March 12, 2002 - Board of Supervisors Agenda ItemMar 12, 2002 · THE BOARD OF SUPERVISORS OF THE...

THE BOARD OF SUPERVISORS OF THE COUNTY OF STANISLAUS ACTION AGENDA SUMMARY

DEPT: CHIEF EXECUTIVE OFFICE BOARD AGENDA # B-15

Urgent Routine AGENDA DATE March 12, 2002

CEO Concurs with Recommendation YES 415 Vote Required YES-NO-/ (Infor t i o n Attached)

SUBJECT: APPROVAL TO ACCEPT TWO JOBSIHOUSING BALANCE IMPROVEMENT PROGRAM GRANTS FROM THE STATE DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT AND TO CONTRACT WITH ESI CORPORATION TO FACILITATE BUSINESS ATTRACTION STRATEGIC PLANNING FOR THE COUNTY AND PARTICIPATING CITIES.

STAFF 1. AUTHORIZE THE CHIEF EXECUTIVE OFFICER TO ACCEPT TWO RECOMMEN- JOBSIHOUSING BALANCE IMPROVEMENT PROGRAM GRANTS IN THE TOTAL DATIONS: AMOUNT OF FIVE HUNDRED THOUSAND DOLLARS ($500,000) FROM THE

CALIFORNIA DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT(HCD)

2. AUTHORIZE A COUNTY MATCH OF $6,250 AND ACCEPT THE SAME REQUIRED AMOUNT FROM EACH PARTICIPATING ENTITY FOR A TOTAL OF $50,000 IN MATCHING FUNDS.

(Continued on page 2)

FISCAL Two HCD JobslHousing Balance Improvement Grants totaling $500,000 have been awarded to

IMPACT: the County and participating Cities for business attraction strategic planning and implementation. The Grant Proaram reauires a 10 ~ercent match ($50.000). Each of the participating jurisdictions, inciding the Workforce lnvestment Board 'and the'stanislaus counti, ~conomic Development Corporation, will share equally in providing the match. At the time the Board authorized the submission of the grant application it agreed to act as the fiscal agent on behalf of the participating Cities and County. Stanislaus County's fair share cash match of $6,250 is available in the Economic Development Budget. The amount required from the Workforce lnvestment Act will not exceed $92,880 for the three cities that did not meet the State criteria for HCD funding. Each of the three cities will provide their required match.

BOARD ACTION AS FOLLOWS: NO.2002-1 60

AlTEST: CHRISTINE FERRARO TALLMAN, Clerk By: Deputy File No. 1070-on

APPROVAL TO ACCEPT TWO JOBSlHOUSlNG BALANCE IMPROVEMENT PROGRAM GRANTS FROM THE STATE DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT AND TO CONTRACT WlTH ESI CORPORATION TO FACILITATE BUSINESS ATTRACTION STRATEGIC PLANNING FOR THE COUNTY AND PARTICIPATING CITIES.

STAFF RECOMMEN DATIONS CONTINUED:

3. AUTHORIZE THE AUDITOR-CONTROLLER TO ESTABLISH TWO NEW BUDGET UNITS TOTALING $550,000 AND ALL NECESSARY LINE ITEMS IN THE GENERAL REVENUE FUND WlTH ESTIMATED REVENUE AND APPROPRIATIONS ACCOUNTS CONSISTENT WlTH THE ATTACHED FINANCIAL BUDGET JOURNAL.

4. AUTHORIZE THE CHIEF EXECUTIVE OFFICER TO SIGN AN AGREEMENT WlTH ESI CORPORATION FOR FAClLlTATlONlCONSULTING SERVICES IN AN AMOUNT NOT TO EXCEED $305,500

5. AUTHORIZE THE USE OF WORKFORCE INVESTMENT ACT REVENUE AS SUBMITTED TO THE WORKFORCE INVESTMENT BOARD TO FUND STRATEGIC PLANNING ACTIVITIES FOR THE THREE STATE UNFUNDED CITIES OF PATTERSON, OAKDALE AND HUGHSON IN A TOTAL AMOUNT NOT TO EXCEED $92,880.

6. AUTHORIZE THE DEPARTMENT OF EMPLOYMENT AND TRAINING TO CONTRACT WlTH ESI CORPORATION FOR THOSE CITIES THAT ARE FUNDED WlTH WIA FUNDS IN AN AMOUNT NOT TO EXCEED $103,200.

7. DIRECT THE AUDITOR-CONTROLLER TO CARRY FORWARD ALL UNEXPENDED APPROPRIATIONS AT THE END OF THE FISCAL YEAR IN ORDER TO COMPLETE THE TWO-YEAR GRANT PROGRAM.

DISCUSSION: On January 9,2001, the Board of Supervisors approved two grant applications to the State Department of Housing and Community Development. These grant applications were submitted on behalf of the county and the eligible cities within the county. The State has available through its Jobs/Housing Balance Improvement Grant Program $4.8 million to assist Central Valley Counties in job creation. The grant funds are for use in developing business attraction, retention and expansion strategic plans and for implementation of those plans.

The county and each city were invited to apply for an amount not to exceed $100,000 for the development and implementation of their respective strategic plan. The Workforce Investment BoardISCEDCO facilitated a joint application process and received State approval to submit two joint applications in order to comply with the criteria that each application not exceed $500,000. (The City of Riverbank elected to not join with the county and other cities and submitted their own application to HCD). The cities of Ceres, Modesto, Turlock, Waterford, and the County were awarded a grant of $350,000. The City of Newman and the County were awarded a grant of $150,000. Inclusive of these amounts, the

APPROVAL TO ACCEPT TWO JOBSlHOUSlNG BALANCE IMPROVEMENT PROGRAM GRANTS FROM THE STATE DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT AND TO CONTRACT WITH ESI CORPORATION TO FACILITATE BUSINESS ATTRACTION STRATEGIC PLANNING FOR THE COUNTY AND PARTICIPATING CITIES.

DISCUSSION County, acting as the lead agency for each application, received a split (Cont.): allocation of $50,000 in each application. The Cities of Patterson, Hughson and

Oakdale were ruled ineligible by the State because their General Plan Housing Element was not certified at the time the application was approved.

The Workforce lnvestment Board recommends that the Cities of Oakdale, Patterson and Hughson be allowed to participate in the strategic planning and that their fair share be funded from Workforce lnvestment Act (WIA) funds. Each is in agreement with this resolution. If the board agrees, the above three named cities will each be granted an amount not to exceed $30,960 from WlA funds and each city will provide $3,440 for a total of $34,400.

At the time the Board authorized the grant applications, it also approved an agreement between WlBlSCEDCO and the County for implementation of the grant. WlBlSCEDCO will assume the responsibilities for coordinating the activities allowable under the grant and has agreed to participate in funding the required match. Each participating city has formally agreed to this approach and is represented on a task force, which will oversee the implementation of the contract with the appropriate service providers.

On August 29, 2001, the County issued a Request for Proposal for assistance in developing a strategic plan for each participating jurisdiction and for the development of a countywide strategic plan. A total of six firms applied with proposed budgets ranging from $110,000 to $375,000. A Review Committee was established consisting of representatives from each of the participating cities, the county, the WlBlSCEDCO and the business community. After considerable input and discussion, ESI Corporation was selected as the firm to best assist the county and cities in the development of a strategic plan. In the opinion of the Review Committee, ESl's scope of work and budget proposal address the RFP requirement most appropriately.

The remaining $244,500 of the $550,000 project budget has been set aside for plan(s) implementation. HCD and the participating jurisdictions must approve the strategic plan before implementation occurs.

The overriding objective of this grant is for counties and cities to develop and implement strategic plans that increase job opportunities for local residents. In discussions with ESI, the members of the Review Committee made it very clear that new strategies must be developed that will successfully increase higher paying job opportunities. ESI is required to perform all the tasks, within the time frames, set forth in Schedule 3 of the HCD Grant Application (attached), excluding the implementation phase. These activities include an Economic Development Summit, AssetlLiability Analysis, an Economic Development Strategic Plan and Marketing Plan. Also, creative marketing strategies will be developed which will brand Stanislaus County and generate business attraction

- - -

APPROVAL TO ACCEPT TWO JOBSIHOUSING BALANCE IMPROVEMENT PROGRAM GRANTS FROM THE STATE DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT AND TO CONTRACT WITH ESI CORPORATION TO FACILITATE BUSINESS ATTRACTION STRATEGIC PLANNING FOR THE COUNTY AND PARTICIPATING CITIES. ,

DISCUSSION: leads. ESI services will be available to each jurisdiction in the amount of (cont.) $34,400 and for the countywide plan in the amount of $99,100 for a total

contractual amount of $408,700. The outcome(s) will be a countywide strategic plan and a strategic plan for each of the nine participating jurisdictions.

The HCD JobsIHousing Balance Improvement Program makes it possible and encourages all jurisdictions to work together in addressing the community jobslhousing imbalance. The development of a strategic plan for business attraction is a logical step to the countywide visioning process and the other efforts the cities and county has taken to encourage and promote job creation.

POLICY ISSUES: The Board should decide if staffs recommendation encourages multi-jurisdictional

cooperation and is consistent with the Board's priority of economic development.

STAFFING ISSUES: Participating jurisdictions will designate staff to assist in the project. The WIB and

SCEDCO will collaborate with Stanislaus County to provide project leadership. Existing staff in the Economic Development Unit will be utilized to monitor the grant budget and to coordinate the necessary reports to HCD.

AUDITOR-CONTROLLER BUDGET JOURNAL

/BUDGETJOURNAL SCREEN I Budest Organization l~tanislausBudget Ora CEO Economic Development I 0uaet Acmunting Period From

BATCHSCREEN Journal Bat& Category

CEO -Econ Dav .HCD JHBP Grants (2) Budget 1

0 0 --Mar 12,2002 I

Schedule 3 - TasksMilestones

- Schedule 3 - Tasks/Milestones

Schedule 3 - Tasks~lilestones

-- Schedule 3 - Tasks/Milestones

Stanislaus County 1-5 Corridor Plan 1/

TASKSr/mLESTONES QTR 1

D. Marketing Plan

1.ID available properties

2. ID site selection factors

3. Conduct target industry research

4. Define product

5. ID existing business cIusters

6 . Interview stakeholders

7. Formulate marketing strategies

8.Present draR marketing plan

9. Reviewlrevise marketing plan

10. Present &a1 marketing plan

PROPOSAL TO STANISLAUS COUNTY, STANISLAUS COUNTY WORKFORCE INVESTMENT

BOARD AND STANISLAUS COUNTY ECONOMIC DEVELOPMENT CORPORATION

For the Preparation of the Stanislaus County Economic Development

Strategy and Marketing Plans

SUBMITTED BY: ESI CORPORATION

with Paragon Decision Resources

Chabin Concepts, Inc.

5333 North Seventh Street Suite C-225

Phoenix, Arizona 85014 (602) 265-6120 www.esicorp.net

November 13,2001

EXHIBIT !'&'9.+

Stanislaus County Economic Development Strategy Plans Proposal November 13.2001

Table of Contents

I. Scope of Work

11. ESI Corporation Project Team 20

Fee Proposal 50

Figure 1 Stanislaus County Economic Development 3 Strategy Consultant Team

Figure 2 Stanislaus County Economic Development 19 Timeline

Stanislaus County Economic Development Strategy Plans Proposal November 13,2001

I. Scone of Work

Proposal Stanislaus County's unemployment rate has historically been twice the State of Understanding California's average rate. Compounding the problem of chronically high

unemployment are many impediments to diversifying the economic base through the attraction of quality companies, such as lack of fully improved industrial sites and insufficient skill levels of existing residents.

At the same time the county has become the recipient of numerous housing developments to accommodate job commuters to the Silicon Valley. With the rising cost of housing in major growth job centers, such as San Jose, more and more housing developments are moving geographically further and further out where land is more available and affordable. These new housing developments have absorbed valuable agricultural land and at the same time have placed a strain on the existing infrastructure of the communities in which they reside.

This rapid population growth in Stanislaus County is not expected to decline, and in fact over the next 10 years is projected to exceed that of the State of California as a whole as well as 6 other northern California counties: San Joaquin, Merced, Tuolumne, Sacramento, Alameda, and Santa Clara.

It is imperative that Stanislaus County accelerate its job creation program by becoming more aggressive in its business recruitment and retention activities. To accomplish this, not only is a comprehensive asset and liability analysis required, but additionally, each community must have a professionally prepared strategic economic development plan, which will become the blueprint for quality job creation and growth.

The cities that are eligible under the Department of Housing and Conununity Development grant are Stanislaus County, Modesto, Turlock, Ceres, Newman, and Waterford. These areas will be the focus of our proposed scope of work. As requested, we have submitted a separate budget estimate to complete a SWOT analysis, economic development strategy and marketing plans for additional cities.

Overview of The following steps will be conducted by the Strategic Planning and Marketing Approach Consultant Team to prepare Stanislaus County and its communities to achieve

sustainable economic development through the creation of economic development plans and sound marketing strategies.

1. Review prior studies, reports and plans for the County and its communities. 2. Interview key public and private sector decision makers to gain an understanding of

the issues and trends.

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3. Work with the communities to heIp them create broad based economic development committees comprised of stakeholders from both the public and private sectors.

