Agenda packet — Hollister City Council, August 1, 2022 (part 1 of 6)

MAYOR
Ignacio Velazquez

COUNCIL MEMBERS
Rick Perez, District 1
Rolan Resendiz, District 2
Dolores Morales, District 3
Tim Burns, District 4

CITY MANAGER
Brett Miller

CITY ATTORNEY
Mary F. Lerner

CITY CLERK
Christine Black

POLICE CHIEF
Carlos Reynoso

CITY TREASURER
Anietra Gomez

CITY COUNCIL AGENDA
Regular Meeting
August 1, 2022
6:30 PM

CITY OF HOLLISTER

CITY COUNCIL CHAMBERS, CITY HALL
375 FIFTH STREET
HOLLISTER, CA 95023
(831) 636-4300
http://hollister.ca.gov/

NOTICE TO PUBLIC

Persons who wish to address the City Council are asked to complete a Speaker’s Card and give it to the City Clerk before addressing the City Council. Those who wish to address the City Council on an Agenda item will be heard when the presiding officer calls for comments from the audience. City related items not on the Agenda will be heard under the Public Input Section of the agenda. Following recognition persons desiring to speak are requested to advance to the podium and sta te their name and address. If you are joining us by Zoom, please click on the bottom of your screen to raise your hand. If you are joining us by Zoom using a cell phone, please press *9.

After hearing audience comments, the public portion of the meeting will be closed, and the matter brought to the City Council for discussion.

Requests to make presentations to the City Council should be submitted to the City Clerk’s Office at least ten days before the City Council meeting. It is customary for City staff members to review such matters before the formal presentation so that the City Council may have the benefit of all available data. PowerPoint presentations must be presented to the City Clerk by Noon on the day of the City Council meeting.

PUBLIC PARTICIPATION NOTICE
The public may watch the meeting via live stream at:

City of Hollister Website
http://hollisterca.iqm2.com/Citizens/Default.aspx

City Council Monday, August 1, 2022 Page 2 of 9

Community Media Access Partnership (CMAP):
http://cmaptv.com/watch/

City of Hollister YouTube Channel:
https://www.youtube.com/channel/UCu_SKHetqbOiiz5mH6XgpYw/featured

City of Hollister Facebook Live at:
https://www.facebook.com/cityofhollister

Public Participation:

The public may attend meetings.

NOTICE: The City Council will hold its public meetings in person, with a virtual option for public participation based on availability. The City of Hollister utilizes Zoom teleconferencing technology for virtual public participation; however, we make no representation or warranty of any kind, regarding the adequacy, reliability, or availability of the use of this platform in this manner. Participation by members of the public through this means is at their own risk. (Zoom teleconferencing may not be available at all meetings.)

If you wish to make a public comment remotely during the meeting, please use the zoom registration link below:

https://us02web.zoom.us/webinar/register/WN_8gm97lk_S12MH-gsHEVQtw

CALL TO ORDER
CLOSED SESSION - 5:30 P.M.

Public Comment (limited to any item listed on the Closed Session agenda) Closed Session will be held by the City Council of the City of Hollister to discuss the following matters:

1. Conference with Legal Counsel pursuant to Government Code Section 54956.9(a) – Existing Litigation, One (1) Case:

1. Hernandez v. Tong/Torres, et al. Northern District of California Court Case No. 3:21-cv-03561LB

2. Conference with Legal Council Anticipated Litigation Signficant Exposure to ligitation pursuant to paragraph (2) or (3) of subdivsion (d) of Section 54956.9

(1 potential case)

3. Government Code section 54957 Public Employee Appointment/Employment

Title: Assistant City Manager, Director of Admin istrative Services, and Director of Development Services

PLEDGE OF ALLEGIANCE

ROLL CALL

City Council Monday, August 1, 2022 Page 3 of 9

VERIFICATION OF AGENDA POSTING

CLOSED SESSION - REPORT OUT

PROCLAMATIONS/RECOGNITIONS

1. Hollister Downtown Association Presentation (City Manager)

BRIEF DESCRIPTION: The Hollister Downtown Association would like to provide a presentation regarding all of the community impact programs and the collaboration they have with other non-profit organization in accordance to our current MOU with the City of Hollister.

RECOMMENDATION: City Council receive the presentation and hold discussion.

2. Economic Development Corporation of San Benito County (EDC) Presentation (City Manager)

BRIEF DESCRIPTION: The Economic Development Corporation of San Benito County (EDC) has requested that City Council renew support for economic development. EDC will provide City Council a presentation on their accomplishments and the collaboration they have with other non-profit organizations.

RECOMMENDATION: City Council receive the presentation and hold discussion.

3. San Benito County Chamber of Commerce & Foundation 2022 Update (City Manager)

BRIEF DESCRIPTION: The San Benito County Chamber of Commerce & Foundation would like to provide a presentation regarding all of the community impact programs, initiatives and events in progress and planned for calendar year 2022 and in accordance to our current MOU with the City of Hollister.

RECOMMENDATION: City Council receive the presentation and hold discussion.

A. CONSENT ITEMS
All items listed under consent Resolution will be enacted by one motion authorizing actions indicated for those items so designated. There will be no separate discussion of these items unless requested by a member of the City Council, a Staff member, or a Citizen.

Consent items are numbers: A1, A2, A3, A4, A5, A6.

1. The minutes of the Regular Meeting of City Council June 21, 2022

2. The minutes of the Special Meeting of City Council June 27, 2022

3. Claim Against the City - Filed by Orestes Montero (City Clerk)

City Council Monday, August 1, 2022 Page 4 of 9

BRIEF DESCRIPTION: Orestes Montero filed a claim against the City on June 10, 2022.

RECOMMENDATION: Staff recommends denial of this claim and seeks authorization to send the notice of rejection to the claimant.

4. Resolution No. 2022-133 a Resolution of the City Council of the City of Hollister Approving An Agreement for Interim City Clerk Services For The City of Hollister (City Manager)

BRIEF DESCRIPTION: This Resolution will approve and authorize the execution of an employment agreement between t he City of Hollister and Bonnie Gawf for Interim City Clerk Services.

RECOMMENDATION: Adopt a Resolution of the City Council of the City of Hollister approving and authorizing the execution of an employment agreement between the City of Hollister and Bonnie Gawf for Interim City Clerk Services.

5. WARRANT REGISTER - AUGUST 1, 2022 AP (Finance)

BRIEF DESCRIPTION: Audit attached warrant register(s)

RECOMMENDATION: The City Council will ratify and approve the following Warrant Registers for the General-Special-Enterprise-Assessments funds dated:

 2022-06-08, in the amount of $ 637,424.42
 2022-06-08, in the amount of $ 226,502.54
 2022-06-14, in the amount of $ 570,564.39
 2022-06-16, in the amount of $ 63,870.30
 2022-06-21, in the amount of $ 21,143.00
 2022-06-23, in the amount of $ 562,102.46
 2022-06-23, in the amount of $ 206,095.92
 2022-06-29, in the amount of $ 2,402,299.70
 2022-07-01, in the amount of $ 166,776.35
 2022-07-07, in the amount of $ 615,464.84
 2022-07-07, in the amount of $ 387,145.01
 2022-07-12, in the amount of $ 669,966.55
 2022-07-12, in the amount of $ 179,302.45

6. Resolution No. 2022-134 a Resolution of the City Council of the City of Hollister Approving a Side-Letter Agreement Amending the Memorandum of Understanding Between the City of Hollister and The Hollister Mid-Management Association (Human Resources)

BRIEF DESCRIPTION: A Resolution of the City Council of the City of Hollister approving a side-letter agreement amending the Memorandum of Understanding between the City of Hollister and the Hollister Mid- Management Association. The amendment will approve an annual incentive pay of 5% for a maximum of two (2) Unit Members of the Hollister Mid-

City Council Monday, August 1, 2022 Page 5 of 9

Management Association.

RECOMMENDATION: Staff recommends that the City Council ADOPT a Resolution approving a side-letter agreement amending the Memorandum of Understanding between the City of Hollister and the Hollister Mid- Management Association.

B. CITY OF HOLLISTER AS THE SUCCESSOR AGENCY OF THE

REDEVELOPMENT AGENCY
None.

C. PUBLIC INPUT
This is the time for anyone in the audience to speak on any item not on the agenda and within the subject matter jurisdiction of the council. Speaker cards are available in the lobby, and are to be completed and given to the City Clerk before speaking. Wh en the City Clerk calls your name, please come to the podium, state your name and city for the record, and speak to the City Council. If you are joining us by Zoom, please click on the bottom of your screen to raise your hand. If you are joining us by Zo om using a cell phone, please press *9. Each speaker will be limited to three (3) minutes with a maximum of 30 minutes per subject. Please note that state law prohibits the City Council from discussing or taking action on any item not on the agenda.

D. PETITIONS, REMONSTRANCES AND COMMUNICATIONS

1. City Manager Report

Receive report from City Manager.

2. Trainings and Conferences

Receive reports from staff on Training and Conferences.

E. PUBLIC HEARINGS
F. INTRODUCTION AND ADOPTION OF RESOLUTIONS AND ORDINANCES

1. Resolution No. 2022-135 a Resolution of the City Council of the City of Hollister authorizing the calling of an RFQ for Project Manager services to assist staff with the two Prop 68 grants awarded to the City of Hollister by the California Department of Parks and Recreation (Recreation)

BRIEF DESCRIPTION: This item would authorize staff to call for sealed bids for an RFQ for park development Project Manager Services for the two Prop 68 grants awarded to the City of Hollister by the California Department of Parks and Recreation.

RECOMMENDATION: Staff recommends the City Council of the City of Hollister ADOPT a Resolution authorizing staff to call for sealed bids for an RFQ for park development Project Manager Services for the two Prop 68 grants awarded to the City of Hollister by the California Department of Parks and Recreation.

City Council Monday, August 1, 2022 Page 6 of 9

2. Resolution No. 2022-136 a Resolution of the City Council of the City of Hollister appropriating $336,000 from Fund 620 for Well 4 and 5 upgrades including Tier 4 generator (Community Services)

BRIEF DESCRIPTION: This Resolution will appropriate $336,000 from Fund Balance 620-300101 to account 620-5035-75050 for Wells 4 and 5 upgrade improvements including a Tier 4 generator.

RECOMMENDATION: Staff recommends the City Council ADOPT the Resolution appropriating the $336,000 and approving Well 4 and 5 upgrade improvements including Tier 4 generator.

3. Resolution No. 2022-137 a Resolution of the City Council of the City of Hollister Establishing a Policy to over hire in the Fire Department with limitations (Fire)

BRIEF DESCRIPTION: The Hollister Fire Department often has Firefighter vacancies in the Department due to various factors. To replace or fill those vacancies can often take several months or up to a year depe nding on the level of candidate selected. Staff is requesting that the Fire Chief is hereby authorized to “over hire” in certain situations.

RECOMMENDATION: That the City Council ADOPT a Resolution authorizing the Fire Chief to “over hire” in certain situations.

4. Resolution No. 2022-138 a Resolution of the City Council of the City of Hollister Approving the Itemized Report of the Costs of Abatement of Weeds and Debris on Designated Properties in the City of Hollister and Approval to File Report with the Office of the County Auditor, County of San Benito (Fire)

BRIEF DESCRIPTION: This item is to submit the itemized report of the cost of abatement of weeds and debris in front of or on each separated parcel of land where work was completed in the City of Hollister and requests approval to submit liens and reports to the Office of the County Auditor, County of San Benito for collection.

RECOMMENDATION: Staff recommends that the City Council ADOPT a Resolution approving the itemized report of costs of abatement of weeds and debris on designated properties in the City of Hollister and approval to file report with the Office of the County Auditor, County of San Benito.

5. Resolution No. 2022-139 a Resolution of the City Council of the City of Hollister authorizing the street name change for a segment of Union Road to Cesar Chavez Way (Engineering)

BRIEF DESCRIPTION: This item will approve the street name change for the segment of Union Road between Airline Highway/Highway 25 to Fairview Road. For said segment of Union Road the street name will be changed to “Cesar Chavez Way”.

RECOMMENDATION: City Council adopt Resolution authorizing the

City Council Monday, August 1, 2022 Page 7 of 9

referenced portion of Union Road to Cesar Chavez Way.

6. Resolution No. 2022-140 a Resolution of the City Council of the City of Hollister approving the summary vacation of a public service easement within the portion of former McCray Street that was abandoned by the City south of E. Park Street (Engineering)

BRIEF DESCRIPTION: Pursuant to California Streets and Highway Code for summary vacation of a public service easement, this item will adopt a Resolution approving the abandonment of the public service easement within the portion of former McCray Street that was abandoned by the City south of E. Park Street.

RECOMMENDATION: Adopt Resolution of the City Council of the City of Hollister approving the summary vacation of public service easement within the portion of former McCray Street that was abandoned by the City of Hollister south of E. Park Street.

7. Resolution No. 2022-141 a Resolution of the City Council of the City of Hollister authorizing staff to call for sealed bids for the Hillcrest Road Storm and Sewer Improvements Project, CIP C2202 (Administrative Services)

BRIEF DESCRIPTION: This item would authorize staff to call for sealed bids for the Hillcrest Road Storm and Sewer Improvements Project, CIP C2202.

RECOMMENDATION: Adopt the Resolution authorizing the calling for sealed bids for the Hillcrest Road Storm and Sewer Improvements Project, CIP C2202.

8. Resolution No. 2022-142 a Resolution of the City Council of the City of Hollister rejecting the bid from Power Design Electric as non- responsive, award a contract to the lowest responsive bidder, St.

Francis Electric, LLC in the amount of $176,000, approve a supplemental appropriation and authorize the execution of a contract and change orders for the 6th Street Lighting Improvement Project, CIP C2203. (Administrative Services)

BRIEF DESCRIPTION: This resolution will approve a contract for the lowest responsive bid, approve a supplemental appropriation and authorize the execution of a contract and change orders for the 6th Street Lighting Improvement Project, CIP C2203.

RECOMMENDATION: Staff recommends that the City Council adopt the resolution approving a supplemental appropriation, and awarding the contract to St. Francis Electric, LLC as the lowest responsive bidder for the 6th street lighting improvement project, CIP C2203.

City Council Monday, August 1, 2022 Page 8 of 9

9. Resolution No. 2022-143 a Resolution of the City Council of the City of Hollister rejecting the bid from Doolittle Construction, LLC as non- responsive, award a contract to the lowest responsive bidder, American Asphalt Repair & Resurfacing Co., Inc. in the amount of $1,011,224.50, approve a supplemental appropriation and authorize the execution of a contract and change orders for the 2022 Citywide Slurry Seal Project, CIP C2204 (Administrative Services)

RECOMMENDATION: Staff recommends that the City Council adopt the resolution approving a supplemental appropriation, and awarding the contract to American Asphalt Repair & Resurfacing Co., Inc. as the lowest responsive bidder for the 2022 Citywide Slurry Seal Project, CIP C 2204.

G. REPORTS OF CITY COUNCIL, OFFICERS, BOARDS AND COMMITTEES

1. Reports from City Council Members regarding Committees on which they serve

Receive oral reports from members regarding the activities of various Ad Hoc and Standing City Council Committees.

2. Informational Reports from City Council, City Manager, City Attorney, City Clerk and Staff

Receive informational reports from the City Council, City Manager, City Attorney, Chief of Police, City Clerk, and other Staff as applicable.

3. Designation of Voting Delegate for the League of California Cities (City Manager)

BRIEF DESCRIPTION: The League of California Cities 2022 Annual Conference & Expo is scheduled for September 7-9, 2022, in Long Beach, California. The City Council should designate a voting delegate and up to two (2) alternates depending on which Council Members are planning on attending the conference this year.

RECOMMENDATION: By CONSENSUS, the City Council should
designate a voting delegate and up to two (2) voting alternates for the League of California Cities Annual Conference to be held September 7 -9, 2022, in Long Beach, California.

4. Youth Recovery Connections Presentation (City Manager)

BRIEF DESCRIPTION: City Council will receive a presentation from Youth Recovery Connections on current organization updates.

RECOMMENDATION: Receive the presentation from Youth Recovery Connections and hold discussion.

City Council Monday, August 1, 2022 Page 9 of 9

H. UNFINISHED BUSINESS

1. City Council Requests of City Staff (City Manager)

BRIEF DESCRIPTION: City Council has requested a list of requested Agenda items, work items, and updates from City Council to staff to be created and placed on each agenda under Unfinished Business.

RECOMMENDATION: Staff recommends that City Council receive the report and hold a discussion, if so desired.

I. NEW BUSINESS
None.

J. MISCELLANEOUS
None.

K. CITY OF HOLLISTER AS THE SUCCESSOR HOUSING AGENCY OF THE

REDEVELOPMENT AGENCY
None.

L. ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk’s Office at (831) 636 -4300.

Notification of 48 hours prior to the meeting will enable the City to attempt to make reasonable arrangements to ensure accessibility to this meeting [28 CFR 35.102 -35.104 ADA Title II].

Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office at City Hall, 375 Fifth Street, Hollister, Monday through Friday, 8:00 a.m. to noon, 1:00 p.m. to 5:00 p.m. (City Hall is closed between 12:00 and 1:00 p.m.)

Notice to anyone attending any public meeting: The meeting may be broadcast live on Cable Channel 17 and/or videotaped or photographed. Recent City Council meetings may also be viewed at www.CMAP.com and periodically on Cable Channel 17.

The next City Council Meetings are scheduled as follows:

Regular City Council Meeting --Monday, August 15, 2022, at 6:30 PM Regular City Council Meeting -- Tuesday**, September 6, 2022, at 6:30 PM (*Due to Labor Day Holiday, observed on Monday, September 5th) Regular City Council Meeting -- Monday, September 19, 2022, at 6:30 PM

STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: AUGUST 1, 2022
SUBMITTED: July 20, 2022 AGENDA ITEM: Proclamations/Recognitions DEPARTMENT:

DEPARTMENT HEAD:

City Manager
Brett Miller, City Manager
CONTACT: Daisy Caceres, Senior Support
Services Assistant
831-636-4300 x1010

TITLE OF ITEM: HOLLISTER DOWNTOWN ASSOCIATION PRESENTATION

RECOMMENDATION: City Council receive the presentation and hold discussion.

DEPARTMENT SUMMARY: The Hollister Downtown Association has requested that the City Council approve a five-year Memorandum of Understanding (MOU) for a total of $440,000 over the period of the MOU.

At the June 27th Special City Council Meeting, Council requested that the Hollister Downtown Association provide a presentation regarding their community impact programs and demonstrate their collaboration between other non-profit organizations that are also funded by the City.

ATTACHMENTS:

1. Hollister Downtown Association Presentation

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

1 Packet Pg. 10
I I

Revitalizing Historic Downtown to be the Hub of Social and Economic Activity in our Community
Fiscal Annual Report 2021

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A Main Street America Organization
Dollars Reinvested*:$5.76 billion
Buildings Rehabilitated:10,595
Net Gain in Jobs:30,402
Net Gain in Businesses:6,601
Reinvestment Ratio**:$19.34:1
Main Street America has been
helping revitalize older and
historic commercial districts for
40 years. Today it is a network
of more than 1,200
neighborhoods and
communities, rural and urban,
who share both a commitment to
place and to building stronger
communities through
preservation-based economic
development. Main Street
America is a program of the
2021 Reinvestment Statistics
The following estimates are based on statistics gathered from January 1, 2021, to December 31, 2021, for all designated Main Street communities nationwide. There were 1,198 programs included in this report.
*Total reinvestment in physical improvements from public & private sources **The Reinvestment Ratio measures the amount of new investment that occurs, on average, for every dollar a participating community spends to support the operation of its Main Street program, based on median annual program costs reported to the National Main Street Center by its coordinating programs. This number is not cumulative and represents investment and organization budgets from January 1, 2021, to December 31, 2021.

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Packet Pg. 12

The Hollister Downtown
Association serves over 130 local
businesses and the community

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Packet Pg. 13
., Bring the
community
together to build
comse-nsus,.
volunteer. invest.
panner. and add
re-s.ouroes, to the
revitalization ,efforts
• W::>:lrk with property
and bUSJ.MSS
owne-rs and 11>3nners
to entlance
downtown's
phys fcoJ appe.;uance
while preserving d1e
com_munity lhistortc
iden'lity and
dharo~
• Work w i th exi sting
and potenl!ral
busi nesses,
pr~rty ,owners~
,Dnd partners to
stDr-engthen and
grow the local
eoonormc ll>as,e
•Work with
ptvtners andl
commu nity ·to
positiom downtown1
as a1 oenteil!' of
community activity,
promote its positive
image, and mark·e.t
its uni·que asse1s

Downtown Hollister Events

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~ ~ ~
Saturday June 18, 2022
Downtown Hollister
Be part of the fun and excitement of the Saddle Horse Show Downtown Parade! This San Benito County tradition st arted in 1932 andisoneoftheoldesteventsinthecounty.TheDowntow n
Paradeisthekick-offtoaweekoffestivitiesleadinguptoTheSan Benito County Sacklle Horse Show and Rodeo started in 1929. The 3 day show ls t he last FULL weekend in June. VOLUNTEERS
NEEDED!
Brir,gyo qerour:luwnruwn.'nt.',Haj),:/,a.'-"''
8oySc01.1U,CubSc01.1ts,GlrlSc01.1ts,
4-HClubs,ChurchGroups,Servic e Clubs,
Studentsneedingservicehoursand
Community Minded Adults ~•e e~~~i~1,3!}½ri~:1,~ce~p!
8°31r~i6316~egs4co6

By The Numbers
´Youth Expo-600 attendees (over 50 organizations participated ´Spring Clean Up-100 volunteers
´Wine & Beer Stroll-625 attendees (21 Businesses participated) (Premium Event) ´Saddle Horse Show Parade-4500 estimated attendees
´Job Fair-75 attendees (24 employers)
´Street Festival-6500 estimated attendees
´Farmer’s Market-17,600 estimated attendees (22 weeks and 800 attendees per week)
´Lights On Celebration Parade-15,000 estimated attendees ´Total estimated attendees brought to the downtown area-45,000 ´HDA events have brought in over 4000 Community Volunteers Hours in 2021-2022 ´The HDA also participates in other community events such as Trick or Treat Street, National Night Out, YMCA’s Healthy Kids Day, and Christmas in the Park The Hollister Downtown Association has 31 weekly events per year. There is a weekly HDA event occurring 60% of the year

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Community Comments

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• Lights On Ce le b ration is at
H o llis t e r Ca lifo rnia Hi s t o r-i c
D owntown .

Nov 29, 2021 · Hollister, California· 0
Thank you to our 2019 Street Festival Winner of
Car Club with Most Participation for
representing at the Lights On Celebration!• ... ~_
Ce ntra l C o ast Mus cle C a r s a nd C l assi cs
• Follow
Nov 28, 2021 · 0
O u r clu b wants to thank the Lights On
Celebration i n Hollister for honori ng our
club! We also want to thank all of our club
members w h o showed up for this event !
Here are some pictures from this event.

Cent ral Ag Supply !
Central Ag Supply LLC • Follow
Nov 27, 202 1 0
I What 's REALLY Going On In
Hollister!
Miguel Ramirez· 13h · IEI
TJ's Tacos & Birria
13h ·0
uJ Like Cl Comment 8Send
This was an awesome event!! Thank you for
letting us be a part of it!!!!
https: / / ben itol ink.com/ho ll ister-hosts-fl rst
-youth -expo/
benitolink.com
Hollister hosts first Youth Expo I Benitolink
Ir m a's Fashions
Irma's Fas hi ons
May 7 at 7:55 PM ·0
Q.

HDA's Wine and Beer Stroll 2022 today was
Amazi ng !~ Everyone had such a good time.

Brooke from Guerra Cellers was our pourer and
if you haven't tasted their wine, you've gotta
try it .... it's outta this world "!' ~
#winestroll #shoplocal #cheers
#womensfashion #boutique
.. Mmm Churros LLC is at Holli st er
Farm ers' Market. • Follow
May 11 at 12'40 PM· Hollister, California· 0
It's Wednesday, it's spring, the sun is
shining ... that can only mean one thing!
@dwntwnhollister Farmers Market day! 1
Come see us and a ton of other amazing
food vendors and community groups at the
Downtown Ho ll ister Farmers Market!
Spa nning on 6th st between San Beni to and
East are some of the freshest fruit and
veggie vendors, amazingly delicious LOCAL
food vendors and some pretty awesome
community groups. You don't want to miss
it.

Happening every Wednesday until Sept 28
from3-7:30pm.

What's the first booth you'll stop at?
ta Ha'aHula TeReva is ':' attending
I~ 35th Street Fest ival & Car Show
with Jobe Salva dor and 13 others
at Holli ster Dow ntow n
Ass oci ation.

Yesterday at 7:28 PM · 0
Hot Hot Hot Street Festival and car show in
Hollister. It was our first public show for t he
community and we had a great time with
Ho'omana Hawaiian band and our newest
TROTM drumline made their debut too! We
hope you enjoyed our little tour of the
Polynesian Islands. Cheehuu' We especially
loved the end of the show as we ended with
"Hawaii Aloha" and so many stood with us 'I)
the cheers and huge smiles brought us so much
joy 1 It has been a long 3 years and we are ready
to shine! Thank you Downtown Ho llister
Association for letting us showcase ou r talents
and be a part of this event! See you next time!
#haahu l a_ terevaotemanu
#hollisterdowntownassociation #Hula
#Tahitian #discoversanbenito #supportlocal
~ H a'a Hula Te Reva is with l sai a
\~ Regala and 15 oth e r s at H o llister
D owntown Associa tio n .

Feb 27 at 7,57 AM Hollister, California• 0
Youth expo for Hollister downtown associat ion.

A very successful event! Thank you for having
us! We met so many new people and hope to
see you on Tues for our Open house, Blessing,
meet and greet, practice, kanikapila mini show
at ADC start ing 6pm! Come and check out our
classes! #haahula_terevaotemanu #hula
#tahitian #hollister #aloha

Economic Development Partnerships
´The Hollister Downtown Association collaborates with both the Economic Development Corporation and the San Benito County Chamber of Commerce in the following ways:
´Attend the monthly Economic Development Partnership meetings hosted by EDC in which they provide us updates on any grants or loans currently being offered to our local businesses.
´The HDA will refer any new leads for businesses that are looking to start or expand a business in San Benito County to the EDC/Chamber of Commerce
´The HDA will assist in promoting programs from both the EDC and the Chamber of Commerce that are designed to assist our business community
´These resources and information are passed along to our business members via our weekly eblasts or in person as our business clients visit our office

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Community Partners

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•
~:I
~I:

J1~ ~)fJ~ ~

SA N BE NITO PARKS FO UN OAT IOI
• * HOLLISTER
America*sJobCenter
of Californ i a s"
· SAN BENITO COUNlY
HISTORICAL ~OCIETY
-l . National Trust for f'-1 ~, Historic Preservation · ~ ~ Save rhe past. Enrich 1he fuwre .

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2020 IFin1anc:ial Summary
REVE NUES .. G AINS & OT H E R S UPPOft,T
Contr abut ,ens.,. gifts and gr.ants
Program Serv•ce Revenue
Other Income
Fundra ising
In-kind revenue
TOTAL

EXP E NSE S
salaries & re ated ,expenses
Direct Expenses
Non-personnel supporting expenses
1n -k1nd expenses
Other related expenses
TOTAL
C HANGE I N N . ASSE S
$
s
$
$
s
J.l.9,.950
23,.725

1.,1.51

59.,.117
11 .. 505
215,.448
94,.992
632025
79,.089
11,.505

1.2,.465
{45,628)
•unaudrt:ed i nane.al posit C11n ,. excepttr1g one-t1me contnbut i on/grant

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Packet Pg. 20
2021 f inanc i1al Summary
REVENUES, GAINS & OTHER <,IIPPORT
Contribution~, gifts, and grant5
Program Service Revenue
Other Income
Fundrais.ing
In-kind revenue
TOTAL
EXPEtJSES
~la(es & related expens5
Direct b:pense-s
Non-personnel supporting expenses.

In-kind expenses
Other related e penses
TOTAl

CHANGE IN NET ASSETS
$120,113.10
$11Sl06.S9
$4237 .50
$64JJ91 .S3
$850.00
$304,398 .82
$119,126. 71
$51 ,709.20
$92,034.15
$850.00
$14,493.03
$278)13.09
$25,185.73

Board of Directors -2022
·Omar Rosa, President
Hollister Downtown Association
·Chuck Frowen, Vice President
Grillin’ & Chillin’ Alehouse & Roadhouse
·Al exander Bronson, Director
Amazon
·Kumar Vijayendra, Director
Footsteps LLC
·To m Walerius, Director
Retired
·Joel Esqueda, Director
HollisterArt Collab.
·Gordon Machado, Director and Founding Member
Rustic Turtle Embroidery
·Dan Recht, Director
Bianchi, Kasavan & Pope LLP
·Michelle Tartala, Director
Amazon
Staff and Liaisons -2021
·Omar Rosa, Chief Executive Officer
·Te ri Escamilla, Event Manager
·Jennifer Dias, Office Administrator
·Stacy Koontz, Projects Coordinator
·Bri Rodriguez Taveras, Farmers Market Manager
·Brett Miller, City Manager
City of Hollister
Jen & Teri Omar
Stacy
Bri and Brian

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1tl Ji tt{ •

STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: AUGUST 1, 2022
SUBMITTED: July 21, 2022 AGENDA ITEM: Proclamations/Recognitions DEPARTMENT:

DEPARTMENT HEAD:

City Manager
Brett Miller, City Manager
CONTACT: Daisy Caceres, Senior Support
Services Assistant
831-636-4300 x1010

TITLE OF ITEM: ECONOMIC DEVELOPMENT CORPORATION OF SAN BENITO

COUNTY (EDC) PRESENTATION

RECOMMENDATION: City Council receive the presentation and hold discussion.

DEPARTMENT SUMMARY: The Economic Development Corporation of San Benito County (EDC) requested that City Council renew support for economic development.

At the June 27th Special City Council Meeting, Council requested that the Economic Development Corporation of San Benito County be agendized at the August 1st City Council Meeting to provide a presentation regarding their accomplishments and demonstrate their collaboration between other non -profit organizations that are also funded by the City.

ATTACHMENTS:

1. EDC PRESENTATION

2. EDC INTRODUCTORY MEMO TO CITY COUNCIL

3. APPENDIX A

4. APPENDIX B--BACKGROUND ON THE EDP

5. APPENDIX C

6. APPENDIX E

7. APPENDIX F

8. APPENDIX G

9. APPENDIX D

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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ECONOMIC

DEVELOPMENT

CORPORATION

OF SAN BENITO COUNTY
Eoonom ic Development Corporation •o f San Ben ito ,C,ou nty 440 San Be n ito Street
Ho I li ster 1CA 95023
Phone: (4 1S J S l B-71 38
https://edcsanben it o.org
Ex e cutive Dir e ctor: Re n ee W e ll s rwe ll s@edcsa nbe ni to.org (4 1.S ) 518-71.38 oe ll Boa rd Ch a irm a n: Aaron Jo hnston 8 31-234-54 8 6 ajohnston @gra ni terock.com • The Eoo n om ic De v e lo pm e nt Co rpo r atio n of Sa n Be ni to Co unty (t h e ED () is a 501 (c )3 n o nprofi t corporatio n w it h r e pre se nt e d by a v o lunt ee r gove rning b oa r d of 11 a n d 1 fu ll -tim e staff m e mbe r. As su c h, t h e EDC is p rohi b it e d fr om influe n ci ng leg is latio n, in cl uding actio n by any loca l oo uncil or sim il a r g ov e rni ng b ody wi t h r e spe ct t o acts, r e solutio ns, o r s im il a r it e ms. The prohi b it ion a lso e xte n ds to p u b li c r e f e r e n dum, ba ll ot ini t iativ es, o r sim il ar prooe d ure s. • The b us in ess a n d p urpo se of t h e ED( isto p romote e oo no mic gro vith a nd d e v e lo pme nt in Sa n Be nito C o unty-i ndud inig t h e c it ie s of H o l li ste r a n d Sa n Jua n Ba utista-t h ro uig h b us in ess attra ct io n, r ete nt io n, e xpa nsio n, a nd cre atio n, w hil e maintaini ng a n d p r e se rvi ng agri cu lt u ra l la n d a n d t h e rura l e nv iro nm e nt. • The EDC w o rks to c r e ate a nd ma inta in r e latio ns hip s w it h e x isting busin esse s-includ ing p rodu cts, e mplo y ees, a n d m a n ag e m e nt -in o rd e r to fa ci li tate communicatio n a nd use as a m a r ke t ing tool. • The EDC ov e r see s t h e Econ omic D.e ve lopm e n t P'a rtners hip a n d fa ci li tate s t h e grou p's m o nt h ly m eet ings; se rv e s o n Sa n Be n ito Co unty's Econo m ic D.e ve fopm,en tAdvi sory Commi tte ,e ; acts as a Te chnica l Adv isor fo r t h e City of Sa n Jua n Bautista's Econ om ic D,e v,e fopm e n t Ci tiz,e n s Advis ory Commi ttee ; atte n ds Ho lli ste r City Cou nci l a nd Sa n Be n ito Co unty Boa rd of Supe rv isor s' m eet ings; a n d atte nds a n d p rovide s u pdate s o n EDC a ct ivi t ie s at mont h ly m eet in gs of t h e Sa n Be n ito Cou nty Bu sin e ss Co unci l, t h e Sa n Be n ito Co unty Ch am b e r of Comm e rc e Bu sin ess Adv o cacy Co m m ittee, t h e Sa n Jua n Bautista Busin e ss Fo rum, a n d Sa n Be n ito Co unty Workfo rc e Dev e lopm e nt Boa r d ; a nd is a m e mbe r of t h e Ca lifornia Ass ociatfo n for l ocal Economic D,e v,e lopment.

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ECONOMIC

DEVELOPMEN

CORPORATION

Ø Applied for and received grant funding from the Economic Development Administration (EDA) to facilitate an update of the County’s Comprehensive Economic Development Strategy for 2023-2028.

Ø Researched and assisted the City in use of ARPA funding to support downtown businesses.

Ø Informed local small businesses about available grant funding under the California Microbusiness COV ID-19 Relief Grant Program.

Ø Met with Planning Staff to re view/assist with ref ining permitting or other processes and creating to ols.

Ø Initiated quarterly EDC Airport Committee meetings with relevant City/Airport staff and developers to discuss/review current projects and future opportunities at the Ho llister Airport.

Ø Educated the City on available funding to remove co ntaminated buildings at the Airport and need to expand the Hollister Airport to a ccommodate b usinesses and pilots from San Jose with the future closer of Re id- Hillview Airport.

Ø Educated businesses and co mmunity organizations about available business resources (grants/loans/guides/ we binars) and tools (We bGIS, CAL-GOLD, CA Grants Portal, CA Comeback Guide) and how to use them.

Ø Wo rked one-on-one with current businesses to re tain and fulf ill expansion efforts and facilitate opportunities to bring new commercial developments that bring jobs and support the City. §Expansions: Pride Conveyance; Wisk; Te knova; Marich; Charles River Labs §New Opportunities: Kaiser Pe rmanente; ZeroAvia; Joby Av iation; Elroy Air; Full Steam Staffing Ø Wo rked to develop a list of current available vacant/industrial properties and connected with realtors.

Ø Conducted a Gavilan College/San Benito High School Job Fa ir and Initiated an EDC Media Internship Program.

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Ø Updated the EDCs Economic Development Work Plan for 2022-2025.

Ø Met with the City Manager monthly to review developments, opportunities, and obtain/provide input/assistance to/from the City.

Ø Distributed an RFP and Selected a Consulting Firm to work with the EDC on the update o f the County’s Comprehensive Economic Development Strategy for 2023-2028.

Ø Continually identif ied grant funding and tax-incentives for local/new businesses wanting to expand or establish themselves in Hollister.

Ø Convened quarterly EDC Airport, Permitting, and Marketing Committee meetings in conjunction with relevant local stakeholders.

Ø Conducted outreach efforts to businesses in the local region about their expansion efforts and needs.

Ø Acted as Technical Advisor to the San Juan Bautista (SJB) Economic Development Citizens Advisory Committee.

Ø To ok on the role of Convener for San Benito County under California’s Community Economic Resiliency Fund program to insure funding for projects in our region are supported as part of the 6-County Central Coast Region outlined in the program.

Ø Provided presentations and updates on various topics at monthly meetings of the Economic Development Partnership; the SJB Economic Development Citizens Advisory Committee; the SJB Business Fo rum; the San Benito County Economic Development Advisory Committee; the San Benito County Business Council; and the San Benito County Chamber of Commerce Business Advocacy Committee.

Program.

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ECONOMI(

DEVELOPMENT

CORPORATION
O!F SAN BENITO COUNTY

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pment

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PL 0
The CEDS is a strategy-driven plan for regional
economic development, but it's ALSO ...
... a collaborative planning process that
incorporates a broad array of perspectives.

It brings together the main economic interests of
the County (including those from the private
sector, public officials, community leaders,
private individuals, workforce development,
educational institutions, etc.) to better
understand, position, and leverage regional
assets to enhance economic prosperity in the
area.

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o Your Region

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The EDA just announced fundi g for the EDC to prepare the CEDS update and we are working on a timeline/work plan with our CEDS Co sulta nt who will work with the EDC over the next 5-6 months.

The EDC is currently establishing a CEDS Strategy Committee of approximately 20 organizations/individuals that represent the main economic interests of the Region.

In conjunction with the EDC and CEDS Strategy Committee, as wefl as through focus/affinity groups, the CEDS Consultant will:

Conduct reviews of existing research, strategic plans, and programs, and evaluate other ograms hat may e ap licabJe to the Region in development efforts; , Develop a reg'ional "plan of action" and "implementation plan"; Identify economrc development goals and objectives that includes a list of specific proiects within each area of the Region (Hollister, San Juan Bautista, San Benito County:1 ~ , Develop and implement the framework for a business-retention program (with business resources, outreach, and financial assistance/incentive programs); , Develop a viable CEDS that will create a strong sense of regional cooperation and partnerships between businesses and government; and
, Develop performance measures for the CEDS.

TO: Mayor Ignacio Velazquez; Councilmembers Rick Perez, Rolan Resendiz, Dolores Morales, and Tim Burns; and City Manager Brett Miller
FROM: Renee Wells, Executive Director
DATE: July 20, 2022
RE: Presentation and Request to the City to Renew Funding Support for the Economic Development Corporation of San Benito County (the EDC)

In August 2021, the City of Hollister terminated its 5-year Memorandum of Understanding with the Economic Development Corporation of San Benito County (the EDC). At this time, the EDC is requesting renewed support of the EDC to support its continued efforts in the City of Hollister to provide economic development support for the community and promote/attract businesses that will employee those in the area and reduce traffic congestion.

The EDC has also taken on the role of facilitator for the update of the 2017-2022 Comprehensive Economic Development Strategy (the CEDS) for San Benito County (to cover the next five-year period of 2023-2028), which must be established and remain current for anyone in the County to obtain federal funding from the Economic Development Administration (EDA). It is also considered very important to have in place to apply for any other state/federal funding.

There are new guidelines for developing the CEDS for 2023-2028 that require specific projects for each city in each region to be included if they will be applying for EDA funding to support those projects. The EDC wants to insure that as we move forward in developing the CEDS update, that the City of Hollister has a place at the table and has projects included in the CEDS.

I have attached materials to show the efforts and work of the EDC to support our funding request, as follows:

Appendix A: Background and 2022-2025 Work Plan for the EDC Appendix B: Background on the Economic Development Partnership (EDP) & the EDCs Role in the EDC Appendix C: EDC Funding & Partnership Agreements
Appendix D: EDC Distribution List & Sample Announcements & Press Releases Appendix E: EDC Airport Committee Roster & Sample Meeting Notes Appendix F: Preparation of the San Benito County ’s CEDS for 2017-202 & Facilitating the CEDS update for 2023-2028
Appendix G: List of Economic Development Administration (EDA) Grant Programs & Success Stories Appendix H: Letters of Support

I look forward to our discussion at the City Council meeting on August 1, 2022.

Thank you for your consideration.

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ECONOMIC
....... DEVELOPMENT
..__,.. CORPORATION

OF SAN BENITO COUNTY

APPENDIX A
BACKGROUND & 2022-2025 WORK PLAN FOR THE ECONOMIC

DEVELOPMENT CORPORATION OF

SAN BENITO COUNTY

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BACKGROUND ON THE ECONOMIC

DEVELOPMENT CORPORATION OF

SAN BENITO COUNTY (THE EDC)

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BACKGROUND ON THE ECONOMIC DEVELOPMENT CORPORATION

OF SAN BENITO COUNTY & ITS RELATIONSHIP TO THE

ECONOMIC DEVELOPMENT PARTNERSHIP
In the Fall of 2018, San Benito County business leaders recognized an opportunity to better communicate and collaborate. The Community Foundation for San Benito County convened executive board members of business organizations to meet to ascertain the goals and needs of each organization, needs of the business and greater community, identify and lessen any duplication of effort, collaborate to support and grow each organization and collaborate to fulfill their goals. These groups included the Hollister Downtown Association, the San Benito County Business Council, the San Benito County Chamber of Commerce & Visitors Bureau, the San Juan Bautista Community Business Association and the Economic Development Corporation of San Benito County.

This group of Board Representatives named themselves the San Benito County Economic Development Partnership (Partnership) and met regularly with the Community Foundation facilitating their meetings.

Partnership saw value in meeting to discuss other topics from legislative initiatives, local leadership, elections, etc. Each organization in the Partnership provided regular updates on their organization’s efforts.

In the Fall of 2019, the Partnership combined efforts to secure 5-year funding for the Economic Development Corporation of San Benito County to hire staff, implement the 2017-2020 Comprehensive Economic Development Strategy (CEDS), and work to recruit businesses to San Benito County.

In June of 2020, the Economic Development Corporation of San Benito County agreed to assume the role of facilitator of the Economic Development Partnership. Together, the members agreed on a well-defined working relationship, updated the list of all business organizations in San Benito County, and have met monthly to hear expert presenters and deal with topics that include:

1. Broadband (Sullivan/Etheric Networks)

2. Monterey Bay Economic Partnership (Roberts/MBEP)

3. State Legislation (Assembly member Rivas)

4. Transportation (Gilbert/COG)

5. San Benito County Workforce Development (Arreola/HHS)

6. Emerging Development (Strada Verde and Hollister Innovation Park) The Partnership has established working committees including:

1. Government Relations – led by the Business Council

2. Hollister Airport – led by the EDC

3. Permitting – led by the EDC

4. Tourism – Co-led by the Chamber (internal marketing focus) and San Juan Business and Community Association (external marketing focus)
In total there are 20 members including two Board Members of the participating organizations and the executive director/manager/coordinator of each organization. A current list of member organizations are noted below:
Economic Development Corporation of San Benito County (EDC) San Benito County Business Council
San Benito County Chamber of Commerce & Visitors Bureau Hollister Downtown Association
City of San Juan Bautista

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 San Juan Bautista Community Business Association
 San Juan Bautista Economic Development Citizens Advisory Committee  City of Hollister Planning Department
 San Benito County Resource Management Agency

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LIST OF BOARD MEMBERS & BIOS FOR ECONOMIC

DEVELOPMENT CORPORATION OF

SAN BENITO COUNTY STAFF/BOARD

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BOARD OF DIRECTORS

EXECUTIVE COMMITTEE:

Chairman
Aaron Johnston
Vice President
Safety, Environmental and Quality
Graniterock
831-234-5486
[email protected]

Vice Chairman
Gillian Enz
Owner and Managing Member

VALKYRIE CONSTRUCTION MANAGEMENT, LLC
831-902-5638
[email protected]

Secretary
Andrew Shelton

LUTCF, CLTC
Certified California Exchange Agent
Shelton Insurance
831-637-8941
[email protected]

Treasurer
Mary Hubbell
Partner
Bianchi, Kasavan & Pope, LLP
831-638-2111 (ofc)
831-801-4070
[email protected]

Rachel Reed
Environmental Specialist
Graniterock
831-768-2127 (ofc)
831-239-2540
[email protected]

BOARD MEMBERS:

Ken Lindsay
President
Sierra Pacific Associates, Inc.
831-684-0802
[email protected]

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ECONOMIC

DEVELOPMENT

CORPORATION

OF SAN BENITO COUNTY

Loree Van Bebber
Marketing Manager/Business Development
Cal Coastal—A Small Business Lender
831-801-1964 (cell preferred #)
831-676-2005 (work)
[email protected]
Bob Quaid
Treasurer
San Juan Bautista Community Business Association
831-524-3668
[email protected]
Brenda Weatherly
Director of Donor and Community Services
Community Foundation for San Benito County
831-673-4360
[email protected]
Paul Rovella, Managing Partner
Johnson, Rovella, Retterer, Rosenthal & Gilles, LLP
Office: (831) 754-2444 Ext. 107
Direct & Fax: (831) 269-7107
[email protected]

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BIOS FOR EDC STAFF AND BOARD MEMBERS

STAFF:

Renee Wells, EDC Executive Director, was hired in July 2021 as EDC Coordinator, taking over the role of Executive Director in October 2021. She held numerous executive leadership positions, including 26 years as grants and contracts manager for the nonprofit Henry J. Kaiser Family Foundation, a number of years working in venture capital and for a law-enforcement training firm and managing a large portfolio of residential and commercial properties in San Benito, Salinas, and Monterey Counties.

Renee serves as vice-chair of the Hollister Airport Advisory Commission, is president of Hollister Chapter 1264 of the Experimental Aircraft Association, is a member of the Hollister Airmen’s Association, and is in the process of obtaining her private pilot’s license.

EXECUTIVE BOARD COMMITTEE:

Chairman
Aaron Johnston, EDC Board Chairman, is currently the Vice President of Government Affairs, Environmental and Quality Services, at family-owned 122-year-old, locally-based Graniterock Company, where his has been employed for the last 24 years. His nonprofit leadership roles include current chairman of the EDC Board for 5 years and Board Member for 10 years; Board Member (2009-current), past Chair, and current Treasure of the California Industrial and Construction Materials Association. Aaron was also a financial chair and board member of the United Way of Santa Cruz and San Benito County for 8 years.

Vice Chairman
Gillian Enz, EDC Board Vice Chairman, is currently the owner/managing member of Valkyrie Construction Management, LLC, and owner of Gillian Enz Vineyards, Summerrayne Vineyards, and has her real estate license with Intero Real Estate. She currently Co-Chairs the EDC Board, and has been the past Chair and Secretary of the EDC Board and been on the EDC Board since 2003. She Chairs the EDC Permitting and Airport Committees; is a member of the Economic Development Partnership; Chairs the Asset Development Committee for the Community Foundation for San Benito County; and has been an invested member of the community for over 50 years.

Secretary
Andrew Shelton, EDC Board Secretary, has served the EDC Board since 2016. He is the owner and Certified California Exchange Agent for Shelton Insurance and has been assisting clients and the public for over 40 years in downtown Hollister, helping employers and individuals measure

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ECONOMIC

DEVELOPMENT

CORPORATION

OF SAN BENITO COUNTY

tolerance for change. He is a devoted volunteer and service organization member in San Benito County, and active in state and federal industry associations. He is married to wife Nicole Shelton and they both grew up in Hollister and are the parents of two children that were proudly raised in San Benito County. Andrew is one of three brothers who each run independent small businesses ranging from agricultural to hospitality to financial services all based here in San Benito County, and extends the welcome to those who are seeking that same San Benito County attraction that brought our elders.

Treasurer
Mary Hubbell, EDC Treasurer has served on the EDC Board since 2009. She is a fourth generation resident of San Benito County and feels fortunate to be able to spend both her professional and private life in this community. She was raised on a ranch outside of Hollister so her heart is rooted in the agricultural traditions of the community. After graduating from San Jose State University with a Bachelor of Science in Business Management, she began her career working in the administrative staff at an aeronautical research firm and then later moved to the accounting department of a large cattle ranching operation. Approximately 35 years ago she began her career at Bianchi, Kasavan & Pope, a local CPA firm; currently she is the managing partner of their Hollister branch.

Mary has been very involved in the community sharing her expertise with many nonprofit organizations. In the past she has worked with the local Red Cross, the United Way, the County Historical Society, and the Sacred Heart School Board, and was a past recipient of the San Benito County Woman of the Year award. She currently serves on the financial committee of both the Catholic Diocese of Monterey and its local church in Tres Pinos. She also serves on the boards of many other local organizations.

BOARD MEMBERS:

Rachel Reed, Environmental Specialist, Graniterock Company, has been a volunteer board member with the EDC for over 4 years. She serves as co-chair of the EDC Permitting and Airport Committees. She has over 10 years of natural resources management experience. Her current work at Graniterock focuses on biological monitoring and reporting, environmental permitting, mitigation planning, land use, project management, public involvement, and habitat reclamation and restoration. She obtained a dual bachelor’s degree in Environmental Studies and Biology from the University of California, Santa Cruz (UCSC). Prior to working at Graniterock she worked for the California Department of Fish and Wildlife as a fisheries biologist and for the Institute for the Biology of Stem Cells at UCSC in a grant and research administration role.

Ken Lindsay, Commercial/Industrial Real Estate Developer, has developed Industrial projects in many cities throughout the Bay Area and several in other states. He came to Hollister in 1979 and began developing Business Parks, mainly in the City of Hollister, but also in San Benito County. His projects include the Hollister Business Park (114 acres adjacent to the Hollister Airport), Lana Lane ( 30 acres ), Northpointe Business Center (20 acres ), Citation Business Park ( 40 acres), Hollister Airpark Business Center (originally 150 acres after donations to both the City and County now 100 acres), and Gateway Business Center (25 acres).

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He is a founding member of the EDC (along with Al Martinez in the early 1980’s) and has served as the EDC’s Board President. He is also a longstanding member of the San Benito County Chamber of Commerce, and a member of the San Benito County Business Council. In addition he instigated and worked closely with the City of Hollister and the Federal Aviation Administration to expand the Hollister Airport from its original 3 ,000 foot runway to its current configuration of 6,300+ feet, so it would become the centerpiece of the industrial area surrounding the Hollister Airport and accommodate business jets.

Loree Van Bebber, Marketing Manager, Cal Coastal, has been a member of the EDC Board since 1992, and works for the California-chartered nonprofit public-benefit corporation Cal Coastal, who has served the financial needs of small businesses and farmers for over 30 years.

The corporation provides direct loans and loan guarantees to businesses located on the Central Coast through its offices located in Salinas and Santa Marie, and operates eight loan programs, including the: Farm Loan Program; Small Business Administration 504 Program and Micro Loan Program; Intermediary Relending Program; State Guarantee Program; Monterey County Revolving Loan Fund; Community Advantage 7(a) Loan; and Underground Storage Tank Cleanup Fund. She has been with Cal Coastal since September of 2010 as Marketing Manager and Business Development Officer for the company, and has more than 30 years of Small Business Administration-specific knowledge, which she gained working with both large and small financial institutions. She is based out of the Salinas office and works closely with commercial lending officers at various financial institutions throughout the Cal Coastal footprint.

