the Northwest Florida Forward plan, a current for Economic Development also applies the six pillars statewide strategic planning initiative for thirteen counties represented by the with a vision for Florida to be a top performing economy recognized Regional Economic Development Organization (REDO), Florida’s as the world’s best place to live, learn, play, work and do business. Great Northwest. The Northwest Florida Forward regional strategy Many cross-cutting strategies align with our regional initiatives has generated a sense of positivity, inclusion, and excitement among to develop multimodal, interconnected trade and transportation the region’s leaders. This is a stakeholder-driven plan aimed to systems; revising permitting and regulatory process to meet identify the wider Panhandle region’s best opportunities for desired changing business needs; and create vibrant healthy communities. growth and development. WFRPC was a partner in leading the plan’s creation and has a critical part in the plan’s implementation. The Florida Transportation Plan (FTP) uses the six pillars to look forward toward collaborative efforts for transportation solutions The CEDS furthers the reach of Northwest Florida Forward by stepping closer into the communities of our seven-county conserve energy. With a historic role of providing land use review area, building upon what we know about their leadership, civic assistancethat support and quality as staff places, to the efficient region’s and three reliable transportation mobility, andplanning engagement, history, and development goals. We are directly involved in program delivery and technical assistance at the county implementation measure of coordinating transportation and land and municipal level, and we are stakeholders in the success of useorganizations, decisions. the WFRPC is uniquely positioned to realize the FTP’s implementation efforts long-term.

Building upon the Northwest Florida Forward plan, the CEDS forintegrates local, regional themes and identified statewide by the initiatives Florida toChamber advance Foundation business as the “Six Pillars of Florida’s Future Economy,” a guiding vision have carried forward the six pillars as goal categories. Progress on keycompetitiveness indicators related and quality to the Pillarsof life for is trackedFlorida’s at residents. the State levelWe at TheFloridaScorecard.com.

3 A. Summary Background

Demographic and Economic Profile of the West Florida Region

Escambia, Santa Rosa, Okaloosa, Walton, Holmes, Washington, and Bay are the seven contiguous counties that comprise the West Florida region. There are two distinctive assets that unite the region the story of West Florida when it comes to workforce, commute patterns,in a strong large identity, industry pride, sectors, and sense and infrastructureof place. They alsocapacity. influence continues to grow with consolidation of facilities from around the country.The first Ofis thethe U.S.twenty-one military. military The defense installations sector personnel in the state presence of Florida, West Florida is home to nine, covering over 500,000 acres. Military installations in the region include Tyndall Air Force Base, Naval Support Activity Panama City, Eglin Air Force Base (including Map A.1 Hurlburt Field, Duke Field and the Army 7th Special Forces Group With any retraction in military spending, there would be ripple Airborne Cantonment), Naval Air Station Pensacola (including Corry effects in the region’s economy. It is important to evaluate economic Field, and NSA Panama City. A crucial component of the region’s economy,Station, Bronson the military Field contributedand Saufley overField), $19.5 Naval billion Air Station in economic Whiting withdiversification defense. Air strategies and land to area minimize needed this for risk, military while operations continuing to impact in 2015. This immense presence touches all industry sectors becomesadvance plans a land that use build planning on the and region’s development unique issuestrengths at the associated local in the region, from aerospace suppliers to retail and restaurants. level as the region anticipates needs for growing population centers.

4 The second is the beautiful coasts of the Gulf of Mexico, which impacts our region’s way of life, both economically and municipalities are Pensacola in Escambia county, Crestview in OkaloosaStatistical county Areas (MSAs)and Panama and thirty-five City in Bay municipalities. county. Holmes, The Walton, largest seven counties (Bay, Escambia, Okaloosa, Santa Rosa, and Walton) and Washington are predominately rural, with the other four haveenvironmentally. coastlines on Known the Gulf as of the Mexico “Emerald that Coast,”draw tourists five of the from region’s around counties having rural characteristics in the northern portion of their the world. jurisdictions. Commuting patterns show that rural areas of the region support the employment needs of the more coastal areas. Theses counties also border on at least one of several bay systems in the region, including the Perdido River and Bay, Pensacola Bay The coastal areas are densely concentrated with employers in the System, Choctawhatchee River and Bay, and St. Andrews Bay. Local hospitality and tourism sector. Map A.2 shows Retail Trade and economies depend heavily upon annual revenues from bed taxes and Accommodation and Hospitality remain the largest industry sectors other direct and indirect impacts of tourist spending. There are also in our region, yet contain some of the lowest average earnings per threats associated with dense coastal development and the impacts job. National trends in jobs in retail trades are trending sharply of pollution in the watershed that the region must face with up to downward. date comprehensive strategies focused on resilience. The health of the watershed, coastal, and riparian ecosystems insulate our local economy in two major ways. Protection of water resources not only sustains our area as a premier tourism destination but improves resiliency after natural disasters by protecting our built environment.

West Florida contains approximately 5% of the state of Florida’s population at 953,770. The region’s population has increased by 20% since 1990 with a net migration of 11,800 people in 2016. Among the counties, Santa Rosa and Walton have experienced the highest percentage of growth in population from 2010-2016. West Florida boasts a healthy percentage of active and able workers with 26.1% of the population between the age of 25-44 years old. This is a major asset to promote during business recruitment efforts. 16.5% of the region’s population are 65 and older. This retiree age group they contribute less to sales and gross receipt tax revenue, more to propertyhas unique tax impacts revenue, on and our slightly economy less and to builtall other environment revenue sources. because According to the Florida Department of Elderly Affairs, retiring baby boomers that age in place here or move here after retiring, will ease Map A.2 local fiscal5 stresses. Within the region there are three Metropolitan The expensive real estate market along southern portions of the coastal counties make it cost-prohibitive for retail and hospitality sector employees to afford housing, reinforcing the long distance commute patterns typical from northern areas of counties. The lighter colored U.S. census group blocks in the northern portion of the counties on Map A.3 depict the lower range of median household incomes. Median household income is one of the factors taken into consideration by the Asset Limited Income Constrained Employed (ALICE) Report. The United Way’s ALICE Report points to issues faced by households that earn more than the Federal Poverty Level but earn less than the basic cost of living for the county. The report household size and income by the cost of a stable household budget, includingassesses financial transportation, hardship healthcare, on a county housing, by county and basis,taxes. comparingThese are households that struggle to afford basic needs, especially housing. A socio-cultural divide is sometimes perceived to exist between the economic needs of the rural areas and the coastal urbanized reality is that, to the extent this may be true, there is recognition ofareas interdependence that reap tourism and benefitswillingness and to development work together investment. across The boundaries. It is important that true regional collaboration begins Map A.3 that will enrich all communities in our region. with participatory strategies and actions of regional significance

6 influx ofRetail Trade, Accommodation, andFood Servicesworkers thatfuelthetourism industry. found inEscambia andOkaloosa counties.As expected, Walton Countyworkers leave for many sectors, butthecountyexperiences ahigh Holmes, andWashington countiesexperience anoutflow ofworkers inamajorityofindustriesorder to serve theemployment centers The commute patterns ofworkers crossing jurisdictionallinesfor particularindustrysectors iswell represented inTable A.1.SantaRosa, 7 Source: U.S. Census Bureau, LEHDOnTheMap (2014) Table A.1 Other Services(excl.Public Administration) Accommodation andFood Services Arts, Entertainment,and Recreation Real EstateandRentalLeasing Finance andInsurance Information Transportation andWarehousing Retail Trade Wholesale Trade Manufacturing Construction Utilities Source: U.S. CensusBureau,LEHD OnTheMap(2014) Public Administration rfsinl cetfc n ehia evcs35 81 23 53 .%-.%-5.6% -2.1% 2.8% -5.3% 22.3% -8.1% Health CareandSocial Assistance 3.5% Educational Services Administration &Support,WasteMgt. Management ofCompaniesandEnterprises Professional, Scientific,andTechnicalServices Mining, Quarrying,andOilGasExtraction Agriculture, Forestry,FishingandHunting NAICS IndustrySector Net Inflow/Outflow Outflow Inflow 9611,8 3711,7 5493891,733 3,819 25,469 15,071 33,731 18,984 59,691 7842,9 ,6 ,9 ,2 ,3 3,285 2,334 6,625 5,018 2,890 6,153 7,760 18,844 21,795 12,181 27,814 25,971 40,779 31,877 784-175770280665-,3 -3,285 -2,334 6,625 2,890 7,760 -21,795 27,814 17 1.%93 90 90 1.%-13.1% -17.8% 19.0% -10.1% -6.3% 39.0% 9.3% 12.9% -2.6% -12.3% 2.9% 11.7% -16.4% 18.8% -17.7% -17.6% 25.2% 16.5% 26.8% -8.9% 25.6% 11 50 12 46 .%-.%-4.3% -6.7% 2.1% -4.6% -1.2% -5.0% -1.1% 08 04 05 .%-.%-.%-0.2% -1.2% -0.2% -0.6% -0.7% -0.4% 0.0% -1.4% -0.5% -0.8% -0.4% 0.0% -0.8% -0.5% .%-.%09 .%16 42 -1.1% -4.2% 1.6% 2.0% 0.9% -2.3% -1.0% 2.8% -1.2% -2.3% -1.2% -3.4% -2.4% -0.6% 6.8% -3.3% -0.1% 4.3% -0.3% -1.4% -4.4% 1.5% 0.6% 5.3% -2.2% -6.6% 1.3% 6.4% .%-.%-.%12 27 .%-4.4% 2.1% -2.7% 1.2% -0.7% -3.3% 1.1% .%-.%16 02 .%10 -1.1% 1.0% 0.3% -0.2% 1.6% -1.4% 0.5% -1.2% -2.6% 1.3% -5.1% -0.9% -3.7% -11.4% 0.9% -8.8% -6.8% 1.0% -1.4% -1.3% 6.3% -1.8% -2.0% 6.4% 1.2% -1.4% -3.8% -2.3% 5.0% -0.8% 8.1% -5.1% 1.4% 5.5% -8.3% 4.5% -0.4% -4.5% 2.3% -1.0% 6.2% 1.3% .%-.%33 32 .%-.%0.1% -4.5% 1.0% -3.2% 3.3% -6.1% 3.7% .%-.%55 .%70 1.%-7.0% -12.9% 7.0% 1.6% 5.5% -5.3% 6.3% Escambia

Santa Rosa

Okaloosa

Walton

Bay

Washington

Holmes In addition to north-south commutes to support the retail and hospitality sector, there is a strong presence of military personnel traveling from suburban residential areas to military installations like Eglin, Hulbert, and NAS Pensacola. Part of the projected population growth shown in Map A.4 can be attributed to military families settling in areas like Navarre and Crestview to be near the military bases. Areas like Defuniak Springs are expected to grow due to business growth in nearby Mossyhead Industrial Park off Interstate 10. Defuniak Springs and Freeport will see growth from the additional capacity created by the US 331 construction project. It is important to understand these patterns and the regional nexus between development, movement of our workforce, and employment opportunities. The movement of our workforce from one local demand put on our roadway network. jurisdiction to another requires a regional approach to address the

Map A.4

8 As a whole, our transportation network is a global gateway to and from Florida for people and commercial freight, consisting of three our region. commercial airports, two deep water/barge ports, Interstate 10, and a CSX east-west rail line. Table A.1 identifies the critical infrastructure in Infrastructure Description Location Pensacola International Airport Operated by the City of Pensacola, the airport provides six City of Pensacola in Escambia County major carriers and serves over 1.6 million passengers. Northwest Florida Bay County Beaches International Airport Atlanta, Houston, Tampa, and Orlando and offers a 10,000- footOffers runway service allowing from major for the carriers landing with of largedirect airplanes. flights to Destin/Ft. Walton Airport Offers a 12,000-foot runway and includes an expanded Eglin Air Force Base in Okaloosa County aircraft parking apron. The airport’s trade area is oriented toward the important defense weapon system development and test evaluation mission at Eglin. Destin-Ft. Walton Beach Airport Serves approximately 800,000 passengers with Okaloosa County

United, American Eagle, Allegiant and Glo. Port Panama City Aapproximately deep-water port 25 flights located daily. in a MajorForeign carriers Trade Zone.include It ranksDelta, Panama City in Bay County highest in the country for handling copper. The Port spe-

everything from forest products to molasses for shippers and consigneescializes in the in breakflexible bulk shipping or containers. of commodities, handling Port of Pensacola A deep-water port located in a Foreign Trade Zone. Pensacola in Escambia County Supported import and export operations range from aggregate, cement, lumber, and paper to wind turbine generators. The Pensacola Port currently has approximately 25 acres for additional development opportunities. Interstate 10 I-10 is a US interstate traversing east/west through six Escambia, Santa Rosa, Okaloosa, of seven counties in the region. A designated Strategic Walton, Holmes, and Washington County Intermodal System Corridor, it is the main vehicular transportation corridor to Alabama and southern Florida.

