HomeMy WebLinkAbout2011-04-14 Study Session - Coachella Valley Economic Partnership CVEP „;,,,„....„ ___...„... .
CITY OF PALifi DESERT
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PALM DESERT, CALIFORNIA 92260-2578
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NOTICE OF JOINT STUDY SESSION
OF THE
PALM DESERT CITY COUNCIL
AND
PALM DESERT REDEVELOPMENT AGENCY
NOTICE IS HEREBY GIVEN that the Palm Desert City Council and Palm Desert
Redevelopment Agency will convene for a Joint Study Session, Thursday,April 14, 2011,
at 2:00 p.m. in the Administrative Conference Room of the Palm Desert Civic Center,
73-510 Fred Waring Drive, Palm Desert, California 92260. Said Study Session will be held
in order to receive a presentation from the Coachella Valley Economic Partnership(OVER).
R CHELLE . K ASSEN, CITY CLERK
CITY OF PALM DESERT, CALIFORNIA
APRIL 8, 2011
NO ACTIONS WILL BE TAKEN AT THE STUDY SESSION.
PURPOSE OF THE STUDY SESSION IS INFORMATION ONLY.
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CLIMATE FOR SUCCESS
BUSINESS PLAN
FISCAL YEARS 2011 -2014
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COACHELLA VALLEY ECONOMIC PARTNERSHIP
Adopted: March 16,2011
FY2011-14 BUSINESS PLAN—EXECUTIVE SUMMARY
CVEP Vision
CVEP will be a catalyst for the Coachella Valley to determine its economic future by building an
economic development program that competes globally; collaborates regionally; and, executes locally.
Directed by its volunteers - known as civic entrepreneurs - CVEP is dedicated to the long-term, best
interests of the Coachella Valley while fully appreciating the unique quality of life of each community in
the region. CVEP will be a community-based model for others to emulate.
CVEP Mission
CVEP's mission is to build a diversified, year-round economy by promoting regional job growth in local
companies and through business attraction; and, by developing a well-trained and educated workforce.
CVEP FY2011-12 Goals
• Leads Generated: 260
• Prospects Follow Up: 120
• Client Cases Opened: 35
• Primary Jobs: 295
• Total Jobs: 506
• Economic Impact: $82M
• Student Aid Applications: Benchmark to be set in 2011
• Target Cluster Scholarship Applicants: 620
• Industry Cluster Partners: 25
CVEP FY2011-12 Program Initiatives
Build an enhanced business development program to include business attraction focused on companies
in target industry clusters.
• Provide increasing CVEP support for workforce excellence program and integrate operations and
staff into CVEP mission.
• Utilize a key executive council to strengthen private sector involvement in CVEP.
• Develop $500,000 in new revenue to support CVEP mission over the next three years.
• Open a regional business center in Palm Springs; an economic development office in Indio;
maintain workforce excellence office at UCR in Palm Desert.
1
2011-14 CVEP BUSINESS PLAN—POLICIES AND PROGRAMS
Introduction
The three-year CVEP Business Plan guides it's development as an economic development organization
by outlining its key policies; organizational goals; program strategies; a resource allocation plan; and, a
format for reporting results. It is also the starting point for industry cluster development in the
Economic Blueprint and it will be updated annually to reflect the dynamic nature of the regional and
global economy. •
CVEP Policy Guidelines
A key to successful economic development organizations is a clear statement of policies embraced by its
governing bodies and investors. The key policies for CVEP Business Plan are:
• CVEP will implement an economic development program for all nine incorporated cities,
unincorporated County and Indian Tribal land in the Coachella Valley.
• CVEP's Business Plan will be aligned with the recommendations of the Economic Blueprint
as prioritized by its Executive Committee and ratified by the Board of Directors.
• CVEP's Business Plan will be results-based with outcomes reported regularly to its
governing bodies, investors and the broader community.
• CVEP is committed to building organizational capacity by securing additional resources to
support its core programs: business development and workforce excellence.
• CVEP will reach out to secure stronger private sector involvement in the organization.
• CVEP will create an organizational culture that encourages innovation and strategic
thinking.
• CVEP's Business Plan will be reviewed and updated at an annual retreat of its Board of •
Directors.
CVEP FY2011-12 Goals
CVEP will establish quantifiable goals for its integrated economic development program for each fiscal
year in the Plan. Organizational goals for FY2011-12 are established in the Business Plan; goals for
subsequent years will be established at the annual Board of Directors retreat consistent with
organizational capacity. CVEP goals for FY2011-12 are:
• Leads Generated: 260
• Prospects Follow Up: 120
2
• Client Cases Opened: 35
• Primary Jobs: 295
• Total Jobs: 506
• Economic Impact: $82M
• Student Aid Applications: Benchmark to be set in 2011
• Cluster Scholarship Applicants: 620
• Industry Cluster Partners: 25
CVEP goals for FY2011-12 can be exceeded if additional organizational capacity is added through new
funding resources.
CVEP 2011 Program Strategies
CVEP has seven organizational program areas in its Business Plan: business development; Pathways to
Success (PTS) workforce excellence; marketing and communications; legislative; financial management;
investor relations; and, staff/organizational development. Below are specific strategies that will be
implemented for each program area, beginning in FY2011-12.
CVEP Business Development
• Business development focuses on expanding existing companies and recruiting companies from
outside the region; it has four elements: generating leads; building a prospect pipeline;
providing customized client services; and, completing company expansions and relocations. It
will:
✓ Proactively focus on companies in the four target industry clusters identified in the
Economic Blueprint: Healthcare/Life Sciences; Clean Technology/ Energy; Supply Chain
Management/ Logistics; and, Creative Arts and Design. A customized business
development strategy will be developed for each.
✓ Respond to all economic opportunities for the region whether identified in the
Economic Blueprint or not.
✓ Establish lead generation channels with CVA, PTS Industry Councils and others; attend
target industry cluster events; develop an outbound marketing program; coordinate
with federal, state and local economic development organizations; continue its business
visitation program; enhance relationships with site selectors; strengthen linkages with
brokerage network; reach out to small and minority businesses; and, develop a prospect
referral network.
3
✓ Transition leads into prospects and active client cases with a prospect cultivation
program that includes a branding strategy that differentiates the region; periodic
"touches" with a prospect follow-up program; formal contacts from a business peer
cadre; a network of business service providers; access to incentive programs; and, other
required business consulting services.
✓ Develop a research capacity that on request provides timely and customized economic
and demographic data; real estate and site selection information; general tax and
incentive information; access to capital and public financing programs; transportation
services; and, other information that may be requested by clients.
