TO LISTEN AND TO ACT - STRATEGIC FRAMEWORK FOR ECONOMIC DEVELOPMENT
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TO LISTEN
AND
TO ACT
Strategic Framework
for Economic Development
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TO LISTEN AND TO ACT
In 1996 the Clearwater City Commission declared Economic
Development to be one of its three main goals, along with public safety
and tourism.
The Commission and City Manager recognized that Clearwater can no
longer count on private development forces alone to provide the impetus
for investment and job creation. Rather, the City needs to marshall its
forces in unprecedented ways to provide an environment welcoming to
redevelopment and new investment.
The critical elements of developing our new efforts are listening to our
clients and acting responsibly and aggressively. The time is right. The
time is now.
A team of City employees, along with the President of the Greater
Clearwater Chamber of Commerce, have crafted a strategic framework
for doing Economic Development in Clearwater. The variety of
viewpoints and the inclusion of managers from an assortment of
disciplines enabled us to forge a framework that builds on the assets
each brought to the process.
Four critical components emerged from this process:
1. Mission, Vision and Values statements that are enduring and compel
us to listen and to act.
2. A strategic framework that provides us with specific direction in
which to act.
3. An action plan, primarily for the next six months, that firmly
establishes our capacity to act and inaugurates several key strategic
actions.
4. Regular review and revision of the action plan.
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The team operated with several overarching assumptions:
. Economic Development belongs to all city departments and to all of
our employees, as an attitude and a prism through which to look at all
our actions.
. Opportunism defines much economic development, and all of our
actions must be directed to capture good deals as they occur.
. The City must respond to the Economic Development market, and it
must use its resources to create new development markets.
. To maintain our premier place in the region and the state, Clearwater
must develop partnerships with the private sector, indeed with
everyone who believes in the prosperity of our community.
. To remedy the scatter-shot approach to economic development, we
need to set multi-year strategies with short-term action plans. At the
same time, we must use the next six months to move aggressively on
some projects and create our own Economic Development systems.
. Decisions by the Commission on several major projects will
substantially affect the directions we take on economic development
planning, e.g., the Bridge, the Bluff/Coachman Park, the Annex site
and the Lake.
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MISSION
To support Clearwater's families by fostering the growth of wealth and
value-added jobs.
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VISION
In the desired state we seek for economic development, Clearwater is a
magnet for Industries of the Mind and a premier destination for tourists
from around the world.
We attract high value jobs to complement our thriving business base.
We are a fertile ground for entrepreneurial business development.
Productive investment finds a responsive government and state-of-the-
art infrastructure.
We continue to attract regional and international visitors because of our
renowned beach and the community's abundant and varied amenities.
These visitors and our prosperous community combine to attract both
unique specialty shopping and the best anchor stores.
We constantly renew ourselves in a rapidly changing economy. We are
a healthy community, and everyone has the opportunity to prosper. The
beach and our downtown have led the continual redevelopment that has
made Clearwater into a model for a thriving, nurturing and exciting city.
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VALUES
WORLD-CLASS QUALITY
Initiate and improve all programs, processes and projects to create an
economic development climate specific to Clearwater that is
unsurpassed.
MARKET SENSITIVITY
Respond to and create diverse markets that fits Clearwater's assets,
stressing tourism, global trade and Industries of the Mind.
COMMUNITY PARTNERSHIP
Foster alliances with key stakeholders in the City and Tampa Bay to build
on Clearwater's assets and to fortify the region's competitive position.
Involve all relevant community assets, especially cultural, educational
and recreational, in creative partnerships to foster economic growth.
RESPONSIVE SERVICE
Strengthen the reality and reputation of Clearwater as a clean and safe
city in which to grow businesses and jobs. Provide premier customer
service, information and incentives for companies desiring to grow or
locate in the city.
STEWARDSHIP
Enhance and redevelop the economic and physical infrastructure of the
city to increase the desirability of Clearwater as a business location, as
well as a leading center for family living.
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STRATEGIES
1. Create a pro-business environment that welcomes productive
investment and stimulates entrepreneurial business development.
2. Encourage existing business to remain and grow through a business
contact program and infrastructure which distinguishes us from cities
with which we compete.
3. Produce an integrated delivery system for redevelopment that
combines competence and innovation with responsive regulation.
4. Undertake catalytic projects to stimulate redevelopment sections of
the city where redevelopment could enhance the prosperity of the
entire city.
5. Update the quality of tourism-related product, including
infrastructure, accommodations, retail/shopping and entertainment.
6. Implement a targeted marketing program, springing off of regional
efforts, to lure new business that build on our existing base of
technology-driven companies.
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1. Create a pro-business en-
vironment that welcomes
productive investment and
stimulates entrepreneurial
business development.
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RAPID RESPONSE
Create a Rapid Response team to move quickly on substantial
development opportunities that require multi-department collaboration.
January 31
ORGANIZATION AND STAFFING
Establish a full-service economic development team primarily through a
network of City employees.
February 15
DOWNTOWN ALLIANCE
Create the framework for a formal strategic alliance of the tax supported
organizations, with links to the other key stakeholders.
February 28
INCENTIVES
Organize and prepare a communication plan for existing federal, state
and local incentives for development and job creation.
February 28
Prepare recommendations on an innovative package of city incentives
that foster Business Development.
June 30
PERFORMANCE TRACKING AND BENCHMARKING
Collect baseline information and formulate performance measurements
for customer service and Economic Development.
February 28
Aggregate national benchmarks for Downtown and Economic
Development.
April 30
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BUSINESS ADVISORY COUNCIL
Establish an unofficial Task Force of leading business executives to
advise the City Manager and Staff on Economic Development policy and
projects.
