Volusia Countylusia Coun Economic Developmentmic Develo ... · Since the first quarter of 2008, the...
33
07-2 07-2
Transcript of Volusia Countylusia Coun Economic Developmentmic Develo ... · Since the first quarter of 2008, the...
Vo
lusi
a C
ou
nty
Eco
no
mic
De
ve
lop
me
nt
Fo
urt
h Q
ua
rte
r 2
01
6 U
pd
ate
:
Fe
bru
ary
3,
20
17
lusi
a C
ou
n
mic
De
ve
lo
ua
rte
r 2
01
6
rua
ry 3
, 2
0
ol m
Qu br
4V
o
Eco
no
Fo
urt
h Q Fe
b
07-2
07-2
Th
e
pu
rpo
se
of
the
�Q
� b
rie
fin
gs
is
to
sha
re
this
in
form
ati
on
w
ith
b
usi
ne
ss
lea
de
rs
an
d
de
cisi
on
-ma
ke
rs
to
en
ha
nce
a
wa
ren
ess
of
imp
ort
an
t e
con
om
ic f
act
s.
Th
e
�Q�
me
eti
ng
s a
re
als
o
an
o
pp
ort
un
ity
to
n
etw
ork
, sh
are
id
ea
s,
an
d
bu
ild
re
lati
on
ship
s.
Th
e
Eco
no
mic
D
ev
elo
pm
en
t D
ivis
ion
h
as
oth
er
eco
no
mic
d
ata
th
at
is
av
ail
ab
le
to
yo
u.
Ple
ase
d
o
no
t h
esi
tate
to
se
ek
o
ur
ass
ista
nce
.
We
w
elc
om
e
yo
ur
inp
ut
an
d
pa
rtic
ipa
tio
n i
n t
od
ay
�s �
Q�
bri
efi
ng
.
2
Ed
Ke
lle
y a
nd
me
mb
ers
of
the
Vo
lusi
a C
ou
nty
Co
un
cil
Intr
od
uct
ion
by
Co
un
ty C
ha
ir,
Ed
Ke
lle
y
Th
e
Vo
lusi
a
Co
un
ty
Co
un
cil
is
ple
ase
d
to
pre
sen
t th
e
mo
st
rece
nt
eco
no
mic
in
dic
ato
rs
tha
t im
pa
ct
ou
r co
un
ty.
W
e
tru
st
this
in
form
ati
on
wil
l b
e o
f v
alu
e t
o y
ou
in
yo
ur
da
y-t
o-
da
y b
usi
ne
ss p
lan
nin
g.
Eco
no
mic
D
ev
elo
pm
en
t is
a
�t
ea
m
spo
rt�
in
Vo
lusi
a
Co
un
ty.
It
is
ess
en
tia
l th
at
pu
bli
c a
nd
p
riv
ate
se
cto
rs
wo
rk a
rm i
n a
rm a
s w
e s
ee
k
to
pro
mo
te
eco
no
mic
p
rosp
eri
ty
in
ou
r co
mm
un
ity
.
Sin
ce
the
fi
rst
qu
art
er
of
20
08
, th
e
cou
nty
�s
Eco
no
mic
D
ev
elo
pm
en
t D
ivis
ion
h
as
ho
ste
d
an
e
con
om
ic u
pd
ate
bre
ak
fast
th
at
we
ca
ll o
ur
�Q�
me
eti
ng
s.
As
we
a
ll
wo
rk
tog
eth
er
to
ach
iev
e
ou
r e
con
om
ic
ob
ject
ive
s,
it�s
e
sse
nti
al
tha
t w
e
un
de
rsta
nd
th
e
eco
no
mic
in
dic
ato
rs
tha
t in
flu
en
ce o
ur
de
cisi
on
s.
