HomeMy WebLinkAbout2018-005 EVC (Economic Vitality Corporation)DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E384E
QW
MEMORANDUM OF UNDERSTANDING
FOR THE ALLOCATION OF COSTS RELATED TO THE FUNDING OF
AN ECONOMIC IMPACT ANALYSIS / FINANCIAL IMPACT ANALYSIS AND
STRATEGIC PLAN DEVELOPMENT, BY AND BETWEEN THE ECONOMIC VITALITY
CORPORATION AND THE CITIES OF ATASCADERO, GROVER BEACH, MORRO
BAY, PASO ROBLES, PISMO BEACH AND SAN LUIS OBISPO AND THE COUNTY OF
SAN LUIS OBISPO
THIS MEMORANDUM OF UNDERSTANDING ( "MOU "), dated for reference as of May
4, 2018, is entered into by and between the Economic Vitality Corporation, a California
corporation ( "EVC ") and the Cities of ATASCADERO, GROVER BEACH, MORRO BAY,
PASO ROBLES, PISMO BEACH AND SAN LUIS OBISPO (each, a "City," and
collectively, the "Cities, ") and the COUNTY OF SAN LUIS OBISPO ( "the County ") (each
city and county a "Party" or collectively, the "Parties ").
RECITALS
A. In 2017, a working group of the Parties, with the Economic Vitality Corporation
( "EVC ") and other community partners and business leaders, sought qualified
vendors to perform an economic and financial impact analysis study to help
develop a strategic plan to address the identified impacts and provide meaningful
guidance for the Parties' jurisdictions, both individually and collectively, in both
the public and private sectors, in connection with the upcoming closure of Diablo
Canyon (the "Project ").
B. On May 4, 2o18, EVC entered into an agreement with Vital Economy, Inc.
( "Vital "), authorized to do business in California to engage Vital's services to
perform the Project (the "Agreement ").
C. The Parties and EVC understand and agree that while EVC is the contracting
party under the Agreement, the Project is ultimately for the benefit of the Parties
and their respective constituents.
D. The Parties and EVC understand and agree that a portion of the cost of the
Agreement is being funded by the Parties, and the Parties are not obligated to
expend any funds above those committed as stated in this MOU and shown on
Exhibit A.
E. The Parties and EVC agree that EVC is leading the fundraising efforts to finance
up to $359000 of the Project in accordance with this MOU.
F. The Parties and EVC enter into this MOU to memorialize their commitment to
their participation in the Project and financial obligations with regard to the
Agreement.
NOW, THEREFORE, the Parties and EVC agree as follows:
Page 1 of 9
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
1. The above Recitals are true and correct.
2. The Parties accept the Budget, attached hereto as Exhibit A.
3. The Parties accept the statement of work for the Project, attached hereto as Exhibit
B.
4. The Parties accept the timeline for the Project, attached hereto as Exhibit C.
5. The Parties and EVC acknowledge that the Budget for the Project does not include
potential additional costs for EVC staff and contractors, and that EVC has identified
an initial budget for said staff and contractors of $300,000. When combined with
the Budget, the total estimated project costs are $1,121,000 ( "Total Budget ").
6. The Parties and EVC acknowledge that the Total Budget exceeds the ability of the
Parties to fund the Project. As such, the Parties and EVC agree as follows:
a) The Parties agree to certain funding commitments to the Project (`Local
Government Funding "), as set forth in Exhibit A, to EVC who has established
a consultant payment account established for the Project (the "EVC Diablo
Canyon Project Account "). Each Party shall deposit its payment into the EVC
Diablo Canyon Project Account no later than July 31, 2018. A list of each
Party's pledge with respect to the EVC Diablo Canyon Project Account is
attached hereto as Exhibit D.
b) The Parties and EVC acknowledge that the funding gap at the outset of the
Project is $359000 ( "Funding Gap "). EVC agrees to close the Funding Gap
through a fundraising effort that will include direct outreach to local
businesses, pursuit of grants, and other funding sources as identified, and
other EVC or Project cost savings.
c) The Parties and EVC agree that sufficient Local Government Funding is
available to pay for Vital's services related to Phase 1 of the Project
( "Economic and Fiscal Impact Analysis "). The Parties and EVC acknowledge
that use of Local Government Funding for Phase 2 of the Project ( "Economic
Strategy and Implementation Planning ") will be contingent upon EVC closing
the Funding Gap in accordance with Section 6(c)(i) below and its performance
in managing the Economic and Fiscal Impact Analysis.
i. Funds required to close the Funding Gap will be raised by EVC
according to the following schedule:
1. A minimum of one -third (1/3) of the Funding Gap, or $120,000,
will be raised by August 30, 2o18.
2. A minimum of two- thirds (2/3) of the Funding Gap, or
$240,000 will be raised by November 30, 2018.
Page 2 of 9
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
3. The total Funding Gap, or $359000, will be raised by February
28, 2019.
ii. As funds are raised according to Section (6)(c)(i) above, EVC shall
deposit the funds in the EVC Diablo Canyon Project Account.
iii. The time schedule may be extended by consent of the majority of the
Parties, which consent shall not be unreasonably withheld or delayed.
iv. EVC shall be responsible for managing the Project, which shall include,
without limitation, keeping the Project on budget, timely payment of
invoices, keeping the Project on time and timely producing and
communicating accomplishments of milestones to the Parties. EVC will
also be responsible for interacting with Vital, community members,
Parties and Project participants, as well as coordinating community
engagement efforts.
v. Nothing contained herein shall preclude EVC from requesting
additional funding from the Parties, which additional funding may be
withheld in the discretion of each individual Party.