✓ Utilize Economic Blueprint data as the economic baseline for the region; update the
baseline with key economic intelligence; provide economic information to policy-makers
and investors; develop comparative market profiles for competitor markets; build deep
target research capability for target markets; and, ensure use of state-of-art analytical
and presentation tools.
✓ Provide an accurate assessment of the impact of completed client cases with specific
focus on primary jobs, total jobs and regional economic impact.
✓ The CVEP business development program will be monitored by the Economic
Development Committee, Executive Committee and Board of Directors.
CVEP/PTS Workforce Excellence
• Workforce Excellence has been a program priority of CVEP for a number of years; it is comprised
of two programs: Pathways to Success and Career Pathway Initiative. In 2010, the programs
were merged into one program — Pathways to Success (PTS) — which is comprised of areas:
college and career readiness; scholarships; and, industry engagement. Program goals for
CVEP/PTS in 2011 are:
✓ Sharpen program descriptions; identify short and long term objectives; and, clarify
organizational roles.
✓ Implement a plan to integrate CVEP and PTS programs, staff and operations
management to include business community interface; marketing; financial
management; and, resource development.
✓ Implement a regional initiative to significantly increase the number of students
completing FAFSA (federal student aid) applications.
✓ Increase CVEP Board participation in PTS programs; and, in increase private sector
participation in PTS industry councils.
4
✓ Develop regional work-based learning, internship and youth entrepreneurship
programs.
✓ Increase the number of target cluster scholarships and improve gender-balance of
applicants.
✓ The CVEP/PTS Workforce Excellence program will be monitored by the CVEP Oversight
Board, Executive Committee and Board of Directors.
CVEP Marketing and Communications
• Continue implementation of CVEP local communications program and website upgrade.
• Restructure marketing program to focus on core programs: business development and
workforce excellence
• Develop an outbound marketing program to support business attraction initiative.
• The CVEP Marketing and Communications program will be monitored by the Marketing
Committee and Executive Committee.
CVEP Investor Relations
• Ensure that the Executive Committee, Board of Directors and its committees are fully informed
on all relevant matters.
• Provide frequent opportunities for CVEP investor input through regular Board of Director
meetings; annual investor meetings; subject-specific forums; social media systems; and, periodic
surveys.
• Review governing and committee structure to ensure alignment with CVEP mission.
• Utilize a key executive council to strengthen private sector involvement in CVEP.
• Develop a service provider network of investors to provide business services to new and
expanding businesses in the region.
• The Investor Relations program will be managed by the Executive Committee and monitored by
the Board of Directors.
CVEP Legislative
• Review and refine role of the CVEP legislative committee.
• Focus on State and regional public policies that impact jobs and economic growth.
5
• Coordinate its legislative efforts with chamber of commerce, industry association and local
government efforts in place in the Coachella Valley.
• The CVEP legislative program is overseen by the Legislative Committee and Executive
Committee.
CVEP Financial Management
• Present a set of fiscal policies guiding organizational financial management for approval.
• Establish a resource allocation plan that sets organizational priorities annually.
• Raise $500,000 in new revenue by end of FY2014 to develop more capacity for core programs:
business development and workforce excellence.
• Pursue all revenue enhancement opportunities that support the overall CVEP mission.
• Ensure integration of PTS budgeting and accounting systems into CVEP financial management
system.
• The Financial Management program will be monitored by the Finance Committee and Executive
Committee.
CVEP Staff/Organizational Development
• Organizational Chart(Appendix A)
• Ensure that appropriate personnel and administrative procedures are in place.
• Recruit, train and develop a team of economic development and workforce professionals and
cross-train.
• Implement a consistent and fair employee evaluation and compensation system that provides
constructive feedback and a co►laborative workplace environment.
• Implement management information systems for investors, clients, and staff that enhance
organizational performance.
• Open a regional business center in Palm Springs and an economic development office in Indio;
maintain the workforce excellence office at UCR in Palm Desert.
• Build a strategic initiative capacity to evaluate emerging opportunities.
• The Staff/Organizational program will be overseen by the Executive Committee.
6
CVEP 2011-12 Resource Allocation Plan
The CVEP Business Plan includes a resource allocation plan that sets funding priorities for the
organization. This plan can be adjusted annually at the Board of Directors Retreat consistent with its
program priorities. The current resource allocation plan for FY2011-12 is:
• Business Development 30%
• Workforce Excellence 47%
• Marketing/Communications 7%
• Investor Relations 3%
• Legislative 3%
• Financial Management 7%
• Organizational/Staff 3%
The resource allocation for business development will be increased in FY2011-12 as new revenues are
added.
CVEP Reporting Results
Effectively reporting of results to the Executive Committee, Board of Directors, investors and the
broader community is a CVEP policy priority. Regular reports will be provided for: client activity;
business development; workforce excellence; financial management; and, an annual "State of CVEP"
report will also be provided. Distribution of these reports will be made in the following manner:
• Client Activity Report; Financial and Workforce Excellence Reports: Executive Committee and
appropriate committees
• CVEP Business Development Report (Appendix B), Workforce Excellence, Finance, Legislative,
Marketing and Investor Relations Reports: Board of Directors and appropriate committees
• Annual "State of CVEP" Report:All investors and the community
• Periodic updates in weekly newsletter to all community stakeholders.
7
CVEP INVESTORS
BOARD OF DIRECTORS O
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Primary Jobs
Total Jobs
Economic Impact
ECONOMIC OUTCOMES
Client Cases
Prospect Follow-up
Leads Generated
PROSPECT PIPELINE
Direct Industry Referral Site Key Executive Website
Marketing Associations Network Selectors Council Social Media
Trade Research Target CVA Workforce Business
Shows Requests Cluster Partnership Industry Visitation
Companies Councils
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COACHELLA VALLEY ECONOMIC PARTNERSHIP ag
COACHELLA VALLEY
Business Visitation Survey Results
Palm Desert
Is your business owned by a larger corporation?
Yes 21.1% 93
No 78.9% 348
Total Responses 100.0% 441
Is your business owned by a larger corporation?
Yes
31%
No
69%
Exhibit 1
For classification purposes,what is the PRIMARY nature of your business? (Please check one)
Value Percentage
Agriculture 0.5% 2
Amusement/Recreation 0.7% 3
Arts/Entertainment 0.7% 3
Education 0.9% 4
Construction 10.7% 47
Distribution 0.9% 4
Finance 3.6% 16
Healthcare 5.4% 24
Hospitality/Leisure 4.3% 19
Manufacturing 2.0% 9
Printing/Publishing 0.9% 4
Professional Services(Consulting,Marketing,etc.) 13.6% 60
Restaurant/Food Service 7.7% 34
Retail 22.9% 101
Transportation/Utilities 1.6% 7
Wholesale 2.0% 9
Other 21.5% 95
Total Responses 100.0% 441
For classification purposes,what is the PRIMARY nature of your business?
