1 SUBMITTED:
September 2, 2026
PREPARED FOR:
Alejandro Gutierrez Chavez
Executive Director
Arts Connection: Arts Council of San Bernardino County
468 West 5th Street
San Bernardino, CA 92401
City of San Bernardino
Creative Economy Study
PROPOSAL
2 TABLE OF
CONTENTS
Cover Letter 1
Firm Profile 3
Project Understanding 5
Scope of Work 7
Project Timeline 13
Consulting Team 14
Pricing 19
AUTHORIZED CONTACT INFORMATION
CVL Economics Uday Ram
Federal EIN: 87-122827 Founding Partner
Principal Place of Business: Office Phone: (310) 547-7740 8306 Kirkwood Drive Mobile Phone: (646) 479-1497
Los Angeles, CA 90046 Email: [email protected]
This proposal is the property of CVL Economics LLC and contains confidential and proprietary information. It is submitted solely for proposal evaluation purposes and should not be duplicated, used, disclosed, or released to any third party, in whole or in part, for any other purpose without the prior written consent of CVL Economics LLC. To the extent a recipient is subject to the California Public Records Act or similar di sclosure requirements, CVL Economics requests notice before any disclosure so that it may seek protection for confidential and proprietary content . If a contract results from this proposal, each party's rights in the information exchanged will be governed by the terms of that agreement. This proposal is contingent on the parties reaching mutually agreeable terms and conditions and on acceptance of any limitations described herein.
1 September 2, 2026
Alejandro Gutierrez Chavez
Executive Director
Arts Connection: Arts Council of San Bernardino County
468 West 5
th Street
San Bernardino, CA 92401
Dear Alejandro:
On behalf of CVL Economics, I am pleased to submit this proposal to support Arts Connection and your partners in advancing a stronger case for investment in San Bernardino’s creative economy. San Bernardino has spent years building the civic and community foundation necessary for a serious conversation about cultural investment. Through the efforts of Arts Connection, the Garcia Center, the San Bernardino Arts Collaborative, Just SB Collaborative and many others, arts and culture have emerged as a recognized community priority. Today, the question facing local leaders is not whether arts and culture matter, but how those assets can be leveraged to support downtown revitalization, strengthen community identity, and expand economic opportunity.
Our role is to provide an objective foundation for those decisions. Through rigorous analysis of San Bernardino’s creative economy, the E Street corridor, and a range of potential funding and governance mechanisms, we will identify opportunities, constraints, and practical pathways forward. The result will be a roadmap that helps decision-makers evaluate options and equips community leaders with a shared evidence base for future action. This work builds directly on CVL Economics’ experience supporting arts, culture, and creative economy initiatives across California. Our team brings expertise in creative economy research, public finance, economic development strategy, and place-based revitalization, along with a deep understanding of the opportunities and constraints facing California communities.
Thank you for the opportunity to submit this proposal. We would welcome the opportunity to partner with Arts Connection on this important effort. If you have any questions regarding our approach, scope, or qualifications, please feel free to contact me at [email protected] or (646) 479-1497.
Sincerely,
Uday Ram
2 Founding Partner
3 FIRM PROFILE
CVL Economics is a Los Angeles-based economic consulting firm that takes a data-driven, human-centric approach to equitable development and sustainable growth. Founded in 2021, we partner with communities, municipalities, organizations, and institutions to address today’s most complex challenges and to foster bold action that creates lasting impact.
Our team of economists, statisticians, data scientists, planners, and policy analysts draws on the latest methods in data and behavioral science to deliver insights that are both rigorous and practical.
This multidisciplinary approach ensures that decisionmakers are equipped with the tools to expand opportunity, strengthen resilience, and improve wellbeing across diverse communities. Framed through our creative economy lens, we focus on five interrelated practice areas that demonstrate how creativity, culture, and talent intersect with all parts of the economy. By emphasizing the capacities that drive innovation and growth, these areas provide a framework for advancing strategies that are both inclusive and future-oriented:
ARTS & CULTURE
Strengthening the creative backbone of
communities by supporting institutions
and cultural infrastructure that foster
identity, participation, and growth.