Table A.2 9 The Strategic Intermodal System (SIS) is Florida’s high-priority network of transportation facilities important to the state’s economy and mobility. Projects on the SIS receive highest priority for transportation capacity investments and are a primary focus for implementing the Florida Transportation Plan. Moving forward, a key approach will be to align transportation and economic development decisions designationto maximize throughoutthe benefits all of ofstrategic US 98 and investments all of SR 85 in norththe SIS. of Facilities I-10. identified as Strategic Growth on Map A.5 are emerging to be of state interest and support an economic opportunity of statewide significance. The region would benefit from extending Strategic Growth

Map A.5

10 While a majority of Florida communities are within the Florida megaregion, West Florida is uniquely positioned in the Gulf Coast megaregion. The transportation, environmental, and economic links of our region are part of a greater Gulf Coast megaregion shared with Alabama, Mississippi, Louisiana, and Texas. Interlocking economic systems, shared natural resources and ecosystems, and common transportation systems link the population centers of the Gulf Coast together. This connection is constantly reinforced by the inflow and outflow of workers and goods, especially from the bordering state of Alabama. Despite previous environmental disruptions like Katrina and Ivan, the Regional Plan Association expects the Gulf Coast megaregion to grow due to recovery efforts and the continued in-migration of retirees from the Midwest.

Map A.6 Source: America 2050 http://www.america2050.org/megaregions.html

11 In order to take advantage of West Florida’s strategic location in the Gulf Coast megaregion, we need state of the art airports and seaports. These facilities perform multiple roles such as being a critical freight component of the supply chain network, bringing in hundreds of thousands of tourists annually, and providing space for operation of target industry clusters like aerospace and defense and advanced manufacturing. Table A.3 on the following page, identifies projects needed to help our ports stay competitive.

Development for five of the seven counties in the WFRPC region. Eligible projects include public infrastructure projects for construction, expansion, and maintenance which are shown to enhance economic recovery, diversification, and enhancement of the disproportionately affected counties. Consideration will be made for projects that generate maximum estimated economic benefit and discretionary priority can be considered for projects that are regional and transformative.

Expanding critical infrastructure such as our airports and seaports can be accomplished using Triumph Gulf Coast as a potential funding mechanism. The BP Horizon oil spill settlement has brought restitution funding into the region over several years in a phased series of allocations. The next phase of funding that is available, Triumph Gulf Coast, will be a substantial investment made specifically in Economic

12 Project Priority Facility Project Description Ranking (Year) Pensacola International Airport Construct Hangar Improvements 1 (2019) Pensacola International Airport Design/Construct Parallel Taxiway Extension in Southeast 2 (2019) Quadrant Port of Pensacola Berth 6 Rehabilitation -Construction phases II & III 1 (2020) Port of Pensacola Dredging of Berths 1,2,3,5,6 2 (2020) Bob Sikes Airport Construct South Access Road 1 (2019) Bob Sikes Airport Design/Construct Intermodal Access Connector 2 (2019) Destin-Ft. Walton Beach Airport Repaint/Restripe all runways, taxiways, and signage 3 (2020) Defuniak Springs Airport Apron Expansion in North Terminal Complex 1 (2019) Defuniak Springs Airport Construct New Passenger Terminal Building 1 (2020) Northwest Florida Beaches International Airport Perform Master Plan 1 (2019) Northwest Florida Beaches International Airport Runway/Taxi Improvements 2 (2019) Northwest Florida Beaches International Airport Construction of Screening Checkpoint 1 (2020) Northwest Florida Beaches International Airport Design and Construction of Cell Phone Lot Expansion 2 (2020) Port Panama City Replace East Avenue Bridge 1 (2019)

Port Panama City Improvement to East Terminal 2 (2019)

Port Panama City Expand East Terminal Berth 2 (2020)

Table A.3

13 B. SWOT Analysis

The Community’s Voice for economic development offer immense opportunity while An important component of the community engagement process mobilizing bold ideas into action plans is daunting. Connectivity the challenge of coming together, being prepared, and quickly for the Northwest Florida Forward strategic plan was a facilitated and congestion issues with the region’s arterial highway system was discussion to identify the region’s Strengths, Weaknesses, Opportunities, and Threats (SWOT). The Northwest Florida residents, destination choices for tourists, and local and interstate identified as a cross-cutting weakness, affecting quality of life for Forward project team involved hundreds of community leaders and commerce. stakeholders across the region to articulate the strengths of the program and the weaknesses, opportunities, and threats that may lie between where the region currently is and where it wants to be. Str In May 2017, the WFRPC, in conjunction with the Apalachee ts en Regional Planning Council and other partners, convened a public a g e t Town Hall event for the two region’s counties impacted by the r h h BP Deepwater Horizon oil spill in 2010. As settlement funds in s reparation for environmental and economic damages have come T

forward in phases, communities have had an opportunity to plan for

SWOT

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In August 2017, the WFRPC convened the CEDS Steering Committee O in a roundtable discussion and conducted a series of follow-up interviews with selected Economic Development leaders. The consensus put forward was that BP Triumph funding allocations

14 Strengths Weaknesses

• Natural amenities, beautiful beaches, and a lifestyle attractive to all age groups and demographics positions • Employers report difficulty in attracting skilled talent to fill certain • Research & development, testing, talent, and technology o Regional prevailing wages are not competitive with other regions. o While improving, the region still lacks many urban amenities development associated with the region’s military installations sought by younger professionals. • Supportive business climate for licensing, permitting, zoning, taxes, o The scarcity of similar career opportunities for certain high skill and regulation • A growing commitment to strong regional cooperation • Lack of vibrant industry clusters with supply chains: high positions makes it more difficult to attract talent. institutions location performing industry clusters are essentially a single firm or • CapableA consortium regional of high economic quality development post-secondary organizations educational led by • Lack of affordable workforce housing in certain areas and especially city centers Florida’s Great Northwest and Opportunity Florida • Strong economic analytics partner – University of West Florida’s • Limited access to startup capital for entrepreneurs and small Haas Center • businessesDeficiency ofand industrial lack of a sites formal and process buildings, to obtain especially funding in rural areas • An emerging ecosystem of entrepreneurial programs, assets, and • Generational pockets of poverty in some counties, especially in networks predominantly minority communities • Areas of affordable rural land available for industrial/commercial • Limited access points in transportation infrastructure development • Lack of a region-wide transportation mobility system • Industry specialization assets in Aerospace & Defense, Financial • Declining population, workforce, and tax base in rural areas Services, Water Transportation, Cybersecurity, Advanced • Limited/antiquated wastewater infrastructure Manufacturing, AI/Robotics, and Unmanned Systems • Lack of funding for rural real estate product development and • Transportation infrastructure: Interstate 10, three commercial • marketingInsufficient funding for workforce development and training airports, two deep water seaports, CSX rail • Early childhood education

15 Opportunities Threats

• Reduced military investment in the region allocated to the eight coastal counties of Northwest Florida • Inability to align resources beyond traditional geographic • StrengtheningBP oil spill settlement the regional funds economy due to economic beyond military damages and specifically tourism boundaries • Expanded and coordinated regional entrepreneurship support • External shocks that disrupt the tourism sector (e.g., hurricanes or • Leveraging federal and private R&D assets to stimulate new private environmental disasters) investment and entrepreneurship • Uncertainty surrounding state economic development funding and • Additional shared business retention & expansion efforts, support especially in rural areas • Reduced statewide incentives for economic development • Further strengthening cradle to career education system • Legislative reallocation of BP oil spill economic damages • Investments in public infrastructure settlement funding • Creating a demand-driven workforce development initiative able to accommodate large employers resources to win competitive projects and to recruit Northwest • Creating informal and formal mechanisms to promote greater • FloridaClose proximity companies to neighboring states/markets with significant regional identity and collaboration • Internal and external marketing and awareness campaigns • Intra-regional and interstate partnerships, especially connected to Aerospace and Advanced Manufacturing

16 C. Strategic Direction

Regional Goals for “Getting There” exist to drive the region’s economic development initiatives, which The CEDS identifies diverse leadership coalitions that already How will the West Florida region arrive at the economic growth are highlighted under each goal. The strategies under each goal premise of this plan is that a regional perspective is crucial to West carried out through the Implementation Action Plan. The critical are refined to fit the capacity and reach of the WFRPC and will be Floridaand accomplishment accomplishing we its hope goals, to now realize and in in the the next future. five Regionalism years? The goal of resiliency is underscored in all eight strategies of the CEDS. is not a new concept, but recent economic development initiatives Economic and environmental resilience can be strengthened by like the Northwest Florida Forward Plan and the major update implementing a wide range of policies and programs aimed at to this strategy have placed regional-building at the core of the transformational economic growth outcomes outlined. WFRPC objective that also makes progress possible in each of the eight mitigating both the risks and consequences of disruptions. As an and its sector partners will seek to build regionalism through eight strategies, WFRPC will continually seek funding opportunities for areas of concentration presented in the CEDS. There is correlation and overlap among many of the goals, strategies, and action steps resilience and diversification related projects and programs. In the anticipated, as the success of one may impact or guide another. implementation and outcomes, West Florida articulates a vision for theidentification best of what of thesethe region goals can and be. strategies, along with a focus on

17 1. Talent Supply and Education

GOAL: CONNECT THE TALENT OF WEST FLORIDA TO KEY INDUSTRY CLUSTERS AND ENSURE A DYNAMIC AND DIVERSE WORKFORCE FOR NEW AND GROWING BUSINESSES.

For successful businesses to locate and expand in West Florida, it is to meet current and future employer needs. Creative education modelsimportant with to educationalalign education enrichment and workforce courses, to STEM the skills (Science, required Technology, Engineering, and Mathematics) curricula, and project- based learning are beginning at middle-school levels and younger. The region should introduce more customized programs promoting career pathways equitably among students, ensuring students of all Achieve Escambia is a collective impact effort focused on strategies for improving cradle to highest potential. Rural areas in particular struggle to retain younger career outcomes through a structured, evidence-based, long-term approach. populationssocio-economic as they levels leave have for an more equal opportunities. opportunity to Programs achieve atthat their build avenues for young professionals to return to raise families and contribute to their home community would be valuable.

25% of young professionals entering the workforce in our region the University of West Florida (UWF) in Pensacola and Northwest Floridaare equipped State Collegewith Bachelor’s in Niceville degrees. are producing Educational degrees institutions and like innovative environments to respond to the regional employment needs like engineering, logistics, and healthcare. Technical schools like George Stone Technical Center in Pensacola and Emerald Coast Technical College in Defuniak Springs are aligning their curricula with the manufacturing skills needed in our region like welding, aviation mechanics, and marine service.

