Agenda packet — Concord City Council, December 2, 2025 (part 2 of 4)

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and future liabilities, obligations, orders, claims, damages, fines, penalties and expenses (including attorneys' fees and costs) (collectively, "Claims"), arising out of or in any way connected with CONTRACTOR's obligation to comply with all laws with respect to the work of i mprovements or Prevailing Wage Policies, including all Claims that may be made by contractors, subcontractors or other third party claimants pursuant to Labor Code sections 1726 and 1781, as amended and added by Senate Bill 966.

CONTRACTOR hereby waives, releases and discharges forever the Indemnitees from any and all present and future Claims arising out of or in any way connected with CONTRACTOR's obligation to comply with all laws with respect to the work of i mprovements and Prevailing Wage Policies.

CONTRACTOR is aware of and familiar with the provisions of California Civil Code Section 1542 which provides as follows:
“A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlem ent with the debtor or released party.” As such relates to this Section 3.B, CONTRACTOR hereby waives and relinquishes all rights and benefits which it may have under California Civil Code Section 1542. The obligations of CONTRACTOR under this Section 3 .B shall survive the termination of this Agreement.

C. Financial Condition. The Contractor will be required to post a Performance Bond payable upon demand by the City in the amount of twelve months' payments.

1. The Contractor assumes self-operation of all aspects of the full scope of services. Subleases or assignments of any service functions are subject to City approval in advance.

2. A Small Capital Reserve Fund of $50,000 per year shall be paid to the City in quarterly installments of $12,500 by the Contractor and is to be used for projects approved in advance by the City. Contractor and City will jointly develop a project list before the start of each fiscal year. Repairs or improvements under $20,000 per occurrence will be the Contractor's responsibility. The City, at its sole discretion, will pay for any improvement or

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major repair in excess of $20,000 per occurrence. The City shall have the option to request bids for any repair or improvement estimated to cost more than $20,000.

3. Payments Withheld/Charges
a) If the City determines that there are deficiencies in the performance of this contract, the Contractor shall be notified both verbally and in writing each time service requirements are unsatisfactory and corrective action is necessary. Upon notification of service failure, the Contractor shall complete corrective action within a reasonable time frame and as agreed upon with Authorized City Representative.
b) Should the Contractor fail to correct any deficiencies within the stated time frame, the City may utilize City forces, or an alternate source, to correct the deficiency and deduct from the Contractor's payment the total cost, including City overhead.
c) Failure by the Contractor to provide reports, schedules and other deliverables as called for in this specification will result in a charge of $200 for each occurrence being withheld from the contractor's current monthly invoice payment.
d) Failure by the Contractor to perform maintenance work tasks as detailed in the Scope of Services and listed below, shall result in a penalty of $200 for each occurrence being withheld from the Contractor's current monthly invoice payment;
• Turf mowing heights and frequencies
• Aerification and fertilization frequencies and rates
• Herbicide and fungicide application
• Irrigation system operation and maintenance
• Bunker maintenance
• Parking lot cleaning

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• Graffiti removal
• Accessory equipment
• Cart Paths
• Restrooms
• Facility maintenance
• Lake maintenance

• Driving range maintenance
• Pumps systems maintenance
e) Failure by the Contractor to follow any of the specifications which results in the necessity of removing a green from service to restore it to playable condition will result in a $5,000 per green per occurrence penalty being withheld from the Contractor's current monthly invoice payment.

4. AUTHORIZED REPRESENTATIVES. Authorized representatives shall represent CITY and CONTRACTOR in all matters pertaining to the services to be ordered by CITY or rendered by CONTRACTOR under this Agreement except where approval for the CITY is specifically required by the CITY Council. The CITY’s authorized representative is c City Authorized Rep's Name , City Authorized Rep's Title of the City Authorized Rep's Department . The CONTRACTOR’s authorized representative is Contractor Authorized Rep's Name , Contractor Authorized Rep's Title .

5. AMENDMENT TO AGREEMENT . This Agreement may be amended or modified only by a writing duly executed by authorized representatives of both parties, and made and approved in compliance with the CITY’s Municipal Code .

A. Amendment to Scope of Services. If CITY requests services other than as described in the Scope of Services , the amendment shall set forth the changes to the Scope of Services, any change in the performance time schedule, and any change in the compensation described in Section 3 , above .

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Threshold, including the base contract amount, throughout the term of this Agreement. “Minimum Threshold” means the dollar amount over which Council approval is required during each fiscal year as set forth in Concord City Council Resolution 21-43 pursuant to Concord Municipal Code Section

3.10.040(a). The Minimum Threshold for Fiscal Year 2021-22 is $75,000 and increases by $5,000 each subsequent fiscal year such that by Fiscal Year 2026-27 the Minimum Threshold is $100,000.

Any additional compensation to CONTRACTOR that is greater than the Minimum Threshold, including the base contract amount, must be approved by City Council.

C. Waiver. CONTRACTOR’s failure to secure CITY’s written authorization for additional compensation or changes to the Scope of Services shall constitute a waiver of any and all right to adjustment in the price or time due, whether by way of compensation, restitution, quantum meruit, or similar relie f.

6. INDEPENDENT CONTRACTOR . Both parties understand and acknowledge that CONTRACTOR, its officers, agents, employees, consultants, subconsultants, experts, contractors and subcontractors are and shall at all times remain as to the CITY wholly independent contractors.

Neither the CITY nor any of its officers , officials, agents, employees or volunteers shall have any control over the manner by which CONTRACTOR performs this Agreement and shall only dictate the results of the performance. CONTRACTOR shall not represent that CONTRACTOR or its officers, agents, employees , consultants, subconsultants, experts, contractors or subcontractors are agents or employees of the CITY, and CONTRACTOR shall have no authority, express or implied, to act on behalf of the CITY in any capacity whatsoever as an agent, and shall have no authority, express or implied, to bind the CITY to any obligation whatsoever, unless otherwise provided in this Agreement.

As an independent contractor, CONTRACTOR shall not be eligible for any benefits, which the CITY may provide to its employees and all persons, if any, hired by CONTRACTOR shall be employees or subcontractors of CONTRACTOR and shall not be construed as employees or agents of the CITY in any respect. CONTRACTOR shall receive no premium or enhanced pay for work normally understood as overtime, e .g., hours that exceed forty (40) hours per work week, or work performed during non-standard business hours, such as in the evenings or on weekends.

CONTRACTOR shall not receive a premium or enhanced pay for work performed on a recognized

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holiday. CONTRACTOR shall not receive paid time off for days not worked, whether it be in the form of sick leave, administrative leave, or for any other form of absence. CONTRACTOR shall pay all taxes, assessments and premiums under the federal Social Security Act, any applicable unemployment insurance contributions, Workers Compensation insurance premiums, sales taxes, use taxes, personal property taxes, or other taxes or assessments now or hereafter in effect and payable by reason of or in connection with the services to be performed by CON TRACTOR.

7. STANDARD OF PERFORMANCE . CONTRACTOR represents and warrants to CITY that CONTRACTOR is skilled and able to provide such services described in the Scope of Services and that such services shall be performed in an expeditious manner, and with the degree of skill and care that is required by current, good, and sound procedures and practices. CONTRACTOR further agrees that the services shall be in conformance with generally accepted professional standards prevailing at the time work is performed.

8. PERFORMANCE BY CONTRACTOR. CONTRACTOR shall not delegate its duties to, or employ, others (including consultants , subconsultants, experts, contractors, or subcontractors) without the prior written approval of the CITY. Notwithstanding the foregoing, CITY shall not be obligated or liable for payment hereunder to any party other than CONTRACTOR .

CONTRACTOR hereby designates CONTRACTOR ’S representative as the person primarily responsible for the day-to -day performance of CONTRACTOR 'S work under this Agreement.

CONTRACTOR shall not change CONTRACTOR ’S representative without the prior written consent of the CITY. Unless otherwise expressly agreed by the CITY, CONTRACTOR'S representative shall remain responsible for the quality and timeliness of performance of the services, notwithstanding any permitted or approved delegation hereunder.

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to specify the file format that electronic Work Materials are presented to the CITY. CITY shall not have access to, contr ol of, or actual or constructive possession of, the Work Materials prior to project completion or Agreement expiration or termination .

Work Materials are instruments of CON TRACTOR’s services in respect to this project, and are not intended nor are represented to be suitable for reuse by others except CITY on extensions of this project or on any other project. Any reuse without specific written verification and adoption by CONTRACTOR for the specific purposes intended will be at user’s sole risk and without liability or legal exposure and expenses to CONTRACTOR , including attorney’s fees arising out of such unauthorized reuse. [Alternative: Upon project completion or Agreement termination, title to all Work Materials shall be vested in the CITY, none of which shall be used in any manner whatsoever, by any person, firm, corporation, or agency without the expressed written consent of the CITY.] Notwithstanding the foregoing, basic survey notes and sketches, charts, computations, and other data prepared or obtained under this Agreement shall have no restriction or limitations on their use .

CONTRACTOR shall not disclose or discuss any Work Materials or other information gathered, discussed or generated in any way through this Agreement without the written permission of CITY , unless required by law.

10. INDEMNIFICATION.

A. For Construction Services Only. CONTRACTOR agrees to and shall defend (with independent counsel approved by the CITY), indemnify and hold harmless the CITY, its officers, officials, agents, employees and volunteers from and against any and all claims, demands, actions, losses, damages, injuries, and liability (including all attorney’s fees and other litigation expenses) that may at any time arise or be set up because of damages to property, or of personal injury received by reason of or in the course of performing work, which may be occasioned by any willful or negligent act or omission of the CONTRACTOR, any of the CONTRACTOR’s employees, or any subcontractor.

B. For All Other Services. The following obligations are in addition to those imposed by applicable provisions of the Concord Municipal Code. CONTRACTOR agrees to and shall defend (with independent counsel approved by the CITY), indemnify and hold harmless the CITY, its officers, o fficials, agents, employees and volunteers from and against any and all claims, demands,

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actions, losses, damages, injuries, and liability (including all attorney’s fees and other litigation expenses) arising out of or connected in any way with CONTRACTOR’s performance, non - performance, breach, or default, or any subconsultant’s, expert’s, contractor’s, or subcontractor’s performance, non -performance, breach, or default, under the terms of this Agreement. This indemnification obligation on CONTRACTOR’S part shall not apply to demands, actions, losses, damages, injuries, and liability arising o ut of sole negligence or willful misconduct on the part of CITY. This Section 10 shall survive expiration or other termination of this Agreement.

11. INSURANCE. CONTRACTOR agrees to have and maintain the policies set forth in Exhibit B entitled “INSURANCE REQUIREMENTS,” which is attached hereto and incorporated herein. All policies, endorsements, certificates, and/or binders shall be subject to approval by the City Attorney as to form and content and shall be provided no later than thirty (30) calendar days following the execution of this Agreement by both parties . These requirements are subject to amendment or waiver only if so approved in writing by the CITY. A lapse in any required insurance coverage during this Agreement shall be a breach of this Agreement. The insurance contemplated under this provision shall remain in full force and effect during the term of this Agreement.

12. TIME OF PERFORMANCE. The time of performance of the services under this Agreement is of the essence, and all time deadlines identified in this Agreement or Scope of Services shall be strictly construed.

13. SUSPENSION OF WORK. CITY may, at any time, by written notice, suspend further performance by CONTRACTOR , and CONTRACTOR shall immediately cease performance.

All suspensions shall extend the time schedule for performance in a mutually satisfactory manner, and CONTRACTOR shall be paid for services performed and reimbursable expenses incurred prior to the suspension date. During the period of suspension, CONTRACTOR shall not receive any payment for services, or expenses.

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effective date of such termination , all of which shall become CITY’s sole property. After receipt of the Work Materials, CITY will pay CONTRACTOR for the services which the CITY determines were satisfactorily performed as of the effective date of the termination.

15. COMPLIANCE WITH CIVIL RIGHTS . During the performance of this contract, CONTRACTOR agrees as follows:

A. Equal Employment Opportunity. In connection with the execution of this Agreement, CONTRACTOR shall not discriminate against any employee or applicant for employment on the basis of any protected class pursuant to California law. Such actions shall include, but not be limited to, the following: employment, promotion, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rate of pay or other forms of compensation; and selection for training including apprentic eship.

B. Nondiscrimination Civil Rights Act of 1964.

CONTRACTOR will comply
with all federal regulations relative to nondiscrimination in federally assisted programs.

C. Solicitations for Subcontractors including Procurement of Materials and Equipment. In all solicitation, either by competitive bidding or negotiations, made by CONTRACTOR for work to be performed under a subcontract including procurement of materials or leases of equipment, each potential subcontractor, supplier or lessor shall be notified by CONTRACTOR of CONTRACTOR’S obligation under this Agreement and the regulations relative to nondiscrimination on the basis of any protected class pursuant to California law. //

16. CONFLICT OF INTEREST.

A. CONTRACTOR covenants and represents that neither it, nor any officer or principal of its firm, has, or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of CITY or which would in any way hinder CONTRACTOR ’s performance of services under this Agreement. CONTRACTOR further covenants that in the performance of this Agreement , no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the CITY .

CONTRACTOR agrees to at all times avoid conflicts of interest, or the appearance of any conflicts of

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interest, with the interests of the CITY in the performance of this Agreement.

B. CONTRACTOR is not a designated employee within the meaning of the Political Reform Act because CONTRACTOR :
(1) Will conduct research and arrive at conclusions with respect to its rendition of information, advice, recommendation or counsel independent of the control and direction of the CITY or of any CITY official, other than normal contract monitoring; and (2) Possesses no authority with respect to any CITY decision beyond the rendition of information, advice, recommendation or counsel. (2 Cal. Code Regs. § 18700(a)(2).)

17. COMPLIANCE WITH LAWS. CONTRACTOR shall comply with all applicable Federal, State of California, and local laws, rules, and regulations and shall obtain all applicable licenses, including a business license with the CITY, and permits for the conduct of its business and the performance of the services.

18. CHOICE OF LAW. This Agreement shall be construed and interpreted in accordance with the laws of the State of California, excluding any choice of law rules which may direct the application of the laws of another jurisdiction. In the event that suit shall be brought by either party hereunder, the parties agree that trial of such action shall be held exclusively in a state court in the County of Contra Costa, California.

19. NON-WAIVER. The waiver by either party of any breach of any term, covenant, or condition contained in this Agreement , or any default in their performance of any obligations under this Agreement shall not be deemed to be a waiver of any other breach or default of the same or any other term, covenant, condition, or obligation, nor shall any waiver of any incident of breach of default constitute a continuing waiver of same.

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provisions or portions of application of any of the provisions of this Agreement . This Agreement shall be interpreted as though it was a product of a joint drafting effort and no provisions shall be interpreted against a party on the ground that said party was solely or primarily responsible for drafting the language to be interpreted . The words “ include” and “including” shall be interpreted as though followed by the words “ without limitation. ”

21. INTEGRATION. The recitals and any exhibits attached to this Agreement are incorporated by reference as though fully restated herein. This Agreement contains the entire agreement and understanding between the parties as to the subject matter of this Agreement . It merges and supersedes all prior or contemporaneous agreements, commitments, representation, writings, and discussions between CONTRACTOR and CITY, whether oral or written. In the event of any conflict or other inconsistency between the provisions of this Agreement (disregarding any exhibits) on the one hand, and any exhibits hereto (including any Request for Bids, Request for Proposal, or similar documents, responses to the same, terms and conditions, sample agreements, sample purchase orders, or other attachments thereto) or any purchase order issued in connection wi th this Agreement, on the other hand, the provisions of this Agreement (disregarding any exhibits) shall control.

22. SUCCESSORS AND ASSIGNS: NO THIRD PARTY BENEFICIARIES; NO JOINT VENTURE . CITY and CONTRACTOR respectively, bind themselves, their successors, assigns, and legal representatives to the terms and obligations of this Agreement. CONTRACTOR shall not assign or transfer any interest in this Agreement without the CITY’s prior written consent, which consent shall be in the CITY’s sole discretion. Any attempted assignment or transfer in breach of this provision shall be void. This Agreement is not intended and shall not be construed to create any third party benefit. This Agreement is not intended and shall not be construed to create a joint venture or partnership between the parties. CONTRACTOR , its officers, employees and agents shall not have any power to bind or commit the CITY to any decision.

23. FINANCIAL RECORDS . Records of CONTRACTOR ’s direct labor costs, payroll costs, and reimbursable expenses pertaining to this project covered by this Agreement will be kept on a generally recognized accounting basis and made available to CITY if and when required.

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24. NOTICES. All notices required hereunder shall be in writing and mailed postage prepaid by certified or registered first class U nited States mail, postage prepaid, return receipt requested, or by personal delivery to the CITY’s address as shown below, or such other places as CITY or CONTRACTOR may, from time to time, respectively, designate in a written notice given to the other. Notices shall be deemed effectively served upon deposit in the United States Mail, or upon personal delivery.

To CITY: City Authorized Rep's Name ,
City Authorized Rep's Title
City of Concord

1950 Parkside Drive
Concord, CA 94519-2578
Telephone : (925) -
Email:

To CONTRACTOR: Contractor Authorized Rep's Name ,
Contractor Authorized Rep's Title
Contractor Company Name
Contractor Street Address
Contractor City , Contractor State Contractor Zip
Telephone : ( ) -
Email:

25. NON-LIABILITY. No member of the CITY and no other officer, official, agent, employee or volunteer of the CITY shall be personally liable to CONTRACTOR or otherwise in the event of any default or breach of the CITY, or for any amount which may become due to CONTRACTOR or any successor in interest, or for any obligations directly or indirectly incurred under the terms of this Agreement.

26. EXECUTION ; COUNTERPARTS. Each individual or entity executing this Agreement on behalf of CONTRACTOR represents and warrants that he or she or it is duly authorized to execute and deliver this Agreement on behalf of CONTRACTOR and that such execution is binding upon CONTRACTOR. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

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[Signatures follow on next page]

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IN WITNESS WHEREOF, the parties have executed this Agreement in one (1) or more copies as of the date and year first written above.

CONTRACTOR
: CITY:

Contractor Company Name , City of Concord ,
a Corporate Status a California municipal corporation

By:_________________________________ By:______________________________

Name: Contractor Authorized Rep's Name Name: Valerie J. Barone Title: Contractor Authorized Rep's Title Title City Manager Address: Contractor Street Address Address: 1950 Parkside Drive Contractor City ,Contractor State Contractor Zip Concord, CA 94519 Telephone: ( )- - Telephone: (925) 671-3150 Email:

APPROVED AS TO FORM: ATTEST:

Susanne Brown Joelle Fockler MMC
City Attorney City Clerk

FINANCE DIRECTOR'S CERTIFICATION:

Concord, California
Date:________________

I HEREBY CERTIFY THAT ADEQUATE FUNDS EXIST OR WILL BE RECEIVED DURING THE CURRENT FISCAL YEAR #### TO PAY THE ANTICIPATED EXPENSES TO BE INCURRED PURSUANT TO THIS CONTRACT.

THE SUM OF $Numerical Amount. Account Code .

Finance Director's Signature

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EXHIBIT “B”

CONTRACTOR shall procure and maintain for the duration of the contract insurance against claims from injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by CONTRACTOR, their agents, representatives, employees or subcontractors.

MINIMUM SCOPE OF INSURANCE.

Coverage shall be at least as broad as:

1. Commercial General Liability Policy: CONTRACTOR shall maintain during the term of this Agreement a commercial general liability insurance policy providing coverage of at least one million ($1,000,000) combined single limit per occurrence or two million ($2,000,000) aggregate limit for bodily injury, personal injury and property damage. The coverage shall contain no special limitations on the scope or protection afforded to CITY, its officers, officials, agents, employees, or volunteers. CONTRACTOR’s insurance coverage shall be primary insurance with respect to CITY, its officers, officials, agents, employees, and volunteers. Any insurance, risk pooling arrangement, or self -insurance maintained by CITY, its officers, officials, agents, employees, or volunteers shall be in excess of CONTRACTOR’s insurance and shall not contribute with it.

2. Automobile Liability Coverage. CONTRACTOR shall maintain automobile liability insurance covering all vehicles used in the performance of this Agreement providing a one million dollar ($1,000,000) combined single limit per occurrence for bodily injury, personal injury, and property damage.

3. Professional Liability Coverage (Errors and Omissions). CONTRACTOR shall maintain professional liability insurance with coverage for all negligent errors, acts or omissions committed by CONTRACTOR , its agents and employees in the performance of this Agreement. The amount of this insurance shall be not less than one million dollars ($1,000,000) on a claims made annual aggregate basis or a combined single limit per occurrence basis.

4. Workers Compensation: CONTRACTOR covenants that it will insure itself against liability for Workers' Compensation pursuant to the provisions of California Labor Code §3700, et seq.

CONTRACTOR shall, at all times, upon demand of the CITY, furnish proof that Workers' Compensation Insurance is being maintained by it in force and effect in accordance with the California Labor Code. The insurer shall also agree to waive all rights of subrogation ag ainst the CITY, its officers, officials, agents, employees and volunteers for losses arising from work performed under this Agreement. This provision shall not apply upon written verification by CONTRACTOR that CONTRACTOR has no employees.

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If CONTRACTOR maintains broader coverage and/or higher limits than the minimums shown above, the CITY requires and shall be entitled to the broader coverage and/or higher limits maintained by CONTRACTOR. A lapse in any required insurance coverage during this Agreement shall be a breach of this Agreement.

The policies are to contain, or be endorsed to contain the following provisions:

1. Additional Insured. CITY, its officers, officials, agents, employees, and volunteers are to be covered as an additional insured as respects: Liability arising out of activities performed by or on behalf of CONTRACTOR and operations of CONTRACTOR, premises owned, occupied, or used by CONTRACTOR. The coverage shall contain no special limitations on the scope or protection afforded to CITY, its officers, officials, agents, employees, or volunteers.

Except for worker's compensation and professional liability insurance, the policies mentioned in this subsection shall name CITY as an additional insured and provide for notice of cancellation to CITY. CONTRACTOR shall also provide timely and prompt notice to CITY if CONTRACTOR receives any notice of cancellation or nonrenewal from its insurer.

2. Primary Coverage. CONTRACTOR’s insurance coverage shall be primary insurance with respect to CITY, its officers, officials, agents , employees, and volunteers. Any insurance, risk pooling arrangement, or self -insurance maintained by CITY, its officers, officials, agents , employees, or volunteers shall be in excess of CONTRACTOR’s insurance and shall not contribute with it.

3. Reporting Provisions. Any failure to comply with the reporting provisions of the policy shall not affect the coverage provided to the CITY, its officers, officials, agents , employees, or volunteers.

4. Verification of Coverage. CONTRACTOR shall furnish CITY with certificates of insurance and the original endorsements effecting coverage required by this Agreement. The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The aforementioned policies shall be issued by an insurance carrier having a rating of Best A -7 or better which is satisfactory to the City Attorney and shall be delivered to CITY at the time of the execution of this Agreement or before work commences. Such policies and certificates shall be in a form approved by the City Attorney. CITY reserves the right to require complete certified copies of all required insurance policies at any time.

5. Inclusion in Subcontracts. To the extent any of the services required of CONTRACTOR under this Agreement are subcontracted to a third party. CONTRACTOR shall include all of the provisions of this Section in all such subcontracts as obligations of the subcontractor.

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MAINTENANCE SERVICES AGREEMENT
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THIS AGREEMENT (“Agreement”) is entered into on December 2, 2025, between the City of Concord, a California municipal corporation (“CITY”) and East Bay Golf Course Maintenance, LLC, a Limited Liability Company, hereinafter referred to as (“EBGCM”), 213 Marble Drive, Antioch, California, 94509.

THE PARTIES ENTER THIS AGREEMENT based upon the following facts, understandings and intentions:

The CITY desires to contract with EBGCM to provide the services described in Section 2 of this Agreement, upon the terms and conditions hereinafter set forth.

On December 2, 2025, the City Council granted authority for the City Manager to enter into this Agreement with EBGCM.

NOW, THEREFORE, IN CONSIDERATION of the mutual covenants and promises of the parties herein contained, the parties hereto agree as follows:

1. TERM. This Agreement shall be five consecutive calendar years commencing on January 1, 2026, and expiring on December 31, 2030.

A. Extension of Term. Upon mutual written agreement by the parties, the term of this Agreement may be extended for 1 additional period of 3 years and 3 months commencing upon the expiration of the then current term, subject to the same terms and conditions of this Agreement. The dates of the extended term shall commence on January 1, 2031, and expire on March 30, 2034. Either CITY or EBGCM shall give written notice of its request for extension to the other party’s authorized representative, as identified in Section 4 below, at least thirty (30) days prior to expiration of the then- current term. The extension(s) shall be subject to CITY’s approval, including based on review of EBGCM’s performance under this Agreement. Any extension must be pursuant to a duly executed Amendment to this Agreement.

2. SCOPE OF SERVICES. Subject to such policy direction and approvals provided by the CITY’s authorized representative, EBGCM shall perform the services described in detail in Exhibit A, “Scope of Services” with the exceptions as outlined in Exhibit B “Negotiated Exceptions to Specifications.” CITY retains all rights of approval and discretion with respect to the projects and undertakings contemplated by this Agreement.

Attachment 2

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3. PAYMENT.

A. Compensation. The compensation to be paid to EBGCM including payment for services and reimbursable expenses, shall be at the rate and schedules described in detail in Exhibit A. However, in no event shall the amount CITY pay EBGCM exceed One Hundred Nine Thousand Forty-Five Dollars ($109,045) per month during the first two calendar years, including 2026 and 2027. The monthly fee shall be adjusted in years 3, 4 and 5 in accordance with the CPI “ALL items index” for the San Francisco-Oakland-San Jose area (hereinafter “CPI” adjustment). If applicable, the optional extension price term will be negotiated in accordance with Section 1 (A). Any extra work requested of EBGCM shall be performed in accordance with the procedure set forth in Section 16 of Exhibit A. The City Council hereby grants authority to the CITY’s authorized representative to request and contract for extra golf course work in an additional amount up to ninety- five thousand dollars ($95,000) per calendar year without returning for additional City Council approval. Any increase to this compensation amount must be mutually agreed to in writing pursuant to Section 5 below, and may require City Council approval.

EBGCM shall submit detailed monthly statements for services rendered; all statements shall include adequate documentation demonstrating work performed during the billing period. It is intended that CITY review such statement and pay EBGCM for services rendered within forty-five (45) days of receipt of a statement that meets all requirements of this Agreement. Payment by CITY shall not be deemed a waiver of unsatisfactory work, even if such defects were known to the CITY at the time of payment.

B. Prevailing Wages. The services to be provided hereunder are subject to prevailing wage rate payment as set forth in California Labor Code Section 1771. Accordingly, EBGCM shall comply with all California Labor Code requirements pertaining to "public works," including the payment of prevailing wages in connection with the services to be provided hereunder (collectively, “Prevailing Wage Policies”). EBGCM shall submit, upon request by the CITY, certified copies of payroll records to CITY and shall maintain and make such records available to CITY for inspection and copying during regular business hours at a location within the City of Concord.

