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1996 BUSINESS RESEARCH PROGRAM
Prepared For:
City Manager's Office
City of Clearwater
Prepared By:
Bordner Research, Inc.
2535 Landmark Drive, Suite 109
Clearwater, FL 34621
(813) 797-6552
December 1996
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TABLE OF CONTENTS
Page
PREFACE . . . . . . . . . . . . . . . . . . . . . . . . . . ii
1996 BUSINESS FOCUS GROUPS . . . . . . . . . . . . . . . . 1
Background . . . . . . . . . . . . . . . . . . . . . . 2
Economic Development Attitudes . . . . . . . . . . . . 2
Perception's Of Clearwater's Business Practices ... 9
What Needs To Be Done . . . . . . . . . . . . . . . . 22
1996 NEW/EXPANDED/RELOCATED BUSINESS SURVEY . . . . . . . .
Background. . . . . . . . . . . . . . . . . . . . .
Selection Of Clearwater As Business Location '. ..1�.
Economic Development Attitudes . . . . . . . . . . . .
Perceptions Of Clearwater As A Business Friendly City
Attitudes Toward The Building Process . . . . . . . .
Perceptions Of City Employees . . . . . . . . . . . .
Overall Satisfaction . . . . . . . . . . . . . . . . .
Sample Characteristics . . . . . . . . . . . . . . . .
1996 BUSINESS RETENTION SURVEY . . . . . . . . . . . . . .
Background. . . . . . . . . . . . . . . . . . . . . .
Selection Of Clearwater As Business Location ....
Economic Development Attitudes . . . . . . . . . . . .
Perceptions Of Clearwater As A Business Friendly City
Perceptions Of City Employees . . . . . . . . . . . .
Overall Satisfaction . . . . . . . . . . . . . . . . .
Sample Characteristics . . . . . . . . . . . . . . . .
CONCLUS ION . . . . . . . . . . . . . . . . . . . . . . . .
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30
31
32
45
50
66
79
83
87
94
95
96
106
115
122
126
131
134
PREFACE
Recognizing that informed decision-making affords the best
opportunity to achieve strategic objectives, the City of
Clearwater commissioned Bordner Research to conduct a research
program with businesses that occupy commercial space within the
city limits of Clearwater. The basic purpose of the research was
to determine business perceptions of Clearwater as a place to do
business and consequently gain insight into what needs to be
changed and/or improved to enhance economic development and
business retention.
Both qualitative and quantitative research techniques were used
to study the issues. In October 1996 two focus groups were con-
ducted. One group was composed of business owners who had either
started a new business or expanded and/or relocated an existing
business within the City of Clearwater within the past year. The
other focus group was composed of community business leaders who
regularly interface with various city departments on behalf of
commercial clients.
Based on the insights gained from the focus groups, two
quantitative surveys were conducted. The New/Expanded/Relocated
Survey was conducted with business owners who had started,
expanded or relocated a business in Clearwater within the past
year. The second survey, the Business Retention Survey, was
conducted with business owners that had been in business in
Clearwater for three years or more.
Bordner Research is grateful to the many City of Clearwater
employees who provided background information and support for the
research program. Without their cooperation and willingness to
openly discuss relevant issues, the quality of the final research
product would have suffered. Special thanks are extended to
Kathy Rice, Scott Shuford and John Scott.
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1996 BUSINESS FOCUS GROUPS
Prepared For:
City Manager's Office
City of Clearwater
Prepared By:
Bordner Research, Inc.
2535 Landmark Drive, Suite 109
Clearwater, FL 34621
(813) 797-6552
December 1996
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BACKGROUND
As part of its efforts to fully understand business perceptions
of Clearwater as a place to do business, the City of Clearwater
commissioned Bordner Research to conduct two focus groups during
the third week of October 1996. One group, the business owner
group, was composed of business owners who had either started a
new business or expanded an existing business within the City of
Clearwater during the past year. With the exception of one non-
profit church, all businesses represented in the group occupied
commercial office space. Care was taken to assure that a mix of
business types was included in the group, including retail,
service, restaurants and motel. The second group, the key
informant group, was composed of community leaders who regularly
interface with various city departments on behalf of commercial
clients. Participants of this group included attorneys,
engineers, architects, real estate brokers, land developers and
commercial property managers.
The overall objectives of the focus groups were:
- To determine new and/or expanding business perceptions
and understanding of the entire process involved in
establishing a business in Clearwater;
- To determine "problem" areas in the process and make
recommendations for improvement;
- To gain insight into the reasons behind the selection
of Clearwater as a business location;
- To determine relevant issues to be included in a quan-
titative survey of business owners.
The letters O and K are used throughout the report to identify
business owner quotes and key informant quotes, respectively.
ECONOMIC DEVELOPMENT ATTITUDES
There are a number of features of Clearwater that are a
"draw" to businesses. Uppermost in the minds of many group
participants was the perception of Clearwater as a"nice place to
live." Established residence in the area and/or desire to
establish residence in Clearwater were cited by many business
owners as a major influence upon their decision to do business in
Clearwater. Other influential factors agreed upon by group
participants related to climate, beach/natural beauty, safe
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environment, population demographics, size of the city, cost of
living and cost of labor pool.
O- It's a nice place to live.
O- Myself and my partners all live in Clearwater and we
like it. We found a good piece of property and the
City reacted very well to our proposed plan. It just
sort of fell into place. You want to work near where
you live.
O- I used to live in the area and wanted to come back to
where my family lives. Also it's a good place to
retire ... and that day will come.
R- The west coast of Florida is generally perceived as a
better place to raise a family than the east coast of
Florida. Businesses benefit from that perception ...
less crime, fewer problems.
O- We looked all over Florida for a place we wanted to
live in ... and consequently do business in. We chose
Clearwater because of the climate, the location and the
job the local police department has done. We found
this to be the most family-oriented area. You can go
out walking at night and not have to worry about being
mugged ... you're not looking over your shoulder all
the time as you would have to do in other cities that
we researched. We wanted to live here.
R- Clearwater is just a nice place to live and work. It
has a nice lifestyle and climate. People want to
relocate their business here.
0- I had a lot of friends that lived here and would visit
them all the time. I love the area ... it seems to be
safe. My business depends a lot on tourist and
Clearwater seems to have a longer season than some
other areas ... like Ft. Myers.
K- Clearwater is one of the better cities ... naturally
speaking.
O- Clearwater is so pretty compared to other cities. It
is large enough that it supports a lot of businesses in
the same type of business. It's got enough people that
a business can survive in it ... and it's just so
pretty. That's what keeps us here.
O- Clearwater beach has a reputation as one of the
renowned beaches in the country. It is a beautiful
place to be and have a business.
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K- Clearwater is a nice place to live. You look at the
bluff ... you look at the beach ... they are a little
hard to beat in terms of natural beauty.
O- You'd definitely be influenced by the quietness, the
beauty of the place, the police protection, the way the
city functions and the beach.
K- The population demographics are good here ... age and
average household income ... people with disposable
incomes.
O- Pinellas is the most densely populated county in the
state and Clearwater is the best city in Pinellas
County. There are enough people to support business
but it is not too big to have big city problems. It's
just a neat place to live and work.
R- A lot of companies would be interested
It's cheaper and salaries are less ...
living is less, taxes are less.
in moving here.
the cost of
R- The business climate is easier than in the northeast
because you don't have to deal with unions as much.
R- It's a good market to find employees ... especially
employees that will work off hours like in telemarket-
ing.
The City of Clearwater is not proactive in economic
development. All group participants agreed that the city needs
to grow and be active in pursuit of that growth. Noting that
"competition for businesses is stiff" among cities, many
participants felt Clearwater is lagging behind other cities.
Some suggested that the City simply doesn't care about economic
development and redevelopment as evidenced by the deterioration
that has occurred downtown and on the beach and "anti-
development" rules and regulations. Most seem to think that
economic development is primarily a city responsibility and that
Clearwater is not in a position to be highly selective in the
type of businesses it pursues. The following comments are
representative of participant opinions.
O- Business is the financial backbone of the community and
the City. Business needs to grow.
O- Clearwater seems to have a small town mentality. The
leadership seems to want to keep this a small, quiet,
simple, little town. There are over 120,000 people who
live here. It is not a small town ... it needs to
grow.
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R- Clearwater needs to take an active position in bringing
business in and not just sit back and say, "Maybe they
will come here."
R- A few years ago a lot of cities weren't too aggressive
in trying to bring in business. Now they are
aggressive ... look at Tampa ... look at St. Pete ...
look at Safety Harbor and Dunedin. They are really
focusing on economic development and redevelopment and
I think Clearwater is way behind. The city should
really concentrate on how we can get more business in
here.
R- Ten or fifteen years ago I thought it was antagonistic
to do business with the City of Clearwater. Now I
think it's just ineffectual to do business with the
City of Clearwater. There simply is no leadership to
make things happen in Clearwater. I contrast this, for
example, with Tampa which went from an almost antagon-
istic approach under Mayor Freedman to a totally pro-
active roll up your sleeves go out and get business
approach from Greco. That's what gets results.
R- Or take the City of St. Petersburg ... which is doing
better. They've got some development people down there
that are really aggressively working to make things
happen ... that doesn't occur in Clearwater.
O- Everyone that comes to Clearwater goes to the beach ...
and they go right through town to get there. We've got
60 some percent of buildings vacant in downtown and
half the beach is really rundown and vacant. This is
not what people are looking for when they come here.