7. The Parties agree to commit reasonable staff time to assist Vital in development of
the Project. Such efforts may include, but shall not be limited to, participation in the
Project committees, attendance at meetings and workshops, support compiling and
formatting government data, review of relevant deliverables and support with event
logistics. The Parties agree to work collaboratively with Vital and EVC in furtherance
of the Project and all corresponding activities.
a) As part of its commitment to Project success, the County agrees to make office
space, conference rooms and other resources available, at no cost, to EVC. The
County makes this commitment to promote integration of Project staff with
local government resources that will enhance communications and improve
Project efficiencies.
8. The Parties and EVC agree that nothing in this MOU will require or prohibit a Party's
jurisdiction from voluntarily contributing more funding towards the Project or other
support efforts in connection with the Project or the Agreement.
9. Effective Date. Except as set forth above, this Agreement shall be effective for the
period from May 4, 2o18 until each Party and EVC has made the last payment
required under Section 6, of this MOU.
1o. Entire Agreement. This MOU is the entire agreement among the Parties and EVC
with respect to the Project and supersedes any prior written or oral agreements with
respect to the Project.
Page 3 of 9
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
11. Assignability. Except as otherwise expressly provided for herein, no Party or EVC
shall assign any of its obligations or rights hereunder without the written consent of
all Parties.
12. Notices. Any notices required to be given pursuant to this MOU shall be given in
writing and shall be mailed to all Parties and EVC to the Agreement, directed to the
County Administrative Office and County Counsel, and to the City Manager or City
Administrative Officer and City Attorney of each City and to the CEO and Project
Manager of the EVC.
13. Counterparts. This MOU may be executed in multiple counterparts, each of which
shall be deemed an original but all of which together shall constitute one and the
same agreement. Documents executed, scanned and transmitted electronically and
electronic signatures shall be deemed original signatures for purposes of this MOU
and all matters related thereto, with such scanned and electronic signatures having
the same legal effect as original signatures.
14. Audit. The Parties may inspect and /or audit all records and other written materials,
including but not limited to the EVC Diablo Canyon Project Account, used by EVC in
connection with the Project or the Agreement and any invoices or payment
obligations to Vital relative to the Agreement.
15. Good Faith Efforts. The Parties and EVC shall each act in good faith in performing
their respective obligations as set forth in this MOU and shall work diligently to
maintain their longstanding cooperative relationships.
16. Amendment. This MOU may only be amended in writing, signed by all Parties and
EVC.
IN WITNESS WHEREOF, by their execution below, the Parties agree to the terms of
this Memorandum of Understanding. The Parties further agree and acknowledge that
execution of this MOU by the County Administrative Officer and City Managers below is
a representation by each Party that it has duly approved this MOU.
Fiocu' DSgned by:
Dated: 6/5/2018 5:03:02 PM PDT , i+
RMAN, ECONOMIC VITALITY CORP.
Dated: 6/5/2018 5:17:14 PM PDT I �a� J'
Dated:
R, ECONOMIC VITALITY CORP.
6/5/2018 5:13:14 PM PDT I kd)'ad Al u "
PRESIDENT /CEO, ECONOMIC VITALITY CORP.
DocuSigned by:
6/7/2018 5:44:33 PM PDT 7.1" " '' 711- °�'
Dated: B,SFCCxtDFe4A1 _
CITY MANAGER, CITY OF ATASCADERO
Page 4 of 9
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F789707E3B4E
DocuSigned by:
6/6/2018 8:12:57 AM PDT F tMt " EV In.S6LA,
Dated: G41BB49A G9649F...
'.SAGER, CITY OF GROVER BEACH
Dated: 6/6/2018 10:28:23 AM PDT
j� XAGER, CITY OF MORRO BAY
6/11/2018 9:26:23 AM PDT 'vKA Fn4 "
Dated:
75.-
GER, CITY OF PASO ROBLES
Dated: 6/19/2018 6:02:29 PM PDT �'
GER, CITY OF PISMO BEACH
Dated: 6/6/2018 11:25 :06 AM PDT �bSbin
C �(GER, CITY OF SAN LUIS OBISPO
Dated:
6/20/2018 9:32:48 AM PDT �a�t (�bVEbtn
COUNTY ADMINISTRATIVE OFFICER, COUNTY OF
SAN LUIS OBISPO
Page 5 of 9
DocuSign Envelope ID: C4078508-171A-418F-813A-F7B9707E3B4E
EXHIBIT A
Page 6 of 9
i
X
3MsS88s�88'� 8R�88S ��.
$a898
8898 °8 :'.S 9ag9a
8�88t88�889 86�8F
N � r
° o
es� � 2-a 9m
°
1'11'1
$588888 °888e a8 &885889. 8ss8
oqo rqo ct}.
