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01-10-2012City of Edgewater Economic Development Board Presents a workshop on: "How Can We Make Things Better" The workshop is open to all City of Edgewater businesses and is intended to discuss opportunities for a better business future in Edgewater. Phil Ehlinger of Volusia County Department of Economic will be a guest speaker and sharing his vision on the economic outlook for Volusia County. We also want to hear from businesses in how we can help make things better for them in the future. Date: January 10, 2012 Location: City of Edgewater Council Chambers (104 N. Rivetside Dr. Edgewater, FL 32132) Time: 6:00 PM — 9:00 PM Cost: Free Fot additional information, call Tabitha Russell at (386) 424 -2400 option 1 extension 1502 or TRussell@atyofedgewater.org In mmrdance with the Americans with Disabilities Att, persons needing assistance to participate in any of these proceedings should contact City Clerk Bonnie Wenzel, 104 N. Riverside Drive, Edgewater, Flondo, telephone number 386414 -1400 x 1101, 5 days prior m the meeting dote. If you ore hearing or voice impaired, contact the relay operator at 1.800- 9553111. CITY ATTENDEES: Mayor Mike Thomas Councilman Justin Kennedy EDB Member Chris Balmer EDB Member Marcia Barnett EDB Chairman Robert Lou EDB Member Bill Wetherell CITY OF EDGEWATER ECONOMIC DEVELOPMENT BOARD "How Can WE Make Things Better" Workshop Minutes January 10, 2012 6:00 p.m. EDB Member Bliss Jamison EDB Member Jennifer Buteta PZB Member Bob McIntosh PZB Member Gene Emter Mayor Thomas thanked everyone for attending. Chairman Lott welcomed all attendees and introduced the following people: • City Council Members • Economic Development Board Members • Phil Ehlinger- Director of Volusia County Economic Development • Tracey Barlow- City Manager • Samantha Bishop - Chamber of Commerce Executive Vice- President • Van Canada - Daytona State College Small Business Development Center • Rick Frazier- Center for Business Excellence • Jack Phifer and Ken Swanton -SCORE Economic State of the Countv —Phil Ehlineer Phil Ehlinger gave an overview of the County's Economic Development Division and what it does. He also explained to the audience the different organizations they partner with to help bring resources to businesses in Volusia County in order to help them grow. Looking Forward in the City — Tracey Barlow City Manager Barlow presented a slideshow which provided an overview of Edgewater and its visions for the future. GAEDBtrninutes\2012101 -10-12 Workshop minutesAm I Business Leader Feedback— Facilitated by Martin Blaek The following concerns were brought up by business owners: • Sign Regulations • Ridgewood Avenue Design Overlay • Code Enforcement • Itinerant Merchant Licenses • Communication between the City and business owners • The need for more special events Economic Development Board Member Marcia Barnett informed everyone that there would be a "Volunteer Rally' for the Edgewater Expo on January 24, 2012 at 6:00 p.m. and encouraged everyone to attend. Chamber Membership Drawing The winner of a free one year membership to the Chamber was Joan Cox. Adjournment The workshop adjourned at 8:40 p.m. Minutes respectfully submitted by: Tabiths Russell G:\CDB\ninutes\2012,01 -10 -12 Workshop minums.doc 2 "How Can WE Make Things Better" Workshop N ME I BUSINESS NAME ! EMAIL ADDRESS n �@ I. mail ug$s@ W 52L SCr o(p , eo h V. 2 3# T� k d -D. LL EP- him E. Ec)iln.0 1ik�KO n L tOt o2fEba2�oiFkttda�mvt �N1"i0 IDA NSS,,rFaS_ vc C4-" D� T' jgeKe 12 aJ G-A,O, c4A °W VuF'F� Y"1 ¢ •1� Cla a. t._n.+ a4_'�c,�er+�2%?_y,+h _.e -. ulu'S� 0. 0I • CDIM � uJ 44% _ V S. �T 0 raj "How Can WE Make Things Better" Workshop NAME BUSINESS NAME EMAAIL` ADDRES�S�p ROh.O -f- R eK F44!c x 451.4-0.40&1 PE Z ttC. a fib r At c 's_ d2� , s C.. (Y�G U v i . �r S AL, ) . o eG _aut:> I �2 %Hers tlan re n+fi£ t2 }�o-rw ecl I Crir, Y'A � ltd M w- I DMGS C,Y O TCX JCQ 4) Swk,iTo rJ SC ,e Cf e © 2Vte & e✓ Qhc_ s 12 A G _lnic7 CAAi 6VT7' - yfA<(AeAoLIc0A& �2 U M6�L, /^ c�ne7rs �FK C �(2, C eAA)S— JC)U e I, ,•1 "How Can WE Make Things Better" Workshop NAME BUSINESS NAME EMAIL ADDRESS �ARL��_I -rcEL _ _130 l�S}3.t3 p/i/2�D %F6E�@ ws�b.Pe,c� %a, coo, D l i l crno�� a S J`•�� vl ; c Y - Tc 7 /Z gP arL. cc h-n AQ ci Vi wo vfi i jGY da :-1ow,era Lam( ie D c�'C /i rYgi ( /vw[t� kSrY r�Cf Hn rri L+ I /V�•C�m A04 4- o oer _ c� I , Edgewater Business Survey by DBCC Statistics Students March 2005 Introduction Edgewater Business Survey March 2005 The Edgewater Business Survey was designed to obtain data for analysis and future predictions and determine the present and future needs of the Edgewater business community. Letters and samples were mailed to approximately 190 businesses and