Something has to be done ... we just continue to deter-
iorate. The City doesn't seem to care.
O- It seems to me like the City only wants the beach for
the revenue off the parking meters ... and the tax
base. They do not care about the beach per se ... they
have just let it go downhill.
O- They don't care about downtown either ... they let that
go for years. I think they are starting now to try and
fix the mistake.
O- A Doubletree is not going to come in and clean up every
corner. We've got to help ourselves. But the regs and
costs associated with doing something are a big
deterrent. Say, for example, you wanted to build a
business on Clearwater Beach ... it would require X
amount of parking per square footage to go with it.
You want to tear down a building and put up a new one
you have to come up with your own parking and the City
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is already taking away a third of the public parking.
There is no room to meet the parking requirements so
you don't renovate or build and things just get worse.
K- The City of Clearwater over the past ten years has gone
from a city that had a lot of underdeveloped property
to a city that has a lot of old property that needs to
be redeveloped. The City of Clearwater has the worst
redevelopment ordinance in the entire state of Florida.
They require things the State doesn't require, the
county doesn't require and no other city in the area
requires when it comes to drainage and other things.
Let's say someone owns a 10 acre piece of property that
has a 10 acre parking lot on it that has been there
forever and someone else comes along and wants to put a
building on it. They have to, in essence, look at that
piece of property almost like it's undeveloped when it
comes to retention, water quality and other things.
You don't have to do that in Largo ... you don't have
to do that in Belleair ... you don't have to do that in
St. Petersburg ... you don't have to do that in unin-
corporated areas ... and the State doesn't require you
to do it. The only one that does is the City of Clear-
water. So what happens? The guy who wants to build
the building goes elsewhere ... and Clearwater loses an
opportunity for development and things just continue to
deteriorate.
K- Business development and redevelopment is the city's
responsibility.
R- I think it's got to be a partnership among government
and the private sector to work together to aggressively
try to recruit and retain businesses. Currently Clear-
water municipal government plays no role. They're just
totally ineffective ... they should be leading the
effort.
R- You'l1 take anybody you can get. It is not until the
land runs out that you can become selective in who you
want. We're not at the point where we can be selective
about anything because we have a lot to be developed
and redeveloped.
R- The fact is you don't want smokestack industries here
but any other kind of business is fair game.
K- You can attract any kind of business here. The quality
of life is here ... people want to live here ... they
want to work here.
R- There is no reason you can't bring Fortune 500 com-
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panies to Clearwater. They have CEO's who have boats
and want to be on the water. The sky is the limit and
at this point in our development, it should be.
The in-fighting among various factions of the City is a
barrier to economic development. Al1 participants agreed that
there are too many factions within Clearwater "all fighting for
their own interests to the exclusion of the interests of all."
All group members further agreed that if the City is to move for-
ward the various factions need to form a"partnership for the
greater common good."
O- Everybody in the city is fighting everybody else
instead of working together to get the job done.
Clearwater has a reputation of dissension between
Clearwater Beach per se and the City proper ... and
between the Chamber and the City Commission ... and
between the business community and the City ... and the
business community and residents.
R- They certainly are territorial down in Clearwater.
O- There are definitely two factions within the community
... a residential faction and a business faction. The
City is far more responsive to the residential communi-
ty than they are to the business community. Maybe the
solution is to get more business-oriented leaders
elected to the City Council ... or better yet establish
a business council to represent the interests of the
business community. In the long run what we need is
more balance between the business community and the
residential community ... more cooperation and less
self-interest. Residents have a large stake in the
business community whether they realize it or not ...
business provides the economic base. And businesses
have a large stake in residents ... residents support
business and lead to business success or failure.
O- The various factions in the City haven't been receptive
to each other. That's got to change through better
communication with each other. Everybody has to listen
to everybody else and try to come up with solutions
that are good for all. The problems won't go away by
themselves and we can't afford to shove them under the
carpet. We can't expect the city to shoulder all the
responsibility for change. We have to get involved and
do our part.
0- It has to be a partnership between businesses, the
chambers, the residents and the City all working
together toward a common goal ... listening and com-
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municating with each other ... and moving forward to
make things happen.
K- Every time there is an election it seems to be the
business community versus the homeowners community.
Nobody will stand up and say, "We need business to pay
taxes because single family residences don't really pay
their way by themselves ... businesses do."
Clearwater lacks strong business-oriented leadership. Al1
group participants agreed. While they disagreed on where this
leadership should come from, they all agreed that without it the
City could not move forward.
O- Dissension in community is a direct result of lack of
good leadership within the City itself, its Chamber and
the business community.
R- We don't have any real leadership here to make things
happen. We have a city manger who is not an aggressive
leader. We've got a city commission that is feeling
its way ... it's all new basically and it doesn't yet
know how to govern. We have a mayor who is happy just
plodding along as mayor. So we drift.
R- Everything starts and ends with leadership. When you
ask us what else can be done besides better leadership
to make Clearwater more business friendly or improve
the City's business practices, it is like asking,
"Other than that Mrs. Lincoln, how was the play?"
Leadership is the key. Without it we can not get to
where we need to go. Nothing is going to change until
we get strong leaders.
R- You need either a strong city manager or a strong mayor
to make things happen.
K- Under our form of government strong leadership must
come from the City Manager.
K- We'd probably have a better shot of getting things
accomplished if we had a strong mayor type of govern-
ment.
O- I don't care where the leadership comes from but it
needs to come from somewhere quick.
R- They've hired a new economic development czar. That's
a step in the right direction ... it might provide some
measure of leadership.
R- How is the new economic development director going to
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be effective? What is he going to do when he goes out
and induces businesses to come here and they get down
to central permitting and they say, "No we don't do
that here ... you can t do it. A strong business
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orientation among top leaders would filter down through
city operations and ultimately result in the removal of
specific barriers to business development ... but this
attitude has got to come from the top.
The City should become actively involved with other cities
in promoting the economic development of the Tampa Bay Region.
Most key informant participants agreed. The regional approach
issue was not discussed with business owner participants.
R- I think the City needs to get really plugged into
what's happening in the Tampa Bay area in terms of
business recruitment. The Tampa Bay Partnership is
striving real hard to try and have a regional approach
to marketing the Tampa Bay area.
R- When you talk with people from out of town they think
in terms of Tampa Bay. Clearwater would benefit
greatly from tapping into that. We can serve our own
self-interest better by tapping into the broader
interest of the broader community.
R- I think of Tampa Bay as a metropolis made up of
communities interacting with each other. The growth in
communities happens because we interact. Our best part
and their best part go together.
R- A regional approach gives you more assets to leverage
off of in terms of development.
R- I don't get that point of view. Why try to solve
someone elses problems when we have our own problems
that are even more immediate?
PERCEPTIONS OF CLEARWATER'S BUSINESS PRACTICES
Overall, the City of Clearwater has a negative attitude
toward business. All group participants agreed. In general, the
City was perceived as not portraying a"welcoming attitude"
toward business.
R- It's a general attitude thing not a specific thing ...
it's a negative attitude toward business development.
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O- The current attitude is "okay so you want to be here"
rather than "we really want you here." It's not one of
what can we do to make this happen for you. It's more
of do what we say and jump through all the hoops and if
you're lucky we'l1 let you in.
O- It almost seems like sometimes they don't want business
to get started ... which is upside down in my head. If
we have businesses we are bringing in money to the
area. They should be making it easier for us to have
legitimate businesses and welcoming us in.
R- In the last 6 months I had a client who ended up moving
their business out of Clearwater to Dade City. They
were buying a piece of land in Clearwater and we went
through spending close to $20,000 on architectural
renderings and plans for them. We went to the City and
sat down with zoning and planning and when we were done
everybody kept patting them on the back and saying
"yes." When the final site plan came in they were
trying to vacate a road that was part of the property
and could never be used by anybody and we were wiped
out. So the piece of property is still sitting there
and Clearwater lost a viable business that had cash to
build. We had wasted $20,000 of the man's money. Why
would anybody want to do business in a community like
Clearwater?
R- We had a viable client that was looking for a suitable
site to develop 500,000 square feet of office space
employing 1,000 or more people. They found several
locations in Clearwater but ran into a myriad of issues
with the City. They felt thwarted by the City ...
there just didn't seem to be any give and take on any-
thing. I mean these people weren't out to rape the
land or screw the community ... they simply needed some
relaxation on some things here ... nothing
unreasonable. They ended up in St. Petersburg where
right out of the box we had a meeting with the mayor
and their economic development officer. The message
from St. Pete was very clear ... we want you here and
whatever you need you let us know. Clearwater doesn't
even come close to that kind of attitude and it is
really hurting the City.
City employees need to be more customer service oriented.
Many group members felt that a lot of City employees need a
change in attitude from a power orientation stressing control and
regulation to a customer service orientation stressing
helpfulness and service. All agreed that a power orientation is
counterproductive to business development and satisfaction.
Businesses want to be treated with courtesy, respect and
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helpfulness. To many participants it seemed that the manner in
which city employees performed their job was of equal or greater
importance than the actual job employees are required to perform.
R- Employees need a change in attitude. They need to be
less power oriented ... less I tell you what to do, you
don't tell me ... and more you are my customer what can
I do to help you.
R- Some people are in the wrong positions because their
attitude is counterproductive. They can't handle their
power. They want to control you rather than help you.
