City of San Francisco

Mayor’s Office of Economic

and Workforce Development

San Francisco
Economic Development Plan
Proposal
September 30, 2005

05-068
 City of San Francisco
Mayor’s Office of Economic
and Workforce Development

San Francisco
Economic Development Plan
Proposal
September 30, 2005

Prepared for:
Mayor’s Office of Economic and Workforce Development
Attn: Jennifer Entine Matz
1 Dr. Carlton Goodlett Place
City Hall, Room 448
San Francisco, CA 94102-4653
(415) 554-6969

Prepared by:
Ted Egan, Ph.D.
ICF Consulting
60 Broadway
San Francisco, CA 94111
(415) 677-7165

05-068
Table of Contents
1. General Approach for the Plan ........................................................................................................... 2
2. Outline of Proposed Scope of Work.................................................................................................... 3
Task 1: Outreach and Mobilization ........................................................................................................3
Task 2: Economic Performance Review ................................................................................................5
Task 3: Industry Impact and Competitiveness Analysis ........................................................................6
Task 4: Policy and Strategy Development .............................................................................................9
3. Estimated Budget ............................................................................................................................... 11
4. Estimated Schedule ............................................................................................................................ 13

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 Letter of Introduction

September 30, 2005

Mayor’s Office of Economic and Workforce Development
Attn: Jennifer Entine Matz
1 Dr. Carlton Goodlett Place
City Hall, Room 448
San Francisco, CA 94102-4653
Dear Ms. Matz:
On behalf of our partners, Economic & Planning Systems, Seifel Consulting Inc., and Marie Jones
Consulting, ICF Consulting is pleased to submit its proposal for San Francisco’s economic development
plan.
We are confident that our proposed statement of work will assist the City meet its requirements under
Proposition I, and lay the foundation for a sustainable, prosperous City economy.
If you have any questions on our proposal, please feel free to contact me at your convenience. We wish
you success on this important endeavor on behalf of the City.

Regards

Edmund A. Egan
Director of Analysis
1. General Approach for the Plan
San Francisco is launching its economic development plan at an important time in its history. After
experiencing one of the greatest inflows of capital in American history during the dot-com boom of the
late 1990s, the City subsequently experienced the greatest drop in population of any major city in the
country since 2000. Both the boom and the bust have left the City at the mercy of forces beyond its
control, and hindered progress on its economic and social goals. The time is now right for San Francisco
to forge a new economic future that can ensure sustainable prosperity for its residents, and this plan can
be an instrumental part of that process.
The ICF Consulting team’s approach to San Francisco’s economic development plan is drawn from the
dozens of similar projects we have conducted around the world. Fundamentally, it is based on the new
reality facing global cities in a knowledge-based economy. The new economy of these cities is driven by
clusters of creative and innovative companies, not older sources of competitive advantage such as
geographic location, transportation and industrial infrastructure, and low taxes.
Creating a high performance economy today requires strength and responsiveness across a range of
economic foundations that help San Francisco’s companies to innovate. These foundations include a
highly skilled workforce, commercial research and technology, a desirable quality of life, financing for
small and start-up enterprises, appropriate industrial governance, and specialized infrastructure and
facilities.
Critically, MOEWD and other City departments do not have the primary responsibility for these
economic foundations. They are produced an array of public, private, and non-profit institutions, and in
many cases economic development may not be their only or primary mission. Nevertheless, the private
sector and the entire City relies on them to sustain competitiveness, and ultimately to create jobs and
wealth.
Hence effective collaboration between innovative clusters and economic foundations is the decisive
feature of high performance urban economies. ICF Consulting has specialized in conducting bottom-up,
collaborative strategies, built around industry working groups consisting of businesses and the economic
foundations that support him. In effect, the clusters themselves become responsible for directing their own
strategy, and in many cases self-sustaining cluster organizations are formed through the process, which
give cities an effective capacity for continual innovation in economic development. We would
recommend San Francisco ultimately pursue this approach, but we do not believe the scope and resources
of this project are ideally suited for a fully-fledged collaborative strategy at this stage.
Our perspective on this project, therefore, is to lay the foundation for a broader collaborative strategy by
creating an analysis and a policy momentum that others can build upon, and by positioning MOEWD as
the facilitator and thought leader of a truly City-wide collaborative economic development strategy after
this project concludes. Our proposed work plan, outlined on the following pages, is geared to respond to
the legislative requirements of the economic development plan, while setting the stage for something
larger.

