HomeMy WebLinkAbout2013/11/19 Item 18 -�....
��- �� CITY COUNCIL
, � - -� � AGENDA STATEMENT
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_ �� ��� CITY OF
CHULA VISTA
I�'OVEMBER 19_ 2013. Item «
ITED'I TITLE: RESOLUTION OF THE CITI' COiTi�'CIL OF THE CITY OF
CHULA VISTA APPROVING THE IA4PLEMENTATION
PLAN FOR THE CHULA VISTA BUSINESS CLUSTER
P,�\7ALYSIS A,\'D AIv APPROPRIATIO\� OF 5128.000 TO
THE ADMII�iISTRATION DEPARTMENT — ECONOMIC
DEVELOPMENT
SUBA'IITTED BY: ECOI�'OMIC DEVELOPMENT DIRECTO��'c�
PRIe\TCIPAL ECO\jOA1IC DEVELOPME\TT SPECIALIST
REVIE�VED BI': CITY NIANAGE
4/STHS VOTE: 1'ES �X NO �
SUA'IMARI'
The Business Cluster Analysis study (Study) identified the followine six industn� clusters
���ith the best potential for success in expansion and attraction; Advanced D4anufacturine;
Headquarters R Administrative Offices; Information & Communication Technoloev;
Education & Innovation Centers; Clean Tech; Health; and Wellness & Sports Medicine.
Staff has incorporated the input received bv the Ciri� Council on September 17, 20li into
the implementation plan (Plan); and correspondine action steps, bud�et and metrics
(Attachment 1). The Plan and resources requested�vould pro��ide a strona foundation
that will enable the City to respond to all the oppormnities a risin2 economy and the
mega region present. This recommendation also includes the minimum tools needed to
implement the Plan. \�'ith these lunited resources, success requires that the Citv focus on
three clusters with strone potential to create quality jobs in the near term. The three
recommended focus clusters aze: Advance A4anufacturine; Headquarters/Administrative
Offices and Information Communication Technolo2ies. Staff is requestins an additional
$128;000 in invesunent for the ne�t 12 months and will incorporate any additional
resources needed to complete the 201� fiscal yeaz in the upcomine budget process. Staff
estimates that it can implement a program that stimulates the interest of 100 target cluster
businesses throueh timelv, accurate and rele�ant information o��er the nezt 12 months;
identifi� and brine to market up to t�rel��e (12) of those businesses; �vith a taneible
opportuniri� to expand and attract at least three of the "model" target businesses described
herein.
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I�'OVEMBER 19; 2013, Item�
Page 2 of 7
ENVIRONMENTAL REVIEW
The Environmental Review Coordinator has reviewed the proposed activity for
compliance with the California Environmental Quality Act (CEQA) and has determined
that the activity is not a "ProjecY' as defined under Section 15375 of the State CEQA
Guidelines, therefore; pursuant to Section 15060(c)(3) of the State CEQA Guidelines the
activity is not subject to CEQA. Thus, no environmental revie�i� is necessary.
RECOMMENDATION
Council adopt the resolution.
BOARDS/COMMISSION RECOMMENDATION
N/A
DISCUSSION _ _
The Study eaamined the City's readiness for recruitment of new businesses to attract and
expand quality jobs, identify specific business dusters and provide recommendations for
positioning, marketing, and business recruitment. The Study targeted six best-fit industry
clusters and provided over 200 specific recommended actions for the City to carry out to
achieve these goals. Tl�e Plan provides a listing of the recommended actions, the time
frame to complete the actions, budget amounts for the initial and on-going costs of said
actions, and the metrics to evaluate the contemplated actions.
The implementation actions fall into two categories, Go-to-Market and Location
Assessment. The Go-to-Market strategies are focused on a tactical approach to business
retention, expansion; and attraction. Staff s focus will be on the retention and expansion
of existing industries currently located in the City and the attraction of those aligned with
existing businesses and those identified targets clusters. The recommendations are
divided amongst the following six areas: 1) Existing Business Development; 2)
Packaging; 3) Positioning; 4) Target Markets; 5) Business Attraction Tactics; and 6)
Eamed Media.
