SUMMER 2020 | VOL. 10 / ISSUE 3 PANAMACITY.ORG
T H E VO I C E O F B U S I N E S S F R O M T H E B AY C O U N T Y C H A M B E R O F C O M M E R C E
U.S. NAVY CELEBRATES 75 YEARS IN BAY COUNTY ECONOMIC IMPACTS OF COVID-19 IN BAY COUNTY
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summer 2020
departments 4
PRESIDENT'S MESSAGE
6
POLITICAL PERSPECTIVE Economic Impacts of COVID-19 in Bay County
8
DEFENSE INTEL U.S. Navy Celebrates 75 years in Bay County
12 HEALTH Rapid Testing of COVID-19 in Bay County 16 EDUCATION Distance Learning Challenges 26
ECONOMIC PROFILE
30
WORKFORCE CONNECTION
21
BAY YOUNG PROFESSIONALS MEMBER TO KNOW
20
12
22 TECHNOLOGY COVID-19 Business Requirements 32
BIZ LIST
36
NEW MEMBERS
37
MEMBER ANNIVERSARIES
22
features 20
COVER STORY Port Panama City: Stronger Than Ever
32
37TH CLASS OF LEADERSHIP BAY GRADUATION ANNOUNCEMENT
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The Bay Biz is published quarterly by the Bay County Chamber of Commerce. POSTMASTER send address changes to: Bay County Chamber, PO Box 1850, Panama City, FL 32402 or email caitlin@baychamberfl.com. The Bay Biz welcomes story ideas from its readers. To have your story added, please email caitlin@baychamberfl.com. To request additional copies, call 850-785-5206.
PUBLISHER Carol Roberts
ART DIRECTION, LAYOUT, AND DESIGN GORGEOUS (getgorgeo.us | 850-888-8GRG)
EXECUTIVE EDITOR Taylor Smith
COVER An Aerial View of Port Panama City's East Terminal
CONTRIBUTING WRITERS FOLLOW US ON: Kim Bodine, Harry Bridger, Brandi DeRuiter, Shelby Husbands, Ashley Kelley, Sharon Michalik, Carol Roberts, Elizabeth Smith, Taylor Smith, and Garrett Wright
BAY BIZ MAGAZINE c/o Bay County Chamber of Commerce P.O. Box 1850 Panama City, FL 32402 850-785-5206 panamacity.org | information@baychamberfl.com
CONTRIBUTING PHOTOGRAPHERS Bay County Chamber, Bay District Schools, Inligo, NSWC Public Affairs, and Port Panama City
BAY B I Z / S U M M E R 2020
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As the year continues, so does the battle with COVID-19. As a personal plea to you, we (the people of Bay County and beyond) are in the driver’s seat on this issue. We’re still not doing our part to control this horrible virus. I can’t tell you how many public places I’ve been in and I was the only one with a mask on. It isn’t just for your protection, but the protection of others too. We’ve now put our elected officials in the position that they will be forced to make decisions for us. That just should not be the case. Let’s be responsible for our own actions and quit blaming the government. On the other hand, our beaches have seen record numbers of visitors that we’ve never experienced. With those visitors coming to our area, that should make us even more cautious. But as we all know, tourism is Bay County’s number one industry, and we should be thankful they’re willing to risk all to come to the World’s Most Beautiful Beaches. With the devastation to local businesses of losing our Spring traffic, this should allow our local economy to flourish and recover. The negative impact hasn’t just been on our tourism based businesses, but most all others too in the area of workforce. We need employees to come back to work, but so many have opted not to because of unemployment payments and stimulus funds. Our business community is screaming for workers, and this is a prime time for the unemployed to become trained in another profession/career as so many employers are offering. This is a chance of a lifetime to improve their family’s quality of life for the future.
We’ve been actively communicating and distributing needed COVID-19 information; surveying our members on Phase 1 and 2 re-openings; and working with Tyndall officials on the promotion of the Environmental Impact Statement (EIS) input period for the impact of the F-35 and MQ-9 arrival. We have continued with our virtual First Friday events, while grand openings and ground breakings
I guess I’ve harped on that subject long enough. On with the show.
have started taking place again. Bay Business Connections groups
On a lighter note, your Bay County Chamber of Commerce has fi-
have begun in person meetings, practicing social distancing guide-
nally moved back home to our offices at 235 W. 5th Street. Now
lines. Planning for 2020-2021 Leadership Bay and Junior Leadership
that our office is open to the public we’re excited to be answering phones and providing services to the community and our members. We can’t wait to show it off but we’re still unpacking and awaiting furnishings as all contents were destroyed in Hurricane Michael.
Bay classes are underway. Industry Appreciation celebration plans are being developed for September events and awards. Our Board of Directors continue to meet, while staff and leadership continue to participate in all appropriate webinars and news conferences relating to COVID-19. The 2021 Legislative Survey results are in and the 2021 Legislative Agenda has been developed. Local contractors and subcontractors are being surveyed related to a Post Disaster “One Stop Shop” to receive input on how it might look and better serve our community after a storm to protect our citizens from unlicensed, unethical businesses. The list could go on, but I think you see that we’re working to truly rebuild a Better Bay County.
Carol Roberts President/CEO 4
BAY B I Z / S U M M E R 2020
The Leading Provider of Road, Sitework & Building Construction in Northwest Florida Developing our People Growing our Business Celebrating our Community Since 1958 WWW.GACCONTRACTORS.COM 850.785.4675
political perspective Economic Impacts of COVID-19 in Bay County by: Brandi DeRuiter, VP of Governmental Affairs, Bay County Chamber of Commerce
Florida is ranked the 4th most vulnerable state to economic shock
ed through the Federal Government CAREs Act; and have hosted
from the pandemic according to Oxford economics. Tourism, travel
virtual EDA investor meetings and existing industry meetings that
and the number of retirees attracted to the area all play a significant
featured experts sharing advice on how to financially navigate thru
role.
this pandemic. Fortunately, all affiliated major manufacturers have
Florida’s travel and tourism largely funds the state’s budget through sales taxes. Without the normal influx of visitors, sales tax have been greatly impacted by this pandemic. Impacts from COVID-19 have not only severely affected lodging and restaurants, but has reached into many other industry sectors. However, Bay County is no stranger to strength and resilience. Those characteristics have played an important role in our recovery as we reopen and are demonstrated below.
Bay EDA
ability of company managers thinking out of the box to keep their employees safe and keeping paychecks flowing in the community.
CareerSource Gulf Coast Recent unemployment data shows Bay County at 12.8 percent unemployment for April. Although COVID-19 has impacted most industries, aside from construction (+200 jobs), hospitality/tourism (-4000 jobs), retail (-1,200 jobs) and trade, transportation, and utilities (-1,500 jobs) have taken the greatest hits. Organizations were immediately impacted by COVID-19 with re-
The mission of the Bay Economic Development Alliance has re-
quired modifications to their operations, including altering hours,
mained steadfast and focused during the COVID-19 pandemic.
decreasing staff, and/or temporarily closing. As Florida reopens in
Their main goal is to support the economic vitality of Bay County,
phases, many of these organizations are able to resume operations.
Florida by assisting local companies with expansion opportunities, recruiting new industry into the area and working with businesses
Tourism
to increase the per capita income in our community.
The community as a whole has faced much uncertainty over the
During the past three months, the Bay EDA has seen many of the “new” company recruitment projects placed on hold. They have adjusted their strategy to place extreme emphasis on assisting our existing industry. They have implemented several electronic
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remained in operation during this uncertain time, due in part to the
last couple of months, but one thing has remained the same: Panama City Beach’s loyal visitors. Visit Panama City Beach launched four digital marketing campaigns designed to keep residents and visitors alike informed and engaged during COVID-19.
communication tools, such as creating a COVID-19 portal on the
“Stay PCB Current” is an informative campaign that provides resi-
BAYEDA.com website, to serve as a clearinghouse of informational
dents with the most recent updates from the CDC and elected of-
resources to assist local companies; have worked with local CPA
ficials. In addition to “Stay PCB Current”, other campaigns include
firms and attorneys to distribute detailed, accurate, timely informa-
“#MyPCB,” “PCB Through Our Eyes,” “Home at the Beach,” and “The
tion on how companies can take advantage of the benefits provid-
Beach Always Brings Us Back.” These campaigns provide residents
BAY B I Z / S U M M E R 2020
and visitors with virtual experiences, opportunities to share their
companies that provide cargo related services, have responded
favorite PCB memories, and Real. FUN. Beach activities to try at
well under the circumstances. In the meantime, the Port’s board
home!
and management is looking beyond the Covid crises and moving
Currently, the “Welcome Back” Campaign has driven over 5,500 website sessions as it has resonated with visitors. Real. FUN. Beach at Home resulted in 250,000 video views and 5,000 AD engagements. A recent report released by Simpleview found the TDC’s digital traffic is recovering faster than the average DMOs in the South/Southeast region of the country. As the community moves into our “new normal” businesses are excited to welcome our visitors back to the World’s Most Beautiful Beaches.
