AUGUST 2016 ECONOMIC DEVELOPMENT COMMITTEE STRATEGIC PLAN 2017 GOALS Prepared by: Bill Davis Principal WR Davis Collaborative Bill@DoneTogether.com
EXECUTIVE SUMMARY The Economic Development Committee met in a public meeting on August 26, 2016, to develop its economic development strategy. The prior evening, August 25, 2016, the Committee met in a public meeting for a presentation Economic Development Leadership: Insights for Lompoc and discussion on economic development. The objective of these meetings was to orient and engage new members and to develop consensus on realistic priority economic development goals for 2017. This strategic planning work follows on the adoption by City Council of City of Lompoc 2030 General Plan Economic Development Element (See Appendix). In previous years, strategic planning sessions focused heavily on establishing consensus on a vision for the City s economic development. The Vision established in prior years strategic planning was reviewed in this current strategic planning session and it was found to still soundly represent the vision of the current Committee members. These sessions resulted in Committee consensus on the following Vision Statement and Vision elements: Our vision is to develop a strong positive image, which attracts and retains businesses, visitors and residents that achieves economic vitality in the Lompoc Valley. This includes: Supporting and maintaining a highly skilled and qualified workforce Embracing business friendly regulations and customer service Fostering opportunities for high level and wide ranging employment Being a renowned tourist destination offering world class accommodations, hospitality, cultural events, recreation, and organized sports Cultivating a vibrant downtown with retail, entertainment, and small businesses The Committee also reviewed the goals established in the 2015 strategy, identified successes for each goal and reached consensus on updated and new goals for 2017. Following are goals to be accomplished in 2017. 1. Support broadband connectivity in Lompoc A. Raise general awareness of broadband expansion progress and opportunities. B. Continue to participate in the Tri-county Broadband Initiative. C. Produce a needs assessment including existing broadband infrastructure and gaps. August 2016 Page 2
2. Improve ability to respond to economic development investment and funding opportunities A. Identify projects that could utilize foundation or grant funding B. Identify funding needs tied to strategy. C. Identify funding mechanisms and learn more about existing community development funding opportunities. D. Explore Community Development Foundation through the Chamber of Commerce and how various projects could be applicable with this. 3. Market economic development, support and expand events and expand economic development capacity A. Identify possible Committee members and continue to promote diverse EDC membership. B. Continue regular presentation of Economic Vitality Award. C. Continue regular publication of Lompoc Record column. D. Continue active Festival subcommittee. E. Explore expanding Old Town Summer Markets and Events. F. Establish new Economic Development website and define parameters for using social media and activate for economic development. G. Hold the second Economic Vitality Forum forum to advance added capacity efforts. 4. Improve the business environment and workforce A. Support local education initiatives and partnerships that enhance development of a highly skilled and qualified workforce including: hold Pathways to Success summit and hold Career Exploration Day in Lompoc. B. Promote local existing businesses, foster retention and expansion utilizing Chamber Business Survey. 5. Improve physical and perceived image of Lompoc A. Obtain general understanding about all partners involved in beautification of Lompoc and how Committee can assist / catalog different groups and learn how EDC can assist B. Promote existing cleanup and beautification events C. Become aware and advocate for park improvements D. Promote Façade Improvement Program In order to assure that implementation of the strategy stays on track, implementation workgroups need to be established and are responsible for identifying specific actions necessary to accomplish the Committee s Goals for 2017 in a 90-Day Focused Implementation Steps form provided in this report. A monthly update on progress, needs, problems, and requests for troubleshooting assistance needs to be provided to the full Committee. August 2016 Page 3
Additionally, the Committee needs to review the Strategy annually in a way which identifies and incorporates changing political, social, and economic realities; learnings from the past year of implementation; and any orientation needs, update needs, and new insights of all Committee members. BACKGROUND Environment Ongoing fluctuations in the economy due to technological changes, changes in global markets, changes in global resource options, changes in state and national policy, and development of local and global competition are historically punctuated by economic downturns, such as the Great Recession beginning around 2008. These economic downturns, often in one fell swoop, force locations to comply with the underlying economic realities that may have been taking shape for some time. The discussions held in the Economic Development training and strategy workshop are being held in communities all around the state and nation. Most, if not all, communities are struggling to figure out how to resource their ongoing capital needs and position themselves for opportunities. What seems to be working best in dealing with the changes is a simultaneous Top Down and Bottom Up approach. This is Top Down in terms of local government establishing economic prosperity as a priority, finding creative ways to fund operational capacity, and aligning all operational capacities in as many ways as possible while promoting community prosperity. This is Bottom Up in terms of activating grassroots volunteer efforts to forge partnerships, engage stakeholders, and advocate for community prosperity. These volunteers through sweat equity make as much happen as possible within and outside the existing operational capacity. One of the observed strengths of Lompoc s economic development initiative is the strong Bottom Up capacity and efforts of the Economic Development Committee. Much has been learned from its work over the past few years which are incorporated throughout the strategic planning process and the resulting strategy. Past Strategy In February of 2012 an economic development strategy was established by the Lompoc Economic Development Committee through a group consensus process. This strategy and its November 2012 update were accepted by the City Council. It included a Practical Vision, the Underlying Contradictions (blocks and barriers), Strategies and Strategic Directions, and a August 2016 Page 4