22.9% 21.5%
13.6%
10.7%
5.4% 7.7%
0.5% 0.7% 0.7% 0.9% 0.9% ■ . 4■ 0.9% I 1.6% 2.0%
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Exhibit 2
How long have you been operating your business in the Coachella Valley?
Value Percentage
under 2 years 11.8% 52
2-5 years 22.2% 98
6-10 years 16.3% 72
11-20 years 22.2% 98
over 20 years 27.4% 121
Total Responses 100.0% 441
How long have you been operating your business in the Coachella Valley?
6-10 years
16.3%
under 2 years 11-20 years
11.8% 22.2%
over 20 years
27.4%
Exhibit 3
Why did you choose to originally locate your business in the Coachella Valley? Please check all that apply.
Value Percent%
Already lived here 47.8% 211
Clients/Customer base 23.4% 103
Cost of Living 1.4% 6
Lifestyle/Weather/Amenities 8.4% 37
Land/Building costs 4.1% 18
Purchased a business 15.2% 67
Relocated from another area 13.2% 58
Other 7.3% 32
Total Responses 441
Why did you choose to originally locate your business in the Coachella Valley?
47.8%
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15.2% 13.2%
8.4%_ 4.1% 7.3%
1.4%
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Exhibit 4
In the next 12 months,do you expect the business climate in the Coachella Valley
Value Percentage
Improve 51% 227
Worsen 12% 55
Remain the Same 36% 159
Total Responses 100.0% 441
In the next 12 months,do you expect the business climate in the Coachella Valley to:
Remain the Same
36%
Worsen
12%
Exhibit 5
How would you rate the business climate in the Coachella Valley over the past 12 months?
Value Percentage
Excellent 1.8% 8
Good 20.2% 89
Average 31.3% 138
Poor 38.8% 171
Very Poor 7.9% 35
Total Responses 441
How would you rate the business climate in the Coachella Valley over the past 12 months?
Poor
38.8%
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Very Poor
7.9%
Excellent
1.8%
Good
20.2%
Exhibit 6
In the past 12 months,would you say your gross revenue has:
Value Pecentage
Increased 26.98% 119
Decreased 48.53% 214
Remained the Same 24.49% 108
Total Responses 441
In the past 12 months,would you say your gross revenue has:
Increased
26.98%
ecreased
8.53%
Remained the ,
Same
20.69%
Exhibit 7
Has your company laid off any employees in the past 12 months?
Value Percentage
Yes 34.9% 154
No 65.1% 287
Total Responses 441
Has your company laid off any employees in the past 12 months?
No Ilk65.1%
Exhibit 8
What percentage of your gross revenue comes from sales OUTSIDE the Coachella Valley?
Value Percentage
Less than 1% 28.6% 126
1-25% 44.2% 195
26-50% 11.3% 50
51-75% 7.9% 35
76-99% 5.9% 26
100% 2.0% 9
Total Responses 441
What percentage of your gross revenue comes from sales OUTSIDE the Coachella Valley?
44.2%
28.6%
11.3% 7.9%
5.9% 2.0%
Value Less than 1% 1-25% 26-50% 51-75% 76-99%
Exhibit 9
If you were to locate your business today,would you locate it in the Coachella Valley?
Value Percentage
Yes 68.7% 303
No 12.2% 54
Don't Know 19.0% 84
Total Responses 441
If you were to locate your business today,would you locate it in the Coachella Valley?
68.7%
12.2% 19.0%
Yes No Don't Know
Exhibit 10
Overall what are your biggest challenges in running a profitable business in the Coachella Valley? (Please check all that apply)
Value Percentage
Local economy 64.4% 284
Cash flow 35.1% 155
Available financing 21.8% 96
Seasonal population(Summer months) 50.8% 224
Business environment 21.8% 96
Competition 32.2% 142
Federal Taxes 28.6% 126
State Taxes 34.5% 152
City Fees 18.8% 83
State Regulations 25.2% 111
Local Regulations 20.9% 92
Environmental Regulations 11.6% 51
Hiring/retaining of employees 14.5% 64
Permitting Process 12.0% 53
Sign Ordinances 22.4% 99
Land Costs 13.2% 58
Utility Costs 33.8% 149
Marketing Costs 23.4% 103
Costs of Wages 16.3% 72
Workers Compensation 30.8% 136
Healthcare Costs 33.3% 147
Developing a business plan 6.6% 29
Developing a marketing plan 7.7% 34
Financing 16.3% 72
I.T.(Information Technology)services 5.4% 24
Financial/Accounting services 4.3% 19
Total Responses 441
Overall what are your biggest challenges in running a profitable business in the Coachella Valley?
(Please check all that apply)
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Exhibit 11
Based on your experience,please rate the following as an advantage or disadvantage in terms of doing business in the Coachella Valley:
Advantage Disadvantage N/A
Quality of life 91.2% 402 2.9% 13 5.9% 26
Business Climate 63.5% 280 27.7% 122 8.8% 39
"Desert"reputation 81.0% 357 8.2% 36 10.9% 48
Area growth potential 78.7% 347 15.2% 67 6.1% 27
Cost of living/housing 64.2% 283 25.6% 113 ' 10.2% 45
Educational system 46.5% 205 20.0% 88 33.6% 148
Land or rent costs 62.8% 277 25.9% 114 11.3% 50
Level of crime/public safety 72.3% 319 13.2% 58 14.5% 64
Workforce availability 48.3% 213 35.8% 158 15.9% 70
Workforce/Career technical training 34.5% 152 32.2% 142 33.3% 147
Public transportation 40.6% 179 23.6% 104 35.8% 158
State business regulations 34,2% 151 39.9% 176 25.9% 114
Local government 48.8% 215 22.9% 101 28.3% 125
Local business assistance programs 34.5% 152 16.1% 71 49.4% 218
Exhibit 12
Do you own or lease your current business location?
Value Percentage
Own 22.0% 97
Lease 78.0% 344
Total Responses 441
Do you own or lease your current business location?
4 Own
22.0%
Lease
78.0%
Exhibit 13
Do you plan to renew your lease upon expiration?
Value Percentage
Yes 61.2% 210
No 7.9% 27
Not sure 30.9% 106
Total Responses 100% 343
Do you plan to renew your lease upon expiration?
No
7.9%
ir,
Not sure
30.9%
Have you ever considered expanding in your current location?
Value Percentage
Yes 28.1% 124
No 71.9% 317
Total Responses 441
Have you ever considered expanding in your current location?
illk
No
71.9%
If yes,would you need financing for the expansion?
Value Percentage
Yes 55.6% 69
No 44.4% 55
Total Responses 124
If yes,would you need financing for the expansion?
