2020 DAVIS
PROSPERITY
PLAN
CONNECT, CONVENE AND FACILITATE THE UNIQUE RESOURCES AND
STRENGTHS OF DAVIS, CA TO ACCELERATE JOB CREATION AND NEW
INVESTMENT THAT IMPROVES OUR COMMUNITY’S QUALITY OF LIFE.
A living document developed, utilized and constantly refined as a strategic development
strategy for our organization, a call to action to our membership and community, and a
framework for mutually beneficial partnership with the 6-county Capital region to pursue
five primary objectives: enhanced membership value, strengthened community relations,
cultivation of economic vitality, engagement in local and regional advocacy, and growth
& retention of a world class workforce.
2014 – 2020
Prepared by the Davis Chamber of Commerce Board of Directors & Staff
Deliberately designed to focus on the strengths and opportunities in Davis, CA while
integrating into the efforts of the Next Economy Capitol Region Prosperity Plan –
www.nexteconomycapitalregion.org. The 2020 Davis Prosperity Plan has been ratified as
a Partner Teaming Agreement with the regional partnership that created and oversees
the implementation of the Next Economy Capitol Region Prosperity Plan.
EXECUTIVE SUMMARY
The 2020 Davis Prosperity Plan is a business-led, volunteer-driven local endeavor that compliments
the regional work that culminated in the adoption of the Next Economy Capital Region Prosperity Plan
(Next Economy) as a federally recognized Comprehensive Economic Development Strategy (CEDS) in
2014. Next Economy specifically “challenges government leaders, educational institutions, not-forprofit economic development organizations (like the Davis Chamber) to initiate bold new approaches
to bring about economic recovery and to actively work together to make those approaches succeed.”
Since 2011, the Davis Chamber of Commerce (Chamber) has purposefully built a foundation of
improved operational processes, more relevant services and events, and a strengthened financial
position with a more visible and active role in our community. The 2020 Davis Prosperity Plan is a
result of our internal assessments and positioning at the nexus of a renewed local and regional focus
on economic development. Our scope of work is based upon our community’s unique strengths,
weaknesses, opportunities and threats and is structured so that many activities are aligned with Next
Economy.
We are the proud home of world-renowned UC Davis. Our city is located at the heart of the nation’s
most diversified, innovative and productive agricultural economy and our community is a relentless
advocate for an improved quality of life for all of our citizens.
The Davis Chamber of Commerce is committed to cultivating prosperity in Davis with this strategic
document that identifies priorities, action items and metrics to gauge success. Ultimately, our success
is dependent upon the ongoing engagement of our continually evolving leadership, active support of
our member businesses, non-profits and individuals, active collaboration with our partners and the
determination of our entire region to fulfill our potential as a world leader.
We encourage you to join us in this vital endeavor to revitalize our economy, because we believe that
if managed thoughtfully, “a rising tide lifts all boats”.
Matt Yancey
CEO
Davis Chamber of
Commerce
Kemble K. Pope
Rose Cholewinski
Gregg Herrington
Jennifer Nitzkowski
2011-14 CEO
2012 Board Chair
2013 Board Chair
2014 Board Chair
Davis Chamber of
Commerce
www.davischamber.com
SwimAmerica Davis
Yackzan Group, Inc.
Carbahal and
Company
2020 Davis Prosperity Plan November 2014
CONTENTS
EXECUTIVE SUMMARY
1
OBJECTIVE 1: Enhance Membership Value
3
OBJECTIVE 2: Strengthen Community Relations
6
OBJECTIVE 3: Cultivate Economic Vitality
14
OBJECTIVE 4: Engage in Local and Regional Advocacy
18
OBJECTIVE 5: Grow & Maintain a World Class Workforce
22
HISTORY OF REVISIONS AND ADJUSTMENTS
29
PERFORMANCE METRICS
30
www.davischamber.com
2020 Davis Prosperity Plan November 2014
OBJECTIVE 1: Enhance Membership Value
Strengthen membership value by enhancing, clarifying and communicating a clear return on member
investments.
2014-15 Champion Business/Organization Sponsor:
Champion Individuals:
STRATEGY 1.1 Determine Top 5 member values.
ACTIONS
a) Implement an annual member survey to assess
ongoing Chamber value proposition.
Metrics
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Survey questionnaire
c) Interview all current board members, ambassadors,
and annual sponsors.
