ANNUALBREAKFAST ANNUALBREAKFAST ANNUALBREAKFAST
WHEREISSOLANOHEADING? WHEREISSOLANOHEADING? WHEREISSOLANOHEADING?
TUESDAY, MARCH 21ST
Hilton Garden Inn, 2200 Gateway Court, Fairfield, CA
8am – 8:30am: Registration & Networking
8:30am – 10am: Plated Breakfast & Program
PANELISTS:
Presented By:
Chris Rico President & CEO Solano EDC
Robert Hess Vice Chairman, Global Strategy, Newmark
Dr. Robert Eyler President, Economic Forensics and Analytics, Inc.
Gabriel DionP Manager Director newmark
Chris Rico President & CEO of Solano EDC
BeforeassumingtheroleofPresident/CEOoftheSolanoEDC,ChrisfoundedLevelUP,asocial enterprisewithauniquevisiontoprovidestudios,networks,andcreativeagencieswithafully formed,diversetalentpipelinewithcandidateswhohavebothcreativeandemotional competency ChrishasabreadthanddiversityofexperienceacrossEconomicDevelopment, Entertainment,Education,Politics,andPhilanthropy
PriortofoundingLevelUP,ChrisledtheCenterforInnovationattheLosAngelesCounty EconomicDevelopmentCorporation(LAEDC),aprivatenonprofitwhosemissionistheadvance opportunityandprosperityforallAngelenos.ChrisbuiltInnovateLA,amulti-week,countywide innovationfestivalwithover150eventsonthecalendar InnovateLAwhichtellsthestoryofLos Angeles,aplacewhereyoucancometoinnovateanything.InnovateLAwasrecognizedasthe GrandPrizeWinnerforaneconomicdevelopmentprogrambyCALED,(CaliforniaAssociationfor LocalEconomicDevelopment-thestate’sleadingprofessionaldevelopmentorganizationfor thoseworkingtoincreasewidelysharedeconomicprosperity.)
WhileattheLAEDC,ChrisalsocreatedandledtheLAEDC’sindustryclusterdevelopmentefforts inDigitalMediaandEntertainment(DME)whereheworkedwithbothindustryandacademic institutionstobuildcareerpathwaysthatbestrepresentthediverseLosAngelespopulation
PriortohistenureatLAEDCChrisranadigitalmediamarketingcampaignforActivateED-a collaborationofTheBroadCenter,EducationPioneers,andtheStrategicDataProjectat Harvard threetopeducationorganizationsthatallhavemissionstotransformeducation outsidetheclassroombyidentifying,training,andsupportingtopleaders,managers,and analysts.
ActivateEDrecruitedtoptalentandprovidedthemwiththesupport,toolsandtrainingthey needtohaveatransformativeimpactonschoolsandstudents.Aspartofthatcampaign,Chris createdandreleasedaseriesofEducation'sRockStarVideos.
Previously,Chrisworkedinmultipleexecutiverolesinfilmandtelevisiondevelopmentand productioninHollywood Hispassionforprogressivevaluesandsocialchangepromptedhimto takethoseskillsintothepoliticalarenawhereheworkedwithAriannaHuffingtonasastate organizer,Moveon.orgasaleadorganizer,andcampaigndirectorforalocalballotinitiativeto promotewaterconservationandsustainabilityinSanFrancisco Withadesiretobetter understandpovertyandeducationinAmericaonthefrontlines,Chrisbecamealicensed specialneedseducatorandworkedwithlowincomestudentsatbothJohnnyCochranMiddle SchoolinSouthLAandanopportunityyouthfocusedcharterschoolintheBayArea
Presented By:
Robert Hess Vice Chairman, Global Strategy of Newmark
RobertHessisaPracticeLeaderandSeniorPrincipalfor Newmark’sGlobalConsultingandStrategySolutions Group,responsibleforstrategydevelopment,business development,marketoutreachandclientservice.Hessis apreeminent,sought-afterserviceproviderand respectedleaderincorporatelocationstrategy,site selectionandincentivenegotiations.Hehasconducted approximately300assignmentsglobally,acrossavariety ofindustriesandassettypes,includingmega-facility projectsinAsia,EuropeandMexico.
Hesshasledover30majoreconomicdevelopment strategydevelopmentinitiatives,includingstates,regions, utilitiesandprivatesectordevelopers.Hehasledthe strategicplacementandboardroomlevelbusinesscase supportofover100MSFofoperations(allassettypes) acrosstheU.S.andmanyglobalmarketsandhelped secureover$3.0Binbottomlinecostreductionand financialincentivestosupporttheseefforts.
Presented By:
Dr. Robert Eyler President of Economic Forensics and Analytics, Inc.
