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07-01-2015 City of Edgewater 104 Riverside Drive Y g Edgewater, FL 32132 0 ACS+taf 61V� P Meeting Agenda Economic Development Board Wednesday,July 1,2015 8:00 AM Council Chambers We respectfully request that all electronic devices are set for no audible notification. 1. CALL TO ORDER 2. ROLL CALL 3. PRESENTATIONS 4. APPROVAL OF MINUTES a. AR-2015-931 Regular Meeting - June 3, 2015 Attachments: 06-03-2015 5. REPORTS 6. CONTINUED BUSINESS a. AR-2015-933 CEDS Review Attachments: CEDS 2015 DRAFT III 7. NEW BUSINESS 8. BOARD REPORTS 9. ADJOURN City of Edgewater Page 1 Printed on 612612015 Economic Development Board Meeting Agenda July 1,2015 Pursuant to Chapter 286, F.S., if an individual decides to appeal any decision made with respect to any matter considered at a meeting or hearing, that individual will need a record of the proceedings and will need to ensure that a verbatim record of the proceedings is made. The City does not prepare or provide such record. In accordance with the Americans with Disabilities Act,persons needing assistance to participate in any of these proceedings should contact City Clerk Bonnie Wenzel, 104 N. Riverside Drive, Edgewater, Florida, telephone number 386-424-2400 x 1101, 5 days prior to the meeting date. If you are hearing or voice impaired, contact the relay operator at 1-800-955-8771 One or more members of City Council or other advisory boards may be present. City of Edgewater Page 2 Printed on 612612015 City of Edgewater 104 N.Riverside Drive Edgewater,FL 32132 Meeting Minutes Economic Development Board Wednesday,June 3,2015 8:00 AM Council Chambers 1. CALL TO ORDER 2. ROLL CALL Present 8- Jeff Berner,Bliss Jamison,Marcia Barnett,Oscar Zeller,Donna Snow,Cecil Selman, Brandon Beck and Laura Smith Excused I- William Wetherell Also Present- City Manager Tracey Barlow,Finance Director John McKinney,Economic Development/Redevelopment Coordinator Samantha Bishop, and Economic Development Board Coordinator Mitch Honaker. 3. PRESENTATION 4. APPROVAL OF MINUTES A motion was made by Vice Chair Barnett, second by Member Selman, to approve the minutes for May 6,2015. The MOTION was APPROVED by the following vote: Yes: 8- Jeff Berner,Bliss Jamison,Marcia Barnett,Oscar Zeller,Donna Snow,Cecil Selman, Brandon Beck,and Laura Smith Excused: I- William Wetherell a. AR-2015-871 Regular Meeting -May 6,2015 Attachments: 05-06-2015 5. REPORTS Chair Jamison introduced, and thanked the following, for attending the EDB meeting: Planning & Zoning board Member Paul Wright; Southeast Volusia Chamber of Commerce President Mike Funaro; Councilman Dan Blazi; Councilman Gary Conroy; and County Councilwoman Deb Denys. Chair Jamison stated the County Council approved the City's $3 million dollar request to repave, and to three (3) lane Park Avenue from Dale Street to Old Mission Road. She discussed, the joint efforts of the County and the City to complete the recent intersection improvement project at Old Mission Road and Park Avenue; Park Avenue having the largest contiguous industrial zoned land in Volusia County; thanked Councilwoman Denys for her diligence and efforts in getting the funds approved for the Park Avenue road widening and improvement project; and for being a promoter and supporter of Edgewater and the City's economic growth. City of Edgewater Page 1 Printed on 611512015 Economic Development Board Meeting Minutes June 3,2015 Volusia County Councilwoman Deb Denys gave a brief presentation, and discussed, the County's 20 year, long range transportation plan; projects such as Park Avenue not happening in a vacuum, but because of collaboration, and dedicated partners; the process used to bring fruition to Park Avenue area projects; infrastructure creating jobs, and a return on investment; after including build-out, the Parktowne Industrial complex ranking as the number one (1) industrial park in Volusia County; economic development projects on the rise; the County's upcoming economic development workshop; the City of Edgewater being in the spotlight; the Southeast Volusia Joint Transportation Summit - Strength Through Connections; stated that the Park Avenue intersection improvements and road widening projects could not of happened without the areas on both sides of Park Avenue being owned by one property owner who was willing to step up and donate rights of ways; and discussed the importance of public and private collaboration. Councilwoman Denys encouraged everyone to attend a River to Sea TPO (Transportation Planning Organization) meeting, and discussed, US I and Park Avenue improvements, and stressed the importance of having a representative at TPO meetings to speak for the City; the SR 417 to 195 connector study, the reasons why Volusia County Council tabled the issue, and the County's two phased plan to extend SR 442 from 195 to SR 415; stated that a sketch analysis is scheduled to be done by FDOT (Florida Department of Transportation), Florida Turnpike Enterprise in June 2015, and the study review process; the TPO being the way to get things done; using the last $3 million of the County's available capital infrastructure funds to widen Park Avenue; the City of Edgewater being a solid partner with the County Council; and stated that she looks forward to working with Edgewater in the future. Due to time constraints, Chair Jamison dispensed with the remainder of the reports; and with Agenda item 6.a. "Comprehensive Economic Development Strategy(CEDS) -In Progress Report" 6. CONTINUED BUSINESS a. AR-2015-932 Comprehensive Economic Development Strategy(CEDS) -In Progress Report b. AR-2015-933 Proposed FY 2016 Budget Chair Jamison read Resolution No. 97-R-05, Section 1. "Duties and Responsibilities, item B., and stated the duties and responsibilities are also in the EDB By-Laws; discussed distributed budget documents of "History" and "Staff Recommendation"; EDB members discussed which document to use to review the budget; reviewed, discussed and compared last years budget line items to this year's recommended budget line items; and called on Economic Development/Redevelopment Coordinator Samantha Bishop to discuss budget line items with EDB members. EDB members and staff discussed recommending funds to support the Southeast Volusia Chamber of Commerce; questioned expenditure of funds from last year's budget; clarified and discussed the Joint Marketing budget line item, as outside marketing of three (3) cities in Southeast Volusia County as one (1) economic development area, and provided examples; the amount recommended in each budget line item being up to the EDB to decide on what they want to recommend to the City Council; individual SEVCC budget line item amounts; services provided by SEVCC throughout the year; that the EDB could assign $5,000 to cover all of the SEVCC budget line items; the full page ad in the Chamber directory, and the City Clerk budget paying for that line item; taking everything that was City of Edgewater Page 2 Printed on 611512015 Economic Development Board Meeting Minutes June 3,2015 supporting economic development out of all of the other department budgets and putting them into one economic development budget. City Manager Barlow discussed the antiquated EDB resolution needing to be rewritten; the budgeting process, the City Manager's requirement to present the City Council with a balanced budget, and EDB recommendations being a part of that recommended balanced budget; transparency in government; the EDB recommending economic development budget amounts, but not being held accountable or responsible for the budget; Retail Strategies being funds recommended by the City staff; staff not ever standing between the EDB and any lobbying of any special projects, such as Team Volusia; and that at the end of the day it is the City Council that has to make those final tough decisions during the budget process. EDB members and staff discussed, claming ways to annotate which budget recommendations come from EDB and which ones staff recommend,- last year's Retail Strategy presentations and staffs recommendation to add Retail Strategies to the overall economic development budget; the EDB not being responsible for the management, or mismanagement of the budget, which for the record, does not happen; being transparent of which budget items are not the advice of the EDB; and the budget process being a little muddy at times, but it still being a process that works. EDB members and staff discussed paying for services as they occur, and being a good Stewart of tax payers dollars; trying to transition to having a more detailed accounting of services rendered to the City, and what citizens expect of stewards of tax payers dollars; identify the dollar amount for the SEVCC budget but not boxing the SEVCC into exact dollar amounts for each specific service, but let Ms. Bishop work with the SEVCC on services needed at specific times; developing a budget being an 18 month process; and the great progress that the EDB has made in Edgewater's economic development. EDB members and staff discussed, and clarified the "City Marketing Campaign (Joint Marketing)'; line that is found in the CEDS (Comprehensive Economic Development Strategy) book, "1.2.7, letter E.", and defined the item as working with the cities of Southeast Volusia County, and SEVCC's economic development committee, to create a marketing plan and campaign to market the communities of Southeast Volusia County outside of the County; and that the budget line item is identified as above and beyond local marketing; and separate from SEVCC funding. Mr. McKinney discussed the "Events Promotion" line item being moved out of the economic development budget; the City hiring an event coordinator; the number of events the City is planning on holding each year; always taking all EDB budget recommendations to the City Council; and his budget submissions always being very detailed. EDB members and staff discussed, adding an EDB budget workshop to next year's budget development process; and what amount the EDB should recommend for the SEVCC budget. Southeast Volusia Chamber of Commerce President Mike Funaro discussed, the problem with SEVCC trying to quanta and invoice certain services; trying to invoice for in-kind services, and everything else the SEVCC provides to a community; recommended the EDB allot $S,000 for the SEVCC budget, inclusive of the directory, and the three (3) items that are listed on the proposed City of Edgewater Page 3 Printed on 611512015 Economic Development Board Meeting Minutes June 3,2015 budget, and also other services rendered (however the EDB chose to word that portion); and that would be what the SEVCC invoiced the City for. EDB members discussed whether or not to vote on the amount to put on the SEVCC budget line item separately from the rest of the budget, or on the entire budget all at once; the Constant Contact budget line item being a separate budget recommendation from the EDB; the economic development budget being looked at as an "all inclusive" budget; staff recommending to allot funds for SCORE sponsorship as another economic development engine; SCORES services provided to businesses and municipalities; in past years, the City previously budgeting for SCORE sponsorship; economic development and the economy's improvement indicators; identifying which items are recommended by staff and the EDB, standing behind Ms. Bishops decisions, and trusting her judgment; not hampering a department in getting their mission accomplished,- the mission of the EDB; the amount of funds allocated for "Printing & Binding", and hiring professionals to design and produce material that represents the City to the public; staff working on a comprehensive look for the City and joining department budgets to accomplish the task; the "Postage"line item amount of$50. Mr. Berner asked which portion of the budget covers Blue Water Paddling Community membership; and promoting the opening of Edgewater's portion of the Rail to Trail, and the Rails to Trails program. Mr. McKinney replied that both of those budget item would fall under Leisure Services; and that he would make sure those were both on their budget. He thanked the Ecotourism Board for the initiative to promote and move ecotourism forward in Edgewater; discussed the day to day maintenance, operations, and services, such as signs, fall under Leisure Services; and that Mrs. Bishop will make sure the ecotourism marketing and information is being communicated. EDB members and staff discussed reaching a consensus on what dollar amount to recommend for the SEVCC portion of the budget. A motion was made by Vice Chair Barnett, second by Member Zeller to recommend $5,000 for the Southeast Volusia Chamber of Commerce budget line item. The MOTION was APPROVED by the following vote: Yes: 8- Jeff Berner,Bliss Jamison,Marcia Barnett,Oscar Zeller,Donna Snow,Cecil Selman, Brandon Beck,and Laura Smith Excused: 1- William Wetherell EDB members and staff discussed Mr. McKinney updating the budget as discussed, Retail Strategies (RS) being listed in the economic development budget; the EDB advisory board, not recommending to fund RS, but it still needing to be in the recommended economic development budget; the City only having one (1) economic development budget that goes before Council for approval; and claming that the EDB did not recommend funding RS by putting in parenthesis next to the RS budget line item, "City Initiative". Also discussed was whether or not the recommended total budget was sufficient enough to continue making economic development improvements in Edgewater; City staff usually being able to find additional funds out of a 40 million dollar budget, to get important tasks accomplished, and not all objectives and goals out of the CEDS, and recommendations from the EDB, needing to be documented in the economic development budget. City of Edgewater Page 4 Printed on 611512015 Economic Development Board Meeting Minutes June 3,2015 A motion was made by Vice Chair Barnett, second by Member Berner, to accept the budget as just discussed; which Finance Director John McKinney will update, that gets the budget around$60,000. The MOTION was APPROVED by the following vote: Yes: 8- Jeff Berner,Bliss Jamison,Marcia Barnett,Oscar Zeller,Donna Snow,Cecil Selman, Brandon Beck,and Laura Smith Excused: 1- William Wetherell 7. NEW BUSINESS a. AR-2015-936 Economic Development Board Reappointment Attachments: Zeller,Oscar Bair,Cram A motion was made by Vice Chair Barnett, second by Member Berner, to recommend Member Oscar Zeller for reappointment to the Economic Development Board. The MOTION was APPROVED by the following vote: Yes: 8- Jeff Berner,Bliss Jamison,Marcia Barnett,Oscar Zeller,Donna Snow,Cecil Selman, Brandon Beck,and Laura Smith Excused: 1- William Wetherell b. AR-2015-934 Election of Chairman A motion was made by Member Zeller, second by Vice Chair Barnett to reelect Bliss Jamison for another one (1) year term as Chair of the Economic Development Board. The MOTION was APPROVED by the following vote: Yes: 8- Jeff Berner,Bliss Jamison,Marcia Barnett,Oscar Zeller,Donna Snow,Cecil Selman, Brandon Beck,and Laura Smith Excused: 1- William Wetherell C. AR-2015-935 Election of Vice Chairman A motion was made by Member Zeller, second by Member Selman, to reelect Marcia Barnett for another one (1) year term as Vice Chair of the Economic Development Board. The MOTION was APPROVED by the following vote: Yes: 8- Jeff Berner,Bliss Jamison,Marcia Barnett,Oscar Zeller,Donna Snow,Cecil Selman, Brandon Beck,and Laura Smith Excused: 1- William Wetherell 8. BOARD REPORTS Member .Leff Berner stated that he received an email from the Rails to Trails Conservancy concerning the State of Florida considering cutting the budget for trails; he forwarded the email to Chair Jamison for distribution, and encouraged everyone to contact their State legislature to make sure that does not happen. He discussed the progress being made on current rail to trail projects; needing to connect East to the West trails; the importance of making sure the legislature knows, and City of Edgewater Page 5 Printed on 611512015 Economic Development Board Meeting Minutes June 3,2015 understands how important trail funding is; discussed instructions and hyperlinks in the email about how to contact members of the State legislature; and EDB members discussed other ways that the information in the email could be disseminated. Vice Chair Barnett stated that she feels the EDB is doing good,- she is so happy with the membership, and with the job the board coordinator is doing; but, to set the EDB meetings to just one (1) hour a month is just too short; a lot of times the board cannot fit everyone in; some of the best discussions the EDB has are towards the end of the meeting; discussed changing the EDB meetings to an hour and a half, so members are prepared to stay for an hour and a half; and asked EDB members how they feel about her suggestion. A motion was made by Vice Chair Barnett, second by Member Beck, that Economic Development Board meetings going forward are 90 minutes. Yes: 8- Jeff Berner,Bliss Jamison,Marcia Barnett,Oscar Zeller,Donna Snow,Cecil Selman, Brandon Beck,and Laura Smith Excused: 1- William Wetherell Councilman Dan Conroy discussed, adding a spot to the EDB agenda for "Citizen Comments"; that he would like to respond to some of Councilwoman Denys comments; stated that he is the City's voice on the TPO, and he is very vocal; discussed the make up of the TPO board,- Volusia County having more than one seat because of their size; and stated that the TPO Chair is also a member of Volusia County Council. He stated that as far as the connector study, the TPO unanimously voted to send forward the message that the TPO wants the connector study done; that he is both disappointed, and confused, because members of the Volusia County Council, and the TPO Chair, County Councilman Pat Patterson, are on the TPO board, and they all voted yes at the TPO meeting that they wanted the connector study; he stated that he is very disappointed in the County Council's decision; provided a brief history of the connector study funding; discussed, extending SR 442, economic development, and having an evacuation route for disasters; due dilligence as a Councilman, and that he intends to meet with FDOT, Congressman Mica, and whoever else he can, to keep the pressure on concerning the connector study; various boards, and making sure the City is represented by an elected official at each meeting,- discussed some of the comments made by Volusia County Council in regards to the connector study; and stated that banter and debates are good, and are the way things get done. EDB members and Councilman Conroy discussed, how long the study would take, and finding out from FDOT; the allotted funds possibly not being enough to complete the study, but would definitely get the project started,- Councilman Conroy invited EDB members to attend future TPO meetings; stated that Seminole County has their portion of the SR 417 connector study done; provided the address and start time for TPO meetings; and discussed Volusia County's "Mark your Sessions" long term planning and the importance of being in front of the curve. Chair Jamison discussed the importance of having an Edgewater resolution in support of the connector study, and the weight a City resolution carries; and the TPO being a confusing process. City of Edgewater Page 6 Printed on 611512015 Economic Development Board Meeting Minutes June 3,2015 Councilman Conroy discussed, attending the upcoming Volusia County economic development meeting, and encouraged EDB members to do the same; more Council members attending Advisory board meetings, and the new statement at the bottom of all City agenda, as it relates to Council member attendance and the Sunshine Law; the importance of being at the table at all meetings; and thanked the EDB for their time. 9. ADJOURN There being no further business to discuss, the meeting adjourned at 9:59 a.m. Minutes submitted by: Mitch Honaker Deputy City Clerk City of Edgewater Page 7 Printed on 611512015 104 N. Riverside Drive City of Edgewater Edgewater, FL 32132 Legislation Text File #: AR-2015-983, Version: 1 BOARD AGENDA ITEM SUBJECT: CEDS Review DEPARTMENT: Finance SUMMARY: At the May 6, 2015 Economic Development board meeting, Economic Development Coordinator, Samantha Bishop stated that she finished updating the "Draft" Comprehensive Economic Development Strategy (CEDS), and that she would email each EDB member the Five-Year Action Plan, 2016-2020, for review, and asked that EDB members provide her with any needed changes. The CEDS has been updated with recommended changes and is ready for EDB review. RECOMMENDED ACTION: Review updated CEDS and assign recommended completion dates to each of the goals and objectives. City of Edgewater Page 1 of 1 Printed on 6/26/2015 pow[lod by I ogiFfl ar nvl City f IBIDGEWAT Inc.1951 �� ®„ P1 ,,. l.• � 1R .. � .,,:� �. , '� �rtI ,�; l � �i��f� x t�%'f�I�l`�.�Ji,�"r"nG.a,1, `f�' �� ri �Ir � �� '1� � `o �� h,�� ICJ r� /�� .,,,,:,, i;,�i: /J �� '� �^✓ � f' �:. �, .:? ,. J-. �'"' ��.�,,� iV(9l:lri.( gta�hivRr�rrnnrr �, �:, � I iii /�io/ .r'1K1 9�1!N�1fI'J�iJ9i�OND G�dul li„��f7�'gfflra�NNfWIf6�4«di441f S4`fi,4PUK�;iNisrrrUhsiiryl<i0�iiiioi� l,r„,,,1 r �(�w,.,: �Y��..a ..,.,.�� iti!�!'errs✓rrr✓.� t� r �, 7 1 1 rr r { l 11 11 l�flf l it urlrllu iu 1 uiuli r�lr /Iro ru 1i1 ,r,r ,ur '�,^ � r 1 arr�rr.uuinrnuinuuruut�w�iln.rurr� r r rai.ririiar r��, �r'Ir 'rr"r'!r'�lrrlr ''r"i'irr�rmi��r��m�i��ir�i�imr�raum�iuua�'"l) f llllllllli�ff��,. 1 I I N ��%/%�0%%r��//��JIJIl1JJ�f111��JJ1J,.11111J� ;rr � l i ll l POOR mom Comprehensive Economic Development Strategic Plan for the Clt °,��Ed e�'�a�te� Florida July 2015 Prepared for the with assistance from the Economic Development Citj� Council a g g Board C j� Partners Table of Contents Section and Title Page 1. Report Scope and Summary 1 Report Objectives and Scope 1 Economic Development Board 1 Summary of Findings and Recommendations 3 2. Economic Profile and Competitive Assessment 10 Economic Profile 10 Site Selection Factors 16 Competitive Economic Strengths 29 Competitive Economic Weaknesses 41 3. Economic Development Opportunities and Targets 46 Selection Criteria 46 Regional Target Industries 46 Edgewater Industries 50 Business and Industry Opportunities and Targets 52 4. Strategic Goals, Objectives, and Action Plan 53 Goal 1. Expanding Business and Industry in Edgewater 53 Goal 2. Positioning Edgewater for Economic Growth 58 Goal 3. Elevating Community Image and Urban Services 62 Goal 4. Increasing Riverfront Access and Activity 64 Goal 5. Investing in the Future of Edgewater 65 Five-Year Action Plan 76 5. Completed Strategic Goals & Objectives from 2010 CEDS 69 Economic Development Strategic Plan, City of Edgewater,Florida i 1. Report Scope and Summary REPORT OBJECTIVES AND SCOPE On January 7, 2015 a public workshop was held with the City Council, Planning and Zoning Board, Economic Development Advisory Board as well as local business owners, real estate professionals, community leaders, citizens, and public officials was established to review the original CEDS during a brainstorming session, updates and revisions were suggested to the original document. Workshop Attendees Included: City Council Members: Economic Development Board Members: • Mayor, Michael Ignasiak • Cecil (Chip) Selman • Vice Mayor, Gigi Bennington • Jeff Berner • Christine Power • Bliss Jamison • Gary Conroy • Marcia Barnett • Dan Blazi • Steve Harrell • Oscar Zeller • Jennifer Butera • Donna Snow • William Wetherell Planning & Zoning Board Members: City Staff Members: • Agnes Witter • Tracey Barlow, City Manager • Joseph Roy • Darren Lear, Development Services • George Kennedy Director • Jean Kayat • Jack Corder, Leisure Services Director • Pat Card • John McKinney, Finance Director • Robert Andrejkovics • Samantha Bishop, Economic Development • Robert McIntosh /Redevelopment Coordinator Community Partners: • Sue Williams, Executive Vice President, Southeast Volusia Chamber of Commerce • William Glasser, Former City Councilman The Strategic Plan report is presented in four sections. Section 1, Report Objectives and Scope, includes a summary of findings and recommendations. Section 2, Economic Profile and Competitive Assessment, presents a review of the economic characteristics of Edgewater in relation to Volusia County and several other communities in the County as background for understanding and assessing impediments to and needs for economic growth and development in Edgewater. Competitive strengths and weaknesses are also identified and evaluated in Section 2, including review of assets and attributes that make Edgewater an attractive location for economic growth and review of liabilities and shortcomings that may hinder the City in attracting and sustaining economic growth. Section 3, Economic Development Opportunities and Targets, identifies and profiles several types of business and industry for which the Edgewater area is well suited and can become more competitive. Long-range economic development goals and objectives and a short-term five-year action plan are presented in Section 4, Strategic Goals, Objectives, and Action Plan. Economic Development Strategic Plan, City of Edgewater,Florida 1 / / / 1 / 1 / / i/ / / / % � f a % / Q f / w / / / r � / / / / FP / / / / a / I / � Ir� i I llllllllllllsosososos;,,,,,, to I Imam In' 0 All » 1 r t�a PN3 Y 3 � t Y, b G � m a,rto ,• �aaYanaYalrolu„ earo' �m J uu uuuuu u�mru li n ��u '6 � MGM 1[��b 15 i I I r � a,41 �C,a�m '(q,1± y „�I� w op$o 1 ,w"a 1� f IZ ., `^+ WIIUI ooh ( malarmmr, L I»", IQ �mY Im - 1� /�� uYmYmYmlu �-- �1 01, M e 'm7 aw 10 sf m.