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12-07-2016City of Edgewater Meeting Agenda Economic Development Board 104 N. Riverside Drive Edgewater, FL 32132 Wednesday, December 7, 2016 8:00 AM Council Chambers We respcctfully request that all electronic devices arc sct for no audible notification. 1. CALL TO ORDER - ROLL CALL 2. APPROVAL OF MINUTES - None at this time. 3. PRESENTATIONS - None at this time. 4. PUBLIC COMMENTS 5. REPORTS a. Planning and Zoning Board b. SEVCC c. City Manager/ Economic Development/ Redevelopment Coordinator 6. CONTINUED BUSINESS a. Review and finalize the Mission and Visions Statements of the SEVMI Plan draft SEVMI Plan Draft 11/27/2016 Attachments: SEVMI Plan Draft 11-27-16 7. NEW BUSINESS 8. BOARD REPORTS 9. ADJOURN City of Edgewater Page 1 Printed on 1 112 912 01 6 Economic Development Board Meeting Agenda December 7, 2016 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/Paralegal Robin Matusick, 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 1 112 912 01 6 SOUTHEAST VOLUSIA MARKETING INITIATIVE STRATEGIC MARKETING PLAN 1. Purpose and Scope Purpose and Scope of Marketing Initiative Description of Our Local Economic Community Mission and Vision Statements 2. Competitive Assessment SWOT Analysis 3. Economic Development Opportunities and Targets Selection Criteria - Desirability, Compatibility and Resources Suitability of Available Sites Business and Industry Opportunities and Targets 4. Strategic Goals and Action Plan Goal 1. Establish the Organizational Structure Goal 2. Review and Revise Strategic Marketing Plan Goal 3. Develop a Regional Identity and Brand and Identify Economic Development Opportunities and Targets Goal 4. Develop a Professionally produced website along with other Social Media and Create Detailed Marketing Products Focused on Value Proposition Goal 5. Establish a Collaborative Approach to Prospect Relations Goal 6. Build a Positive Relationship with Real Estate Professionals * Action Items with time frames are included in each goal section 1. PURPOSE AND SCOPE Purpose and Scope of Marketing Initiative Southeast Volusia County is a region that is geographically, economically and socially connected through common commercial, institutional, cultural and recreational resources. There is one beach, one high school, one hospital, one college, one inlet, one intracoastal waterway, one Mosquito Lagoon, one Flagler Avenue, one Canal Street, one Chamber and the largest contiguous industrial area in Volusia County. The three cities in the region are truly dependent on each other and together, they are one economic community. Separately, each city faces major challenges in recruiting companies that provide high paying j obs, but together, many ofthose challenges disappear. When businesses are considering a community to build or re -locate a facility, they are most interested in those factors that will lead to financial success. In addition to the resources that directly affect the success of a company such as a qualified workforce, infrastructure, capital costs, and the regulatory climate, many indirect factors such as schools, healthcare, housing, cultural, recreational and other quality of life issues are also important. The quality of the local community is far more important than city boundaries. The governing bodies of the Cities ofNew SmyrnaBeach, Edgewater and OakHill have each recognized the importance of working together in a unified marketing effort and as a result, passed resolutions supporting a regional initiative to create a strategic marketing plan and definitive brand for economic development in Southeast Volusia County. The resolutions state, in part, "the initial responsibility, would be to develop a marketing plan and brand for Southeast Volusia, with an emphasis on manufacturing, technology, and value added businesses that would create high paying jobs". These resolutions set forth the authority and scope for the development of the strategic marketing plan for the Southeast Volusia Marketing Initiative. Description of Our Local Economic Community geography and demographics Mission and Vision Statements Mission Statement: Our Mission is to brand, market and promote Southeast Volusia as an attractive place to do business with an emphasis on manufacturing, technology and value added industries. Vision Statement: To design and execute a marketing plan that reflects a unified vision for Southeast Volusia for business creation, expansion and diversification. 