MEDIA & ENTERTAINMENT
Designing strategies and policies that
balance industry innovation, workforce
needs, and equitable community benefits
across film, television, music, gaming, and
related sectors
TALENT INNOVATION
Helping partners develop, attract, and
retain diverse talent while creating
equitable pathways into high-quality jobs
and emerging industries.
NIGHTTIME ECONOMIES
Recognizing evening and late-night
activities as vital to urban vibrancy and
developing policies to leverage their full
economic potential.
TRANSFORMATIVE PLACES
Advancing place-based strategies that
leverage local assets, catalyze inclusive
growth, and build long-term resilience.
4 At CVL Economics, we approach each engagement with a comprehensive toolkit of quantitative and qualitative methods adapted to the unique objectives of our clients—advanced economic modeling, regional and industry analysis, workforce and demographic assessments, and policy evaluation, alongside stakeholder engagement, behavioral research, and community-based outreach. These tools are deployed not as one-size-fits-all deliverables but in combinations that respond to the specific scale, context, and ambitions of each project, whether at the neighborhood, city, or regional level. Our team has guided complex initiatives across urban and rural contexts, and we maintain strong ties with industry, academia, and the public sector to ensure our recommendations are grounded in both rigorous research and practical implementation experience.
5 PROJECT UNDERSTANDING
The City of San Bernardino is at a useful moment for evidence-based work on the creative economy.
Three developments make the work timely; a set of fiscal constraints shapes what it should attempt. This section describes both, then explains how CVL Economics would approach the work and why the firm is positioned to lead it.
TIMING
Three signals make this the right moment to commit research effort to how the city funds and grows its creative economy. First, a cultural district designation application for the E Street corridor has advanced to the second round of the California Arts Council program, drawing Council attention to the corridor as a cultural and economic asset, and the Council is weighing city-level designation as a parallel pathway.
The corridor anchors much of the city's cultural identity: it includes the California Theatre and is the historic cruising corridor.
Second, the Council has signaled interest in arts and culture as a downtown revitalization mechanism, with discussions underway on the structure of an investment commitment and on how a study could strengthen the case for it. Finally, the SSB Collaborative has spent seven years building the community engagement that establishes arts and culture as a community priority, and the coalition is positioned to translate findings into political support. Each condition can soften over time, and the engagement is sized to deliver findings while they remain useful.
FISCAL CONTEXT
The city's fiscal posture is constrained, in part by the aftermath of the 2012 bankruptcy, and the General Fund has a history of absorbing dedicated revenue, including the prior one percent for the arts allocation. Four city managers in roughly the past year have left institutional memory volatile. The property and business improvement district research effort of the past three to four years remains inactive. And several downtown buildings sit vacant, with creative businesses and artist studios among the first to reoccupy commercial space along the E Street corridor. The study is built to work within these constraints rather than against them. Rather than recommend restoring any single line item, it examines the fiscal mechanisms that match the city's actual conditions and produces a roadmap of pragmatic options, each with clear pros, cons, and conditions for success.
6 APPROACH
We draw a deliberate line between analysis and advocacy. Our analysis is independent decision support:
we follow the evidence, and where it is mixed, we say so. Arts Connection and its coalition partners carry the advocacy, and several deliverables are built expressly for that purpose, accurate enough to withstand scrutiny and clear enough for the coalition to use directly in its own case-making.
Generic best practices orient the work but rarely substitute for recommendations. For each mechanism, we assess the statutory framework, the procedural steps to adoption, the revenue scale realistic for the city's economic base, the political and stakeholder dynamics, and the failure modes seen elsewhere.
Where we make a quantitative claim, we cite it; where we cannot, we mark it for confirmation during initiation rather than estimate it; and where an analysis rests on an assumption, we state the assumption and note what would change the conclusion if it does not hold.
