WALTON COUNT Y FLORIDA

STRATEGIC ECONOMIC

DEVELOPMENT PLAN

D I V E R S I F I C A T I O N + R E S I L I E N C E DRAFT COPY FOR REVIEW

CONTENTS ____________________________________________________

A. VISION STATEMENT 1

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B. EXECUTIVE SUMMARY 2

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C. SIX PILLARS: GOALS AND STRATEGIES 6

Infrastructure and Growth Leadership

Talent Supply & Education

Civic and Governance System

Innovation and Economic Development

Business Climate and Competitiveness

Quality of Life and Quality Places

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D. STEPS FORWARD: KEY TRANSFORMATIONAL PROJECTS 12

PROJECT 1: U.S. Highway 331

PROJECT 2: Water and Sewer Infrastructure

PROJECT 3: U.S. Military Re-investment

PROJECT 4: Owl’s Head

PROJECT 5: Veterans Lodge

PROJECT 6: Mossy Head Industrial Park

PROJECT 7: County Road 30A Mobility Project

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E. NOTES ON STRATEGY DEVELOPMENT 19

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F. PUBLIC INVOLVEMENT IN STRATEGIC PLANNING 21

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G. FUNDING AND TECHNICAL RESOURCES 28

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APPENDIX 1: WALTON COUNTY INDUSTRY ANALYSIS 43

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APPENDIX 2: WALTON COUNTY COMMUNITY PROFILE 47

Early History | Population | Educational Attainment | Labor Force

Income and Spending | Housing

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APPENDIX 3: EXISTING ASSETS INVENTORY 55

ASSET 1: Transportation

ASSET 2: Infrastructure

ASSET 3: Available Land

ASSET 4: Tourism

ASSET 5: Military

ASSET 6: Educational and Workforce Development

ASSET 7: Housing

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VISION STATEMENT

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AS HOME OR DESTINATION, WALTON COUNTY IS

AN INSPIRING PLACE FOR RELAXATION,

CREATIVITY, PRODUCTIVITY, AND FINDING

COMMUNITY.

WE PLAN FOR THE FUTURE WITH CONSERVING OUR

PRINCIPLED BUILT ENVIRONMENT AND TREASURED

NATURAL LANDSCAPES IN MIND, WHILE

WELCOMING NEW OPPORTUNITIES TO GROW

INVESTMENT IN WALTON COUNTY.

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Executive Summary ____________________________________________________

Walton County, Florida is facing an economic tsunami.

Recently released data illustrates that Walton County had:

• The #1 performing local economy in Florida between 2012-2015, with 53% growth in

gross domestic product reaching an estimated $2.5 Billion.

• The #1 fastest growing county in population in Florida in 2017 and was the 6th fastest

growing county in the U.S.

Employment in high-performing professional, scientific, and management industries is leading

the growth. Military investment in the region’s large installations continues, tourism is

flourishing, and more premier residential and mixed-use developments are planned.

However, with growth comes inevitable change. The county’s desirability for visitors and sun-

seeking transplants has created infrastructure demands that have outpaced County capital

planning budgets. Traffic has become a top of mind issue for planners. There is even concern that

the success of tourism in South Walton has created traffic congestion scenarios that may

ultimately affect the area’s ranking as a premier coastal destination if not addressed. And a strong

real estate market for new development has resulted in a widening gap in mid-market housing

affordability. Citizens are asking if the community is changing too much, too rapidly, and if the

possibility exists to pump the brakes.

Infrastructure build-out keeping pace with growth has been identified as Walton County’s

primary challenges. Because the capacity of arterial road networks is under strain, the ability of

workforce to more efficiently reach employment opportunities is a critical infrastructure issue.

Current commute times are often untenable for residents and directly impacts hiring and

employee turnover in some sectors. The demand for housing, and in turn a demand for critical

services, water and sewer infrastructure, and connector roads, in areas north of the

Choctawhatchee Bay is expected to increase significantly. A shortage of affordable housing

options for service sector employees and mid-level professionals near employment centers has

implications for economic growth overall.

Business retention and recruitment strategies depend upon ready access to needed

infrastructure, and increasingly, businesses choosing locations expect all basic infrastructure to

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be in place, and sometimes specialized infrastructure to meet specific needs. Companies will

most often seek sites and facilities that can be quickly built out to their needs with minimal risk.

Walton County has been successful in creating industrial parks and selling land to a range of

manufacturing, distribution, and warehousing operations. An advantageous amount of

undeveloped land remains in the northern areas of the county. However, site control and

infrastructure may not be in place to attract desirable private investment. In competing for new

industries, Walton County can prepare and market true shovel-ready development sites, with

environmental due diligence, site clearance, utility and road infrastructure, and other

preparation completed that will expedite the buyer’s acquisition and construction process.

Proper zoning, fast-track permitting, easy expressway access, internal roads, and compatible

adjacent land uses also make sites more viable.

While is it is important to recruit new businesses to the area, it is critically important to retain

and grow existing businesses. A business recruitment and expansion program is an avenue for

the EDA to build relationships with existing businesses, to gather information about local

business activity, to educate businesses on the County’s business support resources, and to be

able to anticipate change in a company’s status. An effective BRE program is based on accurate

knowledge of the business community and constant two-way communication. BRE involves (1)

building a solid relationship with business owners or managers in the community, (2) regularly

collecting data on companies and related industries, (3) analyzing and tracking the collected data

in order to predict behavior, (4) assisting companies in solving problems that may cause them to

relocate or close, (5) looking for opportunities to support growth of the businesses in their

communities. Walton County should be prepared to help businesses with expansion of current

sites and facilities, preparing new sites for expansions that require relocation, and assisting with

regulations and permits related to planning, zoning, and construction. Importantly, because

growth-oriented businesses are dependent on skilled talent availability, the EDA should work to

connect business owners and managers to its workforce development resource network.

The challenge for Walton County is to acknowledge the uncertainty of local stakeholders and

involve them in preparing for what comes next – to be positioned to direct change, rather than

simply responding.

In order to make the most of incoming talent and new entrepreneurial opportunities, a roadmap

is needed for Walton County leaders to use in decision-making. The Walton County Strategic

Economic Development Plan is a consensus- and data-driven set of Goals and Strategies to help

guide the work of elected officials and the County’s Economic Development Alliance. The Vision

Statement framing the plan acknowledges the interrelationship of conservation and growth

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principles, reflecting the tension inherent in most development-oriented issues the County

routinely faces.

There are several current state and regional Economic Development strategic plans that are

relevant to Walton County and which reinforce the Goals and Strategies of this plan. These

include the Florida Chamber Foundation’s Six Pillars, Florida’s Great Northwest’s Northwest

Florida FORWARD (2017), Florida Department of Economic Opportunity’s Strategic Plan for

Economic Development 2018-2023, and the West Florida Regional Planning Council’s 2018-2022

Comprehensive Economic Development Strategy (CEDS). The framework of this Plan correlates

Goals and Strategies for Walton County within the Six Pillars: Talent Supply and Education,

Infrastructure and Growth Leadership, Civic Governance System, Innovation and Economic

Development, Business Climate and Competitiveness, and Quality of Life and Quality Places.

Walton County has identified several large-scale projects that have broad-based support in the

community and have made recent forward progress in implementation. In addition to putting

forth Goals and Strategies, this report identifies these unique opportunities as Key

Transformational Projects and outlines how they relate to the County’s vision for growth. The

County anticipates that the momentum for these projects will be strengthened with the adoption

and advancement of this Plan.

Resources for Implementation

A list of grant funding sources that may support small and large elements of Strategy

implementation is included as an Appendix to the Plan. The County should closely review these

funding opportunities with prioritized projects in mind. Federal and state governmental grants

will often require a local match percentage, so unencumbered financial reserves are important

to have in place when attempting to leverage outside funding.

New revenue options available to the County include increasing property and/or sales tax rates.

Adopting appropriate and reasonable tax levy Increases should be considered in order to

accomplish the policy goals outlined in this Strategy.

Example tax increase scenarios and the associated impact on the County:

Millage Rate: In 2018, Walton County levied approximately $66.7 million in property taxes

(based on the current millage rate of 3.636 and the 2018 real property assessed value of $18.3

billon1). An increase to the County millage rate of .00017 (3.63617) would generate an additional

$3.1 million per year. A .5 mill increase (4.136) would generate $75.9 million (a $9.1 million

1 Walton County, Florida, Comprehensive Annual Financial Report

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increase). The data below shows the increased costs per year at a range of assessed values. At a

current 97% collection rate, the increase in millage would still generate between $3 million and

$8 million per year. Table 1 shows that the more conservative millage increase (.00017) would

impact individual property taxes less than ten cents.

Real Property

Assessed Value

Property Tax at

Millage Rate

3.636

Millage Rate

3.63617

Millage Rate

4.136

$75,000 $272.70 $272.71 $310.20

$150,000 $545.40 $545.42 $620.40

$250,000 $909.00 $909.04 $1034.00

$450,000 $1636.20 $1636.27 $1861.20

Sales Tax: For the same period, the State recorded the receipt of $33,670,146 in sales tax

revenue for the County. The current sales tax rate is 7%. The County is considering increasing its

rate to the maximum allowed amount of 7.5%, directly comparable to surrounding Escambia,

Santa Rosa, and Washington Counties. Based on the 2018 values, the increase could generate an

additional $2.4 million annually.

Both of these options equate to important additional revenue to the County without undue

burden to the majority of households and businesses. It is anticipated that approximately $2

million in additional revenues could be produced to fund new policy directions from which the

County as a whole would benefit.

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GOALS AND STRATEGIES

1. Talent Supply and Education _____________________________________________________________________________________

Goal 1: Create a dynamic workforce development strategy that anticipates

tomorrow’s workforce (projected population growth, demographic shifts,

employment trends, and commute patterns) in relationship to Walton County’s

vision, and implement steps that may be needed.

Strategy 1.1: Collaborate with state and regional partners like CareerSource Okaloosa

Walton, Florida Department of Economic Opportunity, Florida’s Great Northwest,

Opportunity Florida, and Emerald Coast Technial College to address the present and

future needs in identified target industries.

Strategy 1.2: Link education and training partners to develop cooperative education

agreements, pipeline skills training programs, and apprenticeships using the ECTC

Regional Demand Occupations List.

Strategy 1.3: Continue to partner with CareerSource Okaloosa Walton to encourage

military retention and serve as a liason between the military affairs committee and

Walton County. Expand military spouse placement in the local workforce.

Strategy 1.4: Ensure support of early-childhood education initiatives, which have

demonstrated positive impacts on lifelong academic success.

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2. Infrastructure and Growth Leadership _____________________________________________________________________________________

Goal 2: Build and maintain adequate infrastructure to support economic

development and improve quality of life.

Strategy 2.1: Take steps to reduce traffic congestion along primary transportation

corridors.

Strategy 2.2: Incorporate high-density transportation planning principles and

technology-based solutions to demand management along primary traffic corridors.

Require limited-access design that mitigates increased traffic congestion along major

corridors when adjacent properties are developed, as outlined in the U.S. 331

planning corridor study.

Strategy 2.3: Identify key decision-making agencies in transportation corridor

planning and development (County staff including Engineering and Planning,

Okaloosa-Walton Transportation Planning Organization, and Florida Department of

Transportation) and ensure ongoing alignment of Economic Development goals for

the county.

Strategy 2.4: Strengthen active engagement with the O-W TPO and build advocacy for

advancing critical projects.

Strategy 2.5: Support efforts of the Tourism Development Council to creatively

address limited parking access points and related infrastructure needs in South

Walton.

Strategy 2.6: Continue to expand and support public transit in Walton County. Allow

for private rideshare and shuttle provider operations and use shared data when

available to support the case for public transit connectivity.

Strategy 2.7: Market the Defuniak Springs airport as an available asset to aviation and

aerospace-dependent industries. Explore the viability of expanding airport services,

adding speculative building space, or other avenues to directly increase marketability

of surrounding property.

Strategy 2.8: Seek out additional opportunity for the barge port in Freeport. Building

upon previous visioning and County investment in the Fourmile Creek area, identify

any needed improvements for or barriers to additional port development.

Strategy 2.9: Coordinate in partnership with County staff, the Cities of Freeport and

Defuniak Springs, the Town of Paxton, the Northwest Florida Water Management

District, and the Florida Department of Environmental Protection to identify

development constraints and needs of key development sites to meet water and

sewer capacity demands.

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Strategy 2.10: Develop and implement a phased plan for water and sewer extensions

with practical solutions addressing water and sewer extensions for population

growth.

Strategy 2.11: Build upon feasibility and action plans to improve broadband

infrastructure to encourage business growth and enhance public safety.

Strategy 2.12: To expand desirable and affordable housing options for all incomes,

develop a specific and consensus-oriented plan to address housing concerns in

Walton County such as affordable and workforce housing availability, sewer and

water connection needs, and homeownership preservation.

Strategy 2.13: Increase inventory of workforce housing units..

Strategy 2.14: Provide financial incentives for privately-developed affordable and

workforce housing, such as underwriting land costs with a land bank or trust.

Strategy 2.15: Develop a smart growth strategy for affordable and workforce housing

that clusters multi-family developments where the necessary transportation access

points and infrastructure already exists or is planned.

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3. Civic and Governance System _____________________________________________________________________________________

Goal 3: Maintain functional, trustworthy systems of governance and productive

avenues for civic participation.

Strategy 3.1: Build adequate funding streams and positive alliances supporting future

growth throughout Walton County.

Strategy 3.2: Strategically utilize the opportunities and position of the County to

pursue untapped grant funding to implement important projects and strategies.

Strategy 3.3: Expand the taxing district of the TDC to add a North Walton tourist

development tax as a separate North Walton tax; continue to support the use of TDC

resources for infrastructure planning and development.

Strategy 3.4: Increase professional capacity and funding for Economic Development

Alliance activities to expand the program to levels competitive with surrounding

counties.

Strategy 3.5: Establish goals and objectives for the EDA with performance measures,

outcomes, and impact metrics to be evaluated annually.

Stategy 3.6: Improve relationships and results-orientation across all levels of

government. For example, convene forums among peer departments of local

governmental jurisdictions to discuss economic strategies in the context of current

planning and development issues.

Strategy 3.7: Forge close relationships with philanthropic organizations with

community and economic development purposes and missions.

Strategy 3.8: Promote educational opprtunities for citizens and community leaders to

learn about Economic Development as a professional practice and Walton County’s

strategies for growth.

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4. Innovation and Economic Development _____________________________________________________________________________________

Goal 4: Create an environment for new and growing businesses to readily invest,

hire, and thrive.

Strategy 4.1: Increase available shovel-ready sites for office uses, advanced

manufacturing, research & development, and distribution.

Strategy 4.2: Create a spec building program (see Santa Rosa County’s as an example).

Strategy 4.3: Partner with developers to creatively structure financing for

infrastructure needs.

Strategy 4.4: Streamline the commercial development process.

Strategy 4.5: Formalize the business retention and expansion (BRE) program to

effectively identify opportunities and to resolve barriers to growth for individual

businesses.

Strategy 4.6: Review and summarize BRE data on an ongoing basis to identify trends

and adjust efforts accordingly.

Strategy 4.7: Establish a BRE leadership team or task force that includes key

stakeholders, utility partners, and Florida’s Great Northwest to broaden the resources

and accountability of the program.

Strategy 4.8: Promote Walton County’s competitive advantages with a sophisticated,

forward-looking, multi-year marketing plan.