4. Conduct a Countywide Economic Summit of all economic development committee members. The Summit will provide an economic overview of: the national and state economy and how this valuable information will integrate and align with the planning process, and a review of the asset and liability analysis.

5. Conduct two work sessions with each community's economic development committee and prepare a strategic economic development plan for implementation.

6 . Formulate creative marketing strategies which will brand Stanislaus County and generate leads.

7. Wrap up presentation to the County Task Force at the end of the project.

The Consultant Team will interact with one another throughout the duration of this planning process. Each team member provides specific level of expertise and experience, that when combined creates a solid foundation for the development of the Economic Development Strategy and Marketing Plans for Stanislaus County.

Our interaction with the Client will include regular communications via telephone, email and scheduled meetings with the various committees proposed. There are approximately 17 meetings required to accomplish this scope of work. To stay on track and keep everyone engaged in this process we recommend, as an approach, that the merged Workforce Investment and Economic Development Boards be divided into three subcommittees to work with the Consultant Team. These subcommittees will include:

Economic Development Marketing Committee WIB-ED Committee (not fimded by this scope of work, see below)

Workforce Investment and Economic Development Board Integration

We recommend that the Workforce Investment and Economic Development Corporation boards begin to meet to create an action plan for aligning their two functions. While this activity is not fimded as a part of this scope of work, we anticipate that it be conducted outside of this scope of work on a parallel path and integrated within the planning process activities to be conducted by the ESI Project Team. Building administrative and oversight capacity for the newly merged board will serve to facilitate the implementation of the economic development plan.

The relationship of these subcommittees with the County Task Force and the Consultant Team is illustrated in Figure 1.

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Figure 1 Stanislaus County Economic Development Strategy Consultant Team

Stanislaus County . . . . . . . . . . . . . . . . . . . . . I Task Force I I I I I I I I Project Manager I Judie Scalie I I I I I I

Subcommittee Subcommittee Subcommittee

Marketing Plan Chabin Concepts Wadley Donovan

Whittaker and Assoc.


T M 1 : A follow up meeting to the November 14, 2001 Economic Symposium will be Economic conducted to kick off the planning process. This meeting will be called the Economic Summit Summit and will be conducted in Modesto. Invitees will include representatives from

the WIB Implementation Task Force, SCEDCO Board, County and cities, representatives from each city's economic development committee, and the general public

At this Economic Summit a pre and post September 11 overview of the national and state economy will be delivered by Jack Keyser. Community input will be obtained on a number of issues via a "real time" survey. This survey will be conducted by the consulting team utilizing state of the art electronic voting technology.

Questions will be developed in advance of the Symposium (and agreed to by the client) that will focus on a variety of areas and issues. As each question is projected on the screen via a Powerpoint presentation, each participant will select their answer by pressing the appropriate button on a hand-held voting device. This technology is a dynamic tool and allows everyone in attendance to immediately see their combined vote or answer on the screen and what the priorities are for the group as a whole.

Conducting a survey utilizing this technology gives people the sense of active participation and increases their "buy-in" and commitment to the planning process. Responses received from this broad based group at the Symposium will serve as the underpinnings of the planning process.

TASK 2: In order to assess Stanislaus County's economic development strengths, weaknesses, SWOTAnalysis opportunities and threats, a comprehensive SWOT analysis will be conducted from a

professional site selector's viewpoint, specifically related to your target clusters.

The team will assess economic development characteristics in Stanislaus County much the way we would do for a target company seeking a new location. We will use the results of the symposium, past reports, our internal data, checklists and select in-town fieldwork interviews to complete this assessment.

Resource Team: Deane Foote Jack Allston Teresa Nortillo

A. Three Detailed SWOT Reports

We will prepare a complete SWOT analysis for the County, Modesto, and Turlock, and a checklist assessment for Newman, Ceres and Waterford, (discussed in Paragraph D). We will analyze several key site selection factors. We will rate each factor for each of your top three target industries. Factors will include:

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1. Labor force - Wages for select target positions Availability of select target skills Quality

2. Sites and Building (real estate market analysis) = Availability/costs

Zoningtpermit process Taxes, fees and assessments

3. EducatiodTraining Four-year & Community College

= Public trainingtplacement Secondary education

4. Transportatiodmarket access Highways

= Freight service Rail Air Courier service

5. Utilities = Power- Waterisewer

Telecommunications

6 . Quality of LifeIHousing . Cost of living = Housing costs

7. Incentives "By right"

= Discretionary

With your assistance in setting appointments, we will interview corporate, education, and government officials. We will conduct this fieldwork much like we would do for an actual corporate site seeker.

The Team includes Paragon Decision Resources, who is an expert in labor force and relocation analysis. The following provides more details regarding our process.

ESI Corp. Real Estate and Econonlic Developinent Counselors

Stanislaus County Economic Development strategy Plans Proposal November 13,2001

B. Wage Analysis

Wages are the most important component of any new project, comprising up to 80 percent of the annual operating costs. We will conduct a unique wage analysis from a site selector's perspective, focusing on the most important and most sought after positions. We will derive local information from the local fieldwork and from our national wage database. We will include the following items:

Current local wages Estimated "wage thresholds"' Wages compared to the competitor and source cities (described in paragraph E)

C. Workforce Availabilitv & QualiQ

The availability of good quality workers is essential to a project's success. We will carry out a labor availability and quality characteristics assessment, much the way we do for corporate clients seeking new locations. We have developed a unique index designed to compare availability and quality issues on an "apples to apples" basis across the country.

The index measures key characteristics on a one ("very poor") to ten ("excellent") scale (5 is "average"). We will measure the following characteristics community-wide and by target segments:

Skills availability Turnover & absenteeism Attitudes -on-the-job Trainability -employees response to training Basic skills -math, English, grammar, etc. of new hires. Communications -Employer/employee and employee/employee on-the-job. AlcohoVdn~gs-Perceived situation. Productivity -Employer's measure. Accuracy.

We will include a Paragon Index on labor availability and characteristics (see sample).

I The waee threshold is the ideal waee ranee for attractine and retainine employees. Offering below the threshold will result in poorer recruiting and loss of employment to better paying local companies. Offering above the threshold will result in excellent recruiting, including "pirating" from other local companies, and retention, but will be too costly to the company.

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Stanislaus County Economic Development Strategy Phns Proposal November 13,2001

I ' Paragon hdex (+very poor;S=ave.lO=excelknt)I i

The Team will prepare three detailed SWOT reports. The reports will:

outline key site selection strengths and weaknesses highlight site selection opportunities and threats, and -- make recommendationsfor improvement, which will be invaluable in the strategic planning process.

D. Three "Site Selection Check-List" Assessments

The Team will meet with economic development officials in Newrnan, Ceres and Waterford to discuss a "site selection check-list." This is a list of key needs again directed toward the three target industries.

With this information we prepare an assessment of each community. The assessment will outline site selection strengths and weaknesses and list key recommendations for improvement. The recommendations will assist the strategic planning process.

E. Cost Comparison Reports (Hypothetical Targeted Industry Cost Comparison Exercise)

The Team will conduct a site selection research exercise for each of your top three targets. The result will be cost comparison reports for each target.

Based on our site selection/relocation experience, we will develop a hypothetical model for each target. Each project will have key site criteria cost items including such items

, as:

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Wageslsalaries Fringe benefits Taxes Real estate costs Cost of Living

We will identify three (3) competitor cities and six (6) "source" cities2. We will compare Stanislaus County (including all five communities) against these cities in each of the three reports.

Some of the results in these reports will make excellent marketing material. Costs are one of the most compelling reasons for a new location or expansion.

TASK 3: Economic Development Plans Economic Development Having a current economic development plan is imperative to be successful in today's Plans economic climate. These plans should detail the goals, implementation strategies,

timeline, and measurements for success. The comprehensive SWOT analysis and the existing studies and reports will serve as the foundation as we work with the Task Force and each community's economic development committee. Coordination and input from other Consultant Team members will be the key to successful strategy planning.

Resource Team: Judie Scalise David Folch Brian Moore Michael Bell

A thorough review of existing plans and reports will be conducted to identify existing vision, values, priorities and implementation strategies for the County and each community. The results of the SWOT Analysis, wage and labor study and hypothetical cost comparison reports will serve as valuable resource information as we begin the economic development planning process. This information will be summarized and utilized at the first economic development planning meeting. The objective is to create an economic development strategy for the County and each community, relying on the existing information published to date. This approach will save valuable time and money.

There are several tasks and work sessions that we will conduct to successfully complete this phase of the scope of work.

' Metro areas where large numbers of target companies are present (e.g. San Jose and Los Angeles)

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1. Establish Working Economic Development Committees

We will review the makeuu of the Countv's Economic Develoument Task Force to determine if the represeitation is sufkciently broad base;. If appropriate, recommendations will be made to include other individuals on the Task Force.

We will work with the local comm~lnities to help create the economic development committees. The ideal makeup of these committees would include representation from both the public and private sectors. The local ED committees should include the city manager, planning director, public works, economic development, chamber of commerce, private sector business representation, schools, residents, and others as appropriate. The size of these groups will vary by community, but should be no larger than 40-50 people. The larger the group the more difficult it will be to reach consensus.

2. Review and Utilize Information from Existing Plans

To date, numerous studies including Strategic Directions, Job Creation Plan, Cluster Analysis Study, 1-5 Corridor Study, Workforce Preparation for the 21'' Century and many others have been prepared. We are sensitive to the needs of the community and feel that it is not necessary to reinvent the wheel. As such our starting point will be to utilize the results and findings of these studies and incorporate appropriate existing implementation strategies and priorities into the countywide and local economic development plans.

3. Conduct Work Sessions

We will conduct two separate day-long economic development strategic planning work sessions with the County and with each community's economic development committee (for a total of 12 work skssions).

a. Work Session One -We will summarize the competitive challenges identified in our research review, the SWOT analysis, wage and workforce analysis, cost comparison reports and the findings of the industry cluster locational fit. This information will be presented and discussed at the first work session. Additional industry clusters may also be identified as potential targets during this meeting. The outcome of this session will be to identify and agree on the economic development goals which will become the focus of the economic development strategy plan.

b. Work Session Two - At their second work session, the economic development committee will begin to formulate and prioritize implementation strategies that support business attraction, retention and expansion to accomplish the goals agreed to during work session one. Actions will be identified to overcome the challenges and take advantage of the oppoltunities. The committee will also identify the key

rn

organizationlperson who will be responsible for taking the lead on implementation

ESI Corp. Real Estate and Econo~nic De\~elopmenc Counselors 9


for each strategy. Performance measures andlor economic indicators will be discussed and agreed upon for each goal.

4. Draft the Economic Development Plans

A comprehensive economic development plan will be created for the County and each community. The plan will include goals, prioritized implementation strategies, key implementing organization, timeline and performance measures. A copy of the draft plan will be given to the County and each city electronically for copying and distribution to the balance of their committee members. Each committee will be responsible for assembling the written comments and forwarding them to the Consultant.

Based on the committee feedback, we will revise the draft and send it out for another review and finalization.

TASK 4: An experienced marketing and site selection team has been organized to prepare a Marketing Plan unique marketing plan, which will create awareness and generate leads. Not only will

this team develop a marketing plan but will also assist in sales training and developing winning prospect proposals and implementation. If desired by the County, because of the number of things in place, we are prepared to implement some marketing while completing the strategy, so as not to lose any valuable time or opportunity in the marketplace.

Marketing Team Audrey Taylor, President, Chabin Concepts Victoria Doll, Senior Consultant, Chabin Concepts Dean Whittaker, President, Whittaker Associates, Inc. Dennis J. Donovan, Senior Managing Director, Wadley-Donovan Group

RFP Task Goal: "Prepare a marketing plan based on outcome of the SWOT analysis and Economic Development Strategic Plan(s). Identify strategies that strengthen the capacity of the County to adapt to the changing marketplace, seize opportunities and sustain an economically viable community."

The RFP identified three specific objectives to meet this goal:

A. Identify the steps to be used to develop the marketing plan B. Describe the process utilized to define the product and the audience C. Formulate marketing strategies and identify current market value of each

strategy.

Activities to be undertaken to meet the objectives and develop a Strategic Marketing a

Plan to position Stanislaus County as a leading California business location will include

ESI Corp. Real Estate and Eco~lonlic Developmenr Counselors 10


but not be limited to:

A. Identify the steps to be used to develop the marketing plan

1. The first step will be to organize and meet with a project marketing committee consisting of the County, cities, SCEDCO and WIB Implementation Task Force. This Project Marketing Committee would review, prioritize and combine duplicative goals, objectives and action items outlined in four documents:

CitiesICounty Vision for the Cities and County of Stanislaus, California = SCEDCO, Fiscal Year 2001-02 Work Plan

County of Stanislaus & SCEDC Agreement, Marketing in Silicon Valley - Stanislaus County Five Year Job Creation and Community Action Plan

These documents have already essentially outlined most of the steps and activities in developing a Marketing Plan and implementing Marketing Campaigns. These documents contain several excellent activities that could be accomplished through this Task of the Strategic Planning Process.

