2020 DAVIS PROSPERITY PLAN

Transcription

1 DAVIS PROSPERITY PLAN CONNECT, CONVENE AND FACILITATE THE UNIQUE RESOURCES AND STRENGTHS OF DAVIS, CA TO ACCELERATE JOB CREATION AND NEW INVESTMENT THAT IMPROVES OUR COMMUNITY S QUALITY OF LIFE. A living document developed, utilized and constantly refined as a strategic development strategy for our organization, a call to action to our membership and community, and a framework for mutually beneficial partnership with the -county Capital region to pursue five primary objectives: enhanced membership value, strengthened community relations, cultivation of economic vitality, engagement in local and regional advocacy, and growth & retention of a world class workforce. Prepared by the Davis Chamber of Commerce Board of Directors & Staff Deliberately designed to focus on the strengths and opportunities in Davis, CA while integrating into the efforts of the Next Economy Capitol Region Prosperity Plan The Davis Prosperity Plan has been ratified as a Partner Teaming Agreement with the regional partnership that created and oversees the implementation of the Next Economy Capitol Region Prosperity Plan.

2 E X E C U T I V E S U M M A R Y The Davis Prosperity Plan is a business-led, volunteer-driven local endeavor that compliments the regional work that culminated in the adoption of the Next Economy Capital Region Prosperity Plan (Next Economy) as a federally recognized Comprehensive Economic Development Strategy (CEDS) in. Next Economy specifically challenges government leaders, educational institutions, not-forprofit economic development organizations (like the Davis Chamber) to initiate bold new approaches to bring about economic recovery and to actively work together to make those approaches succeed. Since, the Davis Chamber of Commerce (Chamber) has purposefully built a foundation of improved operational processes, more relevant services and events, and a strengthened financial position with a more visible and active role in our community. The Davis Prosperity Plan is a result of our internal assessments and positioning at the nexus of a renewed local and regional focus on economic development. Our scope of work is based upon our community s unique strengths, weaknesses, opportunities and threats and is structured so that many activities are aligned with Next Economy. We are the proud home of world-renowned UC Davis. Our city is located at the heart of the nation s most diversified, innovative and productive agricultural economy and our community is a relentless advocate for an improved quality of life for all of our citizens. The Davis Chamber of Commerce is committed to cultivating prosperity in Davis with this strategic document that identifies priorities, action items and metrics to gauge success. Ultimately, our success is dependent upon the ongoing engagement of our continually evolving leadership, active support of our member businesses, non-profits and individuals, active collaboration with our partners and the determination of our entire region to fulfill our potential as a world leader. We encourage you to join us in this vital endeavor to revitalize our economy, because we believe that if managed thoughtfully, a rising tide lifts all boats. Matt Yancey Kemble K. Pope Rose Cholewinski Gregg Herrington Jennifer Nitzkowski CEO - CEO Board Chair 3 Board Chair Board Chair Davis Chamber of Commerce Davis Chamber of Commerce SwimAmerica Davis Yackzan Group, Inc. Carbahal and Company

3 C O N T E N T S EXECUTIVE SUMMARY OBJECTIVE : Enhance Membership Value 3 OBJECTIVE : Strengthen Community Relations OBJECTIVE 3: Cultivate Economic Vitality OBJECTIVE : Engage in Local and Regional Advocacy OBJECTIVE : Grow & Maintain a World Class Workforce HISTORY OF REVISIONS AND ADJUSTMENTS PERFORMANCE METRICS 3

4 OBJECTIVE : Enhance Membership Value Strengthen membership value by enhancing, clarifying and communicating a clear return on member investments. - Champion Business/Organization Sponsor: Champion Individuals: STRATEGY. Determine Top member values. a) Implement an annual member survey to assess Survey questionnaire ongoing Chamber value proposition. Distribution of survey b) Research member value case studies from peer chambers across the United States. c) Interview all current board members, ambassadors, and annual sponsors. questionnaire to membership Memo to Board of Directors documenting research findings Documentation of interviews conducted d) Interview the Chamber s largest members (# of employees). e) Interview the Chamber s smallest members (# of employees). Written report of aggregated interview findings Documentation of interviews conducted Written report of aggregated interview findings Documentation of interviews conducted Written report of aggregated interview findings

