Monterey County Economic Development Department

MONTEREY COUNTY ECONOMIC DEVELOPMENT DEPARTMENT

DAVID L. SPAUR, CEcD, EDFP DIRECTOR 168 WEST ALISAL STREET, THIRD FLOOR SALINAS, CA 93901 (831) 755-5390 FAX: (831) 755-5398 www.co.monterey.ca.us

Monterey County Economic Opportunity Committee Wednesday, September 14, 2016 Note new time 2:00 p.m. Monterey Room, 2nd Floor, 168 W. Alisal St., Salinas

AGENDA

Call To Order: Chair, Supervisor Dave Potter

Public Comment:

Approval of Action Minutes:

1. Approve the Administrative Subcommittee Action Minutes of May 11, 2016. 2. Approve Economic Opportunity Committee Minutes from April 11, 2016.

Attachment: Draft Admin Subcommittee Action Minutes from May 11, 2016 Draft Economic Opportunity Committee Minutes from April 11, 2016

Regular Agenda:

3. Receive and Approve the 2016 Economic Opportunity Committee Annual Report 4. Receive and Accept the MasterCard report on 2015 expenditures during Car Week.

Attachment: a. 2016 Economic Opportunity Committee Annual Report b. Master Card Analysis for Monterey County Car Week 2015

Reports:

5. Receive a report on Permit Activity and Special Events Permits from the RMA. 6. Receive and accept a Thank you letter from Cal Fire – Soberanes Fire

Attachment: Thank you letter from Cal Fire

Adjournment

EOC - Administrative Subcommittee Wednesday, May 11, 2016 1:30 p.m. Administration Building, Asilomar Rm., 2nd Floor 168 West Alisal St., Salinas, CA

DRAFT MINUTES Economic Opportunity Administrative Subcommittee The Administrative Subcommittee shall comply with the Ralph H. Brown Act. The primary function of the Administrative Subcommittee is to develop recommendations on requests for funding, review nominations of new Dan Limesand, Chair Committee members, and monitor contractor compliance/performance.

Carlos Ramos, Vice Chair 1. Call to Order John Phillips, Sup. Dist 2 Chair, Dan Limesand, called the meeting to order at 1:39 p.m.

Gill Campbell Members Present: Supervisor Phillips, Gill Campbell, and Carlos Ramos

Ken Scherpinski Members Absent: Ken Scherpinski

Staff Present: Dave Spaur, Anita Nachor, and Jerry Hernandez

2. Introductions None

3. Public Comment: The Committee will receive public comment on non- agenda items within the purview of the Committee. It is not necessary to complete a speaker form. The Chair may limit the length of individual presentations. Received an update from Brian Turlington, Executive Director with the Monterey County Business Council (MCBC). Discussion was held.

4. TOT Cap and CPI Adjuster Action: A motion was made by Supervisor Phillips, seconded by Gill Campbell, to cap the TOT at current existing amounts and fund Monterey County Business Council (MCBC) $100,000.00. All Ayes

5. Clarify 1% TOT set aside purpose Action: A motion was made by Gill Campbell, seconded by Supervisor Phillips to forward a recommendation to the Economic Opportunity

Committee for their recommendation to the Board of Supervisors that the 1% TOT go before the Budget Committee for review. All Ayes

6. Accept and approve DSA Agencies FY2015-16 9-Month Performance Reports

 Monterey County Visitors Bureau (MCCVB)  Arts Council for Monterey County (ACMC)

 Monterey County Film Commission (MCFC)  Monterey County Business Council (MCBC)

Action: A motion was made by Gill Campbell, seconded by Carlos Ramos to forward a recommendation to the Board of Supervisors to accept and approve DSA Agencies for funding under TOT Cap. All Ayes

7. Accept and approve DSA Agencies FY2016-17 Workplans  Monterey County Visitors Bureau (MCCVB)  Arts Council for Monterey County (ACMC)  Monterey County Film Commission (MCFC) Economic Opportunity  Monterey County Business Council (MCBC) Administrative Subcommittee Action: A motion was made by Gill Campbell, seconded by Carlos Ramos o forward a recommendation to the Board of Supervisors to accept and

Dan Limesand, Chair approve DSA Agencies for funding under TOT Cap. All Ayes

Carlos Ramos, Vice Chair 8. Tourism Committee scope Received an update from Gill Campbell. Discussion was held. John Phillips, Sup. Dist 2 9. MOA with UC Santa Cruz for MBEST property and proposed build out Gill Campbell Received an update from Dave Spaur. Discussion was held. Ken Scherpinski 10. Adjourn Meeting adjourned at 2:55 p.m

MONTEREY COUNTY ECONOMIC DEVELOPMENT DEPARTMENT

DAVID L. SPAUR, CEcD, EDFP DIRECTOR 168 WEST ALISAL STREET, THIRD FLOOR SALINAS, CA 93901 (831) 755-5390 FAX: (831) 755-5398 www.co.monterey.ca.us

Monterey County Economic Opportunity Committee Monday, April 11, 2016 12:30 p.m. Monterey Room, 2nd Floor 168 W. Alisal St., Salinas

DRAFT ACTION MINUTES

Call To Order Chair, Supervisor Dave Potter, Called the meeting to order at 12:30 p.m. Quorum was present.

Members Present Gill Campbell, Kurt Gollnick, Dan Limesand, Rudy Darken, Supervisor Phillips, Carlos Ramos, Ken Scherpinski, Warren Wayland

Kurt Gollnick arrived at 12:35pm Rudy Darken arrived at 12:43pm

Members Absent Ken Johnson and Dr. Edward Ochoa

Additions and Corrections No Additions and Corrections

Public Comment Period 1. Brian Turlington, Executive Director, MCBC, provided an update on the Language Capital of the World activities.

Approval of Action Minutes

1. Approve the Administrative Subcommittee Action Minutes of March 9, 2016

Attachment: Draft Admin Subcommittee Action Minutes of March 9, 2016 Action Minutes approved without objection

Regular Agenda

2. Elections of Officers for 2016 Year (continued from last meeting). a. Vice Chair Nomination Action A motion was made by Warren Wayland, seconded by Carlos Ramos to nominate and elect Dan Limesand as Vice Chair. Approved unanimously.

3. Consider a recommendation to the Board of Supervisors to establish a limit in funding the Development Set-Aside (DSA) Agencies; capping the DSA 9% allocation of Transient Occupancy Tax (TOT) Revenue, when TOT Revenue meets or exceeds $20 Million per Fiscal Year. Attachment: a. Revised-Item 3 - TOT Staff Report b. DSA Agencies Allocation Action A motion was made by Supervisor Phillips, seconded by Kurt Gollnick to set a $20.5 million cap for five years with a Consumer Price Index (CPI) used to adjust the amount each year for five years. Approved unanimously.