07-3
07-3
$3
5,9
03
$2
0,0
00
$2
5,0
00
$3
0,0
00
$3
5,0
00
$4
0,0
00
$4
5,0
00
$5
0,0
00
$5
5,0
00
$2
0,0
00
$2
5,0
00
$3
0,0
00
$3
5,0
00
$4
0,0
00
$4
5,0
00
$5
0,0
00
$5
5,0
00
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
20
15
Pri
vate
In
du
stry
An
nu
al
Av
era
ge W
age
Tre
nd
s
Un
ite
d S
tate
sFl
ori
da
Vo
lusi
a C
ou
nty
307-4
07-4
$0
$1
0,0
00
$2
0,0
00
$3
0,0
00
$4
0,0
00
$5
0,0
00
$6
0,0
00
$7
0,0
00
$8
0,0
00
$9
0,0
00
$1
00
,00
0
$0
$1
0,0
00
$2
0,0
00
$3
0,0
00
$4
0,0
00
$5
0,0
00
$6
0,0
00
$7
0,0
00
$8
0,0
00
$9
0,0
00
$1
00
,00
0
Ma
nu
fact
uri
ng
In
form
ati
on
Ed
uca
tio
n a
nd
He
alt
h S
erv
ice
s
Fin
an
cia
l
Act
ivit
ies
Pro
fess
ion
al
an
d B
usi
ne
ss
Se
rvic
es
Co
nst
ruct
ion
Oth
er
Se
rvic
es
Tra
de
,
Tra
nsp
ort
ati
on
,
an
d U
tili
tie
s
Na
tura
l
Re
sou
rce
s a
nd
Min
ing
Leis
ure
an
d
Ho
spit
ali
ty
Pri
vate
In
du
stry
An
nu
al
Av
era
ge W
age
Co
mp
ari
son
Un
ite
d S
tate
sFl
ori
da
Vo
lusi
a C
ou
nty
407-5
07-5
$0
$5
,00
0
$1
0,0
00
$1
5,0
00
$2
0,0
00
$2
5,0
00
$3
0,0
00
$3
5,0
00
$4
0,0
00
$4
5,0
00
$5
0,0
00
$0
$5
,00
0
$1
0,0
00
$1
5,0
00
$2
0,0
00
$2
5,0
00
$3
0,0
00
$3
5,0
00
$4
0,0
00
$4
5,0
00
$5
0,0
00
Ma
nu
fact
uri
ng
In
form
ati
on
Ed
uca
tio
n a
nd
He
alt
h S
erv
ice
s
Fin
an
cia
l
Act
ivit
ies
Pro
fess
ion
al
an
d
Bu
sin
ess
Se
rvic
es
Co
nst
ruct
ion
Oth
er
Se
rvic
es
Tra
de
,
Tra
nsp
ort
ati
on
,
an
d U
tili
tie
s
Na
tura
l
Re
sou
rce
s a
nd
Min
ing
Leis
ure
an
d
Ho
spit
ali
ty
Vo
lusi
a C
ou
nty
Pri
vate
In
du
stry
An
nu
al
Av
era
ge W
age
Tre
nd
s
20
09
20
10
20
11
20
12
20
13
20
14
20
15
507-6
07-6
0.0
%
5.0
%
10
.0%
15
.0%
20
.0%
25
.0%
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
20
15
Sta
te o
f F
lori
da
U6
Ave
rag
e A
nn
ua
l U
ne
mp
loy
me
nt
Ra
te
2.0
%4
.0%
6.0
%8
.0%
10
.0%
12
.0%
14
.0%
Vo
lusi
a C
ou
nty
U3
Un
em
plo
ym
en
t R
ate
by
Qu
art
er
Lab
or
Forc
e
4th
Qtr
20
16
4th
Qtr
20
15
Ne
tC
ha
ng
e%
Ch
an
ge
Vo
lusi
a
Co
un
ty2
48
,13
02
39
,24
58
,88
43
.7
Flo
rid
a9
,90
1,3
33
9,6
96
,00
02
05
,33
32
.1
US
15
9,4
00
,66
71
57
,29
9,3
33
2,1
01
,33
31
.3
Un
em
plo
ym
en
t
4th
Qtr
20
16
4th
Qtr
20
15
Ne
tC
ha
ng
e%
Ch
an
ge
Vo
lusi
a
Co
un
ty1
2,6
54
12
,38
32
71
2.2
Flo
rid
a4
77
,33
34
80
,00
0-2
,66
7-0
.6
US
7,2
27
,66
77
,57
0,6
67
-34
3,0
00
-4.5
Un
em
plo
ym
en
t R
ate
4th
Qtr
20
16
4th
Qtr
20
15
Vo
lusi
a C
ou
nty
5.1
5.2
Flo
rid
a4
.84
.9
US
4.5
4.8
Sou
rce
: D
ep
art
me
nt
of
Eco
no
mic
Op
po
rtu
nit
y (D
EO
),Lo
cal
Are
a U
ne
mp
loym
en
t St
ati
stic
s P
rog
ram
(LA
US)
U-6
To
tal u
ne
mp
loy
ed
, plu
s a
ll p
ers
on
s m
arg
ina
lly
att
ach
ed
to
th
e la
bo
r fo
rce
, plu
s
tota
l pa
rt t
ime
fo
r e
con
om
ic r
ea
son
s
0.0
%
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
20
15
20
16
U-3
To
tal u
ne
mp
loy
ed
, as
a p
erc
en
t o
f th
e c
ivil
ian
lab
or
forc
e (
off
icia
l un
em
plo
ym
en
t ra
t
Fou
rth
Qu
art
er
20
16
La
bo
r S
tati
stic
s (N
ot
Se
aso
na
lly
Ad
just
ed
)
6 07-7
07-7
1,4
00
2,4
00
2,5
00
3,1
00
4,9
00
8,6
00
8,9
00
11
,40
0
11
,80
0
19
,90
0
24
,70
0
29
,00
0
32
,10
0
38
,90
0
Fed
era
l G
ov
ern
me
nt
Info
rma
tio
n
Tra
nsp
ort
ati
on
,Wa
reh
ou
sin
g &
Uti
liti
es
Sta
te G
ov
ern
me
nt
Wh
ole
sale
Tra
de
Oth
er
Se
rvic
es
Fin
an
cia
l A
ctiv
itie
s
Ma
nu
fact
uri
ng
Min
ing
, Lo
gg
ing
, a
nd
Co
nst
ruct
ion
Loca
l G
ov
ern
me
nt
(in
clu
de
s V
CS
& D
SC
)
Pro
fess
ion
al
an
d B
usi
ne
ss S
erv
ice
s
Leis
ure
an
d H
osp
ita
lity
Re
tail
Tra
de
Ed
uca
tio
n a
nd
He
alt
h S
erv
ice
s
Em
plo
ym
en
t Tr
en
d C
om
pa
riso
n b
y M
ajo
r In
du
stry
81
00
Q4
1,7
00
50
0
2,2
00
30
0
40
0
10
0
30
0
20
0
10
0
0 -10
0
02,5
00
10
0
TO
TA
L N
ON
AG
RIC
ULT
UR
AL
EM
PLO
YM
Sou
rce
: D
ep
art
me
nt
of
Eco
no
mic
Op
po
rtu
nit
y (D
EO
), C
urr
en
t E
mp
loym
en
t St
ati
stic
s (C
ES)
De
lto
na
-Da
yto
na
Be
ach
-Orm
on
d B
ea
ch M
SA
Ga
in o
r Lo
ss
Ov
er
Q4
20
15
707-8
07-8
8 07-9
07-9
907-10
07-10
420 Permits
240Permits
280Permits
295Permits
259Permits
265Permits
398Permits
321Permits
391Permits
437Permits
450Permits
330Permits
0
20
40
60
80
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q
3Q
4
20
14
20
15
20
16
Vo
lusi
a C
ou
nty
Re
sid
en
tia
l P
erm
it D
ata
by
Qu
art
er
Va
lue
of
Pe
rmit
16
0
14
0
12
0
10
0 Sou
rce
: C
itie
s a
nd
Co
un
ty P
erm
it o
ffic
es
rep
ort
ing
ne
w c
on
stru
ctio
n a
ctiv
ity
10
07-11
07-11
Vo
lusi
aC
ou
nty
Re
sid
en
tia
l P
erm
it D
ata
4th
Qtr
20
15
1st
Qtr
20
16
2n
d Q
tr 2
01
63
rd Q
tr 2
01
64
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tr 2
01
6
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lue
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rmit