°;ul SUMMARY OF FINDINGS AND RECOMMENDATIONS Growth Trends and Economic Characteristics The City of Edgewater population decreased by 2 residents from 20,750 in 2010 to 20,748 in 2014. The City ranks seventh in size in the County, and maintained its 4.1 percent share of the Volusia County population from 2010 to 2014. The County is projected to grow to 693,000 in the next 20 years (2030) and to 860,000 by 2050. If the City's share of future countywide growth remains constant, a conservative assumption, Edgewater would reach a population of 29,300 by 2030 and to 36,500 by 2050. Prospects for future growth are considerably higher as the proposed Restoration Development of Regional Impact (DRI) begins development and builds out over time as well as the Deering Park Center. Restoration Plan is a sustainable community development which includes 8,500 dwelling units and 3.2 million sq. ft. of non-residental to be developed over 15-20 years. Full build out would add approximately 21,000 residents to the City population, pushing it to well over 40,000-45,000 residents by 2030, double the current population. Doubling the City population by 2030 would generate demand for another 10,200 jobs for local residents, including those in the Restoration DRI, which is required to meet a jobs-to-housing ratio for each phase of its development. Deering Park Center is a mixed-use development located on almost 900 acres at the "gateway" to Edgewater, Florida at the southwest corner of I-95 and SR 442. The project is envisioned to provide a mix of uses, including single and multi-family residential developments, medical facilities, first-class hotel accommodations, superior shopping and dining destinations, as well as industrial areas that are compatible with the surrounding environment. A significant portion of this proposed development will be located in picturesque lake-front settings with dedicated public spaces, parks and other civic facilities. Upon completion, Deering Park Center could have up to 1.5 million square feet of non-residential space; however, the owners are committed to a responsible approach to planning, with large, environmentally sensitive portions of the property planned for conservation and appropriate public use. In addition, a Community Development District (CDD) has been established so that only developers and property owners within Deering Park Center will be responsible for funding the required infrastructure, as opposed to the city at- large. Deering Park Center is poised to become a model for responsible, environmentally- conscious, mixed-use development that will spur economic growth and improve quality of life throughout the City of Edgewater and beyond. Economic Development Strategic Plan, City of Edgewater,Florida 3 Labor Force. Fifty-three percent of the Edgewater labor force is in professional occupations; 46 percent is industrial, reflecting a change in orientation of the Edgewater workforce from the services, construction, and industrial sectors to the sales, office, education and healthcare related industries. This change is also evident in Volusia County, in which 40.5 percent of the labor force is industrial. Volusia County also has similar percentages in professional sectors, particularly sales, office, education and health care occupations. Edgewater still ranks lower than the County and several cities in percentages of the population with bachelor and advanced degrees but has increased 2.3 percent over the past five years. This reflects the change from industrial orientation of the local labor force and suggests that more future economic growth opportunities for the City are likely to be in both in the traditional production and service industries as well as sales, office, education and health care related industries moving into Edgewater. There are still a number of knowledge-based and technology- oriented manufacturers and service firms in the local area that indicate that the Edgewater area can also attract and support professional and technical workers and higher wage businesses and industries representative of the new economy. Industry and Employment. Employment in Edgewater zip codes 32132 and 32141 is 2.5 percent of total private employment in the County, based on the latest data, compared to the City's 4.1 percent of the County population. Average payroll in the two zip code areas was 93 percent of the countywide average as of March 2013. Edgewater's economic development potential has been closely related to the economy of Volusia County. The County economy is clearly driven by the needs and demands of the local population and visitors, as service sectors, and retail trade accounted for 83 percent of all covered employment in the County in 2014. Other than the influence of seasonal visitors and tourists, the current employment base does not provide compelling evidence of significant economic activities in the County serving external markets. There are a number of medium-size manufacturing and service firms in the County that do serve external markets, and it is interesting to note how well Edgewater is represented in the manufacturing sector, particularly boat and marine equipment manufacturing. In September 2014, Volusia County counted eight boat manufacturers reporting a total of 856 employees. Currently, the following boat manufacturers located in Edgewater reported the following number of employees: Boston Whaler / Brunswick Commercial Products 605 employees; Everglades Boats 189 employees; EdgeWater Power Boats 105 employees; and Bossman Boats 2 employees. Thus, Edgewater accounts for the vast majority of boat manufacturing jobs in the County of Volusia. Economic Development Strategic Plan, City of Edgewater,Florida 4 Competitive Economic Strengths and Weaknesses Strengths. Strengths are positive attributes and characteristics that enable a community or area to attract and sustain business, industry, and economic growth in an extremely competitive marketplace. Economic strengths of Edgewater are: • Regional location and transportation linkages • Industrial site inventory • Existing industries • Traditional industrial labor force • Daytona State College • Restoration and Deering Park future developments • Business friendly environment • Quality of life, including the Indian River, Blueway Community and Rail to Trail Program that will be connected in the next 18 months thus providing future Eco-Tourism opportunities • Received delegation of authority for CRA district for community redevelopment • Edgewater has been working on Community Identity—new website is complete • Comparative Property Tax to Volusia County • Large Waterfront Tracts of Land for Development • Communications Infrastructure A great many Florida communities, including those in Volusia County, can claim the same or similar strengths and more. Success in economic development depends on how well local strengths are communicated to external markets. Weaknesses. Competitive economic weaknesses are disadvantages and liabilities that limit abilities to attract and sustain economic growth and business and industry, and that have to be minimized or overcome in order to position a community or area to succeed in a competitive marketplace. Economic weaknesses of Edgewater relate to: • Internal circulation and wayfinding • Skilled/ Trained Labor for existing boat industry • Workforce preparation for technology sectors • Waterfront commercial development opportunities • Urban services and amenities As above, a great many Florida communities, including those in Volusia County, may also have the same or similar weaknesses, plus others. Success in economic development depends on how well these local weaknesses are overcome or minimized. Economic Development Strategic Plan, City of Edgewater,Florida 5 Development Opportunities and Targets Business and industry opportunities for Edgewater include a range of manufacturing and service activities that relate very well to existing economic activities and resources in the City and Volusia County, as well as new and emerging services and technologies associated with the proposed Restoration DRI and Deering Park. Opportunities for the City have been discussed with the Economic Development Board, resulting in identification of several types of business, industrial, and other economic activities as recruitment targets for the City. Opportunities and targets recommended include: • Boat Building and Marine Equipment,Supplies, and Services. Retention and growth of this leading industry in Edgewater is critical to the economic future of the City. Edgewater has a prominent regional and national role in the industry as headquarters of the widely recognized Boston Whaler, Brunswick Government / Commercial Products, Everglades Boats and EdgeWater Power Boats brands and as the location for several other boat builders and producers of marine equipment and supplies. • Recreational Equipment,Supplies, and Services. The Edgewater area has several small firms involved in the manufacture of recreational equipment and supplies, including surfboards, kayaks, paddle board, bicycles, and auto and motorcycle racing gear. Demands for sporting and recreational goods will continue to increase with a growing regional, state, and national populations and growing interest and participation in sports and recreation activities. Edgewater's large presence in the boat building industry, proximity to NASCAR's Daytona International Speedway, and Daytona's reputation as a motorcycle capital makes Edgewater a very marketable location for other sports and recreation-related business industries. Edgewater has designated paddling trails in the Indian River and Mosquito Lagoon and the East Central Regional Rail Trail Program with a trail head at Rotary Park will open more opportunities for suppliers and services for these types of recreational opportunities. • Commercial and Industrial Products and Services. The Edgewater area has a number of firms that produce equipment, components, parts, and supplies for and provide services to the electronics, computer, medical, automotive, aviation, and other industries. The fabricated metal products, machinery, computers and electronics, and medical products industries are leading manufacturing sectors in Volusia County. Broad segments of these industries rely on the type of labor force found in Edgewater. Economic Development Strategic Plan, City of Edgewater,Florida 6 • Green Industries and Technologies. Green industries include a wide variety of energy conservation and environmental protection and clean-up technologies, products, and services, including consulting and design services and energy-efficient building materials and equipment. The proposed Restoration DRI and Deering Park, with their orientation to the use of green technologies, is expected to put Edgewater in contention for a share of these industries, including firms that design, produce, install, and service environmental and energy conservation equipment and facilities. • Entertainment, Recreation, and Leisure Services. Potential commercial access to the scenic Indian River provides Edgewater with opportunities to attract and develop commercial and marine uses of interest to tourists and provide entertainment and leisure activities to residents. Desirable waterfront uses include restaurants, specialty retail shops, and marine activities such as charter fishing, sightseeing tours on the Indian River and Intracoastal Waterway, and eco-tours of river and marsh environments. Edgewater is now a designated Blueway Community through the Florida Paddling Trails Association with six paddling trails located in the Indian River and Mosquito Lagoon. Additionally, the East Central Regional Rail Trail Program will open in the next eight months with a trail head at Rotary Park. These recreational opportunities will open more opportunities for suppliers and services for Eco Tourism for Edgewater Success in attracting non-resident visitors to Edgewater also depends on types of commercial amenities planned and developed in the Restoration DRI, Deering Park and other travel-related facilities planned for and developed in the future near the I- 95/SR422 interchange. • Aviation and Aerospace Equipment, Supplies, Service, Supplies and Technologies. Edgewater is uniquely positioned to attract aviation related industries to its business parks and general aviation airport. Massey Ranch Airpark with its proposed Aero Tech Business Park is the City's public-use general aviation airport. Introduction of a plan to include more aviation and aerospace opportunities by increasing its relationship with Daytona State College, Embry Riddle Aeronautical University, and University of Central Florida to provide technical training and assistance. Edgewater's skilled workforce is compatible with new technologies available through ERAU. The high tech jobs created by these industries are high paying and will have a major impact on the local economy. Expansion of existing sites in these businesses and new endeavors should be actively pursued in the future. Other business and industry needs and opportunities identified include motor freight trucking, medical and health services, affordable housing manufacturing, and systems design and engineering. Economic Development Strategic Plan, City of Edgewater,Florida 7 Strategic Goals, Objectives, and Action Plan Long-range economic development goals and objectives and a five-year short-range plan of action were established in 2010. During the past five years, the City of Edgewater, County of Volusia, State of Florida and the United States struggled economically during the Great Recession that began in the fall of 2008. Volusia and Flagler Counties were deeply affected with the two highest rates of unemployment and foreclosures in the state of Florida. In 2012, the City and County began to experience a plateau experiencing a .5% to 1%positive economic growth. Since 2012 the City and County have experienced a 1% to 2% positive economic growth each year. Even though the past five years have been filled with economic hardships, the City of Edgewater has been able to complete many of the action plan items and prepare for future growth. Some of the original goals continue as ongoing projects. During the January 7, 2015 workshop, a few objectives and action items were edited or added. The updated goals are presented in detail in Section 4. Completed goals will be added as a new Section 5. New goals and objectives are summarized below. • Goal 1. Expanding Business and Industry in Edgewater Objective I.I. Identify Desirable Business and Industry Targets Objective 1.2. Market Edgewater to New Business and Industry Objective 1.3. Provide Outreach to Existing Business and Industry � Objective 1.4. Establish an Effective Internal Organization Structure Objective 1.5. Establish an Effective Inter-local Coordination Framework • Goal 2. Positioning Edgewater for Economic Growth Objective 2.1. Improve Internal Road Access and Circulation Objective 2.2. Improve Infrastructure Objective 2.3. Promote Development of Existing Industrial Properties Objective 2.4. Identify and Plan New Business and Industry Locations Objective 2.5. Attract and Prepare the Workforce for Tomorrow's Jobs • Goal 3. Elevating Community Image and Urban Services Objective 3.1. Develop a Downtown Edgewater Objective 3.2. Develop a New Community Civic Core Area Objective 3.3. Expand Health Care and Medical Services � Objective 3.4. Improve Bicycle and Pedestrian Circulation Objective 3.5. Improve Transportation Services for Residents Objective 3.6. Improve Inventory of Affordable Housing, Upper Scale and Nice Apartments Economic Development Strategic Plan, City of Edgewater,Florida 8 • Goal 4. Increasing Waterfront Access and Activity Objective 4.1. Improve Existing Public Access Facilities Objective 4.2. Identify and Promote Development of Waterfront Sites • Goal 5. Investing in the Future of Edgewater Objective 5.1. Establish Local Incentive Policies and Programs � Objective 5.2. Develop New Public Financing Mechanisms Objective 5.3. Actively Seek Federal, State, and County Financial Support Objective 5.4. Actively Support Annexation to Reduce Enclaves Objective 5.5 Support and Manage the Redevelopment Plan—Edgewater CRA Objective 5.6. Develop Design Standards for CRA District and SR 442 Objective 5.7 Investigate Opportunities for ECHO (Environmental, Cultural, Historic and Outdoor) Recreational Projects Economic Development Strategic Plan, City of Edgewater,Florida 9 2 Economic Profile and Competitive Assessment ECONOMIC PROFILE Growth Trends The City of Edgewater decreased in population by 2 residents from 20,750 in 2010 to 20,748 in 2014. The City ranks seventh in size in the County, and maintained its share of the county population from 2010 to 2014. West Volusia County had the greatest amount of growth, accounting for 53 percent of the countywide total (see Table 1). The North Volusia area was next with 33 percent; and South Volusia was 30 percent of the countywide growth. Table]. Volusia County Population Growth Trends, 2010-2014 Area and City Population Pop Growth Percent of County 2014(estimate) 2010(Census) 2010-2014 Growth North Volusia Daytona Beach 62,662 61,005 1,617 17.46 Daytona Beach Shores 4,264 4,247 17 .018 Holly Hill 11,661 11,659 2 .002 Ormond Beach 39,455 38,137 1,318 14.23 Flagler Beach(part) 60 60 0 0.00 NorthVolusia--Total 118,102 115,108 2,954 33.87 South Volusia Edgewater 20,748 20,750 -2 -.002 New Smyrna Beach 23,834 22,464 1,370 14.79 Oak Hill 1,855 1,792 63 .068 Ponce Inlet 3,041 3,032 9 .009 Port Orange 57,467 56,048 1,419 15.32 South Daytona 12,373 12,252 121 .130 South Volusia--Total 119,318 116,338 2,980 30.64 West Volusia DeBary 19,802 19,320 482 5.20 Deland 29,467 27,031 2,436 26.31 Deltona 86,360 85,182 1,178 12.72 Lake Helen 2,616 2,624 -8 -.0086 Orange City 11,483 10,599 884 9.54 Pierson 1,688 1,736 -48 -.051 West Volusia--Total 151,416 146,492 4,924 53.18 Unincorporated Area 115,057 116,655 -1,598 -17.39 TOTAL COUNTY 503,851 494,593 9,258 100.00 Source: University of Florida,Bureau of Economic and Business Research,April 1,2014(Due to rounding,numbers may not exactly equal 100) Economic Development Strategic Plan, City of Edgewater,Florida 10 Some cities had a loss of population due to the Great Recession that began in 2008, which forced many construction and service jobs to leave Florida. The effects of the Recession were sizeable. It has taken more than six years to see any growth (although it has only been 1% or 2%per year). Employment and population is beginning to increase statewide as the economy is becoming stronger. Florida projections to 2060 developed for the 1000 Friends of Florida, shows Volusia County growing to 693,000 in the next 20 years (2030) and to 860,000 by 2050. Using a conservative assumption that Edgewater maintains the previous five year's 4.28 percent share of countywide growth into future, the City population would increase to 29,300 by 2030 and to 36,500 by 2050. Prospects for future growth in the City, however, are considerably higher as the proposed Restoration DRI and Deering Park begin development and builds out over time. The 5,187-acre DRI includes a proposed 8,500 dwelling units to be developed over 15-20 years. Full build out would add approximately 21,000 residents to the City population, pushing it into the 40,000- 45,000 range by 2030, or double the current population. Deering Park is almost 900 acres at the southwest corner of I-95 and SR 442 mixed use project including single and multi-family residential developments, medical facilities, hotel accommodations, shopping, dining destination as well as industrial area and dedicated public spaces for parks and conservation. An even larger 59,000-acre proposed development south of the Restoration DRI, called Farmton, would add another 23,000 residential units over 50 years to an area covering parts of Brevard and Volusia Counties, once approved by various state agencies. With population growth, comes labor force growth and need for new jobs. Doubling the City population by 2030 would generate demand for another 10,200 jobs for local residents at an assumed five percent unemployment rate. Many of those jobs would occur in the Restoration DRI and Deering Park, where 3.2 million square feet of office, industrial, and commercial space is proposed. Labor Force Characteristics Occupational Profile. There are an estimated 8,784 persons age 16 and older in the Edgewater labor force as of 2013; a decrease from 10,438 in 2008, according to US Census Bureau American Community Survey data (see Table 2). Fifty three percent are considered professional workers; an increase from forty-eight percent in 2008. Forty six percent are considered industrial workers; a decrease from 52 percent in 2008, reflecting and overall decrease in construction related jobs as a result of the Great Recession that began in 2008. It has taken more than seven years to see a positive movement or upswing in the economy since the fall of 2008. This is in contrast to Volusia County, in which only forty one percent of the labor force is in industrial occupations. In Port Orange, the industrial labor force is only twenty five percent of the totals. Economic Development Strategic Plan, City of Edgewater,Florida 11 The largest occupational group in Edgewater is sales and office workers which have grown in the past five years from twenty five percent to twenty seven percent of the labor force, which is more in-line with twenty eight percent countywide. Service workers, a industrial group, is the next largest with twenty percent of the labor force, compared to sixteen percent countywide. Both are traditional lower wage occupational categories. In professional sectors, 11.2 percent of the Edgewater labor force have management, business, and financial occupations; a change from 9.8 percent in 2008. Another fifteen percent have professional and technical occupations, the majority of which is in education and health care. Volusia County and Port Orange have higher percentages in these two higher wage categories, with 15 and 4.5 percent in Volusia County and 12.8 and 21.3 percent in Port Orange. Table 2. Labor Force Occupational Pro ale,Edgewater and Other Areas,2013 1) Edgewater Port Orange Volusia County Occupation Number Percent Number Percent Number Percent Professional Occupations Management,Business,and Financial 984 11.2 3,232 13.5 23,296 11.9 Professional and Technical 