4. Consider a recommendation to the Board of Supervisors to establish a 1% set-aside to fund Economic Development when the TOT Revenue meets or exceeds $20 Million per Fiscal Year, to provide a stable funding source for economic prosperity projects. Attachment: a. EDD Staff Report Action Chair Potter recommended that the 1% set-aside allocation be brought back to the committee with clarification on how the 1% would be allocated. Reports:

5. Receive a report on Permit Activity and Improvements from the RMA. Received a report from Carl Holm on the Permit Activity Improvements and Special Event Process from RMA. Receive and File.

6. Receive a presentation from California State University, Monterey Bay (CSUMB) Andre Lewis, Governmental Relations, on Higher Education and Bright Futures. Recommend that the presentation from California State University, Monterey Bay (CSUMB) be placed on the next EOC Agenda. Receive and File.

7. Receive a report from the Monterey Bay Procurement Technical Assistance Center (PTAC), Brian Turlington, Executive Director, Monterey County Business Council. Received a report from Brian Turlington and Terri Williams on the Monterey Bay Procurement Technical Assistance Center (PTAC). Receive and File.

8. Receive a report from Committee Members. Received a report from Kurt Gollnick on the wine harvest. Receive and File.

Received a report from Carlos Ramos on Micro Business. Receive and File.

Received a report from Gill Campbell on Tourism. Receive and File.

9. Receive a report on UC, Santa Cruz, Monterey Bay Educational Science and Technology Center (UCMBEST) proposed projects. David Spaur, Economic Development. Received a report from David Spaur and Michael Houlemard on UCMBEST. Receive and File.

Adjournment Meeting adjourned at 1:56 p.m.

ECONOMIC OPPORTUNITY COMMITTEE

MEETING: September 14, 2016 AGENDA NO.: 3 SUBJECT: Receive and Approve the 2016 Economic Opportunity Committee Annual Report. DEPARTMENT: Economic Development Department

RECOMMENDATION: Receive and Approve the 2016 Economic Opportunity Committee Annual Report.

SUMMARY/DISCUSSION: Article XI of the Economic Opportunity Committee (EOC) Bylaws, state that the EOC shall submit an annual report to the Board of Supervisors. The report shall contain a summary of the Committee’s activities, projects and program strategies for the current year and shall contain a list of individual committee members.

The attached annual report ending July 1, 2016, includes the prior year budget and programs along with a budget and programs for the current year and results from the Development Set- Aside (DSA) partners who receive Transient Occupancy Tax (TOT) funding. The Economic Opportunity Committee and their Administrative Subcommittee are charged with oversight and making a funding recommendation to the Board of Supervisors of each year on the DSA funds.

OTHER AGENCY INVOLVEMENT: Assistance was provided by the Arts Council, Film Commission, Business Council, Convention & Visitors Bureau, and Vintners & Growers Association. Project assistance and location assistance was provided by Resource Management Agency, Office of Employment and Training, Information Technology Department, Health Department, Social Services Department, Agriculture Commissioner’s Office, City of Salinas, City of Gonzales, the Monterey County Business Council, and the Grower-Shipper Association.

FINANCING: The cost associated with this report was made possible from a special request in last year’s General Fund allocation of approximately $200,000 and from the current year’s allocation of approximately $100,000.

Prepared by:

David L. Spaur David L. Spaur, CEcD, EDFP Economic Development Director

Attachment

Economic Opportunity July 1 Committee Annual 2016 Report

Strategic initiatives, milestones and priorities of the Economic Opportunity EOC Annual Committee, the Economic Development Department and the County of Monterey. Report Acknowledgements

The staff of the Economic Development Department and the divisions of Affordable Housing, Inclusionary Housing and Workforce Development would like to thank the following committee members for their time and dedication to fostering jobs, food and shelter to the families and residents of Monterey County.

ECONOMIC OPPORTUNITY COMMITTEE

Supervisor Dave Potter, Chair (District 5) Supervisor John Phillips (District 2) Gill Campbell (Tourism) Rudy Darken (Research) Kurt Gollnick (Agriculture) Ken Johnson (Environment) Dan Limesand, Vice Chair (Healthcare) Eduardo Ochoa (Higher Education) Carlos Ramos (Micro Business) Ken Scherpinski (Labor) Warren Wayland (Finance)

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Introduction

The annual report is divided into eight sections for ease of reporting. The first section outlines the Strategic Initiative adopted by the Board of Supervisors and to be implemented by the Economic Development Department with oversight provided by the Economic Opportunity Committee. The second section outlines the priorities developed by the Economic Opportunity Committee in conjunction with the consulting firm of SRI International. The remaining sections include:

Section Three: Development Set Aside (DSA) Agencies funded by the 9% Set‐Aside from the Transient Occupancy Tax established by the Board of Supervisors,

Section Four: The Housing Division under the Department of Economic Development,

Section Five: Department of Economic Development General Fund allocation,

Section Six: The Workforce Development Board and the Office of Employment & Training,

Section Seven: A re‐cap of the past year’s performance, and

Section Eight: A snap shot of economic indicators to track the health of Monterey County economy.

Section One: Strategic Initiatives

The Board of Supervisors (BOS) adopted five Strategic Initiatives in 2014 and the Economic Development Initiative is listed along with the key objective and milestones that outline a direction for the Economic Opportunity Committee and the Economic Development Department.

Policy area:

“Enhance the well‐being and prosperity of Monterey County Residents”

Countywide Key Objective:

Create better paying jobs, reduce poverty and increase the revenue base through business expansion while adding to the economic vitality of the County.

“Through collaboration, strengthen economic development to ensure a diversified and healthy economy”

Milestones:

1. Develop a Countywide economic development strategy including specific action items for Monterey County to support and facilitate opportunity in the following economic pillars: Agriculture; Tourism; Research, Education and Technology; and Small Business.

2. Continue to support the workforce strategy that creates paths of economic opportunity for residents.

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3. Align with strategic partners, public and private, in order to strengthen economic development efforts.

4. Evaluate return on investment of County funds expended on economic development efforts.

5. Enter into a Memorandum of Understanding (MOU) between the County and Cities to partner with each City to allow the County to lead business retention, expansion and attraction.