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2. Outline of Proposed Scope of Work

Our work plan consists of four tasks that have a simple logical flow.
The first and most important task, Outreach and Mobilization, plans and organizes all of the external
relationships the ICF team will need to manage during the full course of the project.
The second task, Economic Performance Review, will tell us what the City’s economic development
priorities should be, based on a review of its past performance and current challenges, and in light of the
values expressed in Proposition I.
The third task, Industry Impact and Competitiveness Analysis, will tell us how the City should try to
shape the economy to address the priorities identified in Task 2, by identifying target industries, and
understanding their competitiveness challenges and barriers to growth. The mandated Survey of Barriers
to Employment Retention and Attraction will form part of the research in this task. This task will
conclude with a statement of strategic priorities of the economic development plan.
The final task, Policy and Strategy Development, will tell us which policies the City needs to adopt to
accomplish its strategic priorities, based on an audit of existing policies and capacity, and a review of
economic development best practices in competing cities.
These tasks, and their sub-tasks, are detailed below.

Task 1: Outreach and Mobilization

Effective outreach and mobilization is the most critical success factor in any economic development
strategy. It will serve to plan and construct all of the on-going external relationships the project will need
to have to be effective, politically viable, and implementation-ready.
This task will not incorporate all of the public interviews, surveys, or meetings in the project; these will
occur throughout the project as described in subsequent tasks. Our goals in this task are three-fold:

• Build the advisory and stewards organizations we will need to ensure the plan is approvable and
implementation-ready;
• Partner with business organizations to secure their cooperation in conducting the research in later
tasks;
• Organizing and conducting the external messaging with city leaders, the media, and the general public.
We will accomplish these goals in the following five sub-tasks:

Task 1.1 Kickoff meeting

The project kick-off meeting will include all of the principles on the ICF Consulting Team, and
representatives from MOEWD and other relevant departments and agencies. The agenda for the kick-off
meeting will be to review this proposed statement of work, and agree on any modifications, discuss roles
and responsibilities, and hear any additional concerns for the project.

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Task 1.2 Plan Outreach and Mobilization

We believe that the project will need to two types of contact or advisory groups to guide the consulting
team. One, drawn from relevant City agencies, will be called a Stewards Group and will be responsible
for focusing the consulting team on implementation issues, so that the final recommendations are
implementation-ready.
The second contact group will be called an Advisory Group, and will consist of prominent citizens who
have broad knowledge of the issues. The purpose of this group is to expose the consulting team to the
range of concerns and issues that they are likely to hear from Board members and the community as a
whole. We would recommend that this group be politically connected to the Mayor’s Office and the
Board in some way, either by formal appointment or some other means.
In this task, MOEWD and ICF project management will meet to identify appropriate strategies and
candidates for these groups, and to identify other important groups we will need to partner with during the
project, including business and community associations, and key media outlets. In addition, basic project
messaging for these groups should be agreed at this meeting, so that project communication materials can
be created in the next sub-task.

Task 1.3 Prepare Project Communication Materials

In this sub-task, the ICF team will prepare an explanatory PowerPoint presentation, media fact sheets, and
website content describing the project, reflecting the messaging agreed in the previous task. These
materials would be usable by the consulting team in its subsequent outreach engagement, and of course
could be used by MOEWD and other City staff as appropriate.
We would recommend that MOEWD prepare a web page for the plan, which would be used to explain the
project’s purpose, announce public meetings, provide the public with interim deliverables over the course
of the project, and host web-based surveys (as discussed in Task 3). ICF would provide the content for the
site in this sub-task.

