Agenda — Antioch City Council, September 13, 2022 (part 2 of 2)

ATTACHMENT B
B1
· Rivertown Business Center
·
The Lofts at 2nd Street
· First Five of California
Upcoming projects include:
· Diggers Diner
· 4 Legs Tap Room
· Azul Tequila Bar
The proposed cannabis retail business at 300 G Street complements these other projects, and they would work together to bring residents, businesses, and shoppers to downtown Antioch, and the jobs and tax revenue that follow.

Hours of Operation
We anticipate store operating hours will be seven days a week from 9:00am to 8:00pm, unless additional hours of operation are approved by the City and applicable regulations.

Number of Employees
300 G takes pride in their thorough recruiting and training strategy that will help them retain a full-time team of up to 25 individuals, including management and security personnel. 300 G’s founding team has long-standing roots in the Antioch area and will make it a priority to source employees from the local community, emphasizing social equity and marginalized groups.

Nature of the Products Produced, Stored, Sold or Handled As required by state law and the regulations applicable to a cannabis retail store, 300 G will receive all cannabis products from state-licensed cannabis distributors in final form and ready for retail sale. This includes being fully packaged and tested by a state-licensed lab. 300 G is committed to offering products that meet medicinal and wellness needs of patients and customers. That means offering a wide range of hard-to-find products with high ratios of CBD to THC, as well as products containing other emerging cannabinoids such as THCv, CBN and CBG. Customers looking to benefit from cannabis without a psychoactive effect will be able to find products in topical or ingestible forms. 300 G will also carry a broad range of products from emerging entrepreneurs of diverse backgrounds.
300 G expects to sell the full range of adult-use and medicinal cannabis products available in today’s market, including traditional cannabis flower, prerolls, edibles, vaporizer pens and 300 G Retail Inc.

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B2
cartridges, dabable products like live resin, shatter, and wax, as well as tinctures, topicals, and medical pill and tablet products. 300 G anticipates that approximately 50% of sales will be of traditional cannabis flower, 25% will be extracted products such as vaporizer cartridges, 20% will be edible products, and 10% will be topicals and capsule-type products.

How Other Guidelines Are Met
Security. The details of 300 G’s comprehensive security plan are included in a separate attachment to this application. They include a detailed plan prepared by Michael Yoell, retired command officer with the Oakland Police Department, who has successfully overseen security planning at numerous cannabis retail operations around the state.

Inspections. During regular business hours, 300 G will be accessible upon request for random and/or unannounced inspections by City employees or representatives.

Odor Control. The details of 300 G’s comprehensive odor control plan are included as a separate attachment to this application.

No Manufacturing, Delivery, or Cultivation. 300 G will not conduct any manufacturing or cultivation onsite. 300 G will not conduct any delivery options from this site, but may complement its retail store with a licensed delivery hub in another location.

Limited Entry. 300 G will use a lobby and waiting area to screen customers prior to entry to the retail floor. 300 G will only allow access to authorized individuals meeting the minimum age requirements and presenting a valid identification, and will utilize an electronic device to validate valid identification cards and driver’s licenses.

No Onsite Consumption. 300 G will not permit onsite consumption of cannabis by customers or staff.

Product Storage. 300 G will store all cannabis products not used for display purposes or immediate sale in its secure vault room, identified on its site plan. The full security measures in place are more thoroughly discussed in its security plan.

Cannabis Accessories. 300 G will only sell cannabis accessories, such as pipes and rolling papers, that are allowed by state law and regulations and approved by the Conditional Use Permit. No such accessories will be visible from the exterior of the store.

Site Management. 300 G will discourage and promptly correct any problematic conditions in and around its premises. This includes requesting anyone engaging in nuisance activities to cease those activities, unless personal safety of the security staff would be threatened in making the request. Security staff will be trained to prevent loitering and to call the police promptly as needed. 300 G’s team will also pick up trash at least daily and coordinate immediate removal of any graffiti.
300 G Retail Inc.

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B3
Permit Display. 300 G will maintain and display a copy of its Cannabis Business Use Permit, City of Antioch Business License, Department of Cannabis Control License, Seller’s Permit, and any other required State and/or County licenses. The permits will be displayed in a conspicuous place in the lobby/waiting area so that they may be readily seen by all persons entering the facility.

Storefront Entrance & Accessibility. As shown in the site plan, the storefront entrance to 300 G will be on the corner of G Street and 3rd Street, which is a visible location that provides an unobstructed view from the public right-of-way. The store entrance is in a flat and level location, and will be ADA accessible.

No Drive-Through, Drive-Up or Walk-Up Window. All retail sales will be conducted in the interior of the store, and no window or pass-through to the exterior of the street will be used to make sales or deliveries.

Architecture, Materials, Colors, and Landscaping
The proposed project is in a preexisting building. The exterior of the building is natural red brick with a window wall with tile accents along G Street, with no area for landscaping. 300 G would maintain this existing architecture and color, which fits well into the surrounding neighborhood.

Photos of the site and building, as it exists, are included in the application package. 300 G Retail Inc.

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B4
G STREET
(N) DISPENSARY
300 G STREET
ANTIOCH, CA
110'
110'
100'
100'
ADJACENT BUILDING
(NOT IN SCOPE)
3RD STREET
PROPERTY LINE
PROPERTY LINE

PROPERTY
LINE
PROPERTY LINE
ON
STREET

PARKING
ON
STREET

PARKING
(E) LANDSCAPE
AREA
(E) LANDSCAPE
AREA
(E) STREETLIGHT
(E) LANDSCAPE
WALL
(E) LANDSCAPE
WALL
(E) ALLEY
(E) DRIVEWAY
(E) TREE(E) TREE
(N) DECORATIVE
METAL SECURITY
GATES
(N) SECURITY
BOLLARDS (TYP)
PROJECT:

SHEET:

SHEET: OF SHEETS
TITLE:

THIS PROJECT IS NOT APPROVED FOR CONSTRUCTION
UNLESS THE DRAWINGS ARE STAMPED AND WET SIGNED BY
THE ARCHITECT AND THE BUILDING AUTHORITY HAVING
JURISDICTION OVER THE PROJECT.

ARCHITECT'S APPROVAL
ISSUES:

Project Issue Date:

Project Status:

Sheet Issue Date:

Revision Number:

Revision Date:

GRAPHIA® IS A REGISTERED TRADEMARK OF
SEAN FREITAS. THESE DRAWINGS ARE
INSTRUMENTS OF SERVICE AND ARE THE
PROPERTY OF SEAN FREITAS, ARCHITECT. ALL
DESIGN INFORMATION CONTAINED IN THESE
DRAWINGS ARE FOR USE ONLY ON THIS
SPECIFIED PROJECT AND SHALL NOT BE USED
OTHERWISE WITHOUT EXPRESSED WRITTEN
PERMISSION OF SEAN FREITAS, ARCHITECT
© 1992‐2021. ALL RIGHTS RESERVED.

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NO. C23563
REN. 7/23
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S
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I AT
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A
A   R   C   H   I   T   E   C   T   U   R   E
&   E   N   G   I   N   E   E   R   I   N   G
100 GATEWAY DRIVE,  SUITE 120
G  R  A  P  H  I  A
LINCOLN, CA 95648
(916) 209‐9890
[email protected]
GRAPHIA.com
CLIENT:
2021102903
DESIGN REVIEW FOR:
300 G RETAIL INC.

A2.11
SITE PLAN
12‐02‐2021
APPLICATION SUBMITTAL
12‐02‐2021
3OO G STREET
ANTIOCH, CA 94509
SCALE
1" = 10'‐0" 1SITE PLAN
300 G RETAIL INC.
300 G STREET
ANTIOCH, CA 94509
300 G Retail Inc.

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ATTACHMENT C
C1
A
A
1 1
G
G
5 5
B
B
C
C
D
D
E
E
F
F
2 2
3 3
4 4
101' - 2 1/4"
12' - 10 3/4" 6' - 4 3/4" 30' - 0 3/4" 36' - 11 3/4" 10' - 0 7/8" 4' - 9 3/8" 12' - 11 1/2" 34' - 2 5/8" 6' - 11 1/2" 11' - 2 5/8"
65' - 4 1/4"
12' - 11 1/2" 34' - 2 5/8" 6' - 11 1/2" 11' - 2 5/8"
65' - 4 1/4"
12' - 10 3/4" 6' - 4 3/4" 30' - 0 3/4" 36' - 11 3/4" 10' - 0 7/8" 4' - 9 3/8" 101' - 2 1/4"
73 SF

ELECTRICAL
1 155 SF

STORAGE
3 1025 SF

DANCE ROOM
4 32 SF
RR
5 33 SF
RR
6 342 SF

STORAGE
7 37 SF
HALL
8 71 SF
RR
9 50 SF
RR
10 22 SF

STORAGE
11 908 SF

DANCE ROOM
12 332 SF

FRONT ROOM
13 1613 SF

DANCE ROOM
14 202 SF

FRONT ROOM
16 986 SF

STORAGE
17 97 SF
ENTRY
18 DOOR TO BE
REMOVED (TYP)
DOOR TO BE
REMOVED (TYP)
DOOR TO BE
REMOVED (TYP)
WINDOW TO BE
REMOVED (TYP)
EXTERIOR WINDOW
TO BE BLOCKED OR
REMOVED (TYP)
EXTERIOR DOOR
TO BE REMOVED (TYP)
EXTERIOR WINDOW
TO BE BLOCKED OR
REMOVED (TYP)
WALL TO BE
REMOVED (TYP)
WALL TO BE
REMOVED (TYP)
WALL TO BE
REMOVED (TYP)
WALL TO BE
REMOVED (TYP)
WINDOW TO BE
REMOVED (TYP)
WINDOW TO BE
REMOVED (TYP)
WALL TO
REMAIN (TYP)
WALL TO
REMAIN (TYP)
WALL TO
REMAIN (TYP)
WALL TO
REMAIN (TYP)
WALL TO
REMAIN (TYP)
WALL TO
REMAIN (TYP)
WALL TO
REMAIN (TYP)
EXTERIOR DOOR
(REVERSE SWING)
PROJECT:

SHEET:

SHEET: OF SHEETS
TITLE:

THIS PROJECT IS NOT APPROVED FOR CONSTRUCTION
UNLESS THE DRAWINGS ARE STAMPED AND WET SIGNED BY
THE ARCHITECT AND THE BUILDING AUTHORITY HAVING
JURISDICTION OVER THE PROJECT.

ARCHITECT'S APPROVAL
ISSUES:

Project Issue Date:

Project Status:

Sheet Issue Date:

Revision Number:

Revision Date:

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A3.01
FLOOR PLAN (EXISTING & DEMOLITION)
12‐02‐2021
APPLICATION SUBMITTAL
12‐02‐2021
3OO G STREET
ANTIOCH, CA 94509
SCALE
1/4" = 1'‐0" 1FLOOR PLAN (EXISTING & DEMOLITION)
300 G RETAIL INC.
300 G STREET
ANTIOCH, CA 94509
300 G Retail Inc.

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C2
A
A
1 1
G
G
5 5
B
B
C
C
D
D
E
E
F
F
2 2
3 3
4 4
101' - 2 1/4"
12' - 10 3/4" 6' - 4 3/4" 30' - 0 3/4" 36' - 11 3/4" 10' - 0 7/8" 4' - 9 3/8" 12' - 11 1/2" 34' - 2 5/8" 6' - 11 1/2" 11' - 2 5/8"
65' - 4 1/4"
12' - 11 1/2" 34' - 2 5/8" 6' - 11 1/2" 11' - 2 5/8"
65' - 4 1/4"
12' - 10 3/4" 6' - 4 3/4" 30' - 0 3/4" 36' - 11 3/4" 10' - 0 7/8" 4' - 9 3/8" 101' - 2 1/4"
746 SF
SECURE

STORAGE/VAULT
18 685 SF
LOBBY
1 279 SF

RECEPTION &

SECURITY
2153 SF

MANAGER
OFFICE
3 336 SF
HALL 1
4 1499 SF

RETAIL-BUY
ROOM
5 285 SF

BREAK ROOM
6108 SF
WOMEN
7 108 SF
MEN
871 SF
JAN. CL.
9 184 SF

NON-CANNABIS

STORAGE
10 64 SF
STAFF

RESTROOM
11 379 SF
HALL 2
12 124 SF
OFFICE
13 173 SF

IN TAKE
14 103 SF

VENDOR ENTRY &

SECURE EXIT
15 73 SF
(E) ELECTRICAL
16 38 SF
ALARM
17 560 SF
ORDER

PROCESSING
19 NEW WALL (TYP)
TO BE REINFORCED W/
WIRE MESH
NEW WALL (TYP)
NEW WALL (TYP) NEW WALL (TYP)
EXISTING WALL (TYP)
EXISTING WALL (TYP)
TO BE REINFORCED W/
WIRE MESH
EXISTING MASONRY
WALL (TYP)
EXISTING WALL (TYP)
PASS THRU
WINDOW
DISPLAY SHELVING DISPLAY SHELVING

DISPLAY

SHELVING
POINT OF SALE
AREA
ATM

DISPLAY
CASE

DISPLAY
CASE (TYP)
POINT OF SALE
(EXPRESS)
CHECK‐IN
EXIT
ONLY
REF
SINK
DW

LOCKERS
MOP
VAULT DOOR
CUSTOMER AND
MAIN EMPLOYEE
ENTRY
VENDOR AND
EMPLOYEE ENTRY
AND SECURE EXIT
(REVERSE DOOR
SWING)
EXISTING WALL (TYP)
TO BE REINFORCED W/
WIRE MESH
CEILING TO BE REINFORCED W/
WIRE MESH PROJECT:

SHEET:

SHEET: OF SHEETS
TITLE:

THIS PROJECT IS NOT APPROVED FOR CONSTRUCTION
UNLESS THE DRAWINGS ARE STAMPED AND WET SIGNED BY
THE ARCHITECT AND THE BUILDING AUTHORITY HAVING
JURISDICTION OVER THE PROJECT.

ARCHITECT'S APPROVAL
ISSUES:

Project Issue Date:

Project Status:

Sheet Issue Date:

Revision Number:

Revision Date:

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NO. C23563
REN. 7/23
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A3.11
FLOOR PLAN (PROPOSED)
12‐02‐2021
APPLICATION SUBMITTAL
12‐02‐2021
3OO G STREET
ANTIOCH, CA 94509
SCALE
1/4" = 1'‐0" 1FLOOR PLAN (PROPOSED)
300 G RETAIL INC.
300 G STREET
ANTIOCH, CA 94509
300 G Retail Inc.

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C3
A
A
1 1
G
G
5 5
B
B
C
C
D
D
E
E
F
F
2 2
3 3
4 4746 SF
SECURE

STORAGE/VAULT
18 685 SF
LOBBY
1 279 SF

RECEPTION &

SECURITY
2153 SF

MANAGER
OFFICE
3 336 SF
HALL 1
4 1499 SF

RETAIL-BUY
ROOM
5 285 SF

BREAK ROOM
6108 SF
WOMEN
7 108 SF
MEN
8 71 SF
JAN. CL.
9 184 SF

NON-CANNABIS

STORAGE
10 64 SF
STAFF

RESTROOM
11 379 SF
HALL 2
12 124 SF
OFFICE
13 173 SF

IN TAKE
14 103 SF

VENDOR ENTRY &

SECURE EXIT
15 73 SF
(E) ELECTRICAL
16 38 SF
ALARM
17 560 SF
ORDER

PROCESSING
19 EATON LED SURFACE WRAP 7000
LUMEN, 5000K, 50W FIXTURE (TYP)
EATON LED SURFACE WRAP 7000
LUMEN, 5000K, 50W FIXTURE (TYP)
VISA LED PENDANT 1700 LUMEN,
4000K, 16W FIXTURE (TYP)
EATON LED DOWNLIGHT 600 LUMEN,
3000K, 13W FIXTURE (TYP)
EATON LED DOWNLIGHT 600 LUMEN,
3000K, 13W FIXTURE (TYP)
EXTERIOR SECURITY
LIGHTING (REF:

PHOTOMETRIC SHEET)
EXTERIOR SECURITY
LIGHTING (REF:

PHOTOMETRIC SHEET)
PROJECT:

SHEET:

SHEET: OF SHEETS
TITLE:

THIS PROJECT IS NOT APPROVED FOR CONSTRUCTION
UNLESS THE DRAWINGS ARE STAMPED AND WET SIGNED BY
THE ARCHITECT AND THE BUILDING AUTHORITY HAVING
JURISDICTION OVER THE PROJECT.

ARCHITECT'S APPROVAL
ISSUES:

Project Issue Date:

Project Status:

Sheet Issue Date:

Revision Number:

Revision Date:

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REN. 7/23
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A4.11
FLOOR PLAN (LIGHTING)
12‐02‐2021
APPLICATION SUBMITTAL
12‐02‐2021
3OO G STREET
ANTIOCH, CA 94509
SCALE
3/16" = 1'‐0" 1FLOOR PLAN (LIGHTING)
300 G RETAIL INC.
300 G STREET
ANTIOCH, CA 94509
300 G Retail Inc.

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C4
G STREET
(N) DISPENSARY
300 G STREET
ANTIOCH, CA
110'
110'
100'
100'
ADJACENT BUILDING
(NOT IN SCOPE)
3RD STREET
PROPERTY LINE
PROPERTY LINE

PROPERTY
LINE
PROPERTY LINE
ON
STREET

PARKING
ON
STREET

PARKING
(E) LANDSCAPE
AREA
(E) LANDSCAPE
AREA
(E) STREETLIGHT
(E) LANDSCAPE
WALL
(E) LANDSCAPE
WALL
(E) ALLEY
(E) DRIVEWAY
(E) TREE(E) TREE

3.8 4.7

5.0 5.5

5.6 4.1

5.2 5.4

0.3 1.0

1.6 2.1

2.5 2.6

2.4 2.2

2.0 1.9

2.7 2.9

3.2 3.4

2.8 2.5

2.0 1.8

0.2 1.0

1.6 2.1

2.5 2.6

2.5 2.2

1.9 1.9

2.6 2.9

3.1 3.4

2.8 2.5

2.1 1.8
PROJECT:

SHEET:

SHEET: OF SHEETS
TITLE:

THIS PROJECT IS NOT APPROVED FOR CONSTRUCTION
UNLESS THE DRAWINGS ARE STAMPED AND WET SIGNED BY
THE ARCHITECT AND THE BUILDING AUTHORITY HAVING
JURISDICTION OVER THE PROJECT.

ARCHITECT'S APPROVAL
ISSUES:

Project Issue Date:

Project Status:

Sheet Issue Date:

Revision Number:

Revision Date:

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E1.11
ELECTRICAL ‐ SITE PHOTOMETRICS
12‐02‐2021
APPLICATION SUBMITTAL
12‐02‐2021
3OO G STREET
ANTIOCH, CA 94509
SCALE
1" = 10'‐0" 1PHOTOMETRIC SITE PLAN
300 G RETAIL INC.
300 G STREET
ANTIOCH, CA 94509
300 G Retail Inc.

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C5
"A" FABRIC
HEIGTH

STEEL POST
THICKNESS "B" POST O.D. "C" DIA. "D" DEPTH "E" POST

EMBEDMENT
6'-0" MAX 16 GAUGE 2" 10" 30" 24"
9'-0" MAX 15 GAUGE 4" 12" 36" 30"
12'-0" MAX 12 GAUGE 6" 18" 42" 36"
SCALE:
"C"
"D"
"E"
"A"
"B"
GALVANIZED STEEL POST.

EMBED INTO WET
CONCRETE, SET AND LEVEL.

INSTALL ONE (1) 3/4" DIA

COPPER CLAD STEEL GROUND
ROD @ 100' O.C.

CONCRETE FOOTING WITH 3,000
psi (f'c) MINIMUM COMPRESSIVE

STRENGTH OVER COMPACT

SUB-GRADE
10' MIN 1'-0"
#8 AWG SOLID COPPER WIRE

MOLDED EXOTHERMIC WELD

OR APPROVED CLAMP-TYPE

FITTING OF COPPER
1SITE FENCE POST

GALVANIZED STEEL
12"6"3"0SCALE:
1 3 4" SQUARE X 11

GAUGE RAIL

WELD-ON BOX HINGE

FINISH GRADE
1" SQUARE X 14 GAUGE

PICKETS
FINISH: ALL FENCE & GATE MATERIALS SHALL BE
FACTORY POWDER COATED BLACK.
2" SQUARE X 11 GAUGE

GATE FRAME
3" SQUARE X 11 GAUGE
POST (TYP U.N.O.)
7'-0"
EQ.
3"
2"
43 4"
10"
1'-6"5'-6"
2" 8"
3'-4"
4"
1'-0" 12" DIAMETER MINIMUM
CONCRETE FOOTINGS.

CONCRETE SHALL BE 3,000 psi
(f'c) MINIMUM COMPRESSIVE

STRENGTH OVER COMPACT
SUB-GRADE.

EQ.2"
0 3" 6" 12"
2 PUBLIC SIDE
SCALE:
1 3 4" SQUARE X 11

GAUGE RAIL

FINISH GRADE
1" SQUARE X 14 GAUGE

PICKETS
3" SQUARE X 11 GAUGE
POST (TYP U.N.O.)
12" DIAMETER MINIMUM CONCRETE
FOOTINGS. CONCRETE SHALL BE 3,000 psi (f'c)

MINIMUM COMPRESSIVE STRENGTH OVER
COMPACT SUB-GRADE.
7'-0"
1'-6"5'-6"
2" 8"
3'-4"
4"
1'-0"
8'-0"
43 4"
10"
1 3 4" SQUARE X 11

GAUGE RAIL
1" SQUARE X 14 GAUGE

PICKETS
3" SQUARE X 11 GAUGE
POST (TYP U.N.O.)
FINISH: ALL FENCE & GATE MATERIALS SHALL BE
FACTORY POWDER COATED BLACK.
3SITE FENCE ORNAMENTAL TYPICAL PANEL 12"6"3"0 SITE FENCE GATE

ORNAMENTAL DOUBLE PANEL
PROJECT: 2021102903
DESIGN REVIEW FOR:
300 G STREET
ANTIOCH, CA 94509
300 G RETAIL INC.

SHEET:

TITLES:

SHEET: SHEETSOF
DATE: 2/10/2022
--

THIS PROJECT IS NOT APPROVED FOR

CONSTRUCTION UNLESS THE DRAWINGS ARE

STAMPED AND WET SIGNED BY THE ARCHITECT AND
THE BUILDING AUTHORITY HAVING JURISDICTION.

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RFP .

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ARCHITECT'S APPROVAL:

CLIENT:
300 G RETAIL INC.
300 G STREET
ANTIOCH, CA 94509
These drawings are instruments of
service and are the property of
Sean Freitas, Architect. All design
information contained in these
drawings are for use only on this
specified project and shall not be
used otherwise without the
expressed written permission by
Sean Freitas, Architect.

A R C H I T E C T U R E
& E N G I N E E R I N G
100 GATEWAY DRIVE, SUITE 120
LINCOLN, CA 95648
(916) 209-9890
[email protected]
GRAPHIA.com

G R A P H I A
A9.23

DETAILS SITE PLAN
300 G Retail Inc.

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C6
ATTACHMENT A – APPLICATION FORM

PROPERTY LOCATION
Address: Assessor’s Parcel No.:

Zoning Designation: General Plan Land Use Designation:

PROJECT DESCRIPTION - Provide a basic description of the project below.

APPLICANT
Name:

Address:

City: State: Zip:

Telephone:

Email:

PROPERTY OWNER □ Same as applicant
Name:

Address:

City: State: Zip:

Telephone:

Email:

FOR OFFICE USE ONLY
DATE RECEIVED:

FILE NO:

PLANNER:

300 G Retail Inc.

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ATTACHMENT D
D1

REQUIRED SIGNATURES
As part of this application, applicant and real party in interest, if different, agrees to defend, in demnify, hold harmless, and release the City of Antioch, its agents, officers, attorneys, and employees from an y claim, action, or proceeding brought against any of the above, the purpose of which is to attack, set aside, void, or annul the approval of this application and/or the environmental document which accompanies it. This indemnification obligation shall inc lude, but not be limited to, damages, costs, expenses, attorney’s fees, or expert witness fees that may be asserted by any person or entity, incl uding the applicant, arising out of or in connection with the approval of this application, whether or not there is concurrent passive or active negligence on the part of the City of Antioch, its agents, officers, attorneys, or employees.

I hereby certify that the statements furnished above and in the attached exhibits present the data and information required for this application to the best of my ability and that the facts, statements and information presented are true and correct to the best of my knowledge and belief.

I understand that charges for materials and staff time spent processing this application will be billed monthly and is based on an hourly rate as identified in the current fiscal year fee schedule. Application processing includes but is not limited to plan checking and processing, meetings, phone calls, research, e-mail, and staff report preparation. Further, I understand that my initial deposit is not a fee and actual charges may be in excess of the deposit. The deposit will be returned to me at the conclusion of the process after all invoices have been paid. If invoices are not paid on a monthly basis, processing will be terminated until all past due amounts have been paid. Failure to pay invoices on a monthly basis may also result in an application being deemed incomplete; postponement of hearings or meetings; and/or inability to obtain a building permit. Failure to pay invoices on a monthly invoice may also result in the placement of a lien on the subject property. I assume full responsibility for all costs incurred by the City in processing this application. Further, I understand that approval of my project is NOT guaranteed and may be denied. In the case of a denial, I understand that I am still responsible for all costs incurred by the City in processing this application. I hereby authorize employees, officials and agents of the City of Antioch to enter upon the subject property, as necessary, to inspect the premises and process this application.

Executed at:
(City/State)
Dated:

Applicant’s Name Date Property Owner’s Name* Date
X X
Applicant’s Signature Property Owner’s Signature
* Real Party in Interest may be different than a listed property owner. If property is held by a trust, the real party in interest would be one or more individuals who benefit from the trust. In such a case, the actual beneficiary or real party in interest must sign instead of property trustee.

300 G Retail Inc.

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NEIGHBORHOOD RESPONSIBILITY PLAN
Provide a detailed written plan describing all efforts that will be made to mitigate or eliminate any impacts on the immediate neighborhood
As set out below, 300 G strives to have a positive impact on its immediate neighborhood. It will do so by developing relationships with City representatives, neighboring businesses and community members, and by implementing the measures detailed below to address any negative impacts.

1. Establishing Relationships
300 G intends to inspire people and communities to discover the holistic potential of cannabis.

Our goal is to create a unique cannabis retail store that compliments Antioch's community and atmosphere. We feel cannabis has a role to play in active, happy, and engaged lives, and we want to ensure that people can make decisions about it in a safe, well-informed, and responsibly-tended environment. We understand that our success depends on our ability to meaningfully engage with the Antioch community and all of its unique and diverse stakeholders.

We maintain a list of non-emergency police department contacts for all facilities and, facilitated by our Facility Ambassador, will maintain regular communication with each law enforcement contact, advising of any changes in security policies or procedures. The company will maintain strong partnerships with local, state and federal law enforcement agencies engaging these agencies to support the security mission through:
● Proactive meetings. We will schedule regular check-ins with local law enforcement to ensure open lines of communication and known points of contact, inform on new processes, personnel, and procedures, and receive regulatory/compliance updates. ● Observation patrols. We invite law enforcement to participate in scheduled patrols of the interior and anytime patrols of the exterior facility to review/audit security processes and maintenance and management of the facility.
● Rapid response to incidents. We can furnish a copy of our incident response plan to law enforcement for review. All personnel are trained that rapid communication with law enforcement and first responders is a critical first step in the event of any incident. ● Collaborative training and exercises. We host training and exercises with security and law enforcement / first responders to foster good relationships, share best practices, and ensure familiarity with our security processes and retail facilities. 300 G Retail Inc.

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ATTACHMENT E
E1
We will ensure channels of communication with the store are readily accessible and responsive, making it easy for citizens, customers and other businesses to provide feedback and notify us of any complaints. During operating hours, a manager will always be onsite to handle any complaints and address any immediate concerns. Complaints and other questions or feedback can also be provided via email, phone and via our innovative technology platform. Store contact information will be readily available on the 300 G’s store website. When a complaint is made via phone, that message will be either transferred directly to the manager on-site or to the Facility Ambassador. V oicemails, emails, any complaints received through our software system will be responded within 24 hours.

All complaints will be reviewed and recorded by 300 G’s managers on a daily basis. Complaint records will include the time and date of the complaint, the nature of the complaint, the contact information of the individual making the complaint, and actions taken by 300 G personnel to address the complaint, including further review and investigation if necessary. If the city, a business or an individual brings a complaint that cannot be resolved immediately, 300 G management team will respond to that contact with a timeline for resolution. Certain complaints will trigger 300 G to contact local police or to work with city staff in order to address appropriately. Product complaints that concern product safety will trigger immediate action and recall procedures including notification to the distributor, notification to purchasers utilizing our technology platform and other means, and removal of the product from the sales floor.

We won’t wait until operations start to listen to the concerns of the community. If selected for the next application phase, our Facility Ambassador will also be tasked with reaching out to neighboring businesses and other stakeholders to introduce ourselves, solicit feedback, and address any concerns proactively.

2. Environmental Nuisance Mitigation and Abatement
We are dedicated to mitigating any negative impacts of our business on the surrounding community, and will anticipate and quickly respond to objectionable conditions that might occur.

We will take thoughtful steps to eliminate, minimize, and mitigate any negative impacts as a result of our operations.