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EBGCM shall defend, indemnify and hold harmless CITY and its officers, officials, agents, employees and volunteers (collectively, "Indemnitees") from and against any and all present and future liabilities, obligations, orders, claims, damages, fines, penalties and expenses (including attorneys' fees and costs) (collectively, "Claims"), arising out of or in any way connected with EBGCM's obligation to comply with all laws with respect to the work of improvements or Prevailing Wage Policies, including all Claims that may be made by contractors, subcontractors or other third party claimants pursuant to Labor Code sections 1726 and 1781, as amended and added by Senate Bill 966.

EBGCM hereby waives, releases and discharges forever the Indemnitees from any and all present and future Claims arising out of or in any way connected with EBGCM's obligation to comply with all laws with respect to the work of improvements and Prevailing Wage Policies. EBGCM is aware of and familiar with the provisions of California Civil Code Section 1542 which provides as follows:
“A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party.” As such relates to this Section 3.B, EBGCM hereby waives and relinquishes all rights and benefits which it may have under California Civil Code Section 1542. The obligations of EBGCM under this Section 3.B shall survive the termination of this Agreement.

C. Financial Condition. The EBGCM will be required to post a Performance Bond payable upon demand by the CITY in the amount of twelve months’ payments.

1. The EBGCM assumes self-operation of all aspects of the full scope of services.

Subleases or assignments of any service functions are subject to City approval in advance.

2. A Small Capital Reserve Fund of $50,000 per year shall be paid to the City in quarterly installments of $12,500 by EBGCM and is to be used for projects approved in advance by the City.

EBGCM and City will jointly develop a project list before the start of each fiscal year. Repairs or improvements under $20,000 per occurrence will be the EBGCM's responsibility. The City, at its sole discretion, will pay for any improvement or major repair in excess of $20,000 per occurrence. The City shall have the option to request bids for any repair or improvement estimated to cost more than $20,000.

Any work completed with these funds shall comply with the Labor Code, Public Contract Code, and

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Concord Municipal Code, to the extent applicable.

3. Payments Withheld/Charges
a) If the City determines that there are deficiencies in the performance of this contract, EBGCM shall be notified both verbally and in writing each time service requirements are unsatisfactory and corrective action is necessary. Upon notification of service failure, EBGCM shall complete corrective action within a reasonable time frame and as agreed upon with Authorized City Representative.
b) Should EBGCM fail to correct any deficiencies within the stated time frame, the City may utilize City forces, or an alternate source, to correct the deficiency and deduct from the EBGCM's payment the total cost, including City overhead. c) Failure by EBGCM to provide reports, schedules and other deliverables as called for in this specification will result in a charge of $200 for each occurrence being withheld from the EBGCM's current monthly invoice payment.
d) Failure by EBGCM to perform maintenance work tasks as detailed in the Scope of Services and listed below, shall result in a penalty of $200 for each occurrence being withheld from the EBGCM's current monthly invoice payment;
• Turf mowing heights and frequencies
• Aerification and fertilization frequencies and rates
• Herbicide and fungicide application
• Irrigation system operation and maintenance
• Bunker maintenance
• Parking lot cleaning
• Graffiti removal
• Accessory equipment
• Cart Paths
• Restrooms
• Facility maintenance
• Lake maintenance

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• Driving range maintenance
• Pumps systems maintenance
e) Failure by EBGCM to follow any of the specifications which results in the necessity of removing a green from service to restore it to playable condition will result in a $5,000 per green per occurrence penalty being withheld from the EBGCM's current monthly invoice payment.

4. AUTHORIZED REPRESENTATIVES. Authorized representatives shall represent CITY and EBGCM in all matters pertaining to the services to be ordered by CITY or rendered by EBGCM under this Agreement except where approval for the CITY is specifically required by the CITY Council. The CITY’s authorized representative is Steve Voorhies, Director of Recreation Services of the City of Concord Recreation Services Department. EBGCM’s authorized representative is Joseph Fernandez, President.

5. AMENDMENT TO AGREEMENT. This Agreement may be amended or modified only by a writing duly executed by authorized representatives of both parties, and made and approved in compliance with the CITY’s Municipal Code.

A. Amendment to Scope of Services. If CITY requests services other than as described in the Scope of Services, the amendment shall set forth the changes to the Scope of Services, any change in the performance time schedule, and any change in the compensation described in Section 3, above.

B. Amendment for Additional Compensation. CITY’s Authorized Representative is authorized to execute amendments to the Agreement on behalf of CITY, including amendments providing for additional compensation to EBGCM not to exceed the Minimum Threshold, including the base contract amount, throughout the term of this Agreement. “Minimum Threshold” means the dollar amount over which Council approval is required during each fiscal year as set forth in Concord City Council Resolution 21-43 pursuant to Concord Municipal Code Section 3.10.040(a). The Minimum Threshold for Fiscal Year 2025-26 is $95,000 and increases by $5,000 each subsequent fiscal year such that by Fiscal Year 2026-27 the Minimum Threshold is $100,000. Any additional compensation to EBGCM that is greater than the Minimum Threshold, including the base contract amount, must be approved by City Council.

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C. Waiver. EBGCM’s failure to secure CITY’s written authorization for additional compensation or changes to the Scope of Services shall constitute a waiver of any and all right to adjustment in the price or time due, whether by way of compensation, restitution, quantum meruit, or similar relief.

6. INDEPENDENT CONTRACTOR. Both parties understand and acknowledge that EBGCM, its officers, agents, employees, consultants, subconsultants, experts, contractors and subcontractors are and shall at all times remain as to the CITY wholly independent contractors. Neither the CITY nor any of its officers, officials, agents, employees or volunteers shall have any control over the manner by which EBGCM performs this Agreement and shall only dictate the results of the performance. EBGCM shall not represent that EBGCM or its officers, agents, employees, consultants, subconsultants, experts, contractors or subcontractors are agents or employees of the CITY, and EBGCM shall have no authority, express or implied, to act on behalf of the CITY in any capacity whatsoever as an agent, and shall have no authority, express or implied, to bind the CITY to any obligation whatsoever, unless otherwise provided in this Agreement.

As an independent contractor, EBGCM shall not be eligible for any benefits, which the CITY may provide to its employees and all persons, if any, hired by EBGCM shall be employees or subcontractors of EBGCM and shall not be construed as employees or agents of the CITY in any respect.

EBGCM shall receive no premium or enhanced pay for work normally understood as overtime, e.g., hours that exceed forty (40) hours per work week, or work performed during non-standard business hours, such as in the evenings or on weekends. EBGCM shall not receive a premium or enhanced pay for work performed on a recognized holiday. EBGCM shall not receive paid time off for days not worked, whether it be in the form of sick leave, administrative leave, or for any other form of absence.

EBGCM shall pay all taxes, assessments and premiums under the federal Social Security Act, any applicable unemployment insurance contributions, Workers Compensation insurance premiums, sales taxes, use taxes, personal property taxes, or other taxes or assessments now or hereafter in effect and payable by reason of or in connection with the services to be performed by EBGCM.

7. STANDARD OF PERFORMANCE. EBGCM represents and warrants to CITY that EBGCM is skilled and able to provide such services described in the Scope of Services and that such

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services shall be performed in an expeditious manner, and with the degree of skill and care that is required by current, good, and sound procedures and practices. EBGCM further agrees that the services shall be in conformance with generally accepted professional standards prevailing at the time work is performed.

8. PERFORMANCE BY CONTRACTOR. EBGCM shall not delegate its duties to, or employ, others (including consultants, subconsultants, experts, contractors, or subcontractors) without the prior written approval of the CITY. Notwithstanding the foregoing, CITY shall not be obligated or liable for payment hereunder to any party other than EBGCM. EBGCM hereby designates EBGCM’S representative as the person primarily responsible for the day-to-day performance of EBGCM'S work under this Agreement. EBGCM shall not change EBGCM’S representative without the prior written consent of the CITY. Unless otherwise expressly agreed by the CITY, EBGCM'S representative shall remain responsible for the quality and timeliness of performance of the services, notwithstanding any permitted or approved delegation hereunder.

9. OWNERSHIP AND MAINTENANCE OF DOCUMENTS. “Work Materials” means any and all finished and unfinished plans, specifications, maps, estimates, manuscripts, drawings, descriptions, reports, other written, recorded, photographic, visual materials, documents, data, deliverables, and other work products prepared or furnished by or for EBGCM pursuant to this Agreement. EBGCM shall deliver copies of all Work Materials to CITY upon project completion or other termination of this Agreement (see Section 16 below). The CITY reserves the right to specify the file format that electronic Work Materials are presented to the CITY. CITY shall not have access to, control of, or actual or constructive possession of, the Work Materials prior to project completion or Agreement expiration or termination.

Work Materials are instruments of EBGCM’s services in respect to this project, and are not intended nor are represented to be suitable for reuse by others except CITY on extensions of this project or on any other project. Any reuse without specific written verification and adoption by EBGCM for the specific purposes intended will be at user’s sole risk and without liability or legal exposure and expenses to EBGCM, including attorney’s fees arising out of such unauthorized reuse. Notwithstanding the foregoing, basic survey notes and sketches, charts, computations, and other data prepared or

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obtained under this Agreement shall have no restriction or limitations on their use.

EBGCM shall not disclose or discuss any Work Materials or other information gathered, discussed or generated in any way through this Agreement without the written permission of CITY, unless required by law.

10. INDEMNIFICATION.

A. For Construction Services Only. EBGCM agrees to and shall defend (with independent counsel approved by the CITY), indemnify and hold harmless the CITY, its officers, officials, agents, employees and volunteers from and against any and all claims, demands, actions, losses, damages, injuries, and liability (including all attorney’s fees and other litigation expenses) that may at any time arise or be set up because of damages to property, or of personal injury received by reason of or in the course of performing work, which may be occasioned by any willful or negligent act or omission of the EBGCM, any of the EBGCM’s employees, or any subcontractor.

B. For All Other Services. The following obligations are in addition to those imposed by applicable provisions of the Concord Municipal Code. EBGCM agrees to and shall defend (with independent counsel approved by the CITY), indemnify and hold harmless the CITY, its officers, officials, agents, employees and volunteers from and against any and all claims, demands, actions, losses, damages, injuries, and liability (including all attorney’s fees and other litigation expenses) arising out of or connected in any way with EBGCM’s performance, non-performance, breach, or default, or any subconsultant’s, expert’s, contractor’s, or subcontractor’s performance, non- performance, breach, or default, under the terms of this Agreement. This indemnification obligation on EBGCM’S part shall not apply to demands, actions, losses, damages, injuries, and liability arising out of sole negligence or willful misconduct on the part of CITY. This Section 10 shall survive expiration or other termination of this Agreement.

11. INSURANCE. EBGCM agrees to have and maintain the policies set forth in Exhibit C entitled “INSURANCE REQUIREMENTS,” which is attached hereto and incorporated herein. All policies, endorsements, certificates, and/or binders shall be subject to approval by the City Attorney as to form and content and shall be provided no later than thirty (30) calendar days following the execution of this Agreement by both parties. These requirements are subject to amendment or waiver only if so

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approved in writing by the CITY. A lapse in any required insurance coverage during this Agreement shall be a breach of this Agreement. The insurance contemplated under this provision shall remain in full force and effect during the term of this Agreement.

12. TIME OF PERFORMANCE. The time of performance of the services under this Agreement is of the essence, and all-time deadlines identified in this Agreement or Scope of Services shall be strictly construed.

13. SUSPENSION OF WORK. CITY may, at any time, by written notice, suspend further performance by EBGCM, and EBGCM shall immediately cease performance. All suspensions shall extend the time schedule for performance in a mutually satisfactory manner, and EBGCM shall be paid for services performed and reimbursable expenses incurred prior to the suspension date. During the period of suspension, EBGCM shall not receive any payment for services, or expenses.

14. TERMINATION. CITY may terminate this Agreement for any reason upon ten (10) days written notice to the other party. CITY may terminate this Agreement upon five (5) days written notice if EBGCM breaches this Agreement. In the event of any termination, EBGCM shall promptly deliver to the CITY any and all Work Materials prepared for the CITY prior to the effective date of such termination, all of which shall become CITY’s sole property. After receipt of the Work Materials, CITY will pay EBGCM for the services which the CITY determines were satisfactorily performed as of the effective date of the termination.

15. COMPLIANCE WITH CIVIL RIGHTS. During the performance of this contract, EBGCM agrees as follows:

A. Equal Employment Opportunity. In connection with the execution of this Agreement, EBGCM shall not discriminate against any employee or applicant for employment on the basis of any protected class pursuant to California law. Such actions shall include, but not be limited to, the following: employment, promotion, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rate of pay or other forms of compensation; and selection for training including apprenticeship.

B. Nondiscrimination Civil Rights Act of 1964. EBGCM will comply with all federal regulations relative to nondiscrimination in federally assisted programs.

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C. Solicitations for Subcontractors including Procurement of Materials and Equipment. In all solicitation, either by competitive bidding or negotiations, made by EBGCM for work to be performed under a subcontract including procurement of materials or leases of equipment, each potential subcontractor, supplier or lessor shall be notified by EBGCM of EBGCM’S obligation under this Agreement and the regulations relative to nondiscrimination on the basis of any protected class pursuant to California law.

16. CONFLICT OF INTEREST.

A. EBGCM covenants and represents that neither it, nor any officer or principal of its firm, has, or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of CITY or which would in any way hinder EBGCM’s performance of services under this Agreement. EBGCM further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the CITY. EBGCM agrees to at all times avoid conflicts of interest, or the appearance of any conflicts of interest, with the interests of the CITY in the performance of this Agreement.

B. EBGCM is not a designated employee within the meaning of the Political Reform Act because EBGCM:
(1) Will conduct research and arrive at conclusions with respect to its rendition of information, advice, recommendation or counsel independent of the control and direction of the CITY or of any CITY official, other than normal contract monitoring; and (2) Possesses no authority with respect to any CITY decision beyond the rendition of information, advice, recommendation or counsel. (2 Cal. Code Regs. § 18700(a)(2).)

17. COMPLIANCE WITH LAWS. EBGCM shall comply with all applicable Federal, State of California, and local laws, rules, and regulations and shall obtain all applicable licenses, including a business license with the CITY, and permits for the conduct of its business and the performance of the services.

18. CHOICE OF LAW. This Agreement shall be construed and interpreted in accordance with the laws of the State of California, excluding any choice of law rules which may direct the

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application of the laws of another jurisdiction. In the event that suit shall be brought by either party hereunder, the parties agree that trial of such action shall be held exclusively in a state court in the County of Contra Costa, California.

19. NON-WAIVER. The waiver by either party of any breach of any term, covenant, or condition contained in this Agreement, or any default in their performance of any obligations under this Agreement shall not be deemed to be a waiver of any other breach or default of the same or any other term, covenant, condition, or obligation, nor shall any waiver of any incident of breach of default constitute a continuing waiver of same.

20. ENFORCEABILITY; INTERPRETATION. In the event that any of the provisions or portions of application of any of the provisions of this Agreement are held to be illegal or invalid by a court of competent jurisdiction, CITY and EBGCM shall negotiate an equitable adjustment in the provisions of this Agreement with a view toward affecting the purpose of this Agreement. The illegality or invalidity of any of the provisions or portions of application of any of the provisions of this Agreement shall not affect the legality or enforceability of the remaining provisions or portions of application of any of the provisions of this Agreement. This Agreement shall be interpreted as though it was a product of a joint drafting effort and no provisions shall be interpreted against a party on the ground that said party was solely or primarily responsible for drafting the language to be interpreted.

The words “include” and “including” shall be interpreted as though followed by the words “without limitation.”

21. INTEGRATION. The recitals and any exhibits attached to this Agreement are incorporated by reference as though fully restated herein. This Agreement contains the entire agreement and understanding between the parties as to the subject matter of this Agreement. It merges and supersedes all prior or contemporaneous agreements, commitments, representation, writings, and discussions between EBGCM and CITY, whether oral or written. In the event of any conflict or other inconsistency between the provisions of this Agreement (disregarding any exhibits) on the one hand, and any exhibits hereto (including any Request for Bids, Request for Proposal, or similar documents, responses to the same, terms and conditions, sample agreements, sample purchase orders, or other attachments thereto) or any purchase order issued in connection with this Agreement, on the other hand,

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the provisions of this Agreement (disregarding any exhibits) shall control.

22. SUCCESSORS AND ASSIGNS: NO THIRD PARTY BENEFICIARIES; NO JOINT VENTURE. CITY and EBGCM respectively, bind themselves, their successors, assigns, and legal representatives to the terms and obligations of this Agreement. EBGCM shall not assign or transfer any interest in this Agreement without the CITY’s prior written consent, which consent shall be in the CITY’s sole discretion. Any attempted assignment or transfer in breach of this provision shall be void. This Agreement is not intended and shall not be construed to create any third party benefit.

This Agreement is not intended and shall not be construed to create a joint venture or partnership between the parties. EBGCM, its officers, employees and agents shall not have any power to bind or commit the CITY to any decision.

23. FINANCIAL RECORDS. Records of EBGCM’s direct labor costs, payroll costs, and reimbursable expenses pertaining to this project covered by this Agreement will be kept on a generally recognized accounting basis and made available to CITY if and when required.

24. NOTICES. All notices required hereunder shall be in writing and mailed postage prepaid by certified or registered first class United States mail, postage prepaid, return receipt requested, or by personal delivery to the CITY’s address as shown below, or such other places as CITY or EBGCM may, from time to time, respectively, designate in a written notice given to the other. Notices shall be deemed effectively served upon deposit in the United States Mail, or upon personal delivery.

To CITY: Steve Voorhies
Director of Recreation Services
City of Concord
1950 Parkside Drive, MS/10
Concord, CA 94519-2578
Telephone: (925) 671-3202
Email: [email protected]
To EBGCM: Joseph Fernandez
President
East Bay Golf Course Maintenance LLC
213 Marble Drive
Antioch, CA 94509
Telephone: (925) 451-3242
Email: [email protected]

25. NON-LIABILITY. No member of the CITY and no other officer, official, agent,

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employee or volunteer of the CITY shall be personally liable to EBGCM or otherwise in the event of any default or breach of the CITY, or for any amount which may become due to EBGCM or any successor in interest, or for any obligations directly or indirectly incurred under the terms of this Agreement.

26. EXECUTION; COUNTERPARTS. Each individual or entity executing this Agreement on behalf of EBGCM represents and warrants that he or she or it is duly authorized to execute and deliver this Agreement on behalf of EBGCM and that such execution is binding upon EBGCM. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.
[Signatures follow on next page]

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IN WITNESS WHEREOF, the parties have executed this Agreement in one (1) or more copies as of the date and year first written above.

CONTRACTOR: CITY:

East Bay Golf Course Maintenance LLC, City of Concord,
a Limited Liability Company a California municipal corporation By:_________________________________ By:______________________________ Name: Joseph Fernandez Name: Valerie J. Barone
Title: President Title City Manager
Address: 213 Marble Drive Address: 1950 Parkside Drive
Antioch, CA 94509 Concord, CA 94519
Telephone: (925)-451-3242 Telephone: (925) 671-3150
Email: [email protected]
APPROVED AS TO FORM: ATTEST:

Susanne Brown Joelle Fockler, MMC
City Attorney City Clerk
FINANCE DIRECTOR'S CERTIFICATION:

Concord, California
Date:________________

I HEREBY CERTIFY THAT ADEQUATE FUNDS EXIST OR WILL BE RECEIVED DURING THE CURRENT FISCAL YEAR 2025/2026 and DURING FISCAL YEAR 2026/2027 TO PAY THE ANTICIPATED EXPENSES TO BE INCURRED PURSUANT TO THIS CONTRACT.

THE SUM OF $1,308,540.00, Account Code 700-4900-1Z01-63158-400 and up to $95,000.00, Account Code 700-4900-1Z01-67200-000.

Finance Director's Signature

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EXHIBIT A

SCOPE OF SERVICES
(FOR GOLF COURSE MAINTENANCE SERVICES

FOR DIABLO CREEK GOLF COURSE)

1. GENERAL CONTRACTOR RESPONSIBILITIES
The Contractor shall provide all labor, equipment, materials, tools, services, and specialized skills necessary to perform landscape and related maintenance services at the highest professional standards, as detailed in the specifications. Additionally, the Contractor is responsible for the maintenance and repair of designated City-owned fixed equipment or facilities as outlined herein.

All work must be performed in a safe and competent manner, adhering to established safety practices including the usage of personal protective equipment (PPEs) for maintenance operations. This also includes the proper and safe upkeep of equipment, machinery, and materials—whether owned by the Contractor or the City.

The Contractor assumes full responsibility for ensuring compliance with all applicable local, county, state, and federal laws and regulations. This includes, but is not limited to, adherence to all Occupational Safety and Health Administration (OSHA) and California Occupational Safety and Health Administration (Cal/OSHA) safety standards.

Note: Any references to the responsibilities of the Authorized City Representative do not diminish or transfer the Contractor’s obligation to maintain the golf course in strict accordance with the specifications provided.

2. MAINTENANCE STANDARDS.

The following list of work tasks, described in detail in these maintenance specifications, is provided to give Contractor a clear understanding of the City's expectations. The City understands that at times there will be limiting factors such as weather conditions and unforeseen events that will alter strategies for the long-term survival of the turf. The City also recognizes that agronomic factors such as turf health, fertilization, topdressing and aerification will temporarily affect green speed. The Contractor recognizes that at all times the City staff in the capacities of the Authorized City Representative will be the final authority on items that are subjective and will be the final authority on maintenance standards. The Contractor shall perform all maintenance services in accordance with the standards and requirements outlined in the specifications. The Contractor will send weekly inspection reports on all areas of the itemized services of the scope for review. These services include, but are not limited to, the following tasks necessary to maintain the grounds in optimal condition and ensure their aesthetic appeal:

A. Greens/Collars
i) Objectives:

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(1) To maintain a smooth and uniform surface with a medium speed for putting (medium defined as a minimum of 8.5 to 10.5 on the Stimpmeter during the growing season.
(2) To develop on all putting surfaces a fine texture surface with minimum thatch and grain.
(3) To maintain a basic agronomic program for all putting greens to include aeration, soil fertility, drainage, pest control, and traffic wear strategies.
(4) To provide adequate sunlight, air circulation and soil moisture content for growth.
(5) To maintain a high density and weed-free turf stand around all putting complexes.
ii) Standards:
(1) Mow with greens mowers seven times per week or on another approved interval by City during the growing season.
(2) Rolling greens on Monday, Thursday, and Saturdays during the growing season to achieve minimum speed and to enhance surface smoothness.
(i) Extra rolling during tournaments and heavy use as directed (if determined necessary) by the Authorized City Representative. (3) Greens will be cut at a height of .120” depending on weather conditions and time of year at proper height according to season. (4) Daily monitoring of the root zone to determine exact water needs of each green, to maintain the greens as consistently dry as possible without affecting turf’s health. Hand watering will at times be an integral part of daily greens water management requirements. (5) Solid tine venting and Hydrojet aeration as needed during summer stress period.
(6) Topdressing two times a month as conditions and the schedule allow at the discretion of the Golf course Superintendent and Authorized City
Representative.
(7) Pin placement shall be in a healthy turf area with a proper colored flag. (8) No standing water or mud holes - greens should be consistent on a stimpmeter within 1- foot range.
(9) Greens must remain weed free and disease free.
(10) Bare and stressed areas sodded or plugged.
(11) Pest and vandal damage repaired.
(12) No foreign grass encroachment from collars.
(13) Cups to be cut four times weekly (Mon., Wed., Fri., Sun.) during the growing season; two times weekly during the winter (Wed. & Sun.) cups will be
changed daily for club tournaments/invitationals regardless of time of year.
(14) Hole plugs set at proper grade.
(15) Repair divots at the end of each day.

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B. Fairways
i) Objectives:
(1) To produce a fine, uniform, and dense turf maintained at standard fairway mowing heights.
(2) To develop a sound agronomic program for fertility, aeration, water management and weed control.
(1) To Implement traffic control rules to protect the fairway turf. ii) Standards:
(1) Refrain from the use of golf carts on fairways at any time when the surface is soft; when course is open carts should always scatter to reduce turf wear and tear.
(2) Spot overseed turf when necessary.
(3) Implement an annual overseeding, topdressing, and fertilization plan to maintain high quality turf.
(4) Use growth regulators as needed in the summer to enhance turf quality, reduce mowing, and clipping yields.
(5) Annual post emergent treatments for winter and summer annuals; pre- emergent for dallisgrass, English daisies, crabgrass, kikuyu, etc. (6) Mowing 3 times weekly for playability with 5-plex units or other City approved equipment (Monday, Wednesday, Friday)
(7) Standard fairway mowing heights to be maintained at .500” to .750”. (8) Fall core aerification or other City approved aerification methods upon recommendation.
(9) During the fall, utilize blowers to clean fairways and mulch leaf debris with deck mowers.
(10) No standing water or mud holes.
(11) Yardage markers in place and maintained.
(12) Bare and stressed areas sodded or plugged.
(13) Pest and vandal damage repaired.
(14) No foreign grass encroachment from fringe.
(15) Fairway divots repaired daily.

C. Tees
i) Objectives:
(1) To produce a teeing area of adequate size and alignment with a level and firm surface suitable for golfers.
(2) To maintain a dense and weed-free playing surface.
(3) To maintain a height of .500” all season.
(4) To develop a basic agronomic program for all tees to include aeration (Fall), soil fertility, drainage, pest control, and traffic wear strategies.
(5) To develop a sound agronomic program of fertility and weed control of the tee surrounds.
(6) To provide adequate sunlight to all teeing areas through selective pruning and harvesting of trees.
(7) To provide uniform irrigation coverage to the teeing areas. (8) To maintain all tee benches, yardage plates, trash receptacles and divot sand stations to provide a neat, trim appearance.

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(9) To develop a golf cart traffic pattern to minimize damage to turf near teeing areas.
ii) Standards:
(1) Top dress tees at least once annually with extra attention to the Par 3 tees and any other tees with iron play.
(2) Weekly monitoring and divot repair of all tee boxes. (3) Spot overseed tee boxes when necessary.
(4) Conventional core aeration annually.
(5) Mow 3 times weekly (Monday, Wednesday, Friday).
(6) Annual post emergent treatments for winter and summer annuals; pre- emergent for dallisgrass, English daisies, crabgrass, kikuyu, etc. (7) Movement of tees (Monday, Wednesday, Friday, Saturday, Sunday; more defined rotation provided by course
Superintendent.
(8) No standing water or mud holes.
(9) Annually check all tee boxes and address unlevel tee surfaces. (10) Sand and seed buckets filled properly and placed by tee markers. (11) All tee equipment cleaned, painted, and in good condition. (12) Ball washer cleaned, painted, and filled; with a clean usable ball towel maintained.
(13) Pest and vandal damage repaired.
(14) Bare areas sodded and leveled.

