ilaOERtf4p# %i % 4fi % UP a a *up\a\ *. I~f ~~~#4 cousll RESOLUTION No#~~e %$ OFTHE BOARBOF SUPERVISORSCF THE COUNTYCF NEVABA

A RESOLUTION APPROVING THE FINAL PRODUCTS OF AND ACCEPTING PUBLIC COMMENT ON, THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)PLANNING AND TECHNICAL ASSISTANCE GRANT # 85-PTAA-1462 ENTITLED "PHASE II PENN VALLEY WASTEWATER TREATMENT PLANT IMPROVEMENT STUDY" AND THE "WESTERN NEVADA COUNTY ECONOMIC DEVELOPMENT STUBY AND IMPLEMENTATION PLAN99

WHEREAS the County of Nevada receive a CDBG Planningand Technical Assistance Grant award in March 2006 in the amount of $YG~QOOto supportthe fundmg of PhaseII of the Penn Valley Wastewater Treatment Plant Improvement Study, and the Western Nevada County Economic Development Study and Implementation Plan; and

WHEREAS The CDBG Programrequires an open Public Hearing acceptingpubliccomment on the CDBG Planning andTechmcal Assistancegrant# 05-PTAA 1462prior to grantexpiration: WHEREAS the CDBG program requires the completedfinal productsfrom want05-PTAA- 1462 be approvedby the Board of Supervisorsof the County of Nevada priorto berg submitted to the CDBG Program for final approval; NOW THEREFORE BE RESOLVED that the Board of Supervisors, of the County of " Nevada, State of California, approves the final Phase II producttitled Penn Valley Wastewater Treatment Plant Improvement Project Feasibility Plan, Phase IA" and Western Nevada County Economic Development Study and Implementation Plan titled "Westem Nevada County Economic Development Strategy" and shall submit it to the CDBG Proyam for final approvaland satisfaction of this grant. special PASSED AND ADOPTED by the Board of Supervisors of the County of Nevada at a xoguktr meeting of said Board, held on the 18th day of December 2007 by the followingvoteof said Board: Nate Benson, Sue Horne, John Spencer, Ayes: Supervisors Hank weston & Ted S. owens. Noes: None. ATTEST: Absent: None. CATHY P\.THO SON Abstain: er e oa O u ors a By: ad C. Spen Chair

DATE COPIESSENTTO 12 20 07 cousin ARC* DOS FINAL REPORT

" WEsternNevadajaunty EGGnOmlG DevelapmgntStrategy

Nnvemher2007

Prepared for:

CountynfNevada Studypaidfurin partwithfundsfromthe CommunityDevelopmentBlackGrantProgram

Seifel E8HsUrnHEITS,

221MainStrew Suite428 $anFrantisrae& $4ies 415.sls~a?aa fas41$.slg.e?e YIYIV#seifel.eem Table of Contents

ExecutiveSummary.. 1 Economic DevelopmentAction Plan 1 Organizationand Summaryof Report Contents... 5 1. Introduction 9 2. Business AttractionStrengthsandConstraints... .~.10 2.1 BusinessAttractionStrengths ...10 2.2 Business Attraction Constraints... .~11 3. Industry andBusiness ClusterTargets... ..14 3.1 Business Attraction andExpansion Targets... ..14 3.2 Business RetentionTargets 4.18 3.3 BusinessesNot Targetedfor At~action ...2e 4. Economic DevelopmentOpportunityAreas andSites... .,.23 4.1 SitesReadyfor Development ,,,23 4.2 Siteswith SignificantInfrastruclJireConstraints .,.26 5. WorkforceTraining and Emplo~aientLinkages ...33 5.1 FormalEducationCompleted... ..,33 5.2 Current OccupationalSkills Comparedto Target Industry Requirement Skills... .,-34 5.3 Review of Workforce Training Programs ...36 6. Economic DevelopmentRolesandResponsibilities ,.~38 6.1 NevadaCounty'sEconomic DevelopmentEfforts ,,,39 6.2 GrassValley's EconomicDevelopmentEfforts .,,39

6.3 NevadaCit's Economic DevelopmentEfforts . `-40 6.4 NevadaCounty Economic Resource Council(ERC)... -,.41 6.5 SierraEconomicDevelopmentCorporation .-.41 6.6 Non-ProfitsThat Deliver Tourism PromotionServices .,.42

7. Economic DevelopmentAction Plan ,. `44 7.1 RecommendedAction #1:ExpandtheCapacityof NevadaCounty to Engage in Business Attraction ,, `44 7.2 RecommendedAction #2:Attract, ExpandandRetain Business Targets... .-.4s

WesternNevadaCounty j EconomicDevelopmentStrategy 7.3 RecommendedAction #3: Create a Business AttractionMarketingand BrandingEffort 46 7.4 RecommendedAction #4:ImproveLinkagesBetweenEmployerSkill Needsand Workforce Training... .. `47 7.5 RecommendedAction #5: ProactivelyMarket Business andIndustrial ParkSiteswith InfrastructureServicesin Place 48

Tableof Figures

Figure 1Business Attraction StrengthsandConstraints Western NevadaCoun~... .~13

Figure 2 ComparativeGrowth Rates AmongWestern NevadaCounty'sBusiness Expansion Targets1998ie 2004.. ..15

Figure 3 Wages Paidby NevadaCeiinty Business ExpansionandRetentiomtargets 2oe4.. .. 15

Figure 4 NevadaCounty Visitor Spendingby CommodityPurchased2G04($millions)... ..21

Figure 5 JobsCreatedby Visitor Spendingin Western NevadaCounty 2004 (Numberof jobs) ..22

Figure 6 Economic DevelopmentSiteAssets andConstraints Western NevadaCounty Economic OpportunityAreas... ., 30

Figure 7 FormalEducationCompletedby Adults Age 25+in NevadaCounty and California 2000.. .. 34

Figure 8 Western NevadaCounty OccupationsCurrentIndustryTarget Mix Comparedto Industry TargetMix ,, 36

Figure9 Economic DevelopmentFundingin Western NevadaCountyFiscalYear 2006/07 38

Figure 10Trendsin FundingEconomic DevelopmentPromotionalServices by Nevada Count FiscalYear 02/03to FiscalYear 06/07... ., 39

Figure 11 Summaryof RecommendedEconomic DevelopmentActions in Western NevadaCounty .. 50

Appendices AppendixA: SupplementalTables

AppendixB: SiteMaps

Appendix C: Project Methodologies

WesternNevadaCounty ii EconomicDevelopmentStrategy Executive Summary

Western NevadaCounty is in transitionfrom a naturalresource extractionandmanufacturing economy into a service economy thatrelies on a skilledworkforce,innovationandthecreative energiesof entrepreneurs. This reportrecommendsactionsandimplementationstepsthat can helpWestern NevadaCountytakeadvantageof thechangingregionaleconomy. In this context, the economic developmentstrategy is intendedto achievethe following objectives: Expandjobopportunitiesfor current andfutureresidentsthrougheconomic development initiatives intendedto sustain long-termjobgrowthandachievea betterbalancebetweenjobs andhousing.Jobcreationcan helpreducetheneedfor residentsto commute to work outside of NevadaCounty. Expandworkforceprosperityby at~actingtarget industriesandbusinessclustersthatpay higher wages andsignificantlycontributeto theCounty'seconomy. a Xncreaseequityamong NevadaCe~inty he\2seholdsby attractingcompanies thatoffer rm@re career ladderopporhmitiesfor local residents,which will encourage skilledpeopleie live and work in the area.

Economic DevelopmentAction Plan

Thereportproposesfive economic developmentactionsthat are intendedto achievethese objectives:

Expandthecapacityof NevadaCountyto engage in businessatkaction. Attract, expandandretain businesstargets. Createa businessattractionmarketingandbrandingeffort. Improvelinkagesbetweenemployerskill needsandworkforce training. Proactivelymarketbusinessandindustrialparksiteswith infrastructureservices in place.

Therecommendedactionsandtherationalefor eachrecommendationare describedbelow.

RecommendedAction #1: Expandthe Capacityof NevadaCountyto Engagein BusinessAttraction

NevadaCounty'scurrent economic developmentefforts are currentlyled by theERC,which has a businessretentionand expansionfocus.ThereportadvisesNevadaCounty to initiate a business attractioneffort, which will complementtheexistingretentionandexpansion efforts. However, NevadaCounty cannot effectively engage in businessattractionwithout adequateresources. Thus,thereportrecommendsthat theCounty'slocal governmentsexpandthe amount committed to economic developmentfundingfrom its current level of $95,000to approximately$300,000.

WesternNevadacounty 1 EconomicDevelopmentStrategy The additionalfundingwouldincreaselocal capacityandprovidethe resources neededto engage 1 in businessattractioninitiatives.

In order to provideneededfundingfor thebusinessattractioneffort, theCounty andits local partnerscouldincreasefundingfrom their local resources or alternatively,redirecta portionof existing fundingtowardbusinessattractionratherthantourism promotion.The recommended funding level would providesufficientfunding to supportat leastone full time staffperson as well as implementa brandingeffort that includesthedesignandproductionof promotional materials.

Western NevadaCounty'slocal governmentsallocated$204,000for tourism promotionthis past year. If additionalresources are unavailable,local governmentsshouldconsidershifting the tourisrm promotionfundsto thebusinessattractioninitiative. Further,theCounty shouldconsider alternativesfor themost effectivedelivery of economic developmentactivitiesand expandthe currexit fundingaxedgevermancemodelie inchidean exchangedlevel of parkiershipbetweenike publicandprivatesectors.

Documentation and Rationale to Support Action #1 Chapter6 of thereportdescribesthelimited staffcapacityandresources currentlyavailableto engagein businessattraction.Western NevadaCounty'slocal governmentsdo not have economic developmentstaff, which limits their ability to beprobative,andtheERC lacksadequate resources to delivercertain essentialeconomic developmentservices suchas businessatkaction. It is simplynot possibleto engagein effectivebusinessattractionwithout adequateresources.

RecommendedAction #2:Attract, Expandand RetainBusinessTargets In orderto bemost effective,Western NevadaCounty shouldactively engage in a more comprehensiveeconomic developmentprogramandtargetits businessretention,expansionand attractionefforts.Focusing theCounty's economic developmentefforts will maximize thereturns on limited stafftime and funding resources. TheCounty's effortsshouldfocuson industryand businessclustertargetsthat havea strong presencein theregion, haveexpandedfasterthan the generaleconomyl utilize theskills of knowledgeworkers,andpay higherthan average wages. Thetargetindustriesandbusinessclusterslistedbelowwere selectedusing theanalytical techniquesdescribedin thebody of thereport: Construction Financeandinsurance Professionalservices Health care services Informationservices

i NevadaCbuntycon&ibutes$75,000,GrassValleycon&butes$17,000andNevadaCity contributes$3,000to the ERC.

WesternNevadacounty 2 EconomicDevelopmentStrategy WesternNevadaCounty'slocal governmentsshoulddesignatean economic developmentagency to be theinitial contact pointfor businessat~action,expansionindoorretentiontargets. This agencyshouldrefer businessprospectsto a singlelocal governmentcoordinatorin each communitywhowould likely betheNevadaCounty HousingandEconomic Development Coordinator,theGrassValley CommunityDevelopmentDirector,andtheNevadaCity Manager. The local governmentcoordinatorswould work with eachbusinessprospectto complywith their specificland use planningandurbandesignguidelines.

Documentation and Rationale to Support Action #2

Currently,the agenciesin NevadaCounty that conducteconomic developmentactivitieslack the resources to engagein effectiveandtargetedbusinessattraction.Additional resources will be neededto create andundertakean effectivebusinessattractionprogram.In orderto besuccessful, the designatedeconomic developmentagency must havebroad supportfrom theprivatesector andlocal gevermmentleaders.

Available economic developmentfundingandstafftime resources shouldfocus on attractingthe target businessesidentifiedin Chapter3 of theReport. (Chapter3 alsoidentifiestheindustries that shouldnot betargeted.)Themethodologydescribedin theAppendicesincludesa description of themethodologyusedto analyzethe industriesanddetaileddatatablesthat form the foundationof therecommendedindustryandbusinessclustertargets.

RecommendedAction #3: create a Business Attraction Marketingand Branding Effort

An economic developmentleadershipcommitteeshouldbe organizedto review and discussthe goalsfor a marketingandbrandingeffort to convey a unified messageaboutthe attractivenessof Western NevadaCounty as a businesslocation.The brandingmessageshouldconsider incorporatingthe area'seconomic developmentassets,which are listedbelow:

Proximity to theSacramento MetropolitanArea Presenceof a skilled hightechnologyworkforce Presenceof companiesthat are leadersin technologyandinnovations Presenceof a GeneralAviation airport Presenceof historic downtoi~as,openspace,recreation,andotherqualityof life assetsthat can help attract capitalinvestmentandentrepreneurialskills

A privateconsultantcouldbe commissionedto leadthebrandingeffort at a cost of between $40,000and$80,000.

WesternNevadaCounty 3 EconomicDevelopmentStrategy Documentation and Rationale to Support Action #3 Western NevadaCounty hasnot beenactively promotedandbrandedas an attractivebusiness location. (SeeChapter2 of thereport.)TheERC hasnot developeda marketing or branding campaignbecausebusinessattractionis not partof the organizationalmission. The Chambersof Commercehavebrandingcampaignsthat are focusedon visitor attraction,not businessattraction.

RecommendedAction #4: ImproveLinkages BetweenEmployerSkill Needs andWorkforce Training

Theeconomic developmentleadershipcommitteeshouldidentifyways to improve the effectivenessof theCounty'sworkforcetraining programs.SierraCollegeandtheWIB needto improve linkagesbetweentraining offeringsand theworkforce skills requiredby Western NevadaCounty'scurrent andfuture employers.Regularmeetingsshouldbe conducted,andthe werkfefeetraining prograrmsshouldbereheeledie betterrmatckemployees'xieedsfar kxiowledge intensiveworkers.

Documentation and Rationale to Support Action #4 Thenecessityto recruitskilled workersfrom outsideNevadaCounty is an indicatorthat greater efforts are neededto link employers'skill needswith local workforcetraining programs.(See Chapter5 for more detailedinformationaboutworkforce training andemployers'skill requirements.)Elsewherein theUnitedStates,universitiesandcollegesare retooling their programsto betterlink with regionaleconomic developmentneeds.This hasnot yethappenedin WesternNevadaCounty.

RecommendedAction #5: ProactivelyMarketBusinessand Industrial Park Siteswith InfrastructureServices in Place The ERC,in partnershipwith NevadaCounty,GrassValley, NevadaCity andlocal property owners, shouldmarketandpromotepotentialbusinessandindustrialparksiteswith adequate infrastructure.Thesiteslistedbelowhave access to sewer, water andotherservices. Therefore, thesesitesare readyto be developedandcan beproactivelymarketedto attract new business andindustry: NevadaCity TechCenter GrassValley infilr Sites NevadaCountyAirport Areas Loma RicaIndustial Park Former GrassValley Campus at Bitney Springs

2 Fiveparcelsexistunderthecontrolof theG)untyandtheAirportthatcouldbedevelopedfor businessuses.

WesternNevadaCounty 4 EconomicDevelopmentStrategy Eight additionalsitesor areas are not yetreadyto bemarketedor promotedto businessprospects becausetheylack adequateinf~astmcturesystemsto supportnew businessdevelopment,andthey shouldnot bemarketedin advanceof inftrstructure improvements: SouthhillVillage SDA NorthstarSDA Lome RicaSDA Loma Rica(Nerthof theAirport Runway) Higgins (Highway49Frontage) Loma RicalBrunswickRoad Higgins (CombieRoadandIndustrialPlace) Penn Valleys North Sanluan

Move information gloat the sitesan4their developmenteenditiemsaxedlimitations can be f@nmd in Chapter4 of this report.

Documentation and Rationale to Support Action #5 Chapter4 of thereportprovidesinformation aboutthepotentialbusinessand industrialparksites throughoutWestern NevadaCounty.It identifiesthe economic developmentopportunityareas or sitesthat are readyto bedeveloped,andthe sitesthat are constrainedby thelimitations of funding and fmancinginfrastructureimprovements.Chapter4 alsoexplainsthatthehigher rents and valuesearnedfrom commercialandresidentialpropertiesmakeit more feasiblefor owners to financeinfrastructiur improvementsfor commercialandresidentialdevelopment,ratherthan for businessparkor light industrialuses.

Organizationand Summaryof ReportContents

Thedetailedactionplanandrecommendationsare describedin thefinal sectionof thereport.The otherkey componentsof thereportare summarizedbelow.