They do have power and they can keep you from building
the building. Oh you could sue them but that's three
years down the road and 8 grand later.
O- There is one building inspector out there that makes
his own rules. The code book says you have to have X
number of screws per square foot of drywall. He says
he wants double the amount. You say the code book
doesn't say this. He says, "I don't care ... that's
the way I want it ... do it my way or l don't pass it."
O- Building inspectors should be more in tune to the
actual trials and tribulations that occur when anyone
is trying to establish a new business. They shouldn't
display a Gestapo attitude because they are then just
making a stressful situation worse.
0- The CRT goes out with the attitude of trying to find
something wrong so they can write a ticket instead of
going out with a positive attitude and looking for
things businesses did right and complimenting them on
their achievements.
O- From the City's standpoint every time someone pays a
permit or a fine it is revenue for the City. So why
should they change something that generates revenue?
Because if they don't they are going to lose business
and perpetuate deterioration which is going to hurt the
City more in the long run than the fees and fines
benefit the City in the short run.
O- We have a flower shop and decided to hang stuff outside
to dress up the place and brighten it up. The CRT came
by and told us we had to take it down and they were
going to give us an $85 ticket for putting stuff out on
the sidewalk that was for sale. We hadn't heard of
this. We begged them not to give us a ticket and asked
them to send us paperwork on the rules and regulations
. guidelines to go by. They sent us some photo
copies that did not pertain to anything we asked for.
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It ended up they didn't give us a ticket. But my point
is that they should pay somebody to come out and help
you be in compliance as opposed to just trying to catch
you at something.
K- The City seems to have an attitude of we're the govern-
ment, we have the power and we can do what we want and
how we want. Well somebody has got to come in that
cares enough to say, "Hey, wait a minute. The only
reason we are here is to serve you guys." Government
needs to be more sensitive to the needs of business and
work with it instead of just trying to run rough shod
over it.
K- I've run into two types of employees, some are really
helpful ... it's like they anticipate what my next step
will be and help me get to it. I have a sense they
want me to get through the process. Others are like
Alice in Wonderland ... it's like a joke to them that
you didn't guess right and had to come back to correct
things. I sense a hostility with those people and I
don't know why they should be that way.
O- I've come across a lot of people that seem to have gone
out of their way for me only to come across someone
later in the process who treats me like a criminal and
destroys all the good feelings I had for the City.
R- Not to defend central permitting but it would not be
fair if I didn't say there have been occasions where
they have, in fact, bent over backwards to make things
go quickly and smoothly for businesses they viewed as
being desirable.
O- A helpful, customer service orientation is what is
needed. Employees should not only work with us but
work for us. It's not just a matter of pleasing us or
treating us with respect and courtesy, it's a matter of
helping us. I realize they have to work within certain
rules and regulations but they can educate us on those.
They can help us with those. I mean the rules are
there for a reason and if we know the reason, we'll
work with them and what not. If you get a really good
employee who is involved and helpful, you feel a whole
lot better even if things don't go the way you would
like.
O- Let me give you an example of an employee who was very
helpful. In trying to plan our site so it is
environmentally responsible our architect had to put a
certain number of trees down ... you get 25$ free that
you cut down. So he planned this whole thing out and
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we went into the environment department the other day
and the poor guy is looking at this and he is looking
at me and he's looking at the regs and he said, "You
can't put 230 more inches of trees here ... in 10 years
they would outgrow the building and you won't be able
to move around with cars and stuff." Well this man
took it upon himself to interpret the reg for me in a
way that is going to work. We are going to meet the
intent of the reg to be environmentally sensitive by
zeroscaping our whole property ... so we trade off
trees for ground cover. Now here is a guy who went out
on a limb in response to me as a guy who was out on a
limb already. It was the one bright spot in a very
tedious process.
R- Employees need to realize that problems stem not so
much from what they do as they do from how they do it.
They need to be friendly, courteous and helpful.
Development codes are important but they need to be
reasonably and realistically interpreted. All group participants
agreed. While no one argued against the legitimacy of codes,
many noted that there needs to be some flexibility in code inter-
pretation because we do not live in a"black and white world."
Reasonable interpretation of codes based on the "reality of the
situation" was desired by all.
O- I think it is important to have codes for safety and
legitimate reasons ... even for beautification and
uniformity. The point is they should be written in a
policy that is understandable to business owners. Give
us straight, reasonable answers and interpretations.
O- I think a lot of
legitimate basis.
codes don't treat
particularly if I
sary. Help me to
want me to do is
the rules and codes probably have a
Just because I don't know all the
me like I'm dumb. Educate me,
question whether something is neces-
understand ... tell me why what you
reasonable.
O- Codes need to be reasonably interpreted and realistic-
ally interpreted. If codes say you can't do something
that I think is reasonable then explain to me why I
can't do it so I can understand it ... so it is
reasonable to me. Don't just tell me, "Because the
code says so."
O- I guess what I plead for is somebody with the authority
to make an interpretation that is reasonable under the
circumstances. We wanted a balcony in the back of our
church, but it says in the state statues or the city
statutes that if you have something that is available
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for the public, it must be accessible for handicapped
persons. We were going to put the choir up there and
not general seating, so we've got to put a wheelchair
lift in there, $15,000 worth of wheelchair lift. Only
the wheelchair and the person standing next to them (an
ambulatory person) can ride that thing. They are the
only ones allowed. There is not one person in our
congregation that rides a wheelchair. And if someone
comes along and wants to become a member so they can
sing in our choir, I'l1 piggyback them up the stairs
myself. I mean it's absolutely preposterous when you
think about it ... what's the first thing they shut
down in case of fire? So how is this person going to
get back down to where it is safe? We wanted to have
two surplus rooms on the side of this balcony and you
could access them through a door and use them for
storage or whatever. The most recent interpretation
we've had now is when somebody said to us, "What are
you going to use those two rooms for?" I said,
"Storage or something like that." "Are the doors big
enough for people to get through?" "Yes." "Well, a
wheelchair lift isn't going to do it. Now you have to
have a full size elevator to haul 6 or 8 people up at
the same time, in case they want to go in those 2
rooms." Now I think this is preposterous and there
should be somebody along the line who if in his heart
agrees with me has the authority to say, "Forget it."
O- I think the city sees things in black and white only.
We all know this is a grey world we live in. I'm sorry
to admit it but I'm happy to know there are problems in
the house of the Lord too ... at least there is no dis-
crimination against businesses in the way codes are
applied.
O- Clearwater has a lot of small businesses and there is
nothing wrong with that ... small business is fast
becoming the backbone of America. We are talking about
small businesses who are struggling in many cases to
put everything together so they can open. We've got to
do something to eliminate the processes and rules that
cost so much and are unreasonable ... we need to
minimize cost to businesses and as a result maximize
benefits to the welfare of the City.
R- There needs to be some flexibility in the development
codes. There are a lot of different communities here
with different needs. You have the beach community,
the downtown community and the Countryside community.
Each of these should be conducted in a separate way.
There needs to be some flexibility in code interpreta-
tion based on the reality of the individual situation.
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Code interpretations constantly change in Clearwater. All
group participants agreed that there was no consistency in code
interpretation from one Clearwater employee to another. Many
noted that this lack of consistency is very problematic for
businesses because it renders code compliance difficult and can
result in "unnecessary additional cost. Many expressed strong
frustration with the "constantly changing rules at different
points in the process." All expressed a strong desire for a
simpler system in which they are "told what all the rules are up-
front, without changes down the line."
0- Well if you have a set of guidelines, one would think
that everyone working in the department would under-
stand them and interpret them the same way. If you've
got six people employed in the department, you could
have potentially six different interpretations. I've
seen that happen.
R- On Monday one guy says something and on Thursday some-
body else says something almost directly opposite to it
... and the business owner is caught in the middle. He
has already spent time and money on what the first guy
said and now he has to go spend more time and money on
what the second guy said. It's never ending.
O- We need consistency from one employee to another in
code interpretation.
O- When you ask the same question to two different
employees you should be able to get the same answer
from both.
O- Depending on who you talk to at city hall, depends on
what kind of answer you get for the question.
Different people ... different answers.
0- That's where the real problem lies ... no one knows
what the real answer is and so you can't get a straight
answer on how to comply. Even if you get an answer you
can't count on it because someone will come along down
the line and change it.
O- I know that the architect I hired for my project was
down there on a number of occasions when his jaw
dropped open as he heard the interpretation of things.
Now this guy has been in business for a long time and
he was blindsided any number of times by an interpre-
tation he'd never heard before. Problem is the busi-
ness owner is stuck with these changing interpretations
and must comply. If you try to fight it or argue, it
costs you more money to change it ... and more delays.
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R- Clearwater central permitting is not user friendly.
You submit a plan and it goes through review by the
city bigwigs and you get a permit. They might make a
few minor adjustments but then they sign off and you go
into construction. Then you get a building inspector
that has never seen the plans who becomes a little
dictator out there and says, "Oh no you've got to do
this and that." So you call up the building director
and say, "You guys reviewed the plans ... why are your
inspectors coming back and saying now we've got to do
this?" Well, you can't even get the building director
to return a phone call and then you ask to speak to
someone under him but they are afraid to make a
decision. So you're stuck dealing with the inspector
and there is nothing you can do about it. It causes
like a two month delay on the littlest tiniest job.