2. Competitive Assessment In order to evaluate the competitiveness of Southeast Volusia, the strengths, weaknesses, opportunities and threats (SWOT) need to be identified. As part of the SWOT analysis, input from business and community leaders should be considered and evaluated. The Cities' have already provided their input as shown below. Once input is received from the business community, a final SWOT analysis can be developed. STRENGTHS 1. Location: Southeast Volusia is located between Embry -Riddle Aeronautical University and the Kennedy Space Center, well-positioned to serve the aviation and aerospace industry. 2. Transportation a. Easy accessibility to 1-95,14, Ports in Jax and Canaveral, Rail (FEC), Intracoastal waterway, Atlantic Ocean, Airports (Sanford -Orlando, OIA, DBIA, New Smyrna Beach Airport) b. Room for capacity 3. Quality of Life a. Arts (Atlantic Center for the Arts, HUB, Artist's Workshop, Little Theater) b. Outdoor Recreation (parks, beaches, river, East Regional Rail Trail, biking trails, paddling trails, fishing, hunting, Canaveral National Seashore, Eldora, Seminole Rest, Historic Museums) c. Special Events consistently d. Restaurants (locally owned, perfect for "foodies") e. Specialty Shopping & Retail f. Affordable Living g. Southeast Volusia has been one of the county -wide leaders in new residential construction in the last several years — a preferred area for growth. Many new residents bring business experience and connections that can be valuable for economic development. h. Tourism is a key economic driver for the area. People who vacation here, often end up moving their business here. 4. Available Land a. Largest continuous Industrial zoned area in the County including Park Ave, ParkTowne Industrial Center, Massey Ranch Airpark b. Southeast Volusia Business Park c. NSB Airport & Industrial Area d. Land near I-95 e. Residential development opportunities available, some with existing entitlements. 5. Education a. 5 College / Universities in the County positioned to partner (Embry Riddle Aeronautical University, Stetson University, University of Central Florida, Daytona State College, Bethune-Cookman College) b. Edgewater Public Elementary School — first elementary school in the state of FL to become STEM Certified focusing on the Four C's of Next Generation Engineering Standards: collaboration, critical thinking, creativity, and communication while exploring Science and Engineering Practices. c. Burns Sci Tech Charter School — Partnership with Southwest Airlines with Pilot Jeff Loche: Adopt -A - Pilot Program (6 weeks class taught once each week by a SW Airline pilot, 5th grade). ii. Partnership with the Spruce Creek Fly -in "Experimental Aviation Association"- provide an Aviation Career Day, Fly -over and free "Eagle Flights" to interested students and their parents. Sponsor a flight simulator program for student at the school iii. Partnership with the NASA Speakers Bureau Resource: Engineers, scientists and other professionals who represent the agency are scheduled to speak to our students on a regular basis. d. Southeast Volusia's sole high school, New Smyrna Beach High School, Pathways to Academies — through Advanced Placement Program, students are able to earn college credit at over 3,000 colleges and universities. i. Academy of Veterinary Science ii. Medical Academy iii. Academy of Engineering iv. Culinary Academy V. Academy of Entertainment & Sports Marketing vi. Criminal Justice Academy 6. Health Care Availability i. Florida Hospital New Smyrna ii. Florida Memorial Hospital Health Park iii. Florida Health Care Plans iv. Halifax Health 7. Organization i. The Southeast Volusia area is served by one chamber of commerce, the Southeast Volusia Chamber of Commerce — since 1926. ii. All three Southeast Volusia cities have approved a resolution to market SE Volusia for Economic Development. WEAKNESSES 1. Housing a. Lack of inventory of more attainable, more workforce and more high-end housing needed. 2. Infrastructure a. Need enhancements to the usability of corridors and connector roads b. Some areas of Southeast Volusia lack consistent connectivity to Water & Sewer c. High Speed Fiber Optic Communication / Internet Connectivity d. Expensive and difficult for land owners to construct infrastructure 3. Workforce a. Availability b. Skilled Labor Needed 4. Lack of Public Transportation a. Votran bus routes take too long, times are limited, routes back home are difficult b. Commuter Rail unavailable in region 5. Traffic Arteries and Connectors Need Widening to enable large tractor trailer traffic to traverse safely to Industrial Zoned areas 6. Lack of Technology a. High Speed Fiber Optics not yet available b. Area is not known as a technology region even though NASA & KSC to the south and ERAU in Daytona Beach OPPORTUNITIES 1. NASA / Kennedy Space Center new strategic plan to open the doors to allow private companies to provide private space transportation services. 