Northwest Florida Beaches International Airport Like all other industries, COVID-19 has impacted the aviation industry globally. ECP has seen passenger traffic decrease by more than 95% compared to the same time period in quarter two of 2019. In the early days of the global health pandemic, ECP operated daily with reduced passenger and flight activity with enhanced cleaning and safety measures. As restrictions ease and more passengers begin to feel confident traveling, ECP will continue to stand
forward with a number of important projects that will benefit the Port and the local economy.
Central Panhandle Association of Realtors The Stay at Home orders due to the COVID-19 Pandemic originally had a heavy impact on the real estate market in Bay County, dropping new listings entering the market as far as 40% lower and new contracts to purchase properties 62% lower when comparing the same week year over year. However, the market quickly made a strong rebound, with new listings only down around 4% year over year, and new contracts up as high as 38% year over year by the end of May. Home prices have remained relatively stable. Even during a pandemic, people still need to move as their living situations change, meaning demand for homes does not dissipate, though it may be delayed. Realtors continued working throughout the pandemic as an essential service using Livestream Open Houses, Virtual Tours, Virtual Showings, and following all CDC guidelines for in person showings to keep the Real Estate market moving.
Bay County Contractors Association
ready to welcome passengers back safely. In compliance with the
Although business restrictions caused a major impact on many
Governor’s Executive Orders and the Department of Health recom-
industries, causing them to temporarily cease operations, the
mendations, the airport, along with their partners, are committed
construction industry was deemed “essential,” and has been able
to our stringent protocols which include enhanced cleaning efforts
to continue operations without interruption. In Bay County, con-
with a focus on high touch areas and increased frequency of wiping
struction agencies continued making progress with projects while
down surfaces. Additionally, the Airport Fire Department has re-
implementing the same safe practices as other businesses: Crews
purposed outdated equipment to develop a mobile spray machine
practiced social distancing while at work, washed hands more of-
designed to apply disinfectant to chairs, counters and other surfac-
ten, and sanitized trucks and equipment after each use.
es throughout the Airport Complex. They have installed plexiglass shields at interaction points like ticket counters to keep passengers
Bay County
and staff safe, and have implemented social distancing decals.
When other areas in Florida were trying to figure out how they were
In May, upon the opening of the Region’s beaches and changes in short term rental rules, ECP began to see increases in flight and passenger activity. General Aviation has rebounded faster than the passenger side of the Airport, although passenger traffic is on the rise again. The health and safety of passengers and staff continues to be the number one priority for the Airlines and the Airport. By enhancing cleaning efforts, implementing social distancing measures and encouraging smart traveling habits, we stand ready to meet the pas-
going to feed the hungry and homeless caused by the pandemic, Bay County leveraged existing relationships with feeding organizations to help deliver meals to those in need. Through Rebuild Bay County, a post-storm compilation of dozens of local nonprofit organizations, the food, mental health, housing, and transportation needs of vulnerable populations were able to continue to be met. The organization’s logistics teams, who have continued to work in recovery since Hurricane Michael, allowed Bay County to be among the first of Florida’s 67 counties to enter requests to the state and
senger demand we know will continue.
start taking delivery of important personal protective equipment
Port Panama City
tals and nursing homes.
Seaport operations are essential to keeping supply lines open and the economy going. A number of large industries in our region and in neighboring States depend on the Port Panama City, USA to keep working during national emergencies. During the COVID-19 crises, the Port Authority has been focused on maintaining operations,
(PPE) – masks, gowns, hand sanitizer, and gloves – for use by hospi-
The Bay County Commission continues to be good stewards of our residents’ and property owners’ tax dollars, ensuring quality customer service while keeping tax rates among the lowest in the state.
while adopting the best practices to protect its employees from exposure to the virus. As a result, the Port has operated without interruption. Surprisingly, the Port has actually seen a surge in cargo since March, due to some shippers pre-positioning products or adjusting their supply lines. The Port’s employees, and the employees of other
BAY B I Z / S U M M E R 2020
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defense intel U.S. Navy Celebrates 75 years in Bay County by: NSWC and NSA Panama City Public Affairs
A view of the front gate in 1945 which was located on Hwy 98 past the Hathaway Bridge. Note sign says U.S. Naval Amphibious Training Base St. Andrew Bay. The training base was established in 1943 but within two years it was shuttered, paving the way for the Mine Countermeasures Station to move from Solomon's Island, MD to Panama City.
T
he Navy is celebrating 75 years in Panama City, Florida after the establishment of a permanent presence on St. Andrew Bay with a small test and evaluation organiza-
conduct year-round testing. Equipment, facilities, and personnel were transferred to Panama City to prepare the base for its new mission.
tion known as the Mine Countermeasures Station. commissioned September 1, 1945 with an initial complement of 30
responsible for maintenance of inshore patrol vessels and training
officers and 150 enlisted Sailors. Mine Division 43 would subse-
of their crews was commissioned in April of that year. In February
quently be homeported at the new research and development sta-
1944, it was redesignated as the Naval Amphibious Training Base.
tion, which would ensure ship services were immediately available
Within a year, the Navy ordered it to be closed.
to the Research and Development (R&D) community emerging
Our story begins in July 1945 when Secretary of the Navy James
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The U. S. Navy Mine Countermeasures Station was officially
The Navy roots in our local area go back to 1943, when a base
over the coming months.
Forrestal ordered the former amphibious base designated as a
The station began as a military organization in the months imme-
mine countermeasures station. During World War II, research
diately after the end of World War II. In the ensuing years, it transi-
had been conducted at a test station in Solomons, Maryland,
tioned to a mainly civilian workforce focused on research
but milder temperatures and a warmer climate were needed to
and development of mine countermeasures systems.
BAY B I Z / S U M M E R 2020
By 1955, the station achieved laboratory status and was renamed the U.S. Navy Mine Defense Laboratory in April. Its mission expanded to include torpedo mine countermeasures, helicopter mine countermeasures, mine hunting and mine watching study projects, as well as other advanced countermeasures. The laboratory became an activity of the Naval Research and Development Center, Carderock, Maryland on November 1, 1967, and was renamed the Naval Ship Research and Development Laboratory, Panama City in November 1968. A naval internal reorganization effort to combine several of the closely related R&D laboratories resulted in the Panama City and
Aerial view of the Mine Defense Laboratory taken in 1955. In the background is St. Andrew Bay and the Port of Panama City.
Annapolis laboratories combining with the David Taylor Naval Ship Research and Development Center at Carderock.
the Dahlgren Division by providing RDT&E and in-service engineering for mine warfare, special warfare, amphibious warfare, diving and other naval missions that take place primarily in the coastal region. By October 2007, NCSC Panama City was brought out from under Dahlgren Division and established as its own echelon four division within NAVSEA. In 2003, the Coastal Systems Station (CSS) was reorganized as part of the alignment under Commander, Navy Installations Command. This was part of the overall fleet and regional shore installation management alignment that began in 1997. The intent was to establish a shore installation management organization focusing on efficiency, effectiveness, and improving the support to the fleet, fighter, and family. The CSS was renamed Naval Support Activity (NSA) Panama City
Aerial view of Naval Support Activity Panama City. The base hosts not only Naval Surface Warfare Center - Panama City Division (The Lab), but the Naval Diving and Salvage Training Center (foreground); U.S. Coast Guard Station Panama City (far right); and Navy Experimental Diving Unit. NSA Panama City was established in 2003 and is responsible for the operation and maintenance of all facilities, physical security and provides support to the fleet, fighter and family allowing the tenant commands to fully focus on their missions.
In February 1972, it was renamed the Naval Coastal Systems Laboratory. Its mission expanded to include naval special warfare areas such as inshore undersea warfare and amphibious operations. In its separate command status, the laboratory reported directly to the Chief of Naval Material (NMC).
on October 1, 2003 reporting to Commander, Navy Region Southeast. NSA has become responsible for the operation and maintenance of the facilities, physical security and support, allowing the tenant commands to fully focus on their missions. NSA Panama City hosts many diverse commands and other activities: Naval Surface Warfare Center Panama City Division; Center for Explosive Ordnance Disposal and Diving; Explosive Ordnance Disposal Mobile Unit SIX; Naval Diving and Salvage Training Center; Navy Experimental Diving Unit; Navy Munitions Command Detachment; Naval Branch Health Clinic; Naval Criminal Investigative Service; Navy Exchange; Veterans Administration Primary Care Clinic; U.S. Coast Guard Station Panama City and the Florida Fish and Wildlife Conservation Commission.
The name changed to Naval Coastal Systems Center (NCSC) in
As the mission has grown, so has the size of the installation; 657
March 1978 to more accurately reflect the broad range of products
acres in all. The unique conditions of the Gulf of Mexico, coupled
and services provided and to bring its name into alignment with
with mission synergy, make Panama City an ideal location for fleet
the other (then) seven research, development, test and evaluation
training and littoral warfare missions.
(RDT&E) centers commanded by the Chief of NMC.
Altogether, NSA Panama City and its tenant commands employ
Upon disestablishment of the NMC in 1985, NCSC reported to the
approximately 4,000 civilian and military personnel with an annual
Office of the Chief of Naval Research. From 1986 to 1991, NCSC
payroll of more than $460 million. Additionally, the base contracts
reported to the Space and Naval Warfare Systems Command. In
for local goods and services, which amount to more than $700 mil-
October 1991, it was realigned under the Naval Sea Systems Com-
lion annually in economic impact. Throughout its existence, NSA
mand (NAVSEA).
