HomeMy WebLinkAbout3/3/2010 - STAFF REPORTS w���r»ww�r�i�ww�wur'w�irw�luwww�r.w.w».wu,�.y�,��J.ai.
IIWYIYWIWYIu.x. i ..x.n .. r. 6wvWYueie.wdeJeelm nr xubvlbrnu rw.�Nn.Nne.•ur.r,e.n .rn mmnxrru�Yww run u..wr r ..r•iM a+YurYV
. ...wu.v...w wrvr rrYic�du4JMYw�',.W1�
The Coachella Valley [zcoFon7rF-6ij.e7,t,rjrj-j
THE ROAD AHEA-1
i- yrw err 11C�V � �n��Jd
2009 AND BEYON;m
rn
vrr�.
l� DESERTLYCEUM
r
l 1`
v � T
I
It is a changed world.
i
The global economic crisis has created serious stresses here in the valley.Financial challenges
and high unemployment rates mean that if we are to thrive in the new economy, we must
think differently.We have a unique opportunity during this time to plan for our new economy
that must evolve from the current downturn
For the Coachella Valley,the challenge means we must accelerate our region's evolution from
a seasonal economy to one that thrives year-round,with quality employment opportunities for
full-time residents of all ages and skilldovels
This year,with support from the Desert Lyceum,the Coachella Valley Economic Partnership
(CVEP)decided to take decisive action CVEP contracted with nationally prominent economic
development consulting tirm Market Street Services to develop a comprehensive economic
development strategic plan for the region.A steering committee of community leaders was
formed, and the result of months of hard work is the Coachella Valley Economic Blueprint—
the roadiriap for our future.
The Blueprint is a strategy for the entire Coachella Valley. It Is ambitious, comprehensive and
O
forward thinking.The Blueprint is a regionally focused, market-based,detailed strategy with
a five year business plan The Blueprint demonstrates leadership, and will advance the
Coachella Valley through the current downturn and position us for long term growth
This transition will not happen overnight, nor will it be without pitfalls,but the Valley's leadership
is committed to create a new economy that benerils every member of our community.
Finally, we. want to recognize the leadership of our fellow co-chair and dear friend the late
Roy Wilson. His thoughtful leadership throughout this process even today inspires us to
succeed with the implementation of this Blueprint
Please loin us in supporting this critical effort to create our future.
Rich RamhoH Richard Oliphant
The Desert Sun Oliphant Enterprises
Co-Chair Cc-Chair
Project
FUNDING SUPPORT FOR THE BLUEPRINT WAS PROVIDED BY THE CITIES OF CATHEDRAL CITY, COACHELLA, DESERT HOT
SPRINGS, INDIAN WELLS, INDIO, LA OUINTA, PALM DESERT, PALM SPRINGS,AND RANCHO MIRAGE, RIVERSIDE COUNTY,
THE IMPERIAL IRRIGATION DISTRICT, UNIVERSITY OF CALIFORNIA, RIVERSIDE -PALM DESERT GRADUATE CENTER,THE
PALM SPRINGS DESERT RESORTS CONVENTION AND VISITORS AUTHORITY, AND THE BUILDING INDUSTRY ASSOCIATION.
Members of the Desert Lyceum and The Executive Committee and the Steering pursue Many times, communities lack
CVEP's Executive Committee assembled Committee asked hundreds of individual focus or attempt to capture opportunities
a regional and representative sampling of and organizational stakeholders to be that do not fit their assets and reality.This
area private, public and civic stakeholders involved in focus groups, surveys, and analysis provided specific information and
to serve as the Blueprint Steering Commit- consultation over the course of a six-month a needs assessment on future sectors for
tee, which was tasked with overseeing process to develop draft strategies the Valley to pursue
the Blueprint development
THE COMPONENTS OF THIS A Marketing Assessment:The assess-
The Committee was selected from both PROCESS WERE: merit included a thorough review and
z
public and private sectors to provide broad assessment of local marketing efforts to
representation from local consmuencies. A Competitive Assessment:This report determine if they reflect best-practice
The group's oversight ensured that the included an analysis of a combination of methods for increasing awareness and
development or research reports and the factors that determines a communtys investment in the Coachella Valley.