2. Strong Collaboration between the cities and the county 3. Largest Industrial Zoned Area or Center in Volusia County 4. Workforce a. Skill sets created in marine industry are similar to automotive, aviation and composites b. Diversity — growing Hispanic population to the west and north available for workforce 5. Water Front Properties Available 6. New Community Redevelopment Districts 7. The new Brannon Center is a civic center to serve SE Volusia County with a location for business meetings and conferences. 8. SE Volusia has opportunities to grow its cultural arts assets to add to the arts, music and theatre. 9. The acquisition of Bert Fish Medical Center by Florida Hospital to create Florida Hospital New Smyrna brings growth opportunities in health care. THREATS 1. At the current time, neighboring areas are ahead of SE Volusia in the number of existing aerospace companies. 2. Changes in the political climate and / or land use restrictions could deter economic development efforts. a. Proposed Federal regulations (e.g. substantial minimum wage increases, comp time requirements) could deter business expansion efforts 1. Limited Funding for Capital Improvement Projects a. Water b. Sewer c. Roads d. Storm -water 2. Environmental Factors a. Mosquito Lagoon 3. Economic Development Opportunities and Targets Once the SWOT has been completed and accepted by the various stakeholders it will play a key role in the process of determining the targeted industries. If a competitive weakness exist in a defined geographical area that would make it impossible for an industry to succeed or function, it will obviously not be identified as a target. The process of selecting the targeted industries will need to not only take into account what the local community desires, but also what we have in our community that prospects find attractive. Conversely, the community may want a certain type of industry, but due to geographic or other limitations, that industry may find it unlikely that it will succeed. This is why an honest assessment in developing the SWOT analysis is so critical to success. Selection Criteria - Desirability, Compatibility and Resources Suitability of Available Sites Business and Industry Opportunities and Targets 4. Strategic Goals and Action Plan Goal 1. Establish the Organizational Structure The economic development groups appointed by the governing bodies of the three cities held a joint meeting March 16, 2016 to discuss ways in which the cities in Southeast Volusia County (Cities) could work together on a regional marketing plan to recruit companies that would create high paying jobs. There was a consensus among the participants that working together in a collaborative manner would strengthen the opportunities for recruitment. There was also a general agreement that the Southeast Volusia Chamber of Commerce (Chamber) would play a key role in the development and implementation of this plan since it already represents Southeast Volusia as a whole. Based upon recommendations coming out of this meeting the governing bodies of the three cities passed a resolution supporting a joint marketing plan. This joint marketing effort is now known as the Southeast Volusia Marketing Initiative (SEVMI). The Cities' respective economic development groups have agreed to jointly assume the responsibility of overseeing the SEVMI as the "Regional Coalition". The members of the Regional Coalition will be the members of the respective Economic Development Board or Committee of each City as appointed by the governing bodies from time to time. It was also agreed upon to establish an executive committee comprised of one representative from each city for the purpose of drafting the strategic marketing plan and to develop a regional brand to be presented to the full Regional Coalition for consideration. Once the Strategic Marketing Plan is approved by the Regional Coalition, it will then be presented to the governing bodies of each city for their consideration and approval. The Chamber has agreed to provide it's services in assisting the Regional Coalition in developing marketing material and implementation of the various aspects of the Strategic Marketing Plan. The economic development staff from each City will provide assistance to the Regional Coalition and it's executive committee and serve as liaison between the Cities. Actions Items: 1.1 Establish a meeting schedule for the Executive Committee and the Regional Collation. Time Frame: November 2016 Budget: 0 1.2 Submit SEVMI Strategic Marketing Plan to the Regional Coalition at March 2017 meeting. 