Distribution of survey
questionnaire to membership
Memo to Board of Directors
documenting research
findings
Documentation of interviews
conducted
d) Interview the Chamber’s 15 largest members (# of
employees).
Written report of aggregated
interview findings
Documentation of interviews
conducted
e) Interview the Chamber’s 15 smallest members (# of
employees).
Written report of aggregated
interview findings
Documentation of interviews
conducted
b) Research member value case studies from peer
chambers across the United States.
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interview findings
www.davischamber.com
2020 Davis Prosperity Plan November 2014
STRATEGY 1.2 Measure perceived value by existing members based upon length of Chamber membership.
ACTIONS
Metrics
a) Aggregate feedback from all member touch metrics
and activities.
b) Compare against top 5 member values identified in
Strategy 1.1.
Written documentation of
aggregated feedback
Matrix comparing feedback
from member touch activities
with top 5 member values
identified in Strategy 1.1
Listing of member longevity
groups
Listing of member industry
categories
“Member Value Sheet”
detailing top 5 values by
longevity group
“Member Value Sheet”
detailing top 5 values by
industry category
c) Segment existing members by number of years they
have been a member (longevity groups).
d) Segment members by industry categories.
e) Identify top 5 member values for each longevity
group.
f) Identify top 5 member values for each industry
category.
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STRATEGY 1.3 Communicate the Chamber’s core member value propositions.
ACTIONS
Metrics
a) Create marketing and promotional content that
communicates top 5 member values by member
segment.
b) Identify communications channels most appropriate
for each member segment.
Distribution-ready marketing
and promotional content
c) Where necessary, deploy new communications
channels to effectively reach each member segment.
(e.g. video testimonials and social media).
d) Disseminate top 5 member value propositions through
Chamber communication channels.
List of available
communications channels
Evaluation of available
communications channels for
each member segment
TBD based upon necessity of
new communications
channels
Published member value
propositions
Documentation of publication
through appropriate channels
www.davischamber.com
2020 Davis Prosperity Plan November 2014
STRATEGY 1.4 Engage the Ambassador Committee in disseminating the top 5 member value propositions
and member feedback on business development challenges.
ACTIONS
Metrics
a) Make marketing and promotion materials, tailored by
member segment, available to Ambassadors.
Tailored materials that are
distribution-ready
b) Incorporate business retention and expansion
practices into the ambassador visits.
c) Engage the Ambassador Committee in evaluating
member business development needs and facilitating
connections to relevant services.
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Memo to ambassadors
announcing availability and
outlining contents and use
Documentation of company
visits that incorporate
business retention and
expansion practices
Documentation of identified
member business
development needs
Referrals to relevant service
providers
Confirmation of services
delivered on referrals
STRATEGY 1.5 Improve benefit and referral report.
ACTIONS
Metrics
a) Evaluate current benefit and referral report for gaps in Written evaluation of current
effectiveness.
report
b) Review best practices from peer organizations.
Written evaluation of
identified best practices
c) Develop proposed modifications to benefit and referral Memo to Board of Directors
report.
detailing recommended
modifications
d) Implement improvements to benefit and referral
Board action to implement
report.
recommended modifications
Benefit and referral report
with approved modifications
incorporated
www.davischamber.com
2020 Davis Prosperity Plan November 2014
OBJECTIVE 2: Strengthen Community Relations
Improve, diversify and broaden external communications re: unique identity of the Chamber and its efforts to
improve quality of life in Davis. Connect and convene disparate segments of community in common cause for
betterment of Davis.
2014-15 Champion Business/Organization Sponsor:
Champion Individuals:
STRATEGY 2.1 Identify and communicate Davis’ core value proposition to the 6-county Capital region; and,
that region’s core value proposition to Davis
ACTIONS
Metrics
a) Increase the collection of relevant City and regional
economic data
Catalogue of data currently
collected
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Recommendations for
additional data to collect
Regular collection and
updating of data sources
b) Adequately disseminate the City and regional
economic data that is collected
Identification of distribution
channels
Regular publication of data
c) Facilitate the convening of roundtable discussions to
gather insight from local Davis residents, businesses,
community groups, and educational institutions.