RISKS
A few risks are worth flagging at the outset:
Institutional memory volatility at the city. Four city managers in roughly the past year, possible shifts in Council composition, and unstable institutional memory of the cultural district application, the prior one percent for the arts policy, and the dormant PBID research effort all introduce risk. The engagement works primarily through the Arts Connection coalition rather than through city staff dependencies, which mitigates it, and we will track Council and city - manager transitions and flag the implications for our recommendations.
Political viability of any one mechanism. No single mechanism is guaranteed to be politically viable. The four we examine in depth were chosen because they fit the city's conditions, but each has political failure modes, which is why the engagement produces a menu of options rather than one recommendation. If our analysis shows a priority mechanism is not feasible, we will say so directly and reweight the supporting briefs toward alternatives.
Momentum window closure before delivery. The current alignment of designation momentum, Council appetite, and coalition readiness will not persist indefinitely. The interim deliverables at the close of each phase give Arts Connection material to use during the engagement, not only at its end. If momentum is lost during the work, through a Council shift or a setback on the designation, we will reassess the framing of the policy roadmap with the client team.
A confirmed commitment from the regional philanthropic funder, a Council vote on the cultural district designation that materially shifts the political space, or substantial new evidence on the bankruptcy property tax diversion mechanics would each warrant a scope conversation.
7 SCOPE OF WORK
This work plan sets out CVL Economics' approach to the City of San Bernardino Creative Economy Study.
The base engagement runs seven phases across approximately eight months, moving from project initiation and a creative economy baseline through a corridor opportunity assessment, deep feasibility analysis of four priority fiscal mechanisms, shorter briefs on eight additional mechanisms, and a synthesizing policy roadmap before final report production. * An optional regional and county overlay,
described after the base scope, can be added if a parallel philanthropic funder commits within the engagement window.
PHASE 1: PROJECT INITIATION
DELIVERABLES: (1) Project Charter
The engagement opens by aligning on objectives, analytical approach, and the data assets that anchor the study. Confirming scope and data access at the outset keeps the work grounded in San Bernardino's actual conditions rather than assumptions and surfaces any gaps early enough to address them.
Task 1.1: Project Kickoff | The engagement begins with a kickoff session with the Arts Connection team and Garcia Center partners to confirm research priorities, validate analytical approaches, and set protocols for data sharing and communication. We will give particular attention to the intended uses of the findings in stakeholder conversations, so the deliverables are built for that purpose from the outset.
Task 1.2: Data Inventory | Our team will inventory and refine the data assets Arts Connection has indicated it can provide, including the downtown property ownership file, prior property and business improvement district research, and San Bernardino Arts Collaborative engagement materials. The inventory will document each asset's coverage and limitations and will flag any items to be confirmed or requested from city staff during initiation.
* The engagement does not include legal advice, ballot measure drafting, or the city-commissioned fiscal impact study a municipality typically procures separately if a measure advances to ballot. Nor does it include lobbying or direct advocacy with elected officials, though it produces materials designed for the coalition's advocacy use. It assumes Arts Connection will provide the identified data assets (the downtown property ownership file, prior PBID research, Creative Corps program data, and SSB Collaborative engagement outputs) during Phase 1 and will coordinate any needed introductions to city staff for data requests.
8 PHASE 2: CREATIVE ECONOMY BASELINE ANALYSIS
DELIVERABLES: (2) Creative Economy Baseline Analysis Slide Deck
A baseline establishes what San Bernardino's creative economy looks like today, profiling its employment, businesses, and workforce against peer Inland Empire jurisdictions and statewide benchmarks. This shared picture of the city's creative assets and gaps becomes the evidentiary floor for every funding and policy recommendation that follows.
Task 2.1: Industry and Occupation Baseline | Our team will map employment, wages, business establishments, and occupational composition across the creative industries using U.S. Census, Bureau of Labor Statistics (QCEW and CES), and California Employment Development Department data, with comparison to peer Inland Empire jurisdictions and state benchmarks. Where city-level granularity is unavailable from public sources, county-level data will be used with a clearly stated methodology for proxying city-level conditions.
Task 2.2: Ecosystem Mapping | The baseline will incorporate the Creative Corps program data Arts Connection administers as a primary input on artist-level workforce activity, producing an ecosystem view that connects industry-scale measures to the on-the-ground creative workforce. Findings will be paired with visualizations and infographics suitable for the coalition's public communications.
