Town of Century: Strengths, Weakness, Opportunities and Threats (SWOT) Analysis March 2014 Economic Development Strategic Plan
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Town of Century: Strengths, Weakness, Opportunities and
Threats (SWOT) Analysis March 2014
Economic Development Strategic Plan
Town of Century
Town of Century
Freddie W. McCall, Sr.—Mayor, Town of Century
Project Team
Brice Harris, Ph.D. Aaron Schmerbeck, MS Matt Schwalb, MA, MSA
Amy Webber, MA Taltha Motter
Emily Williams
Primary Contact
Brice F. Harris, Ph.D. Associate Director
Office of Economic Development & Engagement
University of West Florida 11000 University Parkway
Pensacola, Florida 32514-5750 850-474-2708
about us
Located in the SunTrust Tower in
historic downtown Pensacola, Flor-
ida, the Haas Center collects, ana-
lyzes and distributes economic
data for clients seeking expert eco-
nomic advice. We exist to help
entrepreneurs and industry lead-
ers—from traditional manufactur-
ing to emerging technologies—
meet their information needs in the
modern economy.
The Haas Center specializes in
data analysis for the purposes of
economic forecasting, marketing
research, business expansion,
tourism, and real estate develop-
ment, as well as industry and aca-
demic studies. The Haas Center’s
staff combine academic creden-
tials with varied experience, rang-
ing from economists to survey spe-
cialists. Each professional com-
bines innovation with attention to
detail to produce high-quality re-
search products for Center clients.
For further information please visit
our website at haas.uwf.edu, or
contact Brice Harris at bhar-
1
Town of Century
Table of Contents
2
Table of Contents
Introduction .....................................................................................3
Analysis of Century’s Strengths and Opportunities for
Economic Growth ............................................................................4
Four Golden Rules of Regional Growth .........................................4
Locational and Infrastructural Strengths ......................................6
Opportunities for Industry Recruitment ........................................8
Future Land Use—Mixed Use/Commercial/Industrial ...................16
Housing ...............................................................................17
Analysis of Century’s Weakness and Threats to
Economic Growth ..........................................................................18
Community Weaknesses .........................................................18
Threats to Community Economic Development ...........................21
Conclusion ......................................................................................26
References .....................................................................................27
List of Tables, Charts and Figures
Figure 1: Regional Transportation Infrastructure ...........................7
Table 1: Regionally Advantageous Industries within
Mobile, AL MSA ................................................................10
Table 2: Regionally Advantageous Industries within
Pensacola, FL MSA ...........................................................11
Table 3: Regionally Advantageous Industries within
the Five County Regional Market ....................................12
Chart 1: Mobile MSA Industry Competitiveness and
Growth, 2014-2019 ..........................................................14
Chart 2: Five County Region Industry Competitiveness
and Growth, 2014-2019 ...................................................15
Table 4: Regional Age Demographics ............................................19
Table 5: Poverty Rate by Group .....................................................20
Table 6: Educational Attainment by Region ..................................21
Town of Century
The Haas Center has been commissioned by the Town of
Century, Florida to create an economic development strategic
plan as part of the Comprehensive Planning Technical
Assistance Grant Program administered by the Florida
Department of Economic Opportunity, Division of Community
Development. Utilizing funds from this program, the Town of
Century, in conjunction with the Haas Center, will create an
Economic Development Strategic Plan for the purposes of
outlining existing local and regional market conditions, as well
as assessing the area’s challenges and opportunities associated
with the Town’s economic development.
By doing so, in a collaborative manner, with local and regional
stakeholders (residents, policymakers and business owners), the
Haas Center will assist the Town of Century with developing a
long-term plan to take advantage of the area’s innate economic
advantages, while leveraging regional resources in an efficient
and effective manner. These actions will better position the
Town and its residents to compete for jobs and investment in
the 21st century economy.
In accordance with the requirements set forth by the Planning
Technical Assistance Grant, the strategic plan includes a series
of five tasks, which outline the project’s goals:
Task I: Development of Regional Economic and
Demographic Profile
Task II: The Identification and Analysis of the Local and
Regional Market Area
Task III: The Collection of Input from Local and Regional
Stakeholders
Task IV: Challenges and Opportunities in the Local and
Regional Market
Task V: Prepare the Final Economic Development Strategic
Plan
3
Introduction
Introduction
Town of Century
In fulfillment of Task IV, this report provides an analysis of the
Strengths, Weakness, Opportunities and Threats (SWOT) facing
Century’s potential to develop economically.
In order to analyze the strengths of a given region, it is crucial
to provide a theoretical framework from which to understand
regional development. As such, this section begins with a brief
explanation of the economist Mario Polese’s Four Golden Rules
of Regional Growth. Based on this framework, this section then
identifies Century’s strengths and opportunities for economic
development.
Four Golden Rules of Regional Growth
A substantial body of research has been developed over the
course of the last century as it relates to regional economic
development. Economic geographers, often referred to as
regional scientists, have examined the spatial economic
relationship between regions in the hopes of determining why
some regions accumulate wealth while others suffer in poverty
(Polese, 2009). Although a thorough examination of the
theoretical underpinnings of regional development is beyond
the scope of this report, a brief explanation of Polese’s Four
Rules is presented here only to provide context for the SWOT
analysis that follows.
Regional economic development occurs for many complex
reasons; however, economic geographers have distilled these
reasons into what is referred to as the Four Golden Rules of
Regional Growth (Polese, 2009):
1) Size Matters
2) Location Matters
3) Costs Matter
4) Exceptions Abound
4
Strengths and Opportunities
Analysis of Century’s Strengths and Opportunities for Economic Growth
Town of Century
5
Strengths and Opportunities
The size (Rule 1) of a region (nation, state, county, MSA, city, town,
etc.) matters because higher levels of economic density, or what
economic geographers refer to as agglomeration, tend to increase
the productivity of labor, whereby generating wage gains and
production efficiencies (Polese, 2009). These productivity gains
then attract further investment seeking to capture future profits,
thus generating further economic growth. Simply put, larger
regions tend to generate greater levels of economic activity and
diversity, whereby providing the smaller regions within their orbit
a potential source of income.