1.3 Submit SEVMI Strategic Marketing Plan to the governing bodies of the Cities for approval. Time Frame: April 2017 1.4 Send out newsletter to inform stakeholders, our local community and the press of progress and other developments related to SEVMI to be sent by email and made available on the Cities' websites. Time Frame: November 2016 Budget: 0 Goal 2. Review and Revise Strategic Marketing Plan This draft of the Strategic Marketing Plan should continue to be reviewed and revised as we move forward with this initiative. A final SWOT analysis needs to be developed in order to move forward with identifying the targeted industries. Action Items: 2.1 Invite local business leaders of the manufacturing and technology community to a meeting to describe the SEVMI and get their input on the SWOT Analysis. Ask the Chamber to facilitate this meeting as a neutral party and request that the Cities' reimburse the Chamber for any costs incurred. Time Frame: February 2017 Budget: $200 2.2 Compile and summarize the input from the business leaders and finalize the SWOT by merging and evaluating both the input from the business leaders and the existing draft provided by the Cities' economic development groups. Time Frame: February 2017 Costs: $0 2.3 Engage a consultant to assist the Regional Coalition in finalizing the SEVMI strategic marketing plan. Time Frame: May 2017 Budget: ? Goal 3. Develop a Regional Identity and Brand and Identify Economic Development Opportunities and Targets It is important to have a distinct identity and brand to set out our local region apart from other areas. The identity should emphasize our regional strengths and assets. The Brand should capture the essence of our identity and be one that is recognizable and memorable. Targeted industries will be identified that will be supported by the SWOT analysis and input from the community. 3.1 Engage a consultant -to assist the SEVMIin establishing the identity and brand that would be distinct to our area, but also compliment the efforts of TVEDC, CEO Business Alliance, VMA and Volusia County Economic Development Department. Time Frame: May 2017 Budget:? 3.2 Review existing marketing materials used by the Cities, The Chamber, TVEDC and Southeast Volusia Ad Authority to possibly be used in developing the Identity and Brand. Time Frame: May 2017 Budget: 3.3 Establish a process by which the community and other stakeholders can participate in defining a regional identity upon which a brand can be created. Time Frame: May 2017 Budget: Goal 4. Develop a Professionally produced Web -site along with other Social Media and Creating Detailed Marketing Products Focused on Value Proposition A professionally produced website along with other social media is critical to being competitive in today's highly aggressive digital environment. The various forms of marketing products should be evaluated to determine what would be the most cost effective given a limited budget. Working with our partners including the Chamber, Team Volusia, and Southeast Volusia Ad Authority, materials that have already been produced could be incorporated into the new website and marketing materials. Action Items: 4.1 Engage a website designer to build a professional website that would include marketing, targeted industries, resources, links, news and other information. Time Frame: July 2017 Budget: ? 4.2 Work closely with Team Volusia to determine the extent to which the new Strategy for Success will generate marketing materials specific to SEV that can be used in developing our own marketing efforts. 4.3 Review existing marketing materials used by all three cities, The Chamber and SEV Ad Authority to possibly be used in developing marketing materials. 4.4 Encourage our partners as well as the Cities, to place links to the new website on their websites. Goal 5. Establish a Collaborative Approach to Prospect Relations Once a prospect decides to obtain information or wants to visit SEV, a protocal needs to be established between the Cities to welcome the prospect to our region without competing among ourselves. Goal 6. Building a Positive Relationship with Real Estate Professionals