pasco county, florida - urban land...

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Urban Land Institute Advisory Services Panel October 2013

Pasco County, Florida

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

• The mission of the Urban Land Institute is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide.

• ULI is a membership organization with nearly 30,000 members, worldwide representing the spectrum of real estate development, land use planning and financial disciplines, working in private enterprise and public service.

• What the Urban Land Institute does: – Conducts Research – Provides a forum for sharing of best practices – Writes, edits and publishes books and magazines – Organizes and conducts meetings – Directs outreach programs – Conduct Advisory Services Panels

About the Urban Land Institute

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

• Since 1947

• 15 - 20 panels a year on a variety of land use subjects

• Provides independent, objective candid advice on important land use and real estate issues

• Process

• Review background materials

• Receive a sponsor presentation & tour

• Conduct stakeholder interviews

• Consider data, frame issues and write recommendations

• Make presentation

• Produce a final report

The Advisory Services Program

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

The Panel CO-CHAIRS John L. Knott, Jr. CityCraft Ventures, LLC Charleston, SC Charles Long Charles A. Long Properties Oakland, California PANELISTS April Anderson Lamoureux Anderson Strategic Advisors, LLC Boston, Massachusetts Dan Conway THK Associates, Inc. Denver, Colorado Diane Dale AECOM Alexandria, Virginia

ULI STAFF Caroline Dietrich Logistics Manager Advisory and Education Group Daniel Lobo Manager, Awards Advisory and Education Group

Ron Gerber City of Walnut Creek Walnut Creek, California William C. Lawrence Cityscope, Inc. Providence, Rhode Island Dan Slone McGuireWoods, LLP Richmond, Virginia

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Panel Sponsors

Pasco County Pasco Economic Development Council

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Pasco is ready to assess progress, celebrate successes, and

look to the future for the next steps to become Florida’s Premier

County for new businesses and quality job creation.

1. Evaluation of Progress to Date – Last Five Years

2009-2013 (20%)

2. Focus Areas for Setting a Direction for the Next Five Years

2014- 2018 (80%)

Questions to be addressed by the panel

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Strategic Plan - Vision

Pasco, Florida’s Premier County

for

Diversified Economic Growth

Environmental Stewardship

and

First Class Service

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Strategic Plan - Core Values

Respect Integrity

Innovation Service Excellence

Quality

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Strategic Plan - Strategic Objectives

Create a Thriving Community

Stimulate Economic Growth

Enhance Quality of Life

Improve Organizational Performance

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Each Member of the physical and social community understands the unique history and heritage of the physical

and social community

Each member of the community holds in common a vision for the future to which they contribute

Social Durability

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

What we Heard

Observations and Context - Premier

• Sound Tax Base

• Easy to do Business • High Quality -High Paying Jobs

• Great Libraries, Parks and Schools • Excellence for Everyone - Live, work, Play

• Friendly to Diversity • Family Friendly

• Collaborative - Working together for sensible solutions • Strong Cities and Downtowns

• Thriving Arts Community • Fair & Equitable, Safe and secure

• Overall Health for our People and Natural Assets • Respect each other - Protect our natural and Cultural assets

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

ULI Observations and Context – Uniqueness What we Heard

• Green Swamp • Rolling Hills

• Historic Cities and towns • Coastline Fishing

• Starkey Park • Urban Areas in Rural County

• Agricultural Vistas • SW Mangroves on Coasts

• A lot of natural beauty • The Highlands

• Diversity of Pasco People and Land • Diversity of 5 market areas

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Observations and Context Vision Environmental Stewardship

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Observations and Context Market Areas

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Observations and Context Development in Context

78831.65 Acres

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Impediments—What we heard

“There is no way to attract business to West Pasco—Route 19 is a disaster---West Pasco is dying”

“Our businesses cannot find a qualified work force—We need a workforce!--We need business complexes that people can move into—NOT MORE HOUSES”

“We are developing plans, but not accomplishing anything---Plans just get bogged down with too much data and statistics”

“The plan for “premier” is not a real grasp of what Pasco actually is. We do it because we have to, not because it is authentic.--Premier?? That is in-house, not something that is generally understood and accepted”

“Some developers are saying we want the same thing that the County is asking for—A dozen are saying we want to do the same thing we have always done.”

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Impediments—What we observed.

ABSORPTION AND PROJECTIONS: “Approved” growth far exceeds the County’s absorption capacity and the rate of absorption is much less than the County’s current projections resulting a rethinking of location and infrastructure capacity.

