The URL can be used to link to this page

Home My WebLink About01-RDA Item .~ - DISCOSSION PAPER REDEVELOPMENT AGENCY AND ECONOMIC DEVELOPMENT The purpose of my assignment was to make recommendations with regard to the Redevelopment Agency and related functions. It was my understanding that I was to recommend an approach that would position the City and the Community Development Commission for the future and insure the most efficient and professional organization possible. I was to let professional concerns, not poiitical, drive my initial recommendations. My recommendations are for discussion purposes only at this point. The recommendations for any organization must consist of an assessment of the history of the population served, the goals and objectives to be met, the environment within which the organization must exist both financial and political, and an att.empt to organize functions and lines of authority based on efficiency and effective communication. I would like you to keep in mind that I will concentrate on what can be in the future instead of what is wrong with the present or past. If you look for the negative in people or organizations, that is what you will most certainly find, for this is a sadly imperfect world in which we live. Each of us has our own imperfections with which we struggle, and life"s situations are fraught with negative and confusing aspects. Yet. the mind cannot hold two completely opposing thoughts simultaneously. One of them must prevail. Given the choice. and we do have it, of focusing on either the positive, hopeful, and future aspects of a situation, or the negative, less hopeful, and immediate aspects.... choose hope and position this City for the future. The purpose and mission of the Redevelopment Agency is defined by the California Community Redevelopment Law. The Hayor and Common Council acting as the Community Development Commission have done a tremendous job in the past of attacking blight, providing infrastructure to attract development and providing jobs. But the future will demand much more of what has been done in the past and will also demand more in the way of low and moderate income housing, more in the way of public infrastructure to attract development, more in the way of physical planning for growth, more in the way of reversing deteriorating trends and much more of a coordinated effort of all of the above. The social deterioration of our urban centers in California has contributed to poverty and unemployment. unsafe and abandoned housing, crime, ill health and absence of an overall positive community image. You are the force that can attack these deficiencies. ~, PAGE 2 DISCUSSION PAPER The strain on public services that has evolved over the last decade along with the imposition of Proposition "13" and Proposition "4" severely limit local aovernment's ability to raise revenue and the amount of money state and local government can spend. These two pieces of legislation coming at the same time as significant arowth in the demand for social services require an efficiency in utilizing resources that are already stretched to the breaking point, An outstanding tool available to assist you in this dilemma is the Redevelopment Agency. It has a revenue source that can be leveraged and coordinated to maximize the attack ~n issues discussed above. In my opinion. this aaency has operated very well in the past. but with little coordination in terms of an overall city plan. The independence of the Aaency could be maintained as with the Water Department. but with better cool'dination between and among city departments. My first recommendation is that the Community Developaent Department of the City and the aedevelopment !aency be combined. The two have many similar objectives and with the 20% set aside prOVisions in the law. they should be coordinated and supervised by one oraanization. The missions and objectives of the two organizations mutually benefit one another and combining them meets the test of efficiency and improving communications. Blight must be a priority! A deteriorating area left unche~ked results in a negative image which can affect development elsewhere. What better approach than the combination of development and housing to address blight in our community. My second recommendation is that new Job descriPtions and a Dew oraaniaation chart be developed for this Dew combined oraaniaation. If you truly want the most professional oraanization to meet the needs of the future. then a streamlined oraanization must be developed. I strongly believe that the most efficient organization is one that starts with a careful definition of functions. The second step is then to develop job descriptions that meet the desired functions. ..It.. is not a good approach to take existing people and "fit" them-into an organization based on available people and their existing strengths. This will produce the constant reorganization syndrome- one that requires reorganization any time there is a change in personnel. I believe stronsly that you need to identify your new Executive Director before developins your definition of functions. That individual should participate in the new oraaniaational development. I would urge against the Mayor and Council attempting to develop your own organization chart. I call this "box moving". It is quite frankly not an exercise that PAGE 3 DISCUSSION PAPER is one you are trained for nor is it a very rewarding exercise. Let your new director develop the chart and then you review it to insure that it meets your desires. In my opinion. the structure must be in a manner that would best support the views and polices as developed by the Mayor and Council. .In li~ht of the financial constraints in today's environment and the desire for efficiency, it is essential that administrative functions such as personnel, agenda preparation, record keeping and purchasing to name a few be incorporated into the city's overall administrative functions, This would eliminate duplication of effort and leave the agency to concentrate on its' defined Bission. I believe that the agency should be brought in alignment with the City's overall administrative. manasement and financial processes. It is all but impossible today for a City Manager to adequately plan, budset and make adjustments to City expenditures without takins into account the Asency's significant revenue and