Task 1.4 Conduct Outreach and Mobilization Briefings

In this sub-task, the ICF team will conduct briefings with the Stewards Group, organize and hold an initial
Advisory Group meeting, conduct media briefings, and hold 1:1 interviews with our business and
community association partners.
The Stewards meeting will be used to seek input on the Survey of Business Barriers (per Attachment 1 of
the RFP, assuming the listed organizations form part of the Stewards Group), understand each
organization’s implementation role and capacity, and provide information about the ICF team’s work plan
and overall project scope. The Advisory group meeting will be used to communicate the work plan, and
hear community concerns and important areas of interest. Interviews with business associations will
similarly explain the goals and objectives of the project, and also secure the association’s commitment to
partner with the ICF team in implementing web-based surveys (essentially, notifying their members of the
survey).

Task 1.4b (Optional): Additional Community Mobilization

As an optional task, Marie Jones Consulting and others in the ICF Team to engage the community in
thorough yet focused community participation. This task, while optional, will significantly expand the
reach and involvement of the Team with the Community in defining vision, setting economic

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development priorities and reviewing and vetting the final strategy. The ICF team will next reach out to
the neighborhoods by meetings with 5-8 neighborhood associations to hear about neighborhood concerns,
needs, trends, goals. These meetings work best if the consultant is an agenda item on the neighborhood
association’s regular agenda. Possible neighborhoods include: Mission District, SOMA, Bayview,
Hunter’s Point, Richmond, Castro, North Beach, China Town, etc. The ICF team MJC will also meet with
five major community associations to gain their input into the Economic Development Plan.

Task 2: Economic Performance Review

The purpose of this task is to identify the priority needs for the economic development plan. Proposition I
is clear that the plan needs to target specific industries, and an assessment of the skills required to obtain
jobs in these industries.
In our view, the industrial targeting needs to be based on a thorough review of San Francisco’s current
workforce characteristics: the educational attainment and occupational background of its unemployed,
under-employed and at-risk workforces. These residents can and should be the most direct beneficiaries
of the economic development plan, so it is important to thoroughly understand the numbers and skill
profiles of each group.
At the same time, to meet Proposition I’s requirement that the plan devise goals to protect and expand
small and neighborhood-serving businesses, another important consideration is how the targeted
industries can provide growth for these industries, both directly and indirectly. We will devote a specific
sub-task to profiling the city’s small and neighborhood-serving businesses, in terms of the number of
companies, their total employees, their industrial composition, and economic importance to the City.
Finally, the city’s economic performance review also needs to focus on recent aggregate trends in the
city’s economy, including the unemployment rate, wage trends, cost of living, and level of inequality in
the city.
The ICF team will examine these issues in the following five sub-tasks:

Task 2.1 Economic Overview

In this sub-task, the ICF team will prepare an overview of San Francisco’s economic performance over
the past twenty years. The review will focus on aggregate indicators of economic prosperity, including
employment and unemployment levels, wages and income, entrepreneurship and business development,
income inequality and livability. The purpose of this sub-task is to highly “big picture” trends and issues.

Task 2.2 Workforce Analysis

Utilizing information from the California Employment Development Department, and the federal Bureau
of Labor Statistics and Census Bureau, the ICF team will conduct an analysis of San Francisco’s
workforce supply and demand. The aim of this analysis will be to quantify and assess the
educational/work experience/occupational background of San Francisco’s unemployed, under-employed,
and at-risk workers. In addition, this section will also profile the City’s disabled and vulnerable working
population, as directed by Proposition I.

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Task 2.3. Industrial and Commercial Market analysis

In this sub-task, the ICF team (EPS), will gather information regarding current and past real estate
indicators for office and industrial development in San Francisco, including property lease rates,
vacancies, absorption, and new construction over a period of at least three years. EPS will compare this
real estate information to data regarding changes in the economy of San Francisco, including employment
growth and shifts among industries. This information will be used to characterize San Francisco’s real
estate market over the past several years, and will serve as benchmarking data to enable the Mayor’s
Office to track the relationship between real estate performance and industry growth or decline.