BusinessAttraction Strengths and Constraints

An effectivebusinessattractioneffort will requirea marketingeffort that capitalizesupon WesternNevadaCounty'sstrengthsand overcomes its constraintsas a businesslocation.The area'sbusinessattractionstrengthsandconstraintsare listed below.

3 In addition,thereis a developedsiteon Highway20inPennValleythatcontainsexistingleasedspacefor businessuses.

WesternNevadaCounty 5 EconomicDevelopmentStrategy Business Attraction Strengths Proximity to theSacramentometropolitanarea Skilled hightechnologyworkforcecluster Presenceof companieswith leadingtechnologiesandinnovations Presenceof a regionalGeneralAviation airport Presenceof historic downtowns,openspace,recreationandotherqualityof life assets

Business Attraction Constraints No businessattractionexperience Inadequatepublicfunding for businessattraction No brandingor marketingeffort a Poor linkagesbetiNeenemployerworkforce needsandavailabletraining eppGrhmities Lack of sitesreadyfor development Housing affordability

Industryand BusinessCluster Targets Thebody of thereportidentifiestheindustryandbusinessclustertargets that shouldbe recruited to Western NevadaCounty (asdescribedin recommendedAction #2).The businessattraction effortsshouldfirst befocusedon firms currentlylocatedin the Sacramentometropolitanarea thathavebeenyawing rapidlyandmay needto expand.Thesebusinessesneedto beinformed that Western NevadaCountyhasavailablebusinesssites,a trainedworkforce anda ftrendly businessclimate.

Efforts shouldbemadeto retainWestern NevadaCounty'smanufacturingbasebecausethese firms paygoodwagesandaddvalueto theeconomy. However, manufacturingis in decline throughoutCalifornia, andWestern NevadaCounty'smanufacturersare understress from low cost competitorsthat are locatedcloserto themarkets.As manufacturingestablishmentscontinue to experiencetremendouscompetitiveglobalizationpressures,Western NevadaCounty is unlikely to attract new manufacturingcompaniesgivenits location.

Theselectionof industrytargets alsoidentifies industriesandbusinessclustersthat shouldnot receive any specialpublicsector funding or staff timeinvestments. Tourism, retail tradeand personalservice industriesare not targetsbecausetheyprimanlygeneratelow wage jobswith few career-buildingopportunities.Wholesaleandwarehousebusinessesare not targets because Western NevadaCounty is not in a goodgeographicpositionto capturenew growth,and these industrieshavebeenstagnating,which wouldnot be a gooduse of Western NevadaCounty's time andfunding resources

WesternNevadaCounty 6 EconomicDevelopmentStrategy EconomicDevelopmentOpportunity Areas and Sites Economic developmenteffortsin Western NevadaCounty will fail without sitesthat can be developedfor new space.At this time, theNevadaCity TechCenterhasentitlementsto build 250,000squarefeetof new businessparkspacewithout any infrastructureconstraintsto new development.TheTechCenter is theregion'sonly businessparkwith availableland, adequate infrastructureservices andaccess to theinvestment capitalneededto financenew businessspace on the site.The TechCenter andfour otheropportunitysiteswere describedin thebody of the reportandincludedin recommendedAction #3as Western NevadaCount's most marketable sitesfor light industryor businessparkuses.

Othersiteswith businessparkor light indussial zoning are not readyto market andpromote becauseof inf~astmctureconstraints. Theconstraints may be addressedby receiving Federaland Stategrantsto fund theinfrastructureservices that will beneededto attract business.However, Federaland Stateflmdixigfor in&astmctiireis lirmited.Mereevea,rmaxiyfading seulrces (eBBG over theCounterandEDA)require a businesscommitmentto a specificsite in advanceof the inf~aslincturegrant.Securingthis t~?e of commitmentis very difficult for businessesthat needto make fastdecisionsandhave alternativesiteswith infrastructurelocatedaway from Nevada County.

Accordingly,the use of public/privatepannershipsis a recommendedapproachto new light industrialandbusinessparksitedevelopment.This technique,which is oftenusedin other jurisdictions,encouragesprivateinvestment by incorporatingsome level of publicfinancing and/orfundingfor infrastructure.Thiswould require theCounty to review and possiblyamendits existingland use anddebt financingpoliciesto encouragenew developmentwith thegoalof establishingpublicinfrastructurefinancingmechanismswith a high degreeof financial integral to protecttheinterests of thetaxpayers.

Givenmarketandsite constraints, theextension of infrastructuresystemsby the privatesector alonemay takemany years,as describedin Chapter4. Due to therelatively low marketrents that can be earnedfrom manufacturingandbusinessparktenants, it is not currentlyfeasiblefor most propertyowners anddevelopersto privatelyfinancetherequiredinf~astmctnreimprovementsfor industrial sites.This alsocreates a financial incentivefor propertyowners to convert land use designationsto commercialretail or residentialspace,which improvethefeasibility of privately financingtherequiredinfrastructureimprovements.

Workforce Training and EmploymentLinkages Western NevadaCounty'sresidentshavecompletedrelatively highlevels of formal education. However, a significantgap exists betweentheoccupationalskills of thecurrent workforce andthe occupationalskills requiredby theindustrytargets. Thesuccessfulattractionof thebusiness clustertargets will shift thedemandfor skilled workersaway from personalservices, sales, production,andtransportationoccupations,which can be learnedon thejob.

WesternNevadaCounty 7 EconomicDevelopmentStrategy The targetedbusinessclusterfirms will needmore skilledpeoplewith at leastsome post secondaryeducationandhigherlevelsof formal,technicaltraining. New employerswill expand thedemandfor occupationsengagedin professionalandtechnicalservices, construction,business administration,management,andfinancial services.

Western NevadaCounty needsto bebetterpreparedfor this coming transition.Neitherthe WIB nor SierraCollegeoffersa sufficientnumberandvariety of local training programs to meet the requirementsfor a largerpercentageof knowledgeintensive workers.More completeinformation aboutworkforcetraining andemploymentlinkagescan be foundin Chapter5.

EconomicDevelopmentRolesand Responsibilivies NevadaCounty,GrassValley andNevadaCity havelimited staff capacityto engage in business attraction,retentionor expansion. Consequently,Western NevadaCounty'slocal governments contract with theNevadaCounty EconormicResearch Council(ERC),theSierraEconermie DevelopmentCorporation(SEDCorp),five Chambersof Commerce, downtownassociations,and theNevadaCountyWinery Associationto deliverWestern NevadaCounty's economic developmentandtourism promotionservices. A more thoroughexplanationof the economic developmentroles andresponsibilitiesfor Western NevadaCounty'slocal governmentsand non-profitorganizationsis providedin Chapter6 of thereport.

WesternNevadaCounty 8 EconomicDevelopmentStrategy 1. Introduction

This reportpresentsa recommendedeconomic developmentstrategyfor Western NevadaCounty that is designedto achievethreebasiceconomic developmentobjectives: Expandjobopportimitiesfor current andfuture residents. Expandworkforceprosperity. Increase equityamong NevadaCountyhouseholds.

Thereportpresentsfive economic developmentactionsthat are intendedto achievethese objectivesanddocumentwhytheseactionswill help leverageWestern NevadaCounty's strengthsandovercome its current constraints. Therecommendedactionsare basedon independentresearchandanalysisconductedby SeifelConsultingover thepastyear to: a Rec@rmmendixidust?yandbusinesscasters identified&y comparing therelative strengthim employmentgrowthandconcentrationof all industrysetters in WestermNevadaCounty with the four county region(Nevada,Placer,Yubaand Sacramento)and California. Document key developmentopportunitysitesthat can bepromotedto businessprospects seekingbusinessparkor light industrial spacein Western NevadaCounty, identified through interviewsof local governmentstaff, propertyowners andbusinessleaders. Identify critical workforce trainingandemploymentlinkagesin order to developthe skilled workforce neededby the current and futureWesternNevadaCounty employers,documented throughinterviewsof local trainingproviders,businessleadersandlocal businesses,as well as a review of dataprovidedby jobtraining agencies. Describekey regionalcollaborationsandparkiershipsdesignedto expandthejobmarket, createhigherpayingjobsandreduceiniquitiesin themarketplace,articulatedthrough interviewswith local governmentstaff, businessleadersand current providersof economic developmentservices.

The following sectionsof thereport,andaccompanyingappendices,presentthe economic developmentfindingsand recommendationsregarding:

Business attractionstrengthsandconstraints, Industryandbusinessclustertargets, Economic developmentopporhinityareas andsites, Workforcetraining andemploymentlinkages, Economic developmentroles andresponsibilities,and Recommendedeconomic developmentactions.

WesternNevadaCounty 9 EconomicDevelopmentStrategy 2. Business Attraction Strengths and Constraints

WesternNevadaCounty's economic developmentstrengthsform a foundationfor a future marketingandbrandingeffort. An effectivebusinessatixactioneffort will requirea marketing effort that capitalizesuponthearea'sstrengthsandovercomes its constraints as a business location.Thestrengthsandconstraints are summarizedin Figure 1 anddescribedbelowin more detail.

2.1 BusinessAttraction Strengths

WesternNevadaCounty hasa numberof strengthsthat can be marketedto businessprospects, which are describedbelow.

Proximity to the Sacramento Metropolitan AFea WesternNevadaCounty'slocationadjacentto theSacramentometropolitanarea offersthelocal economic developmentleadersa nearbyvenue to recruitbusinessprospectsthat are seekingto expandor relocate.Companies can expandor relocateto Western NevadaCounty while still retaining their current marketsand a core setof existingemployees.Taking advantageof the area'sproximityto the Sacramento Metropolitanarea will requirea pro-activemarketingeffort that can inform businessprospectsaboutWestern NevadaCounty'svocationaladvantages.

Skilled High TechnologyWorkforce Cluster

Western NevadaCountyhasa clusterof high technologyworkersthat can help attract and stimulatethecreationof additional new technologycompanies. Thehigh technologyworkforce, with skills producingadvancedvideoproducts,softwareand services, hasbeenemployedby the GrassValley Group(nowThompson)and innovativecompanies suchas Nvision, which spun off from theGrassValley Group.

Presence of Companies That are Leaders in Technology and Ixinovation

Western NevadaCountyhasa networkof innovativetechnologyorientedcompaniesthat are successfulin themarketplace.Thesecompaniescontributeto a subcult\ireof entrepreneurship and innovation,which helpssupportthecreationof additionalinnovativecompanies.

Presence of a Regional Gexieral Aviation Airport

NevadaCounty hasan attractiveGeneralAviation airport,which shouldbepromotedas an economic developmentasset.A numberof Western NevadaCounty entrepreneurs own general aviationaircraft andintegratethis assetinto their businessoperations.

WesternNevadaCounty 10 EconomicDevelopmentStrategy In fact,thedemandfor privateair service hascontributedto a proposalto develophigh-end residentialhomesaroundthe airportwith attachedairplanehangersthat couldbeusedfor 4 commutingto nearbyregionalairports

Presence of Historic Downtownsg Open Space, Recreation, and Other Quality of Life Assets

Western NevadaCount offersbusinessexecutivesandentrepreneursqualityof life assetssuch as theattractivehistoric districtsof GrassValley andNevadaCity, outdoorrecreationamenities, a local agricultureandwine industry,anda strongsense of community andsocialcohesionthat bringspeopleof the area together.The qualityof life can helpattract capitalinvestmentand entrepreneurialskills, which makesWestern NevadaCountya goodplaceto start andexpand businesses.

2.2 Business Attraction constraints

Western NevadaCountyhasthefollowing constraints that limit successfulbusinessattraction efforts, as describedbelow.

No Business Attraction Experience I The Economic Resource Council (ERC)andWestern NevadaCounty'slocal governmentslack businessattractionexperience.GrassValley, NevadaCity andNevadaCounty do not have dedicatedlocal governmentstaffto leador helpwith businessattractionor retentionefforts. The ERChasfocusedon helping establishedbusinessesto expandratherthan recruitingnew businessesto the area.

Inadequate Public Funding for Business Attraction

TheERCreceives only $95,000of fundingfrom thecombinedsources ofNevada County,Grass Valley andNevadaCity. This smallamount of publicfinding partiallysupportsan office, an ExecutiveDirector andadministrativestaff. Thelack of publicfunding constrains theERC's ability to hire additionalstaff anddedicatefundsfor a businessattractioneffort.

No Branding or Marketing Effort No planor brandingeffort hasbeencreatedto attract firms to WesternNevadaCounty.The lack of a planor a brandingimage is directly relatedto theabsenceof businessattractionexperience, andtheERC's focus on servingexistingfirms ratherthan attractingnew firms. Thelack of a positivebrandingeffort contributesto thebusinessperceptionthat Western NevadaCountyis an isolatedarea.

4 Theproposeddevelopmentis knownas WindsAloft.

WesternNevadaCounty 11 EconomicDevelopmentStrategy Poor Linkages Between Employer Workforce Needs and Available Training Opportunities

Expandingindustriesin theregion,which offer higherwagesandcareer ladderopportunities,are looking for more creativeandknowledgeintensive workersandfewer personalservice workers. In general,a significantgap exists betweentheoccupationalskills requiredby existingemployers andthoserequiredby therecommendedindustryandbusinessclustertargets.Western Nevada County is not well preparedfor this comingtransition.NeithertheWIB or SierraCollegeoffer a sufficient numberandvariety of local training programsto meet therequirementsfor thenew businesstargets.

Lack of Sites Ready for Developmeiit Western NevadaCountyhasfew availablebusinessparksiteswith adequateinftastmcture services. other sitesare constrainedby steept@pegraphieconditionsandfailings &em g@ld mixiingwaste. Theconstraints are expensiveto overcame, andmakethesiteschallenging to develop.

Housing Affordability

The ability to attract new businessto Western NevadaCounty is constrainedby therelationship betweenthewagesearnedat localjobsandhousingprices.In this context, Western Nevada County'sfor-salehousingis unaffordablefor themajorityof employedresidents.Theaverage wage paidwas lessthanhalfthe income requiredto purchasean average homein Nevada 5 County Furthermore,thewage/housingprice imbalanceis greaterin Western NevadaCounty 6 thanin thesurroundingregion. This fact strengthenstheneedto focusthebusinessattraction efforts on industrieswith higherwage rates, whish will helpemployeespurchasehomesin Western NevadaCounty.

5 SeeTable21of theGrassValleyEconomicandFiscalConditionsStudy.Thisreportdocumentsthattheaverage A a wagein 2003was $31,100aridtheaveragehomepricewas $296,000. 10percentdownpaymentwouldrequire $70,000incometo enterthehousingmarket,whichwill require2.2personsworkingan averagewage3obin Western NevadaCount in orderto afforda homein thecommunity.Theimbalancebetweenwagesandhomepriceshas becomelargersince 2003as GrassValleyhousingpriceshavecontinuedto increase fasterthantypicalwages.

6 RosevilleandLoomisalsohavehighhousingpricesas comparedto typicalwages,butotherPlacerCounty communitiesare relativelymore affordabledueto relativelyhigherwagelevels.YubaandSacramentoCountiesare more affordablewiih only 1.6salariesperhouseholdneededto gainhousingmarketentry.Whilethe2003datawas collectedduringthebeginningof thehousingbubble,theratiobetweenwagesearnedandhousingpriceshasbecome more severe, althoughthesofteningof themarkethasrecendydecreasedsome of thepressurethroug~uttheregion.

WesternNevadaCounty 12 EconomicDevelopmentStrategy Figure1 BusinessAttractionStrengthsandConstraints WesternNevadaCounty

Strengths Constraints

Proximity to the SacramentoMetropolitanArea. No businessattractionexperience.

Inadequatepublicfunding for business technologyworkforce. Clusterof skilledhigh attraction.

Presenceof that are leadersin companies No brandingor marketingeffort. technologyandinnovations. Poorlinkagesbetweenemployerworkforce Presenceof a regionalGeneralAviation airport. needsandavailabletraining @pportunities. Presenceof historic downtowns, space, open Lack of sitesreadyfor development ?ecreation,andotherqualityof life assets.

Housing affordabili~

WesternNevadaCounty 13 EconomicDevelopmentStrategy 3. Industry and Business cluster Targets

Western NevadaCounty'seconomic developmentleadersshouldtargetbusinessesthat will raise incomesandenhanceworkforceprospered.This sectionidentifiesthe industryandbusiness clusterattraction,expansionandretentiontargets that shouldreceive an investment in staff time andresources, as well as thosethat shouldnot beemphasized.Themethodologyanddatausedto identifythebusinesstargetsare presentedin AppendicesA andC.