248 2.8 5,124 21.3 8,783 4.5 Education and Health Care 1,101 12.5 31069 12.8 28,889 14.7 Sales and Office 2,390 27.2 6,646 27.7 55,553 28.3 Total--Professional 4,723 53.7 18,071 75.3 116,521 59.4 Industrial Occupations Services 1,727 19.7 2,513 10.5 30,814 15.7 Construction,Maint,and Repair 1,204 13.7 2,344 9.8 27,960 14.3 Production,Transportation,and 1,074 12.2 1,029 4.3 19,694 10 Materials Handling Farming,Forestry,and Fisheries 56 0.6 50 .2 1,113 .57 Total--Industrial 4,061 46.2 5,936 24.8 93,806 40.57 Total--All Occupations 8,784 ---- 24,007 ---- 196,102 ---- (1) Population age 16 and over Note: Percentages may not add to 100.0 due to rounding Source: US Census Bureau,American Communi. Survey. Economic Development Strategic Plan, City of Edgewater,Florida 12 Educational Attainment. Another labor force indicator is education. Table 3 shows comparative levels of education attained by the resident population age 25 and older in Edgewater, Volusia County, and three other cities -- New Smyrna Beach, Port Orange, and Ormond Beach. Percentages of residents who graduated high school are about the same in all five jurisdictions. Edgewater has the highest combined percentage of residents with some post- secondary education and associate degrees, but is lowest in percentages with bachelor and advanced degrees; however gaining 2.3 percent in the last five years. This reflects the shift from industrial orientation of the local labor to a more white-collar worker orientation. Table 3. Educational Attainment,Edgewater and Other Areas, 2013 (1) Level of Education Edgewater New Smyrna Port Ormond Volusia Beach Orange Beach County High School Graduate 90.8 91.3 89.8 93.6 87.6 Some College(2) 28.5 22.4 23.3 26.8 24.38 Associate Degree 9.5 10.8 9.7 8.9 9.6 Bachelor Degree 10.7 18 15.7 17.8 13.2 Advanced Degree(3) 5.7 11.1 7.8 13 7.6 (1) Population age 25 and over (2) One year of college and one or more years with no degree (3) Masters,Doctorate,or Professional Degree Source: US Census Bureau,American Communi, Survey Other Demographic Factors Contrary to what may be a popular perception that Edgewater has an older resident population, the median age of 47.5 years is less than New Smyrna Beach and Port Orange, according to American Community Survey data (Table 4). The Edgewater median household income is also comparable to what may be perceived as more affluent communities. The City does, however, have a lower per capita income, indicating that the size of the average household in Edgewater is greater than in other communities,but still a little bit higher than the County. Table 4. Demographic Com arisons,Ed ewater and Other Areas,2013 Demographic Edgewater New Smyrna Port Ormond Volusia Beach Orange Beach County Median Age 47.5 53.8 48.4 49.2 45.7 Med.Household Inc($) 45,379 50,000 45,696 50,022 42,457 Med.Family Inc($) 52,252 59,749 58,726 63,551 53,086 Per Capita Income($) 24,465 32,734 26,892 31,597 23,973 Med.Value Owner- Occupied Homes($) 131,900 212,100 147,000 168,800 142,800 Source: US Census Bureau,American Communi. Survey. Economic Development Strategic Plan, City of Edgewater,Florida 13 Edgewater also has a lower estimated housing value than the other areas to which it is compared. In economic development terms, income comparisons suggest that Edgewater households have the same spending power as households in other Volusia county communities and can support the same type of retail outlets found in other communities. The generally lower housing cost in Edgewater is also a plus factor for recruiting certain types of new business and industry. Industry and Employment US Census Bureau County Business Patterns data for 2013 (latest published) shows a total of 131,926 private sector jobs in Volusia County with an average annual payroll per employee of $32,641. The same source shows 3,280 private sector employees in Edgewater Zip Codes 32132 and 32141, with an average annual payroll of$30,363, or 93 percent of the countywide average. Employment in the two zip codes is 2.5 percent of the County total, compared to the City's 4.1 percent of the County population. Edgewater's economic development potential will have to be self-driven due to the fact that, up to this point, Edgewater has not been affected or prospered by the tourism related economic boosts seen by the majority of Volusia County. It is still important to understand the structure of the County economy (see Table 5). The majority of the County economy is driven by the needs and demands of the local population and visitors, as service sectors, retail trade, and local government accounted for 77 percent of all jobs in 2008 -- 84 percent with the construction industry included. Portions of the manufacturing, transportation, and wholesale trade sectors are also dependent on local demands for goods and services. Largest individual employment sectors in the County are health care and social services, with 19.42 percent of total employment, retail trade (16.5 percent), and accommodation and food service (14.11 percent). Sectors having the highest average annual wages are utilities ($74,240), management of companies and enterprises ($69,380), public administration / government ($50,000), finance and insurance ($47,300), and professional and technical services ($43,988). Best opportunities for economic development in Edgewater are in the manufacturing sector($45,596) and the professional and technical services sector. Several job sectors, principally accommodation/food service, arts/entertainment/recreation, and retail trade are influenced heavily by seasonal residents, vacationers, and tourists. Other than these non-resident influences, the County does not have a significant export-based economy, although it is growing with companies that have moved in such as Teledyne that exports to the oil industry and other companies that serve the aeronautical industry. Here, the presence of Edgewater in the County manufacturing sector is noteworthy, particularly in the manufacture of boats and marine equipment for external markets. In September 2014, Volusia County counted eight boat manufacturers reporting a total of 856 employees. Currently, the following boat manufacturers located in Edgewater reported the following number of employees: Boston Whaler / Brunswick Commercial Products 605 employees; Everglades Boats 189 employees; EdgeWater Power Boats 105 employees; and Bossman Boats 2 employees. Thus, Edgewater accounts for the vast majority of boat manufacturing jobs in the County of Volusia. Economic Development Strategic Plan, City of Edgewater,Florida 14 Table 5. Volusia CountV Em to ment Profile,2014 Industry NAICS(1) Avg Annual Avg Annual Percent of Employment Wages Total Empl. Private Sector Agriculture/Forestry/Fisheries 11 1,368 19,060 0.95 Mining 21 16 26,776 Negligible Utilities 22 414 74,240 0.28 Construction 23 9,339 36,844 6.49 Manufacturing 31-33 9,676 45,596 6.72 Wholesale Trade 42 3,890 44,088 2.70 Retail Trade 44-45 23,751 25,428 16.50 Transportation/Warehousing 48-49 2,270 44,872 1.58 Information 51 1,674 42,536 1.16 Finance/Insurance 52 3,847 47,300 2.67 RealEstate/Leasing 53 3,548 32,168 2.47 Professional/Tech Services 54 6,481 43,988 4.50 Management of Companies 55 994 69,380 0.69 Administrative Support Services 56 9,193 26,932 6.38 Educational Services 61 12,132 36,016 8.43 Health Care/Social Services 62 27,954 42,500 19.42 Arts/Entertainment/Recreation 71 3,896 25,096 2.70 Accommodation/FoodServices 72 20,302 17,112 14.11 Other Services 81 5,264 31,168 3.65 Unclassified 99 75 23,460 Negligible Total--Private Sector 11-99 136,163 37,728 94.64 Government-Public Administration Government 92 7,720 50,000 5.36 TOTAL--All Industries --- 143,883 38,312 100.0 (1) North American Industry Classification System code number (2) Average annual employment Source: Florida Department of Economic Opportunity,Bureau of Labor Market Statistics,Census of Employment and Wages Program(QCEW)Third Quarter 2014 Note:Numbers may not add up to 100%due to rounding. Economic Development Strategic Plan, City of Edgewater,Florida 15 SITE SELECTION FACTORS Site selection factors were researched utilizing the similar sources as the previous CEDS compiled by Kimley-Horn and Associates. Team Volusia provided the link and source for Area Development Online — 29`h Annual Survey of Corporate Executives: A Realignment of Location Priorities as background for identifying Edgewater's competitive economic strengths and weaknesses for attracting and sustaining job-generating and tax revenue-producing business and industry: • Transportation -- Interstate highway access; other streets and highways -- Poor condition of nation's highway infrastructure • Skilled Labor Availability and Training -- Advanced skills such as machine tool programming or bioprocessing -- Workforce training facilities and services • Sites, Buildings, and Other Factors -- Available sites and buildings —shovel ready -- Right To Work Legislation -- Incentives • Business Cost Factors -- Land and building costs -- Occupancy and construction costs -- Tax Incentives • Utility Systems and Services -- Energy availability and costs -- Sustainable facility development -- Water availability • Quality of Life Factors -- Primary, secondary, and higher education -- Public School Rating • Health Care -- Healthcare facilities -- Legalization of marijuana • Climate -- Weather-related factors -- Political leadership -- Land development and use policies and regulations Economic Development Strategic Plan, City of Edgewater,Florida 16 SITE SELECTOR REPORT: Area Development Online—291h Annual Survey of Corporate Executives:A Realignment of Location Priorities. "Corporate Respondents' Location Priorities Corporate decision-makers take many site selection and quality-of-life factors into consideration when making plans for new facilities, expansions, and relocations. Survey-takers were asked to rate these factors as either"very important," "important," "minor consideration," or "of no importance." Their ratings are shown in figure 31. Then, Area Development added the "very important" and "important" ratings in order to rank the factors in order of overall importance, as shown in figure 32, shown on the next page. Economic Development Strategic Plan, City of Edgewater,Florida 17 Jrtalrit limpot, ht m rkgF rir u r I n �r rp F nm i i I kk��JJff1I11��11 uuuuNN AvaiRlllab'illiilty of skilled Ilabor 510.0 32.1 12.1 4.6, Av-aClabiUity of unskilled IRabor 1.7.1 35.4 3110 14.x, TrMrrirrg programs 22.1 40.7 26.7 1005 Labor cosit.s 40.2 41.6 12.8, 4.6, lc, uunlion prcflRllle 48,8 22.1 19.81 91.3 Righit-etc-", crk state 50.0 27.9 10.5 11.6 i Mgh ,ay acces,MNliRit 56.5 31.8, 9,.4 2.4 RaiilNrcad serviice 17.2 13.6 261.0 412 AccessiibiRllli4 to major aiirparlt 3,00.6, 31.5, 30.6, 7.1. Waterway or cceanpertt acces,siiihifhty 15.7 12.1 300.1 42..2 AccesMbiRllliiity of advanced RCT services 13.5, 31.3 33.8, 21..2 IIIIII�„„��III Av-aCllalbiiliiit ofIl long-term financing 31.1 32.1 1 6.7 20.2 Corporate tax rate 45.1 300.5 14.61 91.81 Tax exemptions 40.2 310 15.9, 11.00 State and Ilocal iincentives, 35. 0 37.5 15.9, 11.0 Olh,er u4HIa bile buuiRllldiMgs 28.6, 53.6, 14.3 16, Av-aCllable Ilamrd 32.1 516 7.1. 7.1 Occuupancy o co nstruuciti on co sits 36.1 51.9 8.4 3.6, Expedited cr"fast track" perrnfttiing 34.9, 36.1 24.1 4.3 Raw mnaitemiAs avaiilalbiilliRity 15..3 35.4 23.3 17.1 En e rgy availlah iii 11lfty amid cos-its 30.5 46.3 15.9, 73 Envircnmu'entA regulations 33.7 30.9 200.5 lCO.RI Proximity to major markets 36.1 41.00 18.1 4.8 Proximity to suuppollliers 181.1 42.2 2.81.9 1103 Inbound/outbound shipping costs, 31.7 37.8, 14.61 15.9 proximn'i1ty to co1I1IIege/t:echrniicaI traiim'im 15.7 45.8 24.1 14.5 Waterava'ilIabillIi 21.E 22..61 35.7 200.2 ;�IN Ill � ((((((IIII �IN I Iffill lOWN 1 111M �llli Climate 16.5 43.5 35.3 4.7 HouuMng avaiilabiillliiiity 211.9, 49.8 27.9 2.3 Rol a uu si ng co sits 263 43 27.9 2.3 HeaIithcare faciiIiities, 27.1 47.1 22A 3.5 Ratings of public schocalls 27.1 48.2 210 4.7 CuulftuurA opportuuniitiiies 16.7 44.1 29.81 9.5 Rae<creaikonal opportunities 1:7.7 48,.2 27.1 7.1. Colleges and universities,iim area 27.1 41.2 21.2 lO..G Lo:w crime rate 35.0 49.4 16x.8, .5; 1 � � , Figure 31: 51ii1te seIRecttJiion factors Combined Ratings Site Selection Factors 2014 2013 1 Highway Accessibility 88.3 93.5(2) ** 2 Occupancy or construction costs 87.9 87.4(4) 3 Available land 85.7 90.3(13) 4 Available buildings 82.2 83.3(6) 5 Availability of skilled labor 82.1 95.1(1) 6 Labor costs 81.6 90.8(3) 7 Right-to-work state 77.9 80.6(11T) 8 Proximity to major markets 77.1 75.6(15) 9 Energy availability and costs 76.8 80.8(10) 0 Corporate tax rate 75.6 82.4(7) 11 Tax exemptions 73.2 80.6(11T) 12 State and local incentives 73.2 81.9(8) 13 Expedited or"fast tracking" permitting 71.0 76.3(14) 14 Low union profile 70.9 81.4(9) 15 Inbound/outbound shipping costs 69.5 70.9(18) 16 Environmental regulations 68.6 71.7(17) 17 Availability of long-term financing 63.1 74.8(16) 18 Training programs 62.8 51.5(23) 19 Acce ssi bi I i ty to majorairport 62.4 59.4(21) 20 Proximity to college/technical training 61.3 54.1(22) 21 Proximity to suppliers 60.3 67.7(19) 22 Raw materials availability 53.7 60.5(20) 23 Availability of unskilled labor 52.5 48.9(24) 24 Availabiltiy of advanced ICT services 45.1 84.6(5) 25 Water availability 44.0 N/A 26 Railroad service 30.9 29.4(25) 27 Waterway oroceanport accessibility 27.3 20.2(26) 1 Low crime rate 84.4 80.9(1) 2 Ratings of public schools 75.3 73.0(4) 3 Healthcare facilities 74.2 79.7(2) 4 HousingavaiIabiIity 69.7 71.5(5) 5 Housingcosts 69.7 75.3(3) 6 Colleges and universities in area 68.3 59.5(7T) 7 Recreational opportunities 65.9 66.4(6) 8 Cultural opportunities 60.8 54.8(9) 9 Cl i mate 60.0 59.5(7T) * Al] figures,are percentages and are the total of the "very important"and "important" ratings of the Area Develbpme,nt Corporate Survey and are rounded to the nearest tenth of a ** 2, 013 ranking Economic Development Strategic Plan, City of Edgewater,Florida 19 The 41 site selection factor in the 29th Annual Corporate Survey is highway accessibility, rated "very important" or "important" by 88.3 percent of the respondents. This is no surprise considering the need to move products and people into and out of a facility. In fact, proximity to major markets is ranked 48 among the site selection factors, with a combined importance rating of 77.1 percent. The poor condition of the nation's highway infrastructure adds to the concern about highway access. In the prior year's Corporate Availability of skilled labor Ihaving an Survey, the respondents had ranked effect on new facility/expansion plans: ' availability of skilled labor as the top location factor. This year, that No yep factor slipped to 45 in the rankings, % 45% only considered "very important" or II uu�� "important" by 82.1 percent of the respondents. Oddly enough, only 45 percent say fi_qure 33 availability of skilled labor is having an effect on their new facility/expansion plans (figure 33). Nonetheless, if we examine figure 31, we can see that availability of skilled labor is actually rated "very important" by 50 percent of the corporate respondents, ranking it second behind highway accessibility in the separate "very important" category. Additionally, two thirds of the respondent's note workers are lacking advanced skills such as machine tool programming or bioprocessing (figure 34). And the training programs factor if Yes, workers are lacking: • lumped from 423 to 418 in the m„ r 4ensuon,im�athematucal rankings, increasing 11.3 �� a u(� �u �� Mlli��w u percentage points (the biggest y �, „ % , ,� ,,,, , �� Rfft increase among the factors) and ill " � '��li° �" �� f�� U} W 7/ i% G l i �iry� �inrrgipof i., 6 now considered "very important" or "important" by 62.8 percent of iurriune rr� tN� rtu � ; the Corporate Survey respondents. STEM sklfls(salience,technoloigy, And although proximity to ......... ......... ........ ..,.,.., a ..... u.. ,.. ... ......� college/technical training still 0' 10 20 30 40 50 60 70 00 hovers in the lower half of the fi_qure 34 rankings at 420 this year, it did increase 7.4 percentage points with a combined importance rating of 61.5 percent. Economic Development Strategic Plan, City of Edgewater,Florida 20 Labor costs also slipped in the rankings from the 43 spot to 46, with a combined importance rating of 81.6 percent. It appears that the respondents to the 29th Annual Corporate Survey are more concerned with the cost and availability of sites and facilities. Occupancy and construction costs are ranked 42, with a combined importance rating of 87.9 percent. And available land jumped 10 spots to 43 in the rankings, considered "very important" or "important" by 85.7 percent of the respondents. This is followed by the available buildings factor at 44 with an 82.2 percent importance rating. Additionally, according to Cushman & Wakefield, U.S. industrial vacancy is at its lowest level in 14 years. John Morris, leader of Industrial Services for the Americas at Cushman & Wakefield, notes, "An improving economy, the expansion of e-commerce, and the growth of domestic manufacturing further fueled the rapid advancement we witnessed during the past year. In almost every market, industrial property continues to surpass supply". The upward trending of occupancy and construction costs, available land, and available buildings and downward trending of the labor costs factor may be attributed to projects that were previously put on hold during the economic downturn being moved off the back burner now, according to Les Cranmer of Savills Studley (see his accompanying analysis). According to Cranmer, companies are now more focused on revenue growth than cost-cutting, as well as getting projects up and running quickly. In fact, more than 60 percent of the respondents say the existence of a pre-certified or shovel-ready site is very or somewhat important(figure 46). Importance of the existence of an avail Importance of the existence of able building in site searches; a shove l-readlyJpre-certified site. elf no imm amtanCe Of no ium�ortarnce A mminar consideration very imnportarnt ...................... Very nrm�ortant A mmunor consideration Somewhat j 1 Somewhat important im,portamik �1ma ° figure 45 fa t.rre 4 Economic Development Strategic Plan, City of Edgewater,Florida 21 The right-to-work (RTW) state factor is also in the top 10 this year, up from its 11th place ranking in the prior year's survey to 47 in the 29th Annual Corporate Survey and rated "very important" or "important" by 77.9 percent of the respondents. And although low union profile is only ranked 414 in the combined importance ratings, it is ranked 43 (just behind availability of skilled labor) if one considers just its "very important" rating of 48.8 New unconventional sources of percent. energy (e.g., fraclking) having an effect on future location decisions: It was previously noted that the Midwest region Yes will garner most of the respondents' new `" 41% domestic facilities, and it's interesting that two states in that region Indiana and Michigan '°°°°°°°°°°°°°°°°°° have recently passed right-to-work legislation. 1 - ' Moreover, manufacturing employment is up in both of these states. Indiana, which passed RTW fig u re 38 legislation in February 2012, saw an 8.9 percent Sustainable facility level alpment more jump in manufacturing employment from March important now than in the past: 2012 to October 2014. And, in Michigan, which passed RTW a year after Indiana, manufacturing No jobs were up by 3.3 percent from March 2013 to October 2014, representing the 11th highest nationwide gain. Energy availability and costs remains among the top factors, ranking 49 this year and considered If o, rmea�sures, undertaken to irecluc+ "very important" or "important" by 76.8 percent company's "carbon f tpri nt": of the Corporate Survey respondents. However, three quarters of the respondents say new IL 1 D certificatlon for anew gat exi th i fad Iitie 25`,%6 unconventional sources of energy (e.g., shale oil from fracking) are having no effect on their112===11111 location decisions (figure 38). But about three i �� fifths believe sustainable facility development is more important now than in the past. In response distrilsut,on routs"rn tho.ds 23'1%(5 to this, two thirds of the respondents claim to be making energy-saving modifications to existing 73% INNINENNI , facilities, while nearly three quarters are thir recycling or re-using waste products (figure 39). 