cost producing activities, The question of whether the Agency should function independently or as a unit within the administrative process of the City will determine the issues of control. support and general oversisht. While the goals of the Asency remain largely the same. interpretation of the goals must be reformulated together with new objectives to meet those goals. We must not limit ourselves to this vne area. In certain areas of San Bernardino, redevelopment programs have been in effect for several years and have been very successful in promoting revitalization. As a direct result of these programs considerable growth in industrial. commercial. and housing development has already been generated. Public infrastructure and improvements are not only needed allover our city, but they are the necessary and best investments to bring on future development and attack blight. The needs of this city cannot be met through current revenue sources and fees alone. It is essential that Redevelopment funds be leveraged and coordinated to the best possible extent. Once a coordinated and well thought out prioritized plan is developed. it is essential that this seed money from the "public" sector be used to encourage and attract "private" development and matching funds. A coordinated Economic Agency is needed to attract and leverage these "private" funds. , ORGANIZATIONAL FLOW 80KKARY By DivisioDs/8ections 1. DEVELOPMENT DIVI8ION 1-1. Planning, Development and Managem~nt Section 1-2. Design and Graphics Section 2. ROU8ING DIVI8ION 2-1. Housing Development Section 2-2. Rehabilitation and Demolition Section 2-3. Emergency and Fair Housing Unit 3. ADMINI8TRATIVE SERVICES DIVISION 3-1. Committee Support Section 3-2. Contract Administration Section 3-3. Accounting Section 3-4. Research and Recordkeeping Section 4. BUSINE8S DEVELOPMENT DIVISION 4-1. Business Information and Resources Unit 4-2. Business Management Services Section DrvISION/SECTION DESCRIPTION AND FUNCTIONS "Overview" 1. DeveloDment Division This Division will develop and prepare all project area plans, amendments, updates and reports related thereto. All project area development activities including site acquisition, financing prospectus, market feasibility, various other analyses relating to project development, project management activities and overall coordination of each project development will be conducted~y this Divi- sion. The marketing of project sites to prospective developers will also be conducted by this Division, along with all department promotional campaigns for site speci- fic and project area developments. The Division will also prepare budgets for each project area showing tax increment revenues, project encumbrances and pro forma expense projections. The Division will be responsible for the administration, management and oversight of the City's Community Development Block Grant (CDBG) program, including acquisition activities, eligibility determina- tion capital project financing, managing agreements with private nonprofit agencies, CDBG float loans and project monitoring. Division personnel will also be responsible for the preparation of the City's OVerall Economi~ Deve- lopment Plan (OEDP) and maintaining the city's eligibi- lity for Economic Development Administration (EDA) and Orban Development Action Grant (UDAG) funded projects. 2. Housina Division The Housing Division will feature three (3) sections, with functions ranging from responsibility for new hous- ing development within the City to rehabilitation of older housing and providing emergency shelter services to homeless individuals. The Division will be responsible for property acquisition and disposition, real estate planning, pro forma analysis, including financing pro- spectus, coordination of development efforts and monitor- ing of twenty percent (20\) set-aside conditions, cove- nants and restrictions. New housing development financ- ing will also take the form of mortgage revenue bonds, and Division personnel will be responsible for ensuring compliance with the mortgage revenue bond regulatory agreements. Activities relating to the rehabilitation of older housing stock will also be conducted by this Divi- sion. This would include loan review and approval, site inspections and appraisals, coordinating with building contractors and homeowners, monitoring of construction -------- ... '. DIVISION/SECTION DESCRIPTION AND ~UNCTIONS OVerview Page -2- work, arbitrating owner/contractor disagreements and marketing of the program to City residents, The Division will also be responsible for demolition of old or other- wise dilapidated housing stock. This may include the relocation of displaced homeowners or renters and provid- ing for the appropriate services related to the reloca- tion activities. Programs for the homeless and activi- ties and issues relating to violation of fair housing regulations will also be handled by this Division. 3. Administrative Service. Dlvi.ioft This Division will feature four (4) sections which will act primarily to support the activities of each of the other three (3) divisions of the department, and the department as a whole. The committee support section will provide support to all of the various committees of the department, including project area committees, the Community Development Citizen Advisory Committee, Economic Development Program Committee and various AD HOC Committees. The Division will be responsible for preparing agendas and minutes of meetings, developing and conducting training sessions for Committee members and conducting periodic briefings to individual members regarding creation of agenda items. The Division will also conduct all procurement activities of the department re lating to the procurement Of outside services for department projects. Included in this procurement activity will be the responsibility for negotiating contracts. Procurement will be done for all divisions of the department, based on exact specifications of planned services. The Division will also provide for all of the accounting needs of the department, particularly relating to tax increment revenues and expenditures, grant accounting, all general ledger items except payroll, and all reconciliation thereof. All records of the department will be held in a central location under the control of the research and record keeping section. These will include contract and