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Home My WebLink About1987-10-20; City Council; 9188; CARLSBAD ECONOMIC ENHANCEMENT COUNCIL. L. R U al -rl u 5 a* u3 3rd ala, m .rl a)& d4J aJG ha) Lo am dr-l -d m 0 .rl c)d kO a mal u a, -4 a4-1 mo &V C xal 3co CdP FIG .rl a Gal cdu 0 m3 4 Jcd -ea alc ual lzu .d & ocd a a0 Cdu .rl 0) OM Cdk? r-l-l uc) 03 .rl u &I as Cal oal !la $3 -lM 58 sg h co I m 0 rl r;' 2 0 F= 5: d 0 z 3 0 0 8- -l& GI YUF GARLSUAD - AGENWBILL AB# 918 r TITLE DEPT. H MTG. 10/20/87 CARLSBAD ECONOMIC ENHANCEMENT COUNCIL CITY AT DEPT. CM CITY M( RECOMMENDED ACTION: If the City Council concurs, authorize the Mayor and City Manage to serve as Directors of the Carlsbad Economic Enhancement Counc as requested by that organization. ITEM EXPLANATION: In 1987, the Carlsbad Economic Enhancement Council (CEEC) was established to retain and attract quality businesses for Carlsba which will increase City revenues and services, enhance the live of people living in Carlsbad, improve environmental conditions i the City and create jobs for local residents. The CEEC is a separate council governed by its own by-laws, under the auspices of the Carlsbad Chamber of Commerce. The CEEC is designed to be financially self-supporting. The CEEC has requested that one City Council Member and the City Manager serve on its ten member Board of Directors. Other directors include the President and Executive Vice President of the Chamber of Commerce and six executives from industry. Directors are required to attend two meetings per month and periodic events. FISCAL IMPACT: None. EXHIBITS : 1. Letter from Mr. Alan S. Rich, Chairman of the Carlsbad Economic Enhancement Council, requesting the services of one City Council Member and the City Manager, dated September 17 1987. Carlsbad Economic Enhancement Council - Summary Concept, dated September 17, 1987. dated June, 1987. Carlsbad Economic Enhancement Council - Directory. 2. 3. Carlsbad Economic Enhancement Council - Program, 4. -. . . . . - 5 a RICH. SUSSMAN 8 WISCHKAEMPER e A PARTNERSMlD INCLUDlNG PROFESSIONAL CORPORATIONS ATTORNEYS AT LAW ALAN s. RICH* 2141 PALOMAR AIRPORT ROAD. SUITE 350 TELEPH( ANDREW J. SUSSMAN CARLSBAD. CALIFORNIA 92009 (619) 43E MICHAEL WISCHKAEMPER ROBERT L SHIPLEV TELECOF ANNE GRAFF BROWN PAUL H. FARRELL CYNTHIA L. WOLFF THOMAS F TAlT *CERTIFIED SPECIALIST. TAXATION LAW 1619) 438 September 17, 1987 CALIF BOARD OF LEGAL SPECIALIZATION The Honorable Claude A. "Bud" Lewis Mayor City of Carlsbad 1200 Elm Avenue Carlsbad, California 92008 Re: Carlsbad Economic Enhancement Council Dear Mayor Lewis: The newly created Carlsbad Economic Enhancement Council requests your guidance in selecting a member of the Carlsbad Cit Council to serve as a Director of CEEC. Further, we respectful3 request your approval to allow the Carlsbad City Manager to alsc act as a Director. As background, attached is a Summary Concept of the Carlsba Economic Enhancement Council. In addition, we hereby provide yc with a current membership list and a copy of our working Progralr If you require additional information, please feel free to contact me. Sincerely, I /$$LYE 2d Alan S. Rich, Chairman Carlsbad Economic Enhancement Council ASR/j a encl . * cc: J. Long H. L'Heureux m 0 ~ ~ @ CARLSBAD ECONOMIC ENHANCEMENT COUNCIL SUMMARY CONCEPT The purpose is: To retain and attract quality businesses for Carlsbad which will increase City revenues and services, enhance the lives of people living in Carlsbad, improve environmental conditions in the City and create jobs for local residents. The structure is a separate council governed by its own recently adopted Bylaws, under the auspices of the Carlsbad Chamber of Commerce. There is to be a Board of Directors of ten members which i intended to include a City Council person, the City Manager, si executives from industry, the President and the Executive Vice President of the Chamber. Directors will be required to attend two meetings per mont Members will be solicited primarily from the industrial, A Board of Advisors will be formed from the membership. The Council will have multiple committees which may and periodic events. banking, law, and real estate