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ECONOMIC DEVELOPMENT

"Creating more jobs for the citizens of our community."

Meeting Councils goal for new industrial and technology parks New England medical technologies marketing initiative

Business development and retention

Award winning marketing program

5-year economic development strategic plan

Approved by the Volusia County Council June 2002

Economic Development Strategic Plan

Acknowledgements

Strategic Planning Group, Inc. wishes to acknowledge the considerable time and effort of numerous groups and individuals in the preparation of this PLAN. We would like to acknowledge the efforts and direction provided by the County Council, the County Manager's staff including Matt Greeson, the efforts of the newly formed Department of Economic Development; especially, Rick Michael who inherited this effort and spent hundreds of hours in its preparation, the City Managers and Mayors who responded to detailed interviews and surveys, and the contribution of County's many Chambers of Commerce, Advertising Authorities, the Workforce Development Board and the hundreds of business leaders and citizens who attended the four countywide Charrettes. Special consideration is to given to the following members of the Strategic Plan Working Committee who have spent considerable time in attending meetings, review text and providing invaluable direction, comments and suggestions:

Dick Tosh, President, Pinnacle Bank Dean O'Brien, Browning Communications Joe Forte, City Manager, Holly Hill Mike Abels, City Manager, DeLand Ken Hooper, City Manager, Edgewater Dwight Lewis, past Chair, Volusia County Council Ann McFall, Chair, Volusia County Council George Mirabal, President, Halifax Chamber John E. Evans, Director of Corporate Communications, Halifax Health Systems Kent Sharples, President, DBCC Blaine Lansberry, Manager, Bahama House Charlie Lydecker, Executive Vice President, Brown & Brown Joel Ivey, President, Ivey, Harris, & Walls Jon Kaney, Cobb, Cole & Bell Ron Nowviskie, Senior Property Manager, Root Corporation Mike Vollmar, President, Ocean Design, Inc. Ray Gilley, Executive Director, Mid Florida Economic Development Commission Judy Conte, Chairwoman, Volusia County School Board Bill Hall, Superintendent, Volusia County Schools Steve Dennis, Executive Director, Southeast Chamber John Graham, President, Daytona International Speedway Bob Coleman, Regional Manager, Florida Power & Light Rob Merrell, Chairman, Volusia County Association for Responsible Development Christina Travis, Vice Chair, Volusia Council of Governments Linda White, Executive Director, Greater West Volusia Chamber Rick Dawson, Chairman, Workforce Development Board

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Executive Summary

Over the past two decades, Volusia County has not experienced the same economic expansion and new investments as its neighboring counties with whom it routinely competes for investment and jobs. This fact persists despite the community's many competitive advantages, including its transportation system, abundant labor force, quality of its natural resources, quality of life and low cost of living. Over this time period the county's economy and economic structure have been subject to much study. In early 2000, the County commissioned an economic organizational study to review the effectiveness of the County's economic development program. As a result of that study, the County decided to create a new Department of Economic Development within County Government. Once created, the County commissioned a countywide strategic plan be developed to direct and guide the overall economic development strategy of the county and its many stakeholders. In this light and taking a long term view, this PLAN calls for significant repositioning of the community to make it consistently competitive in creating, retaining and attracting jobs while at the same time protecting and enhancing its natural, cultural and historic resources. Repositioning means building a better "product" to benefit those citizens and companies already here, and strongly and effectively communicating these advantages to outside businesses and investors. This PLAN has been shaped and driven by the following overall vision statement Generate sustained economic growth of the county by encouraging new investment, creation of value added full time employment while maintaining the area's abundant natural and manmade resources as envisioned in Volusia Forever and ECHO. The Plan's central conclusions are as follows: · To effectively pursue economic growth, the community must better manage its total economic process (business development, tourist development, community development and workforce development). A new emphasis on thinking and acting as a unified county/community first, requiring better cooperation between cities, county and private sector, and as a multi-county region second. The county's economic development efforts must refocus attention on programs to support existing business and existing job skills. Further economic diversification is also needed, through continued development of Manufacturing (aviation/avionics, automobile components/sub assembly, marine/marine recreational, and medical device), Hospitality, Distribution, Health Care and Knowledge-Based (IT) Commerce; through aggressive, targeted business attraction programs; and through expanded support for entrepreneurs and growth in our midst.

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·

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Economic Development Strategic Plan

·

Significantly greater funds must be invested over the next decade in adult workforce development and education, public infrastructure, and managing and marketing this sustainable economic development program. To achieve effective and consistent leadership for planning, infrastructure investment and the delivery of other public services to support economic development, cooperation among all stakeholders will be required. Growth must accommodate the protection and enhancement of the natural and manmade resource base that defines the community's existing quality of life. Economic Growth/Diversification and Environmental Protection must proceed hand- in-hand.

·

·

Initiatives have been identified throughout the PLAN to address most of the County's major liabilities or its opportunities for future growth. However, funding these proposals will not be easy. Although the County has committed significant resources, other public and private resources (state, regional and national) will be required to fully implement the PLAN. On these key points this PLAN has achieved a resounding consensus. The time now has come to move forward with implementation. The greatest strategic challenge facing Volusia County is no longer a matter of establishing the correct goals and objectives. Rather, the attention of civic and private sector leaders must now focus on ensuring that the community has viable mechanisms to harness the public and private resources at hand, to develop additional resources, and to deploy them in a way that will make a tangible difference in the future performance of Volusia County's economy.

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Why Do Economic Development?

The first step in developing an Economic Development Strategic Plan is to define the meaning of economic development. According to Enterprise Florida and the Florida Economic Development Council economic development is: "The process of improving the economic health of a city, region or the state by bringing together its assets, resources and political action into a strategy to bring wealth and prosperity to that area." Volusia County is attempting to address the issue of Economic Development in order to: · · · · · Increase wealth and prosperity for our communities Ensure job opportunities for all County citizens Expand the tax base for local and county government to better serve our citizens and for our school system to support education Improve the quality of life of County citizens by increasing the standard of living through enhanced employment opportunities Ensure a bright economic future for our County

As it applies to economic development Wealth creation occurs when we export products and services outside our County and import money in return. When companies have wages above the County average, it raises the standard of living. Local retail and service jobs, although needed, circulate money within our communities but do not create wealth for the County unless serving those visitors who come to the greater Volusia area for extended visits. It is the belief of Volusia County government that without an economic development program, our county and our communities would grow but not always in the way we desire. By targeting high-wage, high-value jobs, for which we compete with other communities, we increase the prosperity and standard of living in our County. Otherwise our County would be left with lower wage, service oriented jobs and a static standard of living. Diversification from traditional industries balances our economy and makes us less vulnerable to fluctuations. By encouraging high levels of capital investment along with high-wage jobs, we expand the tax base thereby providing more dollars for local and County governments. This new tax base continues to provide a strong return for years to come. Our world is changing at a rapid pace. Much of that change can be seen in the very types of jobs that we have and are trying to attract. Without the effort to diversify by targeting highwage jobs, Volusia County could fall behind and be left to depend substantially on tourism, services and retirement. We must attempt to continue efforts to bring together the local cities

Strategic Planning Group, Inc. Volusia County Department of Economic Development Page 3

Economic Development Strategic Plan and business community, working to achieve the results of increased wealth, an expanded tax base and a higher quality of life for our citizens now and for the future." The process of economic development has become complex. At its best, economic development is both research-based and relationship-driven. The major components of this Strategic Plan are expressed in the following areas: RESEARCH & INFORMATION · · Research key community factors including demographics, infrastructure, workforce, existing industry base, real estate inventory, tax climate, and quality of life. Evaluate communities' assets and weaknesses, including strengths, opportunities, weaknesses and threats and develop strategies for emphasizing or minimizing them as needed. Identify targeted industries that are a good match for the community's strengths. Capitalize on assisting existing companies and growing industry groups Present data (both print and web versions) to prospective companies. Accurate, adequate and accessible data is essential to making the short list when prospects start their decision-making process.

· · ·

RELATIONSHIPS · Marketing is key to obtaining inquiries and potential leads. Marketing strategies include: § § § § § § · Direct contact with target industries Trade shows and business missions Advertisements and advertorials in trade publications Websites and related links Relationships with site selection consultants Leveraging of area activities for prospect recruitment

Ongoing communication with prospects. To become competitive, Volusia County's economic development professionals need to coordinate with all leads and prospects and maintain strong ties with project location specialists.

As all economic development professionals know, Economic Development is a collaborative process. Facilitating site-specific real estate deals, navigating local and state regulatory issues, while

Strategic Planning Group, Inc. Volusia County Department of Economic Development Page 4

Economic Development Strategic Plan demonstrating that transportation and workforce needs are met, are an important part of supporting potential business prospects. Economic Development agency activities on the "front lines" for a successful partnership include: 1) Generating leads through relationship marketing, such as trade shows or consultant events; 2) Providing information on websites and project research to support cost analysis; 3) Facilitating site tours and community introductions; 4) Negotiating incentives; and 5) Advocating business climate improvements. Site selection is an elaborate decision process. Business expansion and location decisions are based on evaluations of many factors. Often, corporate executives and their consultants develop complex matrices to compare cost and other factors for twenty or more sites in as many states or locations. We must explore a variety of location factors that are most important to businesses--transportation, labor costs, availability of skilled labor, taxes and incentives, quality of life, and others. The process, many times, begins with evaluation of the size of the community by population. Understanding how an area population profile is seen or understood by groups considering relocation or business expansion is key to what is expected of our workers. Succeeding in demonstrating a workforce suitable to meet the needs of a specific industry is quickly followed by the need for available work sites or facilities. It is critical that these basic of all resources be in place and available. Much of our challenge is to create and to enhance these resources to ultimately achieve our overall goals of economic development.

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Action Plan for Change

Economic Development is no longer seen as merely a real estate marketing effort to entice businesses (usually manufacturing plants) to relocate into the area. Today, economic development is truly about enhancing quality of life. It's about increasing per capita wages, training its workforce, enhance infrastructure that in turn will protect and enhance the area's natural resources. Today, economic development encompasses not only business expansion and retention; it also addresses tourism, community development, workforce development and environmental protection. As a result of significant public input, six major themes serve as the "Goals" 1for the PLAN. Goal 1: DEVELOP AND IMPLEMENT A UNIFIED APPROACH TO ECONOMIC DEVELOPMENT Increase through a unified public/private partnership "at home"2 employment opportunities and wages, support of existing businesses, and attraction and expansion of high value added industry. Goal 2: BUSINESS DEVELOPMENT AND EXPANSION Promote and support positive economic change by conducting strategic activities designed to expand and diversify the existing economy to create additional employment and income opportunities. Goal 3: TOURISM ENHANCEMENT AND EXPANSION Attract more year-round convention, business, family, special events and ecological, cultural, historical, and outdoor (ECHO) related activities Goal 4: WORKFORCE DEVELOPMENT Ensure development of a progressive workforce to meet the existing and future needs of employers.

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Goal: A long-term organizational target or direction of development. It states what the community wants to become over the next several years. Goals provide the basis for decisions about the nature, scope, and relative priorities of all projects and activities 2 The term "at home" means within Volusia County. Strategic Planning Group, Inc. Volusia County Department of Economic Development Page 6

Economic Development Strategic Plan Goal 5: COMMUNITY DEVELOPMENT Build on strengths and competitive advantages and provide the necessary infrastructure and services to support and enhance quality of life and economic growth. Goal 6: MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY Build on strengths and competitive advantages and provide the necessary infrastructure and services to support and enhance quality of life and economic growth. Maintain, protect and enhance the natural, cultural, educational, health, and historic environment/ facilities/programs to meet the needs of the community. Each of the Goals listed above have numerous objectives3 and strategies4, which provide the means of attaining their individual and collective results. This PLAN is very comprehensive. The PLAN contains 6 Goals, 37 objectives and 260 strategies. It should be noted that there is considerable overlap between goals, objectives and strategies and that responsibility for the objectives/strategies involves a host of public and private stakeholders. Without cooperation amongst all parties, the PLAN as outlined below will fail.

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Objectives: A measurable target that must be met on the way to attaining a goal. Strategy: The means by which an organization intends to accomplish an objective Page 7

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Economic Development Strategic Plan

Overview of Goals

Goal 1: DEVELOP AND IMPLEMENT A UNIFIED APPROACH TO ECONOMIC DEVELOPMENT Increase through a unified public/private partnership "at home"5 employment opportunities and wages, support of existing businesses, and attraction and expansion of high value added industry. Volusia County has not historically approached economic development as a singular community wide initiative but rather as separate sub-county regions with each sub county region competing for investment capital. It is an accepted axiom within the professional ranks of economic development that economic development not only requires community-wide cooperation but that true regional (counties and even states) cooperation is necessary in order to present a more diversified resource base required in today's emerging international arena. The intent of Goal 1, its ten (10) objectives and its 60 strategies, is to create a regional approach to attract investment into the county, its cities and sub-regions. The county's most immediate competitors have already developed and are marketing this type of unified approach to economic development. It is only through a unified approach that the county can accurately market its many assets and protect and enhance its natural and manmade resources. Goal 2: BUSINESS DEVELOPMENT AND EXPANSION Promote and support positive economic change by conducting strategic activities designed to expand and diversify the existing economy to create additional employment and income opportunities. Goal 2 represents the more traditional view of economic development: the attraction of new jobs and the retention of existing jobs for the community. To achieve this Goal, the PLAN identifies ten (10) objectives and 78 strategies. The thrust of the Goal is not only to provide strategies to retain and expand the existing business base of the county but also to reposition the county to attract a higher paying and diverse employment base. The Goal and its objectives/strategies address existing and proposed opportunities required to build necessary inventory to attract future businesses and investors. It focuses on recruiting employers from traditional industries, with an added interest in promoting information technologies (IT) and distribution. Most importantly, geographic regions and all citizens benefit from increased and diversified capital investments.

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The term "at home" means within Volusia County. Page 8

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Economic Development Strategic Plan Goal 3: TOURISM ENHANCEMENT AND EXPANSION Attract more year-round convention, business, family, special events and ecological, cultural, historical, and outdoor (ECHO) related activities Tourism has historically been the County's largest economic sector. However, the County's hospitality industry has aged, and not all of the county's ecological and man-made resources have been promoted equally. Furthermore, tourism like other sectors of the economy has been developed and marketed by three sub-county regions. This Goal contains five (5) objectives and 33 strategies. One of the major objectives of this Goal is to determine if different strategies are warranted to develop a more diversified and higher value-added countywide tourism base. The objectives include preparing a new countywide tourism strategic plan, addressing existing infrastructure including DBIA and the Ocean Center. With a renewed emphasis on expanding convention and group, the PLAN tries to create a synergy for encouraging new tourism markets. Goal 4: WORKFORCE DEVELOPMENT Ensure development of a progressive workforce to meet the existing and future needs of employers. Today, labor force issues rank as two of the three top factors that businesses analyze when relocating6. This Goal mainly addresses the existing workforce with strategies addressing enhancement of skills through training. The Goal has four (4) major objectives and 21 strategies. As shown in recent studies, the County has a large under-employed workforce, approximating 43,000. The Study further outlines worker surplus and availability in areas of advanced manufacturing skills, distribution and office environments. These factors have been included as part of the planning process of identifying those targeted industries outlined in other areas of the PLAN.

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Top Ten Site Selection Factors 1. Highway accessibility 2. Labor costs 3. Availability of skilled labor 4. Corporate tax rate 5. State and local incentives 6. Occupancy or construction costs 7. Tax exemptions 8. Environmental regulations 9. Low union profile 10.Energy availability and costs Strategic Planning Group, Inc. Volusia County Department of Economic Development Page 9

Economic Development Strategic Plan Goal 5: COMMUNITY DEVELOPMENT Build on strengths and competitive advantages and provide the necessary infrastructure and services to support and enhance quality of life and economic growth. One of the Community's greatest weaknesses is the lack of existing/appropriate inventory to house future recruitment of specific targeted industries. The county has an excellent transportation infrastructure with a large quantity of undeveloped land. However, the county has few commerce parks located at appropriate locations. This Goal and its four (4) objectives and 46 strategies address the need for the creation of additional inventory: pre permitted building sites, commerce parks and buildings necessary to attract major employers to the county. The goal addresses several activity centers and commerce sites where development is to be focused or directed. However, it needs to be noted that most of the locations are located within municipal boundaries and not in unincorporated areas and as such a collaborative partnership between the individual cities (acting as lead agent) and the County will be required. The objectives have been grouped into four topic areas: (1) County owned property or those properties were the County has made significant investment; (2) Those development locations that have been created or supported by local municipalities; (3) Those properties associated with Aviation and related assets; and (4) coordination and greater access for growth management data. It is important that in committing public resources to the implementation of the objectives in Goal 5 that projects be evaluated and prioritized as to their individual return on investment (ROI) .

Goal 6: MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY Build on strengths and competitive advantages and provide the necessary infrastructure and services to support and enhance quality of life and economic growth. Maintain, protect and enhance the natural, cultural, educational, health, and historic environment/ facilities/programs to meet the needs of the community. Throughout the public involvement process in the development of this PLAN, the public voiced their concerns about urban sprawl. While they encourage economic diversity, it is not to be at the expense of our existing environment. This PLAN acknowledges the community's desire to maintain and enhance the rich ecological, historical, and cultural resources that

Strategic Planning Group, Inc. Volusia County Department of Economic Development Page 10

Economic Development Strategic Plan weight heavily in defining the area's excellent quality of life. The voter's of Volusia County overwhelming passed Volusia Forever and ECHO has mechanisms to ensure the protection and enhancement of the County's unique environmental framework. This Goal's four (4) objectives and 22 strategies define the PLAN commitment to preserving and enhancing the ecological, cultural and historic resources of the county in its approach to expanding and diversifying the County's economic base.

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Goal Summary

Goal 1: DEVELOP AND IMPLEMENT A UNIFIED APPROACH TO ECONOMIC DEVELOPMENT Increase through a unified public/private partnership "at home"7 employment opportunities and wages, support of existing businesses, and attraction and expansion of high value added industry. Volusia County has not historically approached economic development as a singular community-wide initiative but rather as separate sub-county regions with each sub-county region competing for investment capital. It is an accepted axiom within the professional ranks of economic development that economic development not only requires community-wide cooperation but that true regional (counties and even states) cooperation is necessary in order to present a more diversified resource base required in today's emerging international arena. The intent of Goal 1, its ten (10) objectives and its 60 strategies is to create a regional approach to attract investment into the county, its cities and sub-regions. The county's most immediate competitors have already developed and are marketing this type of unified approach to economic development. It is only through a unified approach that the county can accurately market its many assets and protect and enhance its natural and manmade resources.

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The term "at home" means within Volusia County. Page 12

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Economic Development Strategic Plan

GOAL ONE:

DEVELOP AND IMPLEMENT A UNIFIED APPROACH APPROACH

Increase through a unified public/private partnership "at home"8 employment opportunities and wages, support of existing businesses, and attraction and expansion of high value added industry. Objective 1.1 Create Base Line For Identifying Workforce Attributes

Strategy 1.1.3 Establish a routine reporting process for monitoring average wage trends by industry sector, by 3rd quarter, CY 2002; ongoing Strategy 1.1.4 Incorporate and financially support the Senior Corp Of Retired Executives (SCORE) toward providing initial small business counseling for business start-ups, beginning 2nd quarter, CY 2002; ongoing

Strategy 1.1.1 Establish a routine reporting process for monitoring area workforce statistics and trends, by 3rd quarter, CY 2002; ongoing Strategy 1.1.2 Investigate and monitor annual population migration trends to determine local growth rates, by 3rd quarter, CY 2002; ongoing

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles FL Department of Labor, US Department of Labor, Regional Workforce Development Board, SCORE.