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rmit
off
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po
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co
nst
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act
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07-12
Sou
rce
: C
itie
s a
nd
Co
un
ty P
erm
it o
ffic
es
rep
ort
ing
ne
w c
on
stru
ctio
n a
ctiv
ity
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clu
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gle
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erm
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or
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yto
na
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ach
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tern
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pd
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28Permits
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18Permits
32Permits
50 Permits
21 Permits
39 Permits
0
10
20
30
40
50
60
70
80
90
10
0
11
0
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
20
14
20
15
20
16
Vo
lusi
a C
ou
nty
Co
mm
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ial
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rmit
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ta b
y Q
ua
rte
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its
$
07-13
07-13
Vo
lusi
aC
ou
nty
Co
mm
erc
ial
Pe
rmit
Da
ta
4th
Qtr
20
15
1st
Qtr
20
16
2n
d Q
tr 2
01
63
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tr 2
01
64
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tr 2
01
6
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QuarterlyE c o n o m i c D e v e l o p m e n t
An official publication of the Volusia County Economic Development Division
First Quarter 2017
Services to begin in 2017Collaboration drives creation of Hope Placeto serve homeless children and their families
07-2007-20
Services to begin in 2017Collaboration drives creation of Hope Place to serve homeless children and their families
“Hope Place is a 55,000-square foot assistance center that will serve 170 to 200 individuals (35 families plus 32 unaccompanied youth) when construction is completed,” accordingto architect Bill Chapin. It will servehomeless children and their families,but not single homeless adults. Residents will undergo drug screeningand criminal background checks before being granted residency.
While Hope Place is not a single solution to the complex issue ofhomelessness in Volusia County, it addresses the compelling conditionsfaced by homeless students and families with children. It is estimatedthere are more than 2,300 students in Volusia County schools who arehomeless, which imposes a terribleburden of uncertainty and hungerupon them.
Hope Place is the result of a shared vision of Volusia County Government,Halifax Urban Ministries (HUM) andlocal business executive and philan-thropist Forough Hosseini. She hashad a life-long passion for children’swell-being, which led her to createFood Brings Hope, a non-profit organization dedicated to helpingfamilies with children who experiencehunger due to homelessness, povertyor other factors.
Working with educators, governmentofficials, builders, architects, bankers,lawyers and other professionals (allvolunteers), Hope Place is well on itsway to opening in 2017. It will featurea safe and comfortable residentialcampus complete with life services tolift the burden of homelessness fromstudents and homeless families withchildren, helping them thrive and
achieve independence. Also, it willfeature a neighborhood recreationarea on the exterior grounds that willbe open to Hope Place residents aswell as residents of the neighborhood.“Like everyone, the fact that so manyof our children are going to schoolwith no home to come from or to returnto is a heart-wrenching condition thatcannot be tolerated in a communitylike ours,” Hosseini said. “Fortunately,this is a widely held opinion amongmany of our community leaders.”
Hope Place was deeded by VolusiaCounty Government to Halifax UrbanMinistries (HUM), which has a long resume of community service anddealing with the complexities ofhomelessness at all levels. Renovationof the campus has been enabledthrough a grant from Volusia CountyGovernment.
At the last meeting of communityleaders who are collaborating to makeHope Place a reality, the news was allgood. Architectural plans have beendrawn and refined. Building materialsare being purchased at below-marketprices, with many of them being do-nated.