Bob Quaid, Retired Claims Operations Manager, State Compensation Insurance Fund, was born and raised in Hollister, is married with one daughter, and his dad’s family has resided four generations in San Benito County. He has been a resident of San Juan Bautista since 1983, and retired in 2013 from the State Compensation Insurance Fund where he was the Claims Operations Manager for the Greater Bay Area. He served as a Planning Commissioner for the City of San Juan Bautista for six years; served eight years as a San Juan Bautista City Council Member; and was Mayor of San Juan Bautista for two terms. Besides the EDC, he currently sits on the board of several other nonprofit organizations, including the Aromas San Juan Bautista Community Schools Foundation, the Rotary Club of San Juan Bautista, the San Juan Service Club, and the San Juan Committee.

Brenda Weatherly, Director of Donor and Community Services, Community Foundation for San Benito County, has served on the EDC Board for over 15 years. She graduated from California State University, Fresno, with a Bachelor of Arts in Journalism/Advertising. She moved to Hollister in 1986 and spent 12 years in advertising sales and management at the Free Lance newspaper; was a stay-at-home mom and entrepreneur; and then the Executive Director of the Hollister Downtown Association for 12 years. She and her husband, Ken, have raised three children in San Benito County.

Paul Rovella, Managing Partner, JRG Attorneys at Law, joined the EDC Board in 2020. In addition to the management of his firm, he has developed an extensive practice on California’s Central Coast for public and private clients in land use, real property, and business fields of law.

His experience in the region representing private parties includes corporate and real property

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transactions and due diligence, corporate finance, lien laws, Land Conservation (Williamson) Act, mineral rights, products liability/food safety, contract negotiation, and related litigation (including quiet title actions, probate litigation, real property disputes, Heggstad petitions and insurance defense).

In addition to serving private clients, he represents various public agencies, and has served as deputy city attorney for the City of Hollister, while also serving as counsel for the City of Hollister’s Planning Commission and advising the commission on Brown Act and Open Meetings Act rules. He is currently General Counsel for the Pacheco Pass Water District, and has served as counsel to the San Benito County Office of Education, Hollister School District, San Benito High School District, Jefferson School District, Panoche School District, and Southside School District, advising those agencies of a range of issues from cre ditor claims in Bankruptcy to surplus property and public bid procedures.

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2022-2025 WORK PLAN FOR THE

THE ECONOMIC DEVELOPMENT

CORPORATION OF SAN BENITO

COUNTY (THE EDC)

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Renee Wells, Executive Director
440 San Benito St, Hollister, CA 95023
Email: [email protected]
Website: edcsanbenito.org

ECONOMIC DEVELOPMENT WORK PLAN

Executive Summary

The mission of the San Benito County Economic Development Corporation (the EDC) is to operate a nonprofit 501(c)(3) organization to promote economic development through business attraction and support, creating economic opportunities to improve our quality of life. The EDC is governed by a Board of Directors made up of community volunteers who have expertise in a wide range of local business issues. To positively impact economic growth, the EDC collaborates with the City of Hollister, the City of San Juan Bautista, the County of San Benito, workforce development, other local and regional business organizations as well as educational institutions.

The EDC’s Role

Increasing local economic vitality is the primary focus of the EDC. Through its efforts, the EDC strives to maintain and enhance our local region as a competitive location for businesses to expand and locate.

The EDC’s role is to:

1. Help existing businesses thrive through effective business retention and expansion;

2. Recruit new businesses to our existing business parks and opportunity sites; and

3. Re-establish our local region as a regional economic development “player.”

Work Plans for FY2022/23 through FY2024/25

Since receiving funding in 2019, the EDC has worked to re-establish itself as the go-to organization for technical support for current and prospective businesses. Funding sustainability is critical to the EDC’s success. The EDC anticipates implementing an ambitious work program, responding to economic priorities.

FY2022/23

1. Complete the 2023-28 update of the Comprehensive Economic Development Strategy (CEDS).

The CEDS is a prerequisite for obtaining future federal funding from the Economic Development Administration (EDA) for specific infrastructure and other projects.

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ECONOMIC

DEVELOPMENT
-----CORPORATION

OF SAN BENITO COUNTY

2 a. The efforts, goals, and objectives outlined in the CEDS 5-Year Strategy will primarily focus on the following sectors: infrastructure, business support, local workforce, and entrepreneurship cultivation.
b. Establish the CEDS Strategy Committee to assure community engagement. c. Work with local leadership to identify specific City and County projects for inclusion.

2. Obtain program funding from the City of Hollister in line with the County’s contribution.

3. Adjust and finalize the Economic Development Work Plan based on funding.

4. Continue to identify grant funding opportunities through the Economic Development Administration (EDA), U.S. Department of Agriculture Rural Development (USDA), Environmental Protection Agency (EPA), and other federal/state agencies for priority projects, as applicable (e.g. infrastructure, co-working space, broadband expansion, business retention, etc.). a. Work with City/County grant writing consultant to highlight grant opportunities and learn which grants/projects they are working on for the City/County.

5. Host Local Elected Official (LEO) Training session to engage local policymakers in discussions on critical economic development issues and efforts to improve the community's bottom line and quality of life.

6. Continue to meet with Permitting Committees to facilitate the entitlement and permit processes.

7. Continue to work with stakeholders to facilitate EDC Airport and Marketing Committee meetings.

8. Recruit EDC Coordinator to provide administrative support; and a Business Development Manager for business recruitment and expansion.

9. Complete Local Economic Advisory Program (LEAP) to assess current economic development potential and strategies.

10. Continue to connect businesses with local schools’ career pathway training programs.

11. Continue to conduct active outreach to all businesses in the local region and prepare appropriate responses to individual, group, and industry needs.

12. Submit annual CEDS report to the EDA and identify results and future goals.

FY2023/24

1. Implement a comprehensive business retention and expansion program. a. Maintain programs with ongoing listening sessions , networking with existing businesses to proactively support business retention and expansion.

2. Develop a Business Attraction Program in cooperation with local agencies, business organizations and service providers to showcase local opportunities including industrial properties, agricultural business, and small business entrepreneurship. Create an attraction strategy that includes an

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3 enhanced understanding of our target industries, including agriculture, manufacturing, tourism, and emerging markets.
a.Recruit new businesses to existing industrial business parks, the Airport, and to key opportunity sites.
b.Attract capacity-building funding for downtown revitalization.

3.Update the Hollister Market Analysis as a basis for a marketing plan. a.Aimed at attracting businesses utilizing local workforce. b.Continue facilitation of Economic Development Partnership (EDP) for tourism. c.Actively recruit new hotels, tours, and individual visitors.

4.Work with the City of Hollister, EDC Airport Committee, and stakeholders to create a formal marketing plan for the Airport, identifying what promotions and businesses are we targeting for this area.

5.Facilitate the formation of teams tailored to specific business sectors (small, industrial, manufacturing, tourism, start-ups, and hospitality) to resolve issues of applicants and businesses that may be considering leaving.

6.Begin to actively strengthen our business climate and business capacity through cooperative assessment and strategizing.

7.Submit annual CEDS report to the EDA and identify results and future goals.

FY2024/25

1.Determine and implement policies and programs that enhance the viability of our agricultural segments.

2.Complete a broadband capacity assessment and improvement.

3.Strengthen involvement in the business opportunities created by biotechnology and other technologies.

4.Consider establishing a Revolving Loan Fund program for small businesses that can be funded through Community Development Block Grants or USDA grants.

5.Diversify revenue streams to the EDC.

6.Submit annual CEDS report to the EDA and identify results and future goals.

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COPY OF SLIDE DECK FROM LAST SAN BENITO COUNTY

LOCAL ELECTED OFFICIAL (LEO)

TRAINING SESSION

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The California Association for Local Economic Development San Benito County Economic
Development Forum
January 25, 2017
Special City Council Meeting

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(cl
.______________~

The California Association for Local Economic Development Today’s Presenters
•Presenters
–Michelle Stephens, CALED & the Academy
–Larry Cope, TCEDA/CSEDD
–Wes Ervin, retired from Yolo County

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The California Association for Local Economic Development Today’s Topics
•Economic Development & Local Leadership
•Strategic Thinking, Planning, Metrics
•Attraction, Retail, Downtowns, Rural ED
•LEAP recommendations
•Activities since LEAP in June
•Discussion

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The California Association for Local Economic Development Brought to You By

The California Academy
for Economic Development
in association with
The California Association for
Local Economic Development

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The California Association for Local Economic Development California Academy for
Economic Development

Dedicated to providing professional
development training, meaningful research,
and technical assistance services

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The California Association for Local Economic Development How the Academy Can Help You

•Local Economic Advisory Program & Local
Elected Official Training (LEAP, LEO)
•Introduction to Economic Development
week-long Course
•Digital EDU
•CALED Annual Training Conference
•Quarterly Economic Snapshot in CALED
Journal
•Memorial Scholarship Fund

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The California Association for Local Economic Development

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The California Association for Local Economic Development California Association for
Local Economic Development
Founded in 1980
800 Members
Dedicated to Economic Development –
helping businesses thrive and create vibrant
economies

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The California Association for Local Economic Development 800 CALED Members
Cities and Counties (75%)
Nonprofit E.D. Organizations
Chambers of Commerce
Education and Training Agencies
Private Sector
State and Federal Agencies
Other

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The California Association for Local Economic Development

“From a public perspective, local
economic development involves the
allocation of limited resources – land,
labor, capital and entrepreneurship in a
way that has positive effect on the level of
business activity, employment, income
distribution patterns, and fiscal
solvency.”

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The California Association for Local Economic Development Distinctions
•COMMUNITY DEVELOPMENT is a
capacity building process for making a
community a better place to live and work.

•ECONOMIC DEVELOPMENT is purely
and simply the creation of wealth in which
community benefits are created.

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The California Association for Local Economic Development Improving Your Jurisdictions
 The Value of Economic Development

 Leveraging Partnerships for ED
 CALED & Other Resources

 Some Examples

 Tips for Moving Forward

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The California Association for Local Economic Development What is Economic Development
to You?

•Group discussion

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The California Association for Local Economic Development

BOTH Business & Government play a
role in economic development
and BOTH have Profit as a Motive.

MOTIVES

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The California Association for Local Economic Development Business Motives
•Mobilize Capital
–Human,
–Financial,
–Physical, and
–Natural Resources
•To Create Marketable Goods and Services

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The California Association for Local Economic Development Public Profit Motive
•Maintain, increase & diversify tax base
•Increase revenues faster than cost of
municipal services increase
•Economic vitality for commercial and
industrial areas
•Maximize property through highest & best
use
•Create and retain jobs, increase per capita
income

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The California Association for Local Economic Development Public Sector Motives
To Influence
Business Investment and Location
Decisions with:
• Taxes
• Spending
• Investment
• Regulations
• Incentives
• Marketing
• Quality Service
• Adding Value to
Community Assets

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The California Association for Local Economic Development  Public Bottom Line: Quality of Life
More local tax dollars and jobs raise the
economic tide for the community, which
generally increases the overall standard
of living of the residents.

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The California Association for Local Economic Development Economic Development Goals
that are Common Everywhere
•Expand job base
•Continue to revitalize downtown areas;
•Encourage a diversity of entertainment and
recreational activities
•Collaborate
•Leverage scarce resources
•Commit resources and expand capacity to
Implement ED Initiatives

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The California Association for Local Economic Development

Exercise
What is your motive?

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The California Association for Local Economic Development

WORKING TOGETHER

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The California Association for Local Economic Development

Leverage Partners &
Tap into Regions

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The California Association for Local Economic Development

Economic Development Partners

Thriving
Businesses
Create Jobs
SBA
EDA
USDA
The Administration
Research Labs
Dept. of Commerce Export
Assistance
Federal Initiatives
GO-Biz
CA State WIB
CA Community Colleges
CSU/UC
Treasurer's Of ice
I-Hubs
Associations - CWA & CALED
Banks,
Non-pro its - CA Council of
Churches & ROC United
CDFIs
Venture Capitalists
Brokers, Lawyers
SCORE
SBDCs
Unions
Regional Collaboratives
EDCs, WIBs
COGS, Local Governments
Chambers, Business Councils
Districts
Private Universities
Utilities

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The California Association for Local Economic Development  EDA Districts – (Planning, Loans, etc.)
 USDA Rural Development
 CDBG – Comm. Dev. Block Grant
 CRA – Community Reinvestment Act
 EDC’s, University Economic Dev.
 COGs – Council of Governments
 Utilities
 WIBs – Workforce Investment Boards
 Other Non-profits – CA Academy for ED
Resources

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The California Association for Local Economic Development  Training
 Small Communities’ Network & More
 Model Practices
 Advocate & Support
 **Local Economic Advisory Program**
 ED Financing:
PACE, Bonds, RLF
How CALED Can Help

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The California Association for Local Economic Development Tips for Moving Forward
•What do you already have?
–plan, strategy, element, resolutions

•Who is on your team?
– staff, county, EDC, chamber, business council,
district, associations, tourism groups, other
agencies,

•What industries are already thriving?
–WIBs, Community Colleges, EDCs

•What industries/retail can you support? Be Realistic!

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The California Association for Local Economic Development How to collaborate
Example: Tuolumne County and the
Central Sierra Economic Development District

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The California Association for Local Economic Development Goals to Keep in Mind

1.No business will invest in an uncertain climate;

2.ED is a team sport –many many stakeholders
(City Councils, BOS, staffs, businesses,
nonprofits, schools);

3.Focus broadly for common benefit

1.An investment somewhere benefits all;

2.Engage broad array of businesses & citizens;

3.Visit your employers, listen more, talk less. They will tell you why they located here/there;

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The California Association for Local Economic Development Your Economic Development
Vision
•Understanding Your Community
•Economic Activities & How to Finance
Them
•Creating Usable Metrics

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The California Association for Local Economic Development

Economic Development is not
a one size fits all proposition –
be true to your community’s
character and don’t be driven
by the latest fad.

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The California Association for Local Economic Development Data is important for
Understanding Your Community
•Basic demographics
•Retail leakage or surplus
•Industrial/business base
•Competitors

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The California Association for Local Economic Development Basic Demographics 2015
Hollister SJB County
Population 36,700 1,900 57,800
Median Age 31.5 38.4 34.7
Hispanic Origin 67% 53% 59%
Households 10,300 700 17,500
Median Household Income $ 64,100 $ 51,200 $ 69,400 Per Capita Income $ 22,000 $ 22,900 $ 26,200 Businesses 1,280 130 1,930
Most Employees Retail,
Other Services,
Manufacturing
Services,
Retail
Wholesale,
Retail,
Manufacturing
Employment 10,890 670 17,200

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The California Association for Local Economic Development Sales Tax – Hollister City 4Q2015

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ToP 25 P&.onu-cER.S

IN ALPHABETI CAL ORDER
Ace Hardware
Arco AM PM
Brigantino Irrigation
California Forest
Products
Ciminos Cabinet
Doors
Greenwood
Chevrolet Buick
GMC
Hollister Chevron
Jack in the Box
Kmart
KMG Electronics
Chemicals
McDonalds
Nob Hill General
Store
Quik Stop Market
Rite Aid
Round Table Pizza
Safeway
Safeway Fuel
Save Mart
Shop N Save
Taco Bell
Target
Tiffany Ford Lincoln
Mercury
Tiger Express Mart
Verizon
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The California Association for Local Economic Development

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V .__. SJB Hol lister •
'------~

The California Association for Local Economic Development Retail Leakage 2015 (10 min drive time)

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The California Association for Local Economic Development 3 Forms of Economic Development

1.Retain and Expand Existing
Business

2.Create new (small) Business

3.Attract New Business

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The California Association for Local Economic Development Economic Developer as
Connector
•Business Retention Activities
–Business Visits
•Find out Needs and Wants
•Connect to Resources
•Hiring and Working with Employees
•Access to Capital

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The California Association for Local Economic Development Business Retention Activity:

•Name 10 important businesses to retain in
your community

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The California Association for Local Economic Development Tourism Improvement Dist.
(Sonoma, Mariposa, Rancho Cordova)
 Tuolumne County et al – InnovationLab
and Ag Speed Dating
 MetroPulse – Chamber & Partners
 Ag Plus+ Program
Economic Development Examples

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The California Association for Local Economic Development Funding and Financing
•Attract private investment
•Successor Agency $$ for EIFD, other ED
•Grant optimization
•PBID – consider another try
•TOT – consider another try
•Tourism Marketing District or TID county-
wide

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The California Association for Local Economic Development Measuring Success
Monitor the metrics of your economic
development programs – tracking your
investment
 Economic development is an investment
in your community. It’s more than a “Jobs
Program”.

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The California Association for Local Economic Development SMART
A simple device to remember the characteristics of
an effective performance measure
Specific: performance measures need to be as specific as possible

Measurable: a performance measurement is only useful if you can actually measure it

Achievable: do not set goals that are impossible to achieve

Relevant: performance measurements need to be relevant to the organization’s mission and the program’s strategic
objectives

Time-based: make sure that performance measures are achieved within a specific period

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The California Association for Local Economic Development Metrics Activity:
•What are you interested in improving?
•How can you measure that?

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COPY OF REGIONAL

LOCAL ECONOMIC ADVISORY PROGRAM
(LEAP) REPORT

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COUNTY OF SAN BENITO

CITY OF HOLLISTER

CITY OF SAN JUAN BAU TISTA

LOCAL ECONOMIC ADVISORY PROGRAM (LEAP)
An Assessment of the Economic Development Potential and Strategies in three jurisdictions
Held on June 8-9, 2016

California Academy for Economic
Development
550 Bercut Drive, Suite G
Sacramento, CA 95811
916-448-8252
www.edacademy.org

Managed by the California
Association for
Local Economic Development
(CALED)

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tbrn 'FI D LLI STER ~ CAL I FOR N IA
SAN JUAN ~A~~!
6 !STf\.
~r~

TABLE OF CONTENTS

Contents
Overview _________________________________________________________________________________________________ 1 Methodology _____________________________________________________________________________________________ 2 Key Recommendations __________________________________________________________________________________ 3 Observations _____________________________________________________________________________________________ 5 Detailed Recommendations ____________________________________________________________________________ 10 Closing Remarks ________________________________________________________________________________________ 15 First Steps and Easy Activities _________________________________________________________________________ 15 Persons Interviewed ____________________________________________________________________________________ 16 The Advisory Team _____________________________________________________________________________________ 17 About the Local Economic Advisory Program ________________________________________________________ 17 About the California Academy for Economic Development__________________________________________ 18 Contact Information ____________________________________________________________________________________ 18

APPENDICES
A. Business and Trade Associations serving in San Benito County B. Web Site Recommendations
C. Demographic Profiles 2016
D. Power Point Recommendations presented June 9, 2016

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SAN BENITO, HOLLISTER, SAN JUAN BAUTISTA LEAP

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Overview
THE STUDY AREA AND THE PANEL’S ASSIGNMENT
A five-person volunteer team (Team) visited Hollister and vicinity on June 8-9, 2016 to advise the County of San Benito and the Cities of Hollister and San Juan Bautista (SJB) about economic development activities and implementation priorities. In particular, San Benito County has a new Economic Development Element (Element) in its recently adopted General Plan and an active tourism campaign, and Hollister has an active Main Street Program and other economic development activities.

STATEMENT OF THE PROBLEM
San Benito County is a small California county with a population of about 60,0001. The City of Hollister, the County Seat, has over half the county population. The county’s fortunes are tied to the strong agricultural industry, and to tourism/agritourism and very high percentage of residents commute to Silicon Valley for work, which further taxes the already overly congested infrastructure. Major tourist attractions are off US 101, so San Juan Bautista, Hollister and the County must promote to draw tourists.

Besides agriculture and food processing and related
research, Mission San Juan Bautista, the Hollister Airport and Pinnacles National Park are major potential economic
development contributors.

County and city officials and members of the San Benito Chamber of Commerce and Downtown Hollister are optimistic about their future. They actively seek downtown and retail development to better meet the needs of local residents and visitors, and have a tourism development program. However, more revitalization, strategizing and implementation are needed. There still exists a perception of business unfriendly laws and fees despite government leaders’ willingness to efficiently advance business and development in compliance with rules and regulations.

This project is intended to provide County and City officials and economic development partners with a better understanding of the area’s economic potential. Specific information being sought includes:

1. Optimal County-wide economic development priorities, including basic SWOT information and General Plan implementation recommendations;

1 https://en.wikipedia.org/wiki/San_Benito_County,_California#Demographics

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2. A better understanding of Hollister’s economic development potential within the context of today’s economy and growth, competing communities, retail and downtown revitalization trends, and other factors.

3. Suggestions to enhance the Chamber’s Tourism promotion program;

4. Potential funding opportunities to help implement a program in a small agricultural county.

QUESTIONS TO BE ADDRESSED BY PANEL MEMBERS

1. What economic development priorities could and should the County and Cities undertake given their limited resources?

2. How can the County, City, Hollister Downtown Association and San Benito Chamber collaborate to implement a coherent and cohesive economic development program?

3. How can the County and City create more jobs to reduce out-commuting? Methodology
The LEAP Team and City staff conducted the
following activities:
 Prior to the Event:
o The Team worked with the informal San
Benito County Economic Development
Consortium, including discussing the
project, preparing the problem statement
and reviewing literature relevant to the
study;
o Consortium members attended an
introductory planning meeting on March 30, 2016 at Hollister City Hall; and o Staff from the Hollister Downtown Association and the San Benito Business Council arranged the venues and schedule, and invited the participants.  On June 7, the EVE of the event, the Team:
o Assembled at the designated hotel for dinner, and took a guided tour of selected locations in the three jurisdictions.
 On June 8, the FIRST day of the event, the Team:
o Met with about twenty community stakeholders for breakfast and introductory remarks;
o Went on a guided site tour of Hollister with the City Manager;

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o Conducted about 30 individual and small group interviews throughout the day; o Convened to discuss impressions and began formulating recommendations; and o Conducted follow-up research to refine our recommendations.  On June 9, the SECOND day of the event, the Team:
o Conducted 15 more interviews;
o Finalized recommendations; and
o Presented to invited stakeholders at 3pm that afternoon  After the event, the Team:
o Conducted four additional follow-up interviews;
o Gathered additional information;
o Prepared and discussed the report;
o Are available to make follow-up presentations to elected officials of the three jurisdictions.
o Are available for individual after-event consultations.

Key Recommendations
The Team offers the following four key recommendations based on all available information, interviews, observations and experience:

1. Cooperate. Cooperation is the only way for this small county with limited resources to build enough economic development momentum to have significant impact.

There is also a solid complement of nonprofits dedicated to economic development. The County and both incorporated cities are aware of and agree on the need for more joint cooperation, and for more cooperation among private and nonprofit economic development organizations. The San Benito Business Council in particular has been supporting better collaboration
Economic development is a team sport. In hard economic times, local jurisdictions and other entities see their usual funding diminish. In really hard times the only way for nonprofits to survive is to limit activities, cooperate and leverage scarce resources. Those that do not cooperate tend to dissolve, or at best limp along with no ability to make real progress toward their goals.

Having weathered the recession with almost no resources or budgets, all entities in the county are getting some of their capacity back and are becoming more able to invest in their various economic development priorities. The trick now is to build momentum – to meet together often, actually improve collaboration, agree on beneficial joint priorities, and

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together find the resources to fund those priorities. In addition, State and Federal granting agencies are more inclined to support cooperative projects The county is so small and its population so centralized that a success in one jurisdiction is a win for all. Starting small, within the limits of available resources, is necessary. Small wins, especially if widely recognized, can pay off big, and will start to build everyone a positive reputation.

2. Quickly develop and implement a business attraction campaign. Both Hollister and the County have significant affordable ready-to-occupy industrial land and buildings adjacent to the Hollister airport –a very attractive industrial product! There are great potential targets just north in the Silicon Valley and in the local agriculture/food processing industry. With so much commuting north, there is also good potential to set up a telecommuting center. Jointly determine which entity will take the business attraction lead – the Team recommends the EDC again be the attraction lead with new jointly funded staff capacity, adequate support, and accountable performance criteria. Start discussions about executing a Business attraction Memorandum of Understanding between San Benito County and the City of Hollister. Keep this MOU separate from any revenue sharing or capital improvement planning.

3. Strengthen tourism promotion. The three jurisdictions and all attractions within the county should be heavily engaged in cooperative promotion to regional markets, and especially to residents of Santa Clara and San Mateo Counties. In particular, a high percentage of new promotion and capacity-building efforts should be focused on San Juan Bautista, which is the strongest potential visitor draw in the county. The City of SJB itself should direct all its TOT tax and as much sales tax and other funds as possible into visitor promotion. To the extent it can, San Juan Bautista should attract specialty food stores selling local products, restaurants, breweries, wine tasting rooms, and entertainment establishments to improve and occupy the vacant storefronts on 3rd Street.

Other key attractions include the wine trail, the Pinnacles, downtown Hollister, and any businesses who offer tours
(Marich Confections?). Hotel and B&B development should be a target in both cities. The Wine Trail, farm stays, B&B’s, event venues and other agritourism attractions should be promoted in appropriate unincorporated areas2.

2 Rural attractions are an approved County goal – see Element ED-4 in the County General Plan.

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4. Retain existing businesses and encourage them to expand. The Red Team (also called Ad hoc or SWAT Team) approach is easy, inexpensive and results-oriented. Hollister and the County should each form one. It involves compiling a list of designated representatives from all city and county departments who oversee or are gatekeepers of business activity (e.g. Planning, Building, Environmental Health, Public Works, Fire, etc.) and outside service entities such as local utilities, insurers, workforce training, the Hollister Downtown Association, etc.

Depending on the company’s issues, individuals with the expertise to address them are tapped to participate as needed. Designate an expeditor or ombudsperson in each jurisdiction who will oversee the Red Teams, who can expedite meetings, and who will report directly to the County Administrator and the City Manager.

Observations

OBSERVATIONS THAT APPLY TO MULTIPLE JURISDICTIONS
 There is a universal belief among interviewees that the county exports too many workers to Gilroy and the Silicon Valley. Hollister and other parts of the county are an easy commute to the Silicon Valley, so Hollister and its surroundings have for decades seen unrelenting pressure to build new housing to serve South Bay commuters. This pressure eased during the recession, but is again strengthening with Hollister housing prices approaching $500,000.3 Hundreds of homes approved years ago are about to start construction, and a new town of Rancho San Benito proposed for the north end of the county. Del Web will soon begin construction on 1,200 new housing units to be built adjacent to the San Juan Oaks golf course.

Growth driven from outside is a cause of congestion on Highway 25 to Gilroy and on Highway 156 to Salinas and Monterey. It strains infrastructure including groundwater quality and roads. Air quality is worsened. Retail and commercial development become skewed towards serving commuters rather than local businesses. Hollister’s jobs housing balance ratio is

1.05, indicating a moderate level bedroom community. The County’s ratio is similar at 0.98. 4 There is therefore about 1 job per household, too few to be balanced.  Recent expansions of Hollister’s water and sewer systems can accommodate future growth.

However, San Juan Bautista lacks wastewater treatment capacity to support new growth, the drinking water quality is poor and residents sometimes must rely on bottled water for drinking supply. Sewer capacity in the older industrial areas may need reviewing.

3 source: Zillow.com
4 10,866 jobs / 10,943 households= 1.05. A balanced community has a jobs -housing ratio of about 1.6.

Under 1.0 indicates a strong bedroom community, over 2 indicates a jobs -rich community.

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 Local roads are generally adequate, but there is significant congestion on Highways 25 & 156.

A recent tax initiative to amass a local match to expand Highway 156 through the San Juan Valley was rejected, and other local funding must now be sought.  The Pinnacles and Mission San Juan Bautista are major visitor attractions, but coordination between the operators of these attractions and county-wide tourism promoters can improve.

For instance, visitor capacity at Pinnacles National Park is exceeded on many weekends (two hour waits are common), and cooperative problem solving can help establish overflow visitor attractions nearby, create entertainment and refreshments for people waiting, expand capacity within the Park, and/or other potential measures.  Last year, Hollister spent $50,000 and the County spent $18,000 on tourism promotion, which is managed by a 15-member committee of the Chamber of Commerce. That is about the minimum for an effective campaign. SJB recently completed a branding effort with a commitment to continue community promotions. Attracting visitors is a key economic development activity for the County, and other entities should also contribute as much as possible. See http://discoversanbenitocounty.com
 The web sites of the County and cities need major improvements, especially in the information for businesses that they post. See Appendix E for more detail on several local websites.
 The industrial complex around the airport – portions are in Hollister and in the County – are attractive and well developed, with plenty of vacant sites for new businesses. Existing industry is diverse, including warehousing (e.g. West
Marine), several specialty manufacturers (e.g. Corbin,
Marich Confectionary, Technova), and a number of
office buildings that include City and County services
and some high-tech. The area is ripe to attract
businesses from the Silicon Valley, especially satellite operations of major employers, other unique
manufacturers, food processors and packers, and a
telecommuting service center.
 The Hollister Municipal Airport has a 6,300 foot runway now being expanded, about 170 base aircraft, many different activities such as parachuting and gliders, an adjacent new industrial park with some runway access, a Fixed Base Operator (FBO) that caters to jets, and great potential to attract corporate aircraft and expanded airport-related businesses such as

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charters, expanded maintenance and sales, and other activity. In addition, the Airport just received a $230,000 federal grant to update its Airport Master Plan,5  The desire to create momentum for economic development is strong and widely agreed.

Several business groups have stepped up their activity and are anxious to develop an effective economic development program that is coordinated among the three jurisdictions, the San Benito Chamber of Commerce, the Hollister Downtown Association, the San Benito Economic Development Corporation, the San Benito County Business Council, the Gavilan College SBDC and others. Success is a matter of agreeing on priorities and cooperatively funding implementation.
 There is an opportunity to establish a county-wide Tourism Business Improvement District (TBID)6, separate from existing TOT taxes. The TBID would involve self-assessments by hotels and other lodging, restaurants, and attractions such as wineries and event venues. Proceeds would be applied toward visitor promotion, event coordination and capacity building.
 The county has about 250 hotel rooms, including the new property scheduled to open this fall. Many local business travelers and visitors stay in Gilroy during their trips to the county. More hotel rooms would bring more business and visitor travel.  Local residents and business owners appear to have strong loyalty to the City and want to help it thrive. This is an important positive factor, which can aid in the recruitment of volunteers;

OBSERVATIONS ABOUT SAN BENITO COUNTY
 The County has a new well-written Economic Development Element (Element) in its General Plan, adopted July 21, 2015. The Element is comprehensive, and includes every recommendation in this report. The Element includes plans to allocate staff resources to economic development (Goal ED-1.10), start a business attraction marketing program while retaining existing businesses and helping them expand (Goal ED-2), promote tourism, wine and hospitality (Goals ED-3, ED-4 & ED-5), create a wayfinding signage program, retain existing businesses, and coordinate economic development activities with the two cities and other stakeholders (Goal ED-7).

5 http://benitolink.com/hollister-airport-receives-federal-grant . Posted on 6/29/16 6 http://www.tourismimprovementdistrict.com/cms-assets/documents/20232-70675.tbid-study- reportfinal-12-14-10.pdf

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 Entitlement and permit requirements over the years have been inconsistent and unclear.

Requirements need to be clear and consistent for future developers and project applicants.  Hollister and the County have reached a temporary impasse on the issue of equitable tax sharing. This disagreement should be independent from achieving the other goals in the Element, and especially should not be a reason to defer expenditures on an economic development program.
 The SB County Business Council has been working on two activities related to Element implementation:

1. A SWOT analysis about the County’s economic development potential, derived from a number of meetings and discussions;

2. A Comprehensive Economic Development Strategy (CEDS), which is a planning document that identifies critical economic development priorities in each jurisdiction and how to address them. A CEDS also makes the county and its jurisdictions eligible for federal planning, economic recovery, infrastructure, and business assistance projects.

OBSERVATIONS ABOUT HOLLISTER
 Hollister has a good mix of industrial land, newer retail centers, and a downtown actively being revitalized with new streetscape, building façade improvements, and may events such as festivals, bike rallies and a farmers market. The Team reviewed portions of the 2008 Hollister Downtown Plan. It is a good document which needs aggressive implementation; The Hollister Downtown Association (HDA) appears viable, and should be supported by additional funding, with clear contractual deliverables. The HDA is actively implementing the Main Street Principles.
 Hollister dominates the economy of the county, with the exception of tourism in San Juan Bautista and the wine trail, Pinnacles National Park, and plenty of agricultural activity including row crops, orchard crops, and cattle ranching. Almost 60% of the county’s population lives in Hollister, and 66% of the county’s
businesses.
 Hollister unsuccessfully tried to pass a Property Based Improvement District (PBID) to generate new investment
for the downtown. The PBID proponents were unable to get enough preliminary petitions back in favor of going to a vote. Most interviewees who discussed this expressed the

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opinion that it would pass if it had a better education campaign. A county-wide TBID could also fund economic development activities.
 Hollister has a Downtown Mixed Use Zoning Ordinance which allows live-work and other combinations of uses that meet the market. However, too many uses require a use permit.

The City should consider adopting a Form Based Ordinance and/or Downtown Overlay to reduce the number of use permits.

OBSERVATIONS ABOUT SAN JUAN BAUTISTA
 San Juan Bautista is clearly the county’s most appealing visitor attraction, and its excellent location near 101 makes the community more attractive for expanded visitation.  The City has about 80 hotel rooms (half those in the County as a whole), but is plagued by vacant storefronts, part time merchants, limited cooperation with the State Parks and Diocese, and minimal tourism promotion.

There is no merchants association, store hours are not
coordinated, and the capacity of the city to promote itself is quite limited.
 On June 21, 2016 the City Council established an ad hoc committee to work with the State Parks on the “Orchard Garden” lot. This unique collaboration should expand to include discussions on joint visitor promotion, collaborating on hours of operation and other opportunities. This can be tied to the effort of the Mission San Juan Bautista Preservation Fund to raise $14 Million for mission preservation, and may help that group reach their goal faster. 7  The city’s zoning codes limit chain retail establishments. Allowing selected chains for quick stops at the city’s two Highway 156 intersections – especially the western intersection by the 76 station isolated from the downtown -- would capture some of the traffic that passes by the city without stopping and bring in more revenue, some of which could then be used for economic development purposes.
 San Juan Bautista has a new brand, developed in 2015 that celebrates its Old California histroy and authenticity as an old mission town. This brand that focuses on the San Juan Bautista’s historical character was developed with strong input from local residents and

7 http://benitolink.com/san-juan-bautista-decides-against-tobacco-retail-licenses-now

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merchants. However, marketing the community’s historical character has a limited upside that is attractive to baby boomers and older visitors and some families.  In contrast, SJB is well located to also attract business travelers and young Silicon Valley workers seeking an alternative destination to Monterey or Santa Cruz. This could be accomplished by attracting wine tasting facilities, breweries and other food and entertainment establishments that will appeal to young tech workers.  To help keep vacant store fronts attractive and fill vacant space:
o The City can develop a phantom Art Gallery Program through the arts organization and encouraging property owners to participate. This will help with filling in the missing teeth on the street and ultimately help these spaces be rented. Plus these space will promote local artists.
o A Vacant Building Ordinance would help encourage property owners to maintain their properties. No incentive to invest other than pride.
o Educate property owners about the importance of working with new businesses…maybe a graduated rent scale. As the business becomes stronger the rents can be increased. o And finally…if the City does not have a beautification award, they may want to consider doing so…recognition is cheap but very effective

Recommendations

JOINT ECONOMIC DEVELOPMENT RECOMMENDATIONS
 As described more fully above, the Team recommends that the four most important first activities should be:

1. Cooperate deeply with the cities and other stakeholders for economic development to promote tourism, and attract new business. Executing an MOU would memorialize such cooperation.

2. Business attraction, especially in the joint industrial area near the airport. See below for further discussion;

3. Tourism promotion, coupled with capacity development. The County has already teamed with Hollister and contracted with the San Benito County Chamber of Commerce to promote tourism, and is taking steps to create a wine/hospitality combining district; and

4. Business retention, by using a team approach to work with any business with permitting or infrastructure issues, that is threatening to leave the county, or is seeking to expand;

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 The County and cities in the last few years have made limited investments in economic development programs. Now that budgets are more robust, there is an opportunity to expand funding for additional economic development
staff or consulting services.
 An aggressive business attraction and job
creation campaign can help expand the local
job base and mitigate the larger economic
forces. It should quickly be organized and
funded since businesses are making capital
investments now. Components of the
campaign should include:
o Explore whether a USDA Rural grant would fund part of this effort; o Define targets, then recruit;
o Publish Ready-to-occupy industrial sites (See also Appendix E for Web discussion) o Find out employer needs (e.g. business walks, surveys, consistent staff outreach).; o Study employee skills and match against the local population; o Fiber/Broadband is key infrastructure. Ensure its availability throughout the industrial area;
o Create attractive, content-rich marketing materials;
o Study the feasibility of a workshare, telecommuting facility;  To help the cities and the County understand the significance of development projects brought before them, institute a regular project Economic Impact analysis. This will identify fiscal and economic effects, including employment, property and sales taxes, and other effects;
 Consider developing a Tourism Marketing District or Tourism Business Improvement District county-wide. Venues may be interested in leveraging their marketing funds through joint promotion;
 Signage can be improved so more travelers are aware of the historic and scenic services and attractions available in Hollister, San Juan Bautista and the County. Consider Highway 156 @ San Felipe Road & Highway 25, and on US 101 at Highways 25 & 156;  Explore cannabis production cautiously given the uncertainty about changes to Federal and State law.

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RECOMMENDATIONS FOR SAN BENITO COUNTY
 The County has a comprehensive economic development vision in the new Element. It is important to focus on those first activities which will create the greatest impact. The SWOT and CEDS processes now underway will add clarity and help forge common agreement on priorities;
 Fund priority projects and provide adequate staff support and coordination to oversee those expenditures; and
 Publish permit requirements on Web to make them transparent and consistent. Make sure staff and applicants have written policies for entitlements, permits, and fees;

RECOMMENDATIONS FOR HOLLISTER
 Hollister is many things, so its self-image and brand should be clarified. Is Hollister a lower Silicon Valley technology area, the service hub to the farm community, the population center of San Benito County, a stop along Highway 156, a historic city with a vibrant downtown, a recreational mecca, etc.?
 It is also unclear whether Hollister has an economic development vision with clear goals for its economic future. The City should have clear goals derived from workshops and multiple discussions, and the directly involvement of the community and local businesses.  Regarding Downtown Hollister:
o To encourage downtown revitalization, consider making fees more flexible, including deferrals, financing, and a negotiated total fee package for larger projects; o Establish consistent, written Development policies and publish them on the Web site o Some cleanup of the downtown is indicated. Consider better enforcement or establishing codes for vacant building maintenance, trash enclosures, weed abatement, etc;
o Consider another try at a PBID. Local landowners may be more inclined to vote for a self-assessment now that the economy is improving and if an education campaign is included;
o Implement the 2008 DT Plan as funds are available. It is comprehensive and rational; o Investigate strategies to mitigate ADA issues at downtown buildings;

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o Consider establishing a Revolving Loan Fund for small businesses. Such a program can be funded through CDBG or USDA grants;
o As the business hub of the County, Hollister should retain and recruit key establishments that bring locals into the downtown, including the main Post Office, City Hall and County government, Library, a good hardware store, banks and ATM’s, schools, gathering places, local restaurants, health clubs, etc. Co-promote the availability and convenience of these services;
o Defer implementing any parking fees or parking restrictions. There appears to be no need.
o Work closely with the Chamber through cooperative events and festivals; and o Already a Main Street community, there may be additional ideas from studying the “Strong Cities10,8”, “ABCD9” and “Lighter, quicker, cheaper10”approaches to citizen/neighborhood involvement and community development;  Make sure that the Airport Master Plan update includes plenty of opportunity to expand and add new services. The Plan will likely be in effect for 15-20 years, and should accommodate plenty of potential growth in that time frame and beyond. An economic impact analysis of the existing airport will help establish a baseline for future growth.  Align schools & training to business needs, Encourage local businesses to engage in schools;  Encourage community revitalization projects such as the Sports complex;  To the extent possible, use Successor Agency funds for economic development purposes, and designate property tax previously shifted to the Redevelopment Agency to economic development activities;
 Optimize the use of grants to accomplish economic development goals; and  Consider another attempt to raise the TOT to the same level as surrounding jurisdictions. Pair this goal with the possibility of establishing a Tourism Development District.

8 See https://www.eda.gov/challenges/sc2challenge/
9 See https://en.wikipedia.org/wiki/Asset-based_community_development 10 Found at Project for Public Spaces www.pps.org . See http://www.pps.org/reference/11steps/ for the eleven principles for creating great community places.

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RECOMMENDATIONS FOR SAN JUAN BAUTISTA
 Reposition the City into a destination for food, wine, entertainment, arts, weddings, and special events. This approach would attract South Bay Millennials and younger families.

Vacant retail spaces could accommodate wine tasting rooms, breweries and new restaurants that could attract young Silicon Valley workers. The historic angle need not be abandoned, just augmented.
 Other recommended downtown actions:
o Proactively seek to improve downtown commercial properties and recruit appropriate tenants
o Require property owners to clean up buildings. Consider developimg and implementing a Vacant Building Ordinance;
o Collaborate with State Parks and Church to better utilize public space; o Fund a consultant to lead the City’s economic development initiatives;  Seek an Air District/Tesla grant for electric charging stations. Owners of electric and hybrid vehicles would stop, knowing there is a charging station along US 101 and on Highway 156;  With extremely limited resources, City officials and local stakeholders can glean good ideas by studying the “Strong Cities10,11”, “ABCD12” and “Lighter, quicker, cheaper13”approaches to citizen/neighborhood involvement and community development.

11 See https://www.eda.gov/challenges/sc2challenge/
12 See https://en.wikipedia.org/wiki/Asset-based_community_development 13 Found at Project for Public Spaces www.pps.org . See http://www.pps.org/reference/11steps/ for the eleven principles for creating great community places.

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First Steps and Easy Activities

Closing Remarks
The recommended activities in this report are not all expensive projects. They also can and should be conducted daily as time and resources allow -- by city and county staff, elected officials, and the other involved entities. Daily attention in small ways will achieve amazing results and will move many of these recommendations forward incrementally. The City should, however, take advantage of any opportunity to obtain grant and other funding to help fulfill its goals.

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Smne Ea , y Actions
■ Bus tours to SJB, wines, dinner; ■ Set up tours to extend visits & room nights ■ Web site upgrades
• Study commuter skills: ■ Work readiness certificates or Work Keys; ■ After school act1\-1t1es \latchkey);
■ F1ex1ole downtown rules for small business,
• Co-locate offices, share support staff;
Business VValks and other retention.

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Persons Interviewed
Bill Avera
Brent Barnes
Larry Barr
Margie Barrios
Karen Beppler-Dorn
Anthony Botelho
Mike Chambless
Jim Chapman
Kent Child
Jaime De La Cruz
Dan DeVries
Chuck Dogilone
Valerie Englund
Gillian Enz
Roy Espinosa
Kay Felice
Rosa Vivian Fernandez
Marilyn Ferreira
Richard Ferreira
John Freeman
Ray Friend
Scott Fuller
Mary Gilbert
Fernando Gonzalez
Roger Grimsley
Al Guerra
Greg Harvey
Mary Hubbell
John Ivancovich
Kathy Johnson
Aaron Johnston
Karson Klauer
Kraig Klauer
John Kouretas
Jennifer Laine
Mickle Luna
Robert Lund
Gordon Machado
Chris Martorana
John McCormack
Beverley Meamber
Mark Medina
Cindy Merzon
Shawn Milligan
Jerry Muenzer
Jill Paragon
Mark Paxton
Mary Paxton
Don Pidd
Peggy Pierce
Ray Pierce
Bob Quaid
Marty Richman
Carlos Rivera
Susan Rivera
Mark Robinson
Paul Rovella
Kathy Schipper
Andrew Shelton
Kathy Sherian
Alex Simons
Mindy Sotelo
Sandy Stimson
Lauren Strojny
Brad Sullivan
Will Sutton
Bob Tiffany
Ken Underwood
Loree Van Bebber
Ignaciao Velasquez
Juli Vieira
Margaret Watt
Brenda Weatherly
Beth Welch
Jim West
Pat Wirz
Kristina Chavez Wyatt

Special thanks to Brenda Weatherly, the staff of the Hollister Downtown Association, and Kristina Chavez Wyatt for the great work organizing the event and inviting the participants.

Photos taken by the Team or drawn from http://discoversanbenitocounty.com

The three jurisdictions and the Academy gratefully acknowledge the financial contribution of Pacific Gas & Electric and Wells Fargo Bank, whose generous donations helped make this event possible.

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The Advisory Team
Laura Cole Rowe
Laura Cole Rowe Consulting
707-631-5029
[email protected]
Wes Ervin
LEAP Program Manager
916-216-9141
[email protected]
Kurt Overmeyer
Economic Development Manager
City of Watsonville
831-899-6734
cell 510-333-9753
Cindy Trobitz-Thomas
Retired Redevelopment, Economic Development and Housing Director 707-502-7248
[email protected]
Steve Wahlstrom, Principal
Wahlstrom & Associates
510-684-6253
[email protected]
About the Local Economic Advisory Program
A LEAP is a one- or two-day long event that helps community leaders and other stakeholders understand their local economy, learn about economic development, and build consensus for action. LEAP events are customized for each community’s specific needs. Each LEAP team is built from CALED’s database of experienced professionals from outside the community who can provide advice on the specific problem, whether it be economic development strategies, recruiting new businesses, downtown revitalization, industrial park assessments, and much more.

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About the California Academy for Economic
Development
The California Academy for Economic Development (Academy) is a center devoted to Economic Development training, education, and research. By emphasizing innovation as well as tested methods, we strive to educate economic developers and communities on the best ways to grow healthy, vibrant communities. We are a 501(c)3 non-profit, managed by the California Association for Local Economic Development (CALED).

Our mission:
 Educate economic development professionals, officials and others about the critical processes and strategies needed to improve California’s communities so they can succeed in the global economy.  Provide new business information and resources to local economic development professionals so that they, in turn, can pass this information on to entrepreneurs in their communities.  Conduct supportive research, data development and analysis.  Strengthen the link between economic development and educational institutions.  Make economic development professionals more productive by bringing new technologies to the field.

Contact Information
California Academy for Economic Development
Gurbax Sahota, Executive Director
Wes Ervin, LEAP Program Manager

550 Bercut Drive, Suite G
Sacramento, CA 95811
916-216-9141 or 916-448-8252
www.edacademy.org

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APPENDIX A
Local business and trade associations in San Benito County.14  San Benito County Chamber of Commerce & Visitors Bureau- Promoting local businesses and our community, benefits and resources to support member businesses for a strong community and regional economy, civic, cultural and educational climate. http://sanbenitocountychamber.com
 Hollister Downtown Association- Working hard to create a vital downtown district through beautification programs and community events, ensuring that Downtown Hollister becomes an economic, cultural, educational, governmental, and social center that respects that past, present and future through its blending of people, places, and possibilities. http://www.downtownhollister.org
 San Juan Committee- Promoting economic vitality while maintaining the charm and history of San Juan Bautista http://www.sanjuancommittee.com
 Economic Development Corporation of San Benito County- Supporting business growth and investment and strengthening the local economy in San Benito county http://edcsanbenito.org
 San Benito County Business Council- Promoting policies and practices that provide outstanding pro-business legislative and local policy; facilitating intergovernmental cooperation, collaboration & consolidation; supporting, expanding and enhancing the local job base; and promoting community wellness & sustainability www.sbcbusinesscouncil.com  San Benito County Farm Bureau- http://sanbenitofarmbureau.org/  Hispanic Chamber of Commerce, Central Coast- Promoting and supporting the success of Hispanic businesses in the Central Coast. https://www.facebook.com/hispanicchambercc/  San Benito County Cattlemen’s & Cattlewomen’s Associations- Non-profit trade associations representing ranchers and beef producers in legislative and regulatory affairs and consumer education.
 REGIONAL: Grower-Shipper Association of Central California- Represents member’s agricultural needs in San Benito, Monterey, Santa Cruz and Santa Clara Counties. http://www.growershipper.com
 REGIONAL: Monterey County Economic Partnership- Non-profit community association working to create a thriving region with quality jobs, excellent education and health care, and a high quality of life for all resident while preserving the natural beauty and healthy lifestyle we all share. http://www.mbep.biz

14 Courtesy of Kristina Chavez Wyatt of Farmhouse Communications and the SB Business Council

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APPENDIX B
Detailed Web Site Recommendations

The City and various entities trying to promote tourism and economic development should create a more robust web presence. Our review noticed several things that should be added to make Hollister and the surrounding area be a destination for visitors and for businesses. We recommend that:
• Hollister should create a website for economic development. This site should include a basic property search tool (e.g. Oppsites, LoopNet and GIS Planning all have good tools at various price points), success stories (see growinwatsonville.com) for home grown companies, large development opportunities and a tool for lead conversion (your site should push people to act - whether it is a phone call or email or other connections). Conversions should be measured. • Hollister Downtown Association has a fairly good existing website, but should look at more stories, success stories and there needs to be a way to convert website visitors and also track conversions.
• Both the City and HDA should engage in social marketing using tools such as Facebook, Pinterest, Periscope, Twitter and similar tools. Content should be focused on good stories and good photos. Local residents, businesses and visitors should be encouraged to participate. If possible, use trackable promotions when possible. For example, you can have a promotion for your farmers market that gives anyone who stops at the HDA booth a free gift or coupon that can be used at the market. A - B test ideas by checking likes, responses, comments and actions. • The City, HDA and Chamber should work together to create digital tools for marketing. This should include compelling pictures, graphic treatments that blend well together and most importantly a compelling unified story of who the City, Downtown, Business Community strives to become. Stay on message.
• Tracking and conversions are key. Know how many unique visitors your website has (google analytics is a good free tool, but most websites have analytics), know where you rank on search engines and try to do better with search engine optimization, and above all make everything you do online an opportunity to convert a potential visitor or business to act.

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APPENDIX C
COMMUNITY PROFILES 2016

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Business Summary
San Benito County, CA Prepared by Esri
Geography: County
Data for all businesses in area
Total Businesses:1,931
Total Employees:17,224
Total Residential Population:57,770
Employee/Residential Population Ratio:0.3:1
Businesses Employees
by SIC Codes Number Percent Number Percent
Agriculture & Mining 96 5.0% 1,055 6.1%
Construction 186 9.6%1,187 6.9%
Manufacturing 69 3.6% 1,535 8.9%
Transportation 58 3.0%566 3.3%
Communication 14 0.7%77 0.4%
Utility 14 0.7%177 1.0%
Wholesale Trade 104 5.4% 2,265 13.2%
Retail Trade Summary 379 19.6%3,433 19.9%
Home Improvement 40 2.1%398 2.3%
General Merchandise Stores 9 0.5%230 1.3%
Food Stores 56 2.9%714 4.1%
Auto Dealers, Gas Stations, Auto Aftermarket 39 2.0%330 1.9% Apparel & Accessory Stores 18 0.9%45 0.3%
Furniture & Home Furnishings 26 1.3%52 0.3%
Eating & Drinking Places 99 5.1% 1,261 7.3%
Miscellaneous Retail 92 4.8%403 2.3%
Finance, Insurance, Real Estate Summary 212 11.0%704 4.1% Banks, Savings & Lending Institutions 68 3.5%212 1.2%
Securities Brokers 7 0.4%15 0.1%
Insurance Carriers & Agents 54 2.8%161 0.9%
Real Estate, Holding, Other Investment Offices 83 4.3%316 1.8% Services Summary 663 34.3%5,180 30.1%
Hotels & Lodging 8 0.4%34 0.2%
Automotive Services 65 3.4%231 1.3%
Motion Pictures & Amusements 48 2.5%537 3.1%
Health Services 64 3.3%885 5.1%
Legal Services 15 0.8%62 0.4%
Education Institutions & Libraries 47 2.4%1,083 6.3%
Other Services 416 21.5% 2,348 13.6%
Government 97 5.0%974 5.7%
Unclassified Establishments 39 2.0%71 0.4%
Totals 1,931 100.0% 17,224 100.0%
Source: Copyright 2015 Infogroup, Inc. All rights reserved. Esri Total Residential Population forecasts for 2015.

