Few thoughts for joint meeting
To the editor:
I wrote the following letter to the Sanibel Planning Commission and City Clerk on Jan. 23 regarding the joint Sanibel City Council-planning commission meeting scheduled for Feb. 18 at 1 p.m.
Thank you for soliciting thoughts for the joint workshop. As way of introduction I would like to provide some of my background and experience that is relevant to the current challenges and opportunities facing Sanibel after the spate of recent hurricanes.
I was formerly an elected city councilman, mayor and county commissioner in New Jersey, as well as the appointed deputy mayor of Jacksonville. I further served as a Cabinet Secretary of Commerce and Labor in New Jersey. I also was a presidential appointee as chairmen of the Federal Regional Council in Federal Region II, which consists of New Jersey, New York, Puerto Rico and the U.S. Virgin islands. At the time, the regional council was a mirror of the U.S. cabinet departments in each of the 10 federal regions. In my position, I reported directly to the White House chief of staff. As the highest level appointed federal official in the region, I oversaw and coordinated on behalf the White House the 18 major domestic agencies. In that capacity, I dealt with many development issues.
While mayor, my community suffered a major flood in which five people were killed, so I am very familiar with both the challenges and opportunities facing a community as it seeks to rebuild after a major natural disaster. In previous professional capacity, I also was head of the Department of Policy, Planning and Economic Development for a major New Jersey city. While serving as deputy mayor of Jacksonville, I was responsible for policy development, planning, capital improvements and economic development on behalf of that consolidated government.
Aside from my elected and appointed government offices and positions, I was president of the New Brunswick Development Corporation (DEVCO), which spearheads the revitalization of that city which continues today. My last full-time position was as president of the Miami-Dade County Beacon Council. The Beacon Council is one of the top economic development organizations (EDOs) in the United States, as well as worldwide. During my tenure, it was constantly listed in the top five EDOs in the nation and top 10 worldwide. Subsequent to my Beacon Council tenure for a time, I had my own economic development consulting company.
I provide my background as a way of underscoring my experience and qualifications to discuss some ideas and concepts I have in regard to the challenges and, indeed, opportunities now facing Sanibel. I hope you will find them of merit and will pass them on the the appropriate individuals. I have no other interest other than the successful economic recovery of the island.
There is no one silver bullet that will facilitate and speed the rebuilding and recovery of the island. A multiple interdisciplinary approach will be necessary. There must be both short-term and long-term written measurable objectives with corresponding timetables and identified accountable responsible individuals.
Without a doubt, the top priority must be the rebuilding of residential and businesses units. The island will not recover unless and until these units come back online. Any code changes must solely be directed toward those objectives and staff assigned accordingly. As the island recovers, code enforcement of secondary issues such as invasive plants, signage, color of structures or such things as color of gas pipes, et cetera, must be held in abeyance until the island has substantially been rebuilt. In speaking with both homeowners and businesses owners alike, they are frustrated by what they perceive to be a “gotcha mentality” by city staff. Many are actually reluctant to speak out for fear of retribution or further citations or inspections by city staff.
Permitting must be job one. I would assign integrated teams of city staff to identify home by home, HOA by HOA, business by business, the responsibility to approve all outstanding permitting issues in no more than 60 days. (I would prefer 30 days but that might not be possible with current city staffing.) There must be a “get it done now” mentality. This should be their sole responsibility — to develop a checklist of all outstanding permitting issues and work to resolve jointly with the property owners all outstanding issues.
Clearly many are still impacted by the inability to resolve longstanding insurance issues. It is incumbent upon the city to engage the state of Florida to intercede on a case-by-case basis to break the insurance log jam many are still dealing with. The city can not stand idly by and hope the issues are resolved. This is a proactive approach and may not be seen as the city’s role. However, let me assure you, pressure can and should be brought to bear to at least identify all outstanding insurance issues and work in concert with the state and property owners to resolve them. The future economic viability of the island is at stake.