Panama City and its tenants have continued to evolve meeting the
In January 1992, NCSC was redesignated the Coastal Systems Station, Dahlgren Division, Naval Surface Warfare Center, and
demanding requirements of the U.S. Navy - to defend today and to plan for tomorrow in response to national needs.
reported to NAVSEA. Its mission was to support the mission of
BAY B I Z / S U M M E R 2020
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BAY B I Z / S U M M E R 2020
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health Rapid Testing of COVID-19 in Bay County by: Ashley Kelley, Pancare FL
T
he COVID-19 pandemic brought about an immediate need for a nationwide response strategy, “When we as a nation first learned of the COVID-19 health crisis, we
knew this had the potential of radically expanding throughout the United States. We at PanCare immediately took action to increase our personal protective equipment inventory to keep our staff safe and began putting a plan together to obtain and administer testing within our communities. As a Federally Qualified Health Center, it is our responsibility to aid our communities during a public health crisis, and we rose to the challenge,” stated Mike Hill, PanCare’s Founder, President and CEO. In response to the COVID-19 pan-
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provided Antigen, Antibody, and Polymerase Chain Reaction (PCR) testing to thousands, and will continue to provide testing as long as it’s needed. Prior to school closures due to COVID-19, PanCare provided high-quality healthcare for students on school campuses throughout the school year and will continue to do so once schools are back in session. This school-based health services program is designed to appraise, protect, and promote the health of students as well as provide preventive and emergency school-based health services in accordance with the local School Health Services Plan. PanCare currently employs health technicians in 29 Bay
demic, PanCare utilized their mobile healthcare units to support
District School and provides health screenings, school and sports
community drive-thru testing sites. The first testing site was
physicals, and dental services on campus. PanCare also continues
opened on March 23, 2020, and they have since expanded to open
to expand its TeleHealth program by providing access to primary
five additional stationary community testing sites as well as estab-
medical care, behavioral health, opioid counseling, and education
lish mobile COVID-19 response teams to set up at businesses and
for children and youth in underserved service areas. PanCare
large neighborhoods to provide testing on-site. PanCare has since
currently operates 33 TeleHealth clinics on school campuses with
BAY B I Z / S U M M E R 2020
plans to continue expanding. School TeleHealth sites are staffed with a licensed practical nurse who assists students during their TeleHealth encounter with one of PanCare’s medical providers. This approach continues to increase access to needed services for students while leveraging PanCare’s existing resources, including primary healthcare providers, behavioral health counselors, a psychologist, and a psychiatric nurse practitioner. All services provided through this program are provided at no cost to the student’s parents or the school. PanCare operates Florida’s largest mobile healthcare fleet comprised of eleven mobile units, two semi-tractors, and six chase vehicles. These mobile clinics provide health screenings, lead testing, school and sports physicals, primary healthcare services, as well as dental exams, cleanings, extractions, and sealants at numerous schools, community events, and assisted living facilities. This program has allowed for nearly 20,000 patients to receive healthcare services each year conveniently.
having Medicaid or Medicare, and 42% being uninsured patients having difficulties following through with specialist referrals. The Regional Health Center Specialty Clinics will accept patients with Medicaid, Medicare, and private insurance, as well as be the only specialty provider in our region that provides services on a lowcost sliding fee scale for uninsured patients. It’s projected that this Regional Healthcare Center will cost approximately 30 million dollars to complete. PanCare is actively seeking grant funding and low-interest loans to make this Healthcare Center a reality, and with expeditious funding approval, the hope is to have this campus completed in 5 years. PanCare continues an aggressive investment strategy allowing for continued expansion to provide essential healthcare to Northwest Florida to meet the ever-growing needs of our communities. This includes additional property acquisition as well as expansion in all healthcare services provided. As the needs of our communities continue to grow, PanCare strives to proactively anticipate future growth, needs, and trends in innovative ways. People in our communities deserve to have convenient and affordable access to
PanCare’s in-house pharmacy is now open and providing comprehensive and fully integrated pharmaceutical care for PanCare patients. As PanCare is a Federally Qualified Health Center, they have qualified to be a 340b pharmacy. This allows for previously high-cost medications to become available to patients at remarkably lower prices through income-based sliding scales. Having an on-site pharmacy provides for real-time communication with PanCare’s medical providers, enabling PanCare to overcome many barriers that would cause delays in patients initiating or continuing their pharmacological care and treatments. PanCare’s pharmacy staff strive to create and maintain genuine relationships with patients to enable them to lead healthier, happier lives. PanCare’s proposed Regional Healthcare Center located at 15th Street and Sherman Avenue in Panama City will provide specialty care in Women’s Health, Cardiology, Physical Therapy/Chiropractic, Gastroenterology, Primary Care, and Internal Medicine/Infectious Disease. Also planned on campus is a joint-use facility used for training, special needs shelter, community events, Infusion Therapy, and Ophthalmology. PanCare’s existing clinic building adjacent to this six-acre site will be converted into a Pediatric clinic, and Pharmacy services will be relocated to a stand-alone building on the property. Approximately 38% of PanCare’s current patients require a referral to a specialist, with 42% of patients
healthcare, whatever that takes, and PanCare remains fully committed to this endeavor.
About PanCare PanCare of Florida is a 501(c)(3) nonprofit community health organization providing medical, dental, behavioral health, pharmacy, school-based health, TeleHealth, and mobile healthcare services to communities throughout Northwest Florida. PanCare has continued to expand and grow at a phenomenal rate adding new clinical sites, pharmacies, mobile units, programs and personnel to the organization. PanCare’s mission is to provide a comprehensive system of quality healthcare services which is easily accessed by all persons and families within their service areas through an efficient, community-based network of caring professionals who ensure the dignity and respect of each individual they serve.
BAY B I Z / S U M M E R 2020
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education Distance Learning Challenges by: Sharon Michalik, Bay District Schools Director of Communications
P
utting students back to school within a month of the devastation of Hurricane Michael was, by far, the most monumental challenge ever faced by Bay District
Schools. At the time, the district thought that was going to be the biggest hurdle they ever jumped as a team. And then came Covid-19. When the state called for school closures on the eve of our Spring Break, Bay District Schools had no idea this signaled the end of our “brick and mortar” school year or that our distance learning plan would be expected to stretch over two months. Our transition to virtual learning has not been without setbacks, unique obstacles and constant on-the-job training for all of us and
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Distance Learning To call what we did “virtual school” would be an affront to virtual schools across the country. There are many purpose-built virtual schools, including Bay Virtual School here in Bay County, which thrive in the digital world and are well-versed in the challenges of online learning. We, however, had basically a week with our staff to figure out how to deliver lessons online and so we like to call what we did “emergency distance learning” because that’s exactly what it was. One of the lessons we’ve definitely learned from this is that our parents and students need one platform for this process.
we couldn’t have managed at all without the incredible support
Initially, in the race to get started quickly, we were reluctant to ask
of our students, parents and entire community! We’ve learned a
our teachers to all learn one platform and further complicate their
lot during the past couple of months, along with our students,
already-intense workloads. So, we had teachers using an array of
and know that we’re better positioned now to reactivate a digital
platforms while trying desperately to do the best they could for
system if the state calls for future school closures.
their students.
BAY B I Z / S U M M E R 2020
be as prepared as possible with several options we can implement and I definitely want to make sure the community knows that the well-being of our children and employees will always come first.”
Among the ideas being considered by task force are:
The outcome was an incredibly varied system that left some sec-
1.
Staggered lunches
2.
Different places on campus for students to congregate in more socially-distant ways before and after school
ondary students trying to navigate lessons, and assignments due, on six different platforms. And that, understandably, frustrated parents. We’re literally “all together now” on one platform called Canvas and we know this will make things much simpler for our stakeholders and our employees. This move, according to BDS Superintendent Bill Husfelt, will lead to better service to our entire community. “I applaud the teachers wholeheartedly for getting the job done as efficiently as they did with what they had,” he said, “and I am even more grateful for their willingness to complete professional development on Canvas and adopt that as our official model going
3.
The optional use of masks by students and employees
4.
Additional sanitation on buses and in schools
5.
Extra hand-washing supplies and information about hand-washing in the schools
6.
Enhanced sick leave policies with more stringent rules about those with fevers etc.
Husfelt, who coordinated a survey that was sent out to parents/
forward.”
guardians, employees and other stakeholders, believes in local
Meals
all schools in our state or even in our community,” Husfelt said.