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

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The term "at home" means within Volusia County.

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Strategic Planning Group, Inc. Volusia County Department of Economic Development

Economic Development Strategic Plan

GOAL ONE:

Objective 1.2

DEVELOP AND APPROACH

IMPLEMENT

A

UNIFIED

Create Value-Added Employment Opportunities

Strategy 1.2.4 Support development projects that create physical facilities that foster valueadded employment, ongoing Strategy 1.2.5 Organize and coordinate a Federal Contractor Procurement Fair to provide local access to federal small business set-asides by 4th quarter CY 2003, ongoing

Strategy 1.2.1 Identify targeted industry sectors that offer value-added employment opportunities by 3rd quarter, CY 2002, ongoing Strategy 1.2.2 Establish public policy to set targeted wage parameters that provide valueadded guidelines by the end of 3rd quarter CY 2002, ongoing Strategy 1.2.3 Establish an inducement program to encourage recruitment of valueadded businesses by the end of 3rd quarter CY 2002, ongoing

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles EDOs, Cities, Chambers of Commerce, US Congressional Office, US Department of Defense, Volusia Manufacturers Association, 3rd party contractors

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL ONE:

Objective 1.3

DEVELOP AND APPROACH

IMPLEMENT

A

UNIFIED

Encourage Partnering Of Economic Development Activities Between County, Cities And Chambers Of Commerce

Strategy 1.3.3 Encourage chamber, cities, county and workforce practitioners to participate in workshops and training opportunities; ongoing Strategy 1.3.4 Incorporate the experience and skills presented by the members of the SCORE in supporting Technology Incubation and Federal Contracting activities by 1st quarter CY 2003 (see Goal 1.1.4)

Strategy 1.3.1 Create a marketing forum to encourage participation of area chambers, cities and county economic development and workforce practitioners by 2nd quarter CY 2002; ongoing Strategy 1.3.2 Encourage the participation of chamber, cities, county and workforce practitioners in targeted trade shows for business recruitment by 4th quarter CY 2002; ongoing

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Local Cities, EDOs, Chambers of Commerce, SCORE, West Volusia Committee of 100, and the Regional Workforce Board

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL ONE:

Objective 1.4

DEVELOP AND AND APPROACH

IMPLEMENT

A

UNIFIED

Create Regional And State Cooperative Partnerships

Strategy 1.4.6 Develop a regional forum for the exchange of economic development programming and for the purpose of encouraging and developing collective marketing initiatives among the cities, chambers of commerce and county government by 2nd quarter, CY 2002; ongoing Strategy 1.4.7 Leverage existing partnership with East Central Florida Regional Planning Council to establish an "economic impact model" for area development projects by 4th quarter, CY 2002; ongoing Strategy 1.4.8 Leverage existing partnership with East Central Florida Regional Planning Council to participate in a regional "Economic Development Strategic Plan" in order to enhance potential federal funding opportunities and funding ratios by 1st quarter, CY 2003; ongoing

Strategy 1.4.1 Encourage the area's participation in the Myregion.org program by 2nd quarter, CY 2002, ongoing Strategy 1.4.2 Participate and coordinate the dissemination of information to and from the Florida High Tech Council by 3rd quarter, CY 2002; ongoing. Strategy 1.4.3 Participate in the industry trade show program for targeted industry sectors with Florida Progress, Inc. and other electric utility partners by 3rd quarter CY 2002; ongoing Strategy 1.4.4 Coordinate industry referrals with Enterprise Florida, Inc. for dissemination to the County's Economic Development Program and to the local cities and chambers of commerce by end of 2nd quarter, CY 2002; ongoing Strategy 1.4.5 Incorporate the resources and network of the Florida Technology Research Development Authority into a local industry visitation program by 4th quarter, CY 2002; ongoing Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Local Chambers of Commerce, Cities, East Central Florida Regional Planning Commission, SJRWMD, FDOT, Florida Technology Research Development Authority, Enterprise Florida, Inc., Florida Progress, Myregion.org, Regional Workforce Board, Central Florida Development Corporation, and other utilities

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL ONE:

Objective 1.5

DEVELOP AND APPROACH

IMPLEMENT

A

UNIFIED

Develop An Overall Marketing Plan For Business Development

Enterprise Florida, Inc. and area electric utilities by end of 3rd quarter, CY 2002 Strategy 1.5.7 Develop data bases for targeted industry groups ­ aviation/avionics, automotive component/sub assembly, marine/marine recreational, medical device by 4th quarter, CY 2002; ongoing Strategy 1.5.8 Develop a targeted industry Marketing Strategic Plan for identifying and recruiting Information Technology industry groups by 2nd quarter, CY 2003; ongoing Strategy 1.5.9 Develop a targeted industry Marketing Strategic Plan for medical product manufacturers by 3rd quarter, CY 2003; ongoing Strategy 1.5.10 Design a series of advertorial ads by 2ndquarter CY 2003, ongoing. Strategy 1.5.11 Establish an aerial electronic photo file for key targeted activity areas by 3rd quarter, CY 2002; ongoing Strategy 1.5.12 Design and print direct mail collateral for medical product manufacturers by 4thquarter, CY 2002; ongoing

Strategy 1.5.1 Contract for a professional third party marketing and design agency to assist in the development of collateral literature, ad designs and other related marketing requirements by 2nd quarter, CY 2002; ongoing Strategy 1.5.2 Design collateral literature to promote a Business Assistance Team involving the cities, the chambers of commerce and the County's economic development practitioners by 3rd quarter, CY 2002; ongoing Strategy 1.5.3 Design and develop a series of community based collateral literature by 4th quarter, CY 2002, ongoing Strategy 1.5.4 Design and develop a series of community based electronic collateral materials by 3rdquarter, CY 2003 Strategy 1.5.5 Integrate community based data to the County's Internet provide linkage to chambers of commerce and city Internet sites by 4th quarter, CY 2002; ongoing Strategy 1.5.6 Investigate appropriate trade show venues and coordinate participation with Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Chambers of Commerce, Cities, 3rd Party Vendors, Enterprise Florida, and Area Utilities.

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL ONE:

Objective 1.6

DEVELOP AND APPROACH

IMPLEMENT

A

UNIFIED

Develop Industry/Business Recruitment Program

Strategy 1.6.7 Coordinate recruitment efforts with participating local, regional and national commercial realtors by 1st quarter, CY 2003, ongoing. Strategy 1.6.8 Allocate funding to support advertising to targeted industry groups by end of 3rd quarter, CY 2002 Strategy 1.6.9 Provide a Quick Response proposal format for responding to industry inquiries by 4th quarter, CY 2002 Strategy 1.6.10 Establish flexible inducement program to encourage value-added employment and capital investment by 3rd quarter, CY 2002 Strategy 1.6.11 Provide administrative support in identifying local and state employment incentives by 3rd quarter, CY 2002, ongoing Strategy 1.6.12 Create a commission "incentive pool" to encourage commercial realtor support for directing new construction projects to designated county and city owned project sites by 3rd quarter, CY 2003

Strategy 1.6.1 Identify medical product manufacturers for recruitment by 3rd quarter, CY 2002, ongoing Strategy 1.6.2 Begin Identifying and establishing working relationship with regional and national site selection organizations by 3rd quarter, CY 2002, ongoing Strategy 1.6.3 Identify targeted industry trade shows and coordinate cooperative opportunities with Enterprise Florida and area electric utilities by 1st quarter, CY 2003; ongoing Strategy 1.6.4 Organize targeted industry/commerce recruitment support teams by 1st quarter, CY 2003, ongoing Strategy 1.6.5 Establish databases for supporting targeted medical product company direct mail and telecommunications initiatives by 1st quarter, CY 2003, ongoing Strategy 1.6.6 Coordinate recruitment efforts with participating developers by 4th quarter, CY 2002; ongoing

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Chambers of Commerce, Cities, Regional Partnerships, Area Utilities, Area Commercial Realtors, and 3rd Party Vendors.

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL ONE:

Objective 1.7

DEVELOP AND APPROACH

IMPLEMENT

A

UNIFIED

Create A Electronic Tracking System For Prospect Management

Strategy 1.7.1 Design and implement the development of a customized tracking system for managing business inquiries, prospects and projects by end of 3rd quarter, CY 2002; ongoing

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles 3rd Party Vendors

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL ONE:

Objective 1.8

DEVELOP AND IMPLEMENT A UNIFIED APPROACH

Identify Targeted Recruitment Markets

Strategy 1.8.1 Leverage the recognition value of value-added events and develop a targeted marketing plan for identification and recruitment of automotive components and sub assembly manufacturing and value-added support industries by 2nd quarter, CY 2004; ongoing Strategy 1.8.2 Leverage the recognition value of the marine and recreational environment by developing a targeted marketing plan for identification and recruitment of marine recreational products and aquatic sporting related product manufacturing by 4th quarter, CY 2003 Strategy 1.8.3 Leverage the recognition of existing high-valued manufacturing of medical related products by developing a targeted marketing plan for the identification and recruitment of medical and biotechnology related products and their value-added support systems by 1st quarter, CY 2003; ongoing

Strategy 1.8.4 Leverage the recognition values of higher-valued educational capacity (IE: ERAU) and existing investment in aviation facilities by developing a targeted marketing plan for the identification and recruitment of avionics and aviation related manufacturing, engineering and design companies by 3rd quarter, CY 2003; ongoing Strategy 1.8.5 Identify the level of the existing "underemployment" market with existing work skill sets adaptable to support Customer Service and Information Technology Office operations by the end of the 3rd quarter, CY 2002 Strategy 1.8.6 Determine the level of the existing "underemployment" market with existing work skill sets adaptable to support Distribution and Logistic relocation by 4th quarter, CY 2002 Strategy 1.8.7 Identify a funding partner to conduct a "Market Feasibility Study" to determine the level of potential for the creation of Remote Redundancy Facilities (RRF) within the banking, insurance and communication industries by end of 3rd quarter of CY 2003

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles 3rd Party Vendors, Previous Studies and Reports (Green Ribbon, County's Overall Economic Development Plan, Wintersett etc.)

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

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GOAL ONE:

Objective 1.9

DEVELOP AND APPROACH

IMPLEMENT

A

UNIFIED

Create Public/Private Ambassador Teaming Strategies

organizations by end of 2nd quarter, CY 2002; ongoing Strategy 1.9.3 Design a program to support "hospitality" support services to visiting industry prospects by 4th quarter, CY 2002; ongoing

Strategy 1.9.1 Establish industry sector recruitment support teams by 1st quarter, CY 2003; ongoing Strategy 1.9.2 Begin participate in meetings with regional and national site selection

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Chambers of Commerce, Committee of 100, Volusia/Daytona Beach Hotel Association, Business Community, Embry-Riddle Aeronautical University, Stetson University, Daytona Beach Community College, Bethune-Cookman College, Keiser University, University of Central Florida, others

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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GOAL ONE:

Objective 1.10

DEVELOP AND APPROACH

IMPLEMENT

A

UNIFIED

Enhance Aquaculture Opportunities

Strategy 1.10.3 Identify or create financing alternatives for enhancing aquaculture production by 2nd quarter, CY 2004 Strategy 1.10.4 Establish organizational and administrative requirements to administer program by 4th quarter CY 2004

Strategy 1.10.1 Identify state leaseholds for submersible aquaculture leases by 3rd quarter CY 2003 Strategy 1.10.2 Conduct workshop with existing aquaculture leaseholders to determine production obstacles by 4th quarter CY 2003

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles University of Florida Institute for Forestry and Agricultural Services (IFAS), area financial institutions, CFRC, Regional Workforce Board, DBCC

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Goal Summary

Goal 2: BUSINESS DEVELOPMENT AND EXPANSION Promote and support positive economic change by conducting strategic activities designed to expand and diversify the existing economy to create additional employment and income opportunities. Goal 2 represents the more traditional view of economic development: the attraction and retention of jobs to the community. To achieve this Goal, the PLAN identifies ten (10) objectives and 78 strategies. The thrust of the Goal is not only to provide strategies to retain and expand the existing business base of the county but also to reposition the county to attract a higher paying and diverse employment base. The Goal and its objectives/strategies address existing and proposed activity centers required to build necessary inventory to attract future businesses and investors. It focuses on attracting employers within its traditional industrial base/workforce skills while promoting information technologies (IT) and distribution. Most importantly geographic regions and all citizens benefit from increased capital investment.

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GOAL TWO:

BUSINESS DEVELOPMENT AND EXPANSION

Promote and support positive economic change by conducting strategic activities designed to expand and diversify the existing economy to create additional employment and income opportunities Objective 2.1 Enhance Retention Of Existing Manufacturing Sector

Strategy 2.1.7 Provide opportunities for incentive driven grants to encourage existing industry investment for the expansion of capital equipment and bricks and mortar by the end of 3rd quarter, CY 2002 (see Goals 1.2.3 and 1.2.4) Strategy 2.1.8 Assist existing industry's ability to access funding for worker training by 3rd quarter, CY 2002;ongoing Strategy 2.1.9 Provide access to international trade business leads by the end of 2nd quarter, CY 2002, ongoing Strategy 2.1.10 Coordinate technical assistance with the Florida Technology Research Development Authority by 4th quarter, CY 2002 Strategy 2.1.11 Provide assistance for taxfree financing through the promotion of the Industrial Development Authority and create a pool of bond professionals by 1st quarter CY 2003 Strategy 2.1.12 Identify access to small business lending opportunities offered by the U.S. Small Business Administration (SBA) by 2nd quarter CY 2002

Strategy 2.1.1 Develop a business & industry visitation program by end of 2nd quarter 2002 Strategy 2.1.2 Coordinate the visitation program with the Volusia Manufacturer's Association, local cities, the Regional Workforce Board and the County's economic development staff by 3rd quarter, CY 2002 Strategy 2.1.3 Incorporate available workforce development training programs as part of the visitation program by 4th quarter, CY 2002 Strategy 2.1.4 Provide technical assistance in offering Small Business Innovative Research (SBIR) opportunities by 3rd quarter, CY 2003 Strategy 2.1.5 Provide customized worker training support opportunities to existing and expanding employment of targeted industries by 4th quarter, CY 2002 Strategy 2.1.6 Provide opportunities for incentive driven grants to encourage expansion and retention of existing targeted value-added employment by end of 3rd quarter, CY 2002 (see Goal 1.2.3) Organizational Responsibilities

Lead Role Volusia County Department of Economic Development, Regional Workforce Board Supporting Roles Chambers of Commerce, Cities, Embry-Riddle Aeronautical University, Stetson University, Daytona Beach Community College, Bethune-Cookman College, and others

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL TWO:

Objective 2.2

BUSINESS DEVELOPMENT AND EXPANSION

Enhance Publicly Owned Commerce Properties

Strategy 2.2.6 Support the recruitment of business and industry for the F.I.N.D. Industrial Park located in the City of Edgewater by 2nd quarter, CY 2003; ongoing (see Goal 5.2) Strategy 2.2.7 Develop a marketing initiative to support the expansion of aviation related development at the Daytona Beach International Airport by 2nd quarter, CY 2003; ongoing (see Goal 5.3) Strategy 2.2.8 Identify acreage located at the Daytona Beach International Airport for commerce and aviation development by end of 2nd quarter, CY 2002 (see Goal 5.3) Strategy 2.2.9 Begin the process for a master development plan for developing DBIA property for commerce usage by 1st quarter, CY 2003; ongoing (see Goal 5.3) Strategy 2.2.10 Evaluate the cost effectiveness of "ACTIVATING" the Daytona Beach Free Trade Zone #198 and investigate the feasibility of establishing independent "subzones" by 2nd quarter, CY 2003; ongoing (see Goal 2.9.2)

Strategy 2.2.1 Encourage the expansion of available commerce and logistical sites at area General Aviation Airports by 1st quarter, CY 2004; ongoing (see Goal 5) Strategy 2.2.2 Identify and encourage funding of water, sewer, roadway and communication infrastructure to support commerce and distribution facility expansion and relocation by 1st quarter CY 2003; ongoing Strategy 2.2.3 Assist in the development of the Tomoka Industrial Park to provide commerce acreage for alternative industries by 1st quarter, CY 2004; ongoing (see Goal 5.1) Strategy 2.2.4 Establish a focused marketing initiatives to identify, recruit and relocate alternative industries to the Tomoka Industrial Park, 4th quarter, CY 2003; ongoing (see Goal 5.1) Strategy 2.2.5 Begin the development process of a manufacturing or distribution park at the intersection of Interstate 4 and Florida State Route 44 by 1st quarter, CY 2003; ongoing (see Goal 5.1)

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development, Daytona Beach International Airport Supporting Roles Department of Public Works, Department of Finance, Department of Growth Management, Cities, Chambers of Commerce, 3rd Party Vendors

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL TWO:

Objective 2.3

BUSINESS DEVELOPMENT AND EXPANSION

Create Opportunities To Improve Real Estate Assets At Daytona Beach International Airport

Strategy 2.3.1 Begin the development of a conceptual plan for the development of up to 50 acres of airside development opportunities by 2nd quarter, CY 2003 (see Goal 5.3) Strategy 2.3.2 Begin the development of a conceptual plan for the development of up to 100 acres of commerce or value-added development of DBIA properties by 3rd quarter CY 2003 (see Goal 5.3) Strategy 2.3.3 Establish real estate signage on key DBIA property that promotes the availability of airport acreage for development of airside or commerce or warehousing or value-added development by 3rd quarter CY 2002 (see Goal 5.3)

Organizational Responsibilities

Lead Role Daytona Beach International Airport Supporting Roles Department of Economic Development, Department of Public Works, Department of Growth Management, 3rd party Vendors.