communities in Carlsbad. include business retention/attraction, community liaison, research/data base/publications, community issues and programs/special events. A full-time, paid manager plus appropriate staffing will b hired as Council funding allows. A comprehensive Program has been drafted. It is.strongly believed an active Carlsbad Economic Enhanc ment Council can effectively achieve the purpose set forth abov * September 17, 1987 Draft Alan Rich h,\I I I Y I I e e CARLSBAD ECONOMIC ENHANCEMENT COUNCIL PROGRAM June, 1987 * a TABLE OF CONTENTS PROGRAM I. PROGRAM OBJECTIVES ................... A. Internal Elements ................. B. External Elements ................. 11. OPERATIONAL STRATEGY .................. A. Internal Tools. .................. B. External Tools. .................. C. Strategy for Prospect Development . . . . . e . D. Other Considerations. ............... 111. CONCLUSION. 1 ....................... EXHIBITS A. Subcommittees ................... 3 B. Area Advantages and Disadvantages ......... : e e PROGRAM The following defines the concepts and approaches to creatc and implement a successful program of quality economic enhance- ment for the City of Carlsbad. The name of the structure will 1: the Carlsbad Economic Enhancement Council or tlCEEC1l. Council members will be representatives of the various sectors Of busi- ness, industry and the City of Carlsbad. The successful program will consist of three principal components: (1) formulation of the target objectives which the program is intended to accomplish; (2) development of an operational strategy which offers the greatest probability of achieving those objectives; and (3) obtaining community involve- ment and support. I. PROGRAM OBJECTIVES The purpose of the program is: To retain and attract quality businesses for Carlsbad which will increase City revenues and services, enhance the lives of people living in Carlsbad, improve environmental conditions in the City and create jobs for local residents. This program in turn would help diversify the employment base of Carlsbad and raise average income levels by stimulating the growth of new jobs in the area, i.e., jobs which bring a flor of money into the economy and increase the tax base. results would be to enrich the quality of life for Carlsbad resi- dents for cultural activities, the arts, etc. In doing this, the Among the 0 0 thrust would be toward attracting firms which could enhance the desirable environmental conditions prevailing in the Carlsbad area, while providing employment opportunities for the area's residents, Both the expansion of existing companies and the attraction of new firms are considered, giving the program both internal and external elements. A. Internal Elements Since nationally about 70 to 80 percent of all new jok are created by internal expansion of existing companies rather than by the location of new plants and facilities, this potentie source of job creation and enhancement for Carlsbad residents should be an inherent part of the work program. objectives of this part of the program would be to: The primary 1. Encourage firms presently based in Carlsbad to expand locally rather than to move outside the area. We must SE up a calling program to make this effective. 2. Seek to avoid the closure of existing desirable firms by establishing a working relationship with local manage- ment which would result in the advance signalling of potential closures and will enable us to approach corporate management. B. External Elements At the heart of the any enhancement program which aims at attracting'new firms is the ability to develop a list of pro- spective companies which are potential candidates for new ven- tures in this area.' with specific criteria if it is to be realistic. * This list has to be developed in accordance -2- e e Determination of types of desirable industries incluc future growth leaders, high value and environmentally sound. Next is to identify target firms within the selected industries classification according to such factors as high sales growth, new product development, multi-branch operational patterns, etc These firms would be the prime candidates