ECONOMIC DEVELOPMENT BOARD

2300 County Center Drive, Room B - 177 Santa Rosa, California 95403 3011

. (707) 524-7170

Ben Stone Coordinator

IDGHTECH:

A New Harvest in Sonoma County

Report and Action Opportunines

February 1993

TABLE OF CONTENTS

I. Executive Summary . Page 2

A. Introduction ; . Page 2

B. Key. Recommendations Page 3

C. Key Findings Page 3

Il. Detailed Recommendations . . Page S

A. Background and Analysis . Page 8

B. Survey Goals and Methodology Page 10

ID. Survey Findings and Graphs_ Page 12

IV. Acknowledgements Page 23

v. Appendi~ e 0 8 e e e e e 9 e e O e e e e e e e e e O e e e O O G e 9 O Page 24

ECONOMIC DEVELOPMENT BOARD

2300 County Center Drive, Room B - 177 Ben Stone Santa Rosa, California 95403 3011 Coordinator

(707) 524-7170

EXECUTIVE SUMMARY

SONOMA COUNTY HIGH-TECH REPORT

Overview

Does Sonoma County have the potential to become a location preferred by California's high-tech industry? What are Sonoma County's advantages in attracting, keeping and nuturing high-tech industries with high paying jobs and minimal environmental impacts? What are the County's disadvantages?

To find answers to these questions, the Sonoma County Economic Development Board surveyed 151 compallies in the County's high-tech industry during the summer of 1992. More than 50% responded, yielding a factual understanding of the County's status in this industrr as well as its potential.

The results show that although high-tech is not the dominant business, it offers one of the greatest business potentials for Sonoma County, as well as attractive attributes which include:

+ Small Scale + High Wages + Low Pollution Levels + Strong Export Potential + CompatibiliW with High Quality of Life

The survey also reveals that Sonoma County offers space, favorable real estate costs and high quality of life. As Bay Area companies seek to relocate, Sonoma County is uniquely situated to meet their needs.

Interestingly enough, characteristics seen as disadvantages by some locally based firms (e.g., housing costs, commute, land costs, etc.) are instead perceived as advantages by companies which have recently located to the County.

A majority of the responding firms give Sonoma County either a "high" or "medium" rating as a potential high-tech center, indicating a strong future. for this industry in Sonoma County.

2

Key Recommendations

To help the County realize this potential, several key recommendations are offered. These recommendations, which will be discussed at length later in this report, include:

1. Explore creation of a Sonoma County (or North Bay) Software, Science and Advanced Technology Council to strengthen the high-tech network iri the North Bay.

2. Explore development of a Software, Science and Advanced Technology Center as a means to link Sonoma County resources with those at Berkeley, San Jose and elsewhere.

3. Explore performing a similar study of the Marin High-Tech industry as a means to develop new links between Sonoma and Marin County companies.

4. Expand links between education and High-Tech. A ''High-Tech Summer" internship offers a particular opportunity.

5. Expand the High-Tech industry's participation in upcoming EDB and SBDC projects regarding small business help, procurement, home-based businesses, small business financing, workforce inlprovement, regulatory streamlining and more.

Key Findings

1. Companies Want to Grow in Sonoma County. 52% say that if they expand within the next three years, it will be in Sonoma County.

Only 15 % say they would not expand within Sonoma County.

2. In Sonoma County, High-Tech Is a Young, Home-Grown Industry. About half the responding companies have been started since 1985.

Additionally, this is largely a home-grown industry, with nearly two-thirds of the companies founded in Sonoma County.

3. The County's High-Tech Industry Gives This Area Good Marks. More than 60% of the firms rate Sonoma County's future high-tech potential as either high or medium.

3

Key Findings (Continued)

4. What Can Be Done to Improve the High-Tech Climate? The three greatest opportunities to improve the business climate for high-tech industries are to streamline the regulatory process (35 % ) ; to simplify the licensing/permit process (30%); and to improve education/job training (30%).

5. Quality-of-Life Is a Major Advantage. A high 87% of the firms cite Sonoma County's high quality-of-life as a major advantage of locating here.

6. Costs Are a Disadvantage. At the same time, 48 % cite high housing costs as the County's main disadvantage.

7. Statistical Summary. The survey also reveals that:

+ The 85 responding companies employ a total of about 7 ,000 people in Sonoma County -- nearly 5% of the County's workforce.