2. To not duplicate or ignore these goals, we would incorporate these goals, objectives and actions into a Master Marketing Plan, which would include detailed activities and timelines. We would review with the Project Marketing Committee potential marketing actions that can be taken for the priority activities of these documents. This planning objective is to ensure we are meeting the needs, as outlined in these documents, of the County, cities and SCEDCO and WIB. Following are some goals and actions from the reports we feel should be incorporated in the Master Marketing Plan. We have noted potential work tasks (in italics) we can provide which would assist in accomplishing the report's goal or action:

a. Vision Report: = Hub for agribusiness, related ag businesses and other regional-serving

facilities - expand any existing profiles or working programs of these industries as targets Expansion of other major economic sectors which are compatible with agriculture - identzfi compatible target industries A tourist destination attraction highlighting the region's major products and natural resources - strategize and identlfi potential location and business targets

= Development of freeway-oriented industrial and commercial uses on 1-5 Corridor - create marketing materials to promote these opportunities, idenrrfi potential targets, work with existing developer and plans for indusbial park in Patterson Development of Crows Landing - create marketing piece on the development opportunities

ESI Corp. Real Estate and Econonlic Developnlent Counselors I 1


Establishment of specific sites and services to attract technology-based businesses -create a niche mnrketing strategy

b. SCEDCO Work Plan, FY 2001-02 Attract six new companies -focus eforts to identzfy potential companies to attract Distribute material to 5,000 targeted prospect, realtors and site selection consultants -develop andor identrfy materials and create a distribution plan Comprehensive marketinglpublic relations campaign-Silicon Valley -review existing work and assist to ensure it is a targeted, unique campaign and also assist with implementation Conduct site location and utility cost analysis -prepare target industry profiles highlight operational and cost of living advantages Database of available landlbuilding - review and enhance existing system to GIS web-based system Hosting community and real estate tours - create an annual event, involve conzmunityparticipant Developing a significant presence in Silicon Valley - identzj') speczjk businesses to target Leverage resources of CCVEDC and Team California - coordinate marketing campaign to take best advantage of the regional and state efforts Enhance and expand presence on the world wide web -review website, provide recommendations for state-of-the-art enhancements and assist with implementation Meet with 150-targeted prospects - assist with implementing a Prospect Identification program, screening potential companies and scheduling appointmentsfor prospect sales call.

c. County of Stanislaus & SCEDC Agreement, Marketing in Silicon Valley Marketing and advertising strategies - review strategies and activities developed for the Silicon Valley Campaign to ensure the Master Marketing Plan is consistent with messages and bmnd. Ifneeded work with cotrnty to enhance existing strategy, develop materials and implement.

= Ambassador Training - assist with implementing the Ambassador Training program and developing messages and sales propositions Demographic Profiles - review and assist in preparation of this marketingpiece, incorporating target industry pro$les Prioritize 100 companies - provide a high qz~ality business list, coordinate this effort with SCEDCO's prospect identification program and call program. Marketing & media campaign - assist in implementing a campaign, including media visits, focused on the Silicon Valley

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Comprehensive cost comparison -prepare a cost model for customize cost comparison for prospects to be used in location proposals.

3. The above would be incorporated into our Strategic Marketing Process and Campaign Design. The following activities will be performed by Chabin Concepts, Audrey Taylor and Victoria Doll:

I. Market Research - Perceptions Real or Perceived - Message Points a. Facilitate a focus group session with the Project Marketing

Committee businesses. Proposed agenda: Vision What do we think, what do customers think of us? When do they think of us? Attributes vs. Benefits

b. Identify the misperceptions of the County c. Identify the strong perceptions, attributes and benefits - identify a

unique sales proposition d. Use the information from focus session to finalize marketing

messagelslogans. 11. Image Marketing or Branding

a. Determine what will be needed based on research and perceptions b. Create an image, slogan or theme c. Create visual style/standards to support the message and slogan

111. Marketing Audit a. Review all the marketing materials being used by county, cities and

other entities marketing Stanislaus County. b. Develop and recommend messages and theme (possibly look) that

will provide a consistent message to brand Stanislaus County and its unique selling proposition to business.

c. Critique all marketing materials and website from a site selector's point of view. Provide recommendations for enhancement of marketing tools and website for the campaign to be successful.

d. Meeting with Project Task Force. IV. Marketing Campaigns (see Task C, Form~~late Marketing Strategies)

B. Describe the process utilized to define the product and the audience.

1. Target Company Profiles

The overall purpose of preparing company profiles is to identify the best industry targets for Stanislaus County, California. The study will take into consideration the current economic base as well as what industries are desirable and feasible in the area. The study will include four sections: 1) an analysis of the new and expanded industries over the past years; 2) an analysis of the growing industries

ESI Corp. Real Estate and Economic Developmenr Counselors 13

Sfanislaus County Economic Development Strategy Plans Proposal November 13,2001

in the region; 3) a look at the emerging industries in the county and surrounding region, and 4) a look at emerging industries post 911 1. Supporting tables and analyses will be included.

Whittaker Associates staff, working in conjunction with the project team, will determine those industries that best meet the economic development objectives. An analysis of the expansion and relocation trends of manufacturing, distribution and office activities within the Stanislaus County, Central Valley and the greater Silicon Valley will be performed to determine those categories that are most active. The analysis will include recent company relocation, expansion and consolidation activity within the chosen area(s) including 4-digit SIC Code, average building and site size, average jobs created, and average investment.

In addition, Whittaker Associate's staff will analyze the industry growth trends at the 2-digit and 4-digit SIC Code level within the study region to determine the fastest growing segments by employment and sales. The fastest growing companies by sales and employment will be analyzed to determine the growth industry clusters. This "bottom-up" approach will start with company specific data and consolidate it into industries allowing for up-to-date (2000-2001) analysis of industry growth trends.

Both analyses will be compared to national expansion and location trends to determine those business sectors with the greatest potential of growth and development in the Stanislaus County area.

Emerging technological and process improvement trends will also be identified through an analysis of the results of research and development activities, trade journal articles, recent initial public offerings, and mergerlacquisition activity. We will also concentrate on specific trends impacting the region such as the consolidation of services, industry process improvements, and software development. This analysis will take place within the context of an economy that is global, networked, digital, and knowledge based.

2. Audience

Utilizing the findings of step I , targeted company profiles, and the Cluster Analysis Report prepared by Applied Development Economics (1998-99), other Central Valley Cluster Studies, and the SWOT Analysis we will hrther investigate the target audience to determine the Locational Fit of the Target Audiences to Stanislaus County by developing industry & business intelligence on these industries. The industry clusters identified and studied were Plastics Manufacturing, Metal Fabrication and Agri-business.

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ESI COT. Real Esnte and Economic Development Counselors


Based on previous work of the team in the Central Valley other target audiences will be identified, such as, Industrial & Production Machinery, Electrical Equipment, Environmental Technologies and Household Consumer Durables. During the SWOT and Strategic Planning Process, individual cities may identify other targets, which will be researched to determine their fit.

The project team is integrated to provide the best intelligence at different levels, starting with the identified targets, Dean Whittaker, Whittaker Associates, will develop industry intelligence on each cluster. This information will provide details on the needs of the industry. This information will be given to the SWOT and Strategic Planning Team Members to determine if the target audience needs can be met in the County and which cities. The locational fit of target industries includes information on how prepared Stanislaus County is to service the targets:

Work Force, intellectual capital, occupational skills, qualifications, productivity Real Estate Infrastructure Speed to market Operational Costs Value added services

In addition to the industry intelligence, wc will deliver SO business names with the highest potential of expanding or locating to a new area.

3. Product The SWOT and Strategic Planning Team Members will be providing the Marketing Team Members with their analysis of the Stanislaus County product, specifically, real estate and workforce. This product information will be used in developing the campaigns for each target audience. This would incorporate the identification of which communities were best suited for specific targets.

4. Product Test -Hypothetical On-Site Selection Exercise To identify any gaps in the analysis, and to identify methods to improve the sales prospecting process with potential prospects, Dennis Donovan and Bill Fredrick, Wadley-Donovan Group, international site selectors, will conduct three hypothetical site tours. These will be handled and process as if they were real projects and prospects. This will help us to evaluate the whole process -assistance, proposals, tours, community preparedness, marketing material, permitting process, real estate, logistics, labor, etc.

At the completion of this exercise, a workshop will be held to present the findings. These findings will be incorporated in the strategic planning and marketing strategy.

ESI Corp. Real Estate and Economic Development Counselors 15


C. Formulate Marketing Strategies and identify current market value of each strategy.

1. The Master Marketing Plan would include the following recommendations: Strategic Positioning & Message Points Implementation Calendar Public relations opportunities: Media Contacts Marketing Tools, creative and innovative:

9 Ice Breakers 9 Website 9 Fulfillment Piece 9 Industry Profiles: Creative response meeting industry needs Industry

profiles would use the information from the Cost Comparison analysis and be a key component of the marketing strategy.

9 Customized Response Individual City Marketing Opportunities & Strategies

2. Marketing Strategies (Campaigns) We would recommend that the Marketing Campaigns be designed and focused on the specific Target Audiences:

Target Industry Clusters Targets within clusters

9 Business Characteristics 9 Geographic location targets

Site Selectors, Brokers & Other Influencers Campaign Strategies will outline in detail any or all of the following to create awareness, generate leads and identify prospects:

9 Publication, Tradeshow & Association Research 9 Image & Awareness Campaign: Advertising & PR 9 Prospect Identification & Appointments: Direct calls 9 Target audience campaigns: Direct Mail, Sales Calls, Events 9 Public relations opportunities: Media Contacts

Sales Tools: 9 Creative response meeting industry needs 9 Customized Response

3. Market Value A budget would be developed for each strategy. Working with the Marketing Committee we would identify an overall five year marketing budget for implementation and an annual budget for continuation of an aggressive marketing and business attraction program.

ESI Corp. Real Estate and Economic Development Counselors


-

The individual city marketing strategies would also be budgeted for initial marketing and on-going efforts. We would recommend the cities leverage their marketing with the overall campaigns. As part of the overall campaign we will assist the cities with sales tools and preparedness techniques.

TASK 5: RFP Goal. The economic development plan will have detailed implementation Implementation strategies and methods for measuring progress or success for implementation. These Strategies methods for measuring and reporting yearly progress will be developed in concert with

each city's economic development committee. At a minimum an annual report should be prepared highlighting the results of all the plan which should be presented at an annual meeting.

The Marketing Plan will be prepared with timelines and budgets for implementing each of the activities. We use a marketing calendar which assist all members involved in the marketing campaigns to tracking activities and progress.

Working with the Project Marketing Committee, methods for measuring and reporting yearly progress will be developed including goals, objectives and standard economic indicators. To assist staff in maintaining accurate records an electronic form will be developed. We will also review the tracking systems already in use and develop methods to easily measure the marketing results with the existing system.

The implementation timeline will be based on staff capacity to implement a new program along with maintaining their existing program responsibilities

OPTIONAL OPTIONAL MARKETING IMPLEMENTATION SERVICE: SCOPE OF SER WCES In addition to the Marketing Team activities, as an additional service, we have

assembled an Implementation Team, to immediately, or while preparing the Strategic Marketing Plan implement the Marketing Strategies.

This team includes: Chabin Concepts: Strategic Marketers, manage implementation,

sales training, sales calls MC2 Design: Graphic Designers, new creative materials, ads GIs Planning: GIS web-based Real Estate Inventory &

DataFast, AEDC-CUED approved Data Standards.

Whittaker Associates: Target Business Lists Piqued: Prospect Identifications, screening businesses

and setting up sales call appointments. Randle Communications: PubIic Relations, media relations, editorial

" placement.

ESI Corp. Real Estare and Economic Develop~nent Counselors


Deliverables

Client Assistance

Timeframe

This team has been assembled to immediately work on the strategies developed for the overall marketing plan and the specific target industries. This would add capacity to existing staff and ensure the program would have an immediate launch.

We would recommend some of these team members be utilized during the Strategic Marketing Plan process. During the work session with the Project Marketing Team as we review the goals, objectives and actions outlined in the three reports, these team members can be brought in to accomplish specific activities. This would give Stanislaus County the advantage of immediate marketing effort vs. waiting until completion of the entire project.

If this Option is of interest, as we develop the initial marketing outline and select priority activities, a budget would be developed and presented for approval and implementation of any activity desired by the contractor.

Given the multiple tasks that comprise this scope of services, there will be more than one work product for distribution to the Client. For each deliverable noted we will provide one original and 9 copies. Additionally we will provide everything in an electronic format. Below is a summary of the deliverables:

1. Paper summarizing the results of the Economic Development Symposium 2. SWOT analysis results, cost comparison report, and cluster industry locational fit 3. Economic Development Strategy Plan for the County and each City 4. Countywide wage and labor force analysis 5. Strategic Marketing Plan, industry intelligence, and prospect site visit critique

It is anticipated that the Consultant Team will coordinate closely with key individuals at the County, SCEDCO and the five cities who are involved with this project. We will rely on the appropriate persons for the following assistance, data and information:

Providing copies of appropriate studies, plans and reports - Scheduling, hosting, and notifying the Task Force, Economic Development and Project Marketing Committees of the various meetings. - Scheduling the interviews for the SWOT analysis Timely review of draft materials

The steps proposed in this scope of work build upon the foundation of what has already been researched in Stanislaus County. It is designed to help you achieve your major goal of increasing the employment bnse and improving the jobs to housing ratio. Our methodology places the County, SCEDCO and the WIB into implementation as quickly as possible. We anticipate that the timeframe to complete this scope of work is 12 months. The detailed timeline (Figure 2) shows the various tasks and meetings that we will undertake, some of which are conducted simultaneously while other tasks won't begin until a specific task has been completed.