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL TWO:

Objective 2.4

BUSINESS DEVELOPMENT AND EXPANSION

Identify And Recruit Commerce Developers And Investors

Strategy 2.4.3 Establish an expedited "PERMITING FACILITATION TEAM" to assist developers through site development and construction of targeted activity centers by 1st quarter, CY 2003; ongoing Strategy 2.4.4 Create and begin to Fund a capital expenditures program to support infrastructure and development requirements for targeted commerce sites by 2nd quarter, CY 2003 (see Goals 1.2.4 and 2.2.1)

Strategy 2.4.1 Develop a data base of real estate or commerce park developers throughout the southeast US by 4th quarter, CY 2002; ongoing (see Goal 1.6.6.) Strategy 2.4.2 Create collateral literature designed to raise the level of awareness of availability of development sites throughout Volusia County to real estate or commerce developers by 2nd quarter, CY 2003; ongoing (see Goal 1.5.3)

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development

Supporting Roles Commercial Realtors, Department of Growth Management, SJWMD, Finance Department, Local Cities, US Department of Housing & Urban Development, Other Sources

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL TWO:

Objective 2.5

BUSINESS DEVELOPMENT AND EXPANSION

Increase Opportunities For Air Cargo Shipments From Daytona Beach International Airport

repositioning of air cargo by 4th quarter, CY 2003; ongoing Strategy 2.5.4 Conduct an Air Cargo Study to determine overall potential of generating future cargo based shipments by 1st quarter CY 2005 Strategy 2.5.5 Conduct an annual workshop to encourage use of DBIA as a point of origin for shipments of air cargo from throughout the region by 2nd quarter, CY 2003, ongoing

Strategy 2.5.1 Identify regional or independent air carriers servicing offshore commerce by 3rd quarter, CY 2003, ongoing Strategy 2.5.2 Integrate U.S. Customs Service's participation in overall program to encourage potential off-shore air cargo opportunities by 3rd quarter, CY 2003;ongoing Strategy 2.5.3 Identify data base on regional agricultural producers that utilize air transport of products and develop a direct sales program to encourage Organizational Responsibilities

Lead Role DBIA Supporting Roles Department of Economic Development, Chambers of Commerce, Local Cities, US Customs, US Dept. Commerce

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL TWO:

Objective 2.6

BUSINESS DEVELOPMENT AND EXPANSION

Create Opportunities To Support New And Existing Minority Business Enterprises (MBE)

Strategy 2.6.7 Coordinate and assist the DBIA to maintain certification for federal funding through the State of Florida Unified Certification Program by 2nd quarter, CY 2002, ongoing Strategy 2.6.8 Coordinate and assist the Volusia County Transit Authority to maintain certification for federal funding through the State of Florida Unified Certification Program by 2nd quarter, CY 2002; ongoing Strategy 2.6.9 Establish a business mentoring program to provide "one-on-one" support of MBE small businesses by 1st quarter, CY 2003; ongoing Strategy 2.6.10 Review and amend current coding classification procedures to assure for administrative coding of all MBE vendors and vending activities by 1st quarter, CY 2003

Strategy 2.6.1 Encourage and assist MBEs to access local government purchasing programs by 3rd quarter, CY 2002, ongoing Strategy 2.6.2 Identify minority and women owned enterprises operating in Volusia County by 3rd quarter, CY 2002 Strategy 2.6.3 Create and integrate an inventory of products and services offered by the Volusia County MBEs with local public purchasing programs by 4th quarter CY 2002 Strategy 2.6.4 Develop a visitation program to area MBEs to promote local government purchasing opportunities by 2nd quarter, CY 2002; ongoing Strategy 2.6.5 Support the Central Florida Community Development Corporation (CFCDC) efforts to promote small business loan programs beginning in the 2nd quarter CY 2002 Strategy 2.6.6 Coordinate and sponsor regional workshops to promote small business loan opportunities for MBEs beginning in the 2nd quarter, CY 2002, ongoing

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles VoTran, Daytona Beach International Airport, Volusia County Purchasing Department, Central Florida Community Development Corporation, Local MBEs, Small Business Administration, US Department of Transportation

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL TWO:

Objective 2.7

BUSINESS DEVELOPMENT AND EXPANSION

Encourage Capital Investment

Strategy 2.7.6 Create and Fund an incentive driven initiative to encourage developer investment in targeted Commerce sites by 1st quarter, CY 2003; ongoing (see Goals 1.2.4 and 2.2.1) Strategy 2.7.7 Establish a "Quick Response" permitting Team to assist developers investing in targeted Commerce sites by 1st quarter, CY 2003; ongoing Strategy 2.7.8 Establish a flexible inducement program to encourage capital investment of existing and new industry by 1st quarter, CY 2003, ongoing (see Goals 1.2.3 and 1.2.4) Strategy 2.7.9 Draft and support legislation for the creation of one additional targeted "Enterprise Zone" by partnering with a qualified local city by 1st quarter, CY 2004

Strategy 2.7.1 Identify potential developers to facilitate construction of new commerce and distribution environments by 4th quarter, CY 2002, ongoing (see Goal 2.4.1) Strategy 2.7.2 Identify potential developers and investors to facilitate the creation of new office park environments by the 4th quarter, CY 2002; ongoing (see Goal 2.4.1) Strategy 2.7.3 Facilitate the further development of the 472 Interchange along Interstate 4 by supporting the completion of the DRI process by 4th quarter, CY 2003 Strategy 2.7.4 Facilitate the beginning of the development of a distribution/logistics Park near the Interstate 95 and Florida State Route 44 Interchange Activity Area by 4th quarter, CY 2003; ongoing (see Goal 5.1) Strategy 2.7.5 Encourage the value-added development of properties adjacent to the Interstate 95 and LPGA Interchange by 1st quarter, CY 2003; ongoing (see Goal 5.2)

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Local Cities, Chambers of Commerce, US Department of Commerce, Florida Department of Community Affairs, the Department of Public Works, Department of Growth Management, Property Owners, Local Developers, 3rd Party Vendors, Daytona Beach International Airport, Finance Department

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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GOAL TWO:

Objective 2.8

BUSINESS DEVELOPMENT AND EXPANSION

Create A Unified Real Estate And Commerce Building Electronic Inventory Program

Strategy 2.8.4 Expand the real estate and building inventory program to include undeveloped property zoned and available for commerce or office or warehouse development by 4th quarter, CY 2002; ongoing Strategy 2.8.5 Provide the real estate and building inventory program as an electronic form available 24 hours a day by means of the Internet by the end of the 2nd quarter, CY 2002; ongoing Strategy 2.8.6 Conduct occasional workshops to promote the use of the building program beginning by the 4th quarter, CY 2002, ongoing

Strategy 2.8.1 Create an interactive electronic real estate and building inventory for commercial, commerce and warehousing facilities by end of 2nd quarter, CY 2002; ongoing (see Goal 1.7.1) Strategy 2.8.2 Develop collateral literature to promote the availability of the real estate and building inventory program to area commercial realtors and private property owners by 4th quarter, CY 2002 (see Goal 1.5.3) Strategy 2.8.3 Incorporate property assessment records and other mapping programs into the inventory's electronic format for maximizing the resource as a facility recruitment tool for economic development by 3rd quarter, CY 2003; ongoing (see Goal 5.4)

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Local Commercial Realtors, Property Owners, Chambers of Commerce, Local Cities,

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL TWO:

Objective 2.9

BUSINESS DEVELOPMENT AND EXPANSION

Support International Trade

Strategy 2.9.6 Develop a feasibility review of establishing sub-zone access to area manufacturers or importers by 1st quarter, CY 2004, ongoing Strategy 2.9.7 Organize opportunities for area manufacturers to have access to international trade leads for purchase of locally manufactured products by 3rd quarter, CY 2002; ongoing Strategy 2.9.8 Conduct an annual business development trade mission on behalf of area manufacturers by 4th quarter CY 2003 Strategy 2.9.9 Conduct workshops on international trade opportunities, financing and product shipment by end of 3rd quarter, 2003 Strategy 2.9.10 Develop a language translation pool to assist area manufacturers by 3rd quarter, CY 2003, ongoing

Strategy 2.9.1 Develop opportunities to enhance air cargo traffic at the Daytona Beach International Airport by 3rd quarter, CY 2003; ongoing Strategy 2.9.2 Review requirements for the "activation" of the Daytona Beach Free Trade Zone #198 by 1st quarter, CY 2003; ongoing Strategy 2.9.3 Investigate the value of "activation" of the FTZ at the Ormond Beach, New Smyrna Beach and DeLand General Aviation Airports and Commerce Parks by the end of the 2nd quarter, CY 2003 Strategy 2.9.4 Develop collateral literature to aid in the promotion of the Free Trade Zone #198 by 3rd quarter, CY 2003 Strategy 2.9.5 Conduct workshop opportunities to enhance value-added benefits of the Free Trade Zone #198 by the 4th quarter, CY 2003; ongoing

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Enterprise Florida, US Department of Commerce, US State Department, City of DeLand, City of Ormond Beach, City of Daytona Beach, City of New Smyrna Beach, Volusia Manufacturers Association, Chambers of Commerce, 3rd Party Vendors, Local Manufacturers

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

GOAL TWO:

Objective 2.10

BUSINESS DEVELOPMENT AND EXPANSION

Encourage Technology Research

Strategy 2.10.6 Create a research application fund that supports the commercialization of locally developed technologies by 3rd quarter, CY 2005 Strategy 2.10.7 Support the dissemination of information for the Florida Technology Research Development Authority by 4th quarter, CY 2002, ongoing Strategy 2.10.8 Encourage and support private-sector development of small business incubation by 4th quarter, CY 2003, ongoing (see Goal2.10.2) Strategy 2.10.9 Create a partner approach with local post-secondary education for the development of a Small Business Incubation facility by end of 3rd quarter of CY 2003 (see Goal 2.10.3)

Strategy 2.10.1 Promote the use of Small Business Innovation Research (SBIR) grants to area manufacturers by 4th quarter, CY 2002, ongoing Strategy 2.10.2 Identify funding opportunities for the establishment of small business incubation by 2nd quarter, 2003 Strategy 2.10.3 Create a forum of area manufacturers, educators and finance leaders to conduct a feasibility review for the establishment of a technology driven small business incubator by 3rd quarter, CY 2003; ongoing Strategy 2.10.4 Encourage and support the emergence of simulation technologies and related workforce development among local educational institutions by 1st quarter, CY 2004 (see Goal 2.10.2) Strategy 2.10.5 Encourage active participation of Volusia County involvement in the Mid Florida High Technology Council/Interstate 4 Corridor by end of 2nd quarter, CY 2002 Organizational Responsibilities

Lead Role Volusia County Department of Economic Development Supporting Roles Education Consortium, Enterprise Florida, Regional Workforce Development Board, Local Universities and Colleges, Local Cities, Chambers of Commerce, Local Manufacturers, Volusia Manufacturers Association, US Department of Commerce, Area Banks, Other Organizations

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Goal Summary

Goal 3: TOURISM ENHANCEMENT AND EXPANSION Attract more year-round convention, business, family, special events and ecological, cultural, historical, and outdoor (ECHO) related activities Tourism has historically been the County's largest economic sector. However, the County's hospitality industry has aged, and not all of the county's ecological and man-made resources have been promoted equally. Furthermore, tourism like other sectors of the economy has been developed and marketed by sub-county regions (3). This Goal contains five (5) objectives and 33 strategies. One of the major objectives of this Goal is to determine if different strategies are warranted to develop a more diversified and higher value-added countywide tourism base. The objectives include preparing a new countywide tourism strategic plan, addressing existing infrastructure including the airport, Ocean Center as well as expanding convention and group meetings and film/entertainment investment in the county.

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Goal 3:

TOURISM ENHANCEMENT AND EXPANSION

Attract more year-round convention, business, family, value-added events and ecological, cultural, historical, and outdoor (ECHO) related activities Objective 3.1 Initiate A County Wide Tourism Development Strategic Plan

Strategy 3.1.4 Develop appropriate supporting research for tourism development plan; ongoing (see Goal 3.1.1) Strategy 3.1.5 Define ways to enhance the tourism potential of county controlled assets i.e., beaches, parks, and heritage sites by end of 4th quarter CY 2004 Strategy 3.1.6 Fund and implement an individualized "Master Plan" for the enhancement and future use of the County's Fair Ground Facilities located near the intersection of Interstate 4 and S.R. 44 by the end of 2nd quarter 2003

Strategy 3.1.1 Establish a Tourism Development Working Group representing municipalities/county, private sector hospitality representatives, VCOG, Hotel/Motel Association, Convention and Visitor Bureau(s), Ad Authorities (3), TDC, etc. by end of 4th quarter CY 2002+ Strategy 3.1.2 Develop RFP and retain services of a consultant to provide leadership and facilitation to the Working Group by 1st quarter CY 2003 Strategy 3.1.3 Develop RFP and retain services of consultant to prepare tourism development strategic plan by end of 2nd quarter CY 2003 Organizational Responsibilities

Lead Role The County Council and Appointed Working Group Supporting Roles Ad Authorities, Convention and Business Bureau(s), Tourism Development Council, Council of Governments, Hotel/Motel Association, Ocean Center, Daytona Beach International Airport, Private Sector Hospitality Leaders, Value-added Events Leaders, Chambers of Commerce, Local Cities, Volusia County Department of Community Services

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Goal 3:

TOURISM ENHANCEMENT AND EXPANSION

Objective 3.2 Develop a community-wide awareness program to educate the public on the benefits of tourism development

Strategy 3.2.1 Determine annual impacts (direct, induced, indirect) from tourism income on the county's economy; 1st quarter, CY 2003, ongoing Strategy 3.2.2 Define Quality of Life assets generated by tourism income and expenditures by 3rd quarter, CY 2002 (see Goal 3.1.1 Strategy 3.2.3 Explore the development of a series of public forums or tourism meetings to increase awareness of the value of tourism to local population by the 4th quarter CY 2002 Strategy 3.2.4 Explore the possibility of developing a newsletter on tourism that could be included in existing or future county mailings by 4th quarter CY 2002, ongoing

Organizational Responsibilities

Lead Role Ad Authorities Supporting Roles Appointed Working Group, Daytona Beach International Airport, Department of Economic Development, County Communications Department, the Tourism Development Council, Chambers of Commerce

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Goal 3:

TOURISM ENHANCEMENT AND EXPANSION

Increase Air Passenger Traffic At Daytona Beach International Airport

Strategy 3.3.6 Coordinate area group participation in domestic and international travel trade shows by 1st quarter CY 2003 Strategy 3.3.7 Enhance targeted strategies to support efforts to attract direct Canadian air service to DBIA by 4th quarter CY 2002 Strategy 3.3.8 Enhance targeted strategies to support efforts to attract New York metro air service to DBIA by 4th quarter CY 2002 Strategy 3.3.9 Identify State or Federal funding to leverage marketing efforts of airline recruitment and promotion initiatives by 4th quarter CY 2002 Strategy 3.3.10 Conduct agent-to-agent interviews to determine local consumer travel patterns to identify market leakage by end of 1st quarter of CY2003

Objective 3.3

Strategy 3.3.1 Conduct survey of US Department of Transportation ticketing samples for the greater Volusia marketing including Seminole, Flagler, Brevard and Lake Counties; 4th quarter, CY 2002 Strategy 3.3.2 Conduct a survey of area inmigration trends by 3rd quarter CY 2002 Strategy 3.3.3 Continue to conduct dialogue with airline officials to determine airline strategic priorities; ongoing Strategy 3.3.4 Develop competitive proposals to airlines servicing targeted markets based upon changing airline strategies; ongoing Strategy 3.3.5 Enhance the marketing strategy plan to raise DBIA air service awareness to the regional market; ongoing

Organizational Responsibilities

Lead Role DBIA Supporting Roles AD Authorities, Ocean Center, Tourism Development Council, Chambers of Commerce, Department of Economic Development, Local Travel Agencies, Area Business and Industry

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Goal 3:

TOURISM ENHANCEMENT AND EXPANSION

Increase Convention And Group Meeting Opportunities

Strategy 3.4.6 Coordinate "Team" marketing efforts to attract conventions and events by creating cooperative packages designed to offset convention facility cost to the customer; ongoing Strategy 3.4.7 Explore public/private partnerships in planning, financing and implementation of the expansion of the "Ocean Center" facilities by 3rd quarter CY 2003 Strategy 3.4.8 Determine what additional tourism related facilities might be needed countywide by end of 3rd quarter CY 2003 Strategy 3.4.9 Continue to design and create cooperative advertising venues with airlines; ongoing

Objective 3.4

Strategy 3.4.1 Continue to enhance Superior Small Lodging Program; ongoing Strategy 3.4.2 Increase database of potential meeting planners, association groups and other generating sources of convention and group meeting; ongoing Strategy 3.4.3 Continue to participate in trade show and other events that increases "Destination Awareness" to association and meeting planners; ongoing Strategy 3.4.4 Expand professional staff at the Ocean Center to match facility requirements as required Strategy 3.4.5 Coordinate marketing & sales initiatives to target conventions and events that encourage arrival via air passenger service, ongoing

Organizational Responsibilities

Lead Role Ocean Center, Convention/Business Bureau(s) Supporting Roles Ad Authorities, Tourism Development Council, Chambers of Commerce, Private Investors, Area Travel Agencies, 3rd Party Vendors, Others

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Goal 3:

TOURISM ENHANCEMENT AND EXPANSION

Create Opportunities For Entertainment And Commercial Film Production

Strategy 3.5.3 Develop a data base of media and advertising agencies specializing in film and commercial production by the end of the 4th quarter CY 2003 Strategy 3.5.4 Leverage the opportunities presented by "Value-added Events" to attract and recruit commercial production by the 1st quarter CY 2004

Objective 3.5

Strategy 3.5.1 Determine lead agency for Entertainment and Commercial Film Production by end of 4th quarter CY 2002 Strategy 3.5.2 Evaluate Highest and Best Use for promoting potential recruitment of commercial and entertainment film production by the end of 2nd quarter CY 2003

Organizational Responsibilities

Lead Role Volusia County Department of Economic Development, Convention/Visitor Bureau Supporting Roles Chambers of Commerce, Area Business

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Goal Summary

Goal 4: WORKFORCE DEVELOPMENT Ensure development of a progressive workforce to meet the existing and future needs of employers. Today, labor force issues rank as two of the three top factors that businesses analyze when relocating9. This Goal mainly addresses the existing workforce with strategies addressing enhancement of skills through training. The Goal has four (4) major objectives and 21 strategies. As shown in recent studies, the County has a large under-employed workforce that with existing training programs should be able to satisfy the needs of existing and future employers.

