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Home My WebLink About2010-01-28 Study Session - Coachella Valley Economic Partnership akwiti i 6\ Gu EP /ktoe__ - —goDID PATHWAYS Tii SUCCESS o,. S3'- Students • Scholarships • Support IPATHWAYS TU SUCCESS I PTS& Matching Partner c`holarship Recipients by Industry Related Majors • 40 28 1O .7111 ' �■ ■ * o c PATHWAYS :- ID SUCCESS . PTS& Matching Partner Scholarship Recipients by City(N=280) 50 35 3o x so =5 — Ja"a C°'�o`�QCrO\<V0 '4 o �, c.66 cQ c8'',•.ego n`,�.�a .e�6 atY' tc� Qe Q° o` 6 0°- TOPATSUCHWCESSAYS Total PTS / Partner Scholarship Funds Awarded by City(2009) 5250,000 5200,000 S150,000 $100 000 ..... _ ...__.. ___.. _ ... ._... ._... S50,00° [ I I '1: a Oe' Las' TO ? 4a g9c .�g PATHSUCCESS WAYS i PTS Scholars by Academic Institution T pes (N=280) ■College of the Desert(155) •Other Community College • (3) California State University ,. (58) •University of California (47) •Out of State/Private(1 7) 3 1 ICPATHWAYS SUCCESS '' Distribution of Student Incomes 400 —aa 350 -- -- -- 14 300 Ail Applicants H 250 ■Awarded c 20D � v 150 E 100 50 tJ(P g15� p5� 565K85K§95K 595k �¢� $v5kk5µ IS, 5a5µ ��¢< � ,..„,.. Income ** *** EISENHOWER MEDICAL CENTER January 28, 2010 Palm Desert City Council Palm Desert Civic Center 73-510 Fred Waring Drive Palm Desert, CA 92260 Dear Honorable Council Members: As President and CEO of Eisenhower Medical Center, I believe that there is a very important opportunity for government and business to work together for the benefit of the citizens of the Coachella Valley. More specifically, the potential for a public, private partnership within the Coachella Valley Economic Development Council, offers the hope of lasting economic progress here in the valley. Eisenhower Medical Center is committed to provide ongoing support to this effort but only if the city governments agree to participate at a meaningful level. Many of the issues that are involved in stimulating new economic growth in the valley can only be accomplished with the powers and authorities that we have granted our governments. Money alone from the private sector will be ineffective without a meaningful partnership between government and business. Sincerely yours, G. Aubrey Serfling President/CEO GAS/op 39000 Bob Hope Drive,Rancho Mirage,CA 92270/760-340-3911 /www.emc.org PATHWAYS TO SUCCESS FACT SHEET A Project Funded By COLLEGE ACCESS FOUNDATION of California Opportunities for Students • Coachella Valley (4‘, Economic Partnership FOR IMMEDIATE RELEASE CONTACT June 20,2009 Ernesto Rios 760-341-6542 erios@cvep.com CVEP's Pathways to Success and Matching Partners Award over $1.4 Million in Scholarships to Coachella Valley Students After a year of planning and with the help and support of hundreds of volunteers and dozens of local education and non-profit organizations, the Coachella Valley Economic Partnership (CVEP) staged its first annual awards event at the La Quinta Resort Hotel on Saturday, June 20. The event recognized 280 students who have been selected for college scholarships by Pathways to Success and its matching partners. The program is part of an overall strategy by CVEP to create tomorrows' workforce by assisting more students with financial need in their pursuit of a college education. "We need to diversify our economy and build industry sectors that create higher paying sustainable jobs. We need to rely on and support our local talent and educational systems to fill these new positions", said Wesley Ahlgren,Executive Director of CVEP. The Pathways to Success program is an unprecedented regional effort that combines funding provided by the College Access Foundation of California with funding from several local scholarship programs to accomplish very specific goals. According to Terry Green, Executive Director of the Pathways to Success program, "our goal is to increase the rate of college going among our youth, especially students with financial need, improve their success rate in college, and organize a regional effort to provide more scholarships and student support to those who wish to go to college." With over $1.35 million in seed funding from the College Access Foundation of California, over $100,000 in local operating support, and over $400,000 in matching scholarship support, Pathways to Success has quickly made an impact in the dreams and aspirations of local students. The program provides student support services to each student who receives a scholarship directly from Pathways or from one of its 13 matching partners. 1_. The matching partners include: • The Desert Healthcare District Foundation, • The College of the Desert Alumni Association and Foundation, • CSUSB Palm Desert Campus • UCR Palm Desert Graduate Center • Thermal Chamber of Commerce • Palm Springs Soroptimist International • Palm Desert Rotary Club • Our Lady of Soledad • The Coachella Valley Housing Coalition, • The Ophelia Project • Riverside County EDA Character Counts • The Reynaldo Carreon Foundation • The Girlfriend Factor. Pathways matched each partner to create larger scholarships, and in many cases multi year scholarships for students with financial need. According to Ernesto Rios, Program Director for Pathways to Success, "the good news is that we are expanding scholarship availability to local students and linking scholarships to student support. The bad news is that hundreds of students, who have the ability and desire to go to college, will not be able to get there because all of us combined do not have enough scholarship money to address the real need". Rios commented that Pathways and its partners received over 1300 applications and we only able to award 283 scholarships. Said Green, "We need to challenge this community to invest in its future by making it possible for these talented young people to complete college". Green said that during the next several years, Pathways to Success will work with additional scholarship granting organizations to increase the regional capacity for scholarships and increase the capacity for student support services for these students. # # # 1, PATHWAYS TO SUCCESS Fact Sheet Program Mission Pathways to Success(PTS)is a regional collaborative which seeks to increase college going rates and college success of Coachella Valley students with financial need by providing substantial scholarship support linked to on-going student support. Programs Provided by Pathways to Success • College Readiness Workshops in: Financial Aid, Financial Management, Study Skills, College Life,Selecting a College • Parent Workshops • Web based student support • Mentoring and Internship opportunities • Scholarship Search and Scholarship Application strategies The