for the establishment of new facilities. Particular emphasis would be placed upon obtaining a mix of firms which offers a variety of occupational OppOrtUni- ties. The San Diego Economic Development Corporation has identified their marketing strategy toward attracting the high growth, high tech industries such as: - Biomedical - Electronic - Research and Development - Light Fabrication and Assembly - Administrative Offices - Warehouses and Distribution our marketing program targets should be tied in and will be aimed primarily at California companies, especially tho2 in the Los Angeles, Orange County and San Diego areas. - 11. OPERATIONAL STRATEGY * Marketing the concept of quality economic enhancement requires a systematic approach which utilizes quality marketing -3- * a tools. Since the emphasis of this program is on retaining and attracting selected firms, both the approach and the tools must be individualized to as large a degree as possible. Recognizinc there are literally thousands of other communities competing foi the same types of firms, this individualized effort will be necessary to open communications with those firms targeted as most desired prospects. Early emphasis needs to be placed on the marketing tools. These can also be classified as internal and external according to their use in the program. the staff when working with corporate representatives who are presently located in Carlsbad or who are visiting the community< External tools are those which are supplied to the prospect to solicit his initial interest in the Carlsbad area. Internal tools are those used by A. Internal Tools Once a prospect is located here or has agreed to consider our area, the Carlsbad Economic Enhancement Council needs to be able to convince him that Carlsbad can offer the facilities, the community support, the environment and other requirements for successful operation. This will be done by utilizing the following internal tools: 1. Data compiled regarding existing businesses in .A 'city-wide survey needs to be compiled. 2. Carlsbad. An extensive research/data base which will be available to the City and its staff. -4- e 0 3. A Site Information System which will require the standardization of site and facility data and which will permit easy and accurate retrieval in response to specific prospect requirements 4. A resource library which will contain compre- hensive and detailed data about the internal structure of the community, sources of financial support, future development plans, and other essential information which is not generally suitable for public dissemination in brochures. These document: will be used for briefing purposes and will serve as the centra: point of the department's research library. 5. A prospect visitation package which will include scheduled itinerary for visually inspecting the important ele- ments of the community, e.g., industrial area, educational faci: ities, housing areas, recreational attractions, special assets. The schedule would include at various stages of the tour, meetings with key community people who can aid in informing the prospect. 6. A briefing program including a slide presentatior or other visual method of presenting the highlights of the area. B. External Tools Before a prospect will spend the time, money and effoi to research this area as a potential location, his interest in doing so must be stimulated. Carlsbad is interested in his business and has a program to off€ to him. He needs to be made aware that -5- 0 0 This awareness must be developed into interest and finally stimulate inquiry. The goal can best be done by using media advertising and direct mail programs followed by personal contact. The initial market development effort requires emphas on advertising with substantial support from publicity, promotic and collateral materials. The following are vital: 1. A high quality booklet which lets the firm know i has been selected as a most desirable prospect, tells the firm about the general advantages of the Carlsbad area and outlines the services available. 