No
44.4%
Exhibit 14-A
Do you have any current plans to move your operation?
Value Percentage
Yes 10.2% 45
No 89.8% 396
Total Responses 441
Do you have any current plans to move your operation?
Ai Yes
No 10.2%
89.8%
Exhibit 14-B
If planning to relocate your business,where would you move?
Value Percentage
Stay in current city 57.4% 27
Another City in the Coachella Valley 31.9% 15
Another area in Riverside County 2.1% 1
Move to another area in California 4.3% 2
Move to another state 4.3% 2
Total Responses 47
If planning to relocate your business,where would you move?Percentage
57.4%
31.9%
2.1% 4.3% 4.3%
Stay in current city Another City in the Another area in Move to another area in Move to another state
Coachella Valley Riverside County California
Exhibit 15 •
Primary reason(s)for relocating:
Value Percentage
Lack of busines 11.0% 8
High operating costs 11.0% 8
Lifestyle change 5.5% 4
Climate/weather 0.0% 0
Need more space 26.0% 19
Improve access to customers 15.1% 11
Improve access to qualified employees 8.2% 6
Improve access to suppliers 4.1% 3
Government Regulations 2.7% 2
Other 16.4% 12
Total Responses 73
Primary reason(s)for relocating:
26.0%
11.0% 11.0%
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Exhibit 16
Will your company lay off any employees in the next 12 months?
Value Percentage
Yes 8.4% 37
No 91.6% 404
Total Responses 100% 441
Will your company lay off any employees in the next 12 months?
Yes
No ,,�8.4%
91.6%
Exhibit 17
Does your company plan to hire any additional employees in the next 12 months In the following classifications? (Please check all that apply)
Value Percentage
Unskilled 7.9% 25
Semi-skilled 28.0% 89
Skilled 39.3% 125
Clerical 11.9% 38
Professional/Management 12.9% 41
Total Responses 318
Does your company plan to hire any additional employees in the next 12 months in the following
classifications? (Please check all that apply)
Clerical
11.9%
Professional/
Management
30.0%
Semi-skilled Unskilled
28.0% 7.9%
Exhibit 18
What occupation classification do you anticipate will have the greatest demand in the next 5 years at your company?
(Please check all that apply)
Value Percentage
Unskilled 5.4% 24
Semi-skilled 22.2% 98
Skilled 49.7% 219
Clerical 8.4% 37
Professional/Management 20.2% 89
Total Responses 441
What occupation classification do you anticipate will have the greatest
demand in the next 5 years at your company?
Clerical Professional/
8.4% Management
4. 39.4%
Unskilled
5.4%
Semi-skilled
22.2%
Exhibit 19
Does your firm have difficulty recruiting any of the following workers? (Please check all that apply)
Value Percentage
Unskilled 3.3% 7
Semi-skilled 14.6% 31
Skilled 52.6% 112
Clerical 8.0% 17
Professional/Management 21.6% 46
Total Responses 213
Does your firm have difficulty recruiting anyof the following workers?
(Please checlencalat apply)
8.0%
Professional/
lir
Management
29.2%
Unskilled
3.3%
Semi-skilled
14.6%
Exhibit 20
Which of the following recruitment methods do you typically use? (Please check all that apply)
Value Percentage
Hire from within 36.7% 162
Internet 36.1% 159
Job Fair 5.7% 25
Networking/Industry Organizations 25.6% 113
Newspaper 27.0% 119
Schools&Colleges 8.6% 38
Workforce Development Centers(State/Local) 5.0% 22
Temporary Employment/Staffing Agencies 9.5% 42
Other 18.4% 81
Total Responses , 441
Which of the following recruitment methods do you typically use?
(Please check all that apply)
36.7% 36.1%
25.6% 27.0%
18.4%
5.7% 8.6% 5.090 9.5%
Il _ u
_ II
Sse ice`" Q"a.� 4 f. ,eC6 \�4t' oc('e' �a�` '`-e
��s�so� ..,o ,o'o a�,ov �e4-1 yoo �o`•F� doe O
•
Exhibit 21
Does your company hire youth,age 16-21?
Value Percentage
Never 38.5% 170
Rarely 30.6% 135
Occasionally 27.2% 120
Frequently 3.6% 16
Total Responses 441
Does your company hire youth,age 16-21?
03
Never Rarely
'5% 30.6% l
Frequently Occ3sicnali,
3.6% 27.2%
Exhibit 22
Would your company be interested in placing interns in your workplace?
Value Percentage
Yes 32.2% 142
No 64.9% 286
Total Responses 441
Would your company be Interested in placing interns in your workplace?
No Ilk
64.9%
Exhibit 23
Does your company use its own employees to provide training?
Value Percentage
Yes 92.3% .393
No 7.7% 33
Total Responses 426
Does your company use its own employees to provide training?
No
07.7%
Exhibit 24
Are there any skills that you find vocational training programs don't teach or need more emphasis in this community:
(please check all that apply)
Value Percentage
Math 15.6% 69
English 24.9% 110
Basic Job Skills 22.9% 101
Computer 18.1% 80
Customer Service 32.7% 144
Other 13.2% 58
Total Responses 441
Are there any skills that you find vocational training programs don't teach or need more emphasis in
this community: (please check all that apply)
24.9%
22.9%
]g1%
Hil
15.6%
13.2%
Math English Basic Job Skills Computer Customer Service Other
Exhibit 25
Would your company be interested in collaborating with the local high schools,workforce development centers and colleges/universities to
develop more effective career/technical training or educational programs for students?
Value Percentage
Yes 31.1% 132
No 68.9% 293
Total Responses 425
Would your company be interested in collaborating with the local high schools,
workforce development centers and colleges/universities to develop more effective
career/technical training or educational programs for students?
No
68.9%
Exhibit 26-A
In the last three(3)years have you had contact with any city or county
Value Percentage
Yes 60.1% 265
No 31.5% 139
Not sure 8.4% 37
Total Responses 100% 441
In the last three(3)years have you had contact with any city or county departments?
el
Not sure
8.4%
Exhibit 26-B
If yes,how would you rate your experience?
Value Percentage
Excellent 15.09% 40
Good 55.85% 148
Neutral 22.26% 59
Poor 4.91% 13
Very Poor 1.89% 5
Total Responses 265
If yes,how would you rate your experience?
55.85%
_ 22.26%
15 09%
litllt__,_1mr
d-91% 1.89% —
Excellent Good Neutral Poor Very Poor
Exhibit 27
Do you import or export merchandise?
Value Percentage
Yes 10.4% 46
No 89.6% 395
Total Responses 100% 441
Do you import or export merchandise?
Yes
No .10.4%
89.6%
Exhibit 27-B
Do you use a customs broker?