18 Educational Achievement WFRPC Escambia Santa Rosa Okaloosa Walton Holmes Washington Bay Bachelors Degree 25.5% 25.2% 28.0% 29.9% 24.8% 9.9% 10.4% 23.0% (2015)

Table 1.A Source: U.S. Census Bureau (BOC): American Community Survey; Current Population Survey; and Population Estimates; Moody’s Analytics (Population Age 25 and Up)

Retired and separating military personnel are a potential built-in, take the lead on talent supply issues. The WFRPC will support these ready workforce due to the number of military installations located initiatives through the lens of regional transportation and the impact in our region; however, a survey administered by Okaloosa-Walton on supply like commute patterns and employee transportation CareerSource from 2011-2016 for personnel separating from reliability. Across the region, WFRPC will seek to replicate the the military revealed that 25% of respondents were leaving the successful effort of programming of commuter service funding to region due to lack of job opportunities. The region has mobilized to US 331 to improve transportation options for employees traveling develop an outreach program to better understand the needs and to concentrated employment centers along US 98 and 30A. This precise skill sets of retiring military personnel. Okaloosa-Walton opportunity arose through recognition of regional commuter trends, CareerSource is providing a business-to-transitioning service employee retention issues, land development constraints, and an members connection through a DoD Skillbridge survey. This process ongoing partnership between the WFRPC, FDOT, and Walton County. bridges the skills developed in the military to the needs of the local KEY STRATEGIES second-career opportunities in our region, then more high-skilled laborretired market. military If personnellocal firms willcan chooseaccess existingto continue talent their and civilian provide life 1. Create a regional workforce training and development in West Florida. initiative designed to meet the needs of large employers relocating or expanding in West Florida. Public-private partnerships are emerging in workforce and education to prepare this generation for the high-skill, high-wage local workforce development boards are inherently programmed to jobs that have significant impacts on our economy. Universities and

19 2. Innovation and Entrepreneurship

GOAL: FOSTER ROBUST ENTREPRENEURSHIP AND INNOVATION ECOSYSTEMS TO DRIVE FUTURE ECONOMIC GROWTH.

A well-functioning entrepreneurial ecosystem is created when a region has a balance of human capital, productivity, dynamic economy, and overall well-being for its people. West Florida experiences positive spillover from the continually advancing academic research going on locally at higher education institutions and dedicated research facilities. Traditional and advanced businessmanufacturing retention firms program are often interviews sources for that exciting can assist process in connecting theminnovations to R&D and and product entrepreneurship patents as wellresources and will available benefit in from the region.

The positive effect of access to research and development opportunities is collaboration in new business formation, which builds the productivity of our region. R&D and an entrepreneurial spirit is evident in West Florida, but startups and second stage The Florida State University Business Innovation Center located in Panama City, FL helps take businesses from inception to realization. Programs include potential) are constantly in need of the tools necessary for success. an intial discovery session, direct business assistance, guidance and mentoring, Industry-shapingcompanies in particular and fresh, (firms untested of 10-50 ideas employees do not always with high fall intogrowth networking to capital, and other technical resources. the traditional constructs of economic development programs, which is why the region is promoting home-grown, locally-made products within the creative economy as a powerful engine of growth and community vitality.

20 Many businesses like BOTE Boards in Destin and Cape Horn boat manufacturer Fabbro Marine Group are located in West Florida because of the customer base and speed to market offerings like the Florida First Sites. There are additional entrepreneurial opportunities in rural areas to be cultivated like Eco-friendly product manufacturing, local food distribution, and historic tourism. has an average capacity for innovation, ranking in the middle at #197According of 384 to U.S.Stats Economic America’s Development “Innovation Districts,Index” metrics, which themeans region there is room for advancement. We scored the highest in the Human Capital and Knowledge Creation Index, which means we have a relatively skilled and growing workforce with opportunities for high- tech and creative industry jobs. The lowest score is in the Business Dynamics Index, which gauges the region’s competitiveness by looking at business creation and lifespan, as well as trends in investments made by businesses. Our strategy seeks to improve competitiveness by focusing on strengthening support for new and expanding businesses, improving prospects for business longevity by assisting with emergent needs and technologies, and ensuring there is access to venture capital. The WFRPC will use its resource partners to leverage grant and loan funding to introduce more capital into the regional entrepreneurial landscape.

KEY STRATEGIES

1. Develop the region’s entrepreneurial hubs and connect them with industry clusters, assets, services, networks, facilities, tools, and expertise.

21 3. Infrastructure and Growth Leadership

GOAL: ENSURE WEST FLORIDA’S ECONOMIC relaxed charm. Improvements are planned that will add travel lanes INFRASTRUCTURE IS STATE OF THE ART AND and connector roads where feasible. As roads are built or expanded, CONNECTS COMMUNITIES IN EVERY PART OF THE sewer and water hookups must be provided for when needed, and consideration given to burying conduit for underground electric and REGION.

West Florida must attract state, local, and private investments in Thebroadband region isfiber currently utilities. collaborating to systematically identify the capacity potential of critical freight infrastructure such as airports, population and a dynamic and healthy economy. The region needs ports, and intermodal systems, with the intent to align with the infrastructure to sufficiently meet the expanding needs of a growing Florida Freight and Mobility Plan and secure grant funding for new goods, energy, information, and people; facilitates a well-educated investment. publicmodernized and workforce; infrastructure supports that facilitatesa robust economy the efficient with movement reliable, of multi-modal transportation systems; and provides sound water and waste management systems.

Transportation True since early civilizations, transportation is directly related to the past, present, and future of an area’s development patterns. The

West Florida is critical to sustain the population growth occurring in anefficient expanding flow ofeconomy. people, Togoods, meet and the services region’s into, Economic out of, Development and within goals, the stakes are high. Our human capital – nearly one million people – must be able to get to and from daily commitments of educational and career opportunities. Today, the existing roadways school or work efficiently, with equitable and dependable access to one of the primary tourist corridors, 30A, is known for high season congestionin West Florida as much do not as adequatelyfor its beautiful connect communities the coastline and to otherwise I-10, and

22 Bicycle and pedestrian safety is a critical area where the region can do better. New projects contemplate dedicated access to the road network for cyclists and pedestrians, along with emphasis in some of Complete Streets bring experts in transportation engineering and places on better design through “Complete Streets.” The principles way safer for all modes and abilities. Curb extensions, landscaped mediansurban planning and buffer together zones, to crosswalks, calm traffic, roundabouts making the entire and special right of bus lanes are examples of features gradually being introduced with success. capacity of our north-south arterial roadways to connect our The region contains three federally mandated Transportation workforce to employment opportunities on US 98. Community Planning Organizations (TPO), all of which are staffed by the and stakeholder input gathered by the WFRPC at the TPO level WFRPC, are responsible for making policy on local transportation helps to initiate projects like the Crestview bypass feasibility study, issues and deciding how to spend federal funding on transportation which will consider alternative routes around US 85, due to severe projects. Florida-Alabama, Okaloosa-Walton, and Bay TPOs each bottlenecking during peak travel times. who make decisions regarding transportation at the TPO level. Theyhave individualare committed boards to increasingcomprised safety,of local security, government accessibility, officials only sound transportation systems but functioning water, sewer, andModernized broadband communities systems. It that is important are open thatfor business as we anticipate require notfuture SIS priorities for all three TPOs. Solutions for expanding US 98 growth, we coordinate construction of transportation projects with mobility, and connectivity for people and goods. Map 3.1 identifies the timing of other important infrastructure. The WFRPC will seek our regional transportation network. It is the only East-West route to provide policy guidance on septic conversion, infrastructure crossinghave been our discussed region that over directly several serves years dueour coastalto its significant communities, role in concurrency, and funding opportunities through technical assistance but needed improvements are limited by geographical constraints and tools such as special districts and the state rural infrastructure due to the Gulf of Mexico to the south and Eglin Air Force Base to the program.

98 to six lanes to ease congestion. As we look forward to regional KEY STRATEGIES solutions,north. There it is are clear currently widening priorities US 98 willidentified not completely to widen addressparts of US congestion issues. 1. Plan, advocate for, and create modern infrastructure with Redesign of US 98 and construction of alternative routes through regional economic impact. creative funding like Triumph, if eligible, could transform the economic vitality of communities struggling with severe congestion. 2. Promote sound planning principles to create efficient The WFRPC recognizes the importance of preserving the operational transportation systems.

23 Map 3.1

24 4. Business Climate and Competitiveness

GOAL: STRENGTHEN THE REGION’S ECONOMY of the region for new companies. Florida’s Great Northwest and the THROUGH TARGETED RECRUITMENT OF NEW local Economic Development Organizations within the region have BUSINESSES AND SUPPORTING EXISTING BUSINESS the important role of selling potential investors on the assets of our geography. One way this is approached is to highlight productivity EXPANSIONS. clusters, like advanced manufacturing; aerospace and defense; healthand profit sciences; opportunities renewable created energy; by andexisting transportation, regional industry distribution, presence and a natural environment for tourists, both of which and logistics. Another is to focus on available land assets, ready drawThe economy visitors fromof West across Florida the benefitscountry. fromOver havingtime, the a strongregion militaryhas infrastructure, and competitive incentives. Recruiting companies to established a positive identity by way of the defense and tourism consider the region begins well in advance, with strategic planning, sectors. In attraction marketing for economic development, a strong, site preparation, and putting appropriate inducements and land easy to articulate message about what the region is known for is development policies into place. valuable. The work in follow-up is promoting the value proposition

GKN Aerospace located their manufacturing in 2017 at the St. Joe Company’s VentureCrossings Fabbro Marin Group, manufacturer of Cape Horn offshore boats, is located at the Florida certified site in Bay County. The addition of the aerospace manufacturing company represents First Certified Santa Rosa Industrial Park in East Milton. The company recently expanded it’s a $55 million capital investment that will create an estimated 170 new high skilled jobs with 78,000 sq. ft. facility and is expected to employ 40 people with wages 115% above the local an average salary of $65,000. area.

25 A different approach is to focus on the need for economic strategiesdiversification: are critical what emergingto our region’s sectors economy might be because strengthened? employment andWhich spending smaller are sectors so concentrated are the most in future-oriented? defense and tourism. Diversification Both are particularly vulnerable to forces beyond local control – retraction and reorganization directives from Washington, D.C. in the case of the military, and environmental disasters or safety concerns that may impact a tourist season. Cybersecurity is an example of a new potential to develop into a distinctive, high-demand sector in the identified target industry, rooted in ties to military research, with next five years. small businesses is key. West Florida is home to many second- and In addition to attracting new firms, ongoing support for existing time. Industry councils, business retention programs, and data third-generation firms which have survived and prospered over KEY STRATEGIES performing, high potential companies, can ensure there is a clear pathanalytics for growth. supporting “Economic Gardening,” meant to identify high- 1. Address site development to accommodate business expansions and relocations.

2. Integrate planning with support for the region’s key industry clusters and supply chains.

3. Support the growth of microenterprises and small businesses in the region, particularly in rural areas and underserved communities.

26 5. Quality of Life and Quality Places

GOAL: MAKE WEST FLORIDA A PLACE APPEALING TO like health, safety, education, and job opportunities, as well as, civic EXISTING RESIDENTS AND VISITORS AS WELL AS TO engagement, optimism, and leadership. Quality of place includes A NEW GENERATION OF TALENTED AND CREATIVE attention to scale, design, and accessibility in the urban fabric, recreational amenities, and integration of natural features in the INDIVIDUALS AND COMPANIES. built environment. West Florida can be a destination of choice for high-skilled workers and entrepreneurs if we support diversity and Citizen input during community meetings and planning exercises provide safe and vibrant downtowns, multimodal streets, modern telecommunications infrastructure, health and recreational lifestyle – in West Florida, as in most everywhere else. People tend to like amenities, and creative outlets for arts and culture. often reference a high quality of life that is appreciated by residents is welcoming newcomers every day. West Florida is a destination, offeringwhere they sunshine live or and else southern they will hospitality“vote with theirto everyone, feet.” Our and region a desirable and charming experience for those that are used to the gridlock, congestion, and high density of other parts of Florida.

Unemployment rates are at historic lows, and in a tight labor market, job-seekers will have more leverage than employers. Today, among cities and regions across the U.S., the ability to retain and attract talent determines Economic Development competitiveness more than any other factor. Research from the International Economic Development Council reports many young professionals are more likely to pick a place to live before settling on a job, as opposed to letting a career choice move them.