9

Top Ten Site Selection Factors 1. Highway accessibility 2. Labor costs 3. Availability of skilled labor 4. Corporate tax rate 5. State and local incentives 6. Occupancy or construction costs 7. Tax exemptions 8. Environmental regulations 9. Low union profile 10.Energy availability and costs Strategic Planning Group, Inc. Volusia County Department of Economic Development Page 40

Economic Development Strategic Plan

Goal 4:

WORKFORCE DEVELOPMENT

Ensure development of a progressive workforce to meet the existing and future needs of employers. Objective 4.1 Encourage Employer Involvement In Workforce Development

Strategy 4.1.6 Develop an evaluation of response to employer information inputs by the end of 3rd quarter CY 2002 (see Goals 4.1.1 and 4.1.5) Strategy 4.1.7 Develop company employment and technical skill requirement profiles to match with existing or planned training initiatives through the visitation program by the end of the 4th quarter of CY 2002 and ongoing (see Goal 3.1.1) Strategy 4.1.8 Establish a written "protocol" between the Regional Workforce staff/vendors and the Volusia County Department of Economic Development in order to cross train personnel to support a "Business Visitation Program" by the end of 4th quarter of CY 2002

Strategy 4.1.1 Develop a business visitation program for major employers and for targeted industry clusters by the end of 3rd quarter CY 2002 Strategy 4.1.2 Create a monitoring format to measure employer needs, hiring and human resource deficiencies by the end of 3rd quarter CY 2002 Strategy 4.1.3 Create a forum for employer and human resource exchange by 3rd quarter CY 2003 Strategy 4.1.4 Increase quality privatesector involvement in employment policy making by end of 4th quarter CY 2002 (see 4.1.1) Strategy 4.1.5 Conduct an annual employer survey to establish quality of service for community workforce programs by end of 2nd quarter CY 2003 Organizational Responsibilities

Lead Role Regional Workforce Development Board Supporting Roles Department of Economic Development, Chambers of Commerce, Volusia Manufacturers Association, Area Employers, Embry-Riddle Aeronautical University, Stetson University, Daytona Beach Community College, Bethune-Cookman College, Keiser University, others

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Goal 4:

WORKFORCE DEVELOPMENT

Improve Opportunities For Placement Of Workers For Self Sufficiency

Strategy 4.2.5 Provide inducements to employers to encourage training on the job for workers originating in public assistance environments by the end of 4th quarter CY 2002 and ongoing Strategy 4.2.6 Develop collateral literature to assist in the promotion of support services to employers that encourage employment of the disadvantaged workforce by the end of 1st quarter of CY 2003

Objective 4.2

Strategy 4.2.1 Establish a defined level of self-sufficiency by end of 4th quarter of CY 2002 Strategy 4.2.2 Focus financial resources on supporting a single integrated source to support employment related services by the end of 4th quarter of CY 2002 Strategy 4.2.3 Identify opportunities for entry-level employment skills with potential venues for upward mobility by 3rd quarter CY 2002 and ongoing (see Goal 4.1.1) Strategy 4.2.4 Provide transitional support services to the targeted worker group including day care and transportation by the 3rd quarter of CY 2002 and ongoing

Organizational Responsibilities

Lead Role Regional Workforce Development Board Supporting Roles Embry-Riddle Aeronautical University, Stetson University, Daytona Beach Community College, Bethune-Cookman College, Keiser University, Department of Economic Development, Others

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

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Goal 4:

WORKFORCE DEVELOPMENT

Develop Training Opportunities To Support High Skill And High Wage Employment

Objective 4.3

Strategy 4.3.1 Develop a business visitation programs to identify employer needs for improved worker skills dictated by changing workplace technologies or productivity by the end of 3rd quarter of CY 2002 and ongoing (see Goal 4.1.1) Strategy 4.3.2 Identify resources to support the upgrade of training opportunities for incumbent workers due to changes in required worker skills due to changes in workplace technologies or productivity by the end of 1st quarter 2003 Strategy 4.3.3 Form a High Skills/High Wages Committee of business Leaders and educators to provide guidance in developing strategies to encourage training opportunities by end of 3rd quarter of CY 2002

Organizational Responsibilities

Lead Role Regional Workforce Development Board

Supporting Roles Area Business Leaders, Chambers of Commerce, Department of Economic Development

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

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Economic Development Strategic Plan

Goal 4:

WORKFORCE DEVELOPMENT

Integrate The Philosophy Of The Advance Technology Center (ATC) To Encourage High Skill And Value-Added Wage Employment Opportunities

Strategy 4.4.3 Assist in the development of a partnership collaboration to design information technology curriculum to support new IT Business Center recruitment by end of 4th quarter of CY 2003 Strategy 4.4.4 Expand existing IT curriculum to support opportunities for evening training for existing market employers and employees by 2nd quarter of CY 2004

Objective 4.4

Strategy 4.4.1 Identify and match employer workforce needs to develop curriculum for changing workplace technologies by end of 4th quarter 2003 Strategy 4.4.2 Identify and encourage linkages between existing and new manufacturers and the ATC's advanced manufacturing technologies programming by end of 4th quarter of CY 2003

Organizational Responsibilities

Lead Role Volusia County School District, Flagler County School District, DBCC (joint roles) Supporting Roles Regional Workforce Development Board, Volusia County Department of Economic Development

Financial Resources

Financial requirements to implement this objective are found in the Finance Matrix contained in the following chapter (at the end of the Plan)

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Goal Summary

Goal 5: COMMUNITY DEVELOPMENT Build on strengths and competitive advantages and provide the necessary infrastructure and services to support and enhance quality of life and economic growth. One of the Community's greatest weaknesses is the lack of existing/appropriate inventory to house future recruitment of specific targeted industries. The county has an excellent transportation infrastructure and available developable land. However, the county has few commerce parks located at appropriate locations. This Goal and its four (4) objectives and 46 strategies address the need for the creation of additional inventory, pre-permitted building sites, commerce parks and buildings necessary to attract major employers to the county. The goal addresses several activity centers and commerce sites where development is proposed to be focused or directed. However, it needs to be noted that most of these proposed locations are located within municipal boundaries and not in unincorporated areas and as such a collaborative partnership between the individual cities (acting as lead agent) and the County will be required. The objectives have been grouped into three topic areas: (1) County owned property or those properties were the County has made significant investment; (2) Those development locations that have been created or supported by local municipalities; and (3) Those properties associated with Aviation and related assets. It is important that in committing public resources to the implementation of the following objectives that projects be evaluated and prioritized as to their individual return on investment (ROI) and the ability to achieve the goals outlined in this PLAN.

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Goal 5:

COMMUNITY DEVELOPMENT

Build on strengths and competitive advantages and provide the necessary infrastructure and services to support and enhance quality of life and economic growth. Objective 5.1 - Plan And Develop Commerce Parks In Areas That The County Should Act As Lead Agent: 1. Plan And Develop A Commerce Park Near I-4 & Florida S.R. 44 2. Implement The Development Of The Tomoka Industrial Park 3. Support The Development Of The SR 472 & I-4 Interchange The overall strategies outlined in Objective 5.1 focus resources on those projects that the County has already undertaken or has identified as key to its economic development goals. Investing staff and financial resources in these areas will enhance the County's ability to encourage private-sector investment as well as alternative development of County owned properties. This also includes the County's investment in the 1800 acres encompassing the DRI and Activity Service Center located at I-4 and S.R. 472. Objective 5.1.1 - Plan And Develop A Commerce Park At I-4 And Florida S.R. 44

Strategy 5.1.1.1 Coordinate planning efforts of a the 40-acre site as a logistics/distribution park by the end of the 4th quarter of CY 2002 (see Goal 5.1.1.3) Strategy 5.1.1.2 Determine the maximum square footage of distribution warehousing space that can be constructed at the site and estimate total buildout investment value by the end 4th quarter of CY 2002 Strategy 5.1.1.3 Develop a "Conceptual Plan" for the design of the site for use in marketing the location to a qualified commerce developer specializing in logistics/distribution facilities by the end of the 1st quarter of CY 2003 Strategy 5.1.1.4 Develop a database of eligible commerce developers located in the Southeast United States by the end of the 1st quarter of CY 2003 (see Goal 1.6.6.) Participating Roles: Strategy 5.1.1.5 Estimate the total cost of infrastructure build-out to support the construction of distribution warehousing by the end of the 1st quarter of CY 2003 Strategy 5.1.1.6 Investigate potential sources of funding for required infrastructure to leverage local financial resources to support the infrastructure requirements of the site by the end of the 2nd quarter of CY 2003 Strategy 5.1.1.7 Provide design and engineering of required infrastructure as part of an inducement to establish a partnership between Volusia County Government and an eligible developer by the end of the 3rd quarter of CY 2003 (see Goal 5.1.1.5) Strategy 5.1.1.8 Recruit and partner with an eligible commerce developer for the build-out of the site by the end of the 4th quarter of CY 2003

Departments of Economic Development, Public Works & Growth & Resource Management

Financial Resources:

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Economic Development Strategic Plan

Goal 5:

COMMUNITY DEVELOPMENT

Plan and Develop Commerce Parks within Areas that the County should act as Lead Agent:

Objective 5.1 -

Objective 5.1.2 Implement The Development Of The Tomoka Industrial Park

Strategy 5.1.2.1 Coordinate an interdepartmental effort to begin development the site among County Departments by the end of the 4th quarter of CY 2003 Strategy 5.1.2.2 Establish future proposed profiles of alternative commercial users by 2nd quarter of CY 2003 Strategy 5.1.2.3 Develop a "Conceptual Plan" for use in marketing the benefits and location of the Park by the end of the 3rd quarter of CY 2004 Strategy 5.1.2.4 Budget the design and engineering of the interior road network and required infrastructureby the end of the 3rd quarter of CY 2004 Strategy 5.1.2.5 Fund the construction and implementation of required infrastructure by the 4th quarter of CY 2004 Organizational Responsibilities Participating Roles: Departments of Economic Development, Public Works, Growth & Resource Management, Community Services, Enterprise Florida, U.S. Department of Commerce/Economic Development Administration, Regional Planning Commission, Chambers of Commerce, Others Financial Resources: Strategy 5.1.2.6 Develop an "Inducement Program" to support the recruitment and leasing of the commerce sites by the 1st quarter of CY 2004 (see Goals 1.2.3,1.2.4 and 1.2.12) Strategy 5.1.2.7 Design collateral literature for the recruitment of alternative industries and transportation companies interested in relocating to the Park by the 4th quarter of CY 2003 Strategy 5.1.2.8 Develop a "sample" Leasing Package including "option" and "leasing" documents by the 3rd quarter of CY 2004 Strategy 5.1.2.9 Investigate the opportunities of relocating area "brown fields" companies to the Park in order to aid in urban redevelopment by the end of 4th quarter CY 2003

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Economic Development Strategic Plan Objective 5.1 Plan And Develop Commerce Parks within Areas that the County should act as Lead Agent:

Objective 5.1.3 Support The Development Of The SR 472 & I-4 Interchange As A Targeted Commerce and Technology Activity Center

Strategy 5.1.3.1 Continue financial support for the development of the "Development of Regional Impact" (DRI) initiated for the 1,800 acres surrounding the Interchange, ongoing Strategy 5.1.3.2 Coordinate the planning and development of the proposed DRI area with the cities that are directly involved, ongoing Strategy 5.1.3.3 Develop a "Conceptual Plan" for use in marketing the availability of mixed-use development within the DRI targeted activity center by 4th quarter of CY 2003 Strategy 5.1.3.4 Identify potential industrial, commercial and office park developers and coordinate their interest with area property owners beginning the 1st quarter of CY 2004 Strategy 5.1.3.5 Review the overall development assets beyond the immediate targeted Activity Center to determine potential roadways and areas for future development by end of 4th quarter of CY 2003 Strategy 5.1.3.6 Establish a catalyst project to initiate development within the DRI by end of 3rd quarter of CY 2004 Strategy 5.1.3.7 Explore the establishment of funding sources dedicated to the development of business, commerce and technology park development on properties located within or near the Activity Center by the 2nd quarter of CY 2004

Organizational Responsibilities Participating Roles: Departments of Growth Management, Public Works Community Services & Economic Development, City of DeLand, City of Deltona, Developers, Individual Property Owners, Others

Financial Resources:

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Economic Development Strategic Plan Objective 5.2 Assist In Planning & Development of Commerce Parks within Municipalities:

The Overall Objective is to aid local municipalities in creating Partnership opportunities with the County and to promote the availability of their industrial and commercial facilities and where possible aid in Partnering to enhance or expand Commerce Park development.

1. Park Towne Center (Edgewater) 2. I-95 and LPGA Boulevard (Daytona Beach) 3. I-4 and Saxon Boulevard (Orange City) 4. DeBary Commerce Park (DeBary)

5. I-95 and SR 44 (New Smyrna Beach) 6. I-95 and US 1 (Ormond Beach) 7. Eastport Port Business Center (Port Orange) 8. Williamson Distribution Area (Port Orange) 9. Other areas to be identified

Countywide, there are more than 30 local commerce or business parks. Many of these properties are located within the local cities and are under private ownership. The county recognizes the need to support and enhance the efforts of individual cities to foster economic development initiatives for these existing properties and for those planned for the future. The locations listed above are a sample of those areas that have been identified by the local cities as priorities for development. Listing of these sites above does not indicate a lesser interest in other locations but rather a beginning point. Each location offers unique opportunities to attract development, investment and job creation. The purpose of Objective 5.2 is to aid the cities and the individual property owners in leveraging their resources through fostering a public and private partnership approach toward the development of these Parks and the future recruitment of commercial and industrial users.

Strategy 5.2.1 Assist local cities in designing and producing collateral literature to support the recruitment of capital investment and compatible commerce tenants; ongoing (case by case) Strategy 5.2.2 Work with local cities and professional staff in developing a "Conceptual Plan" for marketing the benefits and location of individual sites, ongoing (case by case) Strategy 5.2.3 Provide recruitment assistance to local City staff for identifying potential developers and commercial tenants; ongoing (case by case) Strategy 5.2.4 Establish shared financial Partnerships to support initiatives designed to provide or identify funding for site or facility development within existing and future planned Commerce Parks, ongoing (case by case) Participating Roles: Strategy 5.2.5 Establish shared financial Partnerships to support "incentive" driven programs to aid in the recruitment of compatible tenants, ongoing (case by case) Strategy 5.2.6 Encourage active participation by the local cities in the County's overall marketing initiatives including business trade shows, direct marketing campaigns and the use of business recruitment tools; ongoing (case by case) Strategy 5.2.7 Provide professional staff support to assist developers in "fast tracking" planned development for those projects that impact value-added employment and opportunities to increase the community's tax base; ongoing (case by case)

Departments of Economic Development and Community Services, Area Cities, Chambers of Commerce, Area Commercial Realtors, Developers, Others

Financial Resources:

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development Page 49

Economic Development Strategic Plan Objective 5.3 Develop Cooperative Development Programs To Enhance the Availability of Industrial Sites At General Aviation Facilities

This overall Objective is to foster joint development initiatives to expand the amount of prepermitted acreage readily available for attracting capital investment and value-added job creation on those properties provided under the Surplus Property Act, 1944

1. Deland Airport/Industrial Park 2. New Smyrna Beach Airport Industrial Park 3. Ormond Beach Airport Industrial Park 4. Daytona Beach International Airport

In 1944, the United States Congress passed the Surplus Property Act, which provided for the disposal of specific properties developed as part of the Wartime support infrastructure. Many of these properties were in the form of aviation facilities that were used in the training of naval and army aviators. These facilities, along with the property associated with them, were transferred to local governments for their future development. Collectively, the actions taken by the Congress have provided hundreds of acres of useable property for the creation of new tax base and valueadded employment opportunities for the citizens of our communities. The purpose of Objective 5.3 is to enhance the value of these properties for development by encouraging collaborative Partnerships and provide for up to 200 acres of new pre-permitted industrial or commerce property by the end the 1st quarter of CY 2007. Strategy 5.3.6 Develop a cooperative grant Strategy 5.3.1 Identify the development issues program designed to leverage financial resources to currently curtailing further development of available sites located at each of the general aviation the construction of industrial or warehousing "spec locations by 4th quarter of CY 2003 space" by the end of the 1st quarter of CY 2004 (see Strategy 5.3.2 Establish available acreage for Goal 1.2.4) Strategy 5.3.7 Develop a Strategic Marketing phased future development for each of the general aviation locations by the end of the 4th quarter of CY Plan in cooperation with the managing 2003 municipalities to encourage the recruitment of new Strategy 5.3.3 Determine overall cost of needed industrial or commerce tenants, their additional tax infrastructure and site development requirements base and value-added employment by the end of for those areas to be set-aside for industrial, 4th quarter CY 2003 st Strategy 5.3.8 Design joint collateral literature to technology or commerce park use by end of 1 quarter CY 2004 promote the overall benefits of locating business Strategy 5.3.4 Identify available financial ventures on properties associated with the general resources for implementing improvements outlined aviation properties by 4th quarter CY2003 st Strategy 5.3.9 Implement the design and in previous strategies by end of 1 quarter CY2004 Strategy 5.3.5 Develop a cooperative grant construction of phased development of specific program designed to leverage financial resources to properties set-aside for industrial, technology or encourage phased development of those properties commerce park use by the 1st quarter of CY 2005 set-aside for industrial, technology or commerce park use by 1st quarter of CY 2004 (see Goal 2.2.1) Participating Roles: Departments of Economic Development, Growth & Resource Management, Public Works, Community Services, DBIA, City of DeLand, City of New Smyrna Beach, City of Ormond Beach, Chambers of Commerce, Area Commercial Realtors, Developers, U.S. Department of Commerce, State of Florida, Others Financial Resources:

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

Strategic Planning Group, Inc. Volusia County Department of Economic Development Page 50

Economic Development Strategic Plan Objective 5.4 Foster A More User Friendly Permitting, Licensing And Land Development Process

Strategy 5.4.1 Maximize the use of available technology to streamline processes and enhance customer experience; ongoing Strategy 5.4.2 Develop web based applications that provide customers on-line access to available land development information; ongoing (see Goal 5.4.1) Strategy 5.4.3 Develop web based applications that provide customers on-line access that allows for application to be made and tracked from remote desktop users, ongoing (see Goal 5.4.1)

Strategy 5.4.4 Develop software application that integrates zoning, land development, code enforcement, mapping, environmental management and permitting data information; ongoing (see Goal 5.4.1) Strategy 5.4.5 Train customer service representatives on the use of new technology and customer service opportunities; ongoing (see Goal 5.4.1) Strategy 5.4.6 Support efforts to review and develop a compatible countywide system of building and zoning codes

Participating Roles: Departments of Growth & Resource Management and Information Technology, Others Financial Resources:

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Economic Development Strategic Plan

Goal Summary

Goal 6: MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY Build on strengths and competitive advantages and provide the necessary infrastructure and services to support and enhance quality of life and economic growth. Maintain, protect and enhance the natural, cultural, educational, health, and historic environment/ facilities/programs to meet the needs of the community. Throughout the public involvement process in the development of this PLAN, the public throughout the county voiced the concerns that while economic diversity and growth are important, the county does not desire the negative results of rapid growth experience by South Florida or Orlando. This PLAN acknowledges the community's desire to maintain and enhance the rich ecologic and man-made resources that weight heavily in defining the area's excellent quality of life. The voter's of Volusia County overwhelming passed Volusia Forever and ECHO initiatives that contain mechanisms to ensure the protection and enhancement of the County's unique environmental framework. This Goal's eight (8) objectives and 13 strategies define the PLAN commitment to preserving and enhancing the ecological, cultural, historic, and outdoor resources of the county in its approached to expanding and diversifying the County's economic base.

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Goal 6:

MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY

Build on strengths and competitive advantages and provide the necessary infrastructure and services to support and enhance quality of life and economic growth. Objective 6.1 Acquire environmentally sensitive, water resource protection, and outdoor recreation lands

Strategy 6.1.1 beach parking Strategy 6.1.2 program Continue targeted acquisition of land for beachfront parks and off-

Continue implementation of the voter approved Volusia Forever

Strategy 6.1.3 Continue acquisition of parcels through the Volusia Forever program in the following targeted areas (see Goal 6.1.2): · Doris Leeper Spruce Creek Preserve CARL project · Volusia Conservation Corridor CARL project · North Peninsula State Recreation Area In-holdings · Lake George Wildlife Management Area

Organizational Responsibilities

Lead Role Volusia County Growth & Resource Management, Division of Land Acquisition and Management Supporting Roles Volusia Forever Advisory Board, Department of Environmental Protection, St. Johns River Water Management District, Florida Fish & Wildlife Conservation Commission, Florida Communities Trust Municipalities

Financial Resources

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Economic Development Strategic Plan

Goal 6:

Objective 6.2

MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY

Improve Volusia County's environmental, cultural, historical and outdoor assets

Strategy 6.2.3 Begin implementation of the Countywide Trails Master Plan Strategy 6.2.4 Conduct a countywide needs assessment for parks and recreation facilities and programs

Strategy 6.2.1 Support continued implementation of the voter approved ECHO grant program Strategy 6.2.2 Continue the successful Cultural Arts grant program through the Volusia County Cultural Council

Organizational Responsibilities

Lead Role Volusia County Growth & Resource Management Supporting Roles ECHO Advisory Board, Cultural Council, Municipalities, Office of Greenway & Trails, Not for profit/Charitable Organizations, Division of Historical Resources, Division of Cultural Affairs, FRDAP, FIND, Port Authority

Financial Resources

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Goal 6:

Objective 6.3

MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY

Implement the Beach Services Strategic Plan

Strategy 6.3.6 Increase maintenance contracts and accessibility Strategy 6.3.7 Receive approval of United States Lifeguard Association advanced recertification Strategy 6.3.8 Increase patrols during peak times to reduce speeding and accidents Strategy 6.3.9 Continue Implementing the Habitat Conservation Plan

Strategy 6.3.1 Update existing beach management plan Strategy 6.3.2 Beautification of two to three beach ramps per year Strategy 6.3.3 Open or initiate construction of beach parks and off-beach parking Strategy 6.3.4 Construct or renovate a minimum of 25 dune walkovers and footpaths annually Strategy 6.3.5 Buy land for future beachfront parks and off beach parking (see

Goal 6.1.1)

Organizational Responsibilities

Lead Role Growth and Resource Management, Leisure Services, Public Protection & Beach Safety Supporting Roles Beach Policy Advisory Board, Environmental Services, Land Acquisition and Management, Beach Safety Road and Bridge, Traffic Engineering, Florida Department of Transportation, Beach Cities

Financial Resources

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Goal 6:

Objective 6.4

MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY

Develop Joint Planning Agreements with the cities that identify urban growth boundaries

Strategy 6.4.4 Meet with cities that surround potential joint planning areas for acceptance of boundaries Strategy 6.4.5 Review annexations or possible annexations for service delivery availability Strategy 6.4.6 Support current water supply planning efforts to ensure availability of affordable potable water for economic expansion

Strategy 6.4.1 Determine recharge areas and jurisdictional wetlands for boundary definitions Strategy 6.4.2 Review and update, if necessary, water and sewer service areas Strategy 6.4.3 Define public safety areas where consolidation of first response would benefit residents

Organizational Responsibilities

Lead Role Growth & Resource Management/Planning & Development Supporting Roles County Manager's Office, Legal Department, Public Works, Various Cities, Public Protection, Sheriff's Office

Financial Resources

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Goal 6:

MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY

Create overlay zones in specific areas for the protection of special communities.