Blueprint itself was reflective of the competitiveness as a place of business
Coachella Valley's true compet¢ive for entrepreneurship, existing, expanding, Best-Practices Analysis:This report
issues and opportunities and relocating companies.The key find- identified a number of communities
ngs and recommendations of these rc- similar to the Coachella Valley and how
The Committee served a critical role in ports helped inform the development of they've achieved success.While there
the development of the strategy and, as the Coachella Valley's Blueprint Original was no attempt to directly copy these
such, were relied on throughout the research into the latest economic strut- programs, there were lessons that were
process to insure the constituencies it tural dynamics in Coachella Valley was applied to the development of the
represents are on board with key findings complemented by an understanding of Valleys Blueprint.
and strategic recommendations. the trends affecting the local population.
A Target Business Analysis:The analysis
included quantitative and qualitative
research to determine the most promising
business sectors for Coachella Valley to
MR
Economic(Blueprint Strategy:The four KEY CHALLENGES IDENTIFIED KEY OPPORTUNITIES IN THE
preceding research components led to the DURING THE PROCESS: COACHELLA VALLEY IDENTIFIED
development of the Economic Blueprint DURING THE PROCESS:
strategy itself The plan confirms and • Employment growth and decline
enhances existing programs and efforts strongly tied to state and national • An entrepreneurial population that
and provides recommendations for expansions and recessions; is adept at starting and growing
developing the capacity necessary to • High business sector concentrauons businesses;
be competitive in today's economy. in (ewer-paying employment such as • A potential labor force of semi-retired
retail, hospitality, agriculture, and and retired individuals who might still
Implementation Plan:The final and entertainment, have desires to work, start businesses
perhaps most important step in this • Lower comparative wages and incomes or advise fledgling entrepreneurs;
process involves centering on "how" than other regions, • A truly dynamic and attractive quality
the strategy will be put into practice. Lower educational attainment, higher of life that draws new residents and
Included is a specific"game plan"created poverty percentages,and higher property businesses to the Valley and serves as
to address each goal in the strategy crime rates, an incentive for existing residents to
Benchmarks and measures have been A more diverse and lower-income K•12 remain the region,
assigned and a five-year priority Action student population that requires additional Local school systems working diligently
Plan has been recommended The resources to effectively prepare for to raise student performance and
Implementation Plan enables local college and careers, preparedness;
stakeholders to successfully activate • A workforce that many say needs • A higher-education capacity featuring a
the Blueprint's recommendations. additional training upon graduation well-established two-year college and
from high school and lacks in certain two four-year campuses with strong
soft slaps, growth potential;
• A comparatively older population of • A diverse population and workforce that
retirees and elderly residents; adds to the Valley's dynamism as a
• A relative lack of high-value employment place to live, work and visit; and
opportunities that could better recruit and • The potential of a region that chooses
retain young professionals and "trailing" to unite behind progressive and trans-
spouses of top executives; and formative processes for change
• A business climate that lacks competitive
economic development marketing,
recruitment, retention and
regulatory activities
^ ^ lop W I I I I * II 1 1, 1 11I 0
Blueprint Goals and Stratog,
The Blueprint strategy focuses on four primary goal areas.These are: GOAL ONE: REGIONALISM
• REGIONALISM In many ways, the Coachella Valley is a
• ECONOMIC DIVERSIFICATION region In name Only There has yet to
• WORKFORCE EXCELLENCE develop a true sense among Valley
• QUALITY OF PLACE communities that they are a component
of a larger economic and demographic
The four goals are Interrelated and must be approached systematically. Failure to whole and have responsibilities related to
achieve results in one goal area significantly threatens the prospects of the others. that role This goal will address the need
Economic development has never been more competitive than it is today, so key for an organization ie serve an active role
opportunities identified during the process will need to be leveraged to overcome to foster regionalism in the Valley.
these challenges
Objective 9: Promote greater undersland-
Ing of regional challenges and opportuni-
ties.