SUSTAINABLE SITE SYSTEMS: Need better ways to reserve and enhance natural system assets and increase the priority for quality of life services.

TRANSPORTATION PLANNING AND FUNDING: Collaborate on regional transportation solutions. avoid suboptimal local solutions and make transit more of a priority.

ECONOMIC DEVELOPMENT: Focus on medical and eco-tourism. Create vertical landing spaces. Enhance workforce development.

SHAPING STRATEGIES: Better strategies to shape where,when and how it occurs.

LEADERSHIP: Change old norms. None of the vision will be achieved unless the BOCC and top management are effective leaders.

FISCAL: Fund the vision! Enact the 5 cent gas tax and increase the room tax. Use redevelopment tax increment for site assembly on Route 19.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Absorption and Projections

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Greater Tampa Pasco County, FL

Base Annual Projected Growth

Base Annual Projected Growth

Civilian Employment

1.6 million

25,600 186,000 3,600

Population 2.9 million

53,000 490,000 11,000

Households 1.2 million

21,000 200,000 4,100

Socio-Economic Trends

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Absorption and Projections Job creation Tampa Region

(200,000)

(150,000)

(100,000)

(50,000)

0

50,000

100,000

40 yearaverage

2007-10 2012-13 Next tenyears

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Tampa Metro Pasco County, FL

Historical Projected Historical Projected

Single Family 13,000 12,000 3,000 2,800

Multifamily 6,500 9,000 700 1,300

TOTAL 19,500 21,000 3,700 4,100

Residential Construction Trends— Annual

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Tampa Metro Pasco County, FL

Inventory Average Annual Demand

Inventory Average Annual Demand

Industrial 180 million 2.4 million sf 5.4 million sf 390,000 sf

Office 34 million 2.3 million sf 4.7 million sf 315,000 sf

Retail 67 million 1.0 million sf 13.0 million sf 240,000 sf

Hotel 29,500 rooms 650 rooms 2,700 rooms 70 rooms

Commercial Markets

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Acres Single Family 570 Townhomes & Condominiums 100 Rental Apartments 90 Industrial 25 Office 30 Retail Commercial 25 Hotels 2 Roads & Open Space 280 TOTAL Annual Land Demand 1,122

Projected Pasco County Annual Land Absorption

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

YEARS

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Sustainable Site Systems: Natural, Cultural & Infrastructural

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Pasco County’s Conservation Planning – setting the framework

2011-09-02_14-50-59_551

• more than 30,000 ac of land and critical linkage assembled through the

Pennies for Pasco and transfer development rights programs

•Unique land form

• provide vital ecological and hydrological functio

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Pasco County’s Conservation Planning – increasing need

2011-09-02_14-50-59_551

• coastal and inland inundation areas

• mitigation of heat island effect and air quality degradation

• coastal resiliency buffer

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Expanded Ecological Connectivity & Linkage

•rights (not title) of lands.

– create linkages 300 ft wide minimum linking parcels across the county

Open Space & Agricultural Preservation Trust Fund to acquire development rights for continuous corridor from the Gulf to Green Swamp

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=RfL9Id_Mf4oZlM&tbnid=E910IZv3ZW2YZM:&ved=0CAUQjRw&url=http://sunnycentralflorida.com/2012/08/31/air-boat-wildflower-green-swamp-tours-on-day-2-of-central-florida-naturefest-2012/&ei=Md9VUuFviITyBM67gKgH&bvm=bv.53760139,d.eWU&psig=AFQjCNHSP7pZabcyg2ykISh86cJ-aeeu0Q&ust=1381445765804983

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Infrastructure Systems: Water

• Pasco County 10 Yr Water Supply Plan

• Pasco Co Utility has implemented water recycling and reuse

programs

• Water supply from Tampa Bay Water is not a current concern

• Desalinization Plant– costs, energy intensive, plant expansion to

meet demand, brackish water at intake, ecological consequences

• “One Water” hydrologic cycle – requires cross agency collaboration

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Low Impact Development (LID) Strategies

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=hGOE7cE-z90PbM&tbnid=aVbu37hsQoB8ZM:&ved=0CAUQjRw&url=http://www.lid-stormwater.net/&ei=DlZXUqPoLK--4AP814G4Dw&bvm=bv.53899372,d.dmg&psig=AFQjCNEDv5TnJjMupzAk9RYH7HQRxNTYDw&ust=1381541604123220