Pathways to Success Matching Partner Strategy PTS has made available a portion of its funding for use in matching local scholarship organizations who provide support to students from the Coachella Valley with financial need. Local non-profit organizations can apply to PTS for matching funds. Current matching partners include: • California State University San Bernardino,Palm Desert Campus • Coachella Valley Housing Coalition • College of the Desert Alumni Association • College of the Desert Foundation • Our Lady of Soledad • Palm Desert Rotary • Palm Springs Soroptimist International • Reynaldo Carreon Foundation • The Desert Healthcare District Foundation • The Girlfriend Factor • Thermal Chamber of Commerce • University of California Riverside Key Statistics for Year One: • $1.465 million in scholarship awards • 158 scholarships to College of the Desert students • 122 scholarships to students attending universities Size and Duration of Scholarships: • Community College Scholarships are up to$2500 per year • University Scholarships are up to$5000 per year • 125 scholarships are for two years PTS & Matching Partner Scholarship Recipients by Industry Related Majors il 120 100 80 Go L3618 20IP e co so 1ts,Sa 4� ��4. e o+ ,j,` J L a`a• c 114 PTS & Matching Partner Scholarship 50 Recipients by City (N=280) 45 '2 40 37 35 34 30 25 23 I i 24 20 17 19 18 15 10 S 5 4 3 3 3 Il . . II . LII S� o �`. G If ��°� ‘7> 4\Q�c�` cr° c,� c, ,co O Total PTS / Partner Scholarship Funds $250,000 Awarded by City (2009) S200,000 S150,000 S1oo,000 S50,000 SO I . I I i , ll , . _ L$‘ e e aoFce c, 0\ � ear { •co " �c a4 `fie F ar Go ‹` 14 ••° � `� `2`o 4 qa G gaooJ� O PTS Scholars by Academic Institution Types (N=280) ■College of the Desert (155) ■Other Community College(3) 58 California State University(58) •University of California(47) 3 ■Out of State/Private(17) Distribution of Student Incomes 400 — 3 50EU 13 300 _ All Applicants 250 ■Awarded it 200 I- 150 100 - • S0 - — z 0 __ 111111 55�rae\ 2s� �c)� �� 0 e Income (c Coachella Valley Economic Partnership Wesley Ahlgren,Director of Operations 73-710 Fred Waring Dr.,Suite 106 • Palm Desert,CA 92260 Email:wes@cvep.com Website:cvep.com Phone:760-340-9212 P AT II VV AY S TO SUCCESS Terry Green,Executive Director/Phone: 760-341-6542/Email:tgreenna,cvep.com Ernie Rios,Program Director/Phone: 760-341-6542/Email: erios@cvep.com Chris Thompson,MAS Coordinator/Phone: 760-341-8681 /Email: cthompson@cvep.com Alex Bleza, Student Support Coordinator/Phone: 760-341-8681 /Email: ableza@cvep.com Nubia Madrigal,Office Manager/Phone:760-346-0265/Email:nubia@cvep.com 75-080 Frank Sinatra Dr., Suite B227 • Palm Desert, CA 92211 Website: www.CVPTS.com Phone: 760-346-0265 • � Coac:ell .. OR CVEP Career Pathways Initiative Progress Report January 2010 Goals of Career Pathways Initiative • Provide a more diverse and financially rewarding number of career options for Coachella Valley low income youth. • Build an effective educational pipeline along industry clusters to educate and train students exactly as industry needs them based on standards established by industry. • Develop career pathway curricula linkages between and among K-12, community college, 4-year degree programs and graduate degree programs. • Make industry cluster workforce development a key driver and contributor to regional economic development efforts. During the final quarter of 2009, the Career Pathways Initiative accomplished work in four main areas: Partner Development; Industry Councils; Work Based Learning and Data Documentation and Outcomes Measurement. Key Meetings/Activities Steering Committee Meetings November 16 Healthcare Industry Council Meetings October 15; November 12; December 10 Arts Media Entertainment Industry Council Meetings November 24 Advanced Technology Industry Council Meeting November 18 COD K-12 Consortium Meetings November Career Explorations Field Study Trips: Healthcare November 17 (DRMC); December 15 (DRMC); December 20 (EMC) Career Explorations Field Study Trips: Energy November 16 Desert Tech Prep Regional Collaborative October 5; December 7 Riverside County WIB Eastern Regional Committee November 16 EDD Transformation Committee Meetings December 17 Ford PAS Professional Development Provider (PDP) Octdober15-16; December 15-17 Training Ford PAS/NGLC National Meeting October 16 -17 Cal-PASS: CTE PLC Coachella Valley Launch December 3 Cal-PASS: English PLC November 4 Cal-PASS: Health PLC October 19; November 23 RCOE CTE Leader's Meeting December 2 RCOE Board Presentation December 9 Partner Development Desert Healthcare District Grant A grant for$311,000 was awarded by Desert Healthcare District to build capacity within CVEP CPI's Healthcare Industry Council to more effectively address local healthcare workforce recruitment and training needs. This is a 24-month grant which began on October 1, 2009 and concludes on September 30, 2011. Reports are due every six months and grant installments are paid upon acceptance of progress reports. Desert Healthcare District has been an invaluable partner in the development of CVEP's Career Pathways Initiative (CVEP CPI) and the Healthcare Industry Council. This is the third grant that DHCD has awarded to CVEP through the Career Pathways Initiative bringing their total investment in the initiative to $554,574 since 2005. Riverside County Office of Education Partnership Riverside County Office of Education (RCOE) is working with CVEP to establish a new partnership that will provide core operating support for the Career Pathways Initiative. This partnership would be similar to the investment that Riverside County EDA/Workforce has made in the Career Pathways Initiative. RCOE is enthusiastic about the work that CVEP CPI is doing to link industry to education programs and wants to assist CVEP in sustaining that effort. Ford Motor Company Fund: Partnership for Advanced Studies Next Generation Learning (Ford PAS NGL) National Convening: Ford hosted a Community Sustainability Workshop for leadership teams from the fifteen communities across the country who have been designated as prospective or leadership level Next Generation Communities. The meeting took place October 16-17 in Dearborn, MI and the Coachella Valley team included Wendy Frederick, Riverside County EDA/ Workforce; Nancy Pavelsky, Riverside County Office of Education; Sheila Thornton, CVEP CPI Healthcare Industry Council and Kim McNulty, CVEP CPI. The Coachella Valley is one of two Ford PAS NGL communities in CA and the second community recognized nationally for our work to build a collaborative that links education, economic development and workforce development efforts regionally. CVEP Career Pathways Initiative has