Report of aggregate findings
from roundtables
d) Facilitate the convening of roundtable discussions to
gather insight from regional business/community groups
Report of aggregate findings
from roundtables
e) Combine collected City and regional economic data
with feedback from roundtable discussions to determine
core value propositions
“Core Value Proposition” sheet
that is distribution-ready
f) Adequately disseminate the core value propositions
Publication of “Core Value
Proposition” sheet through
communications channels
Evaluation of communications
channels for effectiveness in
disseminating core value
propositions
www.davischamber.com
2020 Davis Prosperity Plan November 2014
STRATEGY 2.2 Market the existence and outcomes of the incubator and accelerator network internally and
externally.
In support of Next Economy: Goal #1 – Foster a strong innovation environment. Objective #3 – Build a robust
network of business and accelerator services. Strategy #3 – Market the existence and outcomes of the
incubator and accelerator network internally and externally.
ACTIONS
Metrics
a) Catalogue the available incubator and accelerator
services available in Davis
Published resource guide
detailing available services
within Davis
b) Collaborate with partners across the 6-county Capital
region to identify and catalogue the availability of
incubator and accelerator services in other parts of the
region
Published resource guide
detailing services available
across the Capital region
c) Identify existence of gaps in locally available
networks and/or services, if any.
Written assessment of service
gaps
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Recommendations for
addressing service gaps, if any
d) Identify target audiences including companies,
business networks, and economic development entities
– in both Davis and the Capital region.
Listing and description of target
audiences
e) Identify communications channels as appropriate for
target audiences.
Listing and description of
communications channels
Assessment of channel
effectiveness for target
audiences
f) Develop marketing and promotional content tailored
to target audiences and communication channels.
Distribution-ready marketing
and promotional content
g) Utilize identified communication channels to
disseminate marketing and promotional content.
Publication of content through
communications channels
h) Establish local and regional media relationships
focused on emerging companies and economic trends
in Davis
Regular schedule of press and
editorial meetings with relevant
news outlets
www.davischamber.com
2020 Davis Prosperity Plan November 2014
STRATEGY 2.3 Amplify the visibility and reputation of Davis’ business climate and economic growth potential
among key audiences.
In support of Next Economy: Goal #5 – Improve the regional business climate for economic growth. Objective
#2 – Amplify the region’s visibility and reputation among key audiences. Strategy #1 – Mobilize a set of
interlocking campaigns, aligned with the Next Economy vision that solidifies the Region’s reputation as the
economic, cultural and recreational capital of the State of California. Strategy #3 – Establish a mechanism for
collecting, assembling, coordinating, and disseminating key messages and celebratory content.
ACTIONS
Metrics
a) Catalogue Davis’ cultural and recreational amenities.
Published resource guide
detailing available amenities
b) Develop marketing and promotional material that
incorporates content developed in Strategy #2.2.
Distribution-ready marketing
and promotional content
c) Identify areas of commonality between this Daviscentric content and the marketing content of other
partners across the Capital region.
Listing of identified areas of
commonality
d) Evaluate list of target audiences developed in
Strategy #2.2 for relevance to the content developed in
this strategy. Augment as necessary.
Listing and description of target
audiences
e) Identify communications channels as appropriate for
target audiences.
Listing and description of
communications channels
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Incorporation of common
content into regular
communications
Assessment of channel
effectiveness for target
audiences
f) Tailor marketing and promotional content to target
audiences and communications channels.
g) Utilize identified communication channels to
disseminate consistent messaging to local and regional
stakeholders concerning Davis’ activities,
competitiveness, and economic climate.
Tailored marketing content
h) Coordinate efforts with regional economic
development organizations and stakeholders.
Common plan and schedule for
publication OF Content that
incorporates common
messages
www.davischamber.com
Publication of content through
identified channels
2020 Davis Prosperity Plan November 2014
STRATEGY 2.4 Enhance the Chamber’s utilization of multimedia and social media platforms to disseminate
information.
In support of Next Economy: Goal #5 – Improve the regional business climate for economic growth. Objective
#2 – Amplify the region’s visibility and reputation among key audiences. Strategy #1 – Mobilize a set of
interlocking campaigns, aligned with the Next Economy vision that solidifies the Region’s reputation as the
economic, cultural and recreational capital of the State of California.
ACTIONS
Metrics
a) Identify the multimedia and social media platforms
available for use by the Chamber.
Listing and description of
available platforms
b) Evaluate available platforms for effectiveness in
disseminating information to target audiences.
Recommendations for
implementation and adoption
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Roll out plan for recommended
platforms
c) Prepare policies and protocols for use of those
platforms identified as effective for use by the
Chamber.
d) Acquire the equipment necessary to make adequate
use of selected platforms.