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Business Summary
San Benito County, CA Prepared by Esri
Geography: County
Businesses Employees
by NAICS Codes Number Percent Number Percent
Agriculture, Forestry, Fishing & Hunting 53 2.7%842 4.9% Mining 3 0.2%29 0.2%
Utilities 8 0.4%60 0.3%
Construction 201 10.4%1,242 7.2%
Manufacturing 73 3.8% 1,550 9.0%
Wholesale Trade 100 5.2%2,251 13.1%
Retail Trade 275 14.2% 2,152 12.5%
Motor Vehicle & Parts Dealers 30 1.6%312 1.8%
Furniture & Home Furnishings Stores 13 0.7%25 0.1%
Electronics & Appliance Stores 13 0.7%27 0.2%
Bldg Material & Garden Equipment & Supplies Dealers 40 2.1%401 2.3% Food & Beverage Stores 55 2.8%702 4.1%
Health & Personal Care Stores 19 1.0%169 1.0%
Gasoline Stations 9 0.5%18 0.1%
Clothing & Clothing Accessories Stores 22 1.1%53 0.3%
Sport Goods, Hobby, Book, & Music Stores 11 0.6%52 0.3% General Merchandise Stores 9 0.5%230 1.3%
Miscellaneous Store Retailers 49 2.5%154 0.9%
Nonstore Retailers 5 0.3%9 0.1%
Transportation & Warehousing 47 2.4%545 3.2%
Information 25 1.3%115 0.7%
Finance & Insurance 129 6.7%388 2.3%
Central Bank/Credit Intermediation & Related Activities 67 3.5%206 1.2% Securities, Commodity Contracts & Other Financial
Investments & Other Related Activities
8 0.4%21 0.1%
Insurance Carriers & Related Activities; Funds, Trusts & Other Financial Vehicles
54 2.8%161 0.9%
Real Estate, Rental & Leasing 109 5.6%387 2.2%
Professional, Scientific & Tech Services 136 7.0%677 3.9% Legal Services 19 1.0%79 0.5%
Management of Companies & Enterprises 0 0.0%0 0.0%
Administrative & Support & Waste Management & Remediation Services
96 5.0%1,024 5.9%
Educational Services 55 2.8% 1,103 6.4%
Health Care & Social Assistance 100 5.2%1,243 7.2%
Arts, Entertainment & Recreation 42 2.2%524 3.0%
Accommodation & Food Services 107 5.5%1,295 7.5%
Accommodation 8 0.4%34 0.2%
Food Services & Drinking Places 99 5.1%1,261 7.3%
Other Services (except Public Administration)233 12.1%726 4.2% Automotive Repair & Maintenance 51 2.6%177 1.0%
Public Administration 98 5.1%994 5.8%
Unclassified Establishments 41 2.1%77 0.4%
Total 1,931 100.0%17,224 100.0%
Source: Copyright 2015 Infogroup, Inc. All rights reserved. Esri Total Residential Population forecasts for 2015.

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Community Profile
San Benito County, CA Prepared by Esri
Geography: County
Population Summary
2000 Total Population 53,234
2010 Total Population 55,269
2015 Total Population 57,770
2015 Group Quarters 406
2020 Total Population 60,679
2015-2020 Annual Rate 0.99%
Household Summary
2000 Households 15,885
2000 Average Household Size 3.32
2010 Households 16,805
2010 Average Household Size 3.27
2015 Households 17,521
2015 Average Household Size 3.27
2020 Households 18,461
2020 Average Household Size 3.26
2015-2020 Annual Rate 1.05%
2010 Families 13,436
2010 Average Family Size 3.61
2015 Families 14,023
2015 Average Family Size 3.61
2020 Families 14,785
2020 Average Family Size 3.60
2015-2020 Annual Rate 1.06%
Housing Unit Summary
2000 Housing Units 16,499
Owner Occupied Housing Units 65.6%
Renter Occupied Housing Units 30.6%
Vacant Housing Units 3.7%
2010 Housing Units 17,870
Owner Occupied Housing Units 61.1%
Renter Occupied Housing Units 32.9%
Vacant Housing Units 6.0%
2015 Housing Units 18,528
Owner Occupied Housing Units 59.4%
Renter Occupied Housing Units 35.1%
Vacant Housing Units 5.4%
2020 Housing Units 19,496
Owner Occupied Housing Units 59.2%
Renter Occupied Housing Units 35.5%
Vacant Housing Units 5.3%
Median Household Income
2015 $69,438
2020 $80,199
Median Home Value
2015 $396,285
2020 $468,042
Per Capita Income
2015 $26,185
2020 $29,602
Median Age
2010 34.3
2015 34.7
2020 35.7
Data Note: Household population includes persons not residing in group quarters. Average Household Size is the household population divided by total households.

Persons in families include the householder and persons related to the householder by birth, marriage, or adoption. Per Capita Income represents the income received by all persons aged 15 years and over divided by the total population.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Community Profile
San Benito County, CA Prepared by Esri
Geography: County
2015 Households by Income
Household Income Base 17,521
<$15,000 8.6%
$15,000 - $24,999 7.4%
$25,000 - $34,999 8.7%
$35,000 - $49,999 11.3%
$50,000 - $74,999 16.9%
$75,000 - $99,999 14.1%
$100,000 - $149,999 20.4%
$150,000 - $199,999 7.5%
$200,000+5.2%
Average Household Income $85,831
2020 Households by Income
Household Income Base 18,461
<$15,000 7.6%
$15,000 - $24,999 5.2%
$25,000 - $34,999 6.8%
$35,000 - $49,999 10.2%
$50,000 - $74,999 16.0%
$75,000 - $99,999 16.2%
$100,000 - $149,999 23.0%
$150,000 - $199,999 9.2%
$200,000+5.9%
Average Household Income $96,808
2015 Owner Occupied Housing Units by Value
Total 11,009
<$50,000 1.2%
$50,000 - $99,999 3.6%
$100,000 - $149,999 3.5%
$150,000 - $199,999 4.1%
$200,000 - $249,999 5.9%
$250,000 - $299,999 8.3%
$300,000 - $399,999 24.3%
$400,000 - $499,999 18.4%
$500,000 - $749,999 20.4%
$750,000 - $999,999 6.7%
$1,000,000 +3.5%
Average Home Value $449,239
2020 Owner Occupied Housing Units by Value
Total 11,539
<$50,000 0.8%
$50,000 - $99,999 2.7%
$100,000 - $149,999 2.4%
$150,000 - $199,999 4.0%
$200,000 - $249,999 5.5%
$250,000 - $299,999 6.5%
$300,000 - $399,999 17.7%
$400,000 - $499,999 15.2%
$500,000 - $749,999 28.8%
$750,000 - $999,999 11.4%
$1,000,000 +4.9%
Average Home Value $514,137
Data Note: Income represents the preceding year, expressed in current dollars. Household income includes wage and salary earnings, interest dividends, net rents, pensions, SSI and welfare payments, child support, and alimony.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Community Profile
San Benito County, CA Prepared by Esri
Geography: County
2010 Population by Age
Total 55,269
0 - 4 7.4%
5 - 9 7.8%
10 - 14 8.5%
15 - 24 14.5%
25 - 34 12.5%
35 - 44 13.8%
45 - 54 14.9%
55 - 64 10.7%
65 - 74 5.4%
75 - 84 3.0%
85 +1.3%
18 +70.9%
2015 Population by Age
Total 57,770
0 - 4 7.1%
5 - 9 7.4%
10 - 14 7.8%
15 - 24 15.0%
25 - 34 13.1%
35 - 44 12.5%
45 - 54 13.9%
55 - 64 12.0%
65 - 74 6.9%
75 - 84 3.0%
85 +1.3%
18 +72.9%
2020 Population by Age
Total 60,679
0 - 4 7.1%
5 - 9 6.9%
10 - 14 7.4%
15 - 24 13.6%
25 - 34 14.2%
35 - 44 12.9%
45 - 54 12.3%
55 - 64 12.5%
65 - 74 8.3%
75 - 84 3.6%
85 +1.4%
18 +74.3%
2010 Population by Sex
Males 27,629
Females 27,640
2015 Population by Sex
Males 28,869
Females 28,901
2020 Population by Sex
Males 30,282
Females 30,397
Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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O esri·

Community Profile
San Benito County, CA Prepared by Esri
Geography: County
2010 Population by Race/Ethnicity
Total 55,269
White Alone 63.7%
Black Alone 0.9%
American Indian Alone 1.6%
Asian Alone 2.6%
Pacific Islander Alone 0.2%
Some Other Race Alone 26.2%
Two or More Races 4.9%
Hispanic Origin 56.4%
Diversity Index 79.4
2015 Population by Race/Ethnicity
Total 57,770
White Alone 61.8%
Black Alone 1.1%
American Indian Alone 1.6%
Asian Alone 2.9%
Pacific Islander Alone 0.2%
Some Other Race Alone 27.3%
Two or More Races 5.1%
Hispanic Origin 58.9%
Diversity Index 80.2
2020 Population by Race/Ethnicity
Total 60,679
White Alone 60.5%
Black Alone 1.2%
American Indian Alone 1.7%
Asian Alone 3.1%
Pacific Islander Alone 0.3%
Some Other Race Alone 28.1%
Two or More Races 5.2%
Hispanic Origin 61.4%
Diversity Index 80.7
2010 Population by Relationship and Household Type
Total 55,269
In Households 99.5%
In Family Households 91.5%
Householder 24.3%
Spouse 18.5%
Child 38.2%
Other relative 6.7%
Nonrelative 3.7%
In Nonfamily Households 8.0%
In Group Quarters 0.5%
Institutionalized Population 0.2%
Noninstitutionalized Population 0.3%
Data Note: Persons of Hispanic Origin may be of any race. The Diversity Index measures the probability that two people from the same area will be from different race/ ethnic groups.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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O esri·

Community Profile
San Benito County, CA Prepared by Esri
Geography: County
2015 Population 25+ by Educational Attainment
Total 36,202
Less than 9th Grade 13.9%
9th - 12th Grade, No Diploma 8.5%
High School Graduate 20.2%
GED/Alternative Credential 3.2%
Some College, No Degree 27.3%
Associate Degree 8.4%
Bachelor's Degree 13.6%
Graduate/Professional Degree 5.0%
2015 Population 15+ by Marital Status
Total 44,884
Never Married 31.1%
Married 54.0%
Widowed 4.3%
Divorced 10.6%
2015 Civilian Population 16+ in Labor Force
Civilian Employed 93.4%
Civilian Unemployed 6.6%
2015 Employed Population 16+ by Industry
Total 27,023
Agriculture/Mining 10.2%
Construction 8.4%
Manufacturing 12.3%
Wholesale Trade 4.3%
Retail Trade 12.3%
Transportation/Utilities 3.9%
Information 0.8%
Finance/Insurance/Real Estate 5.9%
Services 36.8%
Public Administration 5.1%
2015 Employed Population 16+ by Occupation
Total 27,023
White Collar 53.6%
Management/Business/Financial 13.4%
Professional 14.0%
Sales 12.0%
Administrative Support 14.2%
Services 17.5%
Blue Collar 28.9%
Farming/Forestry/Fishing 7.2%
Construction/Extraction 6.7%
Installation/Maintenance/Repair 3.0%
Production 5.5%
Transportation/Material Moving 6.6%
Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Community Profile
San Benito County, CA Prepared by Esri
Geography: County
2010 Households by Type
Total 16,805
Households with 1 Person 15.4%
Households with 2+ People 84.6%
Family Households 80.0%
Husband-wife Families 60.7%
With Related Children 33.1%
Other Family (No Spouse Present)19.2%
Other Family with Male Householder 6.6%
With Related Children 4.2%
Other Family with Female Householder 12.6%
With Related Children 8.6%
Nonfamily Households 4.6%
All Households with Children 46.4%
Multigenerational Households 8.4%
Unmarried Partner Households 7.3%
Male-female 6.6%
Same-sex 0.7%
2010 Households by Size
Total 16,805
1 Person Household 15.4%
2 Person Household 28.0%
3 Person Household 16.8%
4 Person Household 18.0%
5 Person Household 10.8%
6 Person Household 5.5%
7 + Person Household 5.6%
2010 Households by Tenure and Mortgage Status
Total 16,805
Owner Occupied 65.0%
Owned with a Mortgage/Loan 52.3%
Owned Free and Clear 12.7%
Renter Occupied 35.0%
Data Note: Households with children include any households with people under age 18, related or not. Multigenerational households are families with 3 or more parent- child relationships. Unmarried partner households are usually classified as nonfamily households unless there is another member of the household related to the householder. Multigenerational and unmarried partner households are reported only to the tract level. Esri estimated block group data, which is used to estimate polygons or non-standard geography.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Business Summary
Hollister City, CA Prepared by Esri
Geography: Place
Data for all businesses in area
Total Businesses:1,275
Total Employees:10,866
Total Residential Population:36,711
Employee/Residential Population Ratio:0.3:1
Businesses Employees
by SIC Codes Number Percent Number Percent
Agriculture & Mining 27 2.1%142 1.3%
Construction 106 8.3%756 7.0%
Manufacturing 37 2.9% 1,136 10.5%
Transportation 41 3.2%336 3.1%
Communication 9 0.7%41 0.4%
Utility 4 0.3%99 0.9%
Wholesale Trade 54 4.2%266 2.4%
Retail Trade Summary 251 19.7%2,708 24.9%
Home Improvement 30 2.4%371 3.4%
General Merchandise Stores 6 0.5%225 2.1%
Food Stores 37 2.9%584 5.4%
Auto Dealers, Gas Stations, Auto Aftermarket 24 1.9%277 2.5% Apparel & Accessory Stores 14 1.1%32 0.3%
Furniture & Home Furnishings 16 1.3%33 0.3%
Eating & Drinking Places 69 5.4%863 7.9%
Miscellaneous Retail 55 4.3%323 3.0%
Finance, Insurance, Real Estate Summary 172 13.5%579 5.3% Banks, Savings & Lending Institutions 56 4.4%191 1.8%
Securities Brokers 4 0.3%7 0.1%
Insurance Carriers & Agents 49 3.8%152 1.4%
Real Estate, Holding, Other Investment Offices 63 4.9%229 2.1% Services Summary 478 37.5%4,007 36.9%
Hotels & Lodging 3 0.2%13 0.1%
Automotive Services 51 4.0%192 1.8%
Motion Pictures & Amusements 30 2.4%357 3.3%
Health Services 59 4.6%828 7.6%
Legal Services 14 1.1%58 0.5%
Education Institutions & Libraries 28 2.2%724 6.7%
Other Services 293 23.0% 1,835 16.9%
Government 77 6.0%768 7.1%
Unclassified Establishments 19 1.5%28 0.3%
Totals 1,275 100.0% 10,866 100.0%
Source: Copyright 2015 Infogroup, Inc. All rights reserved. Esri Total Residential Population forecasts for 2015.

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Business Summary
Hollister City, CA Prepared by Esri
Geography: Place
Businesses Employees
by NAICS Codes Number Percent Number Percent
Agriculture, Forestry, Fishing & Hunting 7 0.5%50 0.5%
Mining 1 0.1%10 0.1%
Utilities 1 0.1%4 0.0%
Construction 114 8.9%788 7.3%
Manufacturing 40 3.1% 1,145 10.5%
Wholesale Trade 50 3.9%252 2.3%
Retail Trade 178 14.0% 1,831 16.9%
Motor Vehicle & Parts Dealers 19 1.5%268 2.5%
Furniture & Home Furnishings Stores 6 0.5%11 0.1%
Electronics & Appliance Stores 10 0.8%23 0.2%
Bldg Material & Garden Equipment & Supplies Dealers 30 2.4%374 3.4% Food & Beverage Stores 36 2.8%576 5.3%
Health & Personal Care Stores 18 1.4%164 1.5%
Gasoline Stations 5 0.4%9 0.1%
Clothing & Clothing Accessories Stores 17 1.3%38 0.3%
Sport Goods, Hobby, Book, & Music Stores 9 0.7%45 0.4%
General Merchandise Stores 6 0.5%225 2.1%
Miscellaneous Store Retailers 21 1.6%96 0.9%
Nonstore Retailers 1 0.1%2 0.0%
Transportation & Warehousing 32 2.5%323 3.0%
Information 18 1.4%76 0.7%
Finance & Insurance 109 8.5%350 3.2%
Central Bank/Credit Intermediation & Related Activities 56 4.4%191 1.8% Securities, Commodity Contracts & Other Financial
Investments & Other Related Activities
4 0.3%7 0.1%
Insurance Carriers & Related Activities; Funds, Trusts & Other Financial Vehicles
49 3.8%152 1.4%
Real Estate, Rental & Leasing 85 6.7%281 2.6%
Professional, Scientific & Tech Services 82 6.4%492 4.5% Legal Services 18 1.4%75 0.7%
Management of Companies & Enterprises 0 0.0%0 0.0%
Administrative & Support & Waste Management & Remediation Services
66 5.2%865 8.0%
Educational Services 36 2.8%743 6.8%
Health Care & Social Assistance 90 7.1%1,092 10.0%
Arts, Entertainment & Recreation 22 1.7%334 3.1%
Accommodation & Food Services 72 5.6%876 8.1%
Accommodation 3 0.2%13 0.1%
Food Services & Drinking Places 69 5.4%863 7.9%
Other Services (except Public Administration)173 13.6%532 4.9% Automotive Repair & Maintenance 39 3.1%142 1.3%
Public Administration 78 6.1%788 7.3%
Unclassified Establishments 21 1.6%34 0.3%
Total 1,275 100.0%10,866 100.0%
Source: Copyright 2015 Infogroup, Inc. All rights reserved. Esri Total Residential Population forecasts for 2015.

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O esri·

Community Profile
Hollister City, CA Prepared by Esri
Geography: Place
Population Summary
2000 Total Population 33,954
2010 Total Population 34,928
2015 Total Population 36,711
2015 Group Quarters 173
2020 Total Population 38,711
2015-2020 Annual Rate 1.07%
Household Summary
2000 Households 9,601
2000 Average Household Size 3.53
2010 Households 9,860
2010 Average Household Size 3.53
2015 Households 10,342
2015 Average Household Size 3.53
2020 Households 10,943
2020 Average Household Size 3.52
2015-2020 Annual Rate 1.14%
2010 Families 8,131
2010 Average Family Size 3.82
2015 Families 8,521
2015 Average Family Size 3.82
2020 Families 9,017
2020 Average Family Size 3.81
2015-2020 Annual Rate 1.14%
Housing Unit Summary
2000 Housing Units 9,839
Owner Occupied Housing Units 65.3%
Renter Occupied Housing Units 32.3%
Vacant Housing Units 2.4%
2010 Housing Units 10,401
Owner Occupied Housing Units 58.0%
Renter Occupied Housing Units 36.8%
Vacant Housing Units 5.2%
2015 Housing Units 10,839
Owner Occupied Housing Units 56.3%
Renter Occupied Housing Units 39.1%
Vacant Housing Units 4.6%
2020 Housing Units 11,458
Owner Occupied Housing Units 56.1%
Renter Occupied Housing Units 39.4%
Vacant Housing Units 4.5%
Median Household Income
2015 $64,074
2020 $76,010
Median Home Value
2015 $355,825
2020 $381,975
Per Capita Income
2015 $21,999
2020 $24,717
Median Age
2010 30.9
2015 31.5
2020 32.9
Data Note: Household population includes persons not residing in group quarters. Average Household Size is the household population divided by total households.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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O esri·

Community Profile
Hollister City, CA Prepared by Esri
Geography: Place
2015 Households by Income
Household Income Base 10,343
<$15,000 9.5%
$15,000 - $24,999 8.3%
$25,000 - $34,999 8.8%
$35,000 - $49,999 12.2%
$50,000 - $74,999 17.2%
$75,000 - $99,999 14.9%
$100,000 - $149,999 20.1%
$150,000 - $199,999 5.7%
$200,000+3.2%
Average Household Income $77,532
2020 Households by Income
Household Income Base 10,941
<$15,000 8.5%
$15,000 - $24,999 6.0%
$25,000 - $34,999 7.0%
$35,000 - $49,999 10.9%
$50,000 - $74,999 16.5%
$75,000 - $99,999 17.4%
$100,000 - $149,999 22.9%
$150,000 - $199,999 6.9%
$200,000+3.7%
Average Household Income $86,891
2015 Owner Occupied Housing Units by Value
Total 6,103
<$50,000 1.2%
$50,000 - $99,999 4.4%
$100,000 - $149,999 4.4%
$150,000 - $199,999 5.0%
$200,000 - $249,999 7.0%
$250,000 - $299,999 10.6%
$300,000 - $399,999 31.4%
$400,000 - $499,999 21.3%
$500,000 - $749,999 12.3%
$750,000 - $999,999 1.5%
$1,000,000 +1.0%
Average Home Value $371,149
2020 Owner Occupied Housing Units by Value
Total 6,424
<$50,000 1.0%
$50,000 - $99,999 3.8%
$100,000 - $149,999 3.3%
$150,000 - $199,999 5.4%
$200,000 - $249,999 7.3%
$250,000 - $299,999 9.1%
$300,000 - $399,999 24.4%
$400,000 - $499,999 18.4%
$500,000 - $749,999 23.6%
$750,000 - $999,999 2.8%
$1,000,000 +0.7%
Average Home Value $407,799
Data Note: Income represents the preceding year, expressed in current dollars. Household income includes wage and salary earnings, interest dividends, net rents, pensions, SSI and welfare payments, child support, and alimony.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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O esri·

Community Profile
Hollister City, CA Prepared by Esri
Geography: Place
2010 Population by Age
Total 34,928
0 - 4 8.5%
5 - 9 8.4%
10 - 14 9.3%
15 - 24 15.7%
25 - 34 14.0%
35 - 44 14.4%
45 - 54 13.9%
55 - 64 8.4%
65 - 74 3.8%
75 - 84 2.5%
85 +1.1%
18 +68.3%
2015 Population by Age
Total 36,713
0 - 4 8.1%
5 - 9 8.1%
10 - 14 8.2%
15 - 24 16.1%
25 - 34 14.3%
35 - 44 13.2%
45 - 54 13.2%
55 - 64 10.1%
65 - 74 5.2%
75 - 84 2.2%
85 +1.2%
18 +70.5%
2020 Population by Age
Total 38,709
0 - 4 8.0%
5 - 9 7.6%
10 - 14 8.0%
15 - 24 14.5%
25 - 34 15.1%
35 - 44 13.6%
45 - 54 12.1%
55 - 64 10.8%
65 - 74 6.6%
75 - 84 2.5%
85 +1.2%
18 +71.9%
2010 Population by Sex
Males 17,350
Females 17,578
2015 Population by Sex
Males 18,308
Females 18,405
2020 Population by Sex
Males 19,298
Females 19,411
Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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O esri·

Community Profile
Hollister City, CA Prepared by Esri
Geography: Place
2010 Population by Race/Ethnicity
Total 34,928
White Alone 59.4%
Black Alone 1.0%
American Indian Alone 1.8%
Asian Alone 2.7%
Pacific Islander Alone 0.2%
Some Other Race Alone 29.9%
Two or More Races 5.1%
Hispanic Origin 65.7%
Diversity Index 80.5
2015 Population by Race/Ethnicity
Total 36,712
White Alone 58.1%
Black Alone 1.2%
American Indian Alone 1.8%
Asian Alone 2.9%
Pacific Islander Alone 0.3%
Some Other Race Alone 30.6%
Two or More Races 5.2%
Hispanic Origin 67.4%
Diversity Index 81.0
2020 Population by Race/Ethnicity
Total 38,710
White Alone 57.0%
Black Alone 1.3%
American Indian Alone 1.8%
Asian Alone 3.1%
Pacific Islander Alone 0.3%
Some Other Race Alone 31.2%
Two or More Races 5.3%
Hispanic Origin 69.7%
Diversity Index 81.1
2010 Population by Relationship and Household Type
Total 34,928
In Households 99.7%
In Family Households 93.1%
Householder 23.3%
Spouse 16.9%
Child 41.3%
Other relative 7.4%
Nonrelative 4.2%
In Nonfamily Households 6.6%
In Group Quarters 0.3%
Institutionalized Population 0.3%
Noninstitutionalized Population 0.0%
Data Note: Persons of Hispanic Origin may be of any race. The Diversity Index measures the probability that two people from the same area will be from different race/ ethnic groups.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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O esri·

Community Profile
Hollister City, CA Prepared by Esri
Geography: Place
2015 Population 25+ by Educational Attainment
Total 21,832
Less than 9th Grade 17.0%
9th - 12th Grade, No Diploma 10.9%
High School Graduate 21.1%
GED/Alternative Credential 3.1%
Some College, No Degree 25.3%
Associate Degree 7.5%
Bachelor's Degree 12.1%
Graduate/Professional Degree 3.0%
2015 Population 15+ by Marital Status
Total 27,744
Never Married 32.8%
Married 53.1%
Widowed 3.9%
Divorced 10.2%
2015 Civilian Population 16+ in Labor Force
Civilian Employed 93.1%
Civilian Unemployed 6.9%
2015 Employed Population 16+ by Industry
Total 16,579
Agriculture/Mining 9.2%
Construction 7.4%
Manufacturing 13.5%
Wholesale Trade 4.3%
Retail Trade 13.1%
Transportation/Utilities 3.6%
Information 0.9%
Finance/Insurance/Real Estate 5.3%
Services 37.9%
Public Administration 4.9%
2015 Employed Population 16+ by Occupation
Total 16,579
White Collar 51.2%
Management/Business/Financial 11.2%
Professional 14.1%
Sales 11.1%
Administrative Support 14.7%
Services 17.8%
Blue Collar 31.0%
Farming/Forestry/Fishing 7.2%
Construction/Extraction 6.7%
Installation/Maintenance/Repair 3.3%
Production 6.1%
Transportation/Material Moving 7.8%
Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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O esri·

Community Profile
Hollister City, CA Prepared by Esri
Geography: Place
2010 Households by Type
Total 9,860
Households with 1 Person 13.4%
Households with 2+ People 86.6%
Family Households 82.5%
Husband-wife Families 59.8%
With Related Children 37.3%
Other Family (No Spouse Present)22.6%
Other Family with Male Householder 7.3%
With Related Children 4.9%
Other Family with Female Householder 15.3%
With Related Children 10.8%
Nonfamily Households 4.1%
All Households with Children 53.7%
Multigenerational Households 10.1%
Unmarried Partner Households 8.1%
Male-female 7.5%
Same-sex 0.6%
2010 Households by Size
Total 9,860
1 Person Household 13.4%
2 Person Household 22.6%
3 Person Household 17.7%
4 Person Household 20.2%
5 Person Household 12.6%
6 Person Household 6.4%
7 + Person Household 7.1%
2010 Households by Tenure and Mortgage Status
Total 9,860
Owner Occupied 61.2%
Owned with a Mortgage/Loan 52.5%
Owned Free and Clear 8.6%
Renter Occupied 38.8%
Data Note: Households with children include any households with people under age 18, related or not. Multigenerational households are families with 3 or more parent- child relationships. Unmarried partner households are usually classified as nonfamily households unless there is another member of the household related to the householder. Multigenerational and unmarried partner households are reported only to the tract level. Esri estimated block group data, which is used to estimate polygons or non-standard geography.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Business Summary
San Juan Bautista City, CA Prepared by Esri
Geography: Place
Data for all businesses in area
Total Businesses:128
Total Employees:668
Total Residential Population:1,924
Employee/Residential Population Ratio:0.35:1
Businesses Employees
by SIC Codes Number Percent Number Percent
Agriculture & Mining 1 0.8%10 1.5%
Construction 12 9.4%61 9.1%
Manufacturing 2 1.6%7 1.0%
Transportation 3 2.3%15 2.2%
Communication 0 0.0%0 0.0%
Utility 0 0.0%0 0.0%
Wholesale Trade 3 2.3%22 3.3%
Retail Trade Summary 54 42.2%216 32.3%
Home Improvement 1 0.8%2 0.3%
General Merchandise Stores 0 0.0%0 0.0%
Food Stores 4 3.1%18 2.7%
Auto Dealers, Gas Stations, Auto Aftermarket 2 1.6%6 0.9% Apparel & Accessory Stores 4 3.1%13 1.9%
Furniture & Home Furnishings 4 3.1%9 1.3%
Eating & Drinking Places 14 10.9%114 17.1%
Miscellaneous Retail 25 19.5%54 8.1%
Finance, Insurance, Real Estate Summary 12 9.4%42 6.3%
Banks, Savings & Lending Institutions 6 4.7%12 1.8%
Securities Brokers 0 0.0%0 0.0%
Insurance Carriers & Agents 1 0.8%1 0.1%
Real Estate, Holding, Other Investment Offices 5 3.9%29 4.3% Services Summary 33 25.8%247 37.0%
Hotels & Lodging 1 0.8%9 1.3%
Automotive Services 3 2.3%9 1.3%
Motion Pictures & Amusements 4 3.1%61 9.1%
Health Services 2 1.6%26 3.9%
Legal Services 1 0.8%4 0.6%
Education Institutions & Libraries 2 1.6%62 9.3%
Other Services 20 15.6%76 11.4%
Government 2 1.6%27 4.0%
Unclassified Establishments 6 4.7%21 3.1%
Totals 128 100.0%668 100.0%
Source: Copyright 2015 Infogroup, Inc. All rights reserved. Esri Total Residential Population forecasts for 2015.

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Business Summary
San Juan Bautista City, CA Prepared by Esri
Geography: Place
Businesses Employees
by NAICS Codes Number Percent Number Percent
Agriculture, Forestry, Fishing & Hunting 0 0.0%0 0.0%
Mining 0 0.0%0 0.0%
Utilities 0 0.0%0 0.0%
Construction 14 10.9%72 10.8%
Manufacturing 3 2.3%13 1.9%
Wholesale Trade 3 2.3%22 3.3%
Retail Trade 39 30.5%96 14.4%
Motor Vehicle & Parts Dealers 0 0.0%0 0.0%
Furniture & Home Furnishings Stores 3 2.3%7 1.0%
Electronics & Appliance Stores 0 0.0%0 0.0%
Bldg Material & Garden Equipment & Supplies Dealers 1 0.8%2 0.3% Food & Beverage Stores 3 2.3%12 1.8%
Health & Personal Care Stores 0 0.0%0 0.0%
Gasoline Stations 2 1.6%6 0.9%
Clothing & Clothing Accessories Stores 5 3.9%15 2.2%
Sport Goods, Hobby, Book, & Music Stores 2 1.6%7 1.0%
General Merchandise Stores 0 0.0%0 0.0%
Miscellaneous Store Retailers 23 18.0%47 7.0%
Nonstore Retailers 0 0.0%0 0.0%
Transportation & Warehousing 2 1.6%11 1.6%
Information 1 0.8%2 0.3%
Finance & Insurance 7 5.5%13 1.9%
Central Bank/Credit Intermediation & Related Activities 6 4.7%12 1.8% Securities, Commodity Contracts & Other Financial
Investments & Other Related Activities
0 0.0%0 0.0%
Insurance Carriers & Related Activities; Funds, Trusts & Other Financial Vehicles
1 0.8%1 0.1%
Real Estate, Rental & Leasing 7 5.5%38 5.7%
Professional, Scientific & Tech Services 9 7.0%36 5.4%
Legal Services 1 0.8%4 0.6%
Management of Companies & Enterprises 0 0.0%0 0.0%
Administrative & Support & Waste Management & Remediation Services
1 0.8%4 0.6%
Educational Services 1 0.8%60 9.0%
Health Care & Social Assistance 3 2.3%34 5.1%
Arts, Entertainment & Recreation 5 3.9%63 9.4%
Accommodation & Food Services 15 11.7%123 18.4%
Accommodation 1 0.8%9 1.3%
Food Services & Drinking Places 14 10.9%114 17.1%
Other Services (except Public Administration)10 7.8%33 4.9% Automotive Repair & Maintenance 2 1.6%7 1.0%
Public Administration 2 1.6%27 4.0%
Unclassified Establishments 6 4.7%21 3.1%
Total 128 100.0%668 100.0%
Source: Copyright 2015 Infogroup, Inc. All rights reserved. Esri Total Residential Population forecasts for 2015.

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Community Profile
San Juan Bautista City, CA Prepared by Esri
Geography: Place
Population Summary
2000 Total Population 1,610
2010 Total Population 1,862
2015 Total Population 1,924
2015 Group Quarters 5
2020 Total Population 2,008
2015-2020 Annual Rate 0.86%
Household Summary
2000 Households 580
2000 Average Household Size 2.77
2010 Households 681
2010 Average Household Size 2.73
2015 Households 704
2015 Average Household Size 2.73
2020 Households 737
2020 Average Household Size 2.72
2015-2020 Annual Rate 0.92%
2010 Families 479
2010 Average Family Size 3.21
2015 Families 496
2015 Average Family Size 3.21
2020 Families 520
2020 Average Family Size 3.20
2015-2020 Annual Rate 0.95%
Housing Unit Summary
2000 Housing Units 631
Owner Occupied Housing Units 49.1%
Renter Occupied Housing Units 42.9%
Vacant Housing Units 7.9%
2010 Housing Units 745
Owner Occupied Housing Units 46.3%
Renter Occupied Housing Units 45.1%
Vacant Housing Units 8.6%
2015 Housing Units 769
Owner Occupied Housing Units 43.8%
Renter Occupied Housing Units 47.7%
Vacant Housing Units 8.5%
2020 Housing Units 804
Owner Occupied Housing Units 44.4%
Renter Occupied Housing Units 47.4%
Vacant Housing Units 8.3%
Median Household Income
2015 $51,182
2020 $55,068
Median Home Value
2015 $386,875
2020 $461,268
Per Capita Income
2015 $22,869
2020 $26,389
Median Age
2010 38.5
2015 38.4
2020 38.1
Data Note: Household population includes persons not residing in group quarters. Average Household Size is the household population divided by total households.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Community Profile
San Juan Bautista City, CA Prepared by Esri
Geography: Place
2015 Households by Income
Household Income Base 704
<$15,000 15.1%
$15,000 - $24,999 8.7%
$25,000 - $34,999 10.5%
$35,000 - $49,999 13.8%
$50,000 - $74,999 25.6%
$75,000 - $99,999 8.7%
$100,000 - $149,999 10.4%
$150,000 - $199,999 5.5%
$200,000+1.8%
Average Household Income $63,338
2020 Households by Income
Household Income Base 737
<$15,000 13.4%
$15,000 - $24,999 5.8%
$25,000 - $34,999 9.5%
$35,000 - $49,999 13.8%
$50,000 - $74,999 25.2%
$75,000 - $99,999 10.0%
$100,000 - $149,999 12.2%
$150,000 - $199,999 7.5%
$200,000+2.4%
Average Household Income $72,894
2015 Owner Occupied Housing Units by Value
Total 337
<$50,000 2.7%
$50,000 - $99,999 2.1%
$100,000 - $149,999 3.3%
$150,000 - $199,999 3.6%
$200,000 - $249,999 6.2%
$250,000 - $299,999 11.6%
$300,000 - $399,999 23.7%
$400,000 - $499,999 16.9%
$500,000 - $749,999 15.1%
$750,000 - $999,999 5.9%
$1,000,000 +8.9%
Average Home Value $475,371
2020 Owner Occupied Housing Units by Value
Total 355
<$50,000 1.7%
$50,000 - $99,999 1.1%
$100,000 - $149,999 2.0%
$150,000 - $199,999 3.1%
$200,000 - $249,999 5.1%
$250,000 - $299,999 7.6%
$300,000 - $399,999 17.2%
$400,000 - $499,999 20.0%
$500,000 - $749,999 18.0%
$750,000 - $999,999 7.9%
$1,000,000 +16.3%
Average Home Value $577,535
Data Note: Income represents the preceding year, expressed in current dollars. Household income includes wage and salary earnings, interest dividends, net rents, pensions, SSI and welfare payments, child support, and alimony.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Community Profile
San Juan Bautista City, CA Prepared by Esri
Geography: Place
2010 Population by Age
Total 1,862
0 - 4 6.7%
5 - 9 7.2%
10 - 14 5.5%
15 - 24 13.4%
25 - 34 13.2%
35 - 44 12.4%
45 - 54 15.7%
55 - 64 14.2%
65 - 74 7.0%
75 - 84 3.7%
85 +1.2%
18 +76.9%
2015 Population by Age
Total 1,926
0 - 4 6.6%
5 - 9 6.3%
10 - 14 7.1%
15 - 24 12.8%
25 - 34 13.4%
35 - 44 11.8%
45 - 54 12.5%
55 - 64 16.5%
65 - 74 7.2%
75 - 84 4.4%
85 +1.5%
18 +76.6%
2020 Population by Age
Total 2,009
0 - 4 6.7%
5 - 9 6.1%
10 - 14 5.9%
15 - 24 11.6%
25 - 34 16.0%
35 - 44 12.0%
45 - 54 11.1%
55 - 64 14.7%
65 - 74 9.3%
75 - 84 4.9%
85 +1.7%
18 +77.3%
2010 Population by Sex
Males 894
Females 968
2015 Population by Sex
Males 925
Females 1,001
2020 Population by Sex
Males 964
Females 1,045
Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Community Profile
San Juan Bautista City, CA Prepared by Esri
Geography: Place
2010 Population by Race/Ethnicity
Total 1,862
White Alone 60.4%
Black Alone 0.6%
American Indian Alone 3.1%
Asian Alone 2.8%
Pacific Islander Alone 0.1%
Some Other Race Alone 26.5%
Two or More Races 6.4%
Hispanic Origin 48.7%
Diversity Index 81.6
2015 Population by Race/Ethnicity
Total 1,923
White Alone 57.1%
Black Alone 0.7%
American Indian Alone 3.1%
Asian Alone 3.2%
Pacific Islander Alone 0.3%
Some Other Race Alone 28.8%
Two or More Races 6.9%
Hispanic Origin 52.6%
Diversity Index 83.6
2020 Population by Race/Ethnicity
Total 2,008
White Alone 55.0%
Black Alone 0.8%
American Indian Alone 3.2%
Asian Alone 3.4%
Pacific Islander Alone 0.3%
Some Other Race Alone 30.1%
Two or More Races 7.1%
Hispanic Origin 55.5%
Diversity Index 84.6
2010 Population by Relationship and Household Type
Total 1,862
In Households 99.7%
In Family Households 85.9%
Householder 25.7%
Spouse 18.5%
Child 32.2%
Other relative 6.1%
Nonrelative 3.3%
In Nonfamily Households 13.8%
In Group Quarters 0.3%
Institutionalized Population 0.0%
Noninstitutionalized Population 0.3%
Data Note: Persons of Hispanic Origin may be of any race. The Diversity Index measures the probability that two people from the same area will be from different race/ ethnic groups.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Community Profile
San Juan Bautista City, CA Prepared by Esri
Geography: Place
2015 Population 25+ by Educational Attainment
Total 1,296
Less than 9th Grade 7.1%
9th - 12th Grade, No Diploma 3.9%
High School Graduate 20.0%
GED/Alternative Credential 6.5%
Some College, No Degree 31.0%
Associate Degree 12.4%
Bachelor's Degree 9.5%
Graduate/Professional Degree 9.6%
2015 Population 15+ by Marital Status
Total 1,540
Never Married 32.7%
Married 43.8%
Widowed 6.2%
Divorced 17.3%
2015 Civilian Population 16+ in Labor Force
Civilian Employed 92.4%
Civilian Unemployed 7.6%
2015 Employed Population 16+ by Industry
Total 937
Agriculture/Mining 8.5%
Construction 4.7%
Manufacturing 10.9%
Wholesale Trade 3.1%
Retail Trade 12.0%
Transportation/Utilities 1.2%
Information 0.1%
Finance/Insurance/Real Estate 6.2%
Services 51.6%
Public Administration 1.7%
2015 Employed Population 16+ by Occupation
Total 936
White Collar 55.1%
Management/Business/Financial 16.1%
Professional 17.7%
Sales 11.6%
Administrative Support 9.6%
Services 22.0%
Blue Collar 22.9%
Farming/Forestry/Fishing 2.8%
Construction/Extraction 3.1%
Installation/Maintenance/Repair 4.7%
Production 9.0%
Transportation/Material Moving 3.3%
Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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Community Profile
San Juan Bautista City, CA Prepared by Esri
Geography: Place
2010 Households by Type
Total 681
Households with 1 Person 23.1%
Households with 2+ People 76.9%
Family Households 70.3%
Husband-wife Families 50.7%
With Related Children 21.0%
Other Family (No Spouse Present)19.7%
Other Family with Male Householder 7.0%
With Related Children 4.6%
Other Family with Female Householder 12.6%
With Related Children 7.8%
Nonfamily Households 6.6%
All Households with Children 33.6%
Multigenerational Households 5.7%
Unmarried Partner Households 7.3%
Male-female 6.2%
Same-sex 1.2%
2010 Households by Size
Total 681
1 Person Household 23.1%
2 Person Household 35.2%
3 Person Household 13.8%
4 Person Household 13.2%
5 Person Household 8.7%
6 Person Household 3.2%
7 + Person Household 2.8%
2010 Households by Tenure and Mortgage Status
Total 681
Owner Occupied 50.7%
Owned with a Mortgage/Loan 36.1%
Owned Free and Clear 14.5%
Renter Occupied 49.3%
Data Note: Households with children include any households with people under age 18, related or not. Multigenerational households are families with 3 or more parent- child relationships. Unmarried partner households are usually classified as nonfamily households unless there is another member of the household related to the householder. Multigenerational and unmarried partner households are reported only to the tract level. Esri estimated block group data, which is used to estimate polygons or non-standard geography.

Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography.

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SAN BENITO, HOLLISTER, SAN JUAN BAUTISTA LEAP

APPENDIX D
LEAP Power Point Presentation of Recommendations
Presented at the Hollister City Council Chambers June 9, 2016

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APPENDIX B

BACKGROUND ON THE ECONOMIC

DEVELOPMENT PARTNERSIHP (EDP)
& THE EDC’S ROLE IN THE EDP

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BACKGROUND ON THE ECONOMIC DEVELOPMENT

PARTNERSHIP AND MEMBER ROLES
In the Fall of 2018, San Benito County business leaders recognized an opportunity to better communicate and collaborate. The Community Foundation for San Benito County convened executive board members of business organizations to meet to ascertain the goals and needs of each organization, needs of the business and greater community, identify and lessen any duplication of effort, collaborate to support and grow each organization and collaborate to fulfill their goals. These groups included the Hollister Downtown Association, the San Benito County Business Council, the San Benito County Chamber of Commerce & Visitors Bureau, the San Juan Bautista Community Business Association and the Economic Development Corporation of San Benito County.

This group of Board Representatives named themselves the San Benito County Economic Development Partnership (Partnership) and met regularly with the Community Foundation facilitating their meetings.

1. Broadband (Sullivan/Etheric Networks)

2. Monterey Bay Economic Partnership (Roberts/MBEP)

3. State Legislation (Assembly member Rivas)

4. Transportation (Gilbert/COG)

5. San Benito County Workforce Development (Arreola/HHS)

6. Emerging Development (Strada Verde and Hollister Innovation Park) The Partnership has established working committees including:

1. Government Relations – led by the Business Council

2. Hollister Airport – led by the EDC

3. Permitting – led by the EDC

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LIST OF ECONOMIC DEVELOPMENT

PARTNERSHIP (EDP) MEMBERS
& MEMBER ROLES

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Updated 07/11/2022

ECONOMIC DEVELOPMENT

PARTNERSHIP ROSTER
Bob Quaid, San Juan Committee
Jill Pagaran, San Juan Committee
Scott Fuller, SBC Business Council
Jim Gillio, SBC Business Council
Graham Mackie, SBC Business Council
Kristina Chavez Wyatt, SBC Business Council
Cheri Schmidt, Hollister Downtown Association
Dan Recht, Hollister Downtown Association
Omar Rosa, Hollister Downtown Association
Michelle Leonard, SBC Chamber of Commerce
Maria Ruiz, SBC Chamber of Commerce
Shawn Herrera, SBC Chamber of Commerce
Steve Loupe, SBC Resource Management Agency
Abraham Prado, SBC Resource Management Agency
Arielle Goodspeed, SBC Resource Management Agency
Adrianna Ortiz, City of Hollister Planning
Brian Foucht, City of San Juan Bautista
Aaron Johnston, Economic Development Corporation
Gillian Enz, Economic Development Corporation
Renee Wells, Economic Development Corporation

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ECONOMIC

DEVELOPMENT

CORPORATION

OF SAN BENITO COUNTY

ECONOMIC DEVELOPMENT PARTNERSHIP

MEMBER ORGANIZATIONS AND ROLES

Economic Development Corporation of San Benito County
440 San Benito Street
Hollister CA 95023
Phone: (415) 518-7138
https://edcsanbenito.org
Executive Director: Renee Wells [email protected] (415) 518-7138 cell Board Chairman: Aaron Johnston 831-234-5486 [email protected]  The Economic Development Corporation of San Benito County (the EDC) is a 501(c)3 nonprofit corporation with represented by a volunteer governing board of 11 and 1 full-time staff member. As such, the EDC is prohibited from influencing legislation, including action by any local council or similar governing body with respect to acts, resolutions, or similar items. The prohibition also extends to public referendum, ballot initiatives, or similar procedures.  The business and purpose of the EDC is to promote economic growth and development in San Benito County—including the cities of Hollister and San Juan Bautista—through business attraction, retention, expansion, and creation, while maintaining and preserving agricultural land and the rural environment.  The EDC works to create and maintain relationships with existing businesses—including products, employees, and management—in order to facilitate communication and use as a marketing tool.  The EDC oversees the Economic Development Partnership and facilitates the group’s monthly meetings; serves on San Benito County’s Economic Development Advisory Committee; acts as a Technical Advisor for the City of San Juan Bautista’s Economic Development Citizens Advisory Committee; attends Hollister City Council and San Benito County Board of Supervisors’ meetings; and attends and provides updates on EDC activities at monthly meetings of the San Benito County Business Council, the San Benito County Chamber of Commerce Business Advocacy Committee, the San Juan Bautista Business Forum, and San Benito County Workforce Development Board; and is a member of the California Association for Local Economic Development .

San Benito County Chamber of Commerce & Visitors’ Bureau 243 6th Street, Ste. 100
Hollister, CA 95023
Phone: (831) 637-5315
https://www.sanbenitocountychamber.com
President/Chief Executive Officer: Michelle Leonard [email protected] Board Chair: Shawn Herrera, Mazda Computing, MTI Solutions, Shawn Herrera Foundation, Seton Music [email protected]
 The San Benito Chamber of Commerce (the Chamber) is a 501(c)6 organization represented by a volunteer governing board and 1 fulltime staff and 1 part-time staff and (as of July 2022) and has 420 members.
 Originally formed in 1911 as the Hollister Chamber, and renamed in 1921 as the San Benito County Chamber, the Chamber works with businesses, individuals, community leaders, and local government to build a brighter future for San Benito County.  The Chamber is organized to promote the civic, economic, and social welfare of the people of the County of San Benito; and is committed to promoting local businesses in the community, providing benefits and resources to support member businesses for a strong community and regional economy.

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2  The Chamber actively participates in issues involving civic, culture, education, and climate impacts; while creating, promoting, and celebrating economic vitality within San Benito County by providing resources to businesses and individuals.

San Benito County Chamber of Commerce Foundation
243 6th Street, Ste. 100
Hollister, CA 95023
Phone: (831) 637-5315
https://sanbenitocountychamber.com/foundation/
Executive Director: Eduardo Navarro [email protected] Board Chair: Tere Aceves [email protected]
 The San Benito County Chamber of Commerce Foundation (the Chamber Foundation) is a 501(c)6 nonprofit represented by a volunteer governing board with 2 part-time staff.  The Chamber Foundation is a charitable organization that works in tandem with the San Benito County Chamber of Commerce (the Chamber), supporting all businesses and individuals regardless of Chamber membership status.
 The Chamber Foundation's mission is to create, promote, and celebrate the economic vitality of San Benito County by providing resources to businesses and individuals. Under the pillars of equity, sustainability, productivity, empowerment, cooperation and security, the Chamber Foundation strives to provide opportunities for all individuals, businesses, and nonprofits in the San Benito County area.
 The Chamber and Chamber Foundation serve San Benito County at large and provide services such as: resources, marketing support, educational tools, collaboration, and networking opportunities and promotional support for community-centered events such as ribbon cuttings and ground breakings.
 The Chamber and Chamber Foundation’s annual awards dinner honors San Benito County businesses for their efforts and impacts on our community. Bringing together elected officials from Congress, State Senate, State Assembly, and local jurisdictions.  The Chamber and Chamber Foundation serve as advocates for important community issues.  The Chamber and Chamber Foundation have several sub-committees, and offer remote or in-person attendance to any Chamber Committee meeting where local stakeholders meet to discuss topics like, upcoming projects, policies, measures, and issues impacting our community. o Committees include: Tourism Committee, Green Committee, Business Advocacy Committee, Leadership Committee, Ambassadors, and Event Ad-Hoc Committees.  The Chamber offers all community members the opportunity to list events on our public community calendar:
o https://business.sanbenitocountychamber.com/events/calendar o https://business.sanbenitocountychamber.com/events/public-submission  The Chamber offers all members the opportunity to post jobs on our community accessible, digital job board:
o https://business.sanbenitocountychamber.com/jobs/create  The Chamber promotes and supports local businesses and our community to grow and prosper.  Through social media, email communications, print media, commercials, and in-person communications, the Chamber is dedicated to increasing visibility of all of San Benito County’s assets to encourage local spending, economic growth, and community engagement. o The Chamber’s digital newsletter subscriber count is currently over 7,000 (As of July 2022)

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3 o The Chamber and Foundation offer opportunities to share content via Facebook and Instagram platforms, pages, and groups.
o Additional promotion in our affiliate pages and group, such as SBC Chamber events (664 members) and Savor San Benito to-go and Pick up (4,800 followers) are an additional perk of membership benefits and being in our Chamber network.
o On social media, we have over 12,000 subscribers on our Facebook & Instagram platforms:
 San Benito County Chamber
 Discover San Benito
 I love Hollister
 Savor San Benito
 The Chamber facilitates networking opportunities to connect and engage with members and the community (monthly attendance ranges from 75-105 local business owners & elected officials).  The Chamber and Chamber Foundation offer access to high visibility sponsorship opportunities to elevate your business and reach new customers and clients.  The Visitor’s Center acts as a hub for tourists and relocating individuals and businesses to access relevant community information including all dining, retail and adventure experiences in San Benito County.
o The Visitor’s Center oversees large-scale events that bring awareness and recognition to San Benito County.
o 2021-2022 projects and events will include highlighting agri-tourism locations and experiences, wine and beer tours, festivals, rallies, and adventures.  Pinnacles National Park Adventure Run
 Website: www.pinnaclesadventurerun.com
 Facebook: https://fb.me/e/1dPV8H3P4
 Promo Video: https://youtu.be/oWRbG99JabQ
 www.SavorSanbenito.com
 Savor San Benito Summer Market Series is the pathway into our community where one can savor diverse flavors, try delicious beer and wine, and enjoy the flair of San Benito County. This event will promote tourism, agri-tourism, economic development, and opportunities for local retailers. This event is for all ages.
 The Chamber coordinates trainings, workshops, and educational opportunities for the workforce and San Benito County youth.
 The Chamber and Chamber Foundation oversee the Pathways Empowerment Program designed to offer scholarships to students a holistic career development model to support San Benito County students in their prospective careers.
o Offers scholarships to graduating high school seniors residing in San Benito County. o Supports students pursuing college, vocational, or technical careers and any pathways with access to career development.