OObjective 2: Better link Coachella Valley
communities through programs that foster
idenmy and relationship budding
Objective 3: Build the capacity to advocate
for issues or importance to Coachella
Valley constituencies
,1t
:I"4�,r• hq�=�
■
GOAL TWO: ECONOMIC GOAL THREE: WORKFORCF GOAL POUR: QUALITY OF PLACE
DIVFRSIFICATION EXCELLENCE
The Coachella Valleys arts and culture
The Coachella Valley has high concentra- 'rhe quality and capacity of a community's amenities, destination attractions and de-
tons in cyclical, largely low paying workforce is Its number one competitive velopments, recreational resources, and
employment sectors that risk continued concern.This goal will address issues re- diversity of retail and restaurant choices
Instability. Greater diversification is latcd to the Valley's school districts and have long been seen as the region's key
needed and can be attained through the local training instituton5—Including col- assets Ensuring that the Valley continues
development of high wage sectors that loges, universities and werkfarcc centers. to maintain and develop quality or life and
will boost regional wealth and increase quality of place amenities will be a key
economic sustainability.This goal will Objective 1: Optimize primary and component of the Economic Blueprint,
focus on programs and policies to make secondary education in the Valley.
the Coachella Valley competitive for jobs Objective 2: Fully leverage regional Objective t: Leverage local and regional
and investment. higher education and workforce partnerships to provide effective public
development institutions. services for Coachella Valley residents.
Objective t: Develop comprehensive Objective 2: Continue to enhance the sO
internal and external economic develop- Coachella Valley's capacity in arts culture
men marketing programs for the and recreation amenities.
Coachella Valley. Objective 3! Support the development of
Objective 2: Effectively develop the quality housing options for residents of all
Coachella Valley's Identified target sectors ages and incomes.
• Healthcare and Life Sciences Objective 4: Ensure that sustainable
• Supply Chain Management/Logistics development patterns are supported
• Clean Technology and Energy and enforced.
Creative Arts and Design
Objective 3: Provide comprehensive data
oollcct cri and analysis services for regional
stakeholder groups.
Objective 4: Provide entrepreneurs and
.small business persons the resources
necessary to succeed.
Objective 5: Ensure existing Coachella Val-
ley businesses are retained and expanded.
w
•pA
Mirka
THE STRATEGIC ECONOMIC DEVELOPMENT PRACTICE OF TARGETING IDENTIFIED BUSINESS SECTOR OPPORTUNITIES BEGAN WITH THE
RECOGNITION THAT BUSINESSES CAN DEVELOP INTO INTERCONNECTED GROUPS(SOMETIMES CALLED"CLUSTERS")OF RELATED
SECTORS.THESE GROUPINGS OF BUSINESSES SHARE LABOR POOLS,RESOURCES,AND OTHER CHARACTERISTICS THAT PLAY TO THEIR
RESPECTIVE STRENGTHS.A TARGETING STRATEGY REQUIRES A THREE-PRONGED APPROACH OF:1)SMALL BUSINESS DEVELOPMENT,,
21 EXISTING BUSINESS EXPANSION;AND 3)RECRUITMENT OF LIKE OR RELATED FIRMS.
The connections among businesses Another important concept in local eco- emerging groups of similar firms in a local
develop over time because the local econ- nomic development is the traded, or export or regional economy.These existing and
omy offers the infrastructure, geography, sector A traded sector is a community's emerging groups occur based on a
workforce, and other related factors that economic engine—that part of the economy community's economic strengths and
provide a competitive advantage.When an that sells goods and services to customers competitive advantages, so a proactive,
agglomeration of like businesses occurs, it outside the region, importing income that intentional focus on firms in these or
can create ever-expanding economies of then circulates throughout the rest of the related groupings is the most effective
Oscale for business activities within that local economy The new money entering means of achieving both short and
field.Additionally, proximity to similar the economy is then used to purchase long-term growth However, sustainable
firms allows businesses to learn about local goods and services, creating new economic health can only be achieved if
best practices and new technologies, wealth within the community Conversely, the target efforts result in firms that are
partner with other businesses and area other sectors are non-traded because diverse in size and types of products
educational insvtutions to create a well- purchases arc generally made within the and services.