received a $50,000 planning grant to establish a Ford PAS Hub that supports educators and business partners in this work. Professional Development Provider Certification: Ford is working to develop a network of Ford PAS NGL certified professional trainers across the country to work with the national office to help communities build capacity and provide local support for teachers and students engaged in career academies and pathways programs. Kim McNulty completed the 4-part certification program as part of the first co-hort and received certification in October. Donna Sturgeon is part of the third co-hort group and will be certified October 2010. Communications/Outreach CVEP CPI's new website was launched in October at www.SmartStudentsGreatJobs.com. Kiner Communications developed the graphic template for the site and Thetford Web Design built the site. It provides general program information for Career Pathways as well as information on each industry council and student/faculty programs. Industry Councils Healthcare Industry Council The Healthcare Industry Council met three times during this quarter. Key program outcomes include: • Cal-PASS Health Careers Professional Learning Council o CVEP's Healthcare Industry Council is piloting California's first Cal-PASS Professional Learning Council for Health Careers. The PLC met twice this quarter and is working to create a matrix to help identify and follow students in health pathways across the valley in order to measure progress and performance regionally. o Cal-PASS will inform regional academic outcomes in health career pathways. All three school districts, the community college and major universities have signed a Memorandum of Understanding (MOU) and have successfully uploaded student files and are actively participating in the PLC. • Career Explorations Field Study Program o The Career Explorations Field Study program was launched by CVEP CPI three years ago in the Healthcare cluster, and this year the program was expanded to the Energy/Clean Tech sector in partnership with Palm Springs Unified School District. o Three Healthcare tours took place during this quarter—two to Desert Regional Medical Center and one at Eisenhower Medical Center and one Energy tour to Cal-Energy. This program was launched three years ago with grant funding from Desert Healthcare District and has now been sustained through funding from Palm Springs Unified School District. Since the program inception more than 1,500 middle school students have participated in the program. • Faculty Externship Program o Funding was secured from College of the Desert and the three K-12 school districts to implement a Faculty Externship for area educators this school year. Twenty educators will participate in this program which launches in February and concludes in May. Advanced Technology II Energy and Emerging Clean Technology • A partnership was formalized with College of the Desert to provide in-kind support to facilitate this council. COD has assigned Larry McLaughlin, Director of COD's Advanced Transportation, Technology and Energy Center(ATTE) to serve as the CVEP CPI Advanced Technology Industry Council Coordinator. Larry brings a wealth of experience in the energy/clean tech sector to this work and is a strong addition to the program. The council is working to support the growth of middle school, high school and college pathway programs in the energy and emerging technology sector. COD has been a strong source of support for the CVEP Career Pathways Initiative since the inception of the program and this partnership will sustain the work of this council. • This quarter the council provided support to Coachella Valley Unified School District and Palm Springs Unified School District in applications to secure funding from the CA Department of Education to support for two California Partnership Academies in Energy—one each at Desert Mirage High School in Thermal and Desert Hot Springs High School. Award announcements are expected in February. Arts Media & Entertainment • The Arts Media & Entertainment Industry Council met once this quarter and continues to provide support to the eight high school pathway programs across the valley. The council is exploring avenues to create a vehicle to showcase student work and support mentor opportunities for students. Work Based Learning Funding was secured from the Desert Region Tech Prep Collaborative and the Desert Healthcare District to develop a process and tool to link students and teachers to work-based learning opportunities with employers across the region. This program is being developed and piloted through the Healthcare Industry Council and will be available to expansion to other clusters as funding is secured. Outreach has begun to secure industry partners, catalog capacity and quantify teacher/student needs. Data Documentation and Outcomes Measurement Cal-PASS (California Partnership for Achieving Student Success) The Coachella Valley has formed a strong partnership with Cal-PASS, the California Partnership for Achieving Student Success which is linking high school and college educators in four Professional Learning Councils: Health Careers (a statewide pilot through CVEP's Healthcare Industry Council); English; Math; and Career Technical Education (a statewide pilot facilitated through College of the Desert). Cal-PASS is an initiative that collects, analyzes and shares student data in order to track performance and improve success from elementary school through university. Utilization of the Cal-PASS Core Values represents a new approach to improving education. Cal-PASS is a simple and very practical approach that helps educators understand student performance, improve instruction, and increase student success. This partnership will help CVEP CPI partners begin to document effectiveness of area career academies and develop interventions to improve student success. Where's the money? Share Our Abundant Resources Financial Resources for Small Business Small Business Resource Forum and Expo Agua Caliente Resort&Spa The Cahuilla Ballroom 32-250 Bob Hope Drive in Rancho Mirage Wednesday, February 3rd, 2010 7:30 - 8:30-Check In, Networking, Continental Breakfast 8:30-10:00 - Speaker Panel 10:00-11:00 - Networking/Booths Breakfast sponsored by Citibank $15 PER PERSON SPACE IS LIMITED,SO RESERVE YOUR SEAT TODAY. Phone(760)340-1575 or visit www.cvep.com or Phone(760)345-9200 or visit www.cvwbc.com Ca Coachella Valley Economic Partnership Helping Innovative Companies Expand/Relocate to the Coachella Valley. V Coachella Valley warren's Business Center The Coachella Valley Women's Business Center(CVWBC)is partially funded by the U.S.Small Business Administration(SBA).SBA's funding is not an endorsement of any products,opinions,or services.All SBA funded programs are extended to the public on a nondiscriminatory basis.Reasonable accommodations for persons with disabilities will be made if requested at least two weeks in advance. The Coachella Valley Economic Blueprint THE ROAD AHEAD 2009 AND BEYOND Coeche/Ia Va/ley -,11/�� ‘... EconomJc Partnec5h_g DES E RT LYCEUM Helping/nnmmtive Companies Ili .. ... 