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4 Hollister Downtown Association
535 San Benito Street
Hollister, CA 95023
Phone: (831) 636-8406
Fax: (831) 636-5909
https://www.downtownhollister.org
Chief Executive Officer and Board Chairman: Omar Rosa [email protected] (831) 265-6463 direct
 The Hollister Downtown Association (HDA) is a 501(c)6 nonprofit organization represented by a volunteer governing board, one full-time CEO, one part-time Office Administrator, and one part- time Events Manager working hard to create a vital downtown district through beautification programs and community events, ensuring that downtown Hollister becomes an economic, cultural, educational, governmental, and social center that respects that past, present, and future through its blending of people, places, and possibilities.
 Established in 1984 to revitalize the historic downtown area of Hollister to be the hub of social and economic activity in our community.
o The vision of the HDA is that downtown Hollister becomes an economic, cultural, educational, governmental, and social center that respects that past, present and future through its blending of people, places, and possibilities.  Utilizes the “Main Street Four-Point Approach” to revitalization methodology designed by The National Trust for Historic Preservation—a community-driven, comprehensive approach to revitalize older, traditional business districts throughout the United States. The Main Street Approach advocates a return to community self-reliance, local empowerment, and the rebuilding of traditional commercial districts based on their unique assets: distinctive architecture, a pedestrian- friendly environment, personal service, local ownership, and a sense of community.  The HDA has evolved into a community services organization that hosts several events during the year to bring the community to the Hollister downtown area. The HDA has events 30 weeks out of the year including: Youth Expo, Wine and Beer Stroll, Saddle Horse Show Parade, Street Festival and Car Show, Job Fair, Spring and Fall Clean, Lights on Parade, and a Farmer’s Market that is held for 22 weeks from May to September. The HDA also assists and helps promote City events such as the Family Fun Nights, Trick or Treat Street, Christmas in the Park, Fun Run, and other events. In 2022, the HDA assisted with the planning and execution of several events to commemorate the City of Hollister’s 150-Year Anniversary.
 Committees:
o Organization Committee meets the second Thursday of each month and is responsible for managing the financial and logistical aspects of the association. Their scope of work includes fund, volunteer, and membership development.
o Promotion Committee meets on the second Monday of each month and creates a positive image of our Historic Downtown area of Hollister to attract customers and rekindle community pride. The Committee works diligently to create interesting events in our downtown to continue to attract visitors. This Committee also has several sub-committees that are responsible for organizing the various downtown events such as the Street Festival, Lights On, etc.
o Design Committee meets on the second Tuesday of each month and enhances the visual qualities of our Historic Downtown area of Hollister by directing their efforts towards physical elements such as landscaping, storefronts, painting, displays, planters, etc. These

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5 volunteers create color schemes for buildings, landscape plans for parking lots, and building maintenance guides. They also work with historical preservation issues and help educate property owners.
o Economic Restructuring Committee meets on the second Thursday of each month and strengthens the business district's economic assets by conducting surveys and gathering data to recruit new and existing businesses to our downtown. The Committee is involved with recruiting new businesses and converting unused spaces into housing, offices, entertainment, and cultural facilities. This Committee works to sharpen the competitiveness of local businesses by creating seminars and hosting speakers and workshops.

San Benito County Business Council
c/o Grace CPAs, LLP
341 First Street
Hollister, CA 95023
Phone: (831) 524-0408
Fax: (831) 637-6637
https://sbcbusinesscouncil.com
Executive Director: Kristina Chavez Wyatt [email protected] (831) 524-0408 cell President: Jim Gillio [email protected] (831) 422-3308 cell  The San Benito County Business Council (SBC Business Council) was established in 2001 and is a 501(c) 6 nonprofit member-based organization representing over 45 local and regional municipal agencies, businesses, trade organizations, and major employers with more than 5,000 employees in San Benito County.
 The 2022 – 2023 SBC Business Council Member Goals are:
o Retention, expansion, job creation, and growth of existing businesses o Implementation of San Benito County 2017 -2022 Comprehensive Economic Development Strategy; Support development of 2023-2028 CEDS - New business attraction o Infrastructure: Measure G Implementation - road and highway improvements, transportation, broadband, education, housing, water and wastewater, and tackling blight and litter
o Building relations with elected officials, staff, regional organizations, and the community

San Juan Bautista Community Business Association
P. O. Box 1416
319 Third Street
San Juan Bautista, CA 95045
Phone: (831) 239-1287
https://sanjuanbautistaca.com
President: Jill Pagaran [email protected] (831) 239-1287 Board: Bev Meamber [email protected] (831) 623-2356
 The San Juan Bautista Community Business Association (SJB Association) is a 501(c)3 nonprofit member-based organization represented by an 11-member volunteer governing board.  The SJB Association promotes economic vitality while maintaining the charm and history of San Juan Bautista.
 The SJB Association emphasizes collaboration and coordination for the betterment of its community and, in turn, San Benito County.

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6 o “For residents, visitors and tourists, San Juan Bautista offers a meaningful experience in an early California setting. Detached from the pressure of our modern world, the friendly people, slower pace of life, rustic original architecture and exceptional weather combine to lift your spirit.”
 Projects:
o Branding, Promoting San Juan Bautista (TV, Signage, Print, Media, Digital Promotions) o Welcome Center
o Pinnacles Gateway Partners
o Events: 150th Anniversary Celebration, Sip & Celebrate, Mixers, Welcome Ribbon Ceremony, Christmas Tree & Photos with Santa, Lighting Historic District, and Annual Meeting & Welcome Party.
o Collaboration Events: Easter Celebration, Holiday Sparkle, Chicken Festival, Library Celebration 2x year, Ranger in the Welcome Center, Antique Faire, Vertigo, Fiesta Fun Run, and Early Days.

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SAMPLE NOTES FROM MONTHLY

ECONOMIC DEVELOPMENT

PARTNERSHIP (EDP) MEETINGS

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ECONOMIC DEVELOPMENT PARTNERSHIP
Meeting Notes from November 8, 2021
Partnership Participants:

Aaron Johnston, Economic Development Corporation
Gillian Enz, Economic Development Corporation
Renee Wells, Economic Development Corporation
Dan Recht, Hollister Downtown Association
Omar Rosa, Hollister Downtown Association
Kristina Chavez-Wyatt, San Benito Business Council
Cheri Schmidt, Hollister Downtown Association
Bob Quaid, San Juan Committee

NOTES

1. Additions to the Agenda: None

2. Guest Speakers & Hollister Airport Discussion:
 Overview of the National Business Aviation Association (NBAA) Convention in Las Vegas Hollister City Manager Brett Miller provided an overview of the NBAA convention in Las Vegas, which is held every two years (either in Las Vegas or Orlando, FL, noting that this year’s event was much lighter than previous events due to COVID-19 concerns. The Hollister Airport booth received a lot of interest and positive feedback from pilots and attendees, and included a display table (made by Adam Bocanegra, Hollister Airport Maintenance Operations Specialist) that provided a 3D overhead view of the Airport layout.

In addition to the tent-type facility set up for participant booths, the event included a static display of airplanes and aviation equipment at nearby Henderson Airport.

Comments from EDP members to the City Manager included looking at ways to track sources of interests for Hollister Airport from pilots and others at the NBAA convention and finding other ways to promote the Airport, including reaching out to Reid-Hillview Airport (which plans to close by 2031) businesses and tenants to garner interest for Hollister.

 Discussion of How “Through the Fence” Developments Work Ken Lindsay, Commercial Developer and Co-Chair of the EDC Airport Committee, provided a summary of what “Through the Fence” (TTF) developments are and the current projects being considered adjacent to Hollister Airport, outlining how important the agreement Hollister Airport established some 30 years ago with the FAA is, since Hollister is one of only several TTF agreements that are established in the United States, and the FAA is not planning to approve such arrangements any further.

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TTF developments consists of privately-owned property located outside an airport fence, which can be developed to include hangar facilities (i.e., hangar space on the bottom, office space above) that would give the developer the ability to offer a hangar tenant “through the fence” access to airport taxiways, runways, as well as all other airport facilities, via the issuance of a license or permit provided by the airport to the tenant on a case-by-case basis.

Brett Miller, Hollister City Manager, discussed the benefits of having a TTF arrangement in Hollister, noting that it would bring more exposure not only to Hollister Airport, but to Hollister and San Benito County overall.

The first TTF project has been completed by developer Bob Enz and a business is interested in leasing the facility, with the final step of approving the Airport/tenant permit currently in process.

3. Committee Updates:

 Government Relations: None

 Airport Committee: Renee noted that there will be an Airport Committee roundtable meeting on December 9th at the Airport that will include the City Manager and Airport staff to discuss the functions of the various Airport committees/commissions; ideas for marketing/promoting the Airport and considerations for the expected closure of Reid-Hillview Airport in San Jose; short- and long-term plans for the Airport; and how the recently approved City/County tax- sharing agreement affects the Airport “sphere of influence”.

 Permitting Committee: None

 Broadband: Aaron noted that the Infrastructure Bill was in line to be approved soon, which would provide funding for broadband.

5. Organizational updates: None.

6. Meeting adjourned: Next meeting will be held on December 13, 2021 at 4 p.m. via Zoom.

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ECONOMIC DEVELOPMENT PARTNERSHIP
Meeting Notes from December 13, 2021
Partnership Participants:

Aaron Johnston, Economic Development Corporation
Gillian Enz, Economic Development Corporation
Renee Wells, Economic Development Corporation
Marc Fontes, Economic Development Corporation
Dan Recht, Hollister Downtown Association
Cheri Schmidt, Hollister Downtown Association
Kristina Chavez-Wyatt, SBC Business Council
Graham Mackie, SBC Business Council
Bill Lee, SBC Business Council
Abraham Prado, City of Hollister

NOTES

1. Additions to the Agenda: None

2. Guest Speakers:

Jeana Arnold, Government Relations & Public Affairs and Robert Flores, Economic Development Specialist
 Panel Discussion to Obtain an Update on the Hollister Substation; the Basics of the Submittal Process and Timeline for New and Expanding Businesses as well as Determine PG&E’s Requirements for Applicants; and Learn About PG&E Business Incentives

Robert Flores, Economic Development Specialist for PG&E led the discussion by talking about an incentive program that PG&E developed—called the Economic Development Rate (EDR)—to help businesses grow or to keep jobs in California. The EDR offers eligible businesses the opportunity to lower costs through one of three reduced electric rate options: The standard 12% rate is available throughout PG&E’s service territory; the enhanced rates of 18% and 25% are available in cities and counties where the annual unemployment rate exceeds the statewide rate (San Benito is not part of that area.

Eligibility criteria include:
• Commercial and industrial businesses that would locate or expand out-of-state; • Existing businesses that would cease operations in California without the EDR rate;

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• Small businesses below150kW

For more information contact: [email protected], or visit pge.com/economicdevelopment.

Jeana Arnold, Government Relations & Public Affairs representative for PG&E, listed to concerns from business partners about the issues with businesses being able to develop and expand in San Benito County due to the need for an updated substation by the Airport. Although there were no answers to the questions/concerns, she said she would be happy to discuss such situations on a case-by-case bases and work with the business to ensure that the right people from the different departments (service planning, etc.) were contacted and the issues were reviewed.

Jeana assured everyone that she lives and works in San Benito County and it is close to her heart and she wants to see it grow and thrive. If the EDC provides her with specific business concerns and questions, she said she would be happy to be the person at PG&E who would oversee and identify who at PG&E should be involved in the conversation and stay involved to get the questions answered and get any concerns resolved.

The EDP looks to further educate PG&E representatives about the issues and find a way to resolve them whether they be temporary fixes or not.

3. Committee Updates:

 Government Relations: Kristina talked about a tour/discussion the EDC facilitated with Pride Conveyance about their expansion efforts, which included City Manager Brett Miller, Councilmember Perez, and Pride representatives. She noted that there were now headways being made to help them with permitting, employment training, and other issues, and that it was very important that they continue to work with the EDC and CMTC to get their expansion completed so they can hire additional employees and thrive in Hollister.

Kristina also reminded everyone that Councilmember Dolores Morales would be sworn in that evening and everyone was welcome to attend. She also mentioned that we had a new Board of Supervisor, Betsy Dirks, and they had met over lunch with other local business leaders to talk about issues/concerns in San Benito County.

 Airport Committee: Renee noted that there was a very informative Airport Committee roundtable meeting on December 9th at the Airport that included the City Manager and Airport staff to discuss the functions of the various Airport committees/commissions; ideas for marketing/promoting the Airport and considerations for the expected closure of Reid-Hillview Airport in San Jose; short-

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and long-term plans for the Airport; and how the recently approved City/County tax- sharing agreement affects the Airport “sphere of influence”.

 Permitting Committee: None

 Broadband: None.

5. Organizational updates: None.

6. Meeting adjourned: Next meeting will be held on January 10, 2021 at 4 p.m. via Zoom.

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ECONOMIC DEVELOPMENT PARTNERSHIP
Meeting Notes from January 10, 2022
Partnership Participants:

Gillian Enz, Economic Development Corporation
Renee Wells, Economic Development Corporation
Maria Ruiz, SBC Chamber of Commerce
Graham Mackie, SBC Business Council
Bob Quaid, San Juan Committee

NOTES

1. Additions to the Agenda: None

2. Guest Speaker:
 Overview of San Benito County’s Geographical Information System (WebGIS) Database Rene Anchieta, GIS Analyst for the County of San Benito (the County), provided an overview of the WebGIS database system ( https://www.cosb.us/departments/geographic- information-systems-gis), which is a free application on the County’s website that allows users to interact with geographic data for the County.

and create their own custom maps for the County and Cities of Hollister and San Juan Bautista, and includes information for land use, zoning, general plan, fault lines, jurisdictions, polling places, and more.

There are two key areas a user can access:

1. The WebGIS Portal
( https://cosb.maps.arcgis.co
m/home/index.html) allows
users to create their own
custom maps for the County
and Cities of Hollister and
San Juan Bautista, and
includes information for land
use, zoning, general plan,
fault lines, jurisdictions,
polling places, and more.

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2. The Online GIS Viewer
( https://gis.cosb.us/gis/) ,
which works on all browsers,
allows users to access parcel
and address information, as
well as a variety of other
spatial data within the
County and Cities of
Hollister and San Juan
Bautista.

3. Committee Updates: Gillian notified everyone that the EDC was working on a quarterly meeting schedule for all committees and would be sending out a list of dates soon, so there were no reports to provide this month.

 Government Relations: None
 Airport Committee: None
 Permitting Committee: None
 Broadband: None

4. Organizational updates:
 Chamber of Commerce: Maria explained that the Chamber was putting together a letter of support for the EDC’s effort to apply for an EDA loan to update the County’s CEDS document and it would be submitted to the EDC soon. She also described the “Love Local” campaign that the Chamber Foundation was launching in mid-February for small businesses to promote shopping locally; an after-hours mixer they will be holding at Jardine’s in San Juan Bautista on February 16; a scholarship program for local high school students who will be graduating this year will be open at the end of January; and noted that the Chamber would be sponsoring the first “virtual” Pinnacles Adventure Run, which would be held March 22.

6. Meeting adjourned: Next meeting will be held on February 14, 2022 at 4 p.m. via Zoom.

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ECONOMIC DEVELOPMENT PARTNERSHIP
Meeting Notes from February 14, 2022
Partnership Participants:

Aaron Johnston, Economic Development Corporation
Renee Wells, Economic Development Corporation
Marc Fontes, Economic Development Corporation
Kristina Chavez Wyatt, SBC Business Council
Jim Gillio, SBC Business Council
Dan Recht, Hollister Downtown Association
Omar Rosa, Hollister Downtown Association
Shawn Herrera, SBC Chamber of Commerce

Guest:

Victor Gomez, Pinnacle Strategy, LLC

NOTES

1. Additions to the Agenda: None

2. Guest Speaker:
 Overview of Hollister Research Park
Victor Gomez, Pinnacle Strategy, LLC, provided an overview of the Hollister Research Park (previously known as Christopher Ranch), and answered questions about the project.

3. Committee Updates:
 Government Relations: Kristina provided a list of projects she and the Business Council are working on, including Teknova and Pride Conveyance expansions, the landfill, Gavilan College, redistricting, tourism and TBID, and the PORK measure.

 Airport Committee: Renee indicated that the EDC’s Airport Committee would now be meeting quarterly, starting in March; that she has been working with the City to finalize the Through-the-Fence (TTF) Permit (agreement between a TTF hangar tenant, the City, and the Hollister Airport) allowing access to taxiways/runways, so that the first TTF Permit can be issued; and that EDC staff are working with Clearist Park developers on their industrial park (which includes a very large furniture/appliance distributor.

 Permitting Committee: None
 Broadband: None

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4. Organizational updates:
 Chamber of Commerce: Shawn encouraged members to attend the Chamber Mixer coming up at Jardines in San Juan Bautista on February 16 from 5:30-7:30.

 Hollister Downtown Association: Omar provided information about a Youth Expo at the Veteran’s Center on February 26th, to allow parents to learn about the various activities/opportunities available for their children in San Benito County.

 EDC: Renee outlined projects that staff were working on, including meeting with John Wynn on his commercial development at Ridgemark (shopping center and hotel expansion); helping the County administer grant funds under the California Microbusiness COVID-19 Relief Grant Program; and, at the recommendation of the County, playing a key role in applying for funding under the regional Community Economic Resilience Fund Program.

6. Meeting adjourned: Next meeting will be held on March 14, 2022 at 4 p.m. via Zoom.

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ECONOMIC DEVELOPMENT PARTNERSHIP
Meeting Notes from April 11, 2022

Partnership Participants:

Aaron Johnston, Economic Development Corporation
Renee Wells, Economic Development Corporation
Brigette Blair, Economic Development Corporation
Steve Loupe, County Resource Management Agency
Abraham Prado, County Resource Management Agency
Arielle Goodspeed, County Resource Management Agency
Omar Rosa, Hollister Downtown Association
Shawn Herrera, SBC Chamber of Commerce
Graham Mackie, SBC Business Council
Gillian Enz, Economic Development Corporation
Bob Quaid, San Juan Committee
Angela Curro, District 4 Supervisor Candidate
Abraham Prado, City of Hollister

Guest:

Tahra Goraya, Monterey Bay Economic Partnership

NOTES

1. Additions to the Agenda: None

2. Overview of Monterey Bay Economic Partnership
 Tahra Goraya of the Monterey Bay Economic Partnership (MBEP) provided an overview of MPEP and discussed the role they will play in the Central Coast region Community Economic Resilience Fund (CERF) Program and answered questions. o MBEP’s main focus areas cover:
 Housing across all income levels
 Broadband Access
 Economic & Workforce Development
 Policy Advocacy at State and Local levels

o CERF is a grant program covering 13 regions across California with the Central Coast region covering Santa Cruz, San Benito, Montery, San Luis Obisbo, Santa Barbara, and Ventura counties. The program has two funding phases (a planning and an implementation phase) with $5 million available to each region in the first phase, and $500 million available across all regions in the implementation phsase. MBEP has partnered with the Regional Economic Action Coalition (REACH), to act as a resource and regional

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convenor/fiscal agent for the Central Coast CERF program, and is lining up partners to collaborate with them on this effort.

3. Committee Updates:
 Government Relations: Graham reported they are working on promoting the relocation of companies to Hollister. Rivas has 20 or so Bills of interest.

 Airport Committee:

Renee gave an overview of Through-the-Fence (TTF) developments. The first TTF Access Permit for ZeroAvia is oing before City Council on Monday April 18th for approval . The Clearest Park development (John Wynn) for a furniture/appliance distribution center is another possible TTF development that plans to hire up to 300 employees. Wynn owns 150 acres adjacent to the Airport and near the distribution center. Although not TTF develpments, Hollister Research Park and the Solar Project, (Victor Gomez) is expected to have two hotels, a conference center, restaurants, and car condos.

The Airport is still looking for an Airport Manager, there are two candidates and the City is ready to make an offer to one of them during the first part of May. CalFire is expanding. Large Hanger sublet lease space. Improvements interest for taxy ways and run ways. Brownsville grant for EPA to remove contaminated buildings to build new hangers

 Permitting Committee (City):

Discussed impact fees. Will be meeting quarterly with the City to discuss: 1) How can the EDC help the City; 2) Review requirements and help with language; 3) Streamline things; and 4) Put links to their site on the EDC website and highlight points of contact for incoming businesses.

 Permitting Committee (County RMA):

There was a meeting with the County RMA with Steve, Arielle, Abraham, Renee, Gillian, and Rachel. They discussed the update on zoning codes, EDC to review documents and help them, an Incentivized program for developers to hire local and buy local, adding overviews on the EDC website with links to the County and City offices.

County Economic Development Committee.

Would like the City and County to join EDP meeting to eliminate one more meeting for them. GIS Analyst working with the County. Gillian and EDC met with GIS on how to navigate the website. Software package for planners and city so everyone can be on the same software and see each other’s progress on projects.

 Broadband: None

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4. Organizational updates:

 EDC: Renee outlined projects that staff were working on, including CEDS, selection of proposal winner and selection of the CEDS Strategy Committee. Renee working with Betabel Project to set up a kiosk for tourism for the City of San Juan Bautista and the County Chamber.

6. Meeting adjourned: Next meeting will be held on May 9, 2022 at 4 p.m. via Zoom.

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APPENDIX C

EDC FUNDING & PARTNERSHIP

AGREEMENTS

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2019 MOU BETWEEN THE CITY OF HOLLISTER & THE EDC

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2019 MOU City of Hollister and the Economic Development Corporation of San Benito County

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF HOLLISTER AND

THE ECONOMIC DEVELOPMENT CORPORATION OF SAN BENITO COUNTY This Memorandum of Understanding (MOU) between the Economic Development Corporation of San Benito County (the "EDC") and the City of Hollister ("City") establishes the rights and responsibilities of the Parties for the allocation of annual General Fund monies for economic development.

WHEREAS

1.City is a public entity;

2.The City of Hollister is a municipal corporation;

3.Resolution 2019-_ memorializes the City's desire to develop a Memorandum of Understanding with the Economic Development Corporation of San Benito County (the "EDC") to provide assistance with economic development related to industrial recruitment, business retention and expansion, business start-up and marketing efforts.

4.The EDC is a 501 (c) 6 non-profit organization that has been instrumental in the adoption of the 2017 San Benito County Economic Development Strategy (CEDS); and

5.The membership fees and the former Redevelopment Agency of the City of Hollister (the "RDA") were the primary funding source for the EDC for many years.

6.The EDC assisted with the recruitment of Corbin, Milgard, West Marine, business retention and business expansion but momentum was stalled with the elimination of the RDA funding and the great recession;

7.Implementation of the Comprehensive Economic Development Strategy (the "CEDS"), pursuit of grants and other business recruitment, expansion and retention programs requires ongoing investment to support a paid qualified economic development coordinator,

8.San Benito County recently committed $100,000 for economic development with the EDC;

9.The Parties realize the potential for economic development that can be attained from developing and sustaining an economic coordinator in San Benito County; GOAL
GOAL: Use financial assistance from the City and San Benito County to help re establish and sustain momentum for economic development in San Benito County.

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2019 MOU City of Hollister and the Economic Development Corporation of San Benito County

TERMS AND CONDITIONS

1. Staff: The EDC agrees to retain a qualified economic development professional to assist with the following priorities and objectives over the next five years:
a. Optimize cooperation among the three local jurisdictions, local and regional economic development organizations in the Monterey Bay Area and Silicon Valley, education institutions and other related organizations. Develop a scalable business attraction program in cooperation with local agencies, business organizations and service providers to showcase industrial properties, the Hollister Municipal Airport, agribusiness and local opportunities for small businesses.
b. Serve as a liaison for new business, business expansion and retention for permit processing and assistance with financing.
c. Form 'red teams' tailored to business sectors (small, industrial, start-ups, hospitality) to problem solve with applicants and businesses that may be considering leaving and to encourage visitors at national and state parks to patronize local businesses.
d. Work cooperatively with the Small Business Development Center, San Benito County Workforce Development Board, Veterans Support organizations, and support organizations for persons with disabilities, Cal State Monterey Bay Institute of Innovation and Economic Development, Gavilan Community College and other educational institutions to foster an entrepreneurial culture to support and spark the development and expansion of small and large scale businesses.
e. Cooperate with local and regional partners to create economic resiliency from economic downturns and natural disasters.
f. Maintain programs with on-going listening sessions and networking with existing businesses to proactively support business retention and expansion. g. Work cooperatively with educational institutions , the EDC board, Business Council, local government and other job support organizations to fill information gaps, create updated tool boxes for new and expanding businesses and business retention.
h. Pursue Economic Development Administration and other grant funding in cooperation with the City and partner organizations with a near-term priority for expansion of broadband services and a telecommuting center. 2 . Web Page/Social Media: The EDC agrees to maintain an updated web page and use social media to promote employment and business opportunities, along with educational opportunities and financing programs.
3 . Marketing: The EDC agrees to work cooperatively with the San Benito County Business Council, the San Benito County Chamber of Commerce and Visitor's Bureau, the San Juan Committee, the Hollister Downtown Association and the

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2019 MOU City of Hollister and the Economic Development Corporation of San Ben ito County three jurisdictions in San Benito County to update and maintain collaborative marketing campaigns with consistent branding and messaging.

4. Leverage Funding: The EDC agrees to pursue a variety of approaches to leverage funding with grants, memberships, continuing partnerships with the business community, private interests and other organizations, co-sharing office space and support staff. The City agrees to provide letters of support for grant applications.
5 . Partnerships/Education: The EDC agrees to become a member of CalEd and local and regional economic development organizations and to actively participate in monthly and quarterly meetings. The EDC agrees to help serve as a clearinghouse to share information about educational opportunities in support of local businesses.

6. lnternshipsNolunteer: The EDC agrees to coordinate with Gavilan Community College, nearby educational institutions and local businesses to develop internship programs in support of employment for local business.

7. Payment: The City agrees to pay the EDC $25,000 for Fiscal Year 2018/19 and $100,000 annually beginning in Fiscal Year 2019/20 for a period of five years.

The EDC agrees to establish a separate Fund to track expenditures and to submit quarterly invoices for services rendered.

8. Report/Monitoring: The EDC agrees that the hired economic development coordinator will meet monthly with the City Manager and provide an annual report to the City Council. The EDC agrees to collect information and monitor business attraction , retention and expansion.

9. Annual Retreat: The EDC agrees to include an ad-hoc City Council representative at an annual retreat to review the five year goals for the EDC.

The first year of the Agreement, the EDC agrees to hold a special meeting with the Board of the EDC and the ad -hoc City Council representative to review three year and five year goals.

10. Hiring an Economic Development Coordinator: The EDC agrees to initiate hiring an Economic Development Coordinator within a two months of execution of this MOU provided funding is guaranteed to be provided by the City within one month . The EDC agrees to establish a hiring committee and include a City Council representative on the committee.

11. Hold Harmless: The EDC agrees to indemnify, defend with counsel approved by City, and hold harmless the City, its officers, officials, employees, and agents from and against any and all liability, loss, damage, expense, and cost arising out of or in connection with your negligence, recklessness, or willful misconduct in carrying out these activities . In addition, you agree to indemnify the City from any financial or tax liability arising from your status as an independent contractor.

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2019 MOU City of Hollister and the Economic Development Corporation of San Benito County

12. Taxes: The EDC agrees that as a non-profit that the EDC is solely responsible for reporting all revenues received and expenditures and payment of all federal and state taxes and social security obligations to employees retained pursuant to this MOU. You also agree that the City will not withhold any payments for federal or state taxes or social security (FICA) or Medicare benefits. In addition, the City will not provide you with coverage for worker's compensation, long or short term disability, or unemployment insurance.

13. Termination: The provisions of this MOU may be terminated upon one hundred eighty days (180) days written notice by either Party.

SAN BENITO COUNTY EDC
By: Aaron Johnston
Title: Chair

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CITY OF HOLLISTER
By: Ignacio Velasquez
Title: Mayor
Signature: ________ _
Attest:
~--
Christine Black, MMC, City C!erk

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RESOLUTION NO. 2019-94

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER

AUTHORIZING THE MAYOR TO SIGN A MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF HOLLISTER AND THE SAN BENITO COUNTY ECONOMIC

CORPORATION AND APPROVING SUPPLEMENTAL APPROPRIATIONS
WHEREAS, The Economic Development Corporation of San Benito County (the "EDC") is a 501 (c) 6 non-profit organization that has been instrumental in the adoption of the 2017 San Benito County Economic Development Strategy (CEDS); and WHEREAS, the EDC assisted with the recruitment of Corbin, Milgard, West Marine, business retention and business expansion but momentum was stalled with the elimination of the Redevelopment Agency funding and the great recession; and WHEREAS, Implementation of the Comprehensive Economic Development Strategy (the "CEDS"), pursuit of grants and other business recruitment, expansion and retention programs requires ongoing investment to support a paid qualified economic development coordinator; and
WHEREAS, San Benito County recently committed $100,000 for economic development with the EDC contingent upon an equivalent commitment from the City; and
WHEREAS, the Parties realize the potential for economic development that can be attained from developing and sustaining an economic coordinator in San Benito County; and
WHEREAS, the City Council reviewed a draft Memorandum of Understanding with the EDC at a City Council meeting on April 15, 2019 and directed staff to return with a Resolution to adopt the draft Memorandum of Understanding.

NOW, THEREFORE, BE IT RESOLVED, that the City Council directs the Mayor to execute the Memorandum of Understanding between the City and the Economic Development Corporation of San Benito County.

CITY OF HOU.ISTER

DUPLICATE OF ORIGINAL
ON FILE: 1"] JHb
OFFICE OF THE ~ _____ ____,,

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NOW, THEREFORE, BE IT FURTHER RESOLVED, that the City Council approves supplemental appropriations in the amount of $25,000 for Fiscal Year 2018-19 and $100,000 for Fiscal Year 2019-20.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 6th day of May, 2019, by the following vote:

AYES: Council Members Richman, Spencer, and Lenoir.

NOES: Council Member Resendiz and Mayor Velazquez.

ABSTAINED: None.

ABSENT: None.

Ignacio Velazquez, Mayor
ATTEST:

Christine Slack, MMC, City Clerk
APPROVED AS TO FORM:

Prentice, Long & Epperson, Attorneys at Law
r l_____
on, City Attorney

CITY OF HOLUSTER

DUPLICATE OF ORIGINAL

ON FILE IN THE
OFFICE OF THE CITY 1'-' C_P_IC ____ ...J

AMENDED 2019 MOU BETWEEN THE COUNTY OF SAN BENITO & THE EDC

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DocuSign Envelope ID: BDB7E619-CF64-4E71-867A-4EC85EBB4AC9 AMENDMENT# 1 To the Memorandum of Understanding
County of San Benito/ Economic Development Corporation of San Benito County This amendment #1 to the Memorandum of Understanding ("Amendment") is entered into by and among the Economic Development Corporation of San Benito County, a nonprofit ("EDC"), and the County of San Benito, a political subdivision of the State of California ("County"). EDC and County may collectively be referred to as "Parties." This Amendment shall be effective on, and no sooner than, the date of its approval by the final Party hereto {"Effective Date").

RECITALS
WHEREAS, the Parties entered into the Memorandum of Understanding ("Agreement") effective as of November 21, 2019; and
WHEREAS, clarification and efficiency considerations have necessitated the Parties now amend the Agreement as described herein.

NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the Parties agree as follows:

Agreement
Amendments to Agreement. The Parties agree to amend the Agreement as follows:

1.Under "GOAL", the last sentence is modified after "San Benito County" and is stricken from the Agreement in its entirety.
a.To develop a public/private partnership promoting economic development within San Benito County, to establish a framework to be utilized in coordinating local, state, and federal efforts, with primary emphasis on providing the necessary foundation essential for healthy economic growth in San Benito County., aml te assist in tl=ie re estaelisl=iment ef tl=ie l!eenemie De1,1elepment Cerperatien {�Dq.

2.Under ''TERMS and CONDITIONS" Section the following modifications:
a.Under the Staff Section a. strike out following among up to local as follows:
i.Optimize cooperation among tl=ie four leeal juriseHctiens te incluele San 8enite Ceunt·;, Santa Clara Ceunty, Santa Cruz Ceunty, anel Mentere1• Ceunt·;, local and regional economic development organizations. b.Under the Staff Section d. add "business" and strike out "for permit processing" as follows:
i.Serve as a liaison for new business, business expansion, and business retention for permit preeessing.

ATTACHMENT A2

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DocuSign Envelope ID : B0B7E619-CF64-4E71-867A-4EC85EBB4AC9 c. Under the Staff Section e. strike out the last sentence as follows:
i. Form 'red teams' tailored to business sectors (small, industrial, manufacturing, tourism, start-ups, and hospitality) to problem solve with applicants and businesses that may be considering leaving.

Enco1::1ra15e ¥isitors at national aRd state parks to patrenii!e local euslResses.
d. Under the Staff Section f. strike out "Veterans Support organizations, and support organizations for persons with disabilities,'' and "and spark the development and focus support local accessibility expansion of' of the sentence as follows:
i. Work cooperatively with the Small Business Development Center, San Benito County Workforce Deve lopment Board, Veterans S1r:1f;)port organii!ations, aRet s1::1pport organii!ations fer persons with disahilities, California State Monterey Bay Institute of Innovation and Economic Development, Gavilan Commun ity College and other educational i nstitutions to foster an entrepreneurial culture to support and spark tl=ie se,,•elopment ane um.1s su~port local accessieility expaRsiei:i ef small and large scale businesses.
e. Under the Staff Section g. after "disasters" add the following "through the update of the County's Comprehensive Economic Development Strategy (CEDS). The CEDS identifies goals and objectives fo r economic res iliency. The EDC is in the process of obtaining funding for the update of the current 2017- 2022 CEDS. The update is expected to be completed by December 2022 and will allow local jurisdictions to continue to apply for EDA fund ing and receive funding to address the issues of economic reslliency from economic downturns", as follows:
i. Cooperate with local and regional partners to create economic resiliency from economic downturns and natural disasters through the update of the County's Comprehensive Economic Development Strategy (CEDS). The CEDS identifies goals and objectives for economic resiliency. The EDC is in the process of obtaining funding for the update of the current 2017-2022 CEDS. The update is expected to be completed by December 2022 and will allow loca I jurisdictions to continue to apply for EDA funding and receive funding to address the issues of economic resiliency from economic downturns.
f . Under the Staff Sect ion k. strike out "with a near-term priority for expansion of broadband services and a te lecommuting center'' and add "to support development and expansion efforts in San Benito County." as follows:

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DocuSign Envelope ID: BDB7E619-CF64-4E71-867A-4EC85EBB4AC9 i. Pursue funding from the Economic Development Administration and other sources in cooperation with the County and partner organizations to support development and expansion efforts in San Benito County. with a R@ar term prierit•; for expansien ef breadbaAd services anfil a telecoFF1n·u:1ting center.
g. Add a new section "5. Work with County StafF' to include the following and adjust the numbering of the following sections accordingly. i. 5. Work with County Staff: The EDC will work with County staff to respond to business or developer inquiry referrals, research grants and legislation that may impact local economy, draft recommended policy development for Board of Supervisors consideration, pursue funding opportunities for countywide projects and businesses, and provide other support related to the objectives of this Agreement as needed by the County.
• Objectives:
i. Work with RMA staff on the Commercial Nodes evaluation and promotion, and, as needed, assist with planning and development projects and applications specifically for new business and/or business expansion.
ii. Assist County staff to support ongoing economic development efforts, including those related to Broadband and Tourism, and continue to send staff notices of funding opportunities.
iii. Coordinate and work with RMA staff on business and project inquiries, and review/comment on draft local and regional policies, as requested. iv. Review and update the RMA Planning Process Flowchart with RMA staff. v. Understand what is needed for approval of an industrial park, and how EDC staff can assist the County with th is effort, including possible funding from the EDA and other sources.
vi. Work with the Economic Development Ad Hoc Subcommittee and County staff on a Business Incentive Program.
h. Modify section 5 to "6". Partnerships/Education to include the following "and grant/funding sources to" strike out "in and of" and add "agencies/businesses, and, as needed, provide technical assistance/support to County staff and businesses in regard to such opportunities" as follows:
i. Partnerships/Education: The EDC agrees to become a member of CalEd and local and regional economic development organizations and to actively participate in monthly and quarterly meetings. The EDC agrees to help serve as a clearinghouse to share information about educational opportunities and grant/funding sources to -iA support Gf local agencies/businesses, and, as needed, provide technical assistance/support to County staff and businesses in regard to such opportunities.

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DocuSign Envelope ID: BDB7E619-CF64-4E71-867A-4EC85EBB4AC9 i. Modify section 7 to "8" Payment, adding the following sentence "Beginning in Fiscal Year 2021/22, payments will be processed quarterly ($25,000/quarter) based on receipt of quarterly activity/status reports submitted to the County in October, January, April, and July" as follows:
i. Payment: The County agrees to pay the EDC $100,000.00 annually, beginning in Fiscal Year 2019/20, for a period of five years ending in Fiscal Year 2023/24. Beginning in Fiscal Year 2021/22, payments will be processed quarterly ($25,000/quarter) based on receipt of written quarterty activity/status reports submitted to the County in October, January, April, and July.
j. Modify section 8 to "9". Report/Monitoring to replace the following in its entirety with "The EDC agrees to provide monthly updates to County staff and the Economic Development Ad Hoc Subcommittee or Committee and is open to any changes or requests from the County to better inform the County of EDC activities. The monthly updates will be utilized to prepare the quarterly activity/status reports that are the basis of quarterly payments to the EDC" as follows:
i. Report/Monitoring: The EDC agrees to provide monthly updates to County staff and the Economic Development Ad Hoc Subcommittee and is open to any changes or requests from the County to better inform the County of EDC activities. The monthly updates will be utilized to prepare the quarterly activity/status reports that are the basis of quarterly payments to the EDC. Tt:le liDC agrees tl:iat tt:le l:iiroEI econemic de11ele13ment coorelinator • .,.,ill FReet mentl:!11 with Go1i:1rity §taff, •1,1ill pro•JiEle a Ejblarterl',' repert, te ee i;iresenteel to the Qeard of S1:1per't'iseFs, and an ann1:1al ref'Jort, te he l')resented to tl:ie Planning Commission, aelelressing the infermatien aeldresseel in the San 8enito Co1:1nty lndeH, attached hereto ans incorporates t:ierein by reference as Attad:iment A. The parties recegnii!e tkat the San Benita G01:1nty lndeH is sii=n~lv a repertiAg eut of economic conelitiens and acti1Jity and is net a direct reflection on tt:ie s1:1ccess or shorteomings of the 6DC's effurts. /\. leeal econom•t is complel< and influeAceEI by n1:1r11ero1:1s factors tl:iat are 01:1tside of the eontrel of the EDC, and even owtsiae the centrel ef losal ge,.iernments (el<. tariffs, monetary polic·1, bwsiness eleeisioR malEers, ete.) The EDC agrees to collect inforn:iation and monitar h1,1siness attraction, retention, anEI ex:J:1ansien. liiQC 'Nill s1:1bmit aR annual 1:1pdate of the CEDS to tl=ie IJ.S. esonamie Development AelFRinistration (l!Dl\), aRs s1:1br:i:iit an o•.ierall 1:1paate e•;ert five years, 1:1nless ciFC1c,JF11staF1ces arise that leaa ta a d1ange in aevelopA1ent.

3. The ATTACHMENT A: MOU DELIVERABLES AND METRICS is replaced in its entirety with the following:

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DocuSign Envelope ID: BDB7E619-CF64-4E71-867A-4EC85EBB4AC9 DELIVERABLES:

1. Review local policies and practices in support of economic development and recommend short-term and long-term improvements as appropriate. a. Short-term

2. Create a flow chart demonstrating "How to open your Business in San Benito County?" to include, but not limited to the following business sectors: To include, https://www.calgold.ca.gov/ as a resource.
i. Hospitality

1. Food/Beverage Industry

2. Lodging

3. Events and Meeting Industry (weeding venues,
conferences, sporting)
ii. Retail
iii. Manufacturing
iv. Construction
v. Agriculture
b. Will work with GIS: Interactive Map that demonstrates what is needed to establish a business on County parcels:

3. Monthly meetings {as scheduled by the County) with written quarterly activity updates submitted to Staff and meet with Economic Development Ad Hoc Subcommittee or Committee on October, January, April, and July. 4 . The written quarterly updates will be utilized to request quarterly MOU payments from the County.

METRICS: The quarterly updates shall include the following, if available:
a. Commercial vacancy rate
b. Unemployment rate
c. Businesses assisted
d. Businesses visited
e. Website metrics
f. Commercial/ Industrial projects assisted
g. Revenue enhancements
h. Updates on working with County staff
i. Jobs created or retained

4. All other terms and conditions of the original Agreement that are not changed by this Amendment shall remain the same.

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DocuSign Envelope ID: BDB7E619..CF64-4E71-867A-4EC85EBB4AC9 EDC OF ~Ab! SFNITQ GOUNTY
By: A~~esKlent
Date: 20220216

SAN BENITO COUNTY
By: Be ales,
Chair, · rvisors
Date:.----1L--->.,.i..&:.~~-=+--+,fJ,.J..f---J..L.1,.:;..U-i.,:__ APPROVED AS TO LEGAL FORM:

San Benito County Counsel's Office
By: Breann M. Moebius
Deputy County Counsel

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DocuSign Envelope ID: BDB7E619-CF64-4E71-867A-4EC85EBB4AC9 2019 MOU Between the County of San Benito and the Economic Development Corporation of San Benito County

MEMORANDUM OF UNDERSTANDING

BETWEEN

COUNTY OF SAN BENITO
AND

THE ECONOMIC DEVELOPMENT CORPORATION OF SAN BENITO COUNTY This Memorandum of Understanding (MOU) between the Economic Development Corporation of San Benito County (the "EDC") and the County of San Benito ("County") establishes the rights and responsibilities of the Parties for the allocation of annual General Fund monies for economic development within San Benito County.

WHEREAS

1. The County is a public entity;

2. The County is a political subdivision of the State of California;

3. Resolution 19-~3 memorializes the County's desire to develop a Memorandum of Understanding with the Economic Development Corporation of San Benito County (the "EDC") to provide assistance with economic development within San Benito County related to industrial recruitment, business retention and expansion, business start•up and marketing efforts.

4. The EDC is a 501 (c)(3) non-profit corporation that has been instrumental in the adoption of the 2017 San Benito County Comprehensive Economic Development Strategy (CEDS); and

5. In previous fiscal years the EDC staffed an Executive Director position. This position was funded partially from County General Fund contributions.

6. County General Fund contributions have not been appropriated since fiscal year 2012/2013,

7. The EDC in prior years assisted with the recruitment of Corbin, Milgard, West Marine, and with retention and expansion of business within San Benito County, but momentum was stalled with the elimination of the County General Fund contributions and the great recession;

8. Implementation of the CEDS, pursuit of grants and other business recruitment, and expansion and retention programs require ongoing investment to support a paid qualified economic development coordinator,

9. The City of Hollister recently committed $100,000 annually beginning in Fiscal Year 2019/20 for a period of five years for economic development with the EDC;

10. The County and the EDC realize the potential for economic development that can be attained from developing and sustaining an economic coordinator in San Benito County;
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GOAL
To develop a public/private partnership promoting economic development within San Benito County, to establish a framework to be utilized in coordinating local, state, and federal efforts, with primary emphasis on providing the necessary foundation essential for healthy economic growth in San Benito County, and to assist in the re-establishment of the Economic Development Corporation {EDC).

TERMS AND CONDITIONS

1. Staff: The EDC agrees to retain a qualified economic development professional to assist with the following priorities and objectives over the next five years:
a. Optimize cooperation among the four local jurisdictions to includeSan Benltio County, Santa Clara County, Santa Cruz County, and Monterey County, local and regional economic development organizations ..
• Deliverables:
i. Cooperation Strategy -roles, responsibilities, and resources. b. Diversify revenue streams to the EDC.
c. Develop a scalable business attraction program in cooperation with local agencies, business organizations, and service providers to showcase industrial properties, , agricultural business and local opportunities for small businesses.
• Deliverables:
i. Internal Business Plan; and
ii. Community/Business Engagement Plan.
d. Serve as a liaison for new business, business expansion, and retention for permit processing.

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• Deliverables:
i. More effective deployment of financial resources to maximize tangible outcomes.
ii. Regional Business Assistance Program: Develop and
implement an effective regional business assistance and retention strategy by 2021 to help existing businesses grow or remain in the region.
iii. Entrepreneurs and Start-Ups: Foster innovation and new business development identify and assist prospective
companies and entrepreneurs to start or grow new ventures in the region .
iv. Small Business Development: increase collaboration and connections with small business to provide training and support.

1. Meet with at m in one small business weekly.
v. Improve the Regulatory Environment: Continue to advocate for improved policies and procedures to promote the economic growth of the region over the next five years. Focus on regional permitting processes, cost of doing business, and tax structure.

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e. Form 'red teams' tailored to business sectors (small, manufacturing, tourism, start-ups, and hospitality) to problem applicants and businesses that may be considering leaving. visitors at national and state parks to patronize local businesses. industrial,
solve with
Encourage
f. Work cooperatively with the Small Business Development Center, San Benito County Workforce Development Board, Veterans Support organizations, and support organizations for persons with disabilities, California State Monterey Bay Institute of Innovation and Economic Development, Gavilan Community College and other educational institutions to foster an entrepreneurial culture to support and spark the development and focus support local accessibility expansion of small and large scale businesses.
g. Cooperate with local and regional partners to create economic resiliency from economic downturns and natural disasters.
h. Maintain programs with on-going training, listening sessions, and networking with existing businesses to proactively support business retention and expansion.
i. Proritize working cooperatively with educational institutions, the EDC board, Business Council, local government and other job support organizations to fill information gaps, create updated tool boxes for new and expanding businesses and business retention.
j. Assist business with workforce development.
k. Pursue funding from the Economic Development Administration and other sources in cooperation with the County and partner organizations with a near- term priority for expansion of broadband services and a telecommuting center.
2, Web Page/Socia! Media: The EDC will maintain an updated web site and use social media to promote employment, business opportunities, along with educational opportunities, and financing programs.

3. Marketing: The EDC agrees to work cooperatively with the San Benito County Business Council, the San Benito County Chamber of Commerce, Visitor's Bureau, the San Juan Committee, the Hollister Downtown Association, and the three jurisdictions in San Benito County to update and maintain collaborative marketing campaigns with consistent branding and messaging.

4. Leverage Funding: The EDC agrees to pursue a variety of approaches to leverage funding with grants, membership dues, continuing partnerships with the business community, private interests and other organizations, co-sharing office space and support staff. The County agrees to provide letters of support for grant applications.
a. Diversify funding streams and seek additional revenue streams.

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• Deliverables:
i. Establish a multi-year funding commitment to support implementation of the Goals and Objective .
5 . Partnerships/Education: The EDC agrees to become a member of CalEd and local and regional economic deve lopment organizations and to actively participat e in monthly and quarterly meetings. The EDC agrees to help serve as a clearinghouse to share information about educational opportunities in support of local businesses.
6 . lntemshipsNolunteer: T he EDC agrees to coordinate with Gavilan Community College, California State University, Montery Bay, regional educational institutions , and local businesses to develop internship programs in support of employment for local business.
a. Support Community Colleges and High School Technical Programs. • Deliverables:
i. Retain and Attract Young P rofessionals: Build upon and promote existing regional young professional organizations and work to develop additional programs, policies and mentorshlps to attract and retain young professionals to the excellent quality of life in the San Benito County region.
7 . Payment: The County agrees to pay the EDC $100.000.00 annually, beginning in Fiscal Year 2019/20, for a period of five years ending in F iscal Year 2023/24 8 . Report/Monitoring: The EDC agrees that the hired economic development coordinator will meet monthly with County Staff, will provide a quarterly report, to be presented to the Board of Supervisors, and an annual report, to be presented to the Planning Commission, addressing the information addressed in the San Benito County Index, attached hereto and incorporated herein by reference as Attachment A. The parties recognize that the San Benito County Index is simply a reporting out of economic conditions and activity and is not a dire ct reflection on the success or shortcomings of the EDC's efforts. A local economy is complex and influenced by numerous factors that are outside of the control of t he EDC, and even outside the control of local governments {ex. tariffs, monetary policy, business decision makers, etc.) The EOC agrees to collect information and monitor business attraction, retention , and expansion. EOC will submit an annual update of the CEDS to the U .$. Economic Development Administration (EDA), and submit an overall update every five years, unless circumstances arise that lead to a change in development.
9 . Annual Retreat: The EDC will include a County represe ntative from the Board of Supervisors' ad-hoc committee at an annual retreat to review the five-year goals for the EDC . During the first year of the Agreement, the EDC agrees to hold a special meeting with the Board of the EDC and t he County representative to review three year and f ive-year goals.

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10. Hiring an Economic Development Coordinator: The EDC agrees to initiate hiring an Economic Development Coordinator within two months of execution of this MOU provided funding is guaranteed to be provided by the County within one month. The EDC agrees to establish a hiring committee and include a County representative on the committee.
11 . lndependent Contractor: The EDC and its officers and employees, in the performance of this MOU, are independent contractors in relation to the County and not officers or employees of the County. Nothing in this MOU shall create any of the rights, powers, prMleges or immunities of any officer or employee of the County. The EDC shall be solely Hable for all applicable taxes or benefits, including, but not limited to, federal and state income taxes, Social Security taxes, or ERISA retirement benefits, which taxes or benefits arise out of the performance of this MOU . The EOC further represents to the County that the EDC has no expectation of receiving any benefits incidental to employment.

