MEMORANDUM OF UNDERSTANDING
m~JaBAV
partnership
Memorandum of Understanding
Section One. Guiding Spirit of Intent
1.1 The Tampa Bay Partnership (TBP) and the Economic Development Organizations
(EDOs) in the seven-county Tampa Bay region have recognized the strength and
successes of regional collaboration and cooperation and have become partners in
the process of shaping Tampa Bay's economy and ultimately, our quality of life.
1.2 It is the intent of this document to reflect a new environment for regional economic
development in the Tampa Bay region. The Tampa Bay Partnership and its economic
development partners understand the need for a regional business development
program that identifies, coordinates and pursues significant opportunities to
enhance and grow key sectors through business attraction/expansion and
policy /i nfrastructu re/resou rce development.
1.3 This memorandum identifies the scope of the partnership between the TBP and the
EDOs. This document is neither all-inclusive nor legally binding, rather a document
offering guidelines for the process of developing and sustaining mutually understood
roles and responsibilities for the TBP and the individual EDOs as we create a new
way of doing regional economic development.
Tampa Bay Partnership Mission. Statement:
The tamp~Bay Partnership.1s the. regional economic qeveloRrr]~ht6riaiJiz~ti9({th~t
.. ...worksvyitoits RCirtnerstornarke,tthe . regionnationallya(ld/f)te.f:q~(i9na!lyi..t():q9iJd}lC~
regional rese.arch.and to -qo9rdinate efforts to influence, businJ3~s;a,'ld;'QoYe.mfr1fl'!t;I~~tJ,e$;
that impact economicgrowtha,nd development ..' \.... \
Section Two.
Governance
2.1. Each EDO will have a seat on the Policy Board of Directors, a seat on the Economic
Development Partners Council, a seat on the Economic Development Marketing
Committee, and offered seats on any other advisory councils of interest.
(commensurate with investment)
2.2, The Economic Development Marketing Committee will be chaired by a member EDO
selected by the Chair of the Tampa Bay Partnership. The Economic Development
Partners Council may make recommendations to the chair for the Marketing Committee
chair.
2.3. The Economic Development Partners Council (chaired by an EDO executive) will have
a seat on the Partnership's Executive Committee.
Section Three.
Finance
The investment model of the Tampa Bay Partnership has been designed to provide regional
business leadership to the communities' economic development efforts. By design, this model
offers each EDO the ability to leverage an annual investment into significant programs,
products, services and policies that provide direct value back to each community served.
3.1 The EDOs value the collective total investment of the regional business community for
the programs that provide direct value to each community served and understands the
desire of the TBP to diversify their investor base among all of the communities.
3.2 The TBP agrees to work together (ie joint calls/presentations, list reviews, etc) with the
EDOs (if requested by the EDO) to contact and communicate with business leaders
identified as prospects for investment into the TBP. The TBP agrees that any
communication regarding investment into the regional effort must stress the importance
of investing into and strengthening the local efforts too.
3.3 All EDOs and the communities they represent are considered equal partners in the
regional economic development model and will be requested to reach an equal level of
annual investment (Economic Development Partner - Level 1) as outlined in the
attached Investment Addendum. The investment levels and corresponding benefits will
be outlined and reviewed annually.
3.4 The TBP may offer a fee for services for additional products/services as requested.
Section Four.
Advocacy
4.1 The EDOs value the regional advocacy role of the TBP and support efforts to
strengthen the region's policy and infrastructure issues that have an impact on
economic development including utilizing the Bay Area Legislative Delegation as a
mechanism for success.
4.2 The TBP values the unique role each EDO plays in its community in regards to
Advocacy and Public Policy and is sensitive to the scope and responsibilities of each. It
is recognized that while some EDOs have advocacy/policy responsibilities, others may
not. EDOs without advocacy/policy responsibilities will alert the TBP to the appropriate
community contact responsible for the specific issue under consideration.
4.3 The TBP and EDOs understand that there may be a diversity of opinions on issues.
The TBP and the EDOs agree to utilize the EDO Partners Council as a forum to
educate and to understand our differences.
4.4 The TBP and the EDOs will work together to identify and advocate for the
policy/infrastructure issues in each community that are regional in scope or can be
identified as having a significant impact to the region's economic development.