3.1 Business Attraction andExpansionTargets

The businessattractionandexpansion targets were selectedbasedon thefollowing criteria:

Strengthof employmentgrowth,analyzedby comparing industi)fsector growthrates in Western NevadaCounty as cempafedto the f@urcounty regiexi (Nevada,Placer,If n~aaxis Sacramento)andCalifornia. Strengthof industryconcentration,analyzedby comparingeachindustrysector'sshareof local employmentas comparedto thefour county region and California. Hither wage saying businesses.analyzedby comparing typicalwage levels among industry sectors.

Basedon thesecriteria,five businessattractiontargets are recommended-conjunction, fmance andinsurance,professionalservices, healthcare, andinformation services. The first four have expandedmore rapidlyin Western NevadaCounty thanin thefour county region and throughout 7 California.` (SeeFigure2.)While information services hasnot grown as quicklyin Western NevadaCountyas comparedto theregion, it hassignificantpotentialfor employmentgrowthin the futu?rand is among thehighestwage payers of all industrysectors.

All of therecommendedindustrytargets pay significantlyhigher wages thanthetypical wage of 8 $28,800per yearpaidby NevadaCounty'sprivateemployers(SeeFigure 3.)Focusing on these indusbytargetswill help elevatethewagesearnedandlikewise improve theliving standardsof Western NevadaCounty'sresidents.

7 SeeAppendixA fordetailedtablesusedto identifytheindustryexpansionandattractiontarget.

8 Wage estimatesare basedon 2003dataprovidedbytheMinnesotaImpugnGroup.Impugnis a privatedatacompany thatprovidesdetailedemploymentestimates,muchof whichisnot placedin ihepublicdomainby theCalifornia EmploymentDevelopmentDepartmentdueto concerns confidentialityconcerns. Impugnreceives employmentrecords directlyfromtheU.S.Departmentof Laborandprovidesdetailederr~loymentbyindustryandwageestimatesthatare not providedbyEDD.

WesternNevadaCounty 14 EconomicDevelopmentStrategy Figure2 ComparativeGrowthRatesamongWesternNevadaCounty'sBusinessExpansionTargets 1998to 2004

120% I 106% a

100% i 1 90% I i 80% 4% i & i a

4 - EWestemNevadaCounty 60% I 4) , ERegion u 50% n &4 i California k I 44i% 37i%

Oiz, i 24i% S 2e'z, i 19% 19%t a 20%- 14% 13~i i iO`% i 6% ivs i os All Industries Construction Financeand Professional HealthCare Information Insurance andTechnical Services Services Services Source:US CensusBureau,Count,BusinessPatterns;CaliforniaEmploymentDevelopment Deparbnen~QuarterlyCensusofEmploymentandWages;SeifelConsultingInc.

Figure3 WagesPaidby NevadaCountyBusinessExpansionandRetentionTargets 2oe4

Western Nevada Nevada County Percent of Industry Sectors Em lo ment Wa esfJob All Industries

Total Private Sector Jobs 17,970 $28,800

Business Attraction Targets Construction 2,150 $35,300 123~4 Finance and Insurance 930 $493700 173% Professional and Technical Services 930 $40,100 139% Health Care Services 2,770 $32,300 112% IIiformation Services 350 $32,400 113%

Business Retention Targets Manufactu?in 1940 $45 200 157%

Source:MinnesotaImpugnGroup Note:Totalnumberof jobsis consistentwith 2004EDD data(SeeAppendixA, TableA-1) Wagespaidwere derivedfrom 2003Impugndatafor allofNevadaCounty.

WesternNevadaCount 15 EconomicDevelopmentStrategy The characteristicsof eachbusinesstarget are describedbelow, followed by a discussion regardingthoseindustrysectorsthat shouldnot be targeted.

Construction Expansion and Attraction Opportunities (NAICS23)

Constructionis a targetfor Western NevadaCounty becauseit generatesstrong economic multipliers,paysrelatively highwages andhasbeenrapidlyexpandingin thelocal area andthe four county region. Within theregion, constructionemploymentexpandedby 74 percent,and added27,500new jobsbetween1998and 2004.

Constructionhasbeena key driver of Western NevadaCounty'seconomy as indicatedby the 9 1.08locationquotientWestern NevadaCounty'sconstructionemploymentmore thandoubled between1998and2004.Constructionexpansioncontinuesto beimportantbecauseWestern NevadaCounty's2,1S9constructionjobspay an averagewage of $35,300,which is 23 percent kigheathanNevadaCounty'saveragewage of $285800.Although eenstruetienis eyclical,andthe constructionbusinesshasslowedas a result of therecent housingdowntnm, constxuctionis still anticipatedto be an importantpartof thelocal andregionaleconomy as California continues to yow.

NevadaCountyshouldattract a network of diverseconstructionrelatedestablishments,including manufacturers,building suppliersand greenbuilding companiesthat can providefor the comprehensiveneedsof thebuilding industry.Greenbuilding companiesand contractors can help homeownersandcommercialpropertyowners to upgradetheirpropertiesby investingin new technologiesto save energy and combatcarbonmonoxideemissions. A focus on green constructionandsustainabilitycan softentheimpactsftom thehousingdownturnby continuing new investments in greenbuilding materialsincluding solarenergy. This effort will help ensure that local firms capturetheconstructionrelatedinvestments,which will maximize the economic benefitsof new constructioninvestment.

Finance and Insurance Expansion and Attraction Opportunities (NAICS52) Thefinanceandinsuranceclusteris a businessexpansiontarget for Western NevadaCounty becauseof its excellentwages, averagingnearly $50,000per year, andrapidjobgrowthrates. It hasbeenvery successfulin Western NevadaCountysince 1998,with a 50 percentemployment growthrate as comparedto only a 14 percentgrowthin the region. However, California's growth rate for this businessexpansiontargetwas 19percent,which was higherthan theregion's14 percentgrowthrate.

9 SeeAppendixA, Table1 for WesternNevadaCountylocationquotients.A locationquotientgreaterthan1.0means thattheindustryis a strongercomponentof WesternNevadaCounty'seconormythanit is of theregionaleconomy. A locationquotientlessthan 1.0means thattheindustryis a weakercomponentofWestemNevadaCounty'seconomy thanit is of theregionaleconorny.

WesternNevadaCounty 16 EconomicDevelopmentStrategy The four-countyregioncontainedabout42,500fmanceand insuranceclusterjobsin 2004. Nearly all of theregionalclusterjobsare concentratedamong insurance companies(21,200workers)and credit cardprocessingestablishments(16,900workers).Approximately5,200 new jobswere addedbetween1998and2004.Thenew jobswere createdamong insurance companies(3,500 new jobs)andsecuritiesinvestment firms (1,400new jobs). Despitethe slxonggrowth,thefinanceandinsuranceclusterstill hasa relatively weakpresencein Western NevadaCounty with only 934jobsand a 0.71locationquotient.Attracting more fmance and insuranceclusteremployersto the area will require havingsuitablebusinessparksitesand promotingthearea'shigh qualmsof life to attract a portionof theworkforceaway from the Sacramentometropolitanarea and otherpartsof California.

Professional and Technical Service Expansion and Attraction Oppoftunities gNAICSS4) Theprofessionalard technicalservice clusteris a businessexpansion targetbecause@fthe relatively highpayingjobs($40,100average wage)andits ?apidjobgrowthrate in Westerm NevadaCounty. Theprofessionalandtechnicalservice clusteraccounts for 5 percentof jobsin Western NevadaCountyand 6 percentof regionaljobs.Architects,engineers, legal,businessand otherprofessionalandtechnicalservices employ37,400peoplein theregion,becomingan even largercomponentof theregionaleconomy. Approximately9,300 new jobswere addedbetween 1998and2004,as employmentexpandedby 33percent.

While only 928professionalandtechnicaljobswere reportedin Western NevadaCounty in 2004, thenumberof professionalandtechnicaljobsnearly doubledbetween1998and 2004,growing by 440jobsor over 90percent.WesternNevadaCounty'slocationquotientalsostrengthened, increasingto 0.89in 2004.Theability to attract more professionalandtechnicalservice firms will requireNevadaCounty to promoteits high qualityof life. The educationalinfrastructure shouldbeimprovedto providea greatersupplyof qualifiedworkersthat can contributeto professionalandtechnicalestablishments.

Health Care ~AICS 62)Expansion and Attraction Opportunities

Health care businessesshouldbeattractedto Western NevadaCountybecausetheypay relatively well ($32,300),andhealthcare is one of thefastestgrowingsegmentsof the California economy. Health care will continueto expandin the futuredueto California's aging populationandnew medicaltechnologies.

Nearly 133000new healthcare jobswere createdin the four-countregion between1998and 2004.Morethan 8,300new jobswere createdin regionalhospitalsand2,100 new jobsin nursing establishments.Regionalhealthcare employmentexpandedby 24 percent.

Health care hasa strong presencein NevadaCounty with a location quotientof 1.34.The area has 2,800employedhealthcare workers,and850new healthcare jobswere createdin Western

WesternNevadajaunty 17 EconomicDevelopmentStrategy NevadaCountybetween1998and2004.With a 44percentgrowthbetween1998and2004, the healthcare clusterexpandedmore rapidlyin WesternNevadaCountythan it did in theregion.

Successfulefforts to attract more healthcare establishmentsto Western NevadaCounty will need to takeadvantageof thearea'shigh qualityof life. Theaging populationwill needmore residentialcare andan expandedbaseof privatehealthcare practices.An adequatelytrained workforceof healthcare professionalsneedsto beavailableso that existingresidentsmay enjoy the new jobscreatedby new employers.

Information ServiceExpansion and Attraction Opportunities (NAICS51) Informationservices is a businessexpansiontarget for Western NevadaCounty becausenew informationservices jobswill increasewages earnedby local residents,andregionalgrowth trendsindicatethat employmentwill continueto expand.Nearly 20,000information service jobs are locatedin theregion, including 119300telecommunicationsfobs,4,000 publishingjabsand 4,500otherinformation service establishments.Theregion'sinformation services employment expandedby 20percent,or 3,30Gjobs,between1998and2004. Telecommunicationswas the dominantgrowthsector within this time period,with thecreationof approximately2,600 new jobsin theregion.

However,information services are underservedin WesternNevadaCounty as indicatedby its 0.57location quotient.As of 2004,Western NevadaCountyhadabout350 information services jobsin 2004.Publishingcomprisedabout230jobs,andno telecommunicationestablishments were locatedin Western NevadaCounty,which is rapidlyexpandingin theregion.

The smallpresenceof information services in Western NevadaCounty combinedwith the regionalgrowthindicatesthat more informationservice jobscan beattractedto the area. Accordingly, NevadaCounty shouldproactivelyattempt to expandinformation services employmentby attractingfirms that donot needto belocatedcloseto Sacramentoto siteswithin businessparksettings.However, efforts may be constrainedby Western NevadaCount's relatively isolatedlocationaway fromthe metropolitanarea andlack of suitablesites,which may makeit challengingto attract technology-orientedbusinesses.

3.2 Business RetentionTargets

Theretentionof Western NevadaCounty'smanufacturingestablishmentsis very importantto the local economy becausemanufacturersexportproductsoutsidetheCounty andattract earnings andinvestmentinto theCounty,which are re-circulatedthroughthe local economy to support commercialreal estate,retail salesandpersonalservices.

WesternNevadacounty 18 EconomicDevelopmentStrategy Manufacturersalsopayhigherthanaverage wages, andtheyoffer a broadvariety of jobsto 10 NevadaCountyresidentsthat havevarying educationalandwork experiences.

Manufacturingaccounts for approximately1,900jobsor 10.8percentof Western Nevada County'sprivatesector employment.Thetraditionalresource extractionindustriesbasedon mining, timberandwoodproductshavevirhially disappeared,but approximately1,000jobshave beencreatedin firms suchas NVision, ThompsonGrass Valley, andAI Video, which manufacturemultimedia equipment,sofhvareandotherproductsthat are on the front endof technologyandinnovation.

Many of Western NevadaCounty'smanufacturingestablishments(includinghigh technology I firms)are locatedin the area becausethe owners chooseto live in the area, primarilyfor lifestyle reasons. In general,WesternNevadaCounty'smanufacturingbusinessowners appreciatethe area'slifestyle assetsanddo not want to relocateout of thecounty. Continuedbusinessowner interestin a Western NevadaCetzntylocatiexihashelpedmitigatethemanufactitringjoblasses experiencedin theregion,state andnation,andWestern NevadaCounty only lost about130 manufacturingjobsbetween1998and2004.During this time perieo,joblosseswere experienced among printing,fabricatedmetals,machineryandmiscellaneousmanufacturers,while transportationequipmentmanufacturersgaineda smalltimber of jobs.

In comparison,the four county regionlost nearly 1,900computerandelectronicproducts manufacturingjobs,13400chemicalmanufacturingjobs,1,300metalsmanufacturingjobs,900 foodmanufacturingjobs,and500 printingjobs.The onlyjobgains were among the manufacturersof IJansportationequipmentandfabricatedmetals.

Theregionaljoblosseswere partof theglobalshift of manufacturingjobsto low cost areas of the UnitedStatesandto offshorelocations.Between 1998and2004California lost 355,000 manufacturingjobs,andtheregion lost 2,500manufacturingjobs"The decline in manufacturing employmentis unlikely to reverse becauseof globalizationandthecontinuedinvestmentin labor saving technologies.

Within this context, WesternNevadaCounty'seconomic developmentstrategyshouldfocus on stabilizingmanufacturingemploymentby encouragingexistingbusinessowners to remain in the area andexpandtheir businesses.Given globalandstatewidemanufacturingtrends,Nevada Countywill needto work diligently to retain its existingmanufacturingfirms andprevent continuedjoblosswithin themanufacturingbusinesscluster.

IONevadaCount's manufacturingfirmspayan averagewageof s4s100comparedto the$30,500averagewagepaid by allprivateemployers. li Data fromtheCaliforniaEmploymentDevelopmentDeparhnent.SeeAppendixA, Tables1to 3for more details.

WesternNevadaCounty 1S EconomicDevelopmentStrategy 3.3 BusinessesNotTargetedfor Attraction

The publicsector'slimited economic developmentresources shouldbe wisely investedfar the maximum benefitto thelocal economy. Thus,industriesandbusinessclustersin Western Nevada Countythat shouldnot be attractiontargetsare listedbelow.Theseindustriesshouldreceive relatively lesseconomic developmentresources becausetheyprimarilygeneratelow wage jobs with no upwardcareer building opportunities.

Tourism Cluster

Tourism shouldnot be a businessattractiontarget becausetheindustry clusterpays low wages, and theexpansionof tourism will not improvethestandardof living amongWestern Nevada County residents'2While havingattractivevisitor destinationswithin the County,suchas the historic districtsand local wintriesr is desirablefrom an @verallbrandingandbusinessattraction standpoint,theCounty's economic 4evelopmexrteffortsneedie focus @itindushiesthat havea greaterpotentialto generatehigherwagejobs.

The2004TravelImpactsby Countyreportindicatesthat NevadaCountyvisitor serving establishmentscaptured$239million oftourism spendingas displayedin Figure 4'sFoodand beverageestablishmentscapliired$83.9million of businessexpenditures.Lodging establishments captured$45.1million, retail establishmentscaptured$42.1million, andarts andentertainment establishmentscaptured$40.2million of visitor spending.While retailerscaptureonly $42.5 million of visitor spendingoverall,certainretail stares in thehistoric districtsof NevadaCity and GrassValley dependon visitor spendingfor up to 50percentof their annualsales.

ozThetourismclusterconsistsof interrelatedpersonalservice andretailestablishments.Impugndataftem 2003 indicatesthatihetourism clusterpays an avemgereportwageof $14,800.Thetourism clusterincludesfoodservices whereworkersearn tips,whichare unreportedwages.Therefore,theactualwagesare higher,butstill wellbelow NevadaCount's averagewageof $28,800.

is SeeCaliforniaTravelImpactby aunty 1992to 2004,preparedby DeanRunyonAssociatesfor theCalifornia TravelandTourismCommission.TheDeanRunyondatais basedon visitorsurveysandis widely?ecognizedby the Stateof Californiaandotherlocaltourismpromotionagenciesasthemostaccurateestimateof visitorspadingwithin eachCounty.Due to differingmethodologies,visitorspendingcarmotbedirectlycomparedwith totalspendingfor foodrewires, retailsales,recreationandothersectorswithinthetourismcluster.