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5. Business Climate and Competitiveness _____________________________________________________________________________________

Goal 5: Generate a business-friendly climate that helps promote job growth and

high-wage earnings in Walton County.

Strategy 5.1: Improve collaboration, efficiency, and productivity with local

governmental agencies and municipalities.

Strategy 5.2: Streamline regulations and approval processes for commercial

development.

Strategy 5.3: Identify key stakeholders and create a public-private partnership to help

support the goals and mission of the EDA.

Strategy 5.4: Actively engage Walton County’s partner resources in innovative

approaches to entrepreneur-focused economic development to capture projected

demand for local goods and services.

Strategy 5.5: Offer support and incentives to developers willing to redevelop

abandoned sites and buildings.

Strategy 5.6: Partner with developers to creatively structure financing for

infrastructure needs.

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6. Quality of Life and Quality Places _____________________________________________________________________________________

Goal 6: Preserve and enhance Walton County’s unique natural and built resources

with well-evaluated development standards and investment decisions.

Strategy 6.1: Expand the taxing district of the TDC to add a North Walton tourist

development tax as a separate North Walton tax. Continue to support the use of TDC

resources for infrastructure planning and development.

Strategy 6.2: Support and replicate Main Street’s historic preservation, beautification

campaigns, and downtown revitalization efforts in Defuniak Springs.

Strategy 6.3: Increase efforts to extend bicycle/pedestrian infrastructure throughout

the county in connecting corridors.

Strategy 6.4: Encourage additional retail options and farm-to-table opportunities in

Paxton.

Strategy 6.5: Encourage business owners and residents to invest in improving building

facades, lawns, and walkways as a way to leverage community pride.

Strategy 6.6: Consider community community health needs into development

planning for active/outdoor lifestyle amenities (as example, water access

maintenance and paddle trail development in Freeport.)

Strategy 6.7: Expand awareness of and public investment in conservation areas,

parks, trail systems and other outdoor recreational opportunities.

Strategy 6.8: Strengthen Code Enforcement policies and resources to address blight

county-wide.

Strategy 6.9: Enhance coastal resilience capabilities county-wide to recover following

hazardous events including hurricanes, coastal storms, flooding, or man-made

disasters (for example, buried power lines).

Strategy 6.10: Evaluate and communicate the economic value of natural resources to

elected officials to support environmental protection. Assess the value of the

Choctawhatchee Bay Watershed and the Gulf of Mexico on South Walton.

Strategy 6.11: Build relationships and civic identity by supporting community events

throughout the county. Promote the use of effective social media communication

platforms to encourage positive dialogue and participation.

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ACTION STEPS: KEY

TRANSFORMATIONAL

PROJECTS

Several key transformational projects are proposed or are currently

advancing in Walton County. These projects signify optimism of the

community in evaluating a return on investment, as well as leadership

and ownership in making these visionary ideas happen. The widening of

U.S. 331, the water and wastewater service extensions and upgrades

along the U.S. 331 corridor and U.S. 90, new military missions and

investment, Owls Head, Veterans Lodge, Mossy Head and the 30A

Mobility Project are examples of projects that will significantly impact

future development and be catalysts for economic growth. However,

each of these still depends upon leveraging of financial resources and

partnerships to fully materialize. Developing broadly-supported project

priorities, pragmatic cross-jurisdictional agreements, and solid

implementation plans will make the difference in achieving the goals

envisioned.

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Figure 9: Walton County Key Project Sites

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U.S. Highway 331

Centrally located in Walton County, U.S. Highway 331 is a primary transportation artery for

regional commuters, tourists, and business commerce, and serves as a vital hurricane evacuation

route as well. Severe traffic congestion along U.S. 331 is a longstanding issue that is being

addressed with mitigation. The most heavily used segment of U.S. 331 extends north from

Highway 98 in Santa Rosa Beach to Interstate 10.. In coordination with the Florida Department

of Transportation (FDOT), this segment of the highway has been widened from a two-lane

highway to a four-lane highway.

It is anticipated that, in conjunction with widening U.S. 331 and the extension of water and sewer

connections, the corridor will become more economically viable and spur new development in

Walton County. The County has prepared a U.S. 331 Economic Development Corridor Plan, which

is intended to strategically plan for future development and connectivity along the corridor.

Overly congested roadways can reduce attractiveness to businesses that may want to situate

along a corridor, as ease of access and adequate infrastructure capacity is often a key

determinant in the site location process. Congested roadways can also discourage consumers

from traveling to businesses. A key component of the U.S. 331 Corridor Plan is to maintain the

highway’s ability to carry high volume traffic in a safe and efficient manner; therefore, a system

of existing or planned service roads, limited number of connections, median openings and

infrequent traffic signals are proposed to maintain functionality of the highway. Also important

for the U.S. 331 Corridor will be the development of alternate routes including major intersection

alternatives due to the east and west land constraints posed by Eglin Air Force Base properties

and conservation lands. The plan also includes an analysis of the future land use, zoning, and

existing infrastructure to determine the development potential along the corridor.

Water and Sewer Infrastructure

It is recognized that desired development has to date been constrained by a lag in critical

connections of water and sewer infrastructure, though population trends and demands have

warranted it. Water and wastewater service extensions and upgrades along the U.S. Highway 331

corridor and U.S. Highway 90 are seen as essential to fostering desirable patterns of population

growth and commercial expansion in Walton County, and phased plans are in place that

represent partnerships between the County and municipalities. U.S. 90 is a primary east-west

arterial highway. Most of the parcels along U.S. 90 will consist of commercial or industrial

development.

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U.S. Military Re-Investment

In support of the advance of the U.S.A.F. Hypersonic Testing Program, the U.S. Defense

Department has announced the relocation to Eglin AFB from Wright-Patterson AFB of

approximately 2,000 active military personnel and defense contractors. Within a five-year

timeframe, the program will become fully operative. This sizable mission investment in Eglin

represents significant positive economic impact to the area, with high-wage job creation and

more diverse supply chain opportunities. The County will expedite directing resources to the U.S.

331 corridor south of I-10, including infrastructure buildout and some property acquisition, in

planning for related commercial development. A range of additional considerations (school

system impacts, residential needs, support service workforce, etc.) are part of current strategic

planning efforts in support of the expansion.

Regionally, Tyndall AFB in neighboring Bay County was monumentally damaged with the impact

of Hurricane Michael. Plans are announced that Tyndall will be rebuilt, with increased storm

resilience, as an “Air Base of the Future,” with a larger presence than before. Plans for the new

base will emphasize state-of-the-art aviation technological capabilities and “smart-flex” building

design. Tyndall represents 37% of all economic activity in Bay County and is part of the globally-

recognized cluster of Panhandle military sites that includes Walton County.

Owl’s Head

The location of Owl’s Head Farms was a proposed 1,200-acre master-planned, mixed-use

community under private development along U.S. 331 in the City of Freeport. The project was

originally approved for 3,500 dwelling units and 700,000 square feet of commercial space, as well

as new schools and an industrial park.

As a reinvented proposed public-private partnership on the site between Walton County,

academic partners, and private sector investors, the Walton County Research and Education

Institute will be located in Owl’s Head and provide innovative educational programs and research

initiatives related to agriculture, aquaculture, culinary arts, hospitality, healthcare, the

environment, and autonomous vehicles. Walton County, the International Transportation

Innovation Center (ITIC), Seaside Institute, and Clemson University International Center for

Automotive Research (CUFICAR) are also working to help develop alternate transportation

strategies to address mobility issues on County Road 30A. The ITIC is building a global alliance of

smart mobility testbeds and provides services for multi-modal transportation systems. The

Seaside Institute is an educational center for community planning, design, and development, and

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serves as an economic development incubator, encouraging unique public-private partnerships

and new business ventures. Walton County is working to co-locate a healthcare

laboratory/research company with the Institute. Strategic connectivity of this new venture with

Sacred Heart Health Systems will further spur job growth while increasing access to rural

healthcare.

Veterans Lodge

A privately-led, mission-oriented partnership venture known as Veterans Lodge is being

developed on an approximately 1,400-acre tract near the intersection of Interstate 10 and U.S.

Highway 331 in DeFuniak Springs. The concept of Veterans Lodge is to provide a co-located

comprehensive range of services and opportunities to military veterans, including a major health

care facility with a brain injury rehabilitation and research center. Therapeutic and physical

rehabilitation services, recreation and educational programs, job training, and family housing will

also be provided. Capacity is anticipated to provide support for as many as 300 veterans on an

ongoing basis.

Construction was recently launched after a successful due diligence and community involvement

process on the part of the developer. Results of a Market Assessment/Feasibility Study and a

Regional Market Demand Analysis were shared that showed favorable conditions and local

support for proceeding. A 1.74-mile road connecting U.S. 331 and Highway 280A will be

constructed to support the project. The high-profile project will provide benefits to resident and

non-resident veteran populations in need of specialized care and supportive resources. It is

expected to directly impact the regional economy by creating a large-scale destination in

DeFuniak Springs, with intensive capital investment and supporting numerous jobs in research

and development, medical fields, and construction.

Mossy Head Industrial Park

The opening of Mossy Head Industrial Park in 2014 increased Walton County’s employment base

and has provided an opportunity for business expansion and diversification. The industrial park

is a 350-acre site with access to Interstate 10, State Road 285, U.S. Highway 90, and CSX Rail that

runs along the entire northern boundary. In 2014, the State of Florida directed a $3 million budget

appropriation for Mossy Head’s major infrastructure costs for roadway improvements,

expanding water and wastewater infrastructure, underground utilities, and stormwater

management facilities. Walton County invested an additional $500,000 for infrastructure

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buildout and streamlined the County’s permitting process to encourage investment. Several

businesses and distribution centers have opened in the industrial park including FedEx, Southern

Tire Mart, Empire Truck Sales, I-10 Truck Center. Currently, land is available to accommodate

larger operations.

The intended use of the property is to develop a mixed-use commercial and industrial park and

to supply employment opportunities for the Walton County’s predicted population growth.

Specific businesses targeted for the industrial park include manufacturing, logistics/distribution,

and research and development firms. The area surrounding Mossy Head is also attractive to

potential residential growth. Large, vacant pieces of land are located nearby on either side of U.S.

Highway 90.

County Road 30A Mobility Project

County Road 30A is a scenic route that connects the premier beach communities in South Walton

County. Throughout the year and substantially during peak seasons, communities along the

corridor are impacted by severe traffic congestion and parking issues. Pioneered by the Seaside

Institute, the 30A Mobility Project will address traffic issues along County Road 30A by providing

sustainable and advanced transportation solutions, which will include creating a future-oriented

network and infrastructure for autonomous vehicles. The International Transportation

Innovation Center (ITNC) will provide a testbed that connects multiple communities along the

corridor that will be utilized by autonomous vehicles.

The road and parking system, as well as the communication and grid infrastructure, will be

modified to support the proposed mobility solutions. The project will also include the

development of a Transportation Innovation Center, as well as a testing platform to promote,

develop, and test sustainable transportation innovations. Convenient Park and Ride locations will

be provided for daily commuters to County Road 30A from the Cities of Freeport and DeFuniak

Springs to promote ridesharing.

The project will create new high-skilled technology jobs in vehicle automation and

communications technology design, manufacturing, maintenance, and operations management.

The first phase will be a preliminary or conceptual design. A consulting firm has been selected by

the County to perform an autonomous vehicle transportation network feasibility study along the

roadway. Phase 2 consists of planning, design, and execution of the transit system. Funding has

been requested from the Florida Department of Economic Opportunity (DEO) for the Park and

Ride locations, an operations center, and automated vehicle shuttles.

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DIVERSIFICATION AND

RESILIENCE …HOW TO GET THERE FROM HERE

Economic Development Strategy Development

• Paradigm-shift into recognition of the competitive landscape of Economic Development.

Economic Development and job growth are not vague terms. They are data- and finance-

driven calculations made by enterprises to decide whether to risk capital investment or

not, and when and where. Fairly uniform indices measuring site selection competitiveness

and entrepreneurship resources exist and are published continually. Do community

leaders know what these data points are, and if so, is there an objective understanding of

where the community falls in scoring? Develop strategies to move the needle on any

metrics that can be moved. Weather and geographical location are two that cannot, but

most others can. Walton County has those two accomplished.

• Past tenets of Economic Development are no longer the most relevant. Land, labor,

capital, and entrepreneurship remain as factors of production, but knowledge is a key and

cross-cutting element that today differentiates one community’s economic prospects

from another. Communities that are currently positioned for success have up-to-date

workforce development training programs, refined with the direct engagement of local

business sectors. Infrastructure is important, but in competitive communities,

infrastructure buildout is increasingly specialized to meet the needs of target industry

sectors. Before pursuing infrastructure-intensive industries, understand what competing

communities can offer.

• Reject either/or thinking and recognize the social and economic interdependence of

urban and rural areas, public and private sector leadership, and

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young/old/immigrant/native populations. Build a civic culture that offers multiple

platforms for cooperation and supports constructive deliberation on issues. Avoid

mistaking Economic Development assets or tools for strategies. An example of an asset

would be an advanced fiber network or shovel-ready business or industrial park, and a

tool might be an established business-retention program or menu of incentives. To exist

competitively today, these are essentials. With the inventory of assets the community has

in place, decide which tools are needed and attainable. Work with local and state public

agencies and through coalitions of private stakeholders to develop a community profile

and basic toolbox. From these, focus on developing a handful of creative, ambitious

strategies that will set the community apart.

• A consensus-based Economic Development Strategic Plan is another fundamental

element that successful communities have in common. A dynamic plan will allow for shifts

in tactics as circumstances may require, but limits shifts in course. The vision that a

community determines, goals, and objectives that a strategic plan brings forward should

seldom require reexamining in the near- to medium-term. This saves time when new

opportunities arise – they can be evaluated through an agreed-upon lens.

• Community Development is what the residents of a community desire for their own

quality of life and livelihood and is directly tied to Economic Development. However,

Economic Development stakeholders also exist outside of the community – students who

would move back home to be nearer family if they could find career opportunities and

maintain a respectable standard of living; and businesses that would profit and invest in

the community if they knew of the community’s assets, if the business support climate is

right, and if basics of infrastructure are in place.

• Identification of Community Development goals is a critical step. Public safety;

educational standards and opportunities; access to health care and a healthy

environment, both natural and man-made; and affordability and diversity of housing

options are examples of program and policy areas that community leaders can decide to

prioritize … or to ignore, or allow divisiveness to result in inertia.

• Align with Florida’s Great Northwest, Opportunity Florida, and other regional coalitions,

but also frame Walton County’s identity and economic goals singularly. Be a leader and

model in the region’s collaborative Economic Development landscape.

___________________________________________________

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Participatory Process

and Citizen Input

Methodology Development of the Walton County Strategic Economic Development Plan incororated a wide-

reaching public outreach strategy to solicit citizen input and guide the development of the Plan.

At the beginning of the process, a series of interviews was held with elected officials, County

staff, community leaders and stakeholders. The initial interviews helped establish the

background and framework of the Plan and the current issues the county faces, as well as how

the Plan would be used going forward.