1�. .. _ . ��u MI I 4 cvepblueprint.com It is a changed world. The global economic crisis has created serious stresses here in the valley.Financial challenges and high unemployment rates mean that if we are to thrive in the new economy, we must think differently.We have a unique opportunity during this time to plan for our new economy that must evolve from the current downturn. For the Coachella Valley,the challenge means we must accelerate our region's evolution from a seasonal economy to one that thrives year-round,with quality employment opportunities for full-time residents of all ages and skill-levels. This year,with support from the Desert Lyceum,the Coachella Valley Economic Partnership (CVEP)decided to take decisive action.CVEP contracted with nationally prominent economic development consulting firm Market Street Services to develop a comprehensive economic development strategic plan for the region.A steering committee of community leaders was formed,and the result of months of hard work is the Coachella Valley Economic Blueprint— the roadmap for our future. The Blueprint is a strategy for the entire Coachella Valley. It is ambitious,comprehensive and O forward thinking.The Blueprint is a regionally focused, market-based,detailed strategy with a five year business plan. The Blueprint demonstrates leadership, and will advance the Coachella Valley through the current downturn and position us for long term growth. This transition will not happen overnight,nor will it be without pitfalls,but the Valley's leadership is committed to create a new economy that benefits every member of our community. Finally, we want to recognize the leadership of our fellow co-chair and dear friend the late Roy Wilson. His thoughtful leadership throughout this process even today inspires us to succeed with the implementation of this Blueprint. Please join us in supporting this critical effort to create our future. 0.44 CtNi:2,1/4^— Rich Ramhoff Richard Oliphant The Desert Sun Oliphant Enterprises Co-Chair Co-Chair Project Overview FUNDING SUPPORT FOR THE BLUEPRINT WAS PROVIDED BY THE CITIES OF CATHEDRAL CITY, COACHELLA, DESERT HOT SPRINGS, INDIAN WELLS, INDIO, LA QUINTA, PALM DESERT, PALM SPRINGS, AND RANCHO MIRAGE, RIVERSIDE COUNTY, THE IMPERIAL IRRIGATION DISTRICT, UNIVERSITY OF CALIFORNIA, RIVERSIDE - PALM DESERT GRADUATE CENTER, THE PALM SPRINGS DESERT RESORTS CONVENTION AND VISITORS AUTHORITY, AND THE BUILDING INDUSTRY ASSOCIATION. Members of the Desert Lyceum and The Executive Committee and the Steering pursue. Many times, communities lack CVEP's Executive Committee assembled Committee asked hundreds of individual focus or attempt to capture opportunities a regional and representative sampling of and organizational stakeholders to be that do not fit their assets and reality.This area private, public and civic stakeholders involved in focus groups, surveys, and analysis provided specific information and to serve as the Blueprint Steering Commit- consultation over the course of a six-month a needs assessment on future sectors for tee,which was tasked with overseeing process to develop draft strategies. the Valley to pursue. the Blueprint development. THE COMPONENTS OF THIS A Marketing Assessment:The assess- ° The Committee was selected from both PROCESS WERE: ment included a thorough review and public and private sectors to provide broad assessment of local marketing efforts to representation from local constituencies. A Competitive Assessment:This report determine if they reflect best-practice The group's oversight ensured that the included an analysis of a combination of methods for increasing awareness and development of research reports and the factors that determines a community's investment in the Coachella Valley. Blueprint itself was reflective of the competitiveness as a place of business Coachella Valley's true competitive for entrepreneurship, existing, expanding, Best-Practices Analysis:This report issues and opportunities. and relocating companies.The key find- identified a number of communities ings and recommendations of these re- similar to the Coachella Valley and how The Committee served a critical role in ports helped inform the development of they've achieved success.While there the development of the strategy and, as the Coachella Valley's Blueprint. Original was no attempt to directly copy these such,were relied on throughout the research into the latest economic struc- programs, there were lessons that were process to insure the constituencies it tural dynamics in Coachella Valley was applied to the development of the represents are on board with key findings complemented by an understanding of Valley's Blueprint. and strategic recommendations. the trends affecting the local population. A Target Business Analysis:The analysis included quantitative and qualitative research to determine the most promising business sectors for Coachella Valley to Q:What do successful communities have in common? Economic Blueprint Strategy:The four KEY CHALLENGES IDENTIFIED KEY OPPORTUNITIES IN THE preceding research components led to the DURING THE PROCESS: COACHELLA VALLEY IDENTIFIED development of the Economic Blueprint DURING THE PROCESS: strategy itself. The plan confirms and • Employment growth and decline enhances existing programs and efforts strongly tied to state and national • An entrepreneurial population that and provides recommendations for expansions and recessions; is adept at starting and growing developing the capacity necessary to • High business sector concentrations businesses; be competitive in today's economy. in lower-paying employment such as • A potential labor force of semi-retired retail, hospitality, agriculture, and and retired individuals who might still Implementation Plan:The final and entertainment; have desires to work, start businesses perhaps most important step in this • Lower comparative wages and incomes or advise fledgling entrepreneurs; process involves centering on "how" than other regions; • A truly dynamic and attractive quality the strategy will be put into practice. • Lower educational attainment, higher of life that draws new residents and Included is a specific"game plan"created poverty percentages,and higher property businesses to the