Value Percentage
Yes 52.2% 24
No 47.8% 22
Total Responses 46
Do you use a customs broker?
No
47.8%
Exhibit 27-C
Are you familiar with the Foreign Trade Zone?
Value Percentage
Yes 15.2% 7
No 84.8% 39
Total Responses 46
Are you familiar with the Foreign Trade Zone?
Yes
No 415.2%
84.8%
Exhibit 28
There are a number of local business assistance programs available to local companies;would
you like to be contacted about any of the following programs/services?(Please check all that
apply)
Value Percentage
Foreign Trade Zone 6.2% 13
Enterprise Zone 19.4% 41
iHub 5.2% 11
CalWorks 5.2% 11
Workforce Development Centers(Employment
Services) 10.9% 23
SCORE(Counselors to America's Small Business) 10.9% 23
SBA(Small Business Administration 26.5% 56
Chamber of Commerce 15.6% 33
Total Responses 211
There are a number of local business assistance programs available to local companies;would you
like to be contacted about any of the following programs/services?
(Please check all that apply)
26.5%
19.4% —
15.6%--
10.9% 10.9% L
6.2% 5.2% 5:2%
Foreign Trade Enterprise iHub Cal Works Workforce SCORE SBA(Small Chamber of
Zone Zone Development (Counselors to Business Commerce
Centers America's Administration
(Employment Small Business)
Services)
CLIMATE FOR SUCCESS
4
4
_'...,, 1
2010 COACHELLA VALLEY BUSINESS VISITATION SURVEY
COACHELLA VALLEY ECONOMIC PARTNERSHIP
A project of the Coachella Valley Economic Partnership's Blueprint Action Plan
and the Riverside County Economic Development Agency
)111
-111
TABLE OF CONTENTS
ACKNOWLEDGEMENTS 01
EXECUTIVE SUMMARY 02
SURVEY METHODOLOGY 03
CHARACTERISTICS OF THE RESPONDENTS
Exhibit 1 Business Classification 04
Exhibit 2 Length of Time Operating in the Coachella Valley 04
Exhibit 3 Reasons for Originally Locating in the Coachella Valley 05
BUSINESS CLIMATE/ECONOMY
Regional Business Climate
Exhibit 4 Expectations of Future Business Climate 06
Exhibit 5 Rating of Business Climate In Last 12 Months 06
Exhibit 6 Review of Gross Revenue Over Last 12 Months 07
Exhibit 7 Company Layoffs 07
Exhibit 8 Revenue from Outside of the Coachella Valley 08
Exhibit 9 Locating in the Coachella Valley 08
Exhibit 10 Challenges of Operating a Business in the Coachella Valley 09
Exhibit 11 Business Advantages and Disadvantages of Doing Business
in the Coachella Valley 09
Local Operations and Facility Planning
Exhibit 12 Owning or Leasing Property 10
Exhibit 13 Renewing Property Lease 10
Exhibit 14 Relocating 11
Exhibit 15 Reasons for Relocating 11
EMPLOYMENT/WORKFORCE
Hiring and Employee Recruitment
Exhibit 16 Pending Layoffs 12
Exhibit 17 Future Hiring 12
Exhibit 18 Occupational Demand 13
Exhibit 19 Recruiting Challenges 13
Exhibit 20 Recruiting Methods 14
Exhibit 21 Hiring Youths 14
Exhibit 22 Intern Placement 15
Workforce Training and Government Assistance
Exhibit 23 New Employee Training 15
Exhibit 24 Vocational Training Programs 16
Exhibit 25 Collaborating on Educational/Training Programs 16
Exhibit 26 Working with the City/County 16
Exhibit 27 Importing and Exporting 17
Exhibit 28 Business Assistance Programs 17
19
doi
ACKNOWLEDGEMENTS
t
L _
The Business Visitation Survey is made possible through the collaborative efforts of the following
committee members,resource groups and individuals who provided their time and expertise.
Special thanks to the Riverside County Economic Development Agency for the grant funding to
complete this survey and to implement programs to enhance the Coachella Valley business climate.
Additional sponsors include the City of Cathedral City,the City of Coachella,the City of Desert
Hot Springs,the City of Indian Wells,the City of Indio,the City of La Quinta,the City of Palm
Desert,the City of Palm Springs and the City of Rancho Mirage.
Resource Groups and Individuals
Bob Marra,The Public Record and Wheeler's Market Intelligence
Terry Green,Executive Director of Pathways to Success
Dr.David George,College of the Desert
Chris Thompson,Pathways to Success Mentor Program Coordinator
Kiner Communications
Chambers of Commerce for the following cities: Cathedral City,Coachella,Desert Hot Springs,
Indian Wells,Indio,La Quinta,Palm Desert,Palm Springs,and Rancho Mirage 01
CVEP Board of Directors
Special thanks to Pathways to Success students for their dedication and hard work in conducting
survey interviews.
Committee Members
Cathy Van Horn,Economic Development Director,City of Palm Springs
Curt Watts,Economic Development Director,City of Rancho Mirage
Daniel Arvizo,Economic Development Director,City of Indio
Debbie Powell,Economic Development Director,City of La Quinta
Lorie Williams,Economic Development Director,City of Coachella
Ruth Ann Moore,Economic Development Director,City of Palm Desert
Traci Rees,CVEP Business Survey Project Director
Wesley Ahlgren,CVEP Chief Operating Officer
CVEP would especially like to thank the participating businesses for their time and honesty in
completing the survey.The information you provided is an invaluable asset in helping to define
the issues that affect the Coachella Valley.
EXECUTIVE SUMMARY
The timing of this survey was initially thought •Nearly 50%of the respondents noted that Top 5 Biggest Challenges
to be a challenge.The survey was conducted they will be hiring a skilled level employee 1.Local Economy
during the warm summer months where there 2.Season Population(Summer Months)
is an expected slowdown in business.In addition •18.5%of respondents are in need of 3.Utility Costs
the country is entrenched in extremely challeng- professional/management level employees 4.Cash Flow
ing economic times that has become known 5.State Taxes&Health Care Costs(Tied)
as the"Great Recession". Yet these occupational classifications are
the most challenging to recruit in the Top 3 Advantages of doing business
However,as the results show,the area business Coachella Valley. in the Coachella Valley
leaders are generally optimistic about the future 1.Quality of Life
and are content to be living and working in the •Over 62%stated that they have difficulty 2."Desert"Reputation
Coachella Valley.Almost 90%of respondents in recruiting a skilled level worker and 3.Area Growth Potential
claim the biggest advantage of doing business
in the Coachella Valley is the quality of life.Al- •Over 30%state they have difficulty in Top 3 Disadvantages of doing business
though many businesses may be struggling,the finding professional or management level in the Coachella Valley
weather and general lifestyle of the desert make employees 1. State Business Regulations
the challenges of business a bit more tolerable. 2.Workforce/Career Technical Training
02 By projecting the workforce needs it is evident 3.Workforce Availability
` ' Most pertinent to the interest of CVEP and the that the quality and capacity of the workforce
goals established in our Economic Blueprint is is a concern for the entire community.CVEP's By the Numbers
the workforce related issues. Over 90% of direction for over five years,and restated in the •1,655 Completed Surveys
business owners stated that they do not plan Blueprint,is to address those issues related to •30 Student Interns Hired to Survey
to lay off any employees in the next 12 months. the valley's school districts and local training •4 Month Active Surveying Process
In fact,almost 60%of respondents stated they institutions including colleges,universities and •30 Core Questions
are more likely to hire additional employees workforce centers.A better educated, higher •All 9 Cities Involved
during the next year.This is positive news as the income population would likely lead to declining
area works its way out of the current economic poverty and crime while ensuring the valley's
challenges and the high unemployment rate.Of future is sustainable.