As detailed below, nuisance mitigation techniques will also be incorporated into building design elements and infrastructure. We will work diligently with city staff to make a design plan that meets ours and the city’s vision.

A. General Safety
300 G Retail Inc.

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E2
The premises and surrounding area within 300-ft of the premises will be kept in a clean and safe condition. All trash and debris on the premises will be removed and properly disposed of at the end of each business day. All sidewalks and the alley behind the building will be kept clear and clean. Any graffiti placed upon the premises will be removed within forty-eight (48) hours of its occurrence.

B. Light
Adequate exterior lighting will provide visibility around the facility, which will help ensure the safety of our vendors, employees, and customers. During off-hours, motion detector lighting will help to deter burglary or robbery and enable security cameras to capture any illicit activity occurring on the property. To prevent any negative impacts associated with additional lighting, all outdoor lighting will be shielded and downward facing to minimize disturbance to surrounding businesses.

C. Noise
The design of the facility will minimize any additional noise created by its operations by taking noise into consideration as a part of the building design process, including avoiding noisy generators and selecting quiet filtration systems used for odor mitigation. 300 G will also address noise concerns by anticipating and mitigating the greatest potential sources of noise––loitering and pedestrian traffic, which are discussed in more detail below.

D. Odor and Air Quality
Our team realizes air quality control is integral to the health and well-being of the retail space, its occupants, and the surrounding community as a whole. We understand the sale of cannabis can impact air quality, produce odorous emissions, and cause potential off-site nuisance impacts due to odor. That is why we will have a robust odor control plan to ensure that our facilities operate at the highest level of best practices and meet Antioch’s requirements that odors are not detectable outside the facility. Should concerns ever arise with odor rising to the level of a public nuisance, our team will work diligently with the community and city staff to promptly address the issue.

Our air quality concerns are not solely for the comfort of neighboring individuals; we are committed to the health and well-being of employees and customers inside the facility as well.

Maintaining a stable, controlled environment that is safe, clean, and respectful is our primary concern. Further details on odor management are addressed below. 300 G Retail Inc.

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E3
E. Vehicles and Parking
Our proposed store is conveniently located in the downtown area, well served by bus lines and a short walk to the Antioch-Pittsburg Amtrak station. In addition to street parking nearby, 300 G Retail’s location is within a short walk of several public parking lots including on 3rd Street, adjacent to City Hall, on I Street, and next to the Nick Rodriguez Community Center.

F. Pedestrian Traffic
300 G will bring additional foot traffic to the downtown area. It will serve those customers with a large retail area with an open floor plan including a waiting room and thus will avoid pedestrian traffic from queuing outside or otherwise congregating outside of the facility.

G. Litter
300 G staff will conduct daily sweeps to remove litter and trash from the parking lot, sidewalks and public areas surrounding the proposed site, including around adjacent businesses within 300-ft of the premise. These sweeps will be conducted by staff as a part of daily opening and closing procedures.

H. Preventing Loitering, Illegal Consumption Activity, and Other Crimes 300 G Retail Inc.

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E4
To ensure maximum levels of safety, 300 G has retained Michael Yoell, retired command officer with the Oakland Police Department, the former Managing Partner of Core Security Solutions, Inc., and the Qualified Manager of Michael Glenn Investigations, to assess security at the facility and prepare a detailed security plan. Mr. Yoell has overseen the security measures at numerous cannabis businesses and has developed comprehensive security plans for a multitude of cannabis retail locations.

Many of the safety measures outlined in the Preliminary Security Plan, including lighting, sophisticated monitoring and alarm systems, and on-site security personnel will also deter any illicit nuisance activity.
300 G also has a zero tolerance policy against illegal consumption activity and unlawful loitering in the parking lot and adjacent areas to the store. This policy will be enforced by the third-party security officer on duty. 300 G will ensure there is adequate security on-site during operating hours to discourage congregation. On-site security guards will monitor all activity within 150 feet of the store entrance. Security personnel will be trained to effectively remind any patrons and other members of the public of this policy, request they cease any nuisance activity, and to call Antioch police in a timely manner if necessary, so long as personal safety is not threatened.

Security personnel will also be trained to de-escalate any encounters that become confrontational.

As a preventative measure, 300 G’s exterior design limits loitering by not utilizing furnishings or features that create space for people to congregate. Additionally, 300 G will utilize appropriate “no loitering” signage and post informational notices about its zero tolerance policy.

I. Preventing Youth Access
300 G will take every necessary precaution to prevent youth access to cannabis. Only adults over the age of 21, or over the age of 18 with a physician's recommendation, or a primary caregiver as defined in California Health and Safety Code § 11362.7 will be allowed to enter 300 G ’s store.

Only adults over the age of 21 are authorized to work at our store.

Our strategies to prevent youth access to cannabis include:
● Strict age-verification requirements for hiring practices, store entry, and purchases; ● Responsible advertising and marketing practices that do not appeal to children and only target viewers over the age of 21;
● Requiring age verification on the landing page of our website; 300 G Retail Inc.

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E5
● Ensuring all products meet child-resistant packaging requirements; and ● Providing educational materials to our customers, including best practices for preventing youth access to cannabis goods after those goods have left the retail facility and are in the hands of the consumer.
300 G Retail Inc.

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E6
300 G Retail Inc.

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ATTACHMENT F
F1
300 G Retail Inc.

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ATTACHMENT G
G1
G2
From: pam c
To: Planning Division
Subject: STOP THIS DISPENSARY!! YOU ARE BRINGING THE WRONG ELEMENT TO DOWNTOWN!! Date: Thursday, June 2, 2022 3:20:05 PM
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking links, especially from unknown senders.

I’m not sure if intentional or slow mail but I was given almost no notice of your public hearing yesterday. I STRONGLY OBJECT TO A DISPENSARY DOWNTOWN- AND OPEN 7 DAYS A WEEK. IT IS BRINGING THE WRONG KIND OF TRAFFIC TO DOWNTOWN.

WHAT I DO NOT UNDERSTAND IS WHY THE DOWNTOWN IS NOT BUILT UP. IT IS ONE OF THE MOST BEAUTIFUL PARTS OF ANTIOCH AND COULD BE AN ASSET TO THIS CITY. BE SURE THAT AS USUAL I

WILL VOTE OUT THE INEFFECTIVE OR CORRUPT CITY COUNCIL MEMBERS BRINGING OUR CITY DOWN(THOUGH I MUST SAY IN 30 YEARS IT HAS NOT BEEN WORKING).

IN 1989 ANTIOCH HAD THE
HIGHEST PROPERTY VALUES IN THE AREA. IT HAS BEEN SO MISMANAGED WE ARE AMONG THE LOWEST. I AM NOT SURE IF IT IS GREED, FRAUD, OR IGNORANCE. DO YOU PEOPLE LIVE HERE?? I JUST DON’T GET IT.

NEXT, WHO DO I APPLY TO TO FIND OUT WHO DECIDES WHETHER WE ARE ALLOWED AN ALTERNATIVE TO PG&E FOR ELECTRICITY?
AGAIN, ANTIOCH HAS DONE A POOR JOB! ALMOST
EVERY CITY IN THE COUNTY HAS MCE AS AN ALTERNATIVE. WE, THE SECOND LARGEST CITY IN THE COUNTY HAVE NO OTHER OPTION!! PLEASE LET ME KNOW WHO TO CONTACT.

THANK YOU,

PAM COURTWAY
Sent from Mail for Windows

ATTACHMENT H
H1

8 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of September 13, 2022

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Kwame P. Reed, Economic Development Director

APPROVED BY: Cornelius Johnson, Interim City Manager
CHJ

SUBJECT: Economic Development Strategic Plan Adoption

RECOMMENDED ACTION
It is recommended that the City Council adopt a resolution approving the 2022 Economic Development Strategic Plan including the “Reinvest Antioch” Economic Development Program – Action Plan and Toolkit.

FISCAL IMPACT
The action of adopting the EDSP does not have an associated fiscal impact. The implementation of suggested programs within the EDSP will be included in future budgets.

DISCUSSION
Staff is requesting the City Council adopt the final component of the Economic Development Strategic Plan (“EDSP”) process in the attached “Reinvest Antioch” Economic Development Program – Action Plan and Tool kit (Attachment B). The creation of the EDSP included the creation of several documents ; processes that commenced, stalled, pivoted, and ultimately took on a different “shape” due to the pandemic; and numerous conversations with pertinent stakeholders that could influence Antioch’s economic development future.

Background
On December 10, 2019, the Antioch City Council authorized the City Manager to enter into an agreement with The Natelson Dale Group (“Consultant”) for Economic Development Baseline Data and Strategic Plan Services . The original scope of work included five tasks. Those tasks were:

1. Data Gathering and Analysis

2. Identifying Economic Drivers

3. Employment Center Screening and Recommendations

4. Creation of an EDSP(s) and Economic Development Tools Including Opportunity Zone Review

Antioch City Council Report
September 13, 2022 Agenda Item #8 2

5. Optional EDSP Deployment

On September 22, 2020, the Consultant presented the results of Tasks 1 -3 to City Council in the Economic Development Baseline and Strategic Plans presentation.

During this presentation the Consultant provided information summarizing the background research on Antioch’s current conditions that impact economic development; identified key industry clusters that should be targeted for future growth opportunities; reported on the input received from both the Summit meetings and individual stakeholder meetings; provided information related to the evaluation of 11 potential employment centers and the analysis that identified the top two , Somersville and Slatten Ranch; and explained how the information was going to be used to prepare a series of strategic action plans.

One of the original products of the EDSP process was the production of creative marketing videos to present to developers and site selectors. At this point, staff directed the Consultant to evaluate the impact COVID-19 was having on economic development specifically related to commercial real estate. Through discussions with individual stakeholders, the Consultant requested to hire a commercial broker with regional knowledge to provide details on th e local market. In addition to COVID -19’s impact, a new challenge presented itself as i t related to the EDSP process and desired outcome.

Staff reviewed previous Antioch EDSP’s from 1981 and 1995 and concluded that many of the desired outcomes from the current EDSP process were consistent and in large part identical to those of prior plans . This created a necessity to identify why elements from the previous EDSP’s were never fulfilled. The answer identified by the project team was the fact that no one evaluated Antioch’s market advantages/disadvantages .

The Consultant team identified elements needed to create competitive edges (advantages) for Antioch.

On June 22, 2021, the Consultant presented the Status Briefing to City Council on a refined list of target industries based on what was now known on COVID-19’s impact to the region; elements of Antioch’s unique competitive position including its advantages and challenges; and “whitepapers” on the costs of developing the top two employment centers (Attachment C). In addition to the Council presentation, staff met with individual Councilmembers and discussed the “whitepapers” in detail . After meeting with Councilmembers, the next step was to conduct similar meetings with landowners , developers, and site selectors. Once the team evaluated the elements of our discussions with Council, it was determined another pivoting in concepts needed to occur.

Current Analysis
Staff and the Consultant determined that simply identifying Antioch’s advantages and challenges were not sufficient for creating a prosperous future for economic development. Other cities within the region and mega- region could claim similar advantages. Staff directed the Consultant to create a toolkit of incentives geared towards creating a greater competitive advantage for economic development in Antioch.

The Consultant created the “Reinvest Antioch” Economic Development Program – Action Plan (“Action Plan”) and Tool kit (“Toolkit”) (Attachment B) . The Action Plan Antioch City Council Report
September 13, 2022 Agenda Item #8 3
emphasizes on the expansion of resources for investing in Antioch’s economic future.

The Action Plan has four distinct sections : Initiatives, Action Plan Program Summaries, Funding Sources/Financing Mechanisms, and Potential Target Industries.

The Action Plan introduces nine initiatives that create a connection to several elements identified by stakeholders throughout the EDSP process. The following is a summary of the initiatives:

1. Business Development (Job Creation) Pipeline
a. Local business outreach focused on identifying actionable opportunities to support new job creation through growth of existing firms b. Near-term marketing focused on business attraction in Antioch’s existing core industries (e.g., Health Care, Retail, Cannabis)
c. Interface with regional industry cluster initiatives to cultivate business attraction opportunities, consistent with Antioch’s niche in regional supply chains
d. Expanded (longer-term) marketing focused on attraction of target industry clusters not currently well represented in Antioch

2. Real Estate Development Capacity / Site Readiness
a. Flexible zoning to accommodate a range of employment-generating land uses b. Streamlined entitlement/permitting process for targeted land use and business types
c. Specific Plan preparation (including program-level CEQA processes) for high-priority employment centers
d. Strategic infrastructure investments and funding mechanisms e. Land assembly (limited application in response to specific, high-ROI opportunities)
f. Marketing of special status areas (e.g., Opportunity Zones, cannabis zones, TOD sites)

3. Workforce Opportunity Initiative
a. Commuter survey to collect strategic data on industries, occupations, remote-work status, and entrepreneurial propensities of out-commuting Antioch residents
b. Interface with regional workforce development organizations to maximize participation of Antioch residents in current training/retraining programs focused on East Bay technology sectors
c. Regional advocacy to expand availability of regional workforce development programs (and satellite facilities) within Antioch, ultimately positioning Antioch as a “center of excellence” for training within key Bay Area growth sectors d. Facilitation role to expand connection between targeted industry clusters and workforce development/education system (focusing training resources, internships, job postings, etc.)

Antioch City Council Report
September 13, 2022 Agenda Item #8 4

4. Entrepreneurial Development / Startup Assistance
a. Business incubation/acceleration program focused on packaging of startup assistance resources offered by other entities within region b. Development of brick-and-mortar incubator facility (this ultimately should be positioned as part of a “center of excellence” for a specific targeted industry cluster)
c. Venture capital fund development
d. Networking within East Bay industry cluster initiatives to cultivate “deal flow” of potential startups in Antioch
e. Initiative to facilitate startups by Antioch residents

5. Direct Project Investment / Public-Private Partnerships a. Development impact fee waivers for targeted land uses and business types b. Land/building purchase for (e.g., incubator facility) c. Partnerships with targeted businesses/tenants to retrofit existing buildings for employment-generating uses
d. Partnership with institutional entity (e.g., university) to establish research center or tech park

7. Regional Interface/Advocacy (ensure “fair share” participation/funding for Antioch)
a. Industry cluster initiatives
b. Workforce development initiatives
c. Special initiatives (e.g., Northern Waterfront Economic Development Initiative, East Bay Innovation Cluster projects)

8. Funding/Resource Expansion
a. Expand City’s capacity to pursue Federal/State funding resources on an ongoing basis (to support sustained investment in economic development incentives and other investments)
b. Leverage City’s partnership with the existing Antioch Community Foundation and investigate options for expanding the Foundation’s direct investment in Antioch economic development projects and related foundational issues (see Initiative 9 below)
c. Establish Antioch Economic Development Corporation (nonprofit organization), allowing for expanded options/flexibility for fund development and project deal structuring
Antioch City Council Report
September 13, 2022 Agenda Item #8 5
d. Allocate a portion of residential development impact fees (or community benefit payments derived from residential development agreements) to investment in economic development
e. Earmark a portion of cannabis-generated City revenue for reinvestment in economic development

9. Coordination with City (and Other) Foundational Functions a. Public safety
b. Placemaking (Downtown, waterfront, etc.)
c. K-12 education system
d.

Housing solutions (addressing full spectrum of housing/homeless issues)

The Action Plan also identifies detailed components of each initiative including roles of the City and potential partner organizations, the priority of the initiative and its duration, and ideal program models where the initiative is already in place.

A major part of the Action Plan is the Tool kit of incentives that could provide a r ange of financial and non- financial based incentives to leverage and attract developers, site selectors, and businesses. The prioritization of the incentives would be based on the following criteria:

• Market opportunities (i.e., number and types of projects requesting incentives) • Potential returns on investment (ROI) for alternative uses of City funds • Acceptable levels of risk exposure for the City
• Need to balance the potential catalytic impacts of larger projects with the opportunities to support smaller businesses and startups • Appropriate considerations of equity and inclusion
• Ability to shift program priorities based on the degree of success achieved by early investments or pilot projects

The Consultant has identified potential funding sources and financing mechanisms that could be used to incentivize private investment in commercial and industrial employment development. The following programs have been evaluated by the Consultant:

Potential Seed Funding (non-voter action required)
• Rescue Plan Act (ARPA) funds (Federal)
• Community Economic Resilience Fund (CERF) (State of California) • California Infrastructure and Economic Development Bank (IBank) • Developer fees and/or public benefits payments (to applied to residential development to funded associated needs for employment generation)

Tax Increment Financing (voter action required)
• Enhanced Infrastructure Financing Districts (EIFDs)
• Community Revitalization Investment Authorities (CRIAs) Antioch City Council Report
September 13, 2022 Agenda Item #8 6

With the adoption of the EDSP, s taff will proceed with explorative exercises that will provide additional information to City Council on the potential implementation process and impacts of the tax increment financing mechanisms.

ATTACHMENTS
A. Resolution
B. “Reinvest Antioch” Economic Development Program – Action Plan and Toolkit C. Employment Centers Development – “Whitepapers”
D. EDSP PowerPoint Presentation

RESOLUTION NO. 2022/XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH ADOPTING THE 2022 ECONOMIC DEVELOPMENT STRATEGIC PLAN AND ACTION PLAN INCLUDING THE “REINVEST ANTIOCH” ECONOMIC DEVELOPMENT PLAN –

ACTION PLAN AND TOOLKIT

WHEREAS, the Antioch City Council adopted Resolution 2019/188 that authorized the City Manager to enter into an agreement with The Natelson Dale Group (“Consultant”) for Economic Development Baseline Data and Strategic Plan Services;

WHEREAS, the Consultant was tasked with (1 ) gathering and analysis of economic data, (2) identif ication of economic drivers for the City , (3) assessment of employment center s and making recommendations, (4) creation of an E conomic Development Strategic Plan and economic development tools including a review of opportunity zones, which encourage development in distressed areas , and (5) optional economic development strategic plan deployment

WHEREAS, on September 22, 2020, the Consultant presented the results of Tasks 1-3 to City Council in the Economic Development Baseline and Strategic Plans presentation;

WHEREAS, the Consultant summarized background research on Antioch’s current conditions impacting economic development; identified key industry clusters that should be targeted for future growth opportunities; reported on input received from Summit meetings and individual stakeholder meetings; provided information related to evaluation of 11 potential employment centers and selection of Somersville and Slatten Ranch as the top two performers ; and explained how the information would be used to prepare a series of strategic action plans;

WHEREAS, on June 22, 2021, the Consultant presented the Status Briefing to City Council on a refined list of target industries , elements of Antioch’s unique competitive position including its advantages and challenges , and “whitepapers” on the costs of developing the top two employment centers;

WHEREAS, after a series of meetings with City Councilmembers , staff directed the creation of a toolkit of incentives geared towards creating a greater competitive advantage for economic development in Antioch;

WHEREAS, the “Reinvest Antioch” Economic Development Program – Action Plan and Toolkit (“Action Plan”) emphasizes the expansion of resources for investing in Antioch’s economic future along with four distinct sections: Initiatives, Action Plan Program Summaries, Funding Sources/Financing Mechanisms, and Potential Target Industries;

WHEREAS, the Action Plan introduces nine initiatives that create a connection to several elements identified by stakeholders throughout the E conomic Development Resolution No. 2022/XXX
September 13, 2022

Page 2 of 5 ends

Strategic Plan process and includes the following is a summary of the initiatives:

3. Workforce Opportunity Initiative
a. Commuter survey to collect strategic data on industries, occupations, remote-work status, and entrepreneurial propensities of out-commuting Antioch residents
b. Interface with regional workforce development organizations to maximize participation of Antioch residents in current training/retraining programs focused on East Bay technology sectors
c. Regional advocacy to expand availability of regional workforce development programs (and satellite facilities) within Antioch, ultimately positioning Antioch as a “center of excellence” for training within key Bay Area growth sectors
d. Facilitation role to expand connection between targeted industry clusters and workforce development/education system (focusing training resources, internships, job postings, etc.

Resolution No. 2022/XXX
September 13, 2022

Page 3 of 5 ends

4. Entrepreneurial Development / Startup Assistance
a. Business incubation/acceleration program focused on packaging of startup assistance resources offered by other entities within region b. Development of brick-and-mortar incubator facility (this ultimately should be positioned as part of a “center of excellence” for a specific targeted industry cluster)
c. Venture capital fund development
d. Networking within East Bay industry cluster initiatives to cultivate “deal flow” of potential startups in Antioch
e. Initiative to facilitate startups by Antioch residents

5. Direct Project Investment / Public-Private Partnerships a. Development impact fee waivers for targeted land uses and business types b. Land/building purchase for (e.g. incubator facility) c. Partnerships with targeted businesses/tenants to retrofit existing buildings for employment-generating uses
d. Partnership with institutional entity (e.g., university) to establish research center or tech park

Page 4 of 5 ends

b. Leverage City’s partnership with the existing Antioch Community Foundation and investigate options for expanding the Foundation’s direct investment in Antioch economic development projects and related foundational issues (see Initiative 9 below)
c. Establish Antioch Economic Development Corporation (nonprofit organization), allowing for expanded options/flexibility for fund development and project deal structuring
d. Allocate a portion of residential development impact fees (or community benefit payments derived from residential development agreements) to investment in economic development
e. Earmark a portion of cannabis-generated City revenue for reinvestment in economic development

9. Coordination with City (and Other) Foundational Functions a. Public safety
b. Placemaking (Downtown, waterfront, etc.)
c. K-12 education system
d.

Housing solutions (addressing full spectrum of housing/homeless issues);

WHEREAS, the Toolkit identifies a list of incentives that could provide a range of financial and non- financial based incentives to leverage and attract developers, site selectors, and businesses and provides a method of prioritizing the use of incentives based on the following criteria:

WHEREAS, the Toolkit identifies the following potential funding sources and financing mechanisms that could be used to incentivize private investment in commercial and industrial employment development:

Potential Seed Funding (non-voter action required)
• Rescue Plan Act (ARPA) funds (Federal)
• Community Economic Resilience Fund (CERF) (State of California) Resolution No. 2022/XXX
September 13, 2022

Page 5 of 5 ends

• California Infrastructure and Economic Development Bank (IBank) • Developer fees and/or public benefits payments (to applied to residential development to funded associated needs for employment generation)

Tax Increment Financing (voter action required)
• Enhanced Infrastructure Financing Districts (EIFDs)
• Community Revitalization Investment Authorities (CRIAs).

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby adopts the 2022 Economic Development Strategic Plan includ ing the “Reinvest Antioch” Economic Development Program – Action Plan and Toolkit.

* * * * * * * * * * * * *

I HEREBY CERTIFY that the foregoing resolution was passed and adopted by the City Council of the City of Antioch at a regular meeting thereof, held on the 13 th day of
September, 2022 by the following vote:

AYES:

NOES:

ABSENT:

NOES:

_____________________________________

ELIZABETH HOUSEHOLDER,

CITY CLERK OF THE CITY OF ANTIOCH

“REINVEST ANTIOCH”

ECONOMIC DEVELOPMENT PROGRAM

ACTION PLAN AND TOOL KIT
Pre
pared for:

City of Antioch
August 1, 2022
PREPARED BY:

In association with:

TRI Commercial Real Estate Services, Inc.

THE NATELSON DALE GROUP, INC.

YORBA LINDA, CA • www.natelsondale.com
O: 714.692.9596 • F: 714.692.9597

ATTACHMENT B

Contents

1. Introduction .............................................................................................................................. 1

2. Overview of Proposed Initiatives ............................................................................................ 5

3. Action Plan Program Summaries ........................................................................................... 10

4. Potential Funding Sources/Financing Mechanisms .............................................................. 19

5. Potential Target Industries .................................................................................................... 27 Appendix A – East Bay Innovation Cluster (Build Back Better Funding Application) Appendix B – Northern Waterfront Initiative (Build Back Better Funding Application) Appendix C – Description of City of Santa Monica’s Development Agreement Practices Appendix D – City of Carson EIFD Infrastructure Financing Plan Appendix E – Program Overview for Community Economic Resilience Fund (CERF) Appendix F – CALED Flyer on Financing Tools
VOLUME 2: INTERIM WORK PRODUCTS FROM STRATEGIC PLANNING PROCESS DOCUMENT 2.1 – ECONOMIC AND DEMOGRAPHIC PROFILE (02-28-2020) DOCUMENT 2.2 – EXECUTIVE SUMMARY OF INDUSTRY CLUSTER REPORT (04-22-2020) DOCUMENT 2.3 – DRAFT CITYWIDE FRAMEWORK FOR ANTIOCH EDSP DOCUMENT 2.4 – BRIEFING TO CITY COUNCIL, PRIORITIZING EMPLOYMENT CENTERS (09-22-2020) DOCUMENT 2.5 – STRATEGY REVIEW WITH PANDEMIC (MEMORANDUM DATED 03-16-2021) DOCUMENT 2.6 – OPPORTUNITY BRIEF FOR LONE TREE / SLATTEN RANCH EMPLOYMENT CENTER DOCUMENT 2.7 – OPPORTUNITY BRIEF FOR SOMERSVILLE EMPLOYMENT CENTER

“Reinvest Antioch” Action Plan and Tool Kit
The Natelson Dale Group, Inc.
1 1. Introduction

This document outlines a “tool kit” of economic incentives, policies and other resources that the City of Antioch can potentially apply to achieve its primary economic development objectives of:
• Creating good-paying jobs
• Attracting real estate and business investment
• Increasing City fiscal revenue
• Encouraging a land use mix that supports an economically vibrant, high-amenity community • Prioritizing economic development investments that promote social equity and enhance economic opportunities for historically disadvantaged persons, businesses and neighborhoods1 Recognizing that the ultimate effectiveness of the City’s investment in economic development “tools” will largely depend on the strength of the City’s overall economic development program, the Action Plan positions the tool kit within a larger set of strategic actions and policies. Figure 1 on the following page depicts the overall Action Plan as a pyramid with the following levels:

1. Job Creation (top of the pyramid, representing the ultimate goal of the Plan)

2. “Tool Kit” of game-changing City investments and policies (second level of the pyramid, representing strategies that directly result in job creation)

3. Foundational policies and investments (third level of the pyramid, representing policy and investment decisions that will indirectly affect the City’s long-term effectiveness at economic development)

4. Funding and organizational support (bottom level of the pyramid, reflecting the need for substantially expanded financial and organizational resources to effectively support the Action Plan initiatives over time)

Consistent with the expected focus on social equity, the overall Action Plan is designed to facilitate an economic development process and other City resource decisions that are equitable and inclusive of the full range of affected stakeholders, ensuring that all Antioch residents have meaningful opportunities to benefit from the economic investments and other community improvements that result from implementation of the Plan.

This Action Plan is the culmination of an economic development strategic planning process that began in early 2020. Given the onset of the COVOD-19 pandemic shortly after the process started, the strategic

1 As a starting point for tracking the unique needs and opportunities of disadvantaged communities, the City of Antioch has recently begin collecting information as part of its business licensing process that identifies a firm’s status as a Minority Business Enterprise (MBE), Women’s Business Enterprise (WBE), or Disabled Veteran Business Enterprise (DVBE).

“Reinvest Antioch” Action Plan and Tool Kit
The Natelson Dale Group, Inc.
2 planning effort “pivoted” to recognize a number of important socioeconomic issues and opportunities that emerged (or became more evident) during the pandemic. These issues included the following:
• A dramatic increase in “remote work” in response to stay-at-home orders, potentially paving the way for more permanent (i.e., post-pandemic) opportunities for remote workers and the communities where they live;
• An acceleration of the ongoing shift from brick-and-mortar retail to online shopping; • Exacerbation of California’s housing affordability crisis; • Changing patterns of land use demand in response to the above trends; • Heightened concerns over social equity issues, including homelessness, community safety, and the need to expand economic opportunities for historically disadvantaged groups and places; and
• Fiscal strains on municipalities (and the availability of federal relief funds to mitigate these impacts).

The evolution of the strategic planning process is documented in a series of interim work products that are provided in a separate volume (Volume 2). Together, the Action Plan and Volume 2 constitute a comprehensive Economic Development Strategic Plan (EDSP) for the City of Antioch.

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3 Figure 1. Positioning of City of Antioch’s Economic Development “Tool Kit” within Larger Action Plan

“Reinvest Antioch” Action Plan and Tool Kit
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4 Framework for Prioritizing City Investments
The Action Plan places significant emphasis on expanding resources for direct and indirect City investment in Antioch’s economic future. Once resources are secured, they can be selectively applied to a range of Action Items (including specific “tools” such as financial incentives to developers, property owners and businesses) requiring financial resources in order to have a meaningful impact.

The intent of the fund development effort is to create a “war chest” of resources that would enable the City to be responsive to a range of possible funding requests (the nature of which cannot be realistically predicted in advance). Unless required by a particular funding source (e.g., a grantmaking agency), it is recommended that the City not pre-determine budget allocations to specific Action Plan tools. Rather, the overall “war chest” should be structured to allow the City a maximum level of flexibility in providing incentive packages that can be customized to respond to the needs of targeted projects as the market emerges.