When bad weather is forecasted for our area, many people reach out to the Superintendent to ask about school closures. While that sounds like a relatively simple solution to ensure the safety of our students, Husfelt noted school closures increase food instability for many children. “Certainly I am always going to be focused on student safety, that’s
control. “I don’t believe there’s a one-size-fits-all approach for “Nothing we do will eliminate the spread of Covid-19 nor can we, with absolute certainty, expect children to maintain social distance from one another. The CDC has lots of guidelines and suggestions that we’re looking at and we’re having some frank discussions with our task force members about what’s reasonable, feasible and practical.”
my number one priority,” he said. “But I know many families in our
Mental Health
area have not yet recovered from the financial blows dealt by Hurri-
Given the previous school year was interrupted by Hurricane
cane Michael and our students depend on the free meals served at
Michael, Husfelt said local students need the foundation and struc-
school. I am always mindful of that.” When BDS schools were closed in mid-March, Husfelt immediately put together a task force to develop a meal delivery plan. With 12 open sites throughout the community and as many as 46 buses on the road three days a week, the team coordinated delivery of more than 650,000 meals to our community. Thanks to a partnership with Bay County Emergency Services and the Bay County Commision, meal delivery will continue throughout the summer. “We are so blessed to live in a community that cares so much for its children and prioritizes their needs,” Husfelt explained. “I am grateful to the Bay County Commissioners for their support of this program and I know these meals are making a huge difference in the lives of our children.”
ture school provides. “I am concerned about the mental health of our students and the emotional toll of yet another disruption to their lives,” he said. “I am pleased to have additional mental health experts on campus as a result of Hurricane Michael-related funding because I know that many of our students will need extra help when they do return.” Plans are also being put in place, Husfelt said, to help students bridge the learning gap that may have occurred during the school closures. “Many of our students were trying to complete distance learning basically on their own because their parents or grandparents were working during the school closures,” he said. “I know that some of them will need extra help when they get back to school.”
Going Forward
The Superintendent is confident the teachers, staff and admin-
So where does the school district go from here with all of the un-
istrators of BDS are prepared to meet those needs. “There is no
certainty created by Covid-19? The answer, according to Husfelt,
team in our state that is more flexible, more resilient and more
is a summer of planning, consulting with experts and keeping tabs
passionate about creatively meeting the needs of students than
on local sentiment.
this team of Bay District Schools employees who have already
“I believe that the Governor will allow this to be a local decision and I want to make sure we’re doing what our community believes is right for our children and for our employees,” he said. “We do
come together under the extreme circumstances created by Hurricane Michael,” he said. “I am proud of all they have accomplished and I know our students are in great hands.”
not know what the school year will bring, but we’re going to try to
BAY B I Z / S U M M E R 2020
17
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BAY B I Z / S U M M E R 2020
WEAR GLOVES
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BAY B I Z / S U M M E R 2020
19
T
he Port of Panama City has a clear vision of its role in the regional economy. In 2003, its
and warehouses in Millville. The existing
The Port’s Mexican trade is growing in vol-
facilities were quite old and very limited in
ume and in cargo value, based on the very
terms of water depths and cargo capacity.
attractive shipping connections provided
Board of Directors focused the mission
The new East Terminal facility includes
by Linea Peninsular. To accommodate the
of the Port on “building modern seaport
deeper water and a modern warehouse
expected growth of the Mexican trade, the
facilities, promoting trade, and support-
with twice the capacity of the old buildings.
Port has constructed distribution ware-
ing industrial development.” Since that
More important, there is room on the East
houses just north of town in the Port’s
time, the Port Authority has invested $150
Terminal site for a second deep berth and
Intermodal Distribution Center (IDC). Next
million in expanding and modernizing its
two more cargo warehouses.
year the Port will add an on-port container
facilities. The Port has increased its cargo activities threefold, and has been actively supporting existing industries and attract-
facilities have allowed Port Panama City,
ing new industry to the region.
USA to become one of the most modern,
Building Modern Seaport Facilities The Port Authority has consistently invest-
efficient regional Ports in the country.
Promoting Trade
freight warehouse, order a new container handling crane, and expand its container stacking yard to accommodate growth in this trade. Cargo and ship activity is the “rocket fuel” the Port needs to keep increasing the Port’s positive economic benefits in the region.
ed in improvements to increase its overall
The Port has carved out a strong niche
cargo handling capacity. Some of this is
for handling imported copper from South
not visible – such as the reinforced bulk-
America. The Port is also facilitating the
heads and the deepening of the entrance
export of forest products worldwide and is
channel and berths. Other improvements
building a valuable two-way trade of con-
have included a port-wide drainage system,
sumer products with Mexico. All of these
upgraded internal roads, new rail infrastruc-
activities are expected to grow, especially
ture, heavy paving, and high mast lighting.
the forest products exports and the trade
The Port has invested over $10 million
with Mexico.
ship’s agents, cargo forwarders, and
The East Terminal development has added
support 1,200 jobs in Bay County. It also
over 500,000 tons of new capacity for
gives the Port the resources to pursue its
handling paper, pulp, and lumber. Future
other economic development goals.
in cranes and equipment designed to effectively handle containerized cargo. The Port invested another $14 million in a bulk terminal specifically designed to handle
20
Altogether, the Port’s investment in new
This activity provides the revenues needed for the Port Authority to build and maintain its facilities and to upgrade its services. Cargo activity and ship traffic also provides the revenues needed to sustain the critical maritime infrastructure including the pilots, tug operators, stevedoring companies, Customs Officers. Cargo operations alone
wood pellets.
improvements at the East Terminal can add another 1,000,000 tons of cargo capac-
Supporting Industrial Development
The most significant investment to date is
ity. Over time, this facility can help Port
A healthy and growing Port Panama City,
the Port’s $60 million development of its
Panama City, USA become one of the most
USA is very important to a number of large
new East Terminal. This project included
important forest products export ports in
industrial Port users including Berg Pipe,
purchasing the old “Bay Harbour” docks
the country.
Oceaneering International and WestRock.
BAY B I Z / S U M M E R 2020
Each of these companies employ hundreds
Based on past experience with the large
and the port management understand the
of people and inject millions of dollars
manufacturers who have settled in Bay
value of this support and work hard to earn
into the local economy every year. These
County, manufacturing companies are
it year after year.
companies need to have confidence in the
likely to invest tens of millions in plant and
Port’s ability to provide them with the facili-
equipment and provide good permanent
ties and services they need today and in the
jobs over many years. There is an emerg-
future. The Port Authority is committed to
ing consensus that American companies
the kind of steady responsible growth and
should bring their manufacturing plants
improvements that gives these companies the confidence to rely on the Port as they make their long-term investment decisions. The Port Authority is also making the needed investments to attract new industry to Bay County. In addition to constructing the distribution warehouses at the Port’s IDC, the Port Authority has partnered with the City, the Bay County Chamber, the EDA and Gulf Power to develop attractive “shovel-ready” certified industrial sites.
back to the U.S. This trend, combined with the growing U.S. - Mexico trade and the general benefits of locating new plants in the Southeastern United States, bodes well for bringing new manufacturing jobs to Bay County.
Community Support and Dedicated Employees The Port Authority’s commitment to growing our Port, promoting trade, and support-
These sites are essential to the communi-
ing industrial development seems to be the
ty’s efforts to attract new industry to Bay
right formula for our region. However, the
County. It is impossible to know when
Port can only succeed if it has the broad
another manufacturing company will build
support of the community. Fortunately,
a new plant in Bay County. However, the
the Port has consistently had support from
availability of these attractive industrial
local government, our congressional rep-
sites at the IDC “sets the table” for such a
resentatives, and from the community at
development.
large. The Port Authority board members
The Port also depends on the ongoing dedication and commitment of its employees. These men and women work hard every day to provide the Port’s tenants and shippers with the highest possible level of services. The success of the Port is a testament to their hard work and commitment. The Port’s employees and the other men and women who work on the port really are essential workers and make a big contribution to the community. Port Panama City, USA belongs to the community and is here to serve the community. With the right focus, with community support, and dedicated employees, the Port Panama City, USA expects to keep growing. With this growth, the Port will continue to produce significant economic benefits for Bay County and all of Northwest Florida.
BAY B I Z / S U M M E R 2020
21
technology COVID-19 Business Requirements by: Harry Bridger, CEO, InLigo
T
he COVID-19 crisis may not be over yet, but its initial winds have blown through Fortune 500 companies and smaller Bay County businesses with similar effect.
As the dust settles and public health concerns continue to add
care with a large portion of our team working from home.”
Operational Assessments
pressure to businesses operations, the questions facing large
So, what would Phase-2 thinking mean to you? Now is the time
and small companies are similar when it comes to how to move
to assess what is working and what needs to improve; ask
forward after these first 3 months of changes wrought by the
your teams which part of your operations worked well after the
pandemic. We will call these considerations a “Post-COVID” or
transition and what did not. Now is a good time to inventory the
“Phase-2” mindset. After pivoting to meet the immediate challeng-
workloads you moved to a virtual office environment and rate
es of lost revenue and workforce upheaval created by the pandem-
them. Documenting them to pinpoint areas where improvement
ic, two important questions are emerging:
is needed will be helpful. Are these activities your team needs to
›
What changes has our business already made that need to be adopted and normalized as new routines?
›
How much more change is needed to help the balance sheet improve (for the remainder of 2020 and beyond?)
