HomeMy WebLinkAboutAgreement A-18-442 with Economic Development Corp..pdf1
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AGREEMENT
Agreement No. 18-442
3 This AGREEMENT is made and entered into this ~ day of August, 2018, by and between the
4 COUNTY OF FRESNO , a Po litical Subdivision of the State of California, hereinafter referred to as
5 "COUNTY", and the Economic Development Corporation , a public-private nonprofit organization serving
6 Fresno County, whose address is 906 "N" Street, Suite 120, Fresno, CA 93721 , hereinafter referred to as
7 "CONTRACTOR".
8 W I T N E S S E T H:
9 WHEREAS, CONTRACTOR is implementing a broad-based economic strategy to improve
10 economic conditions in Fresno County; and
11 WHEREAS , COUNTY has adopted an Economic Development Strategy and the Economic
12 Development Element of the Fresno County General Plan to create jobs, di versify the economy, and
13 improve the skills of the workforce in Fresno County; and
14 WHEREAS , CONTRACTOR, in coordination with the County Administrative Office , is also
15 responsible for implementing policies and programs of the Economi c Devel opment Element of the General
16 Plan ; and
17 WHEREAS , on August 9 , 20 11 , the Board of Supervisors of the COUNTY approved assignment of
18 COUNTY'S current economic development responsibilities to CONTRACTOR, including but not li mited to
19 the management of the administration of COUNTY'S Blue Ribbon Business Committee, and
20 implementation of COUN TY'S Comprehensive Economic Development Strategy; and
21 WHEREAS , in early 2013, the Blue Ribbon Business Committee was disbanded; and, after
22 consultation with CONTRACTOR , replaced by a newly created "Strategy Committee"; and
23 W HEREAS , CONTRACTOR has provided and will continue to provide administration of the
24 Strategy Committee ; and
25 WHEREAS , it is re cognized by the Board of Supervisors of the COUNTY that reductions in
26 unemployme nt and underemployment t hrough said economic development goals and strategies are
27 ne cessary to meet the economic and social needs of the population of the COUNTY; and
28 WHEREAS , it is recognized by both COUNTY and CONTRACTOR that effective implementation of
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COUNTY OF FRESNO
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Mailing Address
FOR ACCOUNTING USE ONLY:
ORG No.: 0110
Account No.: 7295
Requisition No.:
ATTEST:
Bernice E . Seidel
Clerk of the Board of Supervisors
County of Fresno, State of California
By: ~SOvn ~sb ------'---'----'-==-o""'e=p_,_,u~""'"y _____ _
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Scope of Work
Fresno EDC
Opportunity Analysis
South Hwy 99 Corridor
City of Sanger
East Highway 180
Submitted by
Audrey Taylor, Chabin Concepts, Inc.
Don Schjeldahl, DSG Advisors
Debbie Kern, Keyser Marston Associates
May 1, 2018
Exhibit A
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018
Table of Contents
I. Project Understanding ................................................................................................. 1
Project Approach – Hwy 99 & Sanger .......................................................................... 2
II. Project Understanding – Highway 180 Squaw Valley .................................................. 5
Project Approach – East Highway 180 ......................................................................... 5
III. Costs ........................................................................................................................... 7
IV. Timeline ....................................................................................................................... 7
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 1
I. Project Understanding
The project goal is to work with communities along the South Hwy 99 corridor and
property in City of Sanger to identify specific properties that have development
opportunity, analyze, prioritize and prepare as “shovel-ready” to begin marketing those
sites to target industries.
Because the portfolio of sites along Hwy 99 will include industrial, commercial, office
and possibly retail, engagement with each community will be critical to the outcome.
Some communities may have sites in the area that best fit an industrial cluster, where
others might have all the amenities to support commercial/office/retail. Continual
engagement with the cities will be important to accurately establish potential
opportunities and best fit targets.
The outcome of the project will be identified sites that can serve as catalyst projects that
will promote Fresno County as a distinctive and desirable region.