Interview participants included:

• William Chapman, District 1 Commissioner

• Cecelia Jones, District 2 Commissioner

• Melanie Nipper, District 3 Commissioner

• Sara Comander, District 4 Commissioner

• Tony Anderson, District 5 Commissioner

• Bill Imfield, Executive Director, Walton County Economic Development Alliance

• Melinda Gates, Walton County Environmental Specialist

• Bill Williams, Walton County Triumph Coordinator

• Mac Carpenter, Walton County Planning Director, and Kristen Shell, Walton County

Planning Manager

• Tom Baker, Executive Director, Walton County Housing Agency

• Bob Brooke, Taxpayers Association President

• Reynolds Henderson, Business and Philanthropic Leader/Main Street Defuniak Springs

Executive Board Member

• Jay Tusa, Executive Director, Walton County Tourist Development Council

• Larry Jones, County Administrator

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To confirm the goals and vision for Walton County that the Plan would ultimately support, a

Steering Committee was appointed by the Walton County Board of County Commissioners. Two

public meetings with the Steering Committee were held at Freeport City Hall.

To fully promote the Plan and gather input from citizens throughout the county, several focus

group discussions, community association presentations, and advertised meetings were held.

The planning process was publicized in local news media outlets along with a schedule of

opportunities to contribute ideas.

Meeting locations and participants included:

• Defuniak Springs Kiwanis Club

• Triumph Gulf Coast Board Meeting

• Walton County Chamber of Commerce

• Walton County Taxpayers Association

• Paxton High School

• Emerald Coast Association of Realtors

• Defuniak Springs Rotary Club

• Defuniak Springs Main Street Event, Defuniak Community Center

In several of these input sessions, participants were polled using an interactive texting survey

tool to facilitate discussion, which revealed compiled survey results for each question on-screen

in real time. The input gathered during the outreach meetings provided a valuable snapshot of

local priorities and preferences for the future of Walton County.

An online version of the survey was created and promoted on the County’s website to solicit

additional opinions from residents. Approximately 200 surveys were collected, reflecting a wide

range of viewpoints of current and future economic development efforts in the county.

Results and Findings

Interviews

In preliminary interviews with Walton County civic and business leaders, three key tenets were

consistently mentioned:

1) The County’s tourism-structured economy is very strong, but needs to be resilient to market

shifts and become more diversified;

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2) The lack of adequate infrastructure (water, sewer, transportation networks, and broadband)

is a major impediment for economic growth and development; and

3) The economic and competitive divide between North and South Walton must be addressed

for the betterment of the county.

Other issues that were mentioned as perceived obstacles to economic growth:

• Ambiguous/unclear/strict land development codes and complicated permitting processes

• Housing affordability

• Traffic congestion – especially during peak seasons and County Road 30A

• Overcrowding in South Walton

• Communication and trust with the community; lack of transparency in decision-making

• Understaffed County departments

• EDA is not adequately funded

• South Walton is not prepared for natural disasters

• NIMBY (“Not in My Back Yard”) reactive attitude of residents

• Lack of big ideas, thinking too small

• Lack of workforce

• Coordination and communication between County departments and with local

municipalities

It was consistently expressed that the County and TDC have done exceptionally well in building a

robust tourism industry. Other community assets that were identified were land availability in

North Walton, the education system, military presence, DeFuniak Springs airport, and the

industrial parks. It was said that the county has “strong bones” to become the community where

people want to live and work. During the interviews, there were several opportunities and

projects underway that were mentioned as “transformational” and would be economic catalysts

for the county, particularly with the possibility of Triumph funds to assist:

• U.S 331 Road Widening Project

• Sewer and Water Infrastructure Planning and Deployment

• Mossy Head Industrial Park

• U.S. Military Re-investment

• Owl’s Head

• Veterans Lodge

• 30A Mobility Project

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Steering Committee Meetings

Two publicly-advertised organizing meetings were held at the outset of the project with a

Steering Committee, comprised of volunteer members appointed by the Walton County Board

of County Commissioners. Members included elected officials and planning and development

staff from jurisdictions across the county, as well as utility partners, small business owners, and

nonprofit leaders. The Steering Committee reaffirmed the foundational issues to be addressed

in the plan and framed the Vision Statement to guide the effort.

Surveys

Several public outreach meetings were conducted throughout the county at various locations.

Participants answered a series of questions anonymously through an interactive texting survey

at each meeting. The survey was also accessible online via the County’s website. The purpose of

the surveys was to generate discussion and provide insight on community needs and desires for

Walton County. In addition to the standardized questions asked, the online survey allowed for

written narrative comments.

Summary of key critical takeaways from public meetings and online surveys:

Public outreach survey and dialogue participants envisioned a community that is safe and well-

maintained, with strong schools, businesses, services and activities to attract residents and

families of all ages. Residents and business owners emphasized the importance of diversifying

the economy and providing the necessary infrastructure to support existing and new businesses.

There was consensus that there were many unique and valuable assets of the county to work

with and build upon, with a varying list of what those distinct assets were. Natural environment,

public safety, quality of school system, climate, and recreational opportunities were frequently

top of mind with respondents.

The series of questions that were posed to participants addressed a) opportunities and b)

potential barriers to Walton County’s success in economic resilience and growth.

Opportunities that were cited include: key development projects on the horizon, potential

Triumph funding allocations, population growth, tourist visitation and spending, regional military

investment trends, and environmental protection activity. In this Plan, these are further

described in the sections “Key Transformational Projects” and “Existing Assets Inventory.”

Public outreach participants envisioned a community that is safe and well-maintained, with

strong schools, businesses, services and activities to attract residents and families of all ages.

Participants emphasized the importance of diversifying the economy and providing the necessary

26 | P a g e

infrastructure to support existing and new businesses. There was consensus that there were

many unique and valuable assets of the county to work with and build upon, with a varying list

of what those distinct assets were. Natural environment, public safety, quality of school system,

and recreational opportunities were frequently top of mind with respondents.

Potential barriers to success in achieving Walton County’s vision that were repeated as themes

include:

• Emphasis on lack of vision for Walton County.

A notable finding, consistent across surveys and meetings, was a statistically unanimous

response rate indicating a perceived lack of shared vision.

• Emphasis on need for more transparency and information to citizens.

• Emphasis on need for trust, certainty, and efficiency in development process and

enforced development standards.

10:1 response rate indicating perception that the development process is complicated.

There is broad support for the appropriateness of different development standards for

North and South Walton, but near unanimous support for stricter enforcement and fair,

uniform implementation of the established guidelines across the board. Many responses

reference a perception of uneven practices or too-flexible rules.

• Emphasis on need for improved infrastructure.

“Inadequate infrastructure” is consistently named across surveys and meetings as the

single most pressing issue for Walton County, threatening existing quality of life and

severely limiting new business opportunities. Responses emphasize an urgent need for

traffic mitigation and improved connectivity on major road networks. Lack of water and

sewer connectivity to support residential demand and business attraction is also a

significant concern. Broadband access is mentioned less often but has strong advocates

for improving as well.

• Emphasis on need for more Economic Development staffing, capacity, and resources.

Many responses point out an apparent improved level of professionalism within the

Economic Development Alliance, yet questions remain on measures of success.

Responses to “Who should lead Economic Development Activity?” are split relatively

evenly between EDA Board of Directors, EDA Staff, and BOCC. Responses to “Do you

believe Walton County effectively promotes itself and its businesses in local, national, and

international markets?” are approximately 10:1 no. A majority across the board feels

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Walton County is not prepared for new business opportunities, and dialogue indicated a

variety of factors leading to this perception.

• Emphasis on need for pre-development vs. external marketing to industry.

• Emphasis on urgent threat to both tourism and residential quality of life from

overdevelopment.

Responses to the online survey support closer guards on development in general. Many

responses suggest that infrastructure has not kept up with growth and the County needs

to have a clear plan for catching up before actively promoting further growth. This does

not seem to simply be reactionary, “not-in-my-backyard” opposition, but wider concern

for how overdevelopment may negatively impact the County’s economic future.

• Emphasis on natural environment preservation.

• Emphasis on reality of two sets of opportunities and challenges, North and South.

• Emphasis on quality of life for residents.

The survey participants are largely residents, therefore there is a natural skew reflected

on favoring resident needs before those of tourists. Some responses acknowledge that

“the tourists pay the bills.” Many responses make a connection to both perspectives or a

middle ground, but express the belief that serving residents and the community may be

the better long view, which will help sustain tourism as well as other industries in the end.

• Emphasis on housing affordability.

Lack of high quality, affordable workforce housing options is mentioned often as an

urgent concern and threat to business viability.

____________________________________________________

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STRENGTHS

• Location Desirability

• Access to Major Roadways

• Robust Tourism Economy

• K-12 Education System

• Financial Standing

• Marketing Tourism in South Walton

• National Prominence in Placemaking on 30A

WEAKNESSES

• Lack of Neccessary Infrastructure

• Economic Sector Diversity

• Housing Options and Affordability

• Lack of a Unified Vision

• Economic Disparities in North/South Walton

• Capacity of Economic Development Organizations

• Disconnect with Higher Education and Research

OPPORTUNITIES

• Development Site Availability, Particularly in North Walton

• Supplemental Funding Resources

• Intergovernmental and Regional Coordination

• Military

• Modes of Transportation (Airport, Rail, Port)

• Natural Resources

• Seaside Institute

THREATS

• Natural and Man-made Environmental Disasters

• Seasonal Economy

• Lack of Skilled Workforce

• Traffic

SWOT Analysis

summary of public input / results

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Funding and Technical

Resources

In addition to local government funds and public-private partnerships, economic development

technical assistance and investment can be funded in whole or in part through a variety of federal

and state agencies. Projects that have been identified and prioritized by a local government may

be appropriate for stacking funding sources or may require local match. For most grant awards,

specific program requirements must be met, and eligibility is determined on a case-by-case basis.

Other federal, state, and local organizations may not have direct grant or funding opportunities

available but can serve as beneficial resources or advocates when seeking funding and support

for economic development activities. This list is not exhaustive but should be used a starting place

to match projects in line with the local vision to potential funding sources or resources.

______________________________________________________________________________

FEDERAL

_____________________________________________________________________________

Opportunity Zone

Census Tract 12131950301 near Defuniak Springs in Walton County is a newly designated

Opportunity Zone, which is an economically distressed area in which investors may be eligible for

federal tax benefits to increase Return on Investment. Under the program, investors qualify for

a schedule of lower capital gains tax rates and the ability to pool money in Qualified Opportunities

Funds (QOFs) to spend on projects in low-income or underserved communities.

www.treasury.gov or www.irs.gov

______________________________________________________________________________

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U.S. Economic Development Administration

Proposals and applications for the opportunities below do not have deadlines and are currently

accepted on an ongoing basis. In addition to regular grant programming cycles, EDA also posts

Disaster Supplemental Notices of Funding when allocated.

www.eda.gov/funding-opportunities/

FY2019 Regional Innovation Strategies (RIS) Program

RIS Program includes two separate competitions, the 2019 i6 Challenge and the 2019 Seed Fund

Support (SFS) Grant Competition. The FY19 i6 Challenge aims to recognize high-growth

entrepreneurship through awards up to $750,000 for projects that increase regional capacity to

accelerate the translation of innovations, ideas, intellectual property, and research into products,

services, companies, and jobs. FY19 Seed Fund Support (SFS) Grant Competition offers risk capital

for entrepreneurs and startups to grow by providing up to $300,000 for projects that create,

launch, or expand equity-based seed funds or that create networks and tools that enable capital

to flow into high-growth startups.

FY2018 Economic Development Assistance Programs (EDAP) – Public Works and Economic

Adjustment Assistance Programs

This program provides support to construction, non-construction, planning, technical assistance,

and revolving loan fund projects under EDA’s Public Works program and Economic Adjustment

Assistance (EAA) programs. Grants and cooperative agreements made under these programs are

designed to leverage existing regional assets and support the implementation of economic

development strategies that advance new ideas and creative approaches to advance economic

prosperity in distressed communities.

FY2016-FY2019 EDA Planning Program and Local Technical Assistance Program

This program assists eligible recipients in developing economic development plans and studies

designed to build capacity and guide the economic prosperity and resiliency of an area or region.

Applicants must apply to their respective EDA regional office (Florida’s regional office is the

Atlanta Regional Office).

_____________________________________________________________________________

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U.S. Department of Agriculture

USDA Rural Development offers loans, grants and loan guarantees to help create jobs

and support economic development and essential services such as housing, health care, first

responder services and equipment, and water, electric and communications infrastructure.

Programs & Services for Communities & Nonprofits

www.rd.usda.gov/programs-services/programs-services-communities-nonprofits

• Agriculture Innovation Center Program

• Biorefinery, Renewable Chemical, and Biobased Product Manufacturing Assistance

Program

• Circuit Rider Program - Technical Assistance for Rural Water Systems

• Community Connect Grants

• Community Facilities Direct Loan & Grant Program

• Community Facilities Guaranteed Loan Program

• Community Facilities Relending Program

• Community Facilities Technical Assistance and Training Grant

• Delta Health Care Services Grant

• Economic Impact Initiative Grants

• Emergency Community Water Assistance Grants

• Farm Labor Housing Direct Loans & Grants

• Grants for Rural and Native Alaskan Villages

• Household Water Well System Grants

• Housing Preservation & Revitalization Demonstration Loans & Grants

• Housing Preservation Grants

• Intermediary Relending Program

• Multi-Family Housing Direct Loans

• Multi-Family Housing Loan Guarantees

• Multi-Family Housing Rental Assistance

• Mutual Self-Help Housing Technical Assistance Grants

• Rural Broadband Access Loan and Loan Guarantee

• Rural Business Development Grants

• Rural Community Development Initiative Grants

• Rural Cooperative Development Grant Program

• Rural Energy for America Program Energy Audit & Renewable Energy Development

Assistance Grants

• Rural Housing Site Loans

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• Rural Microentrepreneur Assistance Program

• SEARCH - Special Evaluation Assistance for Rural Communities and Households

• Socially-Disadvantaged Groups Grant

• Solid Waste Management Grants

• Strategic Economic and Community Development

• Telecommunications Infrastructure Loans & Loan Guarantees

• Water & Waste Disposal Grants to Alleviate Health Risks on Tribal Lands and Colonias

• Water & Waste Disposal Loan & Grant Program

• Water & Waste Disposal Loan Guarantees

• Water & Waste Disposal Predevelopment Planning Grants

• Water & Waste Disposal Revolving Loan Funds

• Water & Waste Disposal Technical Assistance & Training Grants

______________________________________________________________________________

U.S. Department of Housing and Urban Development

www.hud.gov/program_offices/spm/gmomgmt/grantsinfo

Sustainable Communities Initiative

Sustainable Communities Regional Planning Grants, available to multijurisdictional and

multisector partnerships, support metropolitan and multijurisdictional planning efforts that

integrate housing, land use, economic and workforce development, transportation, and

infrastructure investments. Community Challenge Planning Grants foster reform and reduce

barriers to achieve affordable, economically vital, and sustainable communities through efforts

like amending or replacing local master plans, zoning codes, and building codes to promote

mixed-use development, affordable housing, the reuse of older buildings and structures for new

purposes, and similar activities with the goal of promoting sustainability at the local or

neighborhood level.

www.hud.gov/hudprograms/sci

Community Development Block Grant Program (CDBG) State Program

This program allows states to award grants to smaller units of local government that develop and

preserve decent affordable housing, to provide services to the most vulnerable in communities,

and to create and retain jobs. Refer to CDBG program description in Florida Department of

Economic Opportunity section.

www.hud.gov/program_offices/comm_planning/communitydevelopment/programs

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www.floridajobs.org/community-planning-and-development/assistance-for-governments-and-

organizations/community-development-block-grant-program

Choice Neighborhoods – Planning Grants and Implementation Grants

Choice Neighborhoods Planning Grants support the development of comprehensive

neighborhood revitalization plans which focus on directing resources to address Housing, People,

and Neighborhoods. Communities must develop and implement a comprehensive neighborhood

revitalization strategy, or Transformation Plan. The Transformation Plan will become the guiding

document for the revitalization of the public and/or assisted housing units while directing the

transformation of the surrounding neighborhood and positive outcomes for families. Eligible

neighborhoods must meet poverty and either crime rate or vacancy rate criteria. Applications for

the FY2019 Notice of Funding Availability are due June 10, 2019.