5 STRATEGY. Measure perceived value by existing members based upon length of Chamber membership. a) Aggregate feedback from all member touch metrics Written documentation of and activities. b) Compare against top member values identified in Strategy.. aggregated feedback Matrix comparing feedback from member touch activities with top member values identified in Strategy. c) Segment existing members by number of years they Listing of member longevity have been a member (longevity groups). groups d) Segment members by industry categories. Listing of member industry categories e) Identify top member values for each longevity Member Value Sheet group. detailing top values by f) Identify top member values for each industry category. longevity group Member Value Sheet detailing top values by industry category STRATEGY.3 Communicate the Chamber s core member value propositions. a) Create marketing and promotional content that communicates top member values by member segment. b) Identify communications channels most appropriate for each member segment. Distribution-ready marketing and promotional content List of available communications channels c) Where necessary, deploy new communications channels to effectively reach each member segment. (e.g. video testimonials and social media). d) Disseminate top member value propositions through Chamber communication channels. Evaluation of available communications channels for each member segment TBD based upon necessity of new communications channels Published member value propositions Documentation of publication through appropriate channels

6 STRATEGY. Engage the Ambassador Committee in disseminating the top member value propositions and member feedback on business development challenges. a) Make marketing and promotion materials, tailored by member segment, available to Ambassadors. Tailored materials that are distribution-ready b) Incorporate business retention and expansion practices into the ambassador visits. c) Engage the Ambassador Committee in evaluating member business development needs and facilitating connections to relevant services. Memo to ambassadors announcing availability and outlining contents and use Documentation of company visits that incorporate business retention and expansion practices Documentation of identified member business development needs Referrals to relevant service providers Confirmation of services delivered on referrals STRATEGY. Improve benefit and referral report. a) Evaluate current benefit and referral report for gaps in Written evaluation of current effectiveness. report b) Review best practices from peer organizations. Written evaluation of c) Develop proposed modifications to benefit and referral report. d) Implement improvements to benefit and referral report. identified best practices Memo to Board of Directors detailing recommended modifications Board action to implement recommended modifications Benefit and referral report with approved modifications incorporated

7 OBJECTIVE : Strengthen Community Relations Improve, diversify and broaden external communications re: unique identity of the Chamber and its efforts to improve quality of life in Davis. Connect and convene disparate segments of community in common cause for betterment of Davis. - Champion Business/Organization Sponsor: Champion Individuals: STRATEGY. Identify and communicate Davis core value proposition to the -county Capital region; and, that region s core value proposition to Davis a) Increase the collection of relevant City and regional economic data Catalogue of data currently collected Recommendations for additional data to collect Regular collection and updating of data sources b) Adequately disseminate the City and regional economic data that is collected Identification of distribution channels Regular publication of data c) Facilitate the convening of roundtable discussions to gather insight from local Davis residents, businesses, community groups, and educational institutions. d) Facilitate the convening of roundtable discussions to gather insight from regional business/community groups e) Combine collected City and regional economic data with feedback from roundtable discussions to determine core value propositions f) Adequately disseminate the core value propositions Report of aggregate findings from roundtables Report of aggregate findings from roundtables Core Value Proposition sheet that is distribution-ready Publication of Core Value Proposition sheet through communications channels Evaluation of communications channels for effectiveness in disseminating core value propositions

8 STRATEGY. Market the existence and outcomes of the incubator and accelerator network internally and externally. In support of Next Economy: Goal # Foster a strong innovation environment. Objective #3 Build a robust network of business and accelerator services. Strategy #3 Market the existence and outcomes of the incubator and accelerator network internally and externally. a) Catalogue the available incubator and accelerator services available in Davis Published resource guide detailing available services within Davis b) Collaborate with partners across the -county Capital region to identify and catalogue the availability of incubator and accelerator services in other parts of the region c) Identify existence of gaps in locally available networks and/or services, if any. Published resource guide detailing services available across the Capital region Written assessment of service gaps Recommendations for addressing service gaps, if any d) Identify target audiences including companies, business networks, and economic development entities in both Davis and the Capital region. e) Identify communications channels as appropriate for target audiences. Listing and description of target audiences Listing and description of communications channels Assessment of channel effectiveness for target audiences f) Develop marketing and promotional content tailored to target audiences and communication channels. g) Utilize identified communication channels to disseminate marketing and promotional content. h) Establish local and regional media relationships focused on emerging companies and economic trends in Davis Distribution-ready marketing and promotional content Publication of content through communications channels Regular schedule of press and editorial meetings with relevant news outlets