D. Roughs
i) Objectives:
(1) To maintain rough areas of varying playing difficulty that include first cut, second cut, and minimally maintained other rough areas. (2) To maintain rough at a height of .750” to 1.25” in the first cut of rough.
(3) To maintain rough at a height of 1.25” to 2.25” in the second cut of rough.
(4) To maintain rough at a height of 2.25” and greater in the other cuts of rough.
(5) To maintain a firm and dry rough surface where appropriate. (6) To limit root impediments by selective harvesting of problem trees (7) To maintain the rough area with few weeds and uniform height of cut. (8) To utilize no-mow grass wherever possible in rough areas outside the second cut.
ii) Standards:
(1) Mowing at least two times per week to keep the rough at the proper height and density.
(2) Additional fertilizer for those areas that receive extra wear from golf carts and maintenance equipment.
(3) Pre-emergent application to reduce weeds and unwanted species of vegetation.
(4) Periodic treatments with post emergent or organic weed management methods to reduce weed growth.

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(5) Maintain cart path edges as needed.
(6) Pest and vandal damage repaired.
(7) Hazards properly marked.
(8) Free of debris that affects play.

E. Bunkers
i) Objectives:
(1) To maintain hazards that will create interest and make the exacting shots to the target areas without modifying the game or unduly penalizing the player.
(2) Bunkers should have consistency in texture and firmness of bunker sand for playability.
ii) Standards:
(1) Rake all bunkers daily and keep free of debris.
(2) Keep a good edge on bunkers by closely monitoring the raking process. (3) Trim edges of bunkers monthly during the growing season to maintain edges according to original design.
(1) Minimum sand depth of 4” at all times, not compacted, nor wet. (2) Sand to be evenly distributed regularly, not too high on high side, and not too low on low side.
(3) Monitoring of sand depth after weather events.
(4) Pest and vandal damage repaired.
(5) Two functional rakes per bunker that are properly maintained.

F. Parking Lot
i) Objectives:
(1) To maintain a safe, clean, and attractive parking area at all times. (2) To keep the parking area free from loitering, free of vehicles not patronaging the course, and to prevent vehicles from being parked on the property outside of business hours.
ii) Standards:
(1) Parking lot should be swept weekly.
(2) Potholes or other infrastructure concerns should be addressed within 30 days of report.
(3) Parking lines repainted every five years or sooner if needed to maintain the integrity of individual parking spaces.
(4) Weeds in and around the parking lot addressed weekly. (5) Lights are to be operational during dusk to dawn hours. (6) Parking lot signage shall be maintained in accordance with State, County, and local regulations.

G. Golf Course Restrooms at No. 5 Fairway and No. 16 Tee i) Objectives:
(1) To maintain usable, clean, and inviting restrooms that are used only for course participants.
(2) Must be odor, graffiti, and damage free.
ii) Standards:
(1) Restrooms must be cleaned and sanitized at the beginning of each day

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with all trash emptied and removed.
(2) Must be checked for maintenance and use need at 10:00am, 1:00pm, and 4:00pm daily.
(3) Lights are to be always checked and kept operational at all times. (4) Janitorial paper products, urinal soaps, sink soap, and other hygiene products are to be fully stocked.
(5) Partitions locks must be functional.
(6) Restrooms must be thoroughly cleaned, sanitized, and deodorized weekly.
(7) The restroom interior and exterior must be maintained in a clean and appealing manner.
(8) Restrooms need to be repainted as often as necessary as determined by the Golf Course Superintendent and Authorized City
Representative. It is anticipated that painting is likely to be necessary approximately once every five years.

H. Cart Paths
i) Objectives:
(1) To maintain usable, clean, and attractive cart paths that can be shared by course participants.
(2) To have a cart path system that encourages use of the paths versus use of the playing surfaces.
ii) Standards:
(1) Paths are to be edged 3 times per week (Mon, Wednes., and Fri.). (2) Paths are to be weed, debris, and damage free.
(3) Paths are to be non-slip surfaces and must be checked annually for maintenance need.
(4) Paths should not have standing water caused by irrigation that does not disperse within 15 minutes of cycling off.

I. Irrigation
i) Objectives:
(1) To maintain usable, efficient, and water-wise irrigation plan that creates and vibrant and healthy turf system that can sustain high use of play.
(2) To address maintenance needs immediately.
(3) To repair irrigation infrastructure with the best and most water conserving irrigation components as they fail.
ii) Standards:
(1) Irrigation management programs shall be created for the four seasons of the year.
(2) The irrigation plan management program will take into consideration the time and length of play of each season, balanced with the irrigation needs of the season, to ensure adequate watering for course management is maintained.
(3) All irrigation systems must be maintained daily and should be adjusted two times per week (Wednes. and Saturday) based on needs.

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(4) All turf areas will be checked two times per week for proper coverage (Wednes. and Saturday).
(5) Broken lines will be repaired within 24 hours.
(6) Any transite lines that are found to be broken, or leaking will be repaired to a minimum of 8 feet in each direction, of the break/leak.
(7) Missing and broken valve lids will be replaced within 24 hours. (8) All valve boxes must be within .750” of grade, not create a trip hazard, and must be visible at all times.
(9) Valve controllers are to be locked at all times.
(10) All irrigation components (valves, couplers, lines, splitters, heads, and other terminating components) must be leak free.
(11) Irrigation must be on a computerized system that is kept secure. City Authorized Representative and/or their designee will be provided with access to the system if desired.

J. Equipment
i) Objectives:
(1) To maintain usable, safe, and attractive equipment. (2) To ensure all equipment is serviced and kept functional in accordance with the manufacturer's guidelines.
(3) To maintain records of maintenance, repair, and replacement of equipment.
ii) Standards:
(1) All equipment will be inspected at recommended manufacturer’s intervals, never less than monthly, and inspection records shall be maintained.
(1) Equipment is to be cleaned daily and vandalism or damaged repaired immediately.
(2) Monthly inspections should include a complete record of all inspections, reports of issues, and records of repair.
(3) Repairs of equipment should be made within 10 days of report, pending issues with parts availability, which the Contractor will communicate in the monthly report.
(4) The Authorized City Representative may randomly check all service, repair, and maintenance records for compliance.
(5) Weekly inspection reports and an overview of maintenance activities will be sent to the Authorized City Representative.

K. Clubhouse Exterior
i) Objectives:
(1) To maintain a usable, safe, and attractive Clubhouse that is inviting and presents as a place to recreate, meet, and socialize before, during, and after golf activities.
(2) To ensure the exterior of the Clubhouse is serviced, kept functional, and is appealing in accordance with City expectations. (3) To maintain records of maintenance, repair, and replacement of

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exterior Clubhouse facility components.
ii) Standards:
(1) Plant and maintain annual and perennial plants and flowers around the Club House by April 1 and September 15, or other City approved timeframe each year.
(2) Inspect all plants and planting spaces, maintaining a monthly inspection report.
(3) Replace any dead or declining trees, plants, or other vegetation (shrubs and hedges) as identified and within three days of notification.
(4) All planter spaces, entrance, planter curbs, tree wells, etc. are to be properly mulched at all times.
(5) Keep walkways clean, level, and free of debris; pressure washing at least 4 times per year, in April, June, August, and October. (6) All surfaces are properly painted and kept clean; exterior to be repainted every seven years unless a schedule variance is approved in advance, in a manner acceptable to the City, so that it will last in between intervals. Beginning May 2026, May 2033, May 2040, etc.

Color to be approved by the Authorized City Representative. (7) Exterior lighting is to be maintained and in service. Lights to be kept on timers are to turn on prior to dusk and turn off after dawn. (8) Exterior window cleanliness should be checked and cleaned as needed to elimate dirt/grime; a thorough semi-annual cleaning to be performed in April and August each year or another City approved schedule.
(9) Provide and maintain all directional and informational signage according to code, ordinance, and regulations; maintain all signage to be free of debris and graffiti tags.
(10) Maintain roof vents and rain gutters free of debris. Inspect and clear rain gutters and rooftop drainages prior to rainy seasons. (11) Provide rodent management, traps, and insect control services.

L. Clubhouse Interior
i) Objectives:
(1) To maintain a usable, safe, and attractive Club House that is inviting and presents as a place to recreate, meet, and socialize before, during, and after golf activities. The Clubhouse interior is primarily the responsibility of the Golf Operations and Food and Beverage Concessions contractors through separate agreements with the City of Concord. All other structures throughout the golf course, both inside and out, are the responsibility of the operator to maintain.

1. To maintain records of maintenance, repair, and replacement of interior Clubhouse facility components (performed by the maintenance operator).
ii. Standards:

1. Investigate all concessionaire complaints in a timely manner and provide remediation including the needed maintenance and repairs

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immediately within a reasonable and appropriate timeframe.

2. Provide quarterly, semi-annual, and annual preventative maintenance services for HVAC and hot water heater related building mechanical systems.

3. Provide reports of issues, service, and maintenance records upon request.

M. Trees
i) Objectives:
(1) To maintain a safe tree canopy that contributes to a healthy urban forest. (2) To keep trees on the course healthy, safe, and disease/pest free. (3) To address tree issues in a timely and appropriate matter consistent with best practices for golf course operations.
(4) To plan for current and future tree loss by planting trees as determined by the City Arborist.
ii) Standards:
(1) Have an arborist or other appropriately trained professional perform a basic level 1 tree health and risk inspection on all trees annually. (2) Trees showing any signs of decline or structural defect are to receive a level 2 tree health and risk assessment unless analysis determines a higher level of inspection is warranted.
(3) Complete tree trimming as needed.
(4) Complete emergency tree maintenance as necessary and as reported. (5) Protect all trees from maintenance equipment including mowers, weed whips, etc.
(6) Keep trees irrigated and healthy, fertilize and apply herbicides/pesticides as recommended by the arborist completing annual inspection or as directed by the Authorized City Representative.
(7) Maintain 10’ low pruning clearance of all established/mature trees. (8) Propose a three, five, and seven-year tree planting plan for City approval.
(9) Replace any dead, dying, or failed tree with 24” box, or larger, or a different City pre-approved approved size range.
(10) Should the City determine that a mature tree failed due to neglect or improper maintenance/damage, the Contractor will be required to replant with a tree of sufficient size to replace the lost canopy at an accelerated rate. Up to and including requiring replanting with trees up to 132” box size at Contractors expense.
(11) Record and note inspections, maintenance, plantings, and removals in TreePlotter.
(12) All tree pruning shall be performed on a schedule approved by the ACR and in accordance with the American National Standards Institute (ANSI) A300 Part 1, Tree, Shrub, and Other Woody Plant Maintenance - Standard Practices (Pruning).
(13) Surface roots, which become maintenance or appearance problems shall be inspected and only removed if these pose a safety hazard or to prevent damage to adjacent areas and/or equipment.

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N. Lakes/
Waterways
i) Objectives:
(1) Ensure all water ways are kept in as natural state as possible while ensuring a safe treatment and maintenance of the environment. (2) Keep waterways clean and clear.
(3) Ensure that waterways are not obstructed and maintain a regular flow and/or level.
(4) Keep waterways maintained for odor, contaminants, and to establish natural habitat.
ii) Standards:
(1) Inspect and maintain waterways for no presence of algae and odor. (2) Inspect and control/remove all waterways for litter and debris. (3) Inspect all waterways for proper water levels.
(4) Ensure all waterways are properly marked as water hazards. (5) Remove undesirable and/or highly invasive plants, pests, and creatures as identified.
(6) Identify and employ erosion control methods as necessary. Provide the recommendations for significant erosion control to Authorized City Representative.
(7) Inspect and ensure lake liners are properly maintained. (8) Inspect and maintain, fountains, aeration, pumps, filters, and associated systems monthly.
(9) Inspect and control Bryozoan infestation monthly.
(10) Provide monthly reports and roll monthly reports into annual reports; provide additional reports as necessary to Environmental Services and/or appropriate regulatory agencies.

O. Mt. Diablo
Creek
i) Objectives:
(1) Maintain the Mt. Diablo Creek area as a natural resource and riparian area well providing minimal maintenance levels in areas that are normally maintained.
ii) Standards:
(1) Banks mowed and trimmed in as needed.
(2) Litter and debris removed.
(3) Maintain compliance with State Fish and Wildlife standards and all local, county, state and federal regulations regarding Mt. Diablo Creek.
(4) Ensure all areas are properly marked as hazards.
(5) Identify and employ erosion control methods as necessary. Provide the recommendations for significant erosion control to Authorized City Representative.
(6) Provide inspections and reports as required by City and/or outside agencies.

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P. Facilities/Infrastructure/Signage
i. Objectives:
(1) Maintain all facilities to extend their life and usability, making repairs as necessary.
(2) Protect, repair, and replace infrastructure as necessary. (3) Ensure proper and adequate signage that is appealing to the public. ii. Standards:
(1) All facilities onsite must be cleaned and maintained regularly. (2) Facilities are to be inspected monthly and maintenance need/plans are to be noted.
(3) All facilities must adhere to and provide a plan for proper disposal of waste, liquids, oil, materials, etc.
(4) All signs are to properly placed, freshly painted with consistent color pallet, kept clean, and should be readable.
(5) Driving range netting is to be inspected regularly and repaired as needed to close any holes.
(6) Fencing is to be repaired and replaced as needed.
(7) All fire alarms, extinguishers, sprinkler systems are to be maintained in working order, inspected regularly, and any issues repaired immediately; all issues should be reported to the Authorized City Representative for documentation.
(8) Maintain drinking water fountains located at Club House, behind tee box 4, tee box 8 and tee box 14. Provide water bottle fillers at a minimum between holes 4 and 5, and 12 tee and 16 tee areas. (9) Provide monthly inspection and filter replacement for water fillers. (10) Provide all reports for outside agencies as required and directed by the Authorized City Representative.

Q. Annual Pesticide/Herbicide Use
i. Objectives:
(1) To maintain all pests, disease, invasive plants, weeds, and other unwanted negative impacts to the course in a controllable manner.
(2) To utilize the least toxic method of control at all times. (3) To utilize organic methods whenever possible.
(4) To utilize non-organic chemical methods as a last resort. (5) Follow all standards below and in section 5 in the Scope below. ii.Standards:
(1) Address all invasive pests prior to growth cycle with pre-emergent methods typically in December and January each year.
(2) Treat all visible pests with post-emergent as soon as visually observed. (3) Perform weed abatement throughout the course weekly. (4) Report to the Public Works Division Manager on annual chemical usage consistent with the Department of Pesticide Regulations in December each year.
(5) Ensure all staff that are utilizing herbicides/pesticides are under the

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supervision of a Qualified Applicator.
(6) Adequately track monthly use of all pesticides/herbicides and roll into the annual report in proper format due to the Parks Division each December.
(7) Provide evidence of QAC certification and continuing education for contracted staff in the annual report.

3. SAFETY REQUIREMENTS
The Contractor shall comply fully with all applicable local, county, and state safety regulations, including but not limited to the following provisions:
a. Public and Employee Safety
The Contractor shall take all necessary precautions to protect employees, vendors, and members of the public from foreseeable injury and to prevent damage to personal or public property. b. Hazard Identification and Inspection
The Contractor shall routinely inspect all areas under maintenance for potential hazards and maintain a log documenting inspection dates and any corrective actions taken. c. Employee Training and Certification
The Contractor shall submit an annual employee training schedule. The Superintendent and Assistant Superintendent are required to always maintain current CPR certifications. d. Public Access During Work
The Contractor shall make every reasonable effort to keep sidewalks, driveways, and vehicle travel lanes open and unobstructed during maintenance activities. e. Hazard Monitoring
The Contractor shall promptly identify and assess any condition or practice that renders any part of the maintenance area unsafe.
f. Incident Reporting and Corrective Action
Any unsafe condition requiring correction must be reported immediately to the Authorized City Representative .The Contractor is responsible for taking corrective measures, such as filling holes or replacing valve box covers, to prevent injury to golfers and the public. The Contractor shall fully cooperate with the City in investigating any incidents involving injury or death within the contracted areas and must provide a complete written report to the Authorized City Representative within twenty-four (24) hours of the occurrence.

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4. PROTECTING PROPERTY AND INCLEMENT WEATHER RESPONSIBILITIES The Contractor shall take all necessary measures to protect and maintain the golf course grounds and facilities during periods of inclement weather. Responsibilities include, but are not limited to, the following:
a. Supervisory Oversight
The Contractor shall provide regular supervisory inspections of the golf course during standard operating hours to monitor conditions and prevent or minimize potential weather-related damage. b. Storm Damage Reporting
The Contractor shall promptly submit a written report to the Authorized City Representative detailing any storm-related damage. This report must include a site map showing the specific locations of damage and a cost estimate for repair or replacement. If remedial work is approved by the Authorized City Representative, the City will cover the cost. c. Continued Operations
During inclement weather, the Contractor's workforce is expected to continue with tasks not directly affected by the weather, such as clean-up, facility maintenance, and weather-related response efforts. d. Protection of Property
The Contractor shall take all reasonable precautions to prevent damage to existing facilities, structures, and utilities—both above and below ground—on City property. Any damage determined to have resulted from the Contractor’s negligence shall be repaired at the Contractor’s expense. e. Utility Location and Safety
When requested by the City, the Contractor shall locate and verify underground utility systems prior to beginning work in affected areas. Extra care must be taken when operating near these utilities.

Any damage or related concerns must be reported to the Authorized City Representative immediately.
f. Aesthetic Maintenance
The Contractor shall maintain the visual appearance of the property at all times. Any material stockpiling must be managed to avoid creating unsightly conditions and shall not be left on the golf course grounds for extended periods. Contractor will provide supervisory inspection of the golf course during the regular hours to prevent or minimize possible damage.

5. PESTICIDE USE AND REGULATORY COMPLIANCE
The Contractor shall ensure that all pesticide materials used on the property comply with applicable regulations established by the U.S. Environmental Protection Agency (EPA) and the California

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Department of Food and Agriculture. The Contractor is fully responsible for adhering to all relevant laws, regulations, and reporting requirements, including but not limited to the following:
a. Record Usage

1. Obtain required permits

2. Maintain usage records to comply with inspection and audit requests from the Contra Costa County Agricultural Department.

3. Maintain licenses, training certificates, equipment and storage facilities. b. Application Of Pesticides

1. Timing of Application
Pesticides shall be applied during times that minimize the risk of environmental contamination due to climatic or operational factors. When feasible, applications should be made during early morning or evening hours to reduce the potential for drift.
• When golfers are present, pesticide applications using drift-control skirted booms are required.
• Small-scale backpack applications may be conducted based on weather conditions, provided that adequate safety precautions are taken to protect golfers and the public.
• Applicators must monitor weather forecasts to avoid applying pesticides prior to anticipated rainfall, thereby minimizing runoff risks. • Post-application irrigation must be carefully managed to prevent excess water and runoff. When water is necessary to enhance pesticide efficacy, only amounts that can be absorbed by the treatment area without runoff shall be used.

2. Handling of Pesticides
Pesticides shall be transferred, mixed, and applied with the utmost care to avoid contamination beyond the intended treatment area.
• Application techniques must ensure that all materials remain confined to the target site.
• Spray tanks containing leftover pesticide material shall not be drained on-site to prevent environmental contamination.
• All disposal of pesticide residues and tank rinse materials shall comply with the requirements set forth by the California Department of Pesticides Regulations and Environmental Protection Agency regulations.

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3. Equipment and Methods
All spray equipment must be properly maintained, in good working condition, and designed to deliver pesticide material efficiently and accurately to the designated area. • Use of high-pressure spray applications shall be avoided to minimize drift. • The use of water-soluble drift control agents is encouraged to further reduce off-target movement of chemicals.

4. Recommendations and Supervision
All pesticide applications must be performed in strict accordance with written recommendations issued by a licensed Pest Control Advisor (PCA). • Copies of all PCA recommendations shall be submitted to the Authorized City Representative prior to application.
• A licensed Qualified Applicator Certificate holder (QAC) must be present on site and actively supervising all pesticide applications.

5. Selection and Materials
Only pesticides approved for use on golf courses by the California Department of Food and Agriculture shall be utilized. Selection of pesticide products must reflect appropriate use for turf, ornamental plantings, and site-specific needs while ensuring compliance with all applicable regulatory guidelines.

6. NOISE CONTROL REQUIREMENTS
The Contractor shall comply with all applicable local noise control regulations, sound level ordinances, and environmental standards while performing work on the golf course premises. Best practices shall be employed to minimize noise disruption to golfers, residents, and other members of the public. Noise control responsibilities include, but are not limited to, the following:
a. Equipment Noise Reduction
All combustion-engine-powered equipment used on site must be equipped with properly functioning mufflers or manufacturer-recommended noise-suppressing devices.

Equipment shall be maintained in good working condition to ensure optimal noise reduction during operation.

7. EQUIPMENT SAFETY
The Contractor shall take all necessary precautions to ensure the safe operation of all equipment used in the performance of work. This includes implementing appropriate safety measures to protect the public from potential injury or property damage resulting from the use or presence of such equipment.

8. INQUIRIES AND COMPLAINTS
The Contractor shall be responsible for effectively managing and responding to all inquiries and

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complaints related to the services provided. The following provisions shall apply:
a. Designated Contact Personnel
The Contractor shall assign responsible management personnel to respond to inquiries and complaints received from the City and/or private citizens during normal working hours. These personnel shall be authorized to take timely and appropriate corrective action. b. Emergency Situations
In cases where immediate action is necessary to prevent injury, loss of life, or significant property damage and the City is unable to reach the Contractor after a reasonable attempt—the City reserves the right to take necessary corrective action using City personnel. All associated costs incurred by the City for such emergency measures shall be charged to the Contractor. c. Complaint Resolution
All complaints must be addressed and resolved as promptly as possible to the satisfaction of the City.

If a complaint cannot be resolved within a reasonable timeframe, the Contractor must immediately inform the City of the reason for the delay. A written follow-up report shall be submitted to the Authorized City Representative within three (3) business days of the initial notification.

9. EMPLOYEES, UNIFORMS AND VEHICLES
a. Employees

1. A qualified and experienced Class A rated Superintendent and Assistant Superintendent shall be assigned full-time to the golf course. The Superintendent or qualified supervisor must be fluent in English, fully trained in all maintenance responsibilities, and present on-site at all times during active maintenance operations.

2. All maintenance personnel shall maintain a neat, well-groomed appearance at all times.

3. Employees are expected to conduct themselves in a courteous, professional manner in all interactions with the public and City staff.

All work shall be performed with an emphasis on safety and with minimal disruption to golfers. Any employee deemed by the Authorized City Representative to be incompetent, unprofessional, disruptive, or otherwise unsuitable shall be promptly removed from the crew and replaced with a qualified individual acceptable to the City.
b. Uniforms

1. The Contractor shall be responsible for providing and maintaining uniforms for all employees assigned to work on the golf course. All associated costs, including cleaning and upkeep, shall be borne by the Contractor.

2. Uniforms must be worn as a complete unit, properly fitted, clean, and free of

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rips, tears, or permanent stains.

3. During cool weather, jackets or sweatshirts may be worn as outer garments.

All shirts and jackets must display the golf course logo and the employee's first name.

4. Sweatshirts are required to display only the golf course logo.

5. A hard hat shall be worn at all times when working within the active play areas of the golf course. In non-play areas of the facility, a cotton cap bearing the golf course logo may be worn; however, the bill of the cap must face forward at all times.
c. Vehicles

1. All vehicles used on the golf course must be maintained in good mechanical condition and free from body damage.

2. Vehicles shall be kept clean both inside and out at all times.

3. Each vehicle shall display the Contractor’s company name prominently on both sides.

4. Vehicles must be properly equipped to store and transport tools and equipment in a neat, safe, and organized manner.

10. RECORDS AND REPORTS
a. Monthly Work Schedule
The Contractor shall submit to the Authorized City Representative a written schedule outlining the maintenance activities planned for the upcoming month. This schedule shall include, but is not limited to, tasks such as aerification, tree trimming, lake maintenance, herbicide and insecticide applications, fertilization, and the replacement of color plantings.
b. Schedule Revisions
The monthly schedule shall be provided in a format developed by the Contractor and approved by the Authorized City Representative. If the Contractor determines that the approved schedule cannot be followed, the Authorized City Representative must be notified immediately, and a revised schedule shall be submitted for review and approval.
c. Daily Work Log
The Contractor shall maintain a current and accurate log of all work activities. This log shall document all daily maintenance operations, seasonal and supplemental work, and

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any additional services performed by Contractor personnel. d. Monthly & Annual Reporting and Invoicing
All required reports shall be submitted in a format and level of detail acceptable to the Authorized City Representative. These reports must accompany the Contractor’s monthly invoice. The City reserves the right to withhold payment until the required reports have been received and approved by the Authorized City Representative. The Contractor will submit a complete annual report with the state of the course, work plan achievements from previous year, all documentation, records, and upcoming year work plan.

11. COURSE PHYSICAL CHARACTERISTICS
All changes in the physical characteristics of any portion of the courses or structures, such as: addition or removal of sand traps, trees, water hazards, native vegetation or other features shall require prior approval by the Authorized City Representative and will be separately put out to bid by the City pursuant to Concord Municipal Code Section 3. 10.030- Purchasing Authority; public Projects, to the extent they constitute public projects as defined by Public Contract Code § 22000.

12. DRVING RANGE MAINTENANCE
Landing area turf shall be kept so grass is green in main landing areas, mowed weekly at agreed- upon height.

General turf maintenance shall conform to procedures outlined in Sections above, Greens and Collar Surrounds.

Lighting shall be inspected on a weekly basis with faulty bulbs and/or fixtures repaired or replaced as needed.

All range maintenance shall be coordinated with the head golf professional.

13. PUMP MAINTENANCE
Pump station pumps shall be inspected and maintained on a regular basis. Two preventative maintenance services are to be completed each calendar year. It shall be the Contractor's responsibility to keep all preventative maintenance current and to provide verification of same to Authorized City Representative upon request.

Contractor shall maintain the pump station building and make repairs to the building as needed.

The well pumps shall be inspected, serviced, maintained, repaired and replaced as needed.

14. EXTERIOR OF THE CLUBHOUSE, CLUBHOUSE

PATIO, RESTROOM BUILDINGS, STRUCTURES AND

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GROUNDS
The Contractor shall keep the premises, and every part thereof, in good working order, condition and repair whether structural or non-structural and whether or not the need for such repair occurs as a result of the Contractor's use, any prior use, the elements or the age of the structures and are to include, but not be limited to the following:

Plumbing Termite Eradication
Electrical Exterior Pest Control (i.e. roaches, bees, flies, ants) Heating Systems Floors and floor coverings
Air Conditioning Systems Ceilings
Exterior lighting All exterior fixtures
Windows Exterior walls
Doors Roofs
Parking lots, access roads Driveways, sidewalks
FoundationsHardscape surrounding clubhouse
Locks Paint/stain Handrails/guardrails
Sewer Lift Pumps Signs and Gutters
PLEASE NOTE: The interior of the Clubhouse is the responsibility of the Director of Golf/Head Golf Professional and Food/Beverage concession Contractors; all other structures (both inside and out) are the responsibility of the Contractor to maintain.