ESI Cory. Real Estate and Economic Developn~ent Counselors

Figure 2 Stanislaus County Economic Development Timeline

November 13,2001

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. . . .~ . .. . . .. .:: ...: . .A . . .MONTH 1 MONTH^ MONTH3 MONTH4 MONTHS M o m 6 MONTH7 MONTH8 MONTH9 MONTH 10 MONTH 11 MONTH 14 . .

4SKS I I I I I

ssk 1: Economic Symposium

Draft Survey Conduct Symposium

Wage Analysis Workforce Availability and Quality

Establish ED Committees Review Existing Plans Conduct Work Session 1

Conduct Work Session 2

Committee Meeting i i;'

Branding u Audit 2

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Taskforce Meeting 0 ED Meeting 0Marketing Meeting *:

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II. ESI Project Team

We believe that we have assembled the best possible team to prepare the Economic Development Strategic and Marketing Plans for Stanislaus County and the cities of Modesto, Ceres, Turlock, Waterford and Newman. Our team provides you with:

* International corporate site selection experience Strong economic development strategic planning and marketing plan development experience Comprehensive understanding of the WIA and workforce development Extensive familiarity with California communities and counties The ability and track record to complete a project on time A common belief in and commitment to teamwork and collaboration A strong commitment to helping you achieve your goals

Project Team ESI Corp will be the lead consulting firm for this assignment and has teamed with Paragon Decision Resources, Chabin Concepts, Inc, and Leslie Parks. Our Project Team has over 60 years of combined experience in corporate site selection, wage and labor analysis, economic development strategic planning, and market plan development. Each member holds the philosophy of teamwork, collaboration, and a clear view of the end product. Because our Team is multi-disciplinary, we have the skills and technical training necessary to analyze an area's economy, draw upon our collective experience of comparable projects, and prepare a tailored strategy with specific goals and objectives for the county and its cities.

Project Judie A. Scalise, Principal and founder of ESI Corporation will serve as the Project Manager Manager for this assignment. Ms. Scalise brings more than 22 years of professional

experience in the areas of economic development, strategic planning, workforce development, marketing, economic analysis, and corporate site location. For the last ten years, she has directed numerous engagements involving strategic planning, market feasibility and analysis, land economics research and advisory consulting assignments. She has designed, managed and conducted studies for both public and private-sector clients in the fields of public-development strategy and real estate economics.

ESI Corp ESI Corp was founded in 1990 and is a multi-disciplinary economic development and real estate services consulting firm. With corporate offices in Phoenix, Arizona, ESI offers a broad range of strategic planning, real estate, economic research, advisory and marketing services to a clientele consisting of both public and private sector

" organizations.

ESI Corp. Real Estate and Econotuic Development Counselors


ESI provides assistance in three functional areas:

= Real Estate Economic Development Land Economics and Economic Analysis

ESI's consulting staff is comprised of economic development professionals, economists, market research specialists, and geographers. Our multi-disciplinary team approaches consulting assignments from a uniquely comprehensive and creative point of view. Our work products and recommendations are highly customized and provide our Clients with accurate and usable results.

ESI's consulting services include advising state and local governments, economic development organizations, school districts, private developers and corporations on matters concerning economic development, strategic planning, and corporate site selection. Our understanding of the economic development process and our experience in evaluating national, regional and local area trends and industry analysis provides the comprehensive perspective needed by economic development professionals and corporate decision-makers.

ESI staff has hands-on experience in economic development, strategic plan development, real estate and market analysis. On behalf of our clients we have prepared comprehensive social and economic strategic plans for communities and regions. We have conducted analyses of residential, commercial and retail projects of many different types and sizes, throughout the U.S. With our multi-disciplinary backgrounds, we approach strategic planning from an objective and comprehensive point of view, which is essential to fully exploring social and economic development and redevelopment potential in an evolving urban or rural setting.

Relevant Proiect Experience:

Yuma County, Cities of Yuma and Somerton and Cocopah Tribe, Arizona Empowerment Zone Application to W D (2001)

ESI is preparing the application to the U.S. Department of Housing and Urban Development for Empowerment Zone Designation. This includes working with community representatives to identify comprehensive goals, strategies and priorities that improve the overall economic condition of the region and take advantage of the tax incentives offered by the Federal government.

"

ESI Corp. Red Esrare and Economic Developmenr Counselors


City of Henderson, Nevada Competitive Assessment of Business Incentives for the City of Henderson, Nevada (2001)

ESI was hired by the City of Henderson to examine the business incentive programs of cities which compete with it to aid in assessing the appropriateness of existing and proposed incentives to be negotiated in Henderson. The scope of services included interviews with economic development officials in eight competitive cities and best practices research on the types of incentives most valued by businesses today.

City of Eureka, California Enterprise Zone Application Renewal (2001)

Under this contract, ESI prepared five comprehensive plans to submit to the California Trade and Commerce Agency for review and approval to renew the city's Enterprise Zone designation. The five plans included job development, marketing, planning and local incentives, finance, and program management. (Teamed with Chabin Concepts)

City of Phoenix Skill Shortage Study

ESI contracted to perform an analysis of labor market skill shortages in the greater Phoenix area for two types of industries, High-tech/ Softwarel Internet, and Manufacturing with the intention of creating a demonstration program which separately addressed the skill training needs of new industry entrants and incumbent workers in each industry. Cumculum design tailored to identified needs was also performed. The analysis included written surveys of companies, face to face interviews, and strategic planning with a consortium of experts from both industries and educational service providers. (Teamed with Paragon Decision Resources)

Pima County, Arizona Flowing Wells Neighborhood Revitalization Strategy (2001)

Under HUD neighborhood revitalization strategy guidelines, ESI completed the development of a comprehensive revitalization strategy for a distressed community in northern Pima County, Arizona. This scope of work entailed conducting an economic assessment of the conditions of the neighborhood, facilitating public meetings of residents, landlords and business owners to identify issues, and preparing an implementation plan with performance measures.

*

ESI Corp. Real Estate slid Ecooomic Developnent Counselors


Del Webb Corporation Analysis of Site Selection Criteria for the Anthem Arizona Market Area (2001)

Del Webb Corporation hired ESI Corporation to examine the site selection criteria of two different types of businesses and their current applicability to the attraction of the business types to "Anthem," a 5,660 acre master planned community. One was a movie theater, and the other was a home improvement retailer. Project activities included identifying competitive locations in the metropolitan area, interviews with the site selection departments of national firms, and quantifying the development potential within five years.

= City of Peoria, Arizona Strategic Economic Development Plan and Economic Development Element for the City's General Land Use Plan (2000)

ESI Corporation was hired to complete the Economic Element of the City of Peoria's General Plan Update. Simultaneously, ESI worked with the Peoria Economic Development Group (PEDG) in the development of its economic development strategic plan. Tasks performed included an evaluation of the city's position to take advantage of the new economy, identification of goals and strategies for implementation, an evaluation of various economic impact models available in the marketplace, interviews with Peoria businesses and developers to assess the local business climate, and a demographic and real estate analysis of the city and region.

Town of Gilbert, Arizona Targeted Industry Cluster Analysis (2000)

ESI conducted a cluster analysis study on three industry clusters, which included composites and plastics, biotechnology and agribusiness. This scope of work entailed identifying all industries associated with each cluster by the four-digit SIC code,- -showcasing these clusters utilizing mapping software for the Town of dilbert and the East Valley, identifying occupations associated with each industry cluster and the projected 2005 demand by occupation and lastly researching industry trends by industry cluster.

City of Coolidge, Arizona ACTION Zone Strategy (2000)

ESI completed an ACTION Zone strategy plan for a low-income neighborhood in the City of Coolidge. This work entailed preparing a comprehensive socioeconomic profile of the neighborhood, surveying the residents of the neighborhood, conducting an assessment of facilities and services within the neighborhood, and facilitating three community meetings. An action plan for neighborhood improvements was created."

ESl Corp. Real Estate and Econon~icDevelopment Counselors


Paragon Decision Resources, Inc.

City of Phoenix, Arizona Economic Development Strategic Plan (1999-2000)

Through a joint effort of the Phoenix Chamber of Commerce and the City of Phoenix, ESI was retained to prepare a strategic economic development plan for the City. Elements of this scope of work include: 1) preparing an economic base analysis; 2) conducting a community assessment of the city's strengths and weaknesses; 3) conducting a competitive city analysis; 4) facilitating work sessions with the Economic Development Task Force; and 5) preparing an economic development plan, which includes strategic initiatives and implementation strategies

Paragon Decision Resources, Inc. was formed as a management buy-out of all the business assets and consulting methodologies of Premier Decision Management, a Weyerhaeuser Company. The company was formed in 1987 as a result of the management buy-out agreement and the name was changed to Paragon Decision Resources in 1991.

Paragon's P r i m a ~ Service Areas:

Mobility Management & Development = International and Domestic Relocation Policy Development = Group Move Planning and Implementation.

The services contemplated under this proposal will come out of the mobility management and development group of services. Paragon is composed of seasoned economic development, relocation, real estate and human resource professionals with significant management andor consulting experience.

In selecting consultants, we have built our staff from a select group of experienced, well-educated individuals with demonstrated track records and specific areas of expertise.

As relocation consultants to such prominent companies such as Yahoo, Charles Schwab, 3Com, ReliaStar, Harrah's, Wells Fargo, Motorola, La Quinta, Becton-Dickinson, Gateway Computer, Caterpillar, Abbott Labs, Eli Lilly, ConAgra, LSI Logic, Conexant and Quaker Oats, we are well attuned to the "real world of corporate relocation. relocate companies and the people that work for them.

As economic development consultants, we understand good site opportunities and how to best package locational attributes in such a way as to attract the attention of industry decision-makers. We have completed recent labor market related assignments for numerous locations across the U.S. Our obiective is to recommend the best communities for our corporate clients.



Paragon is an expert in relocation issues from the HR point of view. Our consultants work on all aspects of group move planning and the related site selection process.

Other Paragon Offices: Rancho Santa Margarita, California (headquarters); Oak Brook Terrace, Illinois; and Danbury, Connecticut. Also staff locations in: San Francisco, CA; Newport Beach, CA; Milpitas, CA; Atlanta, GA; Dallas, TX; Kansas City, MO; and Abbott Park, IL.

Relevant Project Experience:

1 . St. Louis Region Labor Analysis -Paragon recently completed an employer-based analysis for this major metropolitan area. The objective of the four month long study was to determine labor availability and quality issues in select target industry sectors. The results are being used to develop new training and marketing efforts designed to enhance the local work force.

2. Las Vegas Region Workforce Study - Paragon recently completed a six month long analysis designed to examine key work force issues in this major western market. The study included an employer-based analysis and a resident survey/underemployment analysis. Results will be used to lobby for work force related legislation.

3. ReliaStar Insurance Company - Paragon conducted a detailed labor analysis for the location of a major financial service center for this Minneapolis-based company. The study looked at customer service wagelbenetits, availability and quality issues in a number of Upper Midwest markets. The 600-employee center located in Minot, ND .

Additional projects include the following:

Gateway Computer - Provided site selection analysis for the location of technical support centers for this high technology client. Two centers were located in the West. Northwest Airlines - Conducted labor analysis for the location of two call center projects in the Upper Midwest. ReliaStar - Conducted a detailed labor analysis of an Upper Midwest market area for the location of a fulfillment center for this Minneapolis-based insurance company. The company selected Minot, ND for this operation. US.Bancorp - Provided detailed labor analysis for this major Minneapolis-based bank's expansion of their credit card and fulfillment center operations. La Quinta Hotels, Inc. -Providing group move and labor analysis services for their head quarters move to San Antonio, Texas. EM Industries - Conducted a detailed labor analysis for the consolidation/expansion of several operations of this east coast-based pharmaceutical company.

ESI Corp. Real Estate and Economic Developmetlt Cou~~selors

Chabin Concepts, Inc.


Paragon also provides on-going services to a variety of major corporate clients in the area of business mobility. Among the newest and the longest running assignments are:

Motorola - Provided full-service relocation services for numerous Motorola divisions, including assistance into Phoenix. We continue to work with the Propel Division. W e b Fargo - Provided numerous relocation services to this major banking company, including many moves into the Phoenix area. Yahoo - Paragon will provide global services to this Internet leader, our newest client. Caterpillar - Provide global relocation services for this equipment manufacturing giant. Also have assisted them with site selection. 3Com - Providing worldwide services to this technology leader, one of our newer accounts. Starwood Hotels - Paragon is providing global relocation services to this hotel giant. Abbott Laboratories - Providing relocation-related services to this major pharmaceutical company. Harrah's - Paragon provides comprehensive relocation services for this gaming industry leader. Charles Schwab - Providing complete relocation services for this prominent financial services company, nation-wide. Takeda America, Inc. - Provide relocation services to this fast-growing Japanese- based pharmaceutical company. Conexant Systems, Inc. -Providing full relocation services to this new California- based high tech spin-off. LSI Logic - Providing relocation-related services to this fast-growing semiconductor company in Silicon Valley

Chabin Concepts is an economic development consulting firm.Audrey Taylor started Chabin in 1989 after spending ten years with the Butte County Economic Development Corporation, as Executive Director of the Corporation and the Tri-County Economic Development District.