+ 47% have a major involvement in software, the largest single high-tech industrial activity.

+ 36% have five or fewer employees -- truly a small-scale, cottage industry.

+ 30% say their most difficult recruiting problem is finding experienced . scientists and engineers.

A detailed discussion oftbe recommendations, findings, conclusions, observations, study methodology and graphs is set out in the following pages.

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DETAILED RECOM:MENDATIONS

The recommendations offered reflect ways to address the major concerns raised in this survey. They are based on the survey data, research of other similar high-tech areas and suggestions made by high-tech business leaders.

1. Explore Creation of a Sonoma County (or North Bay) Software, Science and Advanced Technology Council .

The Sonoma County Economic Development Board, in partnership with loc~ high-tech firms and other cooperating organizations, should explore the possibility ofcreating a Sonoma (or North Bay) Software, Science and Advanced Technology Council. The purpose of this association would be to support software, science and advanced technology companies. Such an association would serve as a flexible network that could achieve the following:

+ Help new high-tech companies feel wel~ome in Sonoma County.

+ Provide an "electronic bulletin board" for employment opportunities, resource sharing and the like.

+ Coordinate information exchange among companies, including complementary services, employment opportunities, resource-sharing pools,

flexible networks and so forth.

+ Help solve productivity problems with joint-training programs.

+ Publish a newsletter and directory and. develop a database of companies, products and/or customers.

+ Find customers for existing and new technology and software.

+ Promote and help further engender a high-tech environment in Sonoma (and possibly Marin) and assist in marketing the area, companies and products.

+ Promote new linkages among large and small companies and their senior management.

+ Support the growth and development ofsoftware as a high-tech industry here.

+ Raise public awareness of high-tech' s benefits to Sonoma and Marin.

5

Detailed Recommendations (Continued)

+ Assist companies in locating customers and suppliers.

+ Help attract and retain professionals in the North Bay.

+ Bring more skilled interns from major research campuses along with placing capable students from local educational institutions with local companies, thereby generating more long-term local employment.

+ Develop new sources of access to equity, capital and investment.

+ Form new clusters among educational, scientific and high-tech resources in Sonoma County.

+ Establish links with other high-tech organizations around the Bay Area via meetings, forums, trade shows, electronic networking and other means.

+ Assist in educational programs to interest more local youth in local high-tech . bu8inesses.

2. Expand Education and ffigh-Tech Industry Links.

Expansion of the math, science and engineering curriculum in local schools and of the number of student internships and apprenticeships should be explored. High-tech businesses and schools can also examine additional ways of making more connections between what is taught in the classroom and what occurs in the work.place. Measures to implement include:

+ Explore the possibility of linking technical -courses at Sonoma State University and Santa Rosa Junior College with major research institutions via video confer~ncing, television and guest professors.

+ Explore ways of involving students in a "High-Tech Summer" internship program. Establishment of a summer internship program for students interested in high-tech can be explored .with companies, educators and nonprofit groups. The program would target local high-school and college

students interested in either professional or trade high-tech careers.

+ Cooperative education apprenticeship programs between local high-tech companies and schools could be explored as a means of providing paid work in the student's field which benefits the sponsoring company.

6

Detailed Recommendations (Continued)

3. Explore the Development of a Software, Science and Advanced Technology Center.

A number of companies reported a lack of high-tech "critical mass 11 as a negative regarding the area, so exploring the development of a Software, Science and Advanced Technology Center would be useful indeed. This Center could be used to support the large local spftware and advanced technology industry and also help show how similar centers could be started for other related fields.

The. Sonoma County Economic Development Board office could provide an incubator for this effort, in partnership with the private sector, Sonoma State University, Santa Rosa Junior College, the Service Corps of Retired Executive (SCORE), the Small Business Development Center, and the Sawyer Inventive Process Center.

4. Explore Development of High-Tech Zones.

The possibility of promoting existing areas in business parks as "high-tech zones 11

should be explored by the private sector, to help create a critical mass ofhigh-tech companies into which similar firms might integrate. Such areas could provide increased commercial opportunity by offering reduced rent, operating expenses, shared resources, and the like.

This zone could be set up in a business park where there were already anumber of high-tech firms and would be given support and promotion as a high-tech location. Companies interested in starting up or relocating to Sonoma County could then be attracted to this "high-tech zone."