They come in at the last second and say you've got to
tear the walls out ... you've got to put this many more
outlets in. So you do it. Then they come back when
the project is all finished and say, "Oh, you've got to
raise all the counters up ... they forgot to tell you
that." It's all a matter of interpretation. If
inspectors are going to have so much say so then put
them in charge of the initial review and make them sign
off. This situation is very unique to Clearwater.
Pinellas Park is the easiest place to do business. You
can talk to anybody down there and they will tell you
what to do. It doesn't change the next day. This is
exactly the way Clearwater needs to be.
O- It's like a crapshoot dealing with the City ... you
just don't know what they are going to come up with
next. Instead of making a simple drawing that would
have been $500, it cost me $2,200 for drawings.
Instead of leaving the electrical the same as it was
for the previous owner, the City said it had to be
completely revamped ... a job that should have been
about $2,000 ended up to be $7,500. That's because
different city workers keep changing their interpreta-
tion of the codes at different points throughout the
process. All these things really add up. You've got
to have a constant ... they've got to start telling you
what you need to do up-front and stop changing their
minds down the line.
K- The problem is you don't have clear guidelines. I'm
very simple ... tell me what to do and I'll do it ...
tell me I can't do it and I won't do it. But don't
lead me to believe I can do something then have me
stepped on when I get to a process point when I've
spent my client's money.
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O- The City defines the rules and knows what they are ...
we have to comply with the rules. Tell me what they
are up-front and I will comply, but don't keep changing
the rules on me down the road.
R- Just tell me up-front what I need to do ... tell me
what the criteria are and don't keep changing the rules
on me.
City employees do not make decisions and coiamit to them.
Many group participants expressed frustration at city employee
reluctance to make decisions and commit to them "early on so
businesses could move forward." Several suggested the reluctance
to commit to decisions was a natural outgrowth of a government
culture which promotes "cover your ass" behavior. Many group
participants noted a sense of being shuffled from department to
department while attempting to get decisions made. All agreed
there needs to be some central authority who will "make decisions
and stand behind them," at both the policy level and the opera-
tional level.
K- It's not just deal reasonably with business, it's deal
period. Somebody has got to make a decision and say
something except "Well, we will table this for the next
commission workshop or the next three months."
Business can't afford that and neither can the City.
R- They've got to start making some decisions and commit
to them. It drives you crazy when on Tuesday they tell
you your plan is okay and then the next week they have
something new for you to do on your plan. It just
keeps changing and changing. It's a moving target that
is very costly to businesses ... both time and money.
O- Decisions need to be made on the spot without saying,
"Well, we'll have to think about it for two or three
weeks."
O- Employees won't stand behind their decisions. You'll
be talking with someone and they'll make a decision
that affects your business and they won't even give you
their name. That offends me. They're trying to cover
their ass in case someone else comes along and make a
different decision. I'm trying to get a decision
commitment so I can move on.
K- You can't get anybody to sign anything down there.
Here's what I want to do. All I want is your signature
on this piece of paper so when I come in next week you
will still have the same opinion.
R- The big problem is with the government.
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They won't
make a decision because they just want to cover their
ass. They are not willing to accept responsibility for
their words or their actions.
0- If you talk to one department and ask a question they
say, "That's not my department, you need to call so and
so." So you call so and so and they say, "No, that
goes back to ..." This happens a lot more than it
should.
R- You have all these different departments trying to tell
you what to do and oftentimes telling you contradictory
things to do. Getting through it all is like trying to
push a piece of cooked spaghetti up the stairs. They
need a person in charge who brings everything together
and can make decisions so you can move on.
O- There is no clear focused point where I can talk to
somebody and be sure that's the way it's going to be.
R- I'd like to see a manager in every department that
says, "Yes, I'm going to stand behind what I say."
This is what needs to be done.
K- You need a decision maker in charge. Someone from who
you can get definitive answers. You may not like all
the answers you get but at least you're going to get an
answer that you can count on ... and then you move on
down the road.
Time is important to businesses, but not to the City. All
participants agreed that "time is of the essence" to them in
trying to establish a business and delays in the City's response
are very costly in terms of anxiety and dollars. Several group
members suggested that city employees have no concept of what
time means to businesses. One business owner suggested that
cross-training employees in "simple tasks" would improve the
City's occupational licensing response time.
O- We want to get the business open ... we want to get
everything in line because the quicker we get the doors
open that's when we start making our profits and paying
our debt ... so you can't sit around and wait. You
need fast response from the City.
K- Time doesn't mean anything to the City. They don't
have any concept of what it costs when you punt
something for two weeks or months. They don't have any
idea.
O- I called the CRT and got an answering machine. I left
a message on the answering machine and got a callback 9
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days later. If I'm in violation, I've got a 9 day
violation in that instance.
O- It took three weeks for us to get our license from the
City. We are still wondering if they sent it by
carrier pigeon: I had to call three times and each
time I was told "it's in the mail." Three weeks later
it finally shows up. In the meantime we were frantic.
We didn't have a license on the wall and we were trying
to operate. "Are we going to get busted or fined?
What's going to happen if we're caught?"
O- I sent some plans up there and it usually takes about 7
to 10 working days to get a response. I was told that
since they were backed up it was going to be 21 to 28
working days. That's not a month to a business person
... it's a month and a half. And I was paying $3,000 a
month at the location. I said, "That's going to cost
me a fortune!" The response was like too bad, there is
nothing we can do about it. They just didn't care
about the impact of the delay to me.
O- It's not my fault the city employees get backed up and
are slow to respond. If you come into my restaurant
and want a pizza or a plate of pasta it usually takes
15 minutes to be served. I can't tell you, "I'm sorry
... I'm backed up and it will take 4 hours." You're
not going to stay there ... you are going to walk out.
So I have to plan to make sure it's going to be served
in 15 minutes. I don't know what the solution is for
the City but they need to do something to get response
time minimized.
0- I think they need to cross-train their employees in the
licensing department for simple tasks. That would help
a lot and cut down on some hard feelings. Al1 I wanted
to do was change the address of our existing business
license because we relocated. I saw the receptionist
five times ... go see this person and then go see the
receptionist and she'll direct you to the next person
... go back to the receptionist ... go see this person
... then go back to the receptionist. I mean one
person should have been able to do the whole thing. I
never understood why I had to keep going back to the
receptionist. At minimum I should have gone direct
from one person to another ... I mean they are all in
the same room.
The costs of fees, permits, licenses, deposits and delays
are a deterrent to business development in Clearwater. All group
participants agreed that the costs of ineeting City requirements
"add up and place a real burden on many businesses." Several
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suggested that the City was trying to generate revenue without
understanding the full impact such an attitude has on businesses.
Many business owners noted that the initial costs of ineeting city
requirements severely limited their ability to upgrade and
renovate their properties. Several key informant participants
noted that Clearwater requires fees "for things" other areas do
not. All seemed to agree that with respect to monetary costs
alone, Clearwater is making it "difficult to do business here and
driving businesses away."
O- When they tell you that you have to pay fees for things
you know are unnecessary it's very frustrating. They
say, "Oh, it will only cost you $200 or so." I know
that sounds like peanuts when overall you are investing
$100 -$150 thousand dollars, but all these fees keep
adding up to major bucks. It can become cost
prohibitive to do business here.
O- It's hard as a new business person because we are all
broke and we need to start making money and we keep
getting hit with all these fees and delays.
O- In addition to everything else you have to pay, utility
deposits are a real burden on new businesses.
O- We were told by the realtor and the former owner that
we'd have small deposits to pay. One of them was
$2,000. If that's small, I'm crazy. It was quite a
shocker.
O- We haven't had our gas turned on because our pool
heater is busted. Yet they keep charging us every
month $30 or $65 to send a man out to read a meter that
has not changed. That's ridiculous. they are just
trying to generate revenue ... they don't care what the
reality is.
O- I'd like to know how the heck they calculated all those
fees and deposits. It's like they make them so high so
you won't have a chance of succeeding.
O- After paying for our license and paying deposits on the
electric, the gas, the oil, the milk, the cow, the
chicken and everything else that might come across the
street in front of our motel, we can't afford to do
renovations.
0- I've had some experience building businesses in other
cities so I pretty much know what needs to be done and
approximately what it should cost. I hired a good
architect down here who was very well known in the
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city. We figured it would cost about $30,000 to
upgrade and meet the codes. It ended up costing
$60,000 ... that is $30,000 over and above what was
expected. It was all because of these small
regulations and delays imposed by the City for things
any reasonable person would know were unnecessary.
That was money that could have been better spent on
making the building look really good but instead it
went into satisfying some stupid archaic bylaws of the
City.
R- Clearwater is the only city that requires a park line.
fee for commercial development ... something like 4$.
Roger's Real Pit Barbecue on Belcher almost didn't go
into business because it cost them $16,000 just for
park lines. And they couldn't put a drive-up window in
because it would cost them another $40,000 in traffic
impact.
R- Traffic impact fees are also a problem. To build a
10,000 square foot building it costs you $26,000 in the
City of Clearwater ... and then it goes into general
revenue. It's nonsense ... it doesn't even go to solve
traffic problems. It's just a revenue generator.
K- We need to quit looking at the guy who wants to come
here as somebody you can rape to get fees out of. We
need to figure out how you can make it easier for him
and less costly for him to move here. You'l1 make it
up in the end with an increased tax base and more
vibrant economy.