Thoughtfully created spaces with a mix of sophisticated built

Over many years of long term planning and targeted public improvements, Pensacola’s urban areenvironments most desired and by quaint the in-demand towns, new high-skilled and historic, workers connected needed with to core has experienced a renaissance. Class A commercial office, niche retail, upscale housing supportracing broadband our industry surrounded clusters. Qualityby a high of quality life may natural include environment, measures options, and neighborhood redevelopment strategies are now in place, supporting rising property values and spurring additional private sector investment.

27 To accomplish this, many of the region’s municipalities have creatively used policy and incentive tools like Community Revitalization Areas (CRAs), Tax Increment Financing Districts, Main and special Zoning Overlays to spur investment in downtown areas. TheStreet WFRPC programs, provides Historic guidance District on Designations, the implementation Brownfield of these Grants, programs to our local communities, sharing technical resources as well as the successful strategies we’ve seen a shift and any cautionary pitfalls. Hopefully, by creating a distinctive West Florida that is appealing to new and existing talent, higher-wage career opportunities will be realized.

Shoreline Park in Gulf Breeze, Florida.

either daily or occasionally, to arrive where they need to be. A robustMany people transportation rely upon network the benefit with of multi-modal public transit options networks, is a sign

agencies that seek to provide expanding transportation options to commuters,of healthy, equitable visitors, community.and students. The As region the region contains grows three and transitpeople need to travel to adjacent counties for work or pleasure, it has become apparent that some manner of a regional transit system Pensacola Open Streets’ Innaguaral Ciclovia on March 24, 2017 in Pensacola, Florida

would be beneficial.

28 The WFRPC provides staff support to the region’s Transportation service in the Pensacola, Florida-Alabama (FL-AL) urbanized area. Disadvantaged (TD) Coordinating Boards. With the policy guidance ByEscambia outside County contract, Area ECAT Transit also (ECAT)operates provides trolleys fixed on the route University transit and oversight of Florida’s Commission for the Transportation of West Florida (UWF) campus and seasonally on Pensacola Beach. Disadvantaged, the TD program’s goal is to effectively coordinate ECAT is in the process of re-prioritizing service based on demand, funds and activities to provide older adults, persons with disabilities, and continues to add amenities (shelters & benches) and upgrade persons with low income, and no available transportation access stops to comply with ADA standards. to employment, health care, education and other life sustaining 2015 Ridership – 1,494,210 activities. TD is an important component to include in all regional Community Development planning, as it is a means of valuing and ensuring inclusive participation in the larger economy. We anticipate transit service in the Ft. Walton Beach-Wright-Navarre urbanized working with TD to address challenges in meeting increasing area.Emerald E.C. Coast Rider Rider is currently (E.C. Rider) focused provides on rebranding, deviated identifyingfixed route demand for services, as well as helping identify innovative ways to additional supporting funds from local jurisdictions, and developing a Transit Co-operative to work on improving service. 2015 Ridership – 139,389 increaseKEY STRATEGIES mobility options and adapt more flexibly to change.

1. Encourage the development of vibrant downtowns and the Panama City urbanized area. Bay Town Trolley opened a new revitalization of rural towns. maintenanceBay Town Trolley facility (BTT) in 2017 provides and willdeviated rebuild fixed its oldroute facility service in thein coming years. They also plan to begin a Comprehensive Operating Analysis (COA) next year to look at ways of improving service. 2015 Ridership – 656,505

29 6. Civic & Governance Systems

GOAL: SUPPORT AND SUSTAIN STATEWIDE AND REGIONAL PARTNERSHIP TO ACCOMPLISH FLORIDA’S ECONOMIC AND QUALITY OF LIFE.

To support civic and governance systems in our region, we should government agencies at all levels. Governments need to evolve basedalways on be the working demands to improve from businesses the efficiency and itsand citizens. effectiveness For example, of this may involve creating an expedited process for the permitting and review that businesses face before they can open their doors. There are many facets of the government system, from land use and building services to economic incentives and workforce housing economy. The WFRPC can provide comprehensive insight into the manythat must overlapping be considered components to ensure that a createquality an of effective place and governance sustainable system. This evaluation of government systems can be done through Fort Walton Beach City Hall, Fort Walton Beach, Florida assessments, feasibility plans, and strategic visioning. It is also KEY STRATEGIES tools, and resources are available to govern effectively. The WFRPC canimportant connect that local elected communities officials withare educated resource on partners what best such practices, as 1. Balance resources through sound management of physical FGNW, FAC, and FLOC to stay informed of current legislation and development.

2. Provide education and outreach to elected officials to elected new opportunities that may impact or benefit them. officials, boards, and committees tasked with civic duties.

30 7. Environmental Quality, Protection, and Resilience

GOAL: CONSIDER RESOURCE PROTECTION AND SUSTAINABILITY AS ECONOMIC IMPERATIVES, AND INCORPORATE EXPERTISE OF ADVOCATES AND PRATICIONERS INTO PLANNING FOR THE FUTURE. Alternative Fuel Vehicles A diverse alternative fuel market can advance our region to the forefront of sustainable and resilient transportation options. Because transportation accounts for nearly three-fourths of total U.S. petroleum consumption, reducing dependence on petroleum-based fuels in this sector supports both the economy and energy security long-term.

Electric and compressed natural gas (CNG) are two alternative

Electric vehicles have reached consumers and will continue to gainfuels market endorsed share. to encourage Advocacy resiliencyand planning and for improve strategically air quality. placed Much ground has been gained by the Northwest Florida Clean Cities charging infrastructure is needed to support a comprehensive alternative fuel corridor in the West Florida region. Many public and led via WFRPC. The Coalition is comprised of government andCoalition, industry a partnership stakeholders affiliated seeking with to promote the U.S. Departmentand implement of Energy and low maintenance. Natural gas vehicles can contribute to a alternative fuel priorities, in support of the national Clean Cities region’sand private resiliency fleets are as aconverting dedicated tofueling CNG because source which, of its affordability if backed goal of reducing, replacing, and eliminating petroleum use in up by a generator, could provide a consistent fuel supply during transportation. emergencies. Natural gas is typically supplied via underground pipeline, which is less subject to disruption than gasoline or diesel supplies.

31 Disaster Resilience A resilient economy depends upon being prepared to respond

As a large peninsula surrounded by warm water, Florida is particularlyquickly to and vulnerable recover from to the emergencies, disruption and disasters, destruction and disruptions. of hurricanes. As a contracting agency for the Florida Division of Emergency Management (FDEM) at the regional level for several programs, WFRPC interfaces with local governments to put plans in place for tactical readiness.

The region contributes to the annual statewide evacuation studies, evacuation routes from every area. The studies also update the region’swhich model evacuation impacts population of storm surge estimates, and identifies evacuation the clearance best times, and public shelter demands.

WFRPC also directs FDEM’s Hurricane Loss Mitigation Program important focus on the growth and development trends of the region andcounty, the rankedneed to high ensure in flooding critical infrastructure and hurricane is risk. protected This places from an areas for(HLMP) hurricane-force for the region. wind HLMP resistance. provides 2017’s wind Hurricane mitigation Irma, retrofits a and of high risk. Santa Rosa and Walton Counties are at risk of erosion, upgrades to residences to meet Florida Building Code requirements which can be overcome by coordinated habitat restoration and millions in 48 counties across the state of Florida. The West Florida shoreline protection initiatives. regionmassive was storm spared, bringing though high advance winds andpreparations historic flooding, had to be affected made for impact, and emergency shelters were opened for evacuees. Through FDEM, WFPRC also serves as staff to the West Florida Local Emergency Planning Committee (LEPC). The LEPC is responsible for The hazard assessment matrix (Table 6.a) developed in the State the preparation of local emergency response plans for hazardous Enhanced Hazard Mitigation Plan reveals county vulnerabilities to natural disasters. The West Florida region, except for Santa Rosa materials releases for the district, as well as supporting required trainings, drills, and evaluations for first responders.

32 Hazard Assessment Matrix

Table 7.A Source: State Enhanced Hazard Mitigation Plan

33 o Choctawhatchee Basin Alliance Water Resources o St. Andrews Bay Watch The West Florida region includes four major watersheds: Perdido o Panhandle Watershed Alliance (Northwest Florida) River and Bay, Pensacola Bay System, Choctawhatchee River and o Bream Fishermen Association (Pensacola Bay) – citizen science & Bay, and St. Andrews Bay. In 2018, the Bay Area Resource Council (BARC) will begin a multi-year transition into the Pensacola and o NOAA Sea Grant – active in community and K12 education Perdido Bays Estuary Program (PPBEP), funded through a $2M o waterUF IFAS quality Extensions monitoring – active in community and K12 education cooperative agreement between EPA and the RESTORE Council. The o Gulf of Mexico Alliance (GOMA) PPBEP supports the U.S. Environmental Protection Agency FY 2014- o Northern Gulf of Mexico Sentinel Site Cooperative is working on

coastal resilience tool and (2) will be working on videos of supported2018 Strategic by economic Plan, specifically data. For the Pensacola, strategic Perdido, goal of protecting and Escambia and how(1) a coastal“Gulf Tree” communities website to have aid addressedin selecting sea-level the most rise useful Bays,restoring it has watersheds been estimated and aquatic that the ecosystems. value of the The ecological call to action services is of challenges (funded by GOMA grants program and WFRPC is a seagrass meadows, tidal wetlands, and oyster reef habitats decreased partner/advisory member on these projects) from $443 million per year in 1960 to its current value of $226 o City of Pensacola – Climate Adaptation & Mitigation Task Force million. o City of Gulf Breeze – Stormwater Task Force o Escambia County’s Natural Resources Management Department Our region is home to several grassroots organizations like o FY 2016-2017 Train the Trainers on Coastal Resilience Tools Choctawhatchee Basin Alliance and St. Andrews Resource (Trained planners from each RPC with the intent to teach that Management Association with aligned goals, and the PPBEP can knowledge to local city/county planners) be used as a model for creating estuary programs and coalitions o Bringing Back the Bayous (Escambia County School District & throughout the region. NOAA Sea Grant/UF IFAS Extension) o The Nature Conservancy Current efforts from organizations, local governments, and o Train the Trainers: Building Coastal Flood Hazard Resiliency in partnerships that are addressing coastal resiliency by developing Florida’s Regional Planning Council Communities (DEO 2016 studies, outreach strategies and tools include: 2017) o NOAA Coastal Flood Exposure Mapper o Northwest Florida Water Management District – Surface Water o NOAA Sea Level Rise Viewer Improvement & Management Plans o UF Sea Level Scenario Sketch Planning Tool o US Fish & Wildlife Services (Coastal Program in the Florida o Climate Central’s Surging Seas, a sea level rise analysis web based Panhandle) – Living Shoreline tool o FDEP – Basin Management Action Plans for Bayou Chico in Pensacola Basin

34 KEY STRATEGIES

1. Encourage sustainable and efficient transportation systems through support of alternative fuel vehicles.

2. Support capabilities for disaster resilience in communities.

3. Promote restoration, enhancement, and utilization of the region’s waterways and greenways as a catalyst for economic development and improved quality of life.

35 8. Housing

GOAL: PROVIDE HOMEOWNERSHIP OPPORTUNITES AND HOUSING VARIETY TO MEET REGIONAL NEEDS. Current trends across the region show the number of residential building permits has risen by 63% since 2012, evidence of both population growth and buyer demand. However, only 14% of Individuals select homes of different types, in different locations, permits were for multi-family developments, which can be improved atAt widelythe personal ranging household costs, according level, adequate to wants, shelter needs is and a basic limitations. need. to support diverse housing options for our workforce. In a larger context, housing supply and demand are driven by both consumer choice and many related economic forces. The Ensuring that the housing needs of all populations are met is the West Florida region offers some of the most luxurious beachfront role of a wide range of community development agencies and living options in the world, as well as more modest homes in cities, organizations, public and private. military personnel and families. The real estate market has seen an $300k impressivesuburbs, and rebound rural areas. with Therea median is housing sales price specifically of $140,000 available in 2010 for improving to $214,000 in 2017. $250k

$214k Having safe, convenient, and desirable living options supporting $200k demand is necessary to businesses that want to retain and attract

$150k affordability for all, and helps accommodate a diverse workforce employees. Having quality housing options improves access and that may want to permanently settle in the region, or to work $100k seasonally. WFRPC FL

Median Sales Price Existing Single‐Family Homes $50k More mid-range market rate housing, including single family US dwellings, apartments, condominiums, and townhomes, could be introduced to support economic stabilization. HOME Investment $k Partnerships Program (HOME) and the Community Development 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Block Grant (CDBG) Program are just a few of the important Source: National Association of Realtors (NAR): Real Estate Outlook; Moody's Analytics Estimated resources available in the local development of homes and Note: WFRPC is the weighted average of the medians of the seven constituent counties. Weighted by Housing Stock (U.S. communities. They provide residential rehabilitation opportunities Census Bureau (BOC): Annual Estimates of Housing Units for the United States; States and Counties) and help increase the supply of affordable housing for low and very Map 8.A low-income households.