Creation of an "incubation" component in this zone for small entrepreneurial startup companies could be included as well.

5. Expanded High-Tech Participation in Many EDB Activities Would be Mutually-Beneficial.

Possible opportunities include:

A. Business-Regulatory Roundtable. This group of elected officials, regulatory agency managers and business executives is charged with making it easier for companies to comply with regulation. "Regulations and permits" were reported in this survey as the area where local government could most assist businesses; this forum offers a chance for high-tech companies to become actively involved in jointly developing solutions.

7

Detailed Recommendations (Continued)

B. Home-Based and "Cottage Industry" Program. The EDB will be surveying home-based and "cottage industries" regarding their needs and ideas. With 36% of the High-Tech Survey respondents reporting that their company has under five employees, this project offers strong potential for the high-tech industry.

C. Procurement Assistance. The techniques for selling services and products to the government and large corporations are explained in an annual EDB workshop. A special effort should be made to reach small high-tech companies looking to expand their markets. "

D. Other EDB program areas that would be useful for high-tech include:

+ Workforce Improvement Program (with SRJC Cooperative Education and the Sonoma County 'Private Industry Council)

+ Small Business Development Center + International Trade Center and the North Bay World Trade Association + Small Business Financing Program

6. Explore Conducting a Marin HighsTech Study.

The Economic Development Board could explore the possibility of assisting with a similar survey of Marin County's high-tech industry and pooling the results of both studies. This information woUld assist both counties in successfully supporting this industry in the North Bay, and would assist in formation of a North Bay Software, Science, and Advanced Technology Council. Such a study should be entirely supported by Marin County resources.

Backuound and Analysis

Most high-tech companies in Sonoma County and around the world are in the small to medium-size range. These firms are highly entrepreneurial and compete in markets that.change rapidly, demanding constant innovation and product improvement. The size and entrepreneurial leadership of most of these firms often give them the agility to respond quickly to such changes. These companies are in constant need ofhighlyskilled technical personnel and spend a larger-than-average _sum on research and development. Today's high-tech leadership must also think in global terms to compete successfully.

8

Back&Uound and Analysis (Continued)

More and more jobs are requiring higher degrees of technical sophistication, and this trend is expected to continue strongly into the future. The high-tech industry has a strong chance for future wealth generation and growth. The U.S. Department of Labor projects that through the mid-1990s, employment in high-tech industries will grow by 14.1 %, versus 6.6% for all manufacturing.

This industry is also attractive for Sonoma County because it is an important export industry in an increasingly global economy. High-tech industries are often "market creators", not market followers. Export products on average generate more wealth and hlgher wages than domestically-sold goods. - This is useful for Sonoma County because this additional revenue could offset much of the area's higher costs of living. High technology is also an area where U.S. firms can still compete globally, and this export market is growing. In fact, some experts predict that by 1995, 25% of world trade will be in products and services from the high-tech sector.

Another component ofhigh-tech business activity that is appealing for Sonoma County is the fact that these industries ate typically not heavy polluters. They often are environmentally cleaner and more quiet than some traditional industries. These are attributes that co-exist well with .Sonoma County's high quality of life and clean environment.

Sonoma County is also in a strategic position to offer space, lower real estate costs and high quality of life to expanding high-tech companies from crowded Marin County and other Bay Area locations. Many firms in Marin County are unable to expand due to that county's lack of space. For many companies,' the logical move is to Sonoma County. Many expanding high-tech firms in Novato, where software is now a leading industry, have already moved parts of their operations to Sonoma County. As more companies decide to relocate northward, effort can be made to accommodate these firms with suitable locations that are compatible with and do not compromise Sonoma County's clean environment and high quality-of-life.

An interesting paradox appeared in comparing respondents' lists of Sonoma County advantages and disadvantages. Many characteristics seen as disadvantages by locallybased firms (e.g. housing costs, commute, land costs, etc.) are perceived as advantages by companies that have relocated to the county. Many of the relocated firms think the area offers better housing, traffic and land costs/rents than other Bay Area locations.

9

Backuound and Analysis (Continued)

In the area of employment, many companies report they not only have problems recruiting skilled professionals, .but also mentioned serious difficulties in finding competent assemblers, machinists and production workers. The types of responses given by firms regarding these difficulties coincides well with the national problem of providing workers with solid trade skills.