WesternNevadaCount 20 EconomicDevelopmentStrategy Figure4 NevadaCountyVisitorSpendingby CommodityPurchased 2004($millionsl

$900 @ . 4\'? .b.J.% ? $ . 4ri; ... ,., ibi4l? . % @%,i ,i%i ., .. \ ; % w?l.,.. ,y .. ;y 4-J .-.$: ,4i 1 4. % 3,.?-?$ f - \iL \i- ,. ,.i. r. $aoo ,'$i i\ . . ?%i4 Q- ,.. 4U sish'4 .,it ,- ?i 4i:, ,y$' \ , $i$4( i44% .,4. i - ,'\$ i>. ?4,, it?;4i fs. - , j 4 t $ - ,1$%f.. PI 4 4, $70.0 %gr`," 44Y. y / 4r>-%.?,li `>,, s;:4ili..v., 4fir- ; i,", - '.%4il - 6f.%, $. i\b $60.0 , fg4 ?.i.. %%i 4t\ ii i.-. i. - f,. 4 ,$f - g?%' \: 4;;zpl> . %% i ; ?i %.,W, . .$ i $sao . ..% . t: ,x.,%/. J , ,s i . $: $ @\i iitis -i f i J f $40O @ $\ &\1, 1-.,&? .. . %i %, / \- lj 4& ti .4i4,1> ,.. $seo ..y : \\ , * ,. 4'4 % .J4ii 1, 1. 3. 4i?4 ,%4' .a $200 %& @% Ti& 1? i; i ., p i??;\i , i ., >h4 $100 $.%; .i4 i,r f4&.,$<, &,;4ii?4? 41,% ts % >:i . js i ,$il,`iii sIv z% F: J i y $"$4? ,t..i\%..., i@4%i k ?fitf $00 44s . I.4.pb~ii Lodging Food& Beverage Transportation& Gas Arts,Entertainment& RetailSales Recreation

The Dean Runyan reportestimatesthat visitor spendinggenerates5.8percentof Nevada County'stotal employment.Visitor expendituressupportan estimated1,210jobs,which is less than seven percentof Westem NevadaCounty'sprivatesector jobs.(Thisestimateadjuststhe Dean Runyan datato beconsistent with theEDD employmentas displayedin Appendix A, Table 1.)Figure5 showsthat nearlyhalf of thejobs(550)are in restaurants andfood oriented establishments.Visitor spendinggeneratesonly 120retail jobs,280 lodging sector jobsand260 arts, entertainment andrecreationjobs'4

i4TheDeanRunyanreportestimates54,78Ojobsin NevadaCoun, and3,200jobsgeneratedby visitorspending.EDD counts23,700privatesectorjobsin NevadaCoun, and18,000privatesecterjobsin WestemNevadaCounty. Tourism employmentin thisreportis adjustedto beconsistentwithEDD.SeeAppendixA, Table1 for estimateof WestemNevada(unty employmentdetails.

WestemNevadaCounty 21 EconomicDevelopmentStrategy Figure5 JobsCreatedby VisitorSpendingin WesternNevadaCounty 2004(Numberof jobs)

120

280

260

,ENFold|EILod9in9& Beverage i2Arts,Entertainment& RecreationI it RetailSales

550

Wholesale,Transportation and Warehousing Business (NAICS42 and 48) This sector paysan average wage of $34,000per year,which is well aboveNevadaCounty's industryaverage. However, marketforceswill constrainthe expansionandattractionof transportationandwarehousingestablishmentsto Western NevadaCoun~l.

Retail Trade (NAICS44)and Other Personal Services (NAICS81) Theretail tradesector pays an averagewage of $243900,andspecialfinancial or staffsupportis not neededto attract new retail establishments,as theCounty andcitiesfacilitate proposedretail projectsthroughtheir normalplanningandenvironmentalreview process. Otherpersonalservices pay an average wageof only $21,900.

Real Estate Leasing and Business Management (iAics 53 and 5S) Western NevadaCounty'srelatively small economy limits thepotentialsuccess to attract real estate andbusinessmanagementfirms. The sector payswell with an averagewage of $353000

Administrative and Waste Management Services (NAICS56) This sector paysan average wage of $25,600.Thus,thereis no needto spendscarce publicsector funding or staff resources to establishmentsin this sector.

WesternNevadaCounty 22 EconomicDevelopmentStrategy 4. Economic Development opportunity Areas and Sites

Economic developmenteffortsin Western NevadaCountywill fail without sitesthat can be developedfor new space.NevadaCounty providedSeifelConsultingwith an inventory of vacant economic developmentopportunityareas that are zonedor plannedfor industrialor businesspark uses in Western NevadaCounty.The County'svacant industriallandparcelsare concentratedin theLoma Rica,Higgins,Bitney Springs, Penn Valley andNorth SanJuan communityplanareas. In addition,die Southhill,NorthstarandLoma Rica SpecialDevelopmentAreas (SDAs)are economic developmentopportunityareas wherethe owners propose to developnew light industrialand/orbusinessparkspace. NevadaCity andGrassValley haveadditional economic developmentopporhmityareas that can accommodatenew businessstart-ups and expansions. Based@nthis informatieo,WesternNevadaCeaxity'seconomic development@pper~mityareas havebeensortedinto two categories: sitesreadyfor developmentandthosewith significant infrastructureconstraints. The opportunitiesand constraints of eachsiteare describedbelow and summarizedin Figure6 at theendofthis chapter.

4.1 Sites Readyfor Development

A businessattractioneffort will only besuccessfulif sitescan be quicklydevelopedfor new businessspace.The establishedbusinessareas suchas theWhisperingPinesBusiness Parkand the Loma RicaIndustrialPark are largelybuilt out, andnew locationsshouldbe plannedand developedfor potentialbusinessprospects.Thesitesdescribedbelow are immediatelyavailable and shouldbepromotedto potentialbusinessprospects.

Nevada City Tech Center

TheNevadaCity TechCenter hasentitlementsin placethat will allow thepropertyowner to develop250,000squarefeetof new businessparkspace,office or R&D industrial space.The propertyhasan approvedmaster planand developmentagreement,andonly a building permitis neededto developnew space for businessprospects.A SanFrancisco baseddeveloperhas acquiredthis properlyand developeda 29,000square foot speculativebuilding, which is 65 percentoccupiedby a telecommunicationsfirm. Later in 2007,the owner intendsto develop 10,500squarefeet of businesscondominiumsthat will be subdividedinto spacesthat range in size between1,000and6,000squarefeet.More than 100,000square feet of new businessspace may be developedand occupiedby theend of 2007. Onefinishedbuilding hasspacefor lease. Otherbuilding sitesare readyto be acquiredanddevelopedfor purchaseor leash's

is InformationprovidedbyLockRichards,Spiny Van NessCommercialRealEstate.

WesternNevadaCounty 23 EconomicDevelopmentStrategy At this point,theNevadaCity TechCenteris a hugesuccess, in partbecauseit is theonly opporhmityarea in WesternNevadaCountythat matchesthesiteneedsof thebusinessexpansion andattractiontargets.Theleaserates are approximately$1.55NNN per square foot, which are comparableto spacethat is offeredin Rosevilleor othernearbycommunities.

To date,themarketingof thesite hasbeenleft up to thedeveloperandthepropertyowner. Marketingwill beenhancedby improvedsignage and off-sitetraffic improvements.

Grass Valley infilr Sites

The City hasapproximately154acres of vacant infill propertythat is plannedandzonedfor '6 eitherlight industrialor businessparkuses In 2004 theCity completeda study,which reported that only 62 acres of theseinfill propertiesare truly `

Absorption@ftheinfirmsitesis anticipatedie be slaiNbecausetheyrmayhavea p@erl@Gatien,aae burdenedby steepterrain andetherenvironmentalconstraints that makeit costly and uneconomicalto develop,or haveowners that are not motivatedto developtheproperties. Moreover, thedevelopmentof some sitesmay beconstrainedby theneedto completea formal environmentalreview. Fortunately,theCity hasa baselineof dataaboutthelocation and characteristicsof theinfill parcels,and can providekey information aboutevery availableinfill siteuponrequest.However, theinfill siteshavenot beenactivelymarketedandpromotedto businessprospectsandcommercialreal estate developers.

Nevada County Airport Area

TheNevadaCountyAirport andCounty control five parcelsthat can bedevelopedfor business '? uses Thevacant lots are County owned,andtheywould bestbe developedfor light industrial spacedueto thelackof wastewater treatment service andthelight industrialcharacterof the surroundingarea. Theavailability of thevacant lots are not well knownto local commercialreal estatebrokersandbusinessexpansion prospects.The locationcloseto therunway may be attractiveto a certain segmentof firms that want direct access to theairport or enjoy the aestheticsof the area. Additional industriallots couldbecreatedwhenandif theCounty Corporationyardis relocated's

isData on commercialinfill siteswas incorporatedintodieGrassValleyFiscalandEconormicConditions Report, 2005. i7 Fiveparcelsexist underthecontrolof theG)un~ andtheAirportthatcouldbedevelopedforbusinessuses, includingareasbelowtheAirportterminal,theparcelscurrendyoccupiedby theCounty'smaintenanceyard,and parcelson theAirportitselfwhichcouldbedevelopedfor aviationrelatedbusinesses.SeeNevadaCountyAirport BusinessPlan,2007. is the parcelscurrendyusedbythePublicWorksDepartment(maintenanceyardandtransitoperations)andthose closeto therunway may beat~activeto a certainsegmentaffirms.

WesternNevadaCounty 24 EconomicDevelopmentStrategy Loma Rica Industrial Park19 Fewer thanten vacant parcelsremain to bedevelopedwithin theLoma RicaIndustrial Park.The flat propertieshaveall beendeveloped,andtheremaining undevelopedparcelsare constrainedby steeptopography,whish raises thecosts of a finishedbuilding product.However, the remaining undevelopedsitescouldbe marketedandpromotedto commercialreal estate developersand new businessprospects.

TheLoma RicaIndustrialParkis characterizedby metaltilt up buildings,a singleaccess road into the area andno sewer service. Manufacturing,construction,transportationandwholesale firms comprise70 percentof the96 firms locatedin thepark.More than40 manufacturing 20 establishments,which employmore than400 full timeworkers,are locatedin thePark

The leaserates among theLoma RicaIndustrial Park'saveragequalitybuildings ?angebetween 21 $.50 and$.6Qfsquarefoot, andthe newer spacerents as high as $.70/squarefoot This rmsans that thecaseof spaceat Lama Ricais lessthanhalfthe cost of spaceat theNevadaCity tech Center.

Former Grass Valley Group Campus at Bitney Spriags22

TheformerGrassValley Groupcampus at Bitney Springsis in a remote locationthat is obsolete for most of today'spotentialcorporatebuyerswho want to belocatednear urbanservices. The Bitney Springscampuscomplexcogently supportsa schoolandart center, but thevast majority of spaceremains vacant. To date,the reuse of this site hasbeenleft to the current owner and local realtors,andno efforthasyetbeenmadeto marketthepropertyto attract a singleuser that seeks an isolatedcampussetting.

The sitemay be attractiveto Federalagencies,suchas HomelandSecurity,or military contractors that could use thecampus as a researcNdevelopmentandtraining site.The rightcorporateuser may alsobe attractedto this pristine,rural settingwith no surroundingservices. The former campusis especiallyattractivebecausethepropertyhasits own sewageandwater treatment facilities.

i9 SeeAppendixBfor mapof Loma RicaIndustrialParkandsurroundingareas.

20SeeLomaRicaRoadArea EconormcDevelopment/RedevelopmentStudy,preparedby dieSierraEconomic DevelopmentDistrict,September2005.

21 InpurviewwithBill Litchfieldat LitchfieldConstruction.

22 SeeAppendixB for map of BitneySprings.

WesternNevadaCounty 25 EconomicDevelopmentStrategy 4.2 Siteswith SignificantInfrastructureConstraints

Othersiteswith businessparkor light industxialzoning are not readyto marketandpromote becauseof infrastructureconstraints. Theconstraintsmaybe addressedby receiving Federaland Stategrantsto fund theinfrastructureservices that will beneededto attract business.However, FederalandStatefimding to fund infrastructureis limited. Moreover, many funding sources (CDBGOver theCounterandEDA)requirea businesscommitmentto a specificsite in advance of theinfrastructuregrantSecuringthis t3fpeof commitmentis difficult for businessesthat need from to makefastdecisionsandhavealternativesiteswith infrastructurelocatedaway NevadaCounty.

The County GeneralPlanencouragespropertyowners anddevelopersto privatelyfinancethe requiredinfrastructureimprovements.However, a recommended,alternativeapproachis to investment s@me explorethe use of publiclprivatepartnershipsto encourage private by providing level of publicf~mdingan&'orfinancingfar in&astructure.Thiswould requiretheccanty t@ of establishing review, andpossiblyamend,its existingland use andfiscalpolicieswith the goal publicinftrstructnru fmancingmechanismswith a high degreeof financial integrity to protectthe interestsof thetaxpayers. have financial In theabsenceof a changein Countypolicies,propertyowners will continueto a incentiveto convert industriallandsto commercialretail or residentialuses, which typicallyearn higher rents andlandsalesandtherebyimproving thedeveloper'sability to privatelyfmancethe zs requiredinftastmctureimprovementsConsequently,thelight industrial andbusinesspark which will changeonly zoning simplyretains industrially zonedareas into long-termopenspace) if inf~astiuGtnreimprovementsare supportedby publicfunding, or if rents can increase sufficientlyto improvethe feasibility of privatefinancing.Accordingly, the informationbelow describesthe area andsitesthat are plannedand zonedfor light industrial andbusinessparkuses, but currentlyhaveno access to wastewater treatment andotherinftrstructure improvements, which are requiredas a conditionof approvalfor light indushial or businessparkuses.

Southhill Village SpecialDevelopmentArea (SDA)

Southhill Village is a 66-acresitethat hasbeendesignatedby NevadaCounty andtheCity of Master Plan GrassValley as a SpecialDevelopmentArea (SDA),which is a term givento four Grass At areas that are cogently locatedin the Countyand are seekingto beannexedinto Valley. this time, SouthhillVillage is not availablefor any businessprospectsbecausetheMasterPlan actually andannexationmay not beapproveduntil 2011, andadditionaltime will be neededto developtheproperlyandattract businesstenants.

23Manuf~chiringandbusinessparktenantspaybetween$0.50and$0.80persquarefootaccordingto datacollectedin 2004andreportedintheHigginsMarketplaceJobs/HousingBalanceandFiscalImpact Analysts,preparedfor FHK Companies,November2004.Thesame reportshowsthatcommercialretailtenantspay $1.50persquarefoot.

WesternNevadaCounty 26 EconomicDevelopmentStrategy SouthhillVillage hassubmitteda MasterPlanto developa mix of commercialshopping,business parkandresidentialspace.Thepropertyowners proposeto develop16improvedlots, which can supportaround192,000squarefeet of businessspaceon 18 acres of theMaster Plan development.Thepropertyowner anddeveloperwill privatelyfinanceconnectionsto theCity's wastewater treatment system. Northstar and Loma Rica SDAS

The NorthstarandLoma Rica SDASmay alsosubmitMaster Planproposalsthat include new 24 businessparkandlight industrialspace However, it may take a decadeto approvetheMaster Plansfor theseproperties.Therefore,thesetwo SDAScannot bepromotedas viable businesssites until their MasterPlanshavebeenapproved,anddevelopmentagreementsare in place.

Loma Rica (Nerthof Runway)25 The area vacatedbetweentheAirport runway andXdahe-MarylandReadis currently undeveloped andzonedfor businessparkuses. SomeindusiJialbusinessesmightbeinterestedin this setting. However, the area lacks wastewater treatment services andan access road.The potentialrents that can be earnedby businessparkor light industrialusers are currentlynot sufficient to privatelyfrance a connectionto thewastewater treatment systemanda roadwayconnectionto therest of thecommunity.

In fact,theproperlyowners haveproposedto changethenorthof therunway zoning to low-densityresidentialuse, which is opposedby thebusinesstenants in theLoma RicaIndustrial Parkwho are concernedaboutresidentialand industriallanduse conflicts.TheWinds Aloft projectwould develophigh-endresidentialunitswith airplaneparkinglots north of the runway, andtheproposedresidentialuses couldsupporttheprivatefinancingof therequired inf~asbnctnreimprovements.

Higgins (Highway49 Froatage)zs

The area locatedalongHighway49, immediatelysouthof theLongs Drug Storeshoppingcenter is zonedfor businessparkuses. Thepotentialdevelopmentof a businessparkin this area could attract workersfrom Auburn andothernearbyPlacerCountycommunities.However, wastewater treatment services are requiredin advanceof developingthis area, andrents are not currentlyhigh enoughto supportprivatefinancingto extendwastewater treatment andotherrequired infrastructureimprovementsassociatedwith a businessparkdevelopment.

24 Northstaris a 762-acresite,andLomaRicais a 452-acresite.

25SeeLomaRicamapin AppendixB. 26SeeHigginsComermapin AppendixB.

