For your convenience, this page is available in a printer friendly pdf format. Click here to download the 2009 Strategic Plan. | The EDC’s Economic Growth Summit, held on October 29, 2008, convened nearly 100 business executives, community leaders and elected officials who discussed and activated twelve recommendations to help stimulate growth in our economy. These recommendations along with the Case Statement for Economic Diversification and | | the “Raising the Bar” Task Force Recommendations were approved by the EDC Board of Directors on November 19th.
This body of work has been woven into the 2008/2009 EDC Strategic Plan to assist with the economic recovery effort underway. | | | Mission Statement: Improve the economic vitality of our community
by increasing quality employment opportunities. | | Goal 1: The EDC will conduct a broad based campaign to assist with the creation of 2,947 high paying* jobs in Ocala/Marion County during the years (2005 – 2009) | | Objective 1.1: Target specific industries for job creation through a comprehensive business attraction/retention effort and marketing plan. | Action Step 1.1.1: Conduct joint survey with the Ocala/Marion County Chamber of Commerce of our local existing industry base comprised of all manufacturers, wholesale distributors, small businesses, and professional and business service providers in Marion County to determine those at risk, those poised for expansion and those most likely to partner with the EDC to identify potential relocation prospects. Action Step 1.1.2: Conduct up to100 follow-up visits to existing businesses identified by the survey in each category to determine individual needs and provide information on EDC services. Action Step 1.1.3: Adopt Florida High Tech Corridor Council’s (HTCC) Virtual Entrepreneurship Tool as a primary community resource/website. Action Step 1.1.4: Engage in the growing of technology-enabled industry base to support the case for economic diversification. Connect existing, high-performance, low-cost resources in the region and Florida to our “Bulls Eye” companies and other existing industries/inventory and resource toolkit, including green/alternative energies/education/healthcare/life sciences and niche-innovative manufacturing and components. Action Step 1.1.5: Continue Applied Market Research prospect development program within the target industry sectors provided by Policom Corporation. Arrange up to 5-8 visits to selected prospects identified by local firm. Targeted industries include: Aviation/Aerospace, Green Technologies, Life Sciences and the continuing Stratecation South Florida Marketing Campaign. Action Step 1.1.6: Enhance on-going relationship with Enterprise Florida and participate in EFI’s business recruitment activities, site consultants’ events and cooperative marketing programs.
Action Step 1.1.7: Implement 2009 service agreement of the Marion Regional Manufacturers Association (MRMA). | | Objective 1.2: Accelerate new and ongoing economic programs to assist new and expanding businesses. | Creation of sites is the primary objective for the EDC and its key partners this year. | Business/Commerce Action Step 1.2.1: Assist with and support the creation of a City/County Economic Strategy. Work with the City Council and the County Commission on coordinating future infrastructure needs in commercial corridors and commerce/business parks. Action Step 1.2.2: Investigate the development of a City/County Business Park investment package for the development of potential sites. Utilize the Wilson Miller Economic Assessment Tool where needed. Action Step 1.2.3: Advocate and support the inclusion of an economic development component in the Marion County Comprehensive Land Plan. Airport Action Step 1.2.4: Provide assistance to promote and market the City of Ocala Airport Business/Commerce Park.
Downtown and West Ocala Action Step 1.2.5: Encourage new and expanding firms to pursue infill and redevelopment opportunities for their facilities needs. Provide support to City Council with downtown development initiative.