One key GTM Strategy is to work with the businesses and clusters that are already
located in Chula Vista. The City leadership will take an active role in visiting our top 20
businesses each year and hold CEO roundtables to discuss current city initiatives as well
as opportunities to ezpand those businesses. Staff will also recruit these business leaders
for the Supply Chain Attraction Team, which will identify and recruit the suppliers of
local companies that can improve the existing company's competitiveness and bring the
greatest number of quality jobs to Chula Vista. Staff�vill identify the top expanding and
relocating companies in each priority cluster, prepare targeted Go—to-Market packages
and work dosely with employment center brokers, property owners and developers to
execute a coordinated strategy to pursue those companies. Staff will also use these
recruitment e�periences as opportunities to establish a positive reputation for the City in
each cluster and gather additional information from businesses about the successful
strategies for serving their respective cluster colleagues.
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NO\%ED4BER 19. 2013. Item /�
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The City ��ill also purchase a customer relation management s}�stem (CR\4) to effectivelv
implement additional retention/eapansion efforts. A CRI�4 svstem expands staff s
capacitv to communicate N�th more businesses, enhance the professional approach to that
communication and track the outcomes of the n�pe, tunine and course corrections of each
business contact. CR�4 documentation provides a database of inetrics that contribute to a
qualim evaluation of the strateey and to continuallv impro��e the process and success of
each communication tactic. The CRM ���ill also track the connections bet���een
communication tactics and outcomes in a manner that ���ill drati brisht lines bet��een the
types frequency and style of communications and team members that lead to the greatest
volume and qualiry outcomes.
The Packagine effoR �»ll focus on the collection and presentation of the data and visual
materials needed by business decisions mal:ers to espand or locate a business. These
materials provide the eeneral pieces needed for staff to pro-acti��eh� reach our tazget
industries. The need to pro��ide timehr, accurate and relevant data for-each specific cluster
and indi��idual business is critical to our corporate real estate partners and the investment
decision mal;ers. 7he results of this effort ��ill more effectively represent the professional
imaee of the Cin�, as N�ell as provide key partners and decision makers ��ith the data they
need to make informed decisions reeazdina their Chula Vista imestments. and deli��er an
unpazalleled level of sen�ice. y y
The compilation of required information, data and maps in a professional package ti�ill be
completed prior to February 2014. It is critical that this backeround ttipe of information
be completed in this timeframe to set the table for the ne�t implementation targets. It is
equaily important to execute the next steps in order to take advantaee of the investment in
the Smdv �vhile the data and recommendations it eenerated are current, and to capitalize
on the "onshore ' trends in the mega region ���hile the} are ezpanding and the economv is
on an upwazd cycle.
The Study noted a key strength of the Cih� is its unique position in the Cali-Baja mega-
region. The Study recommends that the Cit} significantlp promote our Bi-National
location as ���eli as the prominence of the reeion's Advanced Manufacturine cluster. The
Cin� will focus industn� and cluster-specific mazketing materials on these key attributes.
Once the professional customer sen�ice trackine and packaeine aze in place every contact
represents an opportunin� to reinforce the Cirv`s Positionine and expand its reputation
throuehout and across cluster lines.
The Positioning effort „�ill include the development of t�vo mazketing pieces for tazget
publications. As tazget businesses leads are generated, these mazketing pieces ���ill be
used in conjunction �vith the attraction and retention of tareeted industry clusters. Staff
will also build on and expand its relationships with border business associations and
tazeet trade aroups on both sides of the border.
Si� tazeet clusters ��ere identified in the Best Fit Taz�ets Clusters portion of the Studv.
With the requested resources staff can prepare to be "responsive° to virtually any cluster.
Ho���ever; to be successful «ith the limited resources proposed in this report, staff
recommends Focusing a majorit}� of its efforts on no more than three tazgeted clusters.
These three clusters �+�ill be Advanced A4anufacturins; Headquarters R .4dministration.
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NOVEn4BER 19; 2013, Item�
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and Information & Communications Technology. The target dusters have been identified
as being the best match with local partners and the best opportunities for near term
project development.