8^8 9.88,°.,8889a 8,,,99888 8 3�.e�., 8�b
8�8.�m8a88r8�a.R 8 «88 «8.R &88 �. ��8�
N
x
° a a c
Q 9S
m
883 988. �88 9 8a�8888
fi
E - -
o
s 98FSPSSg9sss 9frN� a 9 9s
a S#
gy �
�R 8
u.�9��88 °888°9
g� m
$8888$��888�
mnmmmmmm s<e
-- ° ° °rm °M
"" a a aaa
° ° ° °° ° ° "°
" a Etaaaaaaa aa ag. ° " " " "aaaaaaa aaaaaa " "aaaaaa
° .° ° °
° eo °° °off" ° '"
Nga:� €aao�e °$N "aNa�aas " �aaaas V
- ° ° ° ° ° ° °e °° ° ° ° ° ° °° ° °
- -- -- A a--- aaaasBN���
- - - - -
a :..
as
a3
SS
f4
Y
E
R
s
3
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
EXHIBIT B
STATEMENT OF WORK
Page 7 of 9
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
SLO Scope of Work (SOW) Description
Phase 1: Preparation (May — September 2018)
TASK #
1— Prepare a Detailed Project Plan
• Prepare and provide EVC with a SOW with detailed description, budget, travel estimation and
project schedule.
3- Identification and Acquisition of Regional Reports /Background Materials
• Acquisition of community /economic development studies and plans completed in the past five years
and preparation of relevant summary. This information builds a platform for the project to build
upon.
4- Design of Regional Economic Development Planning Committee
• Identification, interviews and selection of individuals to join the projects leadership committee. The
committee will consist of a balance of expertise, regional orientation and interests.
5- Formation of city /county economic development strategy group
• Identify and invite community and economic development practitioners to participate in the
regional group. The purpose of this group is to bring together practitioners to share projects and
priorities and communicate strategies back to their constituencies.
• The stakeholders who have sufficient access to information and community resources to enable this
work. Included should be the major employers, major investors, Government officials, elected
officials and CEOs of primary charities and social services agencies operating within the county and
cities. This is a working and voting group for purposes of planning.
6- Engagement Planning and Definition of Digital Platforms
• Planning meetings with EVC to determine existing communication systems and platforms and
determination of new /additional communication systems and plans for the project.
7- Programing and launch of communication platform
• Identification and establishment of communication and repository sites for the initiative and open
access to regional leaders. The platform may consist of social media, collaboration tools, websites,
survey tools, messaging and documents storage.
8- Create contact list of Technical Working Group
• A list of local, regional, state and nation -wide contacts to establish a pool of expertise to engage
when required during the initiative. Federal, State, Regional or local specialists (Environmental,
legal, transportation, water, planning, etc ?) who will remain informed about the Strategic Planning
Process and advise (upon request) the various stakeholder groups of this project. This will be a non-
voting group in this planning process. Requests to members of this group will be coordinated via the
team leader to the project manager to the TAG.
9- Establishment of phased Closure Schedule
• Coordination with the UC Berkley SB 968 Research team to define the primary closure scenarios so
that Vital can estimate EIA, FIA for future periods based upon the closure scenarios.
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
10- Inventory of employers, businesses, educational services
• A major list of key employers, businesses, education institutions, social services and other key
entities for contact, review and analysis and input to EIA, FIA.
Phase 1: Assessment (June 2018 — January 2019)
12- Site Visit and Project Launch
• Initial consultant team visit to launch the project including first Leadership Committee meeting and
confirmation of the project work plan.
• Confirmation of EIA /FIA meeting plan, schedule and regional engagement
14- Shared Ownership Plan
• Engagement Planning — during this task our priority is to assess the most effective way in which to
engage with the county and its communities. Having a clear plan also helps our team determine the
best tools necessary to support our engagement efforts. During Phase I, we will conduct a discovery
session to determine the most appropriate engagement approach:
• Consult - with this approach, our goal is to elicit community opinions, perspectives, ideas,
solutions and priorities. The key to obtaining strong community feedback consists of
interviews, surveys, focus groups and or roundtable discussion.
• Involve — a step beyond consulting is to involve the community stakeholders to the degree
appropriate. If this approach is preferred, our tools to support it must genuinely reflect the
input from the community. We do this by conducting citizen panels over the course of
several days, and /or deliberative polling where community members are invited to gather
to discuss and deliberate specific topics lead by a moderator.
• Defining Methods of Digital Deliberation - Embracing online methods to communicate and
collaborate in accordance with the engagement approach is critical for a successful shared
ownership plan. Our team will define the best tools including but not limited to:
• Community Website —this site may or may not require formal approval to join. This will
depend on the approach for engagement. The most beneficial features of the site will
include Community Directory, Content and File Repository, Online Forms, Polls and Surveys,
FAQs, Blog, Activity Feed, and Shared Calendar
• Digital Communication options should be discussed and determined as well. U @lizing email
and the frequency of email communication is a top priority.
• Video based teleconferencing is highly encouraged for meetings in particular because the
video broadcasts can be recorded and viewed by those unable to attend.
o Social media platforms provide an emerging mechanism for engaging a large and dispersed
group of participants that may not otherwise have the opportunity to contribute. In
addition, social media can generate discussions that are useful for gathering opinions,
information, and can be used as a barometer of engagement progress.
• Implementing Digital Communication Tools /Platforms — once the engagement plan and digital
approach are defined, our team will commence bringing each to life.
• Ongoing Digital Management and Maintenance — upon launch and throughout Phase I and Phase II,
our team highly recommends allocating @me to manage and maintain each digital platform as well
as the distribution of the content.