And savings resulting from donatedmaterials are being used to fund anendowment that will help fund opera-tions. The permitting is in place. Volusia County Government, VolusiaCounty School District and the City ofDaytona Beach are providing leader-ship and city officials are fast-trackingvital decisions to keep the project ontrack. City governments are schedulinghearings on funding to provide for operating costs of Hope Place andplans for operations are well underway.
“Halifax Urban Ministries is a faithbased, nonprofit organization that hasserved the community since 1981,”said Mark Geallis, Executive Directorof HUM. “Almost all of its funding isthrough financial donations by thelocal community. Ninety-four percentof each dollar funds services includinghomeless prevention and assistanceservices throughout Volusia County.Halifax Urban Ministries has threeservice centers and also provides services at 14 partner locations. HUMprovides programs and services withan emphasis on restoring dignity andproviding practical skills and resourcesto help the homeless help themselves.”
The Hope Place Building Committee isoverseeing design and construction toensure the project fulfills the visionguiding the project. Among the volunteer members of the buildingcommittee are Hosseini (Senior VicePresident of ICI Homes), who chairsthe group; Ted Serbousek of RitcheyMotors; Sandy Bishop of Volusia Building Industry Association; commercial builder Ronnie Bledsoe;Embry-Riddle Aeronautical Universityadministrator Rodney Cruise; attorneyAndy Hagan; developer Paul Holub;Nellie Kargar and Lenny Sanclementeof ICI Homes; and, retired business executive William Turner.
County Manager Jim Dinneen saysHope Place is a great example of awell thought out plan and businessand government leaders addressingthe need to assist homeless childrenand their families. "All communitieshave a homeless population, but partof the way we are judged as a commu-nity is by our commitment to care forone another," said Dinneen.
It’s not often that a civic problem is addressed, and re-purposes an aging building and brings useful resources to aneighborhood. But such is the case with Hope Place, a familycenter being created to serve homeless students, childrenand their families. Hope Place will pump new life into a long-closed school complex that has been relegated to use forstorage and overflow office space.
07-2107-21
In 2015, the company announced thatit would be establishing a commercialbakery and that it would be locatedat the former site of CP Foods. Theproject represents a capital invest-ment of about $12 million. Since thattime, substantial changes to the configuration of the complex havebeen made to accommodate commercial baking and packaging. “It has been a long process,” saidKambiz Zarrabi, the principal directorof the company. “But we are takingwhatever time is necessary to ensureour systems are in place and we have qualified people to support theoperation.”
CareerSource Flagler/Volusia has heldseveral career fairs to help Blue Coast
Bakers find qualified people. Zarrabireports there will be 60 to 70 peopleon staff by the time soft operationsbegin and that he will grow the staffmonthly as qualified candidates areidentified. He still has openings forassemblers, maintenance/welders,mixers, packers, sanitation workersand warehouse personnel. He anticipates a workforce of up to 150 within a year or so.
As a commercial bakery, Blue CoastBakers produces large quantities ofmuffins, cookies, scones, croissants,quiches, coffee cakes, etc. His customers include airlines, hotels,convenience stores, supermarketsand coffee houses. Blue Coast Bakershas its own sales staff and also works
with brokers to sell its products.
The impetus for Blue Coast Bakersselecting Volusia County came from a Team Volusia EDC direct mail campaign created for the organizationby Benedict Advertising. The campaign targeted prospects in other areas whose business modelaligns with Volusia County’s target industry specifications.
Zarrabi moved here from the Washington DC area, where heowned Federal Bakers USA beforeselling the company in 2012. Thecompany anticipates commencementof service to a major new client in April and hopes to be fully operational this summer.
Blue Coast Bakers to begin operations soon
What once was a cavernous, mostly empty 198,000 square foot facility has been transformed to astate-of-the-art commercial bakery expected to be in operation soon. Blue Coast Bakers, on NorthHighway US 1 in Ormond Beach, will be receiving the last of its equipment next month and antici-pates a soft launch of its operations as early as March.
07-2207-22
The project is commanding a budgetof $40 million and when commencesoperation, the staff is expected tonumber 150 to 175.
The Westin Daytona Beach Resort &Spa will feature 20,000 square feet ofconvention space and 200 guestrooms designed to the high standardsof the Westin flag and its developer,Summit Hospitality ManagementGroup. “We see Daytona Beach as ajewel that has to be experienced tobe fully appreciated,” said Abbas Abdulhussein, chief executive officerof the Summit organization. “Through marketing and providing a
memorable guest experience wehope to add to the appeal of Daytona Beach.”
As a Westin property the new hoteloffers an abundance of featuresincluding a full-service spa with services offered indoors and outdoors – taking full advantage of the oceanfront location. On theground floor there will be a full service restaurant and a unique court-yard suites area featuring fourteenrooms around a private courtyard.This will appeal to guests attendingmeetings, family reunions and othergroups. A rooftop lounge will offer
breathtaking views of the ocean.
Unique to Westin properties, thehotel will offer a Kids Club, with anarray of popular indoor and outdoorchildren’s activities, including a splashpad and other water features.
The project is being created at thesite of an existing oceanfront property.“While we took the building down toits bones, it is truly new constructionin every sense,” said Hines. “Youwould have to x-ray the place to findany trace of the former hotel.”