While the majority of staff's time will be focused on the selected target clusters, a
minimum of 2-3 businesses in every target cluster �vill be qualified and pursued. The
focus may adjust to take advantage of those sectors that demonstrate the most success and
respond to changes in economic trends and opportunities.
The City Manager's Office will also be reaching out to a select group of "A" list
industries that fall within the six identified business clusters. The purpose of this
outreach effort is three fold: 1) First, to get feedback on what we can do to strengthen
our ability to recruit major companies to Chula Vista. 2) Second; make sure these
companies are fully aware of Chula Vista's assets so that they can inform other major
companies. 3) Third, if one of these major companies wants to relocate or expand, they
�vill be fully a�;�are of Chula Vista's man}� attributes. These include our desirable
location (proximity to San Diego, Mexico and the Pacific Rim), good transportation,
available land and, broad range of housing types and prices. They �;�ill be aware that they
also would have the unique ability to help determine a core curriculum for a future
university which can then produce a warkforce for their company; that there is land
available and designated for research and development to support their business as well
as the close proximity to manufacturing on Otay Mesa and Mexico Border.
Staff will also be developing a data base of site selection real estate professionals. The
site selection industry assists business decision-mal:ers with their facility location
decisions. Establishing a data base of these professionals and providing them �vith
information regarding Chula Vista will provide the City with an additional venue for the
espansion and attraction of businesses.
The results of all of these Target Market activities will build a pipeline of screened
business prospects that will lead to the attraction and expansion of businesses in Chula
Vista. With the pipeline populated, the next step will be the direct attraction of
companies. Staff �vill conduct direct marketing of.potential prospects — companies
searching for a ne�i- or expansion location ���ithin one to five yeazs. ��'hile this is a time
consuming process, face-to-face marketing to prospects is the most effective business
attraction model. Direct marketing �vill include trips to visit qualified companies,
continuous follow-up and tracking (through the CRM system described above).
Staff will also de��elop a closer and more formalized bi-national mazketing collaborative
�vith our partners in Baja California, Mexico. Staff will develop an MOU for joint
marketing, prospecting calls and company ��isitations. The Stud}� notes that both Chula
Vista and Baja are in excellent positions for attracting businesses in the Advanced
D�anufacturing field. Collaborati�-e planning and marketing offers a strong proposition
for businesses loohing to near-shore/re-shore their operations. A collaborative business
attraction package will attract prospects beneficial to Chula Vista, the South Bav and our
cross border neighbors, Tijuana, Rosarito, Tecate, and Ensenada.
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NOVEMBER 19, 2013; Item /p
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In addition to bi-national collaboration, staff �+�ill continue to �vork similarl}� with our
State and local partners, including Go-Biz; Team Califomia, South Counn� EDC, Chula
Vista Chamber of Commerce, the San Dieeo Regional EDC, the San Die�o Reeional
Chamber of Commerce. as well as the� local real estate brokeraee communitv.
Collaborative partnerships �vill leveraee limited resources ���hile seizin2 opportunities to
promote Chula Vista and the reeion. R'ith Team Califomia in particulaz, Chula Vista �rill
be able to participate trade sho��s specific to the tareeted clusters at a lower cost; and
provide an opportunin� to build relationships with site selectors. corporate real estate
executives and site selection media.
Several media outlets are aliened ���ith the Ciri`s tazeet clusters. Those media outlets «�ill
be targeted for earned media (advertorials; ne«�s articles, announcements, and stories).
Eamed media efforts ��•ill be the combined efforts of the Communications and Economic
Development Departments. Due to the limited resources of both departments, the
implementation plan does not anticipate undertal:ine these efforts -in the current fiscal
vear.
In order to achieve the actions contemplated in the Implementation Plan, staff is
recommendine additional part time staff in the current fiscal ��eaz that converts to an
Economic Development Coordinator in fiscal year 201�. Current Economic Development
activities such as business outreach and permit assistance; responding to Council and
communin' inquiries, as �vell as the supervision of student intems ��11 be assiened to the
jowney-level staff member. The deleeation of these current tasks �»ll allow the Economic
Development Department to continue to pro��ide a hieh level of customer semice to the
communin� «�hile allow�ing senior staff the time necessarv to unplement the Studv and
achie��e the eoals of attractine and expandin2 qualin�jobs in our communitv.