WesternNevadaCounty 27 EconomicDevelopmentStrategy Establishmentof a packagetreatment plantis alsonot currently a viable solutionbecauseof long- term operationalissues.The Stateof California typicallydoesnot supportlarge septictreatment systemsfor multiple users, andregulationsaffectingsewage treahiient facilities tendto become more restrictive,causingcosts to rise steeplyover time.

In fact, a developerhasrequestedNevadaCountyto changetheproposedland uses to allow for thedevelopmentof a supermarketanchoredcommercialshoppingcenter (knownas theHiggins Marketplace).The shoppingcenter would sharetheprivatelymanagedpackagetreatment plant that is currentlyusedby theHiggins Comerproject(LongsDrug Storeanchor)-TheHiggins ComerprojectandHiggins Marketplace(if approved)will be requiredto hook into the main sewer line whenit is extendeddownCombieRoad.According to thedeveloper,thehigher rents gamedby commercialretail tenants will supporttheprivatefinancingof the required 27 inftrstructnru improvementsneededto supporttheproposeddevelopment soma RicafBranswick Roa42g

A largearea of undevelopedlandzonedfor light industrial uses is locatedalongBrunswick Road. This area doesnot connect to the sewer, andcurrent rents earnedfrom theallowedland uses are not currentlysufficient to supporttheprivatefinancingof infrastructureimprovements.

Higgins (CombieRoad and Industrial Plgce)29 TheundevelopedlandlocatedalongCombieRoadandIndustrial Placeis zonedfor professional offiGCspaceandlight industrialuses, but this area is locatedaway from Highway 49 andother nearbyservices. The extension of wastewater treatment services to this area is costly andnot financially feasibleprivatesector developmentof new businessparkor light industrial developmentat this time.

Penn Valley's Thereincorporatedcommunityof PennValley hasundevelopedlandadjacentto a schoolthat is zonedfor businessparkuses. In general,Penn Valley is an isolatedarea that lacksnearby 31 commercialor businesssupportservices. Moreover, developmentof thesite will require wastewater treatment andotherinfrastructureservices to supportnew light industrial space.

27For more informationabouttheproposeduses on thissitesee HigginsMarketplaceIobsfHousingBalanceandFiscal ImpactAnalysts,preparedfor FHKCompanies,November2004.Accordingly,therentsrecordedin thisreportwere basedon 2004data.

zs SeeLomaRicamapin AppendixB.

29SeeHigginsComermapinAppendixB.

30 SeeAppendixB for mapof PennValleyandsurroundingareas.

si Accordingto Countystaff,theseis a developedsiteon Highway20inPenn Valleythatcontainsexistingleased spaceforbusinessuses.

WesternNevadaCounty 28 EconomicDevelopmentStrategy North San Juaa32 ThereincorporatedcommunityofNorth SanJuan hasundevelopedlandthat is zonedfor light industrialuses. North San Juanis an historic communitythat is isolatedaway from Western NevadaCounty'spopulationcenter makingit difficult to attract companiesandworkers. Moreover, developmentof thesitewill requirewastewater treatment andotherinfrastructure services to supportnew light indus~al space.

32SeeAppendixB for mapofNorth SanJuanandsurroundingareas.

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L4 ,a a1 E " ,14 u ai h > UJg Q m O O 0) O O E ta m i m ii Zo M 4)E.EO ms %Lu 5. Workforce Training and Employment Linkages

Western NevadaCountyhasan inventory of approximately1,400 unemployedworkers,anda 33 relatively low unemploymentrate of 4.4 percent The unemployedworkersare an underutilized resource and an assetthatcan help expandWestern NevadaCounty'seconomy. However, the skills andexperienceof availableworkersneedto bebettermatchedwith existingand future businessworkforcerequirements.ACcordingly,the CommunityCollegeandtheotherjobtraining providersfundedby theWorkforce InvestmentBoard (WIB)shouldaddresstheneedsof three segmentsof potentialworkersthat can makea greatercontributionto thelocal economy:

Workersthat currentlyhold or haveheld low wagejobsandneedaccess to jobtraining and career ladderemploymentopportunitiesin orderto improve their earning power. a Wnempl@yedworkersthathavebeendislocatedf~ormindustriesmay neednew workforce skills t@adjustto therequirementsof xrew andexpandingindustries. O Unemployedworkersthathavebeenunableto gain access to thejobmarketandmay need basicworkforcepreparednessandlife managementskills training.

ACcordingly,thekey educationandworkforcetraining factorsthat affectNevadaCounty'sability to attract the industrytargetsare describedbelow.

5.1 FormalEducationcompleted

Ninety percentofNevada County'sadultpopulationhascompletedHigh School,which is much higherthanCalifornia's High Schoolgraduationrate. (SeeFigure 7.)In addition,thepost secondaryeducationalachievementsamong NevadaCounty'sadultsare similar to higher 34 educationachievementsthroughoutCalifornia Twenty-six percentof NevadaCounty'sadult populationhasearneda Bachelor'sdegreeor higher, and66 percenthave some college education. Although educationallevels are not the same as workforce skills, they indicatethepreparedness of NevadaCounty'sworkforce for higherskilledjobs.Thesefacts can helppromoteWestern NevadaCount as a desirablebusinesslocation.

33As of May 2007,NevadaCount's unerr~loymentrate is lowerthanCalifornia'sunemploymentrate of 4.9percent. EDD reportsthatNevadaCountyhas2,300unerr~loyedworkers.Theregionalunerr~loymentestimateassumes that 60percentofNevadaCounty'sunernployedworkerslive in WesternNevadaCounty,whichis consistentwith the geograi~hicdistributionof NevadaCount's population. 34Educationalattainmentdatais for adultsaged25yearsandolderaccordingto Census2000datafor Californiaand NevadaCount.

WesternNevadaCounty 33 EconomicDevelopmentStrategy Figure7 FormalEducationCompletedby AdultsAge25+in NevadaCountyandCalifornia 2000 imNevadaCounty ECalifomia I

-.I , 4

goy r 4~% a$. a 1~. 80%

?0%

60%

50%

40% 4~ 30% &~~,& , i~~L~i

20% 4 .4.

10%- %-..$?,*j~i? os HighSchoolGraduates BachelorsDegreeor More

5.2 CurrentOccupationalSkills Comparedto TargetIndustry RequirementSkills

Thesuccessfulattractionof thebusinessclustertargets, as describedin Chapter3, will changethe demandfor occupationalskills. The demandfor more skilledpeoplewith at leastsome post secondaryeducationandhigherlevelsof formal training will expandas theindustilf targets are atkactedto the area. Figure 8 comparestheoccupationalskills of theexistingworkforce with the 35 occupationalskills thatwill berequiredby the industrytargets

35 Figure8comparesthecurrent occupationaldistributionfor 17,970privatesectorjobswiththeoccupational requirementsof thebusinessclustertargetsassumingthatWesternNevadaCountyatkacts200jobsfromeachof the followingindustryclusters:construction,financeandinsurance,professionalandtechnicalservices, healthcare services, andinformationservices.

WesternNevadaCounty 34 EconomicDevelopmentStrategy Declining OccupationalSkills

Personalcare andservice occupationsaccount for only 8 percentof the targetedbusiness clusterworkforce,which is a reductionfrom 21 percentof Western NevadaCounty'scurrent workforce36 Salesoccupationsaccount for only 6 percentof thetargetedbusinessclusterworkforce, which is a reductionftom 14percentof Western NevadaCounty'scurrent workforce. Production,transportation,andmaterialmoving occupationsaccount for only 1percentof the targetedbusinessclusterworkforce,which is a reductionfrom 7 and6 percentof Western NevadaCounty'scurrent workforce.

ExyaizdEngOccupationalSkills office andadministrativesupportworkerswill account for 26percentof targetedbusiness clusterworkforce.Xncomparison,office and administrativesupportworkersaccount for 17 percentWestern NevadaCounty'scurrent workforce. a Professionalandtechnicaloccupationswill account f@aanother26percentof tke business clustertarget workforce.these occupationalskills account for only 14percentof Western NevadaCounty'scurrent workforce. Constructionandextractionoccupationswill account for 14percentof occupationalskills neededby thebusinessclustertargets. Thedemandfor constru(~tionrelatedoccupationswill becomea largercomponentof WesternNevadaCount's futureworkforce. Finally, management,businessand financialoccupationswill alsoaccount for 14 percentof the occupationalskills neededby thebusinessclustertargets. Western NevadaCounty's demandfor managementrelatedoccupationalskills will expandif thebusinessclustertargets are successfullyattractedto the area.

36SeeAppendixA, Table4for detailedindustryby occupationmatrix.

WesternNevadaCounty 35 EconomicDevelopmentStrategy Figure8 WesternNevadaCountyOccupations CurrentIndustryTargetMixComparedto IndustryTargetMix

~c,,~entIndustryMixEITargetindustryMix l~f ,~~\~~~> sit` PersonalCareandServices .v. ~&?a ..$.,f4.4i,t4 fop 4\~ a a $~1 Officeand AdministrativeSupport

Professional I Sales 1 I ~$~1;- Extraction % Constructionand visit

Management,Businessand Financial a %~4)a Production $~~~ ,~,i ...~,4 .\ a ,4,$ ~.. Transportationand Material a i Moving \ --~ . a J " ~~~ ad ad .hi>: and a Installation,h4aintenance ~~~ i4~~ Repair i~'lv~iis'%" ,,~$w4 i ,,v4~$i~ . 5th. j;? f. ?.'$~ii~l;i4i,~4 ad /ad~.,-.,ad aye1it a AgricultureandForestry i&a' quiz,sly%adas~?~ ie,~~,~,14ss??is~~>~~ os 5% 10% 15% 20% 25% 30%

5.3 Reviewof WorkforceTrainingPrograms

Arearesidentshaveaccess to limited local jobtraining resources within NevadaCounty. The SierraCollegeGrass Valley branchcampusoffersgeneraleducationopporhmitiesand specific 37 employmentskill training in business,technology,health,andfire services. The only other locally availableemploymenttraining services are offeredthroughthelocal schooldistrictadult as educationprograms andtheROPprograms. The WorkforceInvestment Board funds additional jobframing programs,butWestern NevadaCounty residentsmust travel to PlacerCounty or otherneighboringcommunitiesto takeadvantageof thejabtraining courses. Theworkforce training programsofferedto Western NevadaCounty residentsare describedbelow.

37TheGrassValleycampusof SierraCollegeoffersclassesin fivedivisions:businessandtechnology,healthand physicaleducationsfire andhealthsciences, liberalarts, andscience andmathematics. as A detailedanalysisof theschooldistrictadulteducationandtheROPprogramsare beyondthescopeofwork forthis report,andan analysisof theirprogramsare notincludedinthisreport.

WesternNevadaCounty 36 Sierra College Grass Valley Campus

Siena Collegehasan attractive105-acrecampusin GrassValley that offers generaleducation classes,wherestudentscan earn a two-year associatedegree.Studentsalsohavethe optionof attendingthemain SierraCollegecampus in Rockoon(PlacerCounty),which offers a largerrange I of programsandjobtraining services. Thetwo-year proyam providesan opportunityfor students to transferto a four-yearCollegeor University. However, theGrass Valley campusoffers a limited amount of training opporhnitiesto matchtheexpandingoccupationsin demandby the businessclustertargets.

The Collegemanagesa CareerCenter,which hasan electronicjobreferral bulletin board,and trains studentshow to preparea resume, practiceinterviewsand completeotherjobseekingskills.

Golden Sierra Job Training Agency nevadaC@uxrtyresidexrtshaveaccess to jek traixiingservices haS are delivered&y 47 moxi-prefix organizations,fundedby theWorkforce Investment Board (WIB)andadministeredby theGoldem ;9 SierraJobTraining Agency (GSJTA.) However, theWIB fundedtraining providersand programsare locatedoutsideof NevadaCounty,which limits theeffectivenessof thejobtraining effortsavailableto Western NevadaCounty residents.Moreover, only a few occupationaltraining programsfundedby theWIB will providethetarget industryemployerswith therequired workforceskills.

TheGSJTA fundstheWorkforce ConnectionOne-StopCenterin NevadaCity, which brings various state andregionalemploymentservices togetherwithin a singlefacility, andprovides employersandjobseekerseasy access to non-duplicative,no fee services. Employersgetaccess to potentialemployeeresumes, andjobseekerslearnaboutjobopportunities,jobhunting strategies and skills training. Unfortunately,the one stop center is locatedaboutfive miles from the SierraCollegeCareerCenter,andthetwo employmentcenters are unableto takeadvantageof their sharedmission andtheknowledgegainedby the operatorsof eachfacility. Theinability to placethe SierraCollegeCareerCenter andtheOneStop Center in a singlelocation causes an inefficient use of scarce resources, andfails to capitalizeon thepotentialsynergismof a single employmentassistancecenter.

39SeeAppendixA, Table5for listoftrainingprovidersandoccupationaltrainingfundedby theGoldenSierraJob TrainingAgency,whichserves theCountiesofPlacer,EI Dorado,Nevada,AlpineandSierra. WesternNevadaCounty 37 EconomicDevelopmentStrategy 6. Economic DevelopmentRcles and Responsibilities

NevadaCounty, GrassValley andNevadaCity havelimited staff capacityto engagein business attraction,retentionor expansion.Consequently,WesternNevadaCounty'slocal governments contract with theNevadaCounty EconomicResource Council (ERC),the SierraEconomic DevelopmentCorporation(SEDCorp),five Chambersof CommerceandtheNevadaCounty Winery Associationto deliver economic developmentandtourism promotionservices. Thelocal governmentfunding of economic developmentefforts are summarizedin Figure 9 anddescribed below in more detail.

Figure9 EconomicDevelopmentFundingin WesternNevadaCounty FiscalYear2006/07

Nevada County City of Grass Valley NevadaCity ECONOMICDEVELOPMENTORGANIZATIONSFUNDEDBY WESTERNNEVADA COUNTY'SLOCAL GOVERNMENTS

NevadaCounty Economic Provided$75,000formarketingand Provided$15,000foreconomic Provided$3,000for economic rce Resoti Council outreachto thebusinesscommune devils ment services devils mentservices

Provided$17,000for regional Sierra Econon\ic planningandsmallbusinessloan Providedfimdingto managethe Nc findingallocatedfromany of Development Corporation fimdmanagement City's?evolvingloanfund thecitiesin theSEDDregion. TOURISM PROMOTIONORGANIZATIONSFUNDEDBY WESTERNNEVADACOUNTY'SLOCAL GOVERNMENTS

Provided$115,000for a varietyof services: fieldingvisitor/%usiness inquiries,distributinginformation, producingbrochuresandcollateral materials,andsupportingspecial Provided$25,000to theGrass Provided$32,000to theNevada events.(Fundingdisbibutedamong Valley/NevadaCountyChamberfor City Chamber+ freespacefar Chatbers of Commerce allfive Chambers. tourism demotion teurism demotion. Provided$25,000to theGrass Valley downtownassociationto promotethedowntownandspecial Downtown Associations No fimdin allocated. events. No fundin allocated. Madean FY 06/07contributionof 536,000to promotearea wintries NevadaCounty Winery andcommitted$29,000for Association FY07/08. Nofundin allocated No fundin allocated Source:Interviewswith CountyandCity officialsconductedbySeifelConsultingInc.

WesternNevadaCounty 38 EconomicDevelopmentStrategy 6.1 NevadaCounty'sEconomic BevelopmentEffaots

NevadaCountyfundsits non-profiteconomic developmentparhiersto implementbusiness retention,expansion andattractionefforts,andto promotethe area for tourism. Figure 10shows that theCounty's economic developmentandtourism promotionfundingexpandedfrom approximately$140,000during FY 2002f03to approximately$225,600by FY 2006/07. However, 67percentefthe County's fundingis allocatedto theChambersandtheWinery Associationfor tourism promotion.Only $75,000of funding was providedto theERCto implementeconomic developmentactivities.

The Count currentlydoesnot havea dedicatedeconomic developmentstaff person. Thestaff personthat is assignedto representthe Countyon economic developmentis locatedwithin the specialprojectsandhousingdivision of thePlanningDeparhnent within theCommunity IDevelopmentDeparhnent andmust accomplishothertasksin additionto the economic developmentfimctiens.Thus,the effectivenessSOthe economic developmentstaff person's efforts is limited by their positionin County government,as well as the lackof staffing, funding andother resources.