plan documents, charts, maps, memoranda, demographic data, and all other data that is incidental and necessary for the effective discharge of department operations. Data will be compiled and arranged in a manner that is easily accessible and provides for usage in an acceptable form. Routine analysis will be conducted on demographic data in response to specific needs of the department. . DIVISION/SECTION DESCRIPTION AND FUNCTIONS Overview .ag. -3- 4. Busin... n.veloDm.nt Divi.ion This division will provide all the necessary resources for the development of busines.e. within the City. The Division will provide routine information and technical assistance to businesses wishing to relocate to the City. Also, ongoing activities will be conducted to ensure that resident businesses remai~ located within the City. Acti- vities may include counseling and technical assistance to individual businesses, including the development of busi- ness starter facilities for fledgling businesses. The cornerstone of the Division'. services will be the provi- sion of low interest, long term loans to.qualifying busi- nesses. This will be done in conjunctio~with the deve- lopment of loan packages, market feasibility studies and in-depth analyses to ensure successful loan transactions. Other key areas of responsibility involve close coordina- tion with area colleges and universities in the prepara- tion of business training and development programs, pro- jects and activities, and the establishment of business development zones, which would include certain support services and regulatory relief programs. Under Alternative NUmber 1, this Division would be merged with the Development Division, the Division Chief's posi- tion deleted, the secretary position downgraded to a typist clerk, and the establishment of one (1) additional business development specialist position. Thls would result in thirty-eight (38) positions. K3H/lab/3577 I h= ir~ ~ I ! E E III Q II ;------- I I I I I I I I I I I I I I I I ! . II! liE .------ I I I I I I I I I -------i I I I Ua II Q ... tI'I ...... ! ... ... N ... ...... ! ~ s! ... Ie ...... :------- IE .. I fc I I Q ... I III I < I ... . ,.:I B ~ ... .. I ... I . I :. I ., I I i ... I .. I I"l I ! ...... I ... J. 0 . .------- ... oS 11II ...... I ... . ~ ~ b Q .. .' i ... ~ ...... . .... ... .... .... r;; ... ~!2 ~ .... .. .. ! I .. j . ~ ... . I ~ I I I ! 8 J lit I I ... I . . ~-------- rg!e.... & & I I "Ill .. 1 1 la I lel=.... I I I . . I U U I ... ... I 1 t. I I ~ /i'. I I I I I I I I e & 8:: _____-1 ...... . .. t A .... ..... ..... .... ... ... .... ....... .... .. .... .... ..... .. .. l'i: .. ... .. .. .. .. .. .. .... .. ... ! ..... . . . !i . ... ....... ... B .~ ... ...... ... . .. ~.... ~ .. ... II Is ... 111I t .. I l~ I ... ... A i if . :} L________ .. .. ..... I I 0 ! In ... ... ... 11 ! ... ... .' ... I I.... I !.... t - ..... !I IE 18 ~----_. IS- . ... . I:: j~ ~ . 111 ~ ";1. !cn !~ Bill '. =B- 5EC II B "'1:1- ~...... Sa.... ,:a ~_______-L_____ .. . , - : ... .... .. . ... ... - . ... ... .... - u ... ! .. .... . ... J ... ! -= .. 1 , ~ ... ! ... B ... j ... .. .. . . .. :l .. ... ... ... ... ... ~ ... J ... J ! - - ... ... ... ... ... ... ... ... ... .. .. ! . . ... ... ... ... 10 . . ... ... ... ; - = 1 I . ~ B - .. .. ... I I .. N ... .... i B ~------ ... ... - si J I . ... o. S .. 1 ! ! i 'i ... . . . I ! ... ... 3 ... .. ., ... u .. .... g!! . .. ....... ! ...... Ie Ilia ~... . ------- Ii ... . Ill'" ~.... el ... .Il'" == e ., :a ::s .... .c ., ., ..... .... .... I .... ... . ... ... .. :l J .. II~ I .... J .. ... I: . 8 - ..... I ----- .. J u ! ...... I ~ " . I ..... I C .. J IA I J t e I I ... I ! S 6 I ~ I !: ______J ...... .... III ... ... - t .... III t ~ ~ .. .... ! ..... ~~ ..... .. ... .... li'~ . .=fo ....... ij j~ ------- si- .. l!! ! ~! u.. l!! S! ! j'" !'" (II .... ... ..... t .... ... Q ....... .... I .... ...... . I! u... ! .. . IIlU .. .... ... . I: E l. ,------- liE .II .... .... ... I ... - ... - I... to ! ;J . 0' J .. e ! J'" ! - .... .... ... ... .... .... ... ... ... ... ... 1= .. .. . . ... .. ... ... . .= .. 18 I I .. .. . I I ,.----- !!a ... ... J J I'" . . &i . . ! ! . i .. .. . ; &::: -----t ....... 110 ... E .... ... .... ... ... .. . .. ... . .. u B. 110 It .. I ! 110&1 1;::110::: ... 110 J ... ~------ .II~ = Q . .... . . ! g . .. . .. .I .. . l. .... . on . ... .' ! ! & .. ... ... .. : .! I ... <C . . I i i i a ~ I i I I I ~ h" li~ I I I I I I I I I I I I I I I I I . I Ill.... ~e I ------- B , fiB U I I !I i ~2 = I I I I I I I I I I I I I I I I I , I I' I' I I I I I I .. .... - Q.. ~ I --------- ! . E Q ! I .... ~ ~ ! ! .... . ~ i ... II &1 I I ...... .. .... . 18 uR;: ,.... ,= 1: .... t!.... ~I.... 1" ~--------- ~ :! .! II ~j .... 1 t. .~ l; I .... ... .... III III ! i I R 5= ....... III ... ~ Q ------------------------- .... ... .... .... N ..., ... ... ... "1 ... ol .. . . .. .. ... ... .= .= I i I f j j . . . . ! ! . . .I .I ... . I. ! .. ! .... ..... ..... . .... .. .. ... .... ....... ; .... N .... .... ..... .... ... ... U I 8 ... ... ... 1,1: I ... ... ... .. ... I .. .. .. .. ... .. . . . eo. . Iii .. .. .... .. ... . I. ... ...... ... ..u ... :l .=.... . II t .. .... u I';: 1 Q .- I, ... ... if ..., . :) III i IsH .. .. i II i .. ... .. Ij ! ... ... .... j j.... j l.... ." .' / ClO ClO 0\ ... . ... -> Q~ ~~ f/)~ ~LI. 00 a::f/) ~< . . } r j to ~. i t 1 I :.. !, :!~ : it IE!oj~;jij: .1 J,'r' j'~iJ.il-ii~~!~iiOtO .Ii.: .E?t!Z;,..; L.:.""" ....- ...~ @.. J . ; : 0 j. . L ... i ~ ~i I J ! w . & : . ; : ~ w ~ .. .! .! w t w . 0 . 0 ! .. - i . w .!i :- - ... D: < :c u ..I < Z o - ... < N- -~ Z~ <! ~:;; og ~ & i ", r_ O!} i i f- ! -Ill' I!~ ,! .. .." 1 .. ~ I .1 i~ I 1;1.1. (!! :' I'!I Ifl!II -,"! Iiil l[ljlj~!!ilil' @...... e........ ':j I.. l~. r tilt :. f. !i-~tlli iifiiilil II lilliJ ijlj'ij'i;lilll"i:l!i:I,!iJfi,'~rl I, ufl 11If'11 .,,';,! ; e . . .. .... "I' J' 'i" I I:. i . 'f' I.: i t .!j!l!i in.!! :I 't..- IJ u.J,. 'u. "i i I J I i .it'l 1.1 l'i!J'! IJt;ii Ili:i:.}...11 il.!1 ";i' i,j:JlJ~ii!ii jtiiiiJ~JiJiil!~Ji~ liiIIJi!I!liiJijii~ e........ e,..... .,. j ,i; II ~ I.. I iil J, I i.l ..f . II · 1 "Ii f"" J. ,..lid I Ii ~ h;.lI II W l.iHi jl '11'~;;i..ll'it i I~jli; I li!lll.o~l~ir!l; I. IJI!~J ~iji..ill'Ji' 1;11,:.il J.',' J ... . 'I'.' "'1) 1 I " 1 'I'ili" J' JJllljj.~!~itJ.J. .li.lill.II l!. !jj ;~ .1 · . .'J I, ....... .::f-, .. r :'j""'iij.. ';.!