Click to edit Master title style COMPETE NOW PINELLAS COUNTY ECONOMIC DEVELOPMENT COMMUNITY PRESENTATION APRIL 20, 2017 Click to edit Master title style AGENDA Overview of Site Selection Group Objectives & the Site Selection Process Summary of Results Mock Project Profiles Preliminary Community Filtering In-Depth Site Selection Analysis Real Estate & Incentives Summary Final SSG Impressions & Comments Questions & Answers SITE SELECTION GROUP | PAGE 2 Click to edit Master title style ABOUT SITE SELECTION GROUP SITE SELECTION GROUP | PAGE 3 Click to edit Master title style SITE SELECTION GROUP LEADING CORPORATE LOCATION ADVISORY AND ECONOMIC DEVELOPMENT CONSULTING FIRM Full-service location advisory and economic development consulting firm based in Dallas with 29 global affiliate offices One of the largest independent site selection firms in the United States with 29 full-time employees Provides economic development consulting services through the corporate lens 500+ completed corporate projects SCOPE OF SERVICES LOCATION ADVISORY ECONOMIC INCENTIVES CORPORATE REAL ESTATE ECONOMIC DEVELOPMENT CONSULTING 50+ completed economic development projects $2.0B+ in economic incentives negotiated
SITE SELECTION GROUP | PAGE 4 Click to edit Master title style DIVERSIFIED EXPERIENCE CUSTOMIZED SOLUTIONS ACROSS ALL INDUSTRY SECTORS SITE SELECTION GROUP | PAGE 5 ECONOMIC DEVELOPMENT Click to edit Master title styleCONSULTING EXPERIENCE PROVIDING SOLUTIONS FOR STATE, REGIONAL, LOCAL & UTILITY ECONOMIC DEVELOPMENT LOCATION OPTIMIZATION NEGOTIATION LEVERAGE SITE SELECTION GROUP | PAGE 6 Click to edit Master title style OBJECTIVES & SITE SELECTION PROCESS SITE SELECTION GROUP | PAGE 7 Click to edit Master title style OVERALL PROJECT OBJECTIVES Evaluate the communitys competitive positioning for attracting corporate investment with a focus on high-impact projects. Benchmark the Pinellas County against key competitor communities. Identify critical strengths and weaknesses for attracting and sustaining corporate investment. SITE SELECTION GROUP | PAGE 8 Click to edit Master title style SITE SELECTION PROCESS SSGS ENGAGEMENT WITH PCED IS MEANT TO MIRROR THE STEPS OF AN ACTUAL SITE SELECTION PROJECT 2 Needs Assessment Strategy formation
Business drivers Project timeline Criteria weighting Employee profile Job creation Infrastructure needs Capital investment Geographic preference Facility specifications RESULT DELIVERABLE S KEY STEPS PHASE 1 Project Questionnaire Project Profile Summary Understand Clients Needs & Objectives Community Filtering Labor force size Labor turnover Security analysis Competitor concentration Wage rates Unemployment rate Time zone Accessibility Union conditions Utility rates Real estate availability Economic incentive climate GeoCision Analysis Identify Candidate Communities 3
4 Site Selection Analysis Tours and Due Diligence Demographics Labor force analysis Economic incentives Real estate research Infrastructure Wage and benefits Business climate Geo-political risks Accessibility Operating cost analysis Decision matrix Site Selection Report Comprehensive Evaluation of Candidate Communities Economic development agencies Community leaders Education and workforce training institutions Employer interviews Recruitment agencies Real estate options Infrastructure providers Tour Agenda Building/Site Ranking Matrix Identification of Finalist Locations 5 6 Negotiations Incentive Compliance Economic Incentives Tax reductions Training grants Tax credits Cash grants