• Transition Plan - to the appropriate team and /or commi2ee members, post Phase II, the digital
communication tools and platforms will be transferred including required training.
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
15- Stakeholder Interviews
• VE will acquire Stakeholder input via in- person or phone interviews conducted to clarify
understanding or expand on input received during the Phase 1 and Phase 2 planning work. We will
adhere to privacy laws and aggregate results to post for the public view.
17/18 - Community Readiness for FIA, EIA
The community readiness assessment framework will include the following components.
1. Regional Collaboration: Meaningful & sustainable grass -roots collaboration across public, private,
non - profit and traditional political boundaries
2. Leadership Excellence: Empowers proactive leadership to take ownership of their economy; grows
leaders with accountability, authority, legitimacy & transparency
3. Change Management: Adopts the eight steps critical to managing change that enables the region to
more effectively participate and compete in the global economy
4. Balanced Approach: Integrates economic development, education & workforce development assets
with the private sector to build effective knowledge based economic, human capital & quality of
place centers of excellence
S. Asset Based Approach: Identify, connect and leverage tangible and intangible assets to sustainably
grow and transform the regional economy
6. Measurable Outcomes: Employs measurable benchmarks, goals and strategies which transform the
region through measurable outcomes
7. Innovation & Entrepreneurship: Builds innovation ecosystems that create a lasting regional climate
of entrepreneurship, risk taking and innovation
8. Life Cycle Finance: Provides access to a life cycle of equity and debt financing for regional public,
private and non - profit ventures
9. Regional Brand Promise: Defines, creates, communicates and delivers on a clear brand promise that
promotes & sustains regional competitive advantages
10. Regional Transformation Mindset: Sustains commitment to CED as a journey that is a marathon not
a sprint, transformative not incremental.
The readiness assessment is more than a report card. It is a useful tool to provide a baseline of
information that informs the strategic planning milestones in Phase 2.
21- Community Roles, Typology
• Not every community wishes to grow, be a manufacturing center, be an environmentally sensitive
and protected limited growth locale or be a historic /cultural center. Indigenous and man made
resources along with cultural sensitivities and heritage play a distinct and meaning role in how a
community may change, grow and define itself.
• Successful economic development for these communities requires recognition of these differences
and a compatible support program for how each of these different types of communities can be
served by their own vision for accommodating growth and community needs. The VE research team
will develop a series of community types, identify their defining characteristics and present how
each type may be supported via an economic development initiative that will support their
community vision for it's future.
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
23— Establishment of Core regional metrics
• A regional community economic development metrics framework will be prepared as a tool to
provide a quantitative vision of the future. The metrics will consist of three types; region wide
existing scorecard; core performance metrics such as population, average wage, jobs, etc.; regional
unique performance metrics, that relate to regional challenges, opportunities, strengths and
weaknesses.
24- Final EIA /FIA Report
• Preparation, delivery and presentation of the results of the EIA /FIA study analysis and conclusions.
25- Stakeholder workshop
• The stakeholder workshop will take place towards the end of Phase 1 Assessment and will include all
municipalities and other public agencies and non - profits. The workshop will present the findings
from the EIA /FIA and assessment of the strengths and weakness of each community structures.
26- Phase 1 final report
® The Phase 1 Final report will provide a summary of all the work completed in Phase 1 with
conclusions and recommendations for it use in Phase 2, strategy development.
27/28/29- Leadership Training — Capacity Building
• This provides a bridge between the Phase 1 Economic Impact Analysis and the Strategic Planning in
Phase 2. The purpose of this milestone training is to establish a solid and clear understanding of the
research and information from Phase 1 and building an understanding of the Phase 2 work plan and
the roles and responsibilities for all involved. During the training sessions, each of the committees
(Leadership, Economic Development, Communications) will determine a meeting schedule,
leadership positions and agenda development process that will govern the rest of the strategic
planning process.
Phase 2 - Strategy Development (April 2019 — August 2020)
Foundation Milestone - This milestone establishes the base by which the next three steps and the regional
economic development strategy will be created. The following are the key components that will occur during
this phase.
31- Foundation Milestone Event: This is a regional workshop event to report on the project progress,
describe the work plan for this milestone, engage the a2endees through input exercises to increase
knowledge and participation.
• Identification of issues of challenge and opportunity: Through facilitated meetings, individual
interviews and the conclusions of the community readiness assessment a set of priority issues facing
the region's economic future are determined. In addition, the areas of opportunity are identified
that may have been pursued and just not realized. The concepts, themes and data collected inform
the region's statement of current reality, vision statement, performance metrics and goals
framework.
32- Regional Benchmark Report: Benchmarking is done to provide a point in @me analysis of the economy.
It uses a number of metrics from reliable and readily available sources. The review of the data includes,
at a minimum, a one - decade trend review and comparison to state and national trends. The benchmark
report will be an outcome of Phase 1.
4
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
33- Creation of a Current Reality Statement: This statement defines the motivating factors in the region to
begin a transformation process.
39- Creation of a Vision Statement: It describes the desired future state and includes what makes the
region special and unique in terms the community understands.
35/36/37/40/41- Economic Goal Setting: Using the economic benchmarking data and the issues of
challenge and opportunity regional leaders will prepare a set of 5 and 10 year goals. In addition to the
base metrics used in the benchmarking, regionally unique metrics and priorities are benchmarked and
goals set. During the goal setting process, it is critically important that review and verification is done to
make sure projections are reasonable but still reflect the vision. The final step in the goal setting process
is to take the job creation goals and disperse them into high wage, average wage and wage
improvement categories.