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=C0hYfhcCxx2CKM&tbnid=UyRejrFQ-b9ERM:&ved=0CAUQjRw&url=http://sustainabletechnologies.ca/wp/clean-water/stormwater-management/water-balance-approach/low-impact-development-stormwater-management-planning-and-design-guide/&ei=S1ZXUpTAG8yi4APj_4DwBQ&bvm=bv.53899372,d.dmg&psig=AFQjCNEDv5TnJjMupzAk9RYH7HQRxNTYDw&ust=1381541604123220

http://www.kirklandwa.gov/depart/Public_Works/Storm___Surface_Water/Prevent_Water_Pollution/Low_Impact_Development.htm

http://www.ecy.wa.gov/programs/wq/stormwater/municipal/lidtechadvisory.html

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Integrated Systems Planning & Design

Park

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Park + Storm Water

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Park + Storm Water + Bike Path

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Park + Storm Water + Bike Path + Gardens

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Park + Storm Water + Bike Path + Gardens + Art

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Sustainable Systems Recommendations

•Expand Ecological Planning and create ecological

corridor from Gulf to Green Swamp.

•Pursue cross-departmental collaborations for integrated

infrastructure solutions with broad benefits.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Sustainable Systems

•Sustainable site systems yield higher performing

landscapes and more effective use of financial resources.

•Sustainable systems contribute to social values and the

quality of life across Pasco County.

• Sustainable systems are a framework for becoming a

premier county.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Transportation and Regional Planning

Pasco County Highlights

• Around 50 % of workers leave Pasco County every work day

• Population growth to 2025 may be over stated by at least 1/3 (585K

versus 642K)

• Other land uses are approved for 75 years of development

• Many approved and proposed land use plans may not account for current

demographic realities, life style choices

• Currently there are few or no transit options for most.

• Current transportation infrastructure plans have funding shortfall of $14B

• Enactment of Mobility Fees based on land use incentives

• Current bottleneck at RT 54 and I-75—Proposal for double decking

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Reconfigure Transportation to encourage placemaking and transit

Proposed double decking along Rt 54 compromises placemaking at prime locations

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Northern Loop for Tampa Bay Region

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Regional Aspects

• County and therefore regional transportation

modeling may have grossly inaccurate assumptions

for Pasco

• TBRPA planning efforts curtailed and Tampa/Orlando

train nixed

• Hillsborough County transit option failed

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Need for Regional Solutions

• thisw

• Pasco County and MPO need to step into the void; make solving Rt 54 congestion a regional issue.

• Transit development, especially for commuters into Tampa, needs to be looked at more seriously as trip reduction measure

• Local development projects can’t make up the funding shortfall, even with mobility fees

• Multi-county, multi-agency partnerships increase chance for federal funding, e.g., TIGER grants

• Prioritize efforts to make “shovel-ready” projects. • Create a multi-countyTampa Metropolitan Planning

Organization with regular MPO authority

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Urban Service Areas Major Development Projects

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Transportation and Regional Recommendations

• Consider ULI Tampa to rationalize regional planning issues.

• Incorporate physical transit service integration at all major development nodes.

• Make BRT services into Tampa a top priority. • At least 5% of all transportation funding should go to

advancing public transit in Pasco. • Explore other options to the elevated Rte 54 alternative. • Look to the region for other partnerships

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Economic Development

The most effective economic

development strategies are built on

existing assets.

Presenter

Presentation Notes

Another element of the ULI assignment is how to create a better balance of jobs and residences in Pasco. Throughout the week, we’ve heard over and over that Pasco is more than a bedroom community, and we have some suggestions for how to create a better balance. The most effective economic development strategies are built on existing assets. The good news for Pasco county is that you have a lot of assets to work with, however the question is how do you most efficiently deploy those assets to create economic prosperity for the future?

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Facts

• 69% of Pasco jobs do not require college education

• 52% of Pasco residents have some college education

• Nearly 50% of Pasco workforce leave the county for work

• 43% of residents travel >30 mins for work

Presenter

Presentation Notes

Let’s take a look at a few facts. Today: 69% of jobs in Pasco do not require college education YET 52% of Pasco residents have some college education As one would imagine, this mismatch of available jobs to the skills of the population drives educated residents out of the county for work. In fact, nearly half of Pasco’s residents travel out of the county for employment And 43% of residents travel 30 minutes or more for jobs Imagine how different Pasco would be if these trends were reversed?