Real estate grants Infrastructure grants Annual reporting Training reimbursements Job creation filings Applications Contract amendments Site audits EDC coordination Real Estate Acquisitions Dispositions Build-to-Suits Lease Renewals Request for Proposals Proposal Comparison Financial Analysis Letter of Intent Documentation Compliance Documents Reimbursement Management Contract Amendments IncenTrak Updates Secure Economic Incentives & Real Estate Compliance of Economic Incentives SITE SELECTION GROUP | PAGE 9 Click to edit Master title style PROJECT STEPS MOCK PROJECTS: Select aspirational mock site selection projects and identify key parameters to test the communitys overall competitiveness. COMMUNITY FILTERING: Provide better understanding of where Pinellas County and the greater Tampa Bay region fall in terms of overall national competitiveness for projects. SITE SELECTION ANALYSIS: Analyze how the region compares to selected competitor communities in terms of estimated operational cost and locational competitiveness for those same project types. KEY STRENGTHS AND WEAKNESSES: Develop deeper of key community strengths and weaknesses related to both broad economic development efforts and specific project requirements. 3 1 2 Filtering
Mock Project Profiles Communit y Visit 4 Site Selection Analysis 5 Full Report and Communit y Presentati on PRIL A Y R JANUA SITE SELECTION GROUP | PAGE 10 Click to edit Master title style MOCK PROJECT PROFILES SITE SELECTION GROUP | PAGE 11 Click to edit Master title style PROJECT PROFILES CORPORATE HEADQUARTERS FINANCIAL SERVICES Specifications Drivers 300 jobs $95k average wage Typical corp. HQ occupations 100k SF or 10 acre build-to suit Specifications Workforce availability and costs Tax climate Large, fast growing metro Real estate Incentives Drivers 250 jobs
$75k average wage Focus on finance, accounting, and IT 75k SF ADVANCED MANUFACTURING Specifications 250 jobs $50k average wage Focus on production, engineering and logistics occupations 200k SF on 30 acres Workforce availability and costs Educational programming Real estate Large, fast-growing metro thats not fully saturated Millennial demographic Drivers Workforce availability and costs Real Estate shovel-ready Geographic positioning (SE U.S.) Training and education SELECTION SITE GROUP | PAGE Utilities 12 Click to edit Master title style Enjoy Your Lunch SITE SELECTION GROUP | PAGE 13 Click to edit Master title style COMMUNITY FILTERING SITE SELECTION GROUP | PAGE 14 Click to edit Master title styleAPPROACH COMMUNITY FILTERING For both this project and for the vast majority of its corporate projects, SSG applies some form of the community filtering model approach below. EVERY U.S. MSA All 917 MSAs 917 MSAs MARKET SIZE GEOGRAPHY KEY SCORING METRICS
Depending on the project, SSG often filters out markets that are either too large or too small. Typically, SSG will filter out locations that do not provide the best geographic positioning, either for personal accessibility or logistics. SSG will then filter based on the model scoring, using the most important variables first to eliminate lower scoring communities. ~150200 MSAs ~100 MSAs ~20-40 MSAs SSG & CLIENT EXPERIENCE In the end, SSG and its clients typically applies their judgement to eliminate communities that will likely not work for the requirement. < 20 MSAs COMMUNITIE S FOR INDEPTH ANALYSIS In the end, SSG and its clients typically isolate 5-15 communities that warrant an in-depth analysis. ~5-15 MSAs
Click to edit Master title style TYPICAL VARIABLES GEOCISION ANALYSIS Although the variables used are contingent on the specific project, the below shows a sample of the types of data SSG uses in its initial filtering analysis. LABOR AVAILABILITY LABOR SCALABILITY 2016 Population Labor Force Labor Force Participation Rate % Population Growth % Millennial Population Growth Unemployment Rate OCCUPATION DEMAND Financial Sales Occupation Cluster Demand Business and IT Occupation Cluster Demand Support Occupation Cluster Demand Financial Sales Occupation Demand Per Cluster Total Business