trained labor pool, and reduce business community rather than bringing in dollars
transportation costs. from outside of the area Local economic Successful, economically sustainable
developers should always strive to recruit pursuit of targets cannot occur via
Most groupings of business sectors grow and develop traded industries because traditional recruitment activities alone.
out of a large and/or dominant company, these sectors have a greater benefit to Entrepreneurship and small business
or result from the interaction among a overall community vitality, development, and existing business
few growing companies. Such groupings retention and expansion should also
usually occur if the original firms have the Because of limited economic develop- be priorities of local economic
level of success required to create an en- merit resources, it makes sense for a development work
vironment that allows related companies community or region to focus its economic
to thrive and generate additional demand. development efforts in areas that have
Another effective means of developing the greatest potential for diversification.
growth within a specific business sector job growth and wealth creation.The most
is to form and leverage connections with efficient and successful targeting efforts
university and government research labs are those that focus on existing or
and other institutions.
1A I I " I I MI
,r.
f
THE TARGETED SEGMENTS systems, and providing customer rebates • Creative Arts&Design
IN THE BLUEPRINT: for using Solar and wind energy and making Certain arts and design efforts have
overall energy-efficiency improvements traditionally been regarded as cultural
- Healthcare&Life Science The Coachella Valley has set goals to make amennies that have positive impacts on
This sector is broadly defined and extends the region greener and made deliberate the quality of life in a community, but do
far beyond health care providers to include efforts To reach those goals Existing not qualify as 'growth industries." How-
biotechnology, scientific research and renewable energy sources like wind and ever, these sectors can also be regarded
testing activities, and the manufacture geothermal power provide the Valley with as viable components of economic
of medical products and devices, and a leg up over many communities looking development.There are artists and
medicine/pharmaceutical products The to gain a foothold in the clean technd- design professionals who earn a living
health care sector offers job opportunities ogy/energy sector. in the business world, either through
for workers with varying educational freelancing or steady employment or
backgrounds and skill levels However, • Supply Chain Management/Logistics doing design work for profit-driven firms
most lobs in health care do require some Advances in technology have spawned Individual artists are also finding new
degree of specific training.As the demand new ways of doing business and reduced markets through the Internet, arts
for medical care increases, health care the virtual distance between people, even festivals, and other direct sales routes. O
institutions will need increased personnel when the physical distance is great Such Likewise, design firms often broaden their
in patient care as well as in support occu- technologies have not only created a client base From their local communities to
pations such as accounting, information demand for advanced logistical services, national and international markets.Through
technology, administrative support, and but have also redefined the logistics sector a more coordinated, region-wide targeting
human resources Additionally, more itself. No longer is logistics merely the of Creative Arts and Design development,
widespread opportun¢Ies will be created transport of a product from one point to the Valley has the potential to leverage its
for health technologists (i.e. clinical Iabo- another by various modes of transportation; traditional strength in this sector for
ratory technologists, EKG technologists, the sector has grown increasingly focused tremendous long-term growth.