The Implementation Grants support those communities that have undergone a comprehensive

local planning process and are ready to implement their plan to redevelop the distressed public

and/or assisted housing and neighborhood.

https://www.hud.gov/program_offices/public_indian_housing/programs/ph/cn

______________________________________________________________________________

U.S. Department of Transportation

BUILD Discretionary Grants

Better Utilizing Investments to Leverage Development (BUILD) Transportation Discretionary

Grants are for investments in surface transportation infrastructure and can support roads,

bridges, transit, rail, ports or intermodal transportation. The deadline to apply for the FY 2019

BUILD Transportation Discretionary Grants program is July 15, 2019.

https://www.transportation.gov/BUILDgrants

TIFIA & RRIF Loans

The Transportation Infrastructure Finance and Innovation Act (TIFIA) program provides low-cost

loans for rural transportation projects. The Railroad Rehabilitation & Improvement Financing

(RRIF) loan funding may be used to finance development of railroad infrastructure.

https://www.transportation.gov/buildamerica

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INRFRA Grants

The INFRA Grants program provides dedicated, discretionary funding for highway and bridge

projects. Eligible INFRA project costs may include reconstruction, rehabilitation, acquisition of

property, environmental mitigation, construction contingencies, equipment acquisition, and

operational improvements directly related to system performance.

___________________________________________________________________

U.S. DOT Federal Highway Administration

Recreational Trails Program (RTP)

The RTP is a competitive grant program that provides financial assistance to states and local

communities for the development and maintenance of non-motorized and motorized

recreational trails and facilities. In Florida, the Department of Environmental Protection’s Office

of Greenways and Trails administers this program. Extra evaluation points are awarded for

projects that facilitate the access and use of trails by persons with disabilities.

https://www.fhwa.dot.gov/Environment/recreational_trails/

Transportation Alternatives

Referred to as TA Set-Aside, this program authorizes funding for programs and projects defined

as transportation alternatives, including on- and off-road pedestrian and bicycle facilities,

infrastructure projects for improving non-driver access to public transportation and enhanced

mobility, community improvement activities such as historic preservation and vegetation

management, and environmental mitigation related to stormwater and habitat connectivity;

recreational trail projects; safe routes to school projects; and projects for planning, designing, or

constructing boulevards and other roadways largely in the right-of-way of former divided

highways.

https://www.fhwa.dot.gov/environment/transportation_alternatives/

https://www.fdot.gov/planning/policy/TAsetaside/default.shtm

Federal Lands Access Program (FLAP)

FLAP was established to improve transportation facilities that provide access to, are adjacent to,

or are located within Federal lands. The Access Program supplements state and local resources

for public roads, transit systems, and other transportation facilities, with an emphasis on high-

use recreation sites and economic generators.

https://flh.fhwa.dot.gov/programs/flap/

https://flh.fhwa.dot.gov/programs/flap/fl/

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Transit, Highway, and Safety Funds

Many bicycle and pedestrian projects are eligible for funds under the U.S. DOT surface

transportation funding programs. A table of opportunities is presented at

www.fhwa.dot.gov/environment/bicycle_pedestrian/funding/funding_opportunities.cfm

DOT Federal Transit Administration – FAST Act Grant Programs

The Fixing America’s Surface Transportation (FAST) Act was signed into law in December 2015.

The act, which supports transit funding through fiscal year 2020, reauthorizes FTA programs and

includes changes to improve mobility, streamline capital project construction and acquisition,

and increase the safety of public transportation systems. A list of potential opportunities is

available at

www.transit.dot.gov/grants

______________________________________________________________________________

U.S. Environmental Protection Agency

Water Infrastructure and Resilience Finance Center’s Water Finance Clearinghouse

The Water Finance Clearinghouse is a web‐based portal to help communities locate information

and resources useful in making decisions for drinking water, wastewater, and stormwater

infrastructure needs. The Water Finance Clearinghouse includes two searchable databases: one

contains available funding sources for water infrastructure and the second contains resources

such as reports, weblinks, webinars etc. on financing mechanisms and approaches that can help

communities access capital for water infrastructure.

www.epa.gov/waterfinancecenter

Smart Growth Implementation Assistance Program

This program provides technical assistance to state, regional, and local governments that want

to develop in ways that protect the environment, use resources efficiently, create economic

opportunities, and enhance quality of life. National experts work with selected communities to

explore barriers to smart growth implementation and pilot innovative approaches to

development. Current initiatives include the Recreation Economy for Rural Communities

planning assistance program.

www.epa.gov/smartgrowth

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Brownfields Cleanup and Redevelopment

The EPA offers several programs to help communities assess, remediate, and restore

brownfield sites to productive use and revitalize affected neighborhoods. Brownfields are

properties whose expansion, redevelopment, or reuse might be complicated by the presence

or potential presence of a hazardous substance, pollutant, or contaminant. EPA offers

Assessment Grants; Revolving Loan Fund (RLF) Grants; Cleanup Grants; Multipurpose (MP)

Grants; Area-Wide Planning Grants; Environmental Workforce Development and Job Training

(EWDJT) Grants; Technical Assistance, Training, and Research Grants; and funding

opportunities passed through State brownfields programs.

www.epa.gov/brownfields/

Green Infrastructure Funding Opportunities

Green infrastructure stormwater management approaches infiltrate, capture, evapotranspire,

and reuse stormwater to reduce polluted runoff, protect water quality, and make neighborhoods

safer, healthier, and more attractive. The EPA has compiled a list of funding resources to help

communities fund green infrastructure projects.

www.epa.gov/green-infrastructure/green-infrastructure-funding-opportunities

______________________________________________________________________________

Grants.gov

Grants.gov system is a centralized location for grant seekers to find and apply for federal funding

opportunities. The system houses information on over 1,000 grant programs.

www.grants.gov/

______________________________________________________________________________

RESTORE Act

The Resources and Ecosystems Sustainability, Tourist Opportunities, and Revived Economies of

the Gulf Coast States Act (RESTORE Act) dedicates 80 percent of civil and administrative penalties

paid under the Clean Water Act by responsible parties in connection with the Deepwater Horizon

oil spill to the Gulf Coast Restoration Trust Fund. The fund supports efforts for ecosystem

restoration, economic recovery, and tourism promotion in the Gulf Coast region.

https://restorethegulf.gov/

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______________________________________________________________________________

STATE

______________________________________________________________________________

Florida Department of Economic Opportunity

Florida Resource Directory

The Florida Resource Directory is a database which can be searched by Agency, Category of

Assistance, Program or Keyword.

http://redi.state.fl.us/apps/redi/main_page.search

Rural Community Development Revolving Loan Program

This program provides long-term loans, loan guarantees, and loan loss reserves for projects that

will lead to the creation or retention of jobs, the maintenance of existing industry or economic

activity, or the expansion or diversification of the local economic base. Eligible uses of loan

proceeds include: the purchase of equipment; the acquisition, construction, or improvement of

buildings; acquisition of land, water/sewer projects. Local governments in rural counties or

economic development organizations are eligible applicants.

www.floridajobs.org/RLF

Regional Rural Development Grant

This grant program was established to encourage rural communities to leverage limited

resources by create regional economic development organization structures that will help attract

and grow businesses and build the capacity of rural leaders. Eligible applicants include

organizations made up of two or more contiguous rural counties which agree to cooperatively

establish an economic or tourism development office, with a desire to develop, promote, and

implement sound economic strategies to improve the quality of life of the areas they serve. An

organization may receive up to $50,000 or $150,000 if representing two or more rural counties.

Grants must be matched by an equivalent amount of non-state resources.

www.floridajobs.org/RDG

Rural Infrastructure Fund

The purpose of the Rural Infrastructure Fund Grant is to facilitate the planning, preparing, and

financing of traditional economic development or nature-based tourism infrastructure projects

that encourage job creation and capital investment in rural communities.

www.floridajobs.org/RIF

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Community Development Block Grant (CDBG) Program

CDBG, administered by the U.S. Department of Housing and Urban Development (HUD), provides

funding for housing and community development activities. The Florida Department of Economic

Opportunity (DEO) administers the State Program through the Small Cities Community

Development Block Grant Program. The Small Cities CDBG program awards subgrants in four

categories: Economic Development, Neighborhood Revitalization, Housing Rehabilitation, and

Commercial Revitalization. Additionally, DEO manages the Office of Disaster Recovery and

Neighborhood Stabilization Program when funds are appropriated.

www.FloridaJobs.org/SmallCitiesCDBG

Rural Areas of Opportunity

The City of Freeport is a designated Rural Area of Opportunity (RAO), a rural community that has

been adversely affected by extraordinary economic events or natural disasters. This designation

makes the City eligible for priority assignments for the Rural Economic Development Initiative

(REDI), allowing potential reduction or waivers of match funds for various grant programs.

www.floridajobs.org/business-growth-and-partnerships/rural-and-economic-development-

initiative/rural-areas-of-opportunity

Community Planning Technical Assistance Grants

DEO, through the Bureau of Comprehensive Planning, awards Technical Assistance Grant funds

to local governments and regional planning councils to assist counties and municipalities develop

economic development strategies, address local planning issues, and promote innovative

planning solutions to challenges identified by local government applicants.

www.floridajobs.org/community-planning-and-development/programs/community-planning-

table-of-contents/technical-assistance

Waterfronts Florida Program

This program offers help to Florida’s coastal communities to revitalize working waterfronts by

providing resources and technical assistance for planning.

www.floridajobs.org/community-planning-and-development/programs/community-planning-

table-of-contents/waterfronts-florida-program

Competitive Florida Partnership

This program helps communities evaluate the assets that make them special while challenging

them to set realistic goals for advancing their economic development visions. A community that

participates in this technical assistance opportunity is committed to innovative strategies that

promote partnerships, community design, and a viable economy.

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www.floridajobs.org/community-planning-and-development/programs/community-planning-

table-of-contents/competitive-florida-partnership

Florida Job Growth Grant Fund

This economic development program is designed to support public infrastructure projects

including transportation and utilities needed to support economic development or workforce

training projects. DEO and EFI will make project recommendations to the Governor who can

approve projects for funding based on local and regional needs.

www.floridajobs.org/jobgrowth

______________________________________________________________________________

Florida Housing Finance Corporation

Florida Housing offers several special programs including the Catalyst Program, Predevelopment

Loan Program, Preservation Rehabilitation Pilot Program, and State Housing Initiative

Partnership (SHIP) Program. The Catalyst Program provides community-based organizations and

state and local governments with technical assistance to meet affordable housing needs, and the

Predevelopment Loan Program (PLP) helps nonprofit and community-based organizations, local

governments, and public housing authorities plan, finance, and develop affordable housing

through low interest loans.

https://floridahousing.org/programs/special-programs

Florida State Housing Initiatives Partnership (SHIP) Program

Florida Housing administers the State Housing Initiatives Partnership program (SHIP), which

provides funds to local governments as an incentive to create partnerships that produce and

preserve affordable homeownership and multifamily housing. The program was designed to

serve very low, low, and moderate-income families. In order to participate, local governments

must establish a local housing assistance program by ordinance; develop a local housing

assistance plan and housing incentive strategy; amend land development regulations or establish

local policies to implement the incentive strategies; form partnerships and combine resources in

order to reduce housing costs; and ensure that rent or mortgage payments within the targeted

areas do not exceed 30 percent of the area median income limits, unless authorized by the

mortgage lender. Presently the SHIP program for Walton County is managed by the West Florida

Regional Planning Council.

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https://floridahousing.org/programs/special-programs/ship---state-housing-initiatives-

partnership-program

______________________________________________________________________________

Florida Division of Emergency Management

Hurricane Loss Mitigation Program

The Hurricane Loss Mitigation Program is a specialized hazard mitigation program aimed at

minimizing damages caused by hurricanes. The program began as a response to the devastation

brought by Hurricane Andrew. With an annual budget of $7 million provided by the Florida

Hurricane Catastrophe Trust Fund, the program funds activities that promote property resiliency

through retrofits made to residential, commercial, and mobile home properties, the promotion

of public education and public information, and through hurricane research activities.

______________________________________________________________________________

Florida Department of Transportation

Shared-Use Nonmotorized (SUN) Trail Network

The SUN Trail system funds non-motorized paved shared-use trails that are part of the Florida

Greenways and Trails System (FGTS) planned by the FDEP Office of Greenway Trails (OGT).

http://floridasuntrail.com/

Community Traffic Safety

The FDOT State Safety Office awards subgrants to traffic safety partners that undertake priority

area activities to improve traffic safety and reduce crashes, serious injuries, and fatalities.

Subgrants may be awarded for assisting in addressing traffic safety deficiencies, expansion of an

ongoing activity, or development of a new program. Funding for these subgrants is apportioned

to states annually from the National Highway Traffic Safety Administration (NHTSA) according to

a formula based on population and road miles.

http://www.fdot.gov/safety/3-Grants/Grants-Home.shtm

Florida Department of Environmental Protection (FDEP)

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Florida Recreation Development Assistance Program (FRDAP)

FRDAP is a competitive program that provides grants for acquisition or development of land for

public outdoor recreation use or to construct or renovate recreational trails. The maximum grant

request is $200,000.

https://floridadep.gov/lands/land-and-recreation-grants

Florida Communities Trust Program (FCT)

The Florida Communities Trust Program assists communities in protecting important natural

resources, providing recreational opportunities and preserving Florida’s working waterfronts

through the competitive criteria in the Parks and Open Space Florida Forever Grant program and

the Stan Mayfield Working Waterfronts Florida Forever Grant Program. These local land

acquisition grant programs provide funding to local governments and non-profit organizations to

acquire land for parks, open space, greenways, and projects supporting Florida’s seafood

harvesting and aquaculture industries.

https://floridadep.gov/lands/land-and-recreation-grants/content/fct-florida-communities-

trust-home

Land and Water Conservation Fund (LWCF)

The LWCF is a federal competitive program that provides grants for acquisition or development

of land for public outdoor recreation. The maximum grant request is $400,000.00. Funds may be

used for development of outdoor recreation areas and facilities such as beaches, picnic areas,

trails, ball fields, tennis and basketball courts, and playgrounds along with associated support

facilities such as lighting, parking, restrooms and landscaping.

https://floridadep.gov/lands/land-and-recreation-grants

Recreational Trails Program (RTP)

The RTP is a federally funded, competitive grant program for projects that provide, renovate or

maintain motorized and non-motorized recreational trails, trail heads and trailside facilities.

https://floridadep.gov/lands/land-and-recreation-grants

Coastal Partnership Initiative Grant Program (CPI)

This grant program was established to promote the protection and effective management of

Florida's coastal resources at the local level. Grants support four program areas: Resilient

Communities, Public Access, Working Waterfronts, and Coastal Stewardship. Eligible local

governments are defined as Florida's coastal counties and all municipalities within their

boundaries that are required to include a coastal element in their local comprehensive plan.