6. Develop in collaboration with Information Technology Department and Resource Management Agency Public Works, a Broadband Policy to expand conduit and fiber resources in the County.

7. Develop and promote Monterey County as a destination for eco‐recreation and wellness.

8. Develop an implementation plan for a multi‐department countywide economic development strategy.

9. Participate in the City of Salinas/Civic Center Downtown Revitalization Plan to monitor the City’s activity and review opportunities for collaboration on providing parking and street improvements around the County Campus.

10. Provide support to a diversified collective impact model for the CSUMB adopted “cradle to career model” and work to integrate the model into a countywide development strategy.

11. Support the Central Coast Broadband Consortium for broadband service throughout Monterey County in order to support business expansion and attraction.

12. Track progress towards agricultural research about the presence (or absence) and transmission of organisms affecting food safety and crop production, encourage growers to comply with all regulatory laws, and prevent large‐scale losses to production through disease, insects, pests, and other causes.

13. Encourage and increase revenue generating events at County Parks.

Success Indicators adopted by the Economic Opportunity Committee:

1. Gross Agricultural Production Value = $4.84 Billion

2. Median Household Income = $42,000

3. Transient Occupancy Tax collected (TOT) = $22.8 million

4. Total of Monterey County Agriculture Sector Employment Effected = 54,100

5. Private sector jobs = 187,400

6. Unemployment = 6.2%

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Section Two: Economic Opportunity Committee (EOC) Priorities Economic Opportunity Committee Strategic Priorities

The committee worked with SRI International to narrow the “opportunity” areas to four major pillars of our economy and learned through the process how interconnected each pillar is to one another.

Agriculture: Ag‐technology: Leveraging the capabilities of universities and research institutes to expand and enhance the global competitiveness of the Monterey County agricultural sector.

Education: Higher Educational and Training Opportunities: Address the critical knowledge worker and skill gap shortage by providing exemplary educational and training opportunities which expand existing, emerging and future regional economic opportunities.

Military & Research: “Blue Economy” research & development: Applying the knowledge and expertise of the marine research community to inform local industry activities, generate new technologies for commercialization, and enable Monterey County to become a test‐bed for innovative new policies and practices in marine environmental management. Support our military training and education centers through partnerships with higher education already located in Monterey County.

Tourism: Eco‐recreation and wellness: Emphasizing both the natural beauty and major agricultural capabilities (vegetables and wine) of the County in developing new offerings in tourism and recreation for County visitors.

Committee Recommendations:

1. Establish a budget directed by the Economic Opportunity Committee, 2. Establish a Task Force or sub‐committee for each of the four Opportunity areas, 3. Establish an annual budget to support the Development Set‐Aside projects, 4. Link our strategic partners to each of the four Opportunity areas to “create leverage”, 5. Provide membership funds to join and collaborate with strategic partners on implementation, 6. Provide funding for research, marketing, printing and travel for each of the four sectors, 7. Provide funding for grant preparation, management and implementation, 8. Provide staffing and oversight for the Comprehensive Economic Development Strategy (CEDS), 9. Integrate the SRI Strategic Plan into the EDA ‐ CEDS plan and projects over the next five years.

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Section Three: Development Set‐Aside Agencies

The Development Set‐Aside (DSA) Unit provides funding to support and promote economic development through tourism promotion, filmmaking, and cultural arts programs that strengthen and broaden the County's economic base, increase revenue, and the creation and retention of jobs. These efforts are undertaken in collaboration with the Monterey County Economic Opportunity Committee's designated five economic pillars: 1) Agriculture, 2) Tourism, 3) Research, 4) Education, and 5) Military Support.

Monterey County Board of Supervisors’ receives recommendations made by the appointed advisory committee named, Economic Opportunity Committee (EOC), on how to direct investment of the Transient Occupancy Tax (TOT) dollars received each year from tourism spending in the unincorporated area of Monterey County. The Development Set Aside partners represent the largest expenditure allocation for economic development and yields over $21 million in TOT dollars collected and 23,000 jobs in Monterey County with an economic benefit or annual Return on Investment (ROI).

Direct Partner Organization Leverage ROI Ratio Investment Monterey County CVB contribution* $1,192,924.00 $21,000,000.00 1:17 Monterey County Arts Council $393,648.90 $500,000.00 1:2 Monterey County Film Commission $188,871.95 $1,000,000.00 1:6 Monterey County Business Council/PTAC $87,210.00 $4,000,000.00 1:45 Monterey County Vintners & Growers $100,000.00 $100,000.00 1:1 Association Monterey Bay Economic Partnership $10,000.00 $150,000.00 1:15 Monterey County Small Business $5,000.00 $200,000.00 1:4 Development Center Total 1,977,654 26,950,000 1:13

(*) Footnote: The Monterey County Convention & Visitors Bureau receives approximately $1.2 million of County TOT funding that is combined with another $4.5 million for a total CVB budget of $6.5 million dollars that is then used generate $73,000,000 in sales and economic impact.

ROI is the amount invested for each dollar in funding provided to a program operator how many dollars will the program typically return back to the County of Monterey in the form of sales tax, payroll dollars or Transient Occupancy Tax dollars. The overall ROI is for $1 dollar invested is $13 in return, or a ratio of 1:13.

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Section Four: Housing Division

The Housing Division includes four major program areas; 1) The Inclusionary Housing Program mandated by County Ordinance; 2) The HOME, First Time Home Buyer (FTHB) and Down Payment Assistance (DPA) Program; 3) Community Development Block Grant or CDBG Urban County funds; and 4) Housing Successor Agency of the former redevelopment agency (note, we still have redevelopment districts that don’t expire until 2023). Total outstanding funds are currently $13,209,000 for a total of 150 loans in the following four areas:

1. Inclusionary Housing Program The Inclusionary Housing Program was established through an Ordinance adopted by the Board of Supervisors in FY 1979‐80. The Ordinance has been amended several times, most recently in 2011. The purpose of the Inclusionary Housing Fund is to facilitate development of housing for low and moderate income residents of Monterey County. The Fund is capitalized through payment of in‐lieu fees by developers of subdivision projects and repayment of project loans made from inclusionary funds. Monies from the funds are distributed to eligible for‐profit and non‐profit developers to assist with the cost of providing affordable housing to households earning less than 120% of the County median income.  227 owner occupied Inclusionary Housing units with 7 current HOME loans.  405 inclusionary rental units.  Prevented the loss of four (4) inclusionary homes from default, or a bankruptcy sale, in the last three years.  Purchased one (1) home to prevent loss from bankruptcy and resold the home within in 120 days of purchase.  Redevelopment debt or Successor Agency loans representing $5.4 million in debt to service.

