CITY OF NAPA COUNCIL PRESENTATION 1.18.22
ATTACHMENT 2
Why an Action Plan?
Attract – Retain – Grow
Manufacturing, Maker, Arts & Creative Sectors
• Economic diversity
• Industry growth potential
• Claim a larger share of regional tourism dollars
• Local and living wage jobs
ATTACHMENT 2
Why an Action Plan?
Creating “space for innovation”
Tested a mixed-use creative space campus concept
Findings: Strong Potential
Next Step: Market Study
manufacturing/production space Creative workforce live/work Creative work/studio space Shared space
Space Needs Identified:
ATTACHMENT 2
ATTACHMENT 2
Artspace and PlaceMade Introduction
U.S. Economic Development Administration (EDA) funding support to bring back:
Artspace: National nonprofit real estate developer
and consultant with a mission to create, foster, and
preserve affordable and sustainable space for artists
and arts organizations. Project Team: Teri Deaver, VP and Aneesha Marwah, Director, Consulting
Placemade: The Bay area’s non-profit industrial real
estate development corporation with a mission to
sustain and grow manufacturing jobs for residents of
urban communities by creating more industrial real
estate that is functional, accessible, and affordable.
Project Team: Gina Falsetto, Johnny Jaramillo, Ex. Director ATTACHMENT 2
The Make To Manufacture Continuum
ATTACHMENT 2
Over 300 community participants
• Advisory Team
12 cross-sector leaders
• Community Input
26 in-depth Interviews
4 focus groups
Site visit & “office hours”
• Space Needs Survey
207 respondents
Action Plan Methodology
Community Engagement
April – October 2021
ATTACHMENT 2
Action Plan Methodology
Landscape Review
179
● 8 Ecosystems
● Creative Assets
● SWOT
● Needs Survey
“..expansive breadth and
network of creative spaces..”
ATTACHMENT 2
Action Plan Methodology
Emerging Themes SWOT
• Hispanic/Latinx(o/a) community
underrepresented
• Napa brand and reputation is a significant asset
• Lack of a centralized information clearinghouse
and network
• Economic development power of the
creative/manufacturing sector is
underleveraged
• Napa County’s highly regulated land is a
hindrance, but offers Napa an opportunity
• Emerging entrepreneurial and maker
movement pushing boundaries & needs
flexibility
• High cost and scarcity of housing, commercial
and industrial space
• Lack of access to capital and financial resources
• Need to strengthen connections to other Bay
Area creative and manufacturing assets
ATTACHMENT 2
207 Respondents
• 84% interested in some type of creative space
• 77% (160) are city of Napa residents
• 77% (160) rent/own workspace or base their
business or create in the city of Napa &
• 42% (67) of them have considered leaving
Top Reasons?
Cost of commercial/workspace is too high
Cost of housing is too high
No suitable commercial/workspace available
ATTACHMENT 2
207 Respondents
84% Need space
77% rent/own workspace or have
base their business/create in the
city of Napa
32% (66) Housing
38% (79) Workspace
48% (100) Shared,
Specialized
Workspace
59% of households qualify for low to moderate income housing @ or below 80% AMI 86% considered moving, but 97% would stay for housing
67% non-arts/maker related workforce as well
49% of those who create or own a business in Napa considered leaving; 96% of them would stay for workspace
37% hire employees (FT, PT Short-term)
Affordable Space and Support Needs
Exhibition/presentation spaces
Studio/non-industrial spaces…..and MORE
Support needed to grow
portfolios, creative/maker work
and business in the city of Napa.