Adopted policies and protocols
e) Deploy selected platforms in disseminating
information.
Deployment of platforms in
accordance with roll out plan
www.davischamber.com
Acquisition of equipment
2020 Davis Prosperity Plan November 2014
STRATEGY 2.5 Provide partnership and support to UC Davis Venture Catalyst.
In support of Next Economy: Goal #1 – Foster a strong innovation environment. Objective #1 – Bolster
University technology transfer and commercialization. Strategy #1 – Embed regional research, university
technology transfer and entrepreneurship programs within the Region.
ACTIONS
Metrics
a) Integrate UC Davis Venture Catalyst into the Davis
Chamber committee structure.
Invitation to join relevant
committee(s)
b) Develop regular and consistent mechanisms to
highlight emerging Davis start-ups and discoveries.
Outline of mechanisms
c) Facilitate connections between local entrepreneurs
and representatives from UC Davis Venture Catalyst.
Company referrals
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TBD based upon identified
mechanisms
Closed company referral tickets
STRATEGY 2.6 Integrate regional messaging and content regarding target industry clusters into the
Chamber’s marketing and communications.
In support of Next Economy: Goal#3 – Diversify the economy through growth and support of core business
clusters. Objective #2 – Create and align targeted programs and services to support clusters. Strategy #1 –
Develop marketing materials to build internal and external cluster visibility.
ACTIONS
Metrics
a) Review relevant research that assesses local and
regional cluster characteristics and competitive
advantages.
Written report of research
findings
b) Utilize chamber communications channels to promote
cluster-specific marketing messages.
Publication of marketing
messages through Chamber
communication channels
c) Tailor regionally developed cluster marketing
materials to build cluster visibility within Davis.
Tailored marketing materials
www.davischamber.com
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2020 Davis Prosperity Plan November 2014
STRATEGY 2.7 Regularly communicate Davis business issues and economic trends to local news outlets,
reporters, and editorial points of contact.
In support of Next Economy: Goal #5 – Improve the regional business climate for economic growth. Objective
#2 – Amplify the region's visibility and reputation among key audiences.
ACTIONS
Metrics
a) Meet regularly with local Davis media outlets – the
Vanguard and the Davis Enterprise.
b) Meet regularly with regional media outlets, such as
the Sacramento Bee, Sacramento Business Journal, and
Comstock’s Magazine.
c) Negotiate agreement with at least one local and/or
regional media outlet to provide a regularly published
column.
Documentation of meetings
www.davischamber.com
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Documentation of meetings
Negotiated agreement to
provide a regular column
2020 Davis Prosperity Plan November 2014
STRATEGY 2.8 Promote and support the implementation of the Northern California World Trade Center’s
Metropolitan Export Plan.
In support of Next Economy: Goal #2 – Amplify the Region's global market transactions. Objective #2 – Grow
international trade and export activity. Strategy #2 – Market the availability and outcomes of the service
provider network internally and externally.
ACTIONS
Metrics
a) Explore the potential of joining the Steering
Committee for the NorCalWTCs MEP.
Evaluation of conditions to join
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Recommendation to BOD
Join if appropriate
b) Integrate local and regional international trade topics
into Chamber marketing and communications.
International trade-focused
marketing and communications
material
Publication of material through
communications channels
c) Facilitate connections between local companies and
regionally-available international trade resources.
Company visits
Company referrals
Closed referral tickets
d) Work with existing international companies and local
business networks to identify foreign prospects and
create lines of communication.
Company visits and meetings
with network partners
Company referrals
Closed referral tickets
www.davischamber.com
2020 Davis Prosperity Plan November 2014
STRATEGY 2.9 Partner with the City of Davis and other local economic development organizations to support
the growth and retention of local companies and entrepreneurs.
In support of Next Economy: Goal #5 – Improve the Regional business climate for economic growth. Objective
#3 – Intensify economic development activities that drive growth and investment. Strategy #2 – Establish a
formal, region wide system to retain local companies and high-quality jobs.
ACTIONS
Metrics
a) Facilitate a business and entrepreneur outreach
program in partnership with the City and other local
economic development partners.
Program scope of work
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Partner agreements to scope of
work
Company visits
b) Join the City of Davis as a partner in the Capital
Region’s Business Bridge partnership.
Partnership agreement
c) Explore opportunities to provide (or support provision
of) business counseling for local companies.