0 10, 20 0 40 50 60, 70 80 faor ' m' Economic Development Strategic Plan, City of Edgewater,Florida 22 Surprisingly, corporate tax rate and state and local incentives moved down in the rankings to �most of incentives tart w considered g rrnost important when making the 10th and 11th spots, although each (along a location decision: with tax exemptions, which tied and held its 11th position) are still considered "very important" or 72° "important" by around three quarters of the rnd's,loans,etc.) 361/6 respondents. Tax incentives are considered to be 50 the most important type of incentives by 72u , percent of those responding to the Corporate bs"d'ies' 4i5% Survey (figure 40). And nearly three quarters of 0 10 20 30 40 5 0 6 0 70 the respondents say that incentives are very or figure 40 somewhat important to a project moving forward in a particular location (figure 41). Importance of inceintives to a project moving forward in a particular location. Company has received and utilized incen- tives in the (past, Of no iworitance A minor coin sideiraition 5"a� 2w� No 41,"�Ip very nrnportan4 's''" -AD Yes 4t�1m I fln1i?wilat I important i If so, percentage of the incentives initially esti- mated vallue secured(or expects to secure): fc q u re 41 75%to 100% 5''fi 50 to 75 121YQ 10 tcn 25% 25%to 50% ......... ......... Incentives monies were repaid because investment and/or job creation obligations,were not mete �"irNUumuumu Mail Mn ... figure 4 s Nm moue mN Nom NN NN uNN NN Nr umu in in IM Nw Yes No �maaNra mNNNNiNN uuuu uum �bN uum uuuu uuuu 21-% ..... wa m�uimnli i mmIN o ;;,4imm ammrl�NUla l HIM N uumu, 01umu�uum fm �rr`Nmu'�'mmo iri�mmo"rr°�Nr"�0roo'�'oiou oiiN d.111 v umu v NN NN NNU uu� uu� NN N NN NN Nr v uoio oouo moio m^ I �u,amml�I�NN I figure 43' Economic Development Strategic Plan, City of Edgewater,Florida 23 Communities are offering specific incen- tives for "'green initiatives"- No ��u �I� w Yes 58 i� 42% —rrrrr-------- i M 1110111,i " "Green performance" requirements have been a stipulation for receiving in- centives, Yes Nio fig ure 44 The site selection factor showing the biggest change is availability of advanced ICT (information and communication technology) services dropping from 45 to 424 in the rankings and only considered "very important" or "important" by 45.1 percent of the Corporate Survey respondents. The only possible explanation for this is that these services are now so ubiquitous that they are taken for granted in almost every location. The factor showing the second largest drop in its importance rating down 11.7 percent points with a combined rating of 63.1 percent - is availability of long-term financing. This factor ranked 417 this year. With interest rates remaining low, this factor's rating is not surprising. Importance of water availability to operations: 4inay'i, ort+nnce mu�Nn a ,'qb o000 �000 a nary urmpa�rtant A new factor was added to the rankings this year ---- °�� '��0 ., '1'C water availability. Larry Gi erich managing director MUUJJA A rcmhor coinsH ruuuu�armiouor %�% irnprartant of Ginovus, says, "It's becoming more important not e,raflon �� n os % �`l��ti�� i uuuu uuuu. r rrrrrrrr. Paolo i0000 0000 only to industrial companies that use significant rrrr rrrr� water supplies in their operations, where it would be a key item anyway, but also important factor for Water availability affecting Company's lo- those that do not use as much water for their cation decisions: operations; such as office and distribution centers Yes �, uuuu wu...uur "�Y� and R&D facilities. We would have expected, �� ------------- OR therefore, this factor to achieve a high ranking, but it No, 87% � 000� so �000 �ooi ion, i iiuuuuauuuumi�� unnnauuuuauuuuiiuuu only ranked 425 among the site selection factors with ------------•• uuur �� ,;, mioui uuuui uuui u �uou��ru�ouuirrr auto a a >rr »r� Nam a 44 percent combined importance rating. """" """" """"' """" a r mn so 0 ou uuuu uuuu uuuu mums fi_qoro 37 Economic Development Strategic Plan, City of Edgewater,Florida 24 Finally, as in years past, quality-of-life factors are ranked separately from site selection factors. Not surprisingly, low crime rate remains the 41 quality-of-life concern of the Corporate Survey respondents, receiving an 84.4 percent combined importance rating. The quality-of-life factor showing the largest increase in importance 8.8 percent points is colleges and universities in area, ranking 46 among the quality-of-life factors with a 68.3 combined importance rating. This increase in importance points to the need for an educated and trained workforce. Ratings of public schools moved up two spots to 42 among the quality-of-life factors, with a 75.3 percent combined importance rating. The healthcare facilities quality-of-life factor is Healthcare coverage mandated ranked 43. However, 71 percent of the under the Affordable Care Act is affecting location decisions: respondents say healthcare coverage mandates under the Affordable Care Act are not affecting Yes their location decisions (figure 35). What will Ili 9 affect their location decisions, on the other hand, is legalization of marijuana. Nearly two ' thirds of the respondents believe the quality of the workforce will be negatively affected in gure 35 states that are legalizing marijuana, and almost Quality, of the workforce would be nega- half of the Corporate Survey respondents say tively affected in states that are legalizing legalized marijuana laws will affect their decision marijuana use: to locate a facility in states with such laws on the books (figure 36). Ro Yes --- rrr, 4CI Legalized marijuana laws would affect the decision to locate a new facility in states that have enacted such Ilaws: Yes ;Ia r6 .fd.ar Economic Development Strategic Plan, City of Edgewater,Florida 25 And, although climate is ranked at the bottom of the quality-of-life list (49), it is still considered "very important" or "important" by 60 percent of the respondents to our 29th Annual Corporate Survey. In fact, nearly half of the respondents say weather-related factors are very or somewhat important considerations in their location decisions (figure 48). Finally, it should be noted that none of the site selection or quality-of-life factors achieved a combined "very important" or "important" rating of 90 percent or greater. The respondents to our 29th Annual Corporate Survey seemed to have spread their priorities out among the factors. Importance of businesses Ipler ovrlrnirn sim— velar activities in the area of search: Of no irnportance wig Very'im rtant x u minor consideration Somewhat wlmpolrrarnt 3111,16 fiqure 4 Importance of weather-related factors in the location decision: Of no urrn ortameo Vary important ��ulllllllll��u�lm III Somewhat �,Imp or ant A rnnruor' � �1� IW�O i�t �� q runl�an� %, cor��sudomatiiorn � gum olouo r u _uud:r rnm��mUN,,. fi.94_irer 48 Economic Development Strategic Plan, City of Edgewater,Florida 26 Corporate Respondents' Information Sources The corporate executive readers use many sources of information when making location decisions, but chief among these are site magazines like Area Development at 81 percent. Half also use general business and financial publications as sources of information. Of the 69 percent of respondents who utilize the Internet in the site and facility planning process, nearly 80 percent are looking for data on specific locations; two thirds are seeking contact names; and more than half want to find available buildings and sites. More than two thirds of the respondents to our 29th Annual Corporate Survey say that when making location decisions, they start the information-gathering process at least one to two years out and contact the locations of interest three to six months later. For more than 90 percent, between one and five locations make their "short list" and warrant a visit. Eighty-five percent of the respondents make a final location decision with three months to a year of contacting the locations of interest. Fewer than half of the Corporate Survey respondents claim to use outside consultants when making location decisions. Those that do use the services of consultants employ them primarily to facilitate the real estate transaction (61 percent), perform location studies/comparative analyses (55 percent), and negotiate and manage the incentives process (47 percent). Drawing Conclusions Although economists project growth to continue in 2015, this year's Corporate Survey respondents are still hesitant 72 percent of them do not expect continuous economic growth until 2016 or 2017. Consequently, their location and expansion plans are not as robust as we had hoped. Perhaps their confidence will be bolstered by the fact that consumer spending, which accounts for more than two thirds of U.S. economic activity, advanced at a 4.3 percent pace in the fourth quarter of 2014 the fastest since the first quarter of 2006, and up from 3.2 percent in 2014's third quarter. "The level of consumer sentiment supports our view that consumer spending will kick the year off on a robust foot after the drop in energy prices left consumers' wallets full,"noted Bricklin Dwyer, an economist at BNP Paribas, New York, in a Reuters news release. But although the drop in oil prices is putting more money in consumers' pockets and boosting their spending on other products, on the flip side, economists warn that energy-producing regions could suffer job losses. Nonetheless, business investment in equipment has increased 8.6 percent over 2014 more than double the 4.2 percent annual average from mid-2011 to mid-2013. Inventories have also increased at an annual rate of $75.3 billion, as compared to the $46.6 billion average increase for 2012 and Economic Development Strategic Plan, City of Edgewater,Florida 27 2013. And, most importantly, hiring is up. As stated in beginning of this piece, 2.9 million jobs were added from the December 2013 to December 2014 period. The number of job openings in the U.S. is at the highest level since 2001 and this should translate to increases in wages and even more spending on durable goods such as furniture, appliances, and vehicles. Notably, 16.4 million vehicles were sold in 2014, the highest volume since 2006. "Over the long term, where the consumer goes, the economy goes," concludes Michael Gap, chief U.S. economist at Barclays. If this upward economic trajectory continues, we expect our 30th Annual Corporate Survey to reveal more new facility and expansion activity to fulfill consumer demand." Source: Area Development magazine online,Q1 2015 29t"Annual Survey of Corporate Executives: A Realignment of Location Priorities http://www.areadevelopment.com/Corporate-Consultants-Survey-Results/Q1-2015/annual- corporate-executive-business-expansion-survey-287775.shtml?Page=2 Certified Sites Additionally, the Duke Energy Site Readiness Program Volusia County conducted May 12, 2014 prepared by McCallum Sweeney Consulting states that those communities that have "Evaluated or Certified Sites" are better positioned to be selected by site selectors. Companies are very deadline driven. Once a market opportunity is identified, a company does not want to take much time to select a location and get up and running. Time to market is very important. Companies are looking for sites ready for quick development. Having certified sites has influenced the process of site selection in other cities, such as North and South Carolina, giving those communities a competitive advantage. States, regions, communities and individual owners instituting certified site programs is a growing trend in Economic Development. Most use a third-party verification program to provide a level of thoroughness and reliability. The advantages of certified sites include: • Know site's strengths and weaknesses • Allows for effective pro-active marketing • Better re-active marketing • During site selection, have comprehensive and thorough information for rapid response. • An Opportunity to be more competitive in site selection projects • Better prepared to offer development assistance as may be needed • Present properties that offer a company a minimum development schedule and minimal risks Source:McCallum Sweeney Consulting,Attracting Investment and Employment:Prepared Communities Win,Duke Energy Site Readiness Program Volusia County,FL May 12,2014 Economic Development Strategic Plan, City of Edgewater,Florida 28 COMPETITIVE ECONOMIC STRENGTHS Strengths are positive attributes and characteristics that enable a community or area to attract and sustain business, industry, and economic growth in an extremely competitive regional, national, and global marketplace, including up-to-date infrastructure, adequate and skilled labor, high quality of life, and favorable business climate. Strengths of the City of Edgewater are: • Regional location and transportation linkages • Communications Infrastructure • Available industrial site inventory • Existing industries • Property Tax • Property Tax Abatement • Traditional industrial labor force • Daytona State College • Restoration DRI • Deering Park • Business friendly environment • Community Redevelopment Area(CRA) • Quality of life, including the Indian River and Central Regional Rail Trail It should be understood that a great many Florida communities can claim the same or similar strengths and more. Success in economic development depends on how well local strengths are communicated to external markets. Regional Location and Transportation Linkages Edgewater has direct access to I-95, the major north-south freeway corridor serving Florida's East Coast, at Indian River Boulevard (SR442). Currently, FDOT is spending $255 Million dollars to widen the 14-mile stretch of Interstate 95 in Volusia County to 6 lanes. This I-95 / SR442 interchange is 15 miles from I-4 by way of SR44 and 25 miles from the Beachline Expressway (SR528) connecting Orlando to the Kennedy Space Center near Titusville. Being situated between the Daytona Beach and Titusville-Cocoa urban areas, Edgewater is well located to serve the two-county Brevard-Volusia area with a combined population of one million. Long-range transportation plans for Southeast Volusia County include the extension of Williamson Boulevard south from Port Orange to Edgewater west of I-95. The concept of extending SR442 to SR415 or even further to the SR417 Greeneway Expressway has been raised. These proposals and concepts would greatly improve commuting linkages between Deltona, Orange City, DeBary or Daytona Beach and Edgewater thus allowing Edgewater to become more integrated into the mainstream of future economic growth in the County. Economic Development Strategic Plan, City of Edgewater,Florida 29 r i UA r ' � ma LL y � it q 01 8� "��o% � �° � rid^ / L"' �' � ��f yr l/% iwr w i �i% �w��m^ i ' ysi 7wy irrR7P,d�tlJ , �„�W '""'��'� �a^Vo.'��' F�� i %�� r�"i j^I 5✓,;r��"` yf"AW+ n�/�n"I/�J' w �` i �/ i yy✓ �, rr� ylr ""'"�r"°"�"�,�' rry�I �i l�`"r �W w � ri H=�"�o '�41��I f(Gi �i,.,; �� % ,yF�, �q ""�a✓'�,�+^T�i�.(��I��"„��4P i 7"i��/��"/" iJ��"�'",� 1 YM "�^"" ��f�� (min ✓J ��"" ��,�� %�*�p�� ? `a � TV A" AII 1 ` ,1 JW F ti� ). �r r ....... _ i I l ----- -------- ---------- u Edgewater is traversed, north-south, by the Florida East Coast Railroad (FEC), an active freight line extending from Miami to Jacksonville, with connections to the Northeast and Midwest. There were two rail sidings in the City at the former Coronado Paint manufacturing plant and near the Tarmac plant site. It is understood that the Coronado Paint spur has been abandoned, but the Tarmac spur remains, although inactive. Rail freight service was replaced by motor freight service to a great extent because of the Interstate Highway System, but rail freight activity is making a dramatic comeback with increases in highway congestion and regulations affecting trucking and drivers. The existing rail spur and a presumed ability to re-establish the other are potentially significant marketing assets for the City. Another plus is that an area north of Park Avenue to 10th Street is one of the infrequent FEC locations with twin tracks. This is conducive for developing rail served industry as well as station stops for future passenger rail service, as is being talked about for the FEC line from Jacksonville to Miami. In addition to Interstate highway and rail access, Edgewater has an airport. Massey Ranch Airpark is a privately-owned airstrip available to the public and used primarily for recreational aviation. It can accommodate limited charter and corporate aircraft with its 3,845-foot paved runway. The airport is adjoined by a small industrial park consisting of several multi-tenant hangar-type buildings. The Airpark has hangar space available for lease and is zoned for industrial use, making it a desirable location for various aviation industries, including aircraft maintenance and flight training. Self-service fueling services are also available. Massey Ranch Airpark provides Edgewater with a transportation asset not found in many communities. Communications Infrastructure City staff met with existing Internet service providers to determine where gaps in the fast access DSL and cable broadband services exist. Agreements were reached an appropriate course and schedule of action with these providers to close remaining service gaps as well as wireless providers in the area to increase wireless coverage in Edgewater. City staff has also studied the local implication and requirements for improved broadband service under the new National Broadband Plan and developed a plan to meet requirements in concert with state, regional, and/or county agencies having system wide implementation responsibilities. March 2015, when the City upgraded their phone system and service, staff worked with Bright House Networks to upgrade and improve the telephone and internet service in the downtown area. This upgrade also greatly improved the services available to the ParkTowne Industrial Center. At this time, City staff is working with FPL and AT&T to move services underground on East Park Avenue and along US in coordination with the new sidewalk construction project. Economic Development Strategic Plan, City of Edgewater,Florida 31 Available Industrial Site Inventory Edgewater is, in many respects, the Volusia County industrial center and is the industrial center of Southeast Volusia. In addition to existing industry, vacant planned and zoned industrial land in the City is substantial. Most existing industrial development and vacant industrial land is located in and near the Park Avenue corridor generally west of the Old County Road and the Florida East Coast Railroad, running to the area of Airpark Road. This area includes the partially developed 342-acre ParkTowne Industrial Center, making the corridor the largest contiguous industrial area in Volusia County. ParkTowne has a number of existing occupants, but has ample vacant land remaining for development at attractive prices. Tracts are available up to 83 acres. The Edgewater Future Land Use Plan designates the entire area west of the Old County Road and the FEC Railroad from Park Avenue north to 10th Street for industrial use, including lands adjacent to the Daytona State College campus. There is presently no direct or convenient road connection from Park Avenue to 10th Street. The challenge remains regarding concerns that it would generate heavy traffic to/from the high school on Josephine Avenue (10th Street) in adjacent New Smyrna Beach. The former Coronado Paint property, a 16-acre plant site, currently for lease or sale in whole or in segments, includes a combination of office, production, and warehousing spaces totaling 203,000 square feet. It is one of the largest, if not the largest, available industrial facilities in Volusia County. The property has a new listing agent, Larry Kahn with CNL Commercial Real Estate out of Orlando. This connection was made possible by the efforts of Team Volusia. CNL is actively marketing the property and has had many inquiries in the past few months. The property is a major economic development asset, particularly if environmental permits have not expired, given difficulties in Florida with permitting what are essentially new chemical plants. While there is ample vacant industrial land in Edgewater and available building space, these assets do not have the benefit of proximity to and convenient access from I-95. However, the intersection improvements at Park Avenue and Old Mission Road were just completed; the rail road tracks and hump was removed; and the intersection was widened and improved the turning radius which now allows truck traffic to more easily traverse the intersection. At the County Council meeting on May 21, 2015 the widening of Park Avenue was approved; a $3 Million project. Construction is tentatively scheduled to begin in 32 months. There is ample vacant land near the I-95/SR442 interchange to support business and industrial park development and a range of commercial uses. Some of this opportunity on the west side of I-95 will be captured by the proposed Restoration DRI and Deering Park PUD. Economic Development Strategic Plan, City of Edgewater,Florida 32 Existing Industries Volusia County is known primarily for its tourism and retirement industries, not for its manufacturing sector, although there are a number of medium-size industrial employers in the County. Several are located in the Edgewater area, making it a leading industrial center in the County, if not the leading center. Indeed, counting large and small manufacturing firms, the Edgewater area has a higher concentration of industrial activity and employment in relation to population than any area of the County. Major manufacturers in the Edgewater area include four boat manufacturers -- Boston Whaler, Brunswick Commercial and Government Products, Edgewater Power Boats, and RJ Dougherty (Everglades Boats) -- which have a total of approximately 1,000 workers. These four employers plus many small manufacturers in the Edgewater area, account for a significant 12.5 percent of all 8,612 manufacturing jobs in Volusia County. Other than boats and marine equipment, industries well represented in Edgewater include construction, retail trade, professional / scientific and management, administrative, waste management, arts / entertainment / recreation, accommodation and food services. Property Taxes The City of Edgewater has the similar tax millage rate to Volusia County in 2014. Daytona Beach is highest with a rate of 6.9220 mills, including 1.0000 mills for Downtown Development. The Edgewater millage rate was 6.7000 mills, compared to 3.5764 in New Smyrna Beach and 4.4589 in Port Orange. The tax rate in Edgewater results from a greater proportion of residential uses in the local tax base; which are much more costly to serve than commercial and industrial land uses. Actual tax costs may not be as different as tax rates suggest, as assessed and taxable values in Edgewater may be less than for equivalent uses in New Smyrna Beach and Port Orange. To the extent that this is true, the City should make it known to prospective businesses and industries through marketing allies including the Volusia County Department of Economic Development. Property Tax Abatement November 2014, Edgewater voters approved Property Tax Abatement to new and expanding businesses in the form of ad valorem tax exemptions for certain types of new and expanding businesses that create new jobs. The exemptions would be for the city's portion of the tax bill only and the percentage exempted would be determined on a case by case basis. By law, the exemption only applies to improvements made to real property and added tangible personal property. Once the incentive ends, the employer would pay 100% of the assessed taxes from that point forward. Economic Development Strategic Plan, City of Edgewater,Florida 33 a �p S, a ' loom i "�F M «�m�wY NIP tl'� 'Itl"��Y � w✓fr ,. d rvW � aiIk9 d. '�C7A l t All, h F h ^c.a �k4f ,I `"w l, r a P Y t + ror""a'"r'rouvw,'" 1 OW OA k r a� c� f r � v r i h 1a Traditional Industrial Labor Force Edgewater has a well-established history of industrial oriented, construction, and service activities and many in the labor force are longtime residents. Much of the labor force either moved away or went back to school for retraining during the Recession. Many of these skilled workers are working or retired. Currently the trend is the widening job gap with the boat manufacturers needing more skilled labor as their businesses are quickly rebounding with mid and upper luxury boat sales on the upswing and the lack of young graduates filling the trades' industries jobs that will quickly become available as the existing labor force ages and retires. City and local partners are currently working with Daytona State College and University of Central Florida, New Smyrna Beach High School and Middle School to identify the upcoming job gaps and help guide students towards those industries as well as provide local training programs to help fulfill those jobs. In 2011 the City Council created the Local School Scholarship Program. The purpose is to create educational opportunities for students residing in the City of Edgewater and encourage them to pursue college after graduating high school and to assist local schools with enhanced educational programs. The fund is financed through monthly donations on resident utility bills, as well as donations by residents, businesses and friends. Daytona State College The Edgewater-New Smyrna Beach campus of Daytona State College (DSC), formerly Daytona Beach Community College, is located on 10th Street at the north end of the City of Edgewater. The campus is located in Edgewater but has a New Smyrna Beach address and zip code. The facility is one of six campuses in Volusia and Flagler Counties. Five campuses, including the main campus and Advanced Technology College in Daytona Beach, are in Volusia County. The other is in Palm Coast in Flagler County. The Edgewater-New Smyrna Beach campus is the only location in Southeast Volusia County. DSC programs of particular relevance to economic development in Edgewater are offered through its College of Engineering Technology and Occupational Programs. Programs are offered in computer science, AutoCad/GIS, design and drafting, manufacturing, and electrical and mechanical systems (HVAC, etc). DSC offers a Bachelor of Science in Engineering Technology, Bachelor of Science in Information Technology, and Bachelor of Applied Science in Supervision and Management. Daytona State College has been added to a partnership that allows students to automatically transfer to the University of Central Florida. This Direct Connect program guarantees admission to UCF for students who receive associates degrees at Daytona State College, Valencia College, Eastern Florida State College, Seminole State College of Florida and Lake-Sumter State College. Economic Development Strategic Plan, City of Edgewater,Florida 35 Restoration DRI The 5,187-acre Restoration DRI will transform the character and perceptions of Edgewater in very positive ways. Restoration will include 8,500 housing units and 3.3 million square feet of office, industrial, and commercial space and in 2010 was projected to generate an estimated 5,525 jobs, ranking the project among the largest in Florida and largest in Volusia County. Development is proposed over 15-20 years. This and other approved residential projects have the potential to double the City population in 20 years. As proposed, Restoration promises to be a model of responsible growth, environmental protection, and community design. Various "green" design standards and technologies will be employed in developing