Dr.RobertEyler,founderandpresidentofEFA,isinterimAssociateVice PresidentofGovernmentRelationsandProfessorofEconomicsat SonomaStateUniversity,wherehehasbeenteachingsince1995.He earnedaPh.D.fromtheUniversityofCalifornia,Davisin1998.Heearned aB.A.inEconomicsatCSU,Chicoin1992.Dr.Eyleralsoservesonthe boardofdirectorsofRedwoodCreditUnion,a$9billionnonprofit financialcooperative.Roberthasbeenavisitingscholaratboththe UniversityofBolognaandStanfordUniversity.Hisfamilyhavebeen sheepandcattleranchersinMarinandSonomacountiessince1910.
Dr.Eyleristheauthoroftwobooksandseveralacademicarticles concerningeconomicsanctions,theeconomicsofthewineindustry, andmonetaryeconomics.Heisoftencalledupbythemediaforhis expertinputintotheeconomicclimate,actedasanexpertwitnessin interstatetradelitigation,andasaforensiceconomist.Dr.Eylerhasalso actedastheCEOofMarinEconomicForumfrom2009to2015.Healso provideseconomicimpactanalysesforbothprivatefirmsandpublic entitiestohelpguidepublicpolicyatthelocalandstatelevelandhas beenavisitingscholaratboththeUniversityofBolognaandStanford University.Heismarriedandhasonedaughter,Luciana,andisanative ofSonomaCounty,California.Hisfamilyhavebeensheepandcattle ranchersinMarinandSonomacountiessince1910.
Presented By:
Gabriel Dion Manager Director Newmark
GabrielDionisaManagingDirectorinNewmark’sGlobalCorporate ServicesandConsultingpracticewithabackgroundineconomic developmentincludingforeigndirectinvestment,consultingandproject management.
Inhiseconomicdevelopmentcareer,hehasledmultiplegreenfieldand reinvestmentprojects,representingmorethan$500millionincapital investmentandoverathousandjobsinindustriessuchasVideoGaming, SoftwareDevelopment,FoodProcessing,AdvancedManufacturingandLife Sciences.Healsohelpedlaunchtheleadgenerationactivitiesforamajor economicdevelopmentorganizationinCanada.In2014,hereceiveda YoungProfessionalScholarshipfromtheInternationalEconomic DevelopmentCouncil(IEDC).
Apartfromhisexperienceineconomicdevelopment,Mr Dionworkedfora private-publicresearchcenteronsmartcitieswhereheoversawbusiness development,strategyandprojectmanagementofinitiativesinvolving academicresearchers,SMEsandstartups,andgovernmentservices.
PriortojoiningNewmark,Mr.DionwasaProjectAnalystforaninnovation consultingagencyinSanFranciscowherehehelpedclientsinmobility, insuranceandretaildevelopnewwaystoconnectwiththeircustomers andintegratenewtechnologiesfromstartupsandresearchersintotheir process.
Presented By:
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD
Solano EDC: Moving Solano Forward (MSF) III
GlobalReach:LocalExperts,GlobalConnections
Entrepreneurial spirit and future-facing vision.
One of the world’s leading commercial real estate platforms.
Delivery of Services:
Global delivery in over 100 countries with best in market commitment
92 years in business
100+ countries
$3.0B+ annualized revenue
~140 offices worldwide
500M square feet managed worldwide
Complete is tailored to every type of client: suite of services
– Brokerage & Transaction Management
– Lease Administration & Audit Services
– Global Strategy & Consulting
– Workplace Strategy & Human Experience
–––
Technology & Innovation Program & Project Management
Facilities Management
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD (MSF) III
Newmark is a full-service firm with both consulting and delivery capabilities at every stage of the real estate lifecycle.
NewmarkGlobal Strategy will be the lead service for this engagement and can support downstream execution of the project as needed.
IntegratedServiceDelivery SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD (MSF) III
GlobalStrategy
What We Do: We are management consultants who help companies determine what facilities they need, where they are needed, and how those facilities operating conditions should be organized geographically, functionally, and socially while optimizing costs to the business.