R- The system for land development per se in Clearwater
stinks. For every property or acre you have to go and
see the commission and you have to spend a couple or
three months just to obtain a site. Clearwater wants a
certified site plan ... nobody else wants a certified
site plan except the city of Clearwater. This costs
money. We need to look at plans for development more
efficiently to make sure they meet the rules, the
zoning rules, the drainage rules, and this and that.
Then pat the guy on the back and thank him for bringing
his business to Clearwater. We need to make it easier
to do business here not more difficult. If not, we'll
lose out to other areas that are making it easier.
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WHAT NEEDS TO BE DONE
The City needs to be run like a business both in terms of
attitude and structure. All participants agreed. The welcoming,
customer service orientation desired by businesses has been
previously noted in this report. Several participants in each
group suggested that the structure of city operations needs to be
altered so the first contact a new business or prospective new
business has with the City is a decision-maker rather than a
lower level employee. Most seemed to feel that a"change in
structure" would maximize "first impressions."
O- The City should be run like a business ... both
attitude and structural wise. They should have
definitive goals for the short term and long term.
They should treat business people with respect and
courtesy ... and go out of their way to be helpful.
O- They need to develop an attitude of running the city
like a business from both a policy perspective and the
perspective of running city services.
O- One of the things I've noticed about the city is that
they seem to jump into things head first before think-
ing ... Harborview Center, the library system, the
police building. Not a single one of us has ever
started a business doing that ... not a successful
business. For this town to be successful they cannot
have that kind of thinking anymore. After all someone
has to pay for all that ... and a lot of it falls on
the business person in the form of fees, licenses and
taxes.
R- Employees need to be problem solvers and process
expeditors. The correct attitude would be ... you come
in and say I'd like to do this and they would say, "I
don't think you can do it that way but I think you can
do it this way."
O- When you are getting a permit or license you are in and
out to see the receptionist more than you see anyone
else. Oftentimes this person is your main contact ...
or your first contact, so it needs to be a person who
is very knowledgeable, informative and helpful ... more
so than you typically think of a receptionist as being.
Actually this person should probably not be your first
contact.
R- New businesses that know nothing about Pinellas County
and the City of Clearwater are directed to a city staff
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person ... their first involvement is with a city staff
person. That is absolutely the worst person that
should be the first contact ... someone who doesn't see
the larger picture or have any decision-making authori-
ty.
K- Businesses are oftentimes directed to central permit-
ting. I've had several out of town clients that didn't
bother to see us first. They decided to go down and do
their own thing with the City. They talked to a low
level staff person in central permitting and it scared
the hell out of them and they weren't going to do
anything in Clearwater because of it. So we had to
tell them they talked to the wrong guy and take them by
the hand and try to salvage the situation. Why they
direct people to those certain people down there is
just beyond me.
R- The first contact is often with a low level staff
person. If that person is not smiling, friendly and
welcoming then you're not going to do any business. If
that person spouts off all the rules and regulations,
you're going to be overwhelmed and not want to do any
business. What happens to somebody who wants to
relocate to Clearwater is the first thing they hear is
all the stumbling blocks. There is nobody there to
help them get started or want them. So the perception
is "we don't want you." But there are cities all over
the country and in the local area that handle things
differently. First contact should be with a decision-
maker ... an official who has some clout and authority
to say "we want you and let me help."
There needs to be more open communication between
Clearwater's leaders and businesses. Al1 participants seemed to
agree that for positive changes to take place, business owners
need direct access to and open communication with the City's
decision-makers. Decision-makers need to listen to business
owners, understand their needs and "act accordingly."
O- The City needs to know and understand what business
needs are. There needs to be some mechanism for
letting government leaders be aware of business needs
... a constant feedback procedure. This research
project we're participating in is a good start.
R- Business needs to have direct access to leadership and
decision-makers.
R- City leaders need to have direct contact with
developers and business owners ... to talk with them
one-on-one and hear what they are saying.
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K- The economic development person or other city official
should go visit every business and find out how the
City is doing. They did it in Largo and it was the
greatest PR thing in terms of retention and caring.
The only guy that shows up in Clearwater is the
inspector and he's going to give you a ticket for some-
thing.
O- Maybe there should be a business advisory council that
meets with city officials on a periodic basis to let
the city know what is on the business community's
mind.
R- I think we need a business retention program. On a
systematic basis a city official should visit each
business starting with the biggest employers in the
municipality that could move out and work their way
down to the smaller businesses. Go spend time with
those that could move out. Just say, "How are things
going? Do you have any problems with the City? What
can we do to help out?"
R- Businesses are synergistic. Get together with groups
of businesses that are in town to figure out what the
problems are and how to make it a user friendly town.
Then implement business suggestions that make sense.
At that point business owners will start telling other
businesses to stay as well as telling others this is a
good place to do business in. This is the way to
create a foundation of building.
There needs to be an ombudsman to guide businesses through
the permitting process. Al1 business owners enthusiastically
agreed that there should be a specialized person within the
system "steering them in the right direction" and working on
their behalf to resolve problems. Several suggested that "entry
guidance" programs in the form of seminars would also be useful.
Reaction to an ombudsman was mixed among key informant partici-
pants.
O- There needs to be a person to help business out through
the red tape and help resolve legitimate problems we
are having with city services and licensing and
permitting.
O- There should be a new business ombudsman ... a person
who is paid directly to help us. A person to tell you
how to do things and what is required ... a person to
solve problems so when we stub our toe or run into a
recalcitrant clerk there is a knowledgeable person
inside the system who knows the personalities and has a
direct line to getting things cleared up.
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O- There needs to be a person in the city that knows the
system inside and out and who not only works with you
but for you ... helping you rather than looking for
problems ... a kind of ombudsman sort of person.
O- As it is now you have to fight for everything yourself.
It is like pulling teeth to get the City to correct a
mistake even when they know they are being unfair. We
took over a building that had used gas. We didn't need
gas so we had the lines capped off. It took over three
months of frustration to get the gas meter usage off
our bill. We were being charged for the gas meter that
was outside our building and disconnected! They
wouldn't remove the meter without the building owner's
permission and kept charging us until they got it.
Eventually they rebated the charges but it took three
months of hell and fighting. If we didn't pay while
waiting for the owner's permission to remove the meter,
they were going to shut down our other utilities and
effectively put us out of business. Somebody inside
the system needs to fight these battles for you and
solve ridiculous problems like this.
O- One of the things I think will be helpful to anybody
trying to start a business and getting permitting from
the City is to provide entry guidance. Right now
people just guess their way through permitting ... they
do it on a wing and a prayer.
O- Why can't they offer a three hour seminar say once a
month for new businesses or those that need to go
through the permitting process. They could have say
four officials come in and say, "Here are some of the
problems you may have and here is how to deal with
them." They could also answer questions and tell you
what you can do to get through the process.
R- There needs to be a centralized person with special
knowledge that knows the rules and process that says,
"I know this is complex for you. I'm here to walk you
through this thing. We want you here."
K- I don't think Clearwater is big enough or complex
enough that you have to have a full-fledged ombudsman
per se ... but I've been around for a long time and
know the system. It probably would be helpful for
newcomers, but I really can't judge.
The City should streamline the permitting process and make
it easier. All group participants agreed that the current
permitting process is far too cumbersome. Many noted businesses
have to bear an additional cost "to hire someone to get them
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through the process." All felt that City processes for
permitting should be fully reviewed and "archaic rules and
regulations" eliminated.
O- Everything you have to do with the City is cumbersome.
Let me tell you what I had to go through just to put a
canopy up ... engineer drawings, specifications on the
lug nuts, consideration of the tributary area,
anticipated load totals, safety factors, frame to be
fastened ... oh gee, I couldn't believe it. In the end
it cost me $2,000 more than I had estimated based on
what my engineer projected.
O- We had a canopy which we took down because the canvas
was ripped, but the structure remained. To put a
canvas back up over the existing structure, we would
have to go through engineering and pay that cost. I
said forget it ... something is wrong here. It sure
looks nice to have the structure without the canopy ...
it's making a real contribution to the beautification
of my store as well as the City: Ha!
O- I think you just feel like you are fighting City Hall
constantly ... the problem you have getting permits or
getting inspections ... the pickiness of some of the
inspections ... and just everything is so cumbersome.
It's a bad situation that needs to be made easier. I
saw a bumper sticker the other day that really hit the
nail on the head ... "It's easier to get welfare than a
building permit." That's sad, but true.
O- We have been in the process of planning this new church
for 7 years. For various reasons we were delayed from
one point in the process to another. I think it was
all 7 departments in City Hall we had to pass muster
with. I've struggled with these people for years.
Every time we have gone in, different people have shown
up and looked at our plans and we've had to change this
or that. we have changed our plans with the site
engineer alone I think about 6 times and every time it
costs us $300 for the new plan and then another month
before you get a chance to defend that. There has got
to be a better and more efficient way of doing things.
R- Most businesses that come here are small and don't have
much sophistication or knowledge about the process they
will have to go through to establish a business in
Clearwater. So they hire brokers and architects and
engineers to get them through the process and explain
everything to them.
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O- If you are building in Clearwater it is particularly
important to pick your contractor and architect not
just on quality and price but also on whether they have
been in the area and know how the infrastructure works
... someone who has a reputation for being able to wend
you through the process. Of course, you pay more for
this.
