Lompoc council directs city manager to draft consolidated economic development office plan

The Lompoc City Council voted 5-0 on May 27 to direct the city manager to prepare a proposed implementation plan for a consolidated economic development strategic initiatives office, following a presentation by a councilmember who proposed a permit-navigation “concierge” and other revenue-focused tools.

The proposal, introduced during the council’s budget workshop, asks the city manager to return with a timeline, a preliminary budget and an implementation plan “to establish an economic development and strategic initiative function as described in the briefing, to be returned at a time to be determined after the budget.” Councilmember Bridge made the motion; no second was recorded in the public transcript. The clerk recorded the motion as passing 5-0.

Councilmember Bridge told the council the city has relied primarily on cost-cutting measures and occasional fee increases and needs a more proactive revenue strategy. Bridge recommended creating “a permit navigation focus, a permit concierge” — a single point of contact to shepherd businesses and projects through permitting, grants and other city processes — and said the office should also pursue events, anchor businesses and regional alignment with Vandenberg Space Force Base activity. “I really think we need a permit navigation, focus, a permit concierge, track and support project progression,” Bridge said during the presentation.

Why it matters: proponents said a dedicated function could increase recurring revenue and help fill vacant retail spaces and leverage nearby federal activity. Bridge cited potential near-term opportunities including more launches and base-aligned work at Vandenberg, expand visitor activity at River Park, and support for small businesses and startups.

The council’s discussion referenced specific funding and staffing options the presenter suggested, including redirecting portions of the chamber contract, using Business Tax Certificate (BTC) process improvements, reactivating a benefits foundation, and deploying existing vacant full‑time positions for business‑facing work. The proposal did not appropriate funds; it asked staff to return with an implementation plan and budgetary recommendations after the current budget cycle.

City staff and other council members said much of the work Bridge described already exists in fragments across departments and in the development review team (DAT), but that a coordinated approach could reduce the number of projects that “fall through the loop.” City Manager (noted in the meeting as Dean) and Management Services Director Christy said staff would evaluate structure, funding and whether the function could be created with limited budget impact or via reallocation of existing funds. Christy told the council she would include a proposed budget and timeline when staff return with the plan.

Public comment on the idea included a resident, Carl Jones, who urged the city to address fees and encourage local shopping, saying “the biggest complaint I’ve always heard from people is why I can’t open my business has always been fees.” The council’s direction to staff reflected a mix of support and caution: several members backed the concept but asked staff to return with options that would not harm morale or require immediate layoffs.

Formal action: The council’s motion directed the city manager to return with a proposed implementation plan; the vote was recorded as yes: Councilmember Starbuck, Councilmember Ball, Councilmember Bridge, Mayor Pro Tem Victor Vega and Mayor James Mosby (5–0). The motion did not appropriate funds or change staffing; any budget or staffing changes would require a future council action after staff’s report.

Next steps: The city manager will prepare an implementation plan, timeline and preliminary budget to be presented after the city’s upcoming budget process. Councilmembers expressed preference that the function be operationally focused rather than another advisory committee. The plan is expected to identify funding options and implementation steps, and to return to council for approval before any new positions are created.

Clarifying details from the meeting: the presenter proposed a single permit‑concierge role to reduce project delays and suggested funding options including redirecting chamber contract funds, using BTC-related efficiency gains, and repurposing vacant full‑time positions. The council specifically asked staff to outline a timeline and a preliminary budget and to return after the budget is adopted.