15. PICNIC AREA
The following specifications establish the required standards for routine housekeeping and grounds maintenance of the picnic area. The Contractor shall ensure the area remains clean, safe, and visually appealing, particularly in preparation for public use.
a. Turf Maintenance

1. Turf shall be mowed weekly to maintain a consistent height of 1¼ inches.

2. Fertilization of the picnic area turf shall occur at the same frequency and with similar materials as used on the fairways.
b. Shrub and Bed Maintenance

1. Shrub beds within the picnic area shall be maintained in accordance with Section

2.13 of these specifications, including pruning, weeding, mulching, and debris removal.

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c. Cleaning of Shelter and Hard Surfaces

1. All surfaces of the picnic shelter—horizontal, vertical, and underside—as well as the concrete pad, shall be thoroughly cleaned immediately prior to any scheduled use from March through October.

2. Cleaning shall include removal of dirt, cobwebs, litter, spills, and other visible debris to ensure a welcoming and hygienic environment.
d. Daily Inspection

1. The picnic area shall be inspected daily for signs of vandalism, unauthorized entry, damage, or deterioration.

2. Any such issues shall be promptly reported to the Authorized City Representative and repaired by the Contractor in a timely manner. e. Trash Removal

1. All trash generated through routine use and maintenance of the picnic area shall be removed daily by the Contractor and disposed of properly in accordance with City standards.

16. EXTRA WORK
In the event the Contractor is requested by the City and agrees to perform extra work not covered under the standard scope of services, the following procedures shall apply:
a. Authorization and Estimation
When extra work is required, the Contractor shall submit a written estimate of costs for approval by the Authorized City Representative prior to commencing work. Estimates must include a detailed breakdown of anticipated labor, materials, equipment rental, and estimated hours. b. Execution and Billing
All extra work shall be performed under the direction of the Authorized City Representative and shall be executed on either a time-and-materials basis or at a pre-agreed lump sum price, depending on the nature and scope of the work.

1. The Contractor shall maintain accurate records clearly separating extra work from routine operations.

2. Invoicing must itemize all labor, material, and equipment rental costs, including the number of hours worked.
c. Work Requests and Authorization
Extra work shall be initiated only upon the issuance of a written work request from the City.

1. No extra work shall begin without written authorization from the Authorized City Representative, except in emergency situations where

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immediate action is required to prevent injury or significant property damage.

2. In such emergencies, the Contractor shall notify the Authorized City Representative as soon as reasonably possible and submit documentation of the work performed and associated costs.
d. Examples of Extra Work
Extra work may include, but is not limited to, the following situations:

1. Replacement of plant materials that fail due to conditions beyond the Contractor’s control.

2. Repairs or replacements required due to vandalism, vehicular accidents, or Acts of God, where such work is not otherwise covered under this specification.

3. Major failures (exceeding $20,000 per occurrence) of plumbing, electrical, structural components, driving range nets, or other existing facilities.

4. Failure of the irrigation or pumping system exceeding $20,000 in total cost within a single calendar year.

5. Replacement of the irrigation system, pump station, HVAC systems, or driving range netting due to age-related deterioration or where repair is not cost-effective. The City will be solely responsible for determining whether replacement is necessary and cost-justified.

17. MT. DIABLO CREEK NOTIFICATION
Diablo Creek Golf Course is subject to erosion and flood damage during major storm activity. Mt.

Diablo Creek flows through part of the golf course. During heavy rainfall, the creek may overflow with water submerging approximately 9 holes of the golf course under several feet of water.

The requirement of the Contractor is to restore the golf course to playable condition and re-open as quickly as possible. The Contractor should be prepared to absorb any additional expense for overtime or for the repair and clean-up of storm related damages and debris removal a. Hours of Operation
The Contractor shall operate and maintain the golf course open from dawn to dusk every day of the year, with the exception of December 25 and closures required by weather conditions. All closures require concurrence of Authorized City Representative. The Contractor will be required to provide a minimum level of operation in compliance with standards contained herein. b. City Contract Administration
A City Contract Administrator, typically referred to as the Authorized City Representative will be identified as the City's prime contact and liaison with the

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Contractor. Any and all communication with the City will be conducted through this designated individual. This individual will be afforded access to any of the golf course property at any time for the purposes of monitoring compliance of the Contractor to the terms and conditions of the Maintenance Agreement.
c. City Audit Requirements
The City of Concord reserves the right to designate its own employee representative(s) or its contracted representatives with a certified public accounting firm who shall have the right to audit the Contractor's procedures and internal controls and examine any cost, payment, claim or other records supporting documentation resulting from any items set forth in the Agreement. Any such audit(s) shall be undertaken by City of Concord or its representative(s) at reasonable times and in conformance with generally accepted auditing standards. Contractor agrees to fully cooperate with any such audit.

This right to audit shall extend during the length of this Agreement and for a period of three (3) years, or longer if required by law, following the date of final payment under the Agreement. Contractor agrees to retain all necessary records/documentation for the entire length of this audit period.

Contractor will be notified in writing of any exception taken as a result of an audit.

Any adjustments and/or payments that must be made as a result of any such audit or inspection of the Contractor's invoices and/or records shall be made within thirty (30) days from presentation of City's findings to Contractor. If Contractor fails to make such payment, Contractor agrees to pay interest, accruing monthly, at a rate of 10% per annum unless another section of this agreement specifies a higher rate of interest, then the higher rate will prevail. Interest will be computed from the date of written notification of exception (s) to the date Contractor reimburses City for any exception(s).

If an audit inspection or examination in accordance with this article, discloses overcharges (of any nature) by the Contractor to the City in excess of one percent (1%) of the value of that portion of the contract that was audited, the actual cost of the City's audit shall be reimbursed to the City by the Contractor. d. Site Visitations
The City intends to send unannounced delegations of evaluators to courses currently maintained by Proposer. Proposers should make every effort to accommodate such delegations.
e. Other Requirements

1. The City will pay applicable maintenance yard utility costs. The contractor will pay for phone service and internet service.

2. Contractor shall maintain regular communication, an attitude of cooperation and an overall good working relationship with the Director of Recreation Services, the Director of Golf/Head Golf Professional and Pro Shop staff and the Food and Beverage Concessions Management personnel. A meeting shall be scheduled monthly at the golf course to discuss matters of mutual interest and concern and should be attended by the Authorized City Representative, the Director of Recreation Services, the course superintendent, the Director of Golf and the food and beverage restaurant owner/manager.

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EXHIBIT B

NEGOTIATED EXCEPTIONS TO SPECIFICATIONS/REQUIREMENTS
- Scope of Services, Exhibit A, Item K-ii (6): The City of Concord will complete exterior painting of the golf course clubhouse within the first six months of 2026. Maintenance of the exterior surface painting will then be assumed by EBGCM.
- Scope of Services, Exhibit A, Item A-ii (3): To align with previous successful maintenance practices at Diablo Creek Golf Course, greens will be cut at a height of .125” (depending on weather conditions and time of year at proper height according to season). - Scope of Services, Exhibit A, Item A-ii (5): To align with previous successful maintenance practices at Diablo Creek Golf Course, solid tine and core aeration will be performed as needed. - Hydrojet aeration will not be required.
- Scope of Services, Exhibit A, Item G-ii: The City and maintenance contractor will work together to develop a plan that addresses and improves the conditions of the restroom on the 16 th tee. It is anticipated that the City will be primarily responsible for the initial costs of repairs. Ongoing maintenance will be the responsibility of EBGCM.
- Scope of Services, Exhibit A, Item G-ii (2): Restrooms will be inspected daily for maintenance at approximately 8:00 a.m., 11:00 a.m., and 2:00 p.m. Afternoon checks will be coordinated with the Pro Shop team.
- Scope of Services, Exhibit A, Item M-i (4): Plans for current and future tree plantings as determined mutually agreeable City Arborist or approved Golf Course Arborist.

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EXHIBIT C

INSURANCE REQUIREMENTS
CONTRACTOR shall procure and maintain for the duration of the contract insurance against claims from injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by CONTRACTOR, their agents, representatives, employees or subcontractors.

MINIMUM SCOPE OF INSURANCE.

Coverage shall be at least as broad as:

1. Commercial General Liability Policy: CONTRACTOR shall maintain during the term of this Agreement a commercial general liability insurance policy providing coverage of at least one million ($1,000,000) combined single limit per occurrence or two million ($2,000,000) aggregate limit for bodily injury, personal injury and property damage. The coverage shall contain no special limitations on the scope or protection afforded to CITY, its officers, officials, agents, employees, or volunteers. CONTRACTOR’s insurance coverage shall be primary insurance with respect to CITY, its officers, officials, agents, employees, and volunteers. Any insurance, risk pooling arrangement, or self-insurance maintained by CITY, its officers, officials, agents, employees, or volunteers shall be in excess of CONTRACTOR’s insurance and shall not contribute with it.

3. Professional Liability Coverage (Errors and Omissions). CONTRACTOR shall maintain professional liability insurance with coverage for all negligent errors, acts or omissions committed by CONTRACTOR, its agents and employees in the performance of this Agreement. The amount of this insurance shall be not less than one million dollars ($1,000,000) on a claims made annual aggregate basis or a combined single limit per occurrence basis.

4. Workers Compensation: CONTRACTOR covenants that it will insure itself against liability for Workers' Compensation pursuant to the provisions of California Labor Code §3700, et seq.

CONTRACTOR shall, at all times, upon demand of the CITY, furnish proof that Workers' Compensation Insurance is being maintained by it in force and effect in accordance with the California Labor Code. The insurer shall also agree to waive all rights of subrogation against the CITY, its officers, officials, agents, employees and volunteers for losses arising from work performed under this Agreement. This provision shall not apply upon written verification by CONTRACTOR that CONTRACTOR has no employees.

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If CONTRACTOR maintains broader coverage and/or higher limits than the minimums shown above, the CITY requires and shall be entitled to the broader coverage and/or higher limits maintained by CONTRACTOR. A lapse in any required insurance coverage during this Agreement shall be a breach of this Agreement.

The policies are to contain, or be endorsed to contain the following provisions:

2. Primary Coverage. CONTRACTOR’s insurance coverage shall be primary insurance with respect to CITY, its officers, officials, agents, employees, and volunteers. Any insurance, risk pooling arrangement, or self-insurance maintained by CITY, its officers, officials, agents, employees, or volunteers shall be in excess of CONTRACTOR’s insurance and shall not contribute with it.

4. Verification of Coverage. CONTRACTOR shall furnish CITY with certificates of insurance and the original endorsements effecting coverage required by this Agreement. The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The aforementioned policies shall be issued by an insurance carrier having a rating of Best A-7 or better which is satisfactory to the City Attorney and shall be delivered to CITY at the time of the execution of this Agreement or before work commences. Such policies and certificates shall be in a form approved by the City Attorney. CITY reserves the right to require complete certified copies of all required insurance policies at any time.

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Staff Report
Date: December 2, 2025
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Guy Bjerke, Director of Economic Development and Base Reuse Prepared by: Marie Suvansin, Economic Development Manager [email protected]
(925) 671-3048
Subject: Review and adopt the Economic Development Strategic Plan and provide feedback on the Three-Year Action Plan.

Report in Brief
City Council identified the development of a new Economic Development Strategic Plan as a Tier 1 Priority during its annual Goal Setting Workshop on April 6, 2024, and reaffirmed the priority on March 29, 2025. The new Economic Development Strategic Plan will replace the currently used Economic Vitality Strategy (Attachment 1), which City Council first adopted in 1997 and last updated in 2020.

Much has changed in the local, state and federal economy since the Economic Vitality Strategy document was drafted and updated. Given these significant changes, Council wants to ensure that the City is strategically positioned to encourage economic investment, retain and attract businesses, and ensure our permitting and approval processes are streamlined and supportive of business investment.

Serving as the oversight body, the Housing & Economic Development (H&ED) Committee (Hoffmeister/Obringer) held four meetings to support the development of the Economic Development Strategic Plan. At these meetings, the H&ED Committee reviewed the Guiding Principles, Existing Conditions and Strengths-Weaknesses- Opportunities-Threats (SWOT) Analysis, and the Strategic Plan, which were presented by Economic Development staff and Strategic Economics, the lead consultant. The H&ED Committee recommends that the City Council adopt the Economic Development Strategic Plan (Attachment 2). Additionally, the H&ED Committee, through its

6.a6.a6.a6.a6.a6.a

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Agenda Item No. 6.a
December 2, 2025
conversations, identified what elements of the new EDSP it felt should be the initial focus of staff’s work efforts. These were captured in the Three-Year Action Plan, which staff will begin implementing immediately (Attachment 3.) Recommended Action
Review and adopt the Economic Development Strategic Plan and provide feedback on the Three-Year Action Plan.

Background
On October 8, 2024, City Council approved a work plan for the creation of the Economic Development Strategic Plan (EDSP) and directed staff to use the H&ED Committee as the oversight body for the project.

On January 28, 2025, City Council approved a contract with Strategic Economics who would work in partnership with retail expert David Greensfelder to produce the City’s new EDSP.

From February to November 2025, City staff worked with Strategic Economics to conduct extensive business community outreach (five focus groups and numerous interviews with participation from over sixty stakeholders), and to complete key work products (Guiding Principles, Existing Conditions and SWOT Analysis, EDSP), for review by the H&ED Committee.

On November 10, 2025, the H&ED Committee recommended the EDSP for adoption by City Council. Additionally, at the same meeting, the H&ED Committee reviewed the Three-Year Action Plan and provided guidance on it, which is incorporated into the version attached to this staff report.

Analysis
The EDSP incorporates technical analysis findings, results of stakeholder engagement, and input from City decisionmakers and staff. The process for developing the EDSP included technical analysis of demographic, employment, real estate, retail, and hotel/tourism conditions, as well as six industry-specific, focus groups and numerous interviews that engaged over sixty stakeholders. The conclusions of these efforts identified Concord’s competitive strengths and opportunities (Attachment 2, page 14) and led to the identification of four high-priority issues to be considered in the EDSP, of which each is presented below.

Priority Issues:

1. Office Vacancies and Reinvestment Needs. Class A vacancy is high (42%, CoStar) and concentrated near the downtown Concord BART Station, where the buildings are slightly farther from the freeways and newer retail amenities, and the building footprint was designed for large-scale, back-office uses that are

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December 2, 2025
leaving the region. Class B and C vacancies are lower (15% and 2% respectively, CoStar); however, the buildings are becoming outdated. An important note is that medical office uses are performing well in Concord, especially near the John Muir Concord Medical Center.

2. Identify and Target Specific Industry Sectors and Business Types. Life Sciences and Medical Device Manufacturing are target industry sectors identified in the existing Economic Vitality Strategy; however, these industry sectors are unlikely to be robust in Concord given our distance from existing clusters and the high Bay Area life sciences vacancy rate (33%, CBRE). The City needs to rethink which industries it targets with its economic development efforts.

3. Activate Todos Santos Plaza and Surrounding Downtown Area. Participating stakeholders repeatedly emphasized downtown Concord as an area of opportunity requiring City support. Maintaining a clean and safe environment is fundamental to fostering a welcoming environment and increasing foot traffic.

4. Improve Retail Occupancy and Performance. Concord’s retail inventory was largely built for an era before e-commerce and significant consolidation of the retail sector. Customer visits to several shopping centers have not recovered since the pandemic, and retail “pruning” of underperforming space with housing and other uses could reinvigorate the local retail economy.

The EDSP defines three broad goals that address the issues above, working from the data collected in preparing the background reports, and in support of the City’s overall economic vitality. A summary of these goals and accompanying strategies begins on page six of the EDSP (Attachment 2).

EDSP Goals :

1. Provide Exceptional Service Through Expanded Capacity and Partnerships.

Goal 1 focuses on working with businesses and outside organizations to improve economic development services through amplified capacity. Two centerpieces of the strategies within this goal include (1) staff working with a select group of high- ranking decision makers from various industry sectors to convene as an Economic Advisory Group (EAG) and (2) promoting the formation of Property- Based Business Improvement Districts (PBIDs) to improve services in downtown Concord and other districts.

2. Enhance Concord’s Business Environment. Goal 2 promotes investment in Concord’s commercial and industrial districts through strategies to improve the City’s approach to land use regulation, public realm maintenance, and property owner engagement. The strategies incentivize modernization of commercial buildings and districts that are poorly positioned to attract tenants.

3. Establish a Brand Identity for Concord. Goal 3 emphasizes a need to undertake marketing and event programming efforts to develop a clear regional

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December 2, 2025
“brand” highlighting Concord’s advantages and assets. Concerted marketing efforts build awareness of a community’s advantages for specific industry sectors or customers. This goal is supported by stakeholder input citing a lack of known identity, brand, or name recognition for Concord as a business destination. The HED Committee emphasized that work on branding should follow progress made supporting a clean and safe environment.

The Three-Year Action Plan (2026-2029) (Attachment 3) is a staff work plan that outlines what economic activities City staff will focus on over the next three years to implement the new EDSP. It aligns with the implementation matrix that begins on page 27 of the EDSP (Attachment 2). The tasks in the Three-Year Action Plan are lettered A through G, and address the EDSP Goals and the priority issues presented earlier in this staff report. Below is a summary of each task.

Summary of Tasks in the Three-Year Action Plan:

A. Create an Economic Advisory Group (EAG) (a staff-created small group of highly knowledgeable business sector leaders in Concord). a. Staff will convene the EAG on a quarterly basis to discuss economic trends and develop responsive actions. Initial topics for discussion include regulatory changes to support North Concord construction business developments, actions to address high office vacancy, and methods to support cleanliness and safety concerns impacting businesses.

B. Form a Property Business Improvement District (PBID) for downtown Concord.
a. Staff will engage a district formation consultant to work with property and business owners to create a PBID for Todos Santos Plaza and the surrounding downtown area.

C. Proactively enhance the business environment and seek tenants to fill vacancies, with an emphasis on new target industries, specifically healthcare and construction and construction-related industries. Working with the EAG, facilitate the leasing and rehabilitation of struggling properties.
a. Office: Identify and attract medical offices and specialties that are synergistic and supportive of current healthcare businesses in Concord.

Additionally, the data supports targeting the constricting yet still very relevant in Concord industry sector of Finance & Insurance. b. Retail: Create strategies to support the rehabilitation of retail centers with significant vacancies or declining sales tax revenue. Initial properties of focus are Terminal Shopping Center, Bel Air Shopping Center, and Vineyard Shopping Center.

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Agenda Item No. 6.a
December 2, 2025
c. Industrial: Identify and attract companies in construction and related professional services that would benefit from proximity to an existing network of suppliers. Given Concord’s future development of the Concord Naval Weapons Station and involvement in regional initiatives like the Green Empowerment Zone and Northern Waterfront Initiative, pursue innovation-oriented uses like autonomous technologies and clean energy.

D. Implement business-friendly changes to City processes and regulations, making it possible to attract and retain a wide range of businesses. a. Office: Identify select zoning districts where high office vacancy could be addressed by reducing the barriers to building housing or other uses. b. Retail: Identify commercial parcels that may be ripe for reinvestment and reuse. Determine if regulatory changes are required in the Downtown Pedestrian Zoning District and other districts to reduce barriers for medical office uses. Develop recommendations that remove regulatory barriers to investment in retail uses.
c. Industrial: Evaluate zoning standards for yard spaces in industrial zones.

Consider changes that could allow outdoor storage with conditional approvals to ensure appearance standards are met.

E. Develop a brand identity and marketing strategy focused on business attraction that is targeted to key industry sectors and focuses on key assets of the City.
a. Before implementing marketing strategies, continue to support the beautification of gateways by working closely with Public Works, Capital Improvements, private property owners, and other parties as necessary.

Identify events at which staff may have the opportunity to meet leaders of target industries and develop marketing materials to support efforts.

F. Increase capacity for marketing initiatives by leveraging the resources of Visit Concord (the City’s Tourism Business Improvement District (TBID)), and the Greater Concord Chamber of Commerce.
a. Convene staff of City of Concord Economic Development, Greater Concord Chamber of Commerce, and Visit Concord bi-monthly to coordinate marketing efforts. Support Visit Concord in promoting Concord as a regional destination, utilizing a brand identity aligned with the EDSP finding that promoting the diversity of restaurants and specialty grocery stores would attract visitors.

G. Enhance City-produced and sponsored events to strengthen regional visibility, the success of Concord’s existing businesses, and engagement within the downtown area.
a. Proactively consult with downtown stakeholders to assess the impact of existing events on businesses and identify strategies to maximize positive

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City Council Agenda Report
Agenda Item No. 6.a
December 2, 2025
community and business impact. Diversify event types to attract a broad range of audiences utilizing marketing that draws new visitors from surrounding communities.

The activities described above, some of which are new takes on existing activities and others that are brand new actions, must be incorporated into the existing economic development work program that focuses on recruitment, retention and expansion.

Attachment 4, which is a chart showing the current allocation of staff hours by major activities, summarizes how staff currently spend available working hours.

Implementation of the Three Year Action Plan will require adjustments in other existing activities.

Financial Impact
The goal of adopting an EDSP is to increase fiscal revenues and enhance the Concord economy. Costs to implement the EDSP this fiscal year and next will be carried by the adopted budget. Future costs will be built into future budgets.

Public Contact
The Agenda was posted. Additionally, staff created an interested party email list that includes local and regional economic development organizations, including the Chamber of Commerce, Hispanic Chamber, Todos Santos Business Association, major Concord based brokers, and any individual businesses or people who have requested to be on the list. All business license holders received an email invitation to join the interested party list. There are more than 180 individuals and companies on the interested parties list and all received an e-mail invitation to this meeting. Additionally, the City’s economic development partners were asked to help promote the meeting.

Attachments

1. Economic Vitality Strategy

2. Economic Development Strategic Plan

3. Three-Year EDSP Action Plan (2026-2029)

4. Chart Showing Current Allocation of Staff Hours

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C I T Y O F C O N C O R D
Economic Vitality Strategy
2020 Update
Community & Economic Development Department
1950 Parkside Dr., MS/01B
Concord, CA 94519
Attachment 1

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MISSION:

The City of Concord is an integral part of the business community. The City fosters a premier business location by creating and implementing innovative and flexible strategies that foster business growth and profitability.

VISION:

Concord is a financially stable City that strives to preserve and enhance its strong business climate and the community’s high quality of life.

VALUES:

The City of Concord is committed to promoting partnerships among all interests and solving problems creatively. The City anticipates its customers’ needs, communicates clearly and consistently, and delivers prompt service.

EV Strategy adopted: July 1997
Updated: July 2002
July 2009
April 2017
January 2020
For more information:

Call the Economic Development Division
at (925) 671-3355
or visit www.ConcordFirst.com

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1 One Concord Center near BART
City of Concord
Economic Vitality Strategy

INTRODUCTION
The Economic Vitality Strategy (EVS) sets the
vision, goals, and priorities for all City efforts
related to economic development. The EVS is
updated every five years.

By taking a long-term, comprehensive approach
to economic development, the City of Concord
seeks to:
 Enhance Concord’s quality of life;
 Facilitate a stable, healthy business
environment;
 Retain, attract, and expand businesses in
strategic industries;
 Expand the City’s tax base to ensure
long-term fiscal stability;
 Provide efficient, effective government
services to Concord businesses;
 Promote high-quality job opportunities;
 Maintain a highly-skilled, competitive
workforce;
 Support entrepreneurship and small
business opportunities; and
 Revitalize Downtown and other business
districts.

This 2020 EVS update was completed with the
guidance of the Housing & Economic
Development Committee and is based on input
from many local business leaders, residents,
property owners, and other stakeholders who
participated in a prior series of public meetings
in 2017. The EVS also incorporates data and
analysis from a host of other regional sources.

CONCORD’S POSITION IN THE EAST BAY
MARKET
Concord is the largest business center in Contra
Costa County and is a destination for innovative
and entrepreneurial businesses that require
highly-skilled labor. Concord offers the
infrastructure and amenities that businesses
need for success. Its vibrant business
environment has attracted successful firms and
created ideal conditions for local businesses to
expand. The City’s commitment to families and
to the business community fosters a high quality
of life with attractive residential neighborhoods,
excellent public safety and services, convenient

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2 mass transit, abundant recreation and
entertainment for all ages. Concord is a
community of safe and friendly neighborhoods
with an excellent park system, world-class
medical center, convenient shopping, diverse
dining opportunities and large preserves of
scenic open space.

Concord is located in a highly-competitive area
where there are many high-quality locations
businesses can choose. However, Concord has
distinguished itself as a premier business
destination due to several key advantages:
 A central, convenient location
 Best value for office/industrial space
 Access to a skilled workforce
 An efficient, responsive, business-
friendly government
 Transit-oriented commercial space
This 2020 update of the Economic Vitality
Strategy comes at a time when Concord has
faced several critical challenges and
opportunities. Despite the challenges, Concord
has achieved some key successes in economic
development since 2017, when the Economic
Vitality Strategy was last updated. These
successes place Concord in an ideal position to
significantly expand and upgrade existing
businesses and to attract new business. Some of
the City’s most notable achievements include:
 Akesis, a 56,000-square foot
R&D/oncology hardware manufacturer
 The Veranda, a 30-acre, 375,000-square
foot lifestyle retail center
 Multi-office Wells Fargo relocation of
1,800 employees to Swift Plaza
 The Concord VIBE marketing initiative
that aims to attract young professionals
to Concord to increase the local talent
pool as a business attraction strategy
 Attraction of major regional retail
tenants to Sunvalley Shopping Center,
The Willows, The Veranda and the Park
& Shop Center
 Attraction of key shops and restaurants
to the downtown
 Increasing events attendance at Todos
Santos Plaza to more than 100,000
annual visitors, including the Spring
Brews Festival and Oktoberfest
 Attracting and retaining key retailers and
restaurants, including: Brasas do Brazil,
The Yard House, Dunkin’, GEN Korean,
iSlice, Yum2, Parkside Bar & Grill, Half
Price Books and others
Despite these successes, Concord currently
faces an array of challenges and opportunities
for its economy, including:
 Building Concord’s image/identity
 Planning the Concord Community Reuse
Project (former Concord Naval Weapons
Station)
 Attracting emerging industries (e.g.,
advanced manufacturing, life sciences)
 Redevelopment of the area surrounding
Downtown/Concord BART Station
 Changes in the retail environment
 Large development-ready pads in North
Concord, Downtown and elsewhere
 Closing or consolidation of retail,
financial services and other employment
sectors
The Veranda

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3 KEY INDUSTRY CLUSTERS
Over the past 20 years, several industries have
driven job growth in Concord (and Contra Costa
County in general), such as manufacturing,
construction and information technology. These
industries will continue to be important sources
of jobs, but in some cases they are not expected
to continue the rapid growth that was
experienced previously. As a result, the City is
identifying additional industries that offer the
potential for job growth in the future.