owners/managers. DBCC students contacted the businesses over the phone to answer the survey questions. The students contacted 117 Edgewater businesses and received feedback from 34 businesses, which resulted in only a 29% response rate. The majority of the businesses called did not answer, did not know anything about a survey, or were too busy to answer questions over the phone. Some businesses even mentioned to be taken off the calling list. Businesses Response Surveyed 117 Response 34 Rate 29% Survey Raeponea Od not Sur ser Survey A nsw erect Survey O 20 40 s0 s0 100 Busln"s S—y 1 Analysis: This section highlights the findings for each question. Edgewater Business Survey March 2005 Question 1: What is your product line? This answer varies by businesses and can be seen on the survey. Some answers included: Fiberglass, roofing, flooring, counter tops, fast foods, alcohol, construction, plumbing, etc. Question 2: What market(s) do you currently serve? Twenty -eight of the businesses responding to the survey stated that they serve the local market. Several businesses are serving local, state, national and international, such as Burger King, Complete Dewatering Pumps, Edgewater Powerboats, and Seagull of t� �i Edgewater Business Survey March 2005 Question 3: Average rate paid to your hourly employees. Several businesses did not feel comfortable answerine Ouestions 3 & 4: emecinlly the Question 4: Average rate paid to your salaried employees. Forty-Three percent of business called did not want to answer this question. Under $25,000 $25,007- $30,000 $30,001- $35,000 $35,001 - $40,000 1 $40,001- $45,000 $45,001- $50,000 Over $50,001 No Answer 2 8 2 1 2 3 1 15 Edgewater Business Survey March 2005 Awmg&Raft paid m y —aaWMCa play «a Question 5: What fringe benefits do you offer? The greater part of people surveyed answered that they provide the paid vacation benefit to their employees. 5 r Edgewater Business Survey March 2005 Question 6: What makes employees stay with your company? The majority of surveyed answered that their employees stay with their company because of the benefits, good working environment, or simply they need a job. Some of the responses are listed below: • The pay and benefits • Like what they do, easy work • Working environment, family relationship type atmosphere • Location • Good boss • Not many companies available in this area Question 7: In the neat three years, is your employment likely: Increase 17 Decrease 1 Remainthe Same 1 12 Edgewater Business Survey March 2005 Question 8: What is the current square footage of you physical plant or facility? The most businesses who responded to the survey did not know the exact measurements. Some of the answers range from 400 square feet to 40,000 square feet. Question 9: Do you anticipate expanding or relocating your physical plant within the next two years? Yes 9 No 22 D.y.— t—,.te .xpznemg .... 1..xne wrtNn m. n.I. yg I Yes 9 No 4 Edgewater Business Survey March 2005 Question 10: Are you currently: Modernizing or upgrading technology? Yes 19 No 71 Expanding or increasing preduction? vas w Edgewater Business Survey March 2005 Question 11: If you currently export, which principal countries or global markets regions do you target for most of your exports? Some of the answers included: Central America, Caribbean, and Europe. Question 12: Would you like any assistance with the following? Question 13: Are there industrial needs and/or am businesses that would complement or support your business or product line? The majority of people surveyed answered no to special needs. Some of the answers included: • Machine Shop • Real estate needs • More people • Lowe's or Home Depot Edgewater Business Survey March 2005 Question 14: Would you be willing to assist the City and Economic Development Board recruit such services or businesses to Edgewater? Yes 12 No 78 Question 15: Would you like to assist with Edgewater's economic development efforts or serve on an advisory committee? 22 10 Edgewater Business Survey March 2005 Question 16: Given your experience with the City of Edgewater and the Economic Development Board, are these areas where you believe improvements can be made? Answers include: • Availability of access into businesses, no u -turn makes traffic difficult • Don't have enough info to comment • More presence of city officials • More upgrade for the city, bad experience in previous years • Permitting • Helping small businesses • Taxes are too high- Edgewater has the highest taxes in Volusia County The rest answered no or not sure about improvements. Question 17: Are there specific challenges you are facing that we can assist you with? Twenty- people answered no to question 17. The remaining seven had the following comments: • Money • Lower taxes • Pave Park Avenue • Permitting • Upgrade • Assistance • Personnel issues, finding quality work force Question 18: Do you have any infrastructure needs? Everybody either answered no, or had no time/was not willing to respond to the last questions. Question 19: Are there any specific issues keeping you from expanding your business? Again, the vast majority did not reply to this question. The few who did gave the lack of money and the tax base as reason for not expanding their business in Edgewater. Question 20: Is there any other information you would tike to provide? By that time only one person surveyed was interested in homes and property values. 