The location of a region (Rule 2) in relation to its trading partners
also matters as industry must balance its cost of production against
its cost of transportation (infrastructure). Meaning, a firm’s
decision to relocate, among other factors, is decided based on
where its production facilities need to be located in relation to its
primary inputs versus the costs of transporting its tradable good to
market. These costs varying by industry and infrastructural
improvements.
Moreover, the cost (and quality) of its factors of production (land,
labor and capital) also matter (Rule 3). Certain industries find it
more profitable to locate in urban centers where both land and
labor tend to be expensive. These industries typically need smaller
facilities but a more highly trained (specialized) workforce, such as
Professional and Business Services industries. Other industries find
that lower property values and lower labor costs are attractive as
they require larger facilities and a workforce with mid to low levels
of training, such as Mid-tech Manufacturing industries (Polese,
2009). This is why automobile manufactures, requiring hundreds of
thousands of square feet for the their plants and relatively cheap
labor, have a tendency to relocate to rural areas where both land
and labor are relatively inexpensive.
Finally, there are exceptions to every rule (Rule 4), such as a
Town of Century
6
Strengths and Opportunities
region’s history and governance, as well as technological change,
that may lead to regional growth in areas not predicted by the
three previous rules (Polese, 2009). As such, the elements of
regional economic development—size, location, and costs—should
not be seen as harden fast rules, but rather guidelines as to how
regions tend to develop economically (Polese, 2009).
With these elements of regional growth in mind, the following
section identifies the Town of Century’s strengths as it pertains to
its locational and infrastructural (transportation) assets, as well as
suggests potential opportunities for recruiting industry based on
these identified strengths.
Locational and Infrastructural Strengths
The Town of Century possesses locational factors that are
conducive to economic development—its proximity to two urban
centers, Mobile and Pensacola MSA. Additionally, the regional
infrastructure surrounding the Town creates certain opportunities
for growth. These infrastructural advantages include:
Within 20 miles of Interstate 65 to Mobile and Montgomery, AL
(Access via a 4-lane highway, Highway 113)
Within 40 miles of Interstate 10 to Mobile, Al and Tallahassee,
FL (Access via a 4-lane highway, Highway 29)
Access to CSX rail transport to Mobile, Montgomery and
Pensacola MSAs
Improved Industrial Park
Recently upgraded and expanded sewer/water infrastructure
Business Incubator
Pensacola State College, Century Campus
Low Wages
Low Property Values
These locational and infrastructural advantages are Century’s core
strengths which may provide opportunities for the Town to attract
much needed basic industries. Basic industries are comprised of
Town of Century
7
Strengths and Opportunities
businesses that export goods or services, whereby creating an
inflow of new capital to the region, thus increasing its economic
value by producing employment and generating income. Although
location and infrastructure are important, they are not a silver
bullet for economic development. Other factors such as quality of
the local workforce, factor endowment, capital investment,
regulatory issues, quality of life and external demand all have a
part in developing a region.
Infrastructure. Figure 1 presents the major infrastructural assets
existing throughout the region. Century is located directly on the
Figure 1: Regional Transportation Infrastructure
Town of Century
8
Strengths and Opportunities
state line and is within 20 miles (30 minute drive time) of
Interstate 65, which runs north from Mobile, AL to Gary, IN, and 40
miles (45 minute drive time) from Interstate 10, which runs east-
west, connecting Jacksonville, FL with Santa Monica, CA.
Moreover, each interstate is accessed using a four-lane highway—
Highway 113 to I-65 and Highway 29 to I-10. Finally, the Town is
within 50 miles (60 minutes) of the Port of Pensacola—a 50-acre
facility offering a Foreign Trade Zone, an Enterprise Zone and
stevedoring and marine terminal services.
In addition to the Town’s efficient access to two major interstates
and the Port of Pensacola, Century is also ideally situated at a CSX
rail interchange, with direct access to the Alger-Sullivan industrial
site. These rail lines run north to Montgomery, AL, south to
Pensacola, FL, east to Jacksonville, FL, and west to Mobile, AL, with
the last three destinations containing sea ports.
To determine the economic opportunities for Century, an analysis
of the greater region is necessary. In our report entitled Regional
Market Analysis, Haas Center staff identified Century’s regional
market as consisting of five counties: Escambia, FL, Santa Rosa, FL,
Escambia, AL, Baldwin, AL, and Mobile, AL. The following section
identifies the opportunities that may exist given Century’s
locational and infrastructural advantages identified above.
Opportunities for Industry Recruitment
Proximity to Urban Centers. Century’s infrastructural advantages
compliment its proximity to two urban centers—Mobile and
Pensacola MSAs. Being within 70 miles from Century as well as the
aforementioned regional infrastructural advantages, it may be
feasible for Century to attract basic industries with regional
advantages located in either MSA, as well as the greater five -
county regional market. A region can be defined has having an
economic advantage in a particular industry when that industry is
growing faster within the region under examination relative to that
industry at the national level.
Town of Century
9
Strengths and Opportunities
By utilizing a shift-share analysis for industries within the Pensacola
MSA, Mobile MSA and the five-county regional market, we can
determine which industries demonstrate regional advantages and
thus may qualify as target industries for Century. Tables 1, 2 and 3
on the following pages presents data for all industries in Mobile
MSA, Pensacola MSA and the five-county regional market, which
are projected to add at least an additional 250 jobs between 2014
and 2019.
In order to understand what the data in each table is indicating, let
us look at Table 1, Row 1, Ship and Boat Building as an example.