New oceanfront convention hotelWestin Daytona Beach Resort & Spa on target for 2017 Grand Opening
With all the buzz about the creation of a new oceanfront convention hotel, people are eager for information about the progress and the anticipated completion date for the high-end property.
“We’re on schedule at this point and anticipate opening in mid-2017,” said Kevin Hines, GeneralManager of the new hotel. “We’re working hard to ensure the hotel adds to and enhances the Daytona Beach experience, whether guests are here for vacation, meetings or conventions.”
07-2307-23
2016 began on a high note with thecommencement of non-stop service byJetBlue Airways to New York City’sJFK International Airport. The popularairline added DAB to its route map citing its strong potential and its residents’ affinity for New York City.Local officials were particularly gratified with the news given that DAB is the smallest market among JetBlue destinations.
Combined with the addition of JetBlue, demand for air travel nation-wide and the recent approval of DAB’snew Air Service Incentive Program bythe Volusia County Council, the futurelooks bright for the airport in 2017.The Air Service Incentive Program is anaggressive invitation to new air carriersand existing carriers to start up new service at DAB. The package in somecases can be valued at more than onemillion dollars for a carrier to beginnew non-stop service.
“The approval of the incentive package shows airlines that countygovernment leadership and the localcommunity are serious about expand-ing service, and we are willing to sharesome of the risk of starting new service,” said Jay Cassens Director ofBusiness Development for DaytonaBeach International Airport. “It is oneof the most robust incentive packagesoffered by any airport in the US. And ifwe are able to attract another carrier,the Volusia County Council has alreadyput the apparatus in place to fund afast-start marketing effort as part of
the incentive package.”
In 2016, more than 707,657 arrivingand departing passengers used DAB, a12.78 percent increase over 2015. Andwith larger airplanes in service and theaddition of JetBlue to the lineup ofcarriers, seat capacity increased year-over-year by 14.9 percent. Overall load factor levels reached 88 percentfor 2016, a strong number by any standard.
Volusia County Government’s pro- business posture combined withsolid numbers among DAB’s three car-riers, Delta Air Lines, American Airlinesand JetBlue Airways has not gone un-noticed in the industry, according to Cassens. “When we havemeetings with potential carriers, theyknow we come to the table with asolid track record and a commitmentfor all carriers serving DAB to suc-ceed,” he said.
Other indicators at DAB underscore itssolid performance in 2016.
While DAB is a service of VolusiaCounty Government, the airport isdesignated as an enterprise fund,meaning it does not use tax dollars foroperations. DAB must generate itsown funding, which it does throughnumerous revenue streams.
Of course, there are landing and facility fees from the airlines. Otherrevenues come from commercial prop
erty leases for establishments such asOutback Steakhouse and Houligan’sSports Grille, both of which are onDAB property. Concessions and parking also generate revenue for DAB, as dorental car companies. Collectively, rev-enues from tenants, concessions,rental car companies and parking totaled more than $24 million in 2016,an increase of 15% compared to 2015.
“The success of the airport’s passen-ger traffic growth is directly attributedto the community support during ourefforts to recruit JetBlue over the pastfive years,” said County Manager JimDinneen. “Our focus on relationshipsand economic development efforts re-ally paid off in 2016. Credit goes to theVolusia County Council for its contin-ued support of our airport, specificallyapproving the Air Service IncentiveProgram, and to our business partnersand the local community for using andsupporting our hometown airport.”
Airport Director Rick Karl concurred.“We have made a lot of progress inthe last year and it was great to seeour passenger numbers hit a 20-yearhigh, eclipsing the banner year of1997. We are encouraged for 2017,but it is very important that the com-munity continues to support the newJetBlue service. For any future, ex-panded service, we must continue todemonstrate a demand for existingservice to and from Daytona Beach In-ternational Airport.”
Daytona Beach International Airport (DAB) continuesits upward trajectory relative to passenger load factors, revenues and more. With strong numbersand ongoing efforts to attract more carriers, DABofficials eye 2017 with optimism for the future.
Passenger traffic hits 20-year highDaytona Beach International Airport logs year of growth and advances
07-2407-24
Those and other considerations arebehind two Volusia County cities’quest to create community centers.Both Daytona Beach Shores and Deltona have plans to build community centers to enhance theircities and bring people together.
City officials in Daytona Beach Shoreshave announced its new communitycenter will be built on the former siteof the Oceans Racquet Club.
“The new facility will offer more than16,000-square feet, which includesfirst floor space to house a new Daytona Beach Shores City Hall, acommunity room and a public displayarea,” said City Manager MichaelBooker. “The second floor will featureflex-space in the form of a large roomthat can be configured into smaller
sizes for small gatherings. It will beavailable on a rental basis and may be used for the city’s expandingrecreation needs. The second floordesign also features a cateringkitchen and ample storage space.”
Groundbreaking for the new $6.8 million community center is slated forthis month. Construction is expectedto be complete by February 2018.
Deltona has broken ground on itscommunity center and anticipates agrand opening in December. “TheCenter at Deltona” is a true multi-function community center, accordingto the city’s economic development manager Jerry Mayes. “It will featureabout 30,000 square-feet with seat-ing for up to 700 people in the 7,500
square-foot banquet hall,” saidMayes. “We designed a senior centerto be embedded in the complex. Anadjacent event lawn will also add tothe ambiance of the center, which isbeing created at an estimated cost of$9 million.” The event lawn will havepass-through doors to a pre-functionspace and banquet hall. The venuescan be used for community events,public gatherings, weddings andmore. Decorative landscaping will be used to enhance the setting and there is also potential for a community garden.