11 STRATEGIC PLANNING REPORT CITY OF EDGEWATER JANUARY 26, 2007 Facilitated by Marilyn E. Crotty Florida Institute of Government University of Central Florida INTRODUCTION The Edgewater City Council held a Strategic Planning Workshop on January 26, 2007. Ms. Marilyn Crotty, Director of the Florida Institute of Government at the University of Central Florida facilitated the session. The Mayor, Council Members, and senior staff set ground rules and each of the elected officials shared their vision for the city in 2020. All participants then discussed the internal and external factors that may impact the city in the next five to ten years. The mayor, council members, and the department directors then assessed the strengths, weaknesses, opportunities and threats facing the city. During the next part of the workshop, the group listed the strategic issues that are significant for the city. At this point, the participants grouped the issues into nine goal areas. The elected officials then identified objectives for each goal. The Council then designated the objectives they felt were most important for implementation in the next year. The objectives receiving the most support are identified as Tier One objectives; those of secondary importance are designated Tier Two; and all the rest of the objectives are designated as Other. This report is a summary of the discussions and conclusions of the workshop. GROUND RULES The following ground rules were agreed upon by the participants as guidelines for the workshop: • Have fun! • Respect other's views • All ideas are worthy • Leave details for later • Take nothing personally • Speak one at a time • Keep comments brief • All contribute to the process • Allow the facilitator to control the meeting (keep meeting focused and on task) • Be a flexible, open - minded VISION — EDGEWATER 2020 Each of the elected officials was asked to describe his/her dream for the future ofthe city. They spoke about the following.: More historical emphasis — city core Animal Shelter Variety of housing Extension of highways New city hall with character near the river Middle school The river is used by residents and it's quality is protected Water conservation Spruce up existing buildings A good, safe community that is not over - crowded Jobs are available in the community — realistic economic development Downtown center with small businesses, national chains (restaurants, etc.), shopping Facilities for families — YMCA, library, recreational centers Clean streets and sidewalks Kids riding bikes to school and to visit friends Self sustaining businesses Roads — less cars, more roads, transportation alternatives Hi -tech, modem "Mayberry" Small neighborhoods with services right there Development that benefits the entire city Planned and built roads — business locations Architectural standards — historic preservation Trail system — environmental/eco center Quality of life — protect Edgewater Adequate revenue to fund the future Incentives for city staff— innovation and creativity Implementation of city projects EXTERNAL AND INTERNAL TRENDS & ISSUES The Council and staff discussed issues and trends that are occurring in the international, national, state, and regional environment that may have an impact on the City of Edgewater in the near future. The follawing external forces were identified as significant for the community: • Property tax reform • Unfunded mandates and regulations (state and federal) • Immigration will continue — schools, language, culture • Housing market — building permits have decreased; market stagnant • Fluctuation in prices of fuel, services • Demographics • Baby Boomers demand for housing • Aging population • Cost and availability of property and health insurance • Competition for quality employees • Connection of 417 link to 442 • Increased construction costs • Land use decisions —county v. cities; Hometown Democracy • Consolidation and privatization of government functions • Lack of trust by citizens • Traditional manufacturing moved outside US • World trade • Increase in homeless /transient