2. HOME Loan Program The Home Grant Loan Program includes funds from the following agencies – HOME/CDBG/NSP  $13,209,000 in Principle Balance with a total of 150 loans.  $5,238,000 with South County Housing (Eden Management Company assumed 5 loans),  Interim Housing – one loan for $530,000,  Housing Authority ‐ $1,457,000 for four (4 ) loans,  $978,000 Principal Balance for 29 Sweat Equity Loans.

3. Community Development Block Grant (CDBG) Urban County Administered annually with 14 to 117 activities funded annually serving low/moderate income population and community facilities.

4. Housing Successor Agency  $6,962,000 Principal Balance for 12 loans, o CHISPA ‐ $2,300,000 – 1 loans, o Mid‐Peninsula Housing ‐ $2,509,000 – 2 loans, o South County Housing (Eden Management Company) ‐ $1,852,000 – 4 loans. Two Redevelopment Areas still have projects until 2023.  Boronda Redevelopment Area has $521,000 and Castroville/Pajaro has $6,400,000.

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Section Five: Economic Development Department Budget

Summary of Recommendation The Fiscal Year (FY) 2015‐16 Recommended Budget for Economic Development Department (EDD) was $22,005,176. Anticipated Revenue of $17,561,356, equal to a reduction of $186,420 from the previous FY 2014‐15 Adopted Budget.

The General Fund Contribution increased by $421,919, which included $172,865 for the Development Set‐Aside program, $227,139 for the Housing and Economic Development Administration and a $21,915 change in the Cluster Loan program.

Of the total $22,005,176 budgeted funds, $20,782,723 were restricted funds to be utilized for specific grants programs, leaving approximately $1,222,543 for administration supplied by the General Fund for staff.

Economic Development, Housing and Administration are allocated $1,222,543 to fund 3 housing staff, 2 economic development staff and 3 administrative staff for a total of 8 staff. Salaries were $1.1 million and the balance is temp staff, professional service etc. The Economic Opportunity Committee made a special request for funding last year of $200,000 the General Fund Budget for a one time allocation.

HdL Consulting medical marijuana (returned to GF) $64,000 Master Card Car Week Analysis expenditures for FY 2015 $20,000 Web Site upgrade + marketing materials (pop ups) $15,000 Dover Kohl Grant Award to Marina (returned to GF) $10,000 IMPLAN ‐ economic impact analysis $10,000 Monterey Bay Economic Partnership $10,000 Costar ‐ real estate data base $ 7,200 Central Coast Marketing Team (CCMT) $ 2,500 California Local Economic Development ( CALED) $ 7,200 International Economic Development Council (IEDC) $ 6,500 Professional Service (contract staff housing) $48,000 $220,400

The Economic Opportunity Committee made a special request for funding this year of $100,000 from the Transient Occupancy Tax portion of the General Fund Budget and received a one year allocation of $100,000 of which $25,000 is allocated to City of Salinas to complete a Farm Worker Housing Study in the Salinas Valley and portions of Santa Cruz County. Of the $75,000 remaining the bulk of the funds will be used to continue what was started the previous year to implement the SRI Strategic Plan for Monterey County.

Professional Consulting ‐ (Farm Worker Housing Study, City of Salinas) $25,000 IMPLAN ‐ economic impact analysis $10,000 Monterey Bay Economic partnership $10,000 Costar ‐ real estate data base $ 7,200 Central Coast Marketing Team (CCMT) $ 2,500 California Local Economic Development ( CALED) $ 7,200 International Economic Development Council (IEDC) $ 6,500 $68,400

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Section Six: Workforce Development Board

A division of the Monterey County Economic Development Department, the Monterey County Workforce Development Board (WDB) was established through the Workforce Investment Act (WIA) in 1998, which was superseded by the Workforce Innovation and Opportunity Act (WIOA) on July 22, 2014. The Monterey County WDB is responsible for providing strategic planning, both at the local level and for the region, workforce research and regional labor market analysis, analysis of the economic conditions in the region, and assisting the Governor in developing the statewide workforce and labor market information system.

WIOA is a federally funded program designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy.

Total federal source of funds for the year was approximately $7,505,644 with $6,466,953 received as an intergovernmental transfer to the Workforce Development Board and the balance of funds received by grant application for special programs.

The WDB oversees all WIOA Adult, Dislocated Worker, Youth, Business Services and Rapid Response Programs that operate under the WDB system in collaboration with other community partners, to include the primary WIOA service provider, Office for Employment Training, a division of the Monterey County Economic Development Department.

Funding is received to support businesses as well as job seekers. The Business Services Team works with Business to understand their needs so job seekers can be trained to meet those business needs.

The Workforce Development Board Business Services Team business provides outreach and services to the business community through Rapid Response activities; On‐the‐Job training activities; and Recruitment events.

Below is a summary of the number of businesses supported and the services provided for the Program Year July 1, 2015 through June 30, 2016:

 A total of 1,355 employers were served.  A total of 570 applicants (average of 47 per month) were pre‐screened prior to referral to local employers for placement.  Of the total employers served, 232 job openings were posted online in the Cal JOBS system.  A total of 568 participants were referred to area employers hiring with 78 job seekers hired.  A total of 108 job fairs and custom recruiting events have been hosted by the Business Services Team.  A total of 78 candidates were reported hired from the 108 job fairs and recruitment event hosted.  A total of 8 Rapid Response and Layoff Aversion orientations were offered.  Thirteen (13) candidates were enrolled in On‐the‐Job Training.

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ADULT & DISLOCATED WORKER Programs

The Monterey County Workforce Innovation and Opportunity Act (WIOA) Adult and Dislocated Worker programs are designed to increase the employment, retention, earnings and occupational skill attainment of participants. Individuals may receive assistance through job referrals and labor market information or specialized employment services such as career assessment and job search assistance. Job training opportunities are also available for selected individuals who are in need of occupational training to gain the skills necessary to obtain productive, self‐sustaining employment.

The following outlines the WIOA Adult and Dislocated Worker Programs enrollment outcomes for Program Year 2015‐16:

 429 Total Adults enrolled  167 Total Dislocated Workers enrolled  263 Customers received training  $637,039 Total funds spent on training (not including leveraged resources)  204 Total number of individuals who entered employment  $14.14 Avg. wage of Adults who entered employment 61%  $17.66 Avg. wage of Dislocated Workers who entered employment 76%

YOUTH Program

The Monterey County WIOA Youth program has a reputation of excellence, with an objective of increasing the long‐term employability of young people between the ages of 14‐24 by means of education and training programs. Youth who meet income and program requirements are eligible to participate in the WIOA Youth program. The year‐round youth program emphasizes attainment of basic skills competencies, enhances opportunities for academic and occupational training, and provides exposure to the job market and employment.