12.Hold Hannlesa: The EDC agrees to indemnify, defend with counsel approved by County, and hold harmless the County, its officers, officials, employees, and agents from and against any and all liability, loss, damage, expense, and cost arising out of or in connection with its negligence, recklessness , or willful misconduct in carrying out these activities . In addition, the EDC agrees to indemnify the County from any financial or tax liability arising from its status as an independent contractor.

13.General Insurance Requirements: Without limiting the EDC's duty to indemnify the County, the EDC shall compry with the insurance coverage requirements set forth in this MOU and shall satisfy the following requirements:
a. Each policy shall be issued by a company authorized by law to transact business in the State of California .
b. Each policy shall provide that the County shall be given notice in writing at least thirty (30} days in advance of any cancellation thereof. c. The comprehensive motor vehicle and comprehensive general liability policies shall each provide an endorsement naming the County of San Benito and its officers, agents and employees as additional insureds. d. The required coverage shall be maintained in effect throughout the term of this MOU .

The EDC shall require all subcontractors performing work under th is MOU to obtain substantially the identical insurance coverage required of the EDC pursuant to this MOU.

14.lnsurance Requirements: The EDC shall maintain the following insurance policies in full force and effect during the term of this MOU:

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a. Comprehensive general liability insurance. The EDC shall maintain comprehensive general liability insurance, covering all of the EDC's operations with a combined single limit of $1 ,000,000.00. b. Professional liability insurance. The EDC shall maintain professional liability insurance with liability limits of not less than $1 ,000,000.00. c. Comprehensive motor vehicle liability insurance. The EDC shall maintain comprehensive motor vehicle insurance covering all motor vehicles (including owned, non-owned and hired) used in providing services under this MOU, with a combined single limit of not less than $1 ,000,000.00. d. Workers' compensation insurance. The EDC shall maintain a workers' compensation plan covering all of its employees as required by California Labor Code Section 3700, either through workers' compensation insurance issued by an insurance company or through a plan of self-insurance certified by the State Director of Industrial Relations. If the EOG elects to be self- insured, the certificate of insurance otherwise required by this MOU shall be replaced with consent to self-insure issued by the State Director of Industrial Relations.

15. Certificate of Insurance: Prior to the commencement of performance of services by the EDC and prior to any obligations of the County, the EDC shall file certificates of insurance with the County, showing that the EDC has in effect the insurance required by this MOU. The EDC shall file a new or amended certificate promptly after any change is made in any insurance policy which would alter the information on the certificate then on file. In lieu of providing proof of insurance, the EDC may provide proof of self-insurance meeting requirements equivalent to those imposed herein. The EDC warrants that its self-insurance provides substantially the same protection to the County as the insurance required herein. The EDC further agrees to notify the County in the event any change in self-insurance occurs that would alter the obligations undertaken in this MOU within thirty (30) days of such change.

16. Taxes: The EDC agrees that as a non-profit corporation, the EDC is solely responsible for reporting all revenues received, expenditures, and payment of all federal and state taxes and social security obligations to employees retained pursuant to this MOU. The EDC also agrees that the County will not withhold any payments for federal or state taxes or social security (FICA) or Medicare benefits. In addition, the County will not provide the EDC with coverage for worker's compensation, long or short-term disability, or unemployment insurance.

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17.MOU Administrators: All matters concerning this MOU which are within the responsibility of the parties shall be under the direction of, or shall be submitted to, the respective MOU administrators or to the party's employee specified, in writing, by the MOU administrator. A party may, in its sole discretion, change its designation of its MOU administrator and shall promptly give written notice to the other party of any such change . The parties' MOU administrators are:

County's MOU Administrator:

Ray Espinosa , CAO
481 Fourth Street
Hollister, CA 95023
Email: [email protected]
Telephone No.: (831) 6364000
Facsimile No.: (831) 636-4010
EDC's MOU Administrator:

Aaron Johnston, President
P.O. Box 1265
Holltster, CA 95023
Email: [email protected]
Telephone No.: (831) 234-5486
Facsimile No.:

18.Noticas: Notices to the parties in connection with the administration of this MOU shall be given to the parties' MOU administrator personally, by regular mail, by email, or by facsimile transmission as more particularly specified in this paragraph. Notices will be deemed given on:
a . The day the notice is personally delivered to the MOU administrator or the office of the party's MOU administrator; or
b. Five days after the date the notice is deposited in the United States mail, addressed to a party's MOU administrator as indicated in this MOU, with first- class postage fully prepaid; or
c. On the day that the notice is transmitted by email or facsimile to a party's email address or facsimile number, provided that an original of such notice is deposited in the United States mail, addressed to a party's MOU administrator, on the same day as the facsimile transmission is made.

19. Termination: The provisions of this MOU may be terminated upon sixty (60) days written notice by either Party.

20.Non-appropriation of Funds: This agreement is subject for funding to be appropriated during the annual budget cycle and approved by the Board of Supervisors. If funding for any fiscal year is reduced or deleted for purposes of this program, the County has the option to either cancel this MOU with no liability occurring to the County, or offer to amend the MOU to reflect the reduced amount. The County will provide at least sixty (60} days advance written notice of such detenninations.
21 .Amendment: This MOU may be amended at anytime with the mutual consent of all parties involved. Effective in writing with signatures from each authorized party representative.

Page [ 7

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22. Prohibition Against Assignment and Delegation of Duties: Except as specifically authorized herein , no rights under this MOU may be assigned and no duties under this MOU may be delegated by the EDC without the prior written consent of the County, and any attempted assignment or delegation without such consent shall be void .
23 .Compliance With Applicable Lawa; Nondiscrimination: The EDC shall comply with all applicable federal, state and local laws now. or hereafter, in force, and with any applicable regulations, in performing the work and providing the services specified in this MOU. The EDC shall not discriminate in the employment of persons necessary to perform this MOU on any legally impermissible basis, including on the basis of the race, color, national origin, ancestry, religion, age, sex, or disability of such person.

24. Conflict of Interest: The EDC covenants that it presently has no interest and shall not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the services hereunder. The EDC further covenants that, in the performance of this MOU, no subcontractor or person having such an interest shall be used or employed. The EDC certifies that no one who has or will have any financial interest under this MOU is an officer or employee of the County.

25. Records to Be Maintained: The EDC shall keep and maintain accurate records of all costs incurred and all time expended for work under this MOU. The EDC shall contractually require that all of its subcontractors performing work called for under this MOU also keep and maintain such records. All such records, whether kept by the EDC or any subcontractor, shall be made available to the County or its authorized representative, or officials of the State of California for review or audit during normal business hours, upon reasonable advance notice given by the County, its authorized representative. or officials of the State of California.

The EDC shall maintain and preserve all records related to this MOU for a period of three years from the close of the fiscal year in which final payment under this MOU is made. The EDC shall also contractually require the maintenance of such records in the possession of any third party performing work related to this MOU for the same period of time. Such records shall be retained beyond the three- year period, if any audit involving such records is then pending, until the audit findings are resolved . The obligation to ensure the maintenance of the records beyond the initial three year period shall arise only if the County notifies the EDC of the commencement of an audit prior to the expiration of the three year period.

26. Negotiated Agreement: This MOU has been arrived at through negotiation between the parties. Neither party is to be deemed the party which prepared this MOU within the meaning of California Civil Code Section 1654.

27. lndependant Advice: Each party hereby represents and warrants that in executing this MOU it does so with full knowledge of the r ights and duties it may have with respect to the other. Each party also represents and warrants that it Page I 8

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DocuSign Envelope ID: B067E6 19-CF64-4 E71 -867A-4EC85EBB4AC9 2019 MOU Between the County of San Benito and the Economic Development Corporation of San Benito County
has received independent legal advice from its attorney with respect to t he matters set forth in this MOU and the rights and d uties arising out of this MOU . or that such party willingly foregoes any such consultation.

28. No Reliance on Representations: Each party hereby represents and warrants that it is not relying, and has not relied, upon any representation or statement made by the other party with respect to the facts involved or its rights or duties.

Each party understands and agrees that the facts relevant, or believed to be relevant to this MOU may hereafter turn out to be other than, or different from the fact s now known to such party as t rue, or believed by such party to be true. The parties expressly assume the risk of the facts turning out to be different and agree that this MOU shall be effective in all respects and shall not be subject to rescission by reason of any such difference in facts.

29.SeverabiUty: Should any provision herein be found or deemed to be invalid, this MOU shall be construed as not containing such provision, and all other provisions which are otherwise lawtul shall remain in full force and effect. To this end. the provisions of this MOU are declared to be severable.

30. Entire Agreement: This MOU is the entire agreement of the parties. There are no understandings or agreements pertaining to this MOU except as are expressly stated in writing in this MOU or in any document attached hereto or incorporated herein by reference.
31 . Materiality: The parties consider each and every term, covenant, and provision of this MOU to be material and reasonable.

32. Waiver: Waiver by either party of a breach of any covenant of this MOU will not be construed to be a continuing waiver of any subsequent breach. The County's receipt of consideration with knowledge of the EDC's vio latio n of a covenant does not waive its right to enforce any covenant of this MOU. The parties shall not waive any provisions of this MOU unless the waiver is in writing and signed by all parties.

33.Authority and Capacity: The EDC and t he EDC 's s ignatory each warrant and represent that each has full authority and capacity to enter into this MOU.

34. Cumulative Remedies: All of the various rights, options, elections, powers and remedies of the parties shall be construed as cumulative, and no one of them exclusive of any other or of any other legal or equitable remedy which a party might otherwise have in the event of a breach or default of any condition, covenant or term by the other party. The exercise of any single right, option. electi on, power or remedy shall not, in any way, impair any other right, option, election, power or remedy until all duties and obligations imposed shall have been fully performed.

Page 19 ends

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35. Counterparts: Thls MOU may be executed in any number of counterparts, each of which so executed shall be deemed to be an original. The counterparts shall together constitute one MOU .

SIGNATURES

SAN BENITO COUNTY EDC SAN
Clacm ~ RR -l;tS/1'1
By: AarJohnston, President By: Ma Medina,
Chair, San Benito County Board of Supervisors
APPROVED AS TO LEGAL FORM:

San Benito County Counsel's Office
B~~/!~ Co:(.!3/;9
Page I 10

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DocuSign Envelop& ID: B0B7E619-CF64-4E71-867A-4EC85EBB4AC9

MEMORANDUM OF UNDERSTANDING BETWEEN

THE COUNTY OF SAN BENITO
AND

THE ECONOMIC DEVELOPMENT CORPORATION OF SAN BENITO COUNTY ATTACHMENT A: SAN BENITO COUNTY INOEX1
QUARTERLY ECONOMIC UPDATES:
1 . Number of new businesses opened;
a . Number of jobs created.

2. Number of business closure&;
3 . Commerclal Vacancy Rate;
4 . Business satisfaction through surveys;

5. Count of existing business:
a. Count of existing business in the unincorporated region; i. By business sector.
b. Total number of employees;
BUSINESS RETENTION:
1 . Number of San Benito Industrial and Non-Retail Commercial Business Visits a. Ratio of Policy (i.e. legislative) issues raised to solution offered through EDC (for small business vs. large business)(initial goal: 70%). b. Ratio of Operational issues raised to solution offered through EOC (for small business vs. large business)
c. Dollars/Jobs saved and new investment/jobs created
d. Dollars and Jobs saved and new investment and jobs created . e . Number of Trainings offered to local business.
i. Provide a one year schedule.
f. Work with County Geographical Information Systems Department to map all existing business.

BUSINESS ATTRACTION:2
Enhance the region's image as a desirable location and destination to live, work, play and operate a business.
1 1 . Number of Business attraction prospects (site selectors and companies) a. Number of active clients and prospective business.

An Index is simply a reporting out of economic conditions and activity and is not a direct reflection on the success or shortcomings of the ED C's efforts. A local economy is complex and influenced by numerous factors that are outside of the control of the EDC, and even outside the control of local governments (ex. tariffs, monetary policy, business decision makers, etc.) Attraction targets will focus on industries and companies pursuant to goals set forth in the economic element of the adopted San Benito County General Plan (sec. 4, Goal ED 3), notably sueh frnns that provide "self-sufficiency wages and benefits• (Goal ED 3.1)

Page 11 ends

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Doc uSlgn Envelope ID: BDB7E619-CF64-4E71-867A-4EC85EBB4AC9 b. Number of clients' and o r prospective businesses' visits to San Benito County.
c . Number of clients/prospective business investments and jobs in San Benito County.

FIVE-YEAR BUSINESS PLAN:

Within six months to one~year of execution of the MOU provide Internal Business Plan, projecting diversified revenue streams.
a . Include: business retentio n strategy and business attraction strategy.

ASSIST THE COUNTY IN MEETING THE CEDS 5-YEAR STRATEGY OBJECTIVES {adopted on September 1 , 2017), which include:

Objective 1 :Act Collaboratively;
Objective 2: Invest in Job Creation , Local Business Development and Attraction; Objective 3: I nvest in Talent Development, Retention and Education; Objective 4 : Improve Business Climate & Competitiveness; Objective 5: Invest in Infrastructure Maintenance & Growth; Objective 6: Support Entrepreneurial Environment & Culture; Objective 7 : Ensure Community Safety & Health; and
Objective 8: Create Economic Resiliency.

EDC will record performance measurements for the identified objective:
1 . Objective 1 :ActCollaboratlvely -Foster Collaborati on, Connectivity and Centralization of Information Between the Private and Public Sectors in Order to Increase the Competitive Advantage of the Region.
a . Deliverable: Cooperation Strategy -roles, responsibilities, and resources. i. Community/Business Engagement Plan.
ii. Cooperation Strategy -roles, responsibilities, and resources.

2. Objective 2: Collaborate in Job Creation, Local Business Development and Attraction -Implement Best Practices, Identify Prospects, Create Opportuni ties via Promoting the Reg;on for Investment, Facilitate Projects to Fruition.

Page 12 ends

a . Deliverable: Develop and execute a comprehe nsive Economic Development Marketing Program and identify additional funding streams . b. Identify Business needs, and provide recommendations to streamline the process

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DocuSign Envelope ID: BDB7E619-C F64-4E71-867A-4EC85EBB4AC9

3. Objective 3: Support and Coordinate Talent Development, Retention and Education -Share Best Practices, Identify Fractured Systems and Create Opportunities for Talent to Develop. a. Deliverable: Support and coordinate with the Central Coast in science, technology, engineering, arts and math (STEAM) initiatives via connecting and/or creating educational faciJities, curriculum and internship opportunities (both academic anel vocational). b. Support Community Colleges and High School Technical Programs. ,. Build upon and promote existing regional young professional organizations and work to develop policies to attract and retain young professionals to the excellent quality of life in the San Benito County region.
c. Be a resource to entrepreneurs & start-ups: Foster innovation and new business development identify and assist prospective companies and entrepreneurs to start or grow new ventures in the region . i. Small Business Development: increase collaboration and connections with small business to provide training and support. 4 . Objective 4: Improve Business Climate & Competitiveness -Establish Cross-Jurisdictional Partnerships Built on Trust and Authenticity to Create the Best Working Environments Across lndustn·es and to Access Financial and Intellectual Opportunities.
a . Provide recommendations for the regulatory environment: Continue to advocate for improved policies and procedures to promote the economic growth of the region over the next five years. Focus on regional growth.
5 . Objective 5: identify business priorities for infrastructure maintenance & growth -Identify Bus;ness Needs to Improve and Increase Infrastructure Systems to Support Business Growth and Community Needs.

6. Objective 7: Ensure Community Safety and Health, and ObJectjve 8:

Create Economic Resiliency:
a. Support business plan and prepare for disasters and risks. b . Collaborate with local organizations to plan for economic resilience.

Page 13 ends

PARTNERSHIP AGREEMENT BETWEEN THE EDC & THE COUNTY OF SAN BENITO FOR THE CALIFORNIA MICROBUSINESS COVID-19 RELIEF

GRANT PROGRAM

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PARTNERSHIP AGREEMENT
between

ECONOMIC DEVELOPMENT CORPORATION OF SAN BENITO COUNTY
and the

COUNTY OF SAN BENITO
for the
2021-22 CALIFORNIA MICROBUSINESS COVID-19 RELIEF GRANT PROGRAM

PURPOSE
This Agreement formalizes the commitment by the Economic Development Corporation of San Benito County (EDC) in assisting the County of San Benito (COUNTY) with outreach to microbusinesses in San Benito County for the purpose of informing eligible businesses of the grant funding available through the California Microbusiness COVID-19 Relief Grant Program, to be administered by the COUNTY.

PERIOD OF AGREEMENT
This agreement is effective January 1, 2022 through November 30, 2022. It is contingent on the COUNTY's being awarded funds by the State of California to serve as a grant making entity for the California Microbusiness COVID-19 Relief Grant Program (COUNTY). The COUNTY will be notified by the California Office of the Small Business Advocate (CalOSBA) of its Intent to Award by December 8, 2021.

CALIFORNIA MICROBUSINESS COVID-19 RELIEF GRANT PROGRAM
On October 11, 2021, the California Office of the Small Business Advocate (CalOSBA), a part of the Governor's Office of Business and Economic Development (GO-Biz), announced the open application period for California county governments to administer the California Microbusiness COVID-19 Relief Grant (COUNTY) program. The County program provides approximately $50,000,000 in one-time grant funding to California's microbusinesses to be administered at the county level. The intent of the funding is to provide relief to hard-to-reach micro businesses and entrepreneurs that have been negatively impacted by the COVID-19 pandemic.

San Benito County's anticipated award amount is $80,077, of which a maximum of 20% may be used for administrative costs, leaving grant awards for eligible microbusinesses. It is anticipated ·that the grant program will fund at least 26 businesses awards of up to $2,500.

ROLES & RESPONSIBILITIES
COUNTY:

Per the requirements of the grant, the COUNTY shall develop and implement an outreach and marketing plan to identify and engage eligible microbusinesses that face systemic barriers to access capital, including but not limited to, businesses owned by women, minorities, veterans, individuals without documentation, individuals with limited English proficiency, and business owners located in low-income and rural communities. The COUNTY will work closely with the EDC, which promotes the development, growth, and success of small businesses and aspiring entrepreneurs in San Benito County, and other partners to reach these businesses and support those that wish to apply for a grant.
2021-22 CA Microbusiness COVID-19 Relief Grant Program -County of San Benito -Partnership Agreement

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County of San Benito
Microbusiness COVID-19
Relief Grant Program
ELIGIBLE USE OF FUNDS$2,500 GRANTS Purchase of Equipment Investment in Working Capital
Rent or Mortgage Payments
Payroll / Employee Retention
Eligible Microbusinesses
Less than five employees
In operation since
12/31/2019
Business is primary source
of income
Less than $50,000 in
Revenues 2019
Have not previously
received a Small Business
Relief Grant from the State
of California
Grants will be allocated on a
first come first serve basis

Visit www.cosb.us/microbusinessgrant for complete program details Funded in part through a Grant from the California Office of Small Business Advocate Email San Benito County at [email protected]

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•
•
•
•
•
✓
✓
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✓

ROUND TWO

MICROBUSINESS GRANT PROGRAM
Applications will be accepted commencing:

June 27, 2022 6:00 PM - July 31, 2022 (Closes at 11:59 PM) Funded in part through a grant from the
California Office of Small Business Advocate
Application & program details visit:
www.cosb.us/microbusinessgrant
$2,500 Grants
Criteria
Less than five employees
Gross annual revenue of $50,000 or less in 2019
Had at least 10% loss in revenue from 2019 to 2020
In operations prior to 12/31/19
Business is primary source of income
Have not received a grant under the California Small COVID- 19 Relief Grant Program (Administered by Lendistry)

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•
•
•
•
•
•
.-i--11

PARTNERSHIP AGREEMENT BETWEEN THE EDC & UPLIFT CENTRAL COAST TO ACT AS A CONVENER FOR SAN BENITO COUNTY UNDER THE COMMUNITY

ECONOMIC RESILIENCE FUND

2.e
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July 18, 2022
Uplift Central Coast
Regional Economic Action Coalition
P.0. Box 13201
San Luis Obispo, CA 93401

ECONOMIC DEVELOPMENT CORPORATION

OF SAN BENITO COUNTY
Subject: Collective Partnership Agreement Letter with Uplift Central Coast as the High Road Transition Collaborative Convener for the Central Coast Region of the Community Economic Resilience Fund Dear HRTC Convener:

The Economic Development Corporation of San Benito County (the EDC) is committed to collaborating with the Uplift Central Coast Coalition to form a High Road Transition Collaborative (HRTC) for the Central Coast region and support Phase I planning efforts under the Community Economic Resilience Fund (CERF).

We are committed to working collaboratively with a wide range of regional stakeholders from a diverse set of interests to participate in the process to create a more inclusive, equitable, and competitive regional economy. To that end, we have reviewed the working governance structure and we agree to participate in the CERF process and support the policies and development of deliverables in the proposal as they evolve including key elements such as: governance, stakeholder outreach and engagement, capacity building, and data and research. We understand that the governance structure may evolve as the process is refined.

The EDC represents the Economic Development Agency sector serving San Benito County (including the Cities of Hollister and San Juan Bautista), and the EDC's primary role in the community is to promote economic growth and development in San Benito County through business attraction, retention, expansion, and creation, while maintaining and preserving agricultural land and the rural environment.

The EDC implemented the 2018-2022 Comprehensive Economic Development Strategy (CEDS) for San Benito County and has received an Economic Development Administration grant to facilitate an update of the CEDS for 2023-2028, including managing the implementation of the CEDS Strategic Plan for the 5-Year period. We feel our knowledge/experience of the region will play an important role in this collective partnership and we look forward to working with the group to ensure San Benito County has a voice in the CERF program.

As executive director of the EDC, I will be your point of contract, and have provided my contact information below.

I look forward to working with the group and appreciate the opportunity to take part in this important effort.

Renee Wells
Executive Director
Economic Development Corporation of San Benito County
440 San Benito Street, Hollister, CA 95023
Cell: 415-518-7138
Email: [email protected]
Website: https://edcsanbernto.org/

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Contact:

Marie Vasari Hislop
Monterey Bay Economic Partnership
[email protected] / (831) 224-2132

FOR IMMEDIATE RELEASE

UPLIFT CENTRAL COAST TO DEVELOP INCLUSIVE COALITION FOR STATE ECONOMIC

RESILIENCE GRANT OPPORTUNITY
(Marina, CA) - The six-county Uplift Central Coast Coalition — led by REACH, the Economic Development Collaborative (EDC) and Monterey Bay Economic Partnership (MBEP) — is excited to announce its continued partnership to develop an application and secure our region’s share of California’s new $600 million Community Economic Resilience Fund (CERF).

The purpose of CERF is to support new plans and strategies to diversify local economies and develop sustainable industries that create high-quality, broadly accessible jobs for all Californians.

The CERF strategy is based on triple bottom line principles and values — economy, equity and environment — and calls for input from and ultimate benefit to disadvantaged, disproportionately impacted and under-represented communities.

Moving forward, our broadened Uplift Central Coast initiative will identify, prioritize and invest in a wide range of workforce and economic development projects, while contributing to a comprehensive approach to regional economic resilience. Our efforts and partnerships will continue to cover the six-county region: Santa Cruz, San Benito, Monterey, San Luis Obispo, Santa Barbara, and Ventura counties. Grants of up to $5 million per region will be awarded this fall to support inclusive engagement and planning efforts to inform regional investment opportunities.
"The CERF initiative is a unique opportunity to strengthen the economies of not just the Monterey Bay but of the entire six-county Central Coast region, creating a broadly based infrastructure of jobs, workforce development, research, and investment," said Monterey Bay Economic Partnership President and CEO Tahra Goraya. "This truly collaborative approach between government, education, industry, and community partners across the Central Coast will result in innovation and diverse opportunities that will benefit our regions and our residents in all of our communities.”
If you would like to stay engaged, track progress, or participate with this coalition, join us! https://reachcentralcoast.us19.list-manage.com/subscribe?u=1c5b4097ed1b5b3d8a70296dd&id=bf98b2b6ac About Monterey Bay Economic Partnership (MBEP):

Monterey Bay Economic Partnership (MBEP) is a regional member-supported nonprofit organization consisting of public, private, and civic entities located throughout the counties of Monterey, San Benito, and Santa Cruz.

Founded in 2015, our mission is to improve the economic health and quality of life in the region.

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FUNDING SUPPORT FOR THE EDC FROM PACIFIC GAS & ELECTRIC

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July 30, 2021

Mr. Marc Fontes
Executive Director
Economic Development Corporation of San Benito County
P.O. Box 1265
Hollister, CA 95023

Dear Mr. Fontes:

On behalf of Pacific Gas and Electric Company (“PG&E”), I am pleased to inform you that the $5,000 charitable contribution has been sent via electronic funds transfer to Economic Development Corporation of San Benito County on 07/20/2021.

At PG&E, we are committed to working together with the communities we serve to build a better California. By fostering strong partnerships with local non-profits and schools through our Better Together Giving Program, we're committed to preserving and building diversity, environmental stewardship and opportunity in our communities.

This donation is to be used for the marketing of San Benito County. As a charitable contributor to your organization, PG&E is pleased to receive appropriate recognition for this donation, including those examples outlined in your donation application.

Please ensure that all recognition provided as a result of this donation is credited to Pacific Gas and Electric Company, as written in this sentence.

Ninety (90) days after the donation has been sent, you will receive an email with detailed instructions on how to complete and submit your tax receipt via our online system. As always, we appreciate your prompt attention on this matter.

This letter confirms that Economic Development Corporation of San Benito County certified in the PG&E donation application that it is in compliance with all local, state, and federal laws, as well as with several PG&E policies. Please ensure that appropriate staff members and officers of Economic Development Corporation of San Benito County read Attachment A to this letter, which describes those requirements. Should any change in circumstances pertaining to any of the requirements listed above occur at any time, Economic Development Corporation of San Benito County must notify Pacific Gas and Electric Company immediately.

At PG&E, we take great pride in the community partnerships we have created and are grateful for the opportunity to support organizations committed to building a better California.

Sincerely,

Jeana Arnold
Attachments

Jeana Arnold
Public Affairs

356 East Alisal Street
Salinas, CA 93901

831-784-3584
[email protected]

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Pacific Gas and
Electric Company®

From: Arnold, Jeana
Sent: Wednesday, June 8, 2022 4:35 PM
To: Renee Wells
Subject: Better Together Giving Program

Hello Renee,

I’m writing to you today about Pacific Gas and Electric Company’s Better Together Giving Program. I am happy to let you know that I have recommended we continue to provide funding to support the Economic Development Corporation of San Benito County again this year (last year you received $5,000 and I am recommending an increase this year to $10,000).

The Better Together Giving Program is funded by both PG&E Company itself, and by the PG&E Corporation Foundation (an independent 501(c)3 non-profit foundation). I look forward to our collaboration and to the building of our relationship. At this time, please submit a formal donation request through the online application system for formal evaluation and review as soon as possible.

Please use the following information when applying and ensure the specific questions noted below in the application are answered as they are noted below. If you have any questions during the application process, please reach out to me for clarification.

Organization Legal Name: Economic Development Corporation of San Benito County Primary PG&E Contact: Jeana Arnold
Donation Request Amount: $10,000.00
Type of Donation Request: Charitable Contribution
Project or Program Title: Economic & Community Vitality Focus Area: Economic & Community Vitality
Statistical Information: Our application will require a breakdown of donation dollars which will directly benefit ethnic groups. Please be prepared to provide this information before you begin the process.

Upon successful submission of your application, a confirmation email will be sent to the email address provided when the application account was created.

It’s always great to partner with you! Thank you for your patience.

Best,

Jeana Arnold
Local Government Affairs, Central Coast
Pacific Gas and Electric Company
831-202-2289 | [email protected]

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FUNDING FROM THE ECONOMIC DEVELOPMENT ADMINISTRATION TO SUPPORT THE UPDATE OF SAN BENITO

COUNTY'S COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY FOR
2023-2028

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U.S. DEPARTMENT OF COMMERCE
Economic Development Administration
915 Second Avenue, Room 1890
Seattle, Washington 98174
Fax: 206.220.7669
Voice: 206.220.7660

July 12, 2022 In reply refer to:

Investment No.: 07-79-07855

Renee Wells
Executive Director
EDC of San Benito County
P.O. Box 1265
Hollister, CA 95023-3480

Dear Ms. Wells,

I am pleased to inform you that the Department of Commerce’s Economic Development Administration (EDA) has approved your application for a $80,000 EDA investment for CEDS development for San Benito County.

Enclosed is a digitally signed copy of the Financial Assistance Award. Your agreement to the terms and conditions of the award should be indicated by the signature of your principal official(s) on the signed copy of the Financial Assistance Award, via one of the following methods:

1. Using a certified signature through Adobe or some other software.

2. Printing the document, signing in ink, and returning a scanned copy by email.

The fully executed document should be returned electronically to your assigned Project Officer, Jennifer Cao at [email protected]. If not signed and returned within 30 days of receipt, EDA may declare the Award null and void. Please retain a copy of the executed award for each of your records.

Please do not make any commitments in reliance on this award until you have carefully reviewed and accepted the terms and conditions. Any commitments entered into prior to obtaining the approval of EDA in accordance with its regulations and requirements will be at your own risk.

As required by the Department of Commerce Office of Inspector General and as specified in the terms of the award, all recipients of awards under the CARES Act must participate in Fraud Awareness Training. All personnel at your organization responsible for overseeing contractors, sub-contractors, or subrecipients, or who are otherwise responsible for managing your organization’s finances are required to take the training. This requirement is satisfied by reading and understanding the enclosed PowerPoint presentation. Once you and the appropriate personnel at your organization have completed the training, please return a signed copy of the certification page (page 38 of the presentation) to my staff along with signed copies of the Financial Assistance Award. Please, do not make any commitments in reliance on this award until you have carefully reviewed and accepted the terms and conditions. Any commitments entered into prior to obtaining the approval of EDA in accordance with its regulations and requirements will be at your own risk.

EDA’s mission is to lead the federal economic development agenda by promoting innovation and competitiveness, preparing American regions for growth and success in the worldwide economy. EDA implements this mission by making strategic investments in the nation’s most economically distressed communities that encourage private sector collaboration and creation of higher-skill, higher wage jobs. EDA investments are results driven, embracing the principles of technological innovation, entrepreneurship and regional development.

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I share your expectations regarding the impact of this investment and look forward to working with you to meet the economic development needs of your community.

Sincerely,

Sheba Person-Whitley
Regional Director

Copy: Jennifer Cao, Economic Development Specialist
Shalini Bansal, Supervisory Program Manager
Maiea Sellers, Area Director
Malinda Matson, Economic Development Representative
Sheba Person-
Whitley
Digitally signed by Sheba
Person-Whitley
Date: 2022.07.12 11:44:48
-07'00'

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CONTRIBUTIONS FROM THE CITY OF SAN JUAN BAUTISTA TO SUPPORT THE EDC's UPDATE OF SAN BENITO

COUNTY'S COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY FOR
2023-2028

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P.O. Box 1420
31 l Second Street
San Juan Bautista
California 95045
(83 l) 623-4661
Fax (831)623-4093
City Council
Mayor
Leslie Jordan
Vice Mayor
Cesar E. Flores
Councilmember
John Freeman
Councilmember
Mary V. Edge
Councilmember
Scott Freels
City Manager
Don Reynolds
City Clerk
Shawna Freels
City Treasurer
Michelle Sabathia
City of San Juan Bautista
The "City of History"
January 19, 2022
Ms. Malinda Matson
Economic Development Representative
Northern and Coastal California
U.S. Department of Commerce
Economic Development Administration
Dear Ms. Matson:

The City of San Juan Bautista supports the funding request submitted to the Economic Development Administration (the EDA) by the Economic Development Corporation of San Benito County (EDC) for the needed update of San Benito County's (the County) current five-year Comprehensive Economic Development Strategy (CEDS) for 2022-2027.

The partnership between the City of San Juan Bautista and the EDC is very important. We have committed to this update by contributing $5,000 to the EDC from the City's General Fund toward this effort. The City of San Juan Bautista's endorsement recognizes the leadership ofthe EDC in preparing the updated CEDS, which will expire next year.

We request that the EDA fund the EDC in its efforts to update the CEDS, and we look forward to participating in the revised CEDS process and discussion to create a needed updated strategy for new economic trends and resiliency for the County.

Sincerely, 1'
Do~lds, City Manager
City of San Juan Bautista
www.san-juan-bautista.ca.us

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RESOLUTION 2021-50

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA

AUTHORIZING SUPPORT OF AN APPLICATION TO THE FEDERAL EDA TO

ASSIST SAN BENITO COUNTY ECONOMIC DEVELOPMENT

CORPORATION (EDC) IN THE COMPLETION OF A COMPREHENSIVE

ECONOMIC DEVELOPMENT STRATEGY (CEDS)

FOR SAN BENITO COUNTY
WHEREAS, expansion of the local tax base, creation of new high paying jobs, improvements to the quality of life and collaboration with other public entities are strategic economic development goals of the county, and;
WHEREAS, the Federal Economic Development Administration has significant resources, including grants, available to promote and advance local economic development, and; WHEREAS, the Comprehensive Economic Development Strategy (CEDS) contributes to effective economic development in America's communities and regions through a locally-based, regionally-driven economic development planning process that is required to be eligible for certain Federal EDA funding, and;
WHEREAS, additional resources are only available to areas within an Economic Development District as designated by the Federal Economic Development Administration, and; WHEREAS, establishing a partnership with San Benito County Economic Development Corporation (EDC), along with San Benito County and the City of Hollister would leverage shared resources and benefits.

NOW, THERFORE, BE IT RESOLVED that the City Council of the City of San Juan Bautista supports the EDC submission of a grant application for creation of the updated San Benito County Comprehensive Economic Development Strategy (CEDS).

BE IT FURTHER RESOLVED that the City Council of the City of San Juan Bautista hereby contributes $5,000.00 from the City's General Fund as a portion of the matching funds necessary to fund preparation of the CEDS.

PASSED AND ADOPTED by the City Council of the City of San Juan Bautista at a regular meeting held on September 21, 2021, by the following vote:

AYES:

NOES:

ABSENT:

Jordan, Edge, Flores, Freeman, Freels
None
None
ABSTAIN: None
ATTEST:
·j(lWl iU .

Trish Paetz, Deputy ~ Clerk

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City of San Juan Bautista~1
--
The "City of History"
www.san -juan -ba utis ta .ca .us
AGENDA

CITY COUNCIL REGULAR MEETING
TUESDAY~ JULY 19, 2022 -6:00 P.M.

CITY HALL COUNCIL CHAMBERS
311 Second Street
San Juan Bautista, California
-HYBRID MEETING -

PUBLIC PARTICIPATION BY ZOOM AND IN PERSON
THIS MEETING WILL BE CONDUCTED PURSUANT TO GOVT. CODE §54953(e)(1)(A).

In order to minimize the spread of the COVID 19 virus the City Council is conducting this meeting by Zoom webinar and will be offering alternative options for public participation. You are encouraged to watch the meeting live on Zoom or Facebook.

THIS MEETING WILL BE OPEN TO THE PUBLIC UNDER THE FOLLOWING CONDITIONS:

All Attendees must comply and wear a face covering if not fully vaccinated and show proof. If providing proof attendees will not need to wear a face covering. If you are exempt from the state face covering guidance or not fully vaccinated, you will be required to wear a mask to attend the meeting; All attendees must comply with any other rules of procedures/instructions announced by the Chair and/or City Staff. Any violations of the above may result in the Chair closing the meeting, effective immediately, or clearing the room, as well as other enforcement actions. The meeting will be available through Zoom for those who wish to join or require accommodations with the instructions below:

The meeting can also be accessed by the public in the following methods: Through Zoom ( https://zoom.us/join) per the instruction stated below, and on Face book.

Join Zoom Webinar https://zoom.us/j/84681357450
or call 1 (669) 900-6833
Webinar ID: 846 8135 7450

PUBLIC COMMENTS WILL BE TAKEN ON AGENDA ITEMS BEFORE ACTION IS TAKEN BY THE CITY COUNCIL. DURING THE MEETING: TO PROVIDE VERBAL PUBLIC COMMENTS ON AN

AGENDA ITEM DURING THIS MEETING CALL THE PHONE NUMBER LISTED ABOVE OR LOG INTO ZOOM AND ENTER THE MEETING ID NUMBER AS LISTED ABOVE.

When the Chair announces public comment is open for the item which you wish to speak, press *9 on your telephone keypad or if joining by Zoom, use the raise your hand icon. When called to speak, please limit your comments to three (3) minutes, or such other time as the Chair may decide, consistent with the time limit for all other speakers for the particular agenda item. Comments from other platforms will not be considered during the meeting. If you would like to participate during the meeting you MUST use Zoom.

If you are unable to join the meeting, written comments may be mailed to the Deputy City Clerk at City Hall (P.O. Box 1420, San Juan Bautista, CA 95045), or emailed to deputycitycl erk@sa n-juan-bautista.ca.us not later than 5:00 p.m. on July 19, 2022, and will be read into the record during public comment on the item.

City Council Meeting
July 19, 2022
In compliance with the Americans with Disabilities Act, the City will make reasonable arrangements to ensure accessibility to this meeting. If you need special assistance to participate in this meeting, please contact the Deputy City Clerk a minimum of 48 hours prior to the meeting at (831) 623-4661.

If you challenge any planning or land use decision made at this meeting in court, you may be limited to raising only those issues you or someone else raised at the public hearing held at this meeting, or in written correspondence delivered to the City Council at, or prior to, the public hearing. Please take notice that the time within which to seek judicial review of any final administrative determination reached at this meeting is governed by Section 1094.6 of the California Code of Civil Procedure.

A Closed Session may be called during this meeting pursuant to Government Code §54956.9 (d)(2) if a point has been reached where, in the opinion of the legislative body of the City on the advice of its legal counsel, based on existing facts and circumstances, there is a significant exposure to litigation against the City.

Materials related to all items on this agenda are available in the agenda packet on the City website www .san-iuan-bautista .ca.us subject to Staff's ability to post the documents before the meeting, or by emailing [email protected] or calling the Deputy Clerk (831) 623-4661 during normal business hours.

1.Call to Order
Pledge of Allegiance
Roll Call

2.Public Comment
This portion of the meeting is reserved for persons desiring to address the Council on matters not on this agenda.

The law does not permit Council action or extended discussion of any item not on the agenda except under special circumstances. If Council action is requested, the Council may place the matter on a future agenda.

3.Consent Items
All matters listed under the Consent Agenda may be enacted by one motion authorizing actions indicated for those items so designated. There will be no separate discussion of these items unless requested by a member of the City Council, a staff member, or a citizen.

A.Approve the Affidavit of Posting Agenda

8.Approve the Affidavit of Posting Public Hearing Notice C.Approve the Minutes for the June 30, 2022 Special Meeting D.Adopt a Resolution of the City Council of the City of San Juan Bautista Proclaiming and Reaffirming the Existence of a Local Emergency in the City E.Adopt a Resolution of the City Council of the City of San Juan Bautista Making Findings and Determinations Under AB 361 for Continuing Virtual Meetings and Commencing Hybrid Meetings
F.Adopt a Resolution of the City Council of the City of San Juan Bautista Authorizing Closure of Streets for San Juan Days
G.Adopt a Resolution of the City Council of the City of San Juan Bautista Authorizing Financial Support of the San Benito County Economic Development Corporation (SBC EDC) to Ensure Continued SBC EDC Advisory Support and Guidance to the San Juan Bautista Economic Development Citizens Advisory Committee
H.Waive Reading of Ordinances and Resolutions on the Agenda Beyond Title I.Approve the Minutes for the June 14, 2022 Special Meeting

4.Presentations, Proclamations, Informational Items and Reports A.Proclamations for the San Benito Health Foundation for National Health Center Week and Agricultural Worker Health Day

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City Council Meeti L..,I 0..------J
July 19, 2022
B. Presentation by Clean California on State Hwy Beautification C. City Council and Staff Announcements
This is an opportunity for Council and staff to share the community calendar and announce upcoming dates of interest to the general public.

D. Treasurer's Report and Monthly Financial Statements by City Treasurer Michelle Sabathia
E. City Manager's Report
F. Reports from City Council Representatives to Regional Organizations and Committees

5. Public Hearing Items
A. Introduce an Ordinance of the City Council of the City of San Juan Bautista Amending Section 3-5-155 of the San Juan Bautista Municipal Code and Increasing Water Rates
B. Adopt a Resolution of the City Council of the City of San Juan Bautista Levying the Annual Special Tax for Community Facilities District No. 2018-01 for Fiscal Year 2022/23

6. Action Items
A. Designate a Voting Delegate and Alternate for the League of California Cities Annual Conference & Expo September 7-9, 2022

7. Discussion Items
A. Recology Rate Increase
B. Fireworks
C. Path Forward for the City's Sphere of Influence
D. Update on Process for Filling Vacant Seat on Planning Commission E. General and Municipal Election Update

8. Adjournment

APPENDIX E

EDC AIRPORT COMMITTEE ROSTER
& SAMPLE MEETING NOTES

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EDC Airport Committee Roster
June 2022 Update

Name Title Email Phone BIO
Gillian Enz EDC Board Vice Chair [email protected] 831-902-5638 Airport Committee Co-Chair; EDC Board Vice-Chair Aaron Johnston EDC Board Chair [email protected] 831-234-5486 EDC Board Chair; works for Graniterock Ken Lindsay EDC Board [email protected] 831-234-6788 Has property near the airport and is doing commercial development. Co-Chair of Airport
Committee and EDC Board
Rachel Reed EDC Board [email protected] 831-768-2127 EDC Board Chair; works for Graniterock Renee Wells EDC Executive Director [email protected] 415-518-7138 EDC Staff, Co-chair of Hollister Airport Advisory Commission, EAA President
Veronica Lezama Council of San Benito County
Governments
[email protected] 831-637-7665 #103 Transportation Planner for SBCOG Rob Clink Owner at Airpark [email protected] 831-265-9896 Hollister resident and owns 1851 Airway Dr.

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Name Title Email Phone BIO
Margaret Watt Instructor and Hanger [email protected] 209-321-8108 Professional pilot, CFI Mark Starritt Hollister Airport Advisory
Commission
[email protected] 408-804-3591 Commercial Pilot since 1974; on the Hollister Airport Advisory Commission
David and Teresa
Leonardo
Owners, Hollister Jet Center [email protected] 408-804-2407 Full service FBO at Hollister Airport; Flight instructors
Victor Gomez President, Pinnacle Strategy [email protected] 831-245-6446 His business is Pinnacle Strategies; served on Hollister City Cl for 6 years; has projects near the
airport.

Les Pelio Owner, Northpointe Business
Park
[email protected] Office:
408-872-9500
Cell:
408-781-1422

Developing Commercial property near the airport;
2 buildings under construction
Bob Enz Owner at Airpark [email protected] 831-801-0060 Building construction that is “through the fence” at the Airport
Delores Morales Hollister City Councilmember [email protected] 408-390-4191 Hollister City Councilmember District 3
Rick Perez Hollister City Councilmember [email protected]

831-673-3366 Hollister City Councilmember District 1

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Name Title Email Phone BIO
Jon Shank Partner, Pelio and Associates [email protected] Office:
408-872-9500
Cell:
408-497-2887

Has worked for Pelio and Associates for 15 years;
involved with Northpoint in Hollister for a year.

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NOTES
EDC Airport Committee
Tuesday, March 22, 2022

1. Welcome and Introductions – Chairman Enz
 In attendance
◦ Gillian Enz, EDC
◦ Ken Lindsay, EDC
◦ Renee Wells, EDC
◦ Kathy Johnson, EDC
◦ Hollister City Councilmember Rick Perez
◦ Hollister City Councilmember Dolores Morales
◦ Hollister City Manager Brett Miller
◦ Jon Shank
◦ Ryan Clink
◦ Robert Enz
◦ David and Teresa Leonardo
◦ Pearse Melvin, Kimley-Horn
◦ Liz Costillo, Airport Staff
◦ Toni Werner, Airport Staff
◦ Vernonica Lezama (COG)
◦ Victor Gomez (Pinnacle Strategy)
◦ Val Miflakhow (Zero Avia, Founder CEO)
◦ Anuj Totapdi (ZeroAvia)
◦ David Wall (ZeroAvia)
◦ Cindy Faust (ZeroAvia)
◦ Deborah O’Reilly (ZeroAvia)
◦ John Wynn (Clearist Park)
◦ Joseph Nguyen (Clearist Park)
◦ Dave Busch
◦ Will Mace

2. Update on the “Through the Fence” Projects –Wells
 Wells introduced representatives of the ZeroAvia organization and asked them to share a presentation on ZeroAvia and introduced Val Miflakhow, ZeroAvia Founder and CEO, who provided an overview. His slides will be distributed to those at the meeting.

Miflakhow shared that the goal of ZeroAvia is to have zero emmisions by converting airplanes to a hydrogen-electric powertrain. In the long range, hydrogen-electric airplanes are scalable, lower in cost and have zero impact on the environment because the only emission is water vapor.

Through their research and development efforts, prototypes are alredy being flown and tested.

A 20-seat aircraft is currently being tested and, this year, ZeroAvia hopes to test 40- to 80-seat aircraft.

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ECONOMIC

DEVELOPMENT

CORPORATION

OF SAN BENITO COUNTY

2 | P a g e

ZeroAvia came to Hollister’s Airport in 2018 because of its proximity to their other operations in San Carlos; because they had FAA Approval to test on this site; and this airport had two runways that were long enough to meet their needs.

ZeroAvia went public in 2019 and has already raised $150 million through investors. They have had many investors visit the Hollister Airport. Ground tests have been and continue to be conducted.

ZeroAVia is the only company that has current contracts with engine manufacturers, and it already has hundreds of orders for their zero-emission powertrain.

They hope to double their staff to 45 in the next year.

 Wells introduced representatives of the The Clearist Park organization and asked them to present and introduced Joseph Nguyen to make the presentation about the Clearist Park project. This project is East of the Airport and has 210 acres (assuming the County road can be annexed as a condition of the development agreement). They are exploring 4 million square feet of commercial in 34 parcels.

They hope to break ground this summer with the first phase having 1.1 million square feet of “ground up” industrial property. They plan to be involved in supporting road improvements on San Felipe. It was noted that the small gray area reflected on the map (seen in their slides, which will be distributed to attendees) is not in the project because it was not within the safety zone and was donated to the airport. They must still complete their EIR.

3. Overview of Developments Around the Airport—Enz
 Hollister Research Park Long Road Energy/Allium: Victor Gomez from Pinnacle Strategy began the presentation with the Long Road Energy/Allium projects. These projects are just North of the Airport (slides will be distributed separately). In total, there are 3,000 acres with approximately 850 acres being used for solar production and a storage facility. Because of the nature of solar production, they will not need to take much agricultural land out of production.

It has largely been used for grazing and will continue.

Gomez indicated that construction will liketly start in 2024—they had hoped for 2023 but issues in getting connected to PG&E have set them back almost a year. They will employ 120-250 workers once they start construction. Because of these delays, they are exploring running electrical lines above ground all the way to near Anzar High School.

The project will generate energy for nearly 50,000 homes. CEQA documents will need to be completed. A glare analysis was completed and the solar project will have no impact on Airport runways.

 Hollister Research Park: Victor Gomez of Pinnacle Strategy shared information on the Hollister Research Park. Gomez noted that this property is annexed into the City of Hollister and is pre- zoned for approval. Their environmental review must be completed (see separate slide deck).

Gomez said that the Research Park will include a hotel and restaurants to serve the various research facilities located on the campus. The hotel will include a 500-person conference center and other amenities. The Research Park is designed to serve auto tech companies.

There will be diesel truck parking (that is how the test cars are delivered to the site).

The site will include testing facilities where 90-100 commercial “suites” can be purchased or

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3 | P a g e

leased by auto tech companies. There will be a 2.5 mile course that includes a “set” that looks like a city—also referred to as an assimilated city.

Gomez noted that the project has many complementary uses for both the City of Hollister and the Hollister Airport.

5. Updates on Businesses, Construction and Projects Around the Airport—Brett Miller  Airport Manager: City Manager Brett Miller said that they did an initial round of interviews and came back with three final candidates that they feel would be qualified. They will be interviewing the final three soon.

 Removal of Old Contaminated Buildings: City Manager Brett Miller said that they received bids on the cost of removing these and the cost was far higher than they had imagined so they are on hold with that. The asbestos on site raises the cost. Wells mentioned that the EPA has numerous grants the City/Airport would qualify for under the EPA Brownsfield Grant and other programs. Miller mentioned that they may be seeking a grant-writer to assist with seeking this funding.

 CALFIRE Status: City Manager Brett Miller said that CALFIRE is considering moving from their current location to a new locationthat they lease on the other side of the runways. Facilities could be built on that leased property. If they move, the current site needs to be cleaned up and there is consideration of moving the Fire Station #3 to that location.

 Large Hangars: City Manager Miller indicated that currently tenants have 30-year leases. There has been some use of subleases but this creates complications for the City to oversee. And for some users who only come for one night, it is hard to manage that turnover.

 Bi-Partisan Infrastructure Funding: City Manager Miller noted that Broadband improvements are under consideration. He noted that San Benito County Officials are taking the lead on trying to address this need. He noted that the City would be seeking funding grants for individual City departments. The department staff will do the grant writing. Also the new Assistant City Manager will help with the grant development process. Wells noted that it would be advantageous for the City/Airport to aquire more land for hangars and to extend the runways. Enz asked City Manager Miller if the updated CEDS document would be important to the City in trying to secure these types of grants and he indicated that it would.

6. Member Reports
 EDC Renee Wells noted that the EDC continues to recruit new businesses and to work with existing businesses to expand. Joby Aviation is considering a move and Wisk is hoping to expand to Hollister.

4. The next meeting will be in June 2022. Date TBD.

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NOTES
EDC Airport Committee
Thursday, December 9, 2021

1. Welcome and Introductions – Chairman Lindsay
 In attendance
i. Gillian Enz
ii. Ken Lindsay
iii. Hollister City Council Member Rick Perez
iv. Hollister City Council Member Dolores Morales
v. Hollister City Manager Brett Miller
vi. Mark Starritt
vii. Jon Shank
viii. Rob Clink
ix. Les Pelio
x. David and Teresa Leonardo
xi. Pearse Melvin, Kimley-Horn
xii. Liz Costillo
xiii. Adam Bocanegra
xiv. Renee Wells
xv. Marc Fontes

2. Functions of Airport Committees-Wells
 Wells provided a handout (attached to these meeting notes) explaining the Roles of the following:
i. City of Hollister Airport Advisory Commission
ii. Council of Governments Airport Land Use Committee
iii. EDC Airport Committee

3. Overview of National Business Avaition Association Convention in Los Vegas – Miller  City Manager Brett Miller provided an overview of the Convention. He noted that it was one half the size of previous events, and that the Airport may get a new project as a direct result of the City’s Las Vegas efforts. It was also noted that many folks from Reid Hillview were at the convention and visited the Hollister Airport exhibit. Wells pointed out that in 2022 it will be the 75th Anniversary of the Airport and the 150th Anniversary of Hollister. A possible promotion of the Airport in 2022 could also be an opportunity to make Reid Hillview owners and other businesses aware of opportunities at the Hollister Airport.