Objectives 6.5

Strategy 6.5.1 Define the specific characteristics or needs of the area Strategy 6.5.2 on areas Strategy 6.5.3 influence Research levels of impact

Strategy 6.5.4 Establish criteria for the design of the area Strategy 6.5.5 Utilize comprehensive plan policies to develop additional protection objectives Strategy 6.5.6 and objectives Adopt the specific zones

Develop boundaries of

Organizational Responsibilities

Lead Role Growth & Resource Management/Planning & Development Supporting Roles Legal Department

Financial Resources

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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Goal 6:

Objectives 6.6

MAINTAIN AND ENHANCE THE QUALITY OF LIFE /ENVIRONMENT IN VOLUSIA COUNTY

Work with VCARD and VCOG to hold a countywide growth management summit

Establish Summit Planning Strategy 6.6.4 Through Planning Committee, develop agenda for summit, budget & location Strategy 6.6.5 Identify all potential partners Hold summit

Strategy 6.6.1 Committee Strategy 6.6.2 summit Strategy 6.6.3 & participants

Establish date for proposed

Organizational Responsibilities

Lead Role Growth & Resource Management Department Supporting Roles VCARD, VCOG, Municipalities, Regional Planning Council

Financial Resources

Financial requirements for completion of this objective require additional planning and budgeting as outlined in the strategies above (see Finance Matrix at end of this Plan)

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FUNDING MATRIX

The following matrix provides information of funding levels and sources of funding over the five years covered by this planning effort. It should be noted that funding for numerous strategies could not currently be estimated at this time. It should also be noted that responsibility for funding involves numerous governmental and private entities. While this PLAN is meant as a Countywide guide for Economic Development and considerable time and effort has been made to secure input from all groups responsible for its implementation, funding will ultimately depend on the budgetary processes of those organizations.

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Objective Goal 1 Strategy DEVELOP AND IMPLEMENT A UNIFIED APPROACH TO ECONOMIC DEVELOPMENT 3 3 3 2 2 2 Quarter Year CY 2002 CY 2003 CY 2004 CY 2005 $999,500 CY 2006 $1,006,500 5 YR total $5,315,500 Funding Source

$1,125,500 $1,152,500 $1,031,500

Objective 1.1 Create Base Line For Identifying Workforce Attributes Strategy 1.1.1 Establish a routine reporting process for monitoring area workforce statistics and trends, by 3rd quarter, CY 2002; ongoing Strategy 1.1.2 Investigate and monitor annual population migration trends to determine local growth rates, by 2nd quarter, CY 2002; ongoing Strategy 1.1.3 Establish a routine reporting process for monitoring average wage trends by industry sector, by 2nd quarter, CY 2002; ongoing Strategy 1.1.4 Incorporate and financially support the Senior Corp Of Retired Executives (SCORE) toward providing initial small business counseling for business start-ups, beginning 2nd quarter, CY 2002; ongoing

$2,000 $2,000 $1,000 $2,000 $1,000 $2,000 $1,000 $2,000 $1,000 $2,000 $1,000

$2,000 $10,000 $5,000

DOED DOED DOED

2

2

$5,000

$5,000

$5,000

$5,000

$5,000

$25,000

DOCS DOED

$10,000 Objective 1.2 Create Value-Added Employment Opportunities Strategy 1.2.1 Identify targeted industry sectors that offer value-added employment opportunities by 3rd quarter, CY 2002, ongoing Strategy 1.2.2 Establish public policy to set targeted wage parameters that provide value-added guidelines by 3rd quarter CY 2002, ongoing Strategy 1.2.3 Establish an inducement program to encourage recruitment of valueadded businesses by 3rd quarter CY 2002, ongoing Strategy 1.2.4 Support development projects that create physical facilities that foster value-added employment, ongoing Strategy 1.2.5 Organize and coordinate a Federal Contractor Procurement Fair to provide local access to federal small business set-a-sides by 3rd quarter CY 2003, ongoing Objective 1.3 Encourage Partnering of Economic Development Activities between County, Cities and Chambers of Commerce 2 2 $18,000 3 3 3 1 4 2 2 2 2 3 $25,000 $0 $350,000 $300,000

$8,000

$8,000

$8,000

$8,000

$42,000 $25,000 DOED DOED DOED DOED DOED LM

$0 $350,000 $300,000

$0 $350,000 $300,000 $20,000

$0 $350,000 $300,000

$0 $350,000 $300,000 $20,000

$0 $1,750,000 $1,500,000 $40,000

$675,000

$650,000

$670,000

$650,000

$670,000

$3,315,000

Strategy 1.3.1 Create a marketing forum to encourage participation of area chambers, cities and county economic development and workforce practitioners by 1st quarter CY 2002; ongoing Strategy 1.3.2 Encourage the participation of chamber, cities, county and workforce practitioners in targeted trade shows for business recruitment by 3rd quarter CY 2002; ongoing

$5,000

$5,000

$5,000

$5,000

$38,000

DOED

4

2

$12,000

$12,000

$12,000

$12,000

$12,000

$60,000

DOED

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Objective Strategy Quarter 1 1 Year 2 3 CY 2002 $4,000 CY 2003 $4,000 CY 2004 $4,000 CY 2005 $4,000 CY 2006 $4,000 5 YR total $20,000 Funding Source DOED

Strategy 1.3.3 Encourage chamber, cities, county and workforce practitioners to participate in workshops and training opportunities; ongoing Strategy 1.3.4 Incorporate the experience and skills presented by the members of the S.C.O.R.E. in supporting Technology Incubation and Federal Contracting activities by 1st quarter CY 2003 (See Goal 1.1.4)

$34,000 Objective 1.4 Create Regional And State Cooperative Partnerships Strategy 1.4.1 Encourage the area's participation in the Myregion.org program by 2nd quarter, CY 2002, ongoing Strategy 1.4.2 Participate and coordinate the dissemination of information to and from the Florida High Tech Council by 3rd quarter, CY 2002; ongoing. Strategy 1.4.3 Participate in the industry trade show program for targeted industry sectors with Florida Progress, Inc. and other electric utility partners by 3rd quarter CY 2002; ongoing Strategy 1.4.4 Coordinate industry referrals with Enterprise Florida, Inc. for dissemination to the County's Economic Development Program and to the local cities and chambers of commerce by 2nd quarter, CY 2002; ongoing Strategy 1.4.5 Incorporate the resources and network of the Florida Technology Research Development Authority into a local industry visitation program by 4th quarter, CY 2002; ongoing Strategy 1.4.6 Develop a regional forum for the exchange of economic development programming and for the purpose of encouraging and developing collective marketing initiatives among the cities, chambers of commerce and county government by 2nd quarter, CY 2002; ongoing (see Goal 1.3) Strategy 1.4.7 Leverage existing partnership with East Central Florida Regional Planning Council to establish an "economic impact model" for area development projects by 4th quarter, CY 2002; ongoing Strategy 1.4.8 Leverage existing partnership with East Central Florida Regional Planning Council to participate in a regional "Economic Development Strategic Plan" in order to enhance potential federal funding opportunities and funding ratios by 1st quarter, CY 2003; ongoing 2 3 2 2 $50,000 $1,000

$21,000 $50,000 $1,000

$21,000

$21,000

$21,000

$118,000 $100,000 DOED DOED

$1,000

$1,000

$1,000

$5,000

3

2

$3,000

$3,000

$3,000

$3,000

$3,000

$15,000

DOED

2

2

$0

$0

$0

$0

$0

$0

DOED

4

2

$5,000

$5,000

$5,000

$5,000

$5,000

$25,000

DOED

2

2

4

2

$5,000

$5,000

$5,000

$5,000

$5,000

$25,000

DOED

1

3

DOED

$64,000

$64,000

$14,000

$14,000

$14,000

$170,000

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 61

Economic Development Strategic Plan

Objective Objective 1.5 Strategy Develop An Overall Marketing Plan For Business Development 2 2 $24,000 $24,000 $24,000 $24,000 $24,000 $120,000 DOED Quarter Year CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

Strategy 1.5.1 Contract for a professional third party marketing and design agency to assist in the development of collateral literature, ad designs and other related marketing requirements by 2nd quarter, CY 2002; ongoing Strategy 1.5.2 Design collateral literature to promote a Business Assistance Team involving the cities, the chambers of commerce and the County's economic development practitioners by 3rd quarter, CY 2002; ongoing Strategy 1.5.3 Design and develop a series of community based collateral literature by 4th quarter, CY 2002, ongoing Strategy 1.5.4 Design and develop a series of community based electronic collateral materials by 3rd quarter, CY 2003 Strategy 1.5.5 Integrate community based data to the County's Internet provide linkage to chambers of commerce and city Internet sites by 4th quarter, CY 2002; ongoing Strategy 1.5.6 Investigate appropriate trade show venues and coordinate participation with Enterprise Florida, Inc. and area electric utilities by end of 3rd quarter, CY 2002 (see Goal 1.3.2) Strategy 1.5.7 Develop data bases for targeted industry groups ­ aviation/avionics, automotive component/sub assembly, marine/marine recreational, medical device by 4th quarter, CY 2002; ongoing Strategy 1.5.8 Develop a targeted industry Marketing Strategic Plan for identifying and recruiting Information Technology industry groups by 2nd quarter, CY 2003; ongoing Strategy 1.5.9 Develop a targeted industry Marketing Strategic Plan for identifying and recruiting medical product industry groups by 2nd quarter, CY 2003; ongoing Strategy 1.5.10 Strategy 1.5.11 Strategy 1.5.12 Design a series of advertorial ads by 3rd quarter CY 2003, ongoing. Establish an aerial electronic photo file for key targeted activity areas by 2nd quarter, CY 2003; ongoing Design and print direct mail collateral for targeted medical products by 4th quarter, CY 2002; ongoing

3

2

$15,000

$15,000

$15,000

$15,000

$15,000

$75,000

DOED

4 3 4

2 3 2

$60,000

$30,000 $50,000

$30,000 $20,000 $1,000

$30,000 $20,000 $1,000

$30,000 $20,000 $1,000

$180,000 $110,000 $5,000

DOED DOED DOED

$1,000

$1,000

3

2

4

2

$15,000

$15,000

$5,000

$5,000

$5,000

$45,000

DOED

2

3

$25,000

$25,000

DOED

1

3

$25,000

$25,000

DOED

3 3 4

3 2 2 $2,500 $25,000 $167,500

$10,000 $2,500 $10,000 $182,500

$10,000 $2,500 $10,000 $117,500

$10,000 $2,500 $10,000 $117,500

$10,000 $2,500 $10,000 $117,500

$40,000 $12,500 $65,000 $702,500

DOED DOED DOED

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 62

Economic Development Strategic Plan

Objective Strategy Quarter Year CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

Objective 1.6 Develop Industry/Business Recruitment Program Strategy 1.6.1 Identify targeted industries for recruitment by 3rd quarter, CY 2002, ongoing (see Goal 1.5.9) Strategy 1.6.2 Identify and establish working relationship with regional and national site selection organizations by 3rd quarter, CY 2002, ongoing Strategy 1.6.3 Identify targeted industry trade shows and coordinate cooperative opportunities with Enterprise Florida and area electric utilities by 1st quarter, CY 2003; ongoing (see Goal 1.3.2) Strategy 1.6.4 Organize targeted industry/commerce recruitment support teams by 1st quarter, CY 2003, ongoing Strategy 1.6.5 Establish databases for supporting targeted medical products direct mail and telecommunications initiatives by 1st quarter, CY 2003, ongoing (see Goal 1.5.7) Strategy 1.6.6 Coordinate recruitment efforts with participating developers by 4th quarter, CY 2002; ongoing Strategy 1.6.7 Coordinate recruitment efforts with participating local, regional and national commercial realtors by 1st quarter, CY 2003, ongoing. Strategy 1.6.8 Allocate funding to support advertising to targeted industry groups by end of 3rd quarter, CY 2002 Strategy 1.6.9 Provide a Quick Response proposal format for responding to industry inquiries by 4th quarter, CY 2002 Strategy 1.6.10 Strategy 1.6.11 Strategy 1.6.12 Establish flexible inducement program to encourage value-added employment and capital investment by 3rd quarter, CY 2002 (see Goal 1.2.3) Provide administrative support in identifying local and state employment incentives by 3rd quarter, CY 2002, ongoing (see Goal 1.2.3) Create a commission "incentive pool" to encourage commercial realtor support for directing new construction projects to designated county and city owned project sites by 3rd quarter, CY 2003

3 3

2 2 $25,000 $30,000 $35,000 $40,000 $45,000 $175,000 DOED

1

3

1 1

3 3

$10,000

$10,000

$10,000

$10,000

$10,000

$50,000

DOED

4 1

2 3

$10,000 $10,000

$10,000 $10,000

$10,000 $10,000

$10,000 $10,000

$10,000 $10,000

$50,000 $50,000

DOED DOED

3 4 3

2 2 2

$50,000 $0

$50,000 $0

$50,000 $0

$50,000 $0

$50,000 $0

$250,000 $0

DOED DOED

3

2

3

3

$50,000

$50,000

$50,000

$50,000

$50,000

$250,000

DOED

LM

$155,000 Objective 1.7 Create A Electronic Tracking System For Prospect Management

$160,000

$165,000

$170,000

$175,000

$825,000

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 63

Economic Development Strategic Plan

Objective Strategy 1.7.1 Strategy Design and implement the development of a customized tracking system for managing business inquiries, prospects and projects by end of 3rd quarter, CY 2002; ongoing Quarter 3 Year 2 CY 2002 $2,000 CY 2003 $1,000 CY 2004 $1,000 CY 2005 $1,000 CY 2006 $1,000 5 YR total $6,000 Funding Source DOED

Objective 1.8 Identify Targeted Recruitment Markets Strategy 1.8.1 Leverage the recognition value of value-added events and develop a targeted marketing plan for identification and recruitment of automotive components and sub assembly manufacturing and valueadded support industries by 2nd quarter, CY 2003; ongoing

2

3

$25,000

$25,000

DOED

Strategy 1.8.2 Leverage the recognition value of the marine and recreational environment by developing a targeted marketing plan for identification and recruitment of marine recreational products and aquatic sporting related product manufacturing by 4th quarter, CY 2003

2

4

$25,000

$25,000

DOED

Strategy 1.8.3 Leverage the recognition of existing high-valued manufacturing of medical related products by developing a targeted marketing plan for the identification and recruitment of medical and biotechnology related products and their value-added support systems by 4th quarter, CY 2002; ongoing (see Goal 1.5.9) Strategy 1.8.4 Leverage the recognition values of higher-valued educational capacity (i.e.: ERAU) and existing investment in aviation facilities by developing a targeted marketing plan for the identification and recruitment of avionics and aviation related manufacturing, engineering and design companies by 3rd quarter, CY 2003; ongoing

1

3

3

3

$25,000

$25,000

DOED

Strategy 1.8.5 Identify the level of the existing "underemployment" market with existing work skill sets adaptable to support Customer Service and Information Technology Office operations by the end of the 3rd quarter, CY 2002 Strategy 1.8.6 Determine the level of the existing "underemployment" market with existing work skill sets adaptable to support Distribution and Logistic relocation by 4th quarter, CY 2002 (see Goal 1.8.5) Strategy 1.8.7 Identify a funding partner to conduct a "Market Feasibility Study" to determine the level of potential for the creation of Remote Redundancy Facilities (RRF) within the banking, insurance and communication industries by end of 3rd quarter of CY 2003

3

2

$18,000

$18,000

$36,000

WDB

4

2

3

3

$12,500

$12,500 DOED

FHTC

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 64

Economic Development Strategic Plan

Objective Strategy Quarter Year CY 2002 $18,000 Objective 1.9 Create Public/Private Ambassador Teaming Strategies Strategy 1.9.1 Establish industry sector recruitment support teams by 1st quarter, CY 2003; ongoing (see Goal 1.6.4) Strategy 1.9.2 Begin to participate in meetings with regional and national site selection organizations by end of 2nd quarter, CY 2002; ongoing (see Goal 1.6.2) Strategy 1.9.3 Design a program to support "hospitality" support services to visiting industry prospects by 4th quarter, CY 2002; ongoing (see Goal 1.6.2) 1 3 3 2 CY 2003 $62,500 CY 2004 $25,000 CY 2005 $18,000 CY 2006 $0 5 YR total $123,500 Funding Source

3

2

$0 Objective Enhance Aquaculture Opportunities 1.10 Strategy Identify state leaseholds for submersible aquaculture leases by 3rd 1.10.1 quarter CY 2003 Strategy 1.10.2 Strategy 1.10.3 Strategy 1.10.4 Conduct workshop with existing aquaculture leaseholders to determine production obstacles by 4th quarter CY 2003 Identify or create financing alternatives for enhancing aquaculture production by 2nd quarter, CY 2004 Establish organizational and administrative requirements to administer program by 4th quarter CY 2004

$0

$0

$0

$0

$0

3 4 2 4

3 3 4 4 $0 $27,500

$1,000 $2,500 $10,000

$1,000 $2,500 $10,000

DOED DOED DOED

GOAL 2 BUSINESS DEVELOPMENT AND EXPANSION Objective 2.1 Enhance Retention Of Existing Manufacturing Sector Strategy 2.1.1 Develop a business & industry visitation program by end of 2nd quarter 2002 Strategy 2.1.2 Coordinate the visitation program with the Volusia Manufacturer's Association, local cities, the Regional Workforce Board and the County's economic development staff by 3rd quarter, CY 2002 Strategy 2.1.3 Incorporate available workforce development training programs as part of the visitation program by 4th quarter, CY 2002 Strategy 2.1.4 Provide technical assistance in offering Small Business Innovative Research (SBIR) opportunities by 3rd quarter, CY 2003 Strategy 2.1.5 Provide customized worker training support opportunities to existing and expanding employment of targeted industries by 4th quarter, CY 2002