The framework revolves around bringing into
line three key elements: Real Estate,
Corridor Attributes and Industry Clusters.
This framework will guide identification with
each city’s geographic areas and specific
properties in each city that hold the greatest
potential for economic shifting investments.
Also, the framework will guide an order of
magnitude estimate of financing capacity for
Enhanced Infrastructure Financing District.
Corridor
Attributes
Industry Clusters
(Targets)
Real Estate
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 2
Project Approach – Hwy 99 & Sanger
We propose a corporate site search approach that provides an efficient method for
screening properties along the corridor and quickly narrowing the search to viable
candidates. Our corporate site selector team will engage each community at the local
level to review each site as if this was a site selection decision for each of the cluster
targets.
This approach will not only produce one-two candidate properties in each community,
but also valuable insights on local property and community challenges & opportunities.
The primary Team for this evaluation will be Don Schjeldahl, Don Schjeldahl Group
(DSG) Advisors and Debbie Kern, Keyser Marston Associates (KMA).
1. Team will meet with EDC and representatives of each of the Hwy 99 five cities
and Sanger to identify potential target economic development sites
Team will schedule on-site meeting and area review, estimate 2-3 days.
Team will have an initial kickoff meeting with EDC to review EDC’s economic
cluster analysis, target industries, existing sectors and value-add propositions.
Also, the team will review existing marketing, recruitment and business
programs.
EDC will provide background on each of the cities, their strengths and weakness
as it relates to marketing as part of the region. The EDC will ask each city to
identify 2-4 top priority sites they would like to have reviewed and collect data on
each of those sites. The cities will be asked to assemble a list of properties that
can meet three basic criterions: size sufficient to support catalyst project;
ownership is supportive of new development; and site is well-located for
industrial, office, or commercial use. The following items will be requested:
City map showing the location of sites
Parcel maps and aerial photos of each site
Property address and assessor parcel number
Utility services to each site
Environmental status; if known
Zoning
Transportation overview including road serving property, traffic counts
if available
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 3
The EDC will be asked to provide a contact list of city staff, utilities and other key
contacts for interviews and help gather all information prior to on-site tour. A
conference call work session will be conducted to fully understanding information
provided and identify missing data or documentation.
The team will also look at each city holistically and within a regional context to
help guide the selection of finalist opportunity sites and associated catalyst
investments.
2. Team will prepare inventory of sites
To assess attributes of each city, the corridor
and Sanger, the next step will include tours and
meetings with each City relative to sites within
their area led by project partner DSG Advisors
(corporate site selector). The purpose of these
meetings is to discover further development
information about infrastructure, utilities, labor,
transportation, entitlements and market access.
We will also seek to understand other
geographic areas that are planned for future
commercial and industrial development.
Drawing upon our experience and expertise, the
physical assets of the area will be viewed
through the lens of a corporate occupier as well
as a developer, entrepreneur, etc. We also have
a proclivity to evaluate land assets based on
best practices in sustainability, creative re-use,
highest and best use, industry trends, urban
versus suburban dynamics, all of which will be
included in the inventory of opportunity sites.
As we move through the project, Team will post
interim findings on Basecamp, an internal
shared document website and management
software tool.
Team will categorize sites based on location
and potential development opportunities.
Micro-Level Considerations:
Site size and configuration based
on building type and size, site
layout including vehicle
circulation, on site storage, vehicle
staging, employee parking and
other facility needs;
Utility requirements including
water, waste water, natural gas
and/or other energy fuels, electric
power needs including connected
load, kWh usage, time of day, day
of week and month of year usage;
Workforce characteristics
including wages, quality of life
expectations, number of
employees, seasonal employment
patterns;
Operating schedule, days per
week, hours per day;
Transportation needs including
inbound/outbound, types of
vehicles;
Environmental ― air emissions,
storm water, carbon footprint,
solid waste disposal;
Sustainability and green
community considerations;
Development incentives; and
Competing locations for projects
from this cluster.