Figure10 Trendsin FundingEconomicDevelopmentPromotionalServicesby NevadaCounty FiscalYear02/03to FiscalYear06/07

Non-ProfitsFunded FY02/03 FY03/04 FY 04/OS FY05/06 FY 06/07 Total Joint Chambersof Commerce(coc) sgs~ooo $95,000 $110,000 $105,000 $115.00 $520,000 EconomicResourceCouncil(ERC) $44,100 $44,100 $44,100 $59)100 $75,000 $266,400 NevadaCountyWineryAssociation $35,600 $3S,600 SouthCount (liamber $6,000 $6,000 Startu NorthSanJuanChamber $2000 $2000 Total EconomicPartners $139100 $139100 $154100 $17Z100 $225600 $830000

Source:NevadaCounty

S.2 GrassValley'sEconomicDevelopmentEfforts

TheCity of GrassValley allocates$653000for tourism promotionandeconomic development. Seventy-fivepercent($50,000)of theCity's funding was for tourism promotionduring FY 2007/08.Half of thetourism promotionfunding went to theGrass Valley-NevadaCounty Chamberandtheotherhalf went to theGrassValley Downtown Associationfor downtownand 40 relatedspecialevent promotions.

4o Fundinginformationwas providedby dieCityof GrassValley.

WesternNevadaCounty 39 EconomicDevelopmentStrategy GrassValley contributesonly $15,000to theERC, andthis level of funding is small,particularly giventheCity's 2020 GeneralPlangoalfor GrassValley to bethe "economic hub" ofWestem NevadaCounty.

The City Council adoptsyearlygoalsandobjectivesthat seekto furtherits role as the"economic hub" throughthepursuitof Stateor Federalgrants,initiating specialplanningeffortsfor distressedareas or installing infrastructurein key areas of the community.However, business attraction,retention,andentrepreneurshipdevelopmentwere not specificallymentionedin the 41 2007City Councilgoals Nevertheless,theCity can pointto a numberof successfulbusiness 42 expansionoutcomes.

TheCity maintains a Business Loan Program that is administeredby SEDD.The City's RedevelopmentAgencyhasfundedpastinfrastructureimprovementsandpurchasedkey propertiesfor redevelopment.City staffalsoworks with any developeror businessthat is looking to locatewithin %heeermrmuxrity,britthe Cit relies on the ERCfor probativeoiitreachefforts.

As for staffmgof economic developmentfunctions,theCommunityDevelopmentDirector is responsiblefor implementingeconomic developmentprioritiesof theCity Council, andthat staff personreportsdirectly to theCity Administrator.TheRedevelopmentAgency retains one full-time HousinglEconomicSpecialistwho is assiyiedvarious affordablehousingandeconomic developmenttasks.

During thepastfew years,the City's leadershipandstaff havespenttime andenergy responding to developerrequeststo approveSpecificand/orMaster Plansfor theSpecialDevelopmentAreas (SDA's)alongwith annexationschedulesthat would expandtheCity's inventory of available residentialandindustrialland. TheCity is beginningto processthe SDA's, and developmentof one or two of theSDA's is anticipatedto occur over thenext few years. TheCity currentlyonly hasinfill propertiesavailablefor new businessdevelopmentuntil new businessspacecan 43 bedeveloped

6.3 NevadaCity's EconomicDevelopmentEfforts

NevadaCity alsofundstourism promotionandeconomic developmentservices. However, the NevadaCity Chamberof Commerceuses more than90percentof theCity's funding($32,000) for tourism promotion.

4'Oie 2007City Coimcilgoalsare as follows:(1)exceptionalpublicsafety,(2)modempublicinfrastructure,(3) prudentfinancialmanagement(4)balancedeconomic growthanddevelopment,(5)plannedcormnunitydevelopment (6)inclusivecommunityinvolvementandleadership,and(7)use of technology,trainingandproductiveworkforce. 42WeaverAutomotive,HillsFlatLumber,Moule'sPaintandGlass,DeMartiniRV SalesandService,andthe BriarpatchMarket.

43TheCityhascollectedinformationabouttheinfill propertiesthatcouldbedevelopedfor new businessspace,and thisinformationis conveysto potentialinvestorsthatwantto developnew businessspacewithintheCity limits.

WesternNevadaCounty 40 EconomicDevelopmentStrategy This leavesonly $3,000for theERCto helpattract firms to theNevadaCity TechCentersite. Consequently,businessexpansion efforts are not well funded,andNevadaCity isnot taking advantageof thereal estate assetthathasbeencreatedby new privateinvestment at theNevada City TechCentersite.

In terms of day-to-dayactivities,theCity ManagerrepresentsNevadaCity on economic developmentefforts, with assistanceftom a City Planner.The small staffmust accomplish multiple tasksin additionto the economic developmentfunctions.Giventhe smallstaff, the City may bestleverageits resources throughcontractingwith an outsideits economic des7elopmentprovider.

6.4 Nevadacounty Economic Resource council (ERC) she NevadaCeimtyERCrmanagesa local econ@rmiedevelopmentweb site,aiadspexis@asevents that educatebusinessandgovernmentleadersaboutlocal andregionaleconomic conditions.The ERC Boardhasdirectedstaffto focuson expandingestablishedbusinessesratherthan recruiting new businessto the area. Consequently,theERC functionsas a manufacturingChamberof Commerceengagedin outreachto existingbusinessesthroughformal monthly surveys, recruitmentof skilledworkersto beplacedin thearea'sestablishedtechnologycompanies, small businessesfinancingandadvocacyandtradeshowattendance.

NevadaCounty relies on the ERC to deliver economic developmentservices. However, the working relationshipswith Countystaff are sometimesunclear,as theERC lacks a clear direction aboutits role andresponsibilitiesfor working with businessprospectsthat are seekingto expand or locatein the area. Thislack of clarity and definition abouthow theERC shouldwork with local governmentstaffhashandicappedthe economic developmentimplementationeffort. Consequently,businessprospectshavenot beeneffectively managed.

6.5 SierraEconomicDevelopmentCorporation44

TheSierraEconomicDevelopmentCorporation(SEDCorp)is an EDA-designatedregional economic developmentorganizationfundedby a combinationof federal,state,county andprivate sources locatedin Auburn(PlacerCounty).SEDCorpreceiveda $17,000allocationfromNevada County to promoteeconomic developmentin the four countiesofNevada, Placer,EI Dorado,and Sierra.The organizationserves a largeregion, which is fundamentallydifferent from therole providedby theERCo? theChambersof Commerce. The organizationhasplanningskills, which are utilized to facilitate theNorth SanJuan CommunityAction Plan andtheLomaRicaDrive InfrastrucliireMaster Plan.

44 Thisorganizationrecentlychangeditsname, andwas formerlyknownas theSierraEconomicDevelopmentDishing.

WesternNevadaCounty 41 EconomicDevelopmentStrategy SEDCo?palsopartnerswith the SierraCollegeSmallBusiness DevelopmentCenter(SBDC), making spaceavailableto SBDCcounselorsin SEDCorp'soffice for counselingandtraining. SEDCorpprovidessmallbusinesstechnicalassistanceby hostingworkshopsfor local bankersto familiarize themwith SEDC'sloanprogramsandotherfmancialresources availableto complementprogramsthat are operatedby commerciallenders.SEDCorpalsohasa contract with NevadaCountyto manage andoperatetheMicroenterpriseAssistance Program(MAP),and Grass Valley contracts with theSEDCorpto manage its revolving loanprogram.45

6.6 Non.PrcfitsThat DeliverTourismPromotionServices

Five Chambersof Commerce,two Downtown Associations,andthe WineryAssociationpromote Western NevadaCounty as a visitor destination.Eachorganizationhasdevelopeda branding effort for their geographyor industilf, but nG singleeffort yet exists to brandtheWestern Nevada caunty region. Far example,theNevadaCity Chamber@fCommerce hasdanean excellentjeh promotingNevadaCity as a destination,hut its web sitedoesnot promoteethervisitor destinationsandevents outsideofNevadaCity. Thetourism promotioneffortsof each type of organizationare describedbelow.

Chambers of Commerce

NevadaCity andGrassValley haveprofessionallymanagedChambersof Commerce that are fundedby theCounty andtheir respectivecities to operatea visitor's center, host an informationalweb site andproducecollateralmaterialsfor eacharea. TheCounty alsofunds membershipChambersto promotetourism in SouthCounty,Penn Valley andRoughandReady. The threesmallcommunitiesare nice placesto live, buttheylack destinationsandforvisitor attractions.Moreover, thethreesmall Chambershaveno professionalstaff, andno money to engagein effectivetourism promotion.Consequently,theCounty'ssupportof thethreemember Chambersdoesnot effectively promotetourism, becausethesmall communitieslackdestinations andplacesthat will attract new visitors

Downtown Associations

Both NevadaCity andGrassValley havehistoric downtownsthat attract visitors to Western NevadaCounty.Downtown associationshavebeenorganizedin eachCity. The GrassValley Downtown Association(GVDA)was originallyestablishedin 1979as a volunteerassociation anda spinoff from theChamberof Commerce.

4s TheMicroenterpriseBusinessDeveloprmentProgramprovidestrainingfor smallbusinessowners andstartup entrepreneursseekingmore informationaboutthefundamentalsof businessplanninganddevelopmentThetraining includes32hoursof classeson thecomponent;of a businessplan.

WesternNevadaCounty 42 EconomicDevelopmentStrategy A BusinessImprovement District (BID)was establishedin the 1990s,which hashelpedsupporta parttime GVDA staffperson,anda web siteto promotedolbatownGrassValley andrelated specialevents. TheBID hasalsosucceededin funding more than $3million of improvement projectsthat hasmadedowntowna desirablebusinesslocation.

TheNevadaCity downtownassociation(NCDA)is a relativelynew BID with limited funding. At this timedstheNCDA is a membershiporganizationthat relies on volunteerefforts to implement beautificationprojects.TheNCDA doesnot receive financial supportfrom theCity andmust solely rely an BID revenues to fund improvements.

Nevada County Winery Association TheNevadaCountyWineryAssociationincludes14wintrier thathave organizedto promotethe region'swine industry.TheWineAssociation'spromotionalefforts are primarilyself-funded, and their efforts are targetedto attract dayvisitors from the Sacramentometropolitanarea. However, revenues are limited by thefew wintries that are in the area, andNevadaCounty's $36,000contributionis an importantcomponentof thetotal budget.

Qualitywines andtherural ambienceof Western NevadaCounty a?epromotedas an experience. Wine as a destinationcreates anotherreason to attract visitors to the area. To date,the effort has beensuccessful,as wine tourism hasexpanded.

WesternNevadaCounty 43 EconomicDevelopmentStrategy 1. Economic Development Action Plan

The economic developmentactionplanpresentsa direction on how NevadaCountycan capitalize uponunrealizedopportunitiesandadjustto globalization,which will shapeWestern Nevada County's economic future.Therecommendedactionsandimplementationsteps are summarized in Figure 11, includedat theendof this sectionanddescribedbelow.Thelinkagesbetweenthe recommendedactionsandthebody of shereportare alsoincludedas a subsectionof each recommendation.

7.1 RecommendedAction #1: Expandthe Capacityof Nevada Countyto Engagein Business Attraction

NevadaCounty'scurrent ee@neinic developmentefforts aae curaexitlyledby non-pa@fit 46 organizationsthat provideeconomic developmentandtourism promotionservices Wtotem NevadaCountylocal governmentsneedto complementtheir existingactivitiesby funding a businessattractioneffort andexpandingthe economic developmentfundingfrom its current level of $95,000to approximately$300,000.The additionalresources couldhelp fundadditionalstaff, travel andcollateralmaterialsfocusedon businessattractionandexpansion efforts.

Implementation of Action #1

A dedicatedsource of publicfundingshouldbe committedto thebusinessattractionefforts.If no additional sources of local revenues are available,thenWestern NevadaCounty'slocal governmentsshouldconsiderredirectinga portionof the$2043000that is allocatedfor tourism promotion.Further,theCountyshouldconsideralternativesfor themost effectivedelivery of economic developmentactivities andexpandthecurrent fundingandgovernance model to include an enhancedlevel of parkiershipbetweenthepublicandprivatesectors.

County's Implementation Role

NevadaCounty,Grass Valley andNevadaCity are economic developmentparhiers.Thus,the long-termfundingof a businessattractioneffort hasto be addressedby all threelocal governments.The Countyshouldstudyfundingoptionsto besure that an adequateamount of money can beraised.

46 NevadaCountyconhibutes$75,000;GrassValleyconhibutes$17,000andNevadaCit contributes$3,0GOto the ERCfor businessretentionandexpansionservices. Localgovernmentsalsoallocate$204,000for tourism promotion services, whichare deliveredbytheChambersof Commerce,iheDowntown AssociationsandtheNevada(aunt WineryAssociation.

WesternNevadaCounty 44 EconomicDevelopmentStrategy Documentation and Rationale to Support Action #1 Chapter6 describesthelimited staff capacityandresources availableto engage in business attraction.No coordinatedbusinessattractioneffort currentlyexists, andadditionalfunding is neededto will supportdedicatedstaff, travel andthecollateralmaterialsneededto launchan effectivebusinessattractioneffort.

7.2 RecommendedAction #2:Attract, ExpandandRetain BusinessTargets

Targetingindustryandbusinessclustersin theSacramento Metropolitan area thatmay neednew spacewill maximize thereturns on limited stafftime and fundingresources. In orderie be m@st effective,WestermNevadaCountyshouldactivelyengage in a more comprehensiveeconomic develepmexitpregrarmandtarget its brisknessFetentien,expansion and attractionefforts.Fecusimg the County'seconomic developmenteffortswill maximize thereturns on limited staff time and funding resources. A targetedeconomic developmenteffort shouldfocus on industryand businessclustertargetsthathavea strong presencein theregion, haveexpandedfasterthanthe generaleconomy, utilize theskills of knowledgeworkers,andpay higherthan averagewages. Thetargetindustriesandbusinessclusterslistedbelow were selectedusingtheanalytical techniquesdescribedin Chapter3 of thereport: Construction Financeandinsurance Professionalservices Health care services Informationservices

Implementation of Action #2

Western NevadaCounty'slocal governmentsshoulddesignatean economic developmentagency to betheinitial contact pointfor businessattraction,expansionand/orretentionprospects.This agencyshouldrefer businessprospectsto a singlelocal governmentcoordinatorin each communitywho would likely betheNevadaCounty Housing andEconomic Development Coordinator,theGrass Valley CommunityDevelopmentDirector,and theNevadaCity Manager. Thelocal governmentcoordinatorswould work with eachbusinessprospectto complywith their specificland use planningandurban designguidelines.

The agenciesin NevadaCounty that conducteconomic developmentactivities currentlylack the resources to engage in effective andtargetedbusinessattraction.Additional fundingwill be neededto create andundertakean effectivebusinessattractionprogram.In orderto be successful, the designatedeconomic developmentagencymust havebroad supportfrom theprivatesector and local governmentleaders.

WesternNevadaCounty 45 EconomicDevelopmentStrategy County's Implementation Rale NevadaCountycan playa significantrole by expandingtheamount of fundingavailablefor businessretention,expansionandattractionefforts.The implementationactionsof thenon-profit, economic developmentservice deliveryorganizationscan beinfluencedby focusingCounty fundson businessattractioneffortsandrequiringregularperformancemeasures reportsto Count staffandtheBoard of Supervisors.

Documentation and Rationale for Action #2

Therecommendedbusinesstargets have significantbusinessexpansion potential,utilize the skills of knowledgeworkers,andin tum, will raise thelevel of wages paidby NevadaCounty'sprivate employers.Therecommendedbusinessretention,expansion and attractioneffortswill take advantageof the changingregionaleconomy andexpandthenumberof higherpayingjobs,thus helpingto reducetile needfor workersto commute out of the County. Thedetailedtablesof data teat f@rmthefoundationof therecommendedindustryandpsiness clustertargets afe presemted in AppendixA, andthemethodologyusedto selecttheindustrytargetsis describedixi Appendix C.

7.3 RecommendedAction #3:Createa Business Attraction MarketingandBrandingEffort

A marketingandbrandingcampaignshouldbeinitiated to convey a unified messageaboutthe attractivenessofWestem NevadaCountyas a businesslocation.Thebrandingmessage should considerincorporatingthearea'seconomic developmentassets,which are listed below.

Proximity to the Sacramento MetropolitanArea Presenceof a skilledhigh technologyworkforce Presenceof companiesthat are leadersin technologyandinnovations Presenceof a GeneralAviation airport Presenceof historic downtowns,open space,recreation,andotherqualityof life assetsthat can helpattract capitalinvestmentandentrepreneurialskills

Implementation of Action #3 An economic developmentleadershipcommitteeshouldbeorganizedto review anddiscussthis report,andthe economic developmentmarketingandbrandingeffort. The leadershipcommittee shouldinclude NevadaCounty'slocal governmentsandthenon-profiteconomic development service delivery organizations.A marketingandbrandingconsultantmay be neededto facilitate themessageconveyedandprepareeffectivepromotionalmaterials.A privateconsultantcouldbe commissionedto leadthebrandingeffort at a cost of between$40,000and$80,000.