Looking forward to the next 5 - 20 years,
several new industries are becoming
increasingly important to Concord’s economy
and have the potential to become major drivers
in employment. These industries include:
 Advanced Manufacturing
 Life Sciences/Biotechnology
 Engineering
 Start-Up Technology Companies
 Health Care
 Financial Services
 Professional and Business Services
 Applied Sciences
 Cannabis
UFCW & Employers Plaza
Swift Plaza
These emerging industries may have special
needs with respect to infrastructure, workforce
development, Zoning and General Plan issues,
and business services. The City will incorporate
the needs of these key industries as it works to
continuously improve its delivery of efficient,
effective business services, and as it continues
to update other City policies. The City’s
Economic Development Program will also
develop targeted marketing strategies and other
initiatives, all in a coordinated effort to facilitate
the growth of these industries in Concord. The
following section describes the strategic
initiatives to be undertaken as part of the
Economic Vitality Strategy.

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4 STRATEGIC INITIATIVES
Goal #1: Implement a comprehensive, integrated Economic Development Marketing Strategy to strengthen Concord’s image and brand identity among Bay Area businesses and within key target industries
Objective 1.1: Carry out an integrated Marketing and Public Information Campaign targeted to prospective new businesses that are seeking office, research and development or retail locations, based on well-defined branding strategies.

A. City’s Economic Development Website Optimization and Internet Marketing. The City’s Economic Development Program will optimize the www.concordfirst.com website for improved speed, functionality and reportability. In addition, online advertising campaigns will be launched as appropriate, targeting websites and other online media that will maximize exposure to key market sectors. In addition, the City’s Economic Development Program will use direct marketing tools such as LinkedIn InMail to promote Concord, targeting C-Suite executives and site selectors, as well as established community websites, blogs, developer/real estate-oriented and social media platforms that may include Instagram, Facebook, Twitter and YouTube.

ConcordFirst.com economic development website
B. Marketing and Promotions. The City’s Economic Development Program will redesign its line of brochures, maps and other collateral materials that are intended for prospective businesses so the content will be consistent with the City’s branding strategy. In partnership with economic development organizations and other support agencies, Economic Development staff will attend key trade shows, conferences and business events, and will send out emails and plan meetings in advance and/or afterwards in order to maximize the

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5 effectiveness of the attendance. At larger trade shows and conferences, staff may also utilize location-based marketing such as geofencing to target site selectors and corporate decision- makers by displaying Concord-specific messages to smartphone/tablet users who enter a predetermined boundary or geographic area. Geofencing messaging can direct recipients to a landing page with Concord information and opportunities specific to their industries.

Objective 1.2: Develop and expand partnerships with businesses, other government agencies and economic development organizations to help promote the region, to leverage the City’s Economic Development marketing funds and to advocate for initiatives and policies that benefit the region in general, and Concord in particular.

A. Partnerships with Regional Retailers and Hotels. The City’s Economic Development Program will partner with regional shopping centers such as Sunvalley Shopping Center, The Willows, Park & Shop, Veranda, the Concord auto dealership community, other major sales tax generators and the Visit Concord Tourism Business Improvement District to further promote Concord as a shopping, hospitality and entertainment destination.

B. Partnerships with Other Government Agencies and Economic Development Organizations to Leverage Relationships to Attract New Investments to Concord. The City’s Economic Development Program will partner with the East Bay Leadership Council, Concord Chamber of Commerce, Contra Costa County’s Northern Waterfront Economic Development Initiative, Governor’s Office of Business & Economic Development, Bay Area Council, International Council of Shopping Centers and the California Association for Local Economic Development to pursue initiatives and programs that promote the region’s and Concord’s business attraction, retention and expansion efforts.

Objective 1.3: Leverage existing City programs, resources and amenities to strengthen the City’s economic development strategies.

A. Special Events. The City will continue to sponsor downtown promotions and cultural events at Todos Santos Plaza and throughout the city, including the year-round Tuesday Farmers’ Market, annual Music & Market Series, annual Brews Festival, Oktoberfest, the Fourth of July parade, holiday events and other special events.

Thursday Night Music & Market in Todos Santos Plaza

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6 B. Concord Vibe Marketing Initiative. The City will promote activities and opportunities that appeal to Millennials in an effort to attract this generation to Concord to both live and work.

Millennials are a sought-after generation for companies seeking employees to join their workforce, so the increased presence of Millennials can contribute to the City’s business attraction efforts.

Goal #2: Develop long-term, integrated strategies to target key emerging industries in Concord Objective 2.1: Develop strategies to facilitate and encourage the development of modern, high- quality office, advanced manufacturing, research and development, engineering and industrial space that can attract and serve the needs of key industry clusters.

A. Facilitating Development Planning & Development Approval Process. The City’s Economic Development Program will work with industry contacts to determine the site requirements, building requirements, infrastructure requirements, and other development standards that are needed in order to attract and foster the development of key industrial tenants in Concord. Using this data, Economic Development staff will work internally with Planning, Building, Engineering, Finance, Public Works, and other city divisions as well as developers and brokers to incorporate the needs of key industry clusters into the development planning and to streamline development entitlements, including the Design Review process.

B. Planning for Life Cycle of Company Expansion. The City will pursue strategies to facilitate the business and real estate needs of emerging industries at different points in their growth. The goal will be for companies to feel confident that Concord is an excellent location to address their needs as they progress from the start-up phase to reaching maturity as a medium- to large-sized business occupying one or multiple facilities. This will require partnerships with local brokers and property owners; partnerships with the Contra Costa Small Business Development Center, East Bay Leadership Council and other organizations serving small businesses; incorporating the long-term growth needs of key industries into planning for the Concord Community Reuse Plan (CCRP), and other related efforts.

C. Retail Attraction. The
City’s Economic
Development Program will
seek opportunities to
continue to attract retail to
key commercial areas and to
promote a diversified mix of
retail uses, including
business-to-business retail,
non-traditional retail, as well
as more standard consumer-
based retail such as
restaurants, grocery, and
specialty retail.

Sunvalley Shopping Center

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7 D. Retail Center Investment. Develop strategies to promote reinvigoration and repositioning of retail centers throughout the City by seeking best practices in incentivizing improvements and utilizing land use and code enforcement tools to facilitate basic property upgrades.

Objective 2.2: Enhance Educational and Workforce Development Opportunities A. Program Assessment and Facilitation. The City’s Economic Development Program will continue to support the Greater Concord Chamber of Commerce, Mt. Diablo Unified School District, private school operators, EastBayWorks, along with the California Employment Development Department, California State East Bay – Concord, and other educational institutions in their efforts to link the business community to local educational resources.

B. Community Training. The City’s Economic Development Program will work with Local, Regional and State Agencies who are focused on building a diversified training and retraining program to meet the rapidly changing technical and professional needs of the business community. The City’s Economic Development Program will promote partnerships and support of the Mt. Diablo Unified School District, Diablo Valley College, EastBayWorks, Contra Costa Small Business Development Center, Workforce Development Board and other agencies in promoting their training programs and referral services.

Goal #3: Business District Strategies
The City’s Economic Development Program will continue to implement its downtown revitalization strategy, and will begin developing comprehensive business district strategies for all business districts in Concord. The key business districts to initially focus on include:
 Clayton Road
 North Concord
 Monument Boulevard/Shary Circle/Detroit Avenue
 Other business districts as time and resources are available

Monument Sign in North Concord

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Economic Vitality Strategy

8 Objective 3.1: Develop District Strategies for Concord’s Key Business Districts The City’s Economic Development Program will develop and implement comprehensive business district strategies for Clayton Road, North Concord, Monument Boulevard, and other business districts as time and resources provide. These strategies will incorporate the unique characteristics of each area, promote the businesses currently operating in these areas and encourage reinvestment, development and redevelopment opportunities to support business attraction efforts.

Objective 3.2: Continue Downtown Revitalization Efforts A. Downtown Management & Merchant Organization. The City’s Economic Development Program will continue to support the activities of the Todos Santos Business Association in order to strengthen relationships between the City and the business community. Where possible, the City’s Economic Development Program will develop programs to address the needs raised by this association in a proactive manner. In addition, the City will execute a comprehensive Downtown Management Program that addresses issues related to appearance, maintenance, circulation, wayfinding, safety and parking.

B. Special Events. The City will continue to sponsor promotions and cultural events at Todos Santos Plaza and throughout the city, including the year-round Tuesday Farmers’ Market, annual Music & Market Series, the annual Brews Festival and Oktoberfest, Fourth of July parade, holiday events and other special events. The City will review opportunities to co- sponsor and/or present new special events in the downtown area and throughout the city that promote the downtown businesses, community identity, the arts, and are consistent with the businesses in the downtown.

Todos Santos Plaza
Goal #4: Retain, Expand, Develop and Attract Business
Objective 4.1: Strengthen the positive business climate that supports the growth, development and prosperity of Concord’s business community.

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Economic Vitality Strategy

9 A. Business Surveys. The City’s Economic Development Program will reinstate Business Surveys to seek the input of businesses on an ongoing basis. These online surveys will gather information about existing firms, evaluate the business climate and identify business problems, business opportunities and firms with expansion or relocation plans.

B. Customer Service. The City of Concord will continue to seek ways to further expedite permit decisions, such as coordinating inter-jurisdictional permit reviews to speed, clarify and ease communication between applicants and permitting agencies, and will also provide employee training and support to further implement improvements to customer service.

C. Ombudsman and Information Services. Economic Development staff will continue to serve as an ombudsman and information resource to existing and prospective businesses, providing information, direction, advice and documents on all issues pertaining to doing business in Concord and Contra Costa County.

D. Business Communications. The City’s Economic Development Program will continue to regularly communicate with residents, businesses, property owners and other stakeholders and partners using electronic media, print sources, flyers, advertisements, radio, television, e- mail notifications, and other appropriate avenues to ensure information of interest is provided to Concord’s residential and business community.

E. Business Recognition Awards Program. In cooperation with the Greater Concord Chamber of Commerce, the City will continue to honor throughout the year companies that have shown significant growth or innovation, have longevity in Concord, support Concord’s community, are major employers, or are major tax revenue generators.

F. Welcome Letters. The City’s Economic Development Program will continue to send welcome letters, signed by the Mayor, to targeted new businesses in Concord in order to make them feel welcome, promote cooperation with City Hall, and provide them with a resource to contact when issues arise that affect the success of their business.

View of Buchanan Field Airport, Downtown Concord and Mt. Diablo

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Economic Vitality Strategy

10 Objective 4.2: Provide assistance to attract, retain, and expand businesses in Concord A. Goodwill Visits. The City’s Economic Development Program will continue to conduct goodwill visits to major employers and sales tax generators to build strong, long-term relationships, improve communication between the City and the business community, demonstrate Concord’s concern for its existing major businesses, and to encourage these businesses to remain and expand in Concord. The City will utilize proprietary subscription databases, broker consultant insights and market research to identify those Concord businesses with leases expiring in the following 12-18 months to strategically and proactively target those specific companies to determine if they’re considering relocation or expansion so that the City may take appropriate action to keep their business in Concord.

B. Business Retention Visits. The City’s Economic Development Program will continue to conduct business retention/expansion/welcome visits to small businesses that are expanding, new to the community, or in a growth sector in order to build a rapport with the business community, encourage communication between the public and private sectors and to encourage these businesses to remain and expand in Concord, and to promote the City to their business colleagues.

Concord Gateway Center II
C. Participation in business events and community building activities. The City’s Economic Development Program will support local business organizations’ efforts that encourage business leaders to contribute to the community by having staff serve on appropriate task forces and special committees, contribute to projects and sponsor events.

Staff will also work with these organizations to increase the number of events and activities they host in Concord so that potential business executives may meet with City leadership and see the opportunities in Concord first-hand.

D. Home-Based Businesses. The City will continue to support the development of entrepreneurs in home-based businesses by providing business licenses and home-based business permits to these businesses. The City will encourage and foster the development of

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11 “executive suites” facilities and other services to encourage and assist home-based businesses in their expansions into commercial spaces.

E. Small Business Seminars. In order to provide new information, resources and trends on marketing, planning, management, advertising, financing and other business topics of interest to Concord’s small business community, Economic Development staff will continue to facilitate small business seminars and other appropriate programs with its partners, such as the Contra Costa Small Business Development Center, Greater Concord Chamber of Commerce, Workforce Development Board, Todos Santos Business Association and the Small Business Administration. These events will also continue to promote local business- to-business transactions.

F. Business Attraction. The City’s Economic Development Program will create more robust attraction programs to broaden Concord’s business and economic base by identifying sites and available space that would be desirable to businesses in all sectors and their respective representatives. The City’s Economic Development Program will work aggressively with brokers, realtors, site selectors, trade associations, the East Bay Leadership Council, Concord Chamber of Commerce and the Todos Santos Business Association to evaluate and encourage opportunities for new businesses that enhance our economic base. The Economic Development Program will actively implement strategic outreach to businesses that are likely to relocate and that fit Concord’s targeted industries. The City’s Economic Development Program will continue to work with brokers and property owners on land assembly opportunities for larger development projects, and will leverage the upcoming Concord Community Reuse Plan (CCRP) to attract growing companies to Concord that will later need more space that may be provided within the CCRP.
a. CCRP: Staff will create project-specific marketing materials, leverage existing regional partnerships to promote the base as a regional economic development opportunity, utilize the Blue-Ribbon Taskforce work to attract institutions of higher education, monitor existing Concord companies for expansion plans and position current Concord commercial space as a temporary location that will enable companies to easily expand into the new development.
b. Cannabis: Staff will monitor the industry, including best practices adopted by other cities and identifying properties and/or amenities that are most desirable for Cannabis industry operations, while also collecting trend information to maximize Concord’s visibility and marketability with industry leaders.

The initiatives in this document will further develop the City’s economic vitality and ensure Concord’s position as a premier business location.

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14 For more information:

Call the Economic Development Division
at (925) 671-3355
or visit www.ConcordFirst.com

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CITY OF CONCORD ECONOMIC

DEVELOPMENT STRATEGIC PLAN

CITY COUNCIL DRAFT
Prepared for:

City of Concord
November 19, 2025
Attachment 2

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City of Concord Economic Development Strategic Plan and Implementation Actions 1

TABLE OF CONTENTS

ACKNOWLEDGMENTS ................................ ................................ ................................ ............................... 3 EXECUTIVE SUMMARY ................................ ................................ ................................ ....................... 5 INTRODUCTION ................................ ................................ ................................ ............................... 11 GUIDING PRINCIPLES ................................ ................................ ................................ ................. 13 SUMMARY OF “SWOT” CONCLUSIONS ................................ ................................ ...................... 14 GOALS, STRATEGIES, AND IMPLEMENTATION ACTIONS ................................ ............................... 24 Goal 1: Provide Exceptional Services Through Expanded Partnerships and Capacity .......... 27 Goal 2: Enhance Concord’s Business Environment................................................................. 32 Goal 3: Establish a Brand Identity for Concord ........................................................................ 43 APPENDICES ................................ ................................ ................................ ............................... 47 Appendix A. Existing Conditions and SWOT Analysis ...................................................................... 47 Appendix B. Retail Memo.................................................................................................................. 47

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City of Concord Economic Development Strategic Plan and Implementation Actions 2 Table of Figures
Figure 1: EDSP Strategies Categorized by New, Enhanced, or Existing Efforts .................................... 10 Figure 2: Concord Jobs by Industry Sector, 2015 to 2025 .................................................................... 14 Figure 3: Job Growth By Industry Sector in Concord and Contra Costa County, 2015 to 2025 .......... 15 Figure 4: Where Workers at Jobs in Concord Live, 2022 ....................................................................... 17 Figure 5: Population by Race or Ethnicity, 2023 .................................................................................... 18 Figure 6: Inventory in Concord and Other Nearby Communities, Square Feet, 2025 .......................... 19 Figure 7: Office Vacancy Rate (% of Inventory), 2015 to 2025 ............................................................. 19 Figure 8: Concord Industrial Inventory by Secondary Type (Rentable Building Area), 2025 ............... 21 Figure 9: Concord Retail/Dining/Entertainment/Personal Service Activity Concentrations ................ 22 Figure 10: Market Area Hotel Room Distribution by Class, 2025 ......................................................... 23 Figure 11: Share of Population Language Spoken at Home, 2023 ...................................................... 23 Figure 12: EDSP Strategies Categorized by New, Enhanced, or Existing .............................................. 26 Figure 13: GOAL 1 – Expand Capacity Implementation Matrix .............................................................. 30 Figure 14: Locations of Automobile “Gateways” for Enhanced Maintenance and/or Signage ........... 37 Figure 15: GOAL 2 – Enhance Business Environment Implementation Matrix .................................... 38 Figure 16: GOAL 3 – Establish a Brand Implementation Matrix ............................................................ 45

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City of Concord Economic Development Strategic Plan and Implementation Actions 3

ACKNOWLEDGMENTS
Stakeholder Focus Group and Interview Participants
Beth Arman, Diablo Valley College
Greg Baer, Buchanan Field Airport
Stephen Baiter, East Bay Economic

Development Alliance
Alondra Barajas, Los Rancheros Supermarket
Sylvia Barajas, Los Rancheros Supermarket
Hector Barragan, Los Rancheros Supermarket
Danny Bartz, Newmark
Ed Del Beccaro, TRI Commercial
David Bruzzone, Newmark Group
Rick Bruzzone, Durgin Otterson Bruzzone LLP
Kevin Cabral, Greater Concord Chamber of
Commerce
Raj Chabra, Property Owner
Justin Crossley, The Hop Grenade
Luther Daniel, Sunvalley Shopping Center
Walter Echinger, Brenden Movie Theatre and
Todos Santos Business Association
Scott Ellis, Colliers International Group
Tyler Epting, Cushman & Wakefield
Eric Erickson, Colliers International Group
Solomon Ets-Hokin,
Ets-Hokin Commercial Real Estate
Scott Fleming, Hilton Concord
Heather Fontanilla, Mt. Diablo Unified School
District
Steve Gonsalves, The Conco Companies
Alyson Greenlee, Contra Costa County
Alex Grell, Newmark Group
Kris Hagar, Cushman & Wakefield
Matt Hatfield, TRI Commercial
Brian Herbst, Bruzzone Properties
Jenny Hess, Regency Centers
Tom Hogan, Ashby Lumber
Ricky Huerta, 1920 Barbershop
Matt Hurd, Colliers International Group
Kurt Hysen, Sierra Pacific Properties
Michele Iseri, The Kreamery Shopp
Boris Itin, Urban Air Adventure Park
Habib Jacifi, Luna/Fiore Restaurants
Beth Javens, Visit Concord
Sharon Jenkins, John Muir Health
Kevin Kenny, CSU East Bay and Concord
Center
Greg Kinney, Concord Mazda
Joe Kuvetakis, John Cumbelich & Associates
Chi Lee, Concord Honda
Mike Lopretta, Future Automotive Group
Breck Lutz, Newmark Group
Chuck Martinez, CenterCal Properties
Eddi Martz, Audi Concord
Vivian McDiarmid, Jamestown
Doug Messner, Sierra Pacific Properties
Keith Miao, Birdstop
Juan Munoz, Concord Life Science Center
Josh Nelson, CBRE
John Nguyen, Akesis and Fiacre
Jennifer Nielsen, Colliers International Group
Mark Orcutt, East Bay Leadership Council
Arsinoe Orihuela, Monument Impact
Kish Rajan, Mount Diablo Resource Recovery
Kerry Roach,
California Capital & Investment Group
John Sechser, TRI Commercial
Tim Seiler, John Cumbelich & Associates
Fatima Shahid, Roof & Realm
Mike Shekoyan, TRC Companies
Dhara Taheripour, Caltiho
Angela Vallin, 12KST
Jeff Weil, Colliers International Group
Alexis Williams, Newmark Group
Ron Willet, TRI Commercial
Maria Yordanova, TWRAPS
Mark Zimmerman, KZ Companies
Pete Zipkin, Contra Costa Properties

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City of Concord Economic Development Strategic Plan and Implementation Actions 4 City Council
Carlyn Obringer, Mayor and Member of the Housing and Economic Development Committee Laura Nakamura, Vice Mayor
Dominic Aliano, Councilmember
Pablo Benavente, Councilmember
Laura Hoffmeister, Councilmembe r and Member of the Housing and Economic Development Committee

City Staff
Valerie Barone, City Manager
Justin Ezell, Assistant City Manager
Guy Bjerke, Economic Development & Base Reuse Director
Marie Suvansin, Economic Development Manager
Melissa Rea, Economic Development Specialist
Susanne Brown, City Attorney
Joelle Fockler, City Clerk
Mindy Gentry, Community Development Director
Steve Voorhies, Recreation Services Director
Aaron Sage, Planning Manager
Frank Abejo, Principal Planner
Meredith Rupp, Principal Planner
Scott Watkins, Associate Planner
Ben Ulrey, Assistant Planner
Colleen Awad, Community Relations Manager
Lisa Roeber, Downtown Program Manager,
Carlton Thompson, City Engineer

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City of Concord Economic Development Strategic Plan and Implementation Actions 5

EXECUTIVE SUMMARY
The Concord Economic Development Strategic Plan (EDSP) is an implementation -focused plan that prioritizes and guides the City of Concord’s economic development activities for the next five to ten years. The strategic plan primarily focuses on goals and strategies that the Economic Development and Base Reuse Department will implement with assistance from other City departments and outside partners or organizations.

The EDSP
incorporates technical analysis findings, results of stakeholder engagement, and input from City decisionmakers and staff. The conclusions of these efforts identified Concord’s competitive strengths and opportunities and led to the creation of strategies and actions that best support Concord’s economic development efforts.

High-Priority Issues
The EDSP strategies and actions also address four high-priority concerns and challenges emphasized by stakeholders, City Councilmembers, and City staff. The detailed descriptions of the strategies in the EDSP document note which of these four priority issues are addressed by each strategy. The four issues and the basic strategic approach to each are as follows:
• Office Vacancies and Reinvestment Needs: Attract and support businesses through the efforts of a new E conomic Advisory G roup (convened and led by City staff) , implementation of a business-focused marketing strategy, aligning economic development efforts with high- opportunity industry sectors, and diversifying allowable uses within office buildings. Incentivize replacement or reuse of underperforming or functionally obsolete office buildings through zoning changes and infrastructure investments.
• Activate Todos Santos Plaza and Surrounding Downtown Area : Enhance vibrancy and customer visits through event programming and promotion of existing businesses. In partnership with local property owners, create long- term capacity to address programming, safety, cleanliness, and promotional needs through formation of a property -based improvement district or similar district-based funding mechanism. • Identify and Target Specific Industry Sectors and Business Types: Via the EDSP strategies, reorient Concord’s economic development efforts around opportunities including health care, construction and related professional services, finance and insurance, and i nnovation- oriented sectors and activities with a focus on robotics and autonomous technologies, clean energy, and medical/biomedical.
• Improve Retail Occupancy and Performance: Enhance awareness of existing assets via customer-focused marketing, including selectively leveraging unique regional assets (as opposed to focusing on all retail assets) such as the divers e mix of businesses along Monument Boulevard. Modernize or repurpose underperforming shopping centers, enhance vibrancy, and address vacancies by pursuing “pruning” of underperforming retail assets through partial replacement with other land uses—especially with housing.

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City of Concord Economic Development Strategic Plan and Implementation Actions 6 Goals and Strategies
The Economic Development strategies and implementation actions are grouped into three broad goals that support Concord’s overall economic vitality. The three goals are identified below, along with the strategies that the City of Concord will implement to a chieve the goals. The full EDSP document includes detailed implementation actions for each strategy and a set of “success indicators” for each goal.

GOAL 1: PROVIDE EXCEPTIONAL SERVICES THROUGH EXPANDED PARTNERSHIPS AND CAPACITY A city’s effectiveness in providing economic development services depends on how well the city works with businesses and outside organizations to amplify each stakeholder’s individual actions.

The Goal 1 strategies focus on connecting these key stakeholders.

Through these partnerships, the strategies expand overall capacity to fund and implement efforts that attract key industry sectors, support public realm improvements in business districts, and support diverse small businesses. Two centerpieces of these str ategies include the creation of a standing Economic Advisory Group and promoting the formation of property -based improvement districts to develop and implement enhanced local strategies and services in d owntown Concord and other districts. Both of these marquee projects are new efforts by the City of Concord, while the strategies and actions to support diverse small businesses reorient and expand the City’s existing work.

The Goal 1 strategies respond to the following key findings of the SWOT analysis and EDSP development process:
• Industry sector opportunities and job concentrations include health care, construction, finance and insurance, and innovation- oriented sectors including robotics and autonomous technologies, clean energy, and other advanced manufacturing. Businesses within these industries that are concentrated in Concord include Architectural and Engineering Services, Specialty Trade Contractors, Heavy and Civil Engineering, and Medical Centers and Clinics.

• Large shares of Concord’s jobs are in household -serving industries such as retail, dining, entertainment, personal services, and health care.

• Stakeholders frequently cited the benefits in creating connections, learning, and considering collective action as part of the focus groups held during the EDSP development process.

• Unique conditions and needs exist in retail/dining/entertainment/personal services districts without centralized management or local funding, including the Todos Santos Plaza area and Monument Boulevard corridor.

• Business owners cited a lack of awareness of local supply chain options —i.e., other local businesses that provide relevant products and services.

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City of Concord Economic Development Strategic Plan and Implementation Actions 7 • Concord includes a culturally and linguistically diverse mix of business owners and customers.

The Goal 1 strategies include:

• Develop and maintain private sector leadership through the formation of a City staff-led Economic Advisory Group.

• Enhance the capacity of businesses in retail/dining/entertainment/personal services districts to coordinate and implement their own strategic marketing, beautification, and advocacy efforts through formation of property-based improvement districts—especially in downtown Concord and the Monument Boulevard areas.

• Enhance awareness and use of supply chain connections between Concord businesses.

• Sustain small business education, training, and support services, with customization for language- and culture-specific needs.

GOAL 2: ENHANCE CONCORD’S BUSINESS ENVIRONMENT
The Goal 2 strategies prioritize ways to enhance Concord’s overall business environment by supporting investment in Concord’s commercial and industrial districts. The strategies reflect proactive changes in the City’s approach to land use regulation, public realm maintenance, and property owner engagement to support businesses, spur job growth, and accelerate investment in commercial and industrial properties. The strategies incentivize transformational modernization and change of commercial buildings and districts that are outdated, poorly positioned, or struggling to attract tenants.

The Goal 2 strategies respond to the following key findings of the SWOT analysis and EDSP development process:
• There are various regional partners with the potential to support Concord in identifying and implementing business attraction efforts and growth opportunities.

• Stakeholders cited code enforcement and maintenance concerns near Concord’s key gateways to the city.

• Concord contains a large, varied, and highly occupied inventory of industrial space in a geographic location with broad access to commuters from across the East Bay via I- 680 and Highways 4 and 242.