Task 2.4. Profile of Small and Neighborhood Businesses

In this sub-task, the ICF team will conduct an analysis of the size, composition, growth drivers, and
economic impact of the small business and neighborhood-serving businesses in San Francisco.
Proposition I requires the plan to develop goals and strategies to preserve and expand these businesses,
and this task will help us state specific goals and priorities by highlighting the linkage—or lack of
linkage—between these industries and the export-oriented business sector.

Task 2.5 Review and Report

After completing the four analytical subtasks, the ICF team will convene a meeting of the Advisory
Group, distribute preliminary findings to the Stewards Group, and hold a public meeting to receive
feedback from residents on the conclusions and priority needs highlighted by the analysis. This task will
conclude with a report of priority economic development needs, based on the analysis and the feedback
received by the Advisory Group and the public meeting.

Task 3: Industry Impact and Competitiveness Analysis

The purpose of this task will be to assess how the City’s economy can best be grown to create the job and
business opportunities highlighted as priority needs in the previous task. Concretely, this means
identifying industries, or clusters of industries that have the potential to both grow in the city, and grow in
a way that will address those priority needs.
Fundamentally this requires doing two things:

• Assessing the ability of each industry to meet the priority needs

• Assessing the city’s ability to add jobs in these various industries
Performing both of these analytical tasks will be critical. If the city was equally capable of growing jobs
in every industry, then selecting target industries would simply be a matter of matching the skills of
workers who need new or better jobs, and the products and services of small businesses, to the industries
that require them. However, the evidence suggests that different industries in the City have grown at very
different rates, and the economic development plan needs to consider the likelihood of future growth in
different industries, and the ease in stimulating that growth.
Other industries, which serve a national or global market, do not have this limitation. The factor limiting
their growth is San Francisco’s competitiveness, relative to other cities within and beyond the Bay Area.
If San Francisco improves its competitiveness in software development, for example, it could potentially
experience growth in that sector that far outstrips the average growth rate of the city. The question in that

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case will be: to what extent the jobs directly and indirectly created by software address the city’s priority
needs for jobs, business opportunities, and overall prosperity?
Once industries, or clusters of related industries, have been selected using this logic, the next requirement
is a competitiveness analysis of these industries, to determine what inhibits and what could stimulate their
growth in the city. Although there are many “canned” approaches to competitiveness analysis, such as
Michael Porter’s “diamond” methodology, in our experience there is no substitute to 1:1 interviews with
companies to understand how they compete globally, and confirming those findings with broader
surveying in the same industry. And as we said in the introductory section, innovation-driven clusters rely
upon strong and responsive economic foundations, so the public and non-profit institutions that provide
these foundations need to be part of the competitiveness analysis and interviewing as well.
On the basis of this industrial targeting and competitiveness analysis, the task will conclude with a
statement of strategic goals for the target industries, which will accomplish the priority needs identified in
the previous task. As in Task 2, this task will conclude with review and comment by the Advisory Group,
the Stewards, and the public.

Task 3.1 Analyze Direct and Indirect Industry Occupational Demand

The analysis in task 2 will have characterized the number and skill base of San Franciscans who are
unemployed, under-employed, or employed in “at-risk” industries. In order to properly target industries to
provide better employment opportunities for this workforce (and others), industries must be assessed by
their ability to generate jobs that match their skills and educational attainment.
In this sub-task, the ICF team will use occupation-by-industry matrices (from the Bureau of Labor
Statistics) to identify the precise occupational profiles of major industry categories (3 digit NAICS) in
San Francisco. We will then assess the degree of overlap between the occupational demand of each
industry, and the skill base of the workers with priority employment needs, and characterize industries as
High, Medium, or Low Overlap.
The patterns of indirect labor demand generated by industries, through multiplier effects, may differ from
the direct impacts. Therefore the ICF team, using the IMPLAN economic impact software that contains
local inter-industry multipliers, will also characterize the total occupational impact of each industry’s
growth as having High, Medium, or Low overlap.