and IT Occupation Demand Per Cluster Total Support Occupation Demand Per Cluster Total 4 OCCUPATION PRESENCE Financial Sales Occupation Cluster Financial Sales Occupation Cluster (% of LF) Financial Sales Occupation Cluster Growth 20162021 Business and IT Occupation Cluster Business and IT Operations Cluster (% of LF) Business and IT Operations Cluster Growth 20162021 Support Occupation Cluster Support Occupation Cluster (% of LF) Support Occupation Cluster Growth 2016-2021 INDUSTRY PRESENCE Financial Services Businesses Total Financial Services Business as Percent of All Businesses TARGET EDUCATIONAL ATTAINMENT % High School Graduates (or GED) % Some College, No Degree % Associates Degree % Bachelor's Degree % More Than a Bachelor's Degree TARGET AGE GROUP % Ages 18-24 % Ages 25-34 % Ages 35-44 % Ages 45-54 % Ages 55-64 TARGET HOUSEHOLD INCOME DISTRIBUTION % $25,000 to $34,999 % $35,000 to $49,999 % $50,000 to $74,999 % $75,000 to $99,999 % $100,000 or more EDUCATION OUTPUT Bachelors and Masters Business Completions Bachelor and Master Completions in All Areas Bachelors and Masters Business Completions as % Bachelor and Master Completions in All Areas SITE SELECTION GROUP | PAGE 16 OPERATING COSTS & CONDITIONS TAXES & UNION CLIMATE
Top State Corporate Income Tax Rate State and Average Local Sales Tax Rate Private Union Coverage Rates SUTA Rate SUTA Wage Base Individual Income Tax Ranking Effective Corporate Tax Rate - New Facility Property Tax Ranking REAL ESTATE Average Class A Office Space Lease Rate (2016Q4) TRANSPORTATION & LOGISTICS ACCESSIBILITY Total Current Population Within 11-Hour Drive 5-Year Growth Population Within 11-Hour Drive 5-Year Average Annual Airline Passengers QUALITY OF LIFE ECONOMIC FACTORS Median Household Income Per Capita Income CULTURE & ENTERTAINMENT Arts, Entertainment and Recreation Establishments Count Accommodation and Food Establishments Count Retail Establishments Count Arts, Entertainment and Recreation Establishments per capita Accommodation and Food Establishments per capita Retail Establishments per 1,000 Capita SAFETY AND STRESS Total Crime Index Commuter Stress Index Weather Risk Index Click to edit Master title styleRESULTS COMMUNITY FILTERING GEOCISION ANALYSIS Results for the Tampa-St. Petersburg MSA are shown below. At this stage, SSG typically compares only like-sized MSAs to one another. As a result, the scoring reflects the Tampa/StPetersburg MSA as compared to other large U.S. markets. HEADQUARTERS Weight 25% 25% 25% 15% 10% TOTAL INDEX LABOR AVAILABILITY LABOR COST OPERATING COSTS & CONDITIONS ACCESSIBILITY
QUALITY OF LIFE 118% 123% 103% 119% 146% 102% Weight 35% 25% 20% 10% 10% TOTAL INDEX LABOR AVAILABILITY LABOR COST OPERATING COSTS & CONDITIONS ACCESSIBILITY QUALITY OF LIFE 115% 116% 106% 114% 144% 105% Tampa-St. PetersburgClearwater FINANCIAL SERVICES Tampa-St. PetersburgClearwater Weight 30% 30% 30% 10%
ADVANCED MANUFACTURING TOTAL INDEX LABOR AVAILABILITY LABOR COST OPERATING COSTS & CONDITIONS ACCESSIBILITY Tampa-St. Petersburg-Clearwater 106% 89% 112% 113% 117% SITE SELECTION GROUP | PAGE 17 Click to edit Master title styleRESULTS COMMUNITY FILTERING CORPORATE HEADQUARTERS FINANCIAL SERVICES Market scores well across all key variables (demographics, labor costs, operating costs, accessibility). Market scores well across all key variables (demographics, labor costs, operating costs, accessibility). Scores slightly lower than markets with hub airport access Very fast-growing cities with younger populations may have better demographic profiles Scores slightly lower than markets with hub airport access Overall Results For many HQ projects, overall Tampa Bay market could make the first cut. For many Financial Services projects, Tampa Bay market could make the first cut. Comparison Communities