9 STRATEGY.3 Amplify the visibility and reputation of Davis business climate and economic growth potential among key audiences. In support of Next Economy: Goal # Improve the regional business climate for economic growth. Objective # Amplify the region s visibility and reputation among key audiences. Strategy # Mobilize a set of interlocking campaigns, aligned with the Next Economy vision that solidifies the Region s reputation as the economic, cultural and recreational capital of the State of California. Strategy #3 Establish a mechanism for collecting, assembling, coordinating, and disseminating key messages and celebratory content. a) Catalogue Davis cultural and recreational amenities. Published resource guide detailing available amenities b) Develop marketing and promotional material that incorporates content developed in Strategy #.. c) Identify areas of commonality between this Daviscentric content and the marketing content of other partners across the Capital region. d) Evaluate list of target audiences developed in Strategy #. for relevance to the content developed in this strategy. Augment as necessary. e) Identify communications channels as appropriate for target audiences. Distribution-ready marketing and promotional content Listing of identified areas of commonality Incorporation of common content into regular communications Listing and description of target audiences Listing and description of communications channels Assessment of channel effectiveness for target audiences f) Tailor marketing and promotional content to target audiences and communications channels. g) Utilize identified communication channels to disseminate consistent messaging to local and regional stakeholders concerning Davis activities, competitiveness, and economic climate. Tailored marketing content Publication of content through identified channels h) Coordinate efforts with regional economic development organizations and stakeholders. Common plan and schedule for publication OF Content that incorporates common messages

10 STRATEGY. Enhance the Chamber s utilization of multimedia and social media platforms to disseminate information. In support of Next Economy: Goal # Improve the regional business climate for economic growth. Objective # Amplify the region s visibility and reputation among key audiences. Strategy # Mobilize a set of interlocking campaigns, aligned with the Next Economy vision that solidifies the Region s reputation as the economic, cultural and recreational capital of the State of California. a) Identify the multimedia and social media platforms available for use by the Chamber. Listing and description of available platforms b) Evaluate available platforms for effectiveness in disseminating information to target audiences. Recommendations for implementation and adoption Roll out plan for recommended platforms c) Prepare policies and protocols for use of those platforms identified as effective for use by the Chamber. d) Acquire the equipment necessary to make adequate use of selected platforms. e) Deploy selected platforms in disseminating information. Adopted policies and protocols Acquisition of equipment Deployment of platforms in accordance with roll out plan

11 STRATEGY. Provide partnership and support to UC Davis Venture Catalyst. In support of Next Economy: Goal # Foster a strong innovation environment. Objective # Bolster University technology transfer and commercialization. Strategy # Embed regional research, university technology transfer and entrepreneurship programs within the Region. a) Integrate UC Davis Venture Catalyst into the Davis Chamber committee structure. Invitation to join relevant committee(s) b) Develop regular and consistent mechanisms to highlight emerging Davis start-ups and discoveries. c) Facilitate connections between local entrepreneurs and representatives from UC Davis Venture Catalyst. Outline of mechanisms TBD based upon identified mechanisms Company referrals Closed company referral tickets STRATEGY. Integrate regional messaging and content regarding target industry clusters into the Chamber s marketing and communications. In support of Next Economy: Goal#3 Diversify the economy through growth and support of core business clusters. Objective # Create and align targeted programs and services to support clusters. Strategy # Develop marketing materials to build internal and external cluster visibility. a) Review relevant research that assesses local and regional cluster characteristics and competitive advantages. Written report of research findings b) Utilize chamber communications channels to promote cluster-specific marketing messages. c) Tailor regionally developed cluster marketing materials to build cluster visibility within Davis. Publication of marketing messages through Chamber communication channels Tailored marketing materials