March 31
BUSINESS FUNDING CONSORTIUM
Complete feasibility report on establishing a private/public institution to
leverage capital for development and business investment.
March 31
COMMUNICATIONS
Develop and implement a public relations program focused on economic
activities and successes.
March 31
INDUSTRIES OF THE MIND
Establish a specific strategy to attract and grow businesses which are
driven by technology and rely on people as their primary resource.
June 30
INCUBATOR
Determine the feasibility of creating an industry-specific business
incubator.
June 30
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2. Encourage existing
business to remain and
grow through a business
contact program and
infrastructure which
distinguishes us from
cities with which we
compete.
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AMBASSADOR PROGRAM
Ally with Greater Clearwater Chamber of Commerce in its "Ambassador"
program for business retention.
January 31
COMPREHENSIVE SMALL BUSINESS PROGRAM
Create an alliance of the Chamber, the Clearwater Public Library and
Economic Development to provide coordinated and innovative service to
small business.
March 31
BUSINESS GROWTH PROGRAM
Led by City Commissioners, discuss Economic Development issues and
growth opportunities with 25 leading businesses.
December 1
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3. Produce an integrated
delivery system for
redevelopment that
combines competence and
innovation with responsive
regulation.
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BROWNFIELD REDEVELOPMENT
Establish an intensive effort to provide specialized programs for
redevelopment under the City's Brownfield Designation Initiative.
January 31
LAND CODE REVISION
Complete fundamental revision of the Land Development Code with
major goals of innovative code technique, value-added regulation and
streamlined processes.
May 1
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4. Undertake catalytic
projects to stimulate
redevelopment sections of
the city where re-
development could
enhance the prosperity of
the entire city.
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ANNEX [EAST END PROPERTY]
Obtain consensus from the City Commission on a strategic direction for
the redevelopment of the Annex Property.
February 28
MEMORIAL CAUSEWAY BRIDGE
Obtain a consensus from the City Commission on a prl3ferred alternative
that enhances Downtown redevelopment.
February 28
COACHMAN PARK AND BLUFF
Obtain consensus from the City Commission on strategic alternatives for
the use of Coachman Park and Bluff.
February 28
DOWNTOWN RETENTION FACILITY
Deliver economic impact report on the Downtown Retention facility and
assist the Commission on decision making.
February 28
MAIN LIBRARY
Obtain consensus from the City Commission on a plan for the Main
Library that enhances Downtown development.
February 28
INDUSTRIAL PARK ANNEXATION
Develop for the Commission, an incentive plan that would encourage
property owners in the Industrial park area to annex into the City.
June 30
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NORTH GREENWOOD
Establish a Business Development component, including the use of
CDBG funds, to the City's work with the North Greenwood community.
May 31
ROUTE 60 INTERSECTION LANDSCAPING
Develop a landscape plan to beautify State Road 60 and McMullen-Booth
Road intersection, and the U.S. 19 and State Road 60 intersection, to
create a more appealing and attractive entryway into Clearwater for
visitors and business.
April 30
ROUTE 60 LANDSCAPE
Beautify the key stretch of the City's entryway with Washingtonian palms
to present a more appealing entryway for visitors and business.
September 30
ALTERNATE 19 & MYRTLE ASYMMETRICAL PLAN
Develop a preliminary design to encourage more traffic to utilize Myrtle
Avenue and thus help stimulate a new economic corridor.
September 30
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5. Update the quality of
tourism-related product,
including infrastructure,
accommodations,
retail/shopping and
entertainment.
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BEACH REDEVELOPMENT PLAN
Create a CRA or Redevelopment Plan for Clearwater Beach that
combines improvement infrastructure and catalytic public projects that
foster physical redevelopment and business improvement.
August 31
BEACH PARKING STRUCTURE
Develop consensus of City Commission for construction of parking
garage/mixed use project on the Beach.
August 31
PINELLAS TRAIL
Develop a strategy to enhance the economic potential of the section of
the Pinellas Trail in downtown Clearwater.
December 31
Submit proposal for Clearwater Beach Trail Spur connecting the Pinellas
Trail to Clearwater Beach which will provide an attractive and convenient
route leading bicyclists and skaters through Clearwater to the beach.
February 28
MANDALAY STREETSCAPE
Complete the two-block streetscape on Mandalay in a way that creates a
"downtown atmosphere" for Clearwater Beach and ties the commercial
area to Pier 60 Park.
December 31
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6. Implement a targeted
marketing program,
springing off of regional
efforts, to lure new
business that build on our
existing base of
technology-driven
companies.
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IMPROVE REGIONAL RELATIONSHIPS
Establish improved and formal relationships with regional Economic
Development and Downtown organizations. Participate in regional
marketing activities.
January 31
WEB PROGRAM
Develop a strategy for establishing an Economic Development page with
appropriate links as part of the City's web page system.
March 31
MARKETING MATERIALS
Develop flexible, information-oriented marketing materials to com-
plement regional marketing efforts.
June 30
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The following list represents the team members who contributed
their time and efforts towards compiling this Plan:
Rich Baier, Engineering
Tracey Bruch, Engineering
Alan Ferri, Economic Development
Sandy Glatthorn, Central Permitting
Anne Green, City Manager's Office
Arlita Hallam, Library
Jeff Harper, Information Management
Bill Held, Marine
Diane Hufford, Economic Development
Bob Keller, City Manager's Office
Sid Klein, Police
Jeff Kronschnabl, Community Response
Kathy Short-Rabon, Greater Clearwater Chamber of Commerce
Jean Sherry, Tourism
Scott Shuford, Central Permitting
Ream Wilson, Parks & Recreation
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