Selected Specific Takeaways Dallas, TX Orlando, FL Atlanta, GA Charlotte, NC Houston, TX Indianapolis, IN Nashville, TN Dallas, TX Orlando, FL Atlanta, GA Charlotte, NC Phoenix, AZ Denver, CO Miami/Ft. Lauderdale, FL ADVANCED MANUFACTURING Scores relatively well overall compared to other large metro areas. Geographic positioning may not be optimal for production (market and port access) Scores lower compared to major production metros (e.g. Upstate SC, GA, TN) Unless a production project has a strong reason to be in Florida, markets further north may better satisfy. Atlanta, GA Greensboro/Winston-Salem, NC Greenville/Spartanburg, SC Huntsville, AL Knoxville, TN Augusta, GA Lexington, KY Jacksonville, FL
SITE SELECTION GROUP | PAGE 18 Click to edit Master title style IN-DEPTH SITE SELECTION ANALYSIS SITE SELECTION GROUP | PAGE 19 Click to edit Master title style EVALUATING COMMUNITIES: IN-DEPTH COST VS. QUALITIVE FACTORS After the preliminary filtering process, SSG then conducts a more in-depth analysis of the remaining communities. Qualitative Qualitative Analysis Analysis Operating Operating Cost Cost Analysis Analysis Examines Examinesqualitative qualitative factors factors such such as as demographic demographictrends, trends, workforce workforce availability, availability, hiring hiringpressures, pressures, complementary complementary and and competing competingindustries, industries, organized organized labor, labor,and and other other factors factors that that are are difficult difficultto to assign assign aa specific specificcost. cost. Estimates Estimatesthe the 10-year 10-year and andaverage average annual
annual operating operatingcost cost of ofthe the operation operation in in each each location location including includingwage wageand and benefits, benefits, turnover turnover and andtraining, training, utilities, utilities, logistics, logistics, state state and andlocal local taxes, taxes, real real estate, estate, and andcapital capital expense. expense. KEY CONSIDERATIONS Balance between cost and quality Point and Drive Time vs. MSA Estimating the actual labor shed/commute zone SITE SELECTION GROUP | PAGE 20 Click to edit Master title style HEADQUARTERS RESULTS 10-YEAR OPERATING COST ESTIMATE ESTIMATED DIFFERENCE FROM LOWEST MARKET (%) Nashville, TN Indianapoli s, IN Tampa, FL Pinellas County Orlando, FL Atlanta, GA Charlotte, NC
Houston, TX Dallas, TX 0.00% 3.48% 5.90% 6.47% 8.21% 9.74% 9.91% 12.68% 13.38% Less Expensive QUALITATIVE ANALYSIS More Expensive WEIGHT TOTAL Dallas (Plano) Charlotte (Southpark) Atlanta (Sandy Springs) Nashville (Brentwood) Houston (The Woodlands) Orlando (Maitland) Indianapolis (Carmel) Tampa (Hidden River) PINELLAS (CARILLON) PINELLAS (DOWNTOWN) PINELLAS (NORTH COUNTY) 106.4 100.7 100.1 98.9 97.7 96.6 90.4 89.0 88.6 86.1 84.9 30.0% 30.0% 15.0% Workforce Occupation & Air Demographic Industry Accessibility s Presence
95.0 109.4 100.6 68.1 117.3 108.5 Huntsville (Jetplex) 93.4 90.7 91.2 117.1 27.6 100.5 PINELLAS (NORTH COUNTY) 92.5 103.3 96.3 68.1 117.3 108.5 Augusta (Corporate Park) 91.7 85.7 87.0 107.8 63.0 98.5 SITE SELECTION GROUP | PAGE 23 Click to edit Master title style REAL ESTATE & INCENTIVES SUMMARY SITE SELECTION GROUP | PAGE 24 ClickESTATE to edit Master title style REAL COMPARISON