Focused Implementation Plan. This strategy was updated in 2015 at which time a rigorous survey of the Economic Development Committee perspectives, insights and opinions was conducted and utilized in the Committee s strategic planning sessions. Significant focus was placed in refining the Committee s economic development Vision. In 2016 an Economic Development Element of the City s 2030 was adopted by the City Council (See attached). The Economic Development Element is a comprehensive consideration and commitment by the City to Broad Economic Development Goals, Policies and Implementation Measures. Observed Accomplishments Understanding that economic development is a broad based and community wide effort with lots of partners who often, in fact, are the lead on implementation, the following successes have occurred since the 2014 strategy session with the support and assistance of the Economic Development Committee: Economic Development Committee periodically updates City Council on community economic development needs, initiatives and progress. RFQ process was completed satisfactorily although selected applicant ended up falling out due to limited available capital to successfully meet project needs. Engaged in the Tri-county Broadband Initiative and community information meetings on fiber option with a local carrier. Several potential area-clusters of businesses have been identified holding potential for focusing the implementation of fiber access. A grant consultant was retained to look for municipal grant opportunities that support initiatives of EDC and City and to submit grant applications including a successful $300,000 grant; A substantial Economic Development Loan was made to a local business and the loan program was refunded with another $250,000 that can be used for a variety of economic development needs. The Economic Development Element of the City s 2030 General Plan was adopted by Council. Partners were added to economic development initiatives through the Economic Vitality Forum and diversified representation of the Committee to include Vandenberg, K12 education and the health system. EDC is strong on marketing and events. The Committee has a bi-weekly column in the Local Record, regularly awards businesses with the Economic Vitality Award, is working on social media (new City policy in process), had a creative Crosswalk opening, working on events including balloon festival. Successful Economic Vitality Forum and Ag Forum. The City hired new Public Information Officer critical to promoting economic vitality in the community. August 2016 Page 5
Key Learnings from Strategy Implementation Famously, a general once reported that, No strategy survives contact and the strategic planning process is as important as the strategy. Strategic planning is an ongoing, iterative process. Goals are determined, and strategies are developed and implemented. Results and learnings are collected and reflected on. And, based on this, new goals are determined and new strategies are developed and implemented. It took Edison 805 tries to find the right filament for the light bulb. For Edison, persistence meant doing a project a little differently each time until it worked. It took the Wright Brothers 147 attempts before they flew for seven seconds. For the Wright brothers, perseverance meant examining every setback or failure to learn from it and inform the next approach. Activating Our Strategy What is critical is not to limit our visions, but to aspire to the highest vision of ourselves and to prioritize and organize our goals and actions within our capacity. Additionally, it is critical to stop thinking of ourselves as isolated; rather identify who can help us get where we are going and be a partner. Advocacy is important and in order to advocate effectively, we need to first listen to understand where our partners are going before we explain how we will help them get there. It is critical to expand our capacity in this way. In terms of specific actions necessary to accomplish the Committee s Goals for 2017, these need to be identified by the respective sub committee for each Goal and outlined in the 90-Day Focused Implementation Steps form provided in this report. A monthly update on progress, needs, problems, and requests for troubleshooting assistance needs to be communicated to the full Committee. This can be provided in writing prior to the monthly meeting with only the highlights being discussed at the meeting, or the Committee can elect to have a full discussion of each. Additionally, the Committee needs to review the Strategy annually in a way which identifies and incorporates changing political, social and economic realities; learnings from the past year of implementation; and any orientation needs, update needs, and new insights of all Committee members. August 2016 Page 6