-!'!i!~!!i".!.' 'r."1 ruui!Jl!l~i fjfl.ft",'if"j' ~!i' J ,lh . . , i I~.' ,.... . . . . II .. '" ..... . i i . I I : i . .: . . J f r I J' I. i rr.'fJ 'I' >. · 1: I ."t'. . . ,.j!: 10,: i I I" ,. i". 'il' ol!'li> 'tI ;JlIJ!. I ! :II !!!ii!!i~ Iii :'11 '11i"ji i,i iri .!if,'!l. 'If .!liJJ~!!i~!iJ . i~~~~!j~~~j~~~i;~~1 ~~~ilii~~~i!~~~ii ti . t Ii., II'" ~ J~ i : j!l J .. ~ Ii f'I!:}': II" I.il I i!i;li!Jj.i: .Jl1'l'JIJjJ'!Il~.!)!' J. ... J .,,1.. @'.to '" ...... J J ,.i i :Jij . 11"1'. I oj: .. i ~'i~iHI!i J1dW~~ . ~~ €) '" . I 1i'l.II'i! ~ .i! & ,. I 1 "jii i if 1!I:Ji~. II f II': i J hii l!i1lf,H!.i hi i ~~H!I~jlt jlljiJj~1Iillilil:i3 ilJljf~~;!~~ @'....... ....... e'" '" il r I i', i- I!ll t 1~ 'Iil'~ilj! II 1~!lh!1 Ii jIHij~!i! ~~~!~~~ jiliJ!!iiJJI:' ~ ~.....". <. May 7, 1990 TO: FROM: SUBJECT: Redevelopment Agency · City of San Bernardino 300 Ncrth "D" Stree~ Fourth F100r ' San Bernardino, Cllifomia 92418 (714) 384-SOS1 FAX (714) 888-9413 CONFIDENTIAL CommunIty Development CommIssIon Member~ Robert J. Temple, ActIng ExecutIve Dlrecto~~, REORGANIZATION RECOMMENDATIONS/OPTION Pride -i ~ea Attached you wIll fInd a memorandum prepared for the RDA CommIttee meetIng on May 2, 1990. After dIscussIon at that meetIng, It was recommended that I forward thIs package to you. It Is my understandIng that thIs wIll be dIscussed as soon as possIble, but hopefully, the week of May 7. 1990. RJT:pv:1602S Attachments May 7. 1990 TO: FROM: SUBJECT: Redevelopment Agency . City of San Bernardino 300 North "D" Stree~ Fourth Floor . San Bernardino, Califcmia 92A18 (714) 384-5081 FAX (714) 888-9413 .. InPP; -I ;~ Redevelopment Committee Robert J. Temple. Acting Executive Directo~ REORGANIZATION RECOMMENDATIONS/OPTIONS At the request of the Chairperson of the RDA Committee, I am bringing forward for your cons I deration the concepts and options that I am recommendi ng for reorganization. The concepts are the same concepts that I was prepared to make at the RDA retreat at Highland Springs. On a continuum of possible options for the Commission to consider with regard to reorganization, I see the beginning option as no change or status quo. This option would result, for instance, if no action is taken or if no discussion takes place with the full Commission. I do not support this as an option and certainly would not have an Interest in being a part of such an option. I mention it only as a starting point on the range of options. At the other end of the continuum is the total reorganizatIon of all entities havi ng to do with economi c deve 1 opment and/or promoti on of the City of San Bernardino. In between these two end points would be the need to at least address the reorganization of the RDA. This continuum can be visually depicted as below. DO NOTHING---}REORGANIZE RDA--->REORGANIZE ECONOMIC ENTITIES (STAT~S ~O) I will briefly discuss each of the approaches below and outline what I. reconunend as the possible options within each option as I see them. In between each of these options lie a finite but large number of alternatives. The option of doing nothing as mentioned above is not an option unless we do nothing with regard to addressing a reorganization plan. The very real concern I have is that we will continue to fall to address at the CommIssion any discussion of reorganization. I do not believe that the Interests of this city would be served by continuing In the current mode with me in an acting capacity. If a lternati ves are not brought forward for di scuss Ion to the Commission prior to June 30, 1990, then I do not wish to be continued beyond that date in any capacity with the City. Redevelopment Agency Page Two I believe that the most Immediate need Is for the organization of the RDA to be addressed. One approach would be to simply hire a permanent Director and Deputy Director and continue along as In the past. I do not believe that Is In the best Interest of the City In the long run. It also does not support the Objectives and policies adopted In the general plan. The objectives and policies I refer to are Identified as Objectives 4.4 (page 4-28) and polley 4.4.1 In the general plan. Polley 4.4.1 reads "Examine the feasibility of estab 11 shl ng a s I ngl e economl c deve 1 opment manager to oversee the economl c development efforts of all public agencies and organizations to allow for optimum efficiency and productivity In pursuit of Goals 4A-4E (14.5)." The above are attached for your reference. Also attached are the Implementation programs referred to above In 14.5 (page 4-37>' I believe that the best approach Is to pursue the general plan recommendations: The concept of combining RDA and Community Development' Is one approach of reorganizing RDA as an Interim step toward the goals as stated above. I am prepared to dl scuss my reasons for thl s recommendation, but I have addressed this In the past and will not dwell on this Item here. I previously gave you an organization chart for this unification. I would like to discuss this recommendation In more depth as to options within the context of an overall economic reorganization. The Intent of the overall economic element of the general plan Is to coordinate all public agencies for optImum efficiency and productivity. To that end, I am recommending that an Economic Development Agency be established consisting of a single economic development manager (by whatever title) and an executive secretary and one clerical person. This agency would report directly to the Community Development Commission. All publiC agencies, lncll'dl ng RDA, would report to thl s economl c development manager. These public agencies could possibly consist of Main Street, CV8, and the Economic Development Council. I see no problem with these entities continuing to exist as non-profit corporations with Independent boards. The Hater Department operates this way and I see no reason these entltl es cannot operate the same way. The fundi ng and coord I nation of these agencl es, however, would be from the Community Development Commission. Each of these agencies would now be operating within the City structure and would have an advocate to access City services In a direct way. Each organization would continue to have Input from the community In general through Its' board members. In the case of EDC, I favor the recommendations of Councilman Maudsley that Identify that organization with the primary role of