36 The region’s counties and municipalities have strategies in place be able to purchase a home without help. There are many additional to direct federal subsidies for housing for low-to-moderate income housing programs funded through federal and state grants, households. The need continues to exist for coordinated planning to including the U.S. Housing & Urban Development (HUD) Community support connectivity vs. isolation when considering neighborhood Development Block Grant, Neighborhood Stabilization Program, and reinvestment priorities, public transit routes, and proximity to jobs, the Florida Hardest-Hit Fund. These programs are valuable tools to schools, and services. use when developing comprehensive neighborhood and community development plans. Lack of affordable housing is a notable issue in region’s outlying areas, even though housing costs may be substantially less than in Today, funding agencies are allowing for more creativity in proposed the nearest city. Despite lower costs of living, income for many in approaches and for strategic combinations of strategies and funding sources to demonstrate impact. WFRPC and partnering county job opportunities, struggling industries, and high employment in governments will be exploring multiple sponsored programs to traditionallyrural areas and low-wage small towns sectors. is also Housing significantly stock is lower,often olddue and to limited in apply to future community housing plans.

KEY STRATEGIES Floridaneed of Housingrepair, requiring Finance resourcesCorporation’s that Statemay notHousing be available. Initiatives 1. Encourage and implement programs that support to develop and implement homeownership support strategies. development of a range of housing options to meet the WhenPartnership outlined (SHIP) in a Localoffers Housing funding Assistanceand program Plan, staffing SHIP forfunds counties can demands of the region. be used to rehabilitate older homes and address maintenance issues. SHIP can also be used to provide down payment and closing cost assistance to income-qualified first-time homebuyers who would not

2012 2013 2014 2015 2016 Total residential building permits 3,782 4,797 4,272 4,833 5,991 in the region

Table 8.A Source: Housing and Urban Development (HUD) https://socds.huduser.gov/permits/index.html

37 D. Implementation Action Plan

This section takes the strategies identified in previous sections and creates actions with implementation steps that will guide the WFRPC therefore,Economic itDevelopment is not listed activitiesunder individual as the EDD goals. in the region over the next five years. Encompassing all areas of action is the continuous directive to seek and obtain funding opportunities. Acquiring funding is understood to be fundamental to all implementation programs, Implementation Potential Action Timeframe Partners Resources

Strategy 1: Create a regional workforce training and development initiative designed to meet the needs of large employers relocating or expanding in West Florida.

1.1. Serve on educational institutions and workforce board committees to CareerSource, SBDC, Triumph, Florida Job bring economic and transportation Short-term Haas Center Growth, EDA guidance to workforce training initiatives.

Strategy 2: Connect the regional workforce talent to employment opportunities.

2.1 Promote commuter services to WFRPC, Employers, employers and employees needing CareerSource, EDO, Continuous FDOT reliable transportation assistance. FDOT

information gathering, and support of WFRPC, FDOT, Local Park2.2. and Assist Ride with lots acrossidentification, the region Continuous FDOT Governments to connect commuters to employment centers. Talent Supply & Education Supply Talent

38 Implementation Potential Action Timeframe Partners Resources

Strategy 1: Develop the region’s urban and rural entrepreneurial hubs and connect them with industry clusters, assets, services, networks, facilities, tools, and expertise.

1.1. Leverage federal grant and low interest loan funding to introduce more capital into the entrepreneurial EDOs, SBDC, UWF landscape and assist small Short-term EDA, Triumph

Economic Haas Center, SBTDC businesses. Development Innovation and Innovation

39 Implementation Potential Action Timeframe Partners Resources

Strategy 1: Plan, advocate for, and create modern infrastructure with regional economic impact.

1.1. Use the role of WFRPC to coordinate prioritization of regional WFRPC, TPO Continuous FDOT transportation projects across jurisdictional boundaries.

1.2. Establish and direct regional priorities for major corridor planning to align with economic development WFRPC, FDOT, TPO Continuous FDOT, DEO goals (i.e. reduce travel times through improved signal timing and corridor management planning). 1.3 Address congestion and commut- Leadership er issues along major corridors such FDOT Near-Term Triumph as U.S. 98 and 30A through planning solutions and emerging technologies. 1.4. Coordinate conference that brings together subject matter EDO, FDOT, TDC, Chambers, TPO, Annually WFPRC

Infrastructure and Growth and Growth Infrastructure transportation agencies to discuss WFRPC futureexperts, of transportation elected officials, in andWest Florida.

40 Implementation Potential Action Timeframe Partners Resources

1.5. Develop and implement a rural transportation planning process to FDOT, TPO, WFRPC Long-Term FDOT identify and prioritize projects.

1.6. Proactively align military WFRPC, TPO, Long-Term FDOT planning efforts with TPO plans. Military Installations

Strategy 2: Promote sound planning principles to create efficient transportation systems.

2.1. Convene workshops and educate communities interested in WFRPC, Local complete streets, transportation Continuous DEO Governments demand management, and smart city strategies. Leadership 2.2. Promote regional intelligent transportation systems (ITS) WFRPC, FDOT Long-Term FDOT, FHWA initiatives.

2.3. Coordinate TPO freight

Infrastructure and Growth and Growth Infrastructure committees, and pursue a regional freight plan to identify and resolve WFRPC, TPO Continuous FDOT issues related to mobility and movement of goods and services.

41 Implementation Potential Action Timeframe Partners Resources

2.4. Prioritize and implement bicycle/pedestrian WFRPC, Local Continuous FDOT infrastructure through master planning. Governments, TPO

2.5. Support long-range planning for TPO, Local Governments, DOE, FTA, FDOT, Continuous autonomous vehicles. WFRPC TPO

2.6. Create a regional bicycle-pedestrian WFRPC, TPO, Local advisory committee to promote transportation Short-Term FDOT Governments connectivity. Infrastructure and Infrastructure Growth Leadership Growth

42 Implementation Potential Action Timeframe Partners Resources

Strategy 1: Address site development to accommodate business expansion and relocations.

1.1. Conduct regional assessment of WFRPC, EDOs Short-Term EDA use accommodation in existing and specificnew commercial business and parks. industrial

1.2. Strengthen the role of the WFRPC WFRPC, EDO, FGNW, with local economic development Continuous EDA Local Governments organizations.

WFRPC, Local Competitiveness 1.3. Explore shared revenue models Governments, EDO, Long-Term Local Governments for business site development. FGNW Business Climate and Business Climate

43 Implementation Potential Action Timeframe Partners Resources

Strategy 2: Integrate planning with support for the region’s key industry clusters and supply chains.

2.1. Promote the North Florida Manufacturing, Logistics and WFRPC, TPO Continuous FDOT Distribution Corridors through the platform of the TPO freight groups.

2.2. Use representation on Florida Freight Committee to advocate WFRPC, Local funding for regional supply chain Governments, Ports, Continuous FDOT Airports, TPO regional infrastructure for inclusion inprojects national and highway promote freight significance network. of

Strategy 3: Support the growth of microenterprises and small businesses in the region, particularly in rural areas and underserved communities. Competitiveness 3.1. Explore and promote capital seed WFRPC, EDOs, Continuous EDA, USDA

Business Climate and Business Climate funding. FGNW

3.2. Be a resource partner to local Economic Development WFRPC, EDO Continuous EDA, USDA, DEO Organizations.

44 Implementation Potential Action Timeframe Partners Resources

Strategy 1: Encourage the development of vibrant downtowns and revitalization of rural towns.

1.1. Assist local jurisdictions with WFRPC, Local complete streets, placemaking, and Governments, Continuous DEO road diet studies.

1.2. Develop specialized toolsets using Non-profits WFRPC, CRAs, Local districts, and other mechanisms to Continuous DEO, EDA Governments, EDOs encouragespecial financing desired districts, development overlay in targeted areas. 1.3. Continue to work with the WFRPC, DEP Continuous DEP, EPA EPA to encourage redevelopment of Florida Brownfields Association and 1.4. Encourage investment in brownfield sites. WFRPC, TPO, Local sidewalks, recreational amenities, and Continuous Governments TPO, DEO, DEP accessibility planning.

Quality Places 1.5. Encourage health, wellness, WFRPC, Local and safety in community and Governments, Health Continuous EPA, DEP, DEO Quality of Life and neighborhood development efforts. Department

1.6. Conduct research on regional WFRPC, IFAS, Health food systems, food deserts, and Department, Local Long-Term USDA, EPA, DEO economies of scale to connect farmers Governments to consumers 1.7. Support regional public TPO, FDOT, Transit transportation with grant application Continuous FDOT, FTA Agencies, WFRPC support and operations strategies.

45 Implementation Potential Action Timeframe Partners Resources

Strategy 1: Balance resources through sound management of physical development.

1.1. Coordinate economic WFRPC, Local development efforts with related land Continuous DOE Governments, EDOs use planning.

1.2. Ensure comprehensive plans WFRPC, Local designate space for industrial and Continuous EDA, DEO Governments, EDOs commercial uses. Systems Strategy 2: Provide education and outreach to elected officials, boards, and committees task with civic duties.

2.1. Conduct workshops on planning Civic and Governance and Governance Civic WFPRC, EDOs, TPOs, policies and procedures, econom- FLOC, FAC, Local Continuous FAC, FLOC ic development tools and available Governments funding programs.

46 Implementation Potential Action Timeframe Partners Resources

Strategy 1: Encourage sustainable and efficient transportation systems through support of alternative fuel vehicles.

1.1 Apply for Department of Energy Clean Cities designation to promote WFRPC, NWFLCCC, petroleum-alternatives and Near-Term DOE DOE

efficient fleets throughout the region. 1.2 Work with private and public Local Governments, entities to develop fueling and Local Governments, Long-Term charging infrastructure for alternative NWFLCCC vehicles. DOE, OfficeEnergy of Energy Efficiency & Renewable 1.3 Advocate for congestion WFRPC, TPO, FDOT Long-Term FHWA be used for alternative fuel projects. mitigation and air quality funding to

Strategy 2: Promote restoration, enhancement, and utilization of the region’s waterways and greenways as a catalyst for economic development and improved quality of life. Environmental Quality, Quality, Environmental Protection, and Resilience Protection, WFRPC, Local 2.1. Work with local jurisdictions and Governments, Continuous DEP, DEO Environmental trails connectivity. nonprofits on planning for greenway Groups

47 Implementation Potential Action Timeframe Partners Resources 2.2. Work to protect and improve WFRPC, Local Governments, waterways through coordination of Continuous Restore, DEP Environmental Organizations coalitions and planning efforts

2.3. Plan and implement WFRPC, Local Governments, EPA, DEP, International environmental education programs Continuous Environmental Groups Paper and events.

2.4. Assist with management WFRPC, Local Governments, plan implementation for the pilot Environmental Organizations, Continuous Restore Pensacola-Perdido Bay National National Estuary Program Estuary Program staff

Strategy 3: Support capabilities for disaster resilience in communities.

3.1. Conduct workshops on environmental resilience planning WFPRC, EDOs, TPOs, FLOC, that help create a nexus between Continuous EPA, DEP, DEO FAC, Local Governments land use strategies, smart design, and economic impact. 3.2. Coordinate the Local Emergency Planning Committee and facilitate Environmental Quality, Quality, Environmental exercise drills for government entities WFRPC, LEPC Continuous DEM

Protection, and Resilience Protection, such as health departments and airports. 3.3 Provide technical assistance to local jurisdictions on coastal management WFRPC, Local Governments Continuous DEO strategies

48 Implementation Potential Action Timeframe Partners Resources

Strategy 1: Encourage and implement programs that support development of a range of housing options to meet the demands of the region.