Task 3.1b (Optional) Analyze Industry Linkages With Local

Businesses
Another potential criteria for selecting industries is their ability to generate new business opportunities for
small and neighborhood-serving businesses. In this optional task, the ICF team will conduct in-person
interviews and web-based surveys to assess the degree of linkage between small and neighborhood-
serving businesses, and other companies in the export-oriented sector. This surveying will be in addition
to the Survey of Business Barriers, which is not optional and will be conducted in Task 3.5.

Task 3.2 Analyze Industry Growth Patterns and Cluster Competitive

Performance
Once each industry has been evaluated based on its ability to generate needed jobs and business
opportunities, its past growth patterns in the city must be examined in order to determine if it is a high
probability growth target for the City. The ICF team will review historical employment by industry

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statistics, and third-party projections, to assign a likelihood of High, Medium, and Low for expected
growth rates in the future. In addition, the ICF team will benchmark cluster competitive performance
against competing/similar cities, such as Seattle, Portland, Los Angeles, San Diego, Boston, and Chicago.

Task 3.3 Analyze Industry Tax Impacts

In order to assess each industry’s potential to contribute additional tax revenue to the City, the ICF team
(EPS) will create tax-generation models for potential employers in various industry sectors. Examples of
revenues to be projected include (without limitation) taxes on: secured and unsecured property; sales and
purchases; business licenses; utilities; payroll; etc. This information can be used to compare the
prospective tax benefits of various industry sectors in San Francisco, and may also be used to characterize
the potential tax benefits of various overall economic development strategies.

Task 3.3b (Optional) Fiscal Impact Assessment

As an optional task, the ICF team (EPS) can conduct full fiscal impact projections for various industry
sectors. Whereas Task 3.3, above, focuses solely on the tax generation from prospective employers, this
optional analysis can address municipal revenues and costs associated with prospective employment.
EPS would work with San Francisco departments to establish assumptions regarding the impacts of
employment growth on various budget segments, including public safety, parks and recreation, public
works, general administration, etc. EPS will include assumptions determined to be specific to particular
industry segments (e.g., those using heavy trucks or handling hazardous materials) or property types (e.g.,
high-rises demanding special fire equipment). While this information will necessarily be illustrative, it
can be used to compare the prospective net fiscal benefits of various industry sectors, and economic
development strategies in San Francisco.

Task 3.4 Select Target Industry Clusters

On the basis of the findings of the previous sub-tasks, the ICF team will select a number of industry
clusters for focused competitiveness analysis, based on their expected ability to both add jobs in the City,
and to meet the City’s priority needs developed in Task 2. The ICF team will make its recommendations,
and share its findings with the Stewards and Advisory Group.

Task 3.5 Competitiveness Analysis and Survey of Business Barriers

This very important task will involve understanding the competitiveness drivers of the selected industry
clusters, and understanding barriers to growth and expansion among all businesses in the City. The sub-
task will begin with interviews of company executives in the target clusters, to understand how their
competitive advantage relates to the presence of other competencies in the City’s cluster, and to economic
foundations the City can shape. These 1:1 interviews will also focus on direct locational factors such as
real estate requirements, operating conditions, and the perceived adequacy of San Francisco as a long-
term location.
The challenges highlighted by the cluster interviews, and the input provided by Stewards and business
associations during the outreach meetings (Task 1.4), will feed into the design of the Survey of Business
Barriers. Seifel Consulting will have primary responsibility for holding those meetings, and designing,
pre-testing, and administering the survey.
The Barriers survey will be hosted on the project’s website using the SurveyMonkey web-based survey
technology. We will rely on media briefings to market the survey, and we would also look to our business

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association partners (also mobilized in Task 1.4) to distribute the survey URL directly to their members
via e-mail, and also assist with follow-ups. It has been our experience that this approach provides the
most effective way to put the survey in as many hands as possible.
The Barriers survey will be targeted to all businesses in the city, of every size, in every industry. The
SurveyMonkey technology will allow us to separately analyze the results of respondents by cluster, and
also allows logical “branching” of the survey to permit asking cluster-specific questions for companies
that indicate they are in a particular cluster. Thus it makes sense to combine our cluster competitiveness
anlaysis, and the Barriers survey, in a single task.