The addition of community centers in these cities will underscore the welcome that each community projects to new and current residentsand employers.
Deltona, Daytona Beach ShoresPlanned facilities designed to build sense of community
An oft-quoted report by the Urban Land Institute proclaims that public gathering places have a direct, positive impact on human health. “A well-designed public and semi-public realm can fostersocial interaction, and good programming can draw people out of their homes and into their community,” according to the ULI report titled “Ten principles for building healthy places.”
07-2507-25
“This is an important project for ourcommunity in so many ways,” saidSamantha Bishop, economic develop-ment coordinator for the City ofEdgewater and 2017 practitioner’scouncil chair for Team Volusia Economic Development Corporation.“The very mission of Northwest Lineman Center is to provide thetechnical skills for students who willhelp the utility industry fill so manyvacant jobs. And already the center isproving to be an active and engagedcorporate citizen.”
Northwest Lineman College is the nation’s leading school that producessuperbly trained linemen for U.S. utilities. Since 1993, Northwest Lineman College has trained morethan 20,000 pre-apprentice, apprentice and journeyman linemen
now working for hundreds of powercompanies in all 50 states. In additionto the new campus, the organizationhas campuses in Idaho, California and Texas and is accredited by theAccrediting Commission of CareerSchools and Colleges.
According to Aaron Howell, CEO ofNorthwest Lineman College, “tens of thousands of critically important utility linemen and related positionswill be retiring in the near future.“The electrical industry will need topnotch power professionals and Northwest Lineman College will provide those professionals.” Startingsalary for lineman jobs can be up to$70,000 per year.
“Edgewater is a great place forNorthwest Lineman College’s fourth
campus,” said Howell. “The officialsin Edgewater are great. We are grateful to Mayor Michael Ignasiak,Edgewater City Council, City Manager Tracey Barlow and Economic Development CoordinatorSamantha Bishop. We appreciate theefforts of J. Hyatt Brown, KentSharples and Mary Garvin of the CEO Business Alliance as well as DickMcNerney and the late Gerry Glass.The excellent work of these individuals led to the decision to locate in Volusia County and the cityof Edgewater. They believed in, and fully embraced, the business objectives of Northwest Lineman Col-lege.”
For more information, visit lineman.eduor call 888-546-3967 or 888-linework.
The City of Edgewater is taking higher education to new heights, having been selected as thefourth campus of Northwest Lineman College (NLC), an Idaho-based specialized educational organization that trains utility linemen.
The new campus is called Northwest Lineman Center and is located at Parktowne Industrial Centerin Edgewater. Additionally, a 17-acre site at the west end of Pullman Road was cleared for a training yard, complete with utility poles, lines and equipment.
Volusia County hosts vocational collegeNorthwest Lineman College establishes easternmost campus
07-2607-26
In describing our market, the ULI report acknowledged positive trendsincluding the following:
• population growth more than threetimes the national average,
• increases in the number of residents over 65
• a growing health services sector
• a rise in residential and commercialconstruction
Local market perspective concurredas evidenced elsewhere in the reportwhere our economy was viewed asimproving (Page 60, ranked 18 of 78).
Locals also rated our community asimproving in the level of public andprivate investment (Page 59, ranked28 of 78). Overall, the respondentsviewed the “Deltona/Daytona Beach”market as ranking comparatively lowfor overall investment and develop-ment (Page 35, ranked 76 of 78) andhome building prospects (Page 36,ranked 78 of 78) so there is clearlymore work to do in creating aware-ness of Volusia County and our strongvalue proposition.
This nationally recognized publicationand its readers have taken notice ofthe investment opportunities that areavailable in our area. The Volusia
County Division of Economic Devel-opment will continue to promote thisgood news through our web site,www.floridabusiness.org, communitypresentations and publications, andby interacting with community partners. We will continue to collabo-rate, coordinate and communicateour economic development efforts topositively influence a ‘flood’ tide of growth in our community. We encourage you to help in this effortby sharing your successes and yourlocal community’s opportunities withinvestors around the southeast regionand the United States.
2017 Emerging trends in Real Estateby PEDRO LEONBusiness Manager / Business AssistanceVolusia County Economic Development Division
Recently, the Urban Land institute (ULI) released its 2017 Emerging Trends in Real Estate report(http://uli.org/wp-content/uploads/ULI-Documents/ET17.pdf). The report presented investmentand development outlooks for 78 identified markets with growth above the national average andour community was one of ten selected Florida markets. ULI received survey responses from morethan 1,500 real estate industry experts and interviewed 500 real estate professionals from aroundthe United States, each offering their views on major metropolitan markets and smaller market areas.
Pedro Leon
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“Of course we want to see our employers succeed, and growth is abyproduct of success,” said RobEhrhardt, director of the VolusiaCounty Economic Development Division. “And when a company’sgrowth opens the door to relocation,we do everything we can to keep thatcompany here at home in VolusiaCounty. Keeping Magnolia River Services here is a prime example of retention.”