The following outlines the WIOA Youth Program enrollment outcomes for Program Year 2015‐16:

 217 Total Youth enrolled  87 Participated in the Youth Work Experience and Training  60 Placed into employment or education  26 Attained a degree or industry recognized certificate  69% Out‐of‐School Youth enrollments

In addition to the WIA Adult, Dislocated Worker and Youth primary programs, the Monterey County WDB has a strong history of raising revenues that help to maintain service levels by applying for competitive and discretionary grants throughout the year. In program year 2015‐16, Monterey County WDB received funding totaling $1,620,642 to support the following special grants and projects:

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AB 109 Public Safety Realignment Act

The Monterey County Probation Department, the lead agency for the implementation of the AB 109 Public Safety Realignment Act special project, collaborated with the Department of Social Services and the Office for Employment Training to provide services for up to 65 individuals to include ongoing personal, educational and career counseling, assessment of workforce skills and abilities and to develop service strategies that encompass appropriate training, and placement in subsidized employment opportunities. To support this effort, the WIB received $389,361 in AB 109 Public Safety Realignment Act funds to serve more than 65 individuals with training, work experience, on‐the‐job training and supportive services.

Silver Star Program

The Silver Star program is a long‐time collaborative effort with the Probation Department and other community‐based organizations with a primary purpose to provide prevention services for youth and their families. The program’s mission is to utilize a multi‐agency collaborative of prevention and early intervention services to prevent and reduce gang association, membership and activities among youth ages 16 to 21 in Monterey County. The Office for Employment Training staff provides job preparation and job placement, work experience, and gang outreach and intervention support under this program. This year, the WDB received $250,000 to support this collaborative effort.

From July 2015 through June 2016, 102 individuals were referred to the Silver Star Program to receive services and 39 were enrolled and placed into work experience.

Proposition 39 – Pre‐Apprenticeship

In 2016, Santa Cruz County WIB received funding for the implementation of the Proposition 39 Pre‐ Apprenticeship Support, Training and Placement special project. Monterey WDB is partnering with the Santa Cruz and San Benito WDB partners to implement a program to fill critical workforce skills gaps by creating opportunities for job seekers to earn industry‐valued credentials and enter into the apprenticeship or direct employment in the energy efficiency or construction sector. Implementation funding for this stage of the grant is $400,000. The goal of the three counties is to serve 55+ individuals with the MC3 Trades Council curriculum.

DOL Workforce Innovation Grant

The Workforce Innovation Grant through the Department of Labor, titled Youth Ambassadors for Peace, provides opportunities to vulnerable youth, who are hard to serve. This is an intensive, relationship‐ oriented, hands‐on leadership and career preparation experience for young adults in our community. Monterey WDB is partnering with Community Based Organizations or CBO’s, non‐profits, and Probation to identify those youth who need support the most. Through a multi‐disciplinary case management, youth are provided assessments, goal setting, connection to resources, and support in navigating the complex maze of programs and services our community has in support of their success. Implementation funding for this stage of the grant is $511,281 with the goal of enrolling up to 120 youth in an 18‐month experience leading to a strong career path.

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Section Six: Performance

Year End Performance

1. Company Locations: FY 2015‐2016 ended on a high note with Turatti North America and Doug Scott Winery both locating in Salinas, with assistance provide by Andy Myrick of Salinas and Josh Metz of FORA, 2. Small Business and Micro Loans: One new loan to “Leaf and Water” located on the Monterey Wharf. A total of $978,400 has been loaned to date with only two loans currently in default leaving a remaining balance of approximately $497,000 in the Revolving Loan Fund (RLF), 3. Cluster Loan Program: Two cluster loans were repaid for $25,000 each to close out the program, 4. Development Set Aside Partners were allocated approximately $2,005,359 in FY 2015‐16, 5. The Film Commission produced over $1 million in net new film activity, 6. The Arts Commission leveraged approximately $900,000 in Arts programs and grants, 7. The Convention & Visitors Bureau earned $44 million in media attention and booked Group sales were 291 totaling 72,699 individual room nights as reported for April 30, 2016. The Monterey Visitors Center produced another 30,000 plus rooms nights booked through walk‐ins, 8. Workforce: A total of 1,355 employers were served FY 2015‐16, 9. Adult Dislocated Workers had 429 individuals enrolled FY 2015‐16, 10. Youth had 217 individuals enrolled FY 2015‐16, 11. AB 109 Probation Department program had 65 enrolled participants, 12. Silver Star Program had 102 enrolled, 13. Proposition 39 received $400,000 in funding for Santa Cruz, San Benito and Monterey County, 14. Department of Labor (DOL) grant received $511,281 with a goal to enroll 120 youth.

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Section Eight: Economic Indicators

Economic Development Department tracks certain Economic Indicators that measure the health of the economy for Monterey County. Typical indicators are the unemployment rate, sales tax, property tax and Transient Occupancy Tax. The dashboard provided below is from the California Center for Jobs and the Economy, a legislative supported committee, designed to help gauge California's current economic health and performance. The Economic Development Department is using a third party provider to track this type of data as reliable source of public data to measure the health of Monterey County’s economy and to provide a bench mark for future years to come.

Snap Shot as of June 2016, California Center for Jobs and the Economy

Economic indicators are available for the state and for regions, counties, and legislative districts. Data is available and may be viewed on the Monterey County website under Economic Development; http://www.co.monterey.ca.us/government/departments‐a‐h/economic‐development#widget_1917_6712_4800

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ECONOMIC OPPORTUNITY COMMITTEE

MEETING: September 14, 2016 AGENDA NO.: 4 SUBJECT: Receive and file a report prepared by MasterCard Advisors for Monterey Peninsula Car Week 2015. DEPARTMENT: Economic Development Department

RECOMMENDATION: Receive and file a report prepared by MasterCard Advisors for Monterey County Car Week 2015.

SUMMARY/DISCUSSION: The Economic Opportunity Committee approved the expenditure to have MasterCard Advisors prepare a pre and post event analysis of credit card expenditures for Monterey Peninsula Car Week, August 10 through August 16, 2015. The report analyzed expenditures, three (3) weeks prior to the event week, during the seven (7) days of the event week, and three (3) weeks following the event.