PHASE 3: E STREET CORRIDOR OPPORTUNITY ASSESSMENT
DELIVERABLE: (3) E Street Corridor Opportunity Assessment Memo
Attention then turns to the E Street corridor, the geographic anchor of both the cultural district application and Council interest. Assessing its assets, real estate conditions, and creative business mix supports a set of workable district boundaries and overlays and clarifies where investment would do the most good.
Task 3.1: Commercial Real Estate Analysis | Using Arts Connection's property ownership data and other public and proprietary data sources (as needed) such as the San Bernardino County Assessor’s parcel database and CoStar, our team will assess the corridor's existing asset base, commercial real estate conditions including vacancy and rents, and the cultural and creative business mix. The assessment produces an asset inventory crosswalk that ties corridor assets to the baseline industry definitions.
Task 3.2: Cultural District Boundary Recommendation | The assessment will inform a recommendation on geographic boundary definition for the cultural district designation, referencing the California Cultural Districts program designation criteria and the overlay zone tools that can support enforceability, and
9 taking into consideration the corridor’s rapid transit infrastructure. The boundary recommendation will be documented with a clear rationale for use in the designation process.
PHASE 4: FISCAL FEASIBILITY ANALYSIS
DELIVERABLES: (4) Draft Priority Mechanisms and Supporting Mechanisms Council Digest; (5) Final Priority Mechanisms and Supporting Mechanisms Council Digest
At the core of the study, four (4) priority fiscal mechanisms will receive in-depth analysis in a Council Digest deliverable and up to eight (8) other mechanisms will be summarized in shorter briefs. Each will be evaluated within the context of the City's economic, political, and administrative conditions, so the Council weighs options that are realistic for San Bernardino rather than generic best practices.
CVL will conduct a preliminary assessment of the fiscal mechanisms described in the following tasks and, in coordination with the coalition, identify the prioritized subset for inclusion in the Council Digest deliverable and accompanying briefs based on alignment with City capacity and relevance to advancing investment in the E Street Corridor and the City as a whole. The selected fiscal mechanisms will also be evaluated as either near- or long-term advocacy opportunities, taking into account the capacity and resources of City arts and culture partners.
Task 4.1: Place-Based Financing and Assessment Tools | We will assess the district-based financing and assessment tools available to support capital investment, public services, and business and nonprofit assistance along the E Street corridor. The analysis will identify which tools are viable given the corridor's anticipated program of improvements and services, and will document for each the eligible uses, formation and approval requirements, applicable revenue mechanism, and principal implementation constraints. Tools examined will include:
• Enhanced Infrastructure Financing Districts (EIFDs), Government Code Section 53398.50 et seq.
We will summarize EIFD-eligible uses, formation requirements, and tax increment mechanics as a reference resource. EIFDs are oriented toward capital infrastructure. Absent a defined program of infrastructure improvements along the corridor, EIFD activation may not be warranted. We will provide the summary so the client can evaluate fit if an infrastructure program emerges. • Community Facilities Districts (CFDs) under the Mello-Roos Community Facilities Act of 1982, Government Code Section 53311 et seq. We will evaluate the use of a CFD special tax to fund ongoing services, including public safety staffing associated with special events programming along the corridor.
• Property and Business Improvement Districts (PBIDs) under the Property and Business Improvement District Law of 1994, Streets and Highways Code Section 36600 et seq. We will
10 assess the feasibility of reviving a PBID to fund corridor management, maintenance, marketing, and supplemental services through property-based assessments. • Community Revitalization and Investment Authorities (CRIAs), Government Code Section 62000 et seq. We will assess CRIA eligibility, which is conditioned on community distress criteria, and the authority's ability to fund infrastructure improvements as well as direct assistance to businesses and nonprofits along the corridor.
Task 4.2: Transient Occupancy Tax Harmonization | This task compares TOT rates in the City of San Bernardino and across select San Bernardino County jurisdictions, models the revenue gap closure that harmonization would produce, and analyzes how the Airbnb moratorium affects the revenue base.