Whereas it is important for the City to maintain flexibility in applying program resources in response to emerging needs and opportunities, the Action Plan provides a framework for prioritizing and allocating City investments, based on the following types of criteria:
• Market opportunities (i.e., number and types of projects requesting incentives) • Potential returns on investment (ROI) for alternative uses of City funds • Acceptable levels of risk exposure for the City
• Need to balance the potential catalytic impacts of larger projects with the opportunities to support smaller businesses and startups
• Appropriate requirements for equity and inclusion (i.e., requiring funding recipients to meet specified objectives)
• Ability to shift program priorities based on the degree of success achieved by early investments or pilot projects

The City’s incentive programs should be structured around a competitive proposal/application process whereby applicants would need to fully demonstrate the feasibility of proposed projects as well as the expect outcomes in terms of job creation and social equity. Overall, the incentive programs should convey a strong message that Antioch:
• Invites new ideas
• Funds innovation
• Incentivizes community-enhancing development
• Prioritizes projects that directly expand opportunities for the resident workforce • Is open to a range of incentive packages and deal structures, depending on the needs of (and potential community benefits from) individual projects

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5 2. Overview of Proposed Initiatives

The recommended Action Plan is organized around nine major initiatives:

Initiative 1: Business Development (Job Creation) Pipeline Initiative 2: Real Estate Development Capacity / Site Readiness Initiative 3: Workforce Opportunity Initiative
Initiative 4: Entrepreneurial Development / Startup Assistance Initiative 5: Direct Project Investment / Public-Private Partnerships Initiative 6: Leveraging Housing Demand to Promote Economic Development Initiative 7: Regional Interface/Advocacy
Initiative 8: Funding/Resource Expansion
Initiative 9: Coordination with City (and Other) Foundational Functions

Outline of Program Components
The potential program components for each initiative are outlined below and further detailed on the tables in Chapter 3. (Programs with a recommended social equity component are noted parenthetically.)

1. Business Development (Job Creation) Pipeline
a. Local business outreach focused on identifying actionable opportunities to support new job creation through growth of existing firms (social equity focus: targeted outreach to historically disadvantaged businesses, business owners and business districts) b. Near-term marketing focused on business attraction in Antioch’s existing core industries (e.g., Health Care, Retail, Cannabis)
c. Interface with regional industry cluster initiatives to cultivate business attraction opportunities, consistent with Antioch’s niche in regional supply chains d. Expanded (longer-term) marketing focused on attraction of target industry clusters not currently well represented in Antioch (social equity focus: targeted outreach to regional firms with strong track records in promoting social equity)

2. Real Estate Development Capacity / Site Readiness
a. Flexible zoning to accommodate a range of employment-generating land uses b. Streamlined entitlement/permitting process for targeted land use and business types c. Specific Plan preparation (including program-level CEQA processes) for high-priority employment centers (social equity focus: prioritize specific plan preparation in Antioch’s most distressed business districts)
d. Strategic infrastructure investments and funding mechanisms (social equity focus:
prioritize infrastructure investments in Antioch’s most distressed business districts)

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6 e. Land assembly (limited application in response to specific, high-ROI opportunities) f. Marketing of special status areas (e.g., Opportunity Zones, cannabis zones, TOD sites, etc.)

3. Workforce Opportunity Initiative
a. Commuter survey to collect strategic data on industries, occupations, remote-work status, and entrepreneurial propensities of out-commuting Antioch residents (social equity focus: as an optional/voluntary component of the survey, allow respondents to identify their race/ethnicity/socioeconomic status for purposes of identifying unique opportunities/needs of these communities)
b. Interface with regional workforce development organizations to maximize participation of Antioch residents in current training/retraining programs focused on East Bay technology sectors (social equity focus: identify opportunities to promote training opportunities for historically disadvantaged persons and neighborhoods) c. Regional advocacy to expand availability of regional workforce development programs (and satellite facilities) within Antioch, ultimately positioning Antioch as a “center of excellence” for training within key Bay Area growth sectors (social equity focus: identify opportunities to promote training opportunities for historically disadvantaged persons and neighborhoods)
d. Facilitation role to expand connection between targeted industry clusters and workforce development/education system (focusing training resources, internships, job postings, etc.) (social equity focus: identify options to promote training, internship and employment opportunities for historically disadvantaged persons and neighborhoods)

4. Entrepreneurial Development / Startup Assistance
a. Business incubation/acceleration program focused on packaging of startup assistance resources offered by other entities within region (social equity focus: identify opportunities for partnerships with regional organizations focused on startup assistance for historically disadvantaged persons and neighborhoods) b. Development of brick-and-mortar incubator facility (this ultimately should be positioned as part of a “center of excellence” for a specific targeted industry cluster) c. Venture capital fund development (social equity focus: evaluate options and potential funding sources for venture capital assistance specific to MBE/WBE/DVBE firms) d. Networking within East Bay industry cluster initiatives to cultivate “deal flow” of potential startups in Antioch
e. Initiative to facilitate startups by Antioch residents (social equity focus: evaluate options and potential funding sources for startup assistance specific to MBE/WBE/DVBE firms)

5. Direct Project Investment / Public-Private Partnerships a. Development impact fee waivers for targeted land uses and business types b. Land/building purchase for (e.g.) incubator facility

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7 c. Partnerships with targeted businesses/tenants to retrofit existing buildings for employment-generating uses (social equity focus: prioritize partnerships that promote reinvestment in Antioch’s most distressed business districts) d. Partnership with institutional entity (e.g., university) to establish research center or tech park

6. Leveraging Housing Demand to Promote Economic Development a. Incentives to encourage development of mixed-use villages (e.g., density bonuses for residential projects opting to include commercial/industrial components) b. Development agreements to require “economic development investments” for housing proposed on land zoned for commercial/industrial development (social equity focus:
evaluate options for directing developer-generated funds to programs/investments that directly benefit Antioch’s most distressed neighborhoods)

7. Regional Interface/Advocacy (ensure “fair share” participation/funding for Antioch) a. Industry cluster initiatives
b. Workforce development initiatives
c. Special initiatives (e.g., Northern Waterfront Economic Development Initiative, East Bay Innovation Cluster projects, etc.)

8. Funding/Resource Expansion
a. Expand City’s capacity to pursue Federal/State funding resources on an ongoing basis (to support sustained investment in economic development incentives and other investments)
b. Leverage City’s partnership with the existing Antioch Community Foundation and investigate options for expanding the Foundation’s direct investment in Antioch economic development projects and related foundational issues (see Initiative 9 below) c. Establish Antioch Economic Development Corporation (nonprofit organization), allowing for expanded options/flexibility for fund development and project deal structuring d. Allocate a portion of residential development impact fees (or community benefit payments derived from residential development agreements) to investment in economic development (social equity focus: evaluate options for directing these funding resources to programs/investments that directly benefit Antioch’s most distressed neighborhoods)
e. Earmark a portion of cannabis-generated City revenue for reinvestment in economic development (social equity focus: evaluate options for directing these funding resources to programs/investments that directly benefit Antioch’s most distressed neighborhoods)

9. Coordination with City (and Other) Foundational Functions a. Public safety
b. Placemaking (Downtown, waterfront, etc.) (social equity focus: prioritize placemaking initiatives and investments in Antioch’s most distressed business districts)

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8 c. K-12 education system (social equity focus: identify options to promote educational opportunities for historically disadvantaged persons and neighborhoods) d. Housing solutions (addressing full spectrum of housing/homeless issues)

The nine initiatives, outlined in detail in the next chapter, both stand alone as distinct categories and interact with one another in various ways. Selected “high level” interactions are summarized in the matrix on the following page.

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9 Initiative Interaction Matrix

Initiatives

1. Business
Develop-
ment
Pipeline

2. Real Estate
Development
Capacity

3. Workforce
Opportunity
Initiative

4. Entrepren-
eurial
Development

5. Direct
Project
Investment
/PPP

6. Leveraging
Housing
Demand to
Promote ED

7. Regional
Interface/
Advocacy

8. Funding/
Resource
Expansion

9. Coord. with
City (and Other)
Foundational
Functions

1. Business Development (Job
Creation) Pipeline
Expands
options for
accom-
modating
businesses
Align efforts
Supports
entrepreneurs
& entr. help
expand
Options for
accomm. bus. Align efforts
Leverage
regional
resources,
image
Build
momentum
Options for
accom. bus.

2. Real Estate Development Capacity /
Site Readiness
Expands
market
options, both
ways
Expands
development
options
Expands
devel. options
Region as
market
Expands
devel. options
Expands devel.
options

3. Workforce Opportunity Initiative Complemen-
tary efforts
Coordinated
complemen-
tarity
Coordinate
efforts
Program
support
Expands options
for workers

4. Entrepreneurial Development /
Startup Assistance
Expands
opportunities
for entr.

Market
segment
Coordinate
efforts
Program
support
Placemaking
helps attract

5. Direct Project Investment / Public-
Private Partnerships`
Complemen-
tary efforts
Leverage
regional
assets
Key interface Complemen-tary
efforts

6. Leveraging Housing Demand to
Promote Economic Development
Regional
coord. issue Key interface Key interface

7. Regional Interface/Advocacy
Leverage
power of
region in
seeking $
Leverage power
of region for
programs

8. Funding/Resource Expansion Key interface

9. Coordination with City (and Other)
Foundational Functions

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10 3. Action Plan Program Summaries

The tables below outline implementation parameters for each of the nine proposed initiatives.

INITIATIVE 1: Business Development (Job Creation) Pipeline

Brief Description of Initiative

This initiative embodies the core economic
development activities of business
retention/expansion (BRE) and business
attraction. Within the context of this Action Plan,
the City’s BRE and attraction functions are
expected to include both a near-term focus on
opportunities stemming from Antioch’s existing
market strengths and a longer-term “cultivation”
of opportunities not currently present in the city.

Collectively, these immediate and longer-term
activities are intended to creative a “pipeline” of
business attraction leads, to which the City will
respond with the expanded “tool kit” of
incentives and deal-structure options (as outlined
in the other initiatives below).

Whereas the specific target industries is expected
to evolve over time in response to emerging
market opportunities, the Action Plan (Chapter 4)
provides an initial working list of candidate
industry clusters.

Potential Program Components

A. Local business outreach focused on
identifying actionable opportunities to
support new job creation through growth
of existing firms
B. Near-term marketing focused on
business attraction in Antioch’s existing
core industries (e.g., Health Care, Retail,
Cannabis)
C. Interface with regional industry cluster
initiatives to cultivate business attraction
opportunities, consistent with Antioch’s
niche in regional supply chains
D. Expanded (longer-term) marketing
focused on attraction of target industry
clusters not currently well represented in
Antioch
City’s Roles in Implementation This initiative will be a core, in-house function of the City’s Economic Development Department
Potential Partners

Antioch Chamber of Commerce, East Bay
Economic Development Alliance (“East Bay
EDA”), Contra Costa Economic Partnership (CCEP)
Priority Action Steps (Years 1-2)

Establish the framework of/for an effective BRE
program; identify best practices and key
performance indicators (KPIs), including social
equity measures
Model Programs

East Bay Innovation Cluster (EBiC) – see Appendix
A; Northern Waterfront Economic Development
Initiative – see Appendix B; Ventura County
Business Turnaround Assistance Program
(https://edcollaborative.com/wp-
content/uploads/2018/10/09-28-2018-Business-
Turn-Around-Assistance-Program.pdf)

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11 INITIATIVE 2: Real Estate Development Capacity / Site Readiness

Brief Description of
Initiative

This initiative focuses on
positioning Antioch to
attract the commercial and
industrial development
investment needed for
employment creation. The
recommended program
components include varying
degrees of City
“intervention” to address
the availability and cost
competitiveness of
commercial/industrial
development sites.

Potential Program Components

A. Flexible zoning to accommodate a range of employment- generating land uses
B. Streamlined entitlement/permitting process for targeted land use and business types
C. Specific Plan preparation (including program-level CEQA processes) for high-priority employment centers
D. Strategic infrastructure investments and funding mechanisms (potentially including formation of an Enhanced Infrastructure Financing District)
E. Land assembly (limited application in response to specific, high-ROI opportunities)
F. Marketing of special status areas (e.g., Opportunity Zones, cannabis zones, TOD sites, etc.)
G. Social equity measures to accommodate and promote
reinvestment in Antioch’s most distressed neighborhoods and business districts

City’s Roles in
Implementation

This initiative will be coordinated by the City’s Economic Development Department in collaboration with the Community Development and Public Works Departments

Potential Partners

East Bay EDA, GoBiz, Commercial Brokers

Priority Action Steps (Years
1-2)

Place emphasis on existing employment centers; create industry specific marketing materials

Model Programs

Greater Portland Inc. (GPI) Development Roadmaps (community site readiness tool kit) – see:
https://greaterportlandinc.com/assets/documents/Communities/Task- 4-development-roadmaps-final-report-20200728.pdf

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12 INITIATIVE 3: Workforce Opportunity Initiative

Brief Description of Initiative
This initiative is intended to enhance the
employment opportunities of Antioch’s resident
workforce while simultaneously leveraging
Antioch’s substantial population of out-
commuters as a selling point for business
attraction and entrepreneurial development.

Designing the Workforce Opportunity Initiative
around one or more targeted industry clusters
would help to position Antioch as a “center of
excellence” for those clusters.

Potential Program Components
A. Commuter survey to collect strategic
data on industries, occupations, remote-
work status, and entrepreneurial
propensities of out-commuting Antioch
residents
B. Interface with regional workforce
development organizations to maximize
participation of Antioch residents in
current training/retraining programs
focused on East Bay technology sectors
C. Regional advocacy to expand availability
of regional workforce development
programs (and satellite facilities) within
Antioch, ultimately positioning Antioch as
a “center of excellence” for training
within key Bay Area growth sectors
D. Facilitation role to expand connection
between targeted industry clusters and
workforce development/education
system (focusing training resources,
internships, job postings, etc.)
E. Social equity measures to prioritize
workforce development opportunities for
historically disadvantaged persons,
businesses and neighborhoods
City’s Roles in Implementation

The City will primarily serve in coordination and
advocacy roles. The core services would be
provided by non-City entities; the City would
partner with these entities to ensure that: 1)
Antioch residents and employers take full
advantage of available programs, and 2) Antioch
receives a fair share of regional resources
invested in new programs and facilities.

Potential Partners

Contra Costa Workforce Development Board, City
of Antioch's Youth/Young Adult apprenticeship
program
Priority Action Steps (Years 1-2)

Build the foundation of the program, focusing on
direct connections to the existing programs of
regional partners
Model Programs

East Bay Innovation Cluster (EBiC) – see Appendix
A

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13 INITIATIVE 4: Entrepreneurial Development / Startup Assistance

Brief Description of Initiative

This initiative recognizes the reality that Antioch
will likely need to proactively cultivate business
development opportunities in order to
meaningful expand the presence of targeted
industry clusters not currently well established in
the City. In this regard, direct City investment in a
business incubator would provide an early, highly
visible anchor for a “center of excellence”
associated with a targeted industry cluster.

City investment in an incubator facility could also
provide immediate opportunities to put into
productive use existing vacant or underutilized
commercial buildings, thereby minimizing the
potential for blight and reducing the likelihood of
properties being rezoned for other uses such as
housing.

Potential Program Components

A. Business incubation/acceleration
program focused on packaging of startup
assistance resources offered by other
entities within region
B. Development of brick-and-mortar
incubator facility (this ultimately should
be positioned as part of a “center of
excellence” for a specific targeted
industry cluster)
C. Venture capital fund development
D. Networking within East Bay industry
cluster initiatives to cultivate “deal flow”
of potential startups in Antioch
E. Initiative to facilitate startups by Antioch
residents
F. Social equity measures to prioritize
entrepreneurial development
opportunities for MBE/WBE/DVBE firms

City’s Roles in Implementation

This program would be funded through the City
but run by a third party (i.e., the City would
potentially partner with a private developer
and/or operator for the development of
incubator facilities and programs).

Potential Partners

East bay EDA, GoBiz, CALED, SBDC
Priority Action Steps (Years 1-2)

Issue RFQ to develop local business incubation
program focused on Antioch's key/target
industries

Model Programs

East Bay Innovation Cluster (EBiC) – see Appendix
A

Ventura County EDC Grow program
(https://edcollaborative.com/edc-grow/
) –
partnership with SBDC

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14 INITIATIVE 5: Direct Project Investment / Public-Private Partnerships

Brief Description of Initiative

This initiative is intended to complement and
augment the real estate capacity and site-
readiness strategies outlined under Initiative 2
above. Whereas Initiative 2 primarily focuses on
the City’s traditional roles in zoning land and
entitling development, Initiative 5 represents
more intensive roles in which the City would
provide direct financial support to key
development projects and businesses.

The City’s financial participation in development
could be structured as grants, low-interest loans,
or equity stakes, depending on the level of City
resources available and the needs of specific
targeted projects.

In some instances, there may be operational
advantages to carrying out the City’s
development investments through a third-party
development entity (such as the local Economic
Development Corporation envisioned as part of
Initiative 8).

Potential Program Components

A. Development impact fee waivers for
targeted land uses and business types
B. Land/building purchase for (e.g.)
incubator facility
C. Partnerships with targeted
businesses/tenants to retrofit existing
buildings for employment-generating
uses
D. Partnership with institutional entity (e.g.,
university) to establish research center or
tech park

City’s Roles in Implementation

The City’s Economic Development Department
will be responsible for soliciting potential “deals”
for City financial participation and recommending
selected projects for funding approval by the City
Council (reflecting investment criteria adopted by
the City). Actual development activities will be
carried out by private partners.

Potential Partners

Chamber, CCEP, East Bay EDA, and East Bay
Leadership Council (EBLC)
Priority Action Steps (Years 1-2)

Establish an EDO/C (corporation)

Develop “site readiness” incentive packages for
targeted development sites (see Greater Portland
model referenced under Initiative 2); prioritized
incentives to promote reinvestment in Antioch’s
most distressed business districts
Model Programs

San Pablo EDC and others

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15 INITIATIVE 6: Leveraging Housing Demand to Promote Economic Development

Brief Description of Initiative

Current market trends suggest that there will be
increasing pressure for the City to rezone
commercial and industrial land for residential
development. While the City recognizes the
substantial need for additional housing in the
region, the potential loss of future non-
residential development could significantly
undermine the City’s longstanding efforts to
improve its jobs/housing balance.

This initiative seeks to achieve a balance between
residential and employment land uses whereby
the enhanced land value (to a property owner)
associated with rezoning (or up-zoning) land can
be leveraged as a tool to encourage or require
concurrent investment in non-residential
development.

Potential Program Components

A. Incentives to encourage development of
mixed-use villages (e.g., density bonuses
for residential projects opting to include
commercial/industrial components)
B. Development agreements to require
“economic development investments”
for housing proposed on land zoned for
commercial/industrial development

City’s Roles in Implementation

The City’s Economic Development Department
will take the lead in crafting policies for the City
Council’s approval; implementation of the
policies and negotiation of development
agreements would be carried out by the
Economic Development and Community
Development Departments.

Potential Partners

ABAG, EBLC, CCEP
Priority Action Steps (Years 1-2)

Identify key characteristics of qualified properties
with maximum potential

Evaluate options for directing developer-
generated funds to programs/investments that
directly benefit Antioch’s most distressed
neighborhoods)

Model Programs

City of Santa Monica development agreement /
“value capture” practices (see Appendix C)

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16 INITIATIVE 7: Regional Interface/Advocacy (ensure “fair share” participation/funding for Antioch)

Brief Description of Initiative

A number of existing and planned economic
development initiatives in the East Bay region can
potentially benefit Antioch. These programs can
be viewed as networking opportunities through
which Antioch can augment its “pipeline” of
business development and investment leads.

Whereas regional initiatives offer potential
collaborative benefits, they also realistically
involve some degree of competition among the
individual jurisdictions within the region (some of
which may have inherent advantages over
Antioch by virtue of their size and location).

Antioch’s ability to effectively capture “fair
shares” of the resources and development
opportunities generated by these regional
initiatives will require active/ongoing
participation by City representatives.

Antioch’s direct participation in regional
initiatives can also help to ensure that strategic
focus of the initiatives (e.g., selection of target
industries) are aligned with Antioch’s economic
development potentials.

Potential Program Components

A. Industry cluster initiatives
B. Workforce development initiatives
C. Special initiatives (e.g., Northern
Waterfront Economic Development
Initiative, East Bay Innovation Cluster
projects, etc.)

City’s Roles in Implementation

The City will primarily serve in coordination and
advocacy roles; the Economic Development
Department will be the main point of contact
with these regional initiatives.

Potential Partners

CALED, GoBiz, EBLC, CCEP, Northern Waterfront
Economic Development Initiative

Priority Action Steps (Years 1-2)

Convene “working group meeting” of key
partners and establish priorities for mutual
action/advocacy

Model Programs

The Central Coast Economic Recovery Initiative
(https://cceri.org/)

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17 INITIATIVE 8: Funding/Resource Expansion

Brief Description of Initiative
This initiative is arguably the cornerstone of the
overall Action Plan. The most significant “tools”
for job creation in Antioch (as outlined in
Initiatives 4 and 5) will require substantial
financial investment in order to have a
meaningful impact.

Through Initiative 8, the City will systematically
pursue external funding to support sustained
investment in economic development incentives
and other investments.

Initiative8 also seeks to augment the City’s
organizational structure to include two non-profit
entities that can expand the available range of
funding sources and also provide more flexibility
in terms of the types of deal structures possible
for economic development investment.

Potential Program Components
A. Expand City’s capacity to pursue
Federal/State funding resources on an
ongoing basis (to support sustained
investment in economic development
incentives and other investments)
B. Leverage City’s partnership with the
existing Antioch Community Foundation
and investigate options for expanding the
Foundation’s direct investment in
Antioch economic development projects
and related foundational issues (see
Initiative 9 below)
C. Establish Antioch Economic Development
Corporation (nonprofit organization),
allowing for expanded options/flexibility
for fund development and project deal
structuring
D. Allocate a portion of residential
development impact fees (or community
benefit payments derived from
residential development agreements) to
investment in economic development
E. Earmark a portion of cannabis-generated
City revenue for reinvestment in
economic development
F. Evaluate options for new economic
development funds to programs and
investments that directly benefit
Antioch’s most distressed
neighborhoods)
City’s Roles in Implementation

The City’s Economic Development Department
will lead expanded efforts to pursue relevant
Federal and State Funding; the Economic
Development Department will also lead initial
investigations of the desirability and feasibility of
launching the Economic Development
Corporation (which would ultimately be a
separate, non-City entity).

Potential Partners Community Foundation, GoBiz, CALED, EBLC Priority Action Steps (Years 1-2)

Implement ED Financial Toolkit including
establishing framework for EIFDs
Model Programs

(See additional details in Chapter 4 and the
report appendices).

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18 INITIATIVE 9: Coordination with City (and Other) Foundational Functions

Brief Description of Initiative
This initiative addresses “foundational” topics
that are beyond the scope of traditional/core
economic development programming, but which
are nevertheless crucial to the City’s potential
success in attracting development and business
investment. These topics include:

• The perception that Antioch is a high-
crime community
• The need to mitigate existing or potential
blight in older areas of Antioch
• Concerns about the quality of the K-12
education system (which affect both the
workforce development pipeline and
Antioch’s attractiveness as a place to live)
• The image and practical challenges
associated with a large homeless
population
• The need to create a full spectrum of
housing choices that supports the City’s
larger economic and workforce
development objectives
Potential Program Components
The City’s Economic Development Staff will
systemically coordinate with other City
departments (and external entities) to support
resource augmentation (and effective public
messaging about progress) on the following
fronts:

A. Public safety
B. Placemaking (Downtown, waterfront,
etc.)
C. K-12 education system
D. Housing solutions (addressing full
spectrum of housing/homeless issues)

Consistent with the “center of excellence” theme
emphasized in other parts of the Action Plan, the
Economic Development Department should seek
to position these foundational programs as
national models for addressing pervasive urban
challenges.

City’s Roles in Implementation

The City’s Economic Development Department
will primarily serve in coordination and advocacy
roles; the Department’s role in expanding Federal
and State Resources could potentially be applied
to these foundational issues
Potential Partners

Housing advocates, marketing team, PIO, AUSD,
Chamber
Priority Action Steps (Years 1-2)

Convene “working group meeting” of key
partners/stakeholders and establish priorities for
foundational programs and investments
undergirding Antioch’s economic development
potentials; within this context, identify options
for prioritizing placemaking investments in
Antioch’s most distressed business districts and
promoting educational opportunities for
historically disadvantaged persons and
neighborhoods
Model Programs

The Central Coast Economic Recovery Initiative
(https://cceri.org/)

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The Natelson Dale Group, Inc.
19 4. Potential Funding Sources/Financing Mechanisms

This chapter outlines funding sources and financing mechanisms that the City of Antioch could potentially pursue in order to establish the resource levels realistically necessary to incentivize private commercial and industrial investment in targeted employment centers. In particular, the following programs have been evaluated by the consultant team:

Potential Seed Money for “Antioch Economic Development War Chest” Concept • American Rescue Plan Act (ARPA) funds (Federal)
• Community Economic Resilience Fund (CERF) (State of California) • California Infrastructure and Economic Development Bank (IBank) • Developer fees and/or public benefits payments (to applied to residential development to funded associated needs for employment generation)
Tax Increment Financing Mechanisms
• Enhanced Infrastructure Financing Districts (EIFDs)
• Community Revitalization Investment Authorities (CRIAs)

Table 1 on the next page provides an overview of the potential applicability of these programs to Antioch’s economic development efforts). The subsequent pages provide additional details for the programs deemed to be the highest priority action items for the City: IBank and EIFD’s.

“Reinvest Antioch” Action Plan and Tool Kit
The Natelson Dale Group, Inc.
20 TABLE 1. OVERVIEW OF POTENTIAL FUNDING SOURCES AND FINANCING MECHANISMS Program/Funding Source Eligible Uses Strategic Advantages to Antioch Next Steps for City

Potential funding sources to underwrite “Antioch Economic Development War Chest” concept American Rescue Plan Act (ARPA)
funds (Federal)
Existing (time-limited)
discretionary funds that can
potentially be used for a wide
variety of economic development
investments
Can potentially directly
incentivize targeted private
investment in the near-term
Seek input from community and
City Council on priority uses for
these funds; commit a portion to
“war chest”
Community Economic Resilience
Fund (CERF) (State of California)
Current regional funding
opportunity from the State of
California; planning grants of
$5million per region; statewide
implementation funding of $500
million
Opportunity to align City with
regional funding consortium
(applications are not accepted
from individual cities – the
relevant region for application
purposes is the overall Bay
Area).

Determine status of regional
application(s) for CERF funds and
identify opportunities for Antioch
to participate in funded programs
California Infrastructure and
Economic Development Bank
(IBank)
Generally applies to bondable
investments in infrastructure
supporting economic
development and sustainability;
some programs can be used to
incentivize private manufacturing
investment
City can position itself as a
“concierge” connecting local
projects and firms to prospective
funding
Allocate City staff time to further
research most relevant IBank
programs and position City to
submit funding applications as
Action Plan priorities are
established
Developer fees and/or public
benefits payments (see City of
Santa Monica example in
Appendix C)
Potential source of discretionary
funds to support economic
development
programs/incentives
Positions housing entitlements
(especially on land zoned for non-
residential use) as a “value
enhancement” benefit provided
to landowners; program concept
is to capture community benefit
payments (to be earmarked for
economic development) based
Investigate potential program
guidelines (with input from City
Council and development
community)

“Reinvest Antioch” Action Plan and Tool Kit
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21 Program/Funding Source Eligible Uses Strategic Advantages to Antioch Next Steps for City on the recognition of the nexus
between housing development
and the need for local
employment opportunities

Current (post-redevelopment) tax-increment financing tools (potentially useful in funding infrastructure improvements as a catalyst/incentive for private investment in targeted employment centers) Enhanced Infrastructure
Financing Districts (EIFDs)
Infrastructure financing; land
acquisition (financing but not
ownership); environmental
remediation; affordable housing
Limited use of eminent domain;
potential tax increment can apply
to more than property taxes; can
issue bonds without voter
authority
Need to develop tools to
encourage other taxing agencies
(especially Contra Costa County)
to participate; initiate feasibility/
planning studies to establish EIFD
(potentially use ARPA funds to
underwrite this effort)
Community Revitalization
Investment Authorities (CRIAs)
Infrastructure financing; land
acquisition (broader powers than
EIFD); environmental
remediation; affordable housing
Broader use (compared to EIFD)
of eminent domain); can issue
bonds without voter authority
N/A – EIFD is a better option for
Antioch

“Reinvest Antioch” Action Plan and Tool Kit
The Natelson Dale Group, Inc.
22 IBANK PROGRAMS
The California Infrastructure and Economic Development Bank (IBank) was created in 1994 to finance public infrastructure and private development that promote a healthy climate for jobs, contribute to a strong economy and improve the quality of life in California communities. IBank has broad authority to issue tax-exempt and taxable revenue bonds, provide financing to public agencies, provide credit enhancements, acquire or lease facilities, and leverage State and Federal funds. IBank’s current programs include the Infrastructure State Revolving Fund (ISRF) Loan Program, California Lending for Energy and Environmental Needs (CLEEN) Center, the Climate Catalyst Revolving Loan fund [currently focused on forest thinning], Small Business Finance Center, and the Bond Financing Program.

Table 2 on the next page highlights the IBank programs that are potentially most relevant to Antioch.