Spending patterns were an impressive average of $36.5 million per week during the period analyzed. The highest category of spending was for lodging followed closely by food and beverage sectors. Most notable the highest spending was the week prior to the seven day period of Car Week. This could be due to pre-purchase or recording of credit card transactions.

OTHER AGENCY INVOLVEMENT: Assistance and review of this report was aided by the Monterey County Convention and Visitors Bureau.

FINANCING: The cost associated with this report was approximately $20,000 as allocated and approved by the Economic Opportunity Committee.

Prepared by:

David L. Spaur David L. Spaur, CEcD, EDFP Director of Economic Development

Attachment

MASTERCARD ADVISORS MONTEREY COUNTY CAR WEEK 2015 PRE & POST EVENT SPEND ANALYSIS JULY 26, 2016

Michael Yu Managing Consultant

Taylor Goldaper Associate Analyst

• MasterCard has invested heavily in developing data solutions that leverage transactional data to benefit our customers, and as such, MasterCard Advisors’ focus on the unique value of transaction data helps derive insights and develop strategies and tactics for our clients.

• Differentiation starts with consumer insights from a massive worldwide payments network combined with expertise in data cleansing, analytics, and modeling.

Massive Warehoused • 1.9 billion cards • 10+ petabytes • Consumer and business spend • 3 year historic global view • 160 million transactions per hour • Rapid retrieval • Above-and-beyond privacy protection and Multi-Sourced security • Real time • 32+ million merchants Transformed into Actionable Insights • 22,000 issuers • Reports, indexes, benchmarks • Behavioral variables Cleansed, Aggregated, Augmented • Models, scores, forecasting • Anonymous • Econometrics • 700,000 automated rules • Continuously tested

Data in this report does not represent MasterCard financial performance. This report is provided by MasterCard Advisors, the professional services arm of MasterCard International Incorporated. This report may not be accessed, downloaded, copied, modified, distributed, used or published in any form or media, except as authorized by MasterCard. The content of this report is intended solely as a research tool and informational purposes and not as investment advice or recommendation for any particular action. This report and its contents are provide on an “as-is” basis to authorized users, who review and use this information at their own risk.

• For initial pilot, Monterey County selected six sectors for spend analysis: 1) Food & Beverage, 2) Rental Cars, 3) Retail, 4) Entertainment, 5) Wineries and 6) Lodging to better understand impact of tourism.

• Average weekly spending was approximately $36.54 million across these six sectors during the 7-week observation period.

– Lodging was the largest sector ($14.05 million weekly avg.)

– Food & Beverage was the second largest sector ($13.14 million weekly avg.)

• Most notably, overall spending in the Lodging and Food & Beverage sectors reached a peak in the week immediately prior to Monterey Car Week. This may have been due to other banner events that occurred in the week prior to Monterey Car Week, such as the Rolex Grand Am at Laguna Seca.

• Additionally, the week definition for this analysis was Sat to Fri, which may have resulted in Friday evening spending being captured as the week prior. Visitors may have potentially arrived Friday evening and spent significantly for their first night out.

• Spend patterns and behavior suggest that Monterey County visitors are staying approximately 1-2 days, as evidenced by their Lodging transactions and Food & Beverage transactions.

• Monterey County should consider other events happening around this time period and comparing year-over-year spending on Car Week in order to determine multi-year trends.

©2016 MasterCard - No reproduction or sharing without express written consent of MasterCard Monterey County engaged MasterCard Advisors to improve its 4 understanding of tourism-related spend around Car Week

Context and Purpose

• One of the main revenue sources for Monterey County is overnight tourism, especially for big events, such as the Monterey County Car Week.

• The Monterey County Economic Development Department uses economic models to predict revenue during marquee events, however, the Department would like to better understand spend behavior on the weeks directly prior to and following major events, like Car Week.

• In addition, Monterey County would like to gather spend data from a trusted source to refine the economic modeling that is currently being done.

The Monterey County Economic Department Organization engaged MasterCard Advisors to answer the following questions:

• How much do tourists spend before, during and after an event like Car Week? • What is spend like for specific categories?

Report is based on MasterCard’s anonymized cardholder data, reported in Overview aggregate. Market Monterey County, California • Pre-Event Period: 3 weeks prior Time Period for • Event Period: 7 day event, Aug 10, 2015 to Aug 16, 2015 Analysis • Post-Event Period: 3 weeks following • Average scaled spend ($) • Average number of transactions per card per week (#) • Average spend per card per week ($) Metrics Note: “Scaled Spend” is a calculation of overall spend in the market based MasterCard transactional data and a proprietary methodology. Product Types Consumer and Corporate Card-Issuing Globally issued MasterCard cards Countries • Lodging • Rental Cars • Food & Beverage (Restaurants) Industries Analyzed • Entertainment / Attractions • Retail • Wineries • All analysis is subject to applicable Data Usage and Privacy laws and Disclaimers Benchmarking Requirements

Weekly Metrics Week -3 Week -2 Week -1 Week 0 Week 1 Week 2 Week 3 Scaled Spend ($) 15,386,797.64 16,259,821.99 16,542,668.33 14,097,599.81 11,574,423.61 11,139,965.46 13,381,484.49 Avg. Spend Per Card 336.53 371.77 412.61 375.70 296.96 300.25 313.66 Avg. Txn. Per Card 1.12 1.10 1.11 1.08 1.09 1.08 1.10

Scaled Spend Avg. Spend Per Card Avg. Txn. Per Card

18,000,000.00 450.00 $412.61 1.13 $16.54MM 2 1.12 16,000,000.00 400.00 1.12 14,000,000.00 1 350.00 1.11 12,000,000.00 300.00 $296.96 1.10 10,000,000.00 $11.14MM 250.00 1.09 8,000,000.00 200.00 1.08 6,000,000.00 150.00 3 1.08 4,000,000.00 7-Week Avg. 100.00 7-Week Avg. 1.07 7-Week Avg. 2,000,000.00 $14.05MM 50.00 $344.20 1.06 1.10 - - 1.05 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3

Key Insights

1• Overall spend in Lodging peaked at Week -2 2• Avg. spend per card was relatively high during Car Week • Monterey County should consider other events that may be occurring • Cardholders were spending more in the week prior to, and the week in Week -2 that may be drawing more visitors. of Car Week. • Additionally, the lodging sector may also see cardholders pre-paying 3• No. of transactions per card was at its lowest during Car Week for their stay, and may have resulted in higher spend the week prior • With overall spending still relatively high during Car Week, but to Car Week as visitors arranged their stays ahead of their visit. number of transactions low, this indicates that visitors were staying in • Avg. per night cost of a hotel stay in California is ~$150*. Assuming one location and not changing accommodations or incurring multiple this per-night cost, the spend data shows that Monterey County charges during Car Week. visitors are generally staying ~2 nights per visit.