Valley and serves as to address each goal in the strategy. crime rates; an incentive for existing residents to Benchmarks and measures have been • A more diverse and lower-income K-12 remain the region; O assigned and a five-year priority Action student population that requires additional • Local school systems working diligently Plan has been recommended.The resources to effectively prepare for to raise student performance and Implementation Plan enables local college and careers; preparedness; stakeholders to successfully activate • A workforce that many say needs • A higher-education capacity featuring a the Blueprint's recommendations. additional training upon graduation well-established two-year college and from high school and lacks in certain two four-year campuses with strong soft skills; growth potential; • A comparatively older population of • A diverse population and workforce that retirees and elderly residents; adds to the Valley's dynamism as a • A relative lack of high-value employment place to live,work and visit;and opportunities that could better recruit and • The potential of a region that chooses retain young professionals and "trailing" to unite behind progressive and trans- spouses of top executives;and formative processes for change. • A business climate that lacks competitive economic development marketing, recruitment, retention, and regulatory activities. A:A commitment to unite for a better community and to put aside differences for the common good. Blueprint Goals and Strategy The Blueprint strategy focuses on four primary goal areas.These are: GOAL ONE: REGIONALISM • REGIONALISM In many ways,the Coachella Valley is a • ECONOMIC DIVERSIFICATION region in name only. There has yet to • WORKFORCE EXCELLENCE develop a true sense among Valley • QUALITY OF PLACE communities that they are a component of a larger economic and demographic The four goals are interrelated and must be approached systematically. Failure to whole and have responsibilities related to achieve results in one goal area significantly threatens the prospects of the others. that role.This goal will address the need Economic development has never been more competitive than it is today, so key for an organization to serve an active role opportunities identified during the process will need to be leveraged to overcome to foster regionalism in the Valley. these challenges. Objective 1: Promote greater understand- ing of regional challenges and opportuni ties. OObjective 2: Better link Coachella Valley communities through programs that foster identityect aned iv 3: Buildrelationship the capacitybuilding.to advocate „ Obj �� for issues pce to Coachella Valley constituenciesofimortan . L... ..„. ._,_ --'. ''''''' ,. E tiTEROR1 SE ZONE t,"44 gin. Illaa.it aw ' �¢� � ,y � �Z�� g77 � am' @' ,� m" `�» `.A . w Q:What do successful communities have in common? n `, ,.: ' ''' i',.,..: -A, 11,- 1 7 ',F 1 t 'i t +.. ': d�4." v, t i t g r L e b Alli is t 1i.a f '� } ! � •r a'. ' A. '-•cs GOAL TWO: ECONOMIC GOAL THREE: WORKFORCE GOAL FOUR: QUALITY OF PLACE DIVERSIFICATION EXCELLENCE The Coachella Valley's arts and culture The Coachella Valley has high concentra- The quality and capacity of a community's amenities, destination attractions and de- tions in cyclical, largely low paying workforce is its number one competitive velopments, recreational resources, and employment sectors that risk continued concern.This goal will address issues re- diversity of retail and restaurant choices instability. Greater diversification is fated to the Valley's school districts and have long been seen as the region's key needed and can be attained through the local training institutions—including col- assets. Ensuring that the Valley continues development of high wage sectors that leges, universities and workforce centers. to maintain and develop quality of life and will boost regional wealth and increase quality of place amenities will be a key economic sustainability.This goal will Objective 1: Optimize primary and component of the Economic Blueprint. focus on programs and policies to make secondary education in the Valley. the Coachella Valley competitive for jobs Objective 2: Fully leverage regional Objective 1: Leverage local and regional and investment. higher education and workforce partnerships to provide effective public development institutions. services for Coachella Valley residents. Objective 1: Develop comprehensive Objective 2: Continue to enhance the O internal and external economic develop- Coachella Valley's capacity in arts culture ment marketing programs for the and recreation amenities. Coachella Valley. Objective 3: Support the development of Objective 2: Effectively develop the quality housing options for residents of all Coachella Valley's identified target sectors: ages and incomes. • Healthcare and Life Sciences Objective 4: Ensure that sustainable • Supply Chain Management/Logistics development patterns are supported • Clean Technology and Energy and enforced. • Creative Arts and Design Objective 3: Provide comprehensive data collection and analysis services for regional stakeholder groups. Objective 4: Provide entrepreneurs and __. small business persons the resources necessary to succeed. Objective 5: Ensure existing Coachella Val- ley businesses are retained and expanded. H 4oq A:A willingness to accept responsibility for the way things are and the way things will be. y: � r , Target Business Sectors THE STRATEGIC ECONOMIC DEVELOPMENT PRACTICE OF TARGETING IDENTIFIED BUSINESS SECTOR OPPORTUNITIES BEGAN WITH THE RECOGNITION THAT BUSINESSES CAN DEVELOP INTO INTERCONNECTED GROUPS(SOMETIMES CALLED"CLUSTERS")OF RELATED SECTORS.THESE GROUPINGS OF BUSINESSES SHARE LABOR POOLS,RESOURCES,AND OTHER CHARACTERISTICS THAT PLAY TO THEIR RESPECTIVE STRENGTHS.A TARGETING STRATEGY REQUIRES A THREE-PRONGED APPROACH OF:1)SMALL BUSINESS DEVELOPMENT; 2)EXISTING BUSINESS EXPANSION;AND 3)RECRUITMENT OF LIKE OR RELATED FIRMS. The connections among businesses Another important concept in local eco- emerging groups of similar firms in a local develop over time because the local econ- nomic development is the traded, or export or regional economy.These existing and omy offers the infrastructure,geography, sector.A traded sector is a community's emerging groups occur based on a workforce, and other related factors that economic engine—that part of the economy community's economic strengths and provide a competitive advantage.When an that sells goods and services to customers competitive advantages, so a proactive, agglomeration of like businesses occurs, it outside the region,importing income that intentional focus on firms in these or can create