4.5 The TBP Policy Board is the appropriate authority to approve TBP advocacy efforts.
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Section Five. Marketing & Research
Marketing and research has been the cornerstone of the Tampa Bay Partnership's program of
work and will continue to be the priority activity in this new business development model.
5.1 TBP will work with the EDOs to annually develop and implement an effective
economic development marketing program that will create awareness and
interest in the communities of Tampa Bay.
5.2 TBP and the EDOs together will work to identify specific target industries and
geographic markets to develop and coordinate regional strategies for growth. The
EDOs understand the strategies and success of target industry growth may provide
direct or indirect benefit to each community and a careful balance of target
industries must be considered to ensure a direct impact to all communities.
5.3 TBP will work with the EDOs to provide research to identify opportunities and
communicate strengths to the target industries and markets.
5.4 TBP will inclusively identify and define by name in all marketing materials, where
appropriate, the communities of Tampa Bay as liThe Metro Areas of Tampa/St.
Petersburg/ClearwaterILakelandISarasota/BradentonNenice and the Counties of
Hernando, Hillsborough, Manatee, Pasco, Pinellas, Polk and Sarasota."
5.5 The EDOs can utilize the TBP for support of individual community marketing plans
including co-operative marketing programs.
5.6 The TBP will be identified as the primary contact for inquiry on all TBP marketing
materials and serve as a conduit for generating business inquiries for the EDOs.
5.7 EDOs agree to not directly market to businesses inside the communities of Tampa Bay.
The EDO agree to work together with existing companies that are pursuing
expansion/relocation plans that may include more than one community in Tampa Bay.
(see 6.17)
5.8 EDOs are encouraged to alert the TBP to inquiries that cannot be served by that
community and may be better served by another community of Tampa Bay.
5.9 To ensure the accountability of resources, the TBP will provide the EDOs with monthly
reports to identify activity and track results of marketing programs.
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Section Six.
Relationship Management
The foundation of success will be built on a commitment to honor the communication protocols
created and to provide timely feedback on issues as they arise. Additionally, the new business
development program requires a carefully coordinated process that clearly identifies roles and
responsibilities for the Tampa Bay Partnership and the EDOs.
6.0 The TBP is expected to notify the EDO prior to set appointments with local government
officials and elected leadership to ensure the EDO understands the purpose and
expected outcomes. The discipline of this communication protocol is critical to the
mutual success of both the TBP and the partner EDO.
6.1 The TBP and the EDOs agree to provide the client with a seamless service process.
The TBP and EDOs will work together closely knowing that every deal is uniquely
different and requires tremendous communication skills and process flexibility to react to
the needs of the client.
6.2 The EDOs value the initial contacts and relationships built by the TBP's marketing
and business development process.
6.3 The TBP values the role of each EDO as the point of contact and primary manager
for that community for any project seeking sites/buildings, incentives, community-
specific demographics, workforce development assistance, permitting/regulatory
assistance and other services requested to ensure a safe landing.
6.4 The TBP will review and qualify all appropriate business development inquiries
received by contacting each inquiry directly.
It will be requested that EFI copy the TBP on any leads distributed to a Tampa Bay
EDO for the purpose of providing regional resources. When deemed appropriate by
the recipient EDO(s), the TBP and the recipient EDO(s) will cooperate to enhance
the response.
6.5 The TBP will provide initial screening of TBP inquiries to eliminate low grade or
inappropriate opportunities.
6.6 The TBP will provide the EDOs with well researched and quality projects.
6.7 The TBP will categorize inquiries as follows:
Group A - Prospects:
Group B - Suspects:
Group C - Rejects
Distributed to EDOs for follow-up
TBP to follow-up/or distributed to EDOs (if appropriate)
No follow-up needed
6.8 Group A Prospects are defined as legitimate companies, capable of expansion or
relocation. The contact person must appear to have decision making authority. The
proposed project must meet minimum standards for employment and/or investment
levels of 10 jobs/10,000 sq feet within three years of landing. The proposed project
must be actively seeking a project start date within 24months of initial contact.
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6,9 Group B Suspects are defined as inquiries that may be legitimate leads but lack any
number of key elements required for prospect status. At the discretion of the TBP,
appropriate Group B Suspects may be distributed to EDOs for follow-up.
6.10 Group C Rejects are defined as inquiries that are not found to be legitimate.
6,11 The TBP will distribute all Group A prospects to all the EDOs (unless site selection
decisions have already been confirmed) with a detailed summary and back-up
research on the company, requirements, special requests and relationship
information needed for each EDO to provide a response for that community.