R- I think most businesses have some general knowledge of
the process before they start. What they don't know is
how restrictive it's going to be or how long it might
take and how much money it's going to cost. The first
thing you are told is you have to hire someone to help
or you are never going to get it done.
O- You should not have to pay more just to get through.
The process should be simple enough to be understand-
able to owners themselves.
O- Streamline the permitting process. You know being new
it's rather scary and very, very time consuming and
cumbersome.
R- They need to streamline the process and make it easier.
Take for example what Jim Smith did with respect to
homestead exemptions. Used to be everybody had to
apply year after year. Jim Smith said this is wrong,
because little old ladies who were sick and couldn't
get down there were losing their exemption. The
process as it was was penalizing 98$ of the people for
2� of the bad guys. So Smith made a change. Now you
apply one time for homestead exemption and you've got
it forever. It's the citizens responsibility to notify
his office of a change and if they don't Smith will
prosecute. In essence Smith made a change that told
the bad guys he will get them but at the same time made
the process easier for the good guys.
R- They've got to figure out what can be cut out of the
process that they absolutely don't have to have and get
rid of it. They need a longer view of life taking
away, for example, the park fees on commercial develop-
ment. They need a long view ... that we are going to
do better if we get these commercial developments here
than if we drive them away.
R- We don't need rules that don't make sense. When you
ask city employees why you have to do something, they
can't answer you. Give me 10 simple rules that make
sense and I'll follow them. Just give them to me.
O- Get rid of archaic rules and regulation ... make it
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easy for me to do business here.
R- The City should go through a thorough examination of
the development regulations in this town and figure out
which are the ones it really doesn't need ... that are
thorns in the side of people ... and get rid of them.
O- I think some people in Central Permitting want to be
helpful but unfortunately their hands are tied with
some of the archaic laws they have. They agree with me
on what I want to do but say I can't do it because of
the codes that they admit are ridiculous. You can't
run a place like that ... I wouldn't run my business
like that. If I had problems that presented barriers
to my customers, I'd straighten them out. The City
should do the same.
O- We need some type of business review committee to
review on a periodic basis the City codes ... which
ones should apply ... which ones should be antiquated
and thrown out.
O- We need to review these codes and answer why this code
exists and what was the original reason for it. We
need to determine whether or not there is a true
need for each regulation on the books. If not, throw
it out.
O- There needs to be something set up periodically to
review these things. Then antiquated rules and codes
can be thrown out because they don't make sense in
today's business world.
O- Codes and regulations should be reviewed. Those that
no longer apply from a cost effective standpoint should
be eliminated. If the cost of the regulation to a
particular business'exceeds the reality of the success
that regulation would have on it, then there is no need
for the regulation. They should take into account
costs associated with it ... what pluses do we get if
we implement the regulation, what does it cost the City
and the business, and is it worth it.
On a broader scale, the City should take a long range view
of business and eliminate departmental practices that are anti-
business. Beyond the problems identified with Central Permit-
ting, group participants seemed to feel that Clearwater engages
in some practices that make it hard for business to succeed. Of
particular concern to participants were policies and practices
related to parking, signage and trash collection.
O- Clearwater needs to stop creating mountains businesses
�
�� � �
' '. i
have to climb to start and stay in business.
R- The City needs to take a look at all departments and
how their policies may be effecting business develop-
ment. For example, when Sid Klein's department gives
$15 parking tickets at 10 minutes to 6 on Friday night,
that hurts people coming downtown and it hurts
business.
O- Get rid of parking meters downtown ... it's keeping
people away from the area and hurting business.
O- God forbid you want to put a sign on your business to
advertise it to let anybody know you are here!
K- Signage criteria are a big concern of all my tenants.
Clearwater's signage ordinances are the worst I've ever
heard.
R- I think the signage changes have helped the City as far
as looks go ... aesthetic. But it has hurt businesses
and the people trying to find and locate them.
R- Signage is a real problem for the small business
person. Everyone knows where the massive retailers and
food organizations are and their signs are adequate.
But how about the small little business guy who really
doesn't have name recognition and who wants to be
found. It's very difficult for the small business
person ... more than it is for Arby's or Firestone.
R- One of the biggest complaints I hear from businesses is
the cost of removing trash. It's their highest
utility. The City has a monopoly. Even if you tried
to reduce your volume and went to a compactor, you'd
have to go to an outside vendor and still pay a fee to
the City. It's just charge upon charge that drives
businesses crazy.
R- The City of Clearwater is the only place I know where
you can't get competitive prices on trash removal.
They have a monopoly and aren't going to let it go
because it's pure and simple a revenue generator.
R- It's a fair point then to say that if other municipali-
ties aren't doing it, that's a reason for somebody to
pick someplace other than Clearwater. Perhaps this is
another impediment to business that needs to be
reviewed in terms of long range goals ... another
impediment to get rid of.
- 29 -
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1996 NEW/EXPANDED/RELOCATED BUSINESS SURVEY
Prepared For:
City Manager's Office
City of Clearwater
Prepared By:
Bordner Research, Inc
2535 Landmark Drive, Suite 109
Clearwater, FL 34621
(813) 797-6552
December 1996
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BACKGROUND
As part of its efforts to fully understand business perceptions
of Clearwater as a place to do business, the City of Clearwater
commissioned Bordner Research to conduct a scientifically-valid
research study of businesses that had started new, expanded or
relocated in the City within the past year. A random sample of
124 businesses meeting these criteria were surveyed during the
first three weeks of November 1996. The sampling frame was based
on City records of utility activations within the past year.
Only these businesses that occupy commercial space were included
in the sample. To ensure quality data all respondents were
business owners or senior managers who had direct responsibility
for starting, expanding or relocating their respective businesses
in Clearwater.
The overall objectives of the research were:
- To determine the reasons behind the selection of
Clearwater as a business location;
- To determine new and/or expanding business perceptions
of Clearwater itself;
- To determine new and/or expanding business perceptions
and understanding of the entire process involved in
establishing a business in Clearwater;
- To determine "problem" areas in the process and make
recommendations for improvement;
- To determine overall satisfaction with the City's
business practices;
- To quantify the findings of previously conducted focus
groups.
All data were coded and verified prior to computer processing.
Data presentation is in the form of banner tables which provide
findings for the sample as a whole as well as subgroup breakouts
based on class, type of business, size and location. Caution
should be exercised in the interpretation of some subgroup data
due to small sample sizes. For the purposes of research a small
business was defined as one with less than 5 full time employees,
a medium business was defined as having 5 to 49 full time
employees and a large business as having 50 or more full time
employees. Tables with an asterisk(*) beside the table number
indicate questions which permitted more than one answer and
consequently column percentage do not total 100 percent.
�c��
�� � �
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FINDINGS
Selection of Clearwater As Business Location
Respondents were read a list of factors that might influence the
decision to do business in Clearwater and asked to identify how
important each was in their decision to do business here, using a
scale of 1 to 10 with 10 being very important.
IMPORTANCE IN SELECTION DECISION
Nice place to live
Population demographics
Climate/weather
Safe environment
Right size (not too small or large)
Cost of living compared to elsewhere
Natural beauty/beach
Cost labor pool compared to elsewhere
Percent
Rate 10
41.9
31.5
35.5
27.4
21.8
16.9
30.6
12.9
Mean
Score
- The perception of Clearwater as a nice place to live
was a strong influence upon the decisions to do
business here, with two-thirds (66.9�) rating the
"asset" 8 or above.
- A majority of business owners rated population demo-
graphics (53.2$) and climate/weather (54.0$) 8 or
above.
7.5
6.9
6.3
6.3
6.3
6.2
5.6
5.1
- With the exception of cost of labor pool (rated 8 or
above by 29.0$), over forty percent rated all other
factors about which they were queried as important
influences upon their decision to locate their business
in Clearwater.
- Generally, climate/weather and natural beauty/beach
were more important to those businesses located on the
beach than those located elsewhere in Clearwater.
- Established residence in the area
slightly less than forty percent
owners as another influence upon
location decision.
- 32 -
�� � �
• •. i
was identified by
(37.1�) of business
their business
Approximately two in five business owners (38.7$) had
seriously considered cities other than Clearwater for
their business location. Expanding businesses were
less likely than new and relocating businesses to have
made such a consideration.
Among those that considered other cities, over three-
fourths (77.1�) said they considered other cities in
the local area.
- 33 -
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Economic Development Attitudes
- Three in five business owners (62.1$) agreed that
Clearwater is lagging behind other cities such as St.
Petersburg and Tampa in business development, with over
one-fourth (26.6$) expressing strong agreement.
Businesses located downtown and on the beach were more
likely than those located elsewhere in the city to
express strong agreement on this issue.
- An overwhelming majority (94.3$) agreed that Clearwater
needs strong business-oriented leadership from elected
officials and top city managers if it is to move
forward, with two-thirds (67.7�) strongly agreeing.
- Nine in ten business owners (90.3$) agreed that in
addition to focusing efforts on the economic
development of Clearwater itself, the City should be-
come actively involved with other cities in promoting
economic development of the Tampa Bay Region.
Strongest agreement on this issue was expressed by
those in restaurant/food businesses.
- Sixty-one percent (61.3�) agreed that many businesses
that come to Clearwater are undercapitalized. One-
fourth (25.0$) of the business owners did not express
an opinion on this issue.
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- 49 -
Perceptions of Clearwater As A Business Friendlv City
- A majority (56.5�) of business owners thought
Clearwater was business friendly. Service businesses
and those located in the Countryside area were more
likely than their respective counterparts to hold this
opinion.