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


• Management & Professional +6% • Health & Education +3% • Service +1% • Professional, Scientific &

Management +1%

Employment Trends, 2000-2010

• Sales -1% • Retail -3%

Presenter

Presentation Notes

Let’s take a look at how employment in Pasco has changed over the most recent decade. Between 2000 and 2010, employment in the: Management & Professional sector grew by 6% Heath & Education grew by 3% Service industry grew by 1% Professional, scientific & management grew by 1% Conversely, the employment in the sales sector declined by 1% and the retail sector declined by 3% We know from Mr. Conway’s presentation that the county is saturated with retail. Yet when we look at land use patterns, the county continues to plan and zone for more retail. We also know that the residents in Pasco are seeking more diverse retail amenities, but shopping centers are unable to attract a diversity of tenants because such a large number of residents leave the county for work, leaving an insufficient customer base to support these operations. There is an obvious disconnect between what the county needs & wants vs. what the county is preparing for and encouraging. How can we fix this?

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


=

Focus on Small Business Growth

86% Small

Businesses

75% Business

Development Effort

Presenter

Presentation Notes

The most efficient way of directing your business development efforts is to work with the businesses that are already here & already contributing to your tax base. 86% of Pasco businesses employ 8 people or less. If half of these small businesses add one job, that’s nearly 3,000 new jobs for Pasco. PEDC does a good job of supporting micro-lending and creating business incubators, but we recommend that small business development become a major focus of the county’s economic development efforts, whereby 75% of your efforts are geared toward supporting and growing your existing businesses.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


1/3rd of new jobs in the county will be in the health field

• Doctors & nurses • Rehabilitative services • Assisted living facilities • Medical device development & manufacturing • Research • Wellness & public health

Focus on Health Sector

Presenter

Presentation Notes

As you heard from Mr. Conway, 1/3rd of the new jobs created in the county will be in the healthcare sector. Therefore, we recommend directing the remaining 25% of business development effort toward exclusively marketing the county to the health market. This sector provides a broad cross-section of job opportunities at al skill levels, such as physicians and nurses, rehabilitative support services, assisted living facilities, medical device development and manufacturing, research, and wellness and public health. Existing characteristics of the county that will be attractive to healthcare-related are: The number of hospitals in the county, including new investments the availability of developable land in close proximity to the hospitals, The ready availability of a workforce at varying skill levels needed by this sector

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


• Plan, zone & incentive health related industries near hospitals

• Diversity of workforce housing near hospitals

• Transit connecting hospitals to high density populations

• Direct workforce training efforts to health field

• Market the vacant hospital in New Port Richey to healthcare-related tenants

Prepare for the Health Sector Growth

Presenter

Presentation Notes

Pasco should prepare to accommodate the varying workforce demands of the health sector including Planning, zoning & incentivizing healthcare related industries to locate in close proximity to the existing hospitals Permitting a diversity of workforce housing near the hospitals – including townhouses and multifamily units the introduction of transit options to connect the hospitals to high density population areas Directing workforce training efforts to these fields

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


• More Investment in workforce development & leverage other funding sources

• Focus on health fields

• Consortium of public & private leaders to guide programming

• Focus on outcomes & track placement rates

• Employer connection & agility

• Matching grants to employers

Focus Workforce Development

Presenter

Presentation Notes

Investing in people is one of the most impactful ways to influence business recruitment. We recommend that the county develop a more focused and targeted workforce development system. It is very important to note that the strategies to achieve this objective require consistent collaboration among partners, and we suggest that PEDC is the appropriate vehicle to serve as the facilitators. We also note that some of these efforts have commenced, which we applaud, however more emphasis is required. Specifically, the county needs to: Invest more resources (both fiscal and staff) toward targeted workforce development strategies and focus on leveraging state, federal & foundation funds to support this effort Prioritize the areas of workforce training and development toward the health fields. The existing career academies are a terrific resource, however the county should be careful not to dilute the offerings but rather focus them on the growth sectors of the county. Establish and maintain a workforce training consortium made up of public and private educators at all levels, employers representing a diverse cross section of industries, government and economic development leaders, and community activists to coordinate programming and curriculum to fulfill the needs of employers, and evaluate the effectiveness of the programs based on placement statistics and employer demands This also includes participate of entities such as St. Leo’s, where there is an ability & willingness to supplement public programming This includes forming a greater focus on outcomes and understanding & tracking job placement rates The nature of today’s economy is that nearly every sector continues to innovate and change and this is a great thing, but to accommodate this reality, a “premiere” business environment needs a workforce development infrastructure that can manage this demand. The county needs agility in the workforce training programming to meet these evolving demands of existing employers on a real-time basis A well run workforce infrastructure such as this will also serve as a business recruitment tool Establish a Workforce Training Fund and provide matching grants for employers to train existing or new employees on their specific needs