populations • Competition for water with neighboring jurisdictions • Competition for economic development • Depletion of natural resources, especially water • Natural disasters • Impacts of growth by surrounding jurisdictions • Regional growth • Emerging technology —communication • Pollution — river, land, etc. • Commercial development outside city • SB 360 • Terrorism • Crime increasing • Apathy of citizens - uninformed • Rising single population; changing families; lack of family morals; elderly • Drugs—crack, methamphetamine • Families dispersed • Justice system- litigiousness of society • Generation growing up with sense of entitlement; child centered,instant gratification INTERNAL ISSUES AND TRENDS The Council and staff analyzed internal issues and trends that may have an impact on the city. The fallowing items were identified: • Need for intergenerational programs— through recreation, schools, etc. • Aging workforce- succession planning • Fully- funded, self - supported public safety and fire (at current level of service or better) • Less voter participation - need for better information for citizens • "Cells" of rebellious citizens— unhappy, possibly uninformed, vocal • Cost of housing limiting young people from moving to city • Meeting capital needs and aging infrastructure • Need for economic development but lack of tools • City hall falling apart • Restaurants have trouble surviving • Inconsistency in long -term direction • Lack ofjobs for young people • Growth and annexation • Failure of developers to complete projects • Need to attract population with disposable income; mix with affordable housing • Opportunities for redevelopment and development (links back to growth and annexation) • Role of council- members — policy - makers; need up -to -date information • Budget constraints; appropriate reserves The Council and staff then identified what they perceive as strengths and weaknesses of the city and its government. They also identified opportunities and threats that the city faces. The following chart is a compilation of these ideas. The number in parens () next to each comment indicates how many participants made this comment. Stmn the Weaknesses O rdunitfes Threats Staff —great Inadequate diversity in Growth and Taxes — property tax departments heads; live tax- base—primarily development— refonn; pressure to in Edgewater; helpful low -cost and assessed visioning for; lower (8) to citizens; dedicated; value; residential (not preservation of knowledgeable; open commercial) (8) historical properties; communication among; river use; strong senior staff; environmerral tendency to promote preservation; from within (12) commercial and residential growth; development of downtown/civic center, development of unified City trail system; revitalization of Hawk Park; development of vacantfundeveloped land (9) Location — proximity Lack of cash reserves; Marketingof City; of Growth —in to river, ocean, airport, budget restraints (7) services to neighboring surrounding "Super Nodes" jurisdictions (2) communities; overflow (Titusville and traffic; annexation (6) Daytona), higher education centers; protected by barrier islands; climate (8 Services —level Citizen engagement— Technology— Unfunded mandates provided; lack of communication expansion; strategic and charter ownership /self- between citizens and leverage (2) amendments (federal, provision — water, government; state, and local levels) sewer, garbage, police, uninformed and (2) fire (3) unengaged electorate (5) Small -town feel (2) Facilities—outgrown Strengthen relationship Insurance —rates; building; deteriorating with Volusia County reform (2) facilities (4) (2) Relationships with Need planning Grants/bonds (2) Hurricanes and other other governments documentation— natural disasters strategic /vision plan, multi -year budget, marked lam 3) Quality of life Transportation— roads; Communication (2) 35 -foot building height tic from limit neighboring cities; lack of sufficient north- south transportation (3) Strengths Weaknesses Opportunities Threats Planning for growth Lack of succession Location (2) Lawsuits plan/backup leadership (2) Available resources Job market —lack of Attraction of new Lack of cash reserves jobs 2 industries General aviation field Lack of affordable Promotion from within Aging infrastructure and associated housing --- detracts industrial development young people from living in Edgewater (2) Decreasing debt —in Communication (2) Fostering community Competition for quality five years, seven -year involvement employees loans will be paid Moral values Council consensus— Establishment of Younger population difficulty establishing; fleet/capital equipment not educated for closed- mindedness; fund government work