marketing. I would be happy to address the details of Mr. Maudley's plan as I understand It, but space and time do not permit that here. Suffl ce It to say, It is a well conceived and workable plan that ties the Chamber and business communities Into our economic plans. the organization chart of such a plan would look like the followlna: CDe ED" Redevelopment Agency Page Three This organizational plan would require cooperation from and understanding by each of the above referenced agencies. If the concepts are endorsed, my next step would be to work with each of these organizations to refine and detaIl the functions and Interrelationships of all entities. RJT:pv:160IS Attachments -- " . GOALS. OBTECIlVES. AND POLICIES The following presents the goals, objectives, and policies for economic development in the ety of San Bernardino. Implementing programs are contained in the following subsection. At the end of each policy is listed a capital '1" and number in parentheses which refers to the pertinent implementing program. ISSUE ONE: ECONOMIC DEVELOPMENT OVERVIEW JZgal . It shall be the goal of the ety of San Bernardino to: 4A Be the principal regional center in the Inland EIripire for industrial, com- mercial, visitor- and convention-serving, governmental, educational, cul- tural and other related development activity and to have economically vi- able local-serving commercial activity and neighborhoods. Objective It shall be the objective of the ety of San Bernardino to: 4.1 Generate growth that provides, at a minimum, 27,000 jobs over the next two decades within the context of Goals 4A-4E. . Policies It shall be the policy of the ety of San Bernardino to: 4.1.1 Adopt a Land Use Map which designates acreage for industrial; business park, commercial and government activity U4.1). 4.1.2 Initiate strategies to market for, and attract, new activity as defined in the policies for Objectives 4.6 through 4.17 (14.6-14.38). Objective It shall be the objective of the ety of San Bernardino to: 4.2 Generate growth that enhances the quality of life. 4-26 - " '. Policies It shall be the policy of the City of San Bernardino to: 4.2.1 Adopt a Land Use policies which provide for expanded recreational, cul- tural, and educational opportunities 04.1). 4.2.2 Initiate strategies to provide for new activity as defined in the policies for Objective 4.6 (14.1, 14.37, 14.38). 4.2.3 Minimize and control the development of industrial and other uses which use, store, or produce toxies, air emissions, and other pollutants; establish- ing mitigation requirements and thresholds aboye which the use will be prohibited (14.1,14.2,14.3). 4.2.4 Umit the location. and number of alcohol sales, adult bookstores and busi- nesses, game arcades and other community sensitive uses, based on prox- imity to residen&;eS, schools, religious facilities, and parks, in accordance with legislative requirements (14.1, 14,2, 14.3). 4.2.5 Adopt a development code that provides for "defensible space" in build- ing and space design-space that optimizes the safety and well-being of the users (14.1). 4.2.6 Establish a marketing program to attract developers of upscale housing and assist in the promotion of such housing to potential high income buy- ers (14.6, 14.13). 4.2.7 Establish a marketing program to promote the economic, social, and phys- ical attributes of the City (14.8, 14.15). Objedive It shall be the objective of the City of San Bernardino to: 4.3 Generate cumulative growth that provides net fiscal gains to the City. Policies It shall be the policy of the City of San Bernardino to: 4.3.1 Determine the need for a fiscal impact analysis as part of the Development Review process. The purpose is to provide input into assessment of over- all impact of development activities and to determine what costs to the City, if any, may be Subject to mitigation (14.4). 4-27 4.3.2 Monitor the fiscal impact of the mix of development proposals and activi- ty on an annual basis to determine which or what kind of activities, if any, should be encouraged or delayed (according to their net positive or nega- tive fiscal impact) over the next time period 04.5). Objective It shall be the objective of the City of San Bernardino to: 4.4 . Manage overall economic development within the context of Goals 4A-4E through a coordinated strategy for all public agencies and organizations that establishes areas of responsibility of, and coordination between, af- fected agencies and organizations, and establisN!s a timeframe in which appropriate steps are to be taken O.e., first year of'strategy, annually, etc.). Policies It shall be the policy of the City of San Bernardino to: 4.4.1 Examine the feasibility of establishing a single economic development manager to oversee the economic development efforts of all public agen- cies and organizations to allow for optimum efficiency and productivity in pursuit of Goals 4A-4E 04.5). Objective It shall be the objective of the City of San Bernardino to: 4.5 Generate economic growth that is not detrimental to the environment and growth that occurs in such a way as to protect the life and property of resi- dents, businesses, and visitors to the City from the hazards of flood, fire, seismic, and liquefaction. Policies It shall be the policy of the City of San Bernardino to: 4.5.1 Require adherence to the environmental and resource standards, as de- fined in the Environmental Resource Management Policies, Seismic Risk Policies, Flood Hazard Policies, Wind and and Fire Hazard Policies (14.1- 14.3). 4-28 " ISSUE TWO: INDUSTRIAL ACTIVITY ~ It shall be the goal of the Oty of San Bernardino to: 4B Generate ongoing industrial growth, in an orderly and controlled manner, through diversification of the industrial base and maintenance of current activity. Objective It shall be the objective of the Oty of San Bernardino to: 4,6 Capture, over the next decade, new basic Standard Industrial Cassification (SIC) industrial groups not currently represented in the Oty. Policies It shall be the policy of the Oty of San Bernardino to: 4.6.1 Establish a marketing program to attract new industrial activity (14.6- _ 14.13). 4.6.2 Pursue joint use of Norton Air Force Base in order to provide opportuni- ties for industrial flI'II\S interested or requiring airport proximity or access (14.14). 