The table contains the following data: NAICS Code, Industry
Description, 2014 Jobs, 2019 Jobs, Industry Mix Effect, National
Growth Effect, Expected Change, Competitive Effect, Change and
Percent Change. The first four columns identify the type of
industry, the employment for 2014 and the projected employment
in 2019. The final two columns (Change and % Change) represent
the total projected job growth between 2014 and 2019, as well as
the percent change.
Looking at our example, we see that Ship and Boat Building is
projected to grow from 5,300 employees in 2014 to 6,394
employees in 2019, thus leading to a projected job growth of 1,094
over that five-year period, or a 21% increase. The statistics in the
middle four columns are what help to determine the regional
advantage. Starting with the Industry Mix Effect, this statistic
represents how much of the job growth within the Mobile Ship and
Boat Building Industry is explained by the growth of that industry
at the national level (regional industry job growth X national
industry growth rate).
As the table indicates, this statistic is negative suggesting that the
Ship and Boat Building Industry at a national level is contracting.
The National Growth Effect statistic indicates the portion of the
industry’s growth within the Mobile MSA is due to the growth of
Table
1: R
egio
nally A
dvan
tageo
us In
du
stries w
ithin
Mo
bile
, AL M
SA
(Sou
rce: EM
SI, Inc.)
NA
ICS
Co
de
In
du
stry Descrip
tio
n
20
14
Jo
bs
20
19
Jo
bs
Ind
ustry M
ix Eff
ect
Nati
on
al G
row
th
Effe
ct
Expected
C
han
ge
Co
mp
etiti
ve Eff
ect
Ch
ange
%
C
han
ge
33
66
Sh
ip a
nd
Bo
at B
uild
ing
5
,30
0
6,3
94
-5
02
3
58
-1
44
1
,23
8
1,0
94
2
1%
81
21
P
erson
al Care Services
5,9
61
7
,47
9
52
0
40
3
92
3
59
5
1,5
18
2
5%
33
11
Iro
n a
nd
Steel Mills a
nd
1
,62
7
2,1
64
-1
32
1
10
-2
2
55
9
53
7
33
%
62
44
C
hild
Day C
are Services 2
,47
1
2,9
65
1
9
16
7
18
6
30
8
49
4
20
%
62
16
H
om
e Health
Care Services
2,9
95
3
,94
7
44
2
20
2
64
4
30
7
95
2
32
%
54
15
C
om
pu
ter Systems D
esign an
d
Related
Services
2,9
89
3
,72
1
23
1
20
2
43
3
29
9
73
2
24
%
33
12
Steel P
rod
uct M
an
ufa
cturin
g
from
Pu
rcha
sed Steel
1,9
16
2
,27
8
-63
1
29
6
6
29
5
36
2
19
%
56
17
Service
s to B
uild
ings an
d
6,9
95
8
,03
4
31
2
47
3
78
5
25
4
1,0
39
1
5%
62
11
O
ffice
s of P
hysician
s 4
,54
3
5,2
30
1
69
3
07
4
76
2
11
6
87
1
5%
62
41
In
divid
ual an
d Fam
ily Services
1,7
85
2
,26
2
21
0
12
1
33
1
14
6
47
7
27
%
52
42
A
gencies, B
roke
rages, an
d O
ther
3,4
19
3
,87
1
76
2
31
3
07
1
44
4
52
1
3%
62
13
O
ffice
s of O
ther H
ealth
1,2
79
1
,59
2
92
8
6
17
8
13
5
31
3
24
%
45
29
O
ther G
eneral M
erchan
dise
3,4
62
3
,94
8
13
8
23
4
37
2
11
4
48
6
14
%
81
31
R
eligiou
s Organ
izatio
ns
4,5
52
4
,92
3
-48
3
08
2
60
1
12
3
71
8
%
72
23
Sp
ecial Foo
d Services
1,8
60
2
,16
8
79
1
26
2
05
1
03
3
08
1
7%
53
13
A
ctiviti
es Related
to R
eal Estate
2,8
67
3
,19
7
82
1
94
2
76
5
5
33
0
12
%
56
13
Em
plo
ymen
t Services 4
,52
0
4,9
49
8
2
30
5
38
7
41
4
29
9
%
90
36
Ed
ucati
on
and
Ho
spitals (Lo
cal 7
,89
6
8,2
28
-1
70
5
33
3
63
-3
1
33
2
4%
62
21
G
eneral M
edical an
d Su
rgical 6
,30
2
6,6
91
4
1
42
6
46
7
-79
3
89
6
%
52
39
O
ther Fin
ancial In
vestm
ent
2,0
10
2
,36
1
29
5
13
6
43
1
-79
3
51
1
7%
72
22
Lim
ited-Service Eati
ng P
laces
7,0
88
7
,47
8
2
47
9
48
1
-91
3
90
6
%
53
11
Lesso
rs of R
eal Estate
4,1
28
4
,50
9
37
6
27
9
65
5
-27
4
38
1
9%
10
Table
2: R
egio
nally A
dvan
tageo
us In
du
stries w
ithin
Pe
nsaco
la, FL MSA
(So
urce
: EMSI, In
c.)