“Reinvest Antioch” Action Plan and Tool Kit
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23 TABLE 2. SELECTED CALIFORNIA INFRASTRUCTURE AND ECONOMIC DEVELOPMENT BANK (IBANK) PROGRAMS AND POTENTIAL LINK TO ANTIOCH INITIATIVES Initiatives
IBank program Examples of relevant program eligibility # Description All programs Apply generally 8 Funding sources
Infrastructure State Revolving
Fund
Drainage, water supply and flood control 9.b; 2.d Placemaking; real estate development strategic infrastructure
Port facilities 9.b; 7.c Placemaking; regional special
initiatives
Educational, cultural and social facilities 4.b; 5;

2.d
Develop incubator; direct project
investment; real estate development
strategic infrastructure
Power and communications facilities (energy efficiency) 4.b; 5 Develop incubator; direct project investment
Industrial Development Bonds
(tax-exempt)
Funds to support development of manufacturing and
processing facilities for private companies 1 Business development 501 (c) (3) Bonds (tax-exempt) Funding for nonprofit public benefit corporations 9.b; 4.b Placemaking; develop incubator Public Agency Revenue Bonds Projects that enhance infrastructure, or the economic, social or cultural quality of life 9.b; 2.d Placemaking; real estate development strategic infrastructure
Exempt Facility Bonds (tax-
exempt)
Airports, docs and wharves (government owned and
privately used properties) 9.b Placemaking
Small Business Programs: Loan
Guarantees
For assisting small businesses that experience capital access barriers 4 Entrepreneurial development
Climate catalyst program: CLEEN
Program
Building technological upgrades that support energy/
resource efficiency 5 Direct project investment

“Reinvest Antioch” Action Plan and Tool Kit
The Natelson Dale Group, Inc.
24 CALIFORNIA CURRENT TAX INCREMENT FINANCING TOOLS
The California Association for Local Economic Development (CALED), in their 2020 flyer, California Economic Development Financing Tools, compared the financing tools under the former redevelopment agencies (RDAs) with the “replacement” tax increment financing capabilities represented by Enhanced Infrastructure Financing Districts (EIFDs) and Community Revitalization Investment Authorities (CRIAs).

Part of CALED’s mission in doing this was to highlight the gaps in forming and using EIFDs and CRIAs that limit their usefulness to cities. In response to input from CALED and others, the State Legislature has enacted measures to facilitate the formation and other details related to EIFDs and CRIAs (e.g. SB 780), although these refinements have not necessarily resolved all issues related to these tools.

In their flyer, CALED states that, “our members have found that EIFDs and CRIAs are only feasible for a small number of cities who have a larger share of property tax revenues [compared to many cities that have minimal shares of property taxes] and significant new development in the proposed district.” A related issue is the cities’ burden of commitments related to former redevelopment agencies and holdings.

Otherwise (based on the CALED flyer), the powers and financing options associated with EIFDs and CRIAs closely parallel those of the RDA, albeit with restrictions on capture of tax increments associated with school districts and other entities (where consent to participate is required). Some key differences between EIFDs and CRIAs include the fact that land conveyance is not available through EIFD but is in a limited sense possible with CRIA. Maintenance of improvements financed by EIFD is permitted under that program but not under CRIA (and was also not a power associated with RDA). Of the two programs, CRIA has a stronger focus on affordable housing.

The issue of municipal property tax share would seem to be minimal for Antioch, which has a share of property tax receipts at the upper end of the typical municipality range. From our review of the budget, commitments to the former redevelopment agency appear to be manageable. Some cities that are attempting to implement EIFD programs have designated very large districts, including scattered, non- contiguous sites. This approach would appear to be compatible with Antioch’s development interests in multiple locations.

City of Carson (Los Angeles County) EIFD Example
The City of Carson is currently embarked on setting up an EIFD program, and an overview of the characteristics of their program
2 is instructive (and contextually relevant to Antioch):
• The proposed Carson EIFD encompasses 1,735 acres of land, representing 14% of the City's area.

The attached map illustrates the “scattered sites” (and multiple-sized sites) nature of Carson’s proposed District area, which could be an approach also adopted by Antioch (i.e., spread across the multiple, non-contiguous employment centers that are the focus of this Action Plan).

2 https://ci.carson.ca.us/communitydevelopment/EIFD.aspx

“Reinvest Antioch” Action Plan and Tool Kit
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25 • The program is being formulated in partnership with the County of Los Angeles. (Participation by Contra Costa County would significantly expanding the property tax increment that would be generated by an EIFD in Antioch.)
• The overall objective is “to support needed public infrastructure, low and moderate income and workforce housing, rehabilitation, and environmental mitigation and remediation of brownfields of [certain] properties.”
• The City established a separate entity, the Public Financing Authority (PFA), that will oversee the creation and management of the Carson EIFD. (Antioch already has such an entity in place, which could potentially be adapted to address the needs of an EIFD.) Entities forming an EIFD must prepare an Infrastructure Financing Plan (IFP) that includes descriptive material, various findings required for District formulation, goals related to specific District components, and other details. The heart of the IFP is a Financing Section addressing the following (in the Carson IFP and also statutorily required):
• A specification of the maximum portion of the incremental tax revenue of the city or county and of each affected taxing entity proposed to be committed to the district, for each year. • A projection of the amount of tax revenues expected to be received by the District in each year. • A plan for financing the public facilities to be assisted by the District, including a detailed description of any intention to incur debt.
• A limit on the total number of dollars of taxes that may be allocated to the District pursuant to the plan.
• A date on which the District will cease to exist.
• An analysis of the costs to the city or county of providing facilities and services to the area of the District while the area is being developed and after the area is developed. • An analysis of the projected fiscal impact of the District and the associated development upon each affected taxing entity.
• A plan for financing any potential costs that may be incurred by reimbursing a developer of a project [meeting certain criteria].

As may be clear from the preceding, preparation of the IFP is a major undertaking on its own, and represents only a portion of the effort (and cost) required to establish and manage an EIFD. Ideally, Antioch could apply federal (e.g., ARPA) funds to establishing the EIFD, if the City chose to establish a District.

“Reinvest Antioch” Action Plan and Tool Kit
The Natelson Dale Group, Inc.
26 City of Carson (Los Angeles County) EIFD Boundary Map

“Reinvest Antioch” Action Plan and Tool Kit
The Natelson Dale Group, Inc.
27 5. Potential Target Industries

As part of the process of preparing this Action Plan, the City commissioned an industry cluster study (detailed in a separate document) to identify potential employment growth targets for Antioch. In addition, the City sought input from key stakeholders (including TRI Commercial) to identify potential emerging industries that do not currently show up as strong in traditional industry cluster data. Based on these sources, potential target industries for Antioch are summarized on Table 3 on the following page.

It should be emphasized that the list of “candidate” industries is intended to provide a general indication of the types of activities that Antioch is well-positioned to pursue. It is not intended to define “winners and losers” for purposes of prioritizing the City’s project investments. It is entirely possible that viable funding requests from business types not listed on the table will present attractive opportunities for the City.

“Reinvest Antioch” Action Plan and Tool Kit
The Natelson Dale Group, Inc.
28 TABLE 3. LIST OF CANDIDATE CLUSTERS FOR ANTIOCH’S TARGET INDUSTRY PROGRAM Strategic Approach Local-serving Clusters “Traded” Clusters Build on (or facilitate
repositioning of) Antioch’s
existing core strengths
• Health services
• Retail/personal services
• Hospitality
• Local real estate and
construction services
• Food and beverage
processing/distribution
• Local utilities
• Construction products
(manufacturing)
• Water transportation
• Environmental services (waste
management)
• Distribution/electronic
commerce
Tap into dominant East Bay
industry clusters that are
not currently well
represented in the city
• IT and analytical instruments
• Medical devices mfg.
• Automotive mfg.
• Biopharmaceuticals
• Education and knowledge
creation
• Business services
Cultivate or respond to
emerging industries that do
not currently show up as
strong in industry cluster
data
• Cannabis-related
• Biosynthetic and or advanced
food manufacturing
• MakerTech (including possible
focus on Drones/Robotics)
• Logistics
• Wholesale trade for value-
added industries (e.g., value
added food industries,
biosynthetic construction
materials, agricultural products
from East County and Central
Valley)
• R&D facilities (e.g., life science,
biosynthetic building materials)
• University/community college
field stations related to onsite
R&D activities
Source: TNDG; TRI Commercial

APPENDIX A
East Bay Innovation Cluster (EBiC)
Application for Build Back Better Regional Challenge
(EBiC has been selected as a finalist for funding)
October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 1 East Bay Innovation Cluster Vision The East Bay Innovation Cluster (EBiC) consists of four complementary projects that strategically position the East Bay as an innovation hub in Life Sciences, Technology, Mobility/Smart City Infrastructure and Artificial Intelligence (AI). All of the proposed projects will strategically leverage BART’s infrastructure and developable land, as well as support BART’s core mission as the region’s premiere public transit agency. Critical to our region’s ability to achieve maximum industry-sector growth is the concurrent evolution of the built environment to meet the infrastructure, facility and workforce housing needs. EBiC programs will be housed in state-of-the-art facilities to be constructed or retrofitted at or near BART’s urban-core stations. Our experienced proposal partners will leverage their regional industry strengths – in Life Sciences and Technology – that exist today - but have been predominantly absent from the marginalized communities of color found in the East Bay. Our goal is to promote equity and inclusion as well as the acceleration of the Life Sciences and Technology that will drive our future growth. We will create career/employment, small business and wealth building opportunities through comprehensive educational, workforce development, mobility, early childcare support and other human infrastructure initiatives. We plan to bring cutting-edge mobility and life sciences innovations to market by positioning supercomputer data processing near BART’s region-wide fiber optic and uninterrupted power supply network. BART, as one of the largest landowners in the region, has proactively advanced the public-private development of its land with a goal (among others) to grow the jobs base in the East Bay. The EBiC will initially engage three privately entitled Transit-Oriented Development (TOD) sites (Mandela Station, Lake Merritt and 19th St./Eastline) to accommodate industry growth and drive equitable outcomes through immediate private sector investment. BART is currently completing an FTA-funded jobs-attraction strategy for a segment of its land further south in the East Bay that expands the reach of this cluster, ultimately connecting to Silicon Valley. We are a coalition of doers with undisputable experience, broad community and stakeholder relationships, global business leadership and an unwavering sense of duty to rectify the absence of financial stability in underserved communities. Key Projects To Develop the East Bay Innovation Cluster (EBiC) Project 1 – Develop a unified life sciences incubation/acceleration program to foster innovation and emerging technologies - while integrating entrepreneur and workforce development and internship programs to advance diversity, equity and inclusion in the Life Science industry. CLSI and QB3 will together build a new life sciences workforce development and internship program and expand on their existing incubation/accelerator programs providing opportunities to East Bay residents who have had little to no previous access to the life sciences industry. The Mandela Station Life Sciences Workforce Development and Internship Program will be a collaboration with QB3, CLSI and the Oakland Private Industry Council (PIC), a 501(c)(3) with over 30 years of innovation in East Bay workforce development initiatives. Program leadership and operations will be led by CLSI. Their strong relationships with Bay Area regional colleges and universities are valuable resources when engaging students to join the life sciences industry. The program will build hands-on, industry-relevant training opportunities connecting their students to careers in the life sciences industry. The initial pilot of the EBiC Life Sciences Incubator/Accelerator will be housed at the centrally located West Oakland BART Transit Oriented Development (TOD) known as Mandela Station.

October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 2 The site is accessible from UC Berkeley, a source of some of the most significant scientific advances of the era, as well as UC San Francisco, the UC system’s core life sciences research facility. Mandela Station will house an ecosystem to support diverse and nimble early/mid-stage life sciences companies, such as graduates of QB3’s incubators and also more mature life sciences companies. The fully equipped facility will be designed to exploit the Bay Area’s unique convergence of life science and digital technology - housing a unique array of high-performance computing capability. The incubation/accelerator initiative is intended to capture companies graduating from QB3 startup facilities in Berkeley and other regional locations and provide them with transit-oriented, affordable, research and development (R&D) facilities specifically designed to facilitate biotech research. By capturing companies graduating from QB3, companies are retained inside the EBiC and contribute to the regional economic growth and intellectual property development. Mandela Station’s design will include the provision of and access to a state-of-the-art suite of tools such as supercomputing, software applications, AI and high-speed data transmission infrastructure. These facilities and technology resources will significantly increase time-to-market capabilities of early-stage entrepreneurs, as well as established life sciences companies. The intent is to tap into the wealth of intellectual property being generated by University of California, Stanford and the greater Bay Area private life sciences ecosystem. Recent growth in this industry sector has created a tremendous demand for services and space and the state’s needs to maintain its leadership in life science innovation. As later discussed in Project 4, Mandela Station plans to install a central supercomputing resource and tap into the existing fiber optic network installed throughout the BART system right(s) of way. The EBiC Life Sciences Incubator/Accelerator will establish strategic differentiation and long-term global competitiveness for the region. The project will showcase a model for transforming data from curriculums and research into a quantifiable benefit for local communities. The design, construction and ownership of the facilities will also adopt the Leadership in Engineering Equitable Participation (LEEP) initiative best practices to achieve socially responsible, equitable and inclusive development of the facility. Mandela Station and its EBiC Incubator will have a significant impact on the overall East Bay economy. We calculate that over five years, we will house approximately 132 companies generating over 1,100 new jobs yielding direct added regional economic growth of $258M. The workforce development component will serve 800 clients from the local community and, at an 85% placement rate in positions with a $60,000+ starting salary (typical for the life sciences industry in the Bay Area), it will yield $65M in salaries and benefits going directly into this severely disadvantaged demographic. The multiplier effect of these job placements will drive the total to approximately $140M in new economic activity for West Oakland residents. Summary of Project 1 Benefits: 1) practical workforce development training, an internship program and a biotech incubator for primarily people of color that result in high paying jobs in the Bay Area’s fastest growing industry, 2) royalty revenue streams for University of California, 3) small business enterprises providing a pathway of access for entrepreneurs of color to new innovations in the markets of the future, 4) bringing life sciences cluster uses to Mandela Station and its adjacent West Oakland development sites and 5) approximately 132 companies generating over 1,100 new jobs yielding $65M in salaries and benefits. Matching Funds: Life sciences industry partners, California State, U.C. Office of the President, and Enhanced Infrastructure Financing District (EIFD) Funding October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 3 Project 2 – Develop an innovative mobility ecosystem that leverages BART’s infrastructure and smart city technologies to enhance the mobility connecting the Life Sciences and Tech clusters As the lead applicant and head of this initiative, BART provides the critical infrastructure asset that physically links multiple Bay Area economic clusters together - including the emergent life sciences, academic and tech clusters in the East Bay. The EBiC will focus on incubating holistic, cutting-edge and scalable mobility solutions that complement the BART regional system. For example, EBiC solutions will involve the deployment of distributed AI enabled computing systems tied to advanced sensor technologies (i.e., radar, lidar and ultrasonic) to incorporate AI enabled vehicle-to-infrastructure technologies to enhance fields-of-vision and facilitate safe adoption of autonomous vehicle technologies. Among many benefits, this automated technology will enable more robust last-mile connectivity to BART – including assisting those with disabilities. The technology also enables the future integration of multiple public transit modalities that connect to BART as well as regional automated delivery of goods and services. These systems will also evaluate roadway, parking conditions and traffic patterns to achieve safer, and more efficient roadways. Safe driving, walking and cycling programs (already partially funded by a recent $28M climate grant from the State to the City of Oakland) will incorporate these new mobility solutions. Another example is the evolution of Mobility-as-a-Service (MaaS) which involves integrating various modes of public and private transport into a single mobility service accessible on demand. MaaS uses hardware and app-based data solutions to improve operational management, access efficiencies and facilitate manned and autonomous shuttle services to link neighborhoods, including specific industry clusters, with BART stations. Other Mobility/Smart City solutions include electric vehicle innovations for cars/bikes, related energy/charging infrastructure and providing community Wi-Fi Access. This project will both catalyze private investment by removing critical barriers associated with BART’s aging infrastructure and create high paying permanent jobs in sought-after fields related to operating and servicing new mobility infrastructure. In addition to enhancements to BART’s aging transportation infrastructure to support private investment in new commercial development, a new Mobility workforce development program will be created to upskill, train and employ new workers to install, operate and oversee these new technologies. Summary of Project 2 Benefits: 1) systems and services that leverage BART’s rail and data networks, 2) new long-term revenue generation and resilience to BART, 3) private investment in the region by enhancing and extending BART’s service area and connectivity, 4) new entrepreneurial opportunities and high paying permanent jobs in sought-after fields related to installing, operating and servicing new mobility infrastructure, 5) accelerate the safety, adoption and implementation of autonomous technologies of the future and 6) enhancement of BART’s aging system and advance goals of increasing ridership and customer satisfaction. One challenge for the project will be the time needed to realize and measure the benefits related to changes in travel behavior and job connectivity. Also, aligning the project to community needs will be very important. Our team will initiate a thoughtful stakeholder engagement strategy to understand the community’s needs, concerns and aspirations. Matching Funds: State of California grants, Private Capital and Enhanced Infrastructure Financing District (EIFD), Institutional Investors October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 4 Project 3 – Develop complementary technology workforce development and Early Childhood Education & Care programs that foster diversity, equity and inclusion The Mandela Station Technology Workforce Development Program will be co-led by Generation USA, ConSol USA, the Oakland Private Industry Council (PIC) and Mills College. The four entities will launch a variety of services from within the EBiC that recruit, train, directly employ and provide early childhood education and care for individuals from the regional cluster areas to work in various technology functional areas – Cybersecurity, Data Analytics, Database Management, Application Support, Network Engineering and IT Support. Generation USA will lead technology vocational and professional training. They are the fastest scaling and largest global employment program as measured by annual volume for training and placing learners in sustainable careers. Generation has almost 3,800 employer partners and has shown Return-On-Investment gains – 80% of its graduates are employed in first job 6 months after job start , 3-5X increase in wages post-graduation and an 81% graduation rate. ConSol will employ and manage the workforce and also contract with private/public sector companies and organizations to deliver outsourced technology services to them. ConSol customers may be located within the EBiC, in the region or nationally, since in many instances, outsourced technology services are rendered remotely. The goal is within 5 years to employ at least 1,000 people who have traditionally not had access to in-demand technology-based jobs. As full-time employees of ConSol, trained participants work for ConSol’s clients as outsourced contract technology workers. In turn, ConSol provides support for long-term upwardly mobile careers with substantial income generating potential, full benefits, continued training and further up-skilling as needed. The work starts with the Oakland PIC who will handle on-the-ground community organization and outreach, engagement, recruitment, prospect intake and readiness triage. During the pilot, Mandela Station and/or Mills College will provide needed facilities. In support of all aspects of the EBiC projects, Mills College will be providing Early Childhood Education And Care Services (ECEC) for students and staffs associated with the entrepreneur and workforce development initiatives. The pilot program includes two satellite lab schools located in two traditionally underserved communities in Oakland, CA – West Oakland, the site of the Mandela Station and an East Oakland location (to be determined). Both locales will make available early childhood education and care using a cross subsidization financial model to neighborhood families and EBiC participants to ensure equitable and sustainable childcare access for families across the income spectrum. ECEC centers will create 101 competitively paid teaching and administrative positions to support a student population of 264 children ages 0-5. The program locations become training sites for ECEC educators/practitioners (placement for Mills students) while advancing a national model for early childhood education and care workforce development and professionalization. The availability of these schools allows program participants with access to high-quality early childhood education and care at the same time they are experiencing upskilling. Summary of Project 3 Benefits: 1) on-site training, virtual learning, internships at Mandela Station or another cluster location, 2) employment for at least 1,000 people over the course of 5 years to work in various high paying technology functional areas, 3) early childhood education and care using a cross subsidization financial model and 4) creation of 101 competitively paid teaching and administrative positions to support a student population of 264 children ages 0-5. Matching Funds: Technology industry clients, Philanthropic Partners, Early Head Start, EIFD Funding October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 5 Project 4: Create an AI (Artificial Intelligence) Data Center & Innovation Hub Another really exciting component of developing our Life Sciences/Tech Hubs, Mobility Ecosystem and small business and workforce development programs is the EBiC AI Supercomputing Data Processing Centers. These centers facilitate data transfer to/from the built-environment and everyday users, process complex large data sets and perform concurrent computations to enable effective decision-making. These centers will meet an increasing global demand for sophisticated AI-enabled services to support bio-medical research and data/application services required for the smart city mobility initiatives (e.g., image and speech recognition, natural language processing, visual search and personalized recommendations). The initial pilot location will again be Mandela Station (which is currently under development by EBiC partner Strategic Urban Development Alliance, LLC), with other future data centers to be strategically implemented at or near BART TOD locations as deemed feasible and appropriate. The EBiC supercomputing systems, services and suite of software applications will provide life science tenants at Mandela Station the ability to process and transform complex data sets into new products and capabilities. These efficiencies materialize into economic benefit. This is a key advantage for smaller labs to ultimately become more competitive in the Biotech industry. The systems will also be tied to BART’s regional fiber optic network and uninterrupted power supply to maximize the capabilities of system users. The supercomputer will also be made available to all life sciences and mobility partners to create AI hubs in other underserved communities that facilitate enhanced education and research. We will use the data centers to facilitate the data services required to support the Smart City Mobility platforms and initiatives as described in Project 2 by allowing the coordination of transit solutions and connectivity throughout BART’s 50 stations and its 131.4 miles of track. Additionally, the centers will give the education, small business and workforce development tenants as outlined in Project 3 a powerful high-performance computing, research and educational cyberinfrastructure. All this will take place in underserved communities of color. This effort will also be sponsored by NVIDIA, a pioneer in accelerated computing who has the task of creating the pilot data center and expanding its successful NVIDIA Inception program to the EBiC. NVIDIA Inception is an incubation/acceleration platform for AI, data science and high-performance computing startups, providing critical go-to-market support, expertise and technology to over 400 AI start-ups. EBiC will likely be among the nation’s first comprehensive incubator/accelerator to make AI a ubiquitous part of its economic development enterprise. Summary of Project 4 Benefits: 1) support the incubation of bio-medical research and computational technologies as described in Project 1 above, 2) facilitate the data services as described in Project 2 needed to support the Smart City Mobility platforms and initiatives, 3) support education, small business and workforce development objectives as outlined in Project 3 and 4) provide supercomputer and AI data services to potential users throughout the region and particularly in underserved communities. Matching Funds: Life Sciences and Technology industry partners October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 6 Appendix Regional Assets Bay Area Rapid Transit District (“BART”) The San Francisco Bay Area Rapid Transit District (BART) is a heavy-rail public transit system that connects the San Francisco Peninsula with communities in the East Bay and South Bay. For more than 45 years BART has provided fast, reliable transportation to downtown offices, shopping centers, tourist attractions, entertainment venues, universities and other destinations for Bay Area residents and visitors alike. It comprises of over 131 miles of track covering 50 stations and a fleet of 916 train cars. BART is the EBiC’s lead applicant and is co-leading the Mobility, Infrastructure Improvement and Smart City Technology project. California Institute for Quantitative Biosciences (QB3) QB3 is the leading state institute dedicated to supporting the California innovation bio-economy with operations at the UC campuses at Berkeley, San Francisco, and Santa Cruz. The institute supports UC researchers and empowers Bay Area entrepreneurs to launch startup companies and partner with industry. Over its almost eighteen year of existence QB3 has brought in billions in external funding into the Bay Area economy and helped many hundreds of companies get started. With its affiliates, it has started three venture funds and run several incubators. Three of the companies it has funded or housed in its incubators (Zymergen, 4D Therapeutics, Caribou) are located in the East Bay and have had successful IPOs in the last year alone. QB3 will co-lead the development of the new combined life sciences workforce development/internship/incubation/accelerator program. California Life Sciences Institute (CLSI) CLSI is a non-profit (501(c)(3)) dedicated to the support of entrepreneurship, education, and workforce development in the life sciences. CLSI is the nonprofit arm of California Life Sciences, the state’s most influential and impactful life sciences membership organization (with over 400 member firms), advocating for the sector and its diverse innovation pipeline. For the last eight years, CLSI’s core advisory program has graduated 85 companies that have collectively raised over $1.9B and have added almost 600 new life sciences jobs to the economy. CLSI will co-lead the development of the new combined life sciences workforce development/internship/incubation/accelerator program. Mills College Founded in 1852 and located in East Oakland, Mills College is the first women's college west of the Rockies and the oldest undergraduate college for women in the West. It proudly serves a diverse student body composed of 66% undergraduate students of color and 44% first-generation undergraduate students. As an institution of higher learning, Mills sponsors The Center for Transformative Action at Mills College. The Center for Transformative Action brings together students, thought and practice leaders, policy makers, and others to share ideas for building profitable, sustainable October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 7 organizations and effective nonprofits to address social, environmental, and policy problems. The center hosts a high-profile annual conference in partnership with the Lokey School of Business and Public Policy chapter of Net Impact, an international organization of MBA students and professionals who are working for a sustainable future. The EBiC will work with The Center for Transformative Action to bring together and connect people and organizations to build a strong social enterprise ecosystem in the East Bay and greater San Francisco Bay Area. As one of the eligible applicants in this Phase 1 NOFO application, Mills will create the early childhood education and care centers in the EBiC to help support the workforce development programs in Life Sciences and Technology. Peralta Community College District Founded in 1964, the Peralta Community College District (PCCD) is a collaborative community of colleges comprised of Berkeley City College, College of Alameda, and Laney and Merritt colleges in Oakland, CA. The Peralta Colleges provide a dynamic multicultural learning environment offering accessible, high-quality educational programs and services, including two-year degrees, certificates and university transfer programs, to more than 30,000 students. The Peralta Colleges will work with all EBiC projects across internships, workforce development and early childhood education and care initiatives. Peralta strongly supports the EBiC’s NOFO application but, unfortunately, a Letter of Support was not available before the NOFO application submission deadline. University of San Francisco School of Management Professor William (Billy) Riggs, PhD, AICP, LEED AP is a global expert and thought leader in the areas of autonomy and smart transportation, housing, economics and urban development. He has over 100 publications in these areas and has held additional academic appointments in city planning and transportation engineering from Cal Poly San Luis Obispo, UC Berkeley, San Jose State University, and the University of Louisville. In addition to his academic roles, Riggs also has almost two decades of experience working as an urban planner, policy maker, economist, and engineer. Riggs currently sits on the City of Palo Alto’s Planning and Transportation Commission, is a member of the Transportation Research Board (TRB) Committee on Transportation Economics and provides strategy and consulting to multiple companies on smart mobility and urban development. Oakland Unified School District (OUSD) Local school district comprised of over 2,300 teachers and ~1,800 school staff responsible for ~52,000 students ranging from TK to 12th Grade that span across 124 schools and represent ~89% students of color. OUSD’s students will benefit from the internship, educational and potential workforce development programs being offered through the EBiC. OUSD teachers and staff may benefit from the early childhood education and care services being offered by the EBiC.

October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 8 East Bay Economic Development Alliance (EDA)
Founded in 1990, the East Bay EDA is a 150+ member organization that serves as the regional voice and networking resource for strengthening the economy, building the workforce and enhancing the quality of life in the East Bay. The East Bay EDA is a contractor to BART and will serve as the Regional Economic Competitiveness Officer. Association of Bay Area Governments (ABAG) ABAG is part regional planning agency and part local government service provider that provides research and analysis, education and outreach, and regional coalition coordination. ABAG’s membership consists of all 9 Bay Area counties and associated cities. ABAG co-sponsored the Comprehensive Economic Development Strategy for the San Francisco Bay Area. ABAG strongly supports the EBiC’s NOFO application and will help to build awareness and consensus across its East Bay constituencies. Building and Construction Trades Council of Alameda County (BTCA) The Building and Construction Trades Council of Alameda County is a coalition of 28 affiliated unions representing workers in various construction trades. The BTCA realizes the transformational value of the EBiC and its impact on labor union jobs. Cypress Mandela Cypress Mandela Training Center has provided high quality construction industry employment training, job preparation and job placement services in Alameda and Contra Costa Counties for more than 30 years. Cypress Mandela will facilitate and actively support the workforce development initiative related to the Mobility Ecosystem initiative. Industry Leadership Project 1 – Life Sciences Innovation Hub Sutro BioPharma Member company of California Life Sciences. Committed to hiring BIPOC students who finish the EBiC workforce development training program, make Sutro’s employees available to participate in EBiC’s workforce development program, provide mentoring support for life science innovators in the EBiC incubator to translate their innovation into real-world products and create learning opportunities for future biotech professionals through education and internship programs. nkarta Therapeutics Member company of California Life Sciences. Committed to hiring BIPOC students who finish the EBiC workforce development training program, make Nkarta employees available to participate in EBiC’s workforce development program, provide mentoring support for life science innovators in the EBiC incubator to translate their innovation into real-world products and create learning opportunities for future biotech professionals through education and internship programs.