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 4
3. Team will identify market opportunities and infrastructure needs for sites (two
sites per community):
Each site will be aligned with the opportunities relative to findings of EDC’s
economic cluster analysis, each city’s objectives, and property owner’s objectives.
Using this information, the team will prepare a profile of each site.
4. Preliminary conceptual financing plan for funding needed Infrastructure
Given the interest local jurisdictions expressed in Enhanced Infrastructure Financing
Districts (EIFDs) as a tax increment financing tool, project team partner KMA will
provide an order of magnitude estimate of the financing capacity of an EIFD for six
target sites (one in each jurisdiction).
The analysis will be based on revenue-generating factors developed by previous
analyses undertaken by KMA for different types of industrial, office, and R&D, and
residential use in Fresno. KMA will apply the findings of those analyses to the target
sites to provide an order of magnitude range of infrastructure costs that could
potentially be funded by tax increment generated by each site if it were deposited
into an EIFD. The analysis will assume that the County and sponsoring jurisdiction
will both participate in the EIFD.
5. Market and promotion
Throughout the project, the team would be documenting:
Outline of readiness and positioning of key sites to targets;
Site maps that can be used for marketing and for a business attraction website;
Suggested property portfolio to take to market; and
Discussion of current marketing enhancement.
6. Summary Report
Team will prepare a summary report that includes the profiles of the target sites and
the conceptual financing plan. Team will meet conduct a Go-to-Meeting
teleconference to review and present preliminary findings to EDC staff and cities.
7. Final Report and Material
After preliminary review, Team will make any edits or revisions and deliver electronic
and hard copies of reports and materials.
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 5
II. Project Understanding – Highway 180 Squaw Valley
In addition to the Opportunity Analysis of commercial and industrial sites along the
Corridor and in Sanger, the project would also evaluate premier areas along the
Highway 180 East corridor to identify opportunities for development in the tourism
industry, specifically hospitality including restaurant, hotel services, and other
commercial opportunities serving tourists. There are no particular properties identified,
just general areas such as, Highway 180 and Reed Avenue and Squaw Valley, primarily
before reaching the Kings Canyon National Park. The intent would be to create a
market analysis that could serve as an attraction tool for hotels and restaurants.
Project Approach – East Highway 180
East Highway 180 is a different market than the Corridor/Sanger and requires a different
approach. The goal for this analysis is identify potential for visitor development and
capturing visitor sales to grow the economy.
The primary Team for this evaluation, analysis and strategy will be Audrey Taylor,
Chabin, and Mary Bosch, Marketek.
1. Team will prepare market analysis
Prior to an on-site assessment trip, the Team will do research on data to begin
determining market and market size. Data to consider will include current number of
visitors that go to the Park, auto trips, size of market, average incomes, visitor profile
and current sales and leakage.
2. Team On-Site Assessment
The Team will conduct a 2+ day site visit to evaluate first-hand, assets that will
attract visitors, including meeting with individuals and groups. The assessment will
evaluate community entrances and wayfinding, identifying key assets currently on a
visitor list, public services, local economy and retail, tourism infrastructure,
recreation and culture, information centers and linkages to the park.
The assessment will be documented with photos to help identify where opportunities
are to create a tourism market:
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 6
Assets Challenges Gaps Opportunities
Landscaping
Infrastructure
Streets
Traffic Flow:
• Parking
• Pedestrian facilities
• Utilities
• Area trends for recreation
Historic Preservation:
• Chamber of Commerce
• Community pride
• Volunteers
• Community activities
• Historic buildings
Vacant buildings
Stable, trained
workforce
Planning:
• Unifying design
Investment
Other
Lodging
Restaurants
Draw off the
highway
Diversity
Signage
Marketing
Sense of place
Vision
Planning and
revitalization efforts
• Business
development
• Land and
development
Support by market
potential
3. Evaluate Development Options and Potential
With the research and assessment, the Team will provide high-level assessment of
development product, what is needed for success and how Squaw Valley
fares/competes or is positioned for success.
