Bemetra Simmons, President & CEO, Tampa Bay Partnership

In an interview with Invest:, Bemetra Simmons, president and CEO of the Tampa Bay Partnership, talked about the organization’s work on housing affordability, transportation, and workforce development, including successful policy initiatives and partnerships. “Every day, I’m focused on finding better ways we can convene and activate as a region,” she said.

What have been some key achievements for the organization over the last year?

It has been a great year and the Tampa Bay Partnership has been busy, but more importantly, the region has been making significant strides. We were fortunate to receive a grant from the Duke Energy Foundation to conduct qualitative research related to housing affordability. We ended up conducting nearly 100 interviews across different sectors, including business, health, finance, small businesses, nonprofits, and government agencies. What we learned is that you cannot discuss housing without also addressing transportation and affordability. We have played a significant role in shaping policy in these areas.

This year, we also worked with state representative Fiona McFarland on the creation of a bill that provides businesses with a tax break when they support employees with childcare needs. As the bill was being developed, we hosted a group of business and nonprofit leaders to discuss the language before it was finalized. We were pleased to see the language from the bill incorporated into the broader tax package passed by the legislature last year. That was a great example of collaboration in action and a big win for us. To put it in perspective, the Florida Chamber conducted a study that found the state’s economy lost $5.3 billion due to workers facing childcare issues.

From a transportation standpoint,  we were proud to form joint advocacy efforts with the Westshore Alliance, Tampa Bay Chamber, Tampa Downtown Partnership, and many other organizations, to bring the 2018 transportation referendum dollars back to the taxpayers of Hillsborough County.

 Lastly, we have eight counties in the Tampa Bay area and seven transportation planning organizations. This is like having seven siblings who all need to agree on something — it can be very difficult. We led the advocacy efforts to merge the three largest counties into a single transportation planning organization. We are excited to announce that the three county-level MPOs have now signed a memorandum of understanding for this merger, which is a big deal, something decades in the making. They are now in the process of hiring a consultant to guide the organizations through the implementation.

What specific strategies are being explored to improve housing affordability across the Tampa Bay region?

The first step is understanding exactly what is needed. While the situation may have changed since we started, especially with the impact of two major hurricanes, we received a $250,000 grant from JPMorgan Chase to conduct a housing needs assessment. Phase 1 is complete, and we are about to begin Phase 2. When the entire assessment is finished, we will have a clear starting point for the region — an understanding of how many units we need, a pipeline report, and a gap analysis. It will also include an analysis of the cost of inaction, so we can see the potential consequences of not addressing the issue. That work should be completed in fall 2025.

Which sectors do you see as the primary engines of economic growth in Tampa Bay, and what sets the region apart as a unique business hub?

The secret is out that Tampa Bay is a fantastic place to live, work, play, and grow a business. Together with Community Foundation Tampa Bay and United Way Suncoast, the Tampa Bay Partnership produces an annual Regional Competitiveness Report in which we measure ourselves against 19 other markets. For the second year in a row, we are ranked number one in net migration. Our economy is driven by several key sectors, including innovation, talent, civic quality, economic vitality, and infrastructure. In addition to tourism, which everyone is familiar with, we also have strong industries in manufacturing, marine sciences, healthcare, technology, and cybersecurity.  What truly sets us apart, however, is the people and the spirit of collaboration that exists here in Tampa Bay.

How is the Tampa Bay Partnership working to enhance the talent pipeline?

The Tampa Bay Partnership has several working groups, and one of our key groups is focused specifically on the talent pipeline. A particular area of focus is our “disconnected youth,” who are youth between the ages of 16 and 24 who are not working or enrolled in school. We have almost 60,000 of these “opportunity youth” in the region. The Boys & Girls Club of Tampa Bay has taken great strides to improve this indicator, forming a collaborative agreement with Earn to Learn Florida to help reduce this number. We are hoping to expand this kind of work and drive meaningful change with the data we gather.

Additionally, we are working closely with the businesses investing in our partnership to promote skills- and experience-based hiring. For example, Tampa Bay is a major military community, with many people transitioning to civilian life after serving. We want to leverage their experience, especially in roles such as firefighters, paramedics, and law enforcement, where their military skills can easily translate into civilian jobs.

How are partnerships between educational institutions and local industries shaping efforts to build in-demand skills and address workforce needs in Tampa Bay?

I work closely with the superintendent of schools in all our districts, and we are very active in advocacy efforts around education. We were influential in advocating for education referendums in multiple counties in the region, and for the Hillsborough County Community Investment Tax renewal.  We have also worked with state colleges, such as St. Petersburg College and Hillsborough Community College, to ensure that the curriculum aligns with the needs of the business community. We want to make sure that the skills being taught are those that are most in demand.

What is your vision for the Tampa Bay Partnership over the short term?

First, I want the Regional Competitiveness Report to continue to be a trusted resource and community tool for elected state officials, businesses, and other stakeholders. Secondly, I want us to be seen as the go-to resource for understanding the business community in the region. We want to continue making progress toward our long-term goals — better infrastructure, improved education, affordable housing, and, of course, workforce development.

Every day, I am focused on finding better ways we can convene and activate as a region. On a larger scale, I want to encourage our CEOs to think bigger and take bold actions. Our vision is broad enough to inspire significant commitments and impactful changes.