both interest and concern is the expected
occupational classification that is sought in
the hiring of new employees.
ti
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•
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' s - ?s,>
• •
SURVEY METHODOLOGY
The Coachella Valley Economic Partnership, The information culled from the survey also advertisements,email blasts and in collabora-
along with the County of Riverside and with the helped execute an"early warning system"in tion with numerous business groups including
collaboration of all nine desert cities,conducted collaboration with Riverside County's Rapid local chambers of commerce-to rally as many
a Business Visitation Survey of companies Response programs already in place by iden- participants as possible.
located throughout the Coachella Valley during tifying and responding to at-risk businesses
the Summer of 2010. in an effort to diminish layoffs and improve The level of participation was phenomenal with
job retention. 1,655 complete questionnaire responses gar-
The main goal of the survey was to help provide nered during the survey period.To put this into
the basis for seeking solutions for job develop- The survey,which included 30 core questions, perspective, there are roughly 14,000* busi-
ment,job expansion and job retention in the took approximately 15 minutes to complete on nesses in the Coachella Valley that have one or
Coachella Valley.More specifically,the survey average. It was conducted in two ways - by more employees,so to gather completed sur-
results will serve as a valuable information personal interviews and through online,email veys from roughly 12%of all companies in the
resource for local businesses,the County of response.Thirty local college students from the region is extremely impressive.Approximately
Riverside and the local cities.Creating this body Pathways to Success program, an education 4,000 companies were personally asked to par-
of knowledge is an important element among initiative of CVEP,were hired to pursue partic- ticipate in the survey for a 41%response rate.
the first-year steps of CVEP's Economic Blue- ipation by companies so they could conduct
print Action Plan.Those who participated can as many questionnaires as possible in person. Funding for the survey was arranged through
be proud that they were a part of the process The students made phone calls to schedule the Riverside County Economic Development 03
that is seeking solutions to revive,grow,and on-site survey appointments,which began in Agency and in partnership with all nine cities
sustain the area's economic engine. early July.In addition to the surveys completed in the Coachella Valley.
in person with the assistance of the students,a
number were done electronically directly by the
respondents and returned through email.CVEP
aggressively promoted the survey through
many outlets-such as its website,newspaper
Source Infousa.com
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r".-.._ ,. s � •-_ dr.
yy f) 9 I.
44.
.10,f
CHARACTERISTICS OF THE RESPONDENTS
Respondents to the survey represent a wide Exhibit 1
variety of industries in the region and are very
well distributed by city and size of their em-
ployee base.The companies that participated For classification purposes, e
what is the PRIMARY nature of your business?
were not narrowly focused in one or a few in-
dustries; "
they include all of the key business
sectors operating in the region.In terms of size
0
and scope of business,the participants included
large, medium and small organizations,thus ;.N1-1
lending even more validity to the findings.
g
The retail sector accounted for the largest
number of responses to the survey at 26.3%. g
Restaurant and food service was next at f,
12.1%,professional services comprised 10.9%, ae 2
- o 0
construction accounted for 6.9%of responses o o o `
EN MN
and the hospitality sector represented 5.6%of • ■
04, the respondents.Beyond these core categories v _ LL v = z 6
r
of local business,the nature of operation of the w _ S Y -15
N N Ni Y
respondents was quite diverse. a a o g $
3
The respondents were generally long standing Exhibit 2
companies with 27.8%having operated for more
than 20 years and 22.5%doing business in the
How long have you been operating your
Valley for 11-20 years.Only 11%of respondents business in the Coachella Valley?
have been in business in the valley for less
than 2 years. ®over 20 years(27.8%) ■under 2 years(10.9%)
::'::::::
1111 11-20 years(22.5%)
Exhibit 3 A large majority of respondents are owner
operated with 75%indicating that they are not
owned by a larger corporation.
Why did you choose to originally locate your
business in the Coachella Valley? It follows then that the largest segment of re-
g spondents(46%) stated that they originally
a chose to locate their business in the Coachella
Valley because they already lived in the region.
Many regions have large numbers of 'organ-
ically grown" companies created by local
residents,but in the valley,the percentage in
this category is very high.
g
• F The second greatest factor for locating in the
P
region is having a client/customer base in the
I I
region.This interesting fact illustrates the inland
expansion effect that has been developed over
3 E o < o ° many years as people have moved out of the (05]
urban,coastal counties of Southern California l
a u A E
3 n a into the Inland Empire and their vendors have
V iJ ti
li c often moved or expanded with them.
The third most cited reason for locating in the
valley is the purchase of a business at 13.5%
of the respondents. All of the reasons why
respondents chose to locate in the valley are
•
shown in the chart above.
i, ihr
,„„,,, .. ,
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Based on the volume of responses and the char
acteristics of the respondents,the survey pro-
fill. 111
vides us with a credible representative snapshot
of our current general business climate.
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BUSINESS CLIMATE/ECONOMY
Regional Business Climate
When asked about their expectations for the Exhibit 4
Coachella Valley economy in the next 12
months, respondents are probably best de-
scribed as cautiously optimistic. Exactly half In the next 12 months,do you expect the business climate in the Coachella Valley to:
of the respondents expect the local business
climate to improve in the coming year while I.Worsen(11.9%)
38% expect it to stay the same. Only 12% .Remain the same(38.3%)
expect things to worsen.
.Improve(49.9%)—
06 I,
Looking back it's clear that the past 12 months
have been challenging for local businesses.