List and description of
opportunities
Proposal to provide services
d) Utilize the Executive Pulse software platform –
licensed through Business Bridge – to track and report
follow-up actions resulting from company visits and/or
consultations.
www.davischamber.com
Company referrals
Closed referral tickets
Reports of outcomes and
successes
2020 Davis Prosperity Plan November 2014
OBJECTIVE 3: Cultivate Economic Vitality
Create, promote, champion and influence local and regional actions that foster a strong innovation
environment and grow a diversified economy.
2014-15 Champion Business/Organization Sponsor:
Champion Individuals:
STRATEGY 3.1 Promote and, as appropriate, assist in growing the Davis Shop Local Program.
ACTIONS
Metrics
a) Integrate promotion of the Shop Local program into
the Chamber’s marketing and communications.
Marketing and communications
materials
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Publication of materials through
Chamber communication
channels
b) Meet with local partners to identify ways in which the
Davis Chamber can support growth of the Davis Shop
Local Program.
Records of meetings
Prioritized list of support
initiatives
Implementation Plan for
support initiatives
c) Implement support initiatives consistent with the
Implementation Plan
www.davischamber.com
TBD based upon
Implementation Plan
2020 Davis Prosperity Plan November 2014
STRATEGY 3.2 Work with the City of Davis and other local partners to ensure economic development
readiness and develop an effective public-private response system to address company needs.
In support of Next Economy: Goal#5 – Improve the regional business climate for economic growth. Objective
#1 – Remove economic and regulatory barriers to stimulate growth. Strategy #5 – Foster an effective system
to respond to company-specific local-level regulatory issues.
ACTIONS
Metrics
a) Establish an effective feedback loop to identify
critical regulatory issues arising from outreach to
existing companies and entrepreneurs.
Scope and design of feedback
loop
b) Utilize findings from company and entrepreneur
outreach to formulate business development and
regulatory improvement strategies.
Consistent with findings:
--formulated business
development strategies
--regulatory improvement
strategies
c) Establish local response protocols to address
company specific issues.
Protocol document
d) Help companies start-up and grow in Davis by
provide access to technical assistance and facilitating
connections to financial resources.
Company visits
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Partner adoption of feedback
loop
Adoption of protocol document
by partners
Company referrals
Closed referral tickets
www.davischamber.com
2020 Davis Prosperity Plan November 2014
STRATEGY 3.3 Build a targeted retention effort focused on viable Davis companies that have received
incubator and accelerator services.
In support of Next Economy: Goal#1 – Bolster university technology transfer and commercialization. Objective
#3 – Build a robust network of business incubator and accelerator services.
ACTIONS
Metrics
a) Work with local service providers to identify a set of
criteria to identify targeted companies coming out of
incubator and accelerator programs.
Identification criteria approved
by local partners
b) Coordinate with the Business Bridge partnership of
local economic development representatives to ensure
targeted companies are integrated into proactive
business retention and expansion efforts.
Business visits to target
companies
c) Track targeted company performance and highlight
successes as part of marketing and communication
efforts.
Business visit tracking reports
www.davischamber.com
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Publication of successes and
outcomes
2020 Davis Prosperity Plan November 2014
STRATEGY 3.4 Establish an aggressive schedule of outreach and proactively conduct site visits with target
companies and entrepreneurs to effectively gauge their needs.
In support of Next Economy: Goal#5 – Improve the regional business climate for economic growth. Objective
#3 – Intensify economic development activities that drive growth and investment. Strategy #2 – Establish a
formal, region wide system to retain local companies and high-quality jobs.
ACTIONS
Metrics
a) In coordination with the City of Davis and other local
partners, develop target list of local companies and
entrepreneurs.
Documentation of target list
b) Establish protocols to govern how outreach is
conducted with City and other local partners.
c) Utilize existing vehicles for company outreach, such
as the Chamber’s Ambassador Committee, to schedule
and conduct outreach visits.
d) Re-establish annual business walk program in Davis.
e) Monitor responses to company and entrepreneur
needs in order to ensure effective follow-through.
f) Track outcomes and publicize successes.
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Records of meetings City and
partners where targets list is
discussed
Documentation of protocols
Records of protocol approval by
partners
Business visits
Production of annual Business
Walks
Publication of annual Business
Walk findings
Activity and response reports
Outcome tracking reports
Publication of outcomes and
successes
www.davischamber.com
2020 Davis Prosperity Plan November 2014
OBJECTIVE 4: Engage in Local and Regional Advocacy
Improve the local and regional business climate by strengthening existing relationships and building new
partnerships with elected officials, governmental staff and other economic advocacy groups.