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Tourism

Presenter

Presentation Notes

Pasco needs to maximize its unique diversity of locational opportunity. The natural beauty of the landscape in the eastern portions of the county, coupled with the water resources – including both the river and the coast to the west– make Pasco one of the most unique places in the state. PEDC materials call for the county to abandon its reputation as “Florida’s best kept secret” when in fact, it may be more appropriate to embrace the “Florida’s best kept secret” mantra. Some of the PEDC materials suggest that tourism is a loss leader attracting only low quality jobs. However, the county should focus on ways to promote tourism, and specifically eco-tourism, as a real economic opportunity for the region. We recommend that PEDC make the significant investments necessary to preserve and protect the county’s natural assets and unlock access and visibility to the coast, as described by Diane previously, and Ron will delve into more specifically in the next presentation. Additionally, Pasco should consider replacing it’s “Room to Grow” slogan with a more dynamic representation of all that Pasco has to offer. Pasco is far more than a place to develop greenspace, and your branding strategy should acknowledge it.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


Previously Developed Spaces

Presenter

Presentation Notes

Likewise there is a lot of opportunity in the existing development spaces, and Pasco should seek to maximize the potential and history of those locations. Here are some specific tools for how to attract new life in the previously depressed areas: Utilize Business Improvement Districts (BIDS) in existing town centers, to assist small businesses to reinvest in properties and enhance the character of communities. Direct Job Creation Incentives to existing employment areas, and provide higher incentives to employers willing to locate in downtowns and the Rt. 19 corridor. Provide redevelopment incentives along the Route 19 corridor by establishing targeted redevelopment priorities within the Urban Service Area Seek public-private partnerships to redevelop existing building stock along Rt 19 to accommodate vertical space needs of new businesses

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3


• 75% focus on small business development

• 25% business recruitment effort in health field

• Prioritize workforce development

• Leverage natural assets for eco-tourism

• Encourage redevelopment

Overview

Presenter

Presentation Notes

TO recap the economic development recommendations, Pasco should embrace and build upon the existing resources of the area to attract more jobs and economic opportunity. To do this, Pasco should 75% focus on small businesses & entrepreneurs Target business recruitment efforts to the health sector and related subsectors Invest in targeted, agile workforce development programming that is aligned with the needs of employers Leverage the natural assets of the county for eco-tourism Encourage reinvestment in the depressed commercial areas of the county

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Market Demand cornerstone of strategy: • 3.2 million sf offices (19,000 jobs) • 2.4 million sf retail – 100,000 pop increase/41,000

HH’s • Hotel • Bottom line: opportunities for jobs, revenue and well

planned transit friendly growth

Development Strategy WHAT, HOW &WHERE

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Establish Priority Development Areas along SR 54 /I- 75 Corridor & West Market Area • Strong leadership to focus on PDA ‘s compared to other areas

(75 years of inventory) • If not implemented danger of scattered site, sprawl • Rare opportunity most communities would envy. Set the bar high

while cost are low. PDA’s based on Community feedback -54/I 75 Corridor : Community & market acceptance e.g. Forest City retail @ Wiregrass

NEXT STEPS

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

West Market Area ( US19 Redevelopment)

Strong desire to eradicate blight.

NEXT STEPS

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

US 19 Revitalization requires Public Private Partnesrhips: 1.) Commit redevelopment $ for land assemblage/property disposition program to convey to developers (may require staff training or consultant assistance) 2.) “Corridor Lifestyle” opportunity:

o Regular local bus or BRT service along the corridor o Focuses diverse shopping and entertainment uses around transit

stops o Higher density residential one block off retail corridor o Residents can walk to transit stop and go several stops for

multiple destinations o Residents can eliminate car trips and sometimes have no car o Encourages walkable communities around transit with reduced

carbon footprint o Encourages other mixed use infill between stops as services

increase

NEXT STEPS

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Market driven, well paid jobs Multiple development opportunities: medical offices, aging-in-place; skilled nursing; stroke and surgery recovery facilities; age targeted community; memory care; retail, hotel, apartments, eldercare, daycare Community partnerships: Education- High school academies, community college and St. Leo University Economic Development staff priority Planning Department “Fast Track” Confirm Availability of broadband (“Dark Fiber”)