Florida's public colleges and universities, regional planning councils, national estuary programs

42 | P a g e

and nonprofit groups may also apply if an eligible local government agrees to participate as a

partner.

www.dep.state.fl.us/cmp/grants/

Florida Statewide Comprehensive Outdoor Recreation Plan (SCORP)

The SCORP is developed by the Florida Department of Environmental Protection (FDEP) as the

state’s official document regarding outdoor recreational planning. This document is a valuable

reference regarding Federal and State funding sources, as well as exploring ideas for local

collaborative partnerships.

http://www.dep.state.fl.us/parks/outdoor/scorp.htm

______________________________________________________________________________

Florida Fish and Wildlife Conservation Commission

Florida Boating Improvement Program (FBIP)

This program offers competitive grants for boating access projects and other motorized boating-

related activities on coastal and/or inland waters of Florida. Counties, municipalities, and other

governments are eligible. Eligible uses of program funds include boat ramps, lifts and hoists,

marine railways, and other public launching facilities; piers, docks, and mooring facilities;

recreational channel marking and other uniform waterway markers; derelict vessel removal;

boating education; economic development initiatives that promote boating; or other local

boating-related activities that enhance boating access for recreational boaters.

https://myfwc.com/boating/grants-programs/fbip/

Boating Infrastructure Grant Program (BIGP)

This grant program supports developing, renovating, and maintaining public boating facilities for

recreational boats 26 feet long and larger.

https://myfwc.com/boating/grants-programs/

______________________________________________________________________________

Triumph Gulf Coast

Triumph Gulf Coast, Inc. was created by the Florida Legislature to administer a program to assist

with the economic recovery in the eight counties—Bay, Escambia, Franklin, Gulf, Okaloosa, Santa

Rosa, Walton, and Wakulla Counties—affected by the 2010 Deepwater Horizon oil spill. Resulting

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from the settlement with British Petroleum and appropriated through the Gulf Coast Economic

Corridor Act, Triumph Gulf Coast, Inc. oversees the expenditure of approximately $1.5 Billion, of

which at least 5% of the first appropriation of $300 million (4% minimum for subsequent

appropriations) must be for projects located in each of the disproportionately affected counties.

Persons, organizations, and local governments may apply for an award to fund projects or

programs that meet the priorities of economic recovery, diversification, and enhancement.

www.myfloridatriumph.com/

____________________________________________________

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APPENDIX 1:

WALTON COUNTY

INDUSTRY ANALYSIS

An overarching goal of the Walton County Economic Development Strategy is to create economic

resilience and industry diversification with efforts to grow the local economy. To do so,

understanding the current industry mix and employment trends is important. Walton County’s

many tourism-related industries and strong real estate development market contribute heavily

to the area’s economic vitality, and that is likely to continue. It is therefore important to recognize

and give retention-oriented support to the connected base of businesses on which this market

depends.

Likewise, there will occasionally be fluctuations, sometimes extreme ones, in these sectors often

because of circumstances external to the county. Being positioned to grow new future-oriented

businesses across sectors and build upon unexploited local strengths begins with analysis of the

same data, applied differently.

Location Quotients

Location quotients (LQ) help characterize an area’s business composition by comparing

employment data to that of a larger area (region, state, or nation). LQ will identify export

industries in an area (those industries producing more of a good or service than is needed to

meet area demand) and import industries (those producing less than enough to meet area

demand.) An LQ greater than 1 indicates an area has proportionately more workers than the

45 | P a g e

larger comparison area employed in a specific industry sector. The concept underlying LQ is that

if an area is producing more of a product than is consumed locally, the excess is available for

export outside the area. An LQ of at least 1.25 is needed to consider classifying an industry as an

export industry. An LQ greater than 1.25 does not necessarily mean that an area industry is

exporting, however, because there may be greater than average local demand.

Identifying and tracking area export industries can be used to quantify the degree of industry

specialization within an area. A high LQ in an area industry may indicate a competitive advantage

exists for that industry locally, and opportunities may exist to build upon successful sectors. The

presence of an existing skilled labor pool or other resources such as suppliers, facilities, or

transportation assets in the region can be competitive advantages. Identifying concentrations, or

clusters, of related industries in an area and understanding those industries’ dynamics and trends

underpins most local Economic Development strategies.

An LQ significantly less than 1 may indicate an opportunity to grow businesses to meet local

demand. Additional market data on leakage may be needed to understand how current gaps are

being filled.

Establishment-based Largest Industries by Industry Sector in Walton County *

Walton County’s largest industry based on establishment-reported employment is

Accommodation and Food Services (5,443), followed by Arts and Entertainment (4,042),

Educational Services, Health Care and Social Assistance (3,917), and Retail Trade (3,825). These

industries align with Walton County’s Tourism-based economy, recent population growth, and

the strong real estate development market for prime coastal property locations.

Since 2010, the industries adding the most employment in the county were Professional,

Scientific, Management, Administrative and Waste Services (+1,259 jobs), Retail Trade (+1,089),

and Accommodations and Food Services (+891). Fastest-growing sectors include Real Estate,

Rental and Leasing (76.7% growth), Professional, Scientific, Management, Administrative and

Waste Services (56.4%), Transportation and Warehousing (47.8%), Retail Trade (39.8%) and

Manufacturing (35.4%). Construction, still a dominant job sector, shows reduced employment,

though there is demonstrated unmet demand locally for skilled construction workers.

Industries with an LQ >1.25 are Real Estate, Rental and Leasing (2.85), Utilities (2.71),

Accommodations and Food Services (2.23), Construction (1.70), and Retail Trade (1.26),

indicating that these industries have a higher share of employment in Walton County than what

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would be expected by national averages. Understanding the local economic base, these industry

sectors are largely driven by local demand rather than export factors.

*Industry data is collected by establishment and not by corporate entity. An establishment is

defined as a single, physical location of economic activity. (For example, a company with

corporate offices, manufacturing facilities, and warehouses in multiple locations would be

counted as multiple establishments, each classified by type of activity.)

AREA 2016 JOBS

U.S.

2010

JOBS

WALTON

CO

2010-2016

CHANGE IN

JOBS

2016

LOCATION

QUOTIENT

WALTON

CO

2010

EST.

WALTON

CO

2016

EST.

WALTON

CO 2-DIGIT

NAICS INDUSTRY 148,001,326 23,190 3,190 13.8%

11

Agriculture,

Forestry, Fishing,

and Hunting

2,843,703 293 -7 -2.4% 0.56 5 7

21

Mining,

Quarrying, and

Oil and Gas

Extraction

587,017 20 -9 -45.0% 0.11 7 4

22 Utilities 638,917 261 48 18.4% 2.71 14 15

23 Construction 9,256,637 3,398 -594 -17.5% 1.70 235 304

31 Manufacturing 15,316,355 888 314 35.4% 0.44 29 38

42 Wholesale Trade 3,993,420 519 -167 -32.2% 0.49 48 54

44 Retail Trade 17,027,853 2,736 1,089 39.8% 1.26 364 399

48 7,411,283 737 352 47.8% 0.82 29 32

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Transportation

and

Warehousing

51 Information 3,131,838 276 34 12.3% 0.56 15 29

52 Finance and

Insurance 6,336,795 297 -7 -2.4% 0.26 83 81

53

Real Estate,

Rental and

Leasing

2,111,418 606 465 76.7% 2.85 159 267

54

Professional,

Scientific,

Management,

Administrative,

and Waste

Services

16,516,075 2,233 1,259 56.4% 1.19 182 249

61

Educational

Services, Health

Care, and Social

Assistance

34,202,980 3,418 499 14.6% 0.64 9 14

71 Arts and

Entertainment 14,316,298 3,475 567 16.3% 1.58 22 25

72

Accommodations

and Food

Services

13,704,017 4,552 891 19.6% 2.23 224 224

81

Other Services,

Except Public

Administration

7,275,839 1,375 -89 -6.5% 0.99 115 142

92 Public

Administration 6,977,436 1,612 -145 -9.0% 1.18 94 115

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APPENDIX 2:

Walton County

Community Profile

Early History

Walton County was established as a political jurisdiction in 1824 with land area negotiated from

Escambia County. At that time the population was estimated to be around 1,207. In 1846, land

was given by Walton County to found Washington County. A northeastern portion was offered

in 1848 to form Holmes County, and in 1915, a portion of Santa Rosa County and Walton County

was given to form Okaloosa County. After each of these surrounding boundaries were

established, Walton County was still and remains today one of the largest counties in Florida in

land area (1,238 square miles). Incorporated communities include the City of Defuniak Springs,

the City of Freeport, and the Town of Paxton.

Early settlers were largely of Scottish descent, and crop farming was the occupation of most of

the population. In later years, one of the principal agrarian-industrial advances of the county was

the introduction of poultry farming. Opportunities in logging and the harvesting of pine gum and

turpentine ultimately played a role in the continued growth of the area. In the late 1800s, towns

were beginning to form, including Point Washington, located south of Freeport. Point

Washington developed around a productive sawmill that exported lumber around the world.

Along with farming, the sawmill became one of the economic drivers for the county.

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Population

Significant to its pressures and opportunities, Walton County is one of the largest and fastest

growing counties in the United States. The County’s population increased by 19% between 2010

and 2018 to reach 65,599. It ranked 8th among Florida counties in growth from 1990-2000 and

from 2000-2010, and 4th from 2010-2017 (BEBR). The U.S. Census Bureau ranked Walton County

the 19th fastest growing county in the country in 2016. The dominance of the tourism economy,

the surge of new coastal real estate development following the recent economic recession, and

increased military deployments at Eglin Air Force Base and Hurlburt Field have contributed to

rapid population growth for the county. Yet still Walton County's population density is about 5

times lower than the State average, with rural residents making up about 55% of the population.

Around 15% of Walton County’s topography is water, and roughly 20% of the County's land area

is occupied by Eglin Air Force Base and its contained perimeter. Choctawhatchee Bay informally

divides the County into areas simply known locally as “North Walton” and “South Walton.” North

Walton covers about 790 square miles and contains Defuniak Springs, Freeport, and Paxton.

South Walton covers about 118 square miles and consists of the unincorporated communities,

which include 16 beach communities on the Gulf of Mexico south of the Bay.

Because of the County’s unique geography and resulting development patterns, the community

profile characteristics of Walton County are in many cases described with these designations. The

distinctions between the two areas are notable enough that approaches to local policymaking,

community and economic development, and urban and rural planning issues are often different

from one end of the County to the other. There is recognition, however, that implementing

successful strategies to build a higher quality of life is a shared goal, requiring resources and

participation from all corners.

Most of the County’s population lives in North Walton, as shown in Figure 1. The most populous

city in Walton County is Defuniak Springs, which is the county seat and is centrally located in the

county.

Figure 1: Population (2000 – 2018)

Year North South Walton County

Florida

2000 30,864 9,737 40,601 15,982,378 2010 36,591 18,452 55,043 18,801,310 2018 41,674 23,925 65,599 20,875,686

2000-2010 Annual Growth 1.9% 9.0% 3.6% 1.8% 2010-2018 Annual Growth 1.7% 3.7% 2.4% 1.4%

50 | P a g e

Walton County’s natural beauty and proximity to military installations have made it a popular

destination for both retirees and tourists, many of whom end up relocating once they visit. More

people are moving to Walton County than due to natural increase, as 90% of growth between

2010 and 2017 was due to migration; only 10% was natural increase, according to Bureau of

Economic and Business Research (BEBR) population estimates. South Walton experienced an

exceptionally rapid annual growth rate between 2000 and 2010 (9.0%), and between 2010-2018

(3.7%).

Walton County’s population is comprised of 52% males and 48% females (See Figure 2). The

largest age cohort countywide is 55-64, followed by the 45-54 age cohort. Walton County has a

slightly higher percentage of prime workforce age population (35-54) than the State of Florida.

The median age for the county is 44, with most of the older population residing in South Walton

due to abundant retirement communities and diverse amenities.

Source: Esri 2019

Source: 2000/2010 US Census Bureau, Esri 2019

Figure 2: Population by Gender and Age (2018)

Planning Area North South Walton County

Florida

Total Population 41,674 23,925 65,599 20,875,686 Males 52.1% 49.1% 51.0% 48.9% Females 47.9% 50.9% 49.0% 51.1%

0 - 4 5.8% 4.8% 5.4% 5.3% 5 - 9 6.0% 5.2% 5.7% 5.4%

10 - 14 5.9% 5.1% 5.6% 5.6% 15 – 24 10.7% 8.3% 9.8% 11.9% 25 – 34 13.2% 12.0% 12.7% 13.2% 35 – 44 12.1% 12.6% 12.3% 11.7% 45 – 54 13.2% 13.2% 13.2% 12.7% 55 – 64 14.5% 16.7% 15.3% 13.6% 65 – 74 11.7% 13.9% 12.5% 11.5% 75 – 84 5.4% 6.0% 5.6% 6.3%

85 + 1.7% 2.2% 1.9% 2.7%

18+ 79.1% 82.5% 80.3% 80.5%

Median Age 42.0 46.6 43.7 42.3

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Educational Attainment

Of the 25 and older population in Walton County, 32% has some college experience or an

Associate degree, which is higher than the State of Florida (See Figure 3). 27% of Walton County’s

25 and older population has a Bachelor’s, Graduate or Professional degree, slightly lower than

the State of Florida. Most of Walton County residents with Bachelor’s, Graduate or Professional

degrees live in South Walton.

Labor Force

Walton County has a tourism-based economy, which accounts for most of the job supply in the

county. The county has a labor participation rate of 97%, which is defined as the working

population between the age group of 16-64. Most of the working population are employed in the

Services industry, followed by Retail Trade then Construction, as shown in Figure 4. Due to the

Figure 3: Population 25+ by Educational Attainment (2018)

Area North South Walton County

Florida

Total Population 25+ 29,856 18,344 48,200 14,984,858

Less than 9th Grade 5.9% 1.0% 4.0% 5.1% 9th - 12th Grade, No Diploma 14.8% 4.2% 10.7% 7.4% High School Graduate (includes equivalency)

33.1% 14.6% 26.0% 28.6%

Some College, No Degree 23.0% 24.9% 23.7% 20.0% Associate Degree 7.2% 9.2% 8.0% 9.8% Bachelor's Degree 10.1% 32.2% 18.5% 18.4% Graduate/Professional Degree 5.9% 13.9% 8.9% 10.6% Source: Esri 2019

No High

School

Diploma

15

%

26% GED/High

School

32% Some

College/Associate

s Degree 27.4% Bachelor’s/Grad/

Professional Degree

52 | P a g e

lack of economic sector diversity and jobs in the North Walton area, Retail Trade then Services

are the top industries.

Figure 4: Civilian Employed Population 16+ by Industry (2018)

Area North South Walton County

Florida

Total Civilian Employed Population 16+

16,939 14,275 31,214 9,428,446

Agriculture/Mining 1.7% 0.3% 1.1% 1.1%

Construction 11.6% 12.8% 12.1% 7.4%

Manufacturing 4.6% 3.7% 4.2% 4.9%

Wholesale Trade 0.7% 1.4% 1.0% 2.5%

Retail Trade 14.8% 12.0% 13.5% 12.7%

Transportation/Utilities 5.1% 2.1% 3.7% 5.3%

Information 1.3% 0.7% 1.0% 1.6%

Finance/Insurance/Real Estate

4.3% 10.5% 7.2% 7.7%

Services 49.2% 54.1% 51.4% 52.5%

Public Administration 6.7% 2.3% 4.7% 4.4%

Source: Esri 2019

Walton County’s average unemployment rate for 2018 was 3% (See Figure 5), lower than the

State of Florida (3.6%) and the U.S. (3.9%). The average unemployment rate has slightly

decreased from 2017, which was 3.6%.