Many businesses have already implemented new technologies that enable a virtual office, and their employees have, by now, learned how to work from home. A good example of this Phase-2 thinking comes from Ohio-based Nationwide Insurance. In late April, Nationwide announced a permanent transition to a hybrid operating
22
us that we can serve our members and partners with extraordinary
conduct face to face in the same room or is the required collaboration possible in a remote or “virtualized” work environment? By workloads, we mean repetitive (and we hope – reliable and effective) processes like invoicing, accounts payable, vendor management, sales pipeline management, or service scheduling assigned to and managed by your employees.
Staffing Assessments Once your workloads are defined, consider your staffing needs also because this might be your best opportunity in years to shift to a more flexible contingent or part-time workforce. Written prior
model that entails closing 5 regional offices, including the com-
to the Covid-19 crisis, Intuit’s 2020 report on small business noted
pany’s Gainesville, FL facilities. This enormous cost saving move
that up to 30% of America’s workforce is contingent (ie. works
was made possible because the company had made technology
on a contract basis) and that 80% of large corporations plan to
investments that enabled remote workers to continue servicing its
increase their use of a flexible workforce substantially in coming
customers and because the employees rose to the occasion and
years. The pandemic will undoubtedly accelerate these trends.
remained efficient under the new operating model. CEO Kirt Walk-
The same report predicts small businesses will create their own
er said, “Our associates and our technology team have proven to
“collaborative networks of contingent workers,” minimizing fixed
BAY B I Z / S U M M E R 2020
labor costs and expanding pools of available talent. Consider the opportunities for local chambers of commerce and staffing agencies that get ahead of these trends. Furthermore, consider what is possible if your business technology investments are in place to support a flexible workforce. Can you maintain a workforce that is 100% remote and ditch the lease on your office space? If that is not possible, can you rotate staff so only a portion of those workers are in the office at the same time, while another platoon is working from home? Are you able to outsource any of the “vituralized” workloads to freelancers or temporary staff?
Technology Assessments Phase 2 thinking, for small businesses and large businesses alike, will mean thinking about ways to improve upon the users’ experiences with technology. Once those experiences improve, then resistance to adoption fades and business owners will realize the ROI promised by technology companies sooner. Let’s look at the use of video conferencing as an example of the way technology was deployed immediately after shelter-in-place orders required people to work from home. In April, the communications company Zoom boasted about a peak of “300 million daily participants, free and paid, joining Zoom meetings in April 2020, up from 10 million in December 2019.” That explosive growth included many users new to the experience of online meetings and it’s a safe bet most of these meetings during the April peak were launched on the free version of the software. In the scramble to adjust to the new reality, well-meaning and industrious people were finding ways to communicate and create a virtual office expe-
Make it Official As you plan a path forward, employees, investors, partners, vendors and, of course, your customers need to know about your business’ new reality. Since the old rules around work may not apply anymore, you will benefit from setting policies that are easy to communicate and easy for those stakeholders to understand. For example, a Data Loss Prevention (DLP) Policy is super important
rience using whatever they could get their hands on.
in cloud-based, modern work environments. A DLP Policy should
Business owners in Phase-2 should be thinking of ways to both
employees. You can walk the talk on the policy by implementing
enrich the initial experience of online meetings and, if they haven’t
Data Loss Prevention tools and showing users how to apply them
already, bring the administration and security of that experience
and how they support the policy. Also, consider creating a work
in-house. Would your business benefit by adopting a unified
from home policy that applies to this Post-Covid climate. The So-
1`communications platform that extend the capabilities of web-
ciety for Human Resource Management, or SHRM, has templates
based video conferencing to include more features? Voice, pbx,
that can help you define policies and agreements around flexible
presence, and instant messaging are key features delivered by
staffing and telecommuting. Finally, your customers will need to
Unified Communications as a Service (UCaaS) providers, (see fig 1) and they are the cloud-based cornerstone of any virtual office setup. Wouldn’t you like to know that your company’s assets, ideas, and initiatives are secure across that platform? Patchworks of free applications running on your employee’s devices over the open internet are not the solution if you’re serious about managing a modern workplace.
Commit to the Cloud Just as UCaaS can be a cost-effective way to re-tool your office in the cloud, Virtual Private Networks, Virtual Desktops, Mobile Device Management and Mobile App Management are easily deployed and managed in the cloud. These services are affordable and scalable; they are designed to give your employees what they need (and, perhaps more importantly, *only* what they need) to be productive contributors in a WFH or mobile environment. The growth trends in these service models that existed prior to the Covid-19 crisis was impressive and primarily driven by large corpo-
be a simple articulation of rules and easily understood by your
know you comply with data security policies and standards like those from the Payment Card Industry (PCI), the Health Insurance Industry (HIPAA) or US Dept. of Commerce (NIST). The data security standards for these agencies and industry councils are rigorous and your customers that bank on these policies will need to know that your new IT and staffing environment continues to meet those standards.
Congratulations Congratulations are in order if your business has found level water and maintained some cashflow after the turbulence of these last three months. We know it has not been easy, but now is the time to sharpen your focus and get real about the infrastructure your business needs. Reviewing core processes, staffing needs and technologies should lead you to conclusions about your business routines, human resources and IT investments that prepare you for the next few years of fragmented work environments.
rate customers. Now that it looks like there is no going back to the office as we knew it, small businesses are discovering that these services are readily available to them also.
BAY B I Z / S U M M E R 2020
23
PA I D A DVE R T I S E M E N T
Intellichoice Builders, LLC – Building Smarter starts here! As one of the premier builders in Bay, Walton and
Gulf Coun9es, Intellichoice Builders brings a fresh level of professionalism and quality to all the projects that they work on. The staff at Intellichoice brings a wealth of knowledge and level of service that is above and beyond the norm. They are state licensed (CGC 1526169) and perform all types of construc9on: design/build, new construc9on, remodel, or addi9ons, on both commercial and residen9al projects. With over 20 years of experience, Robert Yanchis, one of the owners, says, “ I’ve worked all over the State of Florida, in numerous states throughout the Southeast and even in the Caribbean, but this area of Florida is unique when it comes to contrac9ng. The pricing is higher due to a rela9vely small trained workforce.” Intellichoice Builders p r i d e s i t s e l f o n p a r t n e r i n g w i t h ex p e r i e n c e d subcontractors/ tradesman and working with them to develop rela9onships for long term success. “By working with the same tradesmen repeatedly, you get to understand how they work, and they understand our expecta9ons and procedures which ul9mately makes the projects flow more smoothly,” said Juan Gonzalez, Owner.
The last two years have been difficult for the local community. Just as parts of Bay and Gulf coun9es were star9ng to recover from the devasta9on hurricane Michael here comes 2020 and the COVID-19 pandemic which is further devasta9ng our community. Intellichoice Builders and their staff have ins9tuted numerous addi9onal safety procedures and are a^emp9ng to con9nue working within the community as long as safely possible. They know how important it is for people that have been displaced from
their homes for the last two years to get back home. At the same 9me, they are respec9ng orders from authori9es and prac9cing safety as much as physically possible. They want to provide a safe work environment for both their clients, construc9on partners and their workers. Their project management so`ware is internet based and links the client to the project without needing to have in person interac9ons. They can record finish selec9ons, change orders, RFI’s, etc. They were already u9lizing this so`ware to work with clients from other states, now they can use it to assist in limi9ng interac9ons. Other strategies employed during these 9mes include prac9cing social distancing by reducing the number of workers to jobsites or at least specific areas, avoiding box stores like Home Depot or Lowes and coordina9ng phone sales and deliveries instead, educa9on of their staff as informa9on is made available and encouraging good hygiene prac9ces as always. As always, Intellichoice’s goal is to keep their clients, construc9on partners and staff safe and healthy. Intellichoice Builders are constantly taking on new clients – Please contact them for your next project:
Intellichoice Builders, LLC 1818 Michigan Ave. Panama City, FL 32405
(850) 427-2727
Intellichoicebuilders.com
Migrate your business to the Cloud
InLigo is your local, next-generation, IT consulting firm.
The Covid-19 outbreak created complexity and uncertainty for Bay County businesses. InLigo’s cloud-first strategies can help your business plan a path towards simplicity and security.
InLigo is offering Bay County Chamber members a free consultation around implementing or optimizing IT services. This offering expires on October 30th, 2020.