• Concord’s retail market (retail, dining, entertainment, personal services) has evolved since most of the city’s retail space was built, pointing to a need for a bricks -and-mortar retail strategy that aims to right-size the City’s retail footprint for today’s market and focuses on quality (i.e., productivity, or footfalls and sales per square foot) over maintaining the existing quantity of space.

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City of Concord Economic Development Strategic Plan and Implementation Actions 8 • Todos Santos Plaza and downtown Concord are unique assets as walkable transit - accessible community destinations, but shifts in demand from retail to dining and entertainment uses, safety concerns, and service needs are creating challenges for current and potential businesses.

• Concord’s older generation of office product with limited access to modern amenities was often built to accommodate large -scale back office uses or extremely price -sensitive tenants, resulting in some buildings that are unable to meet evolving tenant demands , particularly in downtown Concord and near the Concord BART station. This phenomenon is not unique to Concord, as cities in the region that traditionally served back-office uses are struggling with office vacancy due to macro level workforce and industry trends.

• The Concord Naval Weapons Station will create significant demand for new businesses and commercial inventory while supporting local retail businesses and supply chains.

The Goal 2 strategies include:

• Engage with regional partners to support targeted attraction and retention efforts focused on major industry sectors and growth opportunities for Concord.

• Support reinvestment and diversification of uses at older retail corridors and shopping centers—such as Sunvalley Shopping Center—including targeted “pruning” of underperforming or poorly positioned retail space and addition of housing to enhance vitality and grow the local customer base.

• Support diversification of uses at underperforming office buildings and properties, including additions or replacement with housing and light industrial uses (as appropriate).

• Ensure development at the Concord Naval Weapons Station benefits, supports, and complements existing businesses and business districts.

• Ensure zoning and infrastructure incentivize property owners to develop light industrial properties and upgrade light industrial buildings.

• Implement short-term and long-term efforts to re-envision and enhance the vitality of the downtown Concord and Todos Santos Plaza area. This includes pursuing increased resources for security to improve public safety downtown.

• Target maintenance, beautification, and targeted code enforcement efforts at major gateways into Concord.

GOAL 3: ESTABLISH A BRAND IDENTITY FOR CONCORD
A brand is a statement about what makes Concord different from all other places, and like any vision statement it should be forward -looking and aspirational . The Goal 3 strategies highlight a new approach for Concord to undertake new, robust marketing and event programming efforts to better attract businesses, customers, and overnight visitors. These efforts will develop a clear

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City of Concord Economic Development Strategic Plan and Implementation Actions 9 regional “brand” for each of these constituencies that highlights Concord’s advantages and assets.

Concerted and ongoing marketing efforts built on raising awareness of a community’s advantages for specific industry sectors or customers can build a reputat ion over time and attract expanded business interest —such as the City of Fremont’s focused long -term efforts to publicize the community’s strengths as an advanced manufacturing destination.

The inclusion of marketing and programming strategies responds to several challenges and opportunities identified through the EDSP analysis and stakeholder engagement process:
• Stakeholders cited a lack of a known identity, brand, or name recognition for Concord as a business destination.

• Concord provides relatively affordable commercial and industrial space, access to a diverse workforce, relatively affordable housing (compared to the region overall), BART and freeway access, aviation -related opportunities at Buchanan Field, diverse retail destinations, and a walkable downtown.

• Concord hotels benefit from the ability of guests to access events and businesses throughout the Bay Area via freeway and BART connections.

• There are multiple regional event and meeting spaces located in Concord, including the Toyota Pavilion and Hilton Hotel.

• Monument Boulevard is a unique asset due to its large concentration of Latino -oriented businesses.

• Park N Shop is a unique asset due to its large concentration of Asian-oriented businesses and for its specialty grocery stores
The Goal 3 strategies include:

• Develop and implement a marketing strategy focused on attracting businesses in targeted industry sectors based on Concord’s competitive assets.

• Develop and implement a marketing strategy focused on the City’s unique shopping and dining districts and assets.

• Grow event programming that expands awareness of Concord and attracts customers, visitors, and overnight stays at area hotels. Event programming strategies include focused actions for downtown Concord and Todos Santos Plaza.

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City of Concord Economic Development Strategic Plan and Implementation Actions 10 Categorization of Strategies: New, Enhanced, and Existing Efforts
The EDSP represents a comprehensive reconsideration of the City of Concord’s approach to economic development. Some existing work by the City already aligns well with opportunities identified through the EDSP analyses and stakeholder engagement , while other City actions require modification or require an entirely new approach. Figure 1 clarifies which strategies in the EDSP are entirely new, or redirect the City of Concord’s existing work to better align with opportunities, or are a continuation of existing impactful efforts by the City of Concord.

FIGURE 1: EDSP STRATEGIES CATEGORIZED BY NEW, ENHANCED, OR EXISTING EFFORTS

New
•Form an Economic Advisory Group
•
Explore the Formation of a Property-Based Improvement District (PBID) •Support diversification of uses at underperforming office buildings and properties
Enhanced
•Support targeted attraction and retention efforts focused on major industry sectors and growth opportunities
•Ensure zoning and infrastructure incentivize property owners to develop light industrial properties and buildings
•Support reinvestment and diversification of uses at retail centers •Implement short-term and long-term efforts to revitalize downtown Concord and Todos Santos Plaza
•Target maintenance and code enforcement at major gateways into Concord
•Develop a marketing strategy focused on business attraction in targeted industry sectors
•Develop a marketing strategy focused on the city's unique shopping and dining assets
•Grow event programming that attracts customers and visitors to area hotels
Existing
•Enhance awareness of supply chain connections between Concord businesses
•Sustain small business education, training, and support services •Ensure cohesive development at the Concord Naval Weapons Station

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City of Concord Economic Development Strategic Plan and Implementation Actions 11

INTRODUCTION
The Concord Economic Development Strategic Plan (EDSP) is an implementation -focused plan that prioritizes and guides the City of Concord’s economic development activities for the next five years.

The EDSP primarily focuses on goals and strategies that the Economic Development and Base Reuse Department will implement with assistance from other City departments and outside partners or organizations.

This EDSP identifies and leverages opportunities for the City of Concord to expand business and
workforce opportunities in the community. Concord’s previous strategy document that related to economic development, the Economic Vitality Strategy, dates to 2020. Since the update to the vitality strategy, the COVID- 19 pandemic transformed where and how people and businesses work, retail opportunities have continued to evolve as e -commerce has grown, and regional and local economic conditions have continued to change.

Process for Developing the EDSP
The EDSP incorporates technical analysis findings, results of stakeholder engagement, and input from City decisionmakers and s taff. The conclusions of these efforts identified Concord’s unique local competitive advantages and opportunities, informing the creation of strategies and actions that best support Concord’s long-term economic development potential. Steps taken to develop the Economic Development Strategic Plan included:
• Technical Analyses: The consultant team—consisting of Strategic Economics and Greensfelder Real Estate Strategy—completed detailed economic, market, workforce, and retail analyses to identify Concord ’s assets and opportunities. The analyses assessed demographic, employment, real estate, retail, and hotel/tourism conditions and trends. The conclusions of the technical analyses are incorporated in the EDSP’s “Summary of SWOT Conclusions,” and the full existing conditions and “Existing Conditions and SWOT Analysis” report is included as an appendix.
• Housing and Economic Development Committee Meetings: Strategic Economics presented its findings at two meetings of the Housing and Economic Development (HED) Committee of the Concord City Council. Strategic Economics incorporated feedback from HED members in the creation of strategies and actions to include in the EDSP. Also, feedback from HED members, as well as from business stakeholders who attended a presentation at the Greater Concord Chamber of Commerce, was incorporated into the existing conditions and SWOT analysis report included in the appendix of the Economic Development Strategic Plan. • Stakeholder Focus Groups and Interviews: The consultant team and City staff completed six focus group meetings with local and regional stakeholders to gain insights into concerns and priorities relating to economic development for the City of Concord. The focus groups consisted of commercial brokers and developers, local businesses, local and regional community and non-profit organizations, interested property managers and property owners, regional agencies, and City s taff. Strategic Economics also conducted separate interviews with additional local property and business owners or representatives.

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City of Concord Economic Development Strategic Plan and Implementation Actions 12 Report Contents
The remainder of the Economic Development Strategic Plan consists of the following content:

1. Guiding Principles: Lists the ten guiding principles that drove recommendations and implementation actions included in the EDSP.

2. Summary of “SWOT” Conclusions: Describes conclusions regarding Concord ’s strengths, weaknesses, opportunities, and threats that informed the EDSP.

3. Goals, Strategies, and Implementation Actions: Describes s trategies and implementation actions to achieve three goals that will guide the City of Concord ’s economic development efforts over the next five to ten years. For each goal, an implementation action summary table notes the time frame, relevant geography within the city, potential partners, and tasks for implementation. Each goal also includes “Success Indicators,” which consist of quantitative and qualitative criteria to measure progress toward achieving each goal.

4. Technical Appendi ces: The appendices consist of technical reports describing the existing conditions and findings of the SWOT analysis for Concord.

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City of Concord Economic Development Strategic Plan and Implementation Actions 13

GUIDING PRINCIPLES
Ten “Guiding Principles” informed the EDSP’s development. The principles reflect priorities expressed in existing City of Concord plans and policies, input from the Concord City Council, and best practices for economic development.

Examples of existing City policy sources referenced during creation of the Guiding Principles include Concord’s 2020
“Economic Vitality Strategy, ” Economic Vitality Element of the General Plan, 1996 “Mission, Vision, and Values ,” Downtown Corridors Plan, Downtown Concord Specific Plan, Concord Community Reuse Project (reuse plan, specific plan, and project website), and Tier 1 Priorities for fiscal year 2024-2025 developed by the City Council in April 2024.

LIST OF GUIDING PRINCIPLES FOR THE EDSP

1. Facilitate a stable, healthy business environment.

2. Retain, attract, and expand businesses within Concord’s largest, fastest -growing, and emerging high-opportunity industry sectors.

3. Customize and target support for Concord’s many unique business districts.

4. Support Concord’s commercial nodes by recognizing the ever- evolving nature of the retail, food and beverage, and entertainment sectors, and by encouraging quality environments that keep up with changing trends and demand.

5. Accelerate real estate development and reinvestment that supports businesses, jobs, and tax revenues.

6. Leverage changes at the Concord Reuse Project Area to improve Concord’s economy, jobs, infrastructure, and City services.

7. Expand and diversify Concord’s tax base to provide robust City services and infrastructure.

8. Support entrepreneurship and small business opportunities corresponding to Concord’s diverse population.

9. Expand access to high quality job opportunities for all Concord residents.

10. Deliver efficient government services and effective regulations that drive business growth and realize community goals.

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City of Concord Economic Development Strategic Plan and Implementation Actions 14 SUMMARY OF “SWOT” CONCLUSIONS
The analyses and community engagement efforts completed for the Economic Development Strategic Plan identified several significant strengths, weaknesses, opportunities, and threats (SWOT) applicable to Concord ’s economic development efforts. The conclusions of this analysis are summarized below, with detailed analysis provided in an appendix to the Economic Development Strategic Plan. The SWOT conclusions directly informed the selection of the EDSP’s strategies and implementation actions.

Business Attraction, Retention, and Growth
Concord’s economy has historically focused heavily on finance, insurance, and real estate jobs—which declined in recent years due to industry and job location shifts, leaving a significant inventory of office space vacant or in need of revitalization . As shown in Figure 2, more than ten percent of Concord’s total jobs in 2025 were in the Finance and Insurance, Real Estate, and Information industry sectors.

Despite their relative concentration in Concord today, total jobs in these industry sectors declined over the past decade. Much of these industry sectors’ historic presence in Concord was driven by back - office activities seeking relatively affordable space. However, these activities were relatively vulnerable to automation, remote work, and relocation to lower cost regions.

FIGURE 2: CONCORD JOBS BY INDUSTRY SECTOR, 2015 TO 2025

Source: Lightcast, 2025; Strategic Economics, 2025.
0 2,000 4,000 6,000 8,000 10,000 12,000
Utilities
Management of Companies and Enterprises
Information
Real Estate and Rental and Leasing
Arts, Entertainment, and Recreation
Educational Services
Transportation and Warehousing
Manufacturing
Wholesale Trade
Other Services (excluding Public Administration)
Professional, Scientific, and Technical Services
Finance and Insurance
Accommodation and Food Services
Government
Administration & Support, Waste Management…
Retail Trade
Construction
Health Care and Social Assistance
Total Jobs
2025
2020
2015

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City of Concord Economic Development Strategic Plan and Implementation Actions 15 Concord also includes a longstanding and fast-growing presence of construction-related businesses, with opportunities for growth as development conditions improve in the region and future development occurs at the former Concord Naval Weapons Station . Shown in Figure 2 , Concord’s Construction industry sector represents 11 percent of all jobs in the city, and the industry sector is both concentrated and growing rapidly in the city compared to Contra Costa County over the past ten years.

Concord’s jobs in the healthcare industry grew rapidly over the past decade , anchored by major employers such as John Muir Health’s Concord Medical Center . While not especially concentrated in Concord compared to the county, the Health Care and Social Assistance industry sector is Concord’s second largest. In addition, this industry sector grew at a faster rate than the county over the past decade as shown in Figure 3. The healthcare industry in Concord is anchored by John Muir Health’s large local presence and by Concord’s geographic location and presence of large healthcare facilities.

FIGURE 3: JOB GROWTH BY INDUSTRY SECTOR IN CONCORD AND CONTRA COSTA COUNTY, 2015 TO 2025

Source: Lightcast, 2025; Strategic Economics, 2025.

Concord is positioned to build on both its large workforce and geographic proximity to the workforce of central and eastern Contra Costa County for business attraction in growing industry sectors. As shown in Figure 4, Concord’s central proximity and convenient access via freeways and BART allows Concord to draw workers from across Contra Costa and Alameda Counties.

Analyses of industry sectors projected to grow in the Bay Area over the next decade and of Concord’s concentrated and growing industry sectors indicate d several areas of focus for the City’s economic development efforts. The following industry sectors or business activities are noteworthy due to the factors described for each; however, Concord’s diverse commercial and industrial districts can and will accommodate a wide variety of activities and types of businesses, and the City must remain proactively supportive of all opportunities.
• Health Care: Between 2015 and 2025, total jobs in this industry grew by 46 percent in Concord, despite the industry sector being slightly less concentrated in Concord relative to Contra Costa County overall. Concord is well positioned to leverage its recent growth in this -80% -60% -40% -20% 0% 20% 40% 60% 80%
Information
Finance and Insurance
Utilities
Agriculture, Forestry, Fishing and Hunting
Real Estate and Rental and Leasing
Retail Trade
Wholesale Trade
Educational Services
Other Services (excluding Public Administration)
Arts, Entertainment, and Recreation
Professional, Scientific, and Technical Services
Accommodation and Food Services
Manufacturing
Government
Administration & Support, Waste Management and…
Construction
Health Care and Social Assistance
Transportation and Warehousing
Total Jobs
Concord
Contra
Costa
County

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City of Concord Economic Development Strategic Plan and Implementation Actions 16 industry to attract additional businesses in the industry sector as the sector’s total jobs are expected to nearly triple in Contra Costa County by 2060 .1 Concord already includes a large concentration of medical office space and health care jobs in the area adjacent to John Muir Concord Medical Center on East Street.

• Construction and Related Professional Services : Since 2015, Construction jobs in Concord grew at a faster rate than in the county, and these jobs are heavily concentrated in Concord.

Construction job growth projections are relatively modest, but improving development conditions in the Bay Area and future development at the former Concord Naval Weapons Station will create significant opportunities in this industry sector. Concord’s construction industry includes residential and nonresidential contractors, sp ecialty trade contractors, and heavy and civil engineers.

• Finance and Insurance: These jobs are not projected to rapidly grow in the region and have significantly declined in Concord, but they are still projected to grow at a faster pace in Contra Costa County than in the Bay Area metropolitan area by 2060 . The Finance and Insurance industry remains heavily concentrated in Concord compared to the county and still constitutes a large base of businesses and jobs in the local economy. While large-scale back -office processing uses have shifted to locations outside of the Bay Area in recent years, Concord can still attract smaller financial investment and insurance -related activities—which is evidenced by these types of businesses leasing space in Concord in recent years.

• Innovation-oriented sectors and activities, including robotics and autonomous technologies, clean energy, and medical/biomedical : The Bay Area c ontinues to be a leader in emerging technologies, with the East Bay largely capturing related activity in prototyping, testing, advanced manufacturing, and logistics. Concord is positioned to grow innovation-oriented jobs based on the skill and diverse workforce of Contra Costa County and the East Bay, existing base of affordable office and industrial inventory, and opportunities for development of new facilities in the city such as the Naval Weapons Reuse redevelopment project. Concord has an existing concentration of architectural engineering -based businesses that leverage its lower - cost industrial space and cluster of manufacturing and construction businesses. In addition, the city can attract new manufacturing, artificial intelligence hardware-related businesses, and medical device manufacturing and biomedical businesses that rely on a diverse range of workers at all skill levels and incomes; such businesses will build on existing examples such as Cerus Corporation, Benchmark, Cosmed, and Calex.

1 Based on Woods and Poole employment projection data for Contra Costa County as of 2025.

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City of Concord Economic Development Strategic Plan and Implementation Actions 17 FIGURE 4: WHERE WORKERS AT JOBS IN CONCORD LIVE, 2022

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City of Concord Economic Development Strategic Plan and Implementation Actions 18 Concord’s diverse population and unique concentration of Latino businesses create potential for the city to capture regional demand for a diversity of small business and entrepreneurship opportunities.

As shown in Figure 5, Concord has a more diverse population than the surrounding communities. In particular, Concord has a large Latino community. Monument Boulevard and other commercial areas across the city are home to a linguistically diverse mix of business owners and customers.

FIGURE 5: POPULATION BY RACE OR ETHNICITY, 2023

Source: U.S. Census 5-Year Estimates,2023; Strategic Economics, 2025.

Concord can leverage regional initiatives and organizations to support business growth and development. Regional initiatives like the Association of Bay Area Governments’ Priority Production Areas technical assistance, the Northern Waterfront initiative, and the Green Empowerment Zone all provide potential to support the overall business environment in Concord.

Built Environment and Real Estate
Concord includes a diverse inventory of office, retail (storefront), and industrial space that is relatively affordable within the region; however, much of this inventory is outdated as little development has occurred in recent years , creating opportunities for redevelopment and reuse. As shown in Figure 6, Concord’s commercial and industrial inventory is relatively diverse compared to surrounding communities, with the City including the largest quantity of retail/storefront space and second largest quantity of industrial space.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Concord Martinez Pleasant
Hill
Walnut
Creek
Contra
Costa
County
Share of Total Population
Hispanic or Latino
Two or More Races
Some Other Race Alone
Native Hawaiian and Other Pacific Islander
Alone
Asian Alone
American Indian and Alaska Native Alone
Black or African American Alone
White Alone

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City of Concord Economic Development Strategic Plan and Implementation Actions 19 FIGURE 6: INVENTORY IN CONCORD AND OTHER NEARBY COMMUNITIES, SQUARE FEET, 2025

Source: CoStar, 2025; Strategic Economics, 2025.

Concord’s office building inventory vacancy rate is increasing, creating a need to support selective repurposing and redevelopment of office space. Slow growth in regional demand for office space in addition to the relative inflexibility of Concord’s existing office space resulted in vacancies in Concord’s office parks and buildings, as illustrated in Figure 7. Much of Concord’s office inventory dates to the 1970s through the early 2000s and was often built to accommodate large- scale back office uses, creating difficulties in meeting modern office and light industrial tenant preferences. Stakeholders interviewed for this study also cited a lack of dining and retail amenities within proximity of office districts. While business attraction and retention efforts can support backfilling some office vacancies, broader shifts in market demand in Concord suggest a need to repurpose and redevelop obsolete office space for uses such as light industrial buildings and housing, and to ensure robust code enforcement efforts for any longer-term vacant office properties.

FIGURE 7: OFFICE VACANCY RATE (% OF INVENTORY), 2015 TO 2025

Source: CoStar, 2025; Strategic Economics, 2025.

Concord’s office space varies in performance by location, building type, class, and proximity to amenities. Local real estate brokers, business owners, developers, and real estate vacancy data all suggest weaker tenant demand for office space in specific areas in the city. The following key findings highlight the differences in office performance across Concord. 0 2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
Antioch Concord Martinez Pittsburg Pleasant Hill Walnut Creek San Ramon Square Feet
Building Type
Office Retail Industrial

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%
2025 YTD2024202320222021202020192018201720162015
Vacancy (%)
Concord
Walnut Creek
San Ramon
Contra Costa
County
Pleasant Hill
Martinez
Antioch
Pittsburg

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City of Concord Economic Development Strategic Plan and Implementation Actions 20 Office space near downtown Concord and the Concord BART station have higher vacancy rates, related to greater distance from freeways, an early focus of the larger buildings’ design/use for large-scale back-office uses, and distance from the City’s newest retail amenities like The Veranda shopping center.

Office space near I -680 performs relatively well , likely due to convenient freeway access and proximity to newer development and amenities. Much of the best performing office space in Concord—in terms of rental and vacancy rates—is located off Concord Avenue near I-680.

Class A office space in Concord has higher vacancy rate s than Class B and C. Class A office buildings in Concord were typically built in the 1980s and have large floor plates that complicate redevelopment or reuse. Several buildings on Clayton Road near the Concord BART station are either entirely or mostly vacant. Redevelopment or reuse of this space is further complicated by essential infrastructure facilities in these buildings that would need to be retained or relocated in conjunction with any future development. As a result of these complications, Class A office vacancy in Concord as of 2025 was nearly 60 percent, more than double that of Class B and C office space.

Class B and C office space in Concord is performing relatively well in terms of vacancy and offers essential and affordable options for office-based tenants—but in some instances these properties may also be positioned for redevelopment for other uses as the buildings age and become increasingly outdated . O utdated Class B and C space s in areas such as North Concord could potentially achieve greater value as light industrial or housing uses , where appropriate. Since Concord already includes a substantial amount of low-cost office space, conversion of this space may also benefit Class A space by directing office-based tenants to Class A buildings.

Medical space is performing relatively well and benefits from Concord’s existing healthcare-related assets. Medical uses in office, flex, and light industrial buildings have clustered near the John Muir Concord Medical Center north of downtown Concord.

Concord has a large inventory of desirable and affordable industrial space that can capture demand for new tenants if the space continues to be marketed, modernized, and supported with amenities.

Shown in Figure 8 , C oncord’s industrial space constitutes 40 percent of countywide industrial inventory, with Concord including a substantial amount of the county’s distribution and warehouse space. Concord’s industrial space is also relatively low cost compared to the region. Demand is strong for industrial space in the city, but there is an overall lack of industrial inventory and opportunity sites that may constrain further business growth . Zoning changes and infrastructure improvements can potentially incentivize industrial property and building owners to pursue additional development and investment.

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City of Concord Economic Development Strategic Plan and Implementation Actions 21 FIGURE 8: CONCORD INDUSTRIAL INVENTORY BY SECONDARY TYPE (RENTABLE BUILDING AREA), 2025

Source: CoStar, 2025; Strategic Economics, 2025.

Concord’s Naval Weapons Station redevelopment is a major opportunity to attract large-scale, modern mixed-use development that can benefit and complement existing businesses. Future development at the former Concord Naval Weapons Station site will create significant demand for construction-related businesses, hotel demand for construction workers, and will ultimately support local supply chains and retail/dining/entertainment/personal service businesses.

Retail and Hospitality
Concord’s visibility, access, and traffic volumes support its concentration of diverse regional retail/dining/entertainment/personal service destinations. The interchange of I-680 and Highway 242 allows Concord to attract shoppers from a large regional trade area. Concord’s geographic accessibility and visibility have successfully supported well-occupied shopping centers that vary in format (such as Sunvalley, Willows, Park & Shop, and Veranda) as well as multiple automobile dealerships. Figure 9 illustrates the breadth of retail demand in Concord that extends from downtown Concord to Clayton Road. Automobile dealerships and automobile- related businesses generated over 22 percent of Concord’s sales tax revenue in 2023 —the City’s largest category of sales tax revenue —followed by general consumer goods, building and construction, and restaurants and hotels. -
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Antioch Concord Martinez Pittsburg Pleasant Hill San Ramon Walnut Creek Rentable Building Area
Distribution and Warehousing Flex Manufacturing Other

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City of Concord Economic Development Strategic Plan and Implementation Actions 22 FIGURE 9: CONCORD RETAIL/DINING/ENTERTAINMENT/PERSONAL SERVICE ACTIVITY CONCENTRATIONS

Source: Greensfelder Real Estate Strategy, 2025; Placer. Ai, 2025.

Several of Concord’s older existing commercial areas require reinvestment , modernization, and, in some cases, strategic “ pruning” of underperforming and poorly positioned space . Concord’s retail inventory was largely built for an era before e- commerce and significant consolidation in the retail sector. As a result, the inventory often reflects a period when quantity of space and immediate access were emphasized over quality (in te rms of placemaking, productivity, footfalls, and sales per square foot). Customer visits to several shopping centers have not recovered since the pandemic, including Sunvalley Shopping Center and the d owntown Concord / Todos Santos Plaza area. Large and sometimes longstanding vacancies also exist at some former big box stores, a phenomenon seen across the United States and not unique to Concord. An opportunity exists to incentivize reinvestment and redevelopment of existing shopping centers by pursuing a strategic approach to “pruning” dated space and adding activity through additions of housing and a broader variety of uses. Based on ongoing retail trends and Concord’s market position, the City should continue to focus on differentiation and target commodity and specialty retailers that may occupy smaller retail spaces in the city. This combined approach of “pruning” and focusing on fast -growing categories of storefront occupants will not fill every vacant or underutilized big box space, but the city will benefit from pursuing high-performing “quality” retail over sheer quantity of retail.

Concord includes diverse hotels and a variety of meeting and event venues. Concord has a variety of hotel and meeting spaces that serve the region due to the city’s central location and proximity to Bay Area transit via freeway s and BART. The Toyota Pavilion and meeting spaces at Concord hotels such

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City of Concord Economic Development Strategic Plan and Implementation Actions 23 as the Hilton provide support for overnight stays. Concord’s hotel inventory also includes a variety of hotels that represent most product classes and price points as shown in Figure 10.

FIGURE 10: MARKET AREA HOTEL ROOM DISTRIBUTION BY CLASS, 2025

Source: CoStar, 2025; Strategic Economics, 2025.

Small Businesses and Entrepreneurship
Concord includes a unique and diverse mix of small businesses , including a regionally significant concentration of Latino businesses. The Concord population’s diversity supports this mix of small businesses; 39 percent of Concord residents speak a language other than English at home, as shown in Figure 11. The Monument Boulevard corridor is unique in the immediate area for its large concentration of Latino-oriented businesses, along with a variety of other small businesses.

FIGURE 11: SHARE OF POPULATION LANGUAGE SPOKEN AT HOME, 2023

Source: U.S. Census 5-Year Estimates,2023; Strategic Economics, 2025.