Figure 5: Unemployment Rates (2018)

Source: Bureau of Labor Statistics

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Income and Spending

As shown in Figure 6, households in Walton County earn a median household income of $51,246,

comparable to the State of Florida’s median household income ($52,098). Incomes in South

Walton are substantially higher than the rest of the county, which skews representation for the

remaining population, as a significant proportion of the population has an income of less than

$30,000. Walton County has a poverty rate of 17% according to the 2017 American Community

Survey (2017).

Walton County residents spend most of their earnings on shelter, health care, groceries, dining

out, and entertainment/recreation. In North Walton, residents spend over 35% of their income

on housing expenses due to high median home values and low wages (See Figure 7). Consistent

Figure 6: Households by Income (in 2017 Inflation-Adjusted Dollars)

Area North South Walton County

Florida

Households 16,045 10,456 26,501 8,152,474

<$15,000 14.8% 5.3% 11.1% 11.7% $15,000 - $24,999 12.7% 6.4% 10.2% 10.6% $25,000 - $34,999 13.0% 10.6% 12.1% 10.7% $35,000 - $49,999 16.5% 13.2% 15.2% 14.7% $50,000 - $74,999 20.3%

9.4% 18.2% 19.5% 18.7%

$75,000 - $99,999 13.8% 11.1% 11.9% $100,000 - $149,999 9.1% 15.2% 11.5% 12.1% $150,000 - $199,999 2.5% 7.7% 4.6% 4.5% $200,000+ 1.7% 9.4% 4.8% 5.1%

Median Household Income

$42,363 $68,118 $51,246 $52,098

Source: Esri 2019

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with the tourism-based economy, seasonal population, and retirement lifestyles, most residents

in South Walton spend most of their earnings on shelter, health care, groceries, dining out and

entertainment and recreation.

Housing

There are 55,578 housing units within Walton County, with 32.6% reported

as owner-occupied and 15.1% renter-occupied (see Figure 8). The

remainder are recorded as vacant, corresponding to the substantial

number of seasonal homes in South Walton County. The median home

value in Walton County is $222,725, slighty higher than Florida’s median

home value of $212,954. In South Walton, the median home value is

$397,215, while the median home value in North Walton is $153,052.

Taking into consideration the median household income for the county and

median home values, residents can be priced out of the market or are considered cost-burdened

if spending over 30% of their income on housing expenses

Figure 7: Average Annual Household Consumer Spending (2018)

Area North South Walton County Florida

Shelter $10,809 $19,396 $14,153 $15,189 Health Care $4,410 $7,374 $5,616 $5,303 Groceries $3,682 $6,044 $4,657 $4,606 Dining Out $2,422 $4,154 $3,115 $3,203

Entertainment/Recreation $2,328 $3,974 $2,989 $2,926

Support Payments/Cash Contributions/Gifts in Kind

$1,772 $3,124 $2,303 $2,267

Apparel & Services $1,477 $2,511 $1,894 $1,961 Travel $1,374 $2,625 $1,846 $1,925

Household Furnishings & Equipment

$1,460 $2,555 $1,893 $1,908

Education $832 $1,569 $1,111 $1,237 Vehicle Maintenance & Repairs

$790 $1,322 $1,007 $991

Personal Care Products & Services

$572 $1,003 $742 $761

Source: Esri (Based on 2015/2016 Consumer Expenditure Surveys, Bureau of Labor Statistics)

$222,725 Median Home Value

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Figure 8: Housing Unit Summary (2000 – 2018) Area North South Walton County Florida

2000 Total Housing Units 14,613 14,470 29,083 7,302,947

Occupied Housing Units 82.3% 31.2% 56.9% 86.8%

Owner Occupied 65.6% 24.1% 45.0% 60.8%

Renter Occupied 16.7% 7.1% 11.9% 26.0%

Vacant Housing Units 17.7% 68.8% 43.1% 13.2%

2010 Total Housing Units 18,185 26,947 45,132 8,989,580

Occupied Housing Units 77.4% 30.5% 49.4% 82.5%

Owner Occupied 58.2% 20.8% 35.9% 55.6%

Renter Occupied 19.2% 9.7% 13.5% 26.9%

Vacant Housing Units 22.6% 69.4% 50.6% 17.5%

2018Total Housing Units 21,113 34,465 55,578 9,790,195

Occupied Housing Units 76.0% 30.4% 47.7% 83.2%

Owner Occupied 54.2% 19.4% 32.6% 53.0%

Renter Occupied 21.8% 11.0% 15.1% 30.2%

Vacant Housing Units 24.0% 69.7% 52.3% 16.7%

2000-2010 Annual Growth

2.4% 8.6% 5.5% 2.3%

2010-2018 Annual Growth

2.0% 3.5% 2.9% 1.1%

2018 Median Home Value

$153,052 $397,215 $222,725 $212,954

Source: 2000/2010 US Census Bureau, Esri 2019

____________________________________________________

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APPENDIX 3:

Existing Assets

Inventory

Walton County benefits from high residential and visitor demand related

to the county’s location, amenities, and high-ranked quality of life. There

is a beautiful natural environment and associated recreational

opportunities, as well as a distinctive character among its coastal

communities and historic towns. Identifying Walton County’s existing

assets can be the foundation for creating plans and growth strategies

that align with the county’s competitive advantages and goals.

ASSET 1: Transportation

Roads

The main vehicular transportation corridors in Walton County are Interstate 10, U.S. Highway 90,

U.S. Highway 331, State Road 20, and U.S. Highway 98. Interstate 10, traversing Walton County,

serves the southern tier of the U.S. as the main east-west link for truck transport to and from

California and Jacksonville. Exits from Interstate 10 are located at DeFuniak Springs and at Mossy

Head Industrial Park. U.S. Highway 331 is the main north-south route through the County. U.S.

Highway 331 is currently being expanded from a two-lane undivided roadway to a four-lane

divided roadway. Construction is being completed in phases from south to north. The segment

of U.S. 331 that is north of I-10 is undergoing the Project Development & Environment Study

(PD&E) phase of the process to determine future capacity and mobility needs. There is also a

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PD&E Study being conducted on State Road 20, the east-west connection just north of

Choctawhatchee Bay.

The Okaloosa-Walton Transportation Planning Organization’s (O-W TPO) 2040 Long Range

Transportation (LRTP) also includes projects such as express transit routes between DeFuniak

Springs and CR 30A in South Walton and the 6-laning U.S. 98 from Mack Bayou Road to U.S. 331.

The O-W TPO’s 2040 LRTP is composed of the Needs Plan and the Cost Feasible Plan. The Needs

Plan includes all projects needed by the year 2040. The Cost Feasible Plan is financially

constrained to the revenues the TPO expects to receive and is comprised of the projects the TPO

expects to fund by the year 2040. The first Needs Plan amendment in December 2017 included

two projects in Walton County: a pedestrian underpass at U.S. 98 and CR 30A East in Santa Rosa

Beach and a flyover interchange at U.S 98 and U.S. 331 in Santa Rosa Beach. The TPO then

requested an amendment to the Cost Feasible Plan for the PD&E and Design phases for these

two projects. Annually, the TPO prioritizes the Cost Feasible Plan Projects to send to FDOT. The

current adopted Project Priorities for the Okaloosa-Walton TPO was adopted July 20, 2017 and

include:

• Area-Wide Traffic Signal System

• SR 20 from Okaloosa County Line to Washington County Line o PD&E Funded FY 17/18 o The Priority request is for the next unfunded phase (Design)

• Alternative Fuel Stations Program (not exclusive to Okaloosa or Walton County)

• Public Transportation Capital Improvements Flex Funds (not exclusive to Okaloosa or Walton County)

• Park and Ride Lot at SR 20 and East Bay Loop Road in Freeport

• US 98 from Mack Bayou Road to CR 30A – Widen to 6 lanes o PD&E Complete o Design – Underway o The Priority request is for the next unfunded phase (Construction)

• US 331 from US 90 to South of Holley King Road – Widen to 4 lanes o PD&E – Underway o Design – Funded in FY 20/21 o The Priority request is for the next unfunded phase (Right-of-Way)

• US 331 from South of Holley King Road to North of Middle Creek Bridge – Widen to 4 lanes o PD&E – Underway o Design – Funded in FY 20/21 o The Priority request is for the next unfunded phase (Right-of-Way)

• US 331 from Coy Burgess Road to US 90 – Widen to 4 lanes o PD&E – Underway o The Priority request is for the next unfunded phase (Design)

• US 98 at CR 30A West – Intersection Improvement o The Priority request is for the first phase (PD&E)

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County Road 30A is a heavily traveled two-lane roadway that connects the populous South

Walton coastal communities of Seaside, Grayton Beach, Rosemary Beach, and Blue Mountain

Beach. The roadway is subject to severe traffic congestion, especially during the peak season.

The area surrounding 30A is substantially developed, allowing little room to expand. The Seaside

Institute is engaged in leading public discourse and research on sustainable alternatives. The

favored long-term solution is to introduce remote parking design (Park & Ride lots) and promote

autonomous vehicles as a viable substitute for personal vehicles. Until autonomous vehicles

advance beyond safety prototyping to road-readiness, a strategy of broadening use of

conventional public transportation services to reduce congestion and parking demand along 30A

will be endorsed.

Railroad

CSX Transportation has recently negotiated the sale of its rail mainline that runs through Walton

County, linking New Orleans with Jacksonville. RailUSA will purchase 373 miles of track spanning

northern Panhandle routes and will lease to Florida Gulf & Atlantic as operator. Amtrak passenger

service ceased using the rail in 2005 when portions were damaged by Hurricane Katrina. The line

was rebuilt, but routes east of New Orleans were not resumed.

A rail spur in Mossy Head was once established to provide service to Eglin Air Force Base;

however, it is not utilized. The potential sale may mean an opportunity to work with a shortline

WALTON COUNTY has three voting members on the 19-seat

OKALOOSA-WALTON TRANSPORTATION PLANNING ORGANIZATION

The TPO is the local, intergovernmental transportation policy board for Okaloosa and Walton

counties in Florida. The board is comprised of local government officials who make decisions

regarding transportation at the regional level. The Okaloosa-Walton TPO is required by federal

and state legislation to establish a continuing, cooperative, and comprehensive planning

process. The TPO also works to increase safety, security, accessibility, mobility, and

connectivity for people and goods.

The TPO prioritizes how transportation dollars are spent in the region. These transportation

dollars are traditionally from federal and state fuel taxes. Local governments can increase

these funds by using other revenue sources, including first local option gas tax, second local

option gas tax, Ninth-Cent gas tax, Local Government Infrastructure Surtax, Toll Revenues,

Bond Issues, Impact Fees, Municipal Services Taxing Units, Transportation Outreach Program,

and County Incentive Grant Program.

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Class III carrier to deliver service scaled to local businesses with an interest in rail shipments. CSX

retains trackage rights to access the rail in case of an emergency or natural disaster.

Port

Walton County benefits from a barge port located on Freeport’s LaGrange Bayou, which has

access to the Choctawhatchee Bay in Walton County. The port connects the City of Freeport with

the Northern Gulf Intracoastal Waterway, which stretches 1,300 miles from Brownsville, Texas,

east to St. Marks, Florida. The port houses privately-operated facilities that handle dry and liquid

bulk cargo. In 2013, it moved 262,319 tons of cargo, and petroleum and petroleum products were

the top commodities.

Airport

The DeFuniak Springs Municipal Airport is the public airport in Walton County and is owned and

operated by the City of DeFuniak Springs. The airport is situated on 343 acres of land located

approximately 2.5 miles west of the City's Central Business District. With its two runways, the

longest of which is 4,146 feet, the airport can accommodate multi-engine and small general

aviation business jet aircraft. In addition to private and recreational flying, the airport also

supports business and corporate aviation. The airport’s tenants include Emerald Coast Aero,

which provides helicopter sales and service, and Monarch Aviation, which provides aircraft

maintenance services. ONVOI Global Services, which provides aviation service to government

agencies, recently established corporate headquarters in DeFuniak Springs.

ASSET 2: Infrastructure

Utilities

Electricity in Walton County is provided by Gulf Power or CHELCO. Natural Gas is provided by

Okaloosa Gas District or the City of DeFuniak Springs. Water is provided by the City of Paxton,

City of DeFuniak Springs, City of Freeport, South Walton Utility Co., Regional Utilities, Mossy Head

Water Works, and Argyle Water District. As shown in Figure 9, Wastewater Treatment is provided

by Walton County, City of DeFuniak Springs, City of Freeport, Regional Utilities, or South Walton

Utility Co.

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Figure 9: Walton County Utility Services Areas

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Regional Utilities serves areas in Walton County south of Choctawhatchee Bay. Water and

wastewater services extends east-west approximately from the Rosemary Beach area to the

Sandestin Resort. Regional Utilities has been a franchised operator for the County since 1985.

Regional Utilities operates three wastewater treatment plants and multiple well sites, including

a sub-aqueous water line connecting South Walton to the Rock Hill wellfield north of the City of

Freeport. Regional Utilities seeks to construct an 11-mile expansion of the 30-inch main water

line along U.S. Highway 331 from Choctawhatchee Bay to the existing Owl’s Head well-field north

of the City of Freeport.

Not attaining appropriate levels of service for each utility will restrict the safe and sanitary growth

of a community. Potential new industries and businesses will be dissuaded from locating in a

community if the infrastructure is aging, currently inadequate, or projected to be inadequate in

the future.

Limited water supply and increased water use were listed as forces of change in the 2016

Community Health Needs Assessment for Walton County conducted by Sacred Heart Health

System and Florida Department of Health (FDOH) – Walton County. Although the water supply is

currently described as “good,” which allows people to continue living in outlying areas, the

limited water supply could eventually mean a shortage of water in Walton County. There is need

to educate the public and policy makers on the importance of water conservation efforts.

Increased sewage was also listed as a force of change. As the population increases, the

corresponding increase in demand for more septic tanks and more treatment plants could cause

strain on sewage systems, amplified by risk of flooding and other storm related events. There is

a need to develop sewer systems in areas that have a high potential for generating negative

health impacts from wastewater contamination as well as educating residents and revising rules

and regulations.

The challenge persists to greatly expand and improve water and wastewater services to both

protect the environment and to encourage economic development. Walton County is in the

Choctawhatchee Bay Watershed and the portion of the county south of and including the City of

Freeport is in a Water Resource Caution Area (WRCA). WRCA’s have been established by the

Northwest Florida Water Management District to protect the area's water resources from

depletion, salt water intrusion or man induced contamination, or from any other activity which

may substantially affect the quality or quantity of the area's water resources.

Broadband

Today, communication and information networks are paramount to fostering a competitive

business environment and improving quality of life for residents and visitors. Business, health

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care, and higher education institutions simply cannot thrive without it. Broadband provides

residents open access to teleworking options, education, entertainment, and information.

Private telecommunications providers have in fact invested millions of dollars to expand the

availability of high-speed internet and broadband services to business hubs in municipalities

throughout Walton County. However, as is true many places, Walton County’s rural communities

face a disadvantage when it comes to internet accessibility and affordability. The lack of market

viability for fiber deployment in sparsely populated areas is a barrier that often requires local,

state, or federal policy and funding intervention strategies.

As a part of the Walton United Broadband Initiative, which is a means to find solutions to address

the lack of broadband in the under-served areas, the county seeks to construct a 6-mile Wi-Fi

radius around libraries and institutions. The County is starting off with a pilot project of 3-mile

radiuses around the Walton County Coastal Branch Library in Santa Rosa Beach and the Gladys

N. Milton Memorial Library in Paxton. This project will build off the existing fiber optic

infrastructure which will provide citizens and tourists with the ability to connect to the internet.