NA
ICS C
od
e
Ind
ustry D
escripti
on
2
01
4 Jo
bs
20
19
Job
s In
du
strial M
ix Effe
ct
Nati
on
al G
row
th
Effe
ct
Expected
C
han
ge
Co
mp
etiti
ve Eff
ect
Ch
ange
%
Ch
ange
62
31
N
ursin
g Care Faciliti
es 2
,65
0
3,2
71
4
2
17
9
22
1
400
621
23%
52
42
A
gencies, B
roke
rages, an
d O
ther
Insu
rance R
elated A
ctiviti
es 3
,05
8
3,6
21
6
8
20
7
27
5
288
563
18%
56
14
B
usin
ess Su
pp
ort Services
2,5
41
3
,01
7
35
1
72
2
07
270
476
19%
21
11
O
il an
d G
as Extra
ctio
n
3,4
03
4
,32
8
43
2
23
0
66
2
263
925
27%
52
21
D
epo
sitory C
redit In
termed
iatio
n
4,4
09
4
,84
6
(12
1)
29
8
17
7
260
437
10%
52
39
O
ther Fin
ancial In
vestm
ent A
ctiviti
es
2,6
51
3
,36
0
39
0
17
9
56
9
140
709
27%
81
21
P
erson
al Care Services
3,2
55
3
,88
0
28
4
22
0
50
4
121
625
19%
72
23
Sp
ecial Foo
d Services
1,5
62
1
,84
7
67
1
06
1
73
113
285
18%
56
17
Service
s to B
uild
ings an
d D
we
llings
5,7
87
6
,52
8
25
8
39
1
64
9
92
741
13%
23
82
B
uild
ing Eq
uip
men
t Co
ntracto
rs 3
,50
0
3,9
31
1
28
2
36
3
64
67
431
12%
62
16
H
om
e Health
Care Services
2,1
99
2
,68
9
32
5
14
9
47
4
17
490
22%
62
41
In
divid
ual an
d Fam
ily Services
1,5
79
1
,86
0
18
6
10
7
29
3
(12)
281
18%
53
11
Lesso
rs of R
eal Estate
3,6
96
4
,23
2
33
7
25
0
58
7
(51)
536
15%
53
13
A
ctiviti
es Related
to R
eal Estate
3,5
80
3
,83
6
10
3
24
2
34
5
(89)
256
7%
45
29
O
ther G
eneral M
erchan
dise Sto
res 3
,99
7
4,3
28
1
60
2
70
4
30
(9
8)
331
8%
90
36
Ed
ucati
on
and
Ho
spitals (Lo
cal G
overn
men
t) 9
,97
2
10
,26
0
(21
4)
67
4
46
0
(172)
288
3%
62
11
O
ffice
s of P
hysician
s 4
,48
7
4,7
44
1
67
3
03
4
70
(2
13)
257
6%
11
Table
3: R
egio
nally A
dvan
tageo
us In
du
stries w
ithin
the
Five-C
ou
nty R
egio
nal M
arket
(Sou
rce: EM
SI, Inc.)
NA
ICS
Co
de
In
du
strial Descrip
tio
n
20
14
Jo
bs
20
19
Jo
bs
Ind
ustrial
Mix Eff
ect
Nati
on
al G
row
th
Effe
ct
Expected
C
han
ge
Co
mp
etiti
ve Eff
ect
Ch
ange
% C
han
ge
33
66
Sh
ip an
d B
oat B
uild
ing
5,4
53
6
,57
9
(51
7)
36
8
(14
9)
1,2
74
1
,12
6
21
%
81
21
P
erson
al Care Services
10
,53
8
12
,95
4
91
9
71
2
1,6
31
7
85
2
,41
6
23
%
62
16
H
om
e Health
Care Services
6,2
82
8
,29
1
92
7
42
4
1,3
51
6
58
2
,00
9
32
%
33
11
Iro
n an
d Steel M
ills and
Ferroallo
y Man
ufactu
ring
1,6
38
2
,17
6
(13
2)
11
1
(21
) 5
59
5
38
3
3%
56
17
Service
s to B
uild
ings an
d D
we
llings
16
,54
8
18
,89
2
73
8
1,1
18
1
,85
6
48
8
2,3
44
1
4%
52
42
A
gencies, B
roke
rages, an
d O
ther In
suran
ce Related
7
,68
7
8,8
04
1
72
5
19
6
91
4
27
1
,11
7
15
%
62
44
C
hild
Day C
are Services 5
,16
8
5,9
44
3
9
34
9
38
8
38
7
77
6
15
%
33
64
A
erosp
ace Pro
du
ct and
Parts M
anu
facturin
g 1
,55
9
1,9
43
(6
5)
10
5
40
3
44
3
84
2
5%
62
31
N
ursin
g Care Faciliti
es 5
,92
9
6,7
47
9
4
40
1
49
5
32
2
81
8
14
%
21
11
O
il and
Gas Extracti
on
5
,15
5
6,4
62
6
54
3
48
1
,00
2
30
5
1,3
07
2
5%
33
12
Steel P
rod
uct M
anu
facturin
g from
Pu
rchased
Steel 1
,91
7
2,2
78
(6
3)
13
0
67
2
95
3
61
1
9%
45
29
O
ther G
eneral M
erchan
dise Sto
res 1
0,1
65
1
1,5
19
4
06
6
87
1
,09
3
26
2
1,3
54
1
3%
54
15
C
om
pu
ter Systems D
esign an
d R
elated Services
5,0
17
6
,00
2
38
8
33
9
72
7
25
7
98
5
20
%
56
14
B
usin
ess Su
pp
ort Services
4,8
21
5
,45
4
66
3
26
3
92
2
42
6
33
1
3%
72
23
Sp
ecial Foo
d Services
3,7
51
4
,40
4
16
0
25
3
41
3
24
0
65
3
17
%
62
11
O
ffice
s of P
hysician
s 1
0,8
20
1
2,1
54
4
03
7
31
1
,13
4
20
0
1,3
34
1
2%
62
13
O
ffice
s of O
ther H
ealth P
ractiti
on
ers 3
,40
2
4,0
38
2
44
2
30
4
74
1
63
6
36
1
9%
48
31
D
eep Sea, C
oastal, an
d G
reat Lakes Water
Transp
ortati
on
1
,05
0
1,3
20
4
2
71
1
13
1
58
2
70
2
6%
62
41
In
divid
ual an
d Fam
ily Services
3,7
36
4
,57
4
44
0
25
2
69
2
14
6
83
8
22
%
44
81
C
loth
ing Sto
res 4
,32
3
4,7
47
3
2
92
2
95
1
29
4
24
1
0%
52
21
D
epo
sitory C
redit In
termed
iatio
n
7,1
80
7
,59
5
(19
6)
48
5
28
9
12
6
41
5
6%
53
13
A
ctiviti
es Related
to R
eal Estate
9,6
65
1
0,7
14
2
77
6
53
9
30
1
19
1
,04
9
11
%
49
31
W
areho
usin
g and
Storage
1
,52
0
1,7
88
7
5
10
3
17
8
91
2
68
1
8%
12
Town of Century
13
Strengths and Opportunities
the overall national economy (regional industry job growth X
national growth rate). By summing these two statistics (-502 +
358), we see that the Expected Change in the Ship and Boat
Building Industry is –144 between 2014 and 2019. However, the
actual projected employment growth for the Ship and Boat
Building Industry within the Mobile MSA is 1,094, suggesting that
the Mobile MSA provides the Ship and Boat Building Industry with
a regional advantage. This regional advantage is demonstrated by
the Competitive Effect statistic, which suggests a total job growth
of 1,238 (1,094 - (-144)). Of course, this statistic does not fully
explain what these advantages are, instead, it simply suggests that
the region may provide advantages to that industry which do not
exist relative to the nation as a whole.