Chabin has worked with over 70 communities in California, Oregon, Washington, Nevada and Alaska. In addition to preparing strategic plans, target industry analyses, marketing and recruitment strategies for communities, Chabin also works with small- to medium-sized businesses in site location analysis. Chabin has worked with companies such as 3M, Spectra Physics Lasers, Joy Signal and NCI Building in identifying site locations that best fit their needs.

ESI Corp. Real Estate and Economic Developuent Counselors

Stanisiaus County Economic Development Strategy Plans Proposal November 13,2001

Range of Economic Development Services: Economic development consulting services for local governments in California, Washington and Oregon include: marketing campaigns including material design; business attraction; business development; retention & expansion; economic strategies; focus group facilitation; target industry studies; targeted mail campaigns; development of targeted industry lists; grant application preparation; preparation of OEDPs; design of business systems; preparation of fact or data books and economic research. Chabin is capable of providing a full range of services, customized to the client's needs.

Relevant Project Experience:

= Joint Marketing Plan Oregon Economic & Community Development Dept., OR (2000-2002)

Chabin prepared and implemented a statewide business development marketing campaign for Oregon. Special emphasis was placed on marketing the rural areas. A franchise approach was developed to accommodate local and regional buy-in on various industry-targeted marketing tools.

State of Washington Competitive Marketing Strategy for Wash. Cert. Communities (2001)

Chabin identified potential audiences from among existing businesses and business attraction prospects. Factors considered included existing and emerging industries, geographic distribution, business characteristics, and industry clusters. Preliminary research was conducted on the target industries.

= State of Washington Certified Communities Project (2001)

Chabin assisted Washington in becoming the first state to develop a certification process to ensure that its rural communities achieve an acceptable level of preparedness in packaging proposals for site selectors.

= Shenandoah Valley Partnership, VA Technology Company Location Indicators & Marketing Strategy (2001)

Chabin assessed Shenandoah Valley's competitiveness for attracting targeted technology sectors; this included prioritization of industries, analysis of industry site selection factors, and interviews with site selectors. A customized Metro Comparison database application was prepared comparing key site selection factors for Shendoah Valley and competing locations. Finally, a marketing plan was creating, including a branding strategy and design concepts. ..

ESI Corp. Real Estate and Econolnic Developliienr Counselors


= Oahu Economic Development Board, HI Competitiveness Assessment and Marketing Assessment (2001)

Two reports were prepared: 1) a public report on Oahu's competitiveness to 10 mainland metro areas with similar industry cluster targets, and 2) an internal marketing assessment that analyzed existing materials and response capabilities from the perspective of a site selector.

= City of Madera, CA Marketing Assessment and Plan (2001)

Chabin analyzed the city's existing marketing materials and web site and designed a complete set of marketing tools, including business system, brochure, ice breaker and web site redesign.

= Community DatabooWDatabase Interface, Fresno County EDC (2000)

Fresno County EDC desired an electronic method for maintaining and presenting the data outlined in So You Want to Make a Company's Short List. Huh? Data Collection for Business Attraction, written by Chabin president Audrey Taylor with Lindy Hoppough. Development of a fully operative database would have been too expensive so Chabin, in association with Applied Economics, proposed using Microsoft Access as the front-end interface, while the data would actually be maintained in Excel. This gave the EDC greater control over their reports culled from the data.

= Stillwater Industrial park Market User Analysis City of Redding, CA (2000)

To assist in marketing the 50-acre parcels at this industrial park, Chabin conducted target research and assessed the needs of industrial park users and recommend appropriate matches for the park.

= Airport Business Marketing Campaign International Port of Coos Bay, OR (2000)

Chabin developed and implemented a market strategy to attract businesses to the Airport Business Park. The project included development of an ice-breaker piece, a brochurelCD-ROM package, and a set of fact sheets on opportunities at the business park.

.-

ESICow. Real Estate and Econo~nic Development Counselors


Targeted Marketing Strategy City of Roseville, CA (2000)

Located near Sacramento, Roseville has experienced a boom in development, doubling in size between 1985 and 1995, and attracting several high technology firms, including HP and NEC. During Phase I, Chabin updated the city's economic profile, creating a detailed data book; conducted an inventory of real estate and prepared site data sheets in Microsoft Word; conducted a SWOT analysis; prepared a job inventory, and identified industries that tie in with the Roseville community. During Phase 11, Chabin analyzed business trends and prepared a strategic marketing plan.

Prospect Response Database Fresno County EDC, CA (1999)

An interactive database comparing Fresno County with several other communities on demographic factors and operating costs was prepared in association with Applied Economics. Chabin conferred with the design firm, MC2, to develop master sheets on which the comparative data could be printed.

Emergency Marketing Services Lower Umpqua Area, OR (1999-2000)

To alleviate the impact of recent closures and job losses, Chabin Concepts was hired to immediately assist in marketing available properties to industries with the highest potential to locate in the area. Chabin identified the best target industries, evaluated available sites and other benefits of the area, developed an image for the community, and implemented a direct mail campaign.

Resumes of Attached are the resumes of the following key team members: Key Personnel

ESI Corp: Judie A. Scalise = David Folch

Brian Moore

-Paragon Decision Resources Deane Foote Jack Allston Teresa Nortillo

Chabin Concepts Audrey Taylor = Lindy Hoppough

Victoria Doll

ESI Corp. Real Estate and Economic Developnient Counselors

I


Judie A. Scalise, Principal, ESI Corporation -Professional & Business History

1990 - Present ESI Corporation (Phoenix, AZ) Principal and Founder 1988 - 1990 Phoenix Economic Growth Corporation (Phoenix, AZ) Executive

Director, Deputy Director 1986 - 1988 Security Pacific National Bank of Arizona (Phoenix, AZ) Vice

President and Manager, Industrial & Economic Development Department.

1979 - 1986 Arizona Department of Commerce (Phoenix, AZ) Director, Business and Trade Division.

1978 - 1979 U.S. Department of Commerce Southwest Border Regional Commission (Tucson, AZ) Research Analyst.

Education B.S. Public Administration, Major - Management University of Arizona, Tucson, Arizona Economic Development Course University of Arizona, Tucson, Arizona Economic Development Institute University of Oklahoma, Norman, Oklahoma

Professional & Business Aff~liations

American Economic Development Council, Past Chairman, 1993-94; Western Region Vice Chairman, 1989-1990; Board of Directors, 1984-1995. Arizona Association for Economic Development, President 1989-1990, Board of Directors, 1984-1991. Urban Land Institute Member California Association for Local Economic Development (CALED) International Development Research Council, Associate Member, 1982-present, and Arizona Chapter Chairwoman, 2000-2001. Arizona Employment and Training Council, Gubernatorial Appointments 1987-1989 and 1989-1991. Urban Land Planning Oversight Committee, 2000-2004, Gubernatorial Appointment. Faculty Member, Western New Mexico University, Economic Development Course, 1993 -Present CALED Fundamentals of Economic Development Course Instructor, "Community Assessment and Strategic Planning," 1999-present Certified Economic Developer

*

ESI Corp. Real Estate and Economic Development Cou~~selors


Background and Experience

Judie A. Scalise is Founder and Principal of ESI Corporation. She specializes in economic development, site selection, and pre-development planning services to a clientele consisting of government agencies, corporations, private developers, school districts and utility companies. Prior to forming ESI Corp, she held the management positions of Executive Director of the Phoenix Economic Growth Corporation, Vice President and Manager of the Industrial and Economic Development Department of Security Pacific Bank and Director of Business and Inteinational Trade for the Arizona Department of Commerce.

Ms. Scalise brings more than 20 years of professional experience in the areas of market analysis, corporate site selection, strategic planning, economic development and economic analysis. As a Principal of ESI Corp, Ms. Scalise has directed numerous consulting assignments consisting of strategic planning, economic and fiscal impact studies, land economics research, and market feasibility. She has provided economic development advisory services which include marketing plan development and collateral marketing material preparation and she has designed, managed and conducted studies for both public and private-sector clients in the fields of real estate economics and public- development strategy.

Ms. Scalise has served on the Board of Directors for the American Economic Development Council, an international professional association of over 3,000 members, where she served as Chairman, the highest office of the Association. She is a former Director and President of the Arizona Association for Economic Development and was appointed to the Urban Land Planning Oversight Committee by Governor Hull.

Through her involvement locally as the former President of the Arizona Association for Economic Development, and nationally as a Past Chairman of the American Economic Development Council, Ms. Scalise is thoroughly familiar with the economic development landscape and issues and is well acquainted with successful marketing and economic development programs around the country.

ESI Corp. Real Estate and Econo~nic Developnienr Counselors


David Folch, Research Associate, ESI Corporation

Professional & Business History

1996 - Present ESI Corporation (Phoenix, AZ) Research Associate

Education

B.S. Economics Arizona State University, Tempe, Arizona Study Abroad Program Universitat de Barcelona, Barcelona, Spain

Professional and Business Affiliations

t Arizona Association for Economic Development t Urban Land Institute 4 Valley Partnership

Background and Experience

David Folch is a Research Associate of ESI Corp and has extensive professional experience in the field of economics. With ESI Corp he has worked on a variety of consulting assignments including preparing community and neighborhood revitaliz&oh strategies and economic development plans. He is adept at conducting extensive analysis in the-areas of demand forecasting, market analysis a id feasibility, analyzing population, labor and demographic trends, conducting economic and social impact assessments, preparing industry cluster analyses, and providing socioeconomic analysis in conjunction with community strategic planning.

Mr. Folch has worked with both public and private sector clients on a wide range of projects. He is experienced in the analysis of rural and urban economies and knowledgeable about the overall strengths and weaknesses each type can possess. He has conducted extensive analysis in the areas of competitive market analysis, regional economic issues, project feasibility, property ownership and land economics.

ESI Corp. Real Estate and Economic Developn~enr Counselors


Brian Moore, Research Associate, ESI Corporation - Professional & Business History

May 99 - Present ESI Corporation (Phoenix, AZ) Research Associate June 98-Dec 1998 The Goldwater Institute, Research Assistant

The Barrington Consulting Group

Education B.S. Economics, and Political Science, Arizona State University, Tempe, AZ

Professional and Business Affiliations

+ Urban Land Institute Valley Partnership

Mr. Moore is a Research Associate with ESI and has worked with many communities in the preparation of their strategic economic development plans. He also has extensive experience in many forms of economic analysis and spreadsheet modeling. This experience includes the creation of project pro forma, analysis of retail trade leakage, use of gravity modeling, and comparative demographic analysis. These geospacial economic analysis have involved the disaggregation of data sets through the utilization of statistical estimation techniques as well as aggregation in order to facilitate presentation of data findings. These analyses have been performed to enhance the understanding of project managers, neighborhood committees, and municipal decision makers.

He has additionally been involved in various levels and forms of real estate analysis including:

Determination of highest and best use Market analysis for the feasibility of land improvement Quantification of fiscal impacts to a municipality of project development

He also has significant experience in qualitative research relative to industry clusters and the new economy. This research includes site selection criteria, labor market research (including best practices in workforce development and the encouragement of technological development in rural areas), and industry trends.

"

ESI Corp. Real Estate and Economic Developnlent Counselors


Deane Foote, Paragon Decision Resources -

Current Professional Credentials

Paragon Decision Resources, Inc. (Phoenix, Arizona)

Vice President. Mobilitv Management & Develooment (1996-oresent), Senior Consultant - ,.

(1 992-95); Coordinates projects for this major site location, corporate group mobility and economic development consulting company. Paragon does business globally. Recent -Paragon clients include:

Abbott Laboratories Norfolk Southern Nevada Development Authority Pre-Fab Transit, Inc. LSI Logic Gateway Computer Global Van Lines Motorola Wells Fargo San Joaquin (CA) Partnership Development Thunder Bay (ON) Northwest Airlines Monsanto Weyerhaeuser Co. Village of New Lenox(1L) City of San Antonio, Texas Monsanto Downtown Denver Partnership, Inc. St. Charles County, MO Minot (ND) Development Corp. Burlington (IA) Chamber IES Utilities Caterpillar, Inc. National Assoc. of Electrical Distributors Illinois Department of Commerce Illinois Power Company & Community Affairs Rockford (IL) Council of 100, Inc. St. Louis Regional Growth Corp. Loring (Maine) Commerce Center Sioux Falls Development Foundation Saskatoon Economic Development Auth. US Bancorp EM Industries FargoICass County EDC ReliaStar Corp. Quaker Oats Horseshoe Gaming, Inc.

Former Employers

Foote Consulting Group, Inc. (FCG) (Elmhurst, Illinois)

President (1991- 95); Economic development consulting firm serving communities, economic development organizations and businesses. Past clients include:

Lisle (IL) Chamber of Commerce South Holland, Illinois DeKalb Co.(IL) EDC American ED Council (AEDC) Village of New Lenox City of West Chicago Marion (IL) Chamber Illinois Eastern Community Colleges

"

ESI Corp. Real Estate and Economic Develop~nent Counselors


PHH Fantus Corporation, Chicago, IL Consultant (1990-9 1)

Greater Urbana-Champaign Economic Development Corporation, Champaign, IL President (1986-90)

Champaign Chamber of Commerce, Champaign, IL Vice PresidentIDirector of Economic Development (1980-86)

Bi-State Metropolitan Planning Commission, Rock Island, IL Principal Planner for Economic Development (1978-80); Associate Economic DevelopmentlLand Use Planner (1975-78).