2014-15 Champion Business/Organization Sponsor:
Champion Individuals:
STRATEGY 4.1 Promote and enhance the “culture of entrepreneurship” in Davis.
ACTIONS
Metrics
a) Communicate business permitting and regulatory
processes to local companies and entrepreneurs.
FAQs regarding processes
b) Strengthen relationships with City government staff
and elected officials.
Regular schedule of 1-on-1
meetings
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Distribution of FAQs through
Chamber communication
channels
Forum(s) for providing
feedback and criticism
c) Strengthen relationships with local economic
development partners.
Regular schedule of 1-on-1
meetings
Forum(s) for providing
feedback and criticism
d) Make more effective use of the 2x2 committee
structure
Evaluation of 2x2 structure
e) Investigate cost/benefit of an “expedite fee” for
permit approval
Cost/benefit analysis
f) Provide support to companies and City staff in their
mutual efforts to secure business expansions and
relocations
Business visits
Recommendations for
improvement
Assistance rendered
Activity and outcome reports
www.davischamber.com
2020 Davis Prosperity Plan November 2014
STRATEGY 4.2 Explore opportunities to create formal public-private partnerships to foster and grow cluster
opportunities.
In support of Next Economy: Goal#3 – Diversify the economy through growth and support of core business
clusters. Objective #2 – Create and align targeted programs and services to support clusters.
ACTIONS
Metrics
a) Partner with educational institutions, local
governments, financial institutions, and the broader
business community to develop solutions that address
specialized facility and capital needs
Listing and description of needs
b) Garner local government commitment to supporting
cluster growth through specific permitting, procurement
and other business- oriented programs
Recommendations to local
government
c) Evaluate momentum in cluster performance and
alliance group activities to determine need for additional
organizational capacity focused on cluster growth and
support
Determination of data points to
track
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Review of local government
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Regular updates to tracked
data points
Evaluation and progress reports
Assessment of needs
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2020 Davis Prosperity Plan November 2014
STRATEGY 4.3 Advocate for public policy at the state and local levels that supports conditions necessary for
cluster growth.
In support of Next Economy: Goal#3 – Diversify the economy through growth and support of core business
clusters. Objective #3 – Build strong economic foundations for sustained cluster growth. Communicate the
value of the core business clusters, identified regulatory issues, and basic cluster needs with state and local
policymakers.
ACTIONS
Metrics
a) Coordinate with local and regional partners to distill
common regulatory issues and assess proposed
regulations relative to the needs of local companies and
entrepreneurs.
b) Communicate the value of core business clusters,
identified regulatory issues, and the basic needs of local
companies and entrepreneurs with state and local policy
makers.
c) Coordinate with key regional stakeholders to
advocate for regulatory changes and new supportive
public policies.
Written report of common
issues
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Regular schedule of
communications on common
issues
Joint policy positions
Meetings with key decision
makers on common issues
STRATEGY 4.4 Encourage the creation of local and regional incentives that support growth of primary jobs
across core clusters and other industries.
In support of Next Economy: Goal#3 – Diversify the economy through growth and support of core business
clusters. Objective #2 – Create and align targeted programs and services to support clusters.
ACTIONS
Metrics
a) Communicate the characteristics, performance and
needs of local companies and entrepreneurs to target
audiences.
Listing, description and
publication of priority needs
b) Advocate for target cluster incentives to encourage
company investment and close relevant cost gaps
between competitor locations.
Listing and description of
incentives
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2020 Davis Prosperity Plan November 2014
STRATEGY 4.5 Partner with the business community and other regions in the state to communicate with and
influence state policymakers.
In support of Next Economy: Goal#5 – Improve the regional business climate for economic growth. Objective
#1 – Remove economic and regulatory barriers to stimulate growth.
ACTIONS
Metrics
a) Utilize Metro Chamber Cap-to-Cap and State
Legislative Summit activities to proactively pursue local
economic development priorities.
Participation in programs
b) Explore participation in R.E.A.L Coalition to engage
on statewide issues that have local significance and
impact.