the community, including those that minimize impacts on wildlife habitats and other natural resources and systems. Approval and start-up of the project will require and trigger several major road improvements, including extending SR442 west of I-95 and extending Williamson Boulevard south to Edgewater at SR442. Right-of-way would also be preserved to permit the future extension of Park Avenue over I-95 to Williamson Boulevard. Deering Park Center Deering Park Center is a wonderful new mixed-use development located on almost 900 acres at the "gateway" to Edgewater, Florida at the southwest corner of I-95 and SR 442. The project is envisioned to provide a mix of uses, including single and multi-family residential developments, medical facilities, first-class hotel accommodations, superior shopping and dining destinations, as well as industrial areas that will facilitate distribution areas that are compatible with the surrounding environment. A significant portion of this proposed development will be located in picturesque lake-front settings with dedicated public spaces,parks and other civic facilities. Upon completion, Deering Park Center could have up to 1.5 million square feet of non- residential space; however, the owners are committed to a responsible approach to planning, with large, environmentally sensitive portions of the property planned for conservation and appropriate public use. In addition, a Community Development District (CDD) has been established so that only developers and property owners within Deering Park Center will be responsible for funding the required infrastructure, as opposed to the city at-large. Deering Park Center is poised to become a model for responsible, environmentally-conscious, mixed-use development that will spur economic growth and improve quality of life throughout the City of Edgewater and beyond. Business Friendly Environment The political and executive leadership in Edgewater is very pro-business and pro-growth, as evidenced by various initiatives taken in recent months and years to develop community visions Economic Development Strategic Plan, City of Edgewater,Florida 36 and position the City for economic development and growth. Broad segments of the community were involved in the Envision Edgewater process that resulted in development of visions for the City's future. Actions by the City to undertake economic development strategic planning and community redevelopment planning programs are direct results of Envision Edgewater. Local interest in economic development has been heightened by approval to create Community Redevelopment Area (CRA). While a segment of the population may prefer to keep Edgewater the same or go slow, the weight of public sentiment appears to favor growth that can deliver urban services and amenities presently missing or inadequate in the City, including restaurants, health care facilities, social gathering places, and a downtown. Community Redevelopment Area (CRA) Edgewater has established a Community Redevelopment Area (CRA) under F.S. 163 Part III. The area encompasses the US1 corridor from the northern city limits at 10th Street to Falcon Avenue to the south. The CRA includes approximately 400 acres consisting of 509 parcels, which is 2.8 percent of the total city area of 14,411 acres. The CRA Plan addresses the blighted area conditions observed in the Finding Report and sets the stage for a long-term series of redevelopment activities for new development that can instill civic pride through creating a sense of place, implementing environmentally-sensitive design, and respecting the context of the neighborhoods and downtown area. The Plan also furthers Volusia County's Smart Growth Initiatives for a clean, healthy environment; strong, livable communities; and a strong economy. The Redevelopment Area is expected to contain several distinct character areas, one of which is a vibrant quaint urban Downtown with a mixed use "main street" along Park Avenue from Ridgewood Avenue (US-1) to Riverside Drive and extending into George R. Kennedy Memorial Park along the Indian River. George R. Kennedy Memorial Park will be mostly a pedestrian zone serving as a focal point for the Downtown. This Downtown vision will extend to Ridgewood Avenue (US-1) at the intersection of Park Avenue and eventually to the west side of Ridgewood Avenue (US-1), creating an east/west pedestrian-friendly corridor. Other distinguishable areas will include the primary commercial corridors along Ridgewood Avenue (US-1) and Park Avenue, industrial areas, and residential neighborhoods. These distinct character areas will forgo the persistent haphazard development to areas with improved infrastructure, rehabilitated structures, and other beautification efforts such as landscapes and roadway improvements. Gateways will be developed at key intersections to identify entry to the Redevelopment Area with the northern gateway at Ridgewood Avenue (US-1) and the Edgewater City Limits and the Downtown area at Ridgewood Avenue (US-1) and Park Avenue. In addition, this Plan envisions outdoor recreational enhancements at Hawk's Park Recreation Complex and opportunities to connect Volusia County's East Central Regional Rail Trail to the Indian River. Economic Development Strategic Plan, City of Edgewater,Florida 37 Quality of Life While lacking in some types of urban services and amenities listed above, Edgewater is viewed by most residents and businesses as a good place to live and work. Residents like the unhurried lifestyle, comparatively low cost of living, small town and family-friendly atmosphere, the scenic Indian River, and manageable size of the City, all while being able to take advantage of shopping and entertainment opportunities in places nearby, including New Smyrna Beach, Port Orange, Daytona Beach and Orlando. Additionally, since the first CEDS, the City of Edgewater has made a lot of progress in providing "things to do" for residents as well as working with local internet providers so that residents can have access to fast internet service. On February 3, 2013, the City Council of Edgewater adopted Resolution 2013-R-03. The Bicycle Pedestrian Master Plan in which the "Plan" will guide City staff, property owners and developers in determining where bicycle/pedestrian facilities are needed to create an effective bicycle/pedestrian network within the City. Now, in the City's Land Development Code, all new developments are required to install sidewalks. Possible funding sources were identified in the "Plan"including Federal, State, and Local. Beginning October 2014 the City issued a Notice to Proceed for the construction of approximately 4 miles of sidewalk on the east and west sides of US 1 from Volco Road to the northern City limits (10th Street). The project is scheduled to be completed by June 2015. This project is funded by a Local Agency Program (LAP) grant from the Florida Department of Transportation (FDOT). Volusia County's East Central Regional Rail to Trail Program includes a trail head at Rotary Park on Park Avenue. The Trail head and paved trail system to SR442 is scheduled to be completed by December 2015. The remaining trail from SR442 down Cow Creek Road to Maytown Road and across SR415 connecting into the ECRRT system is currently in the bid process. Bicycle infrastructure has been a proven economic driver throughout the country, bringing in more tourists, and more businesses to an area providing a big payoff for tax payers and business owners. Beginning January 2015 the City entered into an agreement with Traffic Engineering Data Solutions to research and provide design documents for the future construction of sidewalks along Flagler Avenue from 12th Street to Park Avenue in an effort to provide residents with a safer pedestrian travel and improve conditions within school walk-zones. Beginning in the 2014 — 2015 fiscal year, the City created a monthly event called EdgeFest. The monthly event usually partners with another local organization and businesses such as the Economic Development Strategic Plan, City of Edgewater,Florida 38 Edgewater Rotary or CAPS as a fund-raiser event such as car show, BBQ Cook off or Chili Cook-off and the City partners by providing vendor spaces, the venue, music / entertainment, bouncy houses for the kids and a family friendly movie at dark. The event has created a positive buzz with families as well as local businesses who exhibit their wares on a monthly basis. For the day of the Christmas Parade, EdgeFest featured Santa's Workshop and Elves where children were able to meet Santa and the April event featured an Easter Egg Hunt with over 4,000 children participating. Moving forward, the City has decided to opt for a test pilot program by creating a Special Events Coordinator position tasked with coordinating two events per month beginning June 2015 through December 2015. The resulting programs and events will help promote the City and provide residents with more things to do in the City. The Indian River is a significant asset, as the name Edgewater indicates. Although bordered by Riverside Drive, which provides expansive views of the Intracoastal Waterway and across the wide coastal marsh that separates the City from the barrier beach beyond, public access to the River is limited. There are public parks and boat ramps on the River. At this time there are not any waterfront commercial attractions, including restaurants and marine facilities providing eco-tours, fishing charters, and boat/kayak access, but interest is increasing with developers and business prospects interested in developing these types of projects along the waterway. As we acknowledge that increased access to and activity on the River will enhance leisure opportunities for residents and help promote Edgewater as a potential visitor destination. One of these amenities includes Menard-May Park, which is a perfect launch beach for paddling activity such as canoes, kayaks and stand up paddle boards. Additionally, the area is included in Segment 22 of the Circumnavigational Trail (CT) of Florida through the Greenways and Trails Office of the State of Florida. This park provides a unique stop due the walking distance to the post office, hardware store and restaurants for supplies for those persons paddling the Salt Water CT. The City is the first in Volusia County to be designated a Blueway Community by the Florida Paddling Trail Association (the second on the east coast of Florida behind Fernandina Beach). The City is currently working on making upgrades to the park for showers, wash off area for paddlers, maps, RFP concessionaire for paddling, food and other services. Another distinctive asset is the nearby Atlantic Center for the Arts (ACA), which is recognized among the foremost artist residency facilities in the U.S. ACA was founded by noted sculptor and environmentalist Doris Leeper in 1982, and brings together master artists and upcoming artists from many disciplines in a collaborative atmosphere. Programs and exhibitions are available to the public throughout the year. The facility is also used as a corporate retreat. Economic Development Strategic Plan, City of Edgewater,Florida 39 Competitive Strengths Competitive strengths are inclusive of or additional to those described above and are summarized below, not necessarily in order of importance. • Competitive location • Situated between Daytona and Titusville/Cocoa urban areas • Access to I-95 • Access to Indian River • Good available industrial land inventory with zoning and utilities • Park Avenue and Mission Road intersection improvements make truck traffic more accessible for ParkTowne Industrial Park to I-95 • Large tracts of land on the Indian River available for development • Housing developments are being sold and reactivated • New Industry for Edgewater- Eco-Tourism • Paddling Trails identified and mapped • East Central Regional Rail Trail—trail head soon to be completed at new downtown Park Avenue Rotary Park and Dale Street • Good existing infrastructure • Roads have opportunity for additional capacity • Existing FEC rail spur(s) and Massey Ranch Airport • Daytona State College campus • Currently working with FPL and communication providers to move utilities underground in key places • Pleasant and quiet small town atmosphere; good place to live and raise a family • Growing positive public and political climate for development and growth with opportunities to plan for and accommodate growth with a generally clean slate • Business-friendly City government, including streamlined permitting • Community identity • Improving Communications Infrastructure • Currently upgrading communications network with AT&T, Bright House Networks, etc. • Existing industrial land uses and firms show that Edgewater is a good location for industry and industrial growth Economic Development Strategic Plan, City of Edgewater,Florida 40 COMPETITIVE ECONOMIC WEAKNESSES Competitive economic weaknesses are disadvantages and liabilities that limit the ability of a community or area to attract and sustain economic growth and business and industry, and that have to be minimized or overcome in order to position a community or area to succeed in a competitive regional, national, and global marketplace. Weaknesses may include inadequate infrastructure, a labor force without the skill sets needed for new technology-oriented jobs, and high operational cost factors (energy, taxes, etc.). City of Edgewater weaknesses relate to: • Internal circulation and way finding • Technology Infrastructure • Number of workforce needed • Waterfront commercial development investors • Retail/Urban services and amenities A great many Florida communities, including those in Volusia County, may also have the same or similar weaknesses. Success in economic development depends on how well these local weaknesses are overcome or minimized. Internal Circulation and Way Finding Inadequacies in internal circulation and way finding describes difficulties in finding, accessing, and serving existing industrial areas in the City, particularly those in the Park Avenue and Old County Road corridors. Both are two-lane roads and neither has a direct or prominent link to SR442 or I-95. Connecting roads, such as Airpark Road and Old Mission Road, are themselves two lane roads with no signage to indicate where they lead, with the exception that the Airpark Road name is suggestive of a destination. Major industrial areas of the City are, in effect, hidden resources unlikely to reach their potential without better regional convenience and exposure. The Community Redevelopment Area (CRA) Plan includes way finding signage within the CRA District, which encompasses most of US1 from the City limits to the north to Falcon Avenue to the south as well as Park Avenue east of the rail road tracks. Additionally, as previously listed from the 2010 CEDS; Plans for the Restoration DRI would permit future extension of Park Avenue west over I-95 to meet an extension of Williamson Boulevard south from Port Orange. This extension of Park Avenue would be major boosts to industrial properties in Edgewater in terms of regional access and exposure. Economic Development Strategic Plan, City of Edgewater,Florida 41 More immediate solutions are needed and two recommendations should receive additional consideration and study. The first is to upgrade Airpark Road between Indian River Boulevard and Park Avenue as the main entry to the Edgewater industrial area from I-95. Second, to investigate various opportunities that will shorten the distance and improve connections to SR44 and SR44/I-95 interchange, as well as to promote a synergistic relationship between Edgewater industries and Daytona State College. Technology/Infrastructure While the City has made great strides in identifying and upgrading the areas throughout that are lacking some infrastructure for communications and technology, there is still more work to be done. In the southern region of the City, the newer housing developments still do not have good cellular phone reception, natural gas availability nor reclaimed water availability. Workforce Preparation Edgewater has a solid industrial labor force (see Competitive Economic Strengths), and becoming more competitive in terms of more educated professional and technical workers, including workers with computer skills. Prospects for more of this trend over time are good, particularly with the advent of new engineering technology programs at Daytona State College and development of the Restoration DRI and Deering Park, which promises to be a laboratory for advanced green technologies. Also on the positive side are a number of small production, professional, health care related, educational services and consulting firms in Edgewater that have skills geared to the new knowledge-based, technology-oriented economy. Community Identity Edgewater's inadequacies in terms of community identity relate to the lack of a sense of place that comes primarily from not having a definable downtown Edgewater. Missing in Edgewater is a central place with the streetscape and architectural ambiance and mix of civic and commercial uses that characterize traditional downtowns like that in neighboring New Smyrna Beach. The existing "downtown" Edgewater is the cluster of retail and service uses around the intersection of US and Indian River Boulevard. A strong public desire for a downtown Edgewater was expressed through the Envision Edgewater process, resulting in creation of a downtown vision for the Park Avenue corridor between USl and the Indian River. Toward this end, the City has recently received delegation of authority to create a Community Redevelopment Area centered on this area and developing a Community Redevelopment Plan as the basis for transforming this area into "Downtown Edgewater." The importance of a downtown to economic development cannot be overstated, Economic Development Strategic Plan, City of Edgewater,Florida 42 particularly in attracting knowledge-based businesses and professionals to the community. Additionally, the City has created a branding with the new City seal/logo and sells T-Shirts, baseball caps, car license plates, and stickers. Combined with the new City event, EdgeFest—a family friendly event with vendors, special event like a car show or chili cook off combined with entertainment, kids zone and a family movie in the park, residents have a new-found sense of pride and community identity in Edgewater. Waterfront Commercial Development Opportunities The Indian River waterfront in Edgewater is almost entirely residential, except for the Boston Whaler property on the south end of the City. Commercial development -- restaurants, shops, marine amenities, etc. -- found in many waterfront communities and attractive to residents and visitors alike are absent in Edgewater. The lack of waterfront commercial development precludes Edgewater from participating in another form of economic development -- tourism, including ecotourism. It is also a quality of life issue, as existing and prospective residents also benefit from having local places to visit and enjoy. As previously identified in 2010, redevelopment of the Park Avenue corridor as a downtown Edgewater includes the possible relocation of City Hall from the riverfront to an inland location. In addition to this waterfront redevelopment opportunity, there is a 60-acre former industrial site on the Indian River at the south end of the City adjacent to Boston Whaler that may have potential for redevelopment as a mixed-use waterfront project. The site is large enough to accommodate a range of commercial, tourism and residential uses, including multifamily residential units, restaurants, shops, and marine facilities, including dry-stack storage, that would be attractive to residents and as a visitor destination. The property, now in receivership, was once vested with rights for 300 boat slips, which are now available to the City. The City is currently working with the property owners/receivers as well as many interested developers to create a sustainable plan for the property. Furthermore, Marker 57 Marina has recently become available for sale. The City is currently discussing options with a few different investors who are interested in purchasing the property and upgrading / renovating the property for marina, restaurant, paddle launch beach, and overnight accommodations. Economic Development Strategic Plan, City of Edgewater,Florida 43 Urban Services and Amenities Although residents give Edgewater high marks as a family-friendly place to live, they are quick to point out their perceptions of what the City lacks in terms of urban services and amenities. Lack of a downtown, civic and commercial core tops the list, but others on the wish lists of a great many residents include places to gather and have social functions (i.e., civic center, meeting hall). Further amenities include: more health care practitioners and facilities, assisted living facilities, sidewalks and bike paths/trails, and good restaurants. Public transportation services are also limited. Many of these are dependent on the size and incomes of the local population (e.g., health care services, restaurants) and others (e.g., civic/social center and sidewalks/bike trails) are related to the financial capacity of the City. The fact that Edgewater is lacking in many of these amenities suggests that the market is unaware that the City has the size and income levels to support more services than currently found. Edgewater's current resident population is around 22,000. With the Restoration DRI, Deering Park and some 20 other vested development; the City population could easily double to over 40,000 in the next 20 years. Median household income in Edgewater is comparable to that in surrounding cities; however, increasing the City's visibility in the marketplace remains a challenge. Restoration, Deering Park and other vested developments will aid in raising the visibility of the City, as will strategic waterfront development and redevelopment. Expansion of health care and medical facilities in the City is a leading need and priority, particularly a community hospital with associated facilities such as Assisted Living Facilities with skilled nursing staff. A community hospital would be a catalyst for other health care facilities and services. At present, Southeast Volusia County is served by only the 112-bed Bert Fish Medical Center in downtown New Smyrna Beach, compared to over 1,800 beds in six other hospitals in the County. Moreover, Southeast Volusia has only one of 15 ambulatory surgery centers in the County that are not part of area hospitals. Current and expected future levels of population in the Edgewater area are such that planning for a new community hospital should begin. Next steps include discussions of needs and opportunities for a community hospital in Edgewater with hospital planners for facilities in the region, such as Florida Hospital and Halifax Health, the largest providers in Volusia County. Economic Development Strategic Plan, City of Edgewater,Florida 44 Economic Development Board Competitive weaknesses identified are inclusive of or are additional to those described above and are summarized below, not necessarily in order of importance. • The area lacks the number of skilled labor needed for the existing boat manufacturers to grow. Many young high school graduates are moving out of the area in lieu of staying home to fulfill the manufacturing jobs and trades jobs that are anticipated. Some, local workers with traditional industrial manufacturing backgrounds lack skills oriented to new industries and occupations; many in the workforce are poorly qualified for jobs in a tech-based economy; there is a perceived lack of skilled labor in Edgewater • Urban growth pattern is not well-defined; Edgewater has no identifiable downtown • No civic/social center; limited medical services and assisted living facilities for seniors • Limited non fast food chain restaurants in City (e.g., Outback, Starbucks) • Perception that Edgewater is a good place to live, but has