Team will research other “base camp” communities for recreation and visitors in
national parks. Sites and buildings will be identified that may have potential for
certain developments that draw visitors off of Hwy 180 and that encourage visitors to
stay longer before traveling to the Park.
4. Action Plan
Team will create an action plan for moving forward on opportunities including low
hanging fruit, such as, signage and marketing key assets, and longer term, larger
scale projects with project phases and gameplan.
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 7
III. Costs
1. Opportunity Analysis Hwy 99 Corridor − would be a fixed fee of $30,000,
not including travel.
2. Opportunity Analysis City of Sanger − would be fixed fee of $7,500 and
would scheduled to leverage Hwy 99 Corridor Analysis and time on site.
3. Opportunity Analysis East Highway 180 − would be a fixed fee of $20,000
including travel.
IV. Timeline
Team estimates completing the work in a three-month timeframe, dependent on
availability of city staff and meeting schedules. Team is prepared to begin project
June 2018.
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 8
Chabin Concepts (Chabin)
Audrey Taylor
President, Chabin Concepts, Inc.
Co-chair Marketing, TEAMCALIFORNIA
Audrey@chabinconcepts.com
530-345-0364 x27
Economic Development & Marketing Firm
Experience: Economic Development Strategies & Execution Plans
and Tools
Since 1989, Audrey has led Chabin Concepts to be one of the leading full-service economic development
and marketing firms in the nation. Success has been built on her philosophy of collaboration and
bringing each client the best expertise and experience available.
Not only has she assisted communities, regions and states across the nation with strategic planning, she
has successfully prepared over $60 million in grant applications for clients and private companies for
strategic initiatives, including the first used cooking oil small-scale biodiesel plant. More recently she has
assisted California businesses received over $2.5 million in California Tax Credits, a competitive process.
Chabin’s portfolio of work is diverse including assisting communities in locating and expanding
companies to entrepreneurial development program. Audrey was a founding member with Don
Schjeldahl of the Competitive Ready, community assessment program.
Audrey is a frequent speaker and instructor on the subject of economic development marketing and
community readiness. She has authored “So You Want to Be on a Site Selector’s Short List” and co-
authored economic development guides with Maury Forman, Washington State. She was best described
upon receiving CALED’s prestigious Golden Bear Award “for her vision, drive, enthusiasm, creativity, and
commitment to the economic development profession.”
Relevant Experience (2016-17)
• Economic Development Consultant to the City of Benicia, preparation of the Business Development
Action Plan (BDAP), Benicia Industrial Market Study with Keyser-Marston; and implementation
actions of the plan supporting staff.
• Economic Development Strategies: Solano County, CA; Novato, CA; Stephenville, TX; County of
Merced (CEDS); County of San Joaquin (CEDS); Lake Havasu, AZ; Garden City, KS;
• Economic Development Site Assessments: Solano County, CA; Grand Junction, CO; Medford, OR;
Garden City, KS; Stephenville, TX; Merced County, CA; Chula Vista, CA; Stanfield, OR
• Economic Development implementation Services: Grand Junction, CO; City of Chico, CA; City of
Merced, CA; City of Benicia, CA.
• Marketing Strategies: Yuba City, CA; Clear Creek, CO; Benicia, CA; Shasta County, CA.
• Workforce Development Strategies: Northern California (NoRTEC); North Far North- Community
Colleges.
• CalCompete Applications for Private Companies: Over $15million in awards.
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 9
Don Schjeldahl Group (DSG)
Don Schjeldahl
President, The Don Schjeldahl Group
Don@DonSchjeldahlGroup.com
828-772-9374
Corporate Site Selection Consultant
Experience: Conducted over 300 Corporate Location Assignments.
Founder of Competitive Ready communities program and site
certification programs.