As mentioned above, the other recommended action steps focus on the City's Comperitive
Location factors. The recommendations aze focused on chaneine the perception and
realih� for the Chula Vista Competitive Location "factors ` detail in the Stud}�, chaneine
factors from neutrals and «�eaknesses to strenaths; and for creating qualirv jobs throueh
expansion, attraction and investment. The prioriry recommendations contained in the
Competitive Location Analysis include: l.) Project De��elopment, Policies & Practices; 2.)
Real Estate Readiness; 3.) Positioning; and 4.) Packaeine. The PosiUonine and PackaQing
efforts cross over«ith the Go-To-Mazket portion of the study and aze addressed above.
The Cih has been workin� on several fronts to improve the project development, policies
and practices. Most notabh�; in 2010 the City Council adopted several development process
streamlining initiatives to significantly reduce the length of time it tal:es a project to receive
iu entitlements. That is not a static process; staff continues to �;�ork ���th stal:ehoiders to
"continually improve;" the development process. The perception remains that the nPical
development process is still too lenethv. In addition to a commiunent to continuous
improvement; on substantive issues; staff ���ll beein to address perception issues by�
preparing case studies; testimonials, and mazketing materials to demonstrate the
improvements that have been made in this azea and that aegressi��e timelines can be met
��ith collaborati��e partnerships. By implementine continuous unprovement on substanti�e
issues, documenting and promotina the improvemenu to the development process, staff can
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NOVEn4BER 19, 2013, Item�
Page 6 of 7
clarify misperceptions, provide a road map for successful projects and unprove the overall
unage of the City as a place to invest in successful business development.
The City is currently constrained with limited "shove]-ready" sites (major industrial sites
for new users �vithin 6-12 months) in quality business-park environments. The Consultant
Team found this to be a significant weakness in the City's ability to retain, attract and
expand high qualit}� employment.
The City is limited in its authority to control the ultimate "readiness ' land of which it
does not solely o«�n or control. The Economic Development staff will continue to work
in partnership with the Port District to move the industrial land component of the
Bayfront Master Plan to shovel-ready status. Similarly, staff will continue to work with
the land owners in the University Villages on the villages and the University Park and
Innovation District development as well as the McMillin Compan}� on the office
component of the Millenia development The Millenia development represents the most
near term opportunity for the Headquarters and Administration tazget cluster.
' Conclusion
What is distinctly unique that differentiates Chula Vista is the proaimity to the greater
Tijuana area, the connectivity to San Diego's resources and educational institutions as
well as a multinational residence base. Chula Vista offers a quality location for
headquarters, sales, research and development, and high tech testing with the cross-
border manufacturing opportunity.
The Implementation Plan details a course of action that will increase the City's ability to
attract and retain quality jobs for the community. To illustrate what success will look like
when the plan is implemented, Chabin Consulting ran an impact model based on a
scenario of a company similar to Chula Vista s targeted industry clusters. The example is
modeled on a light manufacturing firm that would employ 80 people at an average annual
total payroll of $3.� million, with a capital investment of $8 to $]0 million in
construction and equipment. Using multipliers for light industr}�, the estimated economic
benefits generated by the company would be $19+ million annually in goods and
services, an additional ]00+ indirect (support) jobs, and an additional $200,000+ in
annually local taxes. While these are approximations, this example shows the financial
, benefits to the local economy and the need to best-position tt�e City for these types of
investments. The Study presented a budget for the project ranging from $215;000 to
$370,000 per year. Staff has reorganized priorities and used existing resources to
research and draft or complete significant portions of the project objectives and as a result
the project can be substantially implemented for $128,000 in the first full year with an
annual ongoing cost of$120,000.