$3,500 $646,200

$10,000 $368,700

$0 $470,200

$0 $366,700

$13,500 $1,879,300

2 3

2 2

4 3

2 3

$2,500

$2,500

$2,500

$2,500

$2,500

$12,500

DOED

4

2

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 65

Economic Development Strategic Plan

Objective Strategy Quarter 3 Year 2 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

Strategy 2.1.6 Provide opportunities for incentive driven grants to encourage expansion and retention of existing targeted value-added employment by end of 3rd quarter, CY 2002 (see Goal 1.2.3) Strategy 2.1.7 Provide opportunities for incentive driven grants to encourage existing industry investment for the expansion of capital equipment and bricks and mortar by the end of 3rd quarter, CY 2002 (see Goals 1.2.3. And 1.2.4) Strategy 2.1.8 Assist existing industry's ability to access funding for worker training by 3rd quarter, CY 2002;ongoing Strategy 2.1.9 Provide access to international trade business leads by the end of 2nd quarter, CY 2002, ongoing Strategy 2.1.10 Strategy 2.1.11 Strategy 2.1.12 Coordinate technical assistance with the Florida Technology Research Development Authority by 4th quarter, CY 2002 Provide assistance for tax-free financing through the promotion of the Industrial Development Authority and create a pool of bond professionals by 1st quarter CY 2003 Identify access to small business lending opportunities offered by the U.S. Small Business Administration (SBA) by 2nd quarter CY 2002

3

2

3 2 4 1

2 2 2 3

$0 $500 $0 $2,500

$0 $500 $0 $2,500

$0 $500 $0 $2,500

$0 $500 $0 $2,500

$0 $500 $0 $2,500

$0 $2,500 $0 $12,500

DOED DOED DOED DOED

2

2

$2,000

$2,000

$2,000

$2,000

$2,000

$10,000 DOED

CFCDC

$7,500 Objective 2.2 Enhance Publicly Owned Commerce Properties Strategy 2.2.1 Encourage the expansion of available commerce and logistical sites at area General Aviation Airports by 1st quarter, CY 2004; ongoing (see Goal 5) Strategy 2.2.2 Identify and encourage funding of water, sewer, roadway and communication infrastructure to support commerce and distribution facility expansion and relocation by 1st quarter CY 2003; ongoing (see Goal 5) Strategy 2.2.3 Assist in the development of the Tomoka Industrial Park to provide commerce acreage for alternative industries by 1st quarter, CY 2004; ongoing (see Goal 5) Strategy 2.2.4 Establish a focused marketing initiatives to identify, recruit and relocate alternative industries to the Tomoka Industrial Park, 4th quarter, CY 2003; ongoing (see Goal 5.1) Strategy 2.2.5 Begin the development process of a manufacturing or distribution park at the intersection of Interstate 4 and Florida State Route 44 by 1st quarter, CY 2003; ongoing (see Goal 5) 1 4

$7,500 $300,000

$7,500 $300,000

$7,500 $300,000

$7,500 $300,000

$37,500 $1,200,000 DOED LM

1

3

DOED

1

4

DOED

DOPW

4

3

DOED

DOPW

1

3

DOED DOPW DOGM

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 66

Economic Development Strategic Plan

Objective Strategy Quarter 2 Year 3 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source DOED LM

Strategy 2.2.6 Support the recruitment of business and industry for the F.I.N.D. Industrial Park located in the City of Edgewater by 2nd quarter, CY 2003; ongoing ( See Goal 5.2) Strategy 2.2.7 Develop a marketing initiative to support the expansion of aviation related development at the Daytona Beach International Airport by 2nd quarter, CY 2003; ongoing (see Goal 5.3) Strategy 2.2.8 Identify acreage located at the Daytona Beach International Airport for commerce and aviation development by end of 2nd quarter, CY 2002 (see Goal 5.3) Strategy 2.2.9 Begin the process for a master development plan for developing DBIA property for commerce usage by 1st quarter, CY 2003; ongoing (see Goal 5.2) Strategy 2.2.10 Evaluate the cost effectiveness of "ACTIVATING" the Daytona Beach Free Trade Zone #198 and investigate the feasibility of establishing independent "sub-zones" by 2nd quarter, CY 2003; ongoing (see Goal 2.9.2)

2

3

DOED

DBIA

2

2

DOED

DBIA

1

3

DBIA

2

3

DOED

DBIA

$0 Objective 2.3 Strategy 2.3.1 Create Opportunities To Improve Real Estate Assets At Daytona Beach International Airport Begin the development of a conceptual plan for the development of up to 50 acres of airside development opportunities by 2nd quarter, CY 2003 (see Goal 5.3) Begin the development of a conceptual plan for the development of up to 100 acres of commerce or value-added development of DBIA properties by 3rd quarter CY 2003 (see Goal 5.3) Establish real estate signage on key DBIA property that promotes the availability of airport acreage for development of airside or commerce or warehousing or value-added development by 3rd quarter CY 2002 (see Goal 5.3) 2 3

$300,000

$300,000

$300,000

$300,000

$1,200,000

DOED

DBIA

Strategy 2.3.2

3

3

DOED

DBIA

Strategy 2.3.3

3

2

DBIA DOED

$0 Objective 2.4 Identify And Recruit Commerce Developers And Investors 4 2

$0

$0

$0

$0

$0

Strategy 2.4.1 Develop a data base of real estate or commerce park developers throughout the southeast US by 1st quarter, CY 2003; ongoing (see Goal 1.6.6)

DOED

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 67

Economic Development Strategic Plan

Objective Strategy Quarter 2 Year 3 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source DOED

Strategy 2.4.2 Create collateral literature designed to raise the level of awareness of availability of development sites throughout Volusia County to real estate or commerce developers by 2nd quarter, CY 2003; ongoing (see Goal 1.5.3) Strategy 2.4.3 Establish an expedited "PERMITING FACILITATION TEAM" to assist developers through site development and construction of targeted activity centers by 1st quarter, CY 2003; ongoing Strategy 2.4.4 Create and begin to Fund a capital expenditures program to support infrastructure and development requirements for targeted activity centers by 2nd quarter, CY 2003 (see Goals 1.2.4 and 2.2.1)

1

3

DOGM DOED

2

3

DOPW DOGM DOED

$0 Objective 2.5 Increase Opportunities For Air Cargo Shipments From Daytona Beach International Airport 3 3 3 3

$0

$0

$0

$0

$0

Strategy 2.5.1 Identify regional or independent air carriers servicing offshore commerce by 3rd quarter, CY 2003, ongoing Strategy 2.5.2 Integrate U.S. Customs Service's participation in overall program to encourage potential off-shore air cargo opportunities by 3rd quarter, CY 2003;ongoing Strategy 2.5.3 Identify data base on regional agricultural producers that utilize air transport of products and develop a direct sales program to encourage repositioning of air cargo by 4th quarter, CY 2003; ongoing Strategy 2.5.4 Conduct an Air Cargo Study to determine overall potential of generating future cargo based shipments by 1st quarter CY 2005 Strategy 2.5.5 Conduct an annual workshop to encourage use of DBIA as a point of origin for shipments of air cargo from throughout the region by 2nd quarter, CY 2003, ongoing Create Opportunities To Support New And Existing Minority Business Enterprises (MBE)

$5,000 TBD TBD

$5,000 TBD TBD

$10,000 TBD

DOED DOED

DBIA DBIA

4

3

$5,000

$5,000

DOED

1

5

$60,000

$60,000

DBIA

2

3

$2,500

$2,500

$2,500

$2,500

$10,000

DBIA DOED

$0 Objective 2.6

$12,500

$2,500

$67,500

$2,500

$85,000

Strategy 2.6.1 Encourage and assist MBEs to access local government purchasing programs by 3rd quarter, CY 2002, ongoing Strategy 2.6.2 Identify minority and women owned enterprises operating in Volusia County by 3rd quarter, CY 2002

3 3

2 2 $1,500 $1,500 $3,000

DOED DOED

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 68

Economic Development Strategic Plan

Objective Strategy Quarter 4 Year 2 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source DOED

Strategy 2.6.3 Create and integrate an inventory of products and services offered by the Volusia County MBEs with local public purchasing programs by 4th quarter CY 2002 Strategy 2.6.4 Develop a visitation program to area MBEs to promote local government purchasing opportunities by 2nd quarter, CY 2002; ongoing Strategy 2.6.5 Support the Central Florida Community Development Corporation (CFCDC) efforts to promote small business loan programs beginning in the 2nd quarter CY 2002 Strategy 2.6.6 Coordinate and sponsor regional workshops to promote small business loan opportunities for MBEs beginning in the 2nd quarter, CY 2002, ongoing Strategy 2.6.7 Coordinate and assist the DBIA to maintain certification for federal funding through the State of Florida Unified Certification Program by 2nd quarter, CY 2002, ongoing Strategy 2.6.8 Coordinate and assist the Volusia County Transit Authority to maintain certification for federal funding through the State of Florida Unified Certification Program by 2nd quarter, CY 2002; ongoing Strategy 2.6.9 Establish a business mentoring program to provide "one-on-one" support of MBE small businesses by 1st quarter, CY 2003; ongoing Strategy 2.6.10 Review and amend current coding classification procedures to assure for administrative coding of all MBE vendors and vending activities by 1st quarter, CY 2003 Objective 2.7 Encourage Capital Investment Strategy 2.7.1 Identify potential developers to facilitate construction of new commerce and distribution environments by 3rd quarter, CY 2002, ongoing (see Goal 2.4.1) Strategy 2.7.2 Identify potential developers and investors to facilitate the creation of new office park environments by the 4th quarter, CY 2002; ongoing.(see Goal 2.4.1) Strategy 2.7.3 Facilitate the further development of the 472 Interchange along Interstate 4 by supporting the completion of the DRI process by 4th quarter, CY 2003

2

2

$1,500

$1,500

$1,500

$1,500

$1,500

$7,500

DOED

2

2

$2,500

$2,500

$2,500

$2,500

$2,500

$12,500

DOED

2

2

$1,000

$1,000

$1,000

$1,000

$1,000

$5,000 DOED CFCDC

2

2

$2,000

$2,000

$2,000

$2,000

$2,000

$10,000

DBIA DOED

2

2

$2,000

$2,000

$2,000

$2,000

$2,000

$10,000

VOTRAN DOED

1

3

$1,200

$1,200

$1,200

$1,200

$4,800 CFCDC DOED

1

3

DOF

DOED

$10,500 4 2

$10,200

$10,200

$11,700

$10,200

$52,800 DOED

4

2

DOED

4

3

$200,000

$200,000

DOGM DOED

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 69

Economic Development Strategic Plan

Objective Strategy Quarter 4 Year 3 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source DOPW DOGM DOED

Strategy 2.7.4 Facilitate the beginning of the development of a distribution/logistics Park near the Interstate 95 and Florida State Route 44 Interchange Activity Area by 4th quarter, CY 2003; ongoing (see Goal 5.1) Strategy 2.7.5 Encourage the value-added development of properties adjacent to the Interstate 95 and LPGA Interchange by 1st quarter, CY 2003; ongoing (see Goal 5.2) Strategy 2.7.6 Create and Fund an incentive driven initiative to encourage developer investment in targeted commerce sites by 1st quarter, CY 2003; ongoing (see Goals 1.2.4.& 2.2.1) Strategy 2.7.7 Establish a "Quick Response" permitting Team to assist developers investing in targeted commerce sites by 1st quarter, CY 2003; ongoing Strategy 2.7.8 Establish a flexible inducement program to encourage capital investment of existing and new industry by 1st quarter, CY 2003, ongoing (see Goals 1.2.3 & 1.2.4) Strategy 2.7.9 Draft and support legislation for the creation of one additional targeted "Enterprise Zone" by partnering with a qualified local city by 1st quarter, CY 2004 Create A Unified Real Estate And Commerce Building Electronic Inventory Program

1

3

DOPW DOGM LM DOED LM

2

3

1

3

DOED DOGM

1

3

DOED DOCS LM $5,000 $5,000 DOED DOGM

1

4

$0 Objective 2.8

$205,000

$0

$0

$0

$205,000

Strategy 2.8.1 Create an interactive electronic real estate and building inventory for commercial, commerce and warehousing facilities by end of 2nd quarter, CY 2002; ongoing (see Goal 1.7.1) Strategy 2.8.2 Develop collateral literature to promote the availability of the real estate and building inventory program to area commercial realtors and private property owners by 3rd quarter, CY 2002 (see Goal 1.5.3) Strategy 2.8.3 Incorporate property assessment records and other mapping programs into the inventory's electronic format for maximizing the resource as a facility recruitment tool for economic development by 3rd quarter, CY 2003; ongoing (see Goal 5.4) Strategy 2.8.4 Expand the real estate and building inventory program to include undeveloped property zoned and available for commerce or office or warehouse development by 4th quarter, CY 2002; ongoing

2

2

$1,500

$1,500

$1,500

$1,500

$1,500

$7,500

DOED

4

2

DOED

3

2

DOGM

PAO

4

2

DOED

LCR

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 70

Economic Development Strategic Plan

Objective Strategy Quarter 2 Year 2 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source DOED

Strategy 2.8.5 Provide the real estate and building inventory program as an electronic form available 24 hours a day by means of the Internet by the end of the 2nd quarter, CY 2002; ongoing Strategy 2.8.6 Conduct occasional workshops to promote the use of the building program beginning by the 4th quarter, CY 2002, ongoing

4

2

$500 $2,000

$500 $2,000 $20,000

$500 $2,000

$500 $2,000 $20,000

$500 $2,000

$2,500 $10,000 $40,000

DOED

Objective 2.9 Support International Trade Strategy 2.9.1 Develop opportunities to enhance air cargo traffic at the Daytona Beach International Airport by 3rd quarter, CY 2003; ongoing Strategy 2.9.2 Review requirements for the "activation" of the Daytona Beach Free Trade Zone #198 by 1st quarter, CY 2003; ongoing Strategy 2.9.3 Investigate the value of "activation" of the FTZ at the Ormond Beach, New Smyrna Beach and DeLand General Aviation Airports and Commerce Parks by the end of the 2nd quarter, CY 2003 Strategy 2.9.4 Develop collateral literature to aid in the promotion of the Free Trade Zone #198 by 3rd quarter, CY 2003 Strategy 2.9.5 Conduct workshop opportunities to enhance value-added benefits of the Free Trade Zone #198 by the 4th quarter, CY 2003; ongoing Strategy 2.9.6 Develop a feasibility review of establishing sub-zone access to area manufacturers or importers by 1st quarter, CY 2004, ongoing Strategy 2.9.7 Organize opportunities for area manufacturers to have access to international trade leads for purchase of locally manufactured products by 3rd quarter, CY 2002; ongoing Strategy 2.9.8 Conduct an annual business development trade mission on behalf of area manufacturers by 4th quarter CY 2003 Strategy 2.9.9 Conduct workshops on international trade opportunities, financing and product shipment by end of 3rd quarter, 2003 Strategy 2.9.10 Develop a language translation pool to assist area manufacturers by 3rd quarter, CY 2003, ongoing

3

3

DBIA DOED

1 2

3 3

TBD TBD

TBD TBD

TBD TBD

TBD TBD

TBD TBD

DBIA DOED DBIA DOED

3 4

3 3

$2,500 $1,000 $1,000 $1,000 $1,000

$2,500 $4,000

DOED DOED

1

4

$5,000

$3,000

$8,000

DBIA DOED

3

2

$0

$0

$0

$0

$0

EFI

DOED

4 3 3

3 3 3 $0

$20,000 $3,000 $5,000 $51,500 $3,000 $5,000 $14,000

$20,000 $3,000 $5,000 $49,000 $3,000 $5,000 $12,000

$40,000 $12,000 $20,000 $126,500

DOED DOED

LCOC LCOC

DOED DBCC/UCF

Objective Encourage Technology Research 2.10 Strategy Promote the use of Small Business Innovation Research (SBIR) 2.10.1 grants to area manufacturers by 4th quarter, CY 2002, ongoing

4

2

$2,500

$2,500

$2,500

$2,500

$2,500

$12,500

DOED

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Page 71

Economic Development Strategic Plan

Objective Strategy 2.10.2 Strategy 2.10.3 Strategy Identify funding opportunities for the establishment of small business incubation by 2nd quarter, 2003 Create a forum of area manufacturers, educators and finance leaders to conduct a feasibility review for the establishment of a technology driven small business incubator by 3rd quarter, CY 2003; ongoing Encourage and support the emergence of simulation technologies and related workforce development among local educational institutions by 1st quarter, CY 2004 (see Goal 2.10.3) Encourage active participation of Volusia County involvement in the Mid Florida High Technology Council/Interstate 4 Corridor by end of 2nd quarter, CY 2002 Create a research application fund that supports the commercialization of locally developed technologies by 3rd quarter, CY 2005 Support the dissemination of information for the Florida Technology Research Development Authority by 4th quarter, CY 2002, ongoing Encourage and support private-sector development of small business incubation by 4th quarter, CY 2003, ongoing (see Goal 2.10.2) Create a partner approach with local post-secondary education for the development of a Small Business Incubation facility by end of 3rd quarter of CY 2003 (see Goal 2.10.3) TOURISM ENHANCEMENT AND EXPANSION Initiate A County Wide Tourism Development Strategic Plan 4 2 Quarter 2 Year 3 CY 2002 CY 2003 $25,000 CY 2004 $25,000 CY 2005 $25,000 CY 2006 $25,000 5 YR total $100,000 Funding Source DOED DBCC/ERAU

3

3

$25,000

$25,000 DOED DBCC ERAU

Strategy 2.10.4

1

4

DBCC

USF

Strategy 2.10.5 Strategy 2.10.6 Strategy 2.10.7 Strategy 2.10.8 Strategy 2.10.9

2

2

$5,000

$5,000

$5,000

$5,000

$5,000

$25,000

FHTC

DOED

3

5

TBD

TBD

TBD

TBD

4

2

$0

$0

$0

$0

$0

$0

DOED

4

3

DOED DBCC/ERAU $0 $0 $0 $0 $0 DBCC ERAU DOED

3

3

GOAL 3 Objective 3.1

$7,500 $208,000

$57,500 $317,500

$32,500 $207,500

$32,500 $210,000

$32,500 $210,000

$162,500 $1,153,000

Strategy 3.1.1 Establish a Tourism Development Working Group representing municipalities/county, private sector hospitality representatives, VCOG, Hotel/Motel Association, Convention and Visitor Bureau(s), Ad Authorities (3), TDC, etc. by end of 4th quarter CY 2002+

$2,500

$2,500

VCGov LM LAA LCOC

Strategy 3.1.2 Develop RFP and retain services of a consultant to provide leadership and facilitation to the Working Group by 1st quarter CY 2003

1

3

$18,000

$18,000

TBD

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Objective Strategy Quarter 2 Year 3 CY 2002 CY 2003 $50,000 CY 2004 CY 2005 CY 2006 5 YR total $50,000 Funding Source TBD

Strategy 3.1.3 Develop RFP and retain services of consultant to prepare tourism development strategic plan by end of 2nd quarter CY 2003 Strategy 3.1.4 Develop appropriate supporting research for tourism development plan; ongoing (see Goal 3.1.1) Strategy 3.1.5 Define ways to enhance the tourism potential of county controlled assets i.e., beaches, parks, and heritage sites by end of 4th quarter CY 2004 Strategy 3.1.6 Fund and implement an individualized "Master Plan" for the enhancement and future use of the County's Fair Ground Facilities located near the intersection of Interstate 4 and S.R. 44 by the end of 2nd quarter 2003