etc), health technicians (i.e. emergency on supply-chain management.This includes
medical technicians, dispensing opticians, technology services that manage and THE SELECTION OFTHECOACHErwvALLEYSTARGET
etc), and pharmacy and therapy occupa- optimize the entire process from the point BUSINESS SECTORS INCOHRORATED A NUMBER OF
tions (i e. nuLR1ICnISD3, physical therapists, when an order it entered, to the time the FACTORS IMPORTANTLY TIME IDENTIFICATION Or-
Pharmacists, etc.). customer receives it Due to revolutionary TARGETS ALSO ASSESSED THE HIGHESTVAI.ur:-ADDED
technological advances, IogisTlcs support BENEFIT RELATED To PRIORITIZED INvesimENTS IN
- Clean Technology/Energy activities now include scheduling,fleet TARGET DEVELOPMENT AS SUCH Two KEY LOCAL
The state of California has advanced Its management, network optimization, BUSINESS CATEGORIES WERE DEr EHMINED To BEVITAL
sustainable energy markets bylncentivlzing and other supply-chain management- TO THE LOCAL ECONOMY—HOSPITALITY&TOURISM
the development of homes powered by related processes ANDAGRICULTURE—BUTNo'I Al IHE LEVEL OFA
solar energy, creating a program to stimu- TARGETED OPPORTUNITY
late market demand for renewable energy
BENCHMARKS PROJECTED BUDGET '
The key benchmarks for Market Street has recommended a budget consolidated budgets far the organization
the first year are: range based on the recommended ample- and implementation of the Blueprint.
mentauon and benchmark schedule The At full capacity in the fifth year, and
t. Creation of repositioned and rapurposed first year action plan recognizes the need incorporating ongoing programs,the
and regional economic development to build capacity and achieve some early organization will have an estimated
organization. victories Specific policy priorities that will annual budget of$2 1 million.
2. Creaton of Action Committees/Work drive the final budget will be set by the
Groups to oversee specific Blueprint Board of Directors. 'these budget recommendations are
strategies very much in line with the programmatic
3. Miring of a dynamic, accomplished and The protected budget far the first year is capacity of competitor regions. Investment
well respected CEO estimated at$1 1 million. Current support at this level will ensure that the Coachella
4. Launching of internal marketing efforts for ongoing grant funded educational Valley has the personnel and program-
to build awareness of CVEP and its programs is not included in the first year mabc capacity to "get in the game" of
Oa mission and help change perceptions budget but will be incorporated in future regional economic development
of the Valley as an economic entity
and the importance of partnering for
effective development
5. Development and dissemination of a PROJECTED FIVE-YEAR OPERATING BUDGET
new logo, messaging campaign and
webslts for CVEP
6. Development of and launch of a small-
business ricubeitor. Operations
7. Creation of a local and external "clean
and green" marketing program 9OYO . Program Staff
$, Implementation of a program ® Programs —
coordinated by CVEP to partner business
community volunteers with families of is
graduating students to help them access
financial aid for college. W-
9. Development of capacity at CVEP to
provide Valley cities and governments 14
with robust data retrieval, assembly,
analysis and dissemination services—
and placement of these data on
CVEP's webslte
I f ■ � A ■
SOURCES STRUCTURE STAFF
This strategy represents a giant step One proposed structure is provided The The management of the corporation will
forward in building the civic capacity of final structure will be determined by the be in the hands of a Chief Executive Officer
the Coachella Valley. It cannot be funded board and take final shape in the coming supported by a diverse staff of professionals
from current organizational budgets, nor is months as the new regional economic overseeing programs in existing business
it reasonable for the regional organization's development organization (CVEP) retention and expansion, marketing,
operations and staff to take over ample- transitions its structure and capacity to small business development and
mentation of all community and economic implement the Blueprint strategy. entrepreneurship, education and
development programming This effort will workforce development, research
need to be marketed as a new undertaking and information services, and
dedicated solely to the implementation of sector-specific programs.
the Blueprint strategy. Ultimately, the
funding of Blueprint implementation will
need to be a combination of public and
private funding including grant sources, sO
foundations, utilities, and individuals.
;�--��
and Office Manager
+
Education and 7--.�h
Workforce Managee Marketing Associate
� � � oil I � � i
0 p.