ever-expanding economies of then circulates throughout the rest of the related groupings is the most effective Oscale for business activities within that local economy.The new money entering means of achieving both short and field.Additionally, proximity to similar the economy is then used to purchase long-term growth. However, sustainable firms allows businesses to learn about local goods and services, creating new economic health can only be achieved if best practices and new technologies, wealth within the community. Conversely, the target efforts result in firms that are partner with other businesses and area other sectors are non-traded because diverse in size and types of products educational institutions to create a well- purchases are generally made within the and services. trained labor pool, and reduce business community rather than bringing in dollars transportation costs. from outside of the area. Local economic Successful, economically sustainable developers should always strive to recruit pursuit of targets cannot occur via Most groupings of business sectors grow and develop traded industries because traditional recruitment activities alone. out of a large and/or dominant company, these sectors have a greater benefit to Entrepreneurship and small business or result from the interaction among a overall community vitality. development, and existing business few growing companies. Such groupings retention and expansion should also usually occur if the original firms have the Because of limited economic develop- be priorities of local economic level of success required to create an en- ment resources, it makes sense for a development work. vironment that allows related companies community or region to focus its economic to thrive and generate additional demand. development efforts in areas that have Another effective means of developing the greatest potential for diversification, growth within a specific business sector job growth and wealth creation.The most is to form and leverage connections with efficient and successful targeting efforts university and government research labs are those that focus on existing or and other institutions. Q:What do successful communities have in common? s 4 t q � to THE TARGETED SEGMENTS systems, and providing customer rebates • Creative Arts&Design IN THE BLUEPRINT: for using solar and wind energy and making Certain arts and design efforts have overall energy-efficiency improvements. traditionally been regarded as cultural • Healthcare& Life Science The Coachella Valley has set goals to make amenities that have positive impacts on This sector is broadly defined and extends the region greener and made deliberate the quality of life in a community, but do far beyond health care providers to include efforts to reach those goals. Existing not qualify as "growth industries." How- biotechnology, scientific research and renewable energy sources like wind and ever, these sectors can also be regarded testing activities, and the manufacture geothermal power provide the Valley with as viable components of economic of medical products and devices, and a leg up over many communities looking development.There are artists and medicine/pharmaceutical products.The to gain a foothold in the clean technol- design professionals who earn a living health care sector offers job opportunities ogy/energy sector. in the business world, either through for workers with varying educational freelancing or steady employment or backgrounds and skill levels. However, • Supply Chain Management/Logistics doing design work for profit-driven firms. most jobs in health care do require some Advances in technology have spawned Individual artists are also finding new degree of specific training.As the demand new ways of doing business and reduced markets through the Internet, arts for medical care increases, health care the virtual distance between people, even festivals, and other direct sales routes. O institutions will need increased personnel when the physical distance is great. Such Likewise,design firms often broaden their in patient care as well as in support occu- technologies have not only created a client base from their local communities to pations such as accounting, information demand for advanced logistical services, national and international markets.Through technology, administrative support, and but have also redefined the logistics sector a more coordinated, region-wide targeting human resources.Additionally, more itself. No longer is logistics merely the of Creative Arts and Design development, widespread opportunities will be created transport of a product from one point to the Valley has the potential to leverage its for health technologists (i.e. clinical labo- another by various modes of transportation; traditional strength in this sector for ratory technologists, EKG technologists, the sector has grown increasingly focused tremendous long-term growth. etc.); health technicians (i.e. emergency on supply-chain management.This includes medical technicians, dispensing opticians, technology services that manage and THE SELECTION OF THE COACHELLA VALLEY'S TARGET etc.);and pharmacy and therapy occupa- optimize the entire process from the point BUSINESS SECTORS INCORPORATED A NUMBER OF tions (i.e. nutritionists, physical therapists, when an order is entered,to the time the FACTORS.IMPORTANTLY THE IDENTIFICATION OF pharmacists, etc.). customer receives it. Due to revolutionary TARGETS ALSO ASSESSED THE HIGHEST VALUE-ADDED technological advances, logistics support BENEFIT RELATED TO PRIORITIZED INVESTMENTS IN • Clean Technology/Energy activities now include scheduling,fleet TARGET DEVELOPMENT.AS SUCH,TWO KEY LOCAL The state of California has advanced its management, network optimization, BUSINESS CATEGORIES WERE DETERMINED TO BE VITAL sustainable energy markets by incentivizing and other supply-chain management- TO THE LOCAL ECONOMY-HOSPITALITY&TOURISM the development of homes powered by related processes. AND AGRICULTURE-BUT NOT AT THE LEVEL OF A solar energy, creating a program to stimu- TARGETED OPPORTUNITY. late market demand for renewable energy A:The sharing of a common vision for the future. Benchmarks, Budget Estimates, Organization BENCHMARKS PROJECTED BUDGET The key benchmarks for Market Street has recommended a budget consolidated budgets for the organization the first year are: range based on the recommended imple- and implementation of the Blueprint. mentation and benchmark schedule.The At full capacity in the fifth year, and 1. Creation of repositioned and repurposed, first year action plan recognizes the need incorporating ongoing programs,the and regional economic development to build capacity and achieve some early organization will have an estimated organization. victories. Specific policy priorities that will annual budget of$2.1 million. 