Not all industries presented in each table indicate strong regional
advantages, however. Furthermore, not all industries are basic
industries (export driven), but rather many are non-basic (locally
supported), and thus not likely to present an opportunity for
Century to recruit. As such, we have highlighted those industries
we believe may provide Century with an opportunity to recruit a
basic industry.
As a cautionary note, however, more research is needed to
determine if each highlighted industry is suitable for relocating to
Century. Each industry has its own factor (land, labor, capital and
technological) requirements; as such, fully understanding each
industry’s unique requirements is necessary before any
recruitment plan is undertaken. We mention them here simply as
industries that indicate this region may provide them with certain
advantages, and thus worthy of pursuing, either as individual
industries or industries within clusters identified as having strong
linkages to the region.
Chart 1 (on the following page) more closely examines the
highlighted industries for the Mobile MSA (see Table 1). The figure
presents the average earnings per worker along the Y axis, while
Town of Century
14
Strengths and Opportunities
the X axis presents the competiveness rating for each industry. The
competiveness rating (competitive effect/actual job growth) is
simply a measure of how strong the regional advantage is for a
given industry. A rating greater than 100% indicates that at least all
of the regional job growth for the given industry may be attributed
to some type of regional advantage. Moreover, the size of each
bubble indicates the level of job growth projected to occur
between 2014-2019—the larger the bubble, the faster the
industry is projected to grow.
As Chart 1 indicates, the Mobile MSA provides the Ship and Boat
Building, Iron & Steel Mills & Ferroalloy Manufacturing and the
Steel Product Manufacturing from Purchased Steel industries with
a competiveness rate of 113%, 104% and 81%, respectively.
Furthermore, these industries provide higher rates of pay, on
average, than those found in the rest of the Mobile MSA.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
60.0% 70.0% 80.0% 90.0% 100.0% 110.0% 120.0%
Ship and Boat Building
Iron and Steel Mills and Ferroalloy Manufacturing
Steel Product Manufacturing from Purchased Steel
Regional Average Earnings per Worker
Chart 1: Mobile MSA Industry Competitiveness and
Growth 2014 - 2019
Earn
ings
Pe
r W
ork
er
Competitiveness
Town of Century
15
Strengths and Opportunities
Chart 2 (on the following page) provides the competiveness ratings
for the highlighted industries (see Table 3) located throughout the
five-county region (Escambia, FL, Santa Rosa, FL, Escambia, AL,
Baldwin, AL, Mobile, AL). It is important to keep in mind that the
five-county region contains the Mobile MSA, and, therefore, three
of the six industries represented are presented here again. In
addition to these industries, regional job growth patterns for the
Aerospace Product and Parts Manufacturing, Oil and Gas
Extraction, and Deep Sea, Coastal and Great Lakes Water
Transportation industries all suggest this region provides each
industry with some degree of regional advantage. Each industry,
with the exception of Oil and Gas Extraction, maintains higher
earnings per worker than the rest of the region, on average.
Furthermore, while agriculture at the 2-didgit NAICS level is
projected to increase by only 2% over the next five years, Century
may find opportunities for development in Support Activities for
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0%
Ship and Boat Building Iron and Steel Mills and Ferroalloy Manufacturing
Aerospace Product and Parts Manufacturing Oil and Gas Extraction
Steel Product Manufacturing from Purchased Steel Deep Sea, Coastal, and Great Lakes Water Transportation
Competitiveness
Earn
ings
Pe
r W
ork
er
Chart 2: Five-County Region Industry Competitiveness and Growth 2014-2019
Regional Average Earnings per Worker
Town of Century
16
Strengths and Opportunities
Crop Production and Support Activates for Animal Production
industries, which both are projected to grow by 13% and 19%,
respectively. However, these industries present only limited
opportunities as the average wage for both are well below the
regional average at $29,096 and $23,315, respectively.
Absent from this discussion are industries located within the
Pensacola MSA. Upon our examination, the only export based
industry to demonstrate a regional advantage was Oil and Gas
Extraction; for the sake of clarity, we included it in Chart 2.
However, Century may have an opportunity to capture some of
the tourism dollars that Pensacola attracts every year by
developing its historical and heritage tourism industry.
Future Land Use—Mixed Use/Commercial/Industrial. The Town of
Century’s strategy for future commercial growth will incorporate
mixed-use, infill and redevelopment principles. The Town’s
strategy will be directed to the appropriate areas with public
facilities and services that may support proposed development. In
particular, Century expects this infill or intensification to occur
along the U.S. Highway 29 Corridor between State Road 4 and
County Road 4. This area has functioned as their commercial
center since the area’s development, and will be reinforced as a
mixed-use center with a balanced mix of high quality commercial,
office, institutional and residential uses.