1.1. Advise communities on innovative approaches to tactical WFRPC, Local Continuous HUD, DEO, USDA development plans and policies for Governments housing. Housing 1.2. Promote and expand programs for home rehabilitation and homeownership support, WFRPC, Local SHIP, HLMP, HUD, and Continuous including maintenance and repair, Governments CDBG weatherization and storm protection, and counseling.

49 Projects to Watch

Escambia County The Bluffs is an industrial complex capable of accommodating andlarger environmental manufacturing/industrial analysis. facilities. Next steps will require additional funding to fill certain voids for extending infrastructure Santa Rosa County Infrastructure improvements are currently needed at Whiting Aviation Park, Northwest Florida I-10 Park, Santa Rosa Park infrastructure that is linked to job creation. East. WFRPC can assist with acquiring federal EDA funding for Walton County U.S. 331 Water and Sewer extension. WFRPC can provide strategic planning guidance for future growth on US 331 as it relates to land use and infrastructure needs.

Holmes County Washington County The Holmes County Industrial park east is pursuing a differentiation The 79 Corridor Authority is a new interlocal planning district for as the green gateway to west Florida by targeting companies that are 1,500-acre commercial/industrial development area. The WFRPC buildings and manufacturing components. Infrastructure costs are development application processes for the Overlay. approximatelyinterested in sustainability $9 million. and work toward green certifications in can assist in unified land development code amendments and

50 E. Funding Resources for Plan Implementation

U.S. Economic Development Administration (EDA): designate a portion of its EAA funding to support communities and regions that have been negatively impacted by changes in The mission is to lead the Federal economic development agenda the coal economy (Assistance to Coal Communities, or ACC 2017). by promoting innovation and competitiveness, preparing American Grants made under these programs will leverage regional assets regions for economic growth and success in the worldwide to support the implementation of regional economic development strategies designed to create jobs, leverage private capital, and partnerships that create the regional economic ecosystems encourage economic development, and strengthen America’s economy. EDA fulfills this mission through strategic investments ability to compete in the global marketplace. United States. •required EDA University to foster Center globally Economic competitive Development regions throughout Program the Triumph: Competition: this program funds technical assistance provided by an accredited institution of higher education that is focused on advancing regional commercialization efforts, entrepreneurship, payout of $18.5 billion in damages to Gulf Coast States affected by innovation, business expansion in a region’s innovation cluster(s), theIn July 2010 2015, Deepwater British PetroleumHorizon Oil reached Spill. The a settlement eight Florida requiring counties a and a high-skilled regional workforce. disproportionately affected by the spill will have $1.5 billion • Planning Program and Local Technical Assistance Program: to share as part of the Triumph Gulf Coast. Eligible projects for assists eligible recipients in developing economic development funding include: plans and studies designed to build capacity and guide the • An ad valorem tax reduction in the Disproportionately Affected economic prosperity and resiliency of an area or region. The Counties. Planning program helps support organizations, including District • Public infrastructure projects for construction, expansion, or Organizations, Indian Tribes, and other eligible recipients, with maintenance that are shown to enhance economic recovery, Short Term and State Planning investments designed to guide the disproportionately affected counties. for the unemployed and underemployed in the Nation’s most • diversification,Grants to local governmentsand enhancement in the of disproportionately development in the affected economicallyeventual creation distressed and retention regions. of high-quality jobs, particularly • Public Works and Economic Adjustment Assistance Programs: personnel for local action plans of response to respond to will make construction, non-construction, and revolving loan fund disasters,counties to such establish as plans and created maintain for equipmentthe Coastal and Impacts trained Assistance investments under the Public Works and Economic Adjustment Program. Assistance (EAA) Programs. Through this NOFA, EDA will also • Grants to support programs that prepare students for future

51 occupations and careers at K-20 institutions that have campuses in • Repower or replace large forklifts and port cargo handling the disproportionately affected counties. • Grants to support programs that provide participants in the disproportionately affected counties with transferrable, (electricequipment charging with electric or hydrogen engines; dispensing stations); and • UseBuild trust new funds light dutyto provide zero emission matching vehicle funds forsupply state equipment allocation of employer. funding under the Diesel Emission Reduction Act (DERA). • sustainableGrants to the workforce tourism entity skills createdthat are undernot confined s. 88.1226 to a forsingle the purpose of advertising and promoting tourism and, Fresh from Florida Job Growth Grant Fund: Florida. The Florida Job Growth Grant Fund is a new economic development Volkswagen Settlement: program designed to build on Florida’s success and economic

Volkswagen (VW) settled with the U.S. Government resolving claims Grant Fund will provide $85 million for public infrastructure that it violated the Clean Air Act by selling diesel vehicles that andprosperity job training since projects2010. In thatits first support year, growththe Florida and Jobemployment Growth violated the U.S. Environmental Protection Agency’s (EPA) mobile in Florida’s diverse industries. Public infrastructure projects can source emission standards. Florida is receiving $166 million of the include transportation and utilities needed to support economic development. Workforce training projects will provide Floridians with transferable, sustainable workforce skills applicable to many projectsfinancial determinedsettlement thatby the may settlement be spent basedinclude: on a state mitigation •plan. Repower While or the replace mitigation Class plan 8 local has freight not been trucks finalized, and port eligible drayage funds and can be used on new or pre-existing projects. trucks with new diesel, alternative fuel or electric engines; Floridaemployers. Department The statute of Economicdoes not require Opportunity a project (DEO) to have matching • Repower or replace Class 4 – Class 8 school buses, shuttle buses, or • Technical Assistance Grants: The grant purpose is to assist transit buses with new diesel, alternative fuel or electric engines; counties, municipalities and regions in developing economic • Repower or replace Class 4 – Class 7 local freight trucks with new diesel, alternative fuel, or electric engines; Community Planning Act, addressing critical local planning issues, • Repower or replace Pre-Tier 4 diesel switcher locomotives with anddevelopment promoting strategies, innovative meeting planning the solutions requirements to challenges of the new diesel, alternative fuel, or electric engines; • Repower or upgrade diesel-powered ferries and tugs with new cycle and funding typically ranges from $20,000-$50,000 per diesel or alternative fuel engines; project.identified by local government applicants. There is an application • Competitive Florida Partnership: This program helps communities • Repower or replace diesel-powered airport ground support value the assets that make them special while challenging them • Provide electric shore power equipment for oceangoing vessels; to set realistic goals for advancing their economic development

equipment with electric engines;

52 visions. A community that participates in this technical assistance assistance program is to provide travel choices to ensure mobility, opportunity is committed to innovative strategies that promote partnerships, community design, and a viable economy. Mini values, and reduce energy consumption. Funds are typically used Grants are available to support various projects, learning, research, forsustain marketing the quality and outreachof the environment, programs, but preserve may also community be used for and asset mapping. innovative commuter routes.

Florida Department of Transportation (FDOT) Florida Department of Environmental Protection (FDEP) • Transportation Alternative Grants: Transportation Alternative (TA) projects are federally-funded, community-based projects that • Florida Recreation Development Assistance Program: The expand travel choices and improve the transportation experience program a state competitive reimbursement grant program that by improving the cultural, historic, and environmental aspects of our transportation infrastructure. Eligible projects include: or development of land for public outdoor recreation, or for o Construction, planning, and design of on- and off-road facilities constructionprovides financial or renovation assistance of to recreational local governments trails. Eligible for acquisition for bicyclists, pedestrians, and other forms of non-motorized participants include all county and municipal governments in transportation. Florida and other legally constituted local governmental entities o Construction, planning, and design of infrastructure related responsible for providing outdoor recreational sites and facilities projects/systems to provide safe routes for nondrivers. o Conversion and use of abandoned railroad corridors for non • Florida Communities Trust Program: A program to assist motorized use. communities for the public. in The protecting maximum important grant request natural is resources, $200,000. providing o Construction of turnouts, overlooks, and viewing areas under recreational opportunities, and preserving Florida’s traditional Community Improvement activities. working waterfront. The competitive criteria through the Parks • Corridor Management: The Florida-Alabama and Okaloosa-Walton and Open Space Florida Forever Grant program, and the Stan

purpose is to identify operational, safety, and access management improvementsTPOs have identified that are funds low-cost for corridor strategies management completed plans. within The the andMayfield projects Working supporting Waterfronts Florida’s Florida seafood Forever harvesting Grant Program.and existing right-of-way such as sidewalks, crosswalks, land Provides funding to acquire land for parks, open space, greenways, reduction, turn lanes, on-street parking, bicycle lanes, etc.) • Commuter Assistance Funds: The purpose of Florida’s commuter aquaculture.

53 U.S. Department of Housing and Urban • Local Food, Local Places: Local Foods, Local Places helps cities Development (HUD) and towns across the country protect the environment and human health by engaging with local partners to reinvest in existing • Partnership for Sustainable Communities: The grant is an neighborhoods as they develop local food systems. Funding can interagency partnership among the Department of Housing and help communities open farmers markets, planning cooperative Urban Development (HUD), the Department of Transportation groceries, community kitchens, business incubators, and develop (DOT), and the Environmental Protection Agency (EPA). The community gardens. Partnership agencies periodically offer funding opportunities related to supporting livable, walkable, and sustainable U.S. Department of Agriculture (USDA): communities. • Community Facilities Direct Loan & Grant Program: This program that provides communities with resources to address a wide range provides funding in the form of low-interest direct loans or grant • Community Development Block Grant (CDBG): A flexible program awards to purchase, construct, and/or improve essential and redevelopment. Area must meet certain low-medium income levelsof unique to be community eligible. development needs such as infrastructure community facilities, purchase equipment, and pay related U.S. Environmental Protection Agency (EPA) areas)expenses. are Publiceligible. bodies and community-based nonprofit • organizationsLocal Food Promotion within rural Program: areas The(outside program of Census offers defined grant funds urban • Smart Growth Implementation Assistance Program: This with a 25% match to support the development and expansion of program provides technical assistance to state, local, regional, local and regional food business enterprises to increase domestic and tribal governments that want to develop in ways that protect consumption of, and access to, locally and regionally produced agricultural products, and to develop new market opportunities for farm and ranch operations serving local markets. withthe environment, selected communities use resources to explore efficiently, barriers create to smarteconomic growth • Farm to School Grant Program: The program assists eligible implementationopportunities, and and enhance pilot innovative quality of approaches life. National to experts development. work entities in implementing farm to school programs that improve access to local foods in eligible schools. On an annual basis, variety of programs to help communities assess, remediate, and USDA awards up to $5 million in competitive grants for training, • Brownfields Cleanup and Redevelopment: The EPA has a developing school gardens, developing partnerships, and redevelopment,restore brownfield or reusesites to might productive be complicated use and revitalize by the presence affected implementingsupporting operations, farm to school planning, programs. purchasing equipment, orneighborhoods. potential presence Brownfields of a hazardous are properties substance, whose pollutant, expansion, or contaminant.

54 E. Evaluation Framework

Impact Dashboard

The WFRPC Economic Development District will track the success of indesired the baseline outcomes of the through metrics monitoring will be evaluated of specific during metrics the shown annual in updatethe CEDS of dashboardthe 2018-2022 that reflectCEDS. the outlook of the region. Changes

55 Progress on development, leveraging, and funding commitments for Projects to Watch as well as other projects and initiatives link- able to the CEDS will be tracked in the annual CEDS update.

56 F. Data Appendix

The following section contains tables, maps and graphs referenced by or informing the above sections of this document.