2. Creation of Action Committees/Work drive the final budget will be set by the Groups to oversee specific Blueprint Board of Directors. These budget recommendations are strategies. very much in line with the programmatic 3. Hiring of a dynamic, accomplished and The projected budget for the first year is capacity of competitor regions. Investment well respected CEO. estimated at$1.1 million. Current support at this level will ensure that the Coachella 4. Launching of internal marketing efforts for ongoing grant funded educational Valley has the personnel and program- to build awareness of CVEP and its programs is not included in the first year matic capacity to "get in the game" of Omission and help change perceptions budget but will be incorporated in future regional economic development. of the Valley as an economic entity and the importance of partnering for effective development. 5. Development and dissemination of a PROJECTED FIVE-YEAR OPERATING BUDGET new logo, messaging campaign and website for CVEP. 6. Development of and launch of a small- business incubator. Operations 7.Creation of a local and external "clean and green" marketing program. 0/ , ■ Program Staff 8. Implementation of a program ■ Programs - coordinated by CVEP to partner business community volunteers with families of 37% 0 graduating students to help them access financial aid for college. :1't G n% 9. Development of capacity at CVEP to provide Valley cities and governments with robust data retrieval, assembly, analysis and dissemination services— and placement of these data on CVEP's website. Q:What do successful communities have in common? SOURCES STRUCTURE STAFF This strategy represents a giant step One proposed structure is provided.The The management of the corporation will forward in building the civic capacity of final structure will be determined by the be in the hands of a Chief Executive Officer the Coachella Valley. It cannot be funded board and take final shape in the coming supported by a diverse staff of professionals from current organizational budgets, nor is months as the new regional economic overseeing programs in existing business it reasonable for the regional organization's development organization (CVEP) retention and expansion, marketing, operations and staff to take over imple- transitions its structure and capacity to small business development and mentation of all community and economic implement the Blueprint strategy. entrepreneurship, education and development programming.This effort will workforce development, research need to be marketed as a new undertaking and information services, and dedicated solely to the implementation of sector-specific programs. the Blueprint strategy. Ultimately, the funding of Blueprint implementation will need to be a combination of public and Repurposed Board private fundingincludingof Directors grant sources, s foundations, utilities, and individuals. Executive Committee Executive Assistant President/CEO Action Committees/ and Office Manager Work Groups(4) VP Education and VP Marketing and Workforce Communications Director of Director of Small Director of Clean Director of Research Existing Business Business and Technology/Energy and Infor .tion Entrepreneurship Development Systems w � Education and Research and Workforce Manager Marketing Associate A:A diverse participatory community leadership committed to the future. Economic Impact and ROI Market Street has calculated projected "non-basic" jobs will be generated by the performance gains for numerous indicators multiplier effect of this new money filtering in the Coachella Valley based on effective through the regional economy. Blueprint implementation. Market Street also had to project performance data for The effective implementation of a com- the years after latest data were available prehensive community and economic up to the year that official Blueprint track- development strategy like the Blueprint ing will begin.This "first tracking year" holds wide-ranging benefits for the was set for 2012 to enable the imple- Coachella Valley.A growing economy menting organization to be fully staffed with good paying jobs raises total regional with adequate capacity. incomes and provides additional capital for consumer spending, business investment Based on our projections for successful and the funding of arts, culture and recre- implementation,the Coachella Valley ation amenities. Rising tax receipts stands to gain a total of 16,255 net new strengthen governments'ability to provide jobs and over$2.3 billion in net new enhanced services to local residents. wages during the 2012-2016 measured Effectively linking the private sector with Blueprint implementation cycle. training providers creates workforce "pipelines" for in-demand occupations Performance metrics also project notable and exposes regional students to dynamic improvement in areas such as educational employment opportunities in the Valley. attainment, poverty reduction, graduation This, in turn, increases the likelihood they rates, and others. will be more engaged in their studies, /11 graduate from high school and pursue urther, Market Street calculated a base college degrees. multiplier for the Coachella Valley econ- omy to determine the number of addi- A better educated, higher income popula- tional non-basic(induced/indirect)jobs tion would likely lead to declining poverty, rx that would be generated by every new teenage pregnancy and crime rates. Bal- basic job(a product or service that brings ancing regional growth with environmental "outside" money into the region). The protection,smart land-use and effective Coachella Valley's base multiplier is 1.7. planning of transportation,water and com- dKa;• So, in other words, for every 1000 "basic" munications infrastructure ensures that the jobs created in the region, 700 additional Valley's future is sustainable. Q:What do successful communities have in common? 