Concord can support small businesses by continuing City Staff and community efforts to communicate with business owners while enhancing local supply chain connections. Stakeholders interviewed for this study spoke positively about programming and resources provided by the Greater Concord Chamber of Commerce and its Negocios Hispanos committee, as well as the efforts of economic development staff. Some stakeholders interviewed for this study also noted a desire for shared marketing and promotion opportunities, especially online. M ultiple business and property owners interviewed for this project noted a desire to better understand available vendors in Concord to build a local supply chain.
0%
20%
40%
60%
80%
100%
Economy Midscale Upper Midscale Upper Upscale Upscale
Share of Hotel
Rooms
Walnut Creek
Pleasant Hill
Martinez
Concord
61%
81% 76% 73%
63%
24%
9%
7% 7%
19%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Concord Martinez Pleasant
Hill
Walnut
Creek
Contra
Costa
County
Share of Population
Other Asian And Pacific Island
Languages
Tagalog (Incl. Filipino)
Chinese (Incl. Mandarin, Cantonese)
Other Indo-European Languages
Russian, Polish, Or Other Slavic
Languages
Spanish
Speak Only English

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City of Concord Economic Development Strategic Plan and Implementation Actions 24

GOALS, STRATEGIES, AND IMPLEMENTATION

ACTIONS
The following strategies and implementation actions are organized within three goals that reflect challenges and opportunities identified through the technical analys es and community outreach activities completed for the EDSP. The introduction to each goal summarizes the issues and opportunities addressed through the strategies.

An “implementation matrix”
follows each set of strategies and actions. The matrices provide detailed strategy implementation guidance by specifying the following information:
• Time frame: Details the timing of action implementation. Actions that must be continuously implemented over time are marked as “ongoing.”
• Subarea: Indicates whether the action item primarily applies citywide or to specific locations. • Supporting organization/department: Lists City departments or outside partners necessary for successful action implementation (in partnership with Concord’s Economic Development & Base Reuse staff).
• Tasks for Implementation : Identifies tasks to be completed as part of implementing a given strategy or action.

A list of “Success Indicators.” follows the implementation matrix for each goal. These quantitative and qualitative criteria provide measurements of progress toward achieving each goal.

GOALS
The strategies and actions focus on achieving the following three primary goals to support Concord’s economic vibrancy, workforce opportunities, and overall quality of life. These goals are rooted in the opportunities and challenges described in this report’s “Summary of SWOT Conclusions.” Goal 1. Provide Exceptional Services Through Expanded Partnerships and Capacity : Provide exceptional economic and workforce development services by expanding the shared capacity of Concord and its partners.

Goal 2 . Enhance Concord’s Business Environment : Enhance Concord’s overall business environment by supporting investment in Concord’s commercial and industrial districts.

Goal 3 . Establish a Brand Identity for Concord: Establish a Concord brand or identity for businesses and their customers that is rooted in the community’s strengths and assets.

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City of Concord Economic Development Strategic Plan and Implementation Actions 25

HIGH-PRIORITY ISSUES
The EDSP strategies and actions also address four high-priority concerns and challenges emphasized by stakeholders, City Councilmembers, and City staff. The description of each strategy notes which of these four priority issues are addressed by each strategy. The four issues and the overall approach to each (represented by the collective strategies) are as follows:
• Office Vacancies and Reinvestment Needs : Attract and support businesses through implementation of a business-focused branding and marketing strategy, aligning economic development efforts with high- opportunity industry sectors, and diversifying allowable uses within office buildings. Incentivize replacement or reuse of underperforming or functionally obsolete office buildings through zoning changes and infrastructure investments. Invite real estate experts to join a new Economic Advisory Group to provide feedback on these efforts. • Activate Todos Santos Plaza and Surrounding Downtown Area Enhance vibrancy and customer visits through event programming and promotion of existing businesses. In partnership with local property owners, create long-term capacity to address programming, safety, cleanliness, and promotional needs through formation of a property-based improvement district or similar district-based funding mechanism.
• Identify and Target Specific Industry Sectors and Business Types : Via the EDSP strategies, reorient Concord’s economic development efforts around opportunities including health care, construction and related professional services, finance and insurance, and i nnovation- oriented sectors and activities with a focus on robotics and autonomous technologies, clean energy, and medical/biomedical.
• Improve Retail Occupancy and Performance : Enhance awareness of existing assets via customer-focused marketing, including selectively leveraging unique regional assets (as opposed to focusing on all retail assets) such as the divers e mix of businesses along Monument Boulevard. Modernize or repurpose underperforming shopping centers, enhance vibrancy, and address vacancies by pursuing “pruning” of underperforming retail assets through partial replacement with other land uses—especially with housing.

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City of Concord Economic Development Strategic Plan and Implementation Actions 26 CATEGORIZATION OF STRATEGIES: NEW, ENHANCED, AND EXISTING

EFFORTS
The EDSP represents a comprehensive reconsideration of the City of Concord’s approach to economic development. Some existing work by the City already aligns well with opportunities identified through the EDSP analyses and stakeholder engagement, while othe r City actions require modification or require an entirely new approach. Figure 1 clarifies which strategies in the EDSP are entirely new, or redirect the City of Concord’s existing work to better align with opportunities, or are a continuation of existing impactful efforts by the City of Concord.

FIGURE 12: EDSP STRATEGIES CATEGORIZED BY NEW, ENHANCED, OR EXISTING

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City of Concord Economic Development Strategic Plan and Implementation Actions 27 Goal 1: Provide Exceptional Services Through Expanded
Partnerships and Capacity
A city’s effectiveness in providing economic development services depends on how well the city works with businesses and outside organizations to amplify each stakeholder’s individual actions. The Goal 1 strategies focus on connecting these key stakeholders.

Through these partnerships, the strategies expand overall capacity to fund and implement efforts that attract key industry sectors, support public realm improvements in business districts , and support
diverse small businesses. Two centerpieces of these strategies include the creation of a standing City staff-led Economic Advisory Group and promoting the formation of property -based improvement districts to develop and implement enhanced local strategies and services in downtown Concord and other districts. B oth of these marquee projects are new efforts by the City of Concord , while the strategies and actions to support diverse small businesses reorient and expan d the City’s existing work.

Businesses within these industries that are concentrated in Concord include Architectural and Engineering Services, Specialty Trade Contractors, Heavy and Civil Engineering, and Medical Centers and Clinics.

• Large share s of Concord’s jobs are in household-serving industries such as retail, dining, entertainment, personal services, and health care.

• Stakeholders frequently cited the benefits in creating connections, learning, and considering collective action as part of the focus groups held during the EDSP development process.

• Business owners cited a lack of awareness of local supply chain options —i.e., other local businesses that provide relevant products and services.

• Concord includes a culturally and linguistically diverse mix of business owners and customers.

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City of Concord Economic Development Strategic Plan and Implementation Actions 28 Strategy 1.1 Develop and maintain private sector leadership through the formation of an Economic Advisory Group.

Action 1.1.1 Create and regularly convene a City staff -led Economic Advisory Group composed of high-ranking decision makers from different industry sectors. Staff would convene
meetings to gain current insights into industry sectors, prospects, and needs.

Action 1.1.2 Provide
as-needed City coordination to implement new
partnerships and programs emerging from the advisory
group’s discussions that support the needs of Concord
workers and employers.

Strategy 1.2 Enhance the capacity of businesses in retail/dining/entertainment/personal services districts to coordinate and implement their own strategic marketing, beautification, and advocacy efforts through formation of property-based improvement districts —especially in downtown Concord and the Monument Boulevard areas.

Action 1.2.1 Engage a district formation consultant to work with property and business owners in d owntown Concord
(including through the Todos Santos Business Association) to determine goals and create a property -based
improvement district (PBID).

Action 1.2.2 Work with property owners and business owners in the Monument Boulevard area —
and related organizations
such as Greater Concord Chamber of Commerce Negocios
Hispanos de Concord and Monument Impact —to raise
awareness of the benefits of a PBID and explore potential strategic efforts to address local needs; pursue creation of a PBID when sufficient support exists.

Action 1.2.3 Monitor and consider supporting additional opportunities to expand local capacity and empowerment of other
business districts through formation of local PBIDs or
assessment districts.

Strategy 1.3 Enhance awareness and use of supply chain connections between Concord businesses.

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City of Concord Economic Development Strategic Plan and Implementation Actions 29 Action 1.3.1 Fully implement, promote, and test the effectiveness of the “SizeUp” tool.

Action 1.3.2 Work with the Chamber of Commerce to creat e a formal referral system for businesses seeking local suppliers and customers.

Strategy 1.4 Sustain small business education, training, and support services, with customization for language- and culture-specific needs.

Action 1.4.1 Continue to improve and enhance existing city -offered programs such as:
i. Small Business Development Center
ii. Business, goodwill, and office visits
iii. Site selection assistance

Action 1.4.2 Continue coordinating with the Small Business Development Center, Chamber of Commerce and its
Negocios Hispanos de Concord committee, and other
technical service providers to present and promote
business education webinars/seminars.

Action 1.4.3 Fully implement a “Business Concierge” service that guides businesses through navigating City permitting,
licensing, and approvals processes.

Action 1.4.4 Conduct follow -up surveys with businesses that interact with the City of Concord to obtain permits and other
approvals to gauge opportunities to improve the speed,
clarity, and simplicity of City processes and requirements.

Action 1.4.5 Conduct ongoing targeted outreach to businesses and organizations that primarily serve Concord’s Afghan, Asian, and Hispanic or Latino populations to identify and address needs such as language support and culturally responsive outreach.

Action 1.4.6 Formalize communication between staff of City of Concord Economic Development, Greater Concord Chamber of
Commerce, and Visit Concord by establishing a standing
meeting with at least bi-monthly frequency.

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City of Concord Economic Development Strategic Plan and Implementation Actions 30 FIGURE 13: GOAL 1 – EXPAND CAPACITY IMPLEMENTATION MATRIX Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

1.1.1. Create and regularly convene a City
staff-led Economic Advisory Group
composed of high-ranking decision makers
from different industry sectors. Staff would
convene meetings to gain current insights
into industry sectors, prospects, and
needs.

1 Year and
Ongoing Citywide
Business
representatives

Establish
and
convene advisory
group

1.1.2. Provide as-needed City coordination
to implement new partnerships and
programs emerging from the advisory
group.

2-3 Years Citywide
Business
representatives,
Diablo Valley
College, Diablo
Valley Tech
Initiative, Mount
Diablo Unified
School District,
Contra Costa
County, John Muir
Health
Select and
implement new
initiatives

1.2.1. Engage a district formation
consultant to work with property and
business owners in downtown Concord
(including through the Todos Santos
Business Association) to determine goals
and create a property-based improvement
district (PBID).

1-2 Years Downtown
Concord
Todos Santos
Business
Association,
Concord Chamber
of Commerce
Establish a BID
or PBID

1.2.2. Work with property owners and
business owners in the Monument
Boulevard area to raise awareness of the
benefits of a PBID and explore potential
strategic efforts to address local needs;
pursue creation of a PBID when sufficient
support exists.

3-5 Years Monument
Boulevard
Concord Chamber
of Commerce /
Negocios Hispanos
committee,
Monument Impact
Conduct a PBID
feasibility study,
including
outreach to
business and
property owners

1.2.3. Monitor and consider supporting
additional opportunities to expand local
capacity and empowerment of other
business districts through formation of local
PBIDs or assessment districts.

Ongoing Citywide Concord Chamber
of Commerce
Conduct
business and
property owner
outreach

1.3.1. Fully implement, promote, and test
the effectiveness of the “SizeUp” tool.

1 Year Citywide None
Complete
refinement of the
SizeUp Tool

1.3.2. Create a formal referral system for
businesses seeking local suppliers and
customers.

1–2 Years Citywide Concord Chamber
of Commerce
Creation of
referral system

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City of Concord Economic Development Strategic Plan and Implementation Actions 31 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

1.4.1. Continue to improve and enhance
existing City-offered programs for small
businesses.

Ongoing Citywide
City Manager’s
Office, Community
Development
Department
Annual
evaluation of
City-
offered
services

1.4.2. Present and promote business
education webinars/seminars.

Ongoing Citywide Concord Chamber
of Commerce
Ongoing
coordination with
Chamber of
Commerce

1.4.3. Formalize a “Business Concierge”
service that guides businesses through
navigating City permitting, licensing, and
approvals processes.

1-2 Years Citywide
City Manager’s
Office, Community
Development
Department,
Finance
Department
Formalize the
business
concierge
program

1.4.4. Conduct follow-up surveys with
businesses that interact with the City of
Concord to obtain permits and other
approvals to gauge opportunities to
improve the speed, clarity, and simplicity of
City processes and requirements.

2-3 Years
and Ongoing Citywide
Community
Development
Department,
Information
Technology
Department
Create survey

Implement
survey

1.4.5. Conduct ongoing targeted outreach
to businesses and organizations that
primarily serve Concord’s Afghan, Asian,
and Hispanic or Latino populations to
identify and address needs such as
language support and culturally responsive
outreach.

Ongoing Citywide
Concord Chamber
of Commerce,
Monument Impact
Identify key
stakeholders

Prepare and
conduct outreach

1.4.6. Formalize communication between
staff of City of Concord Economic
Development, Greater Concord Chamber
of Commerce, and Visit Concord by
establishing a standing meeting with at
least bi-monthly frequency.
1 Year and
Ongoing Citywide
Concord Chamber
of Commerce, Visit
Concord
Establish
standing meeting
Success Indicators for Goal 1
The following Success Indicators will be used to track progress toward the “Expand Economic Development Capacity and Partnerships” goal:
• Implementation of recommendations of the Economic Advisory Group. • Implementation of
PBIDs, and other district formation progress.
• Businesses assisted by the Small Business Development Center or similar support programs, including services provided.
• Number of inquiries received from existing and new businesses regarding available business support services and incentives.
• Implementation and usage of the SizeUp online tool.
• Expansion and usage of small business technical training resources.

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City of Concord Economic Development Strategic Plan and Implementation Actions 32 Goal 2: Enhance Concord’s Business Environment
The Goal 2 strategies prioritize ways to enhance Concord’s overall business environment by supporting investment in Concord’s commercial and industrial districts, and through enhanced collaboration with regional economic development partners . The strategies reflect proactive changes in the City’s approach to land use regulation, public realm maintenance, and property owner engagement to support businesses and accelerate investment in commercial and industrial properties.

The strategies incentivize
transformational modernization and change of commercial buildings and districts that are outdated, poorly positioned, or struggling to attract tenants. Strategic “pruning” of underperforming retail space (especially large vacant space in shopping centers for which there is no longer demonstratable demand) and allowing further diversification of other uses for which there is demand will enhance the vibrancy, customer base, and reinvestment in shopping centers and districts.

Put differently, the City would be pursuing a strategy of creating a new equilibrium by reducing vacant retail space and replacing it with uses that create demand for the retail space that remains. This sort of repositioning is not simple as often there are private -party agreements that must be renegotiated to make redevelopment possible.

Similar diversification of allowable uses at office properties will broaden tenanting opportunities and potentially enable capture of demand for light industrial space or housing through redevelopment of aging lower-quality office properties. Class A office building vacancies are partially addressed through zoning incentives encouraging exploration of alternative uses, while re-tenanting of these buildings is also supported by the Goal 1 and Goal 3 strategies.

Within the Todos Santa Plaza and surrounding downtown area, the strategic plan focuses on a wraparound policy approach combining funding resources , safety enhancements, policy changes to support businesses, and steps to support nodes of activity (along with other event programming as part of Goal 3). Cleanliness and safety are fundamental to fostering a welcoming business environment in downtown Concord and throughout the entire city.

The strategies also emphasize other zoning adjustments to attract businesses and incentivize investment, engagement with regional partners to position Concord to capture relevant activities of significant regional industry sectors, and enhancements to the City’s gateways and business districts that visually welcome employers, employees, and residents. Finally, the strategies and actions ensure that redevelopment of the Naval Weapons Station will support existing businesses and provide appropriate employment spaces.

The Goal 2 strategies respond to the following key findings of the SWOT analysis and EDSP development process:
• Industry sector opportunities and job concentrations include health care, construction, finance and insurance , and i nnovation-oriented sectors including robotics and autonomous technologies, clean energy, medical/biomedical, and other advanced manufacturing.

• There are various regional partners with the potential to support Concord in identifying and implementing business attraction efforts and growth opportunities.

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City of Concord Economic Development Strategic Plan and Implementation Actions 33 • Stakeholders cited code enforcement and maintenance concerns near Concord’s key gateways to the city.

• Concord’s retail market ( retail, dining, entertainment, personal services) has evolved since most of the city’s retail space was built, point ing to a need for a bricks -and-mortar retail strategy that is right -sized for today’s market and focuses on quality (i .e., productivity, or footfalls and sales per square foot) over maintaining the existing quantity of space.

• Todos Santos Plaza and downtown Concord are unique assets as walkable transit-accessible community destinations, but safety concerns, service needs, and shifts in demand from retail to primarily dining uses are creating challenges for current and potential businesses.

• Concord’s older generation of Class A office product with limited access to modern amenities was often built to accommodate large -scale back office uses or extremely price-sensitive tenants, resulting in some buildings that are unable to meet evolving tenant demands — particularly near downtown Concord and the Concord BART station. This phenomenon is not unique to Concord, as cities in the region that traditionally served back -office uses are struggling with office vacancy due to broader workforce and industry trends.

• The Concord Naval Weapons Station will create significant demand for new businesses and commercial inventory while supporting local retail businesses and supply chains.

Strategy 2.1 Engage with regional partners to support targeted attraction and retention efforts focused on major industry sectors and growth opportunities for Concord.

Action 2.1.1 Maintain proactive participation in and with the Green Empowerment Zone, Northern Waterfront Initiative
, Diablo
Valley College, Diablo Valley Tech Initiative , Mount Diablo Unified School District and the Workforce Development Board of Contra Costa County. I dentify opportunities to grow Concord businesses based on competitive advantages (identified in the EDSP analyses) for attracting business activities , and support high-quality job opportunities

Action 2.1.2 Leverage Buchanan Field as an asset for attracting aviation- related research and development activities through
engagement with Contra Costa County airports and relevant local businesses.

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City of Concord Economic Development Strategic Plan and Implementation Actions 34 Strategy 2.2 Support reinvestment and diversification of uses at older retail corridors and shopping centers —such as Sunvalley Shopping Center —including targeted “pruning” of underperforming or poorly positioned retail space and addition of housing to enhance vitality and grow the local customer base.

Action 2.2.1 Continue performing regular evaluation of the health of major retail centers and districts throughout the
city based on sales
tax data and broker and property owner engagement.

Action 2.2.2 Engage with retail center property owners and brokers in one- on-one conversations that examine current and future needs, and to facilitate occupancy, conversion, and redevelopment potential of their retail space. The goal of these conversations is to understand how the City can reduce friction from a regulatory perspective, creating more certainty for owners and developers who are willing to devote time and capital to conversions. Use this conversation as a way to develop focused retail strategies that target tenants to fill each type of retail space in the city.

Action 2.2.3 As appropriate, adjust zoning, fees, and parking requirements to enable diversification and flexibility of uses at shopping centers and along commercial corridors such as Monument Boulevard and Clayton Road. Expanded uses can include a wider range of “experiential” tenants and partial redevelopment to add vibrancy, expand customer access, and “prune” dated retail formats and excess space.

Action 2.2.4 Through partnerships with property owners of major retail centers such as Sunvalley Shopping Center, identify and pursue opportunities to support major visioning, master planning, and reinvestment efforts. Future specific or precise plans may be appropriate to facilitate vision becoming reality. Such plans might use market- based tools as incentives. For example, increasing density and as -of-right uses makes property more valuable, and incents owners to act or sell to parties who will.

Action 2.2.5 Evaluate the land use classifications for medical uses in the downtown districts and other districts where neighborhood and commercial uses are combined . Reduce permit requirements as appropriate.

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City of Concord Economic Development Strategic Plan and Implementation Actions 35 Strategy 2.3 Support diversification of uses at underperforming office buildings and properties, including additions or replacement with housing and light industrial uses (as appropriate).

Action 2.3.1 Meet regularly with property owners and brokers associated
with Class A office buildings that are vacant or underutilized.

Identify uses best positioned to be attracted to the individual sites/buildings based on property -specific factors and identify what steps the City can take to facilitate occupancy, conversion, or redevelopment.

Action 2.3.2 Adjust zoning to allow medium to high density housing uses at selected office building locations. This action should be enacted in conjunction with implementation of the Concord Downtown Specific Plan.

Action 2.3.3 Implement incentives or policies that reduce costs and process barriers for redevelopment or conversion of office buildings , particularly those near downtown Concord . Examples of
incentives for conversion of office buildings include
development impact and inclusionary housing fee waivers and reuse programs that streamline permitting and waive certain planning code requirements for office conversion. Efforts can include lessons learned from other communities and
convenings of local and regional developers, cities, and property owners with similar experience.

Action 2.3.4 Explore and potentially implement medical use zoning overlays in areas with significant office vacancy that may be able to attract medical tenants ; consider amending use definitions to refine allowable medical uses.

Action 2.3.5 Expand zoning in appropriate class B and C office parks to allow for both development and redevelopment of space that allows for housing or light industrial uses such as production and distribution tenants. Consider implementing zoning changes that encompass the o ffice buildings along Concord Boulevard near Buchanan Field in particular.

Action 2.3.6 Evaluate Class B and C office space building conditions in specific commercial areas to gauge whether collections of buildings in these areas would benefit from conversion to higher value uses like light industrial or residential. Commercial areas

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City of Concord Economic Development Strategic Plan and Implementation Actions 36 to evaluate include office space near North Concord, Stanwell Circle, Detroit Avenue, and Commerce Avenue.

Strategy 2.4 Ensure development at the Concord Naval Weapons Station benefits, supports, and complements existing businesses and business districts.

Action 2.4.1 As part of ongoing engagement and outreach with relevant businesses, collect input on potential opportunities to support these businesses through development activity and changes at the Naval Weapons Station.

Action 2.4.2 Target light industrial uses in the future land use mix at the Naval Weapons Station.

Action 2.4.3 Identify and implement policies that create opportunities for local businesses as development occurs at the Naval Weapons Station, such as local vendor and contractor preferences.

Strategy 2.5 Ensure zoning and infrastructure incentivize property owners to develop light industrial properties and upgrade light industrial buildings.

Action 2.5.1 Through ongoing discussions with property owners and developers, examine parking standards, allowable uses, and allowable FAR in industrial zones that constrain development and reinvestment; implement updates to zoning.

Action 2.5.2 Explore changes to zoning standards regarding yard space in industrial zones, recognizing the significant presence of the construction industry in Concord.

Strategy 2.6 Implement short -term and long -term efforts to re -envision and enhance the vitality of the downtown Concord and Todos Santos Plaza area.

Action 2.6.1 Identify funding resources or develop other strategic approaches to support public safety efforts in downtown Concord.

Action 2.6.2 Analyze and consider changes to parking standards and fees related to changes of use in downtown Concord to ensure that diverse retail, dining, and personal services tenants can occupy storefront spaces.

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City of Concord Economic Development Strategic Plan and Implementation Actions 37

Action 2.6.3 Explore creation of a vibrant, smaller-scale retail space and destination at the “Clay A lley” area (between Salvio Street and Adobe Street, west of Concord Avenue) as envisioned in the Downtown Concord Specific Plan, in conjunction with MTC grant funding recently awarded to the City to create relevant development standards.

Strategy 2.7 Target maintenance, beautification, and targeted code enforcement efforts at major gateways into Concord.

Action 2.7.1 Establish façade improvement grant or low interest loan program focused on improvements to older retail centers and storefronts on Monument Boulevard and Clayton Road.

Action 2.7.2 Enhance maintenance of major automobile gateways to Concord business destinations (shown below), including ongoing maintenance/beautification and prioritization of planned capital improvements.

FIGURE 14: LOCATIONS OF AUTOMOBILE “GATEWAYS” FOR ENHANCED MAINTENANCE AND/OR SIGNAGE

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City of Concord Economic Development Strategic Plan and Implementation Actions 38 Action 2.7.3 Explore creation of a new gateway sign on Monument Boulevard, near the entrance of the Iron Horse Trail, that is consistent with other entryway signs. Incorporate community feedback.

Action 2.7.4 Enhance code enforcement activity and collaborate with property owners and Caltrans or other jurisdictions, as appropriate, to maintain cleanliness in the gateway areas.

FIGURE 15: GOAL 2 – ENHANCE BUSINESS ENVIRONMENT IMPLEMENTATION MATRIX Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

2.1.1. Maintain proactive participation in
and with the Green Empowerment Zone,
Northern Waterfront Initiative, Diablo Valley
College, Diablo Valley Tech Initiative,
Mount Diablo Unified School District and
the Workforce Development Board of
Contra Costa County. Identify opportunities
to grow Concord businesses based on
competitive advantages (identified in the
EDSP analyses) for attracting business
activities, and support high-quality job
opportunities

Ongoing Citywide
Contra Costa
County, Diablo
Valley College,
Diablo Valley Tech
Initiative, Mount
Diablo Unified
School District
Participate in
regional
initiatives

2.1.2. Leverage Buchanan Field as an
asset for attracting aviation-related
research and development activities
through engagement with Contra Costa
County airports and relevant local
businesses.

Ongoing Buchanan
Field
Contra Costa
County Airports
Engagement with
Contra Costa
County airports
one or more
times per year

2.2.1. Continue performing regular
evaluation of the health of major retail
centers and districts.

Ongoing Citywide
Community
Development
Department
Broker
engagement

Sales tax and
market data
analysis

2.2.2. Engage with retail center property
owners and brokers in one-on-one
conversations that examine current and
future needs, and to facilitate occupancy,
conversion, and redevelopment potential of
their retail space. The goal of these
conversations is to understand how the
City can reduce friction from a regulatory
perspective, creating more certainty for
owners and developers who are willing to
devote time and capital to conversions.

Use this conversation as a way to develop
focused retail strategies that target tenants
to fill each type of retail space in the city.

1-2 Years Citywide
Relevant property
and business
owners, Retail real
estate brokers
Develop retail
strategy

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City of Concord Economic Development Strategic Plan and Implementation Actions 39 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

2.2.3. Adjust zoning, fees, and parking
requirements to enable diversification and
flexibility of uses at shopping centers.

2-
3 Years
Monument
Boulevard,
Clayton
Road
Relevant property
and business
owners, Planning
Division
Research high-
impact changes

Adopt policy
changes

2.2.4. Through partnerships with property
owners of major retail centers such as
Sunvalley Shopping Center, identify and
pursue opportunities to support major
visioning, master planning, and
reinvestment efforts. Future specific or
precise plans may be appropriate to
facilitate vision becoming reality. Such
plans might use market-based tools as
incentives.