SUMMARY CORPORATE HEADQUARTERS FINANCIAL SERVICES STRENGTHS Baseline options available Effectively priced compared to other comparison markets Planned future market activity (e.g. proposed developments) AREAS OF CONCERN Attractive options mostly limited to Carillon area Sheer number of options The office real estate market in Pinellas County is adequate, especially when compared to production availability. COMMENTS There is diversity among options and real estate is competitively priced, although mostly limited to the Carillon area. In addition, there are proposed projects that could provide long-term space options if they are fully realized. ADVANCED MANUFACTURING None. The Airco site could become a competitive option in the future, but would require significant investment. Lack of existing buildings Lack of competitive land development options Industrial real estate is an area of significant concern for Pinellas Countys ability to attract new and expand its current advanced manufacturing operations. SITE SELECTION GROUP | PAGE 25 Click to edit Master title INCENTIVES style SAMPLE PROPOSED PINELLAS COUNTY PROPOSAL While their importance in identifying and securing the optimal location for an operation may be overstated from time to time, incentives remain a critical part of the site selection process. As part of this process, PCED provided hypothetical local incentive offerings for each type of project and from partner organizations, like the State of Florida and Duke Energy. INCENTIVE QTI CORPORATE HEADQUARTERS
ADVANCED MANUFACTURING $1.5 Million $1.25 Million N/A $5.7 Million N/A Eligible: Depending on Corporate Income Tax Liability High Impact Performance Credit Eligible: Negotiated N/A Eligible: Negotiated Expeditated Permit Initiatives Eligible: Based on Permit Costs Eligible: Based on Permit Costs Eligible: Based on Permit Costs Training: FloridaFlex $270,000 $225,000 $225,000 Training: Incumbent Worker Training $35,000 $35,000 $35,000 Training: On-the-Job Eligible Eligible Eligible Sales Tax Exemption on M&E N/A N/A $3.0 Million N/A N/A Eligible: Dependent on Consumption $169,865
$92,540 $517,774 Ad Valorem Tax Exemption Capital Investment Tax Credit Sales Tax Exemption on Electricity Electricity: Duke Energy ED Rider $2.1 Million FINANCIAL SERVICES TBD (based on ownership or lease) Eligible: Depending on Corporate Income Tax Liability SITE SELECTION GROUP | PAGE 26 Click to edit Master title style INCENTIVES MOCK PROJECTS: LOCAL HYPOTHETICAL INCENTIVES PROPOSAL Average Local Incentive Package Pinellas County Mock Offer Property Tax Abatement Expedited Permits Permit Waivers/Cost Reimbursement Comparison Community Summary Commonly used local incentive. Competitive offer Commonly used local incentive. Offered to all three projects types. - Commonly used local incentive to go above and beyond simply expediting the process. Not initially offered for mock projects, but individual municipalities may offer. Local Workforce Development Support Initially offered to all three projects types, but limiting OTJ training assistance to only
currently unemployment workers may limit effectiveness. Local workforce incentives can take a variety of forms including local grant money for training, physical space for training, or other in-kind services. Competitive Local Incentive Package Free Land / Discounted Rent / Building Upfit / Public Space Improvements Not initially offered for mock projects. Can vary widely among communities, but very competitive ones may offer free/discounted land especially for industrial. Highly Competitive Local Incentive Package Cash Grants, Forgivable Loans, Etc. Not initially offered for mock projects. Can vary widely among communities, but very competitive ones may offer some upfront cash assistance for high impact projects. SITE SELECTION GROUP | PAGE 27 Click to edit Master title style MOCK PROJECTS: PARTNER INCENTIVES HYPOTHETICAL INCENTIVES PROPOSAL Average State Incentive Package Pinellas County Mock Offer Comparison Community Summary State Tax Credits Training Incentives Statutory Tax Exemptions Utility Discounts/ED Riders Capital Investment Tax Credit offered for Headquarters and Manufacturing projects. Offered to all three project types. Exempt Sales Tax on M&E and Electricity. Offered to all three project types.