4. Update on “Through the Fence” Projects – Lindsay
 Ken Lindsay notes that the Through the Fence agreement is approved by the FAA, and that Bob Enz has a tenant for his new hangar project. City Manager Brett Miller noted that he is working with the City Attorney, and are very close to the final wording for the agreement that must be entered into by the tenant with the City. David Leonardo asked how recent are the discussions with the FAA re Through the Fence? Wells responded that any questions regarding Through the Fence are to be directed to Brett Miller. Unfortunately, there has been some possible misinformation about the status of Through the Fence, and that is why any and all questions

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ECONOMIC

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CORPORATION

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about that are to be addressed to Brett Miller. Ken Lindsay noted that he and Brett Miller had met with Congressman Panetta, about other possible funding for the Airport, but no follow up yet from the Congressman.

5. Considerations for Planned Closure of Reid-Hillview Airport – Wells  Wells noted the specific actions taken by the Santa Clara County Board of Supervisors to hasten the closure of this airport. Much discussion ensued about the current status of Reid Hillview, the potential businesses and education programs at Reid Hillview, and how the San Martin airport cannot accommodate these, Council Member Morales noted that the closure of Reid Hillview may not happen, and that it was important for the Committee to directly contact the Santa Clara County Airport Director about this situation. Ken Lindsay recommended a direct mail effort to Reid Hillview tenants, plus a fly-in to the Hollister Airport. Fontes noted that at a recent tour of the Watsonville Airport with Les Pelio and Jon Stark, they learned that Watsonville Airport cannot expand due to the airport having a Federal endangered plant species, the Santa Cruz Tarweed, on much of the airport property.

6. Update on Businesses, Construction, and Projects Around the Airport - City & Airport Representatives  Sewer Lift Station: City Manager Miller noted that the Sewer Lift Station currently has the needed capacity for development around the Airport. If another large project, such as Christopher Ranch project, occurs then an upgrade to the lift station would be needed at that time, and it is a developer obligation.
 EPA Brownsfield Grant: Wells noted that opportunity and other significant funding opportunities for the Airport. Brett Miller noted that they can work with their Airport consultant Kimley-Horn and may use other sources. Council Member Morales noted that this effort to seek funding is part writing the grants, but also questioned who is lobbying for the Airport. She noted that we need a concrete plan and strategy for funding. And we need to understand that other jurisdictions are advocating for these funds currently.
 FAA Funding: This lead to a detailed discussion of FAA funding, the annual process, and how the Hollister Airport Improvement Plan (AIP), Airport Layout Plan, and its capital improvement program fit into the FAA funding picture. M. Pearce noted the starting point is the AIP. Council Member Morales noted we need improvements, processes, etc., to create a funding template that strategizes what funding to pursue. This discussion also touched on the need for a grant writer.

Council Member Perez noted that was being worked on. Wells noted that the EDC stands ready to help the City with research or other items to fully support applying for various grant funds.  CalFire: CalFire plans may include a notable expansion and City Manager Brett Miller is discussing options with them. CalFire is interested in a Through the Fence option.  Current Tenants: Discussion followed on the status of existing tenant leases. City Manager Brett Miller noted that the leases are generally one year and are renewable. Which is why if one is leaving their space, Airport Staff is aware of that. Wells noted that the EDC wants to meet with as many tenants as possible, with the understanding that some tenants are involved in research and development, and because of that may not want to discuss much or even meet with EDC staff.

7. The next meeting will be determined

8. Adjournment

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APPENDIX F

PREPARATION OF
SAN BENITO COUNTY’S

COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY (CEDS)
FOR 2017-2022 AND FACILITATING
THE CEDS UPDATE FOR 2023-2028

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OVERVIEW OF THE IMPORTANCE OF THE COMPREHENSIVE

ECONOMIC DEVELOPMENT

STRATEGY (CEDS)

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CE
D
S

OV
E
R
V
I
E
W

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Adopted by the San Benito County Boa.rd of Supervisors
December 12, 2017

ECO, MIC
DEV
CORPO
0 SA BE ITO COUNTY

WHAT IS THE COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGY (CEDS)?
A 5-year strategy-driven plan that contributes to effective economic development in communities and regions through a locally-based, regionally-driven economic development planning process that:
Engages economic agencies; community leaders;
educators; and the public, private, and nonprofit
sectors to engage in meaningful conversations and
debate about what best serves economic development
in their County; and

Establishes a strategic economic development
“roadmap” for regional collaboration and prosperity,
and builds on the strengths of the County as well as
identifies gaps in resources or expertise.

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WHY IS THE CEDS SO IMPORTANT &
HOW OFTEN IS IT UPDATED?
With a CEDS in place, agencies seeking funding in the County are more likely to attract federal funding, and it is a prerequisite to any agency qualifying for any Economic Development Administration (EDA) funding, and must be:
 Current;
 Updated every five (5) years;
 List specific projects that each jurisdiction plans to seek funding from the EDA to support; and  Adopted by County Officials and Reviewed/ Approved by the EDA

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WHAT IS THE COST TO PREPARE
THE CEDS & WHO PAYS FOR IT?
Average cost is $100K, which covers hiring a qualified contractor —selected thru an RFP process—who knows the County and can commit to a 5- to 6-month timeframe to develop a sustainable working document for the region.

San Benito County’s current CEDS expires 12-31-22 and the EDC—who managed the last CEDS update for the County—has committed to overseeing the update of the County’s CEDS covering the next 5-year period (2023 thru 2028).

The EDA offers grant funding to support 80% of the cost of preparing or updating a CEDS; and the remaining 20% must be funded thru matching funds committed by the organization preparing the CEDS and/or support from City/County governmental agencies who benefit from the CEDS.

The EDC has devoted $15,000 ($5,000 cash; $10,000 in-kind staff time) toward this effort; obtained a $5,000 contribution from the City of San Juan Bautista; and submitted a grant application to the EDA for the remaining $80,000.

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RFP TIMELINE

CEDS PREPARATION

TIMELINE

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Co nta ct : Renee Well s, Exe cut iv e Direc t o r
440 San Be nit o St., Ho lli st er CA 9502 3
www.ed csa nb en ito .o rg
rw ell s@edcs anb enito .o rg
4 15-518-7138
DRAFT

REQUEST FOR PROPOSALS (RFP)
To Complete the 2023-2028 Comprehensive
Economic Development Strategy (CEDS)
for San Benito County
Proposals are due by 3:00 p.m. (PST)
on April 5, 2022
Iss ue RFP Soli citation to Pot ential Co ntra ctors
Dead lin e for P roposal Su bmit ta l by Pote nt ial Co ntractors Pro p osal Re v iew s
Not ifi cation of Se lected To p 3 Pote nt ial Co ntractors In terv i ew s w ith To p 3 Pote nt ial Contractors
Fin al Se lect i o n ofTop Cont ractor
Co ns ul tat i o n w it h t he E DA o n To p Co nt ractor / Se lecti on P rocess
Not ifi cat ion of Se lected Contractor
Marc h 14, 2022
A p ril 5, 2 022
A p ril 5-12 , 2022
A p ril 12 , 2022
A p ril 18-22 , 2022
A p ril 22 , 2022
Ap ril 25-29 , 2022
May 2 , 2022
W ork Co mm ences wit h Co ntractor (cont inge nt upon t he EDC's May 20, 2022 rece i pt o f t he EDA grant)
Co nd uct W ork Plan
Ini t ial D raft CEDS
Pub li c Co mment Pe ri od
Fi nal CEDS Sub mitted to t he Co un ty Board of Superv i sors fo r A p pr ov al
Final CEDS Sub mitted to t he EDA
May23 t hru
A ug ust 26 , 2022
A ug ust 26 , 2022
A ug ust 26 t hru
Se pte mber 15, 2022
October 14 , 2022
October 21 , 2022

WHO WILL ENGAGE WITH THE
CONTRACTOR TO DEVELOP THE CEDS?
The Contractor will work with the EDC and the CEDS Strategy Committee—made up of the main economic interests of the County, including those from the private sector, City/County officials, community leaders, the public, workforce development, educational institutions, etc.—to:
Conduct reviews of existing research, strategic plans, and programs, and evaluate other programs that may be applicable to the County in development efforts;

Develop a regional “plan of action” and “implementation plan”;

Identify economic development goals and objectives;
Develop and implement the framework for a business-retention program (with business resources, outreach, and financial assistance/incentive programs); Develop a viable CEDS that will create a strong sense of regional cooperation and partnerships between businesses and government; and Develop performance measures for the CEDS.

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WHAT DOES THE CEDS INCLUDE?
A SUMMARY BACKGROUND of the economic conditions of the County;

AN IN-DEPTH ANALYSIS of the County’s Strengths, Weaknesses, Opportunities, and Threats (commonly known as a “SWOT” analysis);

A STRATEGIC DIRECTION/ACTION PLAN that builds on findings from the SWOT analysis and incorporates/integrates elements from other regional plans (as determined by the CEDS Strategy Committee and those engaged in development of the CEDS) to identify stakeholders’ responsibilities for implementation, timetables, and opportunities for the integrated use of other local, state, and federal funds; and

AN EVALUATION FRAMEWORK to define performance measures to evaluate the implementation of the CEDS and impact on the County economy.

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L

WHAT IS THE REVIEW PROCESS
FOR THE CEDS?
PUBLIC REVIEW—The CEDS must be made available to the
public for at least 30 days prior to it being finalized to give time for review/comment;

REGIONAL/COUNTY APPROVAL—The CEDS must be
reviewed/approved by County officials prior to its submission to the EDA; and

EDA REVIEW—The CEDS must be reviewed/approved by the
EDA, and, once approved, would become the current CEDS (or “working strategy”) for the County.

A copy of the current CEDS can be found on the EDC’s website at:
https://edcsanbenito.org/wp-content/uploads/2022/03/CEDS-Final.pdf

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COPY OF SAN BENITO COUNTY’S

COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY (CEDS)
FOR 2017-2022

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SASAN BENITO COUNTY COMPREHENSIVE ECONOMIC DEVELOPMENT
DRAFT December 6, 2017

San Benito
County

2017 - 2022
Comprehensive Economic
Development Strategy (CEDS)

Conforms to the US Economic Development
Administration CEDS Content Guidelines of March 9, 2016 Adopted by the San Benito County Board of Supervisors
December 12, 2017

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ECONOMIC

DEVELOPMENT

CORPORATION

OF SAN BENITO COUNTY

SAN BENITO COUNTY COMPREHENSIVE ECONOMIC DEVELOPMENT

STRATEGY (CEDS) -- EXECUTIVE SUMMARY
How do we build on our strengths and maximize our opportunities? How do we reach out to others who have faced similar obstacles to learn from their experiences? How do we inspire our residents to come together to build our community that will be better for all? What is the recipe for economic vitality and creating a high quality of life for all residents?
This document explores these questions and others in order to create a comprehensive and collaborative roadmap for region-wide transformation of our economy in order to increase the prosperity and wellbeing for all residents. We have largely based our strategic recommendations on data, as found in Chapter 2 that identifies the demographics and other relevant statistics of our economic landscape.

In addition, the Economic Development Corporation of San Benito County (EDCSBC) and its Comprehensive Economic Development Strategy (CEDS) Committee have spent the last 24 months conducting visioning, workshops, and collaborative meetings (Chapter 1) in order to arrive at the priorities and action plan in this strategy document. Chapters 3-6 incorporate the visioning and prioritization process outcomes. Chapter 3 covers our regional vision and resiliency strategy. Chapter 4 contains a compilation of the County’s economic strengths, weaknesses, opportunities and threats (SWOT). Chapters 5 and 6 include 5-year and 12-month priorities respectively, also listed below. Chapter 7 identifies how progress will be measured and priorities updated.

Data and Visioning
Again and again, the data shows the effects of the out-commuting phenomenon. At least half of the county’s employed residents commute to jobs outside the county – primarily Santa Clara and Monterey counties. Income levels, housing prices, poverty levels, retail sales, traffic congestion, the Jobs Housing Balance, and other data confirm that Hollister, San Juan Bautista and the unincorporated areas are “bedroom communities” that would greatly benefit by more local job opportunities.

Projected growth in population, housing, employment, education, industrial output and farm output is expected to be between 1% and 1.6 % per year for the foreseeable future. With the continued Silicon Valley influence, incomes and taxable sales may rise with inflation to as much as 2.5% per year. However, unless proactively addressed, the existing economic circumstances will not change.

The clear solution is to create more in-county jobs by taking advantage of ample shovel-ready industrial land, and by actively recruiting in the traded and local clusters of food processing, manufacturing, bio and ag technologies, retail, healthcare, and visitor serving industries. Active recruitment will shift the economy toward stronger employment and away from the forces favoring housing development and out- commuting. Tax revenues would likewise diversify. The three local jurisdictions and partner entities can affect the desired shift only if they invest together on staffing, promotion, broadband development, streamlined permitting, workforce skill development, and expanded visitor capacity.

Travel spending and employment are lower than expected for a county with so many exciting attractions, indicating a clear area of opportunity – for enhanced downtown, cultural heritage and Mission San Juan Bautista-related, wine trail, State Park and other recreational visitation.

Economic Development Priorities
The data and lengthy visioning processes have culminated in the following eight economic development objectives for the next five years and to the five Action items for the next 12 months.

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The specific goals of this CEDS document are quite similar to and support implementation of the Economic Development Element of the 2035 San Benito County General Plan, which was adopted in 2015.

The Eight Prioritized 5-Year Objectives:

1. Act Collaboratively – between the three local jurisdictions and the many economic development entities within the county, recognizing the important role of each in a thriving local economy;

2. Invest in Job Creation, Local business development and attraction – a promotion program to be led by new staff of the EDC of San Benito County, and supported by other member and service providers;

3. Invest in talent Development, retention and education – expanded collaborative engagement and program alignment by business, the Workforce Development Board, and local schools, universities and colleges;

4. Improve the business climate and competitiveness – work on efficient and timely customer service;

5. Invest in infrastructure maintenance and growth – including transportation, broadband, housing opportunities, cold storage, energy, water conservation, and wastewater treatment;

6. Support an entrepreneurial culture – including supporting innovation and targeted small business services;

7. Ensure community safety and health – a high quality of life requires adequate health services, crime prevention, safe structures, and emergency preparedness,

8. Create economic resiliency – plan for and create the capacity to quickly recover from future economic downturns, and from natural and environmental disasters; The Five Action Items for the Next 12 Months:

These action items are focused on implementing Objectives 1 and 2 above, with significant and measurable progress by the end of calendar year 2018:

1. Expanded funding for economic development staff, housed at the EDCSBC and funded by a number of entities. Options may include grants, memberships, municipal general fund support and possibly an increased TOT tax;

2. Joint business retention, expansion, and attraction, including target industry recruitment, active listening to the needs of existing businesses, broadband and studying the feasibility of a workshare/telecommuting facility;

3. Collaboration, resource and data sharing including sharing best practices and filling information gaps useful to job creation and an improved business climate;

4. Teaming on improved pre-application and permitting processes and infrastructure issues including ensuring speedy approvals, good advance processing and cost information for business, and forming ‘red teams’ to problem solve with applicants and business that may be considering leaving;

5. Develop and implement a more robust tourism marketing and promotion plan, including the wine trail, considering a hospitality district, possibly increasing the TOT tax rate, joint promotion with local attractions, and metrics to evaluate effectiveness;

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iii

TABLE OF CONTENTS

EXECUTIVE SUMMARY .................................................................................................................................... ii Chapter 1
INTRODUCTION ............................................................................................................................................... 1 OUR PROCESS .................................................................................................................................................. 2 CEDS STRATEGY COMMITTEE .......................................................................................................................... 3 EDCSBC Strategy Committee 2017 .............................................................................................................. 3 REGIONAL ECONOMY OVERVIEW ................................................................................................................... 4 Chapter 2
POPULATION, DEMOGRAPHICS AND EMPLOYMENT ...................................................................................... 6 Location and Geography ............................................................................................................................. 6 Population and Demographics .................................................................................................................... 8 Employment .............................................................................................................................................. 14 Housing and Housing Needs ...................................................................................................................... 18 Commute Patterns .................................................................................................................................... 21 Jobs Housing Balance ................................................................................................................................ 23 Tourism ..................................................................................................................................................... 24 Population and Demographic Conclusion ................................................................................................. 26 Chapter 3
REGIONAL VISION .......................................................................................................................................... 27 ECONOMIC RESILIENCY STRATEGY ................................................................................................................ 29 Chapter 4
SWOT ANALYSIS ............................................................................................................................................ 30 Strengths ................................................................................................................................................... 30 Weaknesses ............................................................................................................................................... 33 Opportunities ............................................................................................................................................ 35 Threats ...................................................................................................................................................... 40 Chapter 5
CEDS 5-YEAR STRATEGY GOALS AND OBJECTIVES......................................................................................... 42 Chapter 6
TWELVE-MONTH ACTION PLAN .................................................................................................................... 47 Actions to Implement Objectives 1 & 2: .................................................................................................... 47 Action Plan Fully Supports the County General Plan Economic Development Element ........................... 49 Chapter 7
EVALUATION FRAMEWORK ........................................................................................................................... 51

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LIST OF FIGURES
1 Regional Map………………………………………………………………………………………………………………. 6 2 County Map Showing Unincorporated Communities…………………………………….…………….. 7 3 Projected Percentage Change in Population Every 5 Years………………………………………….. 8 4 Age Groups in San Benito County………………………………………………………………………………… 9 5 Race Groups in San Benito County…………………………….………………………………………………… 10 6 Income and Benefits 2011-2015…………………………………………………………………………………… 11 7 Estimated Poverty Levels 2011-2015 – All People……………………………………………………….. 11 8 Employment by Sector in San Benito County 2015……………………………………………………… 14 9 Employment Change by Sector 2006-2035 in San Benito County……………………………….. 16 10 Industries that Provide Goods and Services outside the County………………………………….. 17 11 Industries that Provide Local Goods and Services………………………………………………………… 17 12 Median Price (Existing Single Family Detached Homes Only)………………………………………. 20 13 San Benito County-to-County Commuting Estimates………………………………………………….. 21 14 Where do Hollister and San Juan Bautista Residents Work? ........................................... 22 15 Travel Spending 1992-2015………………………………………………………………………………………… 24 16 Direct Travel-Generated Employment 1992-2015………………………………………………………. 25 17 Visitor Spending by Commodity Purchased 2015………………………………………………………… 25

LIST OF TABLES
1 Total Population Projections in California and Counties 2010-2030………………………………….. 8 2 Selected Population and Demographics 2011-2015 Estimates …………………………………………. 9 3 Educational Attainment 2011-2015 …………………………………………………………………………………. 12 4 Community College Participation per 1,000 Adults …………………………….……………………………. 12 5 Projected Demographic Changes in San Benito County 2015-2030 ………………………………….. 13 6 Employment in San Benito County ………………………………………………………………………………….. 15 7 State and County Projected Households for the Counties and California 2010-2030………… 18 8 Housing Vacancy Rates in Selected Cities 2011-2015……………………………………………………….. 19 9 Regional Housing Needs Allocation Plan (RHNA) 2014-2023 ……………………………………………. 20 10 Daily Vehicle Miles Traveled ……………………………………………………………….…………………………… 23 11 Mean Travel Time to Work (minutes) …………………………………………………….………………………… 23

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1 CHAPTER 1 -- OVERVIEW

INTRODUCTION

The Comprehensive Economic Development Strategy (CEDS) is a region’s playbook or roadmap for engaging in a collaborative, region-wide transformation of the economy in order to raise productivity, create wealth, and increase prosperity for residents. From a public perspective, local economic development involves the allocation of limited resources – land, labor, capital and entrepreneurship in a way that has positive effect on the level of business activity, employment, income distribution patterns and fiscal solvency.

As the heart and soul of a region’s CEDS, the strategic direction and corresponding action plan should answer the broad questions of “Where do we want the region to go?” and “How are we going to get there?” It is incredibly important to formulate the strategic direction and action plan from the conclusions obtained through the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis, risk assessment, and the relevant data provided in the summary background.

Currently, the Economic Development Corporation of San Benito County (EDCSBC) is embarking on implementing its CEDS 5-Year Strategy for the years 2017-2022. On May 31, 2017, EDCSBC reconvened its Economic Development Strategy Committee under the new EDA guidelines. EDCSBC has been meeting with its Strategy Committee to understand and assess the current and potential state of the economy for our region that includes the cities of Hollister, San Juan Bautista and the County of San Benito and to develop the 5-Year Strategy.

Now that the region is slowly recovering from the recession of the last 10 years, it is becoming increasingly apparent that regional economic prosperity is linked to an area’s ability to prevent, withstand, and quickly recover from major disruptions to its economic base. EDCSBC with its Strategy Committee will attempt to address potential risks that could disrupt the stability and flow of its economy by incorporating resiliency strategies moving into the future. At the regional or community level, EDCSBC’s role as economic development practitioners is instrumental in building the capacity for economic resilience. Economic development professionals and organizations often become the focal point for post-incident coordination, information dissemination, responding to external inquiries, and the lead grant administrator for federally- funded recovery initiatives.

Both government and businesses play a role in economic development and both have profit as a motive.

The public profit motive is to maintain, create and diversity the tax base, to increase revenues faster than increases in the cost of public services, to bring economic vitality for commercial and industrial areas, to maximize property through the highest and best use and to create jobs as well as per capita income. The private business motive is to create marketable goods and services by mobilizing capital.

The public sector can influence business investment and location decisions with taxes, spending, investment, regulations, incentives, marketing, quality service and adding value to community assets. The public bottom line is providing an exceptional quality of life- more tax dollars and jobs raise the economic tide for the community, which generally increases the overall standard of living of residents.

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2 The EDCSBC will continue to strive to identify opportunities where the communities within San Benito County can connect and work together to move the economy forward to create and retain jobs, sustain established businesses and attract new ones. It will be imperative to identify systems, processes and policies that can be shared among multiple jurisdictions and partners to increase communication, efficiency, and productivity via:
● Expanding the job base
● Supporting the revitalization of
downtown areas
● Encouraging a diversity of entertainment
and recreational amenities
● Fostering an environment of collaboration
● Leveraging scarce resources
● Committing resources and expanding
capacity to implement economic
development initiatives

OUR PROCESS
Economic Development efforts in the communities of San Benito County have historically occurred individually among each community without a concerted, coordinated effort. Currently the Strategy Committee is working to identify and combine goals and objectives that will benefit the county and region as a whole, while also recognizing the needs and challenges that must be addressed in order for the economy to move forward.

The Strategy Committee has committed to creating an effective process to accomplish its goals and has adopted the following principles:
● Process—based on proven, modern best practices for regional community economic development and open, transparent collaboration.
● Regional focus—coordinating and leveraging assets at the regional level in order to compete successfully in the global economy.
● Asset-based—focus on indigenous assets and home-grown competitive advantage rather than defining strategies around what the region lacks.
● Diversified—regional resiliency requires diversification in order to weather downturns and navigate economic change successfully.
● Measureable strategy—informed by trends, relevant to the true priorities of the region, and focused on tangible progress.
● Disciplined and consistent—open collaboration requires a commitment to broad participation but recognition that all ideas are not equal and priorities matter in order to be successful.

The Strategy Committee also strives to tackle initiatives and projects meet the SMART criteria:

Specific - performance measures need to be as specific as possible Measurable - a performance measurement is only useful if we can actually measure it Achievable – we will not set goals that are impossible to achieve Relevant - performance measurements need to be relevant to our mission and the program’s strategic objectives
Time Based - ensuring that performance measures are achieved within a specific period

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3 CEDS STRATEGY COMMITTEE
During 2015-17, the EDCSBC developed an informal Strategy Committee to include 60 contributing members from various industries and jurisdictions. The EDCSBC has used this Committee to develop its own workplan, to tap outside experts, and to move economic development efforts forward. The EDCSBC has now tapped key members and formalized this committee into its CEDS Committee, which has helped prepare and evaluate this 5-Year Economic and Resiliency Strategy for the region under the new EDA CEDS regulations. The EDCSBC has worked with the Strategy Committee to set a meeting schedule, establish goals, determine collection of regional information from jurisdictional partners and create strategy plan for the county.

Since 2015 the EDCSBC has held and/or facilitated over a dozen meetings, one on one and small group work sessions with Strategy Committee members, local and regional stakeholders. The CEDS synthesizes prior SWOT, assessment, visitation, and other strategic work from the past four years including work conducted in 2016 including retaining the services of the California Association for Local Economic Development for the execution of a Local Economic Assessment Program (LEAP) and Local Elected Officials (LEO) training as well as with the San Benito County Workforce Development Board to conduct a countywide business survey as a component of their Rapid Response and Layoff Aversion program.

The efforts, goals and objectives outlined in the CEDS 5-Year Strategy will primarily focus on the following sectors: collaboration, workforce, infrastructure, business support, cultivation & entrepreneurship.

EDCSBC Strategy Committee 2017
● Federal- Carina Chavez, Deputy District Director for CA-20 Representative Jimmy Panetta ● State- Reed Sanders, District Representative CA 12th District Senator Anthony Cannella ● San Benito County
o San Benito County Supervisor Mark Medina
o Workforce Development HHS Deputy Director Enrique Arreola, Workforce development board Chairman Alex Arias- Manpower
o Interim Resource Management Agency Director, James Walgren ● City of Hollister- Mayor Pro-Tem Karson Klauer, City Manager Bill Avera, Development Services Director Bryan Swanson, Development Services Coordinator Mary Paxton ● City of San Juan Bautista- Mayor Chris Martorana, Community Development Director Matt Orbach ● EDCSBC Board Members
o Aaron Johnston, Chairman - Graniterock
o Gillian Enz, Vice Chairman – Steel Solutions
o Brenda Weatherly, Secretary – Hollister Downtown Association o Andrew Shelton – Shelton Insurance
● Monterey County Business Council- Teri Williams, Monterey Bay Procurement Technical Assistance Center
● Hollister Airport- Mike Chambless, Deputy City Manager/Airport Manager ● Hospitality, Winery, Events - Scott Fuller (San Juan Oaks), Bruce Lewis (Ridgemark), Chuck Frowein (Grillin’ & Chillin’ Roadhouse, Grillin’ & Chillin’ Alehouse), Cory Waller (Eden Rift Winery) ● Housing- Alfred Diaz Infante, Gabriel Torres (CHISPA), Shawn Milligan (Residential developer), Matt Huerta (Monterey Bay Economic Partnership)
● Monterey Bay Economic Partnership- Kate Roberts

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4 ● San Benito County Chamber of Commerce- President/CEO Juli Vieira ● Silicon Valley Organization- Victor Gomez (Pinnacle Strategy) ● Agriculture- Richard Bianchi (San Benito County Farm Bureau/Sabor Farms), Scott Grabau- Tanimura & Antle, Kay Filice- Filice Farms, Vince Brigantino (True Leaf Farms), San Benito County Agricultural Commissioner Karen Overstreet
● Latino business owner- Fernando Gonzalez (Past Chairman of the Community Foundation, Owner of True Value Hardware)
● Association of Monterey Bay Area Governments – Heather Adamson, Director of Planning ● Small Business Development Center- Cindy Merzon, Associate Director ● Education- San Benito County Superintendent of Schools Krystal Lomanto, Gavilan College- President Kathleen Rose, Vice President Administrative Services Fred Harris, Dean of Career Technical Education Sherrean Carr, Associate Dean Community Development Randy Brown ● California State University, Monterey Bay- College of Business Dean Dr. Shyam Kamath, Executive Director, The Institute for Innovation and Economic Development (iiED), Associate Professor, Economics and Entrepreneurship, College of Business, Brad Barbeau, Program Manager, Institute for Innovation & Economic Development, MaryJo Zenk
● Environment & Land Use- David Huboi (Huboi Architects), Kristin Cushman (Monterey Bay Climate Action Compact, Ecology Action), Ron Ross (San Benito County Ag Land Trust), Rob Oneto (Ruggeri, Jensen & Azar), Brennan Jensen (Emerging Ecologies) ● Biotech, Manufacturing- Richard Goozh (Teknova)
● Business Council- Bob Tiffany (Tiffany Ford), Graham Mackie (Retired, Dassel’s Petroleum), Jim Gillio (Central Ag Supply)
● Health Care- Dr. Ariel Hurtado (Hazel Hawkins Hospital) ● Finance- Will Sutton (Heritage Bank), Phil Fortino (Rabobank) ● Silicon Valley Leadership Group - VP Technology & Innovation, Peter Leroe-Muñoz ● Utility- Sapna Dixit, Community Energy Manager and Rob Morse, Senior Manager Central Coast Division Pacific Gas & Electric Company
● Transportation- Mary Gilbert, Executive Director San Benito County Council of Governments

REGIONAL ECONOMY OVERVIEW
The region includes San Benito County and its cities and towns located within. Historically, the predominance of agriculture and government employment in the economic profile has resulted in severe economic deterioration in the region, including unemployment rates that have exceeded the US average unemployment rate over an extended period of time. Dependence on single industries has resulted in lack of diversification limiting the region’s ability to be resilient in times of business closure and/or relocation.

Economic growth and sustainability are critical to protecting existing businesses and jobs, encouraging new investment, and preserving the quality of life so many county residents value. While the county’s proximity to the San Francisco Bay Area creates opportunities for economic development, it also represents a major competitive challenge. Since the early 1970s job growth has far outpaced housing growth in the Silicon Valley – the global center of technological innovation over the past half century. As a result, home prices have dramatically increased in the Silicon Valley. The relatively inexpensive land in San Benito County has increased the pressure for the county to serve as a bedroom community for workers in the Silicon Valley. At the same time, attracting high-tech, high-wage jobs to San Benito County is also a

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5 challenge, considering the strong competition from surrounding counties and the limited local housing supply.

The primary focus of the San Benito County General Plan Economic Development Element, which was adopted July 21, 2015 by the County as part of its 2035 General Plan Update, is to achieve economic sustainability in the county. Economic sustainability recognizes the need for economic prosperity and resilience to maintain the health of the county for current and future generations. The concept encourages self-reliance, entrepreneurial activity, and the generation of wealth in a manner that does not degrade or burden future generations’ ability to meet social, economic, and environmental needs. In San Benito County, this means building on the base of successful existing economic sectors, diversifying the local economy, nurturing local entrepreneurs, improving infrastructure and public facilities, and encouraging innovative and green business that leverage and enhance the natural assets of the county.

The Element includes plans to allocate staff resources to economic development (Goal ED-1.10), start a business attraction marketing program while retaining existing businesses and helping them expand (Goal ED-2), promote tourism, wine and hospitality (Goals ED-3, ED-4 & ED-5), implement the wayfinding signage program, retain existing businesses, and coordinate economic development activities with the two cities and other stakeholders (Goal ED-7). See Chapter 6 for more detail on implementation. 91% of the businesses located in our region employ less than 20 people1. Over the past few years, access to training, access to credit and access to industry experts has become more difficult for small- and medium-sized businesses. This limited access to resources has created even more challenges for those trying to grow or expand their business, particularly those that are monolingual Spanish speakers and/or categorized as low- to moderately-low income.

Providing programs and services to better educate our businesses on knowing where money comes from, where it goes as well having an understanding of how money works and knowing how decisions directly affect profitability.

This knowledge helps to build a solid foundation for growth, expansion and financial credibility.

Providing small businesses with financial literacy and readiness training and mentoring will support their growth, ability to hire and their potential to become creditworthy banking clients. Businesses that are ready to hire would be connected with our partnering agencies including the San Benito County America’s Jobs Center, San Benito County Workforce Development Board, California State University Small Business Development Center and more to assist with recruitment, HR and training.

The region has identified the need to engage the private sector in a more meaningful way regarding the overall growth and development of its workforce, academic and vocational training programs, access to capital, mentoring and overall decision-making processes.

The CEDS provides a vehicle for individuals, organizations, local governments, institutes of learning, and private industry to engage in a meaningful conversation and debate about what capacity building efforts would best serve economic development in the region. The CEDS should take into account and, where appropriate, integrate or leverage other regional planning efforts, including the use of other available federal funds, private sector resources, and state support which can advance a region’s CEDS goals and objectives

1 Source: Reference USA http://www.referenceusa.com

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6 Chapter 2

POPULATION, DEMOGRAPHICS AND EMPLOYMENT
This Chapter includes demographic, employment and other information about the County’s economic past, present and future. Data is included to the extent it helps understand the County better, and to the extent it helps inform the economic development goals, priorities and action items for those who will implement this document2.

Location and Geography
San Benito County is located in the Coast Range Mountains, south of San Jose and west of the Central Valley (Figure 1). The county is surrounded by Santa Cruz and Monterey Counties to the west, Santa Clara County to the north, and Merced and Fresno Counties to the east and south. The county encompasses over 890,000 acres (about 1,391 square miles). San Benito County is largely rural, with over 90 percent of land use for farming, ranching, forestry or other public uses.

Figure 1 Regional Map

2 Much of the data in this Chapter was mined from the Monterey Bay Economic Partnership. Anyone seeking a deeper dive into the data can visit http://www.mbep.biz/Facts-Figures/Economic-Data.aspx

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c;? -C..,.lam
• S..,._,BAMUCily-1..am
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San Benito County

7 While San Benito County is defined as a part of the Monterey Bay Area, it is also heavily influenced by both the San Francisco Bay Area- Silicon Valley and the Central Valley. There are two incorporated cities in the county: Hollister, which is the county seat, and San Juan Bautista, which is home to the historic Mission San Juan Bautista, founded in 1797. There are several historic unincorporated communities in the county including Aromas, Paicines, Panoche, Tres Pinos and the ghost town of New Idria.

Figure 2
County Map showing unincorporated communities

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SAHTACLARA
SAUNAS

MONTEREY
San Benito
County
Panoche

8 Population and Demographics
Population Overview
Table 1 shows that In 2015, the population in San Benito County was 59,0393. Between 2010 and 2015, the County’s population grew by 3,492 residents, an annual growth rate of 1.25%.

Table 1
Total Population Projections for California and Counties in 5-year Increments 2010 2015 2020 2025 2030
California 37,341,978 38,896,969 40,619,346 42,373,301 44,085,600 Monterey County 416,141 429,584 446,258 462,608 476,874 Santa Cruz County 263,709 273,695 281,870 290,674 295,538 San Benito County 55,547 59,039 63,418 68,312 73,459 Hollister 36,529
San Juan Bautista 2,250
Source: State of California, Department of Finance, Report P-1 (Total Population): State and County Population Projections, 2010-2060. Sacramento, California, December 2014.

San Benito’s total population is projected to reach 73,459 in 2030, an increase of 24 percent over 2015, faster than the region and California (Figure 3).

Figure 3

Source: State of California, Department of Finance, Report P-1 (Race): State and County Population Projections by Race/Ethnicity, 2010-2060. Sacramento, California, December 2014. Source:
http://www.dof.ca.gov/Forecasting/Demographics/

3 Readers of this document will note that the 2015 population and other data is slightly different depending on the source. The meaning of the data is the primary consideration, rather than the actual number. In all cases the source of the data is shown.
~1.5% per year

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9%
8%
7%
6%
5%
4%
3%
2%
1%
0%
Projected Percentage Change in
Population every 5 years (5% is roughly 1%
per year)
-l% 2010 2015 2020 2025 2030 2035 2040 2045 20~0 2055 2060 -California
-Monterey County
-Santa Cruz County
-San Benito County

9 Age and Gender
Table 2 shows that San Benito’s age and gender breakdown is similar to California and the Region.

Table 2
Selected Population and
Demographics 2011-2015 Estimates
California
Monterey
County
Santa
Cruz
County
San
Benito
County
Holliste
r
San
Juan
Bautista
Total Population
38,421,46
4 428,441 269,278 57,557 36,529 2,250
Male 49.7% 51.2% 49.7% 50.0% 50% 56%
Female 50.3% 48.8% 50.3% 50.0% 50% 44%
School Age Population (~19 &
under) 20% 22% 20% 23% 26% 21%
24-64 Population (~working age) 53% 51% 52% 52% 52% 54% Voting Age Population 63% 53% 69% 61% 55% 70%
Source: State of California, Department of Finance, Report P-1 (Race): State and County Population Projections by Race/Ethnicity, 2010-2060. Sacramento, California, December 2014.

Source: http://www.dof.ca.gov/Forecasting/Demographics/

Figure 4 provides a detailed age breakdown for San Benito County, projecting a significant increase of working age population by 2030, extending to 2060.

Figure 4
Source: State of California, Department of Finance, Report P-1 (Race): State and County Population Projections by Race/Ethnicity, 2010-2060. Sacramento, California, December 2014.

Source: http://www.dof.ca.gov/Forecasting/Demographics/

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60,000
50,000
40,000
30,000
20,000
10,000
0 Preschool Age
(0-4 years)
Age Groups San Benito County
1111 ... ....

School Age
(5-17 years)
College Age Working Age Young Reti rees Mature Retirees (18-24 years) (25-64 years) (65-74 years) (75-84 years) ■ 2010 ■ 2030 ■ 2060
-Seniors
(85 or more
years)

10 Place of Birth and Race
Of the County’s 57,577 residents, 78% were born in the United States. Of the 11,702 born outside the U.S., 39% are naturalized citizens. 61% speak English only at home, with 35% speaking primarily Spanish4.

Figure 5 indicates that this is a majority Latino County. The Latino population will grow from 31,330 in 2010 to 43,137 in 2030, an increase of 11,800. Ninety-four percent of Latinos have a Mexican heritage.

Figure 5
Source: State of California, Department of Finance, Report P-1 (Race): State and County Population Projections by Race/Ethnicity, 2010-2060. Sacramento, California, December 2014.

Source: http://www.dof.ca.gov/Forecasting/Demographics/

Income and Poverty
Because of the influx of new homebuyers from Silicon Valley, San Benito County has seen its median household income increase from $65,771 to $71,077 during the period of 2006-2015. Median household income is anticipated to rise to $96,808 by 2020.

The income effect of many residents working in Silicon Valley can be seen in Figure 6, which compares income groups in California, San Benito County, and Monterey and Santa Cruz counties. San Benito compares favorably in the $50,000 to $150,000 income groups, and has a lower percentage of residents below the poverty level (Figure 7).

4 U.S. Census Bureau, 2009-2013 5-Year American Community Survey

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Race Groups in San Benito County
Native Hawaiian and othe r Pacific Islander, not Hispanic or Latino
American Indian, not Hispanic or Latino
Black, not Hispanic or Latino ~
Multi -Race, not Hispanic or Latino ~
Asian, no t Hispanic or Latino II..

White, not Hispanic or Latino 11111111.

HispanicorLatino -
Total (All race groups)
20,000 40,000 60,000 80,000 100,000 120,000
■ 2010 ■ 2030 ■ 2060

11 The living wage in San Benito County is $47,372. This is an issue because our housing prices are inflated by incomes from the Silicon Valley. We have two economies. People that live and work here may not be able to afford to live here, based on the SBC median wage. It seems that this is a challenge that should be at least acknowledged in this document. Also – the Department of Finance releases income limits used for affordable housing and other assistance programs. Based on their data – our median income is $81,100 for a family of four.

Figure 6

Figure 7

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20.°"

18.°"

16.°"

14.°"

12.°"

10.°"

8.096

6.096

4.096

2.096

0.096
Income and Benefits 2011-201S(in Current Year Inflation-Adjusted Dollars)
Less
than
$10,000
$10,000 $15,000 $25,000 $35,000 $50,000 $75,000$100,000 to$150,000 to $200,000 to $14,999 to $24,999 to $34,999 to $49,999 to $74,999 to $99,999 $149,999 $199,999 or more

18.0%

16.0%

14.0%

12.0%

10.0%

8.0%

6.0%

4.0%

2.0%

0.0%
■ California ■ Monterey ■ Santa Cruz County San Benito County Est imated Poverty levels 2011-2015 --All People
California Monterey County Santa Cruz County San Benito Count y

12 Educational Attainment
San Benito County has higher overall educational attainment levels than Monterey County, and is comparable to California as a whole. Education is a top priority throughout the state and this region, as employers continually seek a better trained workforce.

Table 3
Educational Attainment 2011-2015 California
Monterey
County
Santa Cruz
County
San Benito
County
Population 25 years and over 25,257,858 268,809 173,902 36,178 Less than 9th grade 10.0% 19.3% 9.0% 13.7%
9th to 12th grade, no diploma 8.2% 10.0% 5.4% 8.3%
High school graduate (incl equivalency) 20.7% 20.8% 15.5% 24.4% Some college, no degree 21.8% 19.0% 22.7% 25.8%
Associate's degree 7.8% 7.8% 9.2% 8.8%
Bachelor's degree 19.8% 14.2% 23.2% 13.4%
Graduate or professional degree 11.6% 8.9% 15.0% 5.6%

Percent high school graduate or higher 81.8% 70.7% 85.6% 78.0% Percent bachelor's degree or higher 31.4% 23.1% 38.2% 19.0%

The participation rate of San Benito County residents at Gavilan College is higher than surrounding locations.

Table 4
Community College Participation per 1,000 Adults

Source: U.S. Census American Fact Finder. Environmental Systems Research Institute (ESRI). California Community Colleges, Chancellor’s Office. MIS Referential Files; analysis by Cambridge West Partnership, LLC.

City County 2000 2010 2015
Gilroy Santa Clara 93.37 113.75 144.57
Hollister San Benito 107.20 134.37 168.09
Morgan Hill Santa Clara 59.93 72.18 71.84
San Jose (2 zips) Santa Clara 4.17 4.66
San Juan Bautista San Benito 151.30 145.35 163.82
San Martin Santa Clara 85.70 63.08 75.84
Total 88.97 88.01 106.00
System-wide 103.38 84.30 73.30
Participation Per 1,000 Adults

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I I I I

13 Selected Projections 2015-2030
The projections in Table 5 and much of the data elsewhere in this Chapter indicate that population, housing, education, employment and industrial output are all expected to grow 15-24% between 2015 and 2030, or between 1.0 and 1.6% per year. However, taxable sales and personal income may rise as much as 5-7% per year. If this higher projection is correct, the faster growth in incomes is likely due to continued upward pressure from residents who work in the Silicon Valley. If income growth tracks closer to the Consumer Price Index, growth is more likely to average about 2.5%.

Table 5
Projected Demographic changes in San Benito County 2015-2030

Year
Population
(people)
Net
Migration
(people)
Registered
Vehicles Households
New Homes
Permitted
(homes) Rate (%)
2015 59,039 0 62,000 17,200 272 7.6%
2030 73,459 58 73,000 20,000 208 5.6%
Pct. Change
2015-2030 24% 1.5% 18% 16% 18%
Actual Change
2015-2030 14,420 837 11,000 2,800 3,043 (2.00)

Year
Total
Taxable
Sales
(millions)
Personal
income
(millions)
Real Per
Capital
Income
(dollars)
Inflation
Rate
(% change
in CPI)
Real Farm
Crop
Value
(millions)
Real
Industrial
production
(millions)
2015 $ 610 $ 2,510 $ 43,630 2.6% $ 338 $ 535 2030 $ 1,280 $ 5,090 $ 52,267 2.4% $ 375 $ 635 Pct. Change 2015-
2030 110% 103% 20% 41% 11% 19% Actual Change
2015-2030 $ 670 $ 2,580 $ 8,637 -0.2% $ 37 $ 100

Source: Department of Transportation Long-Term Socioeconomic Forecasts by County: 2016 San Benito County Report:
http://www.dot.ca.gov/hq/tpp/offices/eab/index_files/2016/SanBenito2016.pdf Various data sources: State Board of Equalization, Department of Finance, Economic Research Unit, Employment Development Department, LMID, Department of Commerce, Bureau of Economic Analysis, Department of Motor Vehicles, Department of Health Statistics, Department of Finance, Demographic Research Unit, Construction Industry Research Board, California Association of REALTORS, California Agricultural Commissioner

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14 Employment
Figure 8 shows that of the 16,000 employees who work in San Benito County, 68% work in service industries (including government). The 1,800 farm employees constitute 11% of all employees, an indicator of counties heavily dependent on agriculture -- much higher than the average 2% for California as a whole.

Historically, San Benito is a largely agricultural county with long growing seasons, high quality soils, good access to water with diverse microclimates and a varying landscape of vineyards, crop lands, fruit and nut orchards, and grazing pastures for cattle. Among the county’s top crops, miscellaneous vegetable, row crops and salad lettuces (spring mix) lead by production value with spinach, romaine lettuce and peppers following. In 2015, San Benito County had 77 certified registered growers in 2015 growing a wide variety of fruit, nut, vegetable, nursery, feed, and seed crops. Organic farming is in high concentration and an important part of the agricultural economy in San Benito County as consumer demand and grower returns continue to increase. Some of the most popular and highest grossing commodities include salad mix varieties, spinach, and walnuts. Plant and seed research and breeding are also solid and emerging industries.

Figure 8

1,800
3,200
8,100
2,900
Employment by Sector in San Benito County 2015
Farm Goods Producing
Non-Government Services Government

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■
■
■
■

15 Table 6 identifies specific industries of employment for those 16,000 people working in San Benito County.

It also identifies about 11,500 more civilian employees that work outside the county (27,500 minus the 16,000 in San Benito County). More about commuting later in this chapter.

Table 6
Employment in San Benito County
2000 2005 2010 2015
Civilian Labor Force 27,500 24,500 27,900 29,800
Civilian Employment 25,800 22,500 23,700 27,500
Civilian Unemployment 1,700 2,000 4,200 2,300
Civilian Unemployment Rate 6.0% 8.1% 15.1% 7.60%

Employment By Industry in San Benito County 2000 2005 2010 2015 Total, All Industries 15,000 16,400 14,300 16,000
Total Farm 1,900 2,500 1,600 1,800
Total Nonfarm 13,100 13,900 12,700 14,200
Goods Producing 3,900 4,700 3,300 3,200
Mining and Logging 0 0 0 0
Construction 1,400 1,800 800 1,100
Manufacturing 2,500 2,900 2,500 2,200
Durable Goods 1,800 1,800 1,000 1,100
Nondurable Goods 800 1,100 1,500 1,100
Service Providing 9,200 9,200 9,400 11,000
Trade, Transportation & Utilities 2,900 2,500 2,700 3,500 Wholesale Trade 500 500 400 400
Retail Trade 2,100 1,700 2,000 2,600
Transport, Warehousing & Utilities 300 200 300 500
Information 100 100 100 100
Financial Activities 400 300 300 400
Finance & Insurance 300 200 200 200
Real Estate & Rental & Leasing 100 100 100 200
Professional & Business Services 500 600 700 1,100
Profess, Scientific & Tech Svcs 300 200 200 400
Mgmnt of Co’s & Enterprises 0 0 0 0
Admin, Support, Waste Services 200 400 500 700
Educational & Health Services 800 900 1,100 1,400
Educational Services 100 100 100 100
Health Care & Social Assistance 700 800 1,000 1,300
Leisure & Hospitality 1,400 1,400 1,100 1,300
Other Services 300 400 400 400
Government 2,800 3,000 3,000 2,900
Federal Government 100 200 200 100
State Government 200 200 200 200
Local Government 2,400 2,600 2,600 2,600
Source: California Employment Development Department, California Department of Finance, Labor Market Information Division.

Source link: http://www.labormarketinfo.edd.ca.gov/data/employment-by-industry.html

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I
I

16 Employment Projections
Figure 9 identifies employment change from 2006 and projected growth to 2035. All sectors constricted during the recession. The greatest growth between now and 2030 will be in construction (670 new jobs and 63% growth), Health and Education (660 new jobs and 46% growth), and Wholesale and Retail Trade (810 new jobs and 26% growth).

Figure 9

Industry Clusters
A cluster is a geographic concentration of interrelated industries or occupations. Strong clusters are those whose employment concentration is much greater than average. San Benito County has several “Traded” Clusters whose economic activity is primarily focused outside the County, and several “Local” Clusters, who primarily serve the local market. Clusters can be measured by Location Quotient, or by ranking them nationally. Figures 10 and 11 use national rankings from the US Cluster Mapping Project5.

5 Source: U.S. Cluster Mapping Project ( http://clustermapping.us/ ), Institute for Strategy and Competitiveness, Harvard Business School. Data Sources ( http://clustermapping.us/content/data-sources-and-limitations )

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25,000
20,000
15,000
10,000
5,000
0 Employment Change by Sector 2006-2035 in San Benito County 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 2035 ■Farm
■ Construction
■ Manufacturing
■Transportation & Utilities
■Wholesale & Retail Trade
■ Financial Activities
■ Professional Services
■ Information
■ Health & Education
■Leisure
■ Government

17 Figure 10
Industries with Over 200 Employees That Provide Goods and Services outside the County

**Indicates a strong cluster above 90th percentile specialization *Indicate a strong cluster above 75th percentile specialization

Figure 11
Industries with Over 200 Employees That Provide Local Goods and Services

0 200 400 600 800 1000 1200 1400 1600
Local Real Estate, Construction, and Development
Local Health Services
Local Hospitality Establishments
Local Commercial Services
Local Food and Beverage Processing and …
Local Motor Vehicle Products and Services
Local Logistical Services
Local Community and Civic Organizations
Local Retailing of Clothing and General …
Local Household Goods and Services
Local Personal Services (Non-Medical)
2014 Employment
Cl
u
s
t
e
r

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Pr
i
m
a
r
i
l
y

s
e
r
v
e
s

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h
e

l
o
c
a
l

m
a
r
k
e
t
Local Clusters in San Benito County

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Traded Clusters in San Benito County
2014 Employment
.?:-·.:::
"'
Agriculture ..
•2 ;;-Food Process ing and Manufactu ring**
C. C:
~ 5 Distribution and Electron ic Commerce•
-0 u
~ o Downstream Che mical Products --::,
:;; o Agricultura l Inputs and Services .. -"' ::,
0 Environmental Services ..
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18 Housing and Housing Needs
Household and housing data shows the historic and projected growth rates for housing in the County.

Since the recession, only about 108 homes have been built. Between 2015 and 2030, 4,534 new households are projected to be needed -- a pace of 302 units annually in the County.

Following an 8-year sewer moratorium and a recession, several housing projects approved years ago have just now started construction. Several unincorporated community study areas located throughout the county have been evaluated for future development including a new town of El Rancho San Benito proposed for the north end of the county. A real estate developer will likely soon begin construction on 1,200 active adult housing units to be built adjacent to the San Juan Oaks Golf Club.

Table 7
State and County Projected Households, Household Population, Group Quarters and Persons per Household for the Counties and State of California
California 2010 2015 2020 2025 2030
Total Population 37,253,956 38,892,299 40,616,702 42,373,655 44,099,585 Household Population 36,412,423 38,042,554 39,750,714 41,460,192 43,136,741 Group Quarters 841,533 849,745 865,988 913,463 962,844
Total Households 12,568,167 13,236,154 13,864,699 14,449,955 15,021,712 Persons Per Household 2.90 2.87 2.87 2.87 2.87

Monterey County 2010 2015 2020 2025 2030
Total Population 415,057 429,560 446,198 462,607 476,771 Household Population 393,814 408,176 424,597 440,064 453,385 Group Quarters 21,243 21,384 21,601 22,543 23,386
Total Households 124,899 130,199 135,652 140,180 144,558 Persons Per Household 3.15 3.14 3.13 3.14 3.14

Santa Cruz County 2010 2015 2020 2025 2030
Total Population 262,382 273,987 282,195 290,870 297,334 Household Population 251,413 262,874 271,065 279,326 285,463 Group Quarters 10,969 11,113 11,130 11,544 11,871
Total Households 94,355 99,795 103,436 106,873 109,436
Persons Per Household 2.66 2.63 2.62 2.61 2.61

San Benito County 2010 2015 2020 2025 2030
Total Population 55,269 59,014 63,406 68,337 73,470
Household Population 54,980 58,714 63,092 67,992 73,089 Group Quarters 289 300 314 345 381
Total Households 16,805 18,004 19,409 20,937 22,538
Persons Per Household 3.27 3.26 3.25 3.25 3.24
Source: State of California, Department of Finance, Report P-4: Projected Households, Household Population, Group Quarters and Persons per Household for the Counties and State of California, March 2015 Source: http://www.dof.ca.gov/Forecasting/Demographics/

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19 The current tight housing market is also verified by the low 3% vacancy rate in Hollister (Table 8).