limited job opportunities • ParkTowne Industrial Center is more restrictive to certain uses and activities than other industrially-zoned areas of the County; need to study and determine differences and reach some accord on standards and regulations that best serve both the City and ParkTowne Economic Development Strategic Plan, City of Edgewater,Florida 45 3. Economic Development Opportunities and Targets SELECTION CRITERIA Identification and selection of the types of businesses, industries, and institutions well suited for the City of Edgewater and for which the City can become competitive are based on several considerations, including: • Those targeted for recruitment by the State of Florida • Those defined and adopted as targets by economic development agencies in Central Florida • Those growing nationally and regionally with tendencies to locate and expand in southern coastal states • Those already well represented in Volusia County and Edgewater • Those having location and operating characteristics compatible with the labor, transportation, and other resources in Volusia County and Edgewater REGIONAL TARGETINDUSTRIES Target industries are economic activities that state, regional, and local economic development agencies and organizations identify as priorities for attracting, stimulating, and sustaining new tax-producing investments and good jobs. Economic development targets actively promoted in East Central Florida, some of which may be applicable to Edgewater, are listed below. Enterprise Florida Enterprise Florida has statewide responsibility for marketing Florida to new business and industry. The organization has identified the following types of business and industry as those having the greatest appeal for and economic impact on Florida, are considered those for which Florida is an attractive and competitive location: • Cleantech -- solar, biofuels, fuel cells, etc. • Life Sciences --biotechnology, medical device mfg,pharmaceuticals, health care • Information Technology --photonics/optics, digital media, software and computer systems design, computers and microelectronics, telecommunications • Aviation/Aerospace • Homeland Security/Defense • Financial and Professional Services • Manufacturing • Corporate Headquarters Economic Development Strategic Plan, City of Edgewater,Florida 46 Metro Orlando Economic Development Commission The Metro Orlando Economic Development Commission is the lead economic development marketing organization in the Orlando Metropolitan Area, consisting of Orange, Osceola, Seminole, and Lake Counties. Volusia County is not part of the Metro Orlando EDC area, but many of the target businesses and industries being sought for the four-county Orlando area are also relevant to Volusia County. Firms looking at Central Florida may find Volusia County a convenient and attractive alternative. Metro Orlando EDC targets are: • Business Services • Advanced Technologies • Aviation & Aerospace • Film & Digital Media • Life Sciences & Healthcare • Aviation, Aerospace& Defense Volusia County Department of Economic Development The Volusia County Department of Economic Development strategies and efforts are directed toward increasing high quality jobs and business investment in our existing companies. It has been said that "...the main thing is keeping the main thing the main thing..." and Volusia County's economic development focus is based on our "main thing" - assisting our existing community of business and industry through business assistance and retention efforts. As part of their overall mission, they provide assistance at no cost to businesses with the desire and potential for growth within Volusia County. The Division of Economic Development can help start-ups, second-stage, or maturing businesses directly or refer owners to other qualified organizations. Retail Strategies In February of 2014 the City Council contracted with consultant Retail Strategies LLC to provide professional consulting, retail market research, recruitment and related services for three years. Services include: custom demographic research, market segmentation analysis, retail gap analysis, retail peer analysis, thematic mapping and aerial imagery by trade area, retail competitor mapping / analysis, market maximization summary and strategic leasing plan, identification of retail prospects, retailer recruitment and execution of the retail leasing strategic plan and conference representation at the International Council of Shopping Centers trade shows. Retail Strategies provides updates showing the companies that they are contacting on behalf of Edgewater and their feedback. Despite the fact that at this time, the City does not meet the criteria of number of households, population or household income; Edgewater is now on many corporate radars for the future. Economic Development Strategic Plan, City of Edgewater,Florida 47 Team Volusia Team Volusia Economic Development Corporation is an organization that works to support business growth and recruit new business. As their website states, their clients are high-impact businesses both domestic and international, as well as site selection consultants that represent those companies. They measure their success based on new jobs created and capital investment. Team Volusia EDC is a public/private partnership representing Volusia County and its 16 cities which comprise the Deltona-Daytona Beach-Ormond Beach metropolitan area. Incorporated in August 2010, the formation of Team Volusia EDC is evidence of a community-wide, collaborative effort to diversify the local economy and ensure economic prosperity for its residents. As a 501(c)(6) not-for-profit, Team Volusia is funded by Volusia County, nine cities, over 40 local private sector companies, five higher education institutions, and Volusia County Public Schools. Businesses and industries being actively sought for the County include the following: • Aviation & Aerospace • Headquarters /R&D • Manufacturing • Film Production EDGEWATER IND US TRIES Edgewater is a leading manufacturing center in Volusia County, if not the leader, with companies as diverse as Boston Whaler, EdgeWater and Everglades, brand names in family fishing boats headquartered in Edgewater. Additionally there is specialty food products manufacturer Tropical Blossom Honey, and Captain Foods, a wholesaler and private label co- packer. Types of businesses and industries for which Edgewater is very well suited and capable of attracting and supporting include those already located here, including the following manufacturing and service industries: • Power Boats —the major brands have well over 100 employees each and still expanding • Marine Equipment, Supplies, and Services • Machining, Machine Tools, and Metal Finishing • Automotive and Aircraft Products and Services • Metal and Plastic Industrial Components and Products • Electrical and Medical Equipment • Recreational Equipment and Supplies, including surfboards and racing gear Economic Development Strategic Plan, City of Edgewater,Florida 48 • Air Conditioning Contractors • Car part and accessories retail stores • Building Products and Construction Materials • Specialty Food Products • Electrical Contractors • Sign Manufacturers Many of the existing manufacturing and related service industries in Edgewater are listed in Table 7 below. Estimated employment is also shown, where found, based on data from the Volusia County Economic Development Corporate Guide, www.hoovers.com, www.manta.com, City of Edgewater 2013 —2014 CAFR and City of Edgewater business license records. Economic Development Strategic Plan, City of Edgewater,Florida 49 Table 7. Edgewater Industries Name of Firm Employees Industry Type Advanced Heat&Air 20-49 Air Conditioning Contractor Anderson Performance Heat&Air 2 Heating&air conditioning systems/sheet metal contractor Autozone 10-19 Car part supplier B&C Signs 2 Signs manufacturer Best Western Inn 2 Overnight accommodations Boston Whaler,Inc. 620 Boat manufacturer Brunswick Commercial&Govt Products 97 Boats for government use Captain Foods,Inc. 7 Co-packing/private label/wholesale Cart Tech 20-49 Remanufactured shopping carts Centroid Products 1 —4 Flow meters and counting devices Coast Chassis Design 1 —4 Race cars and components Complete Dewatering Pumps 16 Pumps Custom Surface Works 1 -4 Custom counter tops Creative Form Products 5-9 Marine equipment/propellers/ship&boat Custom Tube Products,Inc. 29 Precision metal tubing&assemblies for medical&aviation D&S Camshaft 1 —4 Aircraft engine component overhaul Duct Fab Inc 1 Steel-structural manufacturer ECO Wolf 5-9 Recycle fiberglass machinery/manuf. Seacast rM Transom EdgeWater Power Boats 105 Boats manufacturer Electrical Energy Systems,Inc. 20-49 Electrical contractors Encore Cabinetry 5 -9 Cabinetry Fantastic Signs 3 Signs First Response Disaster Team 10-19 Residential water damage restoration Hydroplus Engineering 5-9 Manufacturer of vacuum former machines manufacturer Island Dream Homes 10- 19 Contractor building/roofing I P Data Corp. 1 -4 Online service providers (continued) Economic Development Strategic Plan, City of Edgewater,Florida 50 Table 7. Edgewater Industries(continued) Name of Firm Employees Industry Type Lab Corp. 5-9 Medical lab LMN Printing Co,Inc. 10- 19 Commercial printing;publishing Mac Marketing LLC 1 —4 Wholesale furniture dealer MIL Spec Metal Finishing,Inc. 5-9 Metal plating/finishing Orion Surfboards 1 —4 Surfboard manufacturer PJR Enterprises of Volusia 2-4 Powder coating/industrial coating Porta Fiberglass,Inc. 1 —4 Boat builder/boat yard Porta Products Corp. 3 Inboard/outboard motor boat builder/repair Publix Supermarket 142 Supermarket Pyramid Irrigation 5-9 Dry well contactor RJ Dougherty/Everglades Boats 189 Boat manufacturer Regency Elderly Care 5-9 Residential Care Home Richenburg Surfboards 1 -4 Surfboard manufacturer Ste elmaster Industries 20-49 Structural products/ prefabs metal buildings/concrete System 21,Inc. 10- 19 Sign manufacturer Smyrna Shooters Supply 1 -4 Guns and gunsmith Tarmac America,Inc. 20-49 Manufacture polyurethane products Tropical Blossom Honey Co. 10- 19 Honey Viking Aircraft Engines 3 Aircraft manfuacturer WatersEdge SUP,LL 17- 19 Manufacturers Stand Up Paddle Boards&Erie Surf Boards Wheels and Wings,LLC 14 Steelworks,blast furnaces World Housing Solution,Inc. Not available Sustainable housing Sources:www.manta.com;City of Edgewater 2013-2014 CAFR;Volusia County Economic Development Corporate Guide and www.hoovers.co m Economic Development Strategic Plan, City of Edgewater,Florida 51 BUSINESS AND INDUSTRY OPPORTUNITIES AND TARGETS Business and industry opportunities for Edgewater include a range of manufacturing and service activities that relate very well to existing economic activities and resources in the City and Volusia County, as well as new and emerging services and technologies associated with the proposed Restoration DRI and Deering Park. Characteristics of a number of businesses and industries in Volusia County shown in Table 8 below provide a basis for identifying economic development opportunities in Edgewater. For example, leading manufacturing sectors in terms of jobs and wages are transportation equipment (particularly boats), non-electrical machinery, fabricated metal products, computers and electronics, professional / scientific / technical services and miscellaneous manufacturing (particularly medical devices). Table 8. Details./or Selected Volusia County Em to ment Sectors,Se tember 2014 Sector and Industry NAICS(1) Establishments Employment Avg Wages(�) Manufacturing 31-33 466 9,696 45,596 Food Products 311 18 362 32,120 Printing and Related 323 59 479 34,116 Chemical Products 325 17 438 42,380 Plastic and Rubber Products 326 16 161, 48,256 Non-Metallic Mineral Products 327 30 443 37,240 Fabricated Metal Products 332 73 1,195 46,136 Non-Electrical Machinery 333 37 1,300 51,956 Computers&Electronics 334 31 1,723 52,100 Transportation Equipment 336 29 1,115 44,868 --Boats 3366 8 856 47,896 Furniture&Related Products 337 34 239 26,112 Miscellaneous Manufacturing 339 64 1,275 51,104 --Medical Equip&Supplies 3391 29 980 55,176 Information 51 168 1,651 42,548 Publishing 511 42 496 38,080 Telecommunications 517 56 854 49,636 Internet&Data Process Services 518 19 43 39,432 Profess/Scientific/TechServices 54 1,483 6,498 43,988 Architecture&Engineering 5413 174 798 43,768 Computer Systems Design 5415 148 348 53,380 Mgmt&Tech Consulting 5416 356 1,064 47,528 Administrative Support Services 56 981 9,294 26,932 Office Administration 5611 56 211 44,580 Business Support Services 5614 86 1,753 33,764 Building Services 5617 616 3,738 24,860 (1) North American Industry Classification System Source: Florida Department of Economic Opportunity,Florida Employment and Wages 3rd Qtr 2014 Economic Development Strategic Plan, City of Edgewater,Florida 52 4. Strategic Goals, Obiectives, and Action Plan GOAL]. EXPANDING BUSINESS AND IND USTRY IN EDGEWATER For many years, the City of Edgewater has recognized the need to diversify and expand its economic base. The original CEDS plan and this updated plan include goals, objectives and action plans to attract sustainable new businesses and industries. The Plan also addresses other economic activities that increase and upgrade employment opportunities for local residents; increase household incomes and standard of living; and that increase local tax revenues needed to provide expected levels of community services to residents and businesses. The City further recognizes the importance of retaining existing businesses and industries and needs they may have to maintain operations and expand. Per the NAWB (Nation Association of Workforce Boards) conference Washington March 2015, "83% of all jobs over the next 10 years will be created by companies of 25 employees or less". Hence, "focus should refer to training and assistance to small businesses". The following objectives are designed to implement these goals. Objective].]. Identify Desirable Business and Industry Targets Business and industry opportunities for Edgewater include a range of manufacturing and service activities that relate well to existing economic activities and resources in the City and Volusia County, as well as new and emerging services and technologies associated with the proposed Restoration DRI and Deering Park. The following business and industry clusters are the primary targets for attraction and retention efforts by and on behalf of the City of Edgewater: • Boat Building and Marine Equipment,Supplies, and Services. Retention and growth of this leading industry in Edgewater is critical to the economic future of the City. Edgewater has a prominent regional and national role in the industry as headquarters of the widely recognized Boston Whaler brand and as the location for several other boat builders and producers of marine equipment and supplies. • Recreational Equipment, Supplies, and Services. The Edgewater area has several small firms involved in the manufacture of recreational equipment and supplies, including surfboards and auto and motorcycle racing gear. Demand for sporting and recreational goods will increase with a growing regional, state, and national population and growing interest and participation in sports and recreation activities. Recreational assets and generators of demand in the region include: paddling trails in the Indian River and the East Central Florida Regional Rail Trail, a multi-use trail traversing Edgewater and connecting to Brevard and West Volusia Counties. Edgewater's large presence in the Economic Development Strategic Plan, City of Edgewater,Florida 53 boat building industry, proximity to NASCAR's Daytona International Speedway and Daytona's reputation as a motorcycle capital makes Edgewater a very marketable location for other sports and recreation- related businesses and industries. • Commercial and Industrial Products and Services. The Edgewater area has a number of firms that produce equipment, components, parts, and supplies for and provide services to the electronics, computer, medical, automotive, aviation, and other industries. The fabricated metal products, machinery, computers and electronics, and medical products industries are leading manufacturing sectors in Volusia County. Broad segments of these industries rely on the type of labor force found in Edgewater. • Green Industries and Technologies. Green industries include a wide variety of energy conservation and environmental protection and clean-up technologies, products, and services, including consulting and design services and energy-efficient building materials and equipment. The proposed Restoration DRI and Deering Park, with its orientation to the use of green technologies, is expected to put Edgewater in contention for a share of these industries, including firms that design, produce, install, and service energy conservation and environmental protection materials, equipment, and facilities. • Entertainment, Recreation, and Leisure Services. Potential commercial access to the scenic Indian River provides Edgewater with opportunities to attract and develop commercial and marine uses of interest to tourists and that provide entertainment and leisure activities to residents. Desirable waterfront uses include restaurants, specialty retail shops, and marine activities such as charter fishing, sightseeing tours on the Indian River and Intracoastal Waterway, and eco-tours of river and marsh environments. Attraction of non-resident visitors and spending to Edgewater is also a function of types of future commercial development in the Restoration DRI, Deering Park and future development of other travel-related facilities near the I-95/SR422 interchange. • Aviation and Aerospace Equipment, Supplies, Service, Supplies and Technologies. Edgewater is uniquely positioned to attract aviation related industries to its business parks and general aviation airport. Massey Ranch Airpark with its proposed Aero Tech Business Park is the City's public-use general aviation airport. Introduction of a plan to include more aviation and aerospace opportunities by increasing its relationship with Daytona State College, Embry Riddle Aeronautical University, and University of Central Florida to provide technical training and assistance. Edgewater's skilled workforce is compatible with new technologies available through ERAU. The high tech jobs created by these industries are high paying and will have a major impact on the local economy. Expansion of existing sites in these businesses and new endeavors should be actively pursued in the future. Additionally, work closely with Team Volusia, Economic Development Strategic Plan, City of Edgewater,Florida 54 Enterprise Florida and Space Florida to provide potential site information for site selectors related to commercial space transportation and enabled industries as requested. Further foster open discussion with all cities in Volusia County to encourage everyone work together to attract these types of companies and jobs to the County. Promote "Volusia County is Open for Business". Actions to implement Objective 1.1 include the following: 1.1.5 Meet with existing "green" industry firms in the area to discuss opportunities to expand this industry in Edgewater; coordinate with Volusia County Environmental Management and LEED officials on industry growth opportunities and grant programs. 1.1.6 Investigate use of"green" technologies and new design concepts in making housing more affordable and energy-efficient, and consider adopting land use policies and development regulations that allow and encourage use of these technologies and concepts in the City. Objective 1.2. Market Edgewater to New Business and Industry External marketing of Edgewater by direct mail, print media, and other means to site location consultants, corporations, and other business entities will be carried out primarily at county, regional, and state levels, all of which have much greater marketing expertise and resources than small municipalities. It is the responsibility of the City, however, (a) to ensure that county, regional, and state economic development allies are made and kept aware of Edgewater, (b) to respond to requests for information professionally and promptly, and (c) to be adequately prepared for visits by allies and prospects to the community. Actions to implement Objective 1.2 include the following. 1.2.2 Task the Economic Development Coordinator with responsibilities to (a) network with county, regional, and state allies (economic development agencies) and local chambers of commerce; (b) provide information to allies on a regular basis and answer requests for information; and (c) help organize and host community visits by allies and prospects. 1.2.3 Develop an identifiable brand or theme for economic development in Edgewater that conveys the assets and direction of the City with respect to growth of business and industry; consider sports/recreation industries and green technologies themes. 1.2.5 Prepare an attractive economic development brochure containing a brief demographic/ economic profile of the City, list of economic development targets, map showing major community assets, and contact information. Both organizations that the City of Edgewater has marketing / brochures that are used to promote Edgewater (Retail Economic Development Strategic Plan, City of Edgewater,Florida 55 Strategies and Team Volusia). These "brochures" are electronic and can be updated continuously and printed out if necessary. 1.2.6 Distribute brochure to county, regional, and state economic development allies and others and include with responses to requests for information. 