4.6.3 Seek opportunities for reuse of the railway yards as lands become avail- able in order to provide opportunities for industries/firms requiring rail transportation, transportation-related industries, warehousing, and simi- lar uses and explore opportunities to capitalize on commuter-rail linkages (14.15). 4.6.4 Provide for industrial development in conformance with Land Use Policies 1.32.10 through 1.34.32 (14.1). 4.6.5 Set, and require adherence to, standards for industrial buildings in order to create and maintain an attractive image fur San Bernardino (14.22). 4-29 - ~ Objedive It shall be the objective of the ety of San Bernardino to: 4.7 Increase, on an ongoing basis, the number of firms within the existing in- dustrial groupings. Policies It shall be the policy of the ety of San Bernardino to: 4.7.1 Establish a marketing program to attract new firms (14.16-14.18,14.13). 4.7.2 Pursue joint use of Norton Air Force Base in order to provide opportuni- ties for industrial firms interested or requiring airport proximity or access 04.14). 4.7.3 Seek opportunities for reuse of the railway yards as lands become avail- able in order to provide opportunities for industries/firms requiring rail transportation, transportation-related industries, warehousing, and simi- lar uses and explore opportunities to capitalize on commuter-rail linkages (14.15) 4.7.4 Where lands are designated for industrial activity-such as along Interstates 10 and 215, the regional opportunities corridors, and the west side-expedite the use of these lands for industrial purposes (14.5). 4.7.5 Provide for industrial development in conformance with Land Use Policies 1.32.10 through 1.34.32 (14.1). OJ,jective It shall be the objective of the ety of San Bernardino to: 4.8 Maintain the existing industrial base and stabilize the future industrial base. Policies It shall be the policy of the ety of San Bernardino to: 4.8.1 Establish an outreach program to encourage existing firms to remain in San Bernardino (14.19 and 14.20). 4-30 Objective It shall be the objective of the City of San Bernardino to: 4.9 Reauit services (such as printers, freight delivery services, etc.) through start-ups of new firms and relocation to the City of existing firms, in order to provide support for industrial firms. Policies It shall be the policy of the City of San Bernardino to: 4.9.1 Establish a marketing program to attract business services 04.21). Objective It shall be the objective of the City of San Bernardino to: 4.10 Make available sufficient acreage in order to capture the City's fair share of industrial regional growth through the year 2010. Policies It shall be the policy of the City of San Bernardino to: 4.10.1 Designate land for industrial activity (14.1). 4.10.2 Allocate the land designated for industrial activity among the various kinds of industrial activity-light, heavy, extractive, and business park- along Interstates 10 and 215, along regional opportunities corridors, adja- cent to Norton Air Force Base, at and near the railway yard and in the west side for industrial activity 04.1). . . ISSUE THREE: OmCE COMMERCIAL ACTIVITY j;i5W. It shall be the goal of the City of San Bernardino to: 4C Be the regional center in the Inland Empire for general, medical and gov- ernmental office space to serve regional and local needs. 4-31 Objective It shall be the objective of the Oty of San Bernardino to: 4.11 Attract new office users to San Bernardino, maintain the existing office user base, and stabilize the future office user base. Policies It shall be the policy of the Oty of San Bernardino to: 4.11.1 Establish a marketing program to attract ne\'! office users and engage in outreach to encourage existing users to remain in San Bernardino 04.7- 14.9,14.12-14.13,14.19-14.20,14.22-14.23). : 4.11.2 Establish a marketing program to recruit large-scale professional and gov- ernment office development to downtown San Bernardino 04.6, 14.7, 14.34, 14.35). 4.11.3 Establish a marketing program to recruit medical office development, with a focus on areas in proximity to existing hospitals and the reuse of these hospitals should they become available 04.6-8, 14.24, 14.13). 4.11.4 Adopt a development code that provides for small office users to locate in existing community-serving commercial corridors throughout the Oty (14.1). f Objective It shall be the objective of the Oty of San Bernardino to: 4.12 Make available sufficient acreage in order for commercial office activity, government office activity, and health care, to keep pace with local popu- lation demand and to capture the Oty's fair share of the regional office and health care market through the year 2010. Policies 4.121 Designate land for commercial and government office activity and health care (14.1). . 4.12.2 Provide for development of office and health care facilities in accordance with Land Use P'!licies 1.28.10 through 1.29.32 (14.1). 4-32 ISSUE FOUR: REY AIL COMMERCIAL ACTIVITY idlil It shall be the goal of the City of San Bernardino to: 4D Maintain and enhance commercial regional cores and economically sound community-serving commercial concentrations. a. Regional Retail Activity O~jective It shall be the objective of the City of San Bernardino to: 4.13 Attract new regional outlets, maintain the existing regional retail base, and stabilize the future regional retail base. Policies It shall be the policy of the City of San Bernardino to: 4.13.1 Establish a marketing program to attract new regional retail outlets and engage in outreach to encourage existing outlets to remain in San Bernardino (14.6-.8, 14.19, 14.20, 14.26, 14.27). 4.13.2 Renova.e and intensify activity at, and in between, the two regional malls io create a single regional cluster (14.6-8, 14.19, 14.20, 14.26, 14.27). Objective It shall be the objective of the City of San Bernardino to: 4.14 Make available land for regional commercial in order to capture the City's fair share of regional retail growth through the year 2010. Policies It shall be the policy of the City of San Bernardino to: 4.14.1 Designate land for regional commercial activity in close proximity to the two existing malls and the "Club" area (14.1). 