Task 4.3: Venue and Event Admission Ticket Excise | The analysis will examine activity from the National Orange Show Event Center and Glen Helen Amphitheater as a revenue base, compare the small number of California jurisdictions that operationalize ticket taxes, and model a city-level ticket excise structure. It will address the proposed code-enforcement ticket tax discussed at the Council level and consider whether arts dedication is accordingly compatible.
Task 4.4: Public-Private Partnership Vehicle | Modeled on the Cincinnati Center City Development Corporation (3CDC), this task examines governance structure, capital stack, and asset transfer mechanics.
The analysis covers replication attempts elsewhere, including both successes and failures, and considers the city's underutilized downtown asset base as a possible foundation for a third-party fiscal vehicle.
Task 4.5: Other Supporting Fiscal Mechanisms | Additional mechanisms will be explored to provide the Council with a comprehensive menu of options. Potential issue areas include:
Entertainment zone and outdoor consumption ordinance under California ABC framework Development impact fees with cultural or public art set-asides Federal Opportunity Zones following the 2025 federal legislation that made the program permanent, including California state non-conformity status Community Development Financial Institutions (CDFIs) active in Southern California Sales tax measures with arts dedication
Percent for the Arts ordinances structured to survive General Fund absorption California Cultural Districts program designation as an economic development tool Parcel tax dedicated to funding arts and culture programming
11 PHASE 5: FISCAL PLANNING
DELIVERABLES: (6) Fiscal Planning Roadmap; (7) Talking Points Memorandum
Findings from across the engagement converge into a strategic fiscal planning roadmap that sequences recommendations by feasibility and timeline. Paired with communications materials the coalition can use directly, it turns analysis into a shared basis for action among Arts Connection, the Garcia Center, and the SSB Collaborative.
Task 5.1: Fiscal Planning Roadmap Development | We will organize recommendations by implementation timeline, from near-term ordinances and budget actions that can be pursued within the current fiscal year, to medium-term measures that require a ballot or stakeholder process, to longer-term structural commitments. Each recommendation is paired with its evidence base, the political and procedural conditions for success, and the metrics by which progress can be tracked.
Task 5.2: Talking Points Memorandum | The roadmap will be distilled into Council-ready language for use by Arts Connection, the Garcia Center, and SSB Collaborative leadership in conversations with Council members, city staff, community partners, and prospective funders, accompanied by a frequently asked questions resource that anticipates the most likely points of challenge.
PHASE 6: REPORT PRODUCTION
DELIVERABLES: (8) Administrative Draft Report; (9) Final Report; (10) Presentation Slide Deck
The engagement closes by consolidating every component into a final report, produced through a draft- and-review cycle. Delivered with a presentation for the coalition's leadership, the final products are built to be cited and reused well beyond the engagement itself.
Task 6.1: Administrative Draft Report | CVL Economics will synthesize all findings and revise draft content developed throughout the engagement to produce a comprehensive draft economic impact report. This document will include detailed analysis, key findings, full appendices, and an executive summary for internal review by City staff.
Task 6.2: Final Report | Feedback will be incorporated into a professionally designed version of the final report, tailored for public-facing audiences. This version will feature data visualizations, infographics, and accessible language to enhance readability and engagement.
12 Tas k 6.3: Presentations | A presentation to Arts Connection, the Garcia Center, and SSB Collaborative leadership will cover the report findings and include a slide deck that can be distributed to a general audience.