42- Shared Ownership Plan — Monitoring — Phase Reports — Releases: Provide EVC and the Leadership
Committee an initial progress report on the functionality and performance of the communication
platforms and shared ownership plan. This report will include samples of the communications and level
of audience engagement.
43- Recruitment Plan: The four - milestone framework is designed to be used in the context of a regional
community economic development initiative. An initiative is a movement or campaign involving
hundreds of community leaders focusing on the improvement of their economy. Recruitment of
representation and participation reflecting the community and regional economy is important.
44- Foundation Milestone Report: This milestone recap report provide information for the baseline or
starting point for the initiative including a definition of the current state, an economic benchmark, a
qualitative and quantitative vision of the future, a plan to expand participation to target audiences and
the kickoff of the work group structure to engage leaders to build ownership in the plan.
Discovery Milestone
This milestone explores what makes the region unique and categorizes tangible and intangible assets that are in
their control. The discovery is more than an inventory of regional indigenous resources; it includes the creation
of leverage strategies for each asset to achieve the community economic development goals.
45- Discovery Milestone Event: This is a regional workshop event to report on the Foundation Milestone,
describe the work plan for this milestone, engage the group through input exercises and increase
knowledge and participation.
46/48 - Indigenous Resource Asset Training and Mapping: Asset mapping sessions are conducted in open
community sessions to uncover as many assets as possible and generate increased knowledge of what is
available in the region. Assets are mapped in nine categories; natural, human /skills, knowledge,
cultural /historic, geographic, excellence, infrastructure, government and innovation.
47- Launch of Project Working Groups: If short term opportunities that support the initiative objectives are
uncovered a Project Working Group may be established and empowered to complete a defined task(s)
surrounding the opportunity.
5
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
49- Asset Development: Each asset is then developed by using the following questions; What is the regions
industry relationship? How can the resource be leveraged? What is the value of the leverage? Who
will benefit from the leverage? What resources are missing to fully leverage the asset?
56- Business Opportunity Analysis: The mapping exercise and analysis will identify a number of leading
business opportunities that show the greatest promise to address the challenges and achieve the
initiative goals.
50- Launch of Project Working Groups (3): Again, if short term opportunities that support the initiative
objectives are uncovered a Project Working Group may be established and empowered to complete a
defined task(s) surrounding the opportunity.
Connect Milestone
This milestone examines the information obtained in the Discovery Milestone. Examination includes analysis and
prioritization of regional assets and targeting of the highest value niche markets and business opportunities. In
addition to immediately identified assets and opportunities, the Connect Milestone consists of further
exploration of leverage strategies and connection of resources.
53- Verification of Targeted Industry Clusters: Using the information obtained in the Discovery phase the
current priority clusters will be analyzed to identify niche industry sectors (Tourism to Experienced
Based Tourism, Agriculture to Local Food Systems). Through an analysis of regional assets, overall
marketing attractiveness and potential to help reach the regional goals, a group of high potential
targeted industry clusters are determined that will have the highest probability to address the DCPP
closure impact.
54- Competitive Comparative Analysis: As we begin to define important business sectors for growth it is
imperative to understand the growth potential, sales, employment and payroll potential of the various
business sectors. We will coordinate with the planning committee and select a set of comparable and
competitive markets to analyze for the top seven business sectors targeted for growth. In this analysis
we will compare gross sales, employment wages and capital investment versus projections for SLO at a
current and future point of development. This will allow us to set targets for growth over time for each
of the targeted business sectors.
55- Prioritization of Assets and Opportunities: Through a disciplined analysis process the highest priority
assets are assessed in relationship to the region's industry clusters.
57- Connect Milestone Event: This is a regional workshop event to report on the Discovery Milestone,
describe the work plan for this milestone, engage the community "connect the dot" input exercises and
increase knowledge and participation.
61- Refinement of the Goals Established in the Foundation Milestone: The completion of the asset
mapping and business opportunity analysis will initiate a review and potential adjustment of the initially
defined regional metrics and goals.
62- EVC Integration — Shared Ownership Plan, Dashboard, Diablo Canyon Closure: Initial planning and
schedule for the transfer of platforms, content production and distribution responsibility to EVC.
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
63- Support of Project Working Groups (3): Again, if short term opportunities that support the initiative
objectives are uncovered a Project Working Group may be established and empowered to complete a
defined task(s) surrounding the opportunity.
Strategy Milestone
This final step in the milestone process correlates all information obtained, priorities determined and actions
taken. This also consists of lessons learned and the identification of the next steps in the implementation phase.
The Strategy Milestone is not intended to prepare a report to "sit on the shelf', but rather it is a report by the
leadership team to the community highlighting the path to prosperity. The community report will include at
minimum the following components.
66- Multi- jurisdictional initiatives
67- Community goal and metric setting connected to the regional goals
68- Implementation plan
69- Phasing strategy
70- Budget plan
71- Collaborative funding plan
72- Governance and implementation framework
75- Integration of the EVC Dashboard to the strategic plan, metrics and goals
78- S.M.A.R. T Strategic plan and evaluation plan
77- Strategic Plan Celebration. The final milestone event is a celebration of the work completed and
mobilizes broader community support around the implementation phase. The event will also emphasize
the short -term wins already realized, resources acquired and how more people can get engaged. This is
a very thematic event that reinforces the Shared Ownership Plan priorities and objectives.