The same approach should be taken with the legacy businesses that have not yet rebuilt or reopened. A case-by-case analysis must be undertaken. It is clear, however, that the increase in financing interest rates maybe an impediment for many legacy businesses to rebuild at this time. This is exacerbated by the fact that there is not yet sufficient potential customers to warrant these businesses to rebuild or reopen. Hence, the need to speed up the rebuilding process of residential units. However, in the meantime, assistance must be given to these legacy businesses. A pro active approach must be undertaken. I would suggest that the city, in conjunction with the county, convene all the local financial institutions to create a blended low-interest loan pool to assist the legacy businesses rebuild and reopen. A loan committee consisting of representatives of each of the financial institutions would review and approve all loan applications to insure credit worthiness. I would also suggest the city, rather than undertaking any major capital improvements, use those resources in order to be a contributor and participant in the loan pool, as should the county. Our local state representatives should also be urged to introduce legislation to have the state participate in the loan pool. The state already has/had a similar bridge loan program to assist businesses impacted after a hurricane. The state has a vested interest in getting the businesses back up and running ASAP.
It will be incumbent upon the city to redirect staff responsibilities and assignments. Some may need to have new training or different job reassignments than they currently have. Code enforcement must give way for permitting and assistance. It may even be required to hire additional staff to address these issues in an expedited manner. Once there there is substantial progress in units coming back online, staff can revert to pre-Hurricane Ian responsibilities and enforcement.
A long-term economic recovery plan must be developed and implemented. Sanibel relies upon tourism as its economic lifeline. Without the capacity and infrastructure for tourists to frequent our rental units and businesses, our economic recovery will lag, tax revenues will suffer. Clearly, the natural beauty and environment of the island is a major attraction and must be preserved. However, there must be additional incentives for tourists to continue to enjoy our island. In addition to our natural assets, Sanibel has a unique opportunity to expand upon a growing art and culture scene. My experience in economic development underscores that art and culture are very attractive to potential tourists. I would cite the success of Santa Fe and Taos New Mexico as examples of the ability to leverage the arts in a non-evasive industry to serve as additional reasons for tourists to visit our island. I recommend the city evaluate and examine the Santa Fe and Taos success and see if they could be replicated all or in part here. A special Art District with various incentives could be developed to encourage artists to locate here. This could be combined with special zoning, financial incentives and even priority to access affordable housing opportunities.
The city should consider calling upon the Horizon Council for assistance in this initiative or hire an economic development professional or consulting firm to evaluate this or similar concepts. Sanibel, I’m afraid, will need more than shelling and beaches to recover and and sustain economic vitality.
In the short term, I strongly recommend the city urge the Lee County Tourist Development Council — now chaired by a former Sanibel mayor — to fund and implement an aggressive targeted PR and marketing campaign that Sanibel is “Open for Business.” I undertook a similar effort for Miami-Dade when we were hit by a series of hurricanes in 2004. This proposed campaign could incorporate other areas within the county as well, but it is incumbent upon them to do this ASAP. It is too late to capture the bulk of this season, but at least a PR effort and perhaps a summer program that would morph into an aggressive campaign for next season should be developed and implemented.
While the local chamber is well intentioned, it does not have the resources such a campaign would require, and the city currently does not have the expertise. It is the role of the Tourist Development Council and it should be called upon to market these islands aggressively. Additional funding could be provided by private sector interests in tourism and retail in a joint marketing effort. This is how we helped to augment funding our efforts in Miami-Dade. Again, the state should participate via Visit Florida. Its funds should be called upon to augment this effort. Folks across the United States and in Europe still think the island is closed … or that nothing is open. That impression must be dispelled.
While seemingly minor, the signage as one approaches the island is a series of negative messages. It’s time we focus on encouraging and welcoming visitors … upgrade the entrance landscaping as well, as it will send a positive subliminal message.
I know I have gone well beyond “code” issues. However, the challenge and opportunities are well beyond such a narrow approach. Sanibel, in my opinion, is at an economic crossroads. I fear some of the legacy businesses may never return … some will simply fold or locate elsewhere. Some residential units may still linger for years in the current state. Giving them citations is not the answer. Progress must be not only reality, but also be perceived by locals and visitors alike as advancing at a fast pace. There are too many homes for sale … there are too many that have not been rebuilt. Too many businesses that have not reopened or rebuilt … too many empty lots. The old saying, “The definition of insanity is doing the same thing over and over and expecting a different result,” seems to be the case here. There needs to be a bold, aggressive and focused approach. These are a few of my thoughts that I hope will create some new approaches.
Frank Nero
Sanibel