(All respondents)
• Develop a “made local” brand to enhance marketing and sales • Foster networking opportunities for artists/creatives and maker/manufacturing businesses
• Increase grant funding
• Make business support technical assistance available (e.g., business planning, legal, marketing, website)
• Reduce fees and taxes (city/county)
• Provide real estate technical assistance (e.g., buying/leasing, space planning, and budgeting for new space)
ATTACHMENT 2
Market Study Findings &
Recommendations
New space will help:
• Retain local makers/artists/creatives & their businesses • Retain jobs in the city of Napa
• Live/work housing will improve workforce ecosystem
Ongoing Engagement
• 82% want Make It In Napa updates
• Continue regional outreach & deepen
connection to Latinx(o/a) and BIPOC
18 – 26 housing units (conservatively)
1 & 2 bedrooms (66%)
$1,000 - $2,300/mo. (65%)
Walkable/bikeable location….and more preferences
Up to 59 workspaces
1-year lease or longer
$500/mo. ($1.00 sf) gross or less
500 sf average (variety of needs) ….and more, design, amenity, zoning considerations Prioritize exhibition/presentation & studio, non-industrial spaces Membership, hourly, weekly daily rentals….and more spaces, equipment and considerations ATTACHMENT 2
The Action Plan
Recommendations: 3 guiding principles and key components Components:
• 8 Action Steps
Short-term (6 mo. – 1 year)
Mid-term (1 – 2 years)
Longer-term (2 – 5 years)
• Implementation Tactics
• Case Studies
1 3
2 ATTACHMENT 2
ATTACHMENT 2
1. Form a Steering Committee
to Continue the Make it in Napa Initiative
• Local champions
• Advisory & working group
• Shared expertise &
network connections
• Implementation support
• Deepening engagement
Case Study Example:
Mayor’s Maker Council in
Knoxville TN, a “Maker City”
ATTACHMENT 2
2. Improve Communications and Raise Visibility
of the Creative Sector
• Name the initiative
• Connect artists/makers/manufacturers
• Web & brand visibility
• Searchable directory
• Educational institution partnerships
• Hosted conversations & workspace visits
Case Study Example:
City of Santa Rosa’s “Out There” campaign
707 Embroidery Zone
ATTACHMENT 2
3. Enhance City Infrastructure and Policies
to Support the Make it in Napa Initiative
• Update business license database
• Include “makers & creatives” in
arts/cultural messaging
• City staff maker/manufacturer “liaison”
• Criteria that identifies maker-friendly
developments & businesses
• Industrial zoned-land protections
Case Study Example
Self-storage restrictions City of Sonoma
ATTACHMENT 2
4. Adopt Incentives
that Leverage Investment and Advance Opportunities
• Make doing business in the city easier
• Reduced fees for local maker/artist
included events
• Encourage new space with the “percent
for art” ordinance
• Certify exemplary maker/artist-space
developments
Case Study Example:
Urban Art Program, Glendale CA
Source: Lighted Arts Festival 2019 Impact Report
ATTACHMENT 2
5. Create New, Affordable Space Opportunities
• Share market study findings
• Leverage existing spaces
• Identify potential
spaces/properties
• Advance a mixed-use facility
• Pilot new projects
Case Study Examples:
Tannery Arts Center, Santa Cruz, CA
& The Innovation Hub in North
Little Rock, AR
NapaRio on Water Street
The Sawyer Tannery
ATTACHMENT 2
6. Explore Funding and Partner Opportunities
• Leverage existing
programs
• Public/private partnerships
• ARPA funds
• Attract a CDFI
Case Study Example:
Outdoor Refreshment Area,
Fayetteville, AR
Feast It Forward
ATTACHMENT 2
7. Establish a Maker-Focused District
• City designated geographic area(s)
• Increases tourism/visibility
• Retain creatives
• CA Cultural District Certification
potential
• A focus for development
Case Study Example:
Certified Creative District, Ridgway, CO
ATTACHMENT 2
8. Strengthen Regional Connections
• Collaborate to address regional issues
• Expand space opportunities in the
County’s land at the airport
• “Business Retention Visits” with County
• Form a BAUM-member working group
Case Study Example:
Joint Powers Authority between City of Santa
Rosa & Sonoma County
ATTACHMENT 2
QUESTIONS FOR US?
ATTACHMENT 2