In Region Schedule /Visits
VE Alliance members will be working in the region 22 out of the 24 -month term of the project. The EVC project
manager will assist VE Alliance members in coordination meeting, workshops and other gatherings.
Preparation of Final Regional Strategic Plan
The report will include a set of recommendations, actions, and contingency plans for state and local jurisdictions
to consider in order to mitigate the adverse economic impacts of shutdown of Public Event
• DCPP. The study will include conclusions and recommendations to state and local administrations and
agencies to mitigate any adverse impacts.
• The contingency plan will include the following recommendations:
• Proposed techniques;
• A description of the plans selected and the rationale for their selection;
• Activities and sources;
• Security protections for confidential data;
• Breakdown of individual staff hours and responsibilities;
• Project schedule, reporting, and budget overview;
7
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
Santa Maria Scope of Work (SOW) Description
Phase 1: Preparation (May — September 2018)
TASK #
3SM - Identification and Acquisition of Regional Reports /Background Materials
o Acquisition of Santa Maria community /economic development studies and plans completed in the
past five years and preparation of relevant summary. This information builds a platform for the
project to build upon.
4SM — Design of Regional Economic Development Planning Committee
• Identification, interviews and selection of individuals from Santa Maria to join the projects
leadership committee. The committee will consist of a balance of expertise, regional orientation and
interests.
SSM - Formation of city /county economic development strategy group
• Identify and invite Santa Maria community and economic development practitioners to participate
in the regional group. The purpose of this group is to bring together practitioners to share projects
and priorities and communicate strategies back to their constituencies. Santa Maria stakeholders
who have sufficient access to information and community resources to enable this work. Included
should be the major employers, major investors, Government officials, elected officials and CEOs of
primary charities and social services agencies operating within the county and cities. This is a
working and voting group for purposes of planning,
6SM - Planning, definition, programing and launch of communication platform
• Identification and establishment of communication and repository sites for the initiative and open
access to regional leaders. The platform may consist of social media, collaboration tools, websites,
survey tools, messaging and documents storage.
8SM — Create contact list of Technical Working Group
• A list of local, regional, state and nation -wide contacts to establish a pool of expertise to engage
when required during the initiative. Federal, State, Regional or local specialists (Environmental,
legal, transportation, water, planning, etc ?) who will remain informed about the Strategic Planning
Process and advise (upon request) the various stakeholder groups of this project. This will be a non-
voting group in this planning process. Requests to members of this group will be coordinated via the
team leader to the project manager to the TAG.
10SM - Inventory of employers, businesses, educational services
• A major list of Santa Maria key employers, businesses, education institutions, social services and
other key entities for contact, review and analysis and input to EIA, FIA
Phase 1: Assessment (June 2018 — January 2019)
12SM — Initial Site Visit
The beginning of the Assessment Phase will consist of a initial site visit to meeting with Santa Maria
leaders to present the project plan and acquire preliminary thoughts and priorities.
13SM — Confirmation of EIA /FIA Plan and Schedule
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
• Meeting with Santa Maria leaders to establish a plan and schedule for the collection of information
and preparation of the EIA /FIA.
15SM - Stakeholder Interviews
VE will acquire Santa Maria stakeholder input via in- person or phone interviews conducted to clarify
understanding or expand on input received during the Phase 1 and Phase 2 planning work. We will
adhere to privacy laws and aggregate results to post for the public view.
17- Community Readiness for FIA, EIA
The community readiness assessment framework will include the following components. Santa Maria
will be included in the region -wide analysis.
1. Regional Collaboration: Meaningful & sustainable grass -roots collaboration across public, private,
non- profit and traditional political boundaries
2. Leadership Excellence: Empowers proactive leadership to take ownership of their economy; grows
leaders with accountability, authority, legitimacy & transparency
3. Change Management: Adopts the eight steps critical to managing change that enables the region to
more effectively participate and compete in the global economy
4. Balanced Approach: Integrates economic development, education & workforce development assets
with the private sector to build effective knowledge based economic, human capital & quality of
place centers of excellence
5. Asset Based Approach: Identify, connect and leverage tangible and intangible assets to sustainably
grow and transform the regional economy
6. Measurable Outcomes: Employs measurable benchmarks, goals and strategies which transform the
region through measurable outcomes
7. Innovation & Entrepreneurship: Builds innovation ecosystems that create a lasting regional climate
of entrepreneurship, risk taking and innovation
8. Life Cycle Finance: Provides access to a life cycle of equity and debt financing for regional public,
private and non - profit ventures
9. Regional Brand Promise: Defines, creates, communicates and delivers on a clear brand promise that
promotes & sustains regional competitive advantages
10. Regional Transformation Mindset: Sustains commitment to CED as a journey that is a marathon not
a sprint, transformative not incremental.
The readiness assessment is more than a report card. It is a useful tool to provide a baseline of information that
informs the strategic planning milestones in Phase 2.