October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 10 and ensure sustainability goals are met. TESIAC brings an experienced and interdisciplinary team and partners together with new and innovative technologies. TESIAC’s integrated solution approach helps communities and corporate participants achieve their goals – Climate, Social Equity, Job Creation and Sustainable Development. Star America Fund II GP, LLC/ Tikehau Capital Star America is a wholly-owned subsidiary of Tikehau Capital SCA, a publicly listed entity on the regulated market Euronext Paris. Tikehau Capital SCA has €30.9 billion of assets under management (as of June 30, 2021) including €10.9 billion in its growing Real Assets platform (as of June 30, 2021). Star America’s Fund II is providing an Equity Letter of Support to TESIAC Corp. as it pertains to matching share investment in the proposed infrastructure project related to mobility, energy, and smart city technology for the East Bay Innovation Cluster (“EBiC”). Loop Capital Loop Capital is a full-service investment bank, brokerage and advisory firm that provides creative capital solutions for corporate, governmental and institutional entities across the globe. Loop Capital was founded in 1997 and is now one of the largest privately-held investment banks in the U.S. and the largest minority or women-owned investment banking firm in the world. Loop Capital is a strategic infrastructure capital partner for the development of the East Bay Innovation Cluster. Acumen Building Enterprise Acumen has participated in early brainstorming sessions. Headquartered and grown in Oakland, Acumen has been working in the transportation, mobility, and infrastructure space across the nation for more than 25 years. Acumen has gained experience, delivered, and been involved in transportation and infrastructure projects BART, Alameda County Transportation Commission (implementation of highway projects) and the City of Oakland (street improvement projects). Acumen will co-lead the Mobility initiative with BART, TESIAC and SUDA. Acumen has committed to interface with Oakland Unified School District and the Peralta Community College District to create job opportunities and mentoring and coaching programs. SparkCharge SparkCharge was founded in 2017 with the goal to build the world's largest mobile electric vehicle charging network through hardware, software, and partnerships. It's Roadie Charging System is a portable modular charging solution that makes charging accessible regardless of infrastructure. SparkCharge has committed to work with other EBiC industry partners to bring good-paying cleantech jobs to the EBiC. AEKO Consulting AEKO Consulting has participated in early brainstorming sessions. Oakland-based solutions integration firm specializing in the development, implementation, and maintenance of secure communication, mobility and renewable energy technology infrastructure. AEKO will provide program management and technology implementation services. Committed to hiring local talent as part of this initiative.

October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 11 Beam Global Beam Global is part of the TESIAC consortium. Based in San Diego, Beam produces sustainable Made in America patented products for electric vehicle charging, energy security and outdoor media. Beam is publicly traded on Nasdaq under the ticker BEEM. Beam Global is prepared to advance economic development within the region through local job creation, resilient infrastructure investment, and job access to disadvantage and underserved communities. TESIAC is one of the co-leads for the Mobility Ecosystem initiative and has helped to define the project’s scope, approach and deliverables. Arcimoto Arcimoto is part of the TESIAC consortium and has agreed to provide their products and expertise to develop a cohesive mobility ecosystem strategy for the EBiC. Arcimoto (NASDAQ: FUV) develops and manufactures ultra-efficient and affordable electric vehicles to help the world shift to a sustainable transportation system. Arcimoto’s flagship vehicle, the Arcimoto FUV®, is purpose-built for everyday driving and transforms ordinary trips into pure-electric joyrides. OODA OODA is part of the TESIAC consortium and has agreed to provide their products and expertise to develop a cohesive mobility ecosystem strategy for the EBiC. OODA is a global strategic advisory firm with deep DNA in global security, technology, and intelligence issues. OODA is comprised of a unique team of international experts lead by co-founders Matt Devost and Bob Gourley. Matt and Bob have been collaborating for two decades on advanced technology, intelligence, and security issues. Via Mobility Via is part of the TESIAC consortium and has agreed to provide their products and expertise to develop a cohesive mobility ecosystem strategy for the EBiC. Via Mobility is a pioneer in the TransitTech industry. Via’s software provides an end-to-end solution to plan, optimize, and operate efficient and equitable transit systems - unlocking opportunity for all, and building resilient cities for the future. With over 500 transit partners, Via Mobility is present in 5 continents and its powerful digital infrastructure is responsible for over 90 million transit rides. Via Mobility’s technology enables partners to create end-to-end transit systems: from planning better networks and streets to operating efficient public transit and student transportation. Dannar Dannar is part of the TESIAC consortium and has agreed to provide their products and expertise to develop a cohesive mobility ecosystem strategy for the EBiC. DANNAR is an Original Equipment Manufacturer (OEM) of the first-ever mobile, off-road energy platform, providing off-grid export power for planned daily and seasonal needs and unexpected emergency response. Headquartered in Indiana, DANNAR is changing the way we work, build, repair and use electricity. Juicebar EV Juicebar is part of the TESIAC consortium and has agreed to provide their products and expertise to develop a cohesive mobility ecosystem strategy for the EBiC. JuiceBar is a pioneer in EV Charging stations and has been committed to building a global EV charging infrastructure since 2009.

October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 12 JuiceBar chargers are manufactured and assembled in America and can be found in hundreds of cities throughout North America. Their latest 300 Series ‘Gen 3’ chargers offer charge times that are 60-250% faster than the industry's standard Level 2 charger, offer unique safety features, and are network agnostic. SF Bay Area CEDS Alignment – Goal 1: Objectives 1.2, 1.3, 1.4; Goal 2: Objectives 2.1, 2.2, 2.3, 2.4; Goal 3: Objectives 3.1; Goal 4: Objectives 4.1, 4.2, 4.4, 4.5 Project 3 – Technology Workforce Development Consol USA ConSol will co-lead the Tech Workforce Development project and has helped to define the project’s scope, approach and deliverables. Based in Oakland, Consol is a minority-founded, owned, and led for-profit social enterprise that operates nationally, and is focused on providing outsourced technology services and staff augmentation to major corporations in the U.S. with talent drawn from underserved diverse populations. ConSol and Generation (the eligible applicant and co-lead) have entered into a national partnership to develop outsourced services in the rapidly growing technology sector that provides robust upward career mobility, economic opportunity, and wealth creation for people irrespective of gender, socio-economic background, or ethnicity. ConSol has committed to training and hiring the graduates of the Tech Workforce Development project. SF Bay Area CEDS Alignment – Goal 1: Objectives 1.1, 1.2, 1.3, 1.4; Goal 2: Objectives 2.1, 2.2, 2.3, 2.4; Goal 3: Objectives 3.1; Goal 4: Objectives 4.2 Project 4 – Artificial Intelligence Data Center NVIDIA NVIDIA (NASDAQ: NVDA) has created platforms for scientific computing, artificial intelligence, data science, autonomous vehicles, robotics, and augmented and virtual reality. In the life sciences and healthcare industries, NVIDIA is powering healthcare solutions across drug discovery, genomics, medical imaging and smart hospitals and medical instruments. NVIDIA’s Metropolis platform maintains and improves city infrastructure, parking spaces, buildings, and public services via intelligent traffic systems, access controls, public transit and smart buildings. NVIDIA will be installing an Artificial Intelligence (AI) data center at Mandela Station and provide additional support services via its NVIDIA Inception program to help spur AI innovations in life sciences and smart city technologies. NVIDIA will collaborate on developing Tech workforce development initiatives that help bridge the access gap and create a more inclusive workforce and help to identify potential partners in industry and educational institutions to provide exposure to education and research innovation. SF Bay Area CEDS Alignment – Goal 1: Objectives 1.1, 1.2, 1.3, 1.4, 1.5; Goal 2: Objectives 2.1, 2.2, 2.3, 2.4; Goal 3: Objectives 3.1; Goal 4: Objectives 4.2, 4.5 October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 13 Indicative Program Timeline The EBiC coalition and private sector industry partners submit this high level indicative timeline to form an initial view into the overall timing of the program’s workstreams and phases.

East Bay Innovation Cluster (EBiC) High Level Program Timeline PRELIMINARYQ1 2022Q2 2022Q3 2022Q4 2022H1 2023H2 2023H1 2024H2 2024H1 2025H2 2025H1 2026H2 2026H1 2027H2 2027 Prepare and Submit Phase 2 NOFO applicationDec-Mar
Phase 2 awards announced Sep
Project 1 - Life Sciences Innovation Hub
Planning Planning
Initial Seed Cohort Initial Seed Cohort
Scale Scale
Steady State Steady State
Project 2 - Mobility Ecosystem
Planning PlanningPlanning
Procurement Procurement
Calibration/Testing Calibration / Testing
First Smart Mobility Zone (SMZ) Deployment 1st SMZ
Smart Mobility Ops Center (SMOC) Development & Launch SMOC Remaining SMZs Deployment
Project 3 - Technology Workforce Development
Planning PlanningPlanning
Site Setup / Onboarding Onboarding
Training Training
Deployment Deployment
Steady State Steady State
Project 4 - Artificial Intelligence Data Center
Planning PlanningPlanning
Mandela Building Construction
Phase 1 Computer & Network Design Design
Site Prep, Installation, Training Installation
Onboarding Onboarding
Scale Phase 1 Scale Phase 1
Design Phase 2 Expansion Phase 2 Design
Phase 2 Expansion to Mandela Bldg Installation
Steady State Steady State
Mandela Construction
October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 9 CytomX Therapeutics Member company of California Life Sciences. Committed to hiring BIPOC students who finish the EBiC workforce development training program, make CytomX employees available to participate in EBiC’s workforce development program, provide mentoring support for life science innovators in the EBiC incubator to translate their innovation into real-world products and create learning opportunities for future biotech professionals through education and internship programs. Global Blood Therapeutics (“GBT”) Member company of California Life Sciences. Committed to hiring BIPOC students who finish the EBiC workforce development training program, make Global Blood Therapeutics employees available to participate in EBiC’s workforce development program, provide mentoring support for life science innovators in the EBiC incubator to translate their innovation into real-world products and create learning opportunities for future biotech professionals through education and internship programs. Strategic Urban Development Alliance (“SUDA”) Based in Oakland, Strategic Urban Development Alliance, LLC, (“SUDA”) is a boutique real estate development firm specializing in large-scale, innovative, public agency projects and mixed-use development. SUDA, has been involved in some of Oakland’s signature projects, starting from the Thomas Berkely Building (the current home of the Social Services Agency) to the Eastline project (a 2.4M SF urban Transit Oriented Development in Downtown Oakland), and the West Oakland BART Station redevelopment (Mandela Station), also a Transit Oriented Development with ~1 million SF of office space, 550 housing units and ~100K SF of retail space. Beacon Rose Partners San Francisco-based Beacon Rose Partners is a real estate investment and advisory firm focused on developing and repositioning urban properties across geographies. Beacon Rose is currently working with SUDA in the development of the Life Sciences building at Mandela Station. Beacon Rose assisted in developing the Phase 1 NOFO application and coordinated activities with the various stakeholders. Beacon Rose plans to support the development of the Phase 2 EBiC application, provide access to its investor group to provide capital to the Life Sciences Innovation Hub and Mobility Ecosystem projects and provide technical support and program coordination and advisory services to the EBiC coalition members and industry partners. SF Bay Area CEDS Alignment – Goal 1: Objectives 1.1, 1.2, 1.3, 1.4; Goal 2: Objectives 2.1, 2.2, 2.3, 2.4; Goal 3: Objectives 3.1; Goal 4: Objectives 4.2 Project 2 – Mobility Ecosystem TESIAC Corp., TESIAC will co-lead the Mobility Ecosystem project and has helped to define the project’s scope, approach and deliverables. Based in Boston, TESIAC is an Economic Development and Managed Services Platform Company which aggregates mobility, energy, technology, and private capital to deliver integrated and interoperable infrastructure to accelerate October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 14 EBiC Private Sector Engagement Approach The EBiC plans to cast a large net to include the participation of all its coalition members, private industry partners, government agencies and capital partners to engage the private sector: § East Bay EDA will be contracted by BART to take on the Regional Economic Competitiveness Officer role for the East Bay Innovation Cluster. The East Bay EDA is a 150+ member organization that serves as the regional voice and networking resource for strengthening the economy, building the workforce and enhancing the quality of life in the East Bay. As the central economic development organization in the East Bay, the East Bay EDA is well position to help the EBiC engage the private industry sector. Through its membership, East Bay EDA understands the needs of major employers in the region and is are aware of key projects and strategic initiatives being contemplated by the private sector. § From a life sciences perspective, by virtue of their organization’s roles in the life sciences ecosystem in the state, California Life Sciences and QB3 have tremendous industry reach that will benefit the EBiC. California Life Sciences is the largest state and regional life sciences advocacy group in the country, with more than 797 members across biotechnology, pharmaceutical, medical device, and diagnostics companies, research universities and institutes, investors, and service providers. QB3 is the University of California’s life sciences incubator and has pioneered incubators and venture investing in biotech startups, fulfilling its mission of laying the foundations of entrepreneurship, community building and scientific discovery and innovation. QB3 is responsible for supporting 500+ early-stage companies and currently has six incubator sites in the greater Bay Area. § From a technology perspective, the EBiC plans to call upon its broad network of relationships at leading technology providers and professional services firms – NVIDIA, Google, Intel, VMWare, World Wide Technology, Accenture, PwC, Oliver Wyman to name a few. § As one of the oldest workforce development organizations in the East Bay, the Oakland Private Industry Council has built a wide network of employers interested to hire employees from under-represented communities. § From a real estate perspective, the EBiC is supported by a number of seasoned and accomplished real estate development firms, professional service providers (e.g., architects, engineers, consultants, attorneys, brokers, etc.), construction companies and capital providers (e.g., banks, family offices, pension funds and high net worth investors). § Lastly, the EBiC will closely work and collaborate with the City of Oakland’s Economic & Workforce Development Department to help support Oakland businesses, train the workforce, reduce employment barriers, and create jobs by attracting new investment and capital sources.

October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 15 Sustainability of the EBiC After the first five years, the programs will be mature enough to continue well beyond the ARPA awards period. To assure sustainability, EBiC is preparing to improve the cluster’s economic growth. For example, the QB3 and California Life Sciences will leverage their industry sector relationships to provide funding for the incubation, accelerator and workforce development program. Prospective life sciences employers will also financially support the workforce development initiative to ensure long-term financial sustainability. Also, for the Early Childhood Education & Care, Mills College will work with California Head Start and major philanthropies to explore funding sources to reduce or eliminate costs for qualifying families. Additionally, as part of the integrated workforce development initiatives, we are exploring cross-subsidization strategies across the EBiC to help bridge funding gaps for early childhood education and care. Our sustainability plan includes an overall capital strategy for Mandela Station with the creation of an Enhanced Infrastructure Financial District to help fund infrastructure costs and economic development related expenses. Other key elements of the steady-state economic resilience plans are: Affordable Housing – Poverty and housing go hand in hand. A roof over the family becomes a pressing concern when there is a decrease in salary/hours or a lost job. Covid-19 only exacerbated the problem. However, the Mandela Station project was predicated upon building sustainable and affordable housing to mitigate poverty - 240 affordable housing units with one-third dedicated to those previously homeless. EBiC connects housing, expanded employment and early childhood education – a recipe for long term success and the foundation to sustaining EBiC’s vision for economic growth. Expanded funding and policies emerging from the state, county and cities will support sustainability. Mandela Station received the 2020 CA Affordable Sustainable Housing Grant of $29.6M – nearby Fruitvale Station also received this grant. In 2016, Oakland voters approved Bond Measure KK- $600,000M for affordable housing and the city launched its affordable housing impact fee. In 2021, California Comeback Plan’s $22 billion housing and homelessness investment will fund 84,000 new housing units. The Newsom administration recently advanced $800 million to build affordable infrastructure and housing. Funding opportunities like these and private sources will continue to be resources for affordable housing. When coupled with the occupants’ wage growth, affordable housing sustainability can definitely be realized. Transportation – EBiC has at its core the ability to maximize housing near transit and improve transportation options. As a TOD we are well suited to continue the viability of the four proposed projects. EBiC projects are primarily housed at Mandela Station, the regional hub serving all BART lines with AC Transit bus operations for connections and nearby Amtrak where 30 trains operate daily between Sacramento and San Jose. Adding driverless and other automated options as technology develops and matures, increase mobility choices for East Bay residents helping to foster project longevity and increased asset utilization and ridership levels. Non-auto transportation modes along with walking and biking will remain available for participant training, placement and nonvirtual work assignments. BART, as the lead applicant, provides EBiC economic development practitioners as a transportation resource. Also, EBiC tech transportation innovator, TESIAC, secured an Equity Letter of Support from Star America, an infrastructure investment fund sponsored by Tikehau Capital, a European asset manager with €30.9 billion of assets under management. They have agreed to provide matching funds for the Phase 2 Build Back Better Regional Challenge application - see attached Equity Letter of Support. Additionally, October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 16 the Public-Private Partnerships established with the city of Oakland and local transit agencies yield private investment capital to fund the Mobility Ecosystem initiative. Finally, revenue opportunities exist when BART monetizes their fiber optic and uninterrupted power supply. BART Policies – BART owns over 250 acres of developable land at 27 stations in four counties, largely parking lots for BART riders. BART engaged in comprehensive planning efforts involving extensive engagement with the communities surrounding BART stations, local government agencies and land use advocacy organizations such as Association of Bay Area Governments (ABAG) and Metropolitan Transportation Commission (MTC) to define and implement a collective vision for resilience. BART board adopted Affordable Housing Policy (2016), TOD Policy (2019), Development Principles Assembly Bill 2993 (2020) and Sustainability Principles in (2020). BART’s TOD projects will conform to locally adopted goals and objectives for TOD identified in local specific plans or other efforts, so long as zoning of BART property allows for densities and heights that are the highest possible under local economic and funding conditions and are consistent with Plan Bay Area 2050 and the Regional Housing Needs Allocation. Having BART on the EBiC team is critical to maximizing resources to for project sustainability. Private developers with BART owned sites (West Oakland Mandela Station, Lake Merritt Station and Eastline at 19th St Station) are approved by the City of Oakland for 3 million square of commercial space and 1,310 homes aligning with BART’s current TOD policy goals. These projects can be built without displacement for they utilize BART real estate formally reserved for station parking. Like Mandela Station all are comprised of expanded mixed-use and affordable housing criteria including density. The build-out will aid EBiC in sustaining the regional cluster reach. Further, BART’s TOD Program creates and sustains jobs in California: Every housing unit constructed on BART’s property generates 4.5 direct and indirect jobs in California. Every 1,000 square feet of commercial space generates 4.3 direct and indirect jobs in California. BART’s TOD program could generate 85,000 direct and indirect jobs in California between 2020 and 2030. Also, 62% of these jobs are “middle skill” jobs – requiring on the job training rather than a college degree but offering a living wage (BART TOD Work Plan- 2020). Work Force Expansion & Integration – The Oakland Private Industry Council (OPIC) provides funding for vocational training, employment services and supportive services offered under the Workforce Innovation and Opportunity Act Program (WIOA). It is a source of ongoing workforce public funding and “boots on the ground” with one-stop employment services in local East Bay communities. Industry partner California Institute of Quantitative Biosciences (QB3) will establish a life sciences incubation and accelerator program to develop entrepreneurs in Bioscience at the Mandela Station TOD and The California Life Sciences (CLSI) will provide programs in STEM education, entrepreneurship and workforce development. This public- private partnership is an investment in the economic future of California’s life sciences industry and will assure the sustainability of the programs to improve the cluster’s economic growth and shared prosperity. To address the lack of diversity and inclusion in Biotech Industry, California Life Sciences Institute’s Racial & Social Equity Initiative is a unified effort to do more for the historically excluded Black, Indigenous and other People of Color (BIPOC) populations in California. Coalition partners will focus on small businesses’ growth to drive industry growth which in turn expands the market to place our trainees/participants by outsource staff augmentation using ConSol’s national partnerships model. ConSol’s goal is to train and employ at least 1,000 people within life sciences over the course of 5 years creating an ecosystem to yield on exponential impact of sustainability and shared prosperity.

October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 17 Ensuring Equity in the EBiC The regional cluster for EBiC is found within the San Francisco Bay Area, known globally as an economic powerhouse. We know it to be a study in economic contrasts. In 2018, the San Francisco and Silicon Valley life science clusters enjoyed a 5.7% expansion of the labor force while the East Bay clusters experienced a contraction of 0.7% in employment1. Clearly the Bay Area’s economic prosperity has come at a cost. The Bay Area is ranked third nationally in economic inequality. High-income families earn 11x more than families on the lower end of the income scale. Despite the regional economic boom, income inequality is on the rise with African American and Latinx families overrepresented among the lowest-earning households2. The poverty rate for African Americans is more than double the regional poverty rate. This is exacerbated when adjusted for high housing costs. Rents continue to rise while wages have stagnated, deepening inequality. Our ambitious innovation program, the East Bay Innovation Cluster (EBiC) will leverage our key strengths – Life Sciences and Technology – that exist today in the Bay Area but have been predominantly absent from the community of color found in the East Bay. Our goal is to promote an equitable and inclusive growth strategy in the East Bay, engaging marginalized communities and creating opportunities through comprehensive educational, workforce development, mobility and human infrastructure initiatives. We will do so by implementing the principles of “Leadership in Enhancing Equitable Participation” (LEEP). LEEP engages in practices that engineer equity from the ground up. The goal of LEEP is to “help foster a more equitable and socially responsible real estate development landscape; one where local communities can benefit from and shape how their regions feel. Creating a trusted standard of practice and certification platform will allow all to do good while doing well.” While targeted for the real estate industry, key Members of the EBiC coalition are in the early stages of developing the LEEP initiative. The official LEEP nonprofit organization has been recently formed and we intend for the EBiC to serve as a pilot – and an early example of the benefits of adopting state-of-the-art equity practices. We will measure and document the results of the pilot. LEEP will help ensure that equitable-development outcomes are attainable and accessible to underserved communities of color. To facilitate this objective, the program will offer project partners a variety of (currently available and to be developed) tools and resources across the broad spectrum of development activities. Over the next several years, the program is generally intended to establish: A. A comprehensive, and curated, set of guidelines and best practices (i.e., the means and methods) for achieving equitable development outcomes; and B. A nationally recognized Rating and Certification process that effectively communicates a project’s implementation of socially responsible development practices (e.g., Bronze, Gold, Silver, Platinum, etc.). The key areas of focus of LEEP certification will include: a) Employment and Career Development for under-represented populations; b) Small Business Utilization; 1 PwC CLSA 2020 California Life Sciences Sector Report 2Mendiola, Ángel and Treuhaft, Ross and Sarah. Who is Low-Income and Very Low Income in the Bay Area?, Bay Area Equity Atlas, September 21, 2020 October 19, 2021 EDA ARPA BBBRC Application – East Bay Innovation Cluster (EBiC) 18 c) Ownership of businesses and/or real estate assets (with a focus on achieving greater intergenerational wealth creation and transfer) d) Workforce Housing & Affordability e) Environmental Sustainability f) Mental & Physical Health and Well-Being, LEEP PROGRAMATIC MEANS AND METHODOLOGY: 1. Early Community Outreach: LEEP project organizers will adopt and contribute resources for undertaking early and ongoing community outreach through every stage of a project. The outreach process will solicit early community feedback which is taken into consideration as development strategies and project designs are formulated. The outreach process will also serve to; a) clearly articulate the LEEP projects’ social equity goals, b) familiarize the community with the project’s design/engineering/financial specifications; c) advise of business and career opportunities associated with the project, and d) solicit feedback on, and support for, the planned strategies for meeting the social equity goals. 2. Training and Education: LEEP project participants leverage their respective, and combined, large-scale project opportunities to provide diverse communities with access to educational resources for vocational/professional training. Equity recipients will have the best chance to take full advantage of life-changing opportunities to meet and exceed their personal and business goals. 3. Funding Support: Successful implementation of the Engineering Equity initiative requires both identifying and securing funding resources. However, adoption of LEEP initiative practices will also serve as a “lightning rod” to attract community-building social-equity capital such as, grants, New Markets Tax Credits, Opportunity Zone Tax Credits, Cap & Trade Funding, Enhanced Infrastructure Finance District (EIFD), etc. LEEP project sponsors will develop plans, and provide resources, to identify and analyze available funding sources. 4. Transactional Structuring: The success and sustainability of a LEEP initiative requires the thoughtful consideration and inclusion of community-oriented objectives while structuring the various contractual and financing transactions associated with the project enterprise. When intentionally conceived, creatively structured, and properly implemented, community-oriented equity participation policies and objectives do not financially burden projects, but indeed – become tools that generate enhanced financial value and equitable participation. 5. Technology Deployment: Developing large-scale, state-of-the-art facilities involves the utilization (and often pilot- deployment) of cutting-edge technology during the building design, construction, and operational cycle. The deployment of these technologies on, and within, large-scale development projects provide numerous gateway career/employment opportunities for local residents and historically underutilized small businesses. LEEP projects will ultimately incentivize specific measures to support making cutting-edge technologies accessible to underutilized workers and businesses. The EBiC team believes the LEEP approach is a tool for reaching populations who are historically excluded from the economic success so prevalent in the Bay Area. Our vision is uniquely positioned to create the connectivity and conditions for long term economic benefits emerging from high paying positions found in existing and emerging technologies. We will use this opportunity to leapfrog other cities and establish the East Bay as a leading innovation growth cluster and an equity attainment national model for others to follow.

APPENDIX B
Advanced Manufacturing as an Engine for Equity and Wealth Building along the Northern Waterfront communities of
Contra Costa County

Application for Build Back Better Regional Challenge

CoCoCo Build Back Better Regional Challenge (BBBRC) - Draft Concept Paper v4

9.30.2021
Title:

Advanced Manufacturing as an Engine for Equity and Wealth Building along the Northern Waterfront communities of Contra Costa County
Introduction:

The Northern Waterfront Economic Development Initiative TM is a regional cluster -based economic development strategy with the goals of creating more good jobs closer to home for residents, while revitalizing older industrial areas and reinvigorating legacy industries. The Initiative leverages existing competitive advantages and assets by focusing on production in five targeted clusters ( Advanced Manufacturing, Biosciences, Agriscience & Specialty Foods, Transportation Technologies, Clean Tech). The initiative is a collaboration between the County and seven partner cities, who work together on diverse actions to enhance the economic vitality of the region. The eight partners have signed a Memorandum of Understanding to implement the Initiative as a team. The Initiative has been formalized in a Strategic Action Plan, adopted by the County Board of Supervisors in 2019. This grant proposal implements the Strategic Action Plan.

Rationale:

This Build Back Better Regional Challenge grant seeks to boost the opportunities for disadvantaged communities and residents, particularly those disproportionately affected by the COVID-19 pandemic, and the Northern Waterfront communities contain census tracts identified as SB1000 communities and Opportunity Zones (previously designated areas of concern targeted for investment) . Building upon this multi-jurisdictionally approved framework, while incorporating a pandemic recognition that we can do better, and utilizing commitments from across the private-public and civic sectors , this grant will bring together additionally and timely federal stimulus funding and a required stimulus council for the purposes of accelerating development projects which tackle l ong-term economic distress , invest in raci al justice and equity in historically disadvantaged communities along the Northern Waterfront.

Organization:

The Department of Conservation and Development (DCD) is the planning and permitting agency for unincorporated Contra Costa County , and serves a co ordinating role for economic development, affordable housing, and community investment countywide . DCD staff will serve as the grant lead and primary point of contact.

Project Description:

Identify compelling industrial development projects within the foo tprint and economic development framework of the Northern Waterfront Economic Development Initiative TM. These projects should have broad-base support, environmental and historical documents in hand, and incorporate the ability to quickly galvanize the community around four tentpoles of: establish a green economy, tackle climate change, advance racial equity, and restore our global competitiveness.

CoCoCo Build Back Better Regional Challenge (BBBRC) - Draft Concept Paper v4

9.30.2021
The identified projects are taken from the existing, approved Strategic Action Plan (SAP), except for the analytic data update – which the need is, of course, an outcome of the pandemic . The SAP and Northern Waterfront MOU were completed in 2019, just before onset of the pandemic, and have needed an influx of resources to regroup and reignite the partnership in the wake of the changing business landscape.

The Build Back Better Regional Challenge grant will serve that catalyst role, directly serving Objectives and Action Items in the SAP supporting three of the target industries: Bioscience, Transportation Technologies, and Advanced Manufacturing. These three are deliberately selected to be the targets for the B uild Back Better Regional Challenge grant because they are the most in need of a boost coming out of pandemic conditions, and least resourced from other funding streams.

Budget:

The total cost of Phase One of the Northern Waterfront Build Back Better Regional Challenge grant proposal is projected to be $500,000 for technical assistance in four areas, which will cover:
• Support business development efforts aimed at growing the Advanced Manufacturing cluster through the acquisition of up-to-date business and industry data reflecting post - pandemic conditions (Action 1.1.1, 1.1.2, 3.1.1., and 5.1.3): $100,000 • Conduct a Bioscience incubator feasibility study on County -owned land in Hercules (Action 4.1.1): $100,000
• Develop a Regional Northern Waterfront target industry-orientated marketing materials including unified website, branding, and collateral (Actions 5.1.1 and 5.1.2): $150,000 • Advance transportation technology cluster support at one or both of two sites in the Northern Waterfront area to foster an environment that can retain and attract this cluster in future regional development: GoMentum Station (privately owned vehicle technology testing site) on the Concord Naval Weapons Station (CNWS) and Buchanan Airport (publicly owned commercial airport with aviation technology space available) (Actions 1.1.2 and 4.1.2): $150,000
Summary:

Northern Waterfront Economic Development InitiativeTM is a private -public-civic sector led initiative aimed at spurring bottom-up economic rejuvenation and revitalization focused on the emerging industrial clusters of the future, while concentrating the tangible socio -economic benefits for long-time residents of the communities along the 55-mile Northern Waterfront that are experiencing disproportionate job loss, economic underinvestment, and excessive commute times.