12 STRATEGY. Regularly communicate Davis business issues and economic trends to local news outlets, reporters, and editorial points of contact. In support of Next Economy: Goal # Improve the regional business climate for economic growth. Objective # Amplify the region's visibility and reputation among key audiences. a) Meet regularly with local Davis media outlets the Documentation of meetings Vanguard and the Davis Enterprise. b) Meet regularly with regional media outlets, such as the Sacramento Bee, Sacramento Business Journal, and Comstock s Magazine. c) Negotiate agreement with at least one local and/or regional media outlet to provide a regularly published column. Documentation of meetings Negotiated agreement to provide a regular column

13 STRATEGY. Promote and support the implementation of the Northern California World Trade Center s Metropolitan Export Plan. In support of Next Economy: Goal # Amplify the Region's global market transactions. Objective # Grow international trade and export activity. Strategy # Market the availability and outcomes of the service provider network internally and externally. a) Explore the potential of joining the Steering Evaluation of conditions to join Committee for the NorCalWTCs MEP. Recommendation to BOD Join if appropriate b) Integrate local and regional international trade topics into Chamber marketing and communications. International trade-focused marketing and communications material Publication of material through communications channels c) Facilitate connections between local companies and regionally-available international trade resources. Company visits Company referrals Closed referral tickets d) Work with existing international companies and local business networks to identify foreign prospects and create lines of communication. Company visits and meetings with network partners Company referrals Closed referral tickets

14 STRATEGY. Partner with the City of Davis and other local economic development organizations to support the growth and retention of local companies and entrepreneurs. In support of Next Economy: Goal # Improve the Regional business climate for economic growth. Objective #3 Intensify economic development activities that drive growth and investment. Strategy # Establish a formal, region wide system to retain local companies and high-quality jobs. a) Facilitate a business and entrepreneur outreach program in partnership with the City and other local economic development partners. Program scope of work Partner agreements to scope of work Company visits b) Join the City of Davis as a partner in the Capital Region s Business Bridge partnership. c) Explore opportunities to provide (or support provision of) business counseling for local companies. Partnership agreement List and description of opportunities Proposal to provide services d) Utilize the Executive Pulse software platform licensed through Business Bridge to track and report follow-up actions resulting from company visits and/or consultations. Company referrals Closed referral tickets Reports of outcomes and successes

15 OBJECTIVE 3: Cultivate Economic Vitality Create, promote, champion and influence local and regional actions that foster a strong innovation environment and grow a diversified economy. - Champion Business/Organization Sponsor: Champion Individuals: STRATEGY 3. Promote and, as appropriate, assist in growing the Davis Shop Local Program. a) Integrate promotion of the Shop Local program into the Chamber s marketing and communications. Marketing and communications materials Publication of materials through Chamber communication channels b) Meet with local partners to identify ways in which the Davis Chamber can support growth of the Davis Shop Local Program. Records of meetings Prioritized list of support initiatives Implementation Plan for support initiatives c) Implement support initiatives consistent with the Implementation Plan TBD based upon Implementation Plan

16 STRATEGY 3. Work with the City of Davis and other local partners to ensure economic development readiness and develop an effective public-private response system to address company needs. In support of Next Economy: Goal# Improve the regional business climate for economic growth. Objective # Remove economic and regulatory barriers to stimulate growth. Strategy # Foster an effective system to respond to company-specific local-level regulatory issues. a) Establish an effective feedback loop to identify critical regulatory issues arising from outreach to existing companies and entrepreneurs. Scope and design of feedback loop Partner adoption of feedback loop b) Utilize findings from company and entrepreneur outreach to formulate business development and regulatory improvement strategies. c) Establish local response protocols to address company specific issues. d) Help companies start-up and grow in Davis by provide access to technical assistance and facilitating connections to financial resources. Consistent with findings: --formulated business development strategies --regulatory improvement strategies Protocol document Adoption of protocol document by partners Company visits Company referrals Closed referral tickets