Task 3.5b (Optional) Residents and Workers Survey

As an optional task, the ICF team would conduct a similar web-based survey for residents and workers in
San Francisco, administered through the project’s website. We would also conduct media briefings and
other outreach to market the survey to City residents and workers. The added value of this strategy would
be to seek to understand why people choose to live in work in San Francisco, what they value in its
environment, and what kinds of economic development would they most approve of.

Task 3.6 Analysis of economic foundations

The analysis of the economic foundations of the targeted clusters is as critical as understanding the drivers
of cluster competitiveness, since economic foundations are ultimately the tools the City has to affect
business performance. The foundation analysis will consist of three activities: indictor benchmarking of
San Francisco to comparable cities along the major foundation categories; a real estate supply/demand
assessment for each cluster, and a series of 1:1 interviews with foundation institutions to assess their
levels of support and collaboration within the cluster.

Task 3.7 Advisory Group and Stewards Review and Report

This task will conclude with another Advisory Group meeting and Stewards review, followed by another
public meeting. The final report for this task will incorporate those comments, establishing strategic
objectives for the growth of the target industry clusters, and the remediation of business barriers.

Task 4: Policy and Strategy Development

Task 4 will pick up the strategic objectives developed in the last task, and translate them into policy. This
task will be completed in four sub-tasks:

Task 4.1 Audit of Existing Policies

To review and evaluate the City’s current and past economic development effectiveness, the ICF Team
(led by MJC) will hold confidential interviews with twenty (20) key City staff and external economic
development partners (from the business community, institutions, non-profits, developers, etc.). Through
the interviews and a review of relevant documents, MJC will identify:

• Economic development strategies and practices that have proved most successful in the past;
• Strategies and practices that could be improved and specific improvements to achieve success;
• Strategies or practices that are missing from the City’s current economic development efforts; and

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• How to better include/involve/leverage economic development partners (the business community,

institutions, non-profits, other agencies, etc) in the City’s economic development efforts.
Based on these interviews and our experience and knowledge, MJC will synthesize and develop a brief
10-15 page summary of current economic development practice within San Francisco and recommend
action steps for improvement.

Task 4.2 Best Practices Review

For this task, MJC will identify best economic development practices from competitive cities. Based on
the priority strategic objectives developed in the previous task, MJC will evaluate best practice economic
development strategies, tactics, projects and programs that relate to the economic foundations of the City,
and those that provide specific assistance to small and start-up businesses. Examples of potential areas of
review include the following:

• Workforce development, including but not limited to: cluster-specific training and placement
programs; youth mentoring and internship programs; self-employment and entrepreneurship programs;
cluster-specific work-based training; dual work/degree programs; etc.
• Quality of life issues, including but not limited to: environmental policies and programs, arts, culture
and recreation projects and programs;
• Technology understanding and use, including community technology facilities, telecommunications
infrastructure.
• Business climate including but not limited to: business tax policy; building permitting process and
fees; attraction and retention policies
• Land-use policies for cluster-based strategies and other best practices in land use policy; etc.
• Strategies to support small and start-up businesses, including marketing and export promotion,
technology and capital equipment procurement assistance, Cluster networking activities, small
business loan programs, access to and development of venture capital funding, angel networks, etc.,
and general business and technical assistance
MJC will evaluate each best practice with an eye to how to best apply it to San Francisco’s unique
political and economic environment, including: potential obstacles to adoption, potential for a successful
application in San Francisco, and cost/difficulty of implementation.

Task 4.3 Strategy Development

Based on the analysis completed to date, the ICF team will assemble a draft strategy, focusing on the
priority needs of the city, the strategic objectives for the economy to meet those needs, and the practical
policy steps required to make that a reality.

Task 4.4 Advisory Group and Public Meetings, and Final Report
This project will conclude with a final Advisory Group meeting and Stewards review, followed by a final
public meeting. The final report will incorporate all comments, providing an implementation-ready guide
for San Francisco’s future sustainable prosperity.