APPENDIX C

Description of City of Santa Monica’s
Development Agreement / “Value Capture” Practices

FHWA Value Capture Webinar
March 24, 2021

Santa Monica Context - DAs
• City of Santa Monica
• Development Agreements approved since 1981
• Over 40 DAs, last approval Sept 2020, two pending 2021 • DAs as a community development tool
• Why, Who, How, What to Keep in Mind
• Opportunities and challenges for smaller cities
• Project types
• Larger scale office campus: ~1M SF (early years)
• Office and hotel development
• Private school and church expansion
• Hospital campus rebuild/expansion
• Biotech
• Housing projects, all sizes

• Established by California law (Gov’t Code § 65864 – 65869.5) • Negotiated contract between City and Applicant
• Legislative Act – broad discretion
• Vested right for developer
• Individually negotiated, not precedent setting
• Shared outcomes – strategic negotiation
• General Plan/Specific Plan consistency
• Voluntary
• No need to establish nexus or rough proportionality between community benefits and project, within limits
• Tailor community benefits
• Suit location, context, development proposal
• Range and magnitude of benefits varies by project
• Informed by community values/priorities
What is a DA?

Project Characteristics By-Right Discretionary DA
Zoning Code Technical Review X X X
Public Process (Community Mtgs, Public Hearings) X X
Environmental Review X X
Community Benefits – broad range Voluntary X
Ground Level Open Space X
Coordination between properties X
TDM Programs Limited Limited X
Transit or Infrastructure Improvements X
Exceed Zoning Development Standards Limited X
Building Mass and Scale Limited X
Building Design, Colors, Materials X X X
Why Pursue a DA?
• Provides highest level of community control over projects • Who will lead negotiations, set direction, project manage? • Negotiating on behalf of City Council, community
• Technical expertise – project review
• Policy depth
• Political awareness
• Negotiation skills
• Consider strengths: should be well-suited for lengthy, intense process • City team
• Project Manager (Santa Monica: City Planning Division) • City Attorney representative (land use law/CEQA, negotiations, contracts) • Internal review groups: PW, Community Services, Sustainability, Mobility • Environmental consultant
• Fiscal/economic consultant
• Applicant team
• Level of interaction will vary based on City/Agency’s culture and approach • High level of interaction in Santa Monica
Who Should be Involved?

• Shape project proposal
• Applicant’s project concept + City’s land use policies • What mix of uses and where?
• Project value + community benefits
• What development parameters will be considered via DA? • Santa Monica has been focused on building height & density • Early community feedback
• Anticipate potential controversy, city staff & applicant must make meaningful adjustments during early and later stages of review • Seek Council authorization to proceed with negotiations • Expect significant, comprehensive project review - multiple rounds:
• site planning, design, historic preservation, mobility, public works utilities/engineering, sustainability
How to Start Negotiations

• Start with baseline requirements
• General Plan/Specific Plan priorities
• Impact fees & code
• Inclusionary housing
• Starting points for negotiations
not requirements, will need to weigh trade-offs
• Identify other community priorities
• Difficult-to-fund infrastructure
• Programs that impact fees do not fund
(e.g., child care facilities vs. child care subsidies)
• Unmet community needs
• Current needs for Santa Monica in 2020-2021 & beyond, include:
addressing economic recovery, affordable housing, homelessness How to Identify Community
Benefits

• Affordable Housing
 On-site/off-site above base requirement
• Congestion Management
 New vehicle, ped, bike linkages
 Land dedications
 Transp. Infrastructure contribution
 Enhanced TDM programs
 Bicycle facilities
 Shared parking
• Historic Preservation
• Social/Health Services: in-kind & grants
• Sustainability
 EV chargers & stub outs
 LEED Platinum or equivalent
 Solar and Purple Pipe
 Rainwater/grey water capture/re-use
Community Benefit Examples
• Child Care
 Tuition or operating subsidies
 Physical facility
• Arts Programming and Installations
• Open Space
 Public park
 Publicly-accessible private open space
 Wider sidewalks, courtyards, landscaping
• Education and Training
 Internships & job training programs
 First Source Hiring
 Economic equity funds
• Enhanced revenue/tax payments
• Community meeting space
• Community programming
• Wi-Fi access for seniors

• Be clear about what value project creates
• Consider value of additional development potential (vested rights and/or bigger development envelope) vs. project’s overall value to City • Prioritize & address community needs
• Set by community, decision-makers, land use policy/plans • Have realistic expectations about magnitude of benefits • Combine financing mechanisms and individually-negotiated DAs to achieve City’s overall vision
• e.g., new light rail station upgrades, new streets
• Term of community benefit obligations vs. term of DA
• Use economic analyses to inform decisions
• Expect to spend substantial time on this step
• Complex analysis; data collection, vet assumptions/metrics with applicant How to Evaluate Community
Benefits

• Fiscal Impact Analysis & Economic Impact Analysis
• Value Enhancement Analysis – Santa Monica customized to inform negotiations • assess ‘value’ of additional development potential derived from DA • Feasibility Analysis – Project + community benefits vs. cost and reasonable rate of return • Regardless of measurement technique, a project is feasible, or achieves enhanced value, only if completed project value exceeds development costs
Economic Analyses

• Mixed-Use Hotel, Retail, Residential Project
• Redevelop existing hotel on 4.5-acre site
• ~506,000 SF above grade, ~240,000 SF net new
• Up to 130’ tall building, varying heights
• 2.6 FAR
• Area Plan: DA requirement for up to 130’ and 3.0 FAR
• 312 hotel guest rooms (11 net new)
• Preserve two Landmark features (tree and building)
• New food/bev space, meeting/banquet space, spa/fitness, retail • 60 for-sale residential condominium units
• 14,000 SF publicly-accessible open space
• ~428 parking spaces in on-site subterranean garage
• Funding and land for 42 deed-restricted affordable apartments Case Study DA

Santa Monica Context
Public Review Process – smaller/less controversial projects do not take as long 2011-2012
• April 2011
DA submitted
• June 2011
Community
Meeting
• Feb 2012
Planning
Commission
Float-Ups
• April 2012
Council Float Up
2013-2014 2015-2016 2017-2018 2019-2020
• February 2013
Revised design
submitted
• May 2013

CEQA NOP & EIR
Scoping Meeting
• Project review
on hold pending
adoption of
Downtown
Community Plan
(DCP)
• July 2017
DCP adopted
with Established
Large Sites for
three Downtown
parcels
• February 2018
Revised project
design submitted
• July 2018
Recirc. NOP EIR
Scoping Meeting
• March 2019
Landmarks Commission
• April 2019
ARB courtesy review
• February – May 2020
Draft EIR public review
• September 2-9, 2020
Planning Commission
• September 29, 2020
City Council hearing
Project Review Community Benefit
Negotiations
Case Study DA - Project Timeline

Case Study DA – Community Benefits Value
Community Benefits - Enhanced Fees/Contributions Negotiated Amount Base Fee per Code Incremental Enhancement Affordable Housing Commercial Linkage Fee Contribution $770,000 $440,000 $330,000 Enhanced Transportation Infrastructure Contribution $1,400,000 $890,000 $510,000 Reed Park Ambassadors Program Contribution $200,000 $0 $200,000 Affordable Lodging Contribution $75,000 $0 $75,000
Parks and Recreation Contribution $250,000 $880,000 $0
Early Childhood Initiatives Contribution $1,350,000 $1,350,000 $0 Economic Equity/Opportunity Fund Contribution $550,000 $0 $550,000 Historic Preservation Palisades Park Contribution $50,000 $0 $50,000 Total $4,645,000 $3,560,000 $1,715,000
Community Benefits - Other Monetized Items
With 9% TCAC Gap
Financing
With 4% TCAC Gap
Financing
Without TCAC Financing
Affordable Housing - 2nd Street Land Value $12,750,000 $12,750,000 $12,750,000 Minimum 42 units - gap financing $3,041,000 $14,720,000 $27,550,000 Affordable Housing - Services $10,000/yr @ 55 years $550,000 $550,000 $550,000 Affordable Housing - Transportation Passes @ 55 years TBD TBD TBD Publicly-Accessible Open Space - direct costs* $752,000 $752,000 $752,000 Public Art - minimum $750,000 value $750,000 $750,000 $750,000 Historic Preservation - direct costs $11,600,000 $11,600,000 $11,600,000 Historic Preservation - Interpretive Feature TBD TBD TBD Community Support - meeting space/other discounts
$25,000 value @ 55 years $1,375,000 $1,375,000 $1,375,000 Sustainability - on-site capture/reuse water systems $2,100,000 $2,100,000 $2,100,000 Total $32,918,000 $44,597,000 $57,427,000
Total Value - Monetized Community Benefits $37,563,000 $49,242,000 $62,072,000 • Managing development interest
• Flexibility due to case-by-case review/negotiation
• Adaptable over time, development standards tailored for each site Policy Considerations:
• Flexibility = lack of predictability for developers and community • How to prioritize project types
(e.g., housing for whom – unit mix, affordability? Hotel? Office? How much retail?) • Which community benefits – at what magnitude to justify increased height/FAR? • Seek decision-maker and community input
• Use whole city/organization’s expertise, seek outside support for specific areas • Staff’s best judgement in negotiations
Policy Considerations:
• Effectiveness of outreach process – how to improve?
• How to ensure community benefits address needs of underserved and underrepresented communities?
• How to respond to changing community priorities?
Key Points & Policy Considerations

• Complex economic analyses
• May dominate discussion at public hearings; analysis will be disputed • do not spend all your time defending the numbers
Policy Considerations:
• How much should feasibility analysis matter? Value to community and developer doesn’t always translate to dollars/revenue
• Time-consuming process
• Intense, lengthy process: do not lose sight of shared outcomes • Negotiate best deal on community’s behalf; remember both parties must agree on terms • Controversial projects may be litigated
Policy Considerations:
• Is there a more equitable, predictable, easily-administered alternative to DAs? • Monitoring
• Demonstrate ‘good faith compliance’ annually; recoup costs for staff time • Transparency, maintain community trust in process
Key Points & Policy Considerations

Thank you!

APPENDIX D

City of Carson EIFD
Infrastructure Financing Plan

CITY OF CARSON ENHANCED INFRASTRUCTURE

FINANCING DISTRICT

INFRASTRUCTURE FINANCING PLAN

APRIL 2022

Prepared By:

Prepared For:

The City of Carson and the County of Los Angeles

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Table of Contents

Section Page

1.0 Introduction ................................ ................................ ................................ ........................ 3

2.0 Description of the Proposed District ................................ ................................ .................... 7

3.0 Description of Proposed Facilities and Development ................................ .......................... 8

4.0 Finding of Communitywide Significance ................................ ................................ ........... 14

5.0 Financing Section ................................ ................................ ................................ ............. 15

6.0 Removal of Dwelling Units and Replacement Housing Plan ................................ ............. 21

7.0 Goals of the District ................................ ................................ ................................ .......... 22

8.0 Appendices ................................ ................................ ................................ ...................... 23

Index of Appendices
Appendix A: Map of Boundaries of the Carson EIFD
Appendix B: Legal Description of the Carson EIFD
Appendix C: Projected Tax Increment Revenue Analysis
Appendix D: Fiscal Impact Analysis
Appendix E: General Plan Environmental Impact Report

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1.0 Introduction

1.1 Background & Purpose
The proposed Carson Enhanced Infrastructure Financing District (“Carson EIFD” or “District”) will serve as a catalyst for private development and critical regional infrastructure with transformative potential for the City of Carson (“City”) and the South Bay region of Los Angeles County (“County”). The Carson EIFD encompasses approximately 1,735 acres of land, representing approximately 14% of the City’s total approximately 12,141 acres. The Carson EIFD includes the City’s Vision Plan area, the Civic Center area, the campus of California State Dominguez Hills (“CSUDH”), and various other targeted opportunity site areas within the City that stand to benefit from catalytic infrastructure improvements with communitywide and regional benefit. The District represents a partnership between the City and the County, and as such, will be funded by property tax increment from both taxing entities.

1.2 Contents and Overview of this Infrastructure Financing Plan (“IFP”) Pursuant to Government Code Sections 53398.59 through 53398.74, this IFP comprises the following information:
a) A map and legal description of the District, included herein as Appendix A and Appendix B, respectively.
b) A description of the public facilities and other forms of development or financial assistance that is proposed in the area of the district, including those to be provided by the private sector, those to be provided by governmental entities without assistance under this chapter, those public improvements and facilities to be financed with assistance from the proposed district, and those to be provided jointly. The description shall include the proposed location, timing, and costs of the development and financial assistance. This information is included in Section 3 of this IFP.
c) If funding from affected taxing entities is incorporated into the financing plan, a finding that the development and financial assistance are of communitywide significance and provide significant benefits to an area larger than the area of the district. This information is included in Section 4 of this IFP.
d) A financing section (included in Section 5 of this IFP) , which shall contain all of the following information:
a. A specification of the maximum portion of the incremental tax revenue of the city or county and of each affected taxing entity proposed to be committed to the district for each year during which the district will receive incremental tax revenue.

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The portion need not be the same for all affected taxing entities. The portion may change over time. The maximum portion of the City’s property tax increment to be committed to the District will be 52% throughout the duration of the District lifetime.

For the County, the maximum portion of the County’s property tax increment to be committed to the District will be 25% throughout duration of the District lifetime, which is projected to be forty five (45) years from the date on which the first issuance of bonds or acquisition of a loan is approved by the Public Financing Authority (“PFA”).
b. A projection of the amount of tax revenues expected to be received by the district in each year during which the district will receive tax revenues, including an estimate of the amount of tax revenues attributable to each affected taxing entity for each year. Section 5.3 of this IFP includes a projection of tax revenues to be received by the District by year over the course of forty five (45) years from the date on which the first issuance of bonds or acquisition of a loan is approved by the PFA. These projections are based on research and analysis of available data at the time of IFP preparation for purposes of illustration. Actual results may differ from those expressed in this document. Appendix C provides additional detail for the projected revenue analysis.
c. A plan for financing the public facilities to be assisted by the district, including a detailed description of any intention to incur debt. Section 5.4 of this IFP includes a plan for financing the public facilities to be assisted by the District. The PFA governing the District intends to incur debt only when it is financially prudent to do so. It is estimated at this time that the EIFD will c ontribute approximately $134 million (in present value dollars) to public improvements and affordable housing projects from a combination of bond or loan proceeds (multiple issuances may be necessary) and pay-as-you-go funding over the District lifetime. This is equivalent to approximately $313 million (nominal dollars).
d. A limit on the total number of dollars of taxes that may be allocated to the district pursuant to the plan. The total number of dollars or taxes that may be allocated to the District shall not exceed $313,000,000 (nominal dollars). This represents a maximum allocation of $156,500,000 from the City and $1 56,500,000 from the County over the District lifetime (nominal dollars).
e. A date on which the district will cease to exist, by which time all tax allocation to the district will end. The date shall not be more than 45 years from the date on which the issuance of bonds is approved pursuant to subdivision (a) of Section 53398.81, or the issuance of a loan is approved by the governing board of a local agency pursuant to Section 53398.87. The District will cease to exist the earlier of: (i) forty five (45) years from the date on which the first issuance of bonds or acquisition of a loan is approved by the PFA, or (ii) June 30, 20 99. This IFP Carson EIFD
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assumes that the District will be formed in Fiscal Yea r 2021-2022 and will begin receiving tax revenues in Fiscal Year 2022-2023.
f. An analysis of the costs to the city or county of providing facilities and services to the area of the district while the area is being developed and after the area is developed. The plan sh all also include an analysis of the tax, fee, charge, and other revenues expected to be received by the city or county as a result of expected development in the area of the district. Appendix D to this IFP includes, as part of the Fiscal Impact Analysis , an analysis of the costs to the City and County for providing facilities and services to the area of the District. It is estimated that, at Year 20 of the District lifetime (assumed stabilized buildout of District area), annual costs to the City will be approximately $14.2 million, and annual costs to the County will be approximately $7.6 million to service the area of the District. g. An analysis of the projected fiscal impact of the district and the associated development upon each affected taxing entity. Appendix D to this IFP includes an analysis of the projected fiscal impact of the District and the associated development upon both the City and the County, as the only two affected taxing entities that are contributing tax increment revenues to the District. It is estimated that, at Year 20 of the District lifetime, the District area will generate an annual net fiscal surplus of $3.0 million to the City and an annual net fiscal surplus of $ 22.4 million to the County.
h. A plan for financing any potential costs that may be incurred by reimbursing a developer of a project that is both located entirely within the boundaries of that district and qualifies for the Transit Priority Project Program, pursuant to Section 65470, including any permit and af fordable housing expenses related to the project. At this time, t he PFA does not intend to finance any potential costs that may be incurred by reimbursing a developer of a project that is both located entirely within the boundaries of the District and qual ifies for the Transit Priority Project Program, pursuant to Section 65470.
e) If any dwelling units within the territory of the district are proposed to be removed or destroyed in the course of public works construction within the area of the district or private development within the area of the district that is subject to a written agreement with the district or that is financed in whole or in part by the district, a plan providing for replacement of those units and relocation of those persons or families consistent with the requirements of Section 53398.56. The PFA does not anticipate that any housing units will be removed as a result of any project identified in this IFP. However, if any relocation of dwelling units is deemed to be required in the future for a project financed by the District, the PFA will comply with the requirements of Government Code Section 53398.56.

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f) The goals the district proposes to achieve for each project financed pursuant to Section 53398.52. Section 7 of this IFP summarizes the goals of each project to be financed by the District.

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2.0 Description of the Proposed District

The Carson EIFD encompasses approximately 1,735 acres of land, representing approximately 14% of the City’s total 12,141 acres. The Carson EIFD includes the City’s Vision Plan area, the Civic Center area, the campus of CSUDH, and various other targeted opportunity site areas within the City that stand to benefit from catalytic infrastructure improvements with communitywide and regional benefit.

Land use designations in the District primarily include industrial and residential uses, and to a lesser extent, retail, office, and recreational designations. The EIFD includes a significant amount of former landfill property with potentia l for remediation and future development. Appendix A includes a map of the proposed District, and Appendix B is a legal description of the District.

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3.0 Description of Proposed Facilities
and Development

3.1 Anticipated Future Private Development
Anticipated future private development is summarized in Table 1 below , anticipated to occur across the Vision Plan area, Civic Center area, the CSUDH campus, and other targeted opportunity site areas as identified on the map in Appendix A . Buildout and absorption of these land uses are forecasted in the first 20 years of the District lifetime.

Table 1: Anticipated Future Private Development
Development Type SF / Units AV Per SF / Unit Estimated AV at Buildout (2022$)
Rental Residential 2,619 units $300,000 per unit $785,700,000 For Sale Residential 662 units $400,000 per unit $264,800,000 Commercial / Retail 965,348 SF $285 PSF $275,124,180
Office 780,000 SF $225 PSF $175,500,000
Hotel 118 rooms $200,000 per room $23,600,000
Recreational 598,500 SF $350 PSF $209,475,000
Industrial 5,632,961 SF $160 PSF $901,273,760
Estimated Total

$2,635,472,940

3.2 Public Facilities to be Financed with Assistance from the Carson EIFD The PFA intends to utilize the District to contribute approximately $134 million (in present value dollars) of funding to infrastructure and affordable housing projects of communitywide and regional significance over the District lifetime. This is equivalent to approximately $3 13 million (nominal dollars). Table 2 outlines an estimate of anticipated EIFD budget allocation over the District’s lifetime.

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Table 2: Estimated EIFD Funding Allocation
# PROJECT ESTIMATED

ALLOCATION

ESTIMATED
TIMING
1 Affordable Housing Development in Carson
(20% Minimum County Requirement) $26,800,000 Year 1 to Year 50 2 Victoria Golf Course Approved Remediation
and Infrastructure Projects $10,000,000 Year 1 to Year 20 (up to $10,000,000)
3* Brownfield Site Remediation $10,000,000 to
$75,000,000 Year 1 to Year 50
4* Park and Recreational Development $5,000,000 to
$15,000,000 Year 10 to Year 50
5* Dominguez Channel / Bicycle Master Plan
Improvements / Pedestrian Networks
$2,500,000 to
$5,000,000 Year 15 to Year 50
6* Future City Street / Road Improvements and
Other Infrastructure
$10,000,000 to
$30,000,000 Year 15 to Year 50
7* Commercial Façade Program $2,500,000 to
$5,000,000 Year 15 to Year 50
Estimated Total EIFD Budget Allocation $134,000,000 (present value dollars)

*The above conceptual budget provides a snapshot of current infrastructure needs and may be modified by City Council recommendations or County Board of Supervisors recommendations and approval by the PFA. Funds may be adjusted depending on future needs, pr oject costs, and/or funding availability from other sources. No funds shall be used to support ongoing operations of oil refinery activities.

(5) Affordable Housing Projects: The EIFD will implement a 20% affordable housing set-aside for the acquisition, construction, or rehabilitation of housing for persons of very low, low, and moderate income, as defined in Sections 50105 and 50093 of the Health and Safety Code, for rent or purchase in the City. The PFA will coordinate with the Carson Housing Authority for implementation and administration of these funds and projects subject to the approval of the City Council . The sequence in which EIFD revenues shall be allocated annually shall prioritize this affordable housing set-aside as the first priority. The PFA may additionally elect to coordinate with the County of Los Angeles Affordable Housing Trust Fund or another entity as an alternative or in addition to the Carson Housing Authority for the acquisition, construction, or rehabilitation of affordable housing in the City, subject to Carson EIFD
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the approval of the City of Carson City Council. Funds dedicated to these projects will be tracked and delineated specifically in the required annual reporting for the EIFD.

(2) Victoria Golf Course Approved Remediation and Infrastructure Projects 1: Certain on -site infrastructure and remediation projects for development of th e Victoria Golf Course property pursuant to the project list agreed upon in advance by City and County (the “Victoria Golf Course Approved Remediation and Infrastructure Projects”). After the allocation of the affordable housing set-aside, fifty percent (50%) of all annual EIFD revenues will be allocated to the Victoria Golf Course Approved Remediation and Infrastructure Projects up to $10,000,000. Disbursement of funding for Victoria Golf Course Approved Remediation and Infrastructure Projects shall be contingent on and commence from the receipt by The Creek at Dominguez Hills of the Remedial Action Completion Report by the Department of Toxics and Substance Control and shall be based on eligible costs incurred. The County and City have agreed to enter into an agreement describing various obligations should the ground lease of the Golf Course Property between Plenitude Holdings, LLC (“Plenitude”) and the County be terminated or the County enters into an agreement with another developer. If Plenitude pays for the costs of any Victoria Golf Course Approved Remediation and Infrastructure Projects prior to the a vailability of EIFD funding, then Plenitude will be reimbursed such costs from EIFD funds once such funds become available, subject to the terms outlined above. If The Creek at Dominguez Hills or another vertical development on the Golf Course site explicitly agreed upon by the City and the County is not substantially completed by December 31, 2032, any funds remaining from the allocation outlined above shall be remitted back to the EIFD, and the EIFD will be released from any obligation related to the Victoria Golf Course property as described above, and such funds may be expended on projects mutually agreed to by the County and City other than the Victoria Golf Course Approved Remediation and Infrastructure Projects. Funds dedicated to this project will be tracked and delineated specifically in the required annual reporting for the EIFD. The described funding obligation in this paragraph (2) may be adjusted or revised by agreement between the City and the County and still qualify for EIFD funding so long as the projects constitute infrastructure, housing and/or remediation projects described in this Section 3.0.

(3) Brownfield Site Remediation*: Provide funding or partial funding to clean up various project sites to leverage future development that could include but is not limited to the 157-Acre Carson Reclamation Properties. These projects will spur economic development to accelerate tax increment revenues to the Carson EIFD and separately to the County and City. Specific project(s) funding subject to City Council recommendations and approval by the PFA.

(4) Park and Recreational Development*: Develop a park within the city of Carson. Potential park development sites could include but is not limited to the 18 -acre Shell site and/or Sanitation

1 For the purposes of the PFA Bylaws, Victoria Golf Course Approved Remediation and Infrastructure Projects are to be considered “County Projects”.

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District new park site adjacent to Carriage Crest Park. Specific project funding subject to City Council recommendations and approval by the PFA.

(5) Dominguez Channel Improvements / City’s Bicycle Master Plan/ Pedestrian Networks* :

Provide neighborhood connectivity (e.g., pedestrian and bicycle networks), create a continuous Riverwalk park / trail along the Dominguez Channel. Projects related to the City’s Bicycle Master Plan or General Plan would also be eligible under this category. Specific project(s) funding subject to City Council recommendations and approval by the PFA.

(6) Future City Street / Road Improvements and Other Infrastructure*: Installation, reconstruction, and beautification of various streets and roads within city of Carson , as well as new on -site and off-site infrastructure to support future project development (e.g., utilities, sidewalks, drainage).

Beautification amenities may include road/sidewalk installation / extension / repairs, wayfinding signs, streetlights, utility wraps, benches, street banners, art, and landscaping similar to the recent Carson Street Improv ement. Main Street could be a potential site for a beautification project.

Martin Luther King Jr. Street could also be a potential site for a road reconstruction project. It should be noted that County Board of Supervisors previously approved funding for Martin Luther King Jr. Street reconstruction via the approved Memorandum of Agreement among the City, the County and the Kimmelman Foundation for the proposed Carol Kimmelman Athletic and Academic Campus (CKAAC) dated July 2019 (Section II. C. Infrastructure Investments/Improvements).2 The Kimmelman Foundation, however, has since opted to not proceed with the CAAKC project. Accordingly, County funding is no longer available for this project. If another entity (e.g., City or County) advances t he funding for Martin Luther King Jr.

Street road improvements, that entity will be eligible for reimbursement from EIFD proceeds.

Other Improvements may also include intersection improvements to interchanges such as Avalon & I-405, construction of freewa y entrance along I -405 & Main Street, I -405 by Wilmington Blvd and/or other intersections. Other road improvements may be funded based on road conditions, subject to recommendations from the City Council and approval by PFA.

(7) Commercial Façade Program*: Develop program(s) to financially assist local businesses and property owners with improvements to exterior facades or other beautification improvements (e.g., paint, signage). Specific project(s) funding subject to City Council recommendations and approval by the PFA.

2 The Memorandum of Agreement provided that the County would fund the “Base Road Reconstruction” of Martin Luther King Jr. Road with an estimated cost of $4.5 million, additionally committing to payment of any cost overruns to complete the Base Road Reconstruction, which is no longer moving forward.

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Funds allocated under projects item numbers 3 through 7 may be reallocated to any eligible projects under the IFP and EIFD law based on future infrastructure needs. Specific project funding subject to City Council recommendations and approval by the PFA.

The EIFD will not include funds to support ongoing operations of oil refinery activities.

Additional expenditures by the EIFD, including any use of potential future EIFD bond proceeds, will be subject to City Council recommendations and approval by the PFA. Targeted improvements would conform to established guidelines in existing, adopted plannin g documentation, such as the City General Plan. Eligible expenditures in accordance with Government code sections 53398.52 and 53398.56 include the purchase, const ruction, expansion, improvement, seismic retrofit, or rehabilitation of any real or other tangible property with an estimated useful life of 15 years or longer. The EIFD may finance planning and design activities that are directly related to the purchase, construction, expansion, or rehabilitation of these projects. Example projects may include, but not be limited to, the following:
a) Highways, interchanges, ramps and bridges, arterial streets, parking facilities, and transit facilities
b) Sewage treatment and water reclamation plants and interceptor pipes c) Facilities for the collection and treatment of water for urban uses d) Flood control levees and dams, retention basins, and drainage channels e) Childcare facilities, libraries, and other government facilities f) Parks, recreational facilities, and open space
g) Facilities for the transfer and disposal of solid waste, including transfer stations and vehicles
h) Brownfield restoration and other environmental mitigation i) The acquisition, construction, or rehabilitation of housing for persons of very low, low, and moderate income, as defined in Sections 50105 and 50093 of the Health and Safety Code, for rent or purchase
j) Projects that enable communities to adapt to the impacts of climate change, including, but not limited to, higher average temperatures, decreased air and water quality, the spread of infectious and vector -borne diseases, other public health impacts, extreme weather events, sea level rise, flooding, heat waves, wildfires, and drought k) The acquisition, construction, or improvement of broadband Internet access service l) Acquisition, construction, or repair of commercial structures by the small business occupant of such structures, if such acquisition, construction, or repair is for purposes of fostering economic recovery from the COVID-19 pandemic and of ensuring the long-term economic sustainability of small businesses
m) Facilities in which nonprofit community organizations provide health, youth, homeless, and social services.

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The PFA intends to c ontinue to identify, evaluate, and pursue additional funding sources and financing mechanisms aside from District tax increment to implement the improvements identified above, potentially including grant sources, impact fees, private sector investment incentivized by the formation of the EIFD itself, and/or other sources. The City has already formed a Community Facilities District (“CFD”) with a Citywide annexation area for new and/or intensified development to assist with ongoing services and maintenance needs in the City.

Private sector developers will be responsible for funding project -specific / fair -share / in -tract infrastructure, unless otherwise outlined in this IFP. Some public facilities included in the EIFD area are anticipated to be provided by governmental entities without assistance from the District.

There are no public facilities anticipated to be provided jointly by the pr ivate s ector and governmental entities, however it is possible that private sector developers may advance funding for improvements such as brownfield site remediation, with anticipation to be partially reimbursed with EIFD proceeds. Such case-specific agreements would come before the PFA for approval at the appropriate time.

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4.0 Finding of Communitywide
Significance

Implementation of the District promotes the goals of the City’s General Plan, facilitates the cleanup and reuse of former landfill sites serving the larger County region, supports implementation of regional connectivity through active transportation, and facilitates the growth of a regional educational institution in CSUDH.