17 STRATEGY 3.3 Build a targeted retention effort focused on viable Davis companies that have received incubator and accelerator services. In support of Next Economy: Goal# Bolster university technology transfer and commercialization. Objective #3 Build a robust network of business incubator and accelerator services. a) Work with local service providers to identify a set of criteria to identify targeted companies coming out of incubator and accelerator programs. Identification criteria approved by local partners b) Coordinate with the Business Bridge partnership of local economic development representatives to ensure targeted companies are integrated into proactive business retention and expansion efforts. Business visits to target companies c) Track targeted company performance and highlight successes as part of marketing and communication efforts. Business visit tracking reports Publication of successes and outcomes

18 STRATEGY 3. Establish an aggressive schedule of outreach and proactively conduct site visits with target companies and entrepreneurs to effectively gauge their needs. In support of Next Economy: Goal# Improve the regional business climate for economic growth. Objective #3 Intensify economic development activities that drive growth and investment. Strategy # Establish a formal, region wide system to retain local companies and high-quality jobs. a) In coordination with the City of Davis and other local partners, develop target list of local companies and entrepreneurs. b) Establish protocols to govern how outreach is conducted with City and other local partners. c) Utilize existing vehicles for company outreach, such as the Chamber s Ambassador Committee, to schedule and conduct outreach visits. Documentation of target list Records of meetings City and partners where targets list is discussed Documentation of protocols Records of protocol approval by partners Business visits d) Re-establish annual business walk program in Davis. Production of annual Business Walks Publication of annual Business Walk findings e) Monitor responses to company and entrepreneur Activity and response reports needs in order to ensure effective follow-through. f) Track outcomes and publicize successes. Outcome tracking reports Publication of outcomes and successes

19 OBJECTIVE : Engage in Local and Regional Advocacy Improve the local and regional business climate by strengthening existing relationships and building new partnerships with elected officials, governmental staff and other economic advocacy groups. - Champion Business/Organization Sponsor: Champion Individuals: STRATEGY. Promote and enhance the culture of entrepreneurship in Davis. a) Communicate business permitting and regulatory processes to local companies and entrepreneurs. FAQs regarding processes Distribution of FAQs through Chamber communication channels b) Strengthen relationships with City government staff and elected officials. Regular schedule of -on- meetings Forum(s) for providing feedback and criticism c) Strengthen relationships with local economic development partners. Regular schedule of -on- meetings Forum(s) for providing feedback and criticism d) Make more effective use of the x committee structure e) Investigate cost/benefit of an expedite fee for permit approval f) Provide support to companies and City staff in their mutual efforts to secure business expansions and relocations Evaluation of x structure Recommendations for improvement Cost/benefit analysis Business visits Assistance rendered Activity and outcome reports

20 STRATEGY. Explore opportunities to create formal public-private partnerships to foster and grow cluster opportunities. In support of Next Economy: Goal#3 Diversify the economy through growth and support of core business clusters. Objective # Create and align targeted programs and services to support clusters. a) Partner with educational institutions, local Listing and description of needs governments, financial institutions, and the broader business community to develop solutions that address Outline of solutions specialized facility and capital needs b) Garner local government commitment to supporting cluster growth through specific permitting, procurement and other business- oriented programs c) Evaluate momentum in cluster performance and alliance group activities to determine need for additional organizational capacity focused on cluster growth and support Recommendations to local government Review of local government actions in support of recommendations Determination of data points to track Regular updates to tracked data points Evaluation and progress reports Assessment of needs

21 STRATEGY.3 Advocate for public policy at the state and local levels that supports conditions necessary for cluster growth. In support of Next Economy: Goal#3 Diversify the economy through growth and support of core business clusters. Objective #3 Build strong economic foundations for sustained cluster growth. Communicate the value of the core business clusters, identified regulatory issues, and basic cluster needs with state and local policymakers. a) Coordinate with local and regional partners to distill common regulatory issues and assess proposed regulations relative to the needs of local companies and entrepreneurs. b) Communicate the value of core business clusters, identified regulatory issues, and the basic needs of local companies and entrepreneurs with state and local policy makers. c) Coordinate with key regional stakeholders to advocate for regulatory changes and new supportive public policies. Written report of common issues Regular schedule of communications on common issues Joint policy positions Meetings with key decision makers on common issues STRATEGY. Encourage the creation of local and regional incentives that support growth of primary jobs across core clusters and other industries. In support of Next Economy: Goal#3 Diversify the economy through growth and support of core business clusters. Objective # Create and align targeted programs and services to support clusters. a) Communicate the characteristics, performance and needs of local companies and entrepreneurs to target audiences. Listing, description and publication of priority needs b) Advocate for target cluster incentives to encourage company investment and close relevant cost gaps between competitor locations. Listing and description of incentives Advocacy communications in support of identified incentives