Depends on state tax structure. Critical to provide both start up screening, hiring, and training assistance, along with ongoing and incumbent support. Southeastern states are leaders in this type of customized training and support. Many competitive states already exempt key inputs and purchases from sales tax. Both for competitive electric rates and economic development support, Duke is one of the nations top utilities for economic development. Competitive State Incentive Package Refundable Tax Credit/ Withholding-Based Grant Offered to all three project types via QTI. However, wage thresholds could limit effectiveness for manufacturing. Commonly used discretionary incentive in competitive states. Wage thresholds (especially in more populated areas can be a challenge) Highly Competitive State Incentive Package Cash Grants/Closing Fund Potentially offered to Headquarters and Manufacturing projects. As with other incentives, closing funds and similar cash grants can help tip the balance towards one competitive community over another. SITE SELECTION GROUP | PAGE 28 Click to edit Master title style FINAL SSG IMPRESSIONS SITE SELECTION GROUP | PAGE 29 Click to edit Master title style TYPICAL PROJECT FLOW CRITICAL TO ENGAGE REGIONAL AND STATE PARTNERS The graphic below shows a high-level view of how most projects move from either a consultant or company to economic development support at the community level. CONSULTANT CONSULTANT (~50%) (~50%) Site SiteSelection Selection Consultants Consultants Tax/Advisory Tax/AdvisoryFirms Firms Real Real Estate Estate Brokers
Brokers Law Law Firms Firms Engineering EngineeringFirms Firms COMPANY COMPANY (~50%) (~50%) Operations Operations Financial Financial Real Real Estate Estate Supply SupplyChain/Logistics Chain/Logistics Corporate CorporateDevelopment Development Executive Executive Level Level State State & & Regional Regional EDC EDC Partners Partners Enterprise Enterprise Florida, Florida, regional regional economic economicdevelopment, development, Duke Duke Community Community EDC EDC Pinellas Pinellas County County SITE SELECTION GROUP | PAGE 30 Click to editIMPRESSIONS Master title style FINAL SSG KEY CONSIDERATIONS REAL REAL ESTATE ESTATE ACCESSIBILITY ACCESSIBILITY Very Verylimited limitedindustrial industrial real
real estate estate options options Peninsula Peninsula on on aapeninsula peninsula Baseline Baseline office office availability availability True True commuting commutingpatterns patterns and and challenges challenges Critical Critical for for the the community community and and developers developers to to make make strategic strategic investments investments in in key key sites. sites. Focus Focus recruitment recruitment efforts efforts and and tell tell the the labor labor availability availability story story throughout throughout the the county. county. ECONOMIC ECONOMIC DEVELOPMENT DEVELOPMENT QUALITY QUALITY OF OF LIFE LIFE Regional Regional and andstate state partnerships partnerships
Community Community presents presentswell; well;employer employer advocates advocates Funds Funds for for economic economicdevelopment development Ensure Ensure regional regional and and state state marketing, marketing, project project flow flow and and funds funds for for long-term long-term development. development. But But demographic demographic and andperception perception challenges challenges Attractive Attractive place place to to live live and and do do business, business, but but important important to to overcome overcome outside outside perceptions. perceptions. SITE SELECTION GROUP | PAGE 31 Click to edit Master title style QUESTIONS? www.siteselectiongroup.com | 1.866.938.SITE (7483)
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