Magnolia River is an Alabama-basedengineering firm with an office in DeBary. The company’s growth aspart of the economic vitality of the region has led to the decision to establish a regional headquarters. Virgil Kimball, with the county’s Economic Development Division,worked with officials of DeBary andOrange City, and John Wanamaker at Coldwell BankerCommercial AIGroup, to meet Magnolia River Services’ needs locally and avoid the
potential departure of the firm to a location outside Volusia County. Asa professional services firm, MagnoliaRiver ranks high among industries targeted for recruitment and retention.
“Magnolia River Services is thetrusted provider of engineering, inspection and GIS solutions for utilityinfrastructure and operations,” saidKimberly T. Hoff, president and chair-man of the board of the firm, whichshe founded in 2000. Hoff originallylaunched Magnolia River Services as a small service provider to natural gas utilities. In the 15 years since inception, the company has grown to encompass clients in defense, government, homeland security, riskand emergency management industries.
The new regional headquarters willbe at 242 Treemonte Drive in OrangeCity. The move will create up to 17new jobs with an average annualsalary of $52,055, substantially above
Volusia County’s average annualwage of $34,696. The appeal of east central Florida as a corporate address, and approval for Florida’sQualified Target Industry Tax Refundprogram were influential in the com-pany's decision to remain in VolusiaCounty. Magnolia River Services mayqualify for $68,000 in incentives, 20percent or $13,600, which would bepaid by Volusia County once certainbenchmarks are achieved.
“Part of Magnolia River’s growth plan is to recognize key markets andestablish fully supported offices tohelp clients with an unparalleled levelof service at these focus sites,” saidHoff. “We are dedicated to making adifference one relationship at a time,and Volusia County is an excellent location from which to serve ourgrowing clientele in Florida and theSoutheast.”
Magnolia River ServicesRegional headquarters in Volusia County to accommodate engineering firm growth
There’s no place like home. That is the theme-song at Magnolia River Services, a growing nationalengineering firm with an office in DeBary. Recent growth has led to a new office location in OrangeCity.
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Closing an economic developmentdeal can require hundreds of decisions.But a commitment by all collaboratorsto the first 10 steps can ease – oreven shorten – the road to success.
In Volusia County we have beenblessed with some great successes. I am especially proud that the city ofEdgewater has played a key role insome of them. A case in point is theNorthwest Lineman College Project.Recruiting this outstanding organiza-tion to Edgewater was the result of collaboration, time, patience, organizational skills, good communications and follow-through.
This successful project teaches usthat the following steps were followed and contributed to the creation of a Northwest Lineman College campus in Edgewater. Accordingly, for all projects, thesesteps should be the most strictly
followed along the critical path frominitial contact to a final decision tochose Volusia County as a site for expansion or relocation.
• First, always answer your telephoneand always return calls promptly.
• Keep an open mind on every project.
• Be creative and willing to think outside the box to find ways toovercome obstacles.
• Know your community inside out and know who to call for assistance.
• Work and communicate well withall city departments to ensure nothing is missed.
• Consider weekly meetings or tele-conferences as part of the due-dili-gence process.
• Make sure everyone on your teamis fully invested and fully accountable.
• Always follow up and always followthrough, even when the news is notgood.
• Keep a positive, can-do attitudeand always work to get to thegood news
• Exceed expectations and lead in amanner that helps your prospectstay on schedule.
• An unyielding commitment tothese steps will be a catalyst tosuccess for your city and will produce strong partnerships thatwill lead to continued success inthe highly competitive economicdevelopment arena.
Economic development 101Eight essential steps to closing the dealBy SAMANTHA BISHOP, Economic Development Coordinator, City of Edgewater and 2017 Practitioner’s Council Chair for Team Volusia Economic Development Corporation
Closing an economic development deal can require hundreds of decisions. But a commitment by allcollaborators to the first 10 steps can ease – or even shorten – the road to success.
In Volusia County we have been blessed with some great successes. I am especially proud that theCity of Edgewater has played a key role in some of them. A case in point is the Northwest LinemanCollege Project. Recruiting this outstanding organization to the City of Edgewater was the result ofcollaboration, time, patience, organizational skills, good communications and follow-through.
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Chris Hart IV is the new CEO of Enterprise Florida, the statewide economic development agency. His prior assignment was CEO of CareerSource Florida, the nonprofit workforce policy and investmentboard. Hart, who served two-terms as a member of the Florida Houseof Representatives, has a long history of service to the state in work-force and economic development. In his new role, Hart will also serveas Florida’s Secretary of Commerce.