The 2025 Future Land Use Map provides for 214.93 acres of
commercial use as a percentage of the mixed-use and commercial
future land use categories. Based on the 2010 population (1,698),
the current ratio is 126.58 commercial acres per 1,000 residents.
This ratio includes the commercial development included within
mixed-use areas.
Based on the developable vacant land analysis, as depicted in the
data and analysis section of the Town’s Comprehensive Plan, there
are 82.13 acres of vacant mixed-use and 11.75 acres of vacant
Town of Century
17
Strengths and Opportunities
commercial land, for a total of 93.88 vacant acres available for
mixed-use/commercial development.
The 2025 Future Land Use Map provides for 140.76 acres of
industrial use, including land within the Century Industrial Park and
miscellaneous parcels located throughout the Town. Developable
vacant land for industrial development includes 85.18 acres. As
such, the Town’s Future Land Use policy, as outlined in the
Comprehensive Plan, provides the Town with opportunities for
economic development.
Housing. According to the 2006-2010 American Community Survey
5-Year Estimates, the Town has a total of 814 housing units with
699 units occupied and 115 units vacant. Of the 814 total housing
units, 643 units were constructed prior to 1999. One hundred
ninety-five (195) housing units, or 24.0%, are 50 years old or older.
Of the 699 occupied units, 456 units are owner-occupied and 243
are renter-occupied. The median monthly payment for those
housing units with a mortgage is $933.00 while the median gross
monthly rental payment is $349.00. Furthermore, 65% of the
houses in Century are valued at less than $100,000.
Century faces two primary issues with its current stock of housing
units. First, many mobile and permanent dwellings are in a state of
disrepair and in need of refurbishments. Second, locating suitable
housing units within Century would be difficult if the Town were to
attract manufacturing or other industries that would bring in-
house employees within the town limits.
However, the Town’s Future Land Use Map shows there are 589.94
acres of vacant land in the Town within Future Land Use categories
that allow some percentage of residential uses. The acreage of
vacant land available for residential use in each land use category
was calculated then converted to potential residential units using
the maximum density allowed in each district, based on the
maximum allowable percentage. Century would be able to
Town of Century
18
Weaknesses and Threats
accommodate 1,095 additional housing units by 2025, in the case
that densities are maximized. The Town forecasts additional dense
mixed-use areas as a result of economic development.
In considering Century’s challenges, it’s useful to assess the
Town in terms of its capacity. Community capacity can be
considered the interaction of human capital, organizational
resources and social capital that is leveraged to solve a
community’s collective problems or improve their well-being
(Marre and Weber, 2007). This capacity is a dynamic process that
may change as conditions or resources fluctuate. It evaluates
economic indicators, like entrepreneurship and the business
environment, alongside the community’s relationships with
associations, bureaucracy and the market. In using community
capacity as a framework for discussion, we can assess the
weaknesses of the Town of Century as a function of its efforts to
further develop both its community and economy.
Community Weaknesses
Population Decline. The Town of Century has experienced a slow,
steady decline in its population; since 1990, Century has declined
in population by 25%. At that time, their population was near
2,000 but had declined to approximately 1,500 residents by 2010.
The Town’s population is projected to decline by another 100
residents by 2018.
This population exodus has caused a pattern of declining economic
conditions for Century. These shifts in population have reduced
Century’s working age population, those aged 20-64, to slightly
over half its total population (53%). Many of the surrounding
counties, including Escambia County, FL, have working age
populations of approximately 60%. Century’s working age
residents are projected to decline by nearly2% over the next five
Analysis of Century’s Weaknesses and Threats to Economic Growth
Town of Century
19
Weaknesses and Threats
years. Century’s aging population, nearly 20% of which is 65+, puts
even greater demands on the existing workforce. This
demographic is projected to increase over 2% by 2018. As Table 4
(on the previous page) indicates, the working age population for
both the ZIP code surrounding Century and for Escambia County,
FL is also projected to decrease .82% and 1.36%, respectively.
High Poverty Levels. The declining population, coupled with a
period of economic recession, did little to stop Century’s growing
poverty issue. The poverty level for all individuals within the Town
increased from 30% in 2000 to 46.8% in 2010. Similar patterns
occurred across every poverty-related statistic regarding the Town.
The number of families below the poverty level increased from
Table 4: Regional Age Demographics (Source: DemographicNow)
Century Zip Code 32535 Escambia County, FL Demographic
2013 2018 2013 2018 2013 2018
Total Population 1,502 1,406 6,474 6,318 300,984 308,041
0 - 4 7.92% 8.83% 4.89% 5.11% 6.29% 6.35%
5 - 14 13.46% 13.79% 9.44% 9.19% 11.51% 11.40%
15 - 19 7.15% 6.55% 5.56% 5.27% 7.34% 6.91%
Total 0 - 19 28.53% 29.17% 19.89% 19.57% 25.14% 24.66%
20 - 24 6.64% 7.23% 6.92% 7.10% 8.89% 8.33%
25 - 34 10.05% 9.88% 17.10% 17.38% 13.16% 13.66%
35 - 44 10.30% 9.71% 14.80% 14.42% 11.08% 10.70%
45 - 54 13.29% 11.36% 16.00% 14.72% 14.17% 12.83%
55 - 64 12.44% 12.68% 11.37% 11.75% 12.80% 13.22%
Total 20 - 64 52.72% 50.86% 66.19% 65.37% 60.10% 58.74%
65 - 74 8.90% 9.61% 7.53% 8.32% 8.09% 9.50%
75 - 84 6.60% 6.82% 4.64% 4.84% 4.75% 5.00%
85 + 3.25% 3.55% 1.76% 1.91% 1.93% 2.09%
65 - 85+ Total 18.75% 19.98% 13.93% 15.07% 14.77% 16.59%
Town of Century
20
Weaknesses and Threats
24.5% to 43.3% over the decade.