Action Step 1.2.6: Support the Ocala/Marion County Chamber, and Representative Chestnut and Marion County Legislators Customer Service Action Step 1.2.7: Create Customer Service Committee. Action Step 1.2.8: Designate EDC projects in the pipeline as “Pilot Projects” for customer service evaluation. Action Step 1.2.9: Create a matrix to measure excellent customer service for all businesses, including but not limited to expedited permitting and impact fee reductions. Action Step 1.2.10: Consider the creation of a Task Force of key business executives to provide input on bottom line improvements and efficiencies to maintain and encourage growth and profitability. Workforce Development Action Step 1.2.11: Partner with Workforce Connection to continue implementation of the “Industry Cluster Based Initiative.” Execute workforce marketing and recruitment project with Workforce Connection. Play a supporting role in out-placement services and support workforce resources and funding to ensure an adequate and well-trained workforce for the Ocala/Marion County business community. Action Step 1.2.12: Utilize the Business Solutions Partners to develop a position paper that provides evidence of multiple career paths to attract the needed talent for tech-enabled industries. Action Step 1.2.13: Assist the Marion Technical Institute (MTI) and its students with internship placements. Continue marketing efforts for student recruitment. | | Objective: 1.3: Build greater collaboration at state and local levels for seamless attraction and retention process. | Action Step 1.3.1: The EDC along with its partners will explore various options to promote and foster regional economic development efforts via the “Heart of Florida.” Conduct Site Consultants Event. Action Step 1.3.2: Develop a prospectus and identify funding sources for a Heart of Florida technology initiative. | Goal 2: The EDC will expand and enhance effective methods to communicate the activities of the organization to its key investors and partners. | | Objective: 2.1: Retain and grow the EDC’s investment base. | Action Step 2.1.1: Utilize the EDC Communications Task Force to provide consistent and accurate information to new and potential investors, and the community about the EDC’s economic recovery efforts. Continue a regularly scheduled investor visitation program. Action Step 2.1.2: Prepare and submit periodic reports to the City, County, Star Banner Editorial Board, and EDC investors. Action Step 2.1.3: Staff, Executive Committee and Board members will continue to initiate one-on-one meetings with City Council and County Commission. Action Step 2.1.4: Expand EDC’s community outreach and organization’s positive impact on residents and community utilizing partnerships with the Ocala/Marion County Chamber of Commerce and other key business groups, i.e. Buy Local, and Small Business and Entrepreneur Development programs. | | Objective: 2.2: Provide on-going accountability to EDC Lead the Way investors and other stakeholders. | Action Step 2.2.1: Verify net new job creation through third party. Action Step 2.2.2: Provide periodical reports within the calendar year that include: statistical increase in annual wages adjusted for inflation, job creation numbers utilizing 2005 as the benchmark year, jobs and payroll reporting for targeted NAICS codes, definition for “contributing jobs” of targeted industries, new jobs anticipated from companies assisted by the EDC as well as actual jobs created, number of MTI graduates, and specific progress made on action plan items. i.e., Annual Policom Progress Report. Action Step 2.2.3: Provide financial reports to investors through distribution of the Quarterly Talking Points. | | Goal 3: The EDC will obtain public/private financial support to sustain the planned activities in the annual strategic plan. | | Objective: 3.1: The EDC will raise additional public and private sector funds to assist with the operational aspects of the EDC. | Action Step 3.1.1: Collect 95% of existing EDC investor pledges and secure $20,000 in new LTW investor pledges. Action Step 3.1.2: Work with local governments to prioritize economic development as an essential service. Staff will provide a thorough briefing to the EDC Board and key partners on current investments for target industries.
Action Step 3.1.3: Garner support for statewide initiative advocating a dedicated funding source for economic development services. Action Step 3.1.4: Develop a plan for continued private sector funding for 2009-2014. | | NOTE: Based on the Marion County Historical Economic Analysis and Goal Setting Study provided by Bill Fruth, Economic Consultant, Policom Corporation, the criteria to determine high paying jobs is reflected in the matrix below. | HIGH PAYING JOBS MATRIX - JULY 31, 2003 | YEAR | NEW PRIMARY JOBS | NEW JOB WAGE | AREA AVERAGE WAGE | % OF AREA AVERAGE WAGE | 2003 | 470 | $29,783 | $26,320 | 113% | 2004 | 513 | $32,200 | $27,010 | 119% | 2005 | 578 | $33,792 | $27,800 | 122% | 2006 | 594 | $35,440 | $28,731 | 123% | 2007 | 611 | $37,216 | $29,735 | 125% | 2008 | 651 | $39,298 | $30,805 | 128% | 2009 | 692 | $41,272 | $31,945 | 129% | 2010 | 713 | $42,944 | $33,129 | 130% | 2011 | 735 | $44,681 | $34,359 | 130% | 2012 | 758 | $46,484 | $35,636 | 130% | 2013 | 745 | $48,679 | $36,887 | 132% | 2014 | 729 | $50,760 | $38,108 | 133% | 2015 | 749 | $52,278 | $39,372 | 133% | 2016 | 770 | $53,840 | $40,683 | 132% | 2017 | 791 | $55,447 | $42,040 | 132% | 2018 | 813 | $57,101 | $43,446 | 131% | 2019 | 806 | $59.094 | $44,875 | 132% | 2020 | 850 | $60,631 | $46,326 | 131% | 2021 | 875 | $61,772 | $47,827 | 129% | 2022 | 900 | $62,930 | $49,381 | 127% | 2023 | 927 | $64,108 | $50,989 | 126% | | |