2. (This has been completed.) Special research studies designed to provide complete, analytical information which firms could use in their economic evaluations. These should be suitable for computerizec analysis. These internal and external tools will allow the prospect to develop interest in Carlsbad and to support that interest with a high quality presentation regarding the area. These tools, of course, will only be effective if they are utilized in a consistent, well-planned approach toward economic enhancement. A major part of that approach must include encouraging developers.to' prepare industrial sites and construct office spac to establish an inventory of available locations for prospective companies. Availability of space, at competitive prices, can be a determining factor in location decisions. Land sites and spac * -6- 0 0 need to be available at suitable locations throughout the Carlsbad area in recognition of the varied requirements of the types of firms being sought by this program. C. Strategy for Prospect Development While the creative thrust of the program will be aime. at retaining and attracting specifically targeted firms, there will aha be an ongoing program of developing prospect leads by learning of companies which are contemplating new plant, expan- sions or relocations. Whenever such firms are identified and f the prospect profile desired for the community, they will be in cluded in the prospect development program. Leads to such firm, can be obtained from: 1. Contacting commercial realtors, state or regional development agencies, banks, facility planners and consultants. 2. Solicitation of leads from local businessmen who come into contact with other business representatives, 3. Creation of a "clearing house" for leads generate by the City, the Chamber of Commerce, the Convention and Visitor Bureau, local colleges, etc. 4. Scanning business journals and periodicals for news of company developments. 5. Establishment of a limited institutional adver- tising prograin. 6. Participation in trade shows. -7- 0 0 There will also be companies which will make direct inquiries to the Carlsbad Chamber and City officials through their own initiative. leads, and those selected as special targets will comprise the basis of the prospect development program. Telephone calls and personal visits will be made to those firms which were identifi as being prime candidates out of the total list of target companies. Those companies, plus those identified b D. Other Considerations The key to sustaining the initial interest will lie ii the level and quality of services offered by the Carlsbad Economic Enhancement Council. As a minimum, these will include I the following: 1. Professional and confidential approach to assist Establishing a resource team made up ( the inquirer's planning. commercial/industrial services section and others. 2. Provide information on community services and economic base data including: a. Banking services. b. Financing programs for land, buildings and equipment. c. Carlsbad base data: 1. Community leadership 2. Available industrial sites * 3. Available buildings 4. Wage rates -8- I 0 / 0 5. 6. Transportation facilities and systems 7. Utilities: availability, rates and Mapping and related geographic data costs of extension 8. Demographic data 9. Recreational and cultural information 10. Educational facilities and training programs. d. Statewide data: 1. Taxation and requirements for doing business in California 2. General economic data on California 3. Available brochures on cultural, recreational and liveability feature: 3. Community Involvement and Support a. Keep the community and its political agencic apprised of the economic benefits resulting from the economic enhancement program. tude toward expanded and new businesses is one of the most sign1 ficant factors in retaining and attracting firms to the area. Serve as information and data base regarding the benefits of in- creased City Services, enrichment of the quality of life for Carlsbad residents, increased cultural events and creation and enhancement of jobs' for residents. Make it known a favorable community atti- 'P -9- 0 e b. Work with governmental agencies, to plan economic benefits in relation to the overall planning needs to the community. c. Work with training agencies which seek to improve the economic conditions or low-income, disadvantaged groups within the community to bring those agencies into contacl with firms creating new job opportunities. 