Table 8
Housing Vacancy Rates in Selected Cities (2011-2015)

Carmel-
by-the-sea Hollister Monterey Salinas
San Juan
Bautista
Santa
Cruz
Total Units 3,532 10,422 13,650 42,875 940 23,499
Occupied Units 48% 97% 86% 95% 91% 92%
Vacant Units 52% 3% 14% 5% 9% 8%

It is commonly known that there is a chronic shortage of housing stock throughout the State. The development of affordable housing increases spending and employment in the surrounding economy and is central to the health and diversity of our community. The U.S. Department of Housing and Urban Development defines the housing burden as families who pay more than 30 percent of their income for housing and may have difficulty affording necessities such as food, clothing, transportation, and medical care.

The percentage of mortgage holders in San Benito County spending 30% or more of their income on housing is 48.9% compared to 49.9% in Hollister, 63.5% in San Juan Bautista, 43% in Monterey County,

42.9% in Santa Cruz County and 45.7% in California6.

The percentage of renters in San Benito County spending 30% or more of their income on housing is 57% compared to in 59.3% Hollister, 65.2% in San Juan Bautista, 53.7% in Monterey County, 60.7% in Santa Cruz County and 57.2% in California.

The Regional Housing Needs Allocation (RHNA) outlines the housing stock goals for a 10-year period (2014-2023). By considering the RHNA goals in relationship to housing stock changes since the plan’s inception, a understanding of progress towards achieving this goal can be inferred.

Table 9 shows that San Benito County’s RHNA goal is 2,194 units with 40% (835 units) allocated to Low and Very Low incomes. Progress has been made to construct 11.7% or 257 units toward that goal (2013- 2016). The City of Hollister’s RHNA goal is 1,316 units. Progress has been made to construct 16.3% or 214 units toward that goal (2013-2016). The City of San Juan Bautista’s RHNA goal is 41 units. Progress has been made to construct 12.2% or 5 units toward that goal (2013-2016).

6 Source: RHNA data for Monterey and Santa Cruz Counties - Association of Monterey Bay Area Governments (AMBAG). (2014). Regional Housing Needs Allocation Plan, 2014-2023. Retrieved from http://ambag.org/sites/default/files/documents/RHNP%202014-2023_Final_revised.pdf RHNA data for San Benito County - Council of San Benito County Governments. (2014). San Benito County Regional Housing Needs Allocation Plan. Retrieved from http://www.sanbenitocog.org/pdf/1%20Final%20RHNA%20Plan.pdf

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20 Table 9
Regional Housing Needs Allocation Plan (RHNA): 2014-2023

Jurisdiction
Income Category

Very Low
(24.1%)
Low
(15.7%)
Moderate
(18.2%)
Above
Moderate
(42.0%) Total
Monterey County 1,781 1,160 1,346 3,099 7,386
Santa Cruz County 734 480 554 1,276 3,044
San Benito County 520 315 430 929 2,194
Monterey Bay Region 3,035 1,955 2,330 5,304 12,624
Very Low Income 0-50% of median family income
Low Income 50% -80% of median family income
Moderate Income 80% - 120% of median family income
Above Moderate Income >120% of median family income

Home Prices
The out-commuting effect can again be seen in the median home price. San Benito is now tracking closely with California and Monterey. Hollister and other parts of the county are an easy commute to the Silicon Valley, so Hollister and its surroundings have for decades seen unrelenting pressure to build new housing to serve South Bay commuters. This pressure eased during the recession, but is again strengthening with Hollister housing prices approaching $500,000.

Figure 12

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$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Median Price (existing single-family detached homes only) Dec- Dec-Dec-Dec-Dec-Dec-Dec-Dec-Dec- Dec-Oec-Dec-Dec-Dec-Dec-Dec- 00 00 02 03 04 OS 06 07 08 09 10 11 12 13 14 15
-California -Monterey County -Santa Cruz County -San Beni to County

21 Commute Patterns
At least 11,500, or 48% of San Benito County’s employed residents, commute to jobs outside the County, including 7,500 traveling north into Santa Clara County to higher paying Silicon Valley and construction jobs and many travelling south to jobs in production agriculture in the Salinas Valley. San Benito County’s residents have good job opportunities to the north, but this brings significant challenges to the region.

Congestion must be addressed to improve air quality, the local tax base and generate more local economic activity for restaurants, retailers, healthcare and professional service providers. Out-of-county employment is a significant factor in the local economy, catalyzing residential expansion and development of transportation systems, but these continue to encourage economic development outside the County. A relatable example of a highway ingress/egress improvements leading to economic development is Highway 46 East and West, Paso Robles in northern San Luis Obispo County.

Figure 13

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San Benito
County to C o u nty Commuting Estimat es
15 Worken, Comnuting To
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22 Growth driven from outside is a cause of congestion on Highway 25 (7,345 workers outbound in the morning and inbound in the evening, plus 1,108 reverse commuting daily) to Gilroy and on Highway 156 to Salinas and Monterey (2,922 out and 1,513 in every morning). It strains infrastructure including groundwater quality and roads and leads to tax and services leakage- especially medical services. Air quality is worsened. Retail and commercial development become skewed towards serving commuters rather than local businesses.

In order to address the high commute volume, the County, local economic development partners must help promote new employment opportunities for residents within the county. The County cannot control the strong employment pull to the North, and will only exacerbate citizen frustration if it enacts restrictions such as housing moratoriums and opposes highway expansions. It can only mitigate the problem by bringing new jobs to the County. The focus of this CEDS is to provide guidance for future employment and industrial growth. These uses are vital to the economic health of the community.

Mobility
In 2000 over 91 percent of San Benito residents either carpooled or drove to work compared with 86 percent statewide. Only 1.3 percent of employed residents in the county take transit to work compared with 5 percent statewide. In 2000, a greater proportion of San Benito County’s employed residents had either relatively short or very long commutes compared to the state. Approximately 35 percent had commute times less than 14 minutes, compared to 28 percent statewide, and over 30 percent had commute times over 45 minutes, compared to 18 percent statewide.

Figure 14

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Where do Hollister & San Juan Bautista
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SAN BENITO COUNTY ANO SURROUNOJNG AREAS

23 Tracking Daily Vehicle Miles Traveled (DVMT) per capita helps understanding of community efforts that are seeking reduction in these numbers by implementing smart growth efforts and encouraging alternative forms of transportation. The data in Tables 10 and 11 below reflect DVMT across Monterey, San Benito, and Santa Cruz Counties, as well as the average for the Monterey Bay Region. Data displayed represents DVMT in 2010, 2014, and forecasted levels for 2035 per the Association of Monterey Bay Area Governments (AMBAG). San Benito residents drive farther to their jobs than others in the region.

Table 10
Daily Vehicle Miles Traveled (DVMT)
Region 2010 2014 2035 Est
San Benito County 27.8 24.2 28.6
Monterey Bay 21.4 22.3 22.2
Monterey County 23.5 23.7
Santa Cruz County 17.6 19.9 18.3

Source: 2010 and 2035 data provided by the Association of Monterey Bay Area Governments (AMBAG), personal correspondence. 2014 Data: California Department of Transportation (CalTrans). California Public Roads Data Publication.

Sacramento, CA and United States Census Bureau. Department of Finance (2014).

Note: CalTrans calculates Daily Vehicle Miles Traveled (DVMT) by multiplying the length of each given road segment by its traffic volume in one day. Data reflective of workers 16 and older who do not work at home.

Table 11
Mean Travel Time to Work (minutes)

2009-
2013
2010-
2014
2011-
2015
California 27.2 27.6 28.0
Monterey County 22.5 22.4 22.3
Santa Cruz County 25.4 25.8 25.9
San Benito County 30.2 30.7 31.8
Hollister 31.8
San Juan Bautista 28.1
Sources: U.S. Census Bureau 5-Year American Community Surveys, 2011-2015, 2010-2014 & 2009-2013

Jobs Housing Balance
The Jobs Housing Balance is an indicator of balance between employment and housing in a community. A balanced community has a jobs-housing ratio of about 1.6. A ratio under 1.0 indicates a strong bedroom community, over 2.0 indicates a jobs-rich community. Hollister’s jobs housing balance ratio is 1.05. The County’s ratio is 0.89 (16,000 jobs / 18,004 households = 0.89), indicating a bedroom community.

Because residents access many services where they work, bedroom communities tend to have fewer resources to serve their residents. Local governments that have more housing than commercial and industrial businesses have a limited property tax base, and are not as financially strong or diverse as those that have ample industry and employment.

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24 Tourism
San Benito County has a number of visitor attractions such as Mission San Juan Bautista, downtown San Juan Bautista, El Teatro Campesino, Pinnacles National Park, Hollister Hills State Vehicular Recreation Area, Fremont Peak State Park, the Anza Trail, downtown Hollister, the Cienega Valley Wine Trail and others. The County has yet to develop a focused strategy or strong tourism industry, and attracted under $100 million in spending in 2015, much less than its neighbor coastal counties. There are ongoing efforts with the newly formed Pinnacles Gateway Partnership to collaborate with communities near Pinnacles National Park to leverage resources to brand the area and expand tourism.

The potential is there, and creating a winery and hospitality corridor is among the implementation plans in the County’s General Plan Economic Development Element.

Development of a tourism and hospitality strategy with SMART goals, more coordination among stakeholders, attractions, more lodging places and expanded branding and promotion are all tactics that will expand visitor opportunities. Figure 15 shows travel spending in three counties, Figure 16 identifies local travel-generated employment, and Figure 17 identifies commodity areas of potential expansion.

Figure 15

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$3,000
$2,500
$2,000
$1,500
$1,000
$500
$0
Travel Spending, 1992-2015 ($Millions)
1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2013 20 14 2015 ■ Monterey County ■ Santa Cruz County ■ San Benito County

25 Figure 16

Figure 17

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30,000
25,000
20,000
15,000
10,000
5,000
0 Direct Travel-Generated Employment, 1992-2015
1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2013 2014 2015 ■ Monterey County ■ Santa Cruz County San Benito Count y Visitor Spending by Commodity Purchased
($Million)San Benito County(Total Spending at Destinations in 2015=$84.4 Milli on)
■ Accommodations
■ ~ood & Beverage Servi ces
■ ~ood Sto res
■ Lo cal Tra nsportation & Gas
■ Arts,. Enter tainme nt & Re cre a ti on
■ Re tail Sales

26 Population and Demographic Conclusion
Again and again, the data shows the effects of the out-commuting phenomenon. The clear solution is to create more in-county jobs taking advantage of current infrastructure in the industrial parks, in the trades and local clusters, in retail, manufacturing, bio and ag technologies, healthcare and in visitor serving industries.

Projected growth in population, housing, employment, education, industrial output and farm output is expected to be between 1% and 1.6% per year for the foreseeable future. With the continued Silicon Valley influence, incomes and taxable sales may rise with inflation to as much as 2.5% per year.

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27 Chapter 3

REGIONAL VISION
The CEDS 5-Year Strategy will address the region’s SWOT analyses, economic resiliency plans, strategies, training opportunities and areas in need of strengthening to be most competitive. Coordination and communication are primary objectives of the CEDS to facilitate the development of community programs that will be complementary rather than divisive, and enhance awareness of investment strategies in other communities that may be adapted locally. With this in mind, input is regularly solicited from government leaders, directors of local economic development corporations, specialty project experts, industry experts, and individuals who are “boots on the ground.”
Over the course of the next five years, the EDCSBC will assist its partners by cultivating and implementing a strategy to include economic resilience preparedness as it relates to economic development. This includes natural disasters or man-made disaster planning and coordination, addressing planning for climate change affects (particularly drought, flooding, earthquakes and fire), major economic disasters (employer closures or relocation, dependence on single industries, etc., or any other proactive disaster planning and coordination work. These include conducting studies, mapping, identifying and/or monitoring work, etc. In conjunction with the resiliency planning, the EDCSBC will continue to coordinate with all key local, state, federal, private and non-profit organizations to ensure non-duplication of resources and to generate maximum efficiency while leveraging public and private investment. Finally, the EDCSBC and its partners will facilitate technical assistance efforts and programs to cities, counties and businesses in identification and accessing of financing mechanisms for carrying out high priority economic development projects that will diversify the economy and result in the creation of higher-skilled, higher- paying jobs.

The region has a critical need for funding mechanisms to assist with identifying methods to diversify the regional economy, turning the focus away from declining resource-based industries and government and further towards market-based advanced manufacturing and technology- related community investments.

The CEDS 5-Year Strategy and its annual update serves to identify and prioritize investment opportunities, which are geared toward contributing to long-term economic diversification leading to the creation of wealth in the region through the creation of higher-skilled, higher wage jobs.

Specific strategies that the EDCSBC will be pursuing over the next year that will contribute to improving the region’s long-term economic growth, providing increased employment opportunities for the unemployed, underemployed, dislocated or low-income workers include:
● Identifying gaps in academic and vocational training programs to grow, retain and attract the necessary workforce to support the needs of businesses across all industries. ● Continuing to assist the region in creating inventories of available properties, commercial buildings, talent and potential projects.
● Working in conjunction with local technology and manufacturing groups to build industry sectors businesses and jobs.
● Assisting with the start-up and growth of new technology-based businesses in rural areas of the

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28 region. These businesses tend to produce higher-skilled, higher-wage employment opportunities, which stand to have a more significant impact on the economic base of the area. ● Working with the Monterey Bay Economic Partnership (MEBP), America’s Job Center, San Benito County Workforce Development Board focusing on business retention/expansion, and creation efforts toward specific industry clusters identified by each of the communities within San Benito County. Examples of the industry clusters that are being targeted through this collaborative effort include:
o Agriculture
o Health Care
o Construction
o Mining
o Water
o Tourism/Hospitality
o Advanced Manufacturing
o Information and Communications
o Business Retention Activities
▪ Business Visits
▪ Find out Needs and Wants
▪ Connect to Resources
▪ Hiring and Working with Employees
▪ Access to Capital
● Researching investments to advance green technology utilization in the region’s renewable energy, agriculture, manufacturing and IT industry.
o New technologies are continuing to emerge. Today’s stronger intellectual property rights, enhanced labor regulations and rising costs have spurred innovation and private-sector research.
o As growing world demand encourages U.S. farmers to expand production, constraints on land, water and energy will compel them to rely on science and technology for increases in production and on entrepreneurial skills to manage the technology. ● Recognizing the need for STEAM (science, technology, engineering, arts and mathematics) development within our schools and linking innovation and technology with education and workforce development.
● Inventorying assets, understanding and review documents, resources and plans already created on drought, earthquake, flooding and fire strategies, plans and mitigation efforts.

See Chapters 5 and 6 for details of specific economic development objectives and action items, which support this regional vision.

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29 ECONOMIC RESILIENCY STRATEGY
Like almost every jurisdiction in America, the County has been in self-preservation mode for the last 10 years. As the region’s economy begins to recover, it will be critical for the County, its two cities, and each community to work together as a whole, and to work together with regional groups that influence our success, such as the Monterey Bay Economic Partnership, Grower Shipper Association of Central California, Silicon Valley Leadership Group, Joint Venture Silicon Valley, AMBAG, and ABAG.

This CEDS has started the process of identifying issues, characterizing them, and setting goals to address them. The Demographic data highlighted some major areas of persistent economic challenges and needed improvement. The SWOT analyses will identify economic development and infrastructure projects that are imperative to the continued growth and sustainability of our economy. Implementing the goals, strategies, and actions can mitigate the effects of an economic incident, and can support long-term recovery efforts.

This document has started the process of understanding resiliency. The following items should be considered as other activities and projects specific to the Region’s resiliency are designed and addressed:
● Identify key persistent economic challenges or deficiencies not already identified in this document. “Weak spots” may include a poorly educated workforce, important transportation access/options, low levels of broadband availability and/or adoption, impediments hindering a firm's ability to gain access to the financial resources required to advance its business, major employers located in vulnerable areas)? Has a “planning horizon” been established (e.g., 10 to 15 years) for assessing economic vulnerabilities?
● Prepare for disruptions by identifying “early-warning” tools: Does the region have an “anticipatory focus” that will help it react quickly when confronted with potential disruptions and challenges? Do community economic development professionals work with their local/regional emergency managers to address the risks identified through hazard mitigation planning? Do community leaders employ mechanisms (e.g., scorecards, state of the region reports, economic dashboards) that offer a regularly updated assessment of the regional economy? ● Build mechanisms that create flexibility: Do the local governments have detailed and tested disaster response and recovery plans? Do the local governments and major employers have access to “surge” capital/credit resources? Does the region have a good handle on its assets to help identify emerging economic sectors that may lead to a diversified economic base? Has the region established mechanisms to realign and retrain its workforce post-disruption? ● Promote a positive vision for the region: Is the messaging about the region’s assets and opportunities positive (to encourage investments in both times of tranquility and disruption)? Do stakeholders understand that actions that build resilience are good for the regional economy whether or not an economic shock occurs, and have they reached consensus on a set of actions they can take proactively? Are economic shocks used as an opportunity to “re-vision” (i.e., reassess) the region’s economy?

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30 Chapter 4

SWOT ANALYSIS
A SWOT (Strength/Weakness/Opportunities/Threat) analysis of the regional economy should answer the question, “Where are we now?”
The following is an analysis of the strengths, weaknesses, opportunities and threats (SWOT) related to human and economic assets as posted by external and internal forces impacting the regional economy.

The information presented in this analysis was compiled over a 18-month process, including:
• The San Benito County General Plan Economic Development Element, Adopted by the Board of Supervisors on July 21, 2015 (See Chapter 6 for more about General Plan implementation); • Review and consideration of local, regional economic development initiatives, plans and reports with a focus on work conducted in San Benito County over the past 5 years as well as that conducted in California counties with similar characteristics.
• 3 public presentations, meetings and exercises conducted throughout the County • Conducting a Local Economic Advisory Program (LEAP) led by the California Association for Local Economic Development (CALED) resulting in a findings and recommendations report • Hosting a Local Elected Officials (LEO) program for elected officials, staff and economic development stakeholders
• Conducting a countywide, bilingual survey (online and 1:1 interviews) of 100 business owners and managers via the Rapid Response, Layoff Aversion and Business Support program of the San Benito County Workforce Development Board.
• A final CEDS committee meeting held on May 31, 2017 to review this draft document and confirm the prioritized strategy, goals, objectives, and action plan.

Strengths
Strengths are a region’s relative competitive advantages (e.g., industry supply chains and clusters, extensive port, rail, real estate and broadband assets, specialized workforce skills/high education levels, state parks, historical landmark and other regional assets, collaboration among stakeholders) and often are internal in nature;
REAL ESTATE: LOCATION, AVAILABILILTY AND COST
o San Benito County’s close proximity to Silicon Valley and the Monterey Bay Area offers lower rent for satellite facilities for technology firms and new construction on land. o The current supply of land to infill within cities (San Juan Bautista, Hollister) and overall availability of land for new development within the county. o The proximity of the Hollister Airport to the Silicon Valley, located at the outskirts of the city, and

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31 the availability of surrounding land to support new commercial and industrial investment provide an opportunity to expand the airport and provide corporate jet service. This would not only increase options for air travel, but could also serve as a catalyst for economic development in the county. The airport’s recent invested in improvements (6350 ft. Runway 13-31 has the width, depth and length to accommodate aircraft as big as a Boeing 737 and has a Precision Approach Path Indicator (PAPI)); is open 24 hours per day, 7 days per week, and has a full time Fixed-base operator (FBO) the Hollister Jet Center for operations, fueling and maintenance. The County can look at ways to partner with the City of Hollister to facilitate expansion of the airport that aligns with Hollister Airport’s existing infrastructure and Master Plan. Current businesses located at and near the Hollister Airport supply manufactured goods all over the world, and there are a growing number of businesses that reside at the airport including: DK Turbines, Zee.Aero and the Hollister Jet Center.
o The airport’s surrounding business parks and commercial properties: Ability to attract interest in larger corporations building business parks and facilities in the county because of the proximity to a Hollister Airport for commercial flights, through the fence access. Neighboring commercial properties offer many options- sale, lease (as low as $.12/sq ft, build to suit).

PUBLIC SAFETY
o SBC is a safe community with very low crime rates (see Crime rate statistics http://hollister.ca.gov/government/city-departments/police/crime-statistics/ comparison from neighboring cities/counties for more information)
STRONG AG SECTOR
o Steady agricultural businesses that are interested in innovation and development in agricultural technology
o Wineries and wine grape growers
o Leading crops and recent innovations in mechanization, processed and value-added commodities

QUALITY OF LIFE, OPEN SPACE, RECREATION, HISTORY & HERITAGE o Proximity to the Pinnacles National Park
o Rural open space and opportunities for recreation
o Superior climate for farming and quality of life.
o Strong wine corridor/region
o San Juan Batista Mission and other historical landmarks

TRANSPORTATION
o Rail access for light/heavy industries and agriculture to rail products outside of county. o Proximity to major highways and freeways: 152, 156, 25, 101, 5, 129 o Planned bicycle facilities for increased connectivity and decreasing the amount of cars on the road and greenhouse gas emissions.

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32 TERTIARY EDUCATION
There is a strong foundation of tertiary education serving San Benito County. Gavilan College has operated an educational site in downtown Hollister and offers Noncredit courses at 11 different locations through the county. The college has purchased property for a full campus at the four corners location south of Hollister. The college offers a variety of transfer and vocational degrees and certificates pathway for San Benito County residents. New leadership at the college is committed to increased partnerships to serve San Benito County.

Gavilan is in the process of developing several new programs to meet community needs. The following are programs in various stages of development with accompanying regional labor market data. The data is based on Bay Region which includes Santa Clara, San Benito, Santa Cruz and Monterey Counties.

Heating, Ventilation, and Air Conditioning (residential) -- Gavilan is currently developing this program and plans to start classes Fall 2018.

Unmanned Aerial Systems (UAS)- The College has developed four initial classes with plans to develop additional ones to further meet regional needs. The first class begins Fall 2017.

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Gavilan College Programs Ca reer Option
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33 Hospitality- Gavilan has developed credit and noncredit classes with plans to develop additional classes to meet industry demands. The first class begin Fall 2017.

Weaknesses
Weaknesses are a region’s relative competitive disadvantages (e.g., a risk-averse or change-resistant regional culture), also often internal in nature;
LACK OF RESOURCES
o Lack of strategic, formal business attraction/incentive programs, staff, and resources at the civic level
o Lacking infrastructure, quality roadways (efficient regional ingress/egress) and utilities readily available in areas that could be used for future development. o Builders not coming down to Hollister from the north (stopping at Gilroy) o Looming infrastructure improvement costs- approximately $500M+ in local roadway maintenance deficits in Hollister and San Benito County alone. o Looming staff costs: pension and healthcare costs outspending projected revenues LACK OF SKILLED WORKFORCE AND LIVING WAGE JOBS
o Current predominant industries (agriculture, hospitality) have lower paying jobs than the cost of living in the area.
o Low test scores, levels of local educational attainment and school ratings o Not enough people skilled in trades. Example: UCP Benchmark had to import trades (plumbers, electricians, sheet metal, etc.)
o Need a pipeline stream for career path, workforce
o Historically San Benito County has had the highest unemployment rates in the region because of its limited economic diversification. Unemployment strains both Individuals and County government, which is responsible for providing unemployment and welfare services and support. Unemployment can also lead to mortgage defaults, bankruptcies, job skill loss, and homelessness. The national and global economic downturn has exacerbated unemployment in the county, and it will likely take more several years to recover.

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Typical f 11t,y Job Oe!;ni!!£S •isa~ Region} Salary Return on Investment • 11~ on Gavi lan Coll ege Programs career Option Lc,vd Educ-otiott f!!ew/rep ieument(ZOl.S-1.8) AAnu ,1 t-•nec iati fl o-.sny) .-S needed tot °'if" or Cffll!Su~ "B;ay Region in clude$ S;an~ Cl;an , S;an Benito,
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34 LACK OF QUALITY ESTABLISHMENTS PROVIDING ACCOMMODATIONS, MEALS AND OTHER TOURIST

SERVICES
o Lack of hotels and inns in general, and quality of local hotels and inns in Hollister and San Juan Bautista seen as inferior as indicated in market analysis for Hollister hotel proposal. San Benito County currently has a very modest hotel sector, but this sector brings important visitor dollars into the county to support local jobs and it generates much needed lodging tax revenue.

Historical buildings need retrofitting or modernization.

LACK OF INFRASTRUCTURE
o Lacking walkability, bike infrastructure, buses and or other forms of transportation to the areas of interest for retail, hospitality, tourism.
o Need more options for high-speed internet: dark fiber, broadband, especially in rural areas7. The availability of high Broadband access is critical to attracting new industries and employers to the county.
o Need for new facilities to accommodate the current and future demands for higher education- Currently, Gavilan College Educational site is already at capacity. The college has purchased property south of Hollister at the four corners location.

LACK OF STRONG TAX BASE
o Diminishing tax revenues shrink the tax base for infrastructure and services § Sales tax: Residents rely on the internet and retail destinations outside of San Benito County; tendency to shop outside of downtown Hollister and San Benito county for retail needs.
o Local Sales Tax rates are low in comparison to neighboring communities § Property taxes: Commercial & large estate/property transfer exemptions § Utility and Gas taxes: Ride sharing, fuel efficient/electric cars; online streaming replacing cable/dish services and other services are outside current utility tax § Transient Occupancy Tax (TOT): Low inventory of properties; trend of vacation rental services that are outside TOT tax
LACK OF CIVIC ENGAGEMENT
o Typical bedroom community scenario where commuters are not engaged in local issues. o Lack of interest by downtown property owners in the formation of Property Based Improvement District.
o Many absentee property owners in downtown Hollister and San Juan Bautista; lack of financial support, programs for tenant, facade improvements as well as expensive, long permitting processes.

7 15.2% of households in San Benito County are without internet connectivity- 18.7% in California, 20.6% in the Monterey Bay Region, 23.4% in Monterey County and 17.7% in Santa Cruz County. Source: United States Census Bureau. American Community Survey. 2015 1-Year Estimates.

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35 LAND USE POLICIES IMPEDING ECONOMIC VITALITY
o Hollister fee structures don’t differentiate impact fees for single family from multi-family units resulting in low inventory of affordable, multi-family housing, apartments, townhomes, condos, duplexes. Current incentives drive construction of large single family homes. o On/off mentality on growth- as soon as started, hitting off button, need more steady stream and willingness to continue to move forward, need a pipeline to let the market decide where to go, pre- zone, etc.
o General Plan land use element does not have a buffer distance requirement between residential and existing conventional agricultural operations to prevent against complaints. (As an example, Sonoma County has a 200’ buffer zone.)
LACK OF CROSS-SECTOR ENGAGEMENT AND ACCOUNTABILITY
o Lack of communication between local government and constituencies, ability of public and stakeholders to hold officials accountable for actions
o Print media/local paper once a week- on life support, no investigative reporting, missing commuters o Insular and parochial nature of stakeholders
LACK OF STRONG AND COORDINATED MARKETING CAMPAIGN
o Lacking signage to historical areas from major freeways and surrounding roads to direct visitors to historical areas, recreational areas and downtown
o Lack of demonstrative marketing efforts that proclaim we are, “Open for business.” Absence of economic development marketing, and consistent messaging has caused a reactive environment. o Lack of a comprehensive tourism marketing strategy with SMART goals and accountability metrics.

Opportunities
Opportunities are chances or occasions for regional improvement or progress (e.g., expansion of a biosciences research lab in the region), often external in nature; PURSUE REGIONAL AND CROSS-SECTOR COLLABORATION
o Expansion of economic development, business expansion and workforce development programs by leveraging regional partnerships.
o Utilize public/private partnerships for improving, expanding and siting new parks and recreation facilities. New park facilities require substantial upfront costs, including site acquisition, design, and construction. There are opportunities, however, for the County to partner with private companies to fund the creation of new parks through a reimbursement agreement or have private companies maintain and run County parks. The County can benefit from these partnerships in many ways, including decreased funding for capital projects, easier replacement for aging facilities, and reduced operating costs. However, there are some drawbacks. Many agencies enter into partnerships during economic downtimes and find out that both economic and human resources to undergo large projects have been reduced.

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36 o Actively engage The Monterey Bay Economic Partnership (MBEP) to leverage membership investment.

DEFINE NEW REVENUE SOURCES
o Revisions to current low sales, property, utility and tourism occupancy tax rates o Revisit landing and hanger fees at Hollister Airport (currently no charge for landing fees) o Revisit the County Business License Fee
MODIFY POLICIES TO ENCOURAGE RELEVANT AND VIABLE PROJECTS o Infill areas within the cities by offering fast tracked permits and offer a reduction of development fees associated with construction to encourage development of these areas. o Provide a clear path for development application and permitting- online information, pre-application checklists, meetings with staff, fee schedules, managing expectations and improved customer service.

INVEST IN BROADBAND
o High capacity broadband access is a relatively new type of infrastructure, and the County has the opportunity to encourage private sector investment and leverage public/private partnerships via the Central Coast Broadband Consortium.
o Too many of our residents and businesses have slow, expensive or no internet access. Through MBEP’s Tech Ecosystem Initiative, we are encouraging competition among service providers and championing public efforts to foster widespread broadband availability and “dig once” policies for public infrastructure.
o Wireless hotspots downtown Hollister to draw more people downtown.

DEVELOP NEW ACCOMMODATIONS (and TOT tax base)
• There are three potential markets the county could capitalize on to attract future hotels and even a convention center:
● Business Hotels: Hotels serving a business clientele will continue to locate in and around Hollister near the existing hotels. The demand forecast is 150 to 200 units in three of four properties over the next 25 years based on AMBAG’s population and employment forecasts.
● Regional Traveler Hotels: Hotels located at US 101 interchanges are also likely. These hotels would serve the overflow from the Monterey Peninsula during peak tourist season, provide convenient lodging accommodations for travelers on Highway 101, and serve historic San Juan Bautista. The demand forecast is 80 to 120 rooms at either the Highway 101/State Route 156 interchange or the new Rocks Ranch interchange near the Monterey County line.
● Boutique Resorts/B&Bs/Ranch Stays: Boutique resorts, ranch stays and bed and breakfast inns associated with the wine & beef cattle industries are another opportunity area for lodging development. The Kenwood Inn and Spa or the Healdsburg Inn in Sonoma County are examples of this type of lodge development that are small in scale but charge very high room rates on weekends. The demand forecast indicates 150 to 160 rooms in multiple properties over 25 years.

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37 DEVELOP WINE CORRIDOR
o Developing the Winery/Hospitality Corridor- Increasing the volume of value-added wine production, the amount of wineries, tasting rooms, hotels and special event venues. Need to develop a plan similar to the Monterey Agricultural and Winery Corridor Plan that designates the amount of wineries, tasting rooms, restaurants, inns, etc. within the designated corridor. Establish allowed and permitted uses of the area and a streamlined permitting process. The county has a long history in the wine industry dating back to 1854. Almaden Vineyards dominated the county’s vineyards with 4,500 acres during its peak the 1970s.This industry suffered when Almaden sales declined and its new owner moved the local operation to Madera in the Central Valley. Since then, several smaller wineries are having some success in the four viticulture areas of Paicines, Cienega, Mt. Harlan, and Lime Kiln Valley. The continued expansion of the wine tourism industry will generate job growth and sales/ hotel tax revenue for the County from wineries selling directly to consumers and new tourist accommodations. The San Benito Wine Trail and various wine-related events continue to attract visitors to the county’s wine region.
o A partnership with regional hospitality and tourism businesses and Gavilan College has produced a series of classes for the current and future potential workforces. Classes include Customer Service, Regional Tourism and Hospitality Opportunities, and Careers in Hospitality and Tourism.

PROMOTE AND EXPAND AG and AG TECH
o Apply agricultural use as highest priority to areas capable for commercial production of food or livestock.
o Support agricultural easements- Agricultural easements are voluntary contracts that combine landowner compensation with regulation. Landowners voluntarily sell their future development Rights for cash, tax benefits, or a mix of both, keeping all other rights of ownership. Typically, the economic benefit of an easement is the difference between its value in agricultural use and its development potential Market value. Landowners negotiate terms and sell their easements to government agencies or nonprofit Land trusts, which are then responsible for monitoring parcel use to ensure compliance with the easement terms. Legally recorded in property deeds, easements run with the land and are not affected by ownership changes. Easements are an effective option because they tend to be the most enduring and definitive form of avoiding urbanization and keeping land in productive farming. Currently (2010), the San Benito Agricultural Land Trust permanently protects 5,454 acres of working ranches and farms in the county. Options for the County include Encouraging additional agricultural easements and/or directly involved in their purchase, monitoring, and implementation.
o Agricultural diversification- Agricultural diversification is the real location of productive resources, such as land, capital, equipment and labor, into new activities. This can include new crops or livestock products, value adding activities, or non-farming commercial activities such as wine tasting, restaurants, and stores. Agriculture in San Benito County is currently (2010) a $300 million annual industry. The county has the opportunity to stimulate the agricultural economy by supporting the development of new value-added products, new markets, and new technologies. One particular option for the county is organic farming. In 2005, San Benito County was the 12th largest producer by volume, and 3rd largest by commodity sale, of organic agriculture in the state.

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38 o Ag Tech - technological advances over the years have made farming safer, more efficient and less labor-intensive. As a result, producers can substitute capital for labor, thus producing more with fewer employees
o Provide agricultural permit processing that is rapid and efficient.

INVEST IN / LEVERAGE INVESTMENTS IN WORKFORCE DEVELOPMENT o Partner with Gavilan College, Cal State University Monterey Bay (CSUMB), UC Santa Cruz to provide education and workforce training that will match new businesses expected in San Benito County.

Need new upper-division education center for county. A significant percentage of Gavilan College students and Staff live in San Benito County, and the district has long term plans to build a college campus on district-owned land in Hollister. In order to qualify for state Community College operation funding, the district must expand college services in San Benito County to serve the equivalent of 500 fulltime students. The current location at the Briggs Building is at capacity, serving the equivalent of 230 fulltime students. Therefore, Gavilan College is seeking a location for expansion for current and future students in Hollister that will be available for the next 15-20 years. This future expansion of Gavilan College will provide additional educational and Career opportunities for San Benito County residents.
o The CSUMB Small Business Development Center (SBDC) receives partial funding to provide small business services in San Benito County. It would be very costly to create a new standalone SBDC, but possible to increase the level of San Benito County located services from the CSUMB SBDC with financial support needed for an expanded satellite location at least part-time. o Promote access to workforce investment opportunities such as vocational training centers. For example, how could we create a welding program at local high schools? INVEST IN MARKETING AND EVENTS
o Create additional events in San Benito County that draw in people. Add attractiveness of community for local residents, businesses and visitors.
o Establish scenic routes (informal/self-designated and formal) to draw tourism. o Leverage and coordinate the new Discover San Benito County & San Juan Bautista tourism marketing and branding programs
o Use demographics to tell story- need population growth, participation in public hearings- profiles in courage
o Leverage marketing to increase amount of tourism to historic parts of the county, local parks and vineyards. Market local products produced in San Benito County. Because it is adjacent to Monterey County and near the six million plus Bay Area residents, San Benito County has opportunities to expand its tourism sector. San Benito County could benefit from creating destination-type tourist attractions. The county’s tourism assets include a beautiful natural setting and moderate climate, the historic town of San Juan Bautista, a growing wine industry and organic farming industry, scenic drives, several Federal, County & State parks.
o The agricultural industry is also one of the county’s distinctive features, providing the opportunity to develop and expand agritourism, such as the wine trail.

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39 o The County could further promote tourism by creating a Tourism Business Improvement District and to create a more robust tourism promotion program including more signage along roadways within the County as well as in adjacent regions.
o Training retailers on how to merchandise, serve tourists and their preferences for specialty products (local, organic, farm to table).

IMPLEMENT DOWNTOWN HOLLISTER PLAN
o Implementation of Hollister Downtown Specific Plan, beautification, traffic calming measures. o Highway 101 commercial node (4) implementation- branding ops for San Juan Bautista, Downtown Hollister. Developing key commercial sites and corridors provides an important opportunity for economic growth in the county. The county has the benefit of being located along two major regional thoroughfares: US 101 running north/south and SRs 152 and 156 running east/west. Caltrans is currently (2010) planning to construct a new freeway interchange along US 101 in San Benito County, very close to the Monterey County border. The completion of this interchange will facilitate Commercial development on the relatively flat portion of the land between US 101 and the hills to the east. While the county has not traditionally seen growth in regional commercial (i.e., freeway- oriented), this could be an opportunity to capture a larger share of this market. The County has the opportunity to look at appropriate commercial sites and analyze their potential for economic development.

OTHER IDEAS
o Create a small business development center to provide services to start-up businesses (see Santa Cruz Small Business Development Center).
o Create a co-working location similar to Nextspace (or welcome Nextspace) that will provide flexibility, opportunity and community within Hollister. This will help meet the goal of lowering greenhouse gas emissions from commuters, and encourage small business incubators and green tech businesses to locate here.
o Promote employer-sponsored housing by leveraging MBEP’s investment in this area. o Explore additional solid waste recycling, composting facilities -- similar to Z-Best compost production facility, locate near the John Smith Landfill- Resource Recovery Park. o Rail: High Speed Rail Station to be located in Gilroy, opportunities for connection to CalTrain station.

In 2008, California voters approved a $9 billion bond to plan a high-speed rail line. The California High Speed Rail Authority is now planning and designing a high-speed rail line that will run between southern California and the Bay Area via the Pacheco Pass. There is a station planned for Gilroy. The County has the option to look at ways to connect Hollister with Gilroy through rail, bus or light rail transit. There is an existing rail line that could be used; however, It would need some upgrading to make it safe for transit use and is also located near existing, non-compatible land uses.

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40 Threats
Threats are chances or occasions for negative impacts on the region or regional decline (e.g., several companies in the region considering moving to lower-cost areas of the state), also often are external in nature- viability and durability of the regional economy; LAND USE POLICIES
o Premature conversion of prime agricultural lands to industry, commercial and residential. o Lack of enforcement of Williamson Act -- Similar to conservation easements, the Williamson Act Program is a voluntary program that combines compensation for conservation with regulation. In return for reduced property taxes, based on the value of agricultural use rather than open land market prices, farm and ranch owners agree to maintain their land in agricultural production for a minimum contracted period. Unlike conservation easements, Williamson Act contracts last for 10 years and are automatically renewed every year unless deliberately terminated. A major issue with Williamson Act contracts is that they can be terminated. In 2007, the county had 82 properties containing 8,675 acres listed as non-renewals. In addition to non-renewals, the State dramatically reduced Williamson Act subvention payments to local government as a result of the ongoing budget crisis. Options for the County to continue the Williamson Act program include finding funding from sources other than the State, establishing an exclusively County-funded program, and/or encouraging longer timeframes for contracts (e.g., 20 years).

CAPACITY AND COLLABORATION
o Lack of capacity to implement a long term economic development strategy o Lack of collaboration and tension between City and County issues o Political pressures and litigation from special interest groups (NIMBY’s and others).

WORKFORCE LEAKAGE
o Retail and health services competition and leakage to Gilroy, San Jose and Monterey Bay Area. o Leakage of food processing, industry and packaging to Gilroy. o Extremely high commuter population- losing educated workforce to higher wage jobs in the Bay Area and Salinas Valley. (See the detailed commuter analysis in Chapter 2)

MARKETING/BRANDING
o External perceptions that do not associate San Benito County with an area that is attractive for business and technology firms.

WATER
o Water supply assessment. Current assessments for the Hollister area sub basin show that there is currently plenty of water in the basin for current residence and proposed residential developments.

Water supply and quality is a critical concern for San Benito County, both for surface water and groundwater. Groundwater is the primary source of water supply. The groundwater basin is recharged through natural surface water as well as water imported by the San Benito County Water District (SBCWD) through the Federal Central Valley Project (CVP). Given the uncertain reliability of CVP water, the likelihood of repeated drought, and the probability of climate change, management of groundwater levels and storage for long-term sustainable supply is a major challenge.

Management of groundwater levels also can minimize high groundwater levels that are problematic

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41 for agriculture, maintain basin outflow to minimize salt loading, and support streamflow and associated habitat. The local hydrogeology is a complicating factor. In response, SBCWD is improving its monitoring network, conducting hydrogeological investigations, and planning projects to manage groundwater levels and storage. The condition of the Sacramento Delta is also of major concern, and future regulatory changes will impact water supply in the county. o Multiple inputs on groundwater sustainability plan (GSP) can cause tension between agencies.

Without a designated groundwater sustainability agency, the lead agency will be the DWR.

Determine early if the county will be the GSP agency or another group. Note: Multiple groups can form a GSP if they are able to work collaboratively.

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42 Chapter 5
CEDS 5-YEAR STRATEGY GOALS AND OBJECTIVES
As noted at the beginning of Chapter 4, the CEDS committee has determined these eight objectives after a thorough process of identifying and discussing economic development priorities in San Benito County.

Objective 1: Act Collaboratively – Foster Collaboration, Connectivity and Centralization of Information between Private and Public Sectors in order to Increase Competitive Advantage of Region ● Goal 1.1: Implement the regional CEDS Strategic Plan, recommendations made by the California Academy for Local Economic Development (CALED) Local Economic Development Advisory Program (LEAP) Team, and San Benito County General Plan Economic Development Element through collaboration and cohesiveness with the ultimate plan of connectivity throughout the Bay Area/Silicon Valley and Monterey Bay Area/Central Coast. ● Goal 1.2: Institutionalize a culture of collaboration across geographic boundaries, sector boundaries and agency boundaries by partnering with the two cities, planning and non-profit entities, including CALED the MBEP. Identify current working sector groups and provide linkages across city and county lines.
● Goal 1.3: Encourage business attraction, streamlined regulation and permitting within and between jurisdictions, districts, and interested stakeholders. Cooperating cities and counties realize that cooperation creates a climate conducive to private investment, and that an investment in one jurisdiction benefits all nearby jurisdictions. They also understand that inflexible regulatory approaches and expensive constraints to development discourage investment, and should be carefully considered prior to implementation.

Objective 2: Invest in Job Creation, Local Business Development and Attraction – Implement Best Practices, Identify Prospects, Create Opportunities via Promoting the Region for Investment, Facilitate projects to fruition
● Goal 2.1: Establish the Economic Development Corporation of San Benito County as the lead agency for economic development in the County.
● Goal 2.2: Work with MBEP and the Central Coast Marketing Team to establish a single-source of data and a collective message utilized by decision-makers, leaders and resource developers throughout the region enhancing competitiveness and creating a unifying brand ● Goal 2.3: Develop and Execute a comprehensive Economic Development Marketing Program.

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43 Objective 3: Invest in Talent Development, Retention and Education – Share Best Practices, Identify Fractured Systems and Create Opportunities for Talent to Develop ● Goal 3.1: Institutionalize a culture of collaboration by partnering with the San Benito County Workforce Development board to identify opportunities and best practices for academic and vocational training workshops, curriculum, events, professionals, and resources; improve workforce across sector lines by implementing the Bay Region Workforce Development Plan 0.1 and the Workforce Innovation and Opportunity Act Local Plan for Program Years 2017 - 2020. ● Goal 3.2: Encourage the San Benito County Business Council to invite the private sector to be more engaged with the public sector to support the development and growth of educational, vocational and workforce trainings to strengthen the region’s talent and businesses. ● Goal 3.3: Support the efforts of CSUMB to implement regional innovation strategies to become an EDA University Center, including a regional commercialization center focused on accessibility for rural and underserved communities- further expanding services and programs offered in San Benito County. These strategies support local business and student innovation and entrepreneurship in the formation of new ventures with significant high growth potential in region.
● Goal 3.4: Promote Gavilan College Career Technical Education Courses:
o Accounting
o Administration of Justice
o Allied Health- Certified Medical Assistant, Certified Nursing Assistant, Home Health Aide, Licensed Vocational Nursing, Registered Nursing
o Aviation Maintenance Technology
o Business
o Marketing
o Management
o Computer Science and Information Systems
o Cosmetology and Esthetics
o Child Development and Educational Studies
o Digital Media
o Economics
o Law Enforcement
o Fire Technology
o Water Resource Management
● Goal 3.4: Align education and workforce development programs (academic and vocational) to develop and retain talented workers with the skills to meet current and future employer needs in the Bay Area/Silicon Valley and Central Coast.

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44 ● Goal 3.6: Develop an integrated middle school through post-secondary pathway system focusing on skills aligned with the needs of local employers and entrepreneurship (training on creating, running, managing small businesses).
● Goal 3.7: Identify steps to retain recent high school graduates not attending a 4-year college path, including training, internships and matching programs to connect students with employers and trades.
● Goal 3.8: Take the lead the Central Coast in science, technology, engineering, arts and math (STEAM) initiatives via connecting and/or creating educational facilities, curriculum and internship opportunities (both academic and vocational).

Objective 4: Improve Business Climate & Competitiveness – Establish Cross-Jurisdictional Partnerships Built on Trust and Authenticity to Create the Best Working Environments across Industries and to Access Financial and Intellectual Opportunities
● Goal 4.1: Ensure regional and local agencies collaborate and provide efficient and timely customer service to businesses, investors and economic development initiatives. ● Goal 4.2: Implement best practices for business retention and expansion efforts. ● The EDCSBC and partners will develop a visitation monitoring program that tracks visitation and visitor spending.
● Goal 4.3: Expand opportunities for access to capital and mentoring to businesses throughout their life cycle.
● Goal 4.4: Identify technology, work culture and quality of life aspects desired by the Gen-X & Millennial generations to retain and attract to the region.

Objective 5: Invest in Infrastructure Maintenance & Growth – Identify and Develop Resources to Improve and Increase Infrastructure Systems to Support Business Growth and Community Needs ● Goal 5.1: Repair and enhance roads and transportation infrastructure to support safe, rapid travel and promote commercial activity across all industries: local roads, regional collectors, highways, railway, air service and freight distribution. ● Goal 5.2: Improve the development of and access to housing of all types with a focus on affordable, multifamily housing at all levels- affordable by design, workforce, low-income ● Goal 5.3: Improve the development of and access to high speed internet for commercial, government, educational, residential, public and visitor-serving uses. ● Goal 5.4: Create cold storage and value-added processing alternatives for the agricultural sector to increase shelf life of products and limit the need for refrigerated distribution. ● Goal 5.5: Expand and maintain diverse, reliable and cost-effective energy sources and systems by incorporating technological advances and exploring alternative sources for generating energy.

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45 ● Goal 5.6: Continue regional water conservation and alternative water supply projects to ensure supply and healthy water quality for the Central Coast. ● Goal 5.7: Explore the options for management of wastewater treatment districts, sewer connectivity and septage containment.

Objective 6: Support Entrepreneurial Environment & Culture – Focus on Supporting the Region’s Next Generation of Businesses by Providing Support Programs Tailor-Made for the Area’s Assets and Creating the Culture and Connections for Entrepreneurs to Thrive. ● Goal 6.1: Create an innovation culture & ecosystem which provides tools and services to enhance the capacity for innovation within existing and new businesses. Strengthen connections, promoted and model the entrepreneurial ecosystem after the CSUMB and other successful incubator programs. Improve and strengthen the planning and permitting infrastructure- proactive communications via web and pre-application meetings with staff and streamlining permitting programs.
● Goal 6.2: Engage with existing entrepreneurs to determine the critical services and tools that enhance the likelihood of success for them and new entrepreneurs. Encourage their involvement with mentoring new entrepreneurs to utilize their expertise. ● Goal 6.3: Tap into existing efforts by MBEP’s efforts in this area. Assess regional innovation and entrepreneurial climate and its available resources.

Objective 7: Ensure Community Safety & Health – Build, Enhance and Adapt Existing Efforts while Exploring Opportunities to Make the Region More Effective and Resilient to Both Existing and New Disaster Risks.
● Goal 7.1: Identify and present to decision makers best practices for community safety and health as identified by regional partners, such as those referred in the Community Foundation for San Benito County San Benito County Healthy Community Initiative and Vision San Benito County. ● Goal 7.2: Encourage the design and implementation of new public safety measures, including:
fire, water, building construction, hazard mitigation plans, traffic and pedestrian safety, disease and business continuity. Improve collaboration, outsourcing and consolidation where possible. ● Goal 7.3: Inventory Public and Private Sector emergency preparedness and response ● Goal 7.4: Ensure that the Region is a local, state and national priority with a strong institutional basis for funding and implementation.
● Goal 7.5: Identify, assess and monitor disaster risks and enhance early warning. ● Goal 7.6: Use knowledge, innovation and education to build a culture of safety and resilience at all levels.
● Goal 7.7: Reduce the underlying risk factors & strengthen disaster preparedness for effective response at all levels.

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46 Objective 8: Create Economic Resiliency: Conduct a Risk Assessment and Identification to Establish Community- Based Early Warning and Prediction
● Goal 8.1: Conduct inventory analysis of current capacity to respond to economic and environmental disasters.
● Goal 8.2: Assess the ability of how each of our communities and the region can recover economically should a disaster occur. Update as necessary. ● Goal 8.3: Network with local agencies and organizations to determine current plans in effect and how economic resilience integrates with disaster planning. ● Goal 8.4: Develop preparedness at community and household levels.

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47 Chapter 6

TWELVE-MONTH ACTION PLAN
Even before the CEDS is approved by the CEDS Committee, each jurisdiction and the EDA, the EDCSBC will begin work immediately to identify resources, current efforts and talent to move the 8 goals forward for the Region. Beginning in September 2017, the EDCSBC will convene monthly. Their first task will be to create subcommittees to implement the action items. Subcommittee composition will be based on areas of interest and expertise to create maximum efficiency and to accomplish the greatest amount of work within the group. The current meeting schedule has been set and will run from September 2017 through December 2018.

As the EDCSBC and its partners make progress on the 8 objectives, they will mark accomplishments and will suggest modifications to the original plan as stated in the CEDS 5-Year Strategy. The EDCSBC will update the CEDS 5-Year Strategy annually through 2022 based on feedback and action of the Committee and its subsequent partners.