DECISION-MAKER CONFLICT
Staff has revie�yed the decision contemplated by this action and has determined that it is
not site specific and consequently, the 500-foot rule found in California Code of
Regulations section 18704.2(a)(1), is not applicable to this decision. Staff is not
independently a���are. and has not been informed by any City Council member, of any
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NOVE��BER ]9; 2013; Item�
Pa�e 7 of 7
other fact that mav constitute a basis for a decision-maker conflict of interest in this
matter.
CURRE�T Y�AR FISCAL IMPACT
The estimate to complete the entire n��elve month period of the Implementation Plan is
estimated to be S 128,000. Because of the timing oF the abo��e recommendations: much of
the Implementation Plan efforts ���ill be started in FY14; ho�ti�ever if the Plan is
implemented promptl}� as recommended, up to 40% of the contracts and pwchase orders
needed to launch the proeram may be carried o��er into F1'I�. Approval of the resolution
«ill result in the appropriation of S128,000 to the Administration Department —
Economic Development. This appropriation «ill be offset by an unanticipated increase
in discretionar}� revenues. As discussed in the First Quarter Financial Report;
discretionary revenues aze trendine at a rate hieher than anticipated in the budeet. There
aze sufficient ne��� revenues to offset this appropriation.
ONGOING FISCAL IMPACT
It is estimated that the on-eoing costs of this program will be S 120,000 per fiscal yeaz. As
noted above, a significant portion of the Implementation Plan efforts will be started in
FY14, but man�� contracts and purchase orders ma}� continue into FI'1�. The esact
amount of anv additional on-going costs for the full fiscal yeaz �vill be submitted as part
of the FI' 1� budget process; ho«ever; that is expected to be significantly less than the
�120;000 number for the first full fiscal yeaz of the program. �4'ith these resources staff
expects to identifv and mal:e qualit�� contact �+ith up to ]00 qualified business prospects;
pursue legitimate e�pansion or attraction projects �vith up to 30 qualified businesses. and
set the table to complete three (3) expansion/attraction projects similaz to those described
in the Chabin model above.
ATTACHi1'IENTS
1. Business Cluster Work Plan
Prepared by: Craig Ruia, Principo!Economrc Deti•elopment Specialist, .9dministrotion�Economrc
De�•elopment Department
� 8—�
Business Cluster W� '• Plan - Attachment 1
q B C D E F H I J
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� i��t tir`'; ,� w� tia~�o �,�y�
Overview of Recommendations ��e�:�'o°" - °� '�� e° • �
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2 1.o Existing Business'Development � . � s,000 z,soo
• :. .-.��;,�-;-�,
3 ❑ Conduct business visit once a year(top 20 bus.) °�;;�x;,,<:.x:,;,
4 ❑ Hold annual CEO Roundtable (top 20 bus.) �
5 ❑ Recruit CEOs for "Supply Chain Attraction Team"
�.
❑ Purchase customer relation management system r '
(CRM) to effectively implement additional , ;
6 retention/expansion efforts
7 Partners: Mayor & City Council, City Manager
8 Metric(s): Hold 2 CEO roundtable meetings. Assemble prospecting team.
9 Z•� Packaging io,000 ..z,soo
�
10 ❑ Marketing Overview Collateral o�o
11 - Map Brochure (series of maps) �� �
1Z - Working Map
13 - Power Point presentation (update)
14 - Website
Kve'i���Y
15 - Labor Force
- Data Information Sets(12) for proposals and website
16
17 Partners: ITS, Communication Dept. participation
18 Metric(s): Compile 20 required pieces of information/data/maps in a professional package by Feb '14
19 3•� Key Positioriing Point lo,000 io,000
❑ Industry & sector specific marketing - i.e. MD&M ;''"'���
�.,N�,�'�:,���`
20 advanced mfg. trade show ;n��-,:�;:.$
Business Cluster Work Plan - Attachment 1
A 6 C D F F H I 1
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.���y,'r�� t�• '�y Y i>° oy�.y
r�yl��M;s��.,`� g'�e� c�' . � , ca.a L
Overview of Recommendations y� �'�� o .��cc���S°' %� e •�o�
F�,i'ol�`'r�3'Cf��a�'e�' `L" �eF �y ep°
�,�irY;,�7�r i� e,�4`.' f�r�' ��''� Q ph c�
1 y '!.. �+it.`��at'�'�`��"#N"� � \� C• O
❑ Marketing of the Cities Strengths- Bi-National �� ��'n';,ui;7d�i
n
Location, International Gateway, Advanced � 's�j`y;��r�ts�
+'.
