Jonathan Lewis, County Administrator, Sarasota County

June 2026 — Invest: spoke with Jonathan Lewis, county administrator for Sarasota County, about how the county is doubling down on core infrastructure, strengthening water quality protections, and preparing for sustained growth. “If we take care of the resources we are entrusted with, the public, private, and nonprofit sectors all benefit because this is where people want to be,” Lewis said. 

What key changes over the last 12 months have had the greatest impact on the county’s operations, and in what ways?

A major driver is always the priorities set by the board. At the end of 2024, several commissioners timed out, and two new board members joined. There has been a lot of consistency, but the emphasis on infrastructure became even stronger.

Each year, our board sets annual priorities, and we align those with five-year goals and a longer-range vision. Last year, the board set seven annual goals, and five were directly related to infrastructure. The intent is to keep quality of life high for existing residents while planning responsibly for future residents and businesses.

A key milestone was our advanced wastewater treatment conversion. It has taken about five years to reach completion, and we held a ribbon cutting in December. It puts us at the highest standard and is now the largest facility of its kind in Florida. From an investment standpoint, it is the single biggest project the county has undertaken in its history.

At the end of the day, it is about water quality. We are not interested in being over-regulatory for everyone else, but we are responsible for taking care of the systems we operate. Protecting what comes out of our wastewater plants adds value to one of the biggest pieces of our economy, which is the water, including our creeks and rivers and how they impact the Gulf. It is a significant investment, but it positions Sarasota County well for the long term and reinforces confidence for people who choose to move their businesses here or live here.

How is Sarasota County approaching talent attraction and workforce development to ensure it has the right capacity to deliver essential services?

A lot of it goes back to quality of life and functionality. If people want to live here, and it is a place that is easy to get around and well-managed, that makes talent attraction easier.

Work patterns have also shifted. There is more flexibility in where people can run a business or hold a high-skill job, and Sarasota County benefits from that. People can enjoy what the community offers while still participating in high-end economic opportunities.

For us, the thread that ties it together is stewardship. If we take care of the resources we are entrusted with, the public, private, and nonprofit sectors all benefit because this is where people want to be. Sarasota County has been near the top of the list for where people choose to relocate or stay, and we take that responsibility seriously.

What makes Sarasota County a great place to live and do business?

Florida’s climate is a consistent draw, and the central west coast has some of the best of it. But what makes Sarasota County distinctive is how much of the county has been preserved. About 34% of the county is in conservation or public ownership, meaning it will not be developed. That provides green space and outdoor access that complements the beaches.

Our board has also been intentional about public access. It is not just about buying environmentally important lands, but making sure residents can actually enjoy them.

The other critical factor is mobility. People like to be outside, but nobody likes to be outside in traffic. Over the past couple of years, and especially this past year, our board has spent significant time focused on how we can be more proactive with the roadway network. Many improvements take five, ten, or fifteen years to accomplish, so we have to plan early if we want to stay at the forefront of quality of life.

Preservation, access, and proactive planning are key reasons Sarasota County remains attractive for residents and employers.

What major trends are shaping county government right now, and how is Sarasota County navigating them?

Housing is one of the biggest pressures. If you have a service economy, you need people who can afford to live where they work. We look at two things.

First, we examine our own regulations and processes. We are not trying to over-regulate others, but we do want to remove barriers that get in the way of attainable and affordable housing.

Second, we have leveraged federal resources tied to storms and recovery in a way that supports housing outcomes. We do not want to be in the housing business ourselves, but we can partner with organizations that specialize in quality workforce housing. We have taken portions of federal resources and invested them through those nonprofit partners to deliver housing that people want to live in and can afford, not a stereotypical model, but a quality product that supports the workforce.

How is the county strengthening engagement with residents and stakeholders around high-impact issues like infrastructure and housing?

Engagement is challenging because people often get involved only once they think there is a problem. Over the past 12 months, we have spent more time creating direct ways for residents to participate earlier in the process.

We have a board that is supportive of increased engagement, and that matters. We have hosted more community workshops so residents can comment on priorities, whether it is what social services should look like from a funding perspective or what approaches to attainable housing make the most sense.

We are also expanding digital tools to gather sentiment more frequently. A once-a-year touchpoint is useful, but it is not enough. We want to better understand how residents experience changes in real time, and we want to reach people who may not normally show up because they are generally satisfied and busy. We are not where we want to be yet, but we have made meaningful progress over the past year.

As you look ahead to the next two to three years, what are your top goals and priorities for Sarasota County?

For me, it begins and ends with infrastructure, because that’s where we can make the biggest impact.

First is transportation. We need to be proactive about the roadway network, understanding that growth is already here and long-lead projects take time.

Second is water and wastewater. We have to operate systems that are environmentally smart for the long haul and sized appropriately for growth, while protecting water quality.

Third is stormwater. The 2024 hurricane season brought unusual rainfall impacts, and it reinforced the importance of investing in stormwater infrastructure and helping residents understand what those investments can and cannot prevent. You are never going to stop all bad things from happening, so setting realistic expectations and improving preparedness are part of the work.

Tourism is also critical, and we want it to be diverse and aligned with resident benefit. Sports tourism has been a big priority. We have spring training for both the Braves and the Orioles, and both have been strong community partners. We are also investing in other assets, including our rowing facility, which is among the best in the world.

We will always have the beach, and we have to protect it, but we also want a tourism base that is more year-round and supports amenities residents value. That balance, infrastructure first, paired with thoughtful growth and a broader tourism mix, is where we are headed.