Workforce improvement needs more attention so that local companies can more easily find skilled blue-collar labor and also increase their productivity. Since several costs are higher here compared to other states or countries, unless Sonoma County workers are more. productive, future entreprenurial and employment ..opportunities will be stunted.

As previously stated, most firms (61 %) rate Sonoma County's future high-tech potential as either high or medium. Of the companies that rate Sonoma County's potential as low or poor, these are the major problems mentioned:

+ Restrictive state and local government regulations + Lack of high-tech 11 critical mass 11 + Perceived anti-growth mentality of local citizens + High cost of living

Most firms did not expand in 1991, not surprising given the current national recession. Yet more than half the compariies studied anticipate that they would expand within the next three years in Sonoma County. The major reasons for expanding here are:

+ Enjoy Sonoma County's quality of life + Company headquarters in the county + Land available for expansion + Key employees live in Sonoma County

Both these probable future expansions, and the rating of high-tech potential as either high or medium by the majority of survey respondents, indicate a strong future for high-tech industries in Sonoma County.

Survey Goals and Methodology

Early in 1992 the Sonoma County Economic Development Board surveyed Sonoma County's high-technology industries to develop a factual understanding of the current status of this industry as well as its potential future direction.

10

Survey Goals and Methodolo&Y (Continued)

The main objectives of the study were to:

+ Profile Sonoma County's existing high-tech companies.

+ Assess the current and future potential of Sonoma County's high-tech business climate.

+ Identify existing problems in the county as related to this industry. + Explore possible solutions to these problems through increased information

exchange and coordination between local government and high-tech companies.

This is the first study of its kind done in Sonoina County. Excellent participation was received from the local high-tech business commuriity.

This study defined high-tech as "industries which require a high degree of technical sophistication and scientific personnel to produce goods and services." This definition implied that a high-tech firm would be llm.ovative and employ a larger number of scientific personnel than the average company. Many of the companies that fit this definition were also found in high-tech company listing guides, and it was felt that this definition included the most important criteria relevant to a study of this nature.

Companies in the study were identified by using various regional high-tech listing guides, SIC codes, and information provided bylocal real estate brokerage firms. A double-sided single-page survey questionnaire and a brief cover letter were mailed out to 151 selected firms. The survey form used is shown on page 24.

The majority of the data in this study is represented as percentages. The tables and graphs herein have two types of percentages. They are labeled as either "Percentage of Firms" or "Percentage of Finns Responding. 11 The difference between the two is that the "Percentage of Firms Responding" graphs represent questions for which there are multiple answers. These percentages will not add up to 100%. They merely show the number of respons~s that each category received from each firm.

Certain graphs detail the number of responses given by firms employing five or fewer employees. It was felt that some of the survey questions did not apply to the very small companies as well as they did to larger firms. Therefore, this difference has been noted at the bottom of some graphs.

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SURVEY FINDINGS AND GRAPHS

Out of the original 151 surveys mailed out, 85 completed surveys were returned. This is equivalent to a 56 % response rate. The following graphs detail the responses given by the participating firms.

1) Location of company headquarters

(Location of Company Headquarters~ -......

Outside of Sonoma (20.00k)

In Sonoma (80.0%)

12

2) Year operations bei:an in Sonoma County

fvear Company Began OperationsO

1991 to Present (6)

1985 - 1990 (39) Percentage of Firms

1900 - 1984 (23)

1970 - 1979 20)

Before 1969 (1 O)

.Note: 2% of the firms did not respond to this question.

3) Approximate number of employees in Sonoma County

Number Employed By High Tech Firms In Sonoma County

...

VI tl

Sand less -H . 36

t c: 6-15 -ti .. 1!9 a:' ... c: G)

16-30 -H

31 -50 -H

51 -100

. .' 8

8

:16 .. ~

~ -H 0-Q.E 3

101 -300 -- 200and over

... . 8

w No Response 4j 0 5 10 15 20 25 30 35 40

Percentage of Firms

13

4) Relocated from?

Areas From Which Firms Have Relocated To Sonoma County

Marin County 7

East Bay (excluding Berkeley) l'lmRMBRMBBmMms Santa Clara County

San Mateo County

San Francisco

O~ofState~l\1&\1&\1~~1!t~.4. Berkeley

Other Areas of Califomia~!!9~9~~3L.::i:::=L=L=.L=j 0 1 2 3 4 s 6 7

Number of Firms

Note: The total number of firms that relocated to Sonoma is 35, which is 41 % of the companies in this survey.