Economic Development Committee Strategy ECONOMIC DEVELOPMENT COMMITTEE VISION The Horizon We Head Towards Our vision is to develop a strong positive image, which attracts and retains businesses, visitors and residents that achieves economic vitality in the Lompoc Valley. This includes: Supporting and maintaining a highly skilled and qualified workforce Embracing business friendly regulations and customer service Fostering opportunities for high level and wide ranging employment Being a renowned tourist destination offering world class accommodations, hospitality, cultural events, recreation and organized sports Cultivating a vibrant downtown with retail, entertainment, and small businesses 2017 GOALS AND COMMITMENTS What We Intend to Accomplish The Committee reviewed the goals established in the 2015 strategy, identified successes for each goal and reached consensus on updated and new goals for 2017. Following goals to be accomplished in 2017 accompanied by related Implementation Measures for the City of Lompoc 2030 General Plan Economic Development Element: 1. Support broadband connectivity in Lompoc A. Raise general awareness of broadband expansion progress and opportunities. B. Continue to participate in the Tri-county Broadband Initiative. C. Produce a needs assessment including existing broadband infrastructure and gaps. CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 4 Measure 11 The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. The City should continue to work with the Chamber Commerce and the Economic Development Committee and other organizations to develop the economic development strategy that includes incentives to expand existing businesses and attract businesses. 7 August 2016 Page 7
2. Improve ability to respond to economic development investment and funding opportunities A. Identify projects that could utilize foundation or grant funding B. Identify funding needs tied to strategy. C. Identify funding mechanisms and learn more about existing community development funding opportunities. D. Explore Community Development Foundation through the Chamber of Commerce and how various projects could be applicable with this. CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 4 The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. Measure 6 The City should, in response to changing economic needs, facilitate and/or pursue public reinvestment opportunities (e.g., grants, loans, bonds) to assist in adaptive reuse planning of underutilized commercial, business park, and industrial properties. Measure 10 The City s Business Tax shall be updated, modernized, and expanded, and 50% of the increased revenue from the revised Business Tax shall be used for economic development purposes. Measure 11 Measure 19 The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. The City should provide pertinent information on business development efforts and opportunities in Lompoc to business owners, property owners, tenants, site locators, and other agencies to promote business expansion and head of household jobs. 8 3. Market economic development, support and expand events and expand economic development capacity A. Identify possible Committee members and continue to promote diverse EDC membership. B. Continue regular presentation of Economic Vitality Award. August 2016 Page 8
C. Continue regular publication of Lompoc Record column. D. Continue active Festival subcommittee. E. Explore expanding Old Town Summer Markets and Events. F. Establish new Economic Development website and define parameters for using social media and activate for economic development. G. Hold the second Economic Vitality Forum forum to advance added capacity efforts. CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 9 The City should assist the City s small business community in retaining and expanding businesses by fostering partnerships and providing forums for information, training, and shared resources. Measure 11 The City should continue to work with the Chamber Commerce and the Economic Development Committee and other organizations to develop the economic development strategy that includes incentives to expand existing businesses and attract businesses. Measure 14 Measure 15 Measure 17 Measure 18 Measure 19 The City should promote Lompoc businesses through the City's website, and other advertising efforts (such as print ads, street banners and media stories) to encourage residents to shop locally. The City should, as the community grows, target marketing efforts to attract uses which will complement the City's economic development objectives. The City should periodically survey the business community for evaluation of City development services and improvement suggestions. The City should encourage training workshops on business development and advancement within the community of Lompoc. The City should provide pertinent information on business development efforts and opportunities in Lompoc to business owners, property owners, tenants, site locators, and other agencies to promote business expansion and head of household 9 August 2016 Page 9
Measure 22 jobs. The City should in collaboration with partners, improve and support a calendar of local events and activities available through social media and on the City s website. 4. Improve the business environment and workforce A. Support local education initiatives and partnerships that enhance development of a highly skilled and qualified workforce including: hold Pathways to Success summit and hold Career Exploration Day in Lompoc. B. Promote local existing businesses, foster retention and expansion utilizing Chamber Business Survey. CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 1 Measure 4 The City should actively promote the development of land uses which will generate new jobs and tax revenues to the City. The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. Measure 5 The City shall consider the needs of existing businesses within General Plan designated industrial and commercial areas when reviewing applications for adjacent development that may not be compatible with such areas. Measure 8 The City should promote local patronage and strong performance in satisfying local demand for goods and services and the creation of additional jobs. Measure 12 Measure 13 The City should collaborate with local organizations and agencies to develop and implement agricultural opportunities that enhance agricultural business and tourism, such as wineries, restaurants, dinner-theater, bed and breakfasts, appropriate destination developments, museums, lodging facilities, microbreweries and recreational activities. The City shall encourage the development of quality lodging, restaurants and meeting facilities to meet the needs of business, 10 August 2016 Page 10