16SM - Economic Impact Analysis (EIA)
The Santa Maria FIA will be a competitive economic baseline understanding is a critical analysis for a
successful economic development strategy, including:
9
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
a. The business composition,
b. Up and downstream suppliers to the nuclear plant,
c. Employment, workforce, labor costs, availability and capability,
d. Business and transportation infrastructure,
e. Tax structure,
f. Regional economic sectors,
g. County and community competitiveness relative to,
L Land costs, development costs, housing cost, labor costs,
ii. Business, economic development and land use policies,
iii. Market access,
iv. Business and transportation infrastructure,
v. Economic development organizational capacity,
vi. Economic development funding on a local, county, and regional basis.
19SM - Regional Fiscal Impact Analysis (FIA)
The Santa Maria FIA fiscal impact analysis will be conducted so that each government entity (including
school districts) now benefiting from the tax revenues can plan for the impending changes to their tax
revenue streams. All of these estimated impacts would be presented for each geographic area.
21- Community Roles, Typology
• Not every community wishes to grow, be a manufacturing center, be an environmentally sensitive
and protected limited growth locale or be a historic /cultural center. Indigenous and man -made
resources along with cultural sensitivities and heritage play a distinct and meaning role in how a
community may change, grow and define itself.
• Successful economic development for these communities requires recognition of these differences
and a compatible support program for how each of these different types of communities can be
served by their own vision for accommodating growth and community needs. The VE research team
will develop a series of community types, identify their defining characteristics and present how
each type may be supported via an economic development initiative that will support their
community vision for it's future.
24SM - Draft EIA /FIA
® Prepare a draft report detailing the results of the economic impact studies as developed.
26SM - Phase 1 Final Report — Santa Maria
The Phase 1 Final report will provide a Santa Maria summary of all the work completed in Phase 1
with conclusions and recommendations for it use in Phase 2, strategy development.
27/28/29- Leadership Training — Capacity Building
® This provides a bridge between the Phase 1 Economic Impact Analysis and the Strategic Planning in
Phase 2. The purpose of this milestone training is to establish a solid and clear understanding of the
research and information from Phase 1 and building an understanding of the Phase 2 work plan and
the roles and responsibilities for all involved. During the training sessions, each of the committees
(Leadership, Economic Development, Communications) will determine a meeting schedule,
leadership positions and agenda development process that will govern the rest of the strategic
planning process.
10
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
Phase 2 - Strategy Development (April 2019 — August 2020)
Foundation Milestone - This milestone establishes the base by which the next three steps and the regional
economic development strategy will be created. The following are the key components that will occur during
this phase.
31- Foundation Milestone Event: This is a regional workshop event to report on the project progress,
describe the work plan for this milestone, engage the a2endees through input exercises to increase
knowledge and participation.
Identification of issues of challenge and opportunity: Through facilitated meetings, individual
interviews and the conclusions of the community readiness assessment a set of priority issues facing
the region's economic future are determined. In addition, the areas of opportunity are identified
that may have been pursued and just not realized. The concepts, themes and data collected inform
the region's statement of current reality, vision statement, performance metrics and goals
framework.
33- Creation of a Current Reality Statement: This statement defines the motivating factors in the region to
begin a transformation process.
39- Creation of a Vision Statement: It describes the desired future state and includes what makes the
region special and unique in terms the community understands.
32- Regional Benchmark Report: Benchmarking is done to provide a point in @me analysis of the economy.
It uses a number of metrics from reliable and readily available sources. The review of the data includes,
at a minimum, a one - decade trend review and comparison to state and national trends. The benchmark
report will be an outcome of Phase 1.
40- Economic Goal Setting: Using the economic benchmarking data and the issues of challenge and
opportunity regional leaders will prepare a set of S and 10 year goals. In addition to the base metrics
used in the benchmarking, regionally unique metrics and priorities are benchmarked and goals set.
During the goal setting process, it is critically important that review and verification is done to make sure
projections are reasonable but still reflect the vision. The final step in the goal setting process is to take
the job creation goals and disperse them into high wage, average wage and wage improvement
categories.
43- Recruitment Plan: The four - milestone framework is designed to be used in the context of a regional
community economic development initiative. An initiative is a movement or campaign involving
hundreds of community leaders focusing on the improvement of their economy. Recruitment of
representation and participation reflecting the community and regional economy is important.
44- Foundation Milestone Summary Report: This milestone report will provide a baseline or starting point
for the initiative including a definition of the current state, an economic benchmark, a qualitative and
quantitative vision of the future, a plan to expand participation to target audiences and the kickoff of
the work group structure to engage leaders to build ownership in the plan.
11
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
Discovery Milestone
This milestone explores what makes the region unique and categorizes tangible and intangible assets that are in
their control. The discovery is more than an inventory of regional indigenous resources; it includes the creation
of leverage strategies for each asset to achieve the community economic development goals.
45- Discovery Milestone Event: This is a regional workshop event to report on the Foundation Milestone,
describe the work plan for this milestone, engage the group through input exercises and increase
knowledge and participation.
48SM - Indigenous Resource Asset Mapping: Asset mapping sessions are conducted in open community
sessions to uncover as many assets as possible and generate increased knowledge of what is available in
the region. Assets are mapped in nine categories; natural, human /skills, knowledge, cultural /historic,
geographic, excellence, infrastructure, government and innovation.
49- Asset Development: Each asset is then developed by using the following questions; What is the regions
industry relationship? How can the resource be leveraged? What is the value of the leverage? Who will
benefit from the leverage? What resources are missing to fully leverage the asset?
50SM- Launch of Project Working Group (1): If short term opportunities that support the initiative objectives
are uncovered a Project Working Group may be established and empowered to complete a defined
task(s) surrounding the opportunity.