The EDCSBC acknowledges that it will take years to tackle the 8 objectives. Therefore, the CEDS Strategy Committee has identified 2 priority objectives that will be the focus for the EDCSBC and the Committee over the next 12 months, beginning September 2017:

Actions to Implement Objectives 1 & 2:
• Action 1: Expand funding for additional economic development staff or consulting services, priority projects and provide adequate staff support and coordination to oversee those expenditures. o Execute a Memorandum of Understanding with the County, cities and stakeholders for economic development to encourage formal collaboration and memorialize cooperation. Prioritize the implementation of Actions 1-5 for cooperative economic development budgeting and funding. o Support the development and submission of grant proposals to public and private entities to implement the CEDS.
o Support campaign to raise the Tourism Occupancy Tax (TOT) to the same level of surrounding jurisdictions to assist in funding economic development programs.

● Action 2: Joint Business retention/growth and attraction campaign led by the EDCSBC. Both Hollister and the County have significant affordable ready-to-occupy industrial land and buildings adjacent to the Hollister Airport. There are great potential targets just north in the Silicon Valley and in the local agriculture/food processing industry. With so much commuting north, there is also good potential to set up a telecommuting center. A joint Business Attraction effort should be separate from any revenue sharing or capital improvement planning. Components of the campaign should include:
o Exploring whether EDA and/or USDA Rural grants would fund part of this effort; o Defining targets, then recruit;
o Publishing ready-to-occupy industrial sites

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48 o Find out employer needs (e.g. business walks, surveys, consistent staff outreach); o Study employee skills and match against the local population; o Fiber/Broadband is key infrastructure. Ensure its availability and quality throughout the industrial area;
o Create attractive, content-rich marketing materials;
o Study the feasibility of a workshare, telecommuting facility

● Action 3: Nurture collaboration via sharing data, studies, resources, partnerships and relationships among partners. Identify missing information, gaps, etc. (The committee is working on this now.) We are working to lessen the work that is occurring in silos, to open up lines of communication, and establish places to share information. We do not want to duplicate any efforts that are already in motion, nor do we want to inhibit or derail any efforts/projects that are taking place – this is why this piece is so critical.
o Data Collection: MBEP is currently unveiling their data collection program for the Monterey Bay Region. MBEP has agreed to house and provide access to this data for the region. The CEDS Committee will continue to work with MBEP to utilize this information as well as continue to identify the gaps that are specific to individual communities but that will benefit the entire region. o Data Sharing. Encourage MBEP, San Jose State, California State University Monterey Bay, Community College Systems, local government and paid subscription data services to be incorporated and shared among organizations and municipalities in the region.

● Action 4: Using a team approach to work with any business with permitting and infrastructure issues, that is threatening to leave the County or is seeking to expand- better collaborating with the San Benito County Rapid Response & Layoff Aversion programs and resources to retain existing businesses and encourage them to expand. The Red Team (also called Ad hoc or SWAT Team) approach is easy, inexpensive and results-oriented. Hollister and the County should each form one. It involves compiling a list of designated representatives from all city and county departments who oversee or are gatekeepers of business activity (e.g. Planning, Building, Environmental Health, Public Works, Fire, etc.) and outside service entities such as local utilities, insurers, workforce training, the Hollister Downtown Association, etc. Depending on the company’s issues, individuals with the expertise to address them are tapped to participate as needed. Designate an expeditor or ombudsperson in each jurisdiction who will oversee the Red Teams, who can expedite meetings, and who will report directly to the County Administrator and the City Manager. o Collaborate to develop and pass a self-help countywide transportation tax. o Publish permit requirements on Web to make them transparent and consistent. Make sure staff and applicants have written policies for entitlements, permits and fees. o Helping the cities and the County understand the significance of development projects brought before them, institute a regular project Economic Impact analysis. This will identify fiscal and economic effects, including employment, property and sales taxes, and other effects. o Implement signage improvements so residents and more travelers are aware of the historic and

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49 scenic services and attractions available in Hollister, San Juan Bautista and the County- Highway 156 at San Felipe Road & Highway 25, and on US 101 at Highways 25 & 156. ● Action 5: Develop and Implement a Tourism Marketing and Promotion Plan. o Coupled with the capacity development of implementing the San Benito County General Plan Economic Development Element including the wine/hospitality combining district, develop and implement a tourism and hospitality strategy backed by a tourism marketing and promotion plan with SMART goals. Monitor to ensure bottom line impacts. o Consider Developing a Tourism Marketing District or Tourism Business Improvement District county-wide. Venues may be interested in leveraging their marketing funds through joint promotion.

Action Plan Fully Supports the County General Plan Economic Development Element
Implementing Actions # 1-5 also fully supports the EDCSBC taking the lead role in supporting San Benito County as the lead agency in the implementation of the recently adopted San Benito County 2035 General Plan Economic Development Element, and in particular the following Implementation Program goals:
o Economic Development Strategy: The EDCSBC shall prepare and periodically update an Economic Development Strategy, which shall be presented to San Benito County. The strategy shall present the Strategy for adoption by San Benito County, fulfill Federal Economic Development Administration (EDA) requirements for a Comprehensive Economic Development Strategy (CEDS) to receive grant funding. The strategy should identify industry-specific goals and actions that build on the existing agricultural economy and industries, and clearly identify how the EDCSBC will help achieve those goals.
o Economic Development Staff Resources: The EDCSBC shall allocate and finance staff resources for economic development, including appointing an Economic Development Coordinator to oversee implementation of the County’s economic development strategy. o Economic Development Marketing Program: The EDCBSC shall develop an Economic Development Marketing Program in collaboration with the County and partners including the San Benito County Chamber of Commerce and Visitors Bureau, the San Benito County Business Council, the Hollister Downtown Association, the San Juan Committee, Pinnacles Gateway Partnership and interested public and private stakeholders to prepare and adopt a comprehensive marketing program that will enhance the county’s image, support expansion of existing businesses, and encourage relocation of new businesses to the county. The marketing program should target specific economic sectors that need to be expanded, including wineries, tourism, hospitality, organic agriculture, specialty food processing, medical and health services, research and development, manufacturing, renewable energy industries, green industries, and corporate and regional headquarters. o Commercial and Industrial Sites Database: The EDCSBC shall coordinate with local real estate brokers to prepare and maintain a comprehensive database of available

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50 commercial and industrial sites within the county in order to assist potential investors and employers looking to locate in San Benito County. The database should be maintained by the EDCSBC and available online.
o Wine/Hospitality Combining District: The EDCSBC shall support San Benito County in the preparation of a Wine/Hospitality Combining District in the Zoning Ordinance to provide a means to facilitate the development of vineyards, wineries, and wine-related tourist uses such as bed and breakfasts, hotels, spas, and other guest accommodations, restaurants, delis, related retail stores, and processing facilities related to the wine industry with the goal of establishing San Benito County as a premier wine destination. o Tourist Promotion Program: The EDCSBC shall collaborate with other public and private organizations to help market and promote local tourism, eco-tourism, cultural heritage, agritourism, wine and culinary tourism, and locally-grown agricultural products. o Signage and Wayfinding Program: The EDCSBC shall coordinate with San Benito County, Caltrans, the Council of San Benito County Governments, the Cities of Hollister and San Juan Bautista, the San Benito County Chamber of Commerce and Visitors Bureau, the San Benito County Business Council, the Hollister Downtown Association, the San Benito County Winegrowers Association, and interested public and private stakeholders to implement countywide signage and wayfinding programs designed to help residents, visitors and tourists easily and efficiently find cultural, historical, recreational, commercial, and winery destinations.
o New and Existing Business Support: The EDCSBC and local partners shall identify and develop financial incentives to attract new investment and support existing local businesses, particularly small locally-owned businesses. This should include pursuing funding for entrepreneurial entities, private and venture capital funding, California Business Investment Services (CalBIS) and federal New Market Tax Credit programs. o Economic Development and Revenue Agreement: The EDCSBC shall coordinate with the County and cities of Hollister and San Juan Bautista to prepare, adopt, and maintain a memorandum of understanding (MOU) that establishes an efficient and equitable distribution of the costs of economic development to local government jurisdictions in the county.
o The EDCSBC shall collaborate with the City of Hollister to Ensure the Airport Master Plan Update Includes Opportunities to Expand New Services. The Plan will likely be in effect for 15-20 years and should accommodate plenty of potential growth in that time frame and beyond. An economic impact analysis of the existing Airport Master Plan would help establish a baseline for future growth.

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51 Chapter 7

EVALUATION FRAMEWORK
●The CEDS Strategy Committee and EDCSBC will share goals and objectives with the San Benito County Board of Supervisors, County Workforce Development Board, cities of Hollister and San Juan Bautista, local and regional partners to ensure that regional plans are complementary to create cohesive and seamless economic development and workforce development efforts. ●Since creating new jobs is a key need that will help balance the County’s economy, a metric will be developed that counts the traditional data such as job creation and investment in the industrial parks, graduation levels, and housing permits;
●The Strategy Committee will evaluate the number of meetings held between educational, vocational and industrial partners. A point of contact between these entities should be established in the first 6 months (whether that is a single individual or group of people). Results should include formal connectivity between industry and training as well as solutions to internship and curriculum development challenges.
●Industry needs and career pathways should be further refined and shared regionally to move toward further impacting educational and curriculum development. ●The Strategy Committee will evaluate the inventory completed (Actions 4, 5, & 6) and the number of data service providers assessed. By the second quarter of FY 18, a centralized data source should be identified and pilot testing should begin.

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COPY OF THE ECONOMIC DEVELOPMENT
ADMINISTRATION'S (EDA) NOTICES IN RESPONSE TO THE EDC's GRANT APPLICATION * EDA ACCEPTANCE OF EDC GRANT APPLICATION * EDA PRELIMINARY EDC GRANT APPROVED
* EDA FORMAL APPROVAL OF EDC GRANT

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From: [email protected]
Sent: Friday, January 28, 2022 4:14 PM
To: Renee Wells
Subject: GRANT13533717 Grants.gov Submission Receipt
Your application has been received by Grants.gov, and is currently being validated.

Your submission was received at Jan 28, 2022 07:14:23 PM EST Validation may take up to 2 business days. To check the status of your application please click here https://www.grants.gov/applicants/track-my-application.html?tracking_num=GRANT13533717 Type: GRANT
Grants.gov Tracking Number: GRANT13533717
We will notify you via email when your application has been validated by Grants.gov and is being prepared for Grantor agency retrieval.

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U.S. DEPARTMENT OF COMMERCE
Economic Development Administration
Jackson Federal Building, Room 1890
915 Second Avenue
Seattle, Washington 98174
206-220-7660

May 27, 2022

In reply refer to:

EDA Control No. 119440

Renee Wells
Executive Director
Economic Development Corporation of San Benito County
P.O. Box 1265
Hollister, CA 95023-3480

Dear Ms. Wells:

The Economic Development Administration (EDA) is pleased to inform you that your application has been reviewed for merit and selected for further consideration. Please note that this notification of further consideration is intended to inform you of EDA’s competitive preliminary selection of your project but does not guarantee final approval or legally bind EDA to make an award.

Subject to the availability of funds, your proposed project, estimated to cost $100,000 will be considered for $80,000 in EDA funding.

By acceptance of this letter, you agree to provide all additional information requested below, and any other additional information that may be requested subsequently. You also acknowledge that final approval and the timing of such an approval are subject to EDA's acceptance of all required information and the availability of EDA funding.

Additional Information: Please provide the following information to Jennifer Cao, Economic Development Specialist, by June 8, 2022:

• The attached Certification Regarding Federal Felony and Federal Criminal Tax Convictions, Unpaid Federal Tax Assessments and Delinquent Federal Tax Returns.

The information requested above will supplement your application and enable EDA to proceed with processing your application. Failure to meet this deadline, or the submission of incorrect or incomplete information, will jeopardize approval of your application. If you cannot meet this deadline, please advise Jennifer Cao, Economic Development Specialist, as soon as possible.

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EDA will assess the additional information provided upon receipt. EDA’s assessment of this information may determine one of the following:

1. No additional information is necessary;

2. Additional information is required, because the submission is incomplete, inaccurate, or otherwise unacceptable to EDA, and the applicant(s) must revise the submission before EDA will consider processing the application further; or

3. EDA will discontinue considering the application for funding, because the information submitted does not present a project that complies with applicable law(s), regulations or policies.

Please note that your organization must comply with EDA’s regulations for the agency’s investment programs, which are set out at 13 CFR chapter III, as well as the FY 2020 PWEAA NOFO, including CARES Act Recovery Assistance.

Final approval of an award is conditioned upon EDA’s assessment of the additional information requested, project feasibility, funding priorities, and the availability of funds for obligation.

If you have questions regarding the requested information or status of your application, please do not hesitate to contact Jennifer Cao, Economic Development Specialist, at [email protected] or 206- 276-9285.

Sincerely,

Sheba Person-Whitley
Regional Director
Seattle Regional Office

Copy: Maiea Sellers, Area Director
Shalini Bansal, Supervisory Program Manager
Malinda Matson, Economic Development Representative

Sheba Person-
Whitley
Digitally signed by
Sheba Person-Whitley
Date: 2022.05.26
17:08:45 -07'00'

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U.S. DEPARTMENT OF COMMERCE
Economic Development Administration
915 Second Avenue, Room 1890
Seattle, Washington 98174
Fax: 206.220.7669
Voice: 206.220.7660

July 12, 2022 In reply refer to:

Investment No.: 07-79-07855

Renee Wells
Executive Director
EDC of San Benito County
P.O. Box 1265
Hollister, CA 95023-3480

Dear Ms. Wells,

1. Using a certified signature through Adobe or some other software.

2. Printing the document, signing in ink, and returning a scanned copy by email.

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I share your expectations regarding the impact of this investment and look forward to working with you to meet the economic development needs of your community.

Sincerely,

Sheba Person-Whitley
Regional Director

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COPY OF REQUEST FOR PROPOSALS

FOR CONSULTING FIRM TO WORK

WITH THE E DC ON THE UPDATE OF
SAN BENITO COUNTY’S

COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY (CEDS)
FOR 2023-2028

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Contact: Renee Wells, Executive Director
440 San Benito St., Hollister CA 95023
www.edcsanbenito.org
[email protected]
415-518-7138

REQUEST FOR PROPOSALS (RFP)

To Complete the 2023-2028 Comprehensive
Economic Development Strategy (CEDS)
for San Benito County

Proposals are due by 3:00 p.m. (PST)
on April 5, 2022

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ECONOMIC
..... DEVELOPMENT
...,.. CORPORATION

OF SAN BENITO COUNTY

RFP SOLICITATION DETAILS SECTION .................................................................................. 1

1.0 INTENT ............................................................................................................................. 1

2.0 BACKGROUND ................................................................................................................ 1

3.0 CALENDAR OF EVENTS ADD FUTURE ADDENDA ...................................................... 2

4.0 EDC POINT OF CONTACT .............................................................................................. 3

5.0 SCOPE OF WORK ........................................................................................................... 3

6.0 AGREEMENT TERM ........................................................................................................ 5

7.0 LICENSING/SECURITY REQUIREMENTS ...................................................................... 5

8.0 PROPOSAL SUBMITTAL REQUIREMENTS ................................................................... 5

9.0 INSTRUCTIONS FOR SUBMITTING PROPOSAL PACKAGES ...................................... 7

10.0 SELECTION CRITERIA .................................................................................................... 8

11.0 PRICING ........................................................................................................................... 9

12.0 INSURANCE REQUIREMENTS ..................................................................................... 10

13.0 AGREEMENT AWARD ................................................................................................... 11

14.0 SEQUENTIAL AGREEMENT NEGOTIATION ................................................................ 12

15.0 AGREEMENT TO TERMS AND CONDITIONS .............................................................. 12

16.0 COLLUSION ................................................................................................................... 13

17.0 RIGHTS TO PERTINENT MATERIALS .......................................................................... 13

SIGNATURE PAGE
ATTACHMENT A—LOCAL BUSINESS DECLARATION FORM
ATTACHMENT B—REFERENCE FORM
ATTACHMENT C—PRICE SHEET / PROPOSED BUDGET

TABLE OF CONTENTS

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2.0 BACKGROUND
Figure 1

1.1 The Economic Development Corporation of San Benito County (EDC) is soliciting proposals from qualified organizations (CONTRACTORS) to update the current Comprehensive Economic Development Strategy (CEDS) for San Benito County (SBC) for the five-year period 2023-2028. The selected CONTRACTOR will:

1.1.1 Complete the 2023-2028 CEDS draft and final documents;

1.1.2 Complete any and all needed background analysis and research;

1.1.3 Coordinate the public review process including all public meetings and interviews with stakeholders;

1.1.4 Provide policy and strategy recommendations; and

1.1.5 Integrate professional economic analysis, background reports, public input, stakeholder interviews, and recommendations by the CEDS Strategy Committee into a draft updated CEDS.

1.2 This solicitation is not intended to create an exclusive service agreement. Multiple awards may be made. The County retains discretion to add qualified CONTRACTORS at any time.

SBC is located in the Coast Range
Mountains, south of San Jose and
west of the Central Valley (Figure
1) and is surrounded by Santa
Cruz and Monterey Counties to the
west, Santa Clara County to the
north, and Merced and Fresno
Counties to the east and south.

The county encompasses over
890,000 acres (about 1,391 square
miles) and is largely rural, with
over 90 percent of land use for
farming, ranching, forestry or other
public uses.

While SBC is defined as a part of the Monterey Bay Area, it is also heavily influenced by both the San Francisco Bay Area/Silicon Valley and the Central Valley. There are two incorporated cities in the County:

Hollister, which is the County seat, and San Juan Bautista, which is home to the historic Mission San Juan

RFP SOLICITATION DETAILS SECTION

1.0 INTENT

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RFP for Updated CEDS for SBC for 2023-2028 P a g e 2

Bautista, founded in 1797. There are several historic
unincorporated communities in the County including
Aromas, Paicines, Panoche, Tres Pinos, and the ghost
town of New Idria (Figure 2).

The California Employment Development Department
lists the San Benito County labor force at 31,500, with

5.7% unemployment (2020 annual averages).

Earthbound Farms is the largest private sector
employer in the County and San Benito County is the
largest public sector employer.

3.1 Issue RFP Solicitation to Potential CONTRACTORS March 14, 2022

3.2 Deadline for Written Questions from Potential

CONTRACTORS
3:00 p.m. PST
March 21, 2022

3.3 Deadline for Proposal Submittal by Potential

CONTRACTORS
3:00 p.m. PST
April 5, 2022

3.4 Estimated Notification of Selection of Potential

CONTRACTORS
April 12, 2022

3.5 Estimated Date of Agreement Between Selected
CONTACTOR and the EDC (contingent on the EDC receiving
a grant from the Economic Development Administration )

May 20, 2022
This schedule is subject to change as necessary

3.6 FUTURE ADDENDA: CONTRACTORS who receive notification of this RFP shall contact the person designated in the EDC POINT OF CONTACT herein to request to be added to the mailing list. Inclusion on the mailing list is the only way to ensure timely notification of any addenda and/or information that may be issued prior to the solicitation final submittal date.

3.0 CALENDAR OF EVENTS AND FUTURE ADDENDA
Figure 2

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SANTACLARA
San Benito
County
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4.0 EDC POINT OF CONTACT

5.0 SCOPE OF WORK

4.1 Questions and correspondence regarding this solicitation shall be directed to the EDC. The primary POINT OF CONTACT for the EDC is:

Renee Wells, Executive Director
Economic Development Corporation of San Benito County (EDC) 440 San Benito Street, Hollister, CA 95023
[email protected]
415-518-7138

4.2 All questions regarding this solicitation shall be submitted in writing (email is acceptable).

The questions will be researched and the answers will be communicated to all known interested CONTRACTORS after the deadline for receipt of questions.

4.3 The deadline for submitting written questions regarding this solicitation is indicated in the CALENDAR OF EVENTS AND FUTURE ADDENDA herein. Questions submitted after the deadline will not be answered.

4.4 Only answers to questions communicated by formal written addenda will be binding.

4.5 Prospective CONTRACTORS shall not contact EDC officers or employees with questions or suggestions regarding this solicitation except through the primary contact person listed above.

Any unauthorized contact may be considered undue pressure and cause for disqualification of the CONTRACTOR.

The SCOPE OF WORK includes, but is not limited to, the following:

CONTRACTOR shall collaborate with EDC to:

5.1 Develop and prepare an update to the Comprehensive Economic Development Strategy (CEDS) for San Benito County, in accordance with the Economic Development Administration’s (the EDA) guidelines for preparing a CEDS, which can be found on the EDA website at https://eda.gov/ceds/ .

5.1.1 Work with the EDC and the CEDS Strategy Committee (members drawn from the main economic interests of the region, including those from the private sector, public officials, community leaders, private individuals, representatives of Workforce Development boards, institutions of higher education, and minority and labor groups);

5.1.2 Use quantitative measures to assess the strengths, weaknesses, opportunities, and challenges of SBC, and identify and evaluate SBC’s economic assets, and conduct necessary reviews of existing research, strategic plan, and existing programs;

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5.1.3 Develop a regional plan of action;

5.1.4 Develop a strategy for the County’s implementation of a “regional plan of action,” and assign a lead organization and outline their responsibilities for execution of the CEDS;

5.1.5 Develop performance measures for the CEDS;

5.1.6 Develop a viable CEDS that will create a strong sense of regional cooperation and partnerships between businesses and government;

5.1.7 Identify economic development goals and objectives;

5.1.8 Analyze the regional and local economies;

5.1.9 Identify investment priorities and funding sources;

5.1.10 Conduct meetings with various officials and private and public agencies to ensure government and community input;

5.1.11 Conduct necessary reviews of existing research, strategic plans, and existing programs;

5.1.12 Develop and implement a framework for a business retention program that would include business resources, outreach, and financial assistance/incentive programs;

5.1.13 Evaluate other programs that may be applicable to the County in enhancing its business development efforts;

5.1.14 Support collaboration between small business technical assistance providers to avoid duplication of efforts and maximize existing resources;

5.1.15 Develop data-collection and reporting forms consistent with federal requirements;

5.1.16 Draft initial risk analysis and Program recommendations to establish subcommittees and/or a board; and

5.1.17 Attend subcommittee meetings, initial public hearings, and board meetings, as recommended, to present program recommendations and provide progress updates.

Other services may include, but are not limited to:

5.1.18 Evaluating the experience and capacity of partners with which the EDC may enter into agreements;

5.1.19 Assisting the EDC in determining whether proposed projects/activities meet local criteria and standards of the CEDS;

5.1.20 Documenting project activity accomplishments (i.e., jobs created, etc.); and

5.1.21 Advising on tax credit equity sources, requirements, and structuring.

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6.0 AGREEMENT TERM

7.0 LICENSING/SECURITY REQUIREMENTS

8.0 PROPOSAL SUBMITTAL REQUIREMENTS

6.1 The term of any CONTRACTOR agreement (Agreement) will be a maximum of one (1) year, with the option to extend the Agreement as requested by the EDC. Such Agreement is contingent on the EDC receiving a grant from the EDA to support the cost of preparing the CEDS. If an EDA grant is awarded to the EDC, the final CEDS document is the deliverable due to the EDA under this grant and it must be submitted to the EDA by December 31, 2022.

7.1 CONTRACTOR is to ensure that the required licenses and security requirements under both state and local jurisdictions are current and maintained during the full term of the Agreement.

8.1 CONTENT AND LAYOUT: CONTRACTORS should provide the following information as requested and as applicable to the proposed goods and services. The Proposal Package shall be organized as per the table below and headings and component numbering utilized in the Proposal Package shall be the same as those identified in the table. Proposal Packages shall include, at a minimum but not limited to, the following information in the format indicated:

Proposal Package Layout
Organization and Component Numbering
COMPONENT 1 Cover Letter (including Contact and Firm Information) Signed Signature Page and Signed Addenda (if any)
Table of Contents
COMPONENT 2 Proposed Scope of W ork
COMPONENT 3 Project Qualifications and Experience
COMPONENT 4 Attachment A—Local Business Declaration Form COMPONENT 5 Attachment B—References
COMPONENT 6 Attachment C—Pricing Sheet/Proposed Budget COMPONENT 7 Exceptions (if any)
COMPONENT 8 Appendices (if any)

8.1.1 COMPONENT 1:

8.1.1.1 Cover Letter (including Contact and Firm Information): All Proposal Packages must be accompanied by a cover letter not exceeding two pages and should include contact information and firm information, as follows:
 Contact Information: The name, title, mailing address, email address, telephone number, and fax number of CONTRACTOR’S primary contact person during the solicitation process through potential contract award.

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 Firm Information: The legal name of the firm, type of organization (e.g.; corporation or partnership, etc., including joint venture teams and subcontractors) and how many years it has been in business.

8.1.1.2 Signed Signature Page and Signed Addenda (if any): All Proposal Packages must include a signed signature page and signed addenda (if any). Those without the signed signature page will be deemed non- responsive. All signatures must be manual and in BLUE ink. All prices and notations must be typed or written in BLUE ink. Errors may be crossed out and corrections printed in ink or typed adjacent and must be initialed in BLUE ink by the person signing the proposal.

8.1.1.3 Table of Contents (including page numbers).

8.1.2 COMPONENT 2—Proposed Scope of Work: CONTRACTOR must acknowledge in writing that it meets all qualifications and requirements to meet the EDC’s needs, as follows:

8.1.2.1 Provide a detailed description of your qualifications and experience with providing economic development and housing strategic planning and services within the past three years.

8.1.2.2 Provide a brief description of the activities that are planned to assess and evaluate San Benito County’s economic development structure.

8.1.2.3 Provide a detailed budget and timeline for delivery of services, to be accomplished in the term specified in section 6.0, that meet the identified core objectives within this RFP.

8.1.3 COMPONENT 3—Project Qualifications and Experience: CONTRACTOR shall identify proposed key staff and their qualifications and experience for the services identified herein. CONTRACTOR shall also describe at least three (3) similar projects for which it provided services like those described in COMPONENT 2—Proposed Scope of Work above.

8.1.4 COMPONENT 4—Local Business Declaration Form: To declare itself a local business, CONTRACTOR should complete ATTACHMENT A. For the purpose of this declaration, the term “local business” shall mean a business or resident doing business as a CONTRACTOR in San Benito County, Monterey County, or Santa Cruz County for not less than the past three (3) consecutive years.

8.1.5 COMPONENT 5—References: CONTRACTOR shall complete ATTACHMENT B, providing a minimum of three (3) references.

8.1.6 COMPONENT 6—Pricing Sheet/Proposed Budget: CONTRACTOR shall complete ATTACHMENT C, providing a pricing sheet and proposed budget for all services.

8.1.7 COMPONENT 7—Exceptions (if any): All exceptions to this solicitation should be submitted by the CONTRACTOR through separate pages that are clearly marked at top of each page with “EXCEPTION TO EDC RFP TO UPDATE CEDS FOR SBC FOR 2023-28.” Each exception shall reference the page number and component number,

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as appropriate. CONTRACTOR should note that the submittal of an exception does not obligate the EDC to revise the terms of the RFP or Agreement.

8.1.8 COMPONENT 8—Appendices (if any): CONTRACTOR may provide any additional information that it believes to be applicable to this Proposal Package and include such information in an Appendices section.

8.2 ADDITIONAL REQUIREMENTS: To be considered “responsive,” submitted Proposal Packages shall adhere to the following:

8.2.1 Four (4) sets of the Proposal Package (one original proposal marked “Original” plus three copies) shall be submitted in response to this solicitation. Each copy shall include a cover letter indicating the company name and reference to “RFP TO UPDATE CEDS FOR SBC FOR 2023-28.” In addition, one (1) electronic version of the entire Proposal Package should be submitted via a CD, DVD, or USB memory stick. At its discretional, the EDC may request additional copies of the Proposal Package.

8.2.2 Proposals packages shall be prepared on 8-1/2” x 11” paper, preferably duplex-printed and bound with front and back covers. Fold-out charts, tables, spreadsheets, brochures, pamphlets, and other pertinent information or work product examples may be included as appendices.

8.2.3 Reproductions of the SBC seal shall not be used in any documents submitted in response to this solicitation.

8.2.4 CONTRACTOR shall not use white-out or a similar correction product to make late changes to their Proposal Package but may, instead, line out and initial in BLUE ink any item which is no longer applicable or accurate.

8.2.5 To validate a Proposal Package, CONTRACTOS shall submit a signed Signature Page (contained herein) with each Proposal Package. Proposal Packages submitted without that page will be deemed non-responsive. All signatures must be manual, in BLUE ink, and included with the original copy of the Proposal Package. Photocopies of the Signature Page may be inserted into the remaining copies of the Proposal Packages. All prices and notations must be typed or written in BLUE ink in the original proposal copy as well. Errors may be crossed out and corrections printed in BLUE ink or typed adjacent and must be initialed in BLUE ink by the person signing the Signature Page.

8.3 CONFIDENTIAL OR PROPRIETARY CONTENT: Any page of the Proposal Package that is deemed by CONTRACTOR to be a trade secret by the CONTRACTOR shall be clearly marked “CONFIDENTIAL INFORMATION” or “PROPRIETARY INFORMATION” at the top of the page. CONTRACTOR acknowledges that any other method of marking documents as proprietary will be assumed to be residual and will be disregarded.

9.1 Submittal Identification Requirements: All submitted Proposal Packages mailed or delivered must be sealed and bear on the outside, prominently displayed in the lower left corner: RFP FOR CEDS UPDATE FOR 2023-2028 and CONTRACTOR’S COMPANY NAME.

9.0 INSTRUCTIONS FOR SUBMITTING PROPOSAL PACKAGES

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9.2 Mailing Address: Proposal Packages shall be mailed to the EDC at the mailing address indicated on the Signature Page of this solicitation, or delivered in person to EDC Contact Person.

9.3 Due Date: Proposal Packages must be received by the EDC ON OR BEFORE the time and date specified, at the location and to the person specified on the Signature Page of this solicitation. It is the sole responsibility of the CONTRACTOR to ensure that the Proposal Packages are received at or before the specified time. Postmarks and facsimiles are not acceptable. Proposal Packages received after the deadline shall be rejected and returned unopened.

9.4 Shipping Costs: All costs to transmit and otherwise deliver responses to this RFP shall be borne by CONTRACTOR.

9.5 Acceptance: Proposal Packages are subject to acceptance at any time within 90 days after opening. EDC reserves the right to reject all Proposal Packages, or part of any Proposal Package, to postpone the scheduled deadline date(s), to make an award in its own best interest, and to waive any informalities or technicalities that do not significantly affect or alter the substance of an otherwise responsible Proposal Package and that would not affect a CONTRACTOR’S ability to perform the work adequately as specified.

9.6 Ownership: All submittals in response to this solicitation become the property of the EDC. If a CONTRACTOR does not wish to submit a Proposal Package, but wishes to acknowledge the receipt of the request, the reply envelope should be marked “No Bid”.

9.7 Compliance: Proposal packages that do not follow the format, content, and submittal requirements as described herein, or fail to provide the required documentation, may receive lower evaluation scores or be deemed non-responsive.

9.8 CAL-OSHA: The items proposed shall conform to all applicable requirements of the California Occupational Safety and Health Administration Act of 1973 (CAL-OSHA).

10.1 The selection of CONTRACTOR and subsequent contractual Agreement will be based on the following Selection Scoring Criteria, as demonstrated in the submitted Proposal Package.

CONTRACTOR should submit information sufficient for the EDC to easily evaluate proposals with respect to the selection criteria. The absence of required information may cause the Proposal Package to be deemed non-responsive and may be cause for rejection.

An Agreement will not be based on cost alone.

SELECTION SCORING CRITERIA
MAX.

POSSIBLE
SCORE
Demonstrated ability to collaborate with the EDC Executive Director, and staff, and key stakeholders including local business groups, and our government partners 10

10.0 SELECTION CRITERIA

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SELECTION SCORING CRITERIA
MAX.

POSSIBLE
SCORE
Demonstrated ability and knowledge on housing and economic development principles and policies. 25
Demonstrated level of qualifications, experience, and
professionalism for the CONTRACTOR firm, its principals, project management team, and key staff assigned to the
project. Project Manager with a minimum of three years (3) prior experience and demonstrated level of professional and technical expertise and proven record in the
preparation of economic development strategies, including the successful preparation and adoption of a CEDS
document for other jurisdictions, and planning experience. 25 Demonstrated level of multi-disciplinary experience on the project team, and economic analysis experience and services. 10 Demonstrated adherence to, and ability to stay on task, schedule, and budget (5 points). Demonstrated management and financial capacity to effectively and efficiently deliver the proposed activities and deliveries (5 points) 10
Proposal is expected to provide overall value for proposed services relative to the level of creativity and innovation in the approach to the project. 15
Local Business Declaration 5
Total Score: 100

11.1 CONTRACTOR will complete ATTACHMENT C– PRICE SHEET/PROPOSED BUDGET for the provision of services as outlined within this RFP.

11.2 CONTRACTOR prices stated in ATTACHMENT C–PRICE SHEET/PROPOSED BUDGET shall be effective from the date the proposal is submitted to the day an Agreement is awarded and through the initial term of the Agreement.

11.3 Invoicing by CONTRACTOR will clearly itemize, but is not limited to, the following:

11.3.1 Description of services provided to and by whom;

11.3.2 Dates of services provided; and

11.3.3 Cost of services provided.

11.4 Proposal Packages should include any early discounts and/or incentives offered to the EDC.

11.0 PRICING

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12.0 INSURANCE REQUIREMENTS

12.1 Evidence of Coverage:

12.1.1 Prior to commencement of an Agreement, CONTRACTOR shall provide a “Certificate of Insurance” certifying that coverage as required herein has been obtained. Individual endorsements executed by the insurance carrier shall accompany the certificate. In addition, upon request, CONTRACTOR shall provide a certified copy of the policy or policies.

12.1.2 This verification of coverage shall be sent to the EDC POINT OF CONTACT.

CONTRACTOR shall not receive a “Notice to Proceed” with the work under an Agreement until it has obtained all insurance required, and such insurance has been approved by the EDC. This approval of insurance shall neither relieve nor decrease the liability of CONTRACTOR.

12.2 Qualifying Insurers: All coverage, except surety, shall be issued by companies which hold a current policy holder’s alphabetic and financial size category rating of not less than A - VII, according to the current Best’s Key Rating Guide or a company of equal financial stability that is approved by the EDC POINT OF CONTACT.

12.3 Insurance Coverage Requirements: Without limiting CONTRACTOR’S duty to indemnify, CONTRACTOR shall maintain in effect throughout the term of an Agreement a policy or policies of insurance with the following minimum limits of liability:

12.3.1 Commercial General Liability Insurance, including but not limited to premises and operations, including coverage for Bodily Injury and Property Damage, Personal Injury, Contractual Liability, Broad form Property Damage, Independent Contractors, Products and Completed Operations, with a combined single limit for Bodily Injury and Property Damage of not less than $1,000,000 per occurrence.

12.3.2 Business Automobile Liability Insurance, covering all motor vehicles, including owned, leased, non-owned, and hired vehicles, used in providing services under an Agreement, with a combined single limit for Bodily Injury and Property Damage of not less than $1,000,000 per occurrence.

12.3.3 Workers’ Compensation Insurance , if CONTRACTOR employs others in the performance of an Agreement, in accordance with California Labor Code section 3700 and with Employer’s Liability limits not less than $1,000,000 each person, $1,000,000 each accident and $1,000,000 each disease.

12.3.4 Professional Liability Insurance, if required for the professional services being provided, (e.g., those persons authorized by a license to engage in a business or profession regulated by the California Business and Professions Code), in the amount of not less than $1,000,000 per claim and $2,000,000 in the aggregate, to cover liability for malpractice or errors or omissions made while rendering professional services. If professional liability insurance is written on a “claims made” basis rather than an occurrence basis, CONTRACTOR shall, upon the expiration or earlier termination of an Agreement, obtain extended reporting coverage (“tail coverage”) with the same liability limits. Any such tail coverage shall continue for at least three (3) years following the expiration or earlier termination of an Agreement.

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13.0 AGREEMENT AWARD

12.4 Other Insurance Requirements: All insurance required by an Agreement shall be with a company acceptable to County and issued and executed by an admitted insurer authorized to transact Insurance business in the State of California. Unless otherwise specified by an Agreement, all such insurance shall be written on an occurrence basis, or, if the policy is not written on an occurrence basis, such policy with the coverage required herein shall continue in effect for a period of three (3) years following the date CONTRACTOR completes its performance of services under an Agreement.

12.4.1 Each liability policy shall provide that the EDC shall be given notice in writing at least thirty (30) days in advance of any endorsed reduction in coverage or limit, cancellation, or intended non-renewal thereof. Each policy shall provide coverage for

CONTRACTOR and additional insureds with respect to claims arising from each subcontractor, if any, performing work under an Agreement, or be accompanied by a certificate of insurance from each subcontractor showing each subcontractor has identical insurance coverage to the above requirements.

12.4.2 Commercial general liability and automobile liability policies shall provide an endorsement naming the EDC, its officers, agents, and employees as Additional Insureds with respect to liability arising out of the CONTRACTOR’S work, including ongoing and completed operations, and shall further provide that such insurance is primary insurance to any insurance or self-insurance maintained by the EDC and that the insurance of the Additional Insureds shall not be called upon to contribute to a loss covered by the CONTRACTOR’S insurance. The required endorsement form for Commercial General Liability Additional Insured is ISO Form CG 20 10 11-85 or CG 20 10 10 01 in tandem with CG 20 37 10 01 (2000). The required endorsement form for Automobile Additional Insured endorsement is ISO Form CA 20 48 02 99.

12.4.3 Prior to the execution of an Agreement by the EDC, CONTRACTOR shall file certificates of insurance with the EDC’s POINT OF CONTACT, showing that CONTRACTOR has in effect the insurance required by an Agreement. CONTRACTOR shall file a new or amended certificate of insurance within five (5) calendar days after any change is made in any insurance policy, which would alter the information on the certificate then on file. Acceptance or approval of insurance shall in no way modify or change the indemnification clause in an Agreement, which shall continue in full force and effect.

12.4.4 CONTRACTOR shall always, during the term of an Agreement, maintain in force the insurance coverage required under an Agreement and shall send, without demand by the EDC, annual certificates to the EDC POINT OF CONTACT. If the certificate is not received by the expiration date, the EDC shall notify CONTRACTOR and CONTRACTOR shall have five (5) calendar days to send in the certificate, evidencing no lapse in coverage during the interim. Failure by CONTRACTOR to maintain such insurance is a default of an Agreement, which entitles the EDC, at its sole discretion, to terminate an Agreement immediately.

13.1 No Guaranteed Award or Value: The EDC does not guarantee that an Agreement will be awarded, and any award resulting from this solicitation is contingent on t he EDC receiving an

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14.0 SEQUENTIAL CONTRACT NEGOTIATION

15.0 AGREEMENT TO TERMS AND CONDITIONS

EDA grant to support the cost of updating the County’s CEDS. In addition, the EDC does not guarantee a minimum or maximum dollar value for Agreements awarded under this solicitation.

13.2 EDC Board: Any Agreement made from this solicitation may be subject to approval by the EDC Board.

13.3 Interviews: The EDC will conduct interviews with selected CONTRACTORS before any contract Agreement. The costs of attending any interview are the CONTRACTOR’S responsibility.

13.4 Incurred Costs: The EDC is not liable for any costs incurred by CONTRACTOR in response to this solicitation.

13.5 Notification: All CONTRACTORS who have submitted a Proposal Package will be notified of the final decision as soon as it has been determined.

13.6 In the EDC’s Best Interest: Any Agreement resulting from this solicitation will be made to the CONTRACTOR that submits a response that, in the sole opinion of the EDC, best serves the overall interest of the EDC and San Benito County.

14.1 The EDC will pursue negotiations with the CONTRACTOR who submits the best Proposal Package or is deemed the most qualified in the sole opinion of the EDC, and which is in accordance with the criteria as described within this solicitation. If the contract negotiations are unsuccessful, in the opinion of either the EDC or the CONTRACTOR, the EDC may pursue contract negotiations with the entity that submitted a Proposal Package which the EDC deems to be the next best qualified to provide the services, or the EDC may issue a new solicitation or take any other action which it deems to be in its best interest.

15.1 The CONTRACTOR selected through the solicitation process will be expected to execute a formal binding Agreement with the EDC for the provision of the requested service subsequent to negotiation of terms and conditions. The Agreement shall be written by the EDC in a standard format approved by the EDC Board and/or Counsel. Submission of a signed Proposal Package and the SIGNATURE PAGE will be interpreted to be an offer by Contractor in agreement to all the terms and conditions set forth in the pages of this solicitation, but shall not be deemed a final and binding contract with the EDC to perform the work described herein. The EDC may include language in an Agreement, but is not required to consider such, from the CONTRACTOR’S EXCEPTIONS section included in a Proposal Package.

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16.0 COLLUSION

17.0 RIGHTS TO PERTINENT MATERIALS

16.1 The CONTRACTOR shall not conspire, attempt to conspire, or commit any other act of collusion with any other interested party for the purpose of secretly, or otherwise, establishing an understanding regarding rates or conditions to the solicitation that would bring about any unfair conditions.

17.1 All responses, inquiries, and correspondence related to this solicitation and all reports, charts, displays, schedules, exhibits, and other documentation produced by the CONTRACTOR that are submitted as part of the submittal will become the property of the EDC when received by the EDC and may be considered public information under applicable law. Any proprietary information in the submittal must be identified as such and marked “CONFIDENTIAL INFORMATION” or “PROPRIETARY INFORMATION”, in strict conformity with the specific requirements set forth in section 8.3 above. The EDC will not disclose proprietary information to the public, unless required by law; however, the EDC cannot guarantee that such information will be held confidential.

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CONTRACTORS MUST COMPLETE THE FOLLOWING TO VALIDATE PROPOSAL PACKAGES:

I hereby agree to furnish the articles and/or services stipulated in my Proposal Package at the price quoted, subject to the instructions and conditions in the RFP package. I further attest that I am an official officer representing my firm and authorized with signatory authority to present this Proposal Package.

Company Name: __________________________________________________________________________

Primary Contact Person: ____________________________________________________________________

Company Address:

City: State: Zip:

Phone: ( ) Fax: ( ) _____________________________________

Email: ______________________________________

License No. (If applicable): License Classification (If applicable):

Primary Contact Person Signature: _____________________________________________________________

Date Signed: ________________________________________

QUESTIONS ABOUT THIS RFP SHOULD BE DIRECTED TO:

Renee Wells, Executive Director
Economic Development Corporation of San Benito County
440 San Benito Street, Hollister, CA 95023
Phone: 415-518-7138
Email: [email protected]

RFP TITLE: CEDS UPDATE 2023-28

PROPOSAL PACKAGES MUST INCLUDE THE FOLLOWING FOR EACH SUBMITTED PROPOSAL PACKAGE (1 original plus 3 copies):

ALL REQUIRED CONTENT AS DEFINED PER SECTION 8.0—PROPOSAL PACKAGE REQUIREMENTS

OF THE RFP

CHECK HERE IF YOU HAVE ANY EXCEPTIONS TO THS SOLITICATION

SIGNATURE PAGE
This Signature Page must be completed, signed, and returned with all Proposal Packages submitted under the CEDS UPDATE 2022-27.

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[
□
□

ECONOMIC

DEVELOPMENT

CORPORATION
0 F SArf BEN llO COUNTY
I

The EDC shall not be responsible or required to verify the accuracy or any such certifications, and shall have sole discretion to determine if a bidder meets the definition of “local business” as provided herein. Any business which falsely claims a preference pursuant to “Local Preference” definition as stated shall be ineligible to bid on EDC contracts for a period of three (3) years from the date of discovery of the false certification(s).

Any business eligible for the local preference who desires to have the preference applied during the award selection process shall return this completed Local Business Preference Declaration Form with its Proposal Package. Upon request, bidder agrees to provide additional information to substantiate this certification.

Select that which is applicable to your business entity (at least one) for your business to be considered “local”:

Entity owns, leases, rents or otherwise occupies a fixed office or other commercial building, or portion thereof, having a street address within San Benito County (SBC). Entity possesses a valid and verifiable business license, if required, issued by a city within SBC.

Entity employs at least one full-time employee within SBC, or if the business has no employees, the business shall be at least fifty percent (50%) owned by one or more persons whose primary residence(s) is located within SBC.

Entity has been in existence, in its current name, within SBC for at least two (2) years prior to the issuance of either an RFP or request for qualifications or request for quotations for the EDC; and/or
Entity is a newly established business which is owned by an individual(s) formerly employed by a local business for at least two (2) years.

Note: If applicable, the entity must possess a valid resale license from the State Franchise Tax Board showing its local address within SBC and evidencing that payment of the local share of the sales tax goes to a city within SBC.

On behalf of my business entity, I certify under penalty of perjury that I have both read and confirm that my business entity meets the requirements as outlined above.

Legal Name of Business (and DBA, if any): ______________________________________________ Address: _________________________________________________________________________ City: ___________________________ State: _______ Zip Code: ___________________________

Signature of Authorized Representative: ________________________________________________ Title of Authorized Representative: ____________________________________________________ Date: _____________ Phone: (____)_____________ Email: ________________________________

This form must be submitted within a bidder’s Proposal Package in order for the EDC to apply the applicable local preference.

END OF ATTACHMENT A

ATTACHMENT A

LOCAL BUSINESS PREFERENCE DECLARATION FORM

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□
□
□

Provide at least three (3) business references for whom you have recently provided similar services (preferably California State or local government agencies). Be sure to include addresses and phone numbers.

Failure to provide a list of at least three (3) references may be cause for rejection of the Solicitation.

END OF ATTACHMENT B

Reference Name: City:

Contact Phone No.: _____________________
Dates Serviced:

Service Provided:

Reference Name

Contact Phone No.: _____________________
Dates Serviced:

Service Provided:

Reference Name: City:

Contact Phone No.: _____________________
Dates Serviced:

Service Provided:

Reference Name:

City:

Contact Phone No.: _____________________
Dates Serviced:

Service Provided:

Reference Name: City:

Contact Phone No.: _____________________
Dates Serviced:

Service Provided:

ATTACHMENT B

REFERENCE FORM

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Please insert your price sheet and proposed budget here.

END OF ATTACHMENT C

ATTACHMENT C

PRICE SHEET / PROPOSED BUDGET

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(THIS PAGE INTENTIONALLY LEFT BLANK)

END RFP for CEDS Update 2023-28

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COPY OF THE WINNING PROPOSAL

FROM THE CONSULTING FIRM

SELECTED TO WORK WITH THE EDC

ON THE UPDATE OF SAN BENITO
COUNTY’S COMPREHENSIVE

ECONOMIC DEVELOPMENT
STRATEGY (CEDS) FOR 2023-2028

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Prepared by
04/05/2022

ECONOMIC

DEVELOPMENT

CORPORATION

OF SAN BENITO COUNTY
Wahlstrpm
diAssoczates
In Association with
MJC
Marie Jones Consulting

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SIGNATURE PAGE
This Signature Page must be completed, signed, and returned with all Proposal Packages submitted under the CEDS UPDATE 2022-27. or ~AH ecrmo count
RFP TITLE: CEDS UPDATE 2023-28
QUESTIONS ABOUT THIS RFP SHOULD BE DIRECTED TO:

Renee Wells, Executive Director
Economic Development Corporation of San Benito County
440 San Benito Street, Hollister, CA 95023
Phone: 415-518-7138
Email : [email protected]

PROPOSAL PACKAGES MUST INCLUDE THE FOLLOWING FOR EACH SUBMITTED PROPOSAL PACKAGE (1 original plus 3 copies):
~ ALL REQUIRED CONTENT AS DEFINED PER SECTION 8.(bPROPOSAL PACKAGE REQUIREMENTS ~ OFTHERFP □ CHECK HERE IF YOU HAVE ANY EXCEPTIONS TO THS SOLITICATION CONTRACTORS MUST COMPLETE THE FOLLOWING TO VALIDATE PROPOSAL PACKAGES:

I hereby agree to furnish the article s and/or services stipulated in my Proposal Package at the price quoted, subject to the instructions and conditions i n the RFP package. I further attest that I am an official officer representing my firm and authorized with signatoryauthority to present thi s Proposal Package.

Company Name: vJ ~ H G\T (LoM Cf-AS f c) LI A1 [)
Primary Contact Person : D [f H fAJ uJ~ ~I L-S1 !LDM
Company Address : \ 1 q \ J Ol.A/J O Ave_ , ~ f_ IL/
City: 'P:,ep... '(..e__ L e.y State: ( A Zip :___.,q --'~'--7_0_7 ___ _ Phone:(SlO ) &BL!, 61-S"; Fax:( ) __________ _
Email : JWAH LS1t0f'V' (ff l,D c/;LELorJo/v,.L~ 6~ovf. Ult/I License No. (If applicable): _________ License Classification (If applicable): _____ _ Primary Conta ct Perso n Si~na/t re : __ 2_._w __ ~_t ....:../..:..rl,~M--=-11'--_________________ _ Date Signed : ~/~I _ 1.---l---

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Wahlstrom dAssoczates Tel SI 0.684.6253
Fax SI 0.898.1778
2140 Shattuck Avenue, #2239
Berkeley. CA 94704
www .localec onomicgroup.com
Mar ch 31, 2022
Renee Wells, Executive Director
Economic Development Corporation of San Benito Co unty (EDC ) 440 San Benito Street
Hollister, Ca. 95023
SUBJECT: PROPOSAL TO PREPARE A FIVE-YEAR COMPREHENSIVE
ECONOMIC DEVELOPMENT STRATEGY (CEDS) 2023 TO 2028
Dear Renee,
En closed is ou r proposal to prepare a Comprehensive Economic Development Stra t egy (CEDS) that will cove r all loca l government jurisdictions within San Be nito Cou nty. Our sched ule proposes to co mplete a final report at a fixed fee cost not to exceed $58,800 and deliver the rep ort within five-months from t he project start up date. If selected my firm w ill enter i nto a fixed fee contract with the EDC and Marie Jones (MJC) w ill be ou r subconsu ltant. Th e p r oposal clearly d esc r ibes the roles and responsibilities of each firm along with our individ ua l levels of effor t .

I have been engaged in the economic development co nsulting business for 30+ yea r s. Af ter previously sta rting and m ana ging another co nsu lting firm Wahlstrom & Associates (W&A) was established i n 2007. During this time I have completed ne arly 200 cons u lt i ng assignments in California an d 15 other states, mostly in the western US. My po rtfolio of work includes the preparation of economic development strategies for large regions, co u nt ies, cities and or neighborhoods. Below is a list of four key projects that are relevant to this proposal. •
•
•
•
Th e San Bernardino County Five-Year CEDS was completed i n 2017 and we have co ntinued the working r elationship by preparing an nual CEDS updates for 2018, 2019, 2020 and 2021.

The Fresno County Five-Yea r CEDS was completed in collabo r ation with another firm (Strategy One). This involved a lot of process wo rk with communities and the CEDS Strategy Committee.

More recently, I wo rke d with the Santa Ynez Ban d of Mission Indians (near Solvang) and just finished completing the 2021 annual CED S update.

Back in 2016 I was a member of the CALED Project LEAP team (Local Ec onomi c Assistance Program) th at delivered economic development adviso ry services to the EDC, San Benito County and the two ci t ies. My work on that team foc used on strengthe ning the tourism cluster in th e City of San Juan Bautista .

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Wahlstrom
&Associates

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Hollister City CouncilAugust 1, 2022

Hollister City Council
August 1, 2022