City of Elmhurst, Illinois Administrative Assistant to the City Manager (1973-75).

Related Professional Aff~liations

- President, Illinois Development Council (IDC), 1988-89 - Member, IDC, 1980-present - Member, Arizona Association of Economic Development (AAED), 1999-present - Member, American Economic Development Council (AEDC), 1980-present - Member, City of Elmhurst Planning and Zoning Commission, 1992-1999 - Associate Member, International Development Research Council (IDRC), 1995-

present - Associate Member, National Association of Corporate Real Estate Executives

(NACORE).

Education

Certified Industrial/Economic Developer (CIDJCED), University of Oklahoma, 1984 Graduate, Economic Development Institute, University of Oklahoma, 1983 B.A., Political Science, University of Oklahoma, 1973.

Recent Publications

"HR Departments: Important Driver in the Site Selection Process", Mobility Magazine, December, 1997. (Selected as Mobility Magazine's 1997 Editorial Achievement Award winner)

"

ESI Corp. Real Estate and Economic Developlnenr Counselors


Jack Allston, CED, FM, Paragon Decision Resources -

1998 Manager, Site Selection & Development to Paragon Decision Resources, Inc. Oakbrook Terrace, Illinois Present

Provide corporate expansion, relocation & consolidation, and site selection consulting services which include feasibility studies, costlbenefit analyses, wagelfringe benefit surveys, property acquisitionAease negotiation & disposition services, developing financing packages and facility move management. Other economic development services are also provided as described in following descriptions that cover a wide range of experiences.

1997 Executive Director to Development Corporation. North Platte. Nebraska 1998

Developed strategic plans and work force development programs for West Central Nebraska. Emphasis on retaining and attracting labor forces and developing regional partnerships & networks.

1994 President to Allnew Development Consultants 1998

Management consulting practice serving primarily private sector companies in the areas of: strategic planning; government relations and legislation; corporate relocation and site selection; training and development; and personnel management. Particular strengths are building consensus among diverse groups of business, political and community leaders; innovative problem solving; and effectively working within education, government and business segments on behalf of communities.

1993 Executive Director to Economic Development Authority. Saskatoon. Saskatchewan. Canada 1994

Responsible for attracting businesses to locate facilities/offices to the area. Identified target markets and conducted strategic planning sessions with the goal of attracting U.S. agricultural and food processing business to the area.

1990 Director of Business Development to Harrison 2000, West Virginia 1993

Responsible for attracting businesses to locate facilitiesloffices in West Virginia. Developed a business plan to target certain market segments to attract new business. Responsible for attracting FBI Identification Division adding 3,000 new jobs within the county.

ESI Corp. Real Estate and Econonlic Development Coui~selors


1987 President to HaysIEllis Counties Coalition & Chamber of Commerce, Kansas 1990

Responsible for assisting, advising and directing private sector clients in their expansion and relocation decision-making processes. Designed proposals and financing package to attract new business to the area . Developed a statistical quality training program that resulted in sending workers from Kansas to Japan to gain hands on experience.

Other positions contributing to over 20 years of experience in the economic developma field:

1983- 1987 Adirondack Regional Chamber s of Commerce, New York 1981 - 1987 Franklin County Development Authority, Pennsylvania 1978 - 1981 Greater Jefferson County Chamber of Commerce, Illinois 1974 - 1978 Greater Lawrence Chamber of Commerce, Massachusetts

Education and Professional Affiliations

M.A., Economics, Northeastern University B. S., Business Administration, Lowell University

Graduate, Institute for Organization Management Graduate. Economic Development Institute, University of Oklahoma ~er t i f ied~conomicevel lop-er (C.E.D.) and Fellow Member (FM) American Economic Development Council (AEDC) Southern and Northeastern Industrial Development Councils Economic Development Association of Canada Distinguished Service Award, 1993 -American Economic Development Council Staff Member, Discussion Leader, Economic Development

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ESI Corp. Real Esrare and Economic Developmenr Cou~uelors


Teresa A. Nortillo, Paragon Decision Resources -

Summary

Consultant with Paragon Decision Resources, Inc. (Oakbrook Terrace, Illinois) specializing in economic development projects. Over ten years experience in public and private policy development. Three years experience with federal tax and budget legislation in Washington, D. C. Three years as an independent consultant to state and local elected officials and associations in Illinois.

Education

Master of Public Administration, Public Finance Concentration. Central Michigan University, Mount Pleasant, MI August 1989.

Master's Thesis: "Do Tax Abatements Impair Public School Financing?"

Bachelor of Science, Political Science Major, Economics Minor, Central Michigan University, Mount Pleasant, MI, May 1985.

Private Sector Experience

Consultant, Paragon Decision Resources, Inc. (Oakbrook Terrace, Illinois) 1997-present

Specializing in economic development projects and tele-marketing services. Recent clients include City of Rolling Meadows, IL; Fargo (ND) EDC, and San Joaquin Partnership (CA)

Registered Representative, Equitable Life Assurance, Northbrook, IL, 1993.

Created and developed initial client base, specializing in life and pension sales, corporate 40 1(K) and supplemental private pension market. Developed marketing strategy to high net worth individuals and corporations with pension assets of $500,000 and above. Member, Regional Leader Core. 1994 recipient of Regional Women's Conference Scholarship.

Marketing and Client Services. GLOBEX Corporation. Chicago Mercantile Exchange, Chicago, IL 1992-1993.

Developed and negotiated delivery of international corporate training program for the GLOBEX trading system.

a

Administered a $320,000 marketing, advertising and training budget.

ESI Carp. Real Estate and Econon~ic Developtnent Counselors

Stanislaus County Economic Development strategy Plans Proposal November 13,2001

Key coiporate representative in marketing and training program for financial institutions in New York, Chicago, and Europe. Represented corporation to domestic and international government officials and business executives through presentations.

Securities Broker and Administrative Assistant to the CFO, Johnston Lemon & Co. Inc., Washington, D.C. 1987-1989.

Assisted in S&L PO'S and large debt and equity trades. Wrote costtbenefit analysis of corporate travel and express mail systems. Acting personnel manager for over 300 employees.

Public Sector Experience

President, Robert Dean Consultants 1995 to present.

Public relations and political consultant. Clients include:

Kane County November 1995 Jail Referendum Campaign Lauzen for State Senate Finance Campaign, 1995-1996 Illinois Family Institute, 1996 to present Austin Professional Systems 1997 to1998 - Marketing Campaign

Instructor, College of Dupage, Dupage IL, 1995-1996

Introduction to Political Science American Government

Economist, Joint Economic Committee (JEC), United States Senate, Washington, D. C. 1991.

Researched and analyzed federal tax and budget legislation for Members of Congress. Co-authored 1991 Luxury Tax Impact Study focusing on job loss and retention. Researched and prepared speeches and background material for congressmen's participation in JEC hearings, including State and Local Financial Conditions - Alternative Methods of Financing, The Viability of the U. S. Health Care System.

Economic Policy Analyst, Republican Study Committee (RSC), United States House of Representatives, Washington, D. C. 1989 to 1991.

Co-authored "A Responsible Pro-Growth Budget Package". Coordinated congressional debate on the Value Added Tax. Wrote monthly briefing on economic indicators and market conditions. Coordinated meetings for congressmen to assist in the creation of legislative strategy.

ESI Corp. Real Estate nnd Economic Dwelopmenr Counselors 39


Draftedposition papers, floor speeches and letters to cabinet members to disseminate committee positions

Research Assistant, Center for Governmental Research, Central Michigan University, 1986. Researched and co-authored the following studies:

"City of Alma Attitudinal Survey on Infrastructure" "Saginaw Midland Bay Tri-County Wagelsalary Survey" "City of St. Clair Shores Classification/Wage and Salary Survey Study"

Community Activities and Memberships

Clerk, City of Rolling Meadows, 1997 to 1998 City of Rolling Meadows Economic Development Committee 1996-1998 Vice President, Palatine Township Republican Organization 1996-1998 Crane for Congress, 1992, 1994 and 1998 re-election campaigns Area church member since 1991

"

ESI Corp. Real Estate and Economic Develop~uent Counselors

Stanislaus County Economic Development Strategy Plans Proposal

Audrey ~ a y l o r , President, Chabin Concepts, Inc.

Education BS, Business Administration (Marketing)

California State University, Chico

Range of Experience

Over 15 Years Experience in Economic Development Founder & President, Chabin Concepts, Inc., a private economic development consulting firm (1 989-present) Executive Director, Butte County EDC/ Tri-County EDC (1980-89) Governor's appointee, Job Action Team on Welfare Reform (1997) Governor's appointee, California Rural Development Council (1 995-96) Team Califomia Marketing Committee Chair (1995)

Business Development & Marketing Developed industrial recruitment strategy and community wide marketing and image campaigns for over 15 California communities Successfully located or expanded companies in California Prepared Site Location Handbook for State of California Conducted marketing and sales training to closed military bases through the Califomia Defense Facilities Marketing Association Developed award-winning H.J. Heinz Small Business Incubator, the first rural small business incubator Designed award-winning "Harvesting Our Own" retentiodexpansion program, Chico, CA; implemented several other retention programs

Strategic Planning Prepared award-winning economic development strategy for City of Cloverdale, CA Developed target industry studies, community assessments, marketing strategies, or economic development plans for 25 communities

Calgornia Enterprise Zones, RMDZs, Federal Enterprise Communities Prepared successful Enterprise Zone, LAMBRA, and Targeted Tax Area applications for 14 communities Prepared successful Recycling Market Development Zone - applications Prepared application for Federal Empowerment Zone designation for Imperial County

ESI Corp. Real Estate axid Economic Developxilexir Counselors


Project Funding Obtained over 20 Community Development Block Grants ($30- 600,000) Obtained 13 state and federal grants ($30,000 to $1 million) Obtained Federal Enterprise Community status for Imperial County ($3.5 million); one of only 2 in California

Additional Accomplishments Author, So You Want to Make a Company S Short List, Huh? (1999) Contributing Editor, The Race to Recruit (1996) California Strategies (1994)

Professional National Association of Development Organizations, Innovation Recognition Award

State of California Assembly, Woman of the Year 1989, Chandler Tri-County Economic Development Corp. Resolution of Appreciation Butte County Economic Development Corp., Jay Lyman Award CALED, Award of Excellence (2) and Award of Merit (2) CALED, Top Membership Recruiter, 1995-96

Personal and Governor's Appointee to Job Action Team on Welfare Reform Corporate Governor's Appointment to California Rural Development Affiliations Council

Appointment to Team California Team Califomia Marketing Committee Chair (1995) Industrial Development Research Council (IDRC) Califomia IDRC Planning Committee, California Coordinator 1996-97) American Economic Development Council Southern Industrial Development Council California Association for Local Economic Developers, Board of Directors (CALED) California Associate of Enterprise Zones (CAEZ) Northern California Industrial Development Executives Association National Association of Female Executives North State Bank Advisory Board, Chair Rotary Club of Chico Board of Directors Butte County EDC Board of Directors Tri-County EDC Board of Directors Butte County Citizen's Advisory Council

m American Cancer Society

ESI Corp. Real Estate and Economic Developmenr Cou~~selors

Stanislaus County Economic Development strategy Plans Proposal

Speeches, Marketing Economic Development Seminars & California Association for Local Economic Development Training Sessions (CALED)

Economic Development 10 1 League of Cities, California Recruitment, Retention, and Revitalization Inland Northwest Partners The Good, the Bad, and the Ugly: Creating Marketing Tools That Work Challenge For Change, Roseburg, Oregon Using Your Image as a Marketing Tool Challenge For Change, Roseburg, Oregon The Difference between Economic and Community Development Santa Clara Chamber of Commerce Board Retreat Marketing: Becoming the Chosen One California Association of Enterprise Zones The Marketing Process and Tactics California Association for Local Economic Development (CALED) Economic Development Planning Training for Country of Georgia Governmental OJjicials Business Retention and Expansion Program San Joaquin County What Businesses Need to be Competitive Chamber of Commerce Executives of Northern California The Geographic Perspective on the Location of Economic Activity Economic Development Games, AEDC Course, State of Washington Tulare County's Blueprint for Jobs: Target Industry Analysis Dinttba Days '96-Business to Business Review County of Riverside Eastern Region Marketing Strategy Coachella Valley Seamless Prospect Management American Economic Development Council (AEDC) Understanding the Chico Regional Economy Leadership Chico Community Strategic Planning USDA Rural Economic and Community Services California Association for Local Economic Development (CALED) How Economic Development Impacts the Quality of Life in - your City League of California Cities


Stanislaus County Economic Development Strategy PIans Proposal

Speeches, Seminars & Training Sessions

Trinity County Economic Development Action Plan Superior California Economic Development District Other Targets of Opportunity Western Economic Development Roundtable Economic Development Planning: Strategies and Implementation Leadership Chico Marketing and Prospect Development Enterprise Zone Annual Conference, MercedIAtwater Enterprise Zone Leadership in Economic Development California Association for Local Economic Developnzent (CALED) Economic Development Survival California Association for Local Economic Development (CALED) CIES Incubator Programs California Rural Business Ventures What Business is Right for Humboldt County? Humboldt County Planning and Economic Development Forum Finding Your Niche Women's Business Conference, Bakersjield Identifying and Recruiting Businesses PG&E

"



Victoria Doll, Senior Consultant, Chabin Concepts, Inc.