- Perceptions of business friendliness were largely based
on the following: I have had no problems with the City
(37.1$), city employees are helpful (34.3�) and city
employees are friendly/polite (22.9$).
- Two in five business owners (41.9�) thought Clearwater
was not business friendly. Interestingly, businesses
that had expanded within the past year were more likely
than new and relocating businesses to express this
opinion. ,
- Major reasons cited for perceptions of unfriendliness
were too many rules and regulations/red tape (38.5g),
restrictive sign ordinances (21.2$), anti-business
attitude (15.4$), city employees not cooperative
(15.4$), lack of strong leadership (11.5$), abuse of
authority by city employees (11.5�), permitting process
problems (11.5$) and too many costs/fees (11.5�).
- When asked what should be done to make Clearwater more
business friendly, business owners offered a variety of
suggestions. Key suggestions included get a pro
business attitude (16.9�), streamline the permitting
process (12.9g), relax sign ordinances (12.9$), con-
sistency in code interpretation (11.3�), revise/elimin-
ate archaic codes (11.3�), and implement a development
plan (11.3g).
- Of the 37.9 percent of business owners who made
additional comments at the conclusion of their inter-
view over thirty percent (31.9�) said, "Clearwater
needs to be more business friendly."
- A majority (56.4$) of business owners agreed that while
establishing their business in Clearwater they
sometimes felt the City was working against them rather
than with them.
- Over sixty percent (62.9�) agreed that sometimes they
think the City is more interested in generating revenue
through fees and fines than in helping businesses get
established and succeed, with forty percent (39.5�)
expressing strong agreement.
- 50 -
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- -. .
- Further, a substantial majority (85.5�) agreed that
there needs to be a change in attitude among city
employees from one that thinks of businesses as
entities to be regulated and ignored to one that thinks
of businesses as customers that need to be helped and
served. Almost one-half (48.4g) of business owners
expressed strong agreement on the need for a change in
attitude.
- Almost all (98.4$) agreed that City codes and rules
should be reasonable and make sense in light of their
impact on business and economic development, with a
majority (56.5�) in strong agreement with this issue.
- Four in five business owners (80.6�) agreed that many
of the problems one might encounter in starting or
expanding a business in Clearwater are not unique to
Clearwater but rather are found in most other cities.
- 51 -
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Attitudes Toward The Buildinq Process
- Slightly less than thirty percent (28.2�) of the
business owners stated they knew nothing or very little
about the process they would need to go through to meet
City standards, regulations and codes prior to actually
engaging in the process. Another thirty percent
(29.8�) said they fully understood the process and what
they would need to do. The remainder (41.9�) indicated
they had general knowledge of the process but were un-
familiar with the details.
- Exactly one-half (50.0�) of the business owners stated
that there were certain points in the process they
found to be especially problematic and/or troublesome.
- Major problem areas identified were process time
consuming/slow (30.6�), occupational licensing slow
(17.7g), restrictive sign ordinances (17.7�), lack of
process guidance (14.5�), grand opening sign rules
(12.9$), too many rules and regulations (12.9$) and
zoning changes hard/slow (11.3�).
- While an overwhelming majority (95.9$) of business
owners think it is important for the City to have codes
and rules regarding commercial construction and land
use, only one-half (50.8�) agreed that Clearwater
commercial building codes, rules and regulations are
clearcut and not subject to widely varying interpre-
tation.
- Four in ten business owners (40.3�) agreed that when
starting, expanding or relocating their business in
Clearwater they often felt they were shuffled from
department to department with no employee willing to
make a decision.
- Almost all (98.4�) agreed they want to be told upfront
what they need to do to comply with City codes and
regulations ... that they want City employees to commit
to their decisions early on and not change the require-
ments later on down the road.
- An overwhelming majority (96.8�) also agreed that City
employees need to realize that delays in permitting and
approvals are very costly to business, with a majority
(57.3�) expressing strong agreement on this issue.
- An overwhelming majority (95.2$) agreed that the City
should provide potential new businesses with detailed
printed material that fully explains the regulations,
procedures and processes businesses will need to go
..
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. .. �
through to establish a business in Clearwater.
- Many (82.2�) also agreed that the City should have a
special person assigned to guide businesses through the
process of starting or expanding a business in
Clearwater.
- 67 -
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_ 78 _
Perceptions of CitY Employees
- Three-fourths of business owners (76.6�) agreed that
most City employees they have dealt with are knowledge-
able and well-informed. One in five (20.2$) disagreed.
- Two-thirds (66.9$) agreed that their telephone calls to
city personnel are usually returned promptly. One in
five (20.2$) disagreed.
- Slightly over sixty percent (61.3$) of business owners
agreed that when asking different city employees the
same question, they generally get the same answer.
Slightly over thirty percent (31.5�) disagreed.
- 79 -
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— 82 —
Overall Satisfaction
- Nearly seven in ten business owners (69.4$) stated that
overall they were satisfied with the City's business
practices, with less than ten percent (8.1�) indicating
they were very satisfied. Thirty percent (29.9$)
indicated they were dissatisfied.
- Based on their experiences so far, approximately thirty
percent (28.2�) of business owners stated they would
not expand or relocate a business within the city
limits of Clearwater.
- Among those not willing to expand or relocate in Clear-
water major reasons offered were: Clearwater is not
proactive in development (28.6�), there are too many
rules and regulations (25.7$), City has an anti-
business attitude (20.2�), needed demographics
elsewhere (20.0$) and there are less restrictive rules
elsewhere (17.1�).
- 83 -
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-86-
Sample Characteristics
- A slight majority (54.8�) had owned and operated a
business in another area prior to establishing their
business in Clearwater.
- Over eighty percent (83.9�) of the businesses surveyed
were not part of a chain. Businesses located on US 19
were slightly more likely than those located in other
areas to be part of a chain.
- Medium number of full time employees was 3.4
- One-half (50.8�) of the sample did not employ any part
time help. An additional 29.0 percent employed one or
two part timers.
- Median number of total employees was 4.3.
- Seven in ten (70.2$) business owners included in the
sample housed their business in commercial space that
was rented or leased.
- Average size of commercial office space utilized was
3,309.2 square feet. Median commercial space utilized
was 2,000 square feet.
- Sixty percent (60.0$) of the seventy new businesses in
the sample were started from scratch rather than
purchases of existing businesses.
Generally, retail and service new businesses were more
likely to have started from scratch than other types of
businesses.
- Almost three-fourths (73.0�) of the relocated
businesses included in the sample relocated within
Clearwater from one location to another as opposed to
relocating from elsewhere to Clearwater.
Business class:
Type of business:
Size of business:
New
Expanded
Relocated
Retail
Service
Food
Other
Small
Medium
Large
�:3►�
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56.5$
13.7$
29.8�
33.1�
38.7�
18.5%
9.7$
68.5�
27.5$
4.0�
- Location: Beach 12.9$
Downtown 36.3�
Countryside 12.9$
US 19 11.3$
Other 26.6�
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1996 BUSINESS RETENTION SURVEY
Prepared For:
City Manager's Office
City of Clearwater
Prepared By:
Bordner Research, Inc.
2535 Landmark Drive, Suite 109
Clearwater, FL 34621
(813) 797-6552
December 1996
- 94 -
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- -. .
BACKGROUND
As part of its efforts to fully understand business perceptions
of Clearwater as a place to do business, the City of Clearwater
commissioned Bordner Research to conduct a scientifically-valid
research study of businesses that had been operating in Clear-
water for three years or more. A total of 105 randomly selected
established businesses were surveyed during the second two weeks
of November 1996. The sampling frame was based on City occupa-
tional license records. Only those businesses that occupy
commercial office space were included in the sample. In-home
businesses were not surveyed. Al1 respondents were business
owners.
The overall objectives of the research were:
- To determine the importance of various factors upon
decisions to locate a business in Clearwater;
- To determine established business perceptions of Clear-
water as a place to do business, especially those related
to economic development and business friendliness;
- To determine overall satisfaction with City services and
the likelihood of business retention.
All data were coded and verified prior to computer processing.
Data presentation is in the form of banner tables which provide
findings for the sample as a whole as well as subgroup breakouts
for years in business, type of business, size and location.
Caution should be exercised in the interpretation of some sub-
group data due to small sample sizes. For the purposes of
research a small business was defined as one with less than 5
full time employees, a medium business was defined as having 5 to
49 full time employees, and a,large business as having 50 or more
full time employees. Tables with an asterisk (*) beside the
table number indicate questions which permitted multiple response
and consequently column percentages do not total 100 percent.
- 95 -
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FINDINGS
Selection of Clearwater As a Business Location
Respondents were read a list of factors that might be considered
in the decision to locate a business in Clearwater and asked to
identify how important of an influence each might be in the
location decision-making process, using a scale of 1 to 10 with 1
being not important at all and 10 being very important.
IMPORTANCE IN SELECTION DECISION
Nice place to live
Climate/weather
Natural beauty/beach
Safe environment
Population demographics
Cost of living compared to elsewhere
Right size (not too large or small)
Cost labor pool compared to elsewhere
PERCENT
R.ATE 10
41.0
49.5
46.7
30.5
21.9
18.1
20.0
11.4
MEAN
SCORE
8.3
8.2
8.0
8.0
7.4
7.4
7.2
6.6
- The perception of Clearwater as a nice place to live
was seen as a prime influencer on the decision to
locate a business here, with over three-fourths (78.2�5)
rating this "asset" 8 or above.