(vears In Which_ Firms Relocated O

1990 - Present (4)

1986 - 1 989 (1 3) Number of Firms

Before 1985 (1 8)

14

5) Do you consider your firm to be a hi&:h technolol:)' company?

r1s Your Firm High Tech ?0

6) Which field of technology best describes your business activity in Sonoma County?

(High Techiiology FieldsQ

Software/Artificial lntelligence"i~iiiiiiii~iii.iiiiii.ii.iPi4~ Computer HardWare/E,ectronics l\iiiiiiii~i\1iVJ.21

' Equipment & Instrumentation ltiimiiiimi.i'.11 B

Professional Services/Consulting 14

Aerospace & Defense .. ,5

Advanced Materials 4.

Telecommunications . 4'

Biotechnology f

Chemicals/Testing Labs 2 !

Robotics 1 i

Environmental Control Products 1 : ' .im-...--..-.....---......---;,,,_...........,,==:=i===t 0 5 1 0 1 5 20 25 30 35 40 45 50

Percentage of Firms Responding

15

7) Which cate2ory.best describes your business in Sonoma County? ( If you have multiple functions, enter appropriate percentage by each category. )

Note: The following graph attempts to show the major bu~iness activities of the responding firms. The graph only details activity that was 20% or more of the company's total operations in Sonoma County.

Business Activities In Sonoma County

Manufacturing "(35.4%)

Head Office (5.4%)

8) How much of your firm's annual o.perational bud&:et is spent on research and development? ( Approximate percentage )

27 firms did not respond to this question which left a sample size of n=58.

Mean= 19.3% spent annually on R&D.

Median= 15%

Mode= 15%

16

9) How difficult is it for your firm to find skilled employees?

rFinding Skilled EmployeesO

40

n2424o

0 Not a problem Difficult No Response

someWhat Difficult Very Difficult

10) What specific jobs do you have the most difficulty recruitinl:?

rRecruiting Difficulties~

Experienced Scientists/Engineersli~~iiii~ii~iii~ii~~ii~ao Technicians -~~~~BiaiDml.20

Management

Programmers 11

Assemblers/Production Workers mmiiim Enny-level_ Sclentlsts/Engineersmnnil

Sales/Marketing mmii Cleric8VAdmin. ~g5j

Research SpeciaJist.-"-....,._...__ _...__......,_....,..__.,...__ _i

0 20 25 30 Percentage of Firms Responding

Note: 23 companies did not respond to this section. Out of the 23 firms not

responding, 1 6 ( or 190k of total sample size) were firms employing 5 or less.

17

http:BiaiDml.20

11) Does Sonoma County provide a sufficient pool of skilled labor from which to meet most of your employment needs?

Is There A Sufficient Labor Pool

In Sonoma County ?

ves (43.5%)

Note: Approximately 90% of the above "Not Applicable" responses were made

by companies who employed 6 or less employees.

12) Pleasg rankthg ~aunty's gduggtiQnal ins1i1utiQDS as they relatg 1Q your finn's needs.

SCHOOL RANKINGS

Percentage of Firms Responding

School Poor Fair Good Excellent Totals

Primary 7% 15% 26% 0% 48%

Secondary 8% 20% 22% 0% 50%

Trade/Tech Schools 11% 12% 25% 0% 48%

Santa Rosa JC 2% 15% 39% 15% 71%

Sonoma State Univ. 11% 26% 26% 7% 70%

Note: 21 firms, or 25% of the sample size, did not respond to this question.

18

13) Is capital access in Sonoma County a major problem for your firm?

Is Capital Access A Major Problem For

Your Firm In Sonoma County?

Not Applicable (44. 7%)

Note: Approximately 53% of the above "NotApplicable" responses were made

by firms employing 5 or less employees.

14) If capital access is a problem. is it a major hinderance to you doin2 business in Sonoma County?

Is The Lack Of Capital Access A Major

Hinderance To Doing Business In Sonoma?

9

9

II) 8

e 7 [ 6 6..0 5

; 4

Jl 3

2 z 1

0-1"'---- Yes No

Response

Note: This graph represents the 14 firms ( 1 6% of all firms in the study) that

found capital access difficulties In Sonoma

19

15) In which areas do you feel local government could help to further assist high tech companies?