Ongoing
Sunvalley,
Park N
Shop,
Willows,
Veranda
Relevant property
and business
owners, Planning
Division
Collaborate as
opportunities
arise

2.2.5. Evaluate the land use classifications
for medical uses in the downtown districts
and other districts where neighborhood and
commercial uses are combined. Reduce
permit requirements as appropriate.
2-3 Years
Citywide,
Downtown
Concord
Planning Division
Adopt zoning and
use definition
modifications

2.3.1 Meet regularly with property owners
and brokers associated with Class A office
buildings that are vacant or underutilized.

Identify uses best positioned to be
attracted to the individual sites/buildings
based on property-specific factors and
identify what steps the City can take to
facilitate occupancy, conversion, or
redevelopment.

Ongoing
Downtown
Concord,
Concord
BART
Station,
Willow Pass
Road area
Relevant property
owners and brokers
Conduct
outreach

Identify property-
specific next
steps

2.3.2. Adjust zoning to allow medium to
high density housing uses at selected
office building locations. This action should
be enacted in conjunction with
implementation of the Concord Downtown
Specific Plan.

1-2 Years
Citywide,
Downtown
Concord,
Concord
BART
Station
Planning Division,
Housing and
Community
Services Division,
Community
Development
Department
Adjust zoning
standards in
office parks

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City of Concord Economic Development Strategic Plan and Implementation Actions 40 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

2.3.3. Implement incentives or policies that
reduce costs and process barriers for
redevelopment or conversion of office
buildings, particularly those near downtown
Concord. Examples of incentives for
conversion of office buildings include
development impact and inclusionary
housing fee waivers and reuse programs
that streamline permitting and waives
certain planning code requirements for
office conversion. Efforts can include
lessons learned from other communities
and convenings of local and regional
developers, cities, and property owners
with similar experience.
2-3 Years
Citywide,
Downtown
Concord,
Concord
BART
Station
Relevant property
and business
owners
Research
development
incentives

Adopt incentives
and policies

2.3.4. Explore and potentially implement
medical use zoning overlays in areas with
significant office vacancy that may be able
to attract medical tenants; consider
amending use definitions to refine
allowable medical uses.

1-2 Years
Citywide,
Downtown
Concord
Planning Division
Adopt zoning and
use definition
modifications

2.3.5. Expand zoning in appropriate class
B and C office parks to allow for both
development and redevelopment of space
that allows for light industrial uses such as
production and distribution tenants.

Consider implementing zoning changes
that encompass the office buildings along
Concord Boulevard near Buchanan Field in
particular.

2-3 Years
Concord
Boulevard,
Citywide
Planning Division
Research,
develop, and
adopt zoning
modifications

2.3.6. Evaluate Class B and C office space
building conditions in specific commercial
areas to gauge whether collections of
buildings in these areas would benefit from
conversion to higher value uses like light
industrial or residential. Commercial areas
to evaluate include office space near North
Concord, Stanwell Circle, Detroit Avenue,
and Commerce Avenue.
2-3 Years
North
Concord,
Stanwell
Circle,
Detroit
Avenue, and
Commerce
Avenue
Planning Division
Adopt zoning
modifications
where applicable

2.4.1. As part of ongoing engagement and
outreach with relevant businesses, collect
input on potential opportunities to support
these businesses through development
activity and changes at the Naval Weapons
Station.

Ongoing
Naval
Weapons
Station
Concord Naval
Weapons Station
Reuse Project,
Community
Development
Department
Conduct
outreach to local
businesses

2.4.2. Target light industrial uses in the
future land use mix at the Naval Weapons
Station.
2-3 Years
Naval
Weapons
Station
Concord Naval
Weapons Station
Reuse Project,
Community
Development
Department
Market analysis

Community
engagement

Developer
negotiations

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City of Concord Economic Development Strategic Plan and Implementation Actions 41 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

2.4.3. Identify and implement policies that
create opportunities for local businesses as
development occurs at the Naval Weapons
Station, such as local vendor and
contractor preferences.

2-
3 Years
Naval
Weapons
Station
Concord Naval
Weapons Station
Reuse Project,
Community
Development
Department
Review
development
standards and
policies relevant
to the Naval
Weapons Station

2.5.1. Examine parking standards,
allowable uses, and allowable FAR in
industrial zones that constrains
development and reinvestment; implement
updates to zoning.

1-2 Years Industrial
Districts
Planning Division,
Relevant Property
and Business
Owners
Research,
develop, and
adopt zoning
modifications

2.5.2. Explore changes to zoning standards
regarding yard space in industrial zones.

1-2 Years Industrial
Districts
Planning Division,
Relevant Property
and Business
Owners
Research,
develop, and
adopt zoning
modifications

2.6.1. Identify funding resources or develop
other strategic approaches to support
public safety efforts in downtown Concord.

1-2 Years Downtown
Concord
Police Department,
Code Enforcement
Division
Research,
identify, and
implement
funding

2.6.2. Analyze and consider changes to
parking standards and fees related to
changes of use in downtown Concord to
ensure that diverse retail, dining, and
personal services tenants can occupy
storefront spaces.

2-3 years Downtown
Concord
Community
Development
Department, City
Manager’s Office,
Police Department,
Planning Division
Research,
develop, and
adopt
modifications

2.6.3. Explore creation of a smaller-scale
retail space and destination at Clay Alley in
conjunction with MTC grant funding being
used to create relevant development
standards.
2-3 Years Downtown
Concord
Planning Division,
Todos Santos
Business
Association,
Concord Chamber
of Commerce
Adopt
development
standards

Support
attraction of
interim uses

2.7.1. Establish façade improvement grant
or low interest loan program focused on
improvements to older retail centers and
storefronts on Monument Boulevard and
Clayton Road.

2-3 years
Monument
Boulevard,
Clayton
Road
Community
Development
Department,
Planning Division
Evaluate grant or
loan programs

2.7.2. Enhance maintenance of major
automobile gateways to Concord business
destinations, including ongoing
maintenance/beautification and
prioritization of planned capital
improvements.

Ongoing
Willow Pass
Road, City
Gateways
Community
Development
Department,
Planning Division,
Public Works
Department, Police
Department
Evaluate
necessary
maintenance at
city gateways

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City of Concord Economic Development Strategic Plan and Implementation Actions 42 Action Item Time Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

2.7.3. Explore creation of a new gateway
sign on Monument Boulevard, near the
entrance of the Iron Horse Trail, that is
consistent with other entryway signs.

Incorporate community feedback.
2-3 Years
Monument
Boulevard,
City
Gateways
Community
Development
Department, Public
Works Department
Evaluate
placement and
budget

2.7.4. Enhance code enforcement activity
and collaborate with property owners and
Caltrans or other jurisdictions, as
appropriate, to maintain cleanliness in the
gateway areas.

Ongoing
Willow Pass
Road, City
Gateways
Community
Development
Department,
Planning Division,
Public Works
Department, Code
Enforcement
Division
Evaluate code
enforcement
practices
Success Indicators for Goal 2
The following Success Indicators will be used to track progress toward the “Enhance Concord’s Business Environment” goal:
• Milestones achieved for completing the Naval Weapons Station Reuse Project, including related infrastructure.
• Enactment of regulatory adjustments at properties zoned for office use, retail, and light
industrial use.
• Completed development activity at existing shopping centers/districts, office buildings/districts, and industrial buildings/districts. • Reduction of storefront vacancies in shopping centers/districts, either through re-tenanting or strategic “pruning” of space through redevelopment.

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City of Concord Economic Development Strategic Plan and Implementation Actions 43 Goal 3: Establish a Brand Identity for Concord
The Goal 3 strategies highlight a new approach for Concord to undertake new, robust marketing and event programming efforts to better attract businesses, customers, and overnight visitors. . A brand is a statement about what makes Concord different from all other places, and like any vision statement it should be forward -looking and aspirational. The brand should not be confused with reasons to believe in the brand. These efforts will develop a clear regional brand for each of these constituencies that highlights Concord’s advantages and assets. Concerted and ongoing marketing efforts built on raising awareness of a community’s advantages for specific industry sectors or customers can build a reputation over time and attract expanded business interest —such as the City of Fremont’s focused long-term efforts to publicize the community’s strengths as an advanced manufacturing destination.

Marketing strategies contained within Goal 3 must be enacted in conjunction with the prior strategies in Goal 1 and Goal 2 to ensure that they positively impact Concord’s overall business environment and capacity.

The inclusion of marketing and programming strategies responds to several challenges identified
through the EDSP analysis and stakeholder engagement process, while also building on assets and advantages determined through those efforts:
• Stakeholders cited a lack of a known identity, brand, or name recognition for Concord as a business destination.

• Concord provides relatively affordable commercial and industrial space, access to a diverse workforce, relatively affordable housing (compared to the region overall), BART and freeway access, aviation-related opportunities at Buchanan Field , diverse retail destinations, and a walkable downtown.

• As noted previously, Concord’s industry sector opportunities or job concentrations include health care, c onstruction, finance and insurance , and i nnovation-oriented sectors including robotics and autonomous technologies, clean energy, and other advanced manufacturing.

• Concord hotels benefit from the ability of guests to access events and businesses throughout the Bay Area via freeway and BART connections.

• There are multiple regional event and meeting spaces located in Concord, like the Toyota Pavilion and Hilton Hotel.

• Concord includes a diverse inventory of hotels representing different levels of affordability.

• Monument Boulevard is a unique asset due to its large concentration of Latino -oriented businesses.

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City of Concord Economic Development Strategic Plan and Implementation Actions 44 Strategy 3.1 Develop and implement a brand and marketing strategy focused on attracting businesses in targeted industry sectors based on Concord’s competitive assets.

Action 3.1.1 Develop and implement a
brand and then a marketing strategy
focused on business attraction and brand identity that is targeted to key industry sectors and focuses on key assets of the City determined through the EDSP development process.

Identify high priority communication and engagement methods, including media outlets/formats, industry conference
attendance, and direct business outreach.

Action 3.1.2 Conduct regular trainings with all City staff to coordinate all external messaging regarding Concord’s strength,
opportunities, and resources.

Strategy 3.2 Develop and implement a brand and marketing strategy focused on the City’s unique shopping and dining districts and assets.

Action 3.2.1 Establish a brand and then a marketing strategy to promote Concord’s diversity of restaurants and dining destinations. Due to Concord’s demographic and business diversity, the
marketing strategy may rotate over time to spotlight specific offerings or districts of the city.

Action 3.2.2 Collaborate with Visit Concord to establish clear marketing strategies that promote Concord as a regional destination.

Strategy 3.3 Grow event programming that expands awareness of Concord and attracts customers, visitors, and overnight stays at area hotels and downtown Concord.

Action 3.3.1 Provide logistical and potential financial assistance for sustaining and growing events programming in Downtown
Concord, such as the Music and Market events at Todos Santos Plaza. Initiatives or events to pursue include pop up
programming, public art, and façade improvement grants.

Action 3.3.2 Engage with business owners in downtown Concord to ensure positive impacts from event programming for the area’s existing permanent businesses. Evaluate the impact of event
programming on businesses and make changes as needed.

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City of Concord Economic Development Strategic Plan and Implementation Actions 45 Action 3.3.3 Explore and implement opportunities to increase use of event spaces such Toyota Pavilion, Hurricane Harbor, City facilities and parks, hotel meeting spaces , and future venues at the redeveloped former Naval Weapons Station.

FIGURE 16: GOAL 3 – ESTABLISH A BRAND IMPLEMENTATION MATRIX Action Item Time
Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

3.1.1. Develop and implement a brand and
then a marketing strategy focused on
business attraction and brand identity that
is targeted to key industry sectors and
focuses on key assets of the City
determined through the EDSP
development process.
1-
2 Years Citywide
City Manager’s
Office, Community
Development
Department
Complete
business
marketing strategy
development

Implement
marketing strategy

3.1.2. Conduct regular trainings with all
City staff to coordinate all external
messaging regarding Concord’s strength,
opportunities, and resources.

Ongoing Citywide
City Manager’s
Office, Community
Development
Department,
Planning Division,
Housing and
Community
Services Division
Conduct trainings

3.2.1. Establish a brand and then a
marketing strategy to promote Concord’s
diversity of restaurants and dining
destinations.
1-2 Years
Citywide,
Monument
Boulevard,
Downtown
Concord
City Manager’s
Office, Community
Development
Department,
Todos Santos
Business
Association, Visit
Concord, Concord
Chamber of
Commerce, Todos
Santos Business
Association
Complete retail /
dining / restaurant
marketing strategy
development

Implement
marketing strategy

3.2.2. Collaborate with Visit Concord to
establish clear marketing strategies that
promote Concord as a regional destination.
1-2 Years Citywide Visit Concord,
hotel owners
Complete visitor
attraction
marketing strategy
development

Implement
marketing strategy

3.3.1. Provide logistical and potential
financial assistance for sustaining and
growing events programming in Downtown
Concord, such as the Music and Market
events at Todos Santos Plaza. Initiatives or
events to pursue include pop up
programming, public art, and façade
improvement grants.

Ongoing Downtown
Concord
Todos Santos
Business
Association
Determine and
implement means
of City support for
events

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City of Concord Economic Development Strategic Plan and Implementation Actions 46 Action Item Time
Frame Subarea
Supporting
Organization /
Department
Tasks for
Implementation

3.3.2. Engage with business owners in
downtown Concord to ensure positive
impacts from event programming for the
area’s existing permanent businesses.

Evaluate the impact of event programming
on businesses and make changes as
needed.

Ongoing Downtown
Concord
Todos Santos
Business
Association
Create method for
evaluating impact
of events on
businesses

3.3.3. Explore and implement opportunities
to increase use of event spaces. 2-3 Years Citywide
Recreation
Services, CSU
East Bay, hotel
owners, Visit
Concord,
Chamber of
Commerce, Live
Nation, Hurricane
Harbor
Conduct outreach
to venue
operators and
organizations

Prioritize and
implement
activities to attract
events

Success Indicators for Goal 3
The following Success Indicators will be used to track progress toward the “Establish a Brand Identity for Concord” goal:
• Number of messaging and marketing training sessions conducted with City staff. • Implementation of
marketing strategy highlighting Concord’s shopping and dining assets. • Implementation of marketing strategy focused on business attraction to Concord. • Number of inquiries attributed to specific marketing and promotion efforts. • Number of major events or event attendees.
• Hotel occupancy growth relative to the region overall.

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City of Concord Economic Development Strategic Plan and Implementation Actions 47

APPENDICES
Appendix A. Existing Conditions and SWOT Analysis
Appendix B. Retail Memo

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Existing Conditions Summary and
SWOT Analysis

CITY OF CONCORD ECONOMIC DEVELOPMENT STRATEGIC
PLAN
Final Report

Prepared for:

City of Concord
September 22, 2025

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2 Table of Contents
TABLE OF CONTENTS ............................................................................................................................ 2 TABLE OF FIGURES ............................................................................................................................... 3 ACKNOWLEDGEMENTS ......................................................................................................................... 5 INTRODUCTION .............................................................................................................................. 6 Approach and Contents ....................................................................................................................... 6 SWOT ANALYSIS CONCLUSIONS ................................................................................................... 8 EXISTING CONDITIONS SUMMARY .............................................................................................16 Demographic Trends ......................................................................................................................... 16 Key Findings .............................................................................................................................. 16 Workforce .......................................................................................................................................... 20 Job Access and Commute Patterns .......................................................................................... 20 Job Quality and Job-Skill Match ................................................................................................ 24 Businesses and Jobs ........................................................................................................................ 26 Economic Overview ................................................................................................................... 27 Key Industry Sectors ................................................................................................................. 32 Small and Home-Based Business ............................................................................................ 36 Venture Capital Investment ...................................................................................................... 37 Commercial and Industrial Real Estate Market Conditions ........................................................... 39 Office .......................................................................................................................................... 39 Industrial .................................................................................................................................... 42 Hospitality .................................................................................................................................. 45 RETAIL ANALYSIS .........................................................................................................................48

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3 Table of Figures
Figure 1: Reference Map of Communities Noted in Report Analyses ...................................................... 7 Figure 2: Total Population, 2010 to 2023 .............................................................................................. 16 Figure 3: Total Households, 2010 to 2023 ............................................................................................. 17 Figure 4: Median Household Income, 2010 to 2023 ............................................................................. 17 Figure 5: Population by Race or Ethnicity, 2023 .................................................................................... 18 Figure 6: Population Growth Rate by Race or Ethnicity, 2010 to 2023 ................................................ 18 Figure 7: Share of Population Language Spoken at Home, 2023 ......................................................... 19 Figure 8: Share of Population by Nativity, 2023 ..................................................................................... 19 Figure 9: Housing Cost Burden, 2023 ..................................................................................................... 20 Figure 10: Concord Worker and Resident Inflow/Outflow Commutes, 2022 ....................................... 21 Figure 11: Job Share by City Residents, 2022 ........................................................................................ 21 Figure 12: Where Workers at Jobs in Concord Commute From, 2022 ................................................. 22 Figure 13: Where Concord Residents Commute To for Work, 2022 ..................................................... 23 Figure 14: BART Average Weekday Alightings Change (%) from 2010 Baseline .................................. 24 Figure 15: Population Distribution by Educational Attainment, 2023 .................................................. 25 Figure 16: Share of Concord's Workers at Jobs in the City Versus Working Residents, by Industry Sector, 2022 ............................................................................................................................................. 26 Figure 17: Concord Total Jobs, 2015 to 2025 ........................................................................................ 27 Figure 18: Total Job Growth from 2015 Baseline ................................................................................... 28 Figure 19: Concord Jobs by Industry Sector, 2015 to 2025 .................................................................. 29 Figure 20: Change in Total Jobs by Industry Sector, 2015 to 2025 ...................................................... 30 Figure 21: Employment Summary by Major Industry Groups, 2015 to 2025 ...................................... 31 Figure 22: Relative Concentration of Industry Sectors for Concord versus Contra Costa County, 2025 (Expressed as Location Quotient) ............................................................................................................ 32 Figure 23: Projected Employment Growth By Industry, 2025-2035 ..................................................... 33 Figure 24: Concord Industry Summary by Location Quotient and Growth Rate, 2015 to 2025 ......... 34 Figure 25: Concord Industry Summary by Location Quotient and Growth Rate (Tabular), 2015 to 2025 .......................................................................................................................................................... 35 Figure 26: Concord Active Business Licenses by Work Location, 2025 ............................................... 36

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4 Figure 27: Concord Home-Based Businesses By Industry Sector, as a Share of Total Businesses in the Sector, 2025 ....................................................................................................................................... 37 Figure 28: Locations and Counts of Businesses That Received Venture Capital Funding, 2023 to 2025 .......................................................................................................................................................... 38 Figure 29: Concord-Based Businesses That Received Venture Capital Funding in the Last Two Years, 2023-2025 ................................................................................................................................................ 38 Figure 30: Office Inventory (Sq. Ft.), 2015 to 2025 ............................................................................... 39 Figure 31: Concord Average Office Monthly Rent (Per Sq. Ft.), 2015 to 2025 .................................... 40 Figure 32: Concord Office Vacancy Rate (%), 2015 to 2025 ................................................................. 40 Figure 33: Concord Office Net Absorption (Sq. Ft.), 2015 to 2025 ....................................................... 41 Figure 34: Concord Office Performance Summary by Class, First Quarter of 2025............................. 41 Figure 35: Concord Industrial Inventory By Secondary Type (Rentable Building Area), 2025 ............. 43 Figure 36: Concord Industrial Average Monthly Rent (Per Sq. Ft.), 2015 to 2025 .............................. 43 Figure 37: Concord Industrial Vacancy Rate (%), 2015 to 2025 ........................................................... 44 Figure 38: Market Area Hotel Inventory, 2014 to 2025 YTD ................................................................. 45 Figure 39: Market Area Average Revenue Per Hotel Room (RevPAR), 2014 to 2025 Year to Date ... 45 Figure 40: Market Area Average Hotel Occupancy (%), 2014 to 2025 Year to Date ........................... 46 Figure 41: Concord Transient Occupancy Tax Revenue, 2018 to 2024 ............................................... 46 Figure 42: Market Area Hotel Room Distribution by Class, 2025 Year to Date .................................... 47

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5 Acknowledgements
Stakeholder Focus Group and Interview Participants
Beth Arman, Diablo Valley College
Greg Baer, Buchanan Field Airport
Stephen Baiter, East Bay Economic
Development Alliance
Alondra Barajas, Los Rancheros Supermarket
Sylvia Barajas, Los Rancheros Supermarket
Hector Barragan, Los Rancheros Supermarket
Ed Del Beccaro, TRI Commercial
David Bruzzone, Newmark Group
Rick Bruzzone, Durgin Otterson Bruzzone LLP
Kevin Cabral, Greater Concord Chamber of
Commerce
Raj Chabra, Property Owner
Justin Crossley, The Hop Grenade
Luther Daniel, Sunvalley Shopping Center
Walter Echinger, Brenden Movie Theatre and
Todos Santos Business Association
Scott Ellis, Colliers International Group
Tyler Epting, Cushman & Wakefield
Eric Erickson, Colliers International Group
Solomon Ets-Hokin,
Ets-Hokin Commercial Real Estate
Scott Fleming, Hilton Concord
Heather Fontanilla, Mt. Diablo Unified School
District
Steve Gonsalves, The Conco Companies
Alyson Greenlee, Contra Costa County
Alex Grell, Newmark Group
Kris Hagar, Cushman & Wakefield
Matt Hatfield, TRI Commercial
Brian Herbst, Bruzzone Properties
Jenny Hess, Regency Centers
Tom Hogan, Ashby Lumber
Ricky Huerta, 1920 Barbershop
Matt Hurd, Colliers International Group
Kurt Hysen, Sierra Pacific Properties
Michele Iseri, The Kreamery Shopp
Boris Itin, Urban Air Adventure Park
Habib Jacifi, Luna/Fiore Restaurants
Beth Javens, Visit Concord
Sharon Jenkins, John Muir Health
Kevin Kenny, CSU East Bay and Concord
Center
Greg Kinney, Concord Mazda
Joe Kuvetakis, John Cumbelich & Associates
Chi Lee, Concord Honda
Mike Lopretta, Future Automotive Group
Breck Lutz, Newmark Group
Chuck Martinez, CenterCal Properties
Eddi Martz, Audi Concord
Vivan McDiarmid, Jamestown
Doug Messner, Sierra Pacific Properties
Keith Miao, Birdstop
Juan Munoz, Concord Life Science Center
Josh Nelson, CBRE
John Nguyen, Akesis and Fiacre
Jennifer Nielsen, Colliers International Group
Mark Orcutt, East Bay Leadership Council
Arsinoe Orihuela, Monument Impact
Kish Rajan, Mount Diablo Resource Recovery
Kerry Roach,
California Capital & Investment Group
John Sechser, TRI Commercial
Tim Seilier, John Cumbelich & Associates
Fatima Shahid, Roof & Realm
Mike Shekoyan, TRC Companies
Dhara Taheripour, Caltiho
Angela Vallin, 12KST
Jeff Weil, Colliers International Group
Alexis Williams, Newmark Group
Ron Willet, TRI Commercial
Maria Yordanova, TWRAPS
Mark Zimmerman, KZ Companies
Pete Zipkin, Contra Costa Properties

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6 Introduction
The City of Concord is preparing a n Economic Development Strategic Plan (EDSP) that will guide the City’s efforts over the next five to ten years to grow the local economy and promote business attraction and retention, quality of life, and economic vibrancy. Concord last approved an update to its current Economic Vitality Strategy in 2020. Since this time, the COVID-19 pandemic has changed commercial activity, workforce dynamics, and industry sector trends across the region. Therefore, Concord initiated a new strategic plan to guide the city and provide implementable actions to support the City’s economic development efforts.

This report summarizes the existing conditions and dynamics of Concord’s local economy to identify
the city’s strengths, weaknesses, opportunities, and threats (SWOT) for future growth. The conclusions from this report will ultimately guide the strategies and implementation actions in the Economic Development Strategic Plan.

APPROACH AND CONTENTS
Strategic Economics completed technical analysis and community outreach to develop this report ’s findings and conclusions . Stakeholder engagement included convenings of six topic -specific focus group meetings and interviews with additional local property and business owners or representatives.

As described in this report, the technical analyses assessed conditions and trends for demographics, businesses and employment by industry sector, business size, and real estate conditions. A separate analysis and memo completed by Greensfelder Real Estate Strategy focused on retail conditions.

The analyses within this report often compare Concord with surrounding cities in eastern Contra Costa County to evaluate demographic trends (Walnut Creek, Pleasant Hill, and Martinez), major employment or residential destinations in the “market area” that compete with Concord for market demand and business attraction (Walnut Creek, Pleasant Hill, Martinez, San Ramon, Antioch, Pittsburg), Contra Costa County as a whole, and the Bay Area metropolitan area for employment and industry sector trends. Regional co mparisons provide context for understanding Concord ’s positioning for business and workforce attraction and identify broader regional trends that impact opportunities to attract different types of businesses or jobs. Figure 1 shows the location of communities referenced in this report.

This report is organized into the following sections:

1. SWOT Analysis Conclusions (Page 8)
The SWOT analysis summarizes the primary conclusions of the technical analyses and stakeholder engagement.

2. Existing Conditions Summary (Page 16)
• Demographic Trends (Page 16)
• Workforce (Page 20)
• Businesses and Jobs (Page 26)
• Commercial and Industrial Real Estate Market Conditions (Page 39) • Retail Analysis (provided as attached memo) (Page 48)

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7 FIGURE 1: REFERENCE MAP OF COMMUNITIES NOTED IN REPORT ANALYSES

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8 SWOT Analysis Conclusions
The analysis and community engagement efforts completed for the Concord Economic Development Strategic Plan (EDSP) identified several strengths, weaknesses, opportunities, and threats (SWOT) relevant to the City’s economic development efforts. The EDSP’s strategies and implementation actions will respond to the SWOT conclusions , but the SWOT itself does not represent strategy recommendations.

These SWOT categories are defined as follows:
• Strengths: Local advantages for economic growth, business attraction, and business retention, based on existing conditions.

• Weaknesses: Local disadvantages that constrain Concord’s ability to grow jobs and attract and retain businesses.

• Opportunities: Broader trends and factors that could positively impact Concord’s ability to capture future economic growth.

• Threats: Broader trends and factors that may constrain Concord’s ability to compete for jobs and businesses.

The conclusions of the SWOT analysis are organized into five broad categories, as described below:
• Business Attraction, Retention, and Growth : Key industry sectors , assets, and workforce conditions drive the Concord economy and represent future opportunities for business growth and clustering.

• Built Environment and Real Estate : Public infrastructure, facilities, building and land supply, and the public realm influence economic growth through alignment or misalignment with business needs and preferences.

• Retail and Hospitality: Retail and hotel conditions influence Concord’s ability to serve residents, attract shoppers and visitors, and generate related tax revenues that fund City services.

• Small Business es and Entrepreneurship : These factors influence the ability of new and innovative businesses to start and grow in Concord.

Additional retail analysis conclusions a re described in a separate attached memo authored by Greensfelder Real Estate Strategy.

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Concord City CouncilDecember 2, 2025

Concord City Council
December 2, 2025