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3. Estimated Budget
A detailed project budget, by task, sub-task, and team member, is provided below. Totals for each task are
shown in the right-most column of the following page.

James O. Edmund William Elizabeth Other Direct Sub-Contractor

Individual Gollub
Carole Norris
Egan
Egon Terplan TBD TBD TBD
Lester Johnston Costs G&A (4.1%)

Senior Vice Vice Senior Production Contract Research Senior

Title President President
Director
Associate Specialist Admin. Assistant Associate
Analyst

Hourly Rate $235 $187 $162 $122 $94 $90 $59 $57 $38
Core Tasks
Task 1.1 0 0 4 0 0 4 0 0 0 $ - $ 121
Task 1.2 4 0 8 8 0 0 0 0 0 $ - $ 27
Task 1.3 0 0 8 8 0 0 0 0 0 $ - $ -
Task 1.4 0 0 32 32 0 0 0 0 0 $ 50 $ 115
Task 2.1 0 0 16 0 0 0 0 40 0 $ - $ -
Task 2.2 0 0 16 0 0 0 0 40 0 $ - $ -
Task 2.3 0 0 2 0 0 0 0 0 0 $ - $ 150
Task 2.4 0 0 16 0 0 0 0 20 20 $ - $ -
Task 2.5 0 0 16 0 4 0 0 16 0 $ 100 $ 72
Task 3.1 0 0 8 0 0 0 20 40 0 $ - $ -
Task 3.2 0 0 8 0 0 0 20 0 20 $ - $ -
Task 3.3 0 0 4 0 0 0 0 0 0 $ - $ 249
Task 3.4 0 0 8 0 0 0 0 0 0 $ - $ -
Task 3.5 0 0 32 32 0 0 0 0 0 $ 500 $ 946
Task 3.6 0 0 32 32 0 0 30 0 10 $ 100 $ 610
Task 3.7 0 0 24 24 4 2 0 0 0 $ 100 $ 68
Task 4.1 0 12 4 0 0 0 0 0 0 $ - $ 166
Task 4.2 0 12 4 0 0 0 0 0 0 $ - $ 443
Task 4.3 4 0 16 8 0 0 0 0 0 $ - $ 238
Task 4.4 0 0 24 8 8 2 32 0 0 $ 100 $ 99
Sub-Total Budget $ 1,880 $ 4,488 $ 45,684 $ 18,544 $ 1,504 $ 720 $ 6,018 $ 8,892 $ 1,900 $ 950 $ 3,304

Optional Tasks
Task 1.4b 16 0 8 16 0 0 0 0 0 $ 100 $ 609
Task 3.1b 0 0 24 40 0 0 40 40 40 $ - $ -
Task 3.3b 0 0 24 24 0 0 24 0 0 $ - $ 464
Task 3.5b 0 0 16 0 0 0 16 16 0 $ - $ 513
Sub-Total Budget $3,760 $0 $11,664 $9,760 $0 $0 $4,720 $3,192 $1,520 $100 $1,586

Grand Total Budget $5,640 $4,488 $57,348 $28,304 $1,504 $720 $10,738 $12,084 $3,420 $1,050 $4,890

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EPS SEIFEL CONSULTING

James Other Direct Stephen

Darin Smith TBD TBD TBD Megan Horl TBD Marie Jones
Musbach Costs Walhstrom
Libby Seifel
Managing Research Production Managing Production
Manager Associate Consultant Principal
Principal Analyst Staff Principal President Staff
$250 $165 $105 $85 $60 $150 $200 $110 $70 $135 Hours Budget