Marl<at Street has calculated projected "non-basic" fobs will be generated by the
performance gains for numerous indicators multiplier effect of this new money filtering
in the Coachella Valley based on effective through the regional economy
Blueprint implementation Market Street
also had to project performance data for The effective implementation of a com-
the years after latest data were available prehensive commurnry and economic
up to the year that official Blueprint track- development strategy like the Blueprint
ing will begin.This "first tracking year" holds wide-ranging benefits for the
was set for 2012 to enable the imple- Coachella Valley A growing economy
meriting organization to be fully staffed with good paying jobs raises total regional
with adequate capacity. incomes and provides additional capital for
consumer spending, business investment
Based on our projections for successful and the funding of arts, culture and recre-
implementation, the Coachella Valley anon amenities Rising tax receipts
stands to gain a total of 16,255 net new strengthen governments'ability to provide
�u jobs and over$2 3 billion in net new enhanced services to local residents
wages during the 2012-2016 measured Effectively linking the private sector with
Blueprint implementation cycle training providers creates workforce
"pipelines" for in-demand occupations
Performance metrics also project notable and exposes regional students to dynamic
improvement in areas such as educational employment opportunities in the Valley
attainment, poverty reduction, graduation This, in turn, increases the likelihood they
.rw
rates, and others will be more engaged in their studies,
graduate from high school and pursue
" Further, Market Street calculated a base college degrees
9 9
' multiplier for the Coachella Valley econ-
i, 44 i141 omy to determine the number of addi- A better educated, higher income popula-
" tional non-basic(inducedlindirect)jobs non would likely lead to declining s ..�,NI• �, Y 9 poverty,
IV that would be generated by every new teenage pregnancy and crime rates. Bal-
d'as,` ` basic job (a product or service that brings zincing regional growth with environmental
"outside" money into the region). The protection, smart land-use and effective
Coachella Valley's base multiplier is 1 7. planning of transportation,water and com-
So, in other words, for every 1000 "basic" municauons infrastructure ensures that the
jobs created in the region, 700 additional Valley's future is sustainable.
e i ■ � 1 01
.R.
E6 r,
h -IL
Target Sector Total Sector Employment Average Wage Net Increase,Blueprint
Implementation Period
2012 2015 U4,2007 Net Sector Nel Sector
Projection projeclion Job Growth Growth(2007$)
Healthcare and Life Sciences 12,380 15,615 S52 947 3,235 $171 288,238
Clean Technology/L•neigy 1,481 3,156 $69,683 1,675 $116,705,346
Supply Chain Management/I.agistics 2491 3,466 S42,575 975 $41,524901
Creative Arts and Design 5,337 8391 $51,158 3,054 5156,234,740
Total Increase,Five-Year Blueprint Cycle: 8,939 $485,753,225
77
...we truly believe that the overall community benefits beyond simple
job creation — improved educational performance, declining poverty
and crime, more art galleries, parks and museums, healthier children
and adults, etc. — make for an extremely compelling case for the
benefits of Blueprint investment.
Market Street Services
CHAIRS COORDINATING CO-CHAIRS
Ray Wilson, Riverside County Supervisor, District 44 Carolyn Stark, JCR Palm Desert
Richard Oliphant, Oliphant Enterprises Kay Hazen, ICay Hazen and Company
Rich Ramhoff,The Desert Sun
STEERING COMMITTEE
Jeff Beckelman,PSDRCVA Dr. Lori McCune, PS Unified School District
Fred Bell, Noble &Company LLC(BIA) Kevin McGuire, Palm Desert National Bank
Don Bradley,Cathedral City Glen Miller, City of Indio
Colbi Cataldi, Riverside County Andrew Montgomery, El Paseo Bank
Rick Daniels,City of Desert Hot Springs Lee Morcus, Kaiser Restaurant Group
Tom Davis,Agua Caliente Band of Cahuilla Indians Mike Napoli,Absolute Return Group
Kathy De osa,Southern California Edison Peter Nelson,Coachella Valley Water Distnet
d2 Jim Ferguson, City of Palm Desert Barry Nestande,Office of Senator John Benoit
Cynthia Flores,CSUSS Palm Desert Fred Noble,Winter Wind Energy
Eduardo Garcia, Cily of Coachella Roger Nunez,CVMACC
Alex Gomez, CVMACC Jerry Patton, College of the Desert
Mark Grabhorn,Cardinal Health Don Perry, KPSP Local 2
Terry Green,CVEP's Pathways to Success Bill Powers, Pacific Western Bank
Stephen Hoffmann,Canyon National Bank David Ready,City of Palm Springs