111. CONCLUSION The elements described above form the basis of a successfu There are many additional detail: economic enhancement program. required to make the program work which can be added as the effort progresses. Rigorous maintenance of a coordinated sche- dule to monitor at crucial tasks in a timely manner is a neces- sity. Working subcommittees must be created per Exhibit A. In summary, this outline provides the framework for accomplishing the goals for which a worthwhile program can be established for the City of Carlsbad. ? - 10 - 0 @ EXHIBIT "A'# SUBCOMMITTEES Committee Chairman: Don Schempp Acting Coordinator: Alan Rich September 17, 1987 Committee Chairman Members Finance Don Schempp Marylynn Brown-Belmann David Down Bill Lyke, Jr. Paul Schwartz Research/Data Base/ Janet Windman Steve Lloyd Publications Jim McNeill Paul Schwartz Neil Sybert Community Alan Rich Thomas Belcher Issues Cindy Houldin Mark Hughes Hap L'Heureux Janie Phillips Ron Rouse Cynthia Wolf f Tom Worth community Mark Hughes Anne Graff Brown Involvement Marylynn Brown-Belmann Jim McNeill Krista Muth Janie Phillips Joe Stine Carl Verge Charles White Business Retention/ Alan Rich Bob Brotherton Attraction Carman Cedola Janice DeCelles David Down Paul Farrell Don Schempp Steve Lloyd - 11 - I 1 a e Annual Industrial John Anewalt Mark Hughes Tour Matt Judge Steve Lloyd Jim McNeill Janie Phillips Kerry Schimpf Membership Bill Lyke, Jr. Cindy Houldin DIRECTORS Directors Chairman Directors Alan S. Rich Carman Cedola Jerry Long Don Schempp Paul Schwartz - 12 - m e EXHIBIT "B" AREA ADVANTAGES AND DISADVANTAGES AREA ADVANTAGES INCLUDE: - - - Good academic institutions (higher education) and Quality labor supply readily available. Critical mass of new and emerging technology companiez renowned research entities. Proximity to the second largest domestic market and or of the fastest growing population centers in the U.S. Desirable quality of life and climate. communities. Excellent assembly and lower cost opportunities across the border in Mexico. - - - Cost advantages over other coastal California - - Local and state governments willingness to assist new and expanding companies. AREA DISADVANTAGES INCLUDE: - State's Business Climate (Taxation). - Concern over financial commitment to K-12 education. - - Housing and land costs versus out-of-state competitior Geographic location for access to major U.S. popula- tion centers. - Environmental and regulatory constraints. - Energy costs where high-energy consumption is required - Long-term concerns over water availability. - Business support services for certain industries. - Lack of special financial incentives. - 13 - co 2 1 a 0 \ 2 mTp~cobbcorbNTroococoNvcovmomov~avNbbco~ IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII NcommNcoN7aco~7acomcocoomcor7TrNcommaTrcoco~ mmTpmmmmNmmmmmmmmmcoTpmmmTr~~~~~qq~~ =t I- - M - I x Lu vcomY~co~vcoacococo%-raamTraaa~Trm~Tra3cococou I YONOOONLnOOOOOOOOONNOooNmomNoooon voov-v-orooooooTrooooorooooooooooc .q NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNn N aaa~aaaaamaaamaaaaaamaaamaammaa~ 0 000 oa, I 1 i 8 0 vF- 0 4J c,- *c,@ m4 2a g 4J C 0 a *n $0 2% :2 p, *al Sh &?i #[; - q3-t %53a$i ~-+FYO?%Eg,2rno$!oa CrX.sp da3 8 rn3pL$g ihj5 c-4 m -mrl Tr.rl~~"~.dj""8~:2~~ds, k7--rlO&O cn*o krl 4JW ' w4 2ddmg2tg$* 4- 2 $ ad 0 aY -e 0 k3hgpkkp& .ffiI+ 8$ G4J 0 kii co aN; 8-2 k hg 3mb- -c84{.5 mow,&$ -om v-mduud -4 x'; x-& ad k2 68.v 80,,,3,wB:?s N7rn &I+- *686dp8&p&hg 4aam Om m&W.7ma37Nab- ?-7=oco*ln 07 .OcoTrrnb EB : g/ # ~b0000mmmva~00mTpTr0~0ommoNoTrmv%-~o In 2mda,!+c arl W-rC-rl aua-rl - rdk53-d -rl c m I mmoTr7 .TrmaFarnbrN?7OmNNr* -7 .m?coNNm ~mrvb~mmNNmNbbNNNN~~Na~~N~vmNNNa dk &$ 3 !G Grl i 2 1 1 Bi; !x 8 i 0 -4J4J 5z 0 jqi / 0 ornrn *rn auu $6 2 21 :-!.?I j-4% k k-4 #isi .:z:!!g gd 0 0 -g m a344,M,, I , 8 *-To *m -7 *YO ?o~To~mo~,- eF7 2 nPmmmUmamm&mm cn :w2gf~E&7&a a,c a,?&G a k3 c, .rl -4 xmwP 3 > $4 3 $$$$$g mxm r7mba7oo?O*m i[ * x 3 k sa,