Source: MasterCard aggregate transactional data, Hotels.com Hotel Price Index (HPI) 2014

Weekly Metrics Week -3 Week -2 Week -1 Week 0 Week 1 Week 2 Week 3 Scaled Spend ($) 13,554,636.99 13,892,313.15 14,677,173.01 13,171,636.44 11,855,757.41 11,892,980.23 12,944,284.49 Avg. Spend Per Card 76.17 77.54 81.87 74.71 72.30 74.50 73.15 Avg. Txn. Per Card 1.94 1.96 1.97 1.98 2.00 2.03 1.92

Scaled Spend Avg. Spend Per Card Avg. Txn. Per Card

16,000,000.00 84.00 2.04 $14.68MM $81.87 2.03 14,000,000.00 82.00 2.02 2.00 3 12,000,000.00 80.00 1.98 1 $11.86MM 78.00 2 10,000,000.00 1.96 76.00 8,000,000.00 1.94 74.00 6,000,000.00 1.92 72.00 $72.30 1.90 1.92 4,000,000.00 7-Week Avg. 70.00 7-Week Avg. 1.88 7-Week Avg. 2,000,000.00 $13.14MM 68.00 $75.80 1.86 1.97 - 66.00 1.84 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3

Key Insights

1• Overall spending peaked one week prior to Car Week 3• No. of transactions trended upward throughout Car Week • Food & Beverage spending may have peaked in the prior week due • Average number of transactions rose throughout Car Week, peaking to other events that occurred, such as the Rolex sponsored events at two weeks afterward at the maximum over the observed 7 week Laguna Seca Raceway. period. 2• Avg. spend per card peaked one week prior to Car Week • However, while there was an observable increase, it was minor. • Avg. spend per card was $75.80. • Average spending during car week was lower than the overall average, and may be due to the fact that visitors are attending catered events and not spending outside of those events (hypothesis). Source: MasterCard aggregate transactional data.

Weekly Metrics Week -3 Week -2 Week -1 Week 0 Week 1 Week 2 Week 3 Scaled Spend ($) 5,652,474.86 5,871,768.24 5,761,800.60 5,799,801.76 5,275,508.33 5,283,988.56 5,075,322.08 Avg. Spend Per Card 68.46 72.30 73.74 74.80 69.05 71.08 66.74 Avg. Txn. Per Card 1.21 1.22 1.21 1.18 1.23 1.17 1.23

Scaled Spend Avg. Spend Per Card Avg. Txn. Per Card

6,000,000.00 76.00 $73.74 1.24 $5.87MM 1.23 5,800,000.00 1 74.00 1.22 5,600,000.00 72.00 2 1.20 5,400,000.00 70.00 1.18 5,200,000.00 $5.08MM 68.00 3 1.16 1.17 5,000,000.00 66.00 66.74 7-Week Avg. 7-Week Avg. 7-Week Avg. 1.14 4,800,000.00 $5.53MM 64.00 $70.90 1.21 4,600,000.00 62.00 1.12 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3

Key Insights

1• Spending peaked one week prior to Car Week 3• No. of transactions per card was lower than the 7-week average • Overall spending was high and above the 7-week average prior to • With overall spend being so high, this indicates that cardholders are Car Week. Spending during car week was higher than the 7-week making fewer transactions during Car Week, but spending more per average as well. transaction – as evidenced by (3). 2• Avg. spend per card was the highest during Car Week • While cardholders made fewer transactions, they spent more overall – peaking nearly at $75 on average for that week.

Source: MasterCard aggregate transactional data.

Weekly Metrics Week -3 Week -2 Week -1 Week 0 Week 1 Week 2 Week 3 Scaled Spend ($) 2,958,155.23 2,753,640.14 2,840,720.32 3,387,434.77 3,224,207.41 3,149,444.40 2,482,496.90 Avg. Spend Per Card 215.07 199.59 218.13 272.81 270.98 307.40 217.80 Avg. Txn. Per Card 1.37 1.36 1.35 1.33 1.32 1.34 1.37

Scaled Spend Avg. Spend Per Card Avg. Txn. Per Card

4,000,000.00 350.00 1.38 $3.39MM $307.40 3,500,000.00 300.00 2 1.37 1.37 3 3,000,000.00 250.00 1.36 2,500,000.00 1.35 1 $2.48MM 200.00 2,000,000.00 $199.59 1.34 150.00 1,500,000.00 1.33 1.32 100.00 1,000,000.00 7-Week Avg. 7-Week Avg. 1.32 7-Week Avg. 500,000.00 $2.97MM 50.00 $240.30 1.31 1.35 - - 1.30 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3

Key Insights

1• Overall spending peaked during Car Week 3• Fewer transactions were made per card during Car Week • Spending in the Entertainment sector was at its peak during Car • Cardholders made fewer number of transactions during Car Week, Week. and it continued to slump into the week following. • This indicates a healthy amount of spending for entertainment and attractions within the Monterey County area. 2• Avg. spending per card was relatively high during Car Week • Cardholders spending in the Entertainment sector was high during Car Week and came out higher than the overall average in the observed 7-week period.

Source: MasterCard aggregate transactional data.

Weekly Metrics Week -3 Week -2 Week -1 Week 0 Week 1 Week 2 Week 3 Scaled Spend ($) 853,319.63 934,534.03 791,544.49 1,121,779.77 668,599.17 721,026.34 612,144.49 Avg. Spend Per Card 232.14 239.17 236.81 275.66 197.01 207.10 190.52 Avg. Txn. Per Card 1.07 1.05 1.02 1.04 1.04 1.06 1.04

Scaled Spend Avg. Spend Per Card Avg. Txn. Per Card

1,200,000.00 300.00 1.08 2 $275.66 $1.12MM 1 1.07 1.07 1,000,000.00 250.00 1.06 800,000.00 200.00 1.05 $190.52 600,000.00 150.00 1.04 $0.61MM 1.03 400,000.00 100.00 3 7-Week Avg. 1.02 1.02 7-Week Avg. 200,000.00 50.00 7-Week Avg. $814,701 $227.40 1.01 1.05 - - 1.00 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3

Key Insights

1• Overall spending in Rental Cars peaked on Car Week 3• Avg. transactions per card was below the 7-week average • Not surprisingly, overall spending in Rental Cars peaked on Car • Number of transactions per card dipped below the 7-week average Week, and may be due to the fact that visitors from the region were during Car Week. arriving for Car Week events. 2• Avg. spend per card peaked during Car Week • While the number of transactions may have slumped, the amount of spend per card peaked, which is in line with the overall spending trend.