The median household income
declined in this period by more
than $3,500. However, the group
hit hardest was overwhelmingly
single, female head of
households. Their poverty rate
has more than doubled since
2000. In 2010, the Census Bureau
reported that 80.2% of single
mothers within Century lived
below the poverty line. The
problem has become so pervasive
in Century that the area is not
eligible for certain types of
income-dependent aid, like Habitat for Humanity’s home owners
program. Unfortunately, due to income requirements, there are
too few residents of Century that qualify for the program.
No Basic Industries. The Town’s economy has struggled to attract
basic industries, which are defined as those that export most of its
product. Attracting this type of industry is necessary to bring new
capital to Century’s local economy. Alternatively, an influx of non-
basic industries, or support services, would only create a
readjustment of income and spending patterns already present
within Century. The Town’s main employers are retail trade, health
care, accommodation and food services, and public
administration. For every one worker commuting into the town,
one worker commutes outside of the Town. Taken in contrast with
nearby Pensacola’s three-to-one commuter ratio, it’s apparent
that the economic activity of Century is idle.
Low Educational Attainment. In a focus group facilitated by the
Haas Center, many of the representatives from local businesses
expressed that many local job applicants often needed more
marketable skills and training. Of those aged 25 or older in
Century, approximately 27% have less than a high school
Table 5: Poverty Rates by Group: 2000—2010 (Source: US Census Bureau)
Poverty Indicators Century 2000 Century 2010 Escambia
County, FL, 2000
Escambia County, FL,
2010
Families Below Poverty Level 24.5% 43.3% 12.1% 13.3%
Single, Female Heads of House-holds
39.6% 80.2% 34.2% 34.0%
All Individuals 30.1% 46.8% 15.4% 17.8%
Median Household Income $20,703 $17,188 $35,234 $43,806
Per Capita Income $10,412 $11,254 $18,641 $23,396
Town of Century
21
Weaknesses and Threats
education. Only 13% of these
adults have at least an Associates
degree, (7% A.A., 5% B.A. or B.S.,
1% Graduate level). Another 18%
have some college education but
no degree, which means that at
least a third of Century’s adults
have some college education.
This data may not accurately
capture all of those who have
completed certification or
training programs. However, the
county at large has almost twice
as many adults with some
college. The education gap
highlights Century’s disadvantage in the area. A continued lack of
workforce skills and education, widespread poverty and a declining
population may have created major hurdles in attracting basic
industry to the Town.
The Loss of a Community Symbol. It seems the closure of Century’s
last public school, Carver/Century K-8, in 2009 has adversely
affected the Town’s sense of community. Many of the residents
were upset their children spent an increased amount of time
traveling to school’s outside of the area, but, seemingly, the effect
on the community has been more complex and widespread.
Without the school’s presence, after-school activities and youth
sports participation have decreased. In our resident focus group,
members of the community remarked that they had lost a symbol
the entire community could rally behind. Century’s loss of this
public institution has created a challenge in fostering new
community pride and connectivity.
Threats to Community Economic Development
Many external threats exist to Century’s development. Primarily
these concern the Town’s access to capital and resources. Many of
Table 6: Educational Attainment by Region (Source: DemographicsNow)
Educational Attainment Century 2013 Zip Code
32535 Escambia County, FL
Total Population Age 25+ 974 4,739 198,556
Grade K - 9 10.32% 7.39% 3.32%
Grade 9 - 12 16.98% 25.90% 9.33%
High School Graduate 37.59% 33.97% 28.15%
Associates Degree 7.37% 5.08% 9.98%
Bachelor's Degree 4.50% 7.23% 14.42%
Graduate Degree 1.28% 2.18% 8.85%
Some College, No Degree 18.27% 16.94% 25.10%
Town of Century
22
Weaknesses and Threats
the Town’s strategic goals are resource-dependent, which may be
threatened by tight budgetary environments. The ultimate
challenge for Century will be to find and obtain supplemental or
substitutions in funding. However, many internal threats also exist
regarding Century’s community development, which is increasingly
being viewed as a vital component to economic development.
Community Disengagement. Throughout the strategic planning
process, the Haas Center facilitated several focus groups and
Steering Committee meetings to solicit feedback from
stakeholders regarding the Town’s economic and community
development issues. The meetings were designed to generate
input from the Town’s stakeholders, including residents, local
businesses and regional economic development organizations. To
that end, the act of strategic planning should be considered an act
of social entrepreneurship.
As defined by Vanessa Ratten and Isabell Welpe, social
entrepreneurship is “the process of bringing together resources to
address a social need” (Ratten and Welpe, 2011). This process
allows the community to come together and form symbiotic
relationships in order to achieve a social goal. Social
entrepreneurship is a ground-up approach that fosters
collaborative behavior among different people and organizations
that benefit the community as a whole. Ideally, strategic planning
would give members of the community a resource and a platform
to provide input into the development process.
Asset-based community development, as described by Suzanne
Morse, focuses on the capacities of people as a resource for
potential change (Morse, 2011). This form of development
debunks the idea that “people who are poor and live in poor
neighborhoods are only clients to be served and not resourceful
community members.” Social entrepreneurship and asset-based
community development work together hand-in-hand to
constitute a successful community team who are vested in, and
Town of Century
23
Weaknesses and Threats
excited to, implement the final plan.
While certain community stakeholders have actively participated in
the planning process, a general sense of community
disengagement as been observed. While the community meetings
attracted varying amount of participation, the Steering Committee,
assembled to help devise the plan and consisting of a diverse set of
community stakeholders, held a series of planning meetings which
were focused on shaping the vision, goals and objectives of the
strategic plan. However, these were only attended by the Town’s
consultants, economic development professionals, leaders in
education and the Mayor. None of the residents who agreed to sit
on the committee attended these planning meetings, despite their
invitations and regular outreach via e-mail. While involvement in
the planning process was a clear priority for certain stakeholders,
the lack of community participation presents a challenge for the
plan’s implementation.