- Approximately seven in ten business owners rated
climate/weather (74.3�), natural beauty/beach (73.4�)
and safe environment (69.5$) 8 or better. As expected,
businesses located on the beach tended to give slightly
higher ratings of importance to natural beauty/beach
than businesses located elsewhere in the City.
- With the exception of cost of labor pool (rated 8 or
above by 35.2�), a majority of business owners rated
all other factors about which they were queried as
important influencers in the business location
decision.
- Four in five business owners (81.0$) were unable to
think of any other features of Clearwater that might be
a draw to businesses. However, the data do suggest
that Clearwater's good infrastructure and its central-
ized location in Tampa Bay may be positive influencers.
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Economic Development Attitudes
- Less than one-half (45.7�) of business owners thought
that Clearwater's overall business environment was
better than average compared to other cities. Slightly
over one-fourth (26.7�) said Clearwater's overall
business environment was average, and 27.6 percent felt
it was below average.
- A majority (56.2�) of business owners agreed that
Clearwater was lagging behind other local cities such
as St. Petersburg and Tampa in business development.
Businesses located on the beach were most likely to
express strong agreement on this issue.
- Almost all business owners (97.2�) agreed that
Clearwater needs strong business-oriented leadership
from elected officials and top city managers if it is
to move forward, with a majority (54.3$) strongly
agreeing.
- Nine in ten business owners (91.4�) agreed that in
addition to focusing efforts on the economic develop-
ment of Clearwater itself, the City should become
actively involved with other cities in promoting the
economic development of the Tampa Bay Region.
- When asked specifically what needs to be done or
changed to enhance business development in Clearwater,
business owners offered a variety of suggestions.
Major responses were as follows: be more business
friendly (23.8$), renovate downtown and beach (22.9$),
less restrictive rules and regulations (17.1�) and
continue growth/road improvements (15.2�)
- Many of these same suggestions were reiterated by
respondents at the conclusion of the interview. Of the
30.5 percent of respondents who made additional com-
ments, most frequently cited comments were Clearwater
needs stronger business-oriented leaders (37.5$), the
City needs to be more business friendly (34.4�),
downtown and the beach need to be redeveloped/beauti-
fied (21.9�), there needs to be fewer restrictive codes
and regulations (18.8�) and Clearwater needs to
implement a development plan (15.6�).
- Three-fourths (75.2$) of business owners stated there
was a sufficiently large qualified labor pool in the
area to meet their employment needs. Businesses
located in the Countryside area tended to be less
likely to hold this opinion than businesses located in
other areas of Clearwater.
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- 114 -
Perceptions Of Clearwater As A Business Friendly City
- Seven in ten business owners (73.3�) agreed that
Clearwater is business friendly. One-fourth (26.7$)
thought the City is not business friendly.
- Seven in ten business owners (70.5�) also thought the
City needs to make some changes or improvements in
order to make it easier to do business in Clearwater.
- Major changes/improvements suggested were less
restrictive sign and ordinances (23.0�), less anti-
business attitude (20.3�), lower fee and costs (17.6�),
promote tourism (16.2$), less restrictive rules and
regulations (13.5�) and redevelop downtown (10.8�).
- While most (91.5$) of business owners agreed that it is
important for the City to have codes and rules regard-
ing commercial construction and land use, virtually all
(100.0$) agreed that City codes and rules should be
reasonable and make sense in light of their impact on
business and economic development.
- 115 -
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Perceptions of Citv Emplovees
- Seven in ten business owners (69.5$) agreed that most
City employees they have dealt with are knowledgeable
and well-informed. One in five (21.9$) disagreed.
- Two-thirds (68.5�) agreed that their telephone calls to
city personnel are usually returned promptly. Slightly
less than twenty percent (18.1$) disagreed.
- A slight majority (53.3$) of business owners agreed
that when asking different City employees the same
question, they generally get the same answer. Thirty
percent (30.5�) disagreed.
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-125 -
Overall Satisfaction
- Approximately three-fourths (74.2$) of business owners
stated that overall they were satisfied with the
services their business receives from the City of
Clearwater. Those who had been in business ten years
or less were more likely to express dissatisfaction
than those who had been in business longer.
- Among the 26.7 percent of owners that were dissatis-
fied, major reasons offered were too many rules and
regulations (48.1�), lack of pro business orientation
(37.0$), restrictive sign ordinances (22.2�), fees too
high (14.8�), inefficient operations/slow (14.8$),
inconsistent code interpretation (11.1�), and high
taxes (11.1$).
- Based on their experiences so far, three in ten
business owners (30.5$) said they would not expand or
relocate a business within the city limits of Clear-
water.
- Among those not willing to expand or relocate in Clear-
water, major reasons offered were anti-business
attitude (37.5�), too many rules and regulations
(21.9�), taxes too high/scientologists (18.8�), needed
demographics elsewhere (18.8$), city deteriorating/not
growing (15.6�), restrictive sign ordinances (12.5�),
and fees/licenses too high (12.5�).
- 126 -
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Sample Characteristics
Average number of years in business in Clearwater was
15.1. Median number of years was 12.0.
Nine in ten (91.4�) of the businesses surveyed were not
part of a chain.
- Three in five business owners (58.1$) housed their
businesses in commercial space that was rented or
leased. Businesses that had been in business 11 years
or longer and/or were located on the beach were more
likely than their respective counterparts to own
commercial space.
- Median number of full time employees was 2.9.
- Two in five (41.0�) did not employ any part time help.
An additional 28.0 percent employed one or two part
timers.
Median number of total employees was 4.0.
Type of business:
Size of business:
Retail
Service
Food
Other
Small
Medium
Large
41.9�
37.1�
10.5�
10.5�
72.4�
24.8$
2.8�
Location: Beach 14.3$
Downtown 34.3�
Countryside 8.6�
US 19 7.6�
Other 35.2$
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CONCLUSION
Clearwater has a number of assets which are a draw to businesses
to locate here. It also has a number of policies and practices
that are perceived by business owners as "anti-business" and con-
sequently are deterrents to business development. While many of
the problems identified in the research are not unique to Clear-
water, to the extent they can be reduced or eliminated Clear-
water is better off. Clearwater needs to review its business
practices and do what it can to enhance the perceptions of and
reality of its business friendliness. To meet this objective
Bordner Research makes the following recommendations.
1. Construct a plan for economic development/
redevelopment and proactively implement it.
- Capitalize on the assets that are a draw to
businesses identified in the research in your
economic development and promotional efforts.
- Consider the use of incentive programs to draw
businesses to the deteriorating areas of the City,
especially downtown and the beach.
- Develop a target market by deciding what types and
mix of businesses the City wants to attract.
- Recognize that while currently Clearwater seems to
be primarily attracting small to mid-sized, entre-
prenueral, service and retail businesses, all
business are "fair game."
- Become actively involved with other cities in pro-
moting the economic development of the Tampa Bay
Region, as well. as Clearwater itself.
2. Instill in all employees a customer service orienta-
tion.
- Stress to employees that to business owners they
come into contact with, they "are not merely an
employee of the City but rather they are the
City."
- Recognize that many problems arise not so much
from what employees do, but rather from how they
do it.
- Clearly define and set customer service perfor-
mance expectations for employees with regard to
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3.
4.
courtesy, helpfulness and promptness of response.
- Make sure that knowledgeable, customer service
oriented employees are in all key contact posi-
tions (from department heads to receptionists to
CRT's to inspectors).
Streamline the permitting process.
- Review and revise
permitting process
sponsive.
current procedures to render the
less cumbersome and more re-
Pay particular attention to reducing delays that
are perceived as so costly to business.
Restructure the process to avoid "shuffling"
businesses from department to department.
- Attempt to maximize first impressions by designa-
ting someone with decision-making authority to be
the "first contact" point.
- Restructure the process such that all relevant
decisions regarding codes are made early in the
process. Make decisions and commit to them up-
front .
- Develop detailed printed materials that fully ex-
plain the major regulations, procedures and
processes business will need to go through to
establish a business in Clearwater.
- Designate a special person to provide "entry
guidance and assist businesses through the
process if problems arise.
Review all codes, ordinances and regulations.
Eliminate "archaic codes" which are unnecessary.
Review sign ordinances in light of their perceived
negative impact upon businesses.
- Consider the changes other local cities are
making/have made and respond appropriately where
feasible.
- Make sure revised codes, ordinances and regula-
tions are clearcut to avoid inconsistency in
interpretation.
- 135 -
� �
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- Make sure codes, ordinances and regulations are
"reasonable" and that employees understand the
reasons behind them.
5. On a broader scale, instruct each City Department to
review its procedures and practices in relation to
possible negative impact upon business.
- Change practices that are likely to be perceived
as "anti-business."
- Pay particular attention to issues related to
parking, safety, utilities and dumpster placement.
6. Develop and implement mechanisms which permit open,
continuous and direct communication between city
leaders and businesses.
- Establish periodic business forums.
- Visit or call businesses in a systematic fashion
to see how they are doing and how they can be
better served by the City.
- Continue funding periodic research programs.
- Devise and implement a communication strategy to
inform business that you have "listened to them"
and the actions you are taking in response. Make
a concerted effort to get feature stories in the
local mass media. Utilize C-View to full advan-
tage.
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