4 4 0 0 0 $ 150 4 0 0 0 4 24 $4,079
0 4 0 0 0 $ - 0 0 0 0 0 24 $3,899
0 0 0 0 0 $ - 0 0 0 0 0 16 $2,272
0 0 0 0 0 $ - 12 5 0 0 0 81 $12,053
0 0 0 0 0 $ - 0 0 0 0 0 56 $4,872
0 0 0 0 0 $ - 0 0 0 0 0 56 $4,872
2 8 8 8 1 $ 250 0 0 0 0 0 29 $4,124
0 0 0 0 0 $ - 0 0 0 0 0 56 $4,492
4 2 4 0 0 $ - 0 0 0 0 0 46 $5,802
0 0 0 0 0 $ - 0 0 0 0 0 68 $4,756
0 0 0 0 0 $ - 0 0 0 0 0 48 $3,236
4 12 16 16 1 $ - 0 0 0 0 0 53 $6,977
0 0 0 0 0 $ - 0 0 0 0 0 8 $1,296
6 12 16 8 1 $ 50 36 0 90 26 0 259 $33,604
18 20 40 32 2 $ 50 0 0 0 0 0 216 $26,838
4 4 0 0 0 $ - 0 0 0 0 0 62 $9,200
0 0 0 0 0 $ - 0 0 0 0 30 46 $7,108
0 0 0 0 0 $ - 0 0 0 0 80 96 $14,135
4 2 4 0 0 $ - 0 0 0 0 30 68 $10,546
4 2 4 0 0 $ - 0 0 0 0 5 89 $10,308
$ 12,500 $ 11,550 $ 9,660 $ 5,440 $ 300 $ 500 $ 7,800 $ 1,000 $ 9,900 $ 1,820 $ 20,115 1,401 $174,469

0 0 0 0 0 $ - 0 0 0 0 110 150 $22,567

0 0 0 0 0 $ - 0 0 0 0 0 184 $14,928
0 0 0 0 0 $ - 32 5 40 16 0 165 $20,016
8 16 40 40 2 $ 150 0 0 0 0 0 154 $17,471
$2,000 $2,640 $4,200 $3,400 $120 $150 $4,800 $1,000 $4,400 $1,120 $14,850 653 $74,982

$14,500 $14,190 $13,860 $8,840 $420 $650 $12,600 $2,000 $14,300 $2,940 $34,965 2,054 $249,451

ICF Consulting 12 San Francisco Mayor’s Office of Economic & Workforce Development
05-068 September 30, 2005
 San Francisco Economic Development Plan Proposal

4. Estimated Schedule
The following schedule details, by month and task, the planned progress of the project. Red dots indicate
an important meeting, deliverable, or public meeting.
11/05 12/05 1/06 2/06 3/06 4/06 5/06 6/06 7/06 8/06 9/06 10/06
Task 1: Outreach and Mobilization
Task 1.1: Kick-off Meeting
Task 1.2: Plan Outreach and Mobilization
Task 1.3: Prepare Project Messaging Materials
Task 1.4: Conduct Mobilization Briefings
Task 1.4b (Optional) Additional community
mobilization
Task 2: Economic performance Review
Task 2.1. Economic overview
Task 2.2. Workforce Analysis

Task 2.3. Industrial & Commercial Market Analysis

Task 2.4. Profile of Small & Neighborhood Business

Task 2.5 Advisory Group, Public Meetings, Stewards,
Report
Task 3: Industry Growth & Competitiveness
Analysis

Task 3.1 Analyze Industry Occupational Needs

Task 3.1b (Optional) Analyze Small Business
Linkages
Task 3.2 Analyze Industry Growth Patterns
Task 3.3 Analyze Industry Tax Impacts

Task 3.3b (Optional) Fiscal Impact Assessment

Task 3.4 Select Industry Targets

Task 3.5 Competitiveness Analysis & Barriers Survey

Task 3.5b (Optional) Residents and Workers Survey

Task 3.6 Analysis of Economic Foundations
Task 3.7 Advisory Group, Stewards, Public Meetings,
Report
Task 4: Policy and Strategy Development
Task 4.1 Audit of Existing Policies
Task 4.2 Best Practice Review

Task 4.3 Strategy Development and Stewards Review

Task 4.4 Advisory Group, Public Meetings, & Final
Report

ICF Consulting 13 San Francisco Mayor’s Office of Economic & Workforce Development
05-068 September 30, 2005