Areas In Which Local Government Can

Assist High Tech Businesses

Regulations 35

Ucensing/Pennlts

Education/.Job Training

Taxation

Financial Assistance

Create/Promote High Tech Environment,

Recruit High Tech Firms -l'====F===F===F===F==::::j!C:===;C====r' 0 6 10 16 20 25 30 35

Percentage of Firms Responding

Note: 20% of the firms did not respond to this question.

16) How would you rate Sonoma County's current and future potential for attracting and retaining high tech industries?

Rating Of Sonoma County's Current &

Future High Tech Potential

50

01 45

~ 40 JJ. 35.. 0 30

~ 25

s 20 .........'j.4.......................................... .

i 15 11 ~ 10 ~

D. 5

0 . .Poor Potential Medium Potential No Response

Low Potential High Potential

20

'\

17) What are the major advanta1:es of locatin1: a hi&:h technology company in Sonoma County?

rsonoma County Advantages~

Quality Of Life

Availability of Space 52. .

Commute/Traffic . ~-' ...Land Costs/Rents 2$ . .. .

Housing CostsNariety 20 . Labor Pool Facility/Operation Costs

Access to Markets

11 11 .

' '..

.... .... 0

10 20

30 40

50 60

70 80

90 Percentage of Firms Responding

18) What are the major disadvanta1:es of locatin1: a hi&:h technology company in Sonoma County?

rSonoma County Disadvantages0 Housing CostsNariety nmml\1mmmmmmammg4

Land com/Rents mmimm.mmmDf.40 Taxes/Government Regulations ---~--~$4

Access to Suppliers/Contractors mMm&dmll27: Commute/Traffic 26 i

Permit Process/R:!,"0~:::i : : !.::::: Quality of Education nm&Dm@,16i

Access to UniVersitiesJ~~~~~:1~sWi===~==;L.J=~===.i::.J 0 10 20 30 40 50

5 15 25 35 45 Percentage of Firms Responding

21

http:mmimm.mmmDf.40

,.

19) Did you expand your operations last year?

Did You Expand Operations Last Year?

Ul

E [ 40.. 0 35 g, 30

~ 25

2 ' 20 15 D. ' 10

Yes No Not Applicable

20) If you plan to. expand within the next three years. will it be in Sonoma County?

If You Expand In The Next 3 Years, Will It Be In Sonoma County?

55

50

45

40

0 35 &

a-11--.,--eoaoo

30

! c 25

~ 2 204> 15D.

10

No Uncenain No Response

22

ACKNOWLEDGEI\'.IENTS

Many people contributed their valuable time and ideas to this project. Without the help of these individuals, this study would have been difficult to complete.

Most credit for this study belongs to the local high-tech business community. Excellent participation and ideas from the firms involved was received.

A significant amount of secretarial work was contributed by the EDB staff. Much gratitude is due to Patricia Kalb, Nancy Ashurst, and Beverly Smith. Without their relentless work, survey response would not have been so high.

Special thanks are due to Alison McGraw for her voluntary efforts in seeing the survey portion of this report through to completion. She. contributed more than 100 hours of volunteer time towards this aspect of the study alone.

Jason Pollock graciously donated ltls time and computer to help produce a userfriendly survey. Alan Phinney provided us with excellent input regarding the survey and general direction of the study.

Thanks also to the high-tech executives, too many to name, who contributed numerous helpful ideas regarding the survey and study. Their assistance made. this report possible.

Finally, this report is a testament to the results that are achievable when one person is interested in a subject; and is motivated to accomplish the task at hand. Aaron Enz conceived this report, did the necessary research, developed the questionnaire, tallied the responses, generated data, analyzed its impact, and wrote the report over a threemonth period.

Aaron did all of this as a volunteer, which in itself is remarkable. Even more noteworthy is the fact that he performed this work while holding down two simultaneous full-time jobs. His passion for excellence and dedication to the subject inspired everyone involved.

Ben Stone

Page 23

Structure BookmarksECONOMIC DEVELOPMENT BOARDIDGHTECH: .A New Harvest in Sonoma County .Report and Action Opportunines TABLE OF CONTENTS EXECUTIVE SUMMARY SONOMA COUNTY HIGH-TECH REPORT DETAILED RECOM:MENDATIONS .SURVEY FINDINGS AND GRAPHS .H2ACKNOWLEDGEI\'.IENTS .