1 1ra Y7 , p �X sue. 3., • w. e i' . t Wt_ t. Target Sector Total Sector Employment Average Wage Net Increase,Blueprint Implementation Period 2012 2016 Q4,2007 Net Sector Net Sector Projection Projection Job Growth Growth(2007$) Healthcare and Life Sciences 12,380 15,615 $52,947 3,235 $171,288,238 Clean Technology/Energy 1,481 3,156 $69,683 1,675 $116,705,346 Supply Chain Management/Logistics 2,491 3,466 $42,575 975 $41,524,901 Creative Arts and Design 5,337 8,391 $51,158 3,054 $156,234,740 Total Increase,Five-Year Blueprint Cycle: 8,939 $485,753,225 ...we truly believe that the overall community benefits beyond simple job creation — improved educational performance, declining poverty and crime, more art galleries, parks and museums, healthier children and adults, etc. — make for an extremely compelling case for the benefits of Blueprint investment. Market Street Services A:A proactive action-oriented mindset and a clear strategy. The Steering Committee CHAIRS COORDINATING CO-CHAIRS Roy Wilson, Riverside County Supervisor, District#4 Carolyn Stark, UCR Palm Desert Richard Oliphant, Oliphant Enterprises Kay Hazen, Kay Hazen and Company Rich Ramhoff,The Desert Sun STEERING COMMITTEE Jeff Beckelman, PSDRCVA Dr. Lori McCune, PS Unified School District Fred Bell, Noble&Company LLC (BIA) Kevin McGuire, Palm Desert National Bank Don Bradley,Cathedral City Glen Miller, City of Indio Colbi Cataldi, Riverside County Andrew Montgomery, El Paseo Bank Rick Daniels,City of Desert Hot Springs Lee Morcus, Kaiser Restaurant Group Tom Davis,Agua Caliente Band of Cahuilla Indians Mike Napoli,Absolute Return Group Kathy DeRosa,Southern California Edison Peter Nelson, Coachella Valley Water District tz Jim Ferguson,City of Palm Desert Barry Nestande,Office of Senator John Benoit Cynthia Flores,CSUSB Palm Desert Fred Noble,Wintec Wind Energy Eduardo Garcia,City of Coachella Roger Nunez,CVMACC Alex Gomez,CVMACC Jerry Patton,College of the Desert Mark Grabhorn,Cardinal Health Don Perry, KPSP Local 2 Terry Green,CVEP's Pathways to Success Bill Powers, Pacific Western Bank Stephen Hoffmann,Canyon National Bank David Ready,City of Palm Springs Janel Huff,Southern California Edison Mary Roche, City of Indian Wells Fred Jandt,CSUSB Palm Desert Yvonne Parks,City of Desert Hot Springs Shellie Karabell, Desert Cities Business Report Brett Schoenfield,The Riviera Resort& Spa Pat Kelly, Granite Construction Dick Shalhoub, McDonalds Restaurants Carlton King, Imperial Irrigation District Karolee Sowle, Desert Regional Medical Center Tom Kirk,CVAG (City of La Quinta) Chauncey Veatch,Coachella Valley Unified School District Bill Kroonen,College of the Desert Jeff Wattanbarger, Business Industry Association Ted Lennon, LDD Desert Development Inc. Steve Weiss,Coachella Valley Angel Network Pamela LiCalsi,College of the Desert John Wessman,Wessman Development Bob Marra,The Public Record and Wheelers Lorie Williams,City of Coachella Martin Martinez, Carreon Foundation Coachella Valley Economic Partnership 73-710 Fred Waring Drive,Suite 106,Palm Desert,California 92260 Phone:760.340.1575 or 1.800.596.1007,Fax:760.340.9212 www.cvep.com Q:What do successful communities have in common? Join Us THE COACHELLA VALLEY HAS COME TOGETHER TO SHAPE A COMPREHENSIVE REGIONAL STRATEGY THAT WILL DEFINE ITS FUTURE SUCCESS.THE BLUEPRINT PLAN IS AN AMBITIOUS,COMPREHENSIVE AND FORWARD-THINKING STRATEGY THAT ADDRESSES THE CHAL- LENGES THE VALLEY FACES TO BE COMPETITIVE AND THE OPPORTUNITIES TO BETTER DIVERSIFY ITS ECONOMY,RAISE LOCAL WEALTH, TRAIN YOUTH AND ADULTS FOR HIGH-WAGE CAREERS AND CONTINUE TO ENHANCE THE REGION'S ENVIABLE QUALITY OF LIFE. Moving forward with the Bluepri t will today. If the Coachella Valley does not ahead of many regions trying to reinvent require that Valley communities nd succeed, another community will. themselves in the New Economy.The leadership think differently about what Valley is a place people—and companies constitutes community and econ mic Because the Valley is starting late in —want to be.The challenge will be to development and regional coopera ion/par- the regional community and economic create a community that embraces its ticipation.While its history has bee development game, it has further to go regional identity and acknowledges that focused on local growth—predominantly to be competitive with communities that local success benefits the entire Valley. in residential, retail and hospitality have been thinking and acting regionally development—the Valley's future ust for years—some,even decades.Competi- At the end of the Blueprint development be increasingly directed towards tor regions have been planning strategically process, the Coachella Valley will have— regional solutions. for years,with some organizations on for the first time—a comprehensive their second,third, or fourth or more regional strategy to unite local govern- Both internal and external pursuit f cycles of strategic fundraising and ments and constituencies behind a employment growth will be defin d by a implementation. Because of this,the forward-thinking action plan for positive more unified and collective appro ch to Valley must acknowledge that tremendous community and economic change. It will growth.The Valley must strive to speak resources will be needed to initiate not be implemented wholly by any one with one voice to best advance it-eco- regional programs and enable them to organization or entity, but rather will nomic development prospects. It ill not gain traction. benefit from a comprehensive regional be simple to incorporate a more r:gional action plan to bring the strategy's focus to the Coachella Valley's community That said, the Coachella Valley is not recommendations to fruition. and economic development activi ies, nor starting from scratch in terms of its will it happen overnight, but failin• to do economic development and community Indeed,the implementation of the strategy so will threaten the Valley's evolution to capacity.Valley cities have been engaged will bring together regional stakeholders in a more diverse,year-round econo y. in economic development programs for new and different ways to partner on many years while a strong array of programs and efforts designed to enable Ultimately, it is the responsibility if the organizations work to improve the the Coachella Valley to prosper. Valley's public and private leaders ip to area's planning, environmental-resource come together in new and positiv- ways protection, arts and culture capacity, Join us and be part of the movement to ensure that the region's promis- is social-services assistance, public safety, to frame the future we all want for the fulfilled. Economic development h.s recreational options, etc.The challenge is Coachella Valley! never been more competitive tha it is that few of these activities have had a true regional focus, but the Coachella Valley has an ace up its sleeve that puts it A:The civic capacity and institutional structure necessary to successfully implement a changing strategy. HELPING TO MAKE OUR VALLEY'S FUTURE LOOK BRIGHTER, ESPECIALLY ON PAPER. • to s THE ART OF INK ON PAPER. COACHELLA'JALLEY NFZiN.1 INC GROUP 46 167 VAN BUREN, INDIO, CALIFORNIA 92201, TEL: 760 347 8886, FAX: 760 347 7613 ONE OF THE DESERT'S PREMIER PRINTERS FOR OVER 19 YEARS. www.cvprinting.com