Evaluation of participation
requirements
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Adoption of joint policy
positions
Recommendation to BOD
BOD action
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2020 Davis Prosperity Plan November 2014
OBJECTIVE 5: Grow & Maintain a World Class Workforce
Strengthen relationships with educational institutions to align training and education pathways for businesses
and workers while creating opportunities to grow, retain and attract future generations of skilled workers.
2014-15 Champion Business/Organization Sponsor:
Champion Individuals:
STRATEGY 5.1 Develop programs and services better to integrate students into the local business
community.
ACTIONS
Metrics
a) Launch Discover Davis in partnership with Davis
Downtown.
Event execution
b) Evaluate effectiveness of Discover Davis in advancing
Chamber objectives.
Post-event assessment and
recommendations
c) Survey member businesses on technical and career
path needs.
Survey creation, distribution,
and analysis
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d) Collaborate with local and regional workforce
development to identify and create models for
connecting local students with career pathways.
e) Implement identified and created models for
connecting local students with career pathways.
www.davischamber.com
Identification and description of
models
To be determined based upon
prioritized list of models
2020 Davis Prosperity Plan November 2014
STRATEGY 5.2 Promote and support development of career pathways that align with core business clusters
across all education and training levels.
In support of Next Economy: Goal#4 – Grow and maintain a world-class talent base. Objective #2 – Align
training and education pathways to increase economic prosperity for businesses and workers. Strategy #2 –
Develop critical career pathways that align with core business clusters across all education and training levels.
ACTIONS
Metrics
a) Participate on the Metro Chamber’s Workforce
Development and Education Committee.
Reports to BOD on common
initiatives and activities
b) Review and compile research performed as part of
NextEd’s CRANE initiative to identify critical career
pathways in core business clusters.
Evaluation of research
c) Identify local target audiences for promotion of
career pathways and skills information.
Listing and description of target
audiences
d) Partner with NextEd and other regional and local
workforce development organizations to market new
programs and existing career pathways programs.
Production of marketing and
communication materials
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List and description of relevant
pathways
Publication of materials through
Chamber communication
channels
2020 Davis Prosperity Plan November 2014
STRATEGY 5.3 Engage regional young professionals groups to aid in local talent attraction and retention
efforts.
In support of Next Economy: Goal#4 – Grow and maintain a world-class talent base. Objective #1 – Create
mechanisms to attract new talent and retain existing talent. Strategy #1 - Establish connections between
active young professionals groups throughout the Region and engage members as ambassadors in talent
attraction and retention efforts.
ACTIONS
Metrics
a) Build connections with Metro EDGE and other
regional young professionals groups.
Listing and description of
priority groups
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Regular participation in
meetings and events of priority
groups
b) Gather feedback, through engagement with
MetroEDGE and other regional young professionals
groups, regarding key local attributes and desirable
characteristics.
c) Incorporate identified attributes and characteristics
into Chamber social media channels.
Listing and description of key
attributes
d) Develop a Davis Future Leaders Award program
Award Program design
Publication of marketing and
communication materials
Implementation plan
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2020 Davis Prosperity Plan November 2014
STRATEGY 5.4 Mobilize the community to advance and support continued investment in education and
related infrastructure.
In support of Next Economy: Goal#4 – Grow and maintain a world-class talent base. Objective #2 – Align
training and education pathways to increase economic prosperity for businesses and workers. Strategy #1 –
Mobilize the community to advance and support continued investment in education and related infrastructure.
ACTIONS
Metrics
a) Promote the value of public and private higher
education institutions in terms of economic, social, and
workforce development contributions.
Listing and description of
contributions
b) Inform local business leaders on the value of public
higher education institutions and engage as supporters
for advocacy efforts.
Dissemination of information to
target audiences
c) Participate in a regional awareness and advocacy
campaign for investment in and support of public and
private higher education institutions targeting state and
federal policy makers.
Articulation of role
d) Engage regional partners in exploration of
opportunities for the creation of a pooled scholarship
fund to support additional Capital region students with
access to regional higher education institutions in
preparation for critical careers.
Feasibility analysis
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Execution of role
Set of recommendations
Implementation of
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2020 Davis Prosperity Plan November 2014
STRATEGY 5.5 Explore opportunities for developing university-industry research centers around local
research strengths and core business clusters.
In support of Next Economy: Goal #1 – Foster a strong innovation environment. Objective #1 – Bolster
University technology transfer and commercialization. Strategy #5 – Explore opportunities for developing
university-industry research centers around regional research strengths and core business clusters.