Professional Information:
Don Schjeldahl is founder and principal at DSG Advisors. DSG is a consulting platform that harnesses
expertise in corporate location selection and economic development best practices. With more than 35
years’ experience in corporate consulting, Don is a leading expert in corporate location strategy and
community/property selection for manufacturing, distribution, and specialized industrial facilities.
Professional History:
In his 28 years at The Austin Company, Don led or directed more than 300 location strategy assignments
for manufacturing plants, distribution centers, aviation facilities, research and development centers,
newspaper plants, broadcast studios and information processing centers. Don has worked in urban
centers and rural areas throughout the United States, Canada, Mexico, United Kingdom and Europe.
While at Austin, Don led the location selection team for food processing, soft drink, bottled water and
brewing clients. In this role Don worked with Sierra Nevada Brewing, in total for nearly three years. Don
helped the company find the best location for an eastern U.S. brewery. Mills River, North Carolina,
located 12 miles south of Asheville, was selected as the location for the $150 million facility. In August
2013 Mr. Schjeldahl concluded his assignment with Sierra Nevada after helping the company initiate the
Mills River project and to advance Sierra Nevada’s programs for sustainability, energy efficiency and
renewable energy that are well established at their Chico, California brewery.
Publications:
Don is a frequent presenter at professional meetings and a contributor to industry-specific publications
and location selection journals including Area Development, Business Facilities, Site Selection, and Solar
Industry.
Activities and Achievements:
Don is a co-founder of the Site Selectors Guild (www.SiteSelectorsGuild.com) and Competitive Ready
consulting consortium (www.competitiveready.com).
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 10
Keyser Marston Associates (KMA)
Debbie Kern
Managing Principal
Keyser Marston Associates, Inc.
dkern@keysermarston.com
(415) 398-3050
160 Pacific Avenue, Suite 204
San Francisco, CA 94111
Experience:
Identify funding sources for needed infrastructure improvements. Debbie Kern is the Managing Principal
of Keyser Marston Associates' San Francisco office, with over 30 years of experience in public / private
real estate consulting. Keyser Marston Associates, Inc. (KMA) is a boutique real estate advisory firm,
with offices in San Francisco, Los Angeles and San Diego, that specializes in:
Structuring affordable housing financing and implementation transactions;
Public financing plans for infrastructure and facilities;
Fiscal analysis and municipal services financing to ensure new development generates sufficient
reserves to fund needed services;
Nexus analysis that supports the link between new development and funding of affordable
housing, childcare, parks/open space, and the arts; and
Traditional real estate market and financial feasibility pro forma analysis that supports deal
structuring and asset management.
Infrastructure and Public Facility Finance Experience
Debbie is a leader in the field of infrastructure finance. She has developed effective financing plans for
specific new real estate developments, citywide capital improvement plans, and specific plans.
Structures are often comprised of multiple layers of sources, including: Infrastructure Financing Districts
(IFDs), Community Facility Districts (CFDs), value-added entitlements, new market tax credits, impact
fees, and P3s. She has unique experience establishing IFDs having prepared the financing plan for the
Rincon Hill IFD. She is now preparing enhanced IFDs (EIFD) for five other jurisdictions in California.
Professional Credentials
Debbie holds a master’s degree in economics from Columbia University and a bachelor’s degree in
economics from University of California, Berkeley and a member of the Phi Beta Kappa honor society.
South Hwy 99, Sanger & Squaw Valley
Opportunity Analysis
Chabin DSG Keyser Marston Associates, Inc. May 1, 2018 Page 11
Marketek, Inc. (Marketek)
Mary Bosch
Principal
Marketek, Inc.
mary@marketekinc.com
(503) 636-1659
9220 SW Barbur Blvd.
Portland, OR 97219
Experience:
Mary is a market analyst experienced with every facet of the business development process − from the
perspective of the entrepreneur to the developer and the economic development professional. Her core
skills include:
market feasibility analysis,
strategic planning, consumer research,
retail analysis,
neighborhood analysis/business development,
economic development strategies,
commercial assessments/ site analysis,
surveys & focus groups,
comparative benchmarking, and
marketing and business planning.