Any act of social entrepreneurship, like the strategic planning
process, ideally involves diverse members of the community
actively participating in the development and implementation of
solutions to community problems. As such, the strategic planning
process was a chance to build social capital (i.e. trust) between
groups in a community that seems divided by larger social issues.
In our opinion, community disengagement presents a very real
threat to the Town’s economic and social development.
A Reliance on Grants. Century has found success in recent years
with acquiring grant funding through state and federal channels;
however, as both sources of funding are dependent upon the
budgetary conditions of the day, they need to be considered as
supplemental capital. A serious threat to Century’s development is
its perceived reliance on grant and loan funding. These types of
funds should still be pursued for designated projects, but the Town
must explore other strategies of generating revenue and attracting
capital. Of course, the strategic plan currently under development
Town of Century
24
Weaknesses and Threats
will assist with this problem; but until basic industries are recruited
to the area, the Town’s reliance on grants will continue to pose a
threat to economic development.
Declining County Services. Century has also struggled with
declining county services in the area, both perceived and actual. As
previously mentioned, the Town’s primary school, Carver/Century
K-8, was closed in 2009. Those students were transferred to Bratt
Elementary and Ernest Ward Middle School. In our resident focus
group, many participants reported to us that this change created
extra stress and travel time for their families.
In the same year, the Escambia County Tax Collector closed their
offices within the Billy G. Ward Courthouse complex. The Clerk of
the Court office, also in that building, has been considered for
closure more than once. In 2011, the only hurricane shelter within
the Town was transferred to Northview High School, nine miles
away. Additionally, the area’s county health department has
relocated and the dental clinic was merged with the Molino
branch. Many of these changes consolidated Century’s services
with others located in Northern Escambia County.
County officials reported that if they kept offices and schools open
in Century, they would have been placing scarce resources in
locations that would be under-utilized and over-funded. The
population decline has created a vicious circle of problems for the
Town. As the population declines, services become under-utilized
and funds are redirected. While the reallocation of county services
away from the Town was a decision based on fiscal realities, the
loss of these services presents a threat to a community that
already suffers from high levels of poverty.
Irregular Public Transportation. As County services continue to
relocate, the lack of regular public transportation places an
additional burden on the Town’s residents who may not have
access to reliable transportation to these new locations. The
Molino office of the tax collector, for example, is 20 miles away
from the heart of Century. The ECAT, Escambia County Area
Town of Century
25
Weaknesses and Threats
Transit, system only provides three stops within Century: at
approximately 6 am, 12 pm and 6 pm. This makes the location of
county services all the more inconvenient for Century’s resident’s.
Limited Broadband Access. The loss of county services is
exacerbated by unreliable broadband Internet access. Many
residents and business leaders reported in our focus groups that
they either had no access or very limited access to the Internet.
Although many of the county’s services can also be utilized via the
Internet, the broadband footprint may not be sufficient to solve
the problem left behind by the county’s declining presence. It
seems promising that this issue may not remain a challenge for
long. Pensacola State College, Century Campus recently reported
connecting to the Southern Light Fiber network, which suggests
that the access and footprint in the area is growing. Nonetheless,
the distance between Century and other locations still presents a
challenge for those residents that may never adapt to using the
Internet for e-government services.
Furthermore, while Brighthouse provides DSL Internet access to
Century, the lack of a modern broadband infrastructure may be an
obstacle in recruiting certain industries. Although, Southern Light
Fiber is at Century’s doorstep, continued expansion of its fiber
footprint may need to be encouraged to assist in industry
recruitment efforts.
Funding for Staff Positions. The lack of resources may pose another
threat if the Town loses current funding for its economic
development staff position. In 2013, Century obtained a grant to
hire a part-time economic development agent. However, the Town
could lose the funding for this position just as the agent would
ramp up implementation of the Town’s strategic plan. Staffing, in
general, remains a challenge for the Town. Achieving the strategic
plan’s goals without additional staff could put a heavy burden on
current fiscal and human resources.
Town of Century
26
Conclusion
Conclusion
This report has detailed the findings from our SWOT analysis.
The Town of Century has several key elements of infrastructure
already in place that may assist with economic development. The
Town is ideally placed near highways, the Interstate system, a rail
line, and marine ports. The community has invested heavily in an
Industrial Park and expanded its sewer and water infrastructure.
Our analysis has identified several key basic industries that have a
competitive advantage in the region. Century’s greatest potential
for economic development lies in its ability to leverage both its
regional assets and its proximity to nearby urban centers.
However, Century still has many challenges to overcome. In
tandem with its population decline, the Town has experienced
many demographic problems including high poverty, a declining
labor force population, low levels of education and declining
county services. Century’s demographics, coupled with irregular
public transportation, a limited broadband footprint, a seemingly
disengaged populace and severely limited resources suggest that
community development, in conjunction with economic
development, must be a priority for the Town.
Town of Century
27
References
References
Marre, Alex and Weber, Bruce (2007). Assessing Community
Capacity in Rural American: Some Lessons from Two Rural
Observatories (Working Paper No. 07-02). Retrieved from
Rural Poverty Research Center: http://www.rupri.org/Forms/
WP07-02.pdf.
Morse, Suzanne (2011). Communities Revisited: The Best Ideas of
the Last Hundred Years. National Civic Review, 100 (1), 8-13.
Polèse, Mario (2009). The Wealth and Poverty of Regions: Why
Cities Matter. Chicago: University of Chicago Press.
Ratten, Vanessa and Welpe, Isabell (2011). Special issue:
Community-based, social and societal entrepreneurship.
Entrepreneurship & Regional Development, 23 (5-6), 283-286.
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