Education B.S., Business Administration (Strategic Management)

California State University, Chico

. Experience

Additional Management and Accounting seminars

Fourteen Years Experience in Economic Development Senior Consultant, Chabin Concepts, Inc. a private economic development consulting firm Vice President Business Development, Stanislaus County Economic Development Corporation Assistant to Director, Butte County Economic Development Corporation Assisted in new business locations and existing business expansions totaling 900,000 square feet and providing 775 jobs

Research - Writing - Implementation Five Year Community Action Plan for Job Creation Marketing and Business Attraction Plans (3) Industry and Cluster Analysis (6 ) Business RetentiodExpansion Programs and Surveys (5) Market Feasibility Studies (3) Program and Community AssessmentEvaluations (4) Site Inventories (3) Community and Location Profiles (4)

State and Federal Programs Enterprise Zone Targeted Tax Area Recycling Market Development Zone Job Creation Investment Fund for Welfare Reform Community Development Block Grant

Other Activities/Accornplishments Assisted communities in establishing local loan programs Designed and wrote business development dept. newsletter ACCRA cost of living survey

Professional Califomia Central Valley Economic Development Corporation

Associations and Marketing Committee

Community Activities California Community College Central Region Marketing Planning Committee

" City of Hughson Revolving Loan Fund Loan Review Committee

ESI Carp. Real Estate and Econonlic Development Counselors


City of Turlock Development Academy Evaluation Committee Five-County Inter-Regional Partnership Modesto Workforce Leadership Team - Stanislaus County Employment Development Department Labor Market Information Steering Committee Tri-County Economic Forecast Conference Committee Liaison to Governor Pete Wilson's office for local visit Chico Unified School District Work-to-School Focus Group National Association of Corporate Real Estate Executives American Economic Development Council California Association of Local Economic Developers

a

ESI Corp. Real Estate and Economic De~e lo~~nen t Counselors


-

Lindv Hoppough, Director of Editorial Services, Chabin Concepts, Inc.

Education

Professional Experience

MA with Distinction (1991)

Infonnation and Communication Studies, California State

University, Chico; Emphasis: Instructional Technology; Additional

course work: Public Communication

BS with Honors (1982)

Graphic Communications, California Polytechnic State University,

San Luis Obispo; Emphasis: Design Reproduction

Professional Development Since 1991 includes courses in

multimedia production, web page design, and sound production

Director o f Editorial Services C h b i n concepts, Inc. (September I994 topresent)

Planned and created marketing tools, advertisements, and information sheets for economic development projects. Coauthored So You Want to Make a Company's Short List, Huh? a 200-page data collection manual for economic development professionals, published by Expansion Management. Provided editorial input on California Trade and Commerce Agency's Site Selection Handbook. Coordinated development of electronic brochures promoting closed military bases to site selectors.

Art Directorflublic Relations Mach I , Inc. (April 1993 to June 1994)

Assisted publisher of aviation-related products in product development and promotion. Oversaw creation of all internal and external graphics, including catalogs, coffee-table books, packaging, and forms. Copy-edited and line-edited coffee-table books. Reviewed manuscripts and photographic submissions; served as liaison between president and author/photographers. Set up a cataloging system for 5,000 Photo CD images.

..



Teaching Experience

Electronic Prepress Specialist Quadco Printing (January 1992 to March 1993)

Prepared computer-generated artwork and color separation files for film output. Trained customers and employees in electronic prepress techniques.

Owner/Operator Lindy Hop Productions (January 1986 to January 1994)

Offered promotional publication services, including writing and desktop design, for clients from the manufacturing, mail order, and educational sectors. Provided public information services for Butte Community College on a part-time, temporary basis from 10192 to 5/93.

Director of Editorial Services The Business Center (January 1986 to September 1989)

Coordinated public communications for Butte County EDC (The Business Center), including newsletters, annual reports, news releases, flyers and brochures. Edited reports and grant applications, planned and organized news conferences and annual dinners.

Lecturer California State University, Chico (January 1995 to May 1995)

Electronic Printing & Publishing I (CDES 186A) 1/95 to 5195 (1 semester, 1 course)

Associate Instructor Butte Community College (January 1986 to October 1992)

Advanced Desktop Publishing (CSCUJRN 93) 9/90 to 5/92 (3 semesters, 3 courses) Desktop Publishing (CSCUJRN 92) 1/88 to 10192 (14 semesters, 18 courses) Newspaper Production (JRN 6 ) (adviser to school newspaper) 1/86 to 5/88 (5 semesters, 5 courses)

Presenterflrainer (Aug~ut 1989 to October 1995)

Beginning and Advanced PageMaker, N C ~ (Northern California Community College Computer Consortium), Oroville, CA, 10195 Beginning and Advanced Desktop Publishing, American Lung Association, Denver, CO, 6/92 Desktop Publishing, Introduction to Macintosh, Professional development workshops for faculty and staff, Butte Community College, Oroville, CA, 8/89, 1/90, 1/91

ESI Corp. Real Estate and Econounic Develop~iient Counselo~s 45

Professional Recognition


Beginning and Advanced PageMaker N C ~ (Northern California Community College Computer Consortium), Palo Alto, CA, 5/90

Apex '98 Award for Publication Excellence: Training, Education Information Manuals, Guides Revorts, for California Darn Resource Workbook for Economic Development Professionals (1998) Pro Award, Third Place, External Newsletters: Community College Public Relations Org. (1992) Outstanding Graduate Student with Emphasis in Communication Design: CSU, Chico (1 992) Paragon Award, First Place, Brochure: National Council for Marketing and Public Relations (1991) Pro Award, First Place, Brochure: Community College Public Relations Org. (1991)

ESI Corp. Real Estate and Econornic Development Counselors

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Stanislau ESI Corporation Fee Proposal

s County Economic Development Strategy Plan Proposa November 13,2001

TASK FEE EXPENSES TOTAL

- Task 1: Economic Summit

Prepare and Conduct Symposium Task2: SWOT

3 Detailed SWOT Reports 3 "Check List" Assessments 3 Cost Comparison Reports

Task 3: Economic Development Plans A. Work Sessions

Task 4: Marketing Plan Steps to Develop the Plan Industry Cluster Intelligence Define the Product & Audience Business Names Site Selection Exercise Marketing Strategies

Task 5: Implementation Strategies Reporting Methodology

Project Management Performance Bond

Total

- Fee for Additional City

TASK FEE EXPENSES TOTAL Cost per city for SWOT $ 8,900.00 $ 800.00 $ 9,700.00 Cost per city for ED Strategy $ 15,000.00 $ 1,200.00 $ 16,200.00 Cost per city for Marketing $ 8,000.00 $ 500.00 $ 8,500.00 Additional Cost per City $ 31,900.00 % 2,500.00 $ 34,400.00

Schedule 3 - TasksMilestones

- Schedule 3 - TasksfMilestones

Schedule 3 - Tasks/Milestones

EXHIBIT D

ESI (Contxactor) agrees to invoice the county for services rendered in a total amount not to exceed Three Hundred Five Thousand, Five Hundred Dollars ($305,500) for research, preparation of a specific economic development strategic plan for each participating city and the County of Stanislaus, as defined in the Agreement between the parties, which includes Exhibits A, B and C, and implementation strategies. The Contractor agrees to invoice the County separately for each activity per jurisdiction to be consistent with the two separate grant agreements with the State of California. Contractor shall invoice as follows:

1. No. 00-JHBP-044 Between the County and the Four City Jurisdictions of Ceres, Modesto, Turlock, and Waterford

Modesto Not to exceed $34,400 Ceres Not to exceed $34,400 Turlock Not to exceed $34,400 Waterford Not to exceed $34,400

2. No. 00-JHBP-045 Between the County and City of Newman

Newman Not to exceed $34,400 County Unincorporated Area Not to exceed $34,400

3. Contractor will invoice the County for strategic planning services in the amount not to exceed $99,100 (plus $34,400 x 6 = $206,400).

Contractor agrees to invoice the County separately for services rendered for the preparation of an economic development strategic plan for each of the grant-ineligible cities of Hughson, Oakdale and Patterson, as follows:

Hughson Not to exceed $34,400 Oakdale Not to exceed $34,400 Patterson Not to exceed $34,400

AGREEMENT FOR

INDEPENDENT CONTRACTOR SERVICES

This Agreement For Independent Contractor Services (the "Agreement") is made and entered into en the County of Stanislaus ("County") and ESI Corporation

\/

("Contractor") on ,2002.

Recitals

WHEREAS, the County has a need for service involving the preparation of an Economic Development Strategy and Marketing Plans; and

WHEREAS, the Contractor is specially trained, experienced and competent to perform and has agreed to provide such services;

NOW, THEREFORE, in consideration of the mutual promises, covenants, terms and conditions hereinafter contained, the parties hereby agree as follows:

Terms and Conditions

1. Scope of Work

1.1 The Contractor shall furnish to the County upon execution of this Agreement or receipt of the County's written authorization to proceed, those services and work set forth in Exhibit A, B and C attached hereto and, by this reference, made a part hereof.

1.2 All documents, drawings and written work product prepared or produced by the Contractor under this Agreement, including without limitation electronic data files, are the property of the Contractor; provided, however, the County shall have the right to reproduce, publish and use all such work, or any part thereof, irrany manner and for any purposes whatsoever and to authorize others to do so. If any such work is copyrightable, the Contractor may copyright the same, except that, as to any work which is copyrighted by the Contractor, the County reserves a royalty-free, non-exclusive, and irrevocable license to reproduce, publish, and use such work, or any part thereof, and to authorize others to do so.

1.3 Services and work provided by the Contractor at the County's request under

this Agreement will be performed in a timely manner consistent with the requirements and standards established by applicable federal, state and County laws, ordinances, re~ulationsand resolutions, and in accordance with a schedule of work set forth in Exhibit A,-If there is no schedule, the hours and times for completion of said services and work are to be set by the Contractor; provided, however, that such schedule is subject to review by the concurrence of the County.

2. Consideration

2.1 County shall pay Contractor in an amount not to exceed $305,500 as set forth in Exhibit D. Payments shall be made on invoices which detail the services listed in Exhibits A, B and C that have been performed.

2.2 Contractor shall not be entitled to nor receive from County any additional consideration, compensation, salary, wages or other type of remuneration for services rendered under this Agreement. Specifically, Contractor shall not be entitled by virtue of this Agreement to consideration in the form of overtime, health insurance benefits, retirement benefits, disability retirement benefits, sick leave, vacation time, paid holidays or other paid leaves of absence of any type or kind whatsoever.

2.3 County will not withhold any Federal or State income taxes or Social Security tax from any payments made by County to Contractor under the terms and conditions of this Agreement. Payment of all taxes and other assessments on such sums is the sold responsibility of Contractor. County has no responsibility or liability for payment of Contractor's taxes or assessments.

2.4 Pursuant to Penal Code section 484b and to Business and Professions Code section 7108.5, the Contractor from the County for payment of services, labor, materials or equipment to pay for such services, labor, materials or equipment. Pursuant to Civil Code section 1479, the Contractor shall direct or otherwise manifest the Contractor's intention and desire that payments made by the Contractor to subcontractors, suppliers and material men shall be applied to retire and extinguish the debts or obligations resulting from the performance of this Agreement.

3.1 The term of this Agreement shall be from the date of approval of this Agreement until completion of the agreed upon services unless sooner terminated as provided below or unless some other method or time of termination is listed in Exhibits A,B or C.

3.2 Should either party default in the performance of this Agreement or materially breach any of its provisions, the other party, at that party's option, may terminate this Agreement by giving written notification to the other party.

3.3 This Agreement shall terminate automatically on the occurrence of (a) bankruptcy or insolvency of either party, (b) sale of Contractor's business, (c) cancellation

5

of insurance required under the terms of this Agreement, and (d) if, for any reason, Contractor ceases to be licensed or otherwise authorized to do business in the State of California, and the Contractor fails to remedy such defect or defects within thirty (30) days of receipt of notice of such defect or defects.

3.4 The County may terminate this Agreement upon 30 days prior written notice to the Contractor. Termination of this Agreement shall not affect the County's obligation to pay for all fees earned and reasonable costs necessarily incurred by the Contractor as provided in Paragraph 2 herein, subject to any applicable setoffs.

4. Required Licenses. Certificates and Permits

Any licenses, certificates or permits required by the federal, state, county or municipal governments for Contractorto provide the services and work described in Exhibit A must be procured by Contractor and be valid at the time Contractor enters into this Agreement. Further, during the term of this Agreement, Contractor must maintain such licenses, certificates and permits in full force and effect. Licenses, certificates and permits may include but are not limited to driver's licenses, professional licenses or certificates and business licenses. Such licenses, certificates and permits will be procured and maintained in force by Contractor at no expense to the County.

Office Space. Supplies. Equipment. Etc.

Unless otherwise provided in Exhibit A, Contractor shall provide such office space, supplies, equipment, vehicles, reference materials and telephone service as is necessary for Contractor to provide the services identified in Exhibits A, B and C to this Agreement. County is not obligated to reimburse or pay Contractor for any expense or cost incurred by Contractor in procuring or maintaining such items. Responsibility for the costs and expenses incurred by Contractor in providing and maintaining such items is the sole responsibility and obligation of Contractor.