Supply Chain Optimization
Location Strategy & Site Selection
Strategic Portfolio Assessment
CostReduction Strategy
Asset Optimization & Capital Planning
M&A Due Diligenceand
Integration
• Program Research and Feasibility
• Negotiation and Optimization Strategy
• Compliance Management
• Portfolio-Wide Incentives Evaluation
Supply ChainStrategy & Analytics
Logistics &Network
Optimization
Operations Strategy & Outsourcing,Spend & Warehouse Design
Vendor Management
Economic Incentives Advisory
500+ MULTIPLE INDUSTRIES
Workplace Strategy and Human Experience
Workplace Scenario
Planning and Venue
Space Utilization and Efficiency Benchmarking
Facility MasterPlanning
Workflow andBusiness
ProcessImprovement
ChangeManagement
CorporateLocationStrategy & SiteSelection
Relocation, Expansion and Community & Site Due
Consolidation Feasibility
Diligence
Workforce andLabor
Analytics
Economic Development
Consulting
Target Industry Analysis
Strategic Planning and Workforce and Talent Development
Asset-Based Community Development Advisory
Stakeholder and
Community Engagement
Portfolio Strategy 15-20 10-30% $15B+
NEGOTIATED
CONSULTANT EXPERIENCE INCENTIVES
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD (MSF) III
CLIENTS ACROSS MULTIPLE INDUSTRIES AVG YEARS OF CONSULTANT EXPERIENCE OPERATING COST SAVINGS ACROSS ALL ENGAGEMENTS IN ECONOMICINCENTIVES NEGOTIATED
NewmarkProjectTeam
RobertHess
CarlosSanchez BrianPeterson
KimMoore
AgnesCikowska-Teczar
EmmaNippe
BhargavaKotapalli
GabrielDion
EricaEstrada
JamariBrown
DanielOney
Associate SeniorConsultant
Vice Chairman Project Principal Managing Director Business Analyst
ExecutiveManagingDirector ProjectLead SeniorGISAnalyst
Consulting Analyst Project Manager GISAnalyst GeospatialExpert
Managing Director Business Analyst SeniorConsultingAnalyst BusinessAnalyst Managing Director Labor Economist
Director IncentivesandFundingExpert GeospatialExpert
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD
(MSF) III
Newmark'sPremierPartners
Audrey Taylor, Chabin Concepts
Experience:
• 42 years in marketing, economic, and community development.
• 32 years with Chabin.
• 10 years with economic development corporations managing business attraction, retention, incubators, and revolving loan fund programs.
Education: B.S., Business Administration (Marketing), CSU, Chico; 1983; Economic Development Finance Professional 1986; Economic Development Training Certificates, IDRC and CoreNet.
Robert Eyler, Ph.D., Economic Forensics and Analytics
Experience:
• 20 years in consultancy activities, including the following clients: County of Marin and Marin Economic Forum; Lake County Economic Development Corporation and County of Lake; County of Solano and Solano Economic Development Corporation; City of Napa; City of Santa Rosa; Mendocino County Farm Bureau.
Education: Ph.D., Economics, University of California at Davis, 1998; M.A., Economics, University of California at Davis, 1994; B.A., Economics, California State University, Chico, 1992, Magna Cum
Laude Minor: Business Administration.
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD (MSF) III
ExecutiveSummary|DetailedRecommendations
Top20PrioritiesforImplementation(1of5)
Workforce Development – Create a county-wide Young Professionals' organization and ensure leaders understand the importance of succession planning for the community/region
Workforce Development – Develop and deepen relationships between the EDC and the 4 years universities -with a focus on UC Davis -within a 60-minute drive time
Retention and Expansion – Build Cluster Network (per target industry)
CALIFORNIA: MOVING SOLANO FORWARD (MSF) III Responsible Party Priority Success Measures Cost Difficulty Top 20 Priorities
SOLANO EDC
High 6 –12 months $ Moderate
High 1 –2 years $ Moderate Retention and Expansion – Regional broker education High 1 –2 years $ Easy
High 6 –12 months $ Moderate
Responsible Party
Supporting Entities
Success Measures
Solano EDC
Top 20 Priorities
Workforce Board, College/ University, K-12, Residents, Students, SBDC, Chambers, Local EDOs, Daily Desk and other coworking spaces
Solano EDC Local EDOs, K-12
Programs, Contacts, Participants, Visits, Educational Attainment, Population of 18-40 Year Old Growth
Meetings with Universities, collaboration projects with Solano County businesses, increase in Solano residents' educational level
Solano EDC Local EDOs, County, City
Tours, Attendees, Contacts, Marketing Materials, Meetings, Prospects, Projects,Capital Investment, Job Creation
Solano EDC Local EDOs, Local Businesses
Network Organized, Meetings Held, Trends, Data, Prospects, Visits, Meetings, Capital Investment, Job Creation
34
ExecutiveSummary|DetailedRecommendations
Top20PrioritiesforImplementation(2of5)
Retention and Expansion – Continue to coordinate with local EDOs and regional partners on business retention efforts
Recruitment Readiness – Strengthen and maintain close relations with key recruitment allies locally, regionally and statewide
Recruitment Readiness – Develop strong formalized connections between recruitment and existing business retention using existing company suppliers, vendors, connections and relationships to generate leads for recruitment
MOVING SOLANO
(MSF) III Functions and Tactics Priority Timetable to Commence Cost Difficulty Top 20 Priorities
SOLANO EDC CALIFORNIA:
FORWARD
High 6 –12 months $ Easy
High 6 –12 months $ Moderate
High 1 –2 years $ Moderate
Solano EDC Local EDOs, City, County
Number of Retention Visits, Number of Expansion Inquiries, EDO Partnerships, Capital Investments, Job Creation
Solano EDC Local EDOs, County, City, Chambers, Local Businesses
Meetings, Recruitment Events Planned with Partners, RFPs, Prospects, Projects, Regional Marketing Efforts, Inclusion in Announcements and Marketing, Capital Investment, Job Creation
Solano EDC Local EDOs, Local Businesses
Companies Contacted, Visits, Referrals, Calls, Prospects, Visits, Projects, Capital Investment, Job Creation
Responsible Party Supporting Entities Success Measures Top 20 Priorities
ExecutiveSummary|DetailedRecommendations
Top20PrioritiesforImplementation(3of5)
Recruitment Readiness – Be an advocate for the creation of local economic incentives for target industries, process improvement around development fees and approval times for impactful projects, and infrastructure readiness and reliability
Recruitment Readiness – Develop relationships with VCs from the Bay Area with portfolio companies in Solano's Target Industries
Marketing – Develop a compelling "Why Solano" presentation and business case.