Through her work on economic revitalization projects throughout the nation, Mary has acquired a
strong understanding of what it takes to rebuild a community's retail and economic base.
Since beginning her consulting career over 32 years ago, Mary has completed market research, business
development and management projects for a wide range of public, nonprofit and private clients. In the
downtown/neighborhood development arena, Mary has conducted assignments for well over 160
communities in 15 states on various aspects of economic development including retail market analysis,
business retention and recruitment, business district plans, niche marketing and cluster planning. Mary
has led over 50 trainings and workshops on Market Analysis, Business Recruitment/Retention and
Business Plans for Business Districts for local and state Main Street organizations.
Professional Credentials:
Master of City Planning, Georgia Tech;
B.A., Indiana University
District 1 - Opportunity Analysis, Incorporated Cities &
Transportation Corridors
This scope of service, Opportunity Analysis, is for the incorporated cities of Kerman, Firebaugh,
Mendota and San Joaquin and their transportation corridors of Hwy 33 and 180 in Supervisor
Pacheco’s District 1. This work will be aligned with the Corridor Hwy 99 Opportunity Analysis
being conducted for the five cities and Sanger specifically to identify areas of opportunity and
shared-resources for infrastructure financing.
Community evaluation and opportunity analysis for potential development sites typically consist
of a four-step process. For District 1 the actual process will vary depending on the community,
their specific needs and opportunities. There are synergies between these communities
particularly around the transportation corridors which will be analyzed as well as reviews of key
economic markets industrial, retail, professional and visitor, and key areas such as downtowns,
agricultural zones and the transportation corridors.
The information below discusses each step and the important considerations to be addressed
under each step. For this scope the team will look at all opportunities that may be viable for
each community and how the shared attributes of the communities and their proximity can be
linked and leveraged to create broader opportunities and economic impact.
Step 1: Desktop Review
Prior to actual interviews with City Manager and Key Stakeholders, Step 2, the Team will conduct
a “desktop review” which is the typical first step of a business location evaluation. This review will
include information already provide by the Fresno EDC, additional research of city and regional
websites for key information and deeper information/data from Team Resources. Note: DSG has
previous assessed two of the communities for corporate locations. This review will be supported
through calls with Fresno EDC and others they refer us to. This provides the Team with baseline
for future analysis and on-site visits. Items to be reviewed at this time if available include:
Maps – Aerial . general plan, zoning, transportation routes-traffic-investment plans, utility,
situational, regional context illustrating the location and boundaries, incorporated areas and
urban growth boundaries, as well as other important aspects of the community.
Development and General Plans – Details related to the community’s plans for
development at the site area such as roadway and utility improvements along with any
other pertinent information.
Workforce – data on demographics and available skilled and unskilled workforce, special
programs, commute patterns.
The goal is to have a high-level understanding of the communities and areas/properties that may
give the community the most potential for attracting new business investment based on the
information provided. These will be further vetted in Step 2.
Step 2: Interview City Manager and Key Stakeholder
The Team will conduct interview calls with the City Manager of each community and other key
stakeholders to further review their goals and priorities, capital plans, current economic centers,
patterns and opportunities they view as short-term and long-term. Also review “What will keep
us from getting there?” - critical issues/challenges to moving forward any opportunity. During
these calls the on-site visit will be finalized. These calls will help to focus the community on the
most promising sites/areas and opportunities.
Exhibit B
District 1 - Opportunity Analysis, Incorporated Cities &
Transportation Corridors
Step 3: Site Visit
With the information gather in Step 1 and Step 2, the Team will be well prepared for the on-site
visit and dig deeper into specifics around the opportunity sites and economic drivers the
community might be best suited to attract. The Team will review with review with the
Community Team those factors that may be most important to the community and the
opportunities they have:
• Site Selection & Best Practices – Discussion with the community about the importance of
site readiness and the process that site selection consultants go through in evaluating
properties as well as best practices in moving forward economic development projects
for any economic market opportunity.