New CEO takes the reins at Enterprise Florida
Chris Hart IVCEO of Enterprise Florida
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420 Permits240Permits 280Permits 295Permits 259Permits 265Permits 398Permits 321Permits 391Permits 437Permits 450Permits 330Permits020406080100120140160
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42014 2015 2016
Volusia County Residential Permit Data by QuarterValue of Permits $ Millions
Source: Cities and County Permit offices reporting new construction activity
Volusia County Residential Permit Data4th Qtr 2015 1st Qtr 2016 2nd Qtr 2016 3rd Qtr 2016 4th Qtr 2016Permits $ Value Permits $ Value Permits $ Value Permits $ Value Permits $ ValueDeLand 94 $30,578,626 96 $29,265,003 116 $38,709,509 94 $30,709,013 70 $23,081,726 New Smyrna Beach 50 $16,848,930 74 $25,095,938 84 $25,677,361 95 $31,573,536 66 $22,391,906 Unincorporated 67 $20,171,337 97 $27,559,707 59 $18,402,853 82 $25,182,038 73 $20,929,147 Port Orange 32 $10,087,004 26 $8,932,964 13 $5,009,349 10 $3,293,661 34 $10,922,226Ormond Beach 43 $16,735,156 34 $12,380,754 35 $10,963,711 50 $16,028,547 31 $9,075,164 Deltona 15 $6,000,885 15 $5,258,174 30 $14,126,127 40 $12,081,148 26 $7,396,822 DeBary 7 $2,266,091 20 $7,874,789 14 $5,626,973 12 $3,925,542 9 $3,916,612 Daytona Beach 62 $13,377,156 38 $11,014,023 47 $10,221,053 43 $11,987,323 11 $3,628,408 Edgewater 17 $3,557,862 20 $4,247,580 8 $1,546,766 8 $1,048,615 8 $1,206,333 Orange City 2 $529,132 1 $250,719 2 $1,147,256 9 $4,891,716 2 $576,000 Ponce Inlet 0 9 $4,680,637 5 $3,441,264 2 $1,090,000 0Oak Hill 2 $303,575 5 $834,725 2 $311,935 3 $454,616 0Holly Hill 0 1 $100,000 0 2 $105,000 0Daytona Beach Shores 0 0 1 $285,000 0 0Lake Helen 0 1 $304,262 4 $1,025,227 0 0Pierson 0 0 0 0 0South Daytona 0 0 0 0 0Totals for Quarter 391 $120,455,754 437 $137,799,275 420 $136,494,384 450 $142,370,755 330 $103,124,344Cities listed in descending order by $ value for the most recent quarterSource: City and County Permit offices reporting new construction activity07-3107-31
Volusia County Commercial Permit Data4th Qtr 2015 1st Qtr 2016 2nd Qtr 2016 3rd Qtr 2016 4th Qtr 2016Permits $ Value Permits $ Value Permits $ Value Permits $ Value Permits $ ValuePort Orange 2 $2,135,712 1 $4,952,522 3 $2,250,006 0 16 $33,235,118 DeLand 2 $6,905,473 2 $1,202,901 2 $5,643,000 4 $12,074,765 3 $23,794,489 Daytona Beach 21 $41,728,885 36 $70,610,940 5 $19,371,620 5 $69,284,280 11 $15,931,369 New Smyrna Beach 2 $1,275,000 1 $10,600,000 2 $1,575,000 4 $5,131,279 3 $11,295,942 Ormond Beach 0 5 $9,126,018 0 2 $1,277,056 1 $1,517,106 DeBary 0 0 2 $1,935,651 0 3 $1,331,847 Orange City 0 1 $2,250,000 1 $363,854 0 1 $678,000 Holly Hill 3 $1,255,000 0 1 $65,000 0 1 $8,000 Deltona 0 1 $1,200,000 0 3 $9,052,299 0Unincorporated 1 $50,000 1 $218,112 1 $112,602 1 $5,000,000 0Edgewater 0 0 0 1 $513,000 0Daytona Beach Shores 0 1 $8,295,000 0 1 $471,537 0Lake Helen 0 0 0 0 0Oak Hill 1 $5,000 1 $250,000 0 0 0Pierson 0 0 0 0 0South Daytona 0 0 0 0 0Ponce Inlet 0 0 0 0 0Totals for Quarter 32 $53,355,070 50 $108,705,493 17 $31,316,733 21 $102,804,216 39 $87,791,871 Cities listed in descending order by $ value for the most recent quarterSource: City and County Permit offices reporting new construction activity
Source: Cities and County Permit offices reporting new construction activity*Q1 2014 includes a single $152M permit for Daytona Beach International SpeedwayNote: Q1 & Q3 2016 numbers updated to reflect receipt of additional data Note: Dotted lines represent permit total excluding the single permit for Daytona Beach International Speedway
17 Permits*34Permits 12Permits 28Permits 23Permits 26Permits 17Permits 18Permits 32Permits 50 Permits 21 Permits 39 Permits0102030405060708090100110
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42014 2015 2016
Volusia County Commercial Permit Data by QuarterValue of Permits $ Millions
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Volusia County Economic Development Quarterly is a publication of Volusia County Government and is produced by the Volusia County Economic Development Division. It is produced for readers who have aninterest in the area's business, economic development and real estate market. As an economic development tool, it is intended to provide information and statistics that have meaning to your business. To submitstory ideas or offer comments, please contact Community Information Director Joanne Magley at 386-822-5062 or by email at [email protected]. If you want to add a name to the distribution list,email [email protected]. For more information about economic development in Volusia County visit floridabusiness.org.
On the Economic SceneVolusia County Economic Development Division publishes a useful, quick-read, one page newsletterevery Monday morning, On the Economic Scene. It arrives by fax and is a very popular publication.If you are not getting this publication and wish to receive it, submit your fax number to 386-248-8048,or fax it to 386-248-8037.
If you prefer to read it online, it is posted at floridabusiness.org/news-and-data-resources/index.stml
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