1 4

2 4 TBD TBD TBD

2

3

$50,000

$50,000 DOCS

DOGM

$20,500 Objective 3.2 Develop a community-wide awareness program to educate the public on the benefits of tourism development 1 3 $20,000

$100,000

$0

$0

$0

$120,500

Strategy 3.2.1 Determine annual impacts (direct, induced, indirect) from tourism income on the county's economy; 1st quarter, CY 2003, ongoing Strategy 3.2.2 Define Quality of Life assets generated by tourism income and expenditures by 3rd quarter, CY 2002 (see Goal 3.1.1) Strategy 3.2.3 Development a series of public forums or tourism meetings to increase awareness of the value of tourism to local population by the 4th quarter CY 2002 Strategy 3.2.4 Explore the possibility of developing a newsletter on tourism that could be included in existing or future county mailings by 4th quarter CY 2002, ongoing Increase Air Passenger Traffic At Daytona Beach International Airport

$20,000

$20,000

$20,000

$20,000

$100,000

TBD

3 4

2 2 $2,500 $2,500 $2,500 $2,500 $2,500 $12,500 TBD

4

2

TBD

TBD

TBD

TBD

TBD

TBD

TBD

$22,500 Objective 3.3

$22,500

$22,500

$22,500

$22,500

$112,500

Strategy 3.3.1 Conduct survey of US Department of Transportation ticketing samples for the greater Volusia marketing including Seminole, Flagler, Brevard and Lake Counties; 4th quarter, CY 2002 Strategy 3.3.2 Conduct a survey of area in-migration trends by 3rd quarter CY 2002 Strategy 3.3.3 Continue to conduct dialogue with airline officials to determine airline strategic priorities; ongoing

4

2

$2,500

$2,500

$5,000

BDIA

3 1

2 2

$2,500 $0 $0 $0 $0

$2,500 $0

$5,000 $0

DOED DBIA

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Objective Strategy Quarter 1 1 1 4 4 4 Year 2 2 3 2 2 2 TBD TBD $0 CY 2002 TBD TBD CY 2003 TBD TBD $20,000 TBD TBD $0 CY 2004 TBD TBD $20,000 TBD TBD $0 CY 2005 TBD TBD $20,000 TBD TBD $0 CY 2006 TBD TBD $20,000 TBD TBD $0 5 YR total TBD TBD $80,000 TBD TBD $0 Funding Source DBIA DBIA LAA LAA LAA LAA DBIA DBIA DBIA DBIA

Strategy 3.3.4 Develop competitive proposals to airlines servicing targeted markets based upon changing airline strategies; ongoing Strategy 3.3.5 Enhance the marketing strategy plan to raise DBIA air service awareness to the regional market; ongoing Strategy 3.3.6 Coordinate area group participation in domestic and international travel trade shows by 1st quarter CY 2003 Strategy 3.3.7 Enhance targeted strategies to support efforts to attract direct Canadian air service to DBIA by 4th quarter CY 2002 Strategy 3.3.8 Enhance targeted strategies to support efforts to attract New York metro air service to DBIA by 4th quarter CY 2002 Strategy 3.3.9 Identify State or Federal funding to leverage marketing efforts of airline recruitment and promotion initiatives by 4th quarter CY 2002 Strategy 3.3.10 Conduct agent-to-agent interviews to determine local consumer travel patterns to identify market leakage by end of 1st quarter of CY2003

1

3

$5,000

$5,000

$5,000

$5,000

$20,000

LAA

DBIA

$5,000 Objective 3.4 Increase Convention And Group Meeting Opportunities Strategy 3.4.1 Continue to enhance Superior Small Lodging Program; ongoing Strategy 3.4.2 Increase database of potential meeting planners, association groups and other generating sources of convention and group meeting; ongoing Strategy 3.4.3 Continue to participate in trade show and other events that increases "Destination Awareness" to association and meeting planners; ongoing Strategy 3.4.4 Expand professional staff at the Ocean Center to match facility requirements as required Strategy 3.4.5 Coordinate marketing & sales initiatives to target conventions and events that encourage arrival via air passenger service, ongoing Strategy 3.4.6 Coordinate "Team" marketing efforts to attract conventions and events by creating cooperative packages designed to off-set convention facility cost to the customer; ongoing Strategy 3.4.7 Explore public/private partnerships in planning, financing and implementation of the expansion of the "Ocean Center" facilities by 3rd quarter CY 2003 Strategy 3.4.8 Determine what additional tourism related facilities might be needed countywide by end of 3rd quarter CY 2003 1 1 2 2 TBD $10,000

$25,000 TBD $10,000

$25,000 TBD $10,000

$27,500 TBD $10,000

$27,500 TBD $10,000

$110,000 TBD $50,000 TBD LAA 0CEAN CENTER LAA 0CEAN CENTER 0CEAN CENTER LAA 0CEAN CENTER LAA 0CEAN CENTER 0CEAN CENTER VCgov LM

1

2

$50,000

$50,000

$50,000

$50,000

$50,000

$250,000

1 1 1

2 2 2 $50,000 $50,000

TBD $50,000 $50,000

TBD $50,000 $50,000

TBD $50,000 $50,000

TBD $50,000 $50,000

TBD $250,000 $250,000

3

3

TBD

TBD

TBD

TBD

TBD

3

3

TBD

TBD

TBD

TBD

TBD

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Objective Strategy 3.4.9 Strategy Continue to design and create cooperative advertising venues with airlines; ongoing Create Opportunities For Entertainment And Commercial Film Production Determine lead agency for Entertainment and Commercial Film Production by end of 4th quarter CY 2002 Evaluate Highest and Best Use for promoting potential recruitment of commercial and entertainment film production by the end of 2nd quarter CY 2003 Develop a data base of media and advertising agencies specializing in film and commercial production by the end of the 4th quarter CY 2003 Leverage the opportunities presented by "Value-added Events" to attract and recruit commercial production by the 1st quarter CY 2004 4 2 2 3 TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD Quarter 1 Year 2 CY 2002 TBD $160,000 Objective 3.5 Strategy 3.5.1 Strategy 3.5.2 CY 2003 TBD $160,000 CY 2004 TBD $160,000 CY 2005 TBD $160,000 CY 2006 TBD $160,000 5 YR total TBD $800,000 Funding Source DBIA LAA

Strategy 3.5.3

4

3

$10,000

$10,000

TBD

Strategy 3.5.4

1

4

TBD

TBD

TBD

TBD

TBD

GOAL 4 Objective 4.1

WORKFORCE DEVELOPMENT Encourage Employer Involvement In Workforce Development 3 3 2 2

$0 $289,500

$10,000 $616,000

$0 $616,000

$0 $616,000

$0 $616,000

$10,000 $2,753,500

Strategy 4.1.1 Develop a business visitation program for major employers and for targeted industry clusters by the end of 3rd quarter CY 2002 Strategy 4.1.2 Create a monitoring format to measure employer needs, hiring and human resource deficiencies by the end of 3rd quarter CY 2002 (see Goal 4.1.1.) Strategy 4.1.3 Create a forum for employer and human resource exchange by 3rd quarter CY 2003 Strategy 4.1.4 Increase quality private-sector involvement in employment policy making by end of 4th quarter CY 2002 (see Goal 4.1.1) Strategy 4.1.5 Conduct an annual employer survey to establish quality of service for community workforce programs by end of 2nd quarter CY 2003 Strategy 4.1.6 Develop an evaluation of response to employer information in-puts by the end of 3rd quarter CY 2002 (see Goals 4.1.1 and 4.1.5)

$250,000

$250,000

$250,000

$250,000

$250,000

$1,250,000

WDB

3 4 2

3 2 3 $2,500

$1,500

$1,500

$1,500

$1,500

$6,000

WDB

$2,500

$2,500

$2,500

$2,500

$12,500

WDB

3

2

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Objective Strategy Quarter 4 Year 2 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

Strategy 4.1.7 Develop company employment and technical skill requirement profiles to match with existing or planned training initiatives through the visitation program by the end of the 4th quarter of CY 2002 and ongoing (see Goal 3.1.1) Strategy 4.1.8 Establish a written "protocol" between the Regional Workforce staff/vendors and the Volusia County Department of Economic Development in order to cross train personnel to support a "Business Visitation Program" by the end of 4th quarter of CY 2002

4

2

$0

$0

$0

$0

$0

$0

WDB

DOED

$252,500 Objective 4.2 Improve Opportunities For Placement Of Workers For Self Sufficiency 4 4 2 2 $0 TBD

$254,000

$254,000

$254,000

$254,000

$1,268,500

Strategy 4.2.1 Establish a defined level of self-sufficiency by end of 4th quarter of CY 2002 Strategy 4.2.2 Focus financial resources on supporting a single integrated source to support employment related services by the end of 4th quarter of CY 2002 Strategy 4.2.3 Identify opportunities for entry-level employment skills with potential venues for upward mobility by 3rd quarter CY 2002 and ongoing (see Goal 4.1.1) Strategy 4.2.4 Provide transitional support services to the targeted worker group including day care and transportation by the 3rd quarter of CY 2002 and ongoing Strategy 4.2.5 Provide inducements to employers to encourage training on the job for workers originating in public assistance environments by the end of 4th quarter CY 2002 and ongoing Strategy 4.2.6 Develop collateral literature to assist in the promotion of support services to employers that encourage employment of the disadvantaged workforce by the end of 1st quarter of CY 2003 Objective 4.3 Develop Training Opportunities To Support High Skill And High Wage Employment

$0 TBD

$0 TBD

$0 TBD

$0 TBD

$0 TBD

WDB WDB

3

2

3

2

TBD

TBD

TBD

TBD

TBD

TBD

WDB

4

2

TBD

$250,000

$250,000

$250,000

$250,000

$1,000,000

WDB

1

3

$10,000

$10,000

$10,000

$10,000

$10,000

$50,000

DOED WDB

$10,000

$260,000

$260,000

$260,000

$260,000

$1,050,000

Strategy 4.3.1 Develop a business visitation programs to identify employer needs for improved worker skills dictated by changing workplace technologies or productivity by the end of 3rd quarter of CY 2002 and ongoing (See 4.1.1)

3

2

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Economic Development Strategic Plan

Objective Strategy 4.3.2 Strategy Identify resources to support the upgrade of training opportunities for incumbent workers due to changes in required worker skills due to changes in workplace technologies or productivity by the end of 1st quarter 2003 Form a High Skills/High Wages Committee of business Leaders to provide guidance in developing strategies to encourage training opportunities by end of 3rd quarter of CY 2002 Integrate The Philosophy Of The Advance Technology Center (ATC) To Encourage High Skill And Value-Added Wage Employment Opportunities 4 3 $0 $0 $0 $0 $0 WDB VC schools DOED WDB DOED Quarter 1 Year 3 CY 2002 $25,000 CY 2003 $100,000 CY 2004 $100,000 CY 2005 $100,000 CY 2006 $100,000 5 YR total $425,000 Funding Source WDB DOED

Strategy 4.3.3

3

2

$2,000

$2,000

$2,000

$2,000

$2,000

$10,000

WDB

$27,000 Objective 4.4

$102,000

$102,000

$102,000

$102,000

$435,000

Strategy 4.4.1 Identify and match employer workforce needs to develop curriculum for changing workplace technologies by end of 4th quarter 2003 Strategy 4.4.2 Identify and encourage linkages between existing and new manufacturers and the ATC's advanced manufacturing technologies programming by end of 4th quarter of CY 2003 Strategy 4.4.3 Assist in the development of a partnership collaboration to design information technology curriculum to support new IT Business Center recruitment by end of 4th quarter of CY 2003 Strategy 4.4.4 Expand existing IT curriculum to support opportunities for evening training for existing market employers and employees by 2nd quarter of CY 2004 COMMUNITY DEVELOPMENT Plan And Develop Commerce Parks In Areas That The County Should Act As Lead Agent Plan And Develop A Commerce Park At I-4 And Florida S.R. 44 Coordinate planning efforts of a the 40-acre site as a logistics/distribution park by the end of the 4th quarter of CY 2002 Determine the maximum square footage of distribution warehousing space that can be constructed at the site and estimate total build-out investment value by the end 4th quarter of CY 2002 (see Goal 5.1.1.3)

4

3

$0

$0

$0

$0

$0

4

3

TBD

TBD

TBD

TBD

TBD

WDB DOED DBCC VC schools WDB

2

4

TBD

TBD

TBD

TBD

GOAL 5 Objective 5.1 Objective 5.1.1 Strategy 5.1.1.1 Strategy 5.1.1.2

$0 $350,000

$0 $70,000

$0 $50,000

$0 $30,000

$0 $30,000

$0 $530,000

4

2

$0

$0

$0

$0

$0

$0 DOPW DOGM DOED

4

2

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Economic Development Strategic Plan

Objective Strategy 5.1.1.3 Strategy Develop a "Conceptual Plan" for the design of the site for use in marketing the location to a qualified commerce developer specializing in logistics/distribution facilities by the end of the 1st quarter of CY 2003 Develop a database of eligible commerce developers located in the Southeast United States by the end of the 1st quarter of CY 2003 (See Goal 1.6.6) Estimate the total cost of infrastructure build-out to support the construction of distribution warehousing by the end of the 1st quarter of CY 2003 Investigate potential sources of funding for required infrastructure to leverage local financial resources to support the infrastructure requirements of the site by the end of the 2nd quarter of CY 2003 Provide design and engineering of required infrastructure as part of an inducement to establish a partnership between Volusia County Government and an eligible developer by the end of the 3rd quarter of CY 2003 (See Goal 5.1.1.5) Recruit and partner with an eligible commerce developer for the buildout of the site by the end of the 4th quarter of CY 2003 Implement The Development Of The Tomoka Industrial Park Coordinate an interdepartmental effort to begin development of the site among County Departments by the end of the 4th quarter of CY 2003 Establish future proposed profiles of alternative commercial users by 2nd quarter of CY 2003 Develop a "Conceptual Plan" for use in marketing the benefits and location of the Park by the end of the 3rd quarter of CY 2004 Budget the design and engineering of the interior road network and required infrastructure by the end of the 3rd quarter of CY 2004 Fund the construction and implementation of required infrastructure by the 4th quarter of CY 2004 4 3 TBD TBD TBD TBD TBD DOPW DOGM DOCS DOED Quarter 1 Year 3 CY 2002 CY 2003 $10,000 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

$10,000 DOPW DOED

Strategy 5.1.1.4 Strategy 5.1.1.5 Strategy 5.1.1.6

1

3

1

3

$20,000

$20,000 DOPW DOED

2

3

TBD

TBD

TBD

TBD

TBD

DOPW DOED

Strategy 5.1.1.7

3

3

Strategy 5.1.1.8 Objective 5.1.2 Strategy 5.1.2.1

4

3 $0

$5,000 $35,000

$5,000 $5,000

$5,000 $5,000

$5,000 $5,000

$20,000 DOPW DOED $50,000

Strategy 5.1.2.2 Strategy 5.1.2.3 Strategy 5.1.2.4 Strategy 5.1.2.5

2 3

3 4

$0

$0 $10,000

$0 $0

$0 $0

$0 DOPW DOED $10,000 DOPW DOED

3

4

$10,000

$0

$0

$10,000

DOPW

4

4

TBD

TBD

TBD

TBD

DOPW

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Economic Development Strategic Plan

Objective Strategy 5.1.2.6 Strategy 5.1.2.7 Strategy 5.1.2.8 Strategy 5.1.2.9 Strategy Develop an "Inducement Program" to support the recruitment and leasing of the commerce sites by the 1st quarter of CY 2004 (See Goals 1.2.3, 1.2.4, 1.6.12) Design collateral literature for the recruitment of alternative industries and transportation companies interested in relocating to the Park by the 4th quarter of CY 2003 Develop a "sample" Leasing Package including "option" and "leasing" documents by the 3rd quarter of CY 2004 Investigate the opportunities of relocating area "brown fields" companies to the Park in order to aid in urban redevelopment by the end of 4th quarter CY 2003 Support The Development Of The SR 472 & I-4 Interchange As A Targeted Commerce and Technology Activity Center Continue financial support for the development of the "Development of Regional Impact" (DRI) initiated for the 1,800 acres surrounding the Interchange, ongoing (See Goal 2.7.3) Coordinate the planning and development of the proposed DRI area with the cities that are directly involved, ongoing Develop a "Conceptual Plan" for use in marketing the availability of mixed-use development within the DRI targeted activity center by 4th quarter of CY 2003 (See Goal 2.7.3) Identify potential industrial, commercial and office park developers and coordinate their interest with area property owners beginning the 1st quarter of CY 2004 (See Goal 1.6.6) Review the overall development assets beyond the immediate targeted Activity Center to determine potential roadways and areas for future development by end of 4th quarter of CY 2003 (See Goal 2.7.3) Establish a catalyst project to initiate development within the DRI by end of 3rd quarter of CY 2004 Explore the establishment of funding sources dedicated to the development of business, commerce and technology park development on properties located within or near the Activity Center by the 2nd quarter of CY 2004 1 2 Quarter 1 Year 4 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

4

3

$10,000

$0

$0

$0

$10,000 DOPW

DOED

3 4

4 3 TBD TBD

$0 TBD

$0 TBD

$0 TBD

DOPW VC legal DOED LM

$0 Objective 5.1.3 Strategy 5.1.3.1 Strategy 5.1.3.2 Strategy 5.1.3.3 Strategy 5.1.3.4 Strategy 5.1.3.5

$10,000

$20,000

$0

$0

$30,000

1

2

$0

$0

$0

$0

$0

$0 DOED DOPW LM

4

3

1

4

4

3

Strategy 5.1.3.6 Strategy 5.1.3.7

3 2

4 4

TBD TBD

TBD TBD

TBD TBD

TBD TBD

DOED

LM

DOPW DOGM DOED LM

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Economic Development Strategic Plan

Objective Strategy Quarter Year CY 2002 $0 Objective 5.2 Assist In Planning & Development of Commerce Parks within Municipalities: 1 2 TBD TBD TBD TBD TBD TBD TBD CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

Strategy 5.2.1 Assist local cities in designing and producing collateral literature to support the recruitment of capital investment and compatible commerce tenants; ongoing, case by case Strategy 5.2.2 Work with local cities and professional staff in developing a "Conceptual Plan" for marketing the benefits and location of individual sites, ongoing, case by case Strategy 5.2.3 Provide recruitment assistance to local City staff for identifying potential developers and commercial tenants; ongoing, case by case Strategy 5.2.4 Establish shared financial Partnerships to support initiatives designed to provide or identify funding for site or facility development within existing and future planned Commerce Parks, ongoing, case by case Strategy 5.2.5 Establish shared financial Partnerships to support "incentive" driven programs to aid in the recruitment of compatible tenants, ongoing, case by case Strategy 5.2.6 Encourage active participation by the local cities in the County's overall marketing initiatives including business trade shows, direct marketing campaigns and the use of business recruitment tools; ongoing, case by case Strategy 5.2.7 Provide professional staff support to assist developers in "fast tracking" planned development for those projects that impact valueadded employment and opportunities to increase the community's tax base; ongoing, case by case