6. lnsurance

6.1 Contractor shall take out, and maintain during the life of this Agreement, insurance policies with coverage at least as broad as follows:

6.1 .I General Liability. Comprehensive general liability insurance covering bodily injury, personal injury, property damage, products and completed operations with limits of no less than One Million Dollars ($1,000,000) per incident or occurrence. If Commercial General Liability lnsurance or other form with a aeneral aaareaate limit is used, either the general aggregate limit "" -shall apply"separately to any act or omission by contractor under this Agreement or the general aggregate limit shall be twice the required occurrence limit.

6.1.2 Automobile Liability Insurance. If the Contractor or the Contractor's officers, employees, agents, representatives or subcontractors utilize a motor

vehicle in performing any of the work or services under this Agreement, owned/non-owned automobile liability insurance providing combined single limits covering bodily injury, property damage and transportation related pollution liability with limits of no less than One Million Dollars ($1,000,000) per incident or occurrence.

6.1.3 Workers' Compensation Insurance. Workers' Compensation Insurance as reauired bv the California Labor Code. In sianina this contract. the Contractor certifies' under section 1861 of the ~ a b o r code that the Contractor is aware of the provisions of section 3700 of the Labor Code which requires every employer to be insured against liability for workmen's compensation or to undertake self-insurance in accordance with the provisions before commencing the performance of the work of this Agreement.

6.2 Any deductibles, self-insured retentions or named insureds must be delcared in writing and approved by County. At the option of the County, either: (a) the insurer shall reduce or eliminate such deductibles, self-insured retentions or named insureds, or (b) the Contractor shall provide a bond, cash, letter of credit, guaranty or other security satisfactory to the County guaranteeing payment of the self-insured retention or deductible and payment of any and all costs, losses, related investigations, claim administration and defense expenses. The County, in its sole discretion, may waive the requirement to reduce or eliminate deductibles or self-insured retentions, in which case, the Contractor agrees that it will be responsible for and pay any self-insured retention or deductible and will pay any and all costs, losses, related investigations, claim administration and defense expenses related to or arising out of the Contractor's defense and indemnification obligations as set forth in this Agreement.

6.3 The Contractor shall obtain a specific endorsement to all required insurance policies, except Workers' Compensation insurance and Professional Liability insurance, if any, naming the County and its officers, officials and employees as additional insureds regarding: (a) liability arising from or in connection with the performance or omission to perform any term or condition of this Agreement by or on behalf of the Contractor, including the insured's general supervision of the Contractor; (b) services, products and completed operations of the Contractor; (c) premises owned, occupied or used by the Contractor; and (d) automobiles owned, leased, hired or borrowed by the Contractor. For Workers' Compensation insurance, the insurance carrier shall agree to waive all rights of subrogation against the County and its officers, officials and employees for losses arising from the performance of or the omission to perform any term or condition of this Agreement by the Contractor.

6.4 The Contractor's insurance coverage shall be primaty insurance regarding the Countvand Countv's officers, officials and employees. Any insurance or self-insurance maintain& by the cobnty or co;nty7s officers, oifickls and &mployees shall be excess of the Contractor's insurance and shall not contribute with Contractor's insurance.

6.5 Any failure to comply with reporting provisions of the policies shall not affect

coverage provided to the County or its officers, officials, employees or volunteers. -

6.6 The Contractor's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

6.7 Each insurance policy required by this section shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party except after thirty (30) days prior written notice has been given to County. The Contractor shall promptly notify, or cause the insurance carrier to promptly notify, the County of any change in the insurance policy or policies required underthis Agreement, including, without limitation, any reduction in coverage or in limits of the required policy or policies.

6.8 Insurance shall be placed with California admitted insurers (licensed to do business in California) with a current rating by Best's Key Rating Guide acceptable to the County; provided, however, that if no California admitted insurance company provides the required insurance, it is acceptable to provide the required insurance through a United States domiciled carrier that meets the required Best's rating and that is listed on the current List of Eligible Surplus Line Insurers maintained by the California Department of Insurance. A Best's rating of at least A-:VII shall be acceptable to the County; lesser ratings must be approved in writing by the County.

6.9 Contractor shall require that all of its subcontractors are subject to the insurance and indemnity requirements stated herein, or shall include all sbucontractors as additional insureds under its insurance policies.

6.10 At least ten (10) days prior to the date the Contractor begins performance of its obligations under this Agreement, Contractor shall furnish County with certificates of insurance, and with original endorsements, showing coverage required by this Agreement, including, without limitation, those that verify coverage for subcontractors of the Contractor. The certificates and endorsements for each insurance policy are to signed by a person authorized by that insurer to bind coverage on its behalf. All certificates and endorsements shall be received and, in County's sole and absolute discretion, approved by County. County reserves the right to require complete copies of all required insurance policies and endorsements, at any time.

6.11 The limits of insurance described herein shall not limit the liability of the Contractor and Contractor's officers, employee, agents, representatives orsubcontractors.

7. Defense and Indemnification

7.1 To the fullest extent permitted by law, Contractor shall indemnify, hold harmless and defend the County and its agents, officers and employees from and against all claims, damages, losses, judgments, liabilities, expenses and other costs, including litigation costs and attorneys' fees, arising out of, resulting from,or in connection with the performance of this Agreement by the Contractor or Contractor's officers, employees, agents, representatives or subcontractors and resulting in or attributable to personal injury,

death, or damage or destruction to tangible or in intangible property, including the loss of use; provided, however, such indemnification shall not extend to or cover loss, damage or expense arising from the sole negligence or willful misconduct of the County or its agents, officers and employees.

7.2 Contractor's obligation to defend, indemnify and hold the County and its agents, officers and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement in this Agreement for Contractor to procure and maintain a policy of insurance.

8. Status of Contractor

8.1 All acts of Contractor and its officers, employees, agents, representatives, subcontractors and all others acting on behalf of Contractor relating to the performance of this Agreement, shall be performed as independent contractors and not as agents, officers or employees of County. Contractor, by virtue of this Agreement, has no authority to bind or incur any obligation on behalf of County. Except as expressly provided in Exhibit A, Contractor has no authority or responsibility to exercise any rights or power vested in the County. No agent, officer or employee of the County is to be considered an employee of Contractor. It is understood by both Contractor and County that this Agreement shall not be construed or considered under any circumstances to create an employer-employee relationship or a joint venture.

8.2 At all times during the term of this Agreement, the Contractor and its officers, employees, agents, representative or subcontractors are, and shall represent and conduct themselves as, independent contractors and not employees of County.

8.3 Contractor shall determine the method, details and means of performing the work and services to be orovided bv Contractor under this Aareement. Contractor shall be responsible to County drily for thirequirements and resulk specified in this Agreement and, except as expressly provided in this Agreement, shall not be subjected to County's control with respect to the physical action or activities of Contractor in fulfillment of this Agreement. Contractor has control over the manner and means of performing the services under this Agreement. Contractor is permitted to provide services to others during the same periodservice is provided to County under this Agreement. If necessary, Contractor has the responsibility for employing other persons of firms to assist Contractor in fulfilling the terms and obligations under this Agreement.

8.4 If in the performance of this Agreement any third persons are employed by Contractor, such persons shall be entirely and exclusively under the direction, supervision and control of Contractor. All terms of employment including hours, wages, working conditions, discipline, hiring and discharging or any other term of employment or requirements of law shall be determined by the Contractor.

8.5 It is understood and agreed that as an independent Contractor and not an employee of County, the Contractor and the Contractor's' officers, employee, agents, representatives or subcontractors do not have any entitlement as a County employee, and _

do not have the right to act on behalf of the County in any capacity whatsoever as an agent, or to bind the County to any obligation whatsoever.

8.6 It is further understood and agreed that Contractor must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of Contractor's assigned personnel under the terms and conditions of this Agreement.

8.7 As an independent Contractor, Contractor hereby indemnifies and hold County harmless from any and all claims that may be made against County based upon any contention by any third party that an employer-employee relationship exists by reason of this Agreement.

9. Records and Audit

9.1 Contractor shall prepare and maintain all writings, documents and records prepared or compiled in connection with the performance of this Agreement for a minimum of four (4) years from the termination or completion of this Agreement. This includes any handwriting, typewriting, printing, photostatic, photographing and every other means of recording upon any tangible thing, any form of communication or representation including letter, words, pictures, sounds or symbols or any combination thereof.

9.2 Any authorized representative of County shall have access to any writings as defined above for the purposes of making audit, evaluation, examination, excerpts and transcripts during the period such records are to be maintained by Contractor. Further, County has the right at all reasonable times to audit, inspect or otherwise evaluate the work performed or being performed under this Agreement.

10. Confidentiality

The Contractor agrees to keep confidential all information obtained or learned during the course of furnishing services under this Agreement and to not disclose or reveal such information for any purpose not directly connected with the matter for which services are provided.

11. Nondiscrimination

During the performance of this Agreement, Contractor and its officers, employees, aaents. reoresentatives or subcontractors shall not unlawfully discriminate in violation of " any federal, state or local law, rule or regulation against any employee, applicant for employment or person receiving services under this Agreement because of race religion, color, national origin, ancestry, physical or mental handicap, medical condition (including genetic characteristics), marital status, age, political affiliation or sex. Contractor and its officers, employees, agents, representatives or subcontractors shall comply with all applicable Federal, State and local laws and regulations related to non-discrimination and equal opportunity, including without limitation the County's nondiscrimination policy; the Fair Employment and Housing Act (Government Code section 12900 et seq.); California Labor Code section 11 01, 11 02 and 1 102.1 ;the Federal Civil Rights Act of 1964 (P.L. 88-

352), as amended; and all applicable regulations promulgated in the California Code of Regulations or-the Code of Federal Regulations.

12. Assianment

This is an Agreement for the services of Contractor. County has relied upon the skills, knowledge, experience and training of Contractor and the Contractor's firm, associates and employees as an inducement to enter into this Agreement. Contractor shall not assign or subcontract this Agreement without the express written consent of County. Further, Contractor shall not assign any monies due or to become due under this Agreement without the prior written consent of County.

13. Waiver of Default

Waiver of any default by either party to this Agreement shall not be deemed to be waiver of any subsequent default. Waiver or breach of any provision of this Agreement shall not be deemed to be a waiver of any other or subsequent breach, and shall not be construed to be a modification of the terms of this Agreement unless this Agreement is modified as provided below.

Any notice, communication, amendment, addition or deletion to this Agreement, including change of address of either party during the term of this Agreement, which Contractor or County shall be required or may desire to make shall be in writing and may be personally served or, alternatively, sent by prepaid first class mail to the respective parties as follows:

To County: County of Stanislaus Department of Chief Executive Office Attention: Richard Jantz 101 0 Tenth Street, Suite 6800 Modesto. CA 95354

To Contractor: ESI Corporation Ms. Judie A. Scolise 5333 North Seventh Street Suite C-225 Phoenix, AZ 8501 4

15. Conflicts

Contractor agrees that it has no interest and shall not acquire any interest direct or indirect which would conflict in any manner or degree with the performance of the work and services under this Agreement.

16. Severability

If any portion of this Agreement or application thereof to any person or circumstance shall be declared invalid by a court of competent jurisdiction or if it is found in contravention of any federal, state or county statute, ordinance or regulation the remaining provisions of this Agreement or the application thereof shall not be invalidated thereby and shall remain in full force and effect to the extent that the provisions of this Agreement are severable.

17. Amendment

This Agreement may be modified, amended, changed, added to or subtracted from bv the mutual consent of the aarties hereto if such amendment or chanae is in written form a;ld executed with the same formalities as this Agreement and attacYhed to the original Agreement to maintain continuity.

18. Entire Aareement

This Agreement supersedes any and all other agreements, either oral or in writing, between any of the parties herein with respect to the subject matter hereof and contains all the agreements between the parties with respect to such matter. Each party acknowledges that no representations, inducements, promises or agreements, oral or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein, and that no other agreement, statement or promise not contained in this Agreement shall be valid or binding.

19. Advice of Attorney

Each party warrants and represents that in executing this Agreement, it has received independent legal advice from its attorneys or the opportunity to seek such advice.

20. Construction

Headings or captions to the provisions of this Agreement are solely for the convenience of the parties, are not part of this Agreement, and shall not be used to interpret or determine the validity of this Agreement. Any ambiguity in this Agreement shall not be construed against the drafter, but rather the terms and provisions hereof shall be given a reasonable interpretation as if both parties had in fact drafted this Agreement.

21. Governina Law and Venue

This Agreement shall be deemed to be made under, and shall be governed by and construed in accordance with, the laws of the State of California. Any action brought to enforce the terms or provisions of this Agreement shall have venue in the County of Stanislaus, State of California.

IN WITNESS WHEREOF, the parties have executed this Agreement on the day and year first hereinabove written.

COUNTY OF STANISLAUS CONTRACTOR NAME

By: BY

County

APPROVED AS TO FORM: Michael H. Krausnick County Counsel

By: r u w E. Vernon eel-/ Assistant County Couhsel

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March 12, 2002 - Board of Supervisors Agenda ItemMar 12, 2002 · THE BOARD OF SUPERVISORS OF THE...

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