Acronyms List of Figures COC Chamber of Commerce Figure 1 Economic Indicators Dashboard DEM Department of Emergency Management Figure 2 Economic Indicator Dashboard DEO Department of Economic Opportunity Figure 3 Target Industries: Location Quotient and Competitive Effect DEP Department of Environmental Protection Figure 4 Major Industries: Location Quotient and Competitive Effect DOE Department of Energy Figure 5 Major Industries: Top 10 by Jobs ED Economic Development Figure 6 Median Home Sales Price EDC Economic Development Council or Commission Figure 7 Home Price Index EPA Environmental Protection Agency Figure 8 Demographics and Cost of Living FDOT Florida Department of Transportation Figure 9 Change in Jobs Heat Map FGNW Florida’s Great Northwest Figure 10 Pensacola Commute Map FHWA Federal Highway Administration Figure 11 Eglin Commute Map FTA Federal Transit Administration Figure 12 Panama City Commute Map SBDC Small Business Development Center SBTDC Small Business & Technology Dev. Center Figure 15 County Snapshot Glossary USDA United States Department of Agriculture Figure 13 Inflow/Outflow by Industry WFRPC West Florida Regional Planning Council

57 Select Geography Select Peer Region Percentile Rank Northwest Florida Virginia Beach, VA Region 0% 100%

Unemployment Rate Labor Force Total Employment June 2017 June 2017 June 2017 WFRPC Region WFRPC Region WFRPC Region 4.0% 452,410 434,320 (2.6% Year-over-Year Change) (3.4% Year-over-Year Change)

______.. ______.. ______.. United States Florida United States Florida United States Florida 160,145,000 10,138,480 153,168,000 9,717,980 4.4% 4.1% 0.8% YoY 3.5% YoY 1.4% YoY 4.3% YoY

1990-2017 Source: U.S. Bureau of Labor 1990-2017 Source: U.S. Bureau of Labor 1990-2017 Source: U.S. Bureau of Labor Statistics (BLS): Local Area Unemployment Statistics (BLS): Local Area Unemployment Statistics (BLS): Local Area Unemployment Statistics (LAUS); Moody's Analytics Statistics (LAUS); Moody's Analytics Statistics (LAUS); Moody's Analytics Adjusted Adjusted Adjusted

Median Household Income Per Capita Personal Income Business Establishments 2015 Q4 2015 2016

WFRPC Region WFRPC Region WFRPC Region $50,619 $40,610 26,344 26.9 per 1,000 residents

______.. ______.. ______.. United States Florida United States Florida United States Florida 9,739,723 658,971 $56,444 $49,922 $48,190 $44,487 30.1 per 1,000 32.0 per 1,000

1990-2016 Source: U.S. Bureau of Labor 1990-2015 Source: U.S. Census Bureau 1990-2015 Source: U.S. Bureau of Economic Statistics (BLS): Quarterly Census of (BOC); Moody's Analytics Estimated Analysis (BEA): Annual Personal Income Employment & Wages

Figure 1 Economic Indicators Dashboard

58 Select Geography Select Peer Region Percentile Rank Northwest Florida Virginia Beach, VA Region 0% 100%

Population Population Density Net Migration 2016 2016 Net Migration, Total 2016

WFRPC Region WFRPC Region WFRPC Region 980,780 179.8 11,800 1.51% YoY Change Population per Square Mile 13.2% YoY change

______.. ______.. ______.. United States Florida United States Florida United States Florida 323,127,510 20,612,440 999,160 325,990 91.5 384.4 0.70% YoY 1.82% YoY -3.6% YoY -0.8% YoY

1990-2016 Source: U.S. Census Bureau 1990-2016 Source: U.S. Census Bureau 2000-2016 Source: U.S. Census Bureau (BOC): Population Estimates; U.S. Internal (BOC): Population Estimates; Projections; (BOC); Moody's Analytics Calculated [using Revenue Service (IRS); Moody's Analytics Moody's Analytics Estimated 2010 land area] Estimated

Age Distribution Poverty Rate Bachelor's Degree or Higher Age 25 - 44 2016 2015 2015

WFRPC Region WFRPC Region WFRPC Region 26.1% 14.6% 25.5%

______.. ______.. ______..

United States Florida United States Florida United States Florida 26.35% 24.97% 14.7% 15.8% 30.6% 28.4%

1990-2016 Source: U.S. Census Bureau 1990-2016 Source: U.S. Census Bureau 1990-2016 Source: U.S. Census Bureau (BOC): American Community Survey; (BOC): Population Estimates; Projections; (BOC): Small Area Income and Poverty Current Population Survey; and Population Moody's Analytics Estimated Estimates (SAIPE) Estimates; Projections; Moody's Analytics

Figure 2 Economic Indicator Dashboard 59 60 Figure 3Target Industries: Location Quotient and Competitive Effect Category Legend

Category AC Description NAICS Source: EMSI2017.3–QCEWEmployees, Non-QCEWEmployees,andSelf-Employed Financial Services Water Transportation Aerospace VehiclesandDefense Advanced Manufacturing Advanced Industries 210CreditUnions 522130 361ShipBuildingandRepairing 336611 345GuidedMissileandSpaceVehiclePropulsionUnitP 336415 MarineCargoHandling 488320 Search,Detection,Navigation,Guidance,Aeronautical, 334511 SecuritiesBrokerage 523120 OtherAircraftPartsandAuxiliaryEquipment Manufacturi 336413 230FinancialTransactionsProcessing,Reserve,andClearin 522320 PortfolioManagement 523920 BoatBuilding 336612 AircraftManufacturing 336411 OtherGuidedMissileandSpaceVehicle PartsandAuxili 336419 RealEstateCredit 522292 210InvestmentBankingandSecuritiesDealing 523110 ConsumerLending 522291 InvestmentAdvice 523930 AllOtherNondepositoryCreditIntermediation 522298 39OtherElectricalEquipmentandComponentManufacturi 320 3359 SoftwarePublishers 5112 WirelessTelecommunicationsCarriers(exceptSatellite) 5172 MotorVehiclePartsManufacturing 3363 46Mngmn,Sinii,adTcnclCnutn evc3494%493931%$623$359680.74 668 $93,569 $76,253 14% 3,973 439 43% 3,489 ElectricPowerGeneration,TransmissionandDistributio 2211 Management,Scientific,andTechnicalConsultingServic 5416 ComputerSystemsDesignandRelatedServices 5415 33Commercial andServiceIndustryMachineryManufacturi 3333 OtherNonmetallicMineralProductManufacturing 3279 43Architectural,Engineering,andRelatedServices 5413 22Resin,SyntheticRubber,andArtificialFibersa 3252 12Data Processing,Hosting,andRelatedServices 5182 Other InformationServices 5191 OtherGeneralPurposeMachineryManufacturing 3339 BasicChemicalManufacturing 3251 OtherMiscellaneousManufacturing 3399 MedicalandDiagnosticLaboratories 6215 MedicalEquipmentandSuppliesManufacturing 3391 36Engine,Turbine,andPowerTransmissionEquipmentM 3336 ScientificResearchandDevelopmentServices 5417 a n a n n n n r g a ,1 7 84358 8,3 1981320.68 1.50 342 532 $119,801 $96,047 $85,932 $90,054 8% 7% 4,335 6,580 48 249 27% 12% 4,015 6,170 ,1 4 9 ,8 2 6,6 8,5 55.35 15 $86,054 $68,064 12% 1,584 192 14% 1,414 ,5 6 ,3 ,6 7 6,5 5,2 1 10.02 113 $59,128 $61,451 27% 8,965 2,938 96% 7,055 ,8 %6 ,6 %$2,7 13533 1.56 34 $143,563 $120,177 1,109 5% 1,766 43 61 6% 6% 1,160 1,685 1 %2 7 0 8,9 9,6 20.71 42 $95,461 $84,691 10% 670 27 5% 611 1 5 4293 94 85% 5% 315 330 358 9 6 0211%$468$51131.15 3 $85,101 $34,688 13% 221 10 46% 195 6 8 1441%$466$1031 0.51 100 14 1.03 0.50 $81,053 7 57 $64,656 $123,566 $66,390 18% $115,162 $43,353 434 9% 12% 41 455 472 18% 140 86 368 57% 32% 417 11% 423 590 0 7% 907 8 %1 0 %$0,2 23727 0.50 79 $233,712 $201,426 5% 404 13 6% 384 5 1 7124 3,9 7,4 00.80 40 $74,747 $38,795 124 4% 162 6 27 21% 137 31% 140 156 2 9 8102%$954$7,4 60.20 16 $279,044 $79,534 27% 160 18 59% 10% 126 127 0.79 42 $116,382 $142,243 252 18% 596 253 124% 503 0 57% 105 4 2 5 %$777$7,4 40.24 44 $174,641 0.83 0.87 $67,797 7 4% 9 $87,264 154 $88,286 $71,277 6% $66,442 14% 2 114 2% 226 32% 318 140 148 36 232% 2.91 170 199 18% 7 293 312 $92,193 $49,226 31% 1,013 386 556 244% 657 775 2017 Jobs (7)(94) (37%) (5)(86) (35%) (58) (21%) (7)(133) (17%) (7)(182) (57%) (26) (20%) (15%) (150) (15%) (2%) 2012 - 2017 % Change (54) (10) (25) (22) (18) (1) 9312 59

5 4 8,9 23941 0.35 13 $293,944 $83,294 14% 156 0 Competitive Effect ,1 2 9,3 10294 0.47 48 $140,289 $97,933 12% 1,017 5 %$701$11480.21 8 $71,114 $47,021 7% 354 189 5 %$3,2 109960.41 6 $130,979 $135,426 2% 257 356 2 %$583$0,5 50.31 15 $102,656 $75,873 9% 124 1 3 6,6 13992 0.14 26 $183,909 $64,566 13% 119 0.75 53 $72,261 $56,201 15% 676 3 %$691$6721 1.20 12 $56,792 $66,951 4% 132 203 569 62 80 2022 Jobs (41%) (19%) (38%) (31%) (13%) (11%) (53%) (7%) (1%) (4%) 2017 - 2022 % Change 1951$7,9 10.32 11 $173,297 $129,541 1711$1,1 04.61 10 $112,814 $117,141 6,7 9,2 90.94 1.66 19 $97,622 11 $65,422 $63,974 $84,193 9,0 1758127.10 1 $117,508 $93,401 6,5 17753 0.12 32 $127,755 $67,752 0.93 7 $133,685 $76,290 2.22 2 $89,373 $86,271 5,5 7,7 50.48 35 6.53 $70,874 4 $53,150 $118,012 $98,530

2016 Earnings

2016 US Earnings

2016 Establishments

2017 Location Quotient 2017 Jobs 2012 Jobs 2012‐17 % Change Competitive Effect 2022 Jobs 2017‐22 % Change 2016 Earnings 2016 Florida Earnings 2016 US Earnings 2016 GDP ($M) 2016 Exports ($M) 2017 Location Quotient NAICS Description 2016 Establishments Total 434,258 394,376 10% 6,341 455,525 5% $49,065 $54,266 $62,116 26,535 39,879 71,290

11 Crop and Animal Production 1,515 1,234 23% 223 1,670 10% $33,843 $31,516 $35,363 160 206 403 0.29 Mining, Quarrying, and Oil and Gas 21 278 198 40% 123 327 18% $62,099 $82,867 $120,260 34 227 181 0.16 Extraction 22 Utilities 2,205 2,030 9% 115 2,348 6% $105,903 $127,358 $136,605 72 734 595 1.44

23 Construction 25,659 23,082 11% (884) 25,250 (2%) $43,224 $51,391 $60,971 3,322 1,658 924 1.1

31 Manufacturing 14,168 13,187 7% 469 14,553 3% $73,156 $71,642 $79,760 716 1,828 4,311 0.42

42 Wholesale Trade 8,907 8,366 6% 143 9,158 3% $62,269 $81,068 $84,439 934 1,423 1,092 0.54

44 Retail Trade 53,942 48,348 12% 2,030 56,518 5% $31,786 $34,806 $35,573 4,024 2,790 3,150 1.2

48 Transportation and Warehousing 6,665 6,393 4% (782) 6,887 3% $56,847 $60,009 $60,193 598 581 646 0.45

51 Information 3,958 4,749 (17%) (1,057) 3,374 (15%) $63,704 $91,534 $112,716 285 835 991 0.49

52 Finance and Insurance 15,050 11,685 29% 2,721 16,828 12% $67,115 $92,680 $115,319 1,220 2,339 2,595 0.9

53 Real Estate and Rental and Leasing 9,981 8,815 13% 354 10,405 4% $39,733 $50,618 $58,407 1,609 1,444 2,133 1.41 Professional, Scientific, and 54 23,136 19,576 18% 824 24,894 8% $76,081 $80,141 $96,561 3,028 2,352 1,221 0.83 Technical Services Management of Companies and 55 1,748 1,505 16% 36 1,780 2% $79,233 $120,389 $133,730 144 214 290 0.28 Enterprises Administrative and Support and 56 27,170 22,261 22% 1,917 29,317 8% $35,046 $39,433 $42,317 1,776 1,518 1,7081 Waste Management and 61 Educational Services 7,570 6,533 16% 316 7,958 5% $28,004 $45,791 $47,199 254 244 95 0.67