21 Manufacturing Hub; �'��"i�,TM�i:7
22 Partners: Communication Dept.
23 Metric(s): Develop 2 marketing pieces for target publications by Dec. '13
za 4•o Target Audience & Markefs o 0
25 ❑Site Selector Database s�����
❑ Screened Business Leads to initiate marketing and �i� "�aS"'b��
���,�,`-��,=��'z
26 prospecting ,.�LSa_.'�..��
Z7 Leads & Par,tnerships from CEO roundtables �S'
28 Partners: Mayor & City Council, City Manager, Team CA, Tijuana EDC, SDREDC, SCEDC, CVCoC m
Metric(s): Select 2 target clusters will be selected for priority prospecting campaigns and building a pipeline of �
�
29 ros ects b Dec. '13
30 5•o Business Attraction Tactics ' ' •
31 5.1 Attraction & Retention Outreach 30,000 30,000
❑ Consultant to generate high qualified quality �� ��
leads/profiles and set appointments for
attraction/retention visits, presentations and deal � r',
32 ne otiation �rit1�
iya � •r
33 ❑ Site Visits tdS�# `, {
34 Partners: Consultant
35 Metric(s): direct qualified contact with 100 businesses/year, detailed meetings with 30 businesses/year
36 5.2 Bi-National Marketin Collaborative 5,000 5,000
Business Cluster W� '- Plan - Attachment 1
q 6 C D E F H I J
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: =r, �. . :� ��oc oy�,s
��cwr �`� � � Sa �
Overview of Recommendations o�,��R ' * .°•' e�ec o�o�
s"c°�.�p�`�'� , � �, �Q� Z,�y Oj,°o
1 �;�,%}3'��.' \ C'�
❑ Work with Tijuana EDC to develop an agreement,
MOU, for joint marketing, prospecting calls and
company visitations. initially focus on joint calls /
presentations to attract prospects and possibly
close deals beneficial to both
37 �m'..
❑ Duplicate MOU concept with northern Baja trade
38 associations in the 6 targeted clusters
39 Partners: Mayor & City Council, City Manager
40 Metric(s): complete MOU with Tijuana EDC by July 2014
41 5.3 TeamCalifornia Venue Marketin 10,000 10,000 °
42 ❑ Become a TeamCalifornia Member �
�
❑ Attend two TeamCalifornia Marketing Events where ��'�:�7�`�� '"'
i� ,F
43 Corporate Executive and Site Selectors are being hosted ��„�r�`�j�
44 Partners: Mayor & City Council, City Attorney, City Manager
45 Metric(s): attend 2 Team CA events per year
5.4 Relationship Marketing—Site Selectors & 2,000 2,000
46 Brokers
47 ❑ Email updates, 3 x per year � ��
48 o Announcement Emails
49 n Local Brokers— Roundtable Lunches ��•
❑ Submit articles/speakers on key project developments
50
Partners: Mayor & City Council, City Manager
51
Metric(s): 2 roundtables/year, 3 email updates/year
52
Business Cluster Work Plan - Attachment 1
A f3 C D E F H I J
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ry• ,r`��a�0,�� l��'qy �.o oy�,
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Overview of Recommendations a �o�,���°�,a��'�t�S r y�p,F\��e�y �o
i y,�;�'-a�'r��p���� �Q �oy o�
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ss 6•� Earned Media ' -o s,000
❑ Press releases, stories, advertorials, and
54 announcements distributed to media outlets
55 Partners: Communications
56 Metric(s): 4 marketing pieces by 7/15
s� ��� Staffing s6,000 . ss,000
58 ❑ Economic Development Tech/Coordinator
—free up time sr. staff time to accomplish Go to Market
59 tasks
60 - Follow on business customer needs
�
- Irnplement responses to Council & constituent requests �
I
61 , under direction of Sr. staff °O
�
- Manage 1-2 interns to update statistical collateral
62
63 Partners: Human Resources
64 Metric(s): Hire one Economic Development staff inember
65 BudRet 128,000 120,000
� courrcir. �soLUTiorr rro.