13 PROJECT TIMELINE
w
SEPT OCT NOV DEC JAN FEB MAR APR
Phase 1: Project Initiation
Task 1.1: Project Kickoff •
Task 1.2: Data Inventory • •
Phase 2: Creative Economy Baseline Analysis
Task 2.1: Industry and Occupation Baseline • •
Task 2.2: Ecosystem Mapping • •
Phase 3: E Street Corridor Opportunity Assessment
Task 3.1: Commercial Real Estate Analysis • •
Task 3.2: Cultural District Boundary Recommendation • • Phase 4: Fiscal Feasibility Analysis
Task 4.1: Place-Based Financing and Assessment Tools • • Task 4.2: Transient Occupancy Tax Harmonization • •
Task 4.3: Venue and Event Admission Ticket Excise • • Task 4.4: Public-Private Partnership Vehicle • •
Task 4.5: Supporting Fiscal Mechanisms •
Phase 5: Policy Planning
Task 5.1: Policy Roadmap Development • •
Task 5.2: Talking Points Memorandum •
Phase 6: Report Production
Task 6.1: Administrative Draft Report • •
Task 6.2: Final Report • •
Task 6.3: Presentations •
14 CONSULTING TEAM
At the heart of CVL Economics lies our team's dedication to asking big questions and promoting transformative action. Our team's diverse backgrounds—which span the private, public, and nonprofit sectors—inform the perspectives and solutions we bring to the table. Blending empirical rigor with empathetic outreach, we strive for outcomes that are both data-driven and human-centric.
Founding Partner Adam J. Fowler will serve as the Project Manager and Research Director for the engagement and will be the primary point of contact for Arts Connection. An economist with expertise in the creative economy, strategic planning, and policy development, he will lead the CVL Economics project team in the production and delivery of all deliverables and will be joined by Uday Ram (Founding Partner), Alissa Dubetz (Director), and Ryan M. Martinez (Manager). Project team bios begin on the following page.
ADAM J. FOWLER
FOUNDING PARTNER
PROJECT ROLE:
Project
Director
UDAY RAM
FOUNDING PARTNER
PROJECT ROLE:
Policy
Planning
ALISSA DUBETZ
DIRECTOR
PROJECT ROLE:
Data
Analytics
RYAN M. MARTINEZ
MANAGER
PROJECT ROLE:
Public Finance
Analysis
15 ADAM J. FOWLER
Founding Partner,
CVL Economics
M: (310) 739-4105
E: [email protected]
EXPERTISE
Labor Market Economics
Economic Development Strategy
Housing Policy
Creative and Nightlife Industries
Sectoral Partnerships
EDUCATION
ABD, Political Psychology |
University of California,
Los Angeles
MA, Political Science | University
of Arkansas, Fayetteville
BA, Political Science | University
of Arkansas, Fayetteville
AFFILIATIONS
California Association for
Local Economic Development
International Economic
Development Council
International Downtown
Association
Adam J. Fowler is a recognized thought leader in economic and workforce development with a focus on the creative economy. He is a trusted advisor to public sector leaders who are eager to advance regional economic vitality and, through his research and consulting work, helps communities unlock their economic potential by leveraging their unique strengths. His passion for unleashing the power of local talent pools is grounded in a deep understanding of the value of creativity, innovation, and human capital as key drivers of ec onomic growth and prosperity.
EXPERIENCE
Creativity in Demand: Report on the Creative Labor Market | Walnut, CA | Mt. San Antonio Community College
Creative Jobs Collective Impact Initiative Analysis and Forecast for Creative Occupations | Los Angeles, CA | Arts for LA
Strategic Research Initiative for the ASU Endless Games and Learning Lab | Tempe, CA | Arizona State University
Otis College Report on the Creative Economy | Los Angeles, CA | Otis College of Art and Design
Ventura County Arts, Culture, and Creative Economy Strategic Plan | Ventura, CA | County of Ventura
Los Angeles County Metro Arts and Culture Planning Services | Los Angeles County, CA | LACMTA
Culver City Community Cultural Equity Plan | Culver City, CA | City of Culver City, CA
Comprehensive Economic Analysis and Policy Framework for Oakland’s Arts and Culture Sector | Oakland, CA | Kenneth Rainin Foundation
Destination Crenshaw Report on Cultural Tourism | Los Angeles, CA | Destination Crenshaw
Washington State Music Industry: Economic Impact, Trends, and Opportunities | Seattle, WA | Washington Nightlife Music Association
Strong Workforce Program: Entertainment and LA Creative Economy 2.0 | Los Angeles County, CA | Los Angeles Regional Consortium
Film and Digital Media Industry Analysis | Los Angeles, CA | County of Los Angeles
16 UDAY RAM
Founding Partner,
CVL Economics
M: (646) 479-1497
E: [email protected]
EXPERTISE
Regional Economic Development
Industry Analysis
Urban Planning
Creative Economy
Strategy Development
Community Development
EDUCATION
Master of Urban and Regional
Planning | University of California,
Los Angeles
MA, Security Studies |
Georgetown University
BA, Economics and Government |
Cornell University
Uday specializes in resilient economic development, which is informed by over 15 years of domestic and international experience in the planning discipline. His areas of focus lie at the intersection of regional planning, the creative economy, and expanding opportunity to disinvested communities and underrepresented populations. Previously, Uday served as an advisor to City of Los Angeles Mayor Eric Garcetti’s Office of Resilience, the Lower Los Angeles River Working Group, and the Abu Dhabi Urban Planning Council.