22 STRATEGY. Partner with the business community and other regions in the state to communicate with and influence state policymakers. In support of Next Economy: Goal# Improve the regional business climate for economic growth. Objective # Remove economic and regulatory barriers to stimulate growth. a) Utilize Metro Chamber Cap-to-Cap and State Legislative Summit activities to proactively pursue local economic development priorities. Participation in programs Adoption of joint policy positions b) Explore participation in R.E.A.L Coalition to engage on statewide issues that have local significance and impact. Evaluation of participation requirements Recommendation to BOD BOD action

23 OBJECTIVE : Grow & Maintain a World Class Workforce Strengthen relationships with educational institutions to align training and education pathways for businesses and workers while creating opportunities to grow, retain and attract future generations of skilled workers. - Champion Business/Organization Sponsor: Champion Individuals: STRATEGY. Develop programs and services better to integrate students into the local business community. a) Launch Discover Davis in partnership with Davis Event execution Downtown. b) Evaluate effectiveness of Discover Davis in advancing Chamber objectives. c) Survey member businesses on technical and career path needs. Post-event assessment and recommendations Survey creation, distribution, and analysis Report of survey findings d) Collaborate with local and regional workforce development to identify and create models for connecting local students with career pathways. e) Implement identified and created models for connecting local students with career pathways. Identification and description of models To be determined based upon prioritized list of models

24 STRATEGY. Promote and support development of career pathways that align with core business clusters across all education and training levels. In support of Next Economy: Goal# Grow and maintain a world-class talent base. Objective # Align training and education pathways to increase economic prosperity for businesses and workers. Strategy # Develop critical career pathways that align with core business clusters across all education and training levels. a) Participate on the Metro Chamber s Workforce Development and Education Committee. Reports to BOD on common initiatives and activities b) Review and compile research performed as part of NextEd s CRANE initiative to identify critical career pathways in core business clusters. c) Identify local target audiences for promotion of career pathways and skills information. d) Partner with NextEd and other regional and local workforce development organizations to market new programs and existing career pathways programs. Evaluation of research List and description of relevant pathways Listing and description of target audiences Production of marketing and communication materials Publication of materials through Chamber communication channels

25 STRATEGY.3 Engage regional young professionals groups to aid in local talent attraction and retention efforts. In support of Next Economy: Goal# Grow and maintain a world-class talent base. Objective # Create mechanisms to attract new talent and retain existing talent. Strategy # - Establish connections between active young professionals groups throughout the Region and engage members as ambassadors in talent attraction and retention efforts. a) Build connections with Metro EDGE and other regional young professionals groups. Listing and description of priority groups Regular participation in meetings and events of priority groups b) Gather feedback, through engagement with MetroEDGE and other regional young professionals groups, regarding key local attributes and desirable characteristics. c) Incorporate identified attributes and characteristics into Chamber social media channels. Listing and description of key attributes Publication of marketing and communication materials d) Develop a Davis Future Leaders Award program Award Program design Implementation plan

26 STRATEGY. Mobilize the community to advance and support continued investment in education and related infrastructure. In support of Next Economy: Goal# Grow and maintain a world-class talent base. Objective # Align training and education pathways to increase economic prosperity for businesses and workers. Strategy # Mobilize the community to advance and support continued investment in education and related infrastructure. a) Promote the value of public and private higher education institutions in terms of economic, social, and workforce development contributions. Listing and description of contributions Development of marketing and communications materials b) Inform local business leaders on the value of public higher education institutions and engage as supporters for advocacy efforts. c) Participate in a regional awareness and advocacy campaign for investment in and support of public and private higher education institutions targeting state and federal policy makers. d) Engage regional partners in exploration of opportunities for the creation of a pooled scholarship fund to support additional Capital region students with access to regional higher education institutions in preparation for critical careers. Dissemination of information to target audiences Articulation of role Execution of role Feasibility analysis Set of recommendations Implementation of recommendations