6.12 Group A prospects that contact the TBP with a specific site already pre-determined
will be distributed only to the corresponding EDO.
6.13 Each EDO will provide an initial response of interest to the TBP and provide the TBP
with regular updates of activity conducted for each Group A project. These updates
will occur through appropriate contact with the TBP and through bi-monthly
meetings of the Marketing Committee.
6.14 The TBP will maintain contact and follow-up with all TBP Group A Prospects
monthly or as directed by the prospect until the project has either selected a
specific site/community or closed the search.
This contact will help to identify opportunities/threats and provide EDOs ongoing
updates with intelligence identified/support needed.
6.15 Upon selection of a specific site or community by the Group A Prospect, the EDO
becomes the primary contact and the TBP agrees to not contact the prospect unless
directed by the EDO or initiated by the client.
6.16 The TBP will continue to contact and work directly with all B-prospects and will seek
assistance from the EDOs for data, industry expertise, contacts, and ideas to either
re-qualify the project as a Group A Prospect or Group C Reject.
6.17 In cases of an inquiry from an existing company in a community of Tampa Bay, the
TBP with client permission will contact the representing EDO. The EDO will be
responsible for follow-up with the existing company and will report back to the TBP
within 30 days and recommend a strategy for follow-up.
If an EDO receives an inquiry from an existing company in a community of Tampa
Bay, the receiving EDO is encouraged to seek client permission and encouraged to
alert the EDO representing the community of the existing company.
6.18 When successfully landing a project initiated by or worked in conjunction with the
TBP, the EDO is encouraged to seek client permission to alert and include the TBP
at every opportunity in appropriate announcements and events celebrating the
success.
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Section Seven.
Signatures of Acceptance
The Economic Development Partners together with the Tampa Bay Partnership agree to the spirit and
intent of this memorandum and believe it offers the Tampa Bay region with a new environment for
regional economic development in the Tampa Bay region. The Economic Development Partners and
Tampa Bay Partnership understand the request to reach an equal level of annual investment (Economic
Development Partner- Level 1) and pledge to work towards fulfilling this request.
See Attached Sign. Pg.
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CITY OF CLEARWATER, FLORIDA
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Mayor
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Approved as to form:
Attest:
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Pamela K. Akin
City Attorney
Addendum I. 2007 Investment Model For Economic DevelopmenUCommunity Partners.
Economic Development Organization/Community Investment Levels:
$50,000
Economic Development Partner - Levell
Committee/Council Roles include:
. Council of Governors - Economic Development Advisor
. Policy Board/Board of Directors Member
. Public Policy/Advocacy Council Advisor
. Transportation Council
. RedevelopmenUWorkforce Housing Council
. Legislative Agenda Task Force
. Business Intelligence Council
. Economic Development Partners Council Member
. Marketing Committee Member and any associated task forces
. Market Maker recognition
Benefits include (but not limited to)
. Business DevelopmenUMarketing Partner Benefits:
o Receive leads
o Listed as "Community of Tampa Bay" on all marketing materials
o Priority preference participation on missions/events/tradeshows
o "Co-op" program participant (1/1 match on $ for marketing activities)
o Regional business developmenUcoordination support
o Receive bulk distribution of all TBP Marketing Materials
. Center for Business Intelligence Benefits:
o Included in all cluster strategy/business intelligence research activities
o Included in Regional Scorecard
o Access to D&B, Claritas, etc data sources
. Advocacy Benefits:
o Included in Bay Area Legislative Delegation efforts
o Included in Legislative Priorities
o Included in Transportation Initiatives
o Included in Redevelopment Initiatives
. Regional Leadership Benefits:
o Invited to Regional Leadership Conference (1 free admission)
o Nominate CEOs for CEODirect - Leadership Fastrack
o Nominate leaders for Reality Check
o Access to Vision 21 Long-term planning initiatives/outcomes
$10,000 Associate Partner - Level II (note: this level is for chambers/communities/downtown development
organizations with economic development objectives/strategies)
. Marketing Committee Member and any associated task forces
. Transportation Council Member
. RedevelopmenUWorkforce Housing Council Member
. Legislative Agenda Task Force Advisor
. Business Intelligence Council Member
. Market Maker recognition
. Participate on missions/events (space available/fees apply)
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