WesternNevadaCount 46 EconomicDevelopmentStrategy County's Implementation Role

NevadaCounty can havean importantleadershiprole in implementingan economic development marketingandbrandingcampaign.Countyleaderscan declaretheir desireto initiate and fund suchan effort, encourageotherlocal governmentsto fund theeffort andhelp form public/private parhiershipthat can leadtheimplementation.

Documentatioxiand Rationale to Support Action #3

Western NevadaCounty'shasnumerous businessattractionstrengths,which couldform the foundationof a marketingandbrandingcampaign. (SeeChapter2.)To date,Western Nevada County'slocal governmentsandthenon-profiteconomic developmentservice delivery organizationshavenot engagedin businessattraction,andtherefore,theCounty hasnot developeda marketingor brandingcampaign.Seethe"Training Manualfor Economic BeveleprmentMarketing9"which theIxitematienalEcenermic DevelopxnentCouncilpriblishesfar rmore informationaboutthe componentsof a marketingandbraxidingexert.

7.4 RecommendedJ\ctionIM: ImproveLinkagesBetween Employer Skill Needsand WorkforceTraining

Western NevadaCounty's economic developmentleadershipcommitteeshouldidentifyways to improvetheworkforce training programs to bettermatchtheneedsof existingand future employers.SierraCollegeand theWIB shouldbe guidedto improve linkagesbetweentraining andtheworkforce skills requiredby Western NevadaCounty'scurrent and future employers.

Implementation of Action #4

Theeconomic developmentleadershipcommitteeformedto implementAction #3 shouldbe continuedto implementthis recommendation.SierraCollegeandtheWIB shouldbe guidedto betterserve the economic developmentneedsof Western NevadaCounty. Regularmeetings shouldbeconductedandtheworkforcetraining programs shouldberetooledto bettermatch employer'sneedsfor knowledgeintensive workers.

County's Implementation Role

NevadaCounty can leadtheimplementationof theneedto improve linkagesbetweenemployer skills needsandworkforcetrainingby convening a meetingof economic developmentand workforceleaders,andengaging in a series of discussionsabouthow to improvethe linkages. Theimplementationof this action step shouldbecomea partof SierraCollegeandtheWEB's organizationalmission.

WesternNevadaCounty 47 EconomicDevelopmentStrategy Documentation and Rationale to Support Action #4

The poorlinkagesbetweenemployerskill needsandtheworkforcetraining programs availableto Western NevadaCountyresidentsare evidencedby thenecessityto recruit skilled workersfrom outsidetheCounty.Elsewherein theUnited States,universitiesandcollegesare retoolingtheir programsto betterlink with regionaleconomic developmentneeds.This hasnot yethappenedin Western NevadaCounty.For more informationabouttheimportanceof having a prepared workforce see the"Peopleandthe CompetitiveAdvantagesof plgn."47

T.5 RecommendedAction #5: ProactivelyMarketBusiness and Industrial ParkSiteswith InfrastructureServicesin Place.

The five areas listed beloware describedin thebody of thereportas having adequatesewed, water and etherinf~astmGtareservices la, accommodateandsiipportnew busixiessdeveleprmexit. Therefore,thesiteslistedbelow can be proactivelymarketedto attract new businessandindustry: NevadaCity TechCenter (2sO~eOOsquare feetof potentialbuildablespace) GrassValley infilr Sites(62buildableacres) NevadaCounty Airport Area (Fiveparcels) Loma RicaIndustrialPark (Approximately10 vacant undevelopedparcels) Former GrassValley Campusat Bitney Springs(Reuseof theexistingsite)

Implementation of Action #5 Marketing andpromotingthefive priorityeconomic developmentsitesneedsto beintegrated with thegeneralbrandingandbusinessattractioneffort. Private owners and developersneedto be includedin theoutreacheffort. Specificways that thebusinessattractioneffort can helpmarket theavailablesitesare summarizedbelow.

NevadaCity teth Cetzter.

TheTechCentershouldbefeaturedon a Western NevadaCountybusinessattractionweb site. Collateralpromotionalmaterialshavebeenpreparedby thereal estate broker andpropertyowner, which shouldbe distributedby theregion'slocal governmentsandnon-profiteconomic developmentservice delivery organizations.Theproperlyowner andreal estate brokershould receive assistance in marketingthis importantsite.NevadaCity shouldwork with theproperly owner to financeand fund roadway,signage anddesignimprovementsto thesite.

47Rsportwas writtenin 2005by Sharicurmise,whichcan bepurchasedfromtheInternationalEconomic DevelopmentCouncU.

WesternNevadaCounty 48 EconomicDevelopmentStrategy Grass Vallet,IpzfillSites.

The ERCandtheCity of GrassValley shouldcollaborateto producea map of theavailableinfill sitesfor distributionto potentialbusinessprospects,which shouldbe integratedinto theERC web site.The map couldbelinked to a databasethat includesthepropertysize, assessor parcel number,properlyownership,realtorcontacts, topographyandotherenvironmentalconstraints.

NevadaCounh,Airport Area

The NevadaCounty, Airport Authority andtheERCshouldcollaborateto preparecollateral materialsabouttheavailablevacant parcelsandincludetheinformation in theERCweb site. NevadaCounty can helpsolvespecificsite developmentconstraints,and new sitescan be made availableif theCountyrelocatesits CorporationYard.

Lome Rica h.IdustrzalPark.

NevadaCeun~shouldcollaboratewickthe ERCto decurmentthelecati@nan0charactemsticsof vacant spaces,andthefew remaining developablesiteswithin theLoma RicaIndustrial Park. Placing vacant sitesandbuildings on theERCweb sitecouldhelp attract potentialprospectsto theavailableproperties.

Former Grass ValleyCampusat B?tneySz7rings

NevadaCountycan helpmarkettheBitney Springssiteby collaboratingwith the owner to place thepropertyon theERCweb site for potentialreuse. TheBitney Springscampuscouldbe marketedto Federaland Stateagenciesthatmay be looking for a built campus in a remote and secure location.

County's Implementation Role

NevadaCounty hasland use jurisdictionover Bitney Springs, the Loma Rica IndustrialPark and theNevadaCounty Airport sites.Theseareas are readyto bepromotedfor new business,but the amount of new businessspacethat can bedevelopedin theCounty is limited. Other siteswith businessparkor light industrialzoningare not readyto marketandpromotebecauseof infrastructureconstraints. Thus,theCountyshouldreview and possiblyamendits existingland use anddebtfinancingpolicieswith the goalof establishingpublicinfrastructurefmancing mechanismswith a highdegreeof financialintegrity to protecttheinterests of thetaxpayers.

Documentation and Rationale for Action #S Chapter4 identifiesbusinesssitesthat with adequateinfrastructureandsitesthat lack adequate infrastructure,which shouldnot bepromotedfor businessattraction.The sectionalsoexplains that rents andlandvaluesearnedfrom commercialand residentialpropertiesare an incentiveto changethezoning for some businessparkandlight industrialpropertiesbecauseit ismore financially feasibleto privatelyfmanceinfrastructnueimprovementsfor commercialand residentialdevelopment.

WesternNevadaCounty 49 EconomicDevelopmentStrategy Figure11 Summaryof RecommendedEconomicDevelopmentActionsin WesternNevadaCounty

RecommendedActions Im lamentationActions Coun 'sRole Rationale Expandthecapacityof NevadaDedicateupto $308,000forbusiness PartnerwithotherGrassValleyand Adequateresources are neededto Countyto engagein bnsiness attraction.Identifyandrecognizea NevadaCityto addressexpandingthe engagein effectivebusinessattraction attraction singleorganizationto leadthebusinessbusinessat~actionfundingand attractioneffort. implementationefforb.

Attract, expandan d retain Focuseconomic developmenteffort Expandfundingfor businessretention; Therecommendedindustrytargets businesstargets on businessattaction,expansionand expansionandatkactionefforts. havea strongpresencein theregion, retentiontargets.Identifya single Recognizea singleorganizationto lead expandedfasterthanthegeneral organizationto coordinatethese theseefforts economy,utilizetheskillsof efforts. knowledgeworkers,andmayraise the levelof wagespaidby Nevada County'sprivateemployers

Createa businessattraction Forma leadershipcommitteeto initiateInitiateandfunda brandingeffort,in A significantbodyof literature marketingandbrandingeffort a marketingandbrandingeffort. partnershipwith otherlocal demonstratesthebenefitsof a governmentsandtheprivatesector marketingandbrandingeffort.

Improve linkagesbetween Forma leadershipcommifteet@ Convenea meetingof economic CommunitiesthroughouttheUnited employerskill needsand addressemployerskill needsand developmentandworkforceleadersto Statesare makingbettereffortsto link workforcetrait ing workforcetrainingprograms. improvelinkages. economic developmentandworkforce skillsprograms. Proactivelymarket business Producecollateralmaterialsand Expandthenumberof sitesavailable WesternNevadaCountyshouldonly andindustrialparksiteswith informationto marketfiveopportunityfor lightindustrialandbusinesspark marketsiteswithinfrastructureservices infrastructure serviacsin placeareasfsites: uses byreviewingandpossibly becauseit wouldbe counterproductive amendingexistinglanduse andpublicto promotesiteswith no infrastructure - NevadaCity TechCenter fundingffinancingpolicies. fundingplanin place. - GrassValley infilr Sites - NevadaCountAirportArea - LomaRicaIndustrialPark - FormerGrassValleyGroupCampus at BitneySprings

WesternNevadaCounty 50 EconomicDevelopmentStrategy Appendix A: SupplementalTables

WesternNevadaCounty EconomicDevelopmentStrategy AppendixA Table1 PrivateSectorEmploymentby IndustrywithinWesternNevadaCouniya 1998and2004

cation ration %ofTotal % Growth Quotient Quotient NAICS Indue lgggb 2oo4h zoo4 lggg-2ea4 lg98 2004 11 A icultureforests fishin andhuntin 269 184 0.9% N/A 1.48 1.03 21 Minim 34 40 O.Zry; N/A 3.72 3.13 Z2 Utilifies 82 79 0.4% N/A 3.23 1.95 Z3 Construction 1042 2ISO IZ,0% lG6.3% 0.99 1.08 31 Manufacturin 2070 1939 10.S% -6.3% 1.60 1.46 311 Foodmanufacturin go 68 04% -228% 061 052 312 Beve eandtobaccooductmanufacturin Q 23 01% NFA 000 G79 321 Wood aducemanufacturin 69 87 05% 272i% 065 075 323 Printinandrelatedsu ort activities 200 81 05% -594% 279 131 325 Chemicalmanufacturin O 23 01% NFA 000 079 327 Nonrr~etallicmineral aducemanufaGturi?i O 114 06% N/A QUO is7 332 Fabrlcatedmetaladucemanufacturin 288 205 11% -289% 378 218 333 Machinemanufacttirin 122 41 02% -664% 316 126 334 Co operandelec~onicoduetmanufacttirin 881 84S 47% -37% 194 19S 336 Trms ion ui entmanufacturin 65 161 09% 1497% 204 i86 337 Furnitureaidrelatedroductmanufacturin 166 182 10% 98% 233 219 339 Miscellaneousmanufacturin 193 10? 06% -446i% 395 216 44 Retailtrade 278Z 3 Z48 18.1% 16.7% 1.32 1.16 42 48 WholesadetradeTransortationandwarehousin 519 604 3.4% 16.4% 0,& ass SI Information 316 349 1.9% 10.5% 0.67 0.S7 511 Publishinindustriesex tlnternet 244 22S 13% -64% 227 185 512 Motion 'caLveandsoundrecordinindustries 72 O 00% -1000% 234 000 515 Broadcastinexc tlntemct O 97 05% NFA 000 159 516 Intemetublishinandbroadcastin O O 00%, N/A NIA N/A 517 Telecormmtmications O O 00% NIA 000 000 518 ASPSsearchortalsanddata cessin a 23 GIS N/A 000 067 519 Otherinformationservices O O 00%, N/A NIA NFA 52 Financeandinsurance 621 934 5.2% S0.3% 0.59 0.71 522 Creditintermediationandfdatedaffivnties 400 555 31% 38y%, 087 106 523 Securitiescornrnodicontractsinrestrrnnts O O 00% N/A 000 000 524 Insurancecomersandrelatedactivities 221 379 2 1~, Y14% 044 05S S25 Fundsgnats andotherfinancialvehicles O O 00'% \b/A 000 000 53 Realestateandrenalandleasin 328 380 2.1% 15.7% l.GO 8.93 S4 Professionalandtealmicalseniees 488 928 5.2% 90.1% 0.61 0.80

5S Manaementofcomamesandente rises Q 46 0.3% NFA 0.06 O.Z2 56 Administrativeandwasteservices 1173 1098 6.1% -6.3% 1.00 0.85 61 Educationalservices 183 308 Is7~/o 68.8% 1.02 0.93 62 Healthgarlandsocialassistance 1921 2767 15.4% 44.0% 1.25 1.3d 621 Ambulatehealthcareservices 1212 1801 100% 486% i71 225 622 Hositaly O O 00%, N/A OGO 000 623 Nursinandresidentialcarefacilities 709 966 54% 362% 315 313 624 Socialassistance O O 00% NFA 000 000

71 Arts entertainmentandrecreation 167 470 Z.6% 181.4% G.64 1.37 72 Acccimmodationandfoodsenices 1834 1408 7.89 36.2% 0.74 0.77 721Aocomodatians IIJa 279 722FoodServices 1,129 81 9299 OtherservicePublicadministrationandUnclassified 791 1869 S.9% 35.1% 1.03 1.01 TotalPrivateEm lo ent aaternNevadaCoun13 828 17971 100.Oe,4 30.0% 100 100 ToialPrirateEmlo ment evadaCounRe ion485 939 580686ad",ipi~-so 19.5%ad a WesbemNevadaCoumyincludeszipcodes95949,95945.95959,95975,and98946 b Two-digitNAICScodedataltomtheUSCensusBureauCo\tnvBusinessPat~msEmploymentatthethree-digitNAICScodelevelbenclrmarkedtothetwo-digit levelusingadisnibutionfactorconsistentwithemployrnentfromNevadaG)an%,atthethree-digitNAICScodelevel Soarce:US CcnsusBureau,Coun$,BtzsinessPatterns;CaliforniaEmploy eatDevelopmentDepartmentQ~zarterlyCensusof EmploymentandWages; SeifelConsultingInc

WesternNevadaCounty EconomicDevelopmentStrategy AppendixA Table2 PrivateSectorEmploymentbyIndustrywithin FourCountyRegions 1998and2004

oration oration % ofTotal %Growth Quotient Quotient NAICS Industrv lgggb 2004" 2004 1998-2004 1998 2004 11 A riculture forest fishin andhuntin 6 381 4831 0.804 -24.3"/e 038 0.28

21 Minim 317 488 O.le,4 28.7% 0.31 o.4z

22 Utiities %93 1311 0.2% 46,8% 0.38 0.51 23 Construction 36982 64446 ll.Ie/a 74.3o% 1.47 1.65

31 Manufatturin 45407 42886 7.4% -S,6~/e 0.59 0.61 311 Foodmanufacturin 5095 4 246 07% -167% 078 069 312 Bevelsa andtobaccoroductmanufacturin 733 927 02% 26.4%, 057 055 313 Textilemils as 25 00% -567% 008 oa4 314 Textileroductmills 620 S55 01'% 379i% e75 114 315 A arelmanufactttrin 466 82 00% -823`%, 009 0.02 315 Leatherandalliedroductmanufachuin O 4 0.0% N/A 0.00 002 321 Woodroductrr.anufacturin 3.724 3741 06% 05% 213 2.05 322 Paermanufacturin 709 500 01%, -294'4 047 0.38 323 Printinal~drelatedsu ortactivities 2 524 2004 03i% -206% 074 069 324 Petroleumandcoa!roductsmanufacturin 46 37 O.Oi% -192'%? 0.06 005 32S Chemicalmanufacturin 2 280 921 02'Z, -596'%, 069 024 326 Plasticsandnibberroductsmaiiufactttrin 683 989 02% 447%, 823 037 327 Nonmetallicmineralroductmanufactiirin 1069 2342 044Z, 1191%, 058 110 331 Primametalmanufaeturin 1377 203 00%, -853%, 109 017 332 Fabricatedmetalroductmanufacturin 2 680 3 031 os's 131'% 038 0.46 333 Machinemanufacttirin 1.360 1.051 02% -227%, 030 028 334 Comuterandelectronicroductmanufacturin 15921 14036 24% -118% 090 094 335 Electricaleui mentand fiancemf 730 813 olin 11.3% 043 083 336 Than ortatione ui meatmallufactarin 1112 2 796 0.5'% IS13i% 0.16 046 337 Frmitttreandrelatedroductmanufacturin 2.i01 2 682 0.5% 73%, 085 093 339 Miscellaneousmanufactnrin 1718 1600 03% -6.9i% 042 0.39