4-33 - - '. b. LOcal-Serving Activity Ohjective 4.15 Make land available for new development in, and intensification of, exist- ing local-serving commercial corridors and to establish new commercial areas, as need arises with population growth, along major transportation corridors in proximity to residential neighborhoods. Policlt!S . It shall be the policy of the ety of San Bernardino to: 4.15.1 Allow for development and intensification in existing and new local-serv- ing commercial corridors in accordance with Land Use Policies for Land Use Objectives 1.19 through 1.27 04.1) Objective It shall be the objective of the ety of San Bernardino to: 4.16 Maintain the economic health of the currently viable local-serving eom- mercialcorrioors. ' Policies It shall be the policy of the ety of San Bernardino to: 4.16.1 Establish an outreach program to encourage existing retail outlets to re- main at or near their current locations 04.28, 14.29). 4.16.2 Develop a programs to maintain an awareness of, viable commercial corri- dors (14.29,14.30). 4.16.3 Set, and require adherence to, standards for retail buildings in order to create and maintain an attractive image for each commercial corridor, in conformance with Land Use policies associated with Land Use Objectives 1.19 through 1.2704.1). Objective It shall be the objective of the ety of San Bernardino to: 4.17 Upgrade the economic health of the local-serving commercial corridors that are currently not viable. 4-34 " " Policies It shall be the policy of the ety of San Bernardino to: 4.17.1 Establish a marketing program to attract new outlets to these commercial corridors (14.7, 14.8, 14.30, 14.32). 4.17.2 Develop a programs to establish an awareness of each commercial corri- dor in need of economic enhancement (14.37). Objectives It shall be the policy of the ety of San Bernardino to: 4.18 Make available sufficient acreage to support projected population growth for local-serving general and neighborhood commercial retail activity in order to keep pace with local population demand. Policies 4.18.1 Designate land for local-serving general and neighborhood commercial re- tail activity (14.1). ISSUE FIVE: OUALITY OF LlFElREGIONAL A lTRAcrIONS ~ It shall be the goal of the ety of San Bernardino to: 4E Be the regional center for recreation, cultural, entertainment and educa- tional opportunities. Objective It shall be the objective of the ety of San Bernardino to: 4.19 Enhance, maintain, and develop recreational, cultural, entertainment, and educational facilities. 4-35 " . " '. Policies It shall be the policy oE the Oty of San Bernardino to: 4.19.1 4.19.2 4.19.3 4.19.4 4.19.5 Pursue the continued use and expansion oE the National Orange Show Ea- cilities as a major regional-serving recreation, entertainment, and cultural use, in conformance with Land Use Policies 1.36.10 through 1.36.30 (14.1, 14.37). Continue and expand educational, cultural, recreational, and supporting uses at California State University, San Bernardino 04.37}. Provide for a mix of regionally-significant uses in the Tri- Oty /Commercenter /Oub area including entertainment-theaters, night- clubs-restaurants and hotels/motels, in conformance with Lan~ Use Policies 1.17.10 through 1.17.38 04.1,14.38). Provide for a ''high activity" sub-area in Downtown San Bernardino, where it is the intent to achieve a high level of evening activity, and encourage the development of uses which can be accommodated in the ground floor of structures to those open in the evening (e.g., theaters, res- taurants), in conformance with Land Use Policy 1.16.17 014.1, 14.38). Provide for and encourage uses which complement and intensify the Convention Center in downtown San Bernardino, including expanding convention facilities, hotels, restaurants, theaters, and similar uses (14.1, 14.6,14.38). . 4.19.6 Provide for the development and maintenance of parks and recreational trails, in accordance with the Parks and Recreation Element 04.1). 4-36 IMPLEMENTATION PROGRAMS The following lists are the programs to implement the economic development policies contained in the preceding subsection of the plan. The capital "I" and number preced- ing each program are referenced by the policies which it implements. 14.1 Adopt the Land Use Plan Map and revise the Zoning Ordinance to be con- sistent with the General Plan, as detailed in Land Use Implementation Program 11.1. 14.2 Reevaluate City regulations regarding new development and enlargement of existing structures for their adequacy in providing effective public re- view and comment, as detailed in Land Use Program 11.6. 14.3 Continue to comply with CEQA requirements regarding environmental effects of a project, as detailed in Land Use Program 11.7. 14.4 Determine a threshold project size, above which a fIScal impact analysis is required and set fiscal standards which must be met by these projects. 14.5 Examine the feasibility of creating a position of economic development manager and formalize the goals of this position, which shall include such activities as the following: a. Undertake a sufficient number of promotional in-person contacts with firms in targeted industries each year, either at their location or hosting them in San !:emardino, to achieve the stated goals and objectives;~ ordinate these contact~ with other active agencies and orl!;anizations. b. Initiate at least one meeting with local firms per month in COI).junction with other active agencies and organizations and prepare evaluation of permanent records. c. Develop promotional brochure and materials in coordination with other active agencies and organizations. d. Establish procedure for expediting relevant City activities in response to specific development requests. ~ e. Determine the need for, and feasibility of, j)'Inn p..nfit M"P"u+;n'l cre- ated by the City as a vehicle for ",~.J.."+;ng ~nd other economic devel- opment activities. f. M";p.,,in flow of relevant information to all active agencies, depart- ments, and organizations. 4-37 " g. Prepare periodic reports to be submitted to the City Council for infor- mational purposes. h. Establish a Q)lSiness retentinn prQgTam to keep industries in the City. i. Monitor the (j!!:C'al impart!!: nf i1pvelopmpnt. 14.6 Continue to offer a range of ac:c:ic:tance pmgr"mc: to firms locating in rede- velopment project areas, such as clearance of land and resale to develop- ers, tax increment fmancing, and special assessment financing, as detailed in Land Use Program 11.12. 14.7 Keep all participants, both public agencies and private organizations, in- formed of possible assistance for i1ellirable t)ro~ts in the redevelopment project areas, in order to assure that all firms interested in San Bernardino are made aware of the opportunities. 