HEALTH CARE = ECONOMIC ENGINE

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

2 Development Nodes – 54 Corridor; 19/Harbor Corridor (minimize sprawl; capitalize on what’s been created/infill; existing infrastructure, streets, utilities, parks, schools)

WHERE

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Priority Development Areas for SRS4/I75 area of West market area US/19 Redevelopment tax increment allocated to US/19 for property acquisition. Property acquired during low cost period. Healthcare is an economic driver Collaborate with cities

SUMMARY

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Institutional Alignment

1. Instead of a Change Agent driven process must move to Ownership of

process (from top down and bottom up)

2. Align policies, practices, and strategies

3. Harmonize (not everyone has to be singing the same note but they have

to be in harmony)

4. Manage for results and mutual accountability (achieve competence, obey

the law, enable accountability and, generally, don’t over rule)

Presenter

Presentation Notes

Do not allow property owners or prospects to change the plan. Must say no to things that are not within the plan. Citizens should demand the leaders follow it. Developers should be able to rely on it. Commissioners should lead its implementation. The policies and ordinances to implement the plan have not been completed. These need to be completed as soon as possible in order to eliminate uncertainty. The zoning code changes need to be completed without other ordinances such as tent regulations stepping in front of them. The Design Standards should be completed, going through the appropriate public process and stakeholder input to be put into regulation. The conservation easements and agricultural conservation regulations need to be put in place. Policies that are not likely to be functional such as the TDR’s should be eliminated. The regional plans and the plans of the towns need to brought forward and aligned. These means that the towns need to participate in the market area planning processes, the towns need to develop standards that align with the surrounding market areas and the county economic development strategies need to include the goal of thriving towns. Need to increase the certainty and competence of the permitting and inspection process. If a plan complies with law it needs to be approved. Hold people accountable but expect and absorb mistakes. Generally, don’t over rule, but if you do, involve the people in the process.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Lean Governance

1. Delegate decisions down to the lowest competent level (subsidiarity)

2. Reduce impediments to desired redevelopment – create zones where red

tape is removed to encourage redevelopment

3. Address the aspects of projects that impact the public realm with

ordinances (e.g. connectivity, building form, assemblage) but allow

diversity of style and approach

4. Replace being the regulator with being the resource where possible

(educate and facilitate the opportunities for premiere development and

redevelopment)

Presenter

Presentation Notes

The County is too big to implement this sort of plan top down. Need to proceed forward with the market plans, centering their development in the districts themselves, supported by the staff. Make your market areas a series of subplanning districts that function as the Planning Commissions for the market districts. Continue to push down into the staff as many implementation details as possible. Cross train the staff to completely service the different types of areas (there is a big difference between implementation in a redevelopment area and a greenfield area). Make it easier to redevelop. Do not force code compliance on non-health and safety issues. Provide innovative solutions such as using storm water regulations to meet landscape requirements. Focus regulations on assembling the premier public realm. Let the market decide the success or failure of the interior portion of projects. There is more strength in diversity than monoculture. Be the go to source of solutions and benefits to encourage the desired behaviors rather than regulating them. Approaches that have been taken on different mobility districts are good, and direction of mobility buydowns has been good, though we suggest concentrating less of that on the urban service area and more on redevelopment. Similar approaches can be taken to redevelopment, agricultural preservation and stormwater.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Communications

1. Create linkages between institutions and entities

2. Use the dashboard as a central communication tool for the whole county

(not the diagnostics)

3. Use the different markets to focus and adjust your communications

(develop a shared understanding of “why”)