By utilizing libraries and community centers, the intent is to provide free Wi-Fi access to majority

of the county.

Walton County has also engaged Connected Nation to prepare a feasibility study to assess the

current broadband infrastructure. Connected Nation is a non-profit organization that works with

communities to develop and provide tools, resources, and methods to help create and

implement solutions to broadband and digital technology gaps. Ultimately, the study will lead to

the preparation of a Broadband Technology Action Plan.

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Figure 10: Existing Fiber Infrastructure Completed

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Critical Facilities

Critical Facilities are the essential resources and services that ensure community wellbeing,

continuity of public health and safety protections, coordinated operations, and official civil

communications. Shelters, emergency operations and disaster recovery centers, public health,

public drinking water, sewer and wastewater facilities are examples of critical facilities.

Appropriate capacity of critical facilities plays a significant role in the resiliency of a community.

Hospitals and care facilities; educational institutions; emergency operations centers;

communications resources; water, wastewater, and landfills; and public evacuation shelters are

depicted on the respective maps from the Statewide Regional Evacuation Study (2010). Most of

the facilities are located near areas of denser population in South Walton and the Cities of

Freeport, DeFuniak Springs, and Paxton.

Two major medical complexes serve the residents and businesses of Walton County. Healthmark

Regional Medical Center is located south of DeFuniak Springs and serves the northern and central

portions of Walton County. Sacred Heart Medical Center of the Emerald Coast is situated in Santa

Rosa Beach, serving all the South Walton beach communities as well as portions of Okaloosa

County. The Florida Department of Health (2016) reports that Health and Human Services

Organizations have indicated that the following healthcare services are difficult to get in the

County: specialty medical care (specialist doctors), primary medical care (primary care

doctor/clinic), alcohol or drug abuse treatment, mental health services, services for the elderly,

alternative therapies, and preventative healthcare. The report also identified dental care as

deficient in the County. Perceptions of lack of access to healthcare services may arise for several

reasons, including absence of or too few resources, or lack of awareness of their existence or

how to access them.

The Walton County Sherriff’s Office has five districts and bureaus: Walton County Sherriff’s Office

in DeFuniak Springs, South Walton Substation in Santa Rosa Beach, Freeport Substation, Paxton

Substation in Laurel Hill, and Mossy Head Substation.

Walton Fire-Rescue is a 100-member, career fire-rescue organization that responds from 10

stations and serves a population of approximately 30,000 residents living within 738 square

miles. Walton Fire-Rescue provides automatic and mutual aid to four other fire districts within

Walton County and is the primary provider for Advanced Life Support Emergency Medical

Services in all areas north of Choctawhatchee Bay. The South Walton Fire District (SWFD) is a fire-

rescue agency located in the southern portion of Walton County. The SWFD is responsible for

Fire Protection, Emergency Medical Service Transport, Beach Lifeguards, Hazard Mitigation,

Public Education and Prevention, as well as 911 Communication activities for 84 square miles.

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ASSET 3: Available Land

Land availability and access are key factors in achieving economic growth and sustainable

development. The efficient use of land focuses public and private investment in areas where it

can take advantage of past infrastructure investments to create economic value by generating

higher property tax revenue, reducing costs of infrastructure, and providing redevelopment and

reuse opportunities. The focused investment can also spur business activity and job creation in

these locations.

A significant amount of vacant land is available in the north that is suitable for a wide range of

productive uses; however, infrastructure is not available for many of those properties to be

considered shovel-ready. The amount of vacant developable land in the southern areas of Walton

County is very limited, as demand has been high for some time and most of the remaining

available land tracts are wetlands. Inventorying, assessing, and preparing suitable sites for

development is an ongoing strategy. Upon widening U.S. 331, the provision of water and sewer

along the corridor, and development of catalyst projects such as the Veterans Lodge and Owl’s

Head, it is anticipated that the increased infrastructure capacity, jobs, and services provided from

these developments will spur economic growth in North Walton.

Several sites in Walton County contain abandoned structures that may be viable for

redevelopment or may require demolition. An example is the former Perdue poultry processing

plant in DeFuniak Springs, located along U.S. Highway 90. The plant closed in 2004 and the site

contains abandoned, derelict structures that have been unoccupied for over a decade. Subject

to the needs of a particular business, vacant land or a new, modern shell building may be

preferable. Existing buildings may have functional use limitations or structural issues, and the

cost of rehabilitation and retrofitting may be more than the cost to build from scratch.

Redeveloping neglected or abandoned properties can provide businesses and local government

with new economic development opportunities in the existing development footprint. Reusing

historic buildings can preserve a neighborhood or downtown character, making it a more

attractive place for businesses and people to locate. In addition, redeveloping properties already

served by infrastructure and utilities not only saves communities and developers the costs of new

infrastructure, but also takes advantage of past investment. The increase in surrounding property

values that occurs when blighted properties are addressed enhances the tax base and public

revenues.

DeFuniak Springs Industrial Park is located within the Defuniak Springs Municipal Airport

and has access to major federal and state highways. The 296.8-acre park is owned and operated

by the City of Defuniak Springs. The industrial park is also a Florida First Certified Industrial Park

with two site certifications. Florida First Sites is a regional site certification program established

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by Gulf Power that ensures that sites are ready for development. Targeted industries for the

development are Aerospace, Defense, Manufacturing, and Aviation.

Walton County Industrial Park at Freeport is approximately 100 acres and is owned by

the Walton County Economic Development Alliance. The park has been developed in phases with

improvements to infrastructure, such as roadways and the storm water system, to attract

businesses. The park has been successful in filling vacancies and currently has no space available.

The county is looking at acquiring nearby parcels to expand the park.

Mossy Head Industrial Park is 350 acres and has access to Interstate 10 from State Road

285, as well as a dedicated spur track. Several sites in the park are developed with retail and

industrial uses. The intended use of the property is to develop a mixed-use commercial and

industrial park. Several parcels are also available for future development.

Paxton Industrial Park is a 23-acre site located and owned by City of Paxton. Currently

developed on site is a 10,000 square foot distribution building. The site also contains a water

tower which limits the development potential of the industrial park due to the setback

requirements from the tower.

Walton County Commerce Park is 134 acres and is situated along Scenic Highway 98 in

Santa Rosa Beach. The Walton County Commerce is privately owned by St. Joe Company, a land development company. The commerce park is a component of a 50-year plan to develop a traditional neighborhood development. Therefore, the types businesses and industries allowed in the park are restricted to uses that would be compatible with the community.

ASSET 4: Tourism

Walton County has a flourishing tourism economy. There are sixteen distinct beach communities

in South Walton that extend along County Road 30A, a once-unassuming corridor that today has

an international following, year-round visitors, and its own recognized up-market branding.

Seaside is one of the first and most renowned examples of a master-planned, mixed use, walkable

community designed based on New Urbanism principles. Rosemary Beach is another destination

community, modeled after the architectural influences of the Dutch West Indies and blend of

other styles. All of these linked communities offer 30A historical and cultural festivals, shopping,

dining, and lodging choices that retain a unique flavor, though other developments since have

emulated their stylistic influence. There are opportunities and plans to expand tourism in the

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nearby inland communities of Freeport and DeFuniak Springs as well, with a focus on history,

sport parks, hiking trails, and kayaking streams unique to those places.

Economic Impact of Tourism

The Accommodation & Food Service and Arts, Retail Trade and Entertainment & Recreation

industries are the primary drivers for Walton County’s economy and directly serve the tourism

industry. According to Esri, 33,759 people were employed in Walton County, of which 23.4% were

in Accommodation & Food Services and 15.6% were employed in Retail Trade. 11.4% were

employed in Arts, Entertainment, & Recreation. Most of those jobs are located in the southern

part of the county. Accommodation & Food Services accounted for 6.8% of businesses and 9.3%

of employees in North Walton compared to 13.4% of businesses and 29.3% of employees in South

Walton.

The Tourist Development Council has developed a professional and successful strategy to keep

visitors coming. The TDC oversees expenditure of revenue from a Tourist Development Tax (TDT),

which is a local sales tax on transient rentals that applies to properties south of the Intercoastal

Waterway and all of Walton County’s beaches south of Choctawhatchee Bay. Revenue from the

TDT is restricted in use, and is primarily expended on marketing, promotion, and beach

maintenance. TDT collection ranges greatly between low season and peak season.

South Walton’s Economic Impact of Tourism 2017 Report indicated that there were 4,010,500

visitors in 2017, an 8.6% increase from 2016. The report also showed that tourism has a greater

than $4.408 billion impact on the local economy. This number included $2.978 billion in direct

impacts; $749,461,100 in induced impact attributed to increased business spending; and

$680,354,700 in indirect impact attributed to household spending resulting from tourism dollars.

Visitor spending in 2017 led to 21,900 direct jobs, and the total economic impact including

indirect and induced visitor spending resulted in 28,400 jobs. The report indicated that visitors

accounted for 65.6% of Walton County’s government revenues in 2017.

Environmental and Economic Resilience

The positive impact of tourism cannot be overstated as an economic and quality of life benefit to

the area. However, there are increasing questions from citizens about how the County can or

should keep up with infrastructure capacity demands. Also, the reliance on the jobs and tax base

created by tourism-related services has been countered with calls to focus on growing other

higher-wage industry sectors to support the community. Visible crisis points such as the BP

Horizon oil spill and its after-effects, the economic downturn affecting housing development and

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disposable incomes, and recent hurricanes have driven the discussion to the forefront of

policymakers’ agendas.

Due to most of the current Tourism and Hospitality industry being near the coast, Walton County

is naturally at risk of economic disruption from natural hazards, such as hurricanes, floods and

storm surges. Diversification of industries farther away from areas vulnerable to hazards would

improve the County’s economic resiliency. In addition to the Walton County Hurricane and Storm

Damage Reduction Plan (Beach Nourishment Project), coastal management practices intended

to preserve natural resources and human life will also protect property values and businesses in

south Walton County.

There are opportunities to invest in the preservation and enhancement of the natural resources

on which much of Walton County’s tourism and quality of place relies. Much of the County is

within the Choctawhatchee River and Bay Watershed, which flows into the Choctawhatchee Bay

and ultimately the Gulf of Mexico. The Choctawhatchee Basin Alliance (CBA) has monitored the

health of the bay and promoted water stewardship since 1996. Recently the CBA has partnered

with Northwest Florida State College, local governments including Walton County, and numerous

local stakeholders to promote the potential for an Estuary Program to enhance this area of

recreational activity, scientific study, and aesthetic enjoyment.

ASSET 5: Military

Northwest Florida is home to a significant concentration of Air Force and Navy installations across

the panhandle, including Eglin Air Force Base (AFB). Eglin AFB is the largest military installation in

the country, spreading over Okaloosa County and occupying a significant portion of Walton

County. Eglin AFB is the focal point for all Air Force armaments including development,

acquisition, testing, deployment, and sustainment of air-delivered non-nuclear weapons. Units

on the base conduct test and evaluations of armament, navigation and guidance systems, and

command and control. Additionally, the McKinley Climatic Laboratory conducts severe weather

testing on aircraft and other equipment. Other installations are also located in neighboring

counties, such as Hurlburt Field in Okaloosa County and Tyndall Air Force Base in Bay County.

Walton County is home to approximately 5,905 veterans according to the 2013-2017 American

Community Survey. The regional economic impact of military installations in the northwest

Florida region is $22.1 billion, and Eglin AFB and Hurlburt Field in Okaloosa County are linked to

72,097 jobs. The northwest Florida region is also home to several other large military installations

including the Naval Air Station in Pensacola, Hurlburt Air Field in Okaloosa County, and Tyndall

AFB in Panama City.

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Surrounding communities have had a long history of collaborating with Eglin AFB, which was

originally established as the Valparaiso Bombing and Gunnery Base in 1935. More recently,

Walton County is a community partner of the Tri-County Community Partnership Initiative (TCPI)

which was created by Okaloosa County Economic Development Council (EDC) in 2013 to formally

work in tandem with the Air Force and local installations’ Community Partnership Program

Initiatives (CPP). Collaboration enables both the communities and military installations to

leverage capabilities and resources to reduce costs and risks by finding shared values.

Preceding the TCPI, the Defense Support Initiatives (DSI) Committee was established in 1996 as

an ongoing military issues advocacy group to support and promote the local military installations,

missions, and their positive economic contributions to the tri-county region. The EDC of Okaloosa

County is the lead agency, and County Commission representatives from Walton, Okaloosa, and

Santa Rosa Counties are committee members along with several military representatives.

Opportunities exist for Walton County to increase involvement in working groups and steering

committees. Throughout the years, various partnerships have developed several studies

including the Joint Land Use Study (2009), the Tri-County Growth Management Plan (2010), and

the Tri-County Small Area Studies (2012) which provided recommendations for Walton County,

specifically the Mossy Head area, regarding future land use and guidelines for compatibility with

the Eglin AFB mission.

Existing/Potential Support Industries

Supply chain and support service attraction strategies remain important. Examples of industries

that directly serve local military installations are utilities, housing partnerships, environmental

remediation, technology-based contracting, and outsourced services. For example, in 2017,

Choctawhatchee Electric Cooperative (CHELCO) took over full operations of a 50-year contract

valued at more than $360 million to own, operate, and maintain the entire footprint of the

electrical infrastructure on Eglin AFB including the substation, transmission, and distribution

assets. CHELCO is a non-profit electric distribution cooperative employing more than 150 people

and serving more than 50,000 accounts in Walton, Okaloosa, Holmes, and Santa Rosa Counties.

CHELCO is headquartered in DeFuniak Springs and has five additional offices, two of which are in

Walton County (South Walton and Freeport).

Veteran Workforce Capture

A survey administered by CareerSource Okaloosa-Walton from 2011-2016 to personnel

separating from the military revealed that 25% of respondents were leaving the region due to

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lack of job opportunities. Okaloosa-Walton CareerSource is conducting a Department of Defense

Skillbridge survey which links the skills developed in the military to the needs of the local labor

market. If local firms can access existing talent and provide second-career opportunities, more

high-skilled retired military personnel may choose to continue their civilian life in Walton County.

Regionally, Economic Development groups are working together to address this opportunity.

Opportunities and Risks

Because the military installations are such a large part of the economy in northwest Florida, the

economic returns to the area cannot be taken for granted despite recent personnel increases and

investment in new programs. All military communities face the risk of base realignment and

closure procedures, and as such the U.S. Department of Defense encourages local and regional

economic diversification strategies to prepare for possible disruptions.

ASSET 6: Educational and Workforce Development

Post-secondary or supplemental educational opportunities are critical for those who are new to

the workforce, those who are unemployed or underemployed, or those who are changing careers

or returning to the workforce. A capable and prepared workforce will encourage businesses to

expand or relocate to Walton County. Competitive schools and vocational training not only

support the local population but also attract businesses and industries that require a ready

workforce and seek to provide top quality family services and quality of life for their employees.

State and regional plans place emphasis on talent supply and identify target industry clusters.

Stakeholders in Walton County including the Walton County School District and CareerSource are

making strides to identify occupational demands. Additionally, the presence of the military

installations in the region provides challenges and opportunities in terms of the number of

veterans and their family members who are seeking career pathways.

State and Regional Emphasis on Talent Supply

Several state and regional plans and initiatives — namely the Florida Department of Economic

Opportunity’s Strategic Plan for Economic Development 2018-2023, Florida’s Great Northwest’s

Northwest Florida FORWARD (2017), and the West Florida Regional Planning Council’s 2018-2022

Comprehensive Economic Development Strategy (CEDS) — emphasize the importance of

developing a ready workforce to attract and support new and expanding businesses.