1.2.7 Proposed plan to recruit targeted industries A. Update and Revamp the City's Economic Development web-site to provide a resource for demographics, incentives, permitting and quality of life. Daytona State College's Marketing and Social Media classes are going to work on marketing plans for the City. The summer marketing class will create a Marketing Plan for Ecotourism and the Social Media class will identify how the City can harness LinkedIn to support existing City businesses and how to promote Edgewater as an ideal location for business via Social Media and the city's website. B. Affiliate with an economic development organization or firm that has the financial capabilities, expertise, resources and personnel to attend trade shows, network with site selectors and promote Edgewater through various printed and digital media to the targeted industries. C. Establish a relationship with a point of contact at FL Department of Economic Opportunity and at Enterprise Florida to obtain leads on companies considering relocation to Florida. D. Assign an EDB Member on an as needed basis to be an advocate for prospect who is considering establishing a business in Edgewater and to assist in obtaining information on incentives, local regulations, permitting and to streamline the process to cut through red tape. E. Investigate and discuss any potential opportunities to work with the officials of the cities in Southeast Volusia (New Smyrna Beach and Oak Hill) and the Southeast Volusia Chamber of Commerce to create a regional approach to market Southeast Volusia as one market area to include but not limited to: location, transportation (ease of access to major highways I- 95, I-4, SR528, air and ports), demographics, airports, infrastructure, communication infrastructure, industrial parks, retail, quality of life, education and other areas that interest site selectors. This effort will require a step by step plan, the design of a Southeast Volusia Identity and slogan or message, budget, advertising placement and schedule, etc. This effort will not duplicate the capabilities or efforts of Retail Strategies, Team Volusia, CEO Business Alliance, Enterprise Florida, Southeast Volusia Advertising Authority or any other entity promoting the area. For Example, collaborative marketing and advertising campaign in "Site Selector Magazine", "Area Development Magazine" or specific target industry periodicals. Economic Development Strategic Plan, City of Edgewater,Florida 56 Objective 1.3. Focus on Business Retention and Expansion to Existing Business and Industry Retention of existing business and industry in Edgewater is as important as attracting new activity; and the time frame is more immediate than recruitment efforts. Per the NAWB (Nation Association of Workforce Boards) conference Washington March 2015, "83% of all jobs over the next 10 years will be created by companies of 25 employees or less". Hence, "focus should refer to training and assistance to small businesses". Edgewater does enjoy the presence of large businesses, but has an extra-ordinary percentage of home-based businesses at 63%. It must be noted that these small businesses and home-based businesses should be the focus on the Economic Development Board and staff. These businesses are already vested in Edgewater, they are easier to access and we know how to reach the decision maker. Career Source Florida board meeting it was mentioned that 90% of the jobs created in Florida were from business already here and 10% of the jobs created were from business recruitment. The home-based businesses need education and resources to help them grow and expand into more commercial spaces within the city. Actions to implement Objective 1.3 include the following: 1.3.1. Task the Economic Development Coordinator (Manager) with networking with existing businesses and industries to determine and help address their concerns and needs for assistance, including (a) technical and business planning assistance available through the local Small Business Development Center, (b) employment and workforce development assistance through Daytona State College and other providers, (c) financial assistance through the U.S. Small Business Administration, and (d) assistance from the City on various code, permitting, land use, and access issues, and (e) Team Volusia and Retail Strategies for business recruitment. (ONGOING) 1.3.2. Encourage and support privately-organized networking activities and special marketing events, for example: the Edgewater Expo, Inc., Southeast Volusia Chamber of Commerce, SCORE, Career Source, SBDC, et al for business programs / events /job fairs, etc. (ONGOING) 1.3.4 Work with Daytona State College and others, including Chamber of Commerce, Team Volusia, Enterprise FL, and GrowFL, to conduct meetings for small local businesses on subjects of potential interest, including available workforce services and the GrowFL concept of"economic gardening" for Florida-based firms with 10-50 employees and $1- Economic Development Strategic Plan, City of Edgewater,Florida 57 $25 million in revenues. (ONGOING) 1.3.5 Coordinate with business retention specialists with the Volusia County Department of Economic Development on identification and implementation of best practices for fostering retention and growth of existing business and industry. (ONGOING) Objective 1.5. Establish an Effective Inter-local Coordination Framework Successful economic development is also dependent on the extent to which local governments and community and business organizations cooperate in addressing challenges and needs that cross jurisdictional boundaries and those that require coordinated actions and support by the public and private sectors. Actions to implement Objective 1.5 include the following: 1.5.1. Develop and maintain an ongoing working relationship with Volusia County, including the County Council, Department of Economic Development (DED), and River to Sea (TPO), such that the County is well versed on economic development and transportation needs and opportunities in Edgewater and the City is knowledgeable of factors affecting its future. (ONGOING) 1.5.2. Develop and maintain ongoing working relationships with the adjacent Southeast Volusia Cities of New Smyrna Beach and Oak Hill, such that the economic development and quality of life interests of Southeast Volusia County communities are coordinated and complementary and have optimal representation at the County level. 1.5.3. Strengthen the presence of the City and Edgewater business community in the Southeast Volusia Chamber of Commerce by increasing local participation in and support of Chamber meetings and functions and providing facilities for holding more Chamber meetings and functions in Edgewater. 1.5.4. Maximize participation in Volusia County DED, River to Sea TPO, and Southeast Volusia Chamber meetings and workshops by Edgewater City Council members, City Manager, Economic Development Board members, and/or Economic Development Coordinator(Manager). GOAL 2. POSITIONING EDGEWATER FOR ECONOMIC GROWTH The City of Edgewater recognizes the need to become a more competitive and attractive location for business and industry by taking full advantage of its existing assets and by correcting or minimizing factors that put the City at a competitive disadvantage to other communities and that may hinder its success in attracting new business and industry and retaining existing firms. Economic Development Strategic Plan, City of Edgewater,Florida 58 Objective 2.1. Improve Internal Road Access and Circulation Edgewater identified deficiencies in its internal road network and in connectivity between existing industrial areas of the city and regional highways (e.g. I-95). Improvement of these deficiencies is necessary to maximize the development potential of existing industrial areas. Actions to implement Objective 2.1 included the following: 2.1.3 Work with the Volusia County River to Sea TPO and City of New Smyrna Beach to implement the proposed N/S Connector as shown on the Southeast Volusia Regional Transportation Study 2025 Plan, such Connector extending south from Old Mission Road in New Smyrna Beach through Edgewater running parallel to Airpark Road. 2.1.4 Study the feasibility of a new connector road from Park Avenue to 10th Street adjacent to Daytona State College and plan accordingly; coordinate with ParkTowne Industrial Center landowners, Daytona State College, and the Volusia County MPO as necessary. 2.1.5 Work with the Volusia County River to Sea TPO to include an extension of Park Avenue over I-95 to Williamson Boulevard on long range transportation plans for Southeast Volusia County; coordinate with Restoration DRI developers as needed. 2.1.6 In lieu of, or as part of, the proposed N/S Connector per Action 2.1.3. above, coordinate with Volusia County on plans to improve and upgrade Airpark Road from Indian River Boulevard to Park Avenue in a significantly shorter time horizon. 2.1.7 Work with the Florida DOT and Volusia County to provide a directional and informational signage to Edgewater industrial areas at the intersections of Indian River Boulevard and Airpark Road and Indian River Boulevard and Old Mission Road. Objective 2.2. Improve Infrastructure Edgewater has identified deficiencies in all types of infrastructure, but services are improving. Left uncorrected, gaps in services affect both the quality of life of residents and business efficiency, and may limit certain businesses from considering Edgewater. Actions to implement Objective 2.2 include the following: 2.2.1. Meet with existing service providers to determine where gaps exist; reach agreement on an appropriate course and schedule of actions with these providers to close remaining service gaps; do the same with wireless providers in the area to increase coverage in Edgewater. (Internet, natural gas, reclaimed water, wireless service, etc — all infrastructure) Objective 2.3. Promote Development of Existing Industrial Properties Economic Development Strategic Plan, City of Edgewater,Florida 59 It is in the interest of the City to generate jobs and increase the property tax base by promoting and facilitating development, redevelopment, and reuse of existing vacant and underutilized industrial properties. Actions to implement Objective 2.3 included the following: 2.3.1. Coordinate and cooperate as needed with the property owner, listing broker, Volusia County Department of Economic Development, and Enterprise Florida to promote and facilitate reuse of the Coronado Paint plant site on Old County Road. (ONGOING) 2.3.2. Coordinate and cooperate as needed with property owners, listing brokers, and the Volusia County Department of Economic Development to promote and facilitate development of vacant industrial properties in the ParkTowne Industrial Center; encourage ParkTowne owners to improve their website and link to the County economic development website; encourage ParkTowne owners to ensure that available sites are listed on county and Enterprise Florida site databases. (ONGOING) 2.3.3. Coordinate and cooperate as needed with owners and listing brokers to promote and facilitate development and occupancy of other existing industrial properties and buildings, including those in Massey Ranch Airpark and other locations. (ONGOING) 2.3.4. Determine through these coordination and cooperation efforts if there are needs for public road and utility improvements and other urban services that would help promote and facilitate development and reuse of existing industrial properties, including development and restoration of rail sidings to promote rail-served industry in Edgewater. (ONGOING) 2.3.5. Work to ensure funding support for needed improvements and their inclusion, as appropriate, in City or County capital budgets and capital improvement programs. (ONGOING) Objective 2.4. Identify and Plan New Business and Industry Locations There are major opportunities in Edgewater to develop new high-profile locations for business and industry, particularly near the I-95/SR442 interchange. It is in the interest of the City to ensure that these areas are identified, planned, and reserved for future job and tax producing business and industry development. Actions to implement Objective 2.4 included the following: 2.4.3 Include in the Plan,provisions for the future improvement of Cow Creek Road as a major collector road paralleling I-95 and extending to Park Avenue. (ONGOING) Economic Development Strategic Plan, City of Edgewater,Florida 60 2.4.4 Work with the Florida East Coast Railroad (FEC), Volusia County, other jurisdictions as appropriate, and businesses and property owners adjacent to the FEC right-of-way to identify and provide an area for a passenger rail station and associated commercial development in connection with possible passenger rail service on the FEC rail line. (ONGOING) 2.4.5 Contact FDOT and request assistance in developing a more comprehensive airport zoning ordinance to prevent obstacles and incompatible development in compliance with FL Statutes and develop an airport zone to be depicted on the official zoning map. (ONGOING) Objective 2.5. Attract and Prepare the Workforce for Tomorrow's Jobs Edgewater's traditional industrial labor force is geared to types of business and industry identified as primary economic development targets under Goal 1, above. However, over the past five years, there has been a shift toward more professional workers as technological advances are continuously made in the industrial sector to speed production, reduce labor costs, and service customers, attraction of more quantity of skilled workers and training of existing workers is needed to keep Edgewater competitive for these and other businesses and industries. Actions to implement Objective 2.5 include the following: 2.5.1. Continuously communicate with existing industries in Edgewater to determine where there are deficiencies in the current labor force in terms of skills and other factors and how those deficiencies affect their business; help to direct them to organizations that can assist them find new skilled employees and / or assist them with training of their workers. (ONGOING) 2.5.2. To the extent that external training programs are needed by or are of interest to employers, enlist the guidance and support of Daytona State College, UCF, and Career Source and other organizations in helping local employer meet workforce training needs. (ONGOING) 2.5.3. Coordinate with the Volusia County School Board and Daytona State College on the concept of developing a vocational-technical skills center as a special magnet high school in Edgewater for preparing high school students for careers in industrial trades. (ONGOING) 2.5.4. Coordinate and cooperate as needed with Daytona State College to ensure that adequate space, facilities, and personnel are made available at the Edgewater-New Smyrna Beach campus so that new engineering technology programs are available locally. (ONGOING) Economic Development Strategic Plan, City of Edgewater,Florida 61 GOAL 3. ELEVATING COMMUNITY IMA GE AND URBAN SER VICES The City of Edgewater recognizes the close relationships between attracting and retaining business and industry and community quality of life, and is committed to improving the living and work environment and urban services for existing and future residents and businesses. Objective 3.L Develop a Downtown Edgewater Deficiencies that Edgewater has in terms of community identity relate to the lack of a sense of place that comes primarily from not having a definable downtown. Missing in Edgewater is a central place with the streetscape and architectural ambiance and mix of civic and commercial uses that characterize traditional downtowns. A strong public desire for a downtown Edgewater was expressed through the recent Envision Edgewater community visioning process, resulting in creation of a downtown vision involving redevelopment of the Park Avenue corridor between the FEC Railroad and the Indian River. Actions to implement Objective 3.1 include the following: 3.1.5 Develop plans to relocate the Edgewater City Hall complex from its existing location on Riverside Drive to a new inland location. The City Hall property can be utilized more advantageously for waterfront commercial development and/or other community purposes anchoring the east end of the Community Redevelopment Area. Objective 3.2. Develop a New Community Civic Core Area Potential relocation of the Edgewater City Hall complex to an inland site away from the Indian River presents the opportunity to plan and develop a new and expanded civic core for Edgewater, combining governmental, civic, educational, and health-related facilities and services. Actions to implement Objective 3.2 include the following: 3.2.1. Identify potential locations for a new civic core, considering future growth patterns and needs for expanded urban services in a growing community. Potential locations to be considered and evaluated include Indian River Boulevard near Airpark Road and near Old Mission Road. Depending on the scope and scale of facilities included in the core, need for a planned campus area of up to 100 acres should be anticipated. 3.2.2. Prepare a master plan for this new public and institutional campus, to include sites for new City administrative and public safety facilities, new civic center/meeting hall for arts, cultural, and social activities and events, and new community hospital complex. Economic Development Strategic Plan, City of Edgewater,Florida 62 Objective 3.3. Expand Health Care and Medical Services Expansion of health care and medical facilities in Edgewater is a leading need and priority, particularly for a community hospital and supporting facilities. Such a hospital would be a catalyst for other health care facilities and services in the community, including medical offices and labs, nursing care facilities, rehabilitation facilities, and assisted living facilities. The current and future population of the Edgewater area and limited existing facilities in Southeast Volusia County are such that planning for a new community hospital should be initiated. Actions to implement Objective 3.3 include the following: 3.3.3 Present and discuss the master plan for the new community civic campus with potential health care providers. (ONGOING) Objective 3.5. Improve Transportation Services for Residents During the workshop, it was determined that quality of life in Edgewater would be enhanced greatly by having an adequate public transportation system. To the extent that residents are not able to conveniently and safely transport themselves to Daytona State College for training, potential jobs, healthcare facilities or shopping areas. Needs and costs to improve public transportation circulation in the City should be studied and plans for improvement should be prepared and implemented. Actions to implement Objective 3.5 include the following: 3.5.1 Identify and assess needs for and costs of improved transportation circulation in the City and prepare a Transportation Master Plan that addresses needs for new and upgraded transportation system including rail, water, air, highway and public transportation services that improve service and connectivity throughout the community. Objective 3.6. Improve Inventory of Affordable Housing, Upper Scale and Nice Apartments During the workshop, it was determined that quality of life in Edgewater would be enhanced greatly by having an adequate inventory of affordable housing, upper scale housing and also nice apartments. To the extent that residents are unable to find such housing in Edgewater. Areas for these above-mentioned needs should be identified and the City should provide this information and identified needs to private developers of housing through networks of Commercial Realtors and Developers. Actions to implement Objective 3.6 include the following: 3.6.1 Identify potential properties and ideal locations throughout the City for these different types of housing. 3.6.2 Communicate the wishes and need for such development to Commercial Realtors and such Developers Economic Development Strategic Plan, City of Edgewater,Florida 63 3.6.3 Coordinate efforts with Development Services for ease planning and permitting said developments. GOAL 4. INCREASING WATERFRONT ACCESS AND ACTIVITY The City of Edgewater recognizes the importance of the Indian River making the community an attractive place to live and work and in promoting the City as a potential visitor destination. The City further recognizes needs to provide increased access to and enjoyment of the River and to promote and facilitate development of certain waterfront properties for commercial and marine uses attractive and inviting to residents and visitors alike. Objective 4.1. Improve Existing Public Access Facilities Edgewater is a waterfront community with extensive frontage on the Indian River with views over the River and wide coastal marshlands to the barrier island beyond. Physical and visual access to the waterfront should be maximized to benefit existing and future residents. Toward this end, existing public access facilities, including waterfront parks, boat ramps,paths and trails, and view points should be inventoried, improved, and operated in such manner as maximizes public enjoyment and public safety. Objective 4.2. Identify and Promote Development of Waterfront Sites Edgewater has yet to take advantage of its scenic waterfront location as a commercial asset with shops, restaurants, and marina facilities attractive to residents and visitors alike. These facilities are common in most waterfront communities and contribute to local quality of life, as well as providing jobs and generating tax revenues. Opportunities for compatible waterfront commercial development should be pursued in Edgewater to provide additional recreation/leisure activities for residents, while allowing the City to attract non-resident visitor activity and spending. Actions to implement Objective 4.2 include the following: 4.2.1. As part of the Community Redevelopment Plan for downtown Edgewater, including potential relocation of the City Hall complex, make a determination of how the City Hall property can be reused and plan for and promote development accordingly. 4.2.2. For any of the waterfront sites at the south end of the City; meet with interested property buyers to discuss their intentions and expectations for the property. Express to those potential buyers the interest of the City in seeing the property developed with a mix of commercial and residential uses as a waterfront destination area. (Including but not limited to: retail shops, restaurants, marine facilities providing for boat storage and access, fishing charters, sightseeing tours, and water-based eco-tours, etc.). Approach appropriate parties as to whether they would be interested in a public/private partnership with the City. (ONGOING) Economic Development Strategic Plan, City of Edgewater,Florida 64 GOAL 5. INVESTING IN THE FUTURE OF EDGEWATER The City of Edgewater understands that extensive private capital is needed to acquire and develop existing industrial sites, to acquire and develop new commercial and industrial sites, to redevelop downtown and waterfront properties, and to start new business ventures. The City further recognizes needs to be competitive with other communities and areas and to seek and provide incentives, financial and otherwise, to attract and leverage private investment, and will do so within the limits of available resources. Objective 5.1. Establish Local Incentive Policies and Programs Incentives have become common at all levels of government in attracting new business and industry to an area or community. Most incentives are employer-driven, particularly those at the state level and funded by government grants, in that they are based on the number of jobs created and averages wages of those jobs, generally in relation to the average wage level or median household income in the area. Local incentives, which typically are in the form of property tax rebates for a period of years, generally are more flexible, in that they can be both developer- driven and employer-driven. Actions to implement Objective 5.1 include the following: 5.1.1. Continually communicate to stay up to date with local economic development incentive policies and programs in other Volusia County communities and other comparable communities to determine best practices in competitive communities. 5.1.2. Be open to add to or change the existing programs and incentives policies for Edgewater to ensure that the City is competitive with its peers and can be implemented within available resources that may include an economic development tool that will allow a deferment of taxes to be paid back to the City with interest at a later date. 5.1.3. Promote the Ad Valorem Tax Abatement incentive program to attract new business and the expansion of existing businesses in Edgewater. Objective 5.3. Actively Seek Federal, State, and County Financial Support Funding is available from Federal and state sources for community economic development projects, including the U.S. Economic Development Administration (EDA), U.S. Department of Housing and Urban Development (HUD), Rural Development Program of the U.S. Department of Agriculture, and Florida Office of Trade, Tourism, and Economic Development (OTTED). Additional funding support for needed public projects is provided by the Florida Department of Transportation and Volusia County Council. The City is actively seeking financial support from these sources to promote economic development in Edgewater. Actions to implement Objective 5.3 include the following: Economic Development Strategic Plan, City of Edgewater,Florida 65 5.3.1. Develop and annually update a list of needed and otherwise desirable economic development projects, including public infrastructure projects that provide and improve access and utility services to existing and potential business/industrial areas. (ONGOING) 5.3.2. Meet initially and periodically with the East Central Florida Regional Planning Council to present and discuss the Edgewater Economic Development Strategic Plan and potential projects needed, present an annual list of projects for consideration for funding under their Comprehensive Economic Development Strategy (CEDS), and discuss the eligibility of Edgewater projects for EDA funding and associated application requirement and procedures. (ONGOING) aeeet:difigly. (Not eligible City Limits orEdgewate ' 5.3.4. Review eligibility criteria for Florida OTTED funding and determine if Edgewater is an eligible jurisdiction and if individual projects qualify for funding; follow up accordingly. 