EXPERIENCE
Destination Crenshaw Report on the Creative and Cultural Economy | Los Angeles, CA | Destination Crenshaw
The Role of T.R.U.S.T. South LA in Preserving Communities and Expanding Opportunity in South Los Angeles | Los Angeles, CA | T.R.U.S.T. South LA
Downtown Los Angeles Creative Ecosystem Landscape Analysis | Los Angeles County, CA | Japanese American Cultural & Community Center
City of Palm Springs Economic Strategic Development Plan | Palm Springs, CA | City of Palm Springs
County of Monterey Comprehensive Economic Development Strategy, Year 1 Update, Year 2 Update, and Year 3 Update | Monterey County, CA | Monterey County Economic Development
Economic Development Strategy: Creative Economy Component | San Leandro, CA | City of San Leandro
Hollywood Economic Analysis and COVID-19 Recovery Framework | Los Angeles, CA | Hollywood Chamber of Commerce
Economic Impact Analysis of Pandemic Recovery Investments on the Arts and Culture Sector | Berkeley, CA | City of Berkeley
Lower Los Angeles River Revitalization: An Inclusive Approach to Planning, Implementation, and Community Engagement | Los Angeles, CA | Urban Federal Waters Partnership
Otis College Report on the Creative Economy | Los Angeles, CA | Otis College of Art and Design
The Impact of Tech Accelerator Programs on Black and Brown Founders in Los Angeles | Los Angeles, CA | Plug In Ventures
17 ALISSA DUBETZ
Director,
CVL Economics
M: (330) 860-4737
E: [email protected]
EXPERTISE
Industry Analysis
Workforce Analysis
Impact Analysis
Data Analytics
Stakeholder Engagement
EDUCATION
MA, Economics | University
of Southern California
BA, Economics | Fordham
University
Alissa specializes in economic analysis and policy research, committed to driving impactful and inclusive change across communities through data-driven insights.
With expertise in workforce development, business ecosystems, infrastructure, and the creative economy, her work centers on utilizing data analytics to inform decision-making in the public, private, and nonprofit sectors. She previously held positions at the Milken Institute and Beacon Economics, where she focused on economic impact assessments for various programs, organizations, and industries.