When asked to rate the business climate in
the Coachella Valley during the past year 34% Exhibit 5
rate it as being average while the same number How would you rate the business climate in the
rate it as poor and 9.3%rate it as having been Coachella Valley over the past 12 months?
very poor.Though it was an extremely difficult .Poor(33.9%)
economy for virtually any region in the U.S., .Very Poor(9.3%)
20.4%of respondents rated the valley's busi 411 PA_ .Excellent(2.7%)
ness climate as good and 2.7%considered it - .Good(20.4%)
to be excellent during the past year.
III.Average(34.1%)
Exhibit 6 Almost half of the respondents(49%)indicate
that their revenue decreased during the past
In the past 12 months, 12 months.An equal number saw an increase
would you say your gross revenue has:
in revenue as experienced the same level of
income during the period(both at 26%).
■Remained the same(25.9%) dill — ■Decreased(48.8%)
Ill'
!07
Exhibit 7 In terms of employment levels, the past 12
months has been a challenging period as 31%
Has your company laid off any employees in the past 12 months? of respondents indicated that they had layoffs
of one or more employees while 69%have not
done so.
.No(68.8%) 1, II Yes(31.5%)
Roughly one-third of respondents (29.7%) Exhibit 8 What percentage of your gross revenue comes
from sales OUTSIDE the Coachella Valley?
garner all of their revenue from their operations
within the Coachella Valley.Among the respon-
dents to the survey,those generating between
1%and 25%of their revenue outside the region
is 38.6%which is the largest segment. Only
2.1%of respondents derive all of their revenue
from sources outside the region.
x
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08
Another general indication of how respondents Exhibit 9
feel about the local business climate is
whether they would choose to start or keep If you were to locate your business today,
their company in the region if they were able would you locate it in the Coachella Valley?
to do so again.When considering whether the
Coachella Valley is the place they would locate
their business if they could make a choice ▪Don't Know(17%)
■No(15.80%)
about it again,67%indicated that they would
•
locate here in the valley. Only 16%said they
would not choose the valley again and 17%
were not sure.
II Yes(67.40%)
Exhibit 10 When asked what the biggest challenges are
to running a profitable business in the
Overall what are your biggest challenges in running a Coachella Valley,survey participants indicated
profitable business in the Coachella Valley?
that the"local economy" is the greatest one,
with two-thirds of the respondents citing it
among many choices.Respondents were invited
to indicate all of the challenges that face them
g.
r m in this regard.In all there were 26 factors cited,
n g m in greatly varying levels,by the respondents.
1
" " oll , 4,, ,, a e Some of the major challenges such as cash flow
(35.2%),healthcare costs(34.6%),state taxes
a (34.7%),workers compensation costs(31.8%)
a a and competition(29.8%)are big picture,non-
i" o location related issues but several others noted
i - E - N v o , ? - I.
- LL are based on the local region.Among the most
x LL q = 8 u A `
3 _ € S. o A I o prolific locally oriented challenges selected by
- ,r 3 E E a Y T. c 1
1 v o 2 r respondents are seasonal population (49%), 109 J
w = o .- utility costs(38.9%),local regulations(22.6%) l
and business environment(21.8%).
Exhibit 11 Survey participants were asked to rate a wide
Please rate the following as an advantage or disadvantage in terms of doing business range of market characteristics presented in
in the Coachella Valley: the questionnaire as either an advantage, a
ADVANTAGE DISADVANTAGE N/A disadvantage or something that is not appli-
Quality of life 89.0% 4.3% 6.6% cable.The respondents indicated that Quality of
Business climate 61.0% 30.8% 8.2% Life (89%) is the greatest advantage with
"Desert"reputation 79.3% 10.0% 10.7% Desert Reputation next at 79.3% and Area
Area growth potential 76.4% 16.7% 6.8% Growth Potential at 76.4%. The following
Cost of living/housing 68.4% 21.9% 9.7% market characteristics all received ratings as
Educational system 43.3% 26.5% 30.2% advantages by more than 60%of respondents:
Land or rent costs 61.9% 26.5% 11.7% Cost of Living (68.4%); Land/Rent Costs
Level of crime/public safety 61.4% 24.7% 14.0% (61.9%);Level of Crime/Public Safety(61.4%),
Workforce availability 52.3% 34.7% 13.1% and Business Climate(61%). Characteristics
Workforce/Career technical training 36.4% 35.0% 28.6% receiving the greatest ratings as disadvan-
Public transportation 47.9% 25.3% 26.8% tages include: State Business Regulations at
State business regulations 38.4% 38.4% 23.3% 38.4%;Workforce/Career Technical Training
Local government 47.7% 28.2% 24.1% (35%); Workforce Availability (34.7%), and
Local business assistance programs 36.0% 21.9% 42.1% Business Climate(30.8%).
Local Operations and Facility Planning
A large majority of respondents(71.1%)currently Exhibit 12
lease the facility they occupy. Of those with
leases, 61% plan to renew their lease upon Do you own or lease your current business location?
expiration, 31% are unsure and 8% are not
planning to renew their contract for space.It's
likely that the very dynamic commercial real
estate market, characterized by perhaps - .own(29%)
best-of-a-generation deals being available, is
causing lessees to look more closely at other
options that might improve their bottom lines.
;
■Lease(71%)
I.
10
1".6
so
f tar Exhibit 13
1!/
'52:iDo you plan to renew your lease upon expiration?
y Y__ II (61%)
1 177
.\
'1 1% Il Not Sure(31%)
1 ■No(8%)
r
tti
1 411144,
1 \
r•
•
qak
ile
iii
S
_ _
•wr_
Exhibit 14 A considerable portion of survey participants
(28.8%) have considered expanding in their
If planning to relocate your business, current location. Of those considering ex-
to where would you move?
pansion,55.8%note that they would require
financing to make it happen.
Most respondents(90%)plan to stay in their
current location,but 10%are planning to move
elsewhere.
Of those planning to move,45.6%plan to move
to a facility within the city in which they cur-
e m rently operate,36.1%plan to move to another
® . city but stay within the Coachella Valley. A
combined 14.8% plan to move to another
z dz• place outside the valley but within California '11,
"A =v and 8.3%plan to move out of California.While
N any portion of respondents wanting to move out
s i s § of California is disheartening,it's a percentage
that is smaller than the general media and
word of mouth might lead one to believe.
Exhibit 15
Primary reason(s)for relocating business:
The reasons given for relocation vary widely,
but the reason cited by most looking to move
is a lack of business at 30.2%.While the lack
of business is a negative situation,the second
g most noted reason for relocating is the need
for more space (29.6%) which is clearly a
' positive thing. All of the reasons given for
those planning to relocate are shown in the
chart to the left.