RESOLUTION OF THE CITY COUNCIL OF THE CIT1' OF
CHULA VISTA APPROVING THE IMPLEMENTATION PLAN
FOR THE CHiILA VISTA BUSINESS CLUSTER ANALYSIS
AND AN APPROPRIATION OF $128;000 TO THE
ADMINISTRATION DEPARTMENT
WHEREAS, in 2003 the City adopted an Economic Development Strategy �vith the goal
of ensuring the long-term vitality of the local economy; and
WHEREAS, the City solidified this goal with the development of goals and policies
contained in the Economic Development Element of the City's General Plan; and
WHEREAS, the effects of the recent global recession have severely reduced the City's
revenues and impacted the City's ability to provide services for its citizens; and
WHEREAS, over 70 percent of the City's workforce is employed outside of the City of
Chula Vista; and
WHEREAS, the City has and continues to pursue long-term economic development
opportunities with the ultimate construction of the University Park and Research Center and the
Bayfront Master Plan; and
WHER�AS, in November of 2012, the City Council selected Chabin Concepts, Inc. to
conduct the Business Cluster Analysis study; and
WHEREAS, in September of 2013, Chabin Concepts and City staff presented the
findings of the Business Cluster Study to the City Council; and
WHEREAS, at their September 2013 meeting, the City Council directed staff to return
with an implementation plan ("Plan")for the Business Cluster Study, and
WHEREAS, staff has incorporated the input received by the City Council on September
17, 2013 into the Plan, and corresponding action steps, budget and metrics; and
WHEREAS, che Plan details a course of action that will increase the City's ability to
attract and retain qualityjobs for the community; and
WHEREAS, the Plan identifies the follo�ving six industry clusters with the best potential
for success in business expansion and attraction - Advanced Manufacturing; Headquarters &
Administrative Offices; Information & Communication Technology; Education & Innovation
Centers; Clean Tech; Health; and Wellness & Sports Medicine; and
J:�Attornev\FI]VAL RESOS AND OKD[t�'ANCES�2013\I 1 19 13U2ES0-GCON DEV-BizClusterPlan 1] 14 final cr edits.doc
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Resolution No.
Pase 2
WHEREAS; «�ith the Ciri�'s limited resources, success requires that the Cit�� focus on the
follo�ving three clusters ��ith strong potential to create quality jobs in the near term: Advance
Manufacturine; Headquarters/Administrative Offices and Information Communication
Technoloeies: and
WHEREAS, the resources necessarv to cam� out the Plan provide a stron� foundation
that «�ill enable the Cirv to respond to all the opportunities a rising economy and the surroundine
region present; and
�VHEREAS, the Implementation Plan ��zll increase the City's abilin� to attract and retain
quality jobs for the communin� and provide increased financial prosperity to the local economv.
��'HEREAS, staff recommends an appropriation of �128;000 in order to fund the
Business Cluster Analvsis: and
WHEREAS, the appropriation will be offset by an increase in unanticipated revenues
resulting in no net fiscal impact to the General Fund.
A'OW, THEREFORE BE IT RESOLVED, the City Council of the City of Chula Vista
does hereby approve the Business Cluster Studv Implementation Plan, in the form presented; a
copy of ���hich shall be kept on file in the Office of the City Manaeer, and approves the
appropriation of S128,000 to the Administration Department to be offset by an increase in
discretionazy revenues.
Presented by Approved as to form by
� �-
� ������
James D. Sandoval Glen R. Googins �����
Citti�Manager City Attorney
J:Wnome�•�FINAL RESOS A\D ORDI;�ANCES�013\I I 19 13UtES0-ECO\ DEV-BizClusierPlan I l 14 final cr edits.doc
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