4. Accept nothing less than real community involvement

5. Achieve appropriate tone

6. Transparency

Presenter

Presentation Notes

The Arts Council needs to communicate with the area colleges. Employers need to link with students that need mentors. Economic development needs to coordinate with towns. The dashboard you are planning needs to be produced asap and it needs to be a real dashboard, not a diagnostic tool. You need the public to feel confident that the Leadership can drive with it and they can understand it. Need to communicate the “why” of the plan. But the reasons will be different for each market. Currently not enough assurance in each of the different markets that their unique voice will be heard. In the redevelopment areas new plans must not harm the existing community; a new building can’t weaken the surrounding community. In the greenfield areas, a new project must be integrated as the “next thing”, you are building community and place. In the agricultural preserve, it is important to understand the new economic opportunities of sustainable agriculture near urban areas. We heard that despite the efforts of the county sometimes the community believes that the same group of citizens participate in the process and many others are too busy or alienated to participate. It is the county’s duty to find the platforms and the mechanisms that engage the stakeholders. Do not allow the tone of communications to return to us vs them. Make all parts of the process completely transparent. If stakeholders don’t come to meeting but submit comments, they should go on line. If an ordinance is being developed it should be transparent. If a problem exists, it should be available for suggestions by all.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

• Behavior changes • Complete zoning code changes • Complete design standards • Complete the Ecological and Agricultural Conservation Regulations • Drop consideration of TDR’s • Align the regional economic and land use plans and the county’s • Align the towns land use codes, plans and economic planning and the

county’s • Increase reliability of permitting and inspection process through

training and supervision • Begin preparation of market plans

– Pass ordinance to create sub-planning districts that function as planning commissions

– Convene the market area planning commissions

Action Items

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

• Cross train staff to speed permitting in different parts of the county • Create lean coding zone for reduction of red tape in redevelopment • Create an online solution tool-box to generate and explore best

practices • Facilitate lines of communication with workshops, round tables and

online webinars • Complete dashboard • Convene separate workshops on redevelopment, placemaking and

sustainable agriculture • Develop new platforms through social media, community centers,

libraries and other means to involve citizens in the planning process • Convene a communications workshop to deal with oral and written

communication • Put all stakeholders input, all draft ordinances, all problems online to

assure transparency.

Action Items

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

FUNDING THE PRIORITIES

Allocate a significant portion of the Redevelopment tax increment to land assembly along Route 19 for re-conveyance.

The 5 cent gas tax could be enacted to enable an additional $3.5 million to go to parks, libraries and cultural facilities.

With a clear expenditure program, an increase in the room tax to 4% could fund eco-tourism facilities.

Complete the capital improvement plan identifying the unfunded quality of life priorities.

Or Invest to increase value!

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

THE WORK PLAN to address impediments

Or,

The difference between good ideas and good ideas that work is WORK!

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Significant Work Plan Items Given that approved growth far exceeds market demand, the County should channel development into Urban Service Areas and areas served by transit to increase value.

Create the Open Space and Ag Preservation Trust and use Penny for Pasco funding to acquire development rights to create ecological linkage from the Gulf to the Green Swamp and foster agricultural uses.

Work to create a Tampa Regional Metropolitan Planning Organization to plan and fund transportation.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Significant Work Plan Items Focus economic development on the medical sector and work force development

Focus development efforts on Route 19 and 54.

Complete the process for plan approval that leads to construction to allow the market to create winners and losers.

Maintain consistency on implementing the vision and create market area planning commissions.

Change the allocation in redevelopment to fund land assembly, enact the 5 cent gas tax and raise the room tax with explicit and clear expenditure programs for parks, culture, libraries and eco-tourism.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

PREMIER PASCO’s CORE VALUES • Respect • Integrity • Innovation • Service Excellence • Quality DELEGATE AND DECENTRALIZE: Build capacity throughout the organization and delegate authority.

BUILD TRUST: Act consistently with the vision.

SEEK COLLABORATION NOT COMPLIANCE: Engage in dialogue with the development community—listen!

LEADERSHIP

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Thank You! The residents of Pasco County, and all the people engaged in its development. Pasco County government Pasco Economic Development Council All the interviewees that participated in the project, and all people that made this process possible. A special thanks and recognition to the efforts of: Michelle Baker, County Administrator; John Hagen, Pasco EDC President; Ted Schrader, Chairman of the Board of County Commissioners; Trey Starkey, Chairman of the Pasco Economic Development Council; Kathryn Starkey County Commissioner District 3; Pasco County Deputy Sheriff Captain James Mallo, Richard Gehring, Planning and Development Administrator, and the Pasco Planning staff, Melanie A. Kendrick, Matthew J. Armstrong, Justyna Buszewski, Smita Ambadi, Rebecca Stonefield, Jennifer Carpenter, and Rich Dutter.

Advis

ory P

anel

· Pas

co C

ounty

, Flor

ida ·

10/06

/13– 1

0/11/1

3

Questions?

pasco county, florida - urban land...

Documents