5.3.5. Work with the Volusia County River to Sea TPO to include Edgewater economic development road projects in the long-range transportation plan and short-term work program; and enlist support of the Volusia County Council in financing County road improvements in the Edgewater area. (ONGOING) Objective 5.4. Focus on Annexing Enclaves (per Comprehensive Plan) Identify enclaves within the City limits and develop a plan to educate and communicate to those property owners the benefits of annexing into the City. Objective 5.4 include the following: 5.4.1 Coordinate efforts with GIS and Development Services to identify enclaves throughout the City and develop a map and list of property and owners. 5.4.2 Develop informational/educational talking points that can be used to prove to the property owners the benefits of annexing into the City. 5.4.3 With the above-mentioned talking points, develop a notification/educational program or plan to the targeted property owners and educate the City staff, elected officials, and volunteers alike so that the message is consistent. Program can use a combination of print and/or electronic media venues. For example, in recent years, Edgewater taxes have decreased to be comparative to County taxes; hence if the property is annexed into the City, the owner receives more services for the same amount of money. Objective 5.5 Support and Manage the Redevelopment Plan—Edgewater CRA May 5, 2014 the Finding of Necessity was approved with Resolution 2014-R-08. The Delegation of Authority was granted by the County Council November 20, 2014 with Resolution 2014-159. Economic Development Strategic Plan, City of Edgewater,Florida 66 As of June 1, 2015, the City completed all the requirements to Create the CRA Agency Resolution 2015-R-08, Appoint the CRA Governing Board Resolution 2015-R-09, Approve the CRA Plan Resolution 2015-R-10 and Create the CRA Trust Fund Ordinance 2015-R-04. Moving forward, the challenge will be; how to successfully complete the redevelopment projects outlined in the CRA Plan with such a short time frame of 20 years as mandated by the County of Volusia. All the projects identified in the Plan total more than $57 Million over 40 years. By year 20, the estimated Revenue Projections total $6.9 Million. Creative funding sources will be needed to accomplish the goals set forth. Objective 5.5 include the following: 5.5.1 Communicate and coordinate redevelopment efforts as outlined in the Community Redevelopment Plan. Work together with property owners within the CRA District to provide information, resources and assistance for redevelopment efforts. (Please refer to CRA Plan). 5.5.2 Provide information to the public regarding the plan, budget, annual reports, and all other reporting and documentation as required by F.S. 163 Part III. 5.5.3 Coordinate efforts with City's Grant Coordinator for opportunities with other grant programs that may subsidize CRA TIFF collections in order to complete redevelopment projects as outlined in the CRA Plan. Objective 5.6. Review Comprehensive Plan for Land Use, Zoning, and Consider Design Standards for CRA District and SR442 If taxable values of properties within the CRA district improve and Community Redevelopment Area (CRA) funds are collected, it will be imperative that the City is ready for not only new development but also redevelopment of key areas. The City staff and residents need to be assured that the City is ready to manage the influx of land development and redevelopment when it occurs. This will ensure that the City has a unique quaint small town charm as distinctly identified as a goal of the Vision Book while managing the growth in a fair, consistent and sustainable manner. Objective 5.6 include the following: 5.6.1 Communicate and coordinate with Community Development Services to the review the Comprehensive Plan, Land Use and Zoning Codes. Ask the Planning and Zoning Board to work with the Economic Development Board to consider Design Standards for the CRA District for both land development and redevelopment. Work together with departments and boards to ensure that all rules and regulations meet the goals of the community while also being consistent, fair, and sustainable. 5.6.2 After the Economic Development Board has reviewed the above-mentioned rules and regulations and sure that the City is ready for the influx of growth and can manage the Economic Development Strategic Plan, City of Edgewater,Florida 67 growth, develop a plan to communicate this to the residents and businesses in the City. This will help to diminish the fears and concerns of many of the longtime residents and also prove to the businesses community, that the City of Edgewater is truly open for business. Objective 5.7. Investigate Opportunities for ECHO (Environmental, Cultural, Historic and Outdoor)Recreational Projects As we review feedback from companies that encompass the targeted industries outlined within this document, it is clear that Quality of Life features are very important not only to existing businesses planning to expand, but especially important to companies that we try to recruit. Council members have also identified certain projects as goals for their tenure on the Council. To better define these projects, we utilize the already established Volusia County terminology; ECHO (Environmental, Cultural, Historic, Outdoor) Recreation Projects. Not only do these types of projects add to Quality of Life, but more importantly for this Economic Development Board, these projects create economic drivers worth Billions of dollars of new money into the community. Additionally, these types of projects encompass clean, green industry and promote healthy lifestyles, thus attracting young, educated professionals to our community. 5.7.1 Determine the need for unique self-sustaining ECHO (Environmental, Cultural, Historic and Outdoor) related recreational projects that are not already available in the Southeast Volusia area. Once these projects are identified, initiate a focus group to create a business plan for the project to include (not limited to): statement of need, development plan, sustainability plan, interested partners, marketing and advertising plan, management plan, financial forecast, etc. 5.7.2 Identify and calculate the associated risks and potential returns for proposed ECHO projects so that the City can fully make strategic decisions with fully vetted proposed projects. Ideally, proposed project(s) will be self-sustaining and sustainable; not a burden on the tax payers. Economic Development Strategic Plan, City of Edgewater,Florida 68 5. Completed Strategic Goals & Obiect�ives from 2010 Plan Long-range economic development goals and objectives and a five-year short-range plan of action were established in 2010. During the past five years, many of the action plan items were completed: Those goals and objectives that have been completed or are ongoing are listed below. ✓ GOAL 1: EXPANDING BUSINESS AN TDUSTRY IN EDGEWATER ✓ Objective ].]Identify Desirable B SY dnd Industry Targets 1.1.1. Compile up-to-date lists of existing fi � and-A'eir employment levels in the Edgewater area that best represent these s itcsq,atid industry clusters as a basis for (a) designing and implementing marketing mtiativesd,to attract new firms in these clusters and (b) carrying out business outre i',activiti,bs aimed at retaining existing firms. 1.1.2. Provide copies of this� laia,''hi hli htin these target clusters, plus information on existing indus c§' to county, regional, and state economic development allies, including the V, J si, ty Department of Economic Development, Metro Orlando Econom',111 I-evelop" fit Commission, East Central Florida Regional Planning Council, Enterp i�se Flori .,..a '� �a; nd other agencies and organizations that promote and facilitate econoric``devel, pment in the region. 1.1.3. Meet with major boat manufacturers in the Edgewater area, including Boston Whaler, Brunswick, R.J. Dougherty, and Edgewater Power Boats, to discuss the outlook for the industry, opportunities to attract suppliers of equipment and parts used by these manufacturers to Edgewater, and actions the City and others need to take to ensure the long term maintenance and growth of the industry in Edgewater. 1.1.4. Meet with representatives of the Restoration DRI to discuss opportunities to attract and grow businesses in Edgewater related to the proposed use of energy-efficient and environmentally-friendly "green" technologies in developing and operating the Restoration community. ✓ Objective 1.2 Market Edgewater to New Business and Industry 1.2.1 Establish and staff the position of Economic Development Coordinator (Manager) with an experienced and interested professional to help organize and guide the City's economic development program. Economic Development Strategic Plan,City of Edgewater,Florida 69 1.2.2 Task the Economic Development Coordinator with responsibilities to (a) network with county, regional, and state allies (economic development agencies) and local chambers of commerce; (b) provide information to allies on a regular basis and answer requests for information; and (c)help organize and host community visits by allies and prospects. 1.2.3 Develop an identifiable brand or theme for economic dvelopment in Edgewater that conveys the assets and direction of the City with respcot ft � owth of business and industry; consider sports/recreation industries and leohhologies themes. 1.2.4 Update the City of Edgewater website to,incltx& economic development as a primary subject. Information provided on the cbsite�' "uld include this Strategic Plan,profile of local economic assets, request for °infoati°on form link to Envision Edgewater documents, and links to websites for ti kTowne Industrial Center, Massey Ranch Airpark, and other business/indu9tr alp Perties. Update the website quarterly. ✓ Objective 1.4. Estfabli�k�an Effective Internal Organizational Structure Successful economic evelopmexit depends to a large extent on how well a community is organized to dealith weaties`ses that limit its ability to attract and retain business and to provide marketing support t ,,county, regional, and state economic development allies. Actions to implement-Objective 1.4 included the following: 1.4.1 As stated above under Action Item 1.2.1., establish and staff a new City of Edgewater position of Economic Development Coordinator (Manager) who has business and/or marketing experience and whose responsibilities will include (a)networking with county, regional, and state allies and local chambers of commerce; (b) providing information to allies on a regular basis, (c) answering requests for information; (d) helping organize and host community and site visits by allies and prospects, and (e) networking with existing businesses and industries and helping the City and other respond to their needs. 1.4.2 Review and update the charter and structure of the existing Economic Development Board and renew the Board as an active group of business people in the community who meet regularly to discuss issues affecting economic development and business vitality in Edgewater, (b) report to and advise the City Council on these issues, and (c) who play an active role in introducing Edgewater to firms interested in the City. 1.4.3 Task the Economic Development Coordinator (Manager) to provide staff support to the Economic Development Board, including preparation of discussion and review materials, minutes of meetings, and annual reports. Economic Development Strategic Plan,City of Edgewater,Florida 70 ✓ GOAL 2: POSITIONING EDGEWATER FOR ECONOMIC GROWTH ✓ Objective 2.1. Improve Internal Road Access and Circulation Edgewater identified deficiencies in its internal road networ and in connectivity between existing industrial areas of the City and regional highways (e .;,I � Improvement of these deficiencies is necessary to maximize the development poeiit7 o existing industrial areas. Actions to implement Objective 2.1 included the followou g: �• f ° 2.1.1. Coordinate with the Volusia County K er t, eaJ PO and Restoration DRI developers to implement the extension of Williamson"',oul°evard south to SR442 in Edgewater. (ONGOING) \. N ✓ Objective 2.2 Imp ve C. munications Infrastructure 2.2.2. Study local i ris and requirements for improved broadband service under the new National Broaiand�Plan aid develop a plan to meet requirements in concert with state, f regional, and/or`county gencies having system wide implementation responsibilities. 2.2.3. Study the feasibility of expanding coverage of the City's new wireless access area along Park Avenue from US 1 to Riverside Drive to include industrial areas to the west in the Park Avenue corridor; study advantages and costs of citywide wireless service. ✓ Objective 2.4. Identify and Plan New Business and Industry Locations There are major opportunities in Edgewater to develop ne ,high-profile locations for business and industry, particularly near the I-95/SR442 interchan "'-fit is�in the interest of the City to ensure that these areas are identified, planned, a ,.,, rese�rved or future job and tax producing business and industry development. Actions to implemmht'Obyective 2.4 included the following: 2.4.1. Work with developers and planners of it estoration DRI and Deering Park to determine amounts, general locatil nsS �'and, sing of potential office and industrial development and types of tenant... sr that are anticipated or may be targets of future marketing efforts. (ONGOING) t 2.4.6 Adopt land use p��hcies and idgulations that reflect the type of business park development envi:idned for"he area and limit less desirable and productive land uses. (ONGOING with ISevelbplent Services) Economic Development Strategic Plan, City of E dgewater,Florida 71 ✓ GOAL 3 : ELEVATING COMMUNITY IMAGE AND URBAN SERVICES ✓ Objective 3.1. Plan and Develop a Downtown Edgewater Deficiencies that Edgewater has in terms of community identity relate to the lack of a sense of place that comes primarily from not having a definable downtown. Missing in Edgewater is a central place with the streetscape and architectural ambiance and mix of civic and commercial uses that characterize traditional downtowns. A strong public desire for a downtown Edgewater was expressed through the recent Envision Edgewater community visioning process, resulting in creation of a downtown vision involving redevelopment of the Park Avenue corridor between the FEC Railroad and the Indian River. Actions to implement Objective 3.1 included the following: 3.1.1. Study existing conditions in the corridor and prepare a "finding of necessary" report demonstrating that sections of the Park Avenue and US 1 corridors are eligible for designation as a Community Redevelopment Area under Chapter 163, Florida Statutes. 3.1.2. Prepare a Community Development Plan for the area that reflects the downtown vision and establish a Community Redevelopment Agency with responsibility for implementing the Plan,per Florida Statute. 3.1.3. Establish the Community Redevelopment Area as a Tax Increment Financing (TIF) District and establish a Tax Increment Trust Fund for the colle tiot and disbursement of tax revenues generated by increased property values and new,deyelpment generated in the District for improvements and programs that benefit t is iet". 3.1.4. Coordinate the above actions with Volusia County d� list County support for the Community Redevelopment Area and Plan, p ti�,onthe County to make an exception to its policy of withholding the County tax re'ev", cement from Edgewater, given that the City has the unusual task of creating new`dovntown where no definable urban core existed previously. �d ✓ Objective 3.3. Expand �alt ..Care''and Medical Services Expansion of health care anc .me' �f c141 'es in Edgewater is a leading need and priority, particularly needs for a co mnunity hasp taI and supporting facilities. Such a hospital would be a catalyst for other health c�r6,facilit''es and services in the community, including medical offices and labs, nursing care facilities r a' bilitation facilities, and assisted living facilities. The current and future population of the Edgewater area and limited existing facilities in Southeast Volusia County are such that planning for a new community hospital should be initiated. Actions to implement Objective 3.3 included the following: 3.3.1 Meet with health care providers in Volusia County, including but not limited to Florida Economic Development Strategic Plan, G"r ofEdgewater,Florida 72 Hospital and Halifax Health, to discuss existing and future needs and opportunities for a community hospital and related medical facilities in Edgewater, their interest in pursuing the concept, and actions the City should take to move the planning process forward. 3.3.2 Determine the extent to which major health care facilities are anticipated or planned in the Restoration DRI. ✓ Objective 3.4. Improve Bicycle and Pedestrian Circulation In discussions with the Economic Development Strategy Committee it was determined that quality of life in Edgewater would be enhanced greatly by have g"an adequate system of bicycle paths and pedestrian trails and walkways. To the e e t that residents are not able to walk or bicycle conveniently and safely in and bete nv '��ne`Ygborhoods and other areas of the community, needs and costs to improve exist�m nori�4' t om otive circulation in the City should be studied and plans for improvement,'sho t�l`d )�e prepared and implemented. Actions to implement Objective 3.4 included the foil 'ing: ° 3.4.1. Identify and assess needs f r end cots of improved bicycle and pedestrian circulation in the City and prepare a B�ic edestrian Master Plan that addresses needs for new and upgraded bicyc��bd pe estri an paths, trails, and walkways that improve service and connectivity throughout .thc""'community. 3.4.2. Identify�nortiesn ''develop a program to fund and make improvements over time within available nancial resources, including outside grants. (ONGOING) ✓ GOAL 4. INCREASING WATERFRONT ACCESS AND ACTIVITY The City of Edgewater recognizes the importance of the Indian River making the community an attractive place to live and work and in promoting the City as a potential visitor destination. The City further recognizes needs to provide increased access to and enjoyment of the River and to promote and facilitate development of certain waterfront properties for commercial and marine and inviting to residents and visitors alike. ✓ Objective 4.1. Improve Existing Public Access Facilities Edgewater is a waterfront community with extensive frontage on the Indian River with views over the River and wide coastal marshlands to the barrier island beyond. Physical and visual access to the waterfront should be maximized to benefit existing and future residents. Toward this end, existing public access facilities, including waterfront parks, boat ramps,paths and trails, and viewpoints should be inventoried, improved, and operated in such manner as maximizes public enjoyment and public safety. Actions to implement Objective 4.1 include the following: Economic Development Strategic Plan,City of Edgewater,Florida 73 4.1.1. Inventory and assess all existing public access facilities along the Indian River, including roads, paths, parks, boat ramps, and vacant publicly-owned lots as to their condition and needs for improvement. (completed) 4.1.2. Develop a plan and program for improving these facilities and sites to make them more accessible, user-friendly, and safe, including provisid' ,of adequate directional and informational si na e and surveillance. Included in g g ( �..,a ✓ Objective 4.2. Identify and Promote Deoricet of Waterfront Sites \.1 Edgewater has yet to find the right developer tea take advantage of its scenic waterfront location as a commercial asset with shops;'' resaurans and marina facilities attractive to residents and visitors alike. These facilities'.�4fe co on in most waterfront communities and contribute to local quality of life as 11"', s', rov1 ing jobs and generating tax revenues. Opportunities for compatible waterfroit.c©tnm ieial development is currently being pursued in Edgewater to provide additional isure activities for residents, while allowing the City to attract non-resident visitQr'�cti 'ty and spending. Actions to implement Objective 4.2 include the following: 4.2.3. As part of tlle'Commty Redevelopment Plan for downtown Edgewater, including potential relocatiQn�,pf the City Hall complex, make a determination of how the City Hall property can be reused and plan for and promote development accordingly. 4.2.4. For the 60-acre former waterfront industrial site at the south end of the City, currently in receivership, meet with receivers to discuss their intentions and expectations for the property and the interest of the City in seeing the property developed with a mix of commercial and residential uses as a waterfront destination area, including shops, restaurants, and marine facilities providing for boat storage and access, fishing charters, sightseeing tours, and water-based eco-tours. 4.2.5. Review existing "mixed-use" land use and zoning designations for the property and determine if such designations and policies and standards that implement the designations are appropriate to this particular property and reflect its development opportunity; amend land use/zoning classifications, land use policies, and development standards as needed to better reflect redevelopment visions for the property. 4.2.6. Identify other vacant and developed properties that may have potential for waterfront redevelopment and facilitate their development as needed. (ONGOING) Economic Development Strategic Plan,City of Edgewater,Florida 74 ✓ GOAL 5: INVESTING IN THE FUTURE OF EDGE WATER The City of Edgewater understands that extensive private capital is needed to acquire and develop existing industrial sites, to acquire and develop new commercial and industrial sites, to redevelop downtown and waterfront properties, and to start n ` ilxsiness ventures. The City further recognizes needs to be competitive with other communities and areas and to seek and provide incentives, financial and otherwise, to attract and leverage,private investment, and will do so within the limits of available resources. , ✓ Objective 5.2. Develop New Pybla nc'ing Mechanisms Tax increment financing is an invaluable to far funding improvements and programs that directly benefit Community Redevelopme�( ieas, `'ncluding use of these funds as financial incentives to property owners, devel pens and businesses for facade improvements, new construction, and working capital, amp �thu§e"s. The tax increment financing concept can also be adapted for other uses, a o, rh"ended below. Actions to implement Objective 5.2 include the following: �. l 5.2.1. Per Action Ite3.1.3. a ove, establish a Tax Increment Financing (TIF) District for the downtown Coiinuuity;; edevelopment Area, as permitted by Florida Statute, to raise property tax revenues from increased property values and new development in the Redevelopment Area for the purpose of reinvesting these funds in said Area for various public improvements, incentives, and programs that directly benefit the Area. 5.2.2. Consider development and implementation of a targeted funding program under which a percentage of annual local property tax revenues generated by the Restoration DRI and other future DRI-scale developments (a minimum of 25 percent is recommended) would be allocated for transportation projects and other public improvements that improve access and services to and within existing and potential employment areas in Edgewater, including use of these targeted funds to help leverage county and state funds for needed improvements. Economic Development Strategic Plan,City of Edgewater,Florida 75 m N m � m m N N m ND m m m m N m Vi In In �p M �! 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