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HomeMy WebLinkAbout40- Planning & Building Services /'Co'V CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION From: Al Boughey, Director Subject: General Plan Amendment No. 96-01; A q6`,6 O City-initiated proposal to amend the General Dept: Planning & Building Services Plan regarding adult business. �C Date: March 18 1996 Date: March 18, 1996 , Synopsis of Previous Council Action: N/A ORIGINAL Recommended Motion: That the Mayor and Common Council close the public hearing and adopt the Resolution that approves General Plan Amendment No. 96-01. ey Contact person: Al Boughey Phone: 384-5357 Supporting data attached: Staff Report and Resolution Ward: All FUNDING REQUIREMENTS: Amount: N/A Source: (Acct No ) N/A (Acct Description) Finance: Council Notes: Agenda Item No. _ CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION STAFF REPORT SUBJECT: GENERAL PLAN AMENDMENT (GPA) NO. 96-01 MAYOR AND COMMON COUNCIL MEETING MARCH 18, 1996 REQUEST AND LOCATION This is a City-initiated proposal to amend portions of the General Plan regarding adult business. This amendment is applicable Citywide. KEY POINTS • The City of San Bernardino General Plan was adopted on June 2, 1989. • In light of recent court cases the Mayor and Common Council, at their meeting of February 5, 1996, directed staff to review the General Plan and Development Code provisions regulating adult businesses and propose revisions if necessary. • In an effort to further clarify the policy that is implemented by the Development Code staff is recommending an amendment to General Plan Policy 1.6.2 as indicated on page 3 of the Staff Report to the Planning Commission (Exhibit 1). • On March 5, 1996 the Planning Commission recommended approval of Development Code Amendment No. 96-01. • The proposed amendment will not change the existing distance, locational or land use district requirements currently regulated by the Development Code. • The proposed amendment will be applicable Citywide. For further analysis of the proposed amendment refer to the Planning Commission Staff Report (Exhibit 1). ENVIRONMENTAL DETERMINATION Article 5, Section 15061(b)(3) of the California Environmental Quality Act states that, in general, CEQA applies only to projects that could have a significant effect upon the environment. Where it can be determined with certainty that no possibility exists for a project to have a significant effect on the environment the project is not subject