Fx
E - O
,, w m T.
a ' -
E „ -w
' o 2 r., E E
E E
EMPLOYMENT/WORKFORCE
Hiring and Employee Recruitment
When considering the future and the nature Exhibit 16
of the California and U.S.economic conditions,
the expectation for the employment base locally Will your company lay off any employees in the next 12 months?
looks quite positive. For the next 12 months,
almost 91%of respondents do not anticipate Yes(9.3%)
any layoffs.
.No(90.9%)
l2
Almost 60%of employers responded to the Exhibit 17
question,"Does your company plan to hire any
additional employees in the next 12 months in
the following classifications?" The fact that Does your company plan to hire any additional
employees in the next 12 months in the following areas:
such a large number of companies are likely to
hire workers is very positive.The categories of
workers they want to hire are shown in the Skilled(49.7%) .Clerical(17.4%)
chart to the right. .ProfessionaVManagement
(18.5%)
— .Unskilled(16.8%)
Of those companies planning on hiring,50%
of respondents look to hire what they con-
sider to be skilled employees and 19% are
looking to add professional/managerial talent
is exciting,especially as the region is working
its way out of the recession. Employers also
indicate they will be seeking semi-skilled .Semi-skilled(37.9%)
workers (37.9%) and both unskilled (17%)
and clerical(17%)staff.
Exhibit 18 Considering likely demand for various types
of workers during the next 5 years, respon-
What occupation classification do you anticipate will have
the greatest demand in the next 5 years at your company? dents gave essentially the same input as for
the 12-month period. They anticipate their
greatest demand for new employees to be for
the skilled (54%), semi-skilled (29.2%) and
Skilled(53.8%) .Professional/Management
professional/managerial(21%)levels.
■Unskilled(7.6%)
Semi-skilled(29.2%) I 13
Exhibit 19 Just as in the case of the 12-month outlook,
these results are very positive.The downside
to this scenario is that companies in the region
are having a tough time recruiting people for
Does your firm have difficulty recruiting any of the following workers?
these types of jobs.
®Skilled(62.1%) Ifilli Respondents noted that theyare havingthe
■Clerical(12.5%) p
111
Professional Management(30 greatest difficulty hiring skilled workers with
— III Unskilled(52.8%) 62%reporting difficulty in this effort and they
are also challenged in trying to recruit profes-
sional/managerial talent locally as 30.9%have
iir indicated. It still remains a challenge for 20%
of the respondents to hire semi-skilled work-
ers®Semi-skilled(20.3%)—
within the Coachella Valley.
Pr
Of course one of the core activities that CVEP Exhibit 20
has been undertaking for several years, and
which is a key component of the Economic Which of the following recruitment methods do you typically use?
Blueprint, is workforce development through (Please check all that apply)
various educational pathways. If we continue
working on this challenge so effectively it will
dissipate greatly in the years ahead.In the near
future,if there is a strong enough,sustainable o
0
need then local companies will simply import
F.
the labor force they need as the local work- " rt
force ramps up its prevailing skill level.
g
To recruit new employees, local companies
report using a wide range of techniques with
hiring from within being the greatest method
(44.8%)followed by using the Internet at 38.7% s - o k it E a t
tz
and networking/trade associations at 22.1%. �m z E
14 The chart to the right illustrates all of the meth- _ ; ,, °v A�
ods respondents are using to recruit employees. Z 36
X
Young people have a place in the local economy Exhibit 21
with 30%of respondents noting that they hire
youth to do work for them occasionally and
7%frequently.Roughly 30.6%rarely hire youth
and a third of the companies never do so. Does your company hire youth,age 16-21?
®Frequently(70%)
• .Never(32.7%)
■Occasionally(29.7%)—
■Rarely(30.6%)
Exhibit 22 The opportunity to utilize the work of interns
was very compelling to respondents with 67.1%
Would your company be interested in placing interns in your workplace? indicating an interest in doing so. Typically
interns are full-or part-time students and tend
to be relatively young,so this is another indica-
tor of the need for an active young component
®No(33%) of the region's overall workforce.
Yes(67%)
15
Workforce Training and
Government Assistance
Exhibit 23 Almost all respondents(92%) indicated that
they use their own employees to provide train-
ing to others as part of their overall employee
training process.
Does your company use its own employees to provide training?
■No(8.2%)
- -- ■Yes(91.8%)
Commenting on the availability of vocational Exhibit 24 Math zs.z%
training programs in the Coachella Valley,re-
spondents noted that more availability and/or Are there any skills that you find vocational English 40.3%
training programs don't teach or need more
emphasis should be given to enhancing the emphasis in this community: Basic Job Skills 37.6%
following skill areas: Customer service
(46.6%); English (40.3%); Basic job skills Computer 26.4%
(37.6%);Computer usage(26.4%),and Math
Customer Service 46.6%
(25.2%).
Other •,4131"
„rvw-:vc1
According to the survey, approximately one- Exhibit 25
third of respondents (33%) are interested in
collaborating with local high schools,workforce Would your company be interested in collaborating with the local high schools,workforce
development centers and colleges/universities to develop more effective career/technical
development centers and colleges/universities training or educational programs for students?
to develop more effective career/technical train-
16 ing and/or educational programs for students.
■Yes(33%)
■No(67%)
When it comes to working with local govern- Exhibit 26
ments, more than two-thirds of respondents
(65.3%)have had contact with a city or county How would you rate your experience in
entity. Overall, they rated their contact as working with a city or county entity? Excellent 20.4%
being mostly Good (48.6%) or Excellent
Good 48.6%
(20.4%)-an impressive 69%of the total input
- with 21% rating their experience as being
Neutral ' 21.3%
Neutral.Only 6%rated their interaction with
a local government agency as Poor and 4.1% Poor . 6.0%
rated their experience as being Very Poor.
Very Poor , 4.1%
Exhibit 27 Of the survey participants,only 11%import or
export merchandise.Of those importers/ex-
• Do you import or export merchandise?
porters 48.3%use a specialized broker for their
transactions.Overall,a large majority of respon-
dents are not aware that there is a Foreign Trade
0 .Yes(10 8%) Zone in the Coachella Valley(based at the Palm
Springs International Airport).
■No(89.2%)
117J
Exhibit 28 Survey participants were informed that there
There are a number of local business assistance programs available are a number of local business assistance
to local companies;would you like to be contacted about any of the rams available to them asked if
following programs/services? programs andthey
would like to be contacted about any of them.
Of the local business assistance programs
r 6 noted,the Coachella Valley Enterprise Zone was
�; cited most frequently at 42.6% followed by
+;
chambers of commerce at 34.9%and workforce
'`` development centers(employment services)
at 24.7%. The chart to the left shows the
overall response of the participants.
IF
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IIMC. 1 COACHELLA VALLEY ,•
ECONOMIC P: UERSHIP
CLIMATE FOR SUCCESS
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