Tywan Arrington, Economic Development Manager, Flagler County

June 2026 — Invest: spoke with Tywan Arrington, economic development manager of Flagler County, about the county’s growth strategy, target industries, and long-term priorities. “The goal is to reduce the need for long commutes so that people can spend more time with their families and remain more engaged in the community,” Arrington said.

How would you describe Flagler County from an economic development perspective?

Flagler County is open for business. We are centrally located between Cape Canaveral and Jacksonville, which gives us a strategic position for aviation and aerospace-related activity. Our focus has been on attracting smaller companies that build components for rockets and related technologies that can serve both ends of that corridor.

More broadly, we are part of a very strong region. Population growth has continued to accelerate, and Flagler County has been growing faster than many projections anticipated. That momentum has created a real opportunity for us to strengthen our economic base, attract new employers, and position the county for long-term success.

What recent milestones stand out most for the county in terms of development and job creation?

One of the biggest milestones is our participation in the Florida First Sites program in the airport area. We had more than 100 acres selected, and we are now working through the process of identifying the funding needed to make that property site-ready. That will allow us to bring to market a significant amount of land that is well suited for aviation, aerospace, logistics and distribution-related companies.

That is an important step because it moves us from simply talking about opportunity to actually preparing space for companies that want to locate or expand here. We are making sure we are aligning that effort with workforce readiness through our relationships with institutions such as Daytona State College, Embry-Riddle Aeronautical University, Bethune-Cookman University, and our local Daytona State campus.

Beyond aviation and aerospace, which industries look strongest for Flagler County in the years ahead?

Because of the county’s growth, healthcare is a major area of focus for us. We already have AdventHealth in the market, but we are looking at what additional providers and related businesses can help us meet the needs of both an aging population and a growing community.

We are thinking about healthcare in a broad way. It is not just about serving one age group. We want to make sure there are services for children, seniors, and families overall. As the population continues to expand, the need for quality healthcare infrastructure and supporting businesses will only become more important, so that is a major part of our economic development strategy moving forward.

What do you see as the county’s main challenges today, and how are you addressing them?

One of our biggest responsibilities is balancing growth with preservation. Flagler County has agriculture, suburban and urban development, and a beach lifestyle, so we have a unique mix of assets that we need to protect. Our priority is to preserve the environment, protect water resources, and take a smart-growth approach to development.

That means being intentional about which land should remain conserved and which areas are appropriate for new growth. We want to protect what people think of as old Florida while also making sure we create the kind of economy that supports residents today and in the future.

We have to make sure growth translates into opportunity for our residents. We want quality jobs to keep our residents in our community. The goal is to reduce the need for long commutes so that people can spend more time with their families and remain more engaged in the community.

How is the county preparing its transportation infrastructure for future growth?

We are already having those conversations and conducting the traffic studies needed to plan ahead. One of our advantages is our location along I-95. We also have proximity to the beach that makes the county attractive from both a lifestyle and business standpoint.

Even with those advantages, we know infrastructure planning has to come first. We do not want to create conditions where growth leads to too much congestion or overwhelms what is already in place. As development continues, we are looking closely at how traffic flows, where future pressure points may emerge and what improvements will be needed to support both residents and employers.

How is Flagler County working with educational institutions and regional partners to build and retain the workforce of tomorrow?

We are taking a proactive approach. We attend conferences and look at what challenges other communities are facing, then bring those lessons back home and have conversations with our own institutions, from high schools to community colleges. We are also working closely with local businesses to understand where the gaps are.

That includes asking practical questions. Are we providing internship opportunities so students can get hands-on experience? Are we engaged enough in STEM programs? Are we showing students what career opportunities actually exist in their own community?

We do not want students to wait until 12th grade to start thinking about careers. We want to guide them through that process much earlier so they understand what is available and can see a future for themselves here. The ultimate goal is to make sure that once they graduate, they want to stay or come back because there is real opportunity in Flagler County.

We also benefit from strong partnerships across Florida. Organizations such as SCORE, the Small Business Development Center, and CareerSource are all part of the conversation. Those relationships help us stay informed about wider trends while keeping our focus grounded in the specific needs of our local businesses.

How are you balancing economic growth with housing availability and overall quality of life?

That is a major part of the discussion. We work with Florida Power & Light and use tools such as WonderFL Work in Florida to help recruit specialized talent when companies need skill sets that may not already be available locally.

We are also communicating with local real estate professionals to identify housing opportunities and make relocation easier for people who come into the market. In some cases, that means working with agents who specialize in helping particular professional groups, such as physicians, navigate housing, schools and community resources.

That matters because relocation is not just about filling a job. It is about helping people integrate into the community so they feel connected and supported. When new residents can build those relationships early, it strengthens retention and reinforces the county’s quality of life.

Looking ahead three to five years, what will be the county’s top priorities in terms of investment and growth?

The main priority is making sure we have the infrastructure in place to support both current residents and future growth. We have to think carefully about storm seasons, ongoing development and the long-term needs created by population increases. Protecting residents comes first.

From there, the focus is on continuing to create growth opportunities while also identifying places where redevelopment can make a difference. If there are sites that can be improved and matched with the right company, that can strengthen the tax base, improve services and help reduce costs for residents over time.

We are looking beyond the immediate horizon. We are thinking not only about the next three to five years, but also about where the county should be in 10 to 15 years. If we make the right investments today, we will be in a much better position to manage growth, protect quality of life and create long-term value for the community.

Is there anything else you would like to add?

Flagler County is open for business. We are planning for the future, and we are opening our doors to partners who want to be part of that future.