27 STRATEGY. Explore opportunities for developing university-industry research centers around local research strengths and core business clusters. In support of Next Economy: Goal # Foster a strong innovation environment. Objective # Bolster University technology transfer and commercialization. Strategy # Explore opportunities for developing university-industry research centers around regional research strengths and core business clusters. a) Support creation of university research centers based on regional industry and company strengths as well as university research expertise. Formulation and articulation of policy positions b) Develop informational material that explains the economic and community benefit potential of universityindustry research centers. Informational material developed c) Identify target audiences for distribution of informational material developed in #..b. d) Identify communications channels appropriate for reaching identified target audiences. e) Disseminate informational material explaining the economic and community benefit potential of universityindustry research centers. Listing and description of target audiences Prioritization of communication channels Publication of informational material through Chamber communication channels

28 STRATEGY. Implement a talent retention strategy focusing on students and recent graduates of local and regional education and training programs. In support of Next Economy: Goal# Grow and maintain a world-class talent base. Objective # Create mechanisms to attract new talent and retain existing talent. Strategy # Implement a talent retention strategy focusing on students and recent graduates of regional education and training programs. a) Engage regional partners to investigate the Feasibility analysis feasibility of an online job posting service that includes a comprehensive listing of locally available jobs, List of recommendations internships, and work-based learning opportunities. b) Work with local businesses to encourage creation of additional internship opportunities in targeted occupational fields and business clusters. c) Engage regional partners in the implementation of a talent retention marketing plan. TBD dependent upon feasibility analysis and list of recommendations Development, adoption, and implementation of plan STRATEGY. Coordinate with regional organizations conducting external marketing to target audiences and workforce recruitment to unify talent-attraction campaign messaging and content. In support of Next Economy: Goal# Grow and maintain a world-class talent base. Objective # Create mechanisms to attract new talent and retain existing talent. Strategy # Execute a talent-attraction campaign targeting young professionals, experienced entrepreneurs and high-demand occupations and skills. a) Identify marketing content and messages that are relevant to the assets and attributes of Davis. Listing and description of relevant recommendations b) Identify the target audiences that are relevant to Davis. c) Incorporate relevant messages into Chamber communications channels as appropriate for target audiences. Listing and description of target audiences Publication of materials through Chamber communication Channels

29 STRATEGY. Build and distribute a resource guide for graduating students and new residents providing information on housing, employment, entertainment and community services. In support of Next Economy: Goal# Grow and maintain a world-class talent base. Objective # Create mechanisms to attract new talent and retain existing talent. Develop mechanisms to better connect new, existing and prospective students to career opportunities and lifestyle assets in the Region. a) Prepare a financing and distribution plan for the Financing and distribution plan resource guide. b) Identify key local and regional partners in production and distribution of the resource guide. Listing and description of partners Agreements to partner c) Develop content for the resource guide. Resource guide content developed and approved by partners d) Produce the resource guide. Production of Resource Guide e) Distribute the resource guide. Distribution of Resource Guide

30 H I S T O R Y O F R E V I S I O N S A N D A D J U S T M E N T S As of the publication of this document, no revisions or adjustments have been made.

31 P E R F O R M A N C E G O A L S This section details the metrics by which we will evaluate the effectiveness of the Prosperity Plan and its impact on the Davis economy. These metrics will be reviewed semi-annually. The Board of Directors will make adjustments to the strategies and action items as necessary to account for under-performance relative to these metrics. Additionally, the Board of Directors will regularly review progress toward achieving the objectives of the Prosperity Plan. Should economic conditions dictate, or unique opportunities require, the Board of Directors may periodically revise the plan. Economic Indicator Metrics Increase jobs by, over year-end baseline Increase number of establishments over baseline Increase annual revenue for operating budget by % over Jan baseline Increase number of members by % over Jan baseline Maintain average annual unemployment at or below level Additional metrics may be added as the Prosperity Plan is implemented. Sources and methodologies for measuring performance metrics will be detailed during the first semi-annual reporting cycle.