Jane] Huff,Soulham California Edison Mary Roche,City of Indian Wells
Fred Jandt,CSUSB Palm Descrc Yvonne Parks, City of Desert Hot Springs
Shellie Karabell, Descrt Cities Business Report Brett Schoenfield,The Riviera Resort&Spa
Pat Kelly,Granite Construction Dick Shalhoub, McDonalds Restaurants
Carlton King, Imperial Irrigation District ICarolee Sowle,Desert Regional Medical Confer
Tom Kirk,CVAG (City of La Quintal Chauncey Veatch,Coachella Valley Unified School District
Bill Kroonen,College of the Desert Jeff Wattanbarger, Business Industry Association
Ted Lennon, LDD Desert Development Inc. Steve Weiss,Coachella Valley Angel Network
Pamela LiCalsi, College of the Desert John Wessman,Wessman DcvelopmenL
Bob Marra,The Public Record and Wheelers Lorie Williams,City of Coachella
Martin Martinez,Carrecn Foundation
Coachella Valley Economic Partnership
73-710 Fred Waring Drive,Suite 106,Palm Desert,California 92260
Phone 760240,1575 or 1.800.596.1007,Fax:760.3409212
www cvep com
THE COACHELLA VALLEY HAS COME TOGETHER TO SHAPE A COMPREHENSIVE REGIONAL STRATEGY THAT WILL DEFINE ITS FUTURE
SUCCESS.THE BLUEPRINT PLAN IS AN AMBITIOUS,COMPREHENSIVE AND FORWARD-THINKING STRATEGY THAT ADDRESSES THE CHAL•
LENGES THE VALLEY FACES TO BE COMPETITIVE AND THE.OPPORTUNITIES TO BETTER DIVERSIFY ITS ECONOMY,RAISE LOCAL WEALTH,
TRAIN YOUTH AND ADULTS FOR HIGH-WAGE CAREERS AND CONTINUE TO ENHANCE THE REGION'S ENVIABLE QUALITY OF LIFE.
Moving forward with the Blueprint will today. If the Coachella Valley does not ahead of many regions trying to reinvent
require that Valley communities and succeed, another community will themselves in the New Economy The
leadership think differently about what Valley is a place people—and companies
constitutes community and economic Because the Valley is starting late in —want to be.The challenge will be to
development and regional cooperation/par- the regional community and economic create a community that embraces its
ticipaLion.While its history has been development game, it has further to go regional identity and acknowledges that
focused on local growth—predominantly to be competmve with communities that local success benefits the entire Valley.
in residential, retail and hospitality have been thinking and aching regionally
development--the Valley's future must for years—some, even decades.Cor i- At the end of the Blueprint development
be increasingly directed towards for regions have been planning strategically process,the Coachella Valley will have—
regional solutions. for years, with some organizations on for the first Lime—a comprehensive
their second, third, or fourth or more regional strategy to unite local govern-
Both internal and external pursuit of cycles of strategic fundraising and ments and constituencies behind a
employment growth will be defined by a implementation. Because of this, the forward-thinking action plan For positive
more unified and collective approach to Valley must acknowledge that tremendous community and economic change. It will
growth.The Valley must strive to speak resources will be needed to initiate not be implemented wholly by any one
with one voice to best advance its eco- regional programs and enable them to organization or entity, but rather will
nomic development prospects It will not gain traction benefit from a comprehensive regional
be simple to incorporate a more regional action plan to bring the strategy's
focus to the Coachella Valley's community That said, the Coachella Valley is not recommendations to fruition
and economic development activities, nor starting from scratch in terms of its
will it happen overnight, but failing to do economic development and community Indeed,the implementation of the strategy
so will threaten the Valley's evolution to capacity.Valley cities have been engaged will bring together regional stakeholders in
a more diverse, year-round economy in economic development programs for new and different ways to partner on
many years while a strong array of programs and efforts designed to enable
Ultimately, it is the responsibility of the organizations work to improve the the Coachella Valley to prosper
Valley's public and private leadership to area's planning, environmental-resource
come together in new and positive ways protection, arts and culture capacity, Join us and be part of the movement
to ensure that the region's promise is social-serviccs assistance, public safety, to frame the future we all want for the
fulfilled. Economic development has recreational options, etc The challenge is Coachella Valley!