ACTIONS
Metrics
a) Support creation of university research centers based
on regional industry and company strengths as well as
university research expertise.
Formulation and articulation of
policy positions
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b) Develop informational material that explains the
Informational material
economic and community benefit potential of university- developed
industry research centers.
c) Identify target audiences for distribution of
informational material developed in #5.8.b.
Listing and description of target
audiences
d) Identify communications channels appropriate for
reaching identified target audiences.
Prioritization of communication
channels
e) Disseminate informational material explaining the
Publication of informational
economic and community benefit potential of university- material through Chamber
industry research centers.
communication channels
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2020 Davis Prosperity Plan November 2014
STRATEGY 5.6 Implement a talent retention strategy focusing on students and recent graduates of local and
regional education and training programs.
In support of Next Economy: Goal#4 – Grow and maintain a world-class talent base. Objective #1 – Create
mechanisms to attract new talent and retain existing talent. Strategy #2 – Implement a talent retention
strategy focusing on students and recent graduates of regional education and training programs.
ACTIONS
Metrics
a) Engage regional partners to investigate the
feasibility of an online job posting service that includes
a comprehensive listing of locally available jobs,
internships, and work-based learning opportunities.
Feasibility analysis
b) Work with local businesses to encourage creation of
additional internship opportunities in targeted
occupational fields and business clusters.
TBD dependent upon feasibility
analysis and list of
recommendations
c) Engage regional partners in the implementation of a
talent retention marketing plan.
Development, adoption, and
implementation of plan
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STRATEGY 5.7 Coordinate with regional organizations conducting external marketing to target audiences and
workforce recruitment to unify talent-attraction campaign messaging and content.
In support of Next Economy: Goal#4 – Grow and maintain a world-class talent base. Objective #1 – Create
mechanisms to attract new talent and retain existing talent. Strategy #2 – Execute a talent-attraction
campaign targeting young professionals, experienced entrepreneurs and high-demand occupations and skills.
ACTIONS
Metrics
a) Identify marketing content and messages that are
relevant to the assets and attributes of Davis.
Listing and description of
relevant recommendations
b) Identify the target audiences that are relevant to
Davis.
Listing and description of target
audiences
c) Incorporate relevant messages into Chamber
communications channels as appropriate for target
audiences.
Publication of materials through
Chamber communication
Channels
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2020 Davis Prosperity Plan November 2014
STRATEGY 5.8 Build and distribute a resource guide for graduating students and new residents providing
information on housing, employment, entertainment and community services.
In support of Next Economy: Goal#4 – Grow and maintain a world-class talent base. Objective #1 – Create
mechanisms to attract new talent and retain existing talent. Develop mechanisms to better connect new,
existing and prospective students to career opportunities and lifestyle assets in the Region.
ACTIONS
Metrics
a) Prepare a financing and distribution plan for the
resource guide.
Financing and distribution plan
b) Identify key local and regional partners in production
and distribution of the resource guide.
Listing and description of
partners
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c) Develop content for the resource guide.
Resource guide content
developed and approved by
partners
d) Produce the resource guide.
Production of Resource Guide
e) Distribute the resource guide.
Distribution of Resource Guide
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2020 Davis Prosperity Plan November 2014
HISTORY OF REVISIONS AND ADJUSTMENTS
As of the publication of this document, no revisions or adjustments have been made.
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2020 Davis Prosperity Plan November 2014
PERFORMANCE GOALS
This section details the metrics by which we will evaluate the effectiveness of the 2020 Prosperity Plan and its
impact on the Davis economy. These metrics will be reviewed semi-annually. The Board of Directors will make
adjustments to the strategies and action items as necessary to account for under-performance relative to
these metrics.
Additionally, the Board of Directors will regularly review progress toward achieving the objectives of the 2020
Prosperity Plan. Should economic conditions dictate, or unique opportunities require, the Board of Directors
may periodically revise the plan.
Economic Indicator Metrics
 Increase jobs by 6,000 over 2014 year-end baseline
 Increase number of establishments over baseline
 Increase annual revenue for operating budget by 150% over Jan 2015 baseline
 Increase number of members by 25% over Jan 2015 baseline
 Maintain average annual unemployment at or below 2014 level
Additional metrics may be added as the 2020 Prosperity Plan is implemented. Sources and methodologies for
measuring performance metrics will be detailed during the first semi-annual reporting cycle.
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2020 Davis Prosperity Plan November 2014