misalignment of priorities 3) Citizen boards Lack of sources of Developer assistance Lack of stone water proginarn funding (City Hall master plan Citizen involvement Lack of businesses Growth of industries in River pollution neighboring communities Lack of support for New leadership with Crime—drugs transportation new ideas initiatives High tax rate compared Escalating operating to surrounding costs communities Vacant/undeveloped Uninformed voters land Declining equity People /groups with ulterior motives Citizen accusations Misdirection of some elected officials Lack of growth STRATEGIC ISSUES At this point, participants were asked to identify issues that are important to the future well -being of the city. The following items were listed: Fiscal Capital replacement Taxes Increase cash reserves Infrastructure North -south transportation Existing and future roads Aging infrastructure Growth SB 360 implementation 35 -foot height limit on all buildings Restoration DR] Joint planning area Participation in regional planning initiatives Natural resources — water Preservation of Spruce Creek Swamp and Turnbull Hammock Facilities City hall Animal shelter New police and fire facility Emergency operations center and shelter Historic center for community Economic Development Parktowne Industrial Park Redevelopment, incentive for existing businesses CRA Economic development incentives — new businesses Healthcare facilities Policy Development Code enforcement update Internal and External Communication Technology Citizen Participation Intergovernmental Relations Middle school Human Resources Employee retention and benefits Provision of Services Maintain services GOALS The Council agreed these nine strategic issue areas were appropriate goals for the next year. The Council then identified objectives under each goal. The final activity of the day was the selection ofpriorities. Any objective that receivedfour or more "dots" (number of dots identified by number in () in front of each objective) is considered a tier one priority. Objectives with three "dots "are tier two priorities. The rest ofthe objectives are listed as other. GOAL — FISCAL Objectives Tier Two • (3) Shift residential tax burden • (3) Establish and fund a capital replacement program Other • Lower millage rate • increase cash reserves • Develop policy to reduce transfer of funds from utility fund to general fund GOAL — INFRASTRUCTURE Objectives Tier One • (4) Develop comprehensive transportation plan (trails, mass transit, sidewalks, bike paths) • (4) Plan for and fund replacing aging infrastructure, including roads, sewer, water, and storm water I .. GOAL — GROWTH Objectives Tier Two • (3) Take measures to preserve Turnbull Hammock and Spruce Creek Swamp Other • Increase efforts for regional planning enforcement and JPA education, water, conservation GOAL — CAPITAL FACILITIES Objectives Tier One • (4) Identify location and fund building of new City Hall Tier Two • (3) Build and determine source of continuous funding for service animal shelter Other • (2) Plan and fund building of new public safety complex (Police, Fire, EEOC, shelter) • Expand library funding — purchase property and build expansion GOAL — ECONOMIC DEVELOPMENT Objectives Other • (2) Encourage location of hospital and other healthcare facilities in city • (2) Explore possibility of CRA in city • Review and revise economic development plan to recruit and retain new and existing businesses (incentives, targets, etc.) GOAL — POLICY DEVELOPMENT Objectives Other • (1) Review and revise municipal ordinances GOAL — INTERNAL AND EXTERNAL COMMUNICATION Objectives Other • (1) Conduct council meetings, community forums, workshops, in various locations in city • (1) Adopt, fund, and implement a city-wide technology plan • Explore alternative means of communicating with citizens (technology) • Continue and enhance intergovernmental coordination and cooperation GOAL — PROVISION OF SERVICES Objectives Tier Two • (3) Maintain or increase current level of service across the city GOAL — HUMAN RESOURCES Objectives Other • (2) Improve employee retention and benefits (monetary and non - monetary) PRIORITY OBJECTIVES Tier One • (4) Develop comprehensive transportation plan (trails, mass transit, sidewalks, bike paths) • (4) Plan for and fund replacing aging infrastructure, including roads, sewer, water, and storm water • (4) Identify location and fund building of new City Hall Tier Two • (3) Shift residential tax burden • (3) Establish and fund a capital replacement program • (3) Take measures to preserve Turnbull Hammock and Spruce Creek Swamp • (3) Build and determine source of continuous funding for service animal shelter • (3) Maintain or increase current level of service across the city