never been more competitive than it is that few of these activities have had a
true regional focus, but the Coachella
Valley has an ace up its sleeve that puts it
i b9 i 6 F.IIFa
IUJ I
WWYOxl..a.
y��� �
�Y'S.�VIY�kwz
tf sd�YY Yi w
°•y;�;y HELPING 7p MAKE OUR VALLEY'S FUTURE LOOK BRIGHTER,
ESPECIALLY ON PAPER. .k.�
kr■
Jk
wv I
w,.
..fir J:.
4.'
nf�r
fiF i .
n+XMN(
7
--kin CA 92262
190 Wes+ -ado Ro-aE*Pa!:: -Driny-
:-'D 54-325-3= 9
March 3, 2010
Mayor Steve Pougnet
Members of the City Council
City of Palm Springs
RE- Economic Blueprint
The Palm Springs Chamber of Commerce supports the regional Economic Blueprint
strategy and encourages the city of Palm Springs to make an ongoing investment in
its implementation. As you are aware, our primary mission is to foster the
economic development of the city of Palm Springs. As such, we feel it is vital to
—Cff
support initiatives that will help the long term growth and economic prosperity of our
City.
The Chamber believes that the Economic Blueprint will help diversify our economy,
create more and better paying jobs, attract new businesses to the area and grow
the ones that are here. If we focus our efforts an regionalism, workforce excellence,
quality of place and economic diversification, we can make our valley not only
':3 survive this economic downturn but actually stimulate our economy to recover
sooner.
-'ram We ask that the City of Palm Springs embrace this initiative and join the public and
private investors that will make this initiative a reality. The Chamber stands ready
to lend our support in helping the City and our businesses reach new citizens
coming to the area as well as new customers. We look forward to being actively
engaged in business recruitment and retention efforts and active participants in the
L regional collaborative effort.
We know it is a challenge raising funds in these tough economic times but we feel
unless we come together and pool our resources to bring new industries to the
valley we will continue to suffer a lagging economy.
-K=J` '3?' 77
We strongly support the Economic Blueprint strategy and encourage the city to
invest and engage in this important collaborative effort.
Thank you,
7,- 7,-
o Pivinski
Jo
Executive Officer
Palm Springs Chamber of Commerce
,:2�r�,y :57-C
Palm Springs
Develop�t Wit..
March 3, 2010
Mayor Steve Pougnet
Councilmembers
City of Palm Springs
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
Dear Mayor and Councilmembers:
The Palm Springs Economic Development Corporation's Board of Directors is in
support of the Coachella Valley Economic Blueprint- In an effort to diversify the
economy of the Coachella Valley, create more and better paying jobs and to
attract new businesses, our organization feels it is important to pull the public and
private sectors together to promote our region and grow its economy.
The Economic Blueprint has identified four sectors of the economy that are
critical in promoting the future vitality of the Coachella Valley: Clean technology
and energy, Creative arts and design, Healthcare and life sciences, and Supply
chain management and logistics. Working to grow these areas will assist in
diversifying our economy and provide higher paying jobs for our community
residents.
By partnering with other cities and major employers within the Coachella Valley
we will have the strength to compete against other communities across the
United States for business and new high-value jobs- For the good of our local
community and all citizens within the Coachella Valley we respectfully urge you
to support a City of Palm Springs investment of$100,000 for the next 5 years for
the Coachella Valley Economic Blueprint-
Sincerely,
PSEDC Board of Directors
d3f�w��d/a