EXPERIENCE
Center Stage: The Role of Live Performing Arts in Revitalizing California Communities | Los Angeles, CA | Theatre Producers of Southern California, Arts for LA, Californians for the Arts, and Actors Equity Association
Los Angeles County Entertainment Landscape Analysis | Los Angeles, CA | Los Angeles County Department of Economic Opportunity
Southern California Program Impact Evaluation and Research Analysis | Los Angeles, CA | Save the Music Foundation
Economic Impact of the Arts Sector and Analysis of Pandemic Recovery Investments | Berkeley, CA | City of Berkeley
Economic and Fiscal Impact Analysis of West Hollywood’s Special Events | West Hollywood, CA | City of West Hollywood
Economic and Fiscal Impact Analysis of Pandemic Recovery Investments in the Arts and Culture Sector | Berkeley, CA | City of Berkeley
An Inclusive Economic Development Roadmap for California's Inland Empire | San Bernardino and Riverside Counties, CA | Western Riverside Council of Governments
Reclaiming California’s Role in Global Animation: The Case for Modernizing California’s Film and TV Tax Credit | Los Angeles, CA | BRIC Foundation, The Animation Guild, Titmouse
Future Unscripted: The Impact of Generative Artificial Intelligence on Entertainment Industry Jobs | Los Angeles, CA | Concept Art Association, The Animation Guild, The Human Artistry Campaign, The National Cartoonists Society
Otis College Report on the Creative Economy | Los Angeles, CA | Otis College of Art and Design
18 RYAN MARTINEZ
Manager,
CVL Economics
M: (408) 841-6201
E: [email protected]
EXPERTISE
Statistical Analysis
Economic Forecasting
Real Estate Economics
Public Finance
Urban Planning
EDUCATION
MS, Statistics | California
State University at Fullerton
BA, Economics | California
State University at East Bay
BS, Statistics | California
State University at East Bay
Ryan is a data scientist and urban economist who leverages computational methods and empirical analysis to tackle complex economic challenges. At CVL Economics, he applies innovative methodologies at the intersection of data science and economic theory to deliver actionable insights for clients. Before joining CVL, Ryan served as a Senior Associate at Economic & Planning Systems (EPS) in Oakland and previously led the Economic and Revenue Forecasting practice at Beacon Economics in Los Angeles.
EXPERIENCE
Los Angeles County Arts and Culture Asset Map and Spatial Analysis | Los Angeles, CA | Los Angeles Metro
Economic and Fiscal Impact Analysis of West Hollywood’s Special Events | West Hollywood, CA | City of West Hollywood
Oakland/East Bay Economic Indicators Report | Oakland, CA | Oakland Metropolitan Chamber of Commerce
San Mateo General Plan Update Feasibility and Fiscal Impact Analysis of Land Use Alternatives and Preferred Land Use Plan | San Mateo, CA | City of San Mateo
South Santa Rosa Specific Plan Market Demand Analysis | Santa Rosa, CA | City of Santa Rosa
Redwood City Greater Downtown Area Plan Market Context Analysis and Community Engagement | Redwood City, CA | City of Redwood City
San Francisco Downtown Fiscal Impact Analysis of Office-to-Residential Conversion Incentive Policies | San Francisco, CA | San Francisco Bay Area Planning and Urban Research Association (SPUR)
Fairfield Parks and Recreation Development Impact Fee Update | Fairfield, CA | City of Fairfield
Fiscal Impact Analysis for the Potrero Power Station Redevelopment Enhanced Infrastructure Financing District | San Francisco, CA | Associate Capital
Fiscal Impact Analysis for the Treasure Island Redevelopment Enhanced Infrastructure Financing District | San Francisco, CA | Treasure Island Development Group
Napa Economic Development Element Update Socioeconomic Analysis | Napa, CA | City of Napa
19 PRICING
The table below provides pricing information for each of the six task areas described in this proposal.
The total cost of this project—barring any changes to scope of work in the preceding pages—shall not exceed $84,500. CVL Economics will invoice Arts Connection over the duration of the project and according to the payment schedule below.
FEES
COST
Phase 1: Project Initiation $2,500
Phase 2: Creative Economy Baseline Analysis $15,000
Phase 3: E Street Corridor Opportunity Assessment $11,500 Phase 4: Fiscal Feasibility Analysis $23,250
Phase 5: Policy Planning $19,750
Phase 6: Report Production $12,500
TOTAL $84,500
PAYMENT SCHEDULE
COST
Upon Contract Execution $30,000
Upon Completion of Phase 4 $27,250
Upon Project Completion $27,250
VALIDITY
The project cost estimate and timeline specified in this document is valid for 30 days commencing on the date of proposal submission (September 2, 2026). Should Arts Connection not accept these terms in writing prior to the expiry period, the terms expressed above are subject to review and change. Any amendments to the scope of work by Arts Connection after the execution of contract will require a formal “Amendment to the Consulting Agreement” and cannot be guaranteed by CVL Economics.