Priority Timetable to Commence Cost Difficulty Top 20 Priorities
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD (MSF) III Functions and Tactics
High 6 –12 months $ Moderate
High 6 –12 months $ Challenging
High 6 –12 months $ Easy
Responsible Party
Supporting Entities
Success Measures
Top 20 Priorities
Solano EDC Locals EDOs, Chambers
New incentives programs created or officialized, Capital Investment, Job Creation
Solano EDC Local EDOs, Local Brokers Meetings, Leads for Projects
Solano EDC City, County, Colleges/ Universities, Local EDOs, Local Businesses
New Marketing Materials, New Website, New Videos / Content, Referrals to Economic Development Staff, Page Views, Social Media Likes and Shares, Contacts, Prospects, Meetings, Visits, Brand Strength, Projects, New Businesses, Capital Investment, Job Creation
ExecutiveSummary|DetailedRecommendations
Top20PrioritiesforImplementation(4of5)
Marketing – Continue to communicate a unified message on economic development across the County
Marketing – Coordinate a congratulatory letter writing campaign for new, expanding and awardwinning businesses
Marketing – Community Ambassadors to communicate a positive message about the County
Organizational –Add 1-2 dedicated economic development staff with defined roles and responsibilities. One of these should be an expert focused on writing grants for infrastructure improvements
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD (MSF) III
Priority Timetable to Commence Cost Difficulty Top 20 Priorities
Functions and Tactics
High 6 –12 months $$ Challenging
High 6 –12 months $ Easy
High 6 –12 months $ Moderate
High 6 –12 months $$$ Moderate
Responsible Party
Supporting Entities
Success Measures
Top 20 Priorities
Solano EDC
Local EDOs, County, City, Tourism Board, Local Chamber, Colleges, Universities
Brand, Marketing Messaging, Marketing Materials, Budget, Programs, Contacts, Visits, Prospects, Projects, Capital Investment, Job Creation
Solano EDC Local EDOs, Local Chambers, SBDC Programs, Contacts
Solano EDC Local businesses, Colleges/ Universities, Cities, County, Residents, K-12
Ambassadors, Contacts, Prospects, Events, Meetings, Visits
Solano EDC
None
Staff Hired, Staff Trained, Prospects, Projects, Capital Investment, Job Creation
ExecutiveSummary|DetailedRecommendations
Top20PrioritiesforImplementation(5of5)
Organizational – Monthly Regional Partners meetings for networking, team building and information sharing. Once a quarter regional hosting event to learn about regional assets.
Organizational – Clearly Defined Roles and Responsibilities for Solano EDC and the Local EDOs
Infrastructure and Site Readiness – Advocate for and proactively find solutions to current and future infrastructure challenges in the region
Placemaking – Improve outsiders' perception of quality of life, targeting first the Bay Area residents and companies
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD (MSF) III
Priority Timetable to Commence Cost Difficulty Top 20 Priorities
Functions and Tactics
High 6 –12 months $ Moderate
High 6 –12 months $ Easy
High 1 –2 years $$ Challenging
High 1 –2 years $$$ Challenging Placemaking –Address crime
High 0 –6 months $$$ Challenging
in Vallejo
Responsible Party Supporting Entities Success Measures Top 20 Priorities Solano EDC, Regional Partners City, County Meetings, Events, New Messaging, Prospects Solano EDC, Local EDOs None Defined Roles, New Messaging, Companies Assisted and Supported Solano EDC All Grants applications for infrastructure, Investment made County, Cities Tourism Leaders, Solano EDC In-migration and additional visitor traffic from neighboring counties/regions City of Vallejo All in and outside of Vallejo Reduced crime rates, number of new police officers, number of policing programs, intervention programs
SOLANO EDC CALIFORNIA: MOVING SOLANO FORWARD
Solano EDC: Moving Solano Forward (MSF) III