The District additionally supports numerous County economic development objectives, including job creation, workforce development, affordable housing, homeless prevention, improvement of quality of life, and promotion of environmental sustainability , all in an area predominantly designated as Disadvantaged Community (DAC) census tracts based on the California Environmental Protection Agency (CalEPA) CalEnviroScreen tool (version 3.0).

Specific communitywide and regional benefits anticipated to be generated by the District include:
• $75 million in net fiscal surplus to the City over 50 years (on a present-value basis) • $529 million in net fiscal impact to County over 50 years (on a present -value basis) , including additional direct property tax revenue to County Fire and County Library • 3,281 housing units within the District , including aff ordable housing a multiple income levels
• 21,781 direct, indirect, and induced temporary, construction-related jobs in the City and County
• 9,349 direct, permanent jobs in the City
• 4,269 additional indirect and induced permanent jobs in the City and County (total of 14,349 direct, indirect, and induced jobs)
• $3.7 billion in economic output from construction in the City and County • $1.8 billion in annual ongoing economic output in the City and County.

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5.0 Financing Section

Projections included in this IFP are based on research and analysis of available data at the time of IFP for purposes of planning and illustration. Actual results may differ from those expressed in this document.

The Carson EIFD represents a partnership b etween the City and County, and as such, will be funded by property tax increment from both taxing entities . No other taxing entity is contributing property tax increment to the District. It is anticipated that property tax increment will be utilized on bo th a “pay -as-you-go” basis as well as security for tax increment bond issuance or loan acquisition.

Portions of the Carson EIFD are located within the boundaries of the former Redevelopment Project Area of the former Redevelopment Agency of Carson, and so p roperty tax revenues generated by the properties within the overlapping area will flow according to the Redevelopment Agency dissolution statutes until all of the Successor Agency’s obligations are retired (currently anticipated in 2041). Redevelopment Property Tax Trust Fund (“RPTTF”) residual revenues are intended to be contributed by the City and County to the District as part of the maximum allocations outlined in the following sections.

The analysis and projections herein reflect the City’s intention to dedicate incremental property tax revenue allocated to the City in lieu of motor vehicle license fees to the District pursuant to Government Code Section 53398.75€(1) in addition and in proportion to incremental AB8 property tax.

5.1 Maximum Portion of Incremental Tax Revenue Dedicated to the District The maximum portion of the City’s property tax increment to be committed to the District will be 52% throughout the District lifetime. The maximum portion of the County’s property tax increment to be committed to the District will be 25% throughout the District lifetime.

5.2 Projection of District Tax Revenues by Year
Table 3 provides an overview of the projected growth of assessed value, property tax increment, and City and County contributions to the District over the District lifetime. It is expected that a total of $156,266,930 of incremental tax revenues will be allocated to the District by the City, and a total of $156,266,930 of incremental tax revenues will be allocated to the District by the County, for a total allocation of taxes revenues to the EIFD of $ 312,533,860. Table 4 illustrates the accumulation of affordable housing set-side funding.

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Table 3: Projection of District Revenues by Year

Note: Present value at 3% discount rate.

Incremental
Assessed Value
Property Tax
Increment @
1% General
Levy
Average City
Share
Available
(AB8+VLF)
City
Increment
Available
Portion of
City Share
Allocated
City
Increment
Allocated
Average
County Share
Available
County
Increment
Available
Portion of
County Share
Allocated
County
Increment
Allocated
Total Taxes
Allocated to
EIFD
0 2021 / 2022 $0 $0 11.87% $0 52% $0 24.7% $0 25% $0 $0 1 2022 / 2023 $420,809,462 $4,208,095 11.87% $499,468 52% $259,639 24.7% $1,038,558 25% $259,639 $519,279 2 2023 / 2024 $953,315,091 $9,533,151 11.87% $1,131,511 52% $588,195 24.7% $2,352,782 25% $588,195 $1,176,391 3 2024 / 2025 $1,225,684,360 $12,256,844 11.87% $1,454,792 52% $756,247 24.7% $3,024,989 25% $756,247 $1,512,494 4 2025 / 2026 $1,588,758,230 $15,887,582 11.87% $1,885,733 52% $980,264 24.7% $3,921,055 25% $980,264 $1,960,528 5 2026 / 2027 $2,218,486,210 $22,184,862 11.87% $2,633,171 52% $1,368,806 24.7% $5,475,224 25% $1,368,806 $2,737,612 6 2027 / 2028 $2,432,710,118 $24,327,101 11.87% $2,887,439 52% $1,500,982 24.7% $6,003,929 25% $1,500,982 $3,001,964 7 2028 / 2029 $2,609,863,141 $26,098,631 11.87% $3,097,705 52% $1,610,286 24.7% $6,441,142 25% $1,610,286 $3,220,571 8 2029 / 2030 $2,851,182,832 $28,511,828 11.87% $3,384,133 52% $1,759,180 24.7% $7,036,719 25% $1,759,180 $3,518,360 9 2030 / 2031 $3,009,340,228 $30,093,402 11.87% $3,571,854 52% $1,856,763 24.7% $7,427,052 25% $1,856,763 $3,713,526 10 2031 / 2032 $3,172,336,888 $31,723,369 11.87% $3,765,318 52% $1,957,332 24.7% $7,829,327 25% $1,957,332 $3,914,664 11 2032 / 2033 $3,397,374,003 $33,973,740 11.87% $4,032,420 52% $2,096,180 24.7% $8,384,719 25% $2,096,180 $4,192,360 12 2033 / 2034 $3,608,452,600 $36,084,526 11.87% $4,282,954 52% $2,226,415 24.7% $8,905,661 25% $2,226,415 $4,452,831 13 2034 / 2035 $3,721,106,377 $37,211,064 11.87% $4,416,665 52% $2,295,923 24.7% $9,183,691 25% $2,295,923 $4,591,845 14 2035 / 2036 $3,836,476,366 $38,364,764 11.87% $4,553,600 52% $2,367,106 24.7% $9,468,424 25% $2,367,106 $4,734,212 15 2036 / 2037 $3,930,533,765 $39,305,338 11.87% $4,665,239 52% $2,425,139 24.7% $9,700,557 25% $2,425,139 $4,850,279 16 2037 / 2038 $4,026,472,313 $40,264,723 11.87% $4,779,111 52% $2,484,333 24.7% $9,937,334 25% $2,484,333 $4,968,667 17 2038 / 2039 $4,124,329,632 $41,243,296 11.87% $4,895,260 52% $2,544,711 24.7% $10,178,846 25% $2,544,711 $5,089,423 18 2039 / 2040 $4,224,144,097 $42,241,441 11.87% $5,013,732 52% $2,606,297 24.7% $10,425,188 25% $2,606,297 $5,212,594 19 2040 / 2041 $4,325,954,851 $43,259,549 11.87% $5,134,573 52% $2,669,114 24.7% $10,676,457 25% $2,669,114 $5,338,228 20 2041 / 2042 $4,429,801,820 $44,298,018 11.87% $5,257,832 52% $2,733,188 24.7% $10,932,751 25% $2,733,188 $5,466,375 21 2042 / 2043 $4,535,725,729 $45,357,257 11.87% $5,383,555 52% $2,798,543 24.7% $11,194,171 25% $2,798,543 $5,597,086 22 2043 / 2044 $4,643,768,116 $46,437,681 11.87% $5,511,793 52% $2,865,205 24.7% $11,460,820 25% $2,865,205 $5,730,410 23 2044 / 2045 $4,753,971,351 $47,539,714 11.87% $5,642,596 52% $2,933,200 24.7% $11,732,801 25% $2,933,200 $5,866,401 24 2045 / 2046 $4,866,378,650 $48,663,787 11.87% $5,776,015 52% $3,002,556 24.7% $12,010,223 25% $3,002,556 $6,005,111 25 2046 / 2047 $4,981,034,096 $49,810,341 11.87% $5,912,102 52% $3,073,298 24.7% $12,293,192 25% $3,073,298 $6,146,596 26 2047 / 2048 $5,097,982,650 $50,979,826 11.87% $6,050,911 52% $3,145,455 24.7% $12,581,821 25% $3,145,455 $6,290,911 27 2048 / 2049 $5,217,270,175 $52,172,702 11.87% $6,192,496 52% $3,219,056 24.7% $12,876,223 25% $3,219,056 $6,438,111 28 2049 / 2050 $5,338,943,451 $53,389,435 11.87% $6,336,912 52% $3,294,128 24.7% $13,176,512 25% $3,294,128 $6,588,256 29 2050 / 2051 $5,463,050,192 $54,630,502 11.87% $6,484,218 52% $3,370,702 24.7% $13,482,808 25% $3,370,702 $6,741,404 30 2051 / 2052 $5,589,639,069 $55,896,391 11.87% $6,634,469 52% $3,448,807 24.7% $13,795,229 25% $3,448,807 $6,897,615 31 2052 / 2053 $5,718,759,722 $57,187,597 11.87% $6,787,725 52% $3,528,475 24.7% $14,113,899 25% $3,528,475 $7,056,949 32 2053 / 2054 $5,850,462,789 $58,504,628 11.87% $6,944,046 52% $3,609,736 24.7% $14,438,942 25% $3,609,736 $7,219,471 33 2054 / 2055 $5,984,799,917 $59,847,999 11.87% $7,103,494 52% $3,692,622 24.7% $14,770,486 25% $3,692,622 $7,385,243 34 2055 / 2056 $6,121,823,788 $61,218,238 11.87% $7,266,131 52% $3,777,165 24.7% $15,108,661 25% $3,777,165 $7,554,331 35 2056 / 2057 $6,261,588,136 $62,615,881 11.87% $7,432,020 52% $3,863,400 24.7% $15,453,600 25% $3,863,400 $7,726,800 36 2057 / 2058 $6,404,147,771 $64,041,478 11.87% $7,601,227 52% $3,951,359 24.7% $15,805,437 25% $3,951,359 $7,902,718 37 2058 / 2059 $6,549,558,599 $65,495,586 11.87% $7,773,819 52% $4,041,078 24.7% $16,164,311 25% $4,041,078 $8,082,155 38 2059 / 2060 $6,697,877,643 $66,978,776 11.87% $7,949,862 52% $4,132,590 24.7% $16,530,362 25% $4,132,591 $8,265,181 39 2060 / 2061 $6,849,163,069 $68,491,631 11.87% $8,129,426 52% $4,225,934 24.7% $16,903,734 25% $4,225,934 $8,451,867 40 2061 / 2062 $7,003,474,202 $70,034,742 11.87% $8,312,582 52% $4,321,144 24.7% $17,284,574 25% $4,321,144 $8,642,287 41 2062 / 2063 $7,160,871,559 $71,608,716 11.87% $8,499,400 52% $4,418,258 24.7% $17,673,031 25% $4,418,258 $8,836,515 42 2063 / 2064 $7,321,416,862 $73,214,169 11.87% $8,689,955 52% $4,517,314 24.7% $18,069,257 25% $4,517,314 $9,034,628 43 2064 / 2065 $7,485,173,072 $74,851,731 11.87% $8,884,321 52% $4,618,352 24.7% $18,473,407 25% $4,618,352 $9,236,704 44 2065 / 2066 $7,652,204,406 $76,522,044 11.87% $9,082,574 52% $4,721,410 24.7% $18,885,640 25% $4,721,410 $9,442,820 45 2066 / 2067 $7,822,576,366 $78,225,764 11.87% $9,284,792 52% $4,826,530 24.7% $19,306,118 25% $4,826,530 $9,653,059 46 2067 / 2068 $7,996,355,766 $79,963,558 11.87% $9,491,055 52% $4,933,751 24.7% $19,735,006 25% $4,933,752 $9,867,503 47 2068 / 2069 $8,173,610,753 $81,736,108 11.87% $9,701,443 52% $5,043,118 24.7% $20,172,471 25% $5,043,118 $10,086,236 48 2069 / 2070 $8,354,410,841 $83,544,108 11.87% $9,916,039 52% $5,154,671 24.7% $20,618,686 25% $5,154,671 $10,309,343 49 2070 / 2071 $8,538,826,930 $85,388,269 11.87% $10,134,926 52% $5,268,456 24.7% $21,073,825 25% $5,268,456 $10,536,912 50 2071 / 2072 $8,726,931,341 $87,269,313 11.87% $10,358,192 52% $5,384,517 24.7% $21,538,067 25% $5,384,517 $10,769,033 $2,532,689,294 $300,610,605 52% $156,266,929 $625,067,718 25% $156,266,929 $312,533,858 $1,083,076,794 $128,552,828 52% $66,825,838 $267,303,353 25% $66,825,838 $133,651,676Present Value Fiscal Year
Total
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Table 4: Projection of Affordable Housing Set-Aside Funds

Note: Funding may not be expended each year, may be accumulated until the PFA has determined an efficient use / expenditure of such funding.

Total Taxes
Allocated to
EIFD
Affordable
Housing Set-
Aside
0 2021 / 2022 $0 $0
1 2022 / 2023 $519,279 $103,856
2 2023 / 2024 $1,176,391 $235,278
3 2024 / 2025 $1,512,494 $302,499
4 2025 / 2026 $1,960,528 $392,106
5 2026 / 2027 $2,737,612 $547,522
6 2027 / 2028 $3,001,964 $600,393
7 2028 / 2029 $3,220,571 $644,114
8 2029 / 2030 $3,518,360 $703,672
9 2030 / 2031 $3,713,526 $742,705
10 2031 / 2032 $3,914,664 $782,933
11 2032 / 2033 $4,192,360 $838,472
12 2033 / 2034 $4,452,831 $890,566
13 2034 / 2035 $4,591,845 $918,369
14 2035 / 2036 $4,734,212 $946,842
15 2036 / 2037 $4,850,279 $970,056
16 2037 / 2038 $4,968,667 $993,733
17 2038 / 2039 $5,089,423 $1,017,885
18 2039 / 2040 $5,212,594 $1,042,519
19 2040 / 2041 $5,338,228 $1,067,646
20 2041 / 2042 $5,466,375 $1,093,275
21 2042 / 2043 $5,597,086 $1,119,417
22 2043 / 2044 $5,730,410 $1,146,082
23 2044 / 2045 $5,866,401 $1,173,280
24 2045 / 2046 $6,005,111 $1,201,022
25 2046 / 2047 $6,146,596 $1,229,319
26 2047 / 2048 $6,290,911 $1,258,182
27 2048 / 2049 $6,438,111 $1,287,622
28 2049 / 2050 $6,588,256 $1,317,651
29 2050 / 2051 $6,741,404 $1,348,281
30 2051 / 2052 $6,897,615 $1,379,523
31 2052 / 2053 $7,056,949 $1,411,390
32 2053 / 2054 $7,219,471 $1,443,894
33 2054 / 2055 $7,385,243 $1,477,049
34 2055 / 2056 $7,554,331 $1,510,866
35 2056 / 2057 $7,726,800 $1,545,360
36 2057 / 2058 $7,902,718 $1,580,544
37 2058 / 2059 $8,082,155 $1,616,431
38 2059 / 2060 $8,265,181 $1,653,036
39 2060 / 2061 $8,451,867 $1,690,373
40 2061 / 2062 $8,642,287 $1,728,457
41 2062 / 2063 $8,836,515 $1,767,303
42 2063 / 2064 $9,034,628 $1,806,926
43 2064 / 2065 $9,236,704 $1,847,341
44 2065 / 2066 $9,442,820 $1,888,564
45 2066 / 2067 $9,653,059 $1,930,612
46 2067 / 2068 $9,867,503 $1,973,501
47 2068 / 2069 $10,086,236 $2,017,247
48 2069 / 2070 $10,309,343 $2,061,869
49 2070 / 2071 $10,536,912 $2,107,382
50 2071 / 2072 $10,769,033 $2,153,807
$312,533,858 $62,506,772
$133,651,676 $26,730,335
Fiscal Year
Total
Present Value
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These projections are based on research and analysis of available data at the time of IFP preparation for purposes of illustration. Actual results may differ from those expressed in this document. Appendix C provides additional detail for the projected revenue analysis.

5.3 Plan for Financing Public Facilities
The PFA intends to utilize numerous funding sources and financing mechanisms to implement the projects identified in Section 3.2, potentially including District tax increment, grant sources, impact fees, private sector investment, and/or other sources. Separate from its participation in the District, the City has implemented a CFD to assist with ongoing services and maintenance of public improvements within the District.

As it pertains to the use of District tax increment, the PFA intends to incur debt only when it is financially prudent to do so. It is estimated at this time that approximately $ 134 million of EIFD funding (in present value dollars) will be made available through bond or loan proceeds and pay- as-you-go proceeds over the District lifetime. It is estimated that approximately $50 million will be available in the first 20 years of the District lifetime. It may be the case that multiple debt issuances will be necessary to achieve the targeted funding capacity.

5.4 Limit on Total Dollars Allocated to the District
The total number of dollars or taxes that may be allocated to the District shall not exceed $313,000,000 (nominal dollars). This represents a maximum allocation of $156,500,000 from the City and $156,500,000 from the County over the District lifetime.

The limit on the total number of dollars that the City and County will contribute to the EIFD shall be defined as the annual amount of the City and County contributions that is needed to pay bond payments, or otherwise fund the approved list of infrastructure and other projects and expenses of the District, with an estimated cost of approximately $50 million (in present value dollars) over the first 20 years of the District lifetime and approximately $134 million (in present value dollars) over the entire District lifetime . The infrastructure and other projects shall be considered ful ly funded when all projects have been financed by bonds, excess tax increment, or other funds. In the following fiscal year after the projects have been fully funded, and any year thereafter up to the time limit, any City and County contributions in exces s of remaining bond payments shall be returned by the EIFD to the City and County according to their respective proportions. The EIFD shall provide the County an annual accounting of the status of the funding of the approved infrastructure projects and notify the County when they have been fully funded.

To the extent a computation of the limit on total dollars allocated to the district is needed in future dollars at some time in the future, the analysis shall utilize as a benchmark index the California Department of General Services (DGS) California Construction Cost Index (CCCI).

The PFA authorizes the County, throughout the existence of the PFA and the District, to review the PFA’s calculations to determine if excess property tax increment revenue exists , as defined above, in any given year. The PFA shall cooperate with such review by providing reasonable access, inspection privileges, and copies of the PFA’s and/or District's records to County staff upon request, as necessary to review the PFA’s calculat ions. In the event a County review Carson EIFD
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determines excess property tax increment revenue exists, the PFA shall return such excess back to the City and County in proportion to those entities' contributions to the excess amount.

5.5 District Termination Date
The District will cease to exist the earlier of: (i) forty five (45) years from the date on which the first issuance of bonds or acquisition of a loan is approved by the PFA, or (ii) June 30, 2099. This IFP assumes that the District will be formed in Fiscal Year 202 1-2022 and will begin receiving tax revenues in Fiscal Year 2022-2023.

5.6 Analysis of Costs to Provide Facilities and Services Appendix D to this IFP includes, as part of the Fiscal Impact Analysis, an analysis of the costs to the City and County for providing facilities and services to the area of the District. It is estimated that, at Year 20 of the District lifetime (assumed stabilized buildout of District area), annual costs to the City will be approximately $ 14.2 million, and annual costs to the County will be approximately $7.6 million to service the area of the District.

5.7 Fiscal Impact Analysis
Appendix D to this IFP includes an analysis of the projected fiscal impact of the District and the associated development upon both the City and the County, as the only two affected taxing entities that are contributing tax increment revenues to the District. Table 5 presents an overview of fiscal impacts to the City and County.

Table 5: Overview of Fiscal Impacts to City and County

It is estimated that, at Year 20 of the District lifetime, the District area will generate an annual net fiscal surplus of $3.0 million to the City and an annual net fiscal surplus of $22.4 million the County.

Over 50 years, District activity will generate a positive net fiscal impact of approximately $ 74.5 million for the City and $528.9 million for the County on a present-value basis. This is in addition to the Community economic benefits outlined in Section 4 of this IFP (e.g. jobs, housing, remediation of contamination, connectivity, active transportation).

5.8 Developer Reimbursement for Transit Priority Project Annual
(Stablized
Year 20)
Year 0-50
Nominal
Total
Year 0-50
Present Value
@ 3.0%
City of Carson
Estimated Fiscal Revenues (Net of EIFD Contribution) $17,219,617 $1,054,660,400 $427,417,900 Estimated Fiscal Expenditures $14,193,500 $879,816,000 $352,870,800 Estimated Net Fiscal Impact to City $3,026,117 $174,844,400 $74,547,100 County of Los Angeles
Estimated Fiscal Revenues (Net of EIFD Contribution) $29,958,550 $1,728,056,400 $718,604,900 Estimated Fiscal Expenditures $7,568,100 $471,059,500 $189,721,600 Estimated Net Fiscal Impact to County $22,390,450 $1,256,996,900 $528,883,300 Carson EIFD
Infrastructure Financing Plan
April 2022

Page 20 ends

The PFA does not intend to finance any potential costs that may be incurred by reimbursing a developer of a project that is both located entirely within the boundaries of the District and qualifies for the Transit Priority Project Program, pursuant to Section 65470. To the extent that a developer is willing to fund Transit Priority Project infrastructure expenditures beyond and in advance of said developer’s fair share (not contemplated at this time), the PFA may c onsider and evaluate such reimbursement at the appropriate time.

Carson EIFD
Infrastructure Financing Plan
April 2022

Page 21 ends

6.0 Removal of Dwelling Units and
Replacement Housing Plan

The PFA does not anticipated that any housing units will be removed as a result of any project identified in this IFP. However, if any relocation of dwelling units is deemed to be required in the future for a project financed by the District, the PFA will comply with the requirements of Government Code Section 53398.56.

Carson EIFD
Infrastructure Financing Plan
April 2022

Page 22 ends

7.0 Goals of the District

The goals of the District’s implementation of the public facilities outlined in Section 3.2 is to support the City’s General Plan, facilitate the cleanup and reuse of former landfill sites serving the larger County region, support implementation of regional connectivity through active transportation, and facilitate the growth of a regional educational institution in CSUDH. The District additionally aims to implement Statewide policy goals of housing supply and sustainable infrastructure investment.

The underlying objectives include economic development in the form of fiscal revenue generation for the City , County, and other taxing entities , job creation, provision of new housing supply at multiple income levels , improvement of quality of life, and promotion of environmental sustainability. The District will be utilized to address critical infrastructure and affordable housing project funding, which are needed to catalyze private sector investment and development.

Carson EIFD
Infrastructure Financing Plan
April 2022

Page 23 ends

8.0 Appendices

Appendix A: Map of Boundaries of the Carson EIFD
Appendix B: Legal Description of the Carson EIFD
Appendix C: Projected Tax Increment Revenue Analysis
Appendix D: Fiscal Impact Analysis
Appendix E: General Plan Environmental Impact Report

APPENDIX E

Program Overview
Community Economic Resilience Fund (CERF)

12/15/2021

COMMUNITY ECONOMIC RESILIENCE FUND (CERF)
OVERVIEW: CERF’s planning phase will establish regional, inclusive planning tables to develop blueprints and align resources for each region’s economic future. These regional tables will result in recommended investments throughout the region that will support economic recovery from COVID-19, bolster equity outcomes, and facilitate the transition to carbon neutrality.

PROGRAM VISION: Deliver a sustainable and equitable recovery from the economic distress of COVID-19 that meets communities and regions where they are by supporting new regional plans and investing in strategies and projects that help diversify regional economies and develop or expand environmentally sustainable industries that create high-quality, broadly accessible jobs for all Californians.

Program O bjectives
• Support the development of meaningfully inclusive regional planning processes that produce regional roadmaps for economic recovery from COVID-19 that prioritize the creation of accessible, high-quality jobs in sustainable industries.
• Invest in projects proposed by regional planning tables that respond to negative economic impacts of COVID-19 and meet criteria for equity, job quality, and sustainability, among others. • Align and leverage state investments (e.g., High Road Training Partnerships, community capacity building programs), federal investments (e.g., Infrastructure Investment and Jobs Act), and philanthropic and private-sector investments in regions to maximize COVID-19 recovery efforts.

What Does Success Look Like?
• Planning phase. Inclusive, diverse, transparent, and accountable regional planning that results in a holistic strategy and recommended series of investments to recover from COVID-19, grow sustainable industries, diversify regional economies, and increase access to high quality jobs. • Implementation phase. Projects throughout the region that advance globally competitive and sustainable industries and high-quality jobs with clear employment pathways for underserved and incumbent workers facing industry disruption after COVID-19.

Program Det ail

1. Phase 1—Regional Planning Grants:
a. Create 13 Regional Collaboratives that will receive ~$5M each.

12/15/2021
b. Establish new, inclusive regional planning tables starting in spring/summer 2022. Much like a “team of teams,” they will incorporate existing local efforts to address planning on a broader regional scale.
c. Develop localized integrated recovery and transition plans that meet regions where they are. Plans will include analysis of industry sectors and labor markets, with actionable research and consultation from expert institutions.
d. Embed locally-hired coordinators to facilitate ongoing engagement, partnership, and relationship-building activities with business, labor, community, government, education, economic development, federally and non-federally recognized tribes, and other key stakeholder groups.
e. Support participants to increase access and broaden participation in the planning process.
f. Provide technical assistance to guide convening, evaluation, research priorities, and other needs during the planning phase.
g. Create holistic investment strategies that address disproportionate impacts of COVID-19 by diversifying the economy, and developing or growing sustainable industries that create accessible, well-paying jobs. Strategies should complement, incorporate, or expand on existing plans such as Comprehensive Economic Development Strategies (CEDS), as applicable and relevant.

2. Phase 2—Implementation Grants:
a. Provide approximately $500M in rolling, competitive grants from Fall 2022 to June 2024.

Includes reserve funding for each region for competitive bidding. b. Fund projects in localities across the regions based on regional plans developed and criteria outlined.
c. In cases with prior inclusive planning processes, regions may be eligible to apply for “early implementation” pilot projects. More details forthcoming regarding eligibility and criteria.
d. Ensure projects support economic recovery and transition for populations and/or industries disproportionately impacted by COVID-19, while promoting economic diversification, sustainability, and equity. Outcomes will drive the growth of globally competitive, sustainable industries with well-paying, accessible jobs and bolster equity outcomes by race, ethnicity, gender, and geography.

12/15/2021
Best -Case Scenario Timelines
Month Program Progress
December 2021 Release of finalized regions
December 2021 Draft guidelines for Planning Grants released for public comment January 2022 Listening-session webinar for public feedback February 2022 Planning Grant solicitation released
March 2022 Draft guidelines for implementation grants released April 2022 Planning Grant finalists selected and grants awarded August 2022 Implementation grant solicitation released
October 2022 Begin awarding implementation grants
June 2024 Funds must be encumbered
October 2026 Funds must be expended
Resources
• SB-162 Community Economic Resilience Fund Program
• Community Economic Resilience Fund - Office of Planning and Research (ca.gov) Contact Information
• Mary Collins, Governor’s Office of Planning and Research. [email protected]

1 Finalized CERF Regions and Responses to Frequently Asked Questions We thank everyone for submitting comments and voicing your suggestions and concerns. The CERF Team has thoroughly reviewed all comments submitted, and below we provide finalized economic regions with high-level responses to some common themes and questions.

Final CERF Regions:

2 Economic Regions and Corresponding Counties:

Economic Regions Counties
Southern Border • Imperial
• San Diego
Inland Empire • Riverside
• San Bernardino
Los Angeles County
Orange County
Central Coast • Monterey
• San Benito
• Santa Barbara
• Santa Cruz
• San Luis Obispo
• Ventura
Northern San Joaquin Valley • Merced
• San Joaquin
• Stanislaus
Central San Joaquin Valley • Fresno
• Kings
• Madera
• Tulare
Kern County
Eastern Sierra • Alpine
• Amador
• Calaveras
• Inyo
• Mariposa
• Mono
• Tuolumne
Bay Area • Alameda
• Contra Costa
• Marin
• Napa
• San Francisco
• San Mateo
• Santa Clara

3 Economic Regions Counties
• Solano
• Sonoma
Sacramento • Colusa
• El Dorado
• Nevada
• Placer
• Sacramento
• Sutter
• Yolo
• Yuba
Redwood Coast • Del Norte
• Humboldt
• Lake
• Mendocino
North State • Butte
• Glenn
• Lassen
• Modoc
• Plumas
• Shasta
• Sierra
• Siskiyou
• Tehama
• Trinity

Frequently Asked Questions:

1. Q: My region already has some existing economic development planning efforts. Will the CERF- funded regional planning table overtake or erase our efforts? In other words, how will subregional efforts tie into the CERF economic regions? a. CERF seeks to build on, not overtake existing economic development efforts. Think of these new, regional planning tables as a “team of teams.” Existing local planning efforts (e.g., Comprehensive Economic Development Strategies, High Road Training Partnerships, recovery task forces, etc.) will be incorporated into the larger planning table, alongside representatives from other voices and/or corners of the region that

4 may have not been involved in prior planning efforts. The organization that serves as the “neutral intermediary” or “convener” will help facilitate setting these new, inclusive planning tables. The momentum and activities of more localized planning efforts will be able to continue.

2. Q: My region is large and diverse. The delineation of regions does not reflect the reality of many communities and economies, and I worry that rural, tribal, and minority communities will not be meaningfully included in the process.
a. The aim of this program is to create meaningfully inclusive planning tables to collaborate in the design of a blueprint for a region’s recovery from COVID-19 and transition to a carbon-neutral economy. Just like a “team of teams,” representatives from various community groups throughout the CERF economic region—from urban to rural to tribal—must be at the table to provide their input, perspective, and expertise.