local residents and their guests and to bring visitors to the community. Measure 20 The City shall modernize the Zoning Ordinance to address any regulatory impediments to attracting target businesses, and to facilitate desired business expansions and reuse. Measure 23 The City should attract retail uses which increase the City's revenues by expanding the community's regional retail market share. However, they should not create unreasonable traffic congestion or other undesirable impacts. 5. Improve physical and perceived image of Lompoc A. Obtain general understanding about all partners involved in beautification of Lompoc and how Committee can assist / catalog different groups and learn how EDC can assist B. Promote existing cleanup and beautification events C. Become aware and advocate for park improvements D. Promote Façade Improvement Program CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 4 The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. Measure 16 The City shall, in the H Street Corridor and Old Town areas, encourage a professional variety of uses to expand the current business mix and increase the area's economic viability as a destination point for shopping, work, dining, and entertainment. Measure 21 The City should encourage additional tourist attractions by capitalizing on local attractions. Measure 22 The City should in collaboration with partners, improve and support a calendar of local events and activities available through social media and on the City s website. In order to assure that implementation of the strategy stays on track, implementation workgroups need to be established and are responsible for identifying specific actions necessary to accomplish the Committee s Goals for 2017 in a 90-Day Focused Implementation Steps form 11 August 2016 Page 11
provided in this report. A monthly update on progress, needs, problems, and requests for troubleshooting assistance needs to be provided to the full Committee. Additionally, the Committee needs to review the Strategy annually in a way which identifies and incorporates changing political, social, and economic realities; learnings from the past year of implementation; and any orientation needs, update needs, and new insights of all Committee members. BEST PRACTICE RESOURCES Learning from Other Communities The City of Atascadero is an example of a rural coastal community which has been able to develop a thriving area of small businesses. The City Manager for years was a leader in the economic development profession and the statewide association for economic development. He made economic development a prime organizing theme for the City, as is still captured in the City s mission statement: The City of Atascadero is committed to building community by fostering an outstanding quality of life with excellent public service, stewardship of the environment, preservation of our heritage and promotion of economic prosperity. The City of Napa capitalized on the surrounding rural wine industry by redeveloping a main street along the waterfront from end to end to focus on serving the hospitality needs of wine tourism. And the City of Brentwood is capitalizing on access to global information and markets simply by focusing on state-of-the-industry internet access for the whole community. The Steinbeck Innovation Cluster out of Watsonville in Monterey County has done a masterful job at framing and promoting the local economy and economic development investment in terms of innovating responses to global needs. It is a prime example of utilizing a community development foundation to initiate and raise resources to support the initiative and includes a strong entrepreneurial education and support component. Resources for additional best practice information are: Helen Putnam Award for Excellence - Community Services and Economic Development http://www.helenputnam.org/winners_2015.php League of California Cities http://www.cacities.org/top/news/news-articles?categoryid=55 12 August 2016 Page 12
IMPLEMENTATION CAPACITY Current Assets and What We Can Add Lompoc needs to continue to identify how to resource ongoing capital needs and position itself for opportunities, simultaneously implementing a Top Down and Bottom Up approach. This is Top Down in terms of continuing to establish economic prosperity as a priority, finding creative ways to fund operational capacity, and aligning all operational capacities in as many ways as possible while promoting community prosperity. This is Bottom Up in terms of supporting the Committee s grassroots volunteer efforts to forge partnerships, engage stakeholders, and advocate for community prosperity. These volunteers through sweat equity make as much happen as possible within and outside the existing operational capacity. In this model, workforce development and community development are aligned with the economic prosperity needs (economic development) of the community. These are the three legs of the stool critical for economic prosperity in the new economic development environment. As the Committee moves forward in implementing its strategy, it is critical to flesh out lists of partners and resources and continue working to add to its economic development assets. This occurs primarily through coupling functions with other partners co creating capacity which supports the economic vitality of Lompoc. 13 August 2016 Page 13
FOCUSED IMPLEMENTATION 90 Day Implementation Steps STRATEGIC DIRECTION INTENT: (ARTICULATE ONCE MORE...WHY ARE WE DOING THIS?) ACCOMPLISHMENT/ ACTION #1 START DATE END DATE IMPLEMENTATION STEPS (HOW) WHO WHEN WHERE 1. 2. 3. 4. 5. 6. COORDINATOR COLLABORATORS/ PARTNERS EVALUATION MEASURES BUDGET NEXT MEETING DATE August 2016 Page 15
Appendices Economic Development Leadership: Insights for Lompoc August 2016 Page 15
City of Lompoc Economic Development Committee 2016-17 Strategic Planning Session Retreat Notes August 2016 Page 16