Info@inligo.us Call today > 850-601-2674
BAY B I Z / S U M M E R 2020
25
economic profile current labor statistics for bay county LABOR FORCE
EMPLOYED
UNEMPLOYED
UNEMPLOYED RATE
February 19'
92,345
88,950
3,395
3.7
March 19'
92,890
88,833
4,057
4.4
April 19'
89,215
85,748
3,467
3.9
February 20'
87,860
84,970
2,890
3.3
March 20'
88,821
84,858
3,963
4.5%
April 20'
81,933
71,583
10,350
12.6%
real estate sales
EXISTING SINGLE FAMILY HOMES PANAMA CITY MSA
FLORIDA
REALTOR SALES
MEDIAN PRICE
REALTOR SALES
MEDIAN PRICE
February 19'
315
$214,900
18,966
$250,000
March 19'
425
$223,850
23,013
$256,000
April 19'
389
$220,000
26,992
$259,470
February 20'
323
$268,878
20,693
$270,000
March 20'
372
$244,950
26,611
$275,000
April 20'
267
$242,950
21,403
$275,000
CONDO-TOWNHOMES SALES PANAMA CITY MSA
FLORIDA
REALTOR SALES
MEDIAN PRICE
REALTOR SALES
MEDIAN PRICE
February 19'
105
$249,900
7,981
$187,500
March 19'
150
$257,250
10,340
$189,500
April 19'
154
$245,750
11,817
$194,050
February 20'
134
$271,500
8,842
$200,000
March 20'
147
$250,000
10,823
$210,000
April 20'
86
$250,000
7,506
$209,000
bay county sales tax collections
26
TAXABLE SALES
TAX COLLECTIONS
$513M
$317M
$19.6M
November 18'
January 20'
$741M
$376M
$21.7M
February 20'
$535M
$323M
$20.1M
December 18'
$569M
$374M
January 19'
$755M
February 19'
$572M
BAY B I Z / S U M M E R 2020
Bay County Population: 175,075 Median Age: 40.7 Labor Force: 89,425 Average Wage: $38,736 Households: 70,487 Household Income: $53,244 Per Capita Income: $28,478
bay county building permits
GROSS SALES
December 19'
Bay County Demographic Snapshot
RESIDENTIAL
COMMERCIAL
10
2
December 18'
5
3
January 19'
6
3
$23.6M
November 19'
72
4
$379M
$23.6M
December 19'
39
4
$352M
$22.4M
January 20'
62
6
April - June 2020 from Garrett Wright, Vice President, EDA of Bay County The Coronavirus Pandemic (COVID-19) has thrown our world into disarray. All communities across the U.S. and the world have experienced major impacts, and Bay County is no exception. However, since the pandemic started impacting Florida in March, one sector of our economy has remained resilient in their operations—our industrial sector. To date, these companies in Bay County have been able to adjust and continue their operation in the wake of COVID-19 and meet the safety guidelines set forth by health officials. Many of our industrial companies have had to make changes to their work processes and operation, however we are fortunate that they have been able to retain their workforce and continue producing their products. The industrial sector in Bay County accounts for approximately 40% of our workforce. In total, the broad industrial base in Bay County represents approximately 30,000 employees. Industries ranging from wholesale trade, transportation, manufacturing, construction, among others, have remained quite resilient since the start of the pandemic. These companies are helping to keep our economy moving because they are able to continue operating and keep payroll flowing in Bay County. Two examples of significant employers in Bay County that have been able to continue operating, with some adjustments of course, are Trane (Lynn Haven) and Berg Pipe (Panama City). Collectively, these two companies employ over 1,000 personnel in Bay County.
Both Berg Pipe and Trane are well established companies in our community having been here for decades. Both Berg Pipe and Trane have made major adjustments to their operations, like most companies operating in our community. These two companies are excellent examples of the superior work our industrial companies are putting forth in Bay County to help keep our residents employed and our economy moving. Berg Pipe and Trane are not the only industrial companies having to make adjustments to remain in operation since the pandemic started. Another Bay County company that has adjusted their operation is A Converting, Inc. Located in Panama City, this company has adjusted their product output to meet the demands of face shields. This is a great example of a company shifting to meet current needs. Much like A Converting, Inc., a number of other companies in our area are adjusting their manufacturing to produce necessary healthcare equipment for our local hospitals during this time. Several Bay County companies have also donated PPE to healthcare entities and held food drives to support our community during the fight against COVID-19. We are proud of the way our industrial base has responded since the pandemic started, and we are proud to have companies like these in Bay County.
northwest florida beaches international
bay county bed tax collections
airport passenger traffic
PANAMA CITY
PANAMA CITY BEACH
MEXICO BEACH
Feb 20'
70,308.95
826,299.64
2,731.74
2019
19,269
Feb 19'
58,225.30
1,180,693.17
314.43
2020
17,846
20.75
-30.02
768.79
% Change
-7.38%
% Change
AIRCRAFT OPERATIONS (YEAR-TO-DATE)
TOTAL PASSENGER ENPLANEMENTS (YTD)
Jan 20'
79,863.76
667,254.79
1,171.60
2019
182,156
Jan 19'
50,642.49
1,177,298.99
616.38
2020
109,944
57.70
-46.32
90.08
% Change
-39.64%
% Change
TOTAL PASSENGER DEPLANEMENTS (YTD)
Dec 19'
78,999.83
566,928.87
4,400.85
2019
184,440
Dec 18'
37,527.04
1,129,728.14
909.24
2020
109,680
110.51
-49.82
384.01
% Change
-40.53%
% Change
BAY B I Z / S U M M E R 2020
27
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BAY B I Z / S U M M E R 2020
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29
workforce connection Learning to Work Online by: Kim Bodine, Executive Director, CareerSource Gulf Coast
W
e have past five months since COVID-19 came to Bay County, and with it, the stark realization that a disrupted economy was not far behind.
The surge of unemployment due to this pandemic has decreased 1.7 percent from April (13.1 percent) to May (11.4 percent), as we are beginning to see our community members regain employment. However, the May unemployment rate was still 7 percent higher than March’s rate (4.4 percent). Comparatively, the unemployment rates for March through May more than double the average of those same months for last year. For the time period March 7 through June 23, Bay County had 13,429 unemployment claims filed, representative of 15.9 percent of our county’s workforce. While COVID-19 has pushed all of us into new ways of dealing with daily life, we have learned how to be productive and safe at the same time, taking precautions to protect ourselves from potential exposure to the virus by limiting human contact and face-to-face interactions. Many of us have learned how to work from home while balancing family life (with family members who are often also at home), shop more safely, and find entertainment within a small circle of friends and family. We have learned to navigate Zoom, and other types of virtual meeting software, how to mute our phones or microphones, and to dress professionally, at least from the waist up.
to use, videoconferencing software available at your disposal, including Zoom and Skype, that you can familiarize yourself with. For a phone interview, make sure your phone is fully charged, and make sure you interview in a quiet and secure location that doesn’t inhibit cell service for your call. As you continue your job search, we encourage you to utilize the Employ Florida online platform (also available as a downloadable application for mobile devices). Employ Florida is a one-stop online resource for job listings, career building assistance and more; this platform is implemented throughout the state, and the employers we work with post their jobs here. For area employers looking to acquire talent at this time, you, too, should get comfortable with connecting with local talent virtually. Conducting interviews virtually presents new opportunities to connect with and engage in meaningful dialogue with potential employees from the safety of your home or office. We recommend being aware of the potential challenges that come with conducting an interview virtually, whether that be the video conference technology lagging and/or freezing, confusion accessing the meeting, limited service, or any other difficulty that may arise. Additionally, CareerSource Gulf Coast has resources to help recruit
Job seekers have also moved into new methods of seeking and
and screen talent in the positions you are working to fill; we can
securing employment. In-person interviews have transitioned to
also offer referrals to link you with skilled talent in the local area.
virtual interviews, either via phone or videoconference. Now that
Soon, we will be offering virtual hiring events, so stay tuned!
some of the workforce is returning to the worksite, employees often have new protocols to follow such as temperature checks, daily health surveys, working behind sneeze guards, and wearing masks, gloves or other protective gear. In some way, we have all
It will be interesting to see how COVID-19 has forced lasting innovative strategies for how employers and job seekers connect and communicate. From job recruitment and interviews, to working re-
had to be flexible and adaptable, which is an admirable trait in our
motely, we anticipate some of the formalities temporarily adopted
community. We have always found a way to work together, to look
will become permanently adopted processes after we move past
out for one another, and to persevere.
the threat of this virus.
If you are looking for work at this time, it is important to get com-
For additional information on Bay County’s workforce, we encour-
fortable networking online. Social media platforms like LinkedIn
age you to contact us. The CareerSource Gulf Coast Job Center in
are recommended for networking with potential employers, as
Panama City is open from 8 a.m. to 4:30 p.m., Monday through
well as promoting your qualifications. When the time comes to
Friday. You can reach us via email at customerservice@career-
schedule an interview, be prepared for an interview via videocon-
sourcegc.com or by phone at (850) 872-4340. We also have offices
ference or phone. For either one, it is essential to be prepared.
in Gulf and Franklin Counties. For detailed information about all
For a video chat interview, be dressed appropriately in business
our offerings and office locations, please visit careersourcegc.com
casual or professional (depending on the type of job), have the proper software downloaded in advance, make sure your device is fully charged, and make sure you interview in a quiet and secure 30
location (no background distractions). There are many free, easy
BAY B I Z / S U M M E R 2020
and connect with us on social media.
Lacey Kennedy Destination Panama City Lacey Kennedy began working for Destination Panama City as their Social Media Strategist in August of 2018. She was born and raised in Weeki Wachee, FL - home to the world-famous mermaid show. She attended Full Sail University in Winter Park, FL, earning her Bachelors Degree in Entertainment Business in 2017 and her Master’s Degree in Digital Marketing this summer. Lacey started out in the live events realm, working for WWE as their social media intern for their developmental program, NXT, before deciding to move to Panama City in 2018 where she began work at Destination Panama City. Throughout her time in Panama City, Lacey has served on the Bay Young Professionals Steering Committee with the Bay County Chamber. When she isn’t at work, you can find Lacey performing with her multi-cultural dance troupe, the Gypsy Rhythm Dancers, or at the beach with friends. Lacey is passionate about Star Wars and can find any way to include a Princess Leia reference in conversation.