Source: MasterCard aggregate transactional data.

Weekly Metrics Week -3 Week -2 Week -1 Week 0 Week 1 Week 2 Week 3 Scaled Spend ($) 30,816.62 46,281.94 19,381.06 20,076.71 25,057.82 20,355.65 18,083.24 Avg. Spend Per Card 85.45 107.49 73.44 96.37 77.32 91.60 62.00 Avg. Txn. Per Card 1.06 1.02 1.04 1.09 1.04 1.02 1.10

Scaled Spend Avg. Spend Per Card Avg. Txn. Per Card

50,000.00 $46.28k 120.00 1.12 45,000.00 $107.49 2 1.10 3 1.10 40,000.00 100.00 35,000.00 1.08 1 80.00 30,000.00 1.06 25,000.00 60.00 $62.00 20,000.00 $18.08k 1.04 40.00 15,000.00 1.02 10,000.00 7-Week Avg. 7-Week Avg. 1.02 7-Week Avg. 20.00 1.00 5,000.00 $25,722 $85.90 1.05 - - 0.98 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3 Wk -3 Wk -2 Wk -1 Wk 0 Wk 1 Wk 2 Wk 3

Key Insights

1• Peak spending in Wineries occurred in Week -2 3• No. of transactions per card was high during Car Week • Cardholders did not seem to spend on Wineries during or around Car • On average, cardholders made a high number of transactions in Week. Wineries during Car Week, but this was a small increase. • With spending peaking in Week -2, Monterey County should confirm whether there were any other associated promotions for Wineries Note: Overall spending in Wineries was very low, compared to the other during that time. sectors. This may be due to the fuzzy definition of “Winery”. 2• Spend per card fluctuated, with the average at ~$85 • Cardholder spend fluctuated during the observed 7-week period. • The peak spending per card occurred in Week -2, in alignment with

overall spend (1). Source: MasterCard aggregate transactional data.

©2016 MasterCard - No reproduction or sharing without express written consent of MasterCard The scope of this pilot provided high-level insights into C of M 12 tourism, but additional analysis could augment initial findings

Potential Considerations

Observation Implications / Considerations

• Our analysis indicates lodging spend is higher during the • Additional analysis could explain how far tourists are week before Car Week; this could be due to hotels booking into the future; and how much timing plays a requiring payment prior to check-in, or that deposits are factor into card charges charged in advance. • Food & Beverage spending is higher the week prior to Car • Additional research to corroborate how restaurants Week; this could be due to increased number of food and/or caterers are setting up food tents/pavilions tents/pavilions that do not require card transactions. could explain the magnitude of F&B spend • Retail avg. spend per card peaks during Car Week, but • Expanding retail spend through the whole summer total spend is slightly higher two weeks prior. The CW could verify whether spend is consistent and what visitor could be seen as more “valuable” because of the other marquee events attract this “valuable” visitor. larger amount of spend capacity. • Entertainment peaks during Car Week, and avg. spend per • Detailed customer segments and behavior could verify card escalates even higher two weeks post-CW indicating what type of events are attractive to the “valuable” an appetite for this sector that approaches Labor Day Monterey visitor. Weekend. • Rental car sector peaks during Car Week, and seems to • Analysis on air travel visitors and zip code analysis validate the higher number of out-of-town visitors during could provide insights into where visitors are coming CW. Winery sector shows peak spend two weeks prior. from, allowing Monterey to better target their marketing campaigns.

Contact

Michael Yu Managing Consultant [email protected]

Taylor Goldaper Associate Analyst [email protected]

DEPARTMENT OF FORESTRY AND FIRE PROTECTION Website: www.fire.ca.gov

August 29, 2016

To our Lodging Partners within the Monterey Bay Area,

The CAL FIRE Soberanes Incident Accommodations Unit would like to express our sincere gratitude for all the hard work and long hours our lodging partners have endured over the past several weeks during the Soberanes Incident. During our time of need for adequate rest, our lodging partners endured the economic impact of meeting the State per diem and provided rooms during the challenging week of the Annual Concourse D’elegance in Monterey, Carmel, Carmel by the Sea, Carmel Valley, Salinas, Soledad, and King City areas. Without all of this support, we would not be able to accomplish the monumental task of protecting the lives and property of the citizens that we serve.

We would like to thank the following lodging facilities that came to our aid during our time of need at the Soberanes Incident in Monterey County:

• Fernwood Resort – Big Sur • Big Sur River Inn – Big Sur • Ventana Inn and Spa – Big Sur • Big Sur Lodge – Big Sur • Glen Oaks Big Sur – Big Sur • Carmel Valley Inn and Suites – Carmel • Quail Lodge & Golf Club – Carmel • Carmel Mission Inn – Carmel by the Sea • Blue Sky Lodge – Carmel Valley • Contenta Inn – Carmel Valley • Los Laureles Lodge – Carmel Valley • Quality Inn Monterey Beach Dunes – Marina • Best Western Beach Dunes Inn – Marina • Comfort Inn – Marina • Holiday Inn – Marina • Ramada Inn – Marina • Bay Park – Monterey • Monterey Tides – Monterey • Hyatt Regency – Monterey • Hotel Abrego – Monterey • Hilton Garden Inn – Monterey • Portola Hotel and Spa – Monterey • Monterey Bay Property Management – Monterey • Asilomar Conference Center – Pacific Grove • Quality Inn Salinas – Salinas • Courtyard by Marriott – Salinas • Laurel Inn – Salinas • Residence Inn – Salinas • Motel 6 – Salinas • Holiday Inn Express and Suites – Salinas • Hampton Inn and Suites – Salinas • Super 8 – Salinas • Comfort Inn and Suites – Salinas • Monterey Tides – Seaside • Embassy Suites – Seaside • Valley Harvest Inn – Soledad • Quality Inn – King City • Keefer’s Inn – King City

Once again, CAL FIRE would like to thank all the above lodging facilities of who came to our aid and provided beds for emergency personnel to get the much needed rest to fight the Soberanes Incident.

CAL FIRE - SOBERANES ACCOMMODATIONS

“The Department of Forestry and Fire Protection serves and safeguards the people and protects the property and resources of California.”