Connect Milestone
This milestone examines the information obtained in the Discovery Milestone. Examination includes analysis and
prioritization of regional assets and targeting of the highest value niche markets and business opportunities. In
addition to immediately identified assets and opportunities, the Connect Milestone consists of further
exploration of leverage strategies and connection of resources.
53- Verification of Targeted Industry Clusters: Using the information obtained in the Discovery phase the
current priority clusters will be analyzed to identify niche industry sectors (Tourism to Experienced
Based Tourism, Agriculture to Local Food Systems). Through an analysis of regional assets, overall
marketing a2rac @veness and potential to help reach the regional goals, a group of high potential
targeted industry clusters are determined that will have the highest probability to address the DCPP
closure impact.
55- Prioritization of Assets and Opportunities: Through a disciplined analysis process the highest priority
assets are assessed in relationship to the region's industry clusters.
56- Business Opportunity Analysis: The mapping exercise and analysis will identify a number of leading
business opportunities that show the greatest promise to address the challenges and achieve the
initiative goals.
57- Connect Milestone Event: This is a regional workshop event to report on the Discovery Milestone,
describe the work plan for this milestone, engage the community "connect the dot" input exercises and
increase knowledge and participation.
12
DocuSign Envelope ID: C4078508-171A-418F-813A-F7B9707E3B4E
61- Refinement of the Goals Established in the Foundation Milestone: The completion of the asset
mapping and business opportunity analysis will initiate a review and potential adjustment of the initially
defined regional metrics and goals.
63SM - Support of Project Working Group (1): Again, if short term opportunities that support the initiative
objectives are uncovered a Project Working Group may be established and empowered to complete a
defined task(s) surrounding the opportunity.
Strategy Milestone
This final step in the milestone process correlates all information obtained, priorities determined and actions
taken. This also consists of lessons learned and the identification of the next steps in the implementation phase.
The Strategy Milestone is not intended to prepare a report to "sit on the shelf', but rather it is a report by the
leadership team to the community highlighting the path to prosperity. The community report will include at
minimum the following components.
66- Multi- jurisdictional initiatives
67- Community goal and metric setting connected to the regional goals
68- Implementation plan
69- Phasing strategy
70- Budget plan
71- Collaborative funding plan
72- Governance and implementation framework
75- Integration of the EVC Dashboard to the strategic plan, metrics and goals
78- S.M.A.R. T Strategic plan and evaluation plan
77- Strategic Plan Celebration. The final milestone event is a celebration of the work completed and
mobilizes broader community support around the implementation phase. The event will also emphasize
the short -term wins already realized, resources acquired and how more people can get engaged. This is
a very thematic event that reinforces the Shared Ownership Plan priorities and objectives.
In Region Schedule /Visits
VE Alliance members will be working in the region 22 out of the 24 -month term of the project. The EVC project
manager will assist VE Alliance members in coordination meeting, workshops and other gatherings.
Phase 2 Final Report — Santa Maria
The Phase 2 Final report will provide Santa Maria a summary of all the work completed in Phase 2 with
conclusions and recommendations for it use in Phase 3, implementation.
13
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
EXHIBIT C
TIMELINE
Page 8 of 9
mass
iii
■iS
■
ei ' ' ■■ C e■ C !'�O�e ■■■ ■
B
S�
e i ;■iS ■ ' S ' i ■i /
■�
.;
� ■eim a ■i nHeHee : C C ° C
C
C;
/
d;
'
SSi■S.■Ni'i S' ■■ C =o
/ r S i
SS
■C
■ � ;S
;�uC;iii
S n SE S■
. . a ON ■ . . . on no �i C.■ ...
IN
S ■■ � ■ ; /ii SS // � C � �
■ Cie' ■ ■ ■e ■ nS U
■�
a ■/ / / S■ ■ e ■ iii■
S■ ■.. /
S •� ■
■ii■
SS
9 C �
C ,e ' CnC; i ' C i S ;S � S ; ■ n'Si
■
i e nSSC ' ■' ; ; ; ;;
noom
In
I ON 1111111!11
I mills
' ieG '
■Gen
loss
i'■u;
■
/e
. �;
■n!�n�■ ■ / /e ■ ■.■ u ■. C � ■�■■ ■e■e N N '
Cnn n �C ■; S�� ■S ■ _ / S ;■ ; ■ ■ ueeun ■■
�; ■ ;■S.NmS; ;N■mC N nun
r■r
r
nCCc�C�
an
goal
N ;;
^w N� uCi iiii r n SCCC'CCm
; 1
I /nn
'
iSS�n0
■
Nee
'C
•
e■•r
/ ■ n /■n■
p
HH;;■
C ./.0 S S. ' ' n e •i•,
�, n N
.nn I m ui C C C' /r
�S�
CS
N �e■
■/�S N .S■S�ln� I Noun
lolls
• .'�SSSSS " n/ e'f C MEN
unne ■ n ■.n
WOU ■nom
CSS.:S
;;
■��,/
i■ MINI
U 1S
�r
iS
NSS
■
• n// ■ r/ i n rim
�IIN
DocuSign Envelope ID: C4078508- 171A- 418F- 813A- F7B9707E3B4E
BXHIIBIT D
EVC DIABLO CANYON PROJECT ACCOUNT OBLIGATIONS
Page 9 of 9