1

2

TBD

TBD

TBD

TBD

TBD

TBD

TBD

1

2

$0

$0

$0

$0

$0

$0

DOED LM LCR DOED LM OTHERS

1

2

TBD

TBD

TBD

TBD

TBD

TBD

1

2

TBD

TBD

TBD

TBD

TBD

TBD

DOED LM OTHERS DOED LM

1

2

$0

$0

$0

$0

$0

$0

1

2

$0

$0

$0

$0

$0

$0 DOED

DOGM LM

$0 Objective 5.3 Develop Cooperative Development Programs To Enhance the Availability of Industrial Sites At General Aviation Facilities Identify the development issues currently curtailing further development of available sites located at each of the general aviation locations by 4th quarter of CY 2003 4 3

$0

$0

$0

$0

$0

Strategy 5.3.1

$0

$0

$0

$0

$0

DOED

LM

Strategy 5.3.2 Establish available acreage for phased future development for each of the general aviation locations by the end of the 4th quarter of CY 2003

4

3

TBD

TBD

TBD

TBD

TBD

DOED

LM

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Economic Development Strategic Plan

Objective Strategy Quarter 1 Year 4 CY 2002 CY 2003 CY 2004 TBD CY 2005 TBD CY 2006 TBD 5 YR total TBD Funding Source DOED LM

Strategy 5.3.3 Determine overall cost of needed infrastructure and site development requirements for those areas to be set-aside for industrial, technology or commerce park use by end of 1st quarter CY 2004 Strategy 5.3.4 Identify available financial resources for implementing improvements outlined in previous strategies by end of 1st quarter CY2004 Strategy 5.3.5 Develop a cooperative grant program designed to leverage financial resources to encourage phased development of those properties setaside for industrial, technology or commerce park use by 1st quarter of CY 2004 (see Goal 2.2.1) Strategy 5.3.6 Develop a cooperative grant program designed to leverage financial resources to the construction of industrial or warehousing "spec space" by the end of the 1st quarter of CY 2004 (see Goal 1.2.4) Strategy 5.3.7 Develop a Strategic Marketing Plan in cooperation with the managing municipalities to encourage the recruitment of new industrial or commerce tenants, their additional tax base and value-added employment by the end of 4th quarter CY 2003 Strategy 5.3.8 Design joint collateral literature to promote the overall benefits of locating business ventures on properties associated with the general aviation properties by 4th quarter CY2003 Strategy 5.3.9 Implement the design and construction of phased development of specific properties set-aside for industrial, technology or commerce park use by the 1st quarter of CY 2005 Objective 5.4 Foster A More User Friendly Permitting, Licensing And Land Development Process

1

4

TBD

TBD

TBD

TBD

DOED

1

4

1

4

4

3

TBD

TBD

TBD

TBD

TBD

TBD

DOED

LM

4

3

TBD

TBD

TBD

TBD

TBD

TBD

DOED

LM

1

5

TBD

TBD

TBD

TBD

TBD

TBD

DOED

LM

$0

$0

$0

$0

$0

$0

Strategy 5.4.1 Maximize the use of available technology to streamline processes and enhance customer experience; ongoing Strategy 5.4.2 Develop web based applications that provide customers on-line access to available land development information; ongoing (see Goal 5.4.1) Strategy 5.4.3 Develop web based applications that provide customers on-line access that allows for application to be made and tracked from remote desktop users, ongoing (see Goal 5.4.1)

1 1

2 2

$350,000

$25,000

$25,000

$25,000

$25,000

$450,000

LM

DOGM

1

2

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Economic Development Strategic Plan

Objective Strategy Quarter 1 Year 2 CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

Strategy 5.4.4 Develop software application that integrates zoning, land development, code enforcement, mapping, environmental management and permitting data information; ongoing (see Goal 5.4.1) Strategy 5.4.5 Train customer service representatives on the use of new technology and customer service opportunities; ongoing (see Goal 5.4.1)

1

2

GOAL 6 Objective 6.1 Strategy 6.1.1 Strategy 6.1.2 Strategy 6.1.3

MAINTAIN AND ENHANCE THE QUALITY OF LIFE/ENVIRONMENT IN VOLUSIA COUNTY Acquire environmentally sensitive, water resource protection, and outdoor recreation lands Continue targeted acquisition of land for beachfront parks and offbeach parking Continue implementation of the voter approved Volusia Forever program Continue acquisition of parcels through the Volusia Forever program in the following targeted areas: (see Goal 6.1.2) Improve Volusia County's environmental, cultural, historical and outdoor assets 1 1 1 3 1 1 1 2

$350,000 $25,000 $25,000 $25,000 $25,000 $6,992,000 $7,267,000 $8,062,000 $8,429,000 $8,805,000

$450,000 $39,555,000

$162,000

$162,000

$616,000

$616,000

$616,000

$2,172,000 $16,534,000

DOGM DOGM

2 $2,985,000 $3,138,000 $3,299,000 $3,467,000 $3,645,000 2 $3,147,000 $3,300,000 $3,915,000 $4,083,000 $4,261,000

$18,706,000

Objective 6.2

Strategy 6.2.1 Support continued implementation of the voter approved ECHO grant program Strategy 6.2.2 Continue the successful Cultural Arts grant program through the Volusia County Cultural Council Strategy 6.2.3 Begin implementation of the Countywide Trails Master Plan Strategy 6.2.4 Conduct a countywide needs assessment for parks and recreation facilities and programs Objective 6.3 Implement the Beach Services Strategic Plan Strategy 6.3.1 Update existing beach management plan Strategy 6.3.2 Beautification of two to three beach ramps per year Strategy 6.3.3 Open or initiate construction of beach parks and off beach parking Strategy 6.3.4 Construct or renovate a minimum of 25 dune walkovers and footpaths annually

2 $3,325,000 $3,495,000 $3,674,000 $3,861,000 $4,058,000 2 2 2 $460,000 TBD $60,000 $467,000 TBD $473,000 TBD $480,000 TBD $486,000 TBD

$18,413,000 $2,366,000 TBD $60,000 $20,839,000 $0 TBD TBD TBD

DOGM DOGM DOGM DOGM

$3,845,000 $3,962,000 $4,147,000 $4,341,000 $4,544,000 $0 TBD TBD TBD $0 TBD TBD TBD $0 TBD TBD TBD $0 TBD TBD TBD $0 TBD TBD TBD

DOGM DOGM DOGM DOGM

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Economic Development Strategic Plan

Objective Strategy 6.3.5 Strategy 6.3.6 Strategy 6.3.7 Strategy 6.3.8 Strategy 6.3.9 Objective 6.4 Strategy 6.4.1 Strategy Buy land for future beachfront parks and off beach parking (see Goal 6.1.1) Increase maintenance contracts and accessibility Receive approval of United States Lifeguard Association advanced re-certification Increase patrols during peak times to reduce speeding and accidents Continue Implementing the Habitat Conservation Plan $0 Develop Joint Planning Agreements with the cities that identify urban growth boundaries Determine recharge areas and jurisdictional wetlands for boundary definitions Review and update, if necessary, water and sewer service areas Define public safety areas where consolidation of first response would benefit residents Meet with cities that surround potential joint planning areas for acceptance of boundaries Review annexations or possible annexations for service delivery availability $0 Objectives 6.5 Strategy 6.5.1 Strategy 6.5.2 Strategy 6.5.3 Strategy 6.5.4 Strategy 6.5.5 Strategy 6.5.6 Create overlay zones in specific areas for the protection of special communities. Define the specific characteristics or needs of the area Research levels of impact on areas Develop boundaries of influence Establish criteria for the design of the area Utilize comprehensive plan policies to develop additional protection objectives Adopt the specific zones and objectives $0 Objectives 6.6 Work with VCARD and VCOG to hold a countywide growth management summit $0 $0 $0 $0 $0 DOGM DOGM DOGM DOGM DOGM DOGM VC legal $0 $0 $0 $0 $0 DOGM LM VC legal DOGM DOES DOPW DOGM $0 $0 $0 $0 $0 DOGM DOGM DOGM DOGM Quarter Year CY 2002 CY 2003 CY 2004 CY 2005 CY 2006 5 YR total Funding Source

Strategy 6.4.2 Strategy 6.4.3 Strategy 6.4.4 Strategy 6.4.5

VC legal DOGM VC legal DOGM DOPW

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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Economic Development Strategic Plan

Objective Strategy 6.6.1 Strategy 6.6.2 Strategy 6.6.3 Strategy 6.6.4 Strategy 6.6.5 Strategy Establish Summit Planning Committee Establish date for proposed summit Identify all potential partners & participants Through Planning Committee, develop agenda for summit, budget & location Hold summit Quarter Year CY 2002 $0 CY 2003 $0 CY 2004 $0 CY 2005 $0 CY 2006 $0 5 YR total $0 Funding Source DOGM DOGM DOGM DOGM

$5,000

$5,000

$10,000 DOGM VCARD VCOG $0 $10,000 $51,186,300

$0

$5,000

$0

$5,000

$8,992,500 $10,069,20 $10,335,70 $10,754,70 $11,034,20 0 0 0 0 CFCDC DBCC DBIA DOED DOES DOF DOGM DOPW EFI ERAU FHTC LAA LCOC LCR LM OC PAO TBD VCARD VCOG WBD Central Florida Community Development Corporation Daytona Beach Community College Daytona Beach International Airport Department of Economic Development Department of Emergency Services Department of Finance Department of Growth Management Department of Public Works Enterprise Florida Embry Riddle Aeronautical University Florida High Technology Council Local Ad Agencies Local Chambers of Commerce Local Commercial Realtors Local Municipalities Ocean Center Property Appraiser's Office To Be Determined Volusia County Association for Responsible Development Volusia County Council of Governments Workforce Development Board

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Economic Development Strategic Plan

GLOSSARY OF TERMS

1. 2. 3. Advertorial: An advertising ad designed to appear more like an article with supporting graphics than a traditional display ad. Air Cargo ­ Regional Carrier: Small independent flight operator specializing in point-to-point delivery of small to medium size parcels. Ambassador Teaming: Qualifying individual(s) volunteer(s) with experience or expertise that are assigned to work with professional staff and with prospective businesses in their recruitment, relocation or expansion. Aquatic Sporting Products: Manufactured products that include fishing related items such as poles, reels, lures, small water craft, depth finders, GPS systems, recreational water craft, canoes, water safety products and other items related to water recreation or outdoor sportsmanship. Average Wages: The average of all wages for all full-time workers. Capital Investment: Money that is invested in real estate, existing building, the construction of a building or the equipment and machinery used in the operation of a business enterprise. Central Florida Community Development Corporation: A local 501 (c) 3 not for profit corporation that is tasked to manage a variety of programs designed to support small business development. Their programs include small business counseling, small business incubation and management of a Small Business MIRCO LOAN program. Collateral Literature: Printed brochures or other related printed material. Contractor Procurement Fair: Small business-to-business trade show designed to bring together federal or state contractors and local small business enterprises in order to foster potential subcontracting and sales opportunities. Customer Service Back Room Operation: A customer driven employer service business that can range from inbound telephone contact for product support. These businesses represent a wide range of industries including telecommunications, banking, insurance, retail, computer and Internet companies. Destination Awareness: The identification of the greater Volusia County marketplace as an end destination location for travel and travel related activities. A means in identifying opportunities to increase tourism, airline and convention activities. East Central Florida Regional Planning Commission: A legislatively created regional planning organization that oversees planning related activities for a multi-county region including Volusia County. Economic Development Practitioners: Full or part-time employees of the County, local cities, the Chambers of Commerce, Ad Authorities, Regional Workforce Board or area utilities that are tasked to support business recruitment, relocation, expansion and tourism and convention related activities. Electronic Collateral: Information that will be developed for use on the Internet or to be used as a PDF file for email. Electronic Photo File: A collection of aerial photography that has been taken of key development sites and are available for use in an electronic format for use in collateral development or as a support tool for local cities and chambers as well as area commercial realtors.

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4.

5. 6. 7.

8. 9.

10.

11.

12.

13.

14. 15.

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Economic Development Strategic Plan 16. 17. Enterprise Florida, Inc.: The statewide public/private partnership group that has assumed the role of the Florida Department of Commerce. Enterprise Zone: A legislative designated area in which the State of Florida provides a series of tax abatements or incentives. The Enterprise Zone is designed to provide encouragement for companies to locate in an area of blight or high poverty. The economic incentives are provided to encourage investment and job creation. F.I.N.D. ­ The Florida Inland Navigational District Florida High Tech Council: A not-for-profit organization who mission is to promote high technology along Interstate 4 from the Daytona Beach to the Tampa Bay area. The Florida High Tech Council also provides opportunities to participate in joint marketing, trade shows and research initiatives. Florida Unified Certification Program: A statewide program to provide an one-stop certification for minority and women owned enterprises to register as an eligible Minority Business Enterprise for participation in contracts or subcontracts issued by the United States Department of Transportation. Free Trade Zone: Also known as the "Foreign Trade Zone." The FTZ is a specified geographical area designated by the United States Department of Commerce to be custom duty free. Foreign products shipped into a FTZ remains outside the bounds of U.S. Customs requirements until such time that the product is shipped outside of the FTZ into the American marketplace. If the product is later shipped from the FTZ back out of the United States, no U.S. Customs Duty is required. Freight Forwarder: Companies that specialize in providing third party shipping services for commercial freight. These companies provide scheduling and competitive pricing for all forms of shipping including air freight, long haul trucking, ocean freight and short haul trucking in addition to specialized certification for international shipments. FTZ: See Item 21 above. IDA: Industrial Development Authority. The IDA is a County of Volusia appointed agency that is directed to manage all Industrial Revenue Bond financing in compliance with federal regulations concerning tax-free bond financing. In Volusia County the County's Department of Economic Development is responsible for the management of the programs offered by the IDA. Incentive Pool: Available financial resources that have been set-aside for the purpose of encouraging job creation or capital investment. The incentive pool is also referred to as grantsin-aid. In Volusia County, incentive funding is competitively available from the County's Department of Economic Development and from selected cities. This pool of incentives is also known as an Inducement Program. Incubator: A reference to a facility or building that has been set-a-side or developed for the purpose of supporting small business start-up enterprises. Inducement Program: See Item 25 above. Industry Visitation: A program established by both the Regional Workforce and the County's Department of Economic Development to provide a business-to-business visitation program. This program is designed to provide face-to-face meetings with industry leaders and representatives of the economic development and worker training programs. These programs promote available resources available to support job creation, job training and those programs available to encourage business expansion.

18. 19.

20.

21.

22.

23. 24.

25.

26. 27. 28.

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Economic Development Strategic Plan 29. Infrastructure: Those public utility systems necessary to support business development and expansion. They include water systems, sewer systems, roadways, rail siding, rail spurs, highspeed transmission lines, fiber optic cabling, natural gas, electric and other communication requirements required by a company. In-Migration Trends: Trends that are established by new residents that relocate from other communities outside of Volusia County to those communities within the County. In-migration is measured on an annual basis and can be a valuable means in which to measure community growth or impact. Interactive Electronic Real Estate/Building Inventory: A computer based real estate inventory program managed by the County's Department of Economic Development that provides immediate access to available commercial and industrial sites. The program also provides interactive capabilities by providing access to county tax, property assessment records and mapping information. International Business Leads: Business leads that have been generated from a series of sources including the State's International Program administrated by Enterprise Florida and from the United States Department of State and Department of Commerce that are made available for distribution to area companies. Marketing Forum: A forum designed to bring together representatives of area chambers and area cities to discuss and plan business recruitment or community marketing opportunities. An example is the Volusia Information Partnership (VIP). Marketing Plan: An overall marketing plan that outlines the various aspects of the County's business recruitment strategies and supports it with a series of marketing initiatives including print media, outdoor advertising, editorial drafts, direct mail, telemarketing, electronic media, internet and web site development. Marketing Strategic Plan: The same as outlined in Item 34 above. Marine Recreational Products: Those products that are manufactured for use in the marine recreational market including such items as fishing supplies, boats, boating electronics, jet skis, canoes, life vests and other related water sporting goods. MBE: Minority Business Enterprises or those businesses owned and operated by members of the minority groups such as African American, Hispanic, American Indian, Asian, South Pacific Islander or any female owned enterprise. Migration Study: The review and study of the migration patterns for those individuals relocating to Volusia County or for those that are moving to locations outside of the County. These studies are used to better understand population Minority Business Enterprise: The same as outlined in Item 37 above. My-Region.com: A regional organization located in Orlando that has been formed to review the overall impact of the demographics, transportation, industry, education, workforce, and the economics of the multi-county region of East Central Florida. Permitting Facilitation Team: An effort to form a dedicated team of individuals to assist in the expediting of any or all permits on behalf of a development project. These teams could be comprised of individuals representing multiple organizations depending upon the overall needs of any specific project. Professional Third Party Marketing: A third party vendor that would be employed or engaged by the County in order to implement the County's marketing requirements. The third party organization may be called upon to carry out any number of tasks including advertising,

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30.

31.

32.

33.

34.

35. 36.

37.

38.

39. 40.

41.

42.

Strategic Planning Group, Inc. Volusia County Department of Economic Development

Economic Development Strategic Plan telemarketing, specific research or any other need required to supplement the work performed by the full-time professional staff. Quick Response Permitting Team: The same as outlined in Item 41 above. Regional Workforce Board: The appointed Board of Directors of the Volusia/Flagler Regional Workforce Board that is responsible for managing and implementing the worker training programs that are funded by the State of Florida and the United States Department of Labor. SBA: Abbreviation for the United States Small Business Administration SBIR: Abbreviation for the Small Business Innovative Research program SCORE: The Senior Corp of Retired Executives and volunteer organization of retired executives, engineers and business personnel that provide face-to-face technical and business advisory counseling to small and start-up businesses. In Volusia County, the local S.C.O.R.E. organization provides a valuable service in filling the need to support the County's entrepreneurial enterprises. Self-sufficiency: The ability to earn a living waging Site Selection Organization: A professional for-profit company who represents regional and national companies in their search for a location for business expansion or relocation. It is the Site Selection organization which will conduct the community due diligence in preparation of limiting the number of communities to be considered for final selection by the client. Small Business Incubation: Same as Item 26 above. Sub-Assembly Manufacturer: A manufacturer that is involved in producing components that are used by other companies in their manufacturing of finished products. For example, a company that produces the electronic cabling used in the fabrication of wiring harnesses used by an auto manufacturer for the production of a new car or truck. Targeted Industry: Those industries that have been selected as priority targets for recruitment Targeted Marketing Plan: A Plan developed to identify a marketing approach including direct mail, print advertising, trade shows and other means of new business recruitment initiatives directed toward a target industry group. Tax Free Financing: Financing provide through the Volusia County Industrial Development Authority through the use of industrial revenue bonds. Technology Research Development: Those activities that support the research or development of technology for commercialization. TRDA ­ Technology Research Development Authority is an independent State Authority, which has been tasked by the Legislature to provide technical assistance and access to Federal technology research from NASA and other Federal Laboratories throughout the United States. Underemployment: Those individuals that are employed in positions below their existing education or skill levels. Value Added Development: Those capital projects that provide for new or expanded investment and that provide Highest and Best Use Value Added Employment: Those jobs that provide compensation at a level of 115% above the County average annual wage as determined by the State of Florida VMA: The Volusia Manufacturers Association Workforce Practitioners: Those local professionals who are responsible for the recruitment retention, education and training of the areas workforce.

43. 44.

45. 46. 47.

48. 49.

50. 51.

52. 53.

54. 55. 56.

57. 58. 59. 60. 61.

Strategic Planning Group, Inc. Volusia County Department of Economic Development

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