14.8 The City should conduct a study to identify potential revenue sources for assistance programs outside of Redevelopment Areas. 14.9 Develop a list of targpt inilll!!:triell for identifying key basic industries cur- rently locating in the San Bernardino-Riverside area but outside of the City, through liaison with real estate brokers, industrial associations, etc. , 14.10 Include in the list of target industries, those industries that are at the fore- front of the economic and technological changes affecting the nation in the years to come such as radiI) and television communication equipment, aerospace, x-ray and electro-medical equipment, and surgical and medical instruments; these provide a source of stability and growth. 14.11 Develop a regional/national/international master list of firms within the target industries to contact in the marketing campaign. 14.12 Update list of target industries on an annual basis. 14.13 Pursue an aggressive marketing campaign involving mailings to, an per- sonal contact with, firms in the targeted industries to establish and main- tain an awareness of available opportunities in San Bernardino, advertise in relevant trade journals and publications. 14.14 Participate in a study with the U.S. Air Force/Deparbnent of Defense on the feasibility of the joint use of Norton Air Force Base. 14.15 Maintain contact with landowners and regional users of railway yards to determine potential availability or recycling of the yards. 4-38 - 14.16 Provide for development of ligJ-t ..."nllf"rturing in a business park envi- ronment, as along Waterman Avenue, such as the Tri- City/Commercenter, in conjunction with Land Use Policies 1.31.10- 1.31.34 and 1.32.30-1.32.32, to address locational requirements of a range of industrial firms. If 14.17 ~ ti"-r' Develop a list of industries currently located within the City through com- ~~~p'I pilation of Redevelopment Agency data and door-UHioor survey, and up- date on an annual basis. 14.18 Develop a regional/national/international master list of outside firms . within the existing industries to contact in a marketing campaign. 14.19 Provide for an ongoing relationship with existing firms to monitor their needs and concerns and to determine which needs and concerns can be addressed by the City. 14.20 Maintain an ongoing schedule of public liaison with the existing business- es to ascertain needs and concerns such as land, employees, finances, transportation access, etc. 14.21 t Identify the need for business support services in San Bernardino through liaison with existing industrial firms and develop a recruitment program to solicit appropriate business service firms. .. 14.22 fft Develop a list of I'(fice users currently located within the City through ~l.otJV!lfll1' compilation of Redevelopment Agency data and a door-UHioor survey to be updated on an annual basis. 14.23 Develop a regional/State master list of outside office users within target industries and existing industries to contact in the marketing campaign. 14.24 Develop a regionai/State list of outside medical office users to contact in the marketing campaign. -t' 14.25ptl~ Develop a list of regional retail outlets within the City through compHa- ~ tion of Redevelopment Agency data and a door-ta-door survey, to be up- dated on an annual basis. 14.26 Develop a regional/State master list of regional-serving retail outlets now not located in the City, to contact in the marketing campaign. 14.27 Pursue an aggressive marketing campaign involving mailings to, and per- sonal contact with, targeted regional retail outlets and mall management to establish and maintain an awareness of available opportunities in San Bernardino. 4-39 14.28.f{ 14.29 14.30 14.31 14.32 14.33 14.34 Work with property owners and tenants to determine land, building and parking requirements for updated facilities and to encourage renova- tion/expansion at existing locations as an alternative to relocation. Facilitate the continuation and formation of individual merchants associa- tion, such as the Chamber of Commerce and Main Street Program, through City-held meetings; these associations provide the basis to coordi- nate promotional activities and store hours, address common problems that may arise, and enforce a sense of community and "place." The associ- ations also provide the City a means through which to publicize and coor- dinate assistance programs and maintain ongoing evaluation of develop- ment efforts. . Through the local merchants associations, institute a series of coordinated events such as sidewalk sales, holiday decorations, special night openings, small music events, etc. Develop a list of community-serving retail outlets now not located in the less viable commercial corridors, to contact in the marketing campaign. Pursue an aggressive marketing campaign involving mailings to, and per- sonal contact with, targeted community-serving outlets to establish and maintain an awareness of available opportunities in San Bernardino's . commercial corridors. Through the local merchants associations, such as the Chamber of Commerce and the Main Street Program, institute a series of coordinated, promotional events such as a Cinco de Mayo festival, running races, Kid's Day, etc., that will draw City-wide attention. Maintain ongoing dialogue with State, County, and regional governments to encourage location of new government offices and buildings in Downtown San Bernardino. 14.35 ~ Locate all new City office buildings in Downtown San Bernardino, when feasible. 14.36 Periodically adjust project permit fees, as needed, to reflect the actual costs of issuance and service by the City. 14.37 Continue, or establish where not yet in effect, agreements for inter-agency coordination between the City and other jurisdictions, districts, and gov- ernment agencies which impact, an dare impacted by, land use develop- ment in the City, as detailed in Land Use Policy 11.10. 4-40 " 14.38 Determine the need for a Specific Plan for such areas as a "high-activity" sub-area in Downtown San Bernardino, TrioCity/Conunercenter area, ''Regional Opportunities Corridor," Mount Vernon '''Theme'' Center, reuse of the Santa Fe Railroad yards and station, joint use of Norton Air Force Base, Watennan Avenue Business Park Corridor, University ''Village'' area and Verdemont area, as detailed in Land Use Program 11.4. 4-41