• Meetings with key service providers – chambers of commerce, visitor bureau, ag
departments, farm bureau, workforce.
• Meetings with utility providers – Discuss service to each property and any changes or
planned improvements that would impact service at the site.
• Meetings with local officials – Discussions about zoning, permitting, annexation plans and
other development topics as necessary.
• Next Steps – Discuss needs and resources which will assist making recommendations.
Step 4: Report & Action Plan
Team will prepare a report of findings, recommendations and action plan. The report will include
strengths and weaknesses of opportunity sites (those identified) and an action plan
recommending next steps for improving sites/area for development. If buildings are identified,
the review will strive to identify issues or limitations of the building that could be addressed and its
competitiveness in the current market. The report will include a ranking of each opportunity site
based on the long-term potential for investment. Sites will be provided to KMA to review for
potential EFDI financing leveraging the Hwy 99 Corridor – Sanger analysis.
Chabin – DSG Team (Affiliate Firms)
Audrey Taylor, President, Chabin Concepts – Economic development, economic driver
strategic initiatives – traded sectors, visitor potential and population driven.
Don Schjeldah, President, DSG – Site location consultant, strategic advisor to corporate
location decision, assignment-based advisor for opportunity analysis with Chabin Concepts.
Debbie Kern, KMA – Real Estate and infrastructure financing analysis, EFID preparation.
Cost of Services
Estimated cost of services is $5000 per community and $3,000 allocated for reimbursable
expenses such as travel. Cost not to exceed $23,000.
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AGREEMENT
Agreement No. 18-442
3 This AGREEMENT is made and entered into this ~ day of August, 2018, by and between the
4 COUNTY OF FRESNO , a Po litical Subdivision of the State of California, hereinafter referred to as
5 "COUNTY", and the Economic Development Corporation , a public-private nonprofit organization serving
6 Fresno County, whose address is 906 "N" Street, Suite 120, Fresno, CA 93721 , hereinafter referred to as
7 "CONTRACTOR".
8 W I T N E S S E T H:
9 WHEREAS, CONTRACTOR is implementing a broad-based economic strategy to improve
10 economic conditions in Fresno County; and
11 WHEREAS , COUNTY has adopted an Economic Development Strategy and the Economic
12 Development Element of the Fresno County General Plan to create jobs, di versify the economy, and
13 improve the skills of the workforce in Fresno County; and
14 WHEREAS , CONTRACTOR, in coordination with the County Administrative Office , is also
15 responsible for implementing policies and programs of the Economi c Devel opment Element of the General
16 Plan ; and
17 WHEREAS , on August 9 , 20 11 , the Board of Supervisors of the COUNTY approved assignment of
18 COUNTY'S current economic development responsibilities to CONTRACTOR, including but not li mited to
19 the management of the administration of COUNTY'S Blue Ribbon Business Committee, and
20 implementation of COUN TY'S Comprehensive Economic Development Strategy; and
21 WHEREAS , in early 2013, the Blue Ribbon Business Committee was disbanded; and, after
22 consultation with CONTRACTOR , replaced by a newly created "Strategy Committee"; and
23 W HEREAS , CONTRACTOR has provided and will continue to provide administration of the
24 Strategy Committee ; and
25 WHEREAS , it is re cognized by the Board of Supervisors of the COUNTY that reductions in
26 unemployme nt and underemployment t hrough said economic development goals and strategies are
27 ne cessary to meet the economic and social needs of the population of the COUNTY; and
28 WHEREAS , it is recognized by both COUNTY and CONTRACTOR that effective implementation of
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Mailing Address
FOR ACCOUNTING USE ONLY:
ORG No.: 0110
Account No.: 7295
Requisition No.:
ATTEST:
Bernice E . Seidel
Clerk of the Board of Supervisors
County of Fresno, State of California
By: ~SOvn ~sb ------'---'----'-==-o""'e=p_,_,u~""'"y _____ _
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