SOLUTIONS THAT WORK FOR YOU
CareerSource Gulf Coast is the the region’s one-stop career center serving Bay, Gulf, and Franklin Counties in Northwest Florida. We provide tools and services for both job seekers and employers all at no cost.
CAREERSOURCE GULF COAST 625 HWY 231, Panama City, FL 32401 850.872.4340 careersourcegc.com customerservice@careersourcegc.com
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Bay County Chamber of Commerce / 2019-2020 Leadership Bay Class
Jennifer Ahlum
Gregory Behan
Steven Clements
Christina Davis
Mariah Ducker
Stephen Fett
Susie Fickling
Ruthann Fisher
Megan Ford
Darren Golema
Tiffany Hawley
Stan Janicki
Ty Johnson
Tina Lamonica
Julia Maddalena
Harrison Moon
Naret Morales
Kenzy Peake
Charla Perdue
Kasey Phillips
Katrina Porter
Mohit Samtani
Cecily Smith
Sharon Trainor
Lindsay Williams
37th Class of Leadership Bay Graduates
affect positive change in Bay County.
Thank you to the 2019-20 Steering
Leadership Bay was founded in 1983 and
Committee for all of their hard work
is a community leadership development
and dedication: Chairman Jacob Mann,
program of the Bay County Chamber
Community Bank; Sara Backus, Kerigan
Foundation. Based on the premise that
Marketing Associates; Pamela Billing,
people are our most important resource,
Edgewater Beach & Golf Resort; Brooke
a broadened network of well-informed
the purpose of the program is to offer
Bullard, Anchorage Children’s Home;
leaders whose strengthened commit-
potential leaders a curriculum in commu-
Olivia Crosby Sanchez, Think Real Estate;
ment to community involvement will
nity leadership training.
Jason English, Brock Lawn and Pest
The Bay County Chamber is pleased to announce the 37th graduating class of Leadership Bay. This group creates
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Control; Holly Pituch, St. Andrew Bay Land Company; John Pollman, GAC Contractors; Lauren Presser, Holy Nativity Episopal School; Dr. Suzanne Remedies, Gulf Coast State College; Aaron Rich, Aaron Rich Marketing; Christy Rogers, United Way of Northwest Florida, and Craig Segrest, Emerald Coast Behavioral Hospital. CLASS MEMBERS NOT PICTURED: Margaret Thompson and Kent Harvey
Local Man appointed to 14th Judicial Circuit
Governer Ron DeSantis announced eight judicial appointments, including one from our our area to the 14th judicial circuit. Lynn Haven resident William Henry is filling the vacancy created by the retirement of Judge Michael Overstreet. Henry is an attorney for Burke Blue, P.A. He previously served as an associate for Fowler, White, Boggs & Banker. He received his bachelor’s degree from the University of Florida and his law degree from the University of Florida, College of Law.
GAC receives Florida Education Foundation’s Commissioner’s Business Recognition Award
GAC Contractors Inc. was selected to receive the Florida Education Foundation’s Commissioner’s Business Recognition Award. This prestigious award recognizes Florida’s business leaders and partners
that have shown the most commitment in bringing positive change and implementing bold, innovative approaches to improve the academic performance of students in Florida’s education system and communities. These educational connections help Florida school districts gain a competitive edge in providing enhanced services to the students they serve. The company was selected for their continued efforts to restore Bay County’s schools following the damage endured by Hurricane Michael in 2018.
The St. Joe Company Relocates Corporate Headquarters to Panama City Beach
St. Joe now calls Bay County home. The company relocated from their previous headquarters in Watersound in early June to their new office space located at Beckrich Office Park in Panama City Beach. The company constructed a new 33,000 square foot, two story building to create a central office space for their 60+ corporate employees and to create additional leasable office space for future tenants. The move puts St. Joe in close proximity to its Bay County land holdings and active development projects including the Breakfast Point community, Latitude Margaritaville Watersound, SeaSound Apartments and many others throughout Bay County. Visit www.joe. com for more information.
Minto Communities Receives NAHB Awards for Latitude Margaritaville The National Association of Home Builders (NAHB) presented Minto Communities with 22 Gold and Silver awards
at the 2020 International Builders Show (IBS) held in Las Vegas on January 21st – 22nd. The awards included recognition by NAHB’s 55+ Housing Industry Council, the National Sales and Marketing Council, and Best in American Living Awards (BALA). Minto was presented with five Best of 55+ Housing Industry Council Gold awards for Latitude Margaritaville, a new development being constructed in Bay County, Fl. Minto was presented nine Best of 55+ Housing Industry Council Silver awards for Latitude Margaritaville. Minto also was presented with seven NAHB Nationals Awards for sales and marketing. Latitude Margaritaville received two Gold awards for Best Graphic Continuity and Best Special Promotion for the Latitude Margaritaville and Wheel of Fortune Home Sweet Home Promotion. Latitude Margaritaville communities are inspired by the lifestyle of fun, food and music depicted in the songs of famed singer, songwriter and best-selling author Jimmy Buffett. They have captured the imagination of today’s vibrant and active 55-and-better market with more than 330,000 prospective buyers registered as Latitude Margaritaville Paradise Club members for ongoing information.
Three Lawyers Named Members of Hand Arendall Harrison Sale Hand Arendall Harrison Sale LLC is proud to announce J. Cole Davis, Christine Harding Hart, and Edward T. Rowe have been promoted to Member with the firm. “As a testament to their dedication to both the firm and their clients, we are pleased to welcome all three of these exemplary lawyers into our membership,” said Roger Bates, Managing Lawyer of the firm. Davis is a member in the firm’s Panama City Beach office. He currently serves as Assistant City Attorney for the City of Panama City Beach and represents other local governments in a wide range of matters including the Bay County School Board, the City of Callaway, the City of Springfield, and the City of Mexico Beach.
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She also provides counseling to local
His experience also includes defending
businesses and institutions on a variety
personal injury claims in both premises
of issues.
liability and motor vehicle cases. He has
She is admitted to practice in Alabama and California (inactive), all federal district courts in Alabama, the Eleventh Circuit Court of Appeals, and the United States Supreme Court. Hart has substantive knowledge and J. Cole Davis In addition to his local government practice, Davis handles a wide variety of civil litigation with an emphasis on labor and employment disputes, workplace discrimination, wage and hour disputes, commercial business litigation, and workers' compensation defense. Davis enjoys counseling clients to solve tough issues and enthusiastically litigates for them when necessary. He has represented employers in Florida’s federal district courts, state courts, First District Court of Appeals, the Florida Supreme Court, and before numerous government agencies - including the DOL, EEOC, and FCHR.
experience in anti-discrimination matters involving Title VII, Title IX, ADA/Rehabilitation Act, the Age Discrimination in Employment Act, and 42 U.S.C. § 1983. She also has experience litigating constitutional matters involving First Amendment free speech and Fourteenth Amendment equal protection and due
tried cases in state and federal court in Alabama and Florida and has been involved in appeals to the Alabama Court of Civil Appeals, the Alabama Supreme Court, the Eleventh Circuit Court of Appeals, and the United States Supreme Court.
The Eye Center of North Florida Announces New Optometrist The Eye Center of North Florida is pleased to announce Dr. Alexander Moussa, OD has joined their staff and is seeing patients in our Panama City and Chipley offices.
process. She monitors developments in the Eleventh Circuit and the Supreme Court related to federal practice, discrimination, and constitutional rights. Hart serves as an officer for the South Alabama Volunteer Lawyers Program (“SAVLP”) Board, and provides legal services as a SAVLP Volunteer Lawyer. She also serves on the Board of Flight Works Alabama, and volunteers as the Alabama Chapter Chair for Stanford University's Alumni Interview Program. Hart is a member of Class 15 of the Alabama State Bar Leadership Forum. Rowe is a member in the firm’s litigation section in the Mobile office. His practice focuses on representing businesses and individuals in contract disputes including issues related to commercial transactions, partnerships, construction projects, debt collection, insurance coverage, and employment matters.
Dr. Moussa graduated from the University of Florida with a Bachelor of Science (Pre-Med) Biology and then attended Nova Southeastern (NSU) University, College of Optometry where he received his Bachelor of Vision Science and Doctor of Optometry degrees. He was a member of the NSU Optometry Honors
Christine Harding Hart
Program, the Beta Sigma Kappa International Optometric Honor Society and
In 2018, Davis was appointed to the
received academic distinction by being
Florida Bar’s Grievance Committee for
named to both the Dean’s and President’s
the 14th Judicial Circuit. He also serves
Lists. His training includes a residency at
as a member of the Operating Board of
the W.G. Hefner VA Medical Center and
Alignment Bay and as a member of the
internships at the Miami Veterans Affair
Bay County Chamber Foundation’s Junior
Hospital and the Aker-Kasten Eye Center.
Leadership Steering Committee.