62 Health Care and Social Assistance 51,375 46,152 11% (769) 56,045 9% $56,199 $58,757 $57,050 2,551 3,191 2,617 0.93

71 Arts, Entertainment, and Recreation 6,657 6,119 9% (370) 7,009 5% $23,128 $39,338 $38,401 436 303 179 0.89

72 Accommodation and Food Services 54,736 47,032 16% 410 58,413 7% $21,935 $24,577 $23,254 2,554 1,775 3,050 1.47 Other Services (except Public 81 21,050 19,309 9% 1,672 22,277 6% $27,792 $30,017 $31,974 2,048 863 571 1.01 Administration) 90 Government 98,365 97,763 1% (1,199) 100,348 2% $67,410 $68,887 $73,521 615 11,147 44,537 1.49

Figure 4 Major Industries: Location Quotient and Competitive Effect

61 Figure 5 Major Industries: Top 10 by Jobs

62 $300k

$250k

$214k $200k

$150k

$100k WFRPC FL

Median Sales Price Existing Single‐Family Homes $50k US

$k 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Source: National Association of Realtors (NAR): Real Estate Outlook; Moody's Analytics Estimated

Note: WFRPC is the weighted average of the medians of the seven constituent counties. Weighted by Housing Stock (U.S. Census Bureau (BOC): Annual Estimates of Housing Units for the United States; States and Counties)

Figure 6 Median Home Sales Price 63 220

200

180

160 Index 140

120

100

80 2002 2004 2006 2008 2010 2012 2014 2016

Source: U.S. Federal Housing Finance Agency fred.stlouisfed.org myf.red/g/fpj2

Figure 7 Home Price Index

64 WFRPC Escambia Santa Rosa Okaloosa Walton Holmes Washington Bay Florida U.S. Demographics Population (2016)* 980,780 315,190 170,500 201,170 65,890 19,490 24,570 183,970 20,612,440 323,127,510 Age 5‐19* 17.8% 18.6% 18.7% 17.4% 16.0% 16.9% 17.1% 17.1% 16.9% 19.2% Age 25‐44* 26.1% 25.1% 26.7% 27.6% 24.7% 24.6% 26.2% 26.4% 25.0% 26.4% Age 65+* 16.5% 16.4% 15.2% 15.8% 19.5% 19.6% 17.7% 16.8% 19.9% 15.2% Change Since 2012* 5.8% 3.6% 7.7% 5.7% 14.9% ‐1.3% ‐1.2% 6.9% 6.6% 2.9% Population Density per sq. mi. (2016)** 179.8 480.1 168.5 216.3 63.5 40.7 42.2 242.6 384.4 91.5 Net Migration (2016)*** 11,800 3,450 3,120 1,400 2,130 200 (40) 1,540 325,990 Population (2022)**** 1,104,470 354,940 192,000 226,540 74,200 21,940 27,670 207,180 23,212,100 338,788,000 Bachelors Degree+ (2015)***** 25.5% 25.2% 28.0% 29.9% 24.8% 9.9% 10.4% 23.0% 28.4% 30.6% Economics Avg. Employment (Jan‐May 2017)^ 432,982 137,483 73,965 92,480 27,837 6,498 9,408 85,310 9,641,346 152,894,833 Change Since 2012^ 8.3% 7.5% 10.1% 8.4% 14.3% ‐0.8% 2.3% 7.7% 12.3% 7.3% Avg. Unemployment (Jan‐May 2017)^ 4.4% 4.7% 4.4% 3.8% 4.1% 5.3% 5.0% 4.7% 4.5% 4.5% Avg. Labor Force (Jan‐May 2017)^ 453,022 144,210 77,355 96,112 29,017 6,867 9,910 89,552 10,101,147 160,087,000 Median Household Income (2015)^^ $50,506 $46,001 $59,682 $55,659 $47,392 $38,045 $38,535 $48,259 $49,426 $55,775 Cost of Living (2017Q1)^^^ 94.2% 89.5% 95.0% 97.9% 100.6% 82.9% 82.5% 98.1% 99.8% 100.0% Per Capita Personal Income (2015)^^^^ $40,610 $38,408 $40,240 $45,222 $49,839 $27,220 $27,096 $39,717 $44,487 $48,190

*U.S. Census Bureau (BOC): Population Estimates; Moody's Analytics Estimate **U.S. Census Bureau (BOC): Population Estimates;Moody's Analytics Estimate [using 2010 land area] ***U.S. Census Bureau (BOC): Population Estimates; U.S. Internal Revenue Service (IRS); Moody's Analytics Estimated ****U.S. Census Bureau (BOC): Population Estimates; Projections; Moody's Analytics Estimate *****U.S. Census Bureau (BOC): American Community Survey; Current Population Survey; and Population Estimates; Moody's Analytics (Population Age 25 and Up) ^U.S. Bureau of Labor Statistics (BLS): Local Area Unemployment Statistics (LAUS); Moody's Analytics Adjusted ^^U.S. Census Bureau (BOC); Moody's Analytics Estimated ^^^JobsEQ® per C2ER, imputed by Chmura where necessary ^^^^U.S. Bureau of Economic Analysis (BEA): Annual Personal Income

Figure 8 Demographics and Cost of Living

65 Job Change 2012-17

Figure 9 Change in Jobs Heat Map

66 Sheet 1

F4 1 2 4 6 8 9

Map based on average of Longitude and average of Latitude. Size shows sum of F4. Details are shown for ID.

Figure 10 Pensacola Commute Map

67 Sheet 1

Value 1 2 4 6 8 9

Map based on average of Longitude and average of Latitude. Size shows sum of Value. Details are shown for ID.

Figure 11 Eglin Commute Map

68 Sheet 1

Value 1 2 4 6 8 9

Map based on average of Longitude and average of Latitude. Size shows sum of Value. Details are shown for ID.

Figure 12 Panama City Commute Map

69 Figure 13Inflow/Outflow by Industry 70 Source: U.S.Census Bureau, LEHDOnTheMap(2014) Public Administration Other Services(excl.Public Administration) Accommodation andFoodServices Arts, Entertainment,andRecreation Real EstateandRentalLeasing Finance andInsurance Information Transportation andWarehousing Retail Trade Wholesale Trade Manufacturing Construction Utilities rfsinl cetfc n ehia evcs35 81 23 53 .%-.%-5.6% -2.1% 2.8% -5.3% 22.3% -8.1% Health CareandSocialAssistance 3.5% Educational Services Administration &Support,WasteMgt. Management ofCompaniesandEnterprises Professional, Scientific,andTechnicalServices Mining, Quarrying,andOilGasExtraction Agriculture, Forestry,FishingandHunting NAICS IndustrySector Net Inflow/Outflow Outflow Inflow 9611,8 3711,7 5493891,733 3,819 25,469 15,071 33,731 18,984 59,691 7842,9 ,6 ,9 ,2 ,3 3,285 2,334 6,625 5,018 2,890 6,153 7,760 18,844 21,795 12,181 27,814 25,971 40,779 31,877 784-175770280665-,3 -3,285 -2,334 6,625 2,890 7,760 -21,795 27,814 17 1.%93 90 90 1.%-13.1% -17.8% 19.0% 39.0% 9.3% -12.3% 11.7% -17.7% -17.6% 25.2% 16.5% 26.8% -8.9% 25.6% 88 1.%29 26 29 63 -10.1% -6.3% 12.9% -2.6% 2.9% -16.4% 18.8% 11 50 12 46 .%-.%-4.3% -6.7% 2.1% -4.6% -1.2% -5.0% -1.1% 08 04 05 .%-.%-.%-0.2% -1.2% -0.2% -0.6% -0.7% -0.4% 0.0% -1.4% -0.5% -0.8% -0.4% 0.0% -0.8% -0.5% .%-.%-.%12 27 .%-4.4% -1.1% 2.1% -4.2% -2.7% 1.6% 1.2% 2.0% -0.7% 0.9% -3.3% -2.3% 1.1% 2.8% -2.3% -3.4% -2.4% 6.8% -3.3% 4.3% -0.3% -4.4% 1.5% 5.3% -2.2% -6.6% 1.3% 6.4% .%-.%-.%-.%-.%-.%-1.0% -1.2% -1.2% -0.6% -0.1% -1.4% 0.6% .%-.%16 02 .%10 -1.1% 1.0% 0.3% -0.2% 1.6% -1.4% 0.5% -1.2% -2.6% 1.3% -5.1% -0.9% -3.7% -11.4% 0.9% -8.8% -6.8% 1.0% -1.4% -1.3% 6.3% -1.8% -2.0% 6.4% 1.2% -1.4% -3.8% -2.3% 5.0% -0.8% 8.1% -5.1% 1.4% 5.5% -8.3% 4.5% -0.4% -4.5% 2.3% -1.0% 6.2% 1.3% .%-.%33 32 .%-.%0.1% -4.5% 1.0% -3.2% 3.3% -6.1% 3.7% .%-.%55 .%70 1.%-7.0% -12.9% 7.0% 1.6% 5.5% -5.3% 6.3% Escambia

Santa Rosa

Okaloosa

Walton

Bay

Washington

Holmes County Snapshot Glossary

71 72 73 74 75 76 77 78 79 80 81 82 83 84 Glossary Competitive Effect Average earnings (all industries) Average earnings include wages, salaries, supplements (employee be explained by either overall national growth or industry/ In shift share analysis this reflects the regional growth that cannot industries), total regional industry earnings is divided by total regionalbenefits), industry and proprietor jobs. income. To derive average earnings (all occupation-specific trends. This is the growth (or decline) that is Costunique of toLiving a region. Labor force participation rate The index is comprised of six major categories: grocery items, The labor force participation rate measures the share of the labor housing, utilities, transportation, health care, and miscellaneous force as a percentage of the civilian non-institutional population goods and services. For example, an index below 100 means the 16 years of age and older. The labor force consists of employed region has a lower cost of living, whereas above 100 means it is individuals and unemployed persons who are available for work more expensive to live. and are actively looking for a job (U3 unemployment). The non- institutional population does not include inmates and active duty Establishment military in the Armed Forces. A company may consist of multiple establishments, which could be dispersed geographically (e.g. in different states) with different Gross regional product Gross regional product measures total industry earnings Manufacturing). Typically, an establishment (or payrolled business (wages, salaries, supplements, and proprietor income), property industry classifications (e.g. Management of Companies and activity. depreciation), and taxes on production (use taxes, sales taxes, etc.). location) reflects a physical location that engages in economic income (dividends, interest, rent, corporate profits, and capital Location Quotient of all goods and services produced in a region. Equivalent to gross domestic product, GRP reflects the market value a particular industry, cluster, occupation, or demographic group is Median household income inLocation a region quotient as compared (LQ) is to a theway nation. of quantifying It can reveal how whatconcentrated makes a months) of the householder and all other household members 15 yearsThe median and older. household Household income members is defined do not by theneed income to be related (past 12 to Self-Employedparticular region “unique.” the householder. Unlike an average measure of income, the median The Census survey considers individuals as self-employed if that household income illustrates that half of all households in an area generate more income and half of all households generate less substantial working period. income. The U.S. Census Bureau collects the data via the ACS over a profession generates a significant amount of income or requires a 12 months period from a sample of over 3.5 million housing units

85