44 Retailtrade 74105 90174 1S.5% 21.704 1.23 1.21

4248 Wholesaletrade trans orationandwarehousin 30577 33481 5,8% 9.5~/" 0.72 0.69

51 Information 16483 19775 34% 20.0~'o 0.87 0.89 511 Pubiishinindns=iesexce t Intemet 3781 3,977 07"/u 52`%, 088 0.84 512 Motion ictureandsoundrecordinindusbies 1076 1,378 02% 282'% 0.18 019 515 Broadcastinexc tlntemet 1615 1910 03% 220i% 1.05 094 517 Telecormtmications 8689 11336 20'% 30.Si% 164 208 518 iSPssearchortalsanddatarocessin 1321 1 113 0.2%, -158%, oao o.sl 519 Otherinformationservices O O 00% N/A 000 000 S2 Financeandinsurance 37339 42S29 7.3% 13.9e,4 1.7S 1.49 521 Moneta authoriesseentralbank O O 00% N/A N/A 0.00 522 Creditintermediatio?!andrelatedactivities 16244 16852 2.9i% 3.7% 1.6Z 1.21 523 Securitiescommodecontractsinvestments 1563 2 93S OS%, 878%, 0.S4 0.76 524 Insurancecomers andrelatedactivities 17685 21.225 37%, 200% 2.20 2.08 525 Fundsbustsandotherfinancialvehicles 1847 1517 03% -179i%, 5.26 3.43

S3 Realestateand rentalandleasin 11563 13126 2.3% 13.5% 1.11 1.03

S4 Professionaland technicalserviecs 280$3 37363 64% 33.2% 085 0.89

55 Mana ementefaomames andenter rises 11112 6S05 1.2a/o -38.8% 0.8S 0.63

56 Administrativeand wasteservices 41264 41744 7.Z% 1.204 116 0.97 61 Educationalservices 6278 10754 1.9% 71.3% 085 1.00 62 Healthgarland socialassistance 54054 66924 11.5~" 23.8% 1.19 1.13 621 Ambulatehealthcareservices 24.S81 25 889 4.5'% 4l`Z, 1.36 1.11 622 Hos italy 11876 20212 35% 702%, 092 119 623 Nursin andresidentialcarefacilities 7.926 9.990 1.7% 260% 0.99 097 624 Socialassistance 9.371 10833 19'Z) IS6'4 153 1.2S

71 Arts entertainmen and recreation 9114 11054 19% 21.3o/e 106 1.01 72 Accommodationandfoodservicae 49068 58926 10.1~/o 20.1~/,t 1.13 1.0)

81,92 99 OtherservicesPublicadministrationandUnclassifie 269d9 34149 S.9~fe 26.7% 1.22 1.03 TotalPrivateEmlo ment Four-CounRe i n485 939 580686 lGO.Oo/a 19.5"h 1.00 lGO Total PrivateEm lo ment Calif,lrniaState11 889447 12609942$$ 6.le/ ~j iyi~ a TiieNevadaCountyRegionis definedastl\eCountiesofNevada,Placer,Yuba,andSacr~imento b Employmentbitthethree-digitNAICScodelevelisbenchmarkedtobeconsistentwiththetwo-digitNAICScodeleveldatauepublishedbytheCalifornia EmploymentDevelopmentDepartment Soup's:CaliforniaEmploymentDevelopmentDepartmentQuarterlyCensusoffmploymentandWages;Seif~lConsultii~ginc

WesternNevadaCounty EconomicDevelopmentStrategy AppendixA Table3 PrivateSectorEmploymentby IndustrywithinCaliforniaState,1998and2004

*; Growth NAICS Induct 1998. 2004. 199S-2004 11 A riculture.forests fishin andhuntin 406933 369981 -9.11 21 Minim 25076 21239 -15.3% 22 Utilities S7936 S5,960 -3.4% Z3 Construction 616081 84S747 37.3% 31 Manufacturin 1872759 1517 3 -19.0% 311 Foodmanufacturin 159225 134.263 -157% 312 Bevelse andtobaccooductmanufacturin 31,285 36885 179% 313 Textilemins 17157 13869 -1929~ 314 Textilerodtictmills 20,149 16223 -195% 315 A arelmanufacturin 129.904 86762 -332% 316 Leatherandalliedroductmanufacturin 7589 4.413 NFA 321 Woodroductmanufactiain 42.851 39.683 -74% 322 Pa manuficturin 37147 287GO -227% 323 Printinandrelatedsurtactivities 83414 62,82S -247% 324 Petroleumandcoal roductsmanufacturin 20.075 15,726 -217% 325 Chemicalmanufacturin 8G957 si~sio its 326 Plasticsandrubberroductsmanuficturin 71191 5g.508 -178% 327 Nonmetallicmineralroductmanufaaturin 44932 46229 29`% 331 Prim metalmanufacturin 30966 2S.38S -18 0% 332 Fabricatedmetalroductmanufacturin 172,494 142,017 -177% 333 Machinemanufacturin 109,530 820SS -251`% 334 Comuserandelectronicroductmnnufidcturin 431884 325205 -24704 335 Electricalew montanda fiancemf 41,S93 33.426 -202% 336 Thanortatione ui mrntmanufacturin 167.069 131,072 -215% 337 Furnitureandrelatedaducen~Anufacttirin 71,801 62.434 -130% 339 Miscellaneousmanufacturin 101248 90005 -lllis 44 Retailtrade 1478384 1613 95 9.1% 42 48 Wholesaletrad trans ortation andwarehousin 1G43238 1089 17 1.6% 51 Information 46Z 37 482608 4.4% 511 Publishinindustriesexcetlntemet 105556 102.354 -30% 512 Motionictureandsoundrecordinindustries 143927 160=541 115% 515 Broadcastinex tlntemet 37.641 45482 208% 516 internetublishinandbroadcastin 3.331 5S08 744% 517 Telecommunications 129462 118333 -86% 518 ISPSsearchrealsanddatarocessin 40,400 47243 169% 519 Otherinformationservices 2,020 2,847 409% 52 Financeandinsurance 521965 619 96 18.7% 521 Mone authoriesecentralbank O 1186 NIA S22 Creditintermediationandrelatedactivities 245,405 303,139 235% 523 Securitiescommaditcontractsinveshnents 71082 83sly 175% 524 Insurancecomersaridrelatedactivities 196.922 221950 12?% 525 Funds.trustsandatherfinancialvehicles 8586 9603 118%

53 Reaiestateandrentalandleitsin 284484 276460 8.6%

S4 Professionalandtechnicalservices 8085d3 911684 12.8%

55 Mana ementofcomames andenter rises 319 44 233847 -26.S%

56 Administrativeandwasteservices 920602 936818 1.8% 61 Educationalservices 180792 232470 28.6%

62 Healthcareandsocialassistance 1109583 1284158 1S.7% 621 Ambulatehealthcareservices 446134 507224 137% 622 Hoeitaly 316.650 370.138 169% 623 Nursinandresidentialcarefacilities 196,791 223.520 136% 624 Socialassistance 150009 183.276 222%

71 Arts entertainmentandrecreation 209433 236S27 12.9% 72 Accommodationandfoodservices 106Z664 1 193122 123%, 721Accommodation 191656 197036 28% 722Foodservicesanddrinkinlaces 871008 996.086 144% 81,92 99 Otherservices,PublicadministrationandUnclassified 539 23 719,110 33.3% TotalPrivateEmlo ent 11889447 12609942 6.1% a Errflo%Tnentatthethree-digitNAICScodelevelisbenclrrrarkedtobecoiaistentwiththetwo-digitNAICScode leveldataaspublishedbytheCalifomiaEmplo>laentDevelopmeatDeparhnenL Source:Solirce:CaliibmiaE~T~lo}mentDevelopmentDepadirtenLQuarterlyCertsusof Eir~loymeatandWagedSeif~l Consultinglnc

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,4 , n ,fqrqNf,\ 0\ = t O - -s 2 = E O 2 $ ld .n g .0- O ,t~ V. O n ed $ c, = t 4 u O O O O O 8 O =4-,&u ta oas2o O n. 2 S 04'c4'd = n` = S i tsi?oooi4 . O $0, D4 O E O ? C 0 O UI % O u ui O 'c $ 0 -=0$ >oootn"' oi . a. -t+4 ' Gq$ vl " = a4 $ = at 0$ =gE `t~ ita fa iosscgsuui0 a. ,c, - g b&-a = i ,n iiO , 0$ oc bo & ssul-ag E o2 g.$ %E 2rl=4 u- O ra O Ecoht..00-O A%oo cA a~ $ a4 mg V > O sinustO CJ U.. sgz'~o- O >mca 0$ = Gn c/3 cJ a~a i`si ) Zo a3 ai E.E %irrlEiglscfl b4U sai 0) O c~J co O $8 O " % LLt AppendixATable5 Non.ProfitJob TrainingProvidersandTrainingProgramsFundedby theGoldenSierruJob TrainingAgency

SchoolName Oacuanion1 Occu anion2 ALLIEDBUSINESSSCHOOLS,INC, SALESAGENT,REALESTATE MEDICAL RECORDTECHNICIAN ANIMALBEHAVIORCOLLEGE ANIMAL TRAINER ANTHONYSCHOOLS REAL-ESTATECLERK AUTOMOTIVETRAININGSCHOOLS AUTOMOTVTECHNEXHAUSTEMISSIN BAUMAN COLLEGE(FORMERLYIET) WEIGHT-REDUCTIONSPECIALIST BREININGINSTITUTE SUBSTANCEABUSECOUNSELOR CALIF SCHOOLOFGARDENDESIGN LANDSCAPEARCHITECT CALIF SECURITYTRAININGACAD MERCHANTPATROLLER CALIFORNIAALARM & LOCK INSTIT LOCKSMITHAPPRENTICE CALIFORNIACAREERCOLLEGE LOAN OFFICER PARALEGAL CAREERCOLLEGEOFNORT%iERNliEV MEDICAL SECRETARY CAREERSIN CONSTRUCTION CONSTRUCTIONiNSPECTOR CHAPMANUNIVERSITy MANAGEMENTANALYST CITRUSHEIGHTSBEAUTY COLLEGE COSMETOLOGIST COLLEGEOFAUTOMOTIVEMANAGEME MANAGER,AUTOMOTIVESERVICES COLLEGEOFCAREERTRAINING RADIOLOGICTECHNOLOGIST COLLEGEOFOCEANEERING DIVER FAIR OAKSMASSAGEINSTITUTE MASSEURFMASSEUSE HEALDCOLLEGE CRIMINALIST HEAVY EQUIPMENTOPERATORSCHOOL OPERATINGENGINEER HIGH-TECHINSTITUTE PHARMACISTASSISTANT HORIZONCOMMERCIALTRUCKSCHOO TRUCKDRIVER,HEASrY iNSTITUTEOF TECHNOLOGY,INC CHEF MEATING-AIR-CONDINSTALR-SERVR K & SAVIATIONSERVICES LOAN OFFICER LP2ATRAININGINSTITUTE BUILDINGINSPECTOR MTI COLLEGE PARALEGAL MEDICALASSISTANT NATIONAL CAREEREDUCATION LABORATORYASSISTANT NOCA TEAMSTERSAPPRENTICETRA TRUCKDRIVER,HEAVY OSCCOMPUTERTRAINING BOOKKEEPER INSURANCECLERK PACIFICCOASTHORSESHOEINGSCHOOLHORSESHOER PANAM INTLFLIGHT ACADEMY AIRPLANEPILOT PRECISIONTECHNICALINSTITUTE DRAFTER,CIVIL RENOTAHOEJOBTRNGAGENCY GAMBLINGDEALER SpeCCITY USD-OLDMARSHALL COOK SANJOAQUINVALLEY COLLEGE CORRECTIONOFFICER TECHSKILLS PHARMACYTECHNICIAN CHIEF,COMPUTERPROGRAMMER TRUCKDRIVINGACADEMY TRUCKDRIVER,HEAVY TruckDrivingAcademy TRUCKDRIVER,HEAVY TRUCKEETAHOETRAINING COMPUTEROPERATOR ACCOUNTINGCLERK UCDAVISEXTENSION PROGRAMMANAGER MANAGER,RETAILSTORE WESTERNCAREERCOLLEGE NURSE,LICENSEDPRACTICAL WESTERNPACIFICTRUCKSCHOOL TRUCKDRIVER,HEAVY WILRICKINSTITUTEOFTECHNOLOGY CONSTRUCTIONINSPECTOR Source:GoldenSierraJobTrainingAgency

WesternNevadaCounty EconomicDevelopmentStrategy Appendix B: Site Maps

Loma Rica Industrial Park Area

Bitaey Springs Business Park Area

Higgins Corner Area

Penn Valley Area

North San Juan Area

WesternNevadaCounty EconomicDevelopmentStrategy 1

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i, ;> % Appendix C: ProjectMethodologies

Four interrelatedmethodswere usedto prepareWestern NevadaCounty's economic development strategy, as describedbelow.

Business Expansion and Retention Targets

Themethodologyusedto selectthebusinessexpansionandretentiontargets utilizes shift-share analysisto compare theyowthrates of industry sectors in Western NevadaCounty with the growthrates of the same industrysectorsin thefour county region andCaliforniabetween1998 and2004.Locationquotientsallowedfor a comparison of the size andconcentrationofWestem NevadaCounty industrieswith thefour-countyregion andCalifornia.The comparativeanalysis identifiedthe key driversof theregionalandlocal economy. Wages paidby thekey driversof the economy were compiled,andindustrytargets were selectedto achievetherecommended objectivesaxedstrategiesthat were describedabove.48

Economic Development Opportunity AreasfSites

Theareas that are zonedfor light industry andbusinessparkuses were evaluatedfor their 49 potentialto attract privatereal estateinvestment andnew businesstenants The list of the reincorporatedCountyeconomic developmentopportunityareas were supplementedwith additionalareas locatedwithin the GrassValley andNevadaCity limits. The suitability of the opportunitysitesin thecounty andthecities were determinedfrom interviews with local governmentstaff, propertyowners andbusinessleaders.Theeconomic developmentpotentialof theopportunitysiteshave alsobeendiscussedwith the County planningstaff.

Workforce Training and Employment Linkages

The gapsbetweenthecurrent workforce occupationalskills andtheoccupationalskills required by theindustrytargets utilized 2004industryand occupationalsurveys producedby theU.S. Deparhnent of Labor. Therelevanttablesare includedin Appendix A. The linkagesbetweenthe employer'sneedsfor skilled labor andtheworkforcetraining programs were alsoidentified throughinterviewswith theGoldenSierraJobTraining Agency and SierraCollegeStaff,andby reviewingdataaboutjobtraining programs fundedby theWorkforceInvestment Board. Additional propams managedby theSchoolDistricts were not consideredpartof the consulting scope of work, andthey were not evaluatedfor their potentialto matchemployer'straining needs.

4SThemethodsalsoreviewedtheoutcomesof therecentlycompletedTegionalindush,fclusterreport,SEDDRegional IndustryClusterAnalysts,prepavedfor theSierraEconomicDevelopmentDistrictbydieCED/SBDCPartnership. CaliforniaStateUniversity,Chico.May 2006.

49CountyStaffprovidedtheconsultingteamwith a listof sitesandareas thatare zonedfor eitherlight industryor businessparkuses. Maps of theseareas are includedin AppendixB.

WesternNevadaCounty EconomicDevelopmentStrategy The RegionalOccupationalPrograms (ROP)andtheAdult Educationprogramsofferedthrough the Superintendentof Schoolswere not interviewedor evaluated.

Action Plan

Theaction planwas preparedby analyzingtheindustrytargets, determiningthesuitability of the opportunitysitesto attract the industrytargets, and utilizing key informant interviewsandthe consultingteam'sexistingknowledgeof Western nevadaCounty'seconomic desrelopment initiatives.The actionplanidentifiesthekey collaborationsandpartnershipsthat Western Nevada County shouldnurture to expandthejobmarket,createhigherpayingjobsandreduceiniquities in themarketplace.Western NevadaCounty'sleaderswill needto work collaborativelyacross communityandjurisdictionalboundariesin order for thestrategyto successfullyaccomplish common goalsandsolvecompetitivechallenges.

WesternNevadaCounty EconomicDevelopmentStrategy