He is a member of the Florida Opto-
Hart is a member of the firm’s litigation
Optometric Association. Dr. Moussa
section in Mobile. Her practice consists
specializes in family eye care for children,
largely of federal court litigation and
teens and adults, contact lens fittings,
she has litigated cases from the initial pleading stage through trial and appeal. 34
BAY B I Z / S U M M E R 2020
metric Association and the American
Edward T. Rowe
specialty contact lenses and the diagnosis and treatment of eye diseases.
GCSC selected for FAA Training Program
The Federal Aviation Administration (FAA) announced it has selected Gulf Coast State College’s Unmanned Vehicle Systems Program for the Unmanned Aircraft Systems-Collegiate Training Program or the UAS-CTI. “It is an honor to be a part of this elite group. With this selection, we are now members of the Consortium for Small Unmanned Aircraft System Technology Training. As members of the consortium, we are eligible to participate in annual meetings and other events with the FAA facilitating the development and sharing of best practices” stated Melanie Boyd, GCSC Division Chair for Business and Technology. The FAA’s UAS-CTI program recognizes institutions that prepare students for careers in unmanned aircraft systems (UAS), commonly referred to as drones. In order to qualify for the initiative, schools must offer a bachelor’s or associate’s degree in UAS or a degree with a minor, concentration, or certificate in UAS. Schools must provide curriculum covering various aspects of UAS training, including hands-on flight practice, maintenance, uses, applications, privacy concerns, safety, and federal policies concerning UAS.
Carpe Diem Community Solutions new Vice President Carpe Diem Community Solutions is proud to announce the expansion of the company. We welcome our first ever Vice President, Veronica Kemeny. She brings more than 20 years of military Public Affairs experience and is a retired Air Force officer who has served our nation around the world. She recently worked as the Public Affairs lead for the $4.9 Billion Tyndall Air Force Base Rebuild. Veronica will ensure Carpe Diem Community Solutions continues to deliver the dynamic
Award. Gulf Coast Regional was also recognized for Superior Performance in Labor and Delivery from Healthgrades, the leading resource that connects consumers, physicians and health systems. This distinction places Gulf Coast Regional in the top 10 percent of all hospitals evaluated and recognizes the exceptional care of mothers during and after labor and delivery, according to Healthgrades. public engagement our Panhandle clients are so accustomed to receiving. She will be a great liaison between the military and transportation planning endeavors.
Johnstone Foods McDonald’s Recognized for Commitment to Safety and Sanitation
Recognition includes:
› › ›
The Florida Restaurant & Lodging Association (FRLA) is recognizing Johnstone Foods Family, a McDonald’s franchisee based in Bay County, for their commitment to safety and sanitation standards. The FRLA Seal of Commitment is the highest designation for hospitality safety and sanitation standards. This seal recognizes businesses that have invested resources to help prevent the spread of the coronavirus and ensure that “staff and guests remain safe and healthy.” “McDonald’s has always set the bar high for a culture of food safety,” Tracy Johnstone, Franchisee Owner said. She continued, “This is just another way for our guests to have confidence in our team’s commitment to food safety and sanitation.” To qualify for the Seal of Commitment, restaurants must meet specific employee certification criteria. This includes having every manager and employee complete the state approved Food Safety certification, in addition to COVID-19 specific FRLA training. The business must also meet specific sanitation standards.
GCRMC Wins Awards for Labor and Delivery Gulf Coast Regional Medical Center announced it achieved the Healthgrades 2020 Labor and Delivery Excellence
› ›
Recipient of the Healthgrades 2020 Labor and Delivery Excellence Award™ Recognized by Healthgrades in 2020 for Superior Performance in Labor and Delivery Among the Top 10% of Hospitals Evaluated for Labor and Delivery in 2020 Five-Star Recipient for Vaginal Delivery for 2 Years in a Row Five-Star Recipient for C-Section Delivery for 3 Years in a Row
Over the past year, the leadership of the Labor and Delivery/Mother Baby units have implemented quality initiatives to provide comprehensive and up-to-date specialized care for expectant mothers. As part of these new initiatives, labor and delivery nurses received certifications in electronic fetal monitoring and post-partum nurses are certified through the National Certification Corporation. Also available are board certified lactation specialists who are dedicated to providing support for mothers who choose to breastfeed.
Have a submission for the Biz List? Please contact Caitlin Windsor at 850-215-3755 or via email caitlin@baychamberfl.com.
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new members 360 Fuel Store 4105 Hwy. 231 Panama City, FL 32404 (850) 481-1290 3P America PO Box 15148 Panama City, FL 32406 (850) 358-3242 850 Strong Rock Steady Boxing 856 S. Tyndall Pkwy. Panama City, FL 32404 (850) 640-6150 Advanced Healthcare Associates 2687 Jenks Ave. Panama City, FL 32405 (850) 215-7920
from May 14 - August 24
Bay Mini Warehouse & Storage, Inc. 900 W. 26th St. Lynn Haven, FL 32444 (850) 265-3580
Ms. Jean Capps New American Funding 228 Harrison Ave, Ste. 102 Panama City, FL 32401 (850) 347-5495
David Scott Fine Jewelry 1146 Harrison Ave. Panama City, FL 32401 (850) 763-0729
Panama City Gynecology 1007 Jenks Ave. Panama City, FL 32401 (850) 785-0515
Dumster Services 7809 McElvey Rd. Panama City Beach, FL 32408 (850) 249-2755
Panama Pizzeria 3123 Thomas Dr. Panama City Beach, FL 32408 (850) 775-4060
Eric R. Claussen, DMD, PA 2624 Jenks Ave. Panama City, FL 32405 (850) 215-0798
Advantage Refridgeration & Air, Inc. 1506 Grace Ave. Panama City, FL 32405 (850) 481-1309
Folly & Frill 3675 Cedar Park Ln. Panama City, FL 32404 (720) 560-5057
Alignment Bay County 5230 W. Hwy. 98 Panama City, FL 32401 (520) 907-7586
Going Green Handy Man 6914 E. Hwy. 388 Youngstown, FL 32466 (850) 890-1026
Allstate Insurance - Jessica Lyng 13800 PCB Pkwy. Panama City Beach, FL 32407 (850) 265-6088
HG Engineers 621 N. Tyndall Pkwy., Ste. C Panama City, FL 32406 (850) 243-6723
Arcpoint Labs 913 Harrison Ave. Panama City, FL 32401 (850) 215-4248
InLigo, Inc. PO Box 28462 Panama City Beach, FL 32411 (850) 601-2674
Slim Chickens 300 W. 23rd St. Panama City, FL 32405 (850) 563-0603 Tool Time Buildings & Roofing 3822 E. 15th St. Panama City, FL 32404 (850) 763-0065 US First Responders Association, Inc. 10605 S. Fork Loop Panama City, FL 32404 (850) 303-4392 Vitas Healthcare 638 Harrison Ave., #102 Panama City, FL 32401 (850) 558-4400
Excellence is Our Signature Est. 1983
Project Management and Owner’s Representation As an extension of your team, ZHA offers customized professional services to plan and execute clients’ projects and programs. David Scruggs T: 850.541.6188 David.Scruggs@zhaintl.com WWW.ZHAINTL.COM
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BAY B I Z / S U M M E R 2020
FL #AAC001111
member anniversaries
from May 14 to August 24
5 years
15 years
Albritton Law Office Bay Point Resort Golf Club CIWEB Coastal Sun Realty Dlux Printing & Publishing Duke Energy Keller Williams Success Realty Poole Engineering & Surveying, Inc. Quality Gates and Openers RV Connections SEATOW of Panama City SETCO Services, LLC Skaters Choice
Charter Senior Living Daystar Cleaning, Inc. Laguna Beach Christian Retreat Mr. Rooter Plumbing Pineapple Willy's
10 years Acentria, Inc. The Arnold Group AVIAN, Inc. Bay Smile Docs Early Learning Coalition of Northwest Florida, Inc. FL Neuro Pain & Spine Center Mathison Retirement Community Pirates Island Adventure Golf Shark's Tooth Golf Club
20 years Angelo's Steak Pit Baysolutions Schooners Southern Orthopedic Specialists, P.A.
Girl Scouts of Gateway Council Gulf World Marine Park Merrill Lynch NW Florida Beaches Int. Airport PC Downtown Improvement Board Sowell Tractor Company
40 years Parthenon Prints, Inc.
60 years Culligan Water Services
25 years City of Springfield David Pete Windham, DMD Jerry Pybus Electric, Inc.
30 years Broward Hall Insurance Agency Grease Pro, Inc. Kedrick Cerry, Inc. Kraton Chemical Sonny's BBQ
35 years Bryant, Higby & Barr FSU Panama City
Better Business Bureau® 1.Free Business Reviews 2.Verified Customer Reviews 3.Scam Alerts #StartWithTrust
800-729-9226|bbb.org/nwfl
Staff local with your Panama City experts. Adecco Staffing–Panama City, FL 850.747.1211 nancy.luther@adeccona.com adeccousa.com
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Verizon keeps business
BAY B I Z / S U M M E R 2020
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PO BOX 1850 PANAMA CITY, FL 32402
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