That’s what makes this program so transformational and meaningful: a community and worker-centered approach to economic development planning.

3. Q: Industries don’t fit neatly within the CERF economic regions. How do we accommodate for this in our processes?
a. We understand that industries may exist in several regions, and/or industries may cross regional borders. The planning phase may account for this, and implementation projects can support projects that cross regional boundaries. During the planning process, you are encouraged to collaborate with any of the other economic regions, especially those who have similar industries and/or economic challenges. To the extent feasible, the state team can help support making these connections among economic regions.

4. Q: You mentioned specific examples of local and regional economic development planning efforts that have been taking place in California. If I’m located in the same region as one of these planning processes but am not already part of that effort, have we already missed the opportunity to be at the table?
a. No, these regional tables will be new tables and there will be opportunity to engage regardless of what previous activity has occurred in your area. The CERF economic planning process is an opportunity to engage many new voices and communities who may not have previously participated in economic development efforts in your region.

5 5. Q: Your memo failed to highlight the uniqueness of my county or region, and/or did not include the specific efforts that my organization is doing.
a. A: We understand that each locality, county, and region is unique. Moreover, we realize there are impressive efforts happening around the state, ranging from High Road Training Partnerships to Economic Development Councils, among others. We certainly did not attempt to touch on all the unique localities and partnerships in our large and diverse state, and instead we opted for a more manageable, higher-level memo.

6. Q: Why will regions receive the same amount for planning efforts? a. We are providing all regions with the same amount for planning because each region faces different types of difficulties as it relates to recovery from COVID-19, and we aim to provide resources to all parts of the state.

7. Q: This all seems to be moving very quickly. Why?
a. The funds are from the American Rescue Plan Act and must be encumbered by June 30, 2024 for both the planning and implementation phases. Therefore, we aim to strike a balance between providing enough time for public comments and feedback on the program, while also ensuring that each region has enough time to come together to work on planning processes.

8. Q: I have questions about the planning phase, such as what entities are eligible to apply. a. A: We welcome your questions and feedback on the planning phase. Draft guidelines will be available for public comment in December 2021.

APPENDIX F

CALED Flyer on Financing Tools

California Association for Local Economic Development
www.caled.org
Gurbax Sahota, CALED President & CEO
Phone: (916) 448-8252 ext. 15
Email: [email protected]
The dissolution of redevelopment eliminated one
of California’s most powerful tools for economic
development at the local level. Today, Enhanced
Infrastructure Financing Districts (EIFDs) and Community Revitalization Investment Authorities (CRIAs) are the tax increment financing tools to accomplish redevelopment.

While EIFDs and CRIAs have many useful powers, they
remain limited compared to former redevelopment
agencies (RDAs).

California Economic
Development Financing Tools
TOPIC RDA EIFD CRIA WHAT’S NEEDED
Infrastructure Financing Yes — if no other reasonable
means of financing available
Yes — for public capital facilities and
projects of community-wide significance Yes
Land Acquisition Yes — may acquire itself or
finance acquisition Yes — finance acquisition only Yes — may acquire itself or finance acquisition Permit EIFDs to acquire itself
Eminent Domain Yes — 12 year limit Under Gatto only for environmental remediation Yes — 12 year limit Permit under EIFD
Land Conveyance Yes No Yes — may convey
surplus properties Permit under EIFD
Environmental Remediation Yes Yes Yes
Affordable Housing Yes — 20% set-aside Yes — no set-aside but any housing units assisted must be affordable Yes — 25% set-aside
Maintenance, Operations and Services No Yes — maintenance of improvements financed by EIFD No Permit under CRIA
TOPIC RDA EIFD CRIA WHAT’S NEEDED
Property Tax Increment Yes — mandatory for all
taxing agencies
Yes — Only for consenting taxing
agencies based on shares designated in
plan. Education districts may not
consent
Yes — Only for
consenting taxing
agencies based on
shares designated in plan
Education districts may
not consent
Develop tools to encourage
participation from other taxing
agencies. Allow school districts
to voluntarily participate.

Other Tax Revenues No Yes — only for consenting agencies to fund housing and infrastructure No Permit under CRIA
Issuance of Tax Allocation Bonds Yes — with Board approval No Yes — no voter approval required
Eliminate voter approval
requirement under EIFD
Term Up to 45 years of receipt of
taxes to repay debt Up to 45 years from issuance of bonds Up to 45 years from district formation
TOPIC RDA EIFD CRIA WHAT’S NEEDED
Property Tax Increment Yes — mandatory for all
taxing agencies
Yes — Only for consenting taxing
agencies based on shares designated in
plan. Education districts may not
consent
Yes — Only for
consenting taxing
agencies based on
shares designated in plan
Education districts may
not consent
Develop tools to encourage
participation from other taxing
agencies. Allow school districts
to voluntarily participate.

FINANCING
The following chart compares the powers and
financing tools under RDAs, EIFDs, and CRIAs, and
highlights the gaps that remain compared to what
economic development practitioners need today.

We are grateful for legislators’ hard work creating
and improving these and other tools, such as AB 806.

We also need further changes to make these tools
effective for fostering economic growth in California.

TAX INCREMENT FINANCING TOOLS COMPARISON CHART
Full Power Limited Power No Power
Updated January 2020
TOPIC RDA EIFD CRIA WHAT’S NEEDED
Property Tax Increment Yes — mandatory for all
taxing agencies
Yes — Only for consenting taxing
agencies based on shares designated in
plan. Education districts may not
consent
Yes — Only for
consenting taxing
agencies based on
shares designated in plan
Education districts may
not consent
Develop tools to encourage
participation from other taxing
agencies. Allow school districts
to voluntarily participate.

Other Tax Revenues No Yes — only for consenting agencies to fund housing and infrastructure No Permit under CRIA
Issuance of Tax Allocation Bonds Yes — with Board approval No Yes — no voter approval required
Eliminate voter approval
requirement under EIFD
Term Up to 45 years of receipt of
taxes to repay debt Up to 45 years from issuance of bonds Up to 45 years from district formation
California Association for Local Economic Development
www.caled.org
Gurbax Sahota, CALED President & CEO
Phone: (916) 448-8252 ext. 15
Email: [email protected]
EIFDs and CRIAs are Not Viable Tools for Many Cities
Revenues generated under EIFDs and CRIAs are much smaller compared to RDAs because they are limited to participating agency shares, schools are not permitted to participate, and in many cases there are not enough revenues remaining after fulfilling former redevelopment agency obligations. Unless another agency voluntarily participates, EIFDs and CRIAs are limited to City shares of property tax revenue and do not generate a new funding source for economic development.

Many cities receive a small share of property tax revenues that range from as little as 3 to 10 percent. Our members have found that EIFDs and CRIAs are only feasible for a small number of cities who have a larger share of property tax revenues and significant new development in the proposed district. Additionally, many cities have lost their internal capacity to pursue an EIFD or CRIA due to limited personnel and budget constraints. The process to form an EIFD or CRIA can be too challenging if it requires full CEQA review (versus a programmatic EIR permitted for RDAs) and voter approval to form the district or issue bonds.

Potential solutions could be to develop tools to encourage other taxing agencies to participate if demonstrated that they benefit financially from new tax revenues generated by the district, or to allow school districts to voluntarily participate if projects are mutually beneficial, such as affordable housing for teachers.

CALED and our Economic Development Finance and Real Estate experts are ready to work with legislators and the Administration to identify ways to address these gaps. Please contact us today.

WITH REDEVELOPMENT

TIF FINANCING TODAY

TODAY WITH EIFD/CRIA
Share of Future Tax Revenues Share of Future Tax Revenues 100% 100%
80% 80%
60% 60%
40% 40%
20% 20%
0% 0%
Before BeforeAfter After
Significant, unilateral increase in local tax revenues School or community college districts may not participate.

No increase in local tax revenues, unless agencies elect to participate.

City Share TI Other Agencies Schools
California Economic Development Financing Tools
City share of
property tax
increment
with RDA
City share of
property tax
increment
with EIFD/
CRIA. No new
revenues
unless other
agencies
participate.

These charts were created by CALED’s Economic Development, Finance, and Real Estate (EDFRE) Committee.

Learn more about EDFRE at https://caled.org/everything-ed/caleds-economic-development-finance-real-estate-committee/ DRAFT
Opportunity Brief

LONE TREE / SLATTEN RANCH EMPLOYMENT CENTER
Antioch, CA
O
verview
As part of a citywide economic development initiative, the City of Antioch has identified the Lone Tree / Slatten Ranch area as a top priority for future development as a major employment center.

P
rofile of the Lone Tree / Slatten Ranch Area
Location /
boundaries:

See Figure 1 (boundaries) and Figure 2 (regional location).

Developable area: Total area of 315.5 acres, of which 140 acres is currently undeveloped Existing land uses: Mostly vacant/undeveloped land; southern portion of area includes the Slatten Ranch Shopping Center, which anchors Antioch’s most vibrant regional retail area.

Surrounding built
environment:

This site abuts (and includes a portion of) a vibrant concentration of regional retail facilities (including Slatten Ranch Shopping Center, Empire Shopping Center, Empire Crossings and Lone Tree Plaza) that straddles the Antioch/Brentwood boundary. Key retail anchor tenants include: Target, Bed Bath & Beyond, Barnes & Noble, JC Penney, Best Buy, Office Depot, WinCo, The Home Depot, Kohl’s, Michaels, Petco, Trader Joe’s, Lowe’s and 24 Hour Fitness.

Existing zoning: S-P/Regional Retail/Employment Generating Lands Infrastructure: The site has excellent transportation infrastructure for freight/distribution and for workforce and customer access. The site fronts the SR4 Highway and is immediately adjacent to a Union Pacific Railroad line.

C
ity’s Vision/Goals for this Area
The undeveloped portion of this site is ideally suited for a range of industrial and/or business park uses, potentially including the following tenant/business types:
• M
anufacturing (e.g., Value Added Advanced Manufacturing or MakerTech within 3 blocks of i
nterchange; potential areas of focus would include Drones/Robotics and Value Added Food Manufacturing)
• Logistics (both warehouse and Just-in-Time) within 3 blocks of interchange • Wholesale trade for value-added industries (e.g., value added food industries, biosynthetic construction materials, agricultural products from East County and Central Valley) • R&D facilities (e.g., life science, biosynthetic building materials) • University/community college field stations related to onsite R&D activities • Ancillary commercial uses (e.g., restaurants and services oriented to the daytime population) • Business hotel (needs to be within one block of and visible from highway interchange) • Possible “Innovation Zone” where office, MakerTech, R&D and entrepreneurial uses can be intermixed in an overlay zoning designation to create collaborative workplaces

ATTACHMENT C
DRAFT
Antioch’s Market Position
Future development opportunities in Antioch will be strongly enhanced by Antioch’s unique market position, which includes the following features that are advantages over competitor cities in Northern California and out of state:

• Available land for large industrial development projects (competitively priced compared to Highway 880 Corridor)
• Relatively affordable land for adaptive reuse for warehouse and manufacturing compared to inner SF Bay
• Business friendly City with manufacturing/logistics friendly policies (including flexible zoning for various types of industrial/manufacturing uses)
• Large resident/regional workforce to support business growth • Waterfront / port facilities
• Opportunity to create joint venture programs for Buchannan and Byron Airports, developing the repair, maintenance, and AI software support ecosystems • Opportunity to create a competitive niche related to anticipated buildout of Concord Naval Station over next ten years (develop the repair, maintenance and AI software support ecosystems for major employers and educational institutions that locate in Concord) • Affordable East Bay residential location with attractive open space areas, BART station, and waterfront recreational amenities

City’s Strategic Investments and Incentives
The City anticipates making the following resources/incentives available to facilitate development of targeted land uses:

• Direct City investment in marketing / tenant attraction • Packaging of workforce training and other available incentives (including Federal, State and Contra Costa County resources) for targeted tenants
• Development of employer co-sponsored training programs with Los Medanos Community College, Cal State, and nearby universities (e.g., University of Davis for biosynthetic and or advanced food manufacturing)
• Strategic infrastructure investments (with priorities to be determined in consultation with property owners)
• Facilitation of infrastructure financing mechanisms for property owners • Specific Plan preparation (if needed)
• Fast tracking of any necessary zoning changes
• Expedited entitlement/permitting (including waived fees and streamlined CEQA documentation) • Potential investment in people movers between Amtrak, BART and Bus Stations (i.e., proposed Glydways program)
• Leveraging alliances with neighboring East County cities and service districts, creating regional cooperation in the areas of housing, transportation, telecommunication, educational and workforce development programs.
• Potential positioning of Bryon Airport as a drone freight distribution center DRAFT
Figure 1. Lone Tree/Slatten Ranch Employment Center

DRAFT
Figure 2. Regional Location Map

DRAFT
Opportunity Brief

SOMERSVILLE EMPLOYMENT CENTER
Antioch, CA

Overview
As part of a citywide economic development initiative, the City of Antioch has identified the Somersville area as a top priority for future development/redevelopment as a major employment center. This opportunity brief provides an overview of anticipated market potentials and available development incentives applicable to this area.

Somersville Employment Center
Location /
boundaries:

See Figure 1 (boundaries) and Figure 2 (regional location).

Developable area: Total area of 128.0 acres
Existing land uses: The majority of the land within this area (approximately 145 acres) is currently developed with an older/obsolescent regional shopping mall (Somersville Towne Center), which represents a major redevelopment opportunity within Antioch. Properties around the periphery of the mall are mostly developed with low-density commercial buildings. Business types present in the area include retail/food service, health care and financial services firms. The overall commercial vacancy rate in the Somersville employment center (including the mall and the peripheral buildings is 32%.

Surrounding built
environment:

This site is mostly surrounded by residential neighborhoods offering a range of housing products/types.

Existing zoning: C-3/Regional Commercial
Infrastructure: The site has excellent regional access based on its adjacency to the SR4 Highway / Somersville Road interchange.

City’s Vision/Goals for this Area
The Somersville area is ideally suited for repositioning as a mixed-use “village,” whereby the former regional mall would be transformed into a new town center or walkable village retail center. Under this scenario, obsolete department store buildings would be demolished and the inner mall area would be preserved with viable retail tenants. Development around the remaining retail core could include:

• Workforce housing (townhomes and apartments)
• Neighborhood-oriented commercial uses (e.g., grocery, entertainment, fitness facilities, medical clinics and financial institutions)
• Employment-generating industrial uses (including manufacturing and R&D) • Business hotel

The village concept is intended to attract workers to relocate to Antioch from the inner SF Bay Area who would work at the waterfront, BART station area other local employment centers.

DRAFT
Antioch’s Market Position
Future development opportunities in Antioch will be strongly enhanced by Antioch’s unique market position, which includes the following features that are advantages over competitor cities in Northern California and out of state:

City’s Strategic Investments and Incentives
The City anticipates making the following resources/incentives available to facilitate development of targeted land uses:
• Federal Opportunity Zone program (designated area includes Somersville) • Potential expansion of City’s cannabis overlay zone
• Direct City investment in marketing / tenant attraction • Packaging of workforce training and other available incentives (including Federal, State and Contra Costa County resources) for targeted tenants
• Development of employer co-sponsored training programs with Los Medanos Community College, Cal State, and nearby universities (e.g., University of Davis for biosynthetic and or advanced food manufacturing)
• Strategic infrastructure investments (priorities to be determined with property owners) • Facilitation of infrastructure financing mechanisms for property owners • Specific Plan preparation (if needed)
• Fast tracking of any necessary zoning changes
• Expedited entitlement/permitting (including waived fees and streamlined CEQA documentation) • Potential investment in people movers between Amtrak, BART and Bus Stations • Leveraging alliances with neighboring East County cities and service districts, creating regional cooperation in the areas of housing, transportation, telecommunication, educational and workforce development programs.
• Potential positioning of Bryon Airport as a drone freight distribution center.

DRAFT
Figure 1. Somersville Employment Center

DRAFT
Figure 2. Regional Location Map

“Reinvest Antioch”
Economic Development Program
Action Plan and Tool Kit
Briefing to
City Council
Roger Dale,
The Natelson
Dale Group
September 13,
2022

ATTACHMENT D
The Natelson Dale Group, Inc. (TNDG)
Economic development and real estate consulting firm established in 1974.

Core service areas:
• Economic development strategic planning
• Target industry analysis
• Business retention/expansion/attraction
• Real estate strategies and downtown revitalization
• Retail market analysis
• Structuring of local/regional alliances
The strategic planning process
Economic
Development
Baseline:

SWOT analysis
Market assessment
Public engagement
Citywide Economic
Development
Strategy
Screening and
ranking of
employment
centers
Action Plan and
Tool Kit
• Briefings to City Council and Economic Development Commission • Three “Summit” workshops
• Input from development community (via TRI Commercial)

SUMMARY OF

STAKEHOLDER
ENGAGEMENT:

Antioch’s most important competitive advantages
• Available land for large industrial development projects • Opportunities for adaptive reuse / redevelopment
• Potential positioning as a business-friendly City
• Large resident/regional workforce
• Waterfront / port facilities
• Potential partnerships with Buchanan and Byron Airports • Competitive niche relative to reuse of Concord Naval Station • Affordable East Bay housing with high quality of life 50,200: Antioch’s resident workforce
Total: 714,500
209,800: Existing Bay Area/East Bay Commuters from East (2) Potential Reverse Commuters from West (1): 454,500

1. Workers commuting outside each of 8 Census
County Divisions to other areas in region.

2. Workers commuting outside each of 4 Census
County Divisions.

Source: Census OTM, 2019.

ANTIOCH’S CENTRAL POSITION IN A CROSS-COMMUTING REGION
Some challenges/constraints
• Current “normal” length of project entitlements and conditional use permits
• Lack of existing Tech Centers / employment clusters
• Lack of local academic research center
• Current real estate market dynamics pressure conversion of employment land to residential uses
• Image issues associated with chronic problems (blight, crime, homelessness, education system)
• Lack of a unified plan clearly defining path forward as a City Industry Clusters: List of Candidate Clusters
Strategic Approach Local-serving Clusters “Traded” Clusters Build on (or facilitate
repositioning of) Antioch’s
existing core strengths
• Health services
• Retail/personal services
• Hospitality
• Local real estate and construction
services
• Food and beverage
processing/distribution
• Local utilities
• Construction products
(manufacturing)
• Water transportation
• Environmental services (waste
management)
• Distribution/electronic commerce
Tap into dominant East Bay
industry clusters that are not
currently well represented in
the city
• IT and analytical instruments
• Medical devices mfg.
• Automotive mfg.
• Biopharmaceuticals
• Education and knowledge
creation
• Business services

Industry Clusters: List of Candidate Clusters (continued)

“Global” Implications of Pandemic Potentially Affecting Antioch:
• Dramatic increase in “remote work”
• Acceleration of impacts of e-commerce on retail centers • Exacerbation of California’s housing affordability crisis • Changing patterns of land use demand
• Heightened desire to address social equity issues
• Fiscal strains on municipalities (and the availability of federal and state relief funds to mitigate these impacts)
Multi-faceted Action Plan

Important aspects of Action Plan implementation
• Effective economic development requires long view and long-term investment
• Establish “war chest” to provide development/business incentives • Fund development (i.e., attracting external resources) needs to be a focus of initial efforts
• Framework for prioritization of City investments – nimble/flexible but tied to specific ROI measures
Investment criteria/considerations for City funds
• Market demand
• Return on investment (ROI) compared to alternative uses of City funds • Acceptable levels of risk exposure for the City
• Need to balance the potential catalytic impacts of larger projects with the opportunities to support smaller businesses and startups • Requirements for equity and inclusion
• Ability to shift program priorities over time
Potential Funding Sources / Financing Mechanisms
Seed Money for “Antioch Economic Development War Chest” • American Rescue Plan Act (ARPA) funds (Federal)
• Community Economic Resilience Fund (CERF) (State of California) • California Infrastructure and Economic Development Bank (IBank) • Developer fees and/or public benefits payments
Tax Increment Financing Mechanisms
• Enhanced Infrastructure Financing Districts (EIFDs)
• Community Revitalization Investment Authorities (CRIAs) Initiative 1: Business Development (Job Creation) Pipeline Key Components:
• Core ED activities – business retention/expansion/attraction • Target industry program
• ED marketing program
Inclusive Economic Development:
• Targeted outreach to historically disadvantaged businesses, business owners and neighborhoods
• Attraction of firms with strong social equity track records Initiative 2: Real Estate Development Capacity / Site Readiness Key Components:
• Flexible zoning
• Streamlined entitlement/permitting/CEQA
• Strategic infrastructure investments
• Land assembly
• Marketing of special status areas (Opportunity Zones, cannabis, etc.) Inclusive Economic Development:
• Specific plan(s) focused on most distressed business districts) • Prioritized infrastructure investments
Initiative 3: Workforce Opportunity Initiative
Key Components:
• Interface/advocacy with regional workforce organizations • Improve workforce connections with private employers
• Commuter survey to quantify Antioch’s advantages
Inclusive Economic Development:
• Prioritize training opportunities for disadvantaged workers and neighborhoods
• Track social equity measures through survey
Initiative 4: Entrepreneurial Development / Startup Assistance Key Components:
• Business incubation/acceleration program
• Venture capital fund development
• Networking within East Bay to cultivate “deal flow”
• Facilitate startups by Antioch residents
Inclusive Economic Development:
• Select regional partners based on social equity resources/focus • Venture capital funding for MBE/WBE/DVBE firms
• Target startup assistance for MBE/WBE/DVBE firms
Initiative 5: Direct Project Investment / Public-Private Partnerships Key Components:
• Targeted impact fee waivers
• Land/building purchase for incubator
• Partnerships to invest in building renovations
• Partnership(s) to establish research center or tech park Inclusive Economic Development:
• Prioritize investments in most distressed business districts Initiative 6: Leverage Housing Demand to Promote Economic Development Key Components:
• Incentivize mixed-use villages (instead of pure residential projects) • Development agreements to require economic development investments as part of residential entitlement (upzoning) Inclusive Economic Development:
• Prioritize investment of developer-generated funds in most distressed business districts
Initiative 7: Regional Interface / Advocacy
Key Components:
• Ensure Antioch gets “fair share” of regional investments in industry attraction, workforce development, and other special initiatives Inclusive Economic Development:
• Focus on regional initiatives with strong social equity components Initiative 8: Funding/Resource Expansion
Key Components:
• Expand City’s capacity to pursue Federal/State funding • Leverage partnership with Antioch Community Foundation • Allocate portion of development impact fees to economic development
• Earmark a portion of cannabis-related City revenue for reinvestment in economic development
Inclusive Economic Development:
• Prioritize investment in most distressed neighborhoods and business districts
Initiative 9: Coordination with City/Partner “Foundational Functions” Key Components:
• Public safety
• Placemaking (downtown, waterfront, etc.)
• K-12 educational system
• Housing solutions
Inclusive Economic Development:
• Prioritize placemaking in most distressed business district • Promote educational opportunities for historically disadvantaged persons and neighborhoods

QUESTIONS

Antioch City Council Report
September 13, 2022 Agenda Item #9 2

Community Development Staff is currently working on an online application system that would allow applicants to submit all required information and receive their RV Permit entirely online. In-person applications will still be offered. In addition, a new webpage will be created for this process. This system is expected to be active on September 22, 2022 when the RV Ordinance is made effective.

The City Council is now asked to exercise their authority under Section 9-5.3830(B)(9)(e) to establish a maximum total or annual total of RV Permits to be issued. Staff recommends a cap of two hundred RV Permits to be issued each c alendar year. This would allow for two hundred RV Permits to be issued for the remainder of 2022 and an additional two hundred RV Permits each year thereafter . The RV Permits will be issued on a first-come first-served basis. Staff expects this number to be adequate and does not expect a shortfall. The program will be routinely evaluated to ensure that it is serving its intended purpose. Staff also recommends a policy that recognizes a valid RV Permit from the prior program. This recommendation is contained in the attached resolution.

The City Council is asked to consider staff’s recommendation and/or offer additional direction.

ATTACHMENT
A. Resolution
RESOLUTION NO. 2022/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH ESTABLISHING A LIMIT OF TWO HUNDRED (200) RECREATIONAL VEHICLE PERMITS EACH CALENDAR YEAR, PURSUANT TO ANTIOCH MUNICIPAL CODE SECTION 9-

5.3830(B)(9)(e)

WHEREAS, the City Council adopted an ordinance on August 23, 2022 approving amendments to the Antioch Municipal Code regarding the parking of motor vehicles, including recreational vehicles, on residential property;

WHEREAS, Section 9-5.3830(B)(9) establishes the requirement for a Recreational Vehicle Permit for the storage or parking of a Recreational Vehicle in the front yard;

WHEREAS, Section 9-5.3830(B)(9)(e), states that the City Council may establish a maximum total or maximum annual total of Recreational Vehicle Permits to be issued.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby:

1. Establishes a limit of two hundred (200) Recreational Vehicle Permits to be issued each calendar year on a first-come, first-served basis.

2. Recognizes valid Recreational Vehicle Permits issued under the prior registration program.

3. No fee shall be charged for the Recreational Vehicle Permit. * * * * * * *

AYES:

NOES:

ABSTAIN:

ABSENT: ___________________________________

ELIZABETH HOUSEHOLDER

CITY CLERK OF THE CITY OF ANTIOCH

ATTACHMENT A
A1

10 Agenda Item #

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of September 13, 2022

TO: Honorable Mayor and Members of the City Council

SUBMITTED BY: Thomas Lloyd Smith, City Attorney TLS

SUBJECT: Resolution Seeking Approval of City Clerk’s Request for the City Attorney to Provide Managerial Oversight of the City Clerk’s Department in Cooperation with the City Clerk

RECOMMENDED ACTION
It is recommended that the City Council adopt the resolution approving the City Clerk’s request for the City Attorney to provide day-to-day managerial oversight of the City Clerk’s Department in cooperation with the City Clerk.

FISCAL IMPACT
There will be no fiscal impact.

DISCUSSION
The City of Antioch has an elected City Clerk who historically works with manageri al support from a staff member of the City’s executive management team . The City Clerk has requested that the City Attorney provide day-to-day managerial oversight of the City Clerk’s Department in cooperation with the City Clerk including work product, personnel, and the budget.

The City Clerk and the City Attorney work together across numerous functions and duties, so both the City Clerk and the City Attorney believe this working relationship would benefit the City.

The City Clerk ’s Department and City Attorney Office both work to ensure compliance with federal, state, and local laws and regulations including but not limited to open meetings laws, such as the Brown Act (Government Code § 54950, et seq.), conflict of interest laws, such as the Political Reform Act of 1974 (Government Code § 83111, et seq.), and transparency laws, such as the Public Records Act (Government Code § 6250, et seq.). The City Clerk is the City’s Elections Official charged with the duty of conducting elections (Elections Code § 320) and the City Attorney provides legal advice to ensure compliance with elections laws. The City Clerk serves as the service agent for the City regarding claims, subpoenas, and summons and the City Attorney represents the City in all legal actions and proceedings.

ATTACHMENTS
A. Resolution
RESOLUTION NO. 2022/**

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ANTIOCH
APPROVING THE CITY CLERK’S REQUEST FOR THE CITY ATTORNEY TO PROVIDE MANAGERIAL OVERSIGHT OF THE CITY CLERK’S DEPARTMENT

IN COOPERATION WITH THE CITY CLERK

WHEREAS, the City Clerk has statutory authority to appoint deputies, for whose acts the City Clerk and the City Clerk's bondspersons are responsible, and the deputies shall hold office at the pleasure of the City Clerk and receive the compensation as provided by the City Council (Government Code § 40813); WHEREAS, the City Clerk is the City’s Elections Official charged with the duty of conducting elections (Elections Code § 320);
WHEREAS, the City of Antioch has an elected City Clerk who historically works with managerial support from a staff member of the City’s executive management team who provides day-to-day managerial oversight of the affairs of the City Clerk’s Department in cooperation with the City Clerk including work product, personnel, and the budget;
WHEREAS, the City Clerk and the City Attorney work together to ensure compliance with federal, state, and local laws and regulations including but not limited to open meetings laws, such as the Brown Act (Government Code § 54950, et seq.), conflict of interest laws, such as the Political Reform Act of 1974 (Government Code § 83111, et seq.), and transparency laws, such as the Public Records Act (Government Code § 6250, et seq.);
WHEREAS, the City Clerk serves as the service agent for the City regarding claims, subpoenas, and summons and the City Attorney represents the City i n all legal actions and proceedings; and
WHEREAS, City Clerk, Elizabeth Householder, has requested that City Attorney, Thomas Lloyd Smith, provide day -to-day managerial oversight of the City Clerk’s Department in cooperation with the City Clerk.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Antioch hereby:

1. Approves the City Clerk’s request for the City Attorney to provide day -to- day managerial oversight of the City Clerk’s Department in cooperation with the City Clerk and

2. Directs the City Attorney to provide day-to-day managerial oversight of the City Clerk’s Department in cooperation with the City Clerk, including but not limited to work product, personnel, and budget issues effective immediately.

* * * * * * * * *

AYES:

NOES:

ABSTAIN:

ABSENT:

___________________________________

ELIZABETH HOUSEHOLDER, MPP

CITY CLERK OF THE CITY OF ANTIOCH

Antioch City CouncilSeptember 13, 2022

Antioch City Council
September 13, 2022