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Talent and Supply is the first pillar of Florida’s plan, and strategies focus on (1) aligning education

and workforce development programs, (2) providing comprehensive pre-K through post-

secondary education, (3) increasing and retaining the number of graduates in high-demand fields

such as science, technology, engineering, mathematics (STEM) and health, (4) expanding

recruitment for and access to education and training programs in underserved areas and

populations, and (5) engaging the talent of veterans, exiting military, and military spouses.

Northwest Florida FORWARD builds on the state strategies for the 13-county region of the Florida

panhandle. Additional strategies include creating a regional workforce training and development

initiative, exploring an employer-driven workforce training initiative, developing a regional talent

recruitment program, and expanding work-based learning and career exploration opportunities

for students.

Aligning with the state and regional plans, the CEDS focuses on strategies for the western-most

7-county region of the northwest Florida Panhandle including Walton County, and it introduces

the goal of connecting the talent of west Florida to key industry clusters and ensuring a dynamic

and diverse workforce for new and growing businesses. A key strategy is to create a regional

workforce training and development initiative designed to meet the needs of large employers

relocating or expanding in west Florida. The CEDS emphasizes creative education models with

educational enrichment courses, STEM curricula, and project-based learning beginning at middle-

school levels and younger. More customized programs promoting career pathways equitably

among students will help ensure students of all socioeconomic levels can achieve their highest

potential. Rural areas particularly struggle to retain younger populations as they leave for outside

opportunities. This underscores the value of programs that build avenues for young professionals

to return to raise families and contribute to their home community.

Walton County School District

Walton County School District (WCSD) has six elementary schools, three middle schools, three

high schools, one K-12 school, two alternative education schools, three charter schools, and a

career development center school. WCSD also offers alternative learning through Walton Virtual

Schools and Walton Learning Center.

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Figure 11: Walton County School Performance Grades

Source: Florida Department of Education

The Florida Department of Education’s (FDOE) School Performance Grades range from A to C for

public schools in Walton County in 2018. School Performance Grades provide a measure that can

be used to understand how well each school is serving its students.

In addition to traditional coursework, the Walton County School District is working to develop

partnerships with local employers and higher educational institutions to give students the

opportunity to build a wider network of resources for success after graduation. Several schools

also offer Career and Technical Education (CTE) programs specifically designed to launch students

into high-demand career tracts.

School Name 2016 2017 2018

WEST DEFUNIAK ELEMENTARY SCHOOL B B B

PAXTON SCHOOL B A B

FREEPORT SENIOR HIGH SCHOOL A A A

FREEPORT MIDDLE SCHOOL C B B

VAN R. BUTLER ELEMENTARY SCHOOL A A A

EMERALD COAST MIDDLE SCHOOL A A A

SOUTH WALTON HIGH SCHOOL A A A

BAY ELEMENTARY SCHOOL B A C

WALTON MIDDLE SCHOOL B B B

MOSSY HEAD SCHOOL C B C

WALTON HIGH SCHOOL C C B

MAUDE SAUNDERS ELEMENTARY SCHOOL C D C

FREEPORT ELEMENTARY SCHOOL B C C

SEASIDE NEIGHBORHOOD SCHOOL A A A

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WALTON COUNTY SCHOOLS CAREER & TECHNICAL EDUCATION PROGRAMS

CURRENTLY OFFERED

Freeport High School • Administrative Office Specialist • Advanced Manufacturing Technology • Criminal Justice Operations Paxton (High) School • Administrative Office Specialist • Aerospace Technologies

• Agrotechnology Seacoast Collegiate High School • Administrative Office Specialist Walton High School • Administrative Office Specialist • Aerospace Technologies • Culinary Arts • Early Childhood Education

South Walton High School • Administrative Office Specialist • Accounting Applications • Applied Robotics • Business Management and Analysis • Digital Design • Nursing Assistant (Acute & Long-Term Care) • Web Application Development &

Programming Walton Learning Center • Building Construction Technology TECHNICAL DUAL ENROLLMENT • Emerald Coast Technical College - Early

Childhood Education

Post-Secondary Education and Vocational Programs

Emerald Coast Emerald Coast Technical College

Walton County School District’s Emerald Coast Technical College (ECTC) in DeFuniak Springs

offers high school-college dual enrollment, career education and Post-Secondary Adult

Vocational (PSAV) programs, Adult Education/GED prep, and short term, customized training for

local businesses and community members. ECTC’s programs are also regularly tailored to the

Regional and Statewide Demand Occupations Lists developed by the Department of Economic

Opportunity to identify high skill/high wage labor market needs of the business community.

In 2017-2018, ECTC offered programs in Information Technology, Construction Technologies,

Automotive Services Technologies, Cosmetology, Nursing and Health Sciences, and Welding

Technologies. Programs that were eligible for Workforce Innovation and Opportunity Act (WIOA)

assistance included A/C Refrigeration & Heating, Administrative Office Specialist, Cybersecurity,

Automotive Service, Building Construction Technologies, Computer Systems & Information

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Technology, Electricity, Medical Administrative Specialist, Network Support Services, Patient

Care, Pharmacy Technicians, Practical Nursing, Web Application Development & Programming,

and Welding Technology. In 2017, ECTC had a completion rate of 88%, a licensure rate of 77%,

and a placement rate of 85%.

ECTC is represented on the Economic Development Committee of the City of DeFuniak Springs

and as a CareerSource board member. These partnerships help ECTC to identify workforce needs.

Business partnerships with CHELCO and the Tennessee Valley Public Power Association enabled

ECTC to support and expand capacity to provide career education opportunities through

electrical line worker training. Another recent successful program is that of a partnership with

Walton County Sheriff’s Department for Jail Training Programs like OSHA 10, a program that

teaches workers about common safety and health hazards on the job. This program extended

ECTC’s training opportunities to populations with historically limited access. ECTC also has agility

to respond to short-term training needs like providing OSHA 30 for electrical contractors or

therapy classes that earn continuing education credits.

Nearby Post-Secondary Institutions

Several institutions are located in, or have branch campuses in, neighboring Okaloosa and Bay

Counties. The University of Florida Engineering Education Facility and a satellite campus of the

University of West Florida are located in Fort Walton Beach, as is Okaloosa Technical College.

Florida Agricultural and Mechanical University’s (FAMU) College of Pharmacy and Pharmaceutical

Sciences has a site in Crestview. Gulf Coast State College and a satellite campus of Florida State

University are in nearby Panama City.

Northwest Florida State College

Northwest Florida State College (NWFSC) has six campuses or centers in the Okaloosa-Walton

area, two of which are in Walton County: the Chautauqua Center in DeFuniak Springs and the

South Walton County Center in Santa Rosa Beach. NWFSC offers programs in Business; Education;

Health Sciences; Public Safety; Industry, Manufacturing and Construction; Humanities, Arts,

Communication and Design; Science, Technology, Engineering and Mathematics; and Social and

Behavioral Sciences.

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CareerSource Okaloosa-Walton

CareerSource Okaloosa-Walton is a non-profit organization that offers services including

scholarships and training opportunities to employers, career seekers, veterans, and youth.

CareerSource has offices in DeFuniak Springs in Walton County and in Fort Walton Beach in

Okaloosa County, as well as a mobile center in Fort Walton Beach and a satellite office on Eglin

Air Force Base. Individuals seeking employment can obtain job search assistance and skills

training. CareerSource also assists employers with recruitment, talent acquisition, and training.

The workforce Innovation and Opportunity Act (WIOA) requires each local workforce

development board to create a comprehensive four-year plan in partnership with local chief

elected officials. In conjunction with a designated commissioner from both Okaloosa and Walton

County, CareerSource Okaloosa-Walton developed a Two-Year Modification Plan for 2018-2020.

The Plan describes ways in which CareerSource Okaloosa-Walton ensures the needs of the region

will be met through a Business Services Team and an Account Management Model. The Business

Services Team meets with employers and training institution advisory boards as well as ad hoc

groups to identify needs and solutions. The Account Management Model guides account

managers to become more specialized and knowledgeable on specific talent needs of critical

industry sectors.

The identification of trends allows CareerSource Okaloosa-Walton and its partners to design

training and development programs that will be most relevant to future job-seekers.

CareerSource tracks occupations in terms of fastest-growing percentages as well as those

projected to have the newest job opening trends. CareerSource projects employment in the area

to grow 1.3% over the next ten years. It is anticipated that employment in the two counties will

grow by 1,509 jobs over the next year, with Health Care and Social Assistance (+2.2% annual

growth rate), Educational Services (+2.0% growth), and Professional, Scientific, and Technical

Services (+1.7% growth) as the fastest rising sectors. Careers requiring higher levels of education

will trend upward in this region. However, the largest increase by number of jobs is the

Accommodation and Food Services sector, with an anticipated increase of 267 jobs.

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ASSET 7: Housing

Walton County has

approximately 55,578 housing

units, with a median home value

of $222,725. As shown in Figure

15, the area median income

(AMI) has trended upward, and

the median home value

increased by 11% from 2010 to

2018.

Especially along the South

Walton coast, home values can

be extremely high, reflecting high land costs and continuing demand for primary and secondary

residences in the area.

In the growing rental economy, however, a significant number of households are “cost-

burdened” by housing expenses, defined as spending more than 30% of combined income for

housing. As a result, they may have difficulty affording necessities such as food, clothing,

transportation, and medical care.

In 2016, 43.53% of households in the

county earned at or less than 80%

AMI. However, income levels were

much lower for households that

rented their homes. More than 56%

of renting households were low-

income, with 36% designated as very

low or extremely low-income.

Between 2010 and 2018, Walton

County had a 19% increase in its

population. During that same

period, the number of jobs also

increased. While the county’s job growth rate has been strong and is projected to remain high,

many of the occupations that are growing are those most vulnerable to high housing costs. Retail

sales, combined food prep workers, and wait staff were the top three growing occupations.

Figure 12: Walton County Housing Demographic 2010 2018

Population 55,043 65,599

Households 22,301 26,501

Area Median Income $51,000 $60,400

Median Home Values $199,800 $222,725

Median Gross Rent $889 $931

Total Housing Units 45,132 55,578

Owner-occupied units 16,202 18,118

Renter-occupied units 6,093 8,392 Source: HUD, Esri 2019

Figure 13: Household Income (2016)

Income Range # Households %

30% AMI or less 3,452 13.34%

30.1-50% AMI 2,941 11.37%

50.1-80% AMI 4,869 18.82%

80.1-120% AMI 5,732 22.15%

more than 120% AMI

8,883 34.33%

Total 25,877 100.00% Source: Shimberg Center for Housing Studies

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Depending on family size and the number of earners in the household, these occupations may

be more likely to place households into low or very low-income categories.

Walton County Housing Agency

The Walton County Housing Agency administers funding from the U.S. Department of Housing

and Urban Development to offer housing assistance to low and very low-income households in

the County. The agency offers rental assistance in the form of Section 8 rental subsidy vouchers,

financial counseling programs for self-sufficiency, and fair housing education. The Housing

Agency does not own or operate public housing developments directly, and instead works with

private property owners to secure appropriate housing options for eligible households.

State Housing Initiatives Partnership (SHIP)

For families with low and moderate incomes in Walton County, there are local, state, and federal

housing assistance strategies to help with purchase, repair, replacement, or rehabilitation of

owner-occupied housing.

Every Florida county is required by Florida Statute to have an approved Local Housing Assistance

Plan (LHAP). The LHAP is designed to detail how each county will expend the State Housing

Initiatives Partnership (SHIP) funds allocated to them each fiscal year. The West Florida Regional

Planning Council coordinates the SHIP program for Walton County and assists in the development

of the required LHAP. A partnership coalition Walton County has created, the Walton County

Affordable Housing Advisory Committee (AHAC), is responsible for reviewing planning

documents and making recommendations to the Board of County Commissioners for incentive

strategies as part of the LHAP. The following strategies are currently approved and being

implemented, with waiting lists for participation:

Substantial Rehabilitation: addresses homeowner needs such as roofing, electrical, plumbing,

sanitary disposal, or structural deficiencies

First Time Homebuyer Assistance: provides funds to support down payment and/or closing costs

for the purchase of a home

Replacement Housing: provides funds to underwrite the costs of constructing affordable

replacement homes for families living in unsafe conditions

The LHAP is updated and submitted to the Florida Housing Finance Corporation for review every

three years.

Workforce Housing

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Nationally, wage stagnation, rising construction costs, and the limited supply of workforce

housing has increasingly driven the need for new approaches to implementing effective

affordable housing policies and programs. Existing federal housing assistance programs,

particularly those provided by HUD, have traditionally targeted those with the greatest need.

These are typically extremely low-income families, those who earn less than 30% of AMI, and

low-income households who earn less than 60% of AMI.

“Workforce housing” is

commonly defined as housing for

individuals that earn between 60-

120% of AMI, which can be in

short supply in many areas. As

shown in Figure 14, it is more

affordable to rent than to

purchase a home in Walton

County. Workforce households

are considered by HUD

standards to earn too much to

qualify for housing subsidies yet

may be unable to afford

adequate housing. Additional

attention is being paid to the growing issue by HUD and other national housing nonprofits like

Local Initiatives Support Coalition (LISC). Walton County is experiencing a shortage of workforce

housing, and wage earners are either faced with long commutes or elect to live elsewhere. Much

of this group is likely to be cost-burdened by their housing. These may be the critical or supportive

service providers of the community -- firefighters, police officers, social workers, teachers and

nurses who cannot afford to live in the communities that they assist. In Walton County, this

population represents most hospitality and retail staff on which the industry depends. These jobs

contribute to a community’s quality of life; yet there is mismatch between wages and cost of

living. Over the past decade, the cost of housing in Walton County has increased significantly,

whereas wages have not increased at the same rate. Shelter makes up the largest share of most

households’ spending, and budgeting for higher housing costs forces less income available for

food, health care, utilities, and other necessities.

Commonly, social and regulatory barriers to development of this type exist. Some of the more

difficult barriers to overcome within many communities are socio-political. New development

plans may be countered with citizen concerns or prejudices about siting, traffic, building

materials, aesthetic viewpoints, and property value impacts. Regulatory barriers and government

Figure 14: Maximum Affordable Rent and Purchase Price in Walton County

Income Limit Range

Income Rent Purchase

Price

60% $36,240 $906 $54,628

80% $48,320 $1,208 $98,851

100% $60,400 $1,510 $144,310

120% $ 72,480 $1,812 $189,151

County Median

$931 $222,725

Source: Estimates based on WFRPC Calculations

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policies, statutes, or ordinances can often increase the cost and delivery timeframe of new

construction without making the intended improvements to public health or safety. Limiting the

amount of available land for workforce and/or multifamily housing development, density caps

for new development, impact fees, zoning, and large-lot subdivision requirements all have a

direct impact on housing production costs, which affects private market feasibility. These

regulations may serve other public policy objectives that will bear evaluating against the urgency

of the housing needs of a community and the long-term impacts of such a shortage.

The cost of housing affects an individual’s well-being, a community’s quality of life measures, and

a region’s economic competitiveness. Working families are not the only ones impacted from the

shortage of affordable housing in high cost and high growth areas. In Walton County and

elsewhere, existing and prospective employers have expressed the lack of skilled workforce and

quality housing to attract and retain employees. Employers report having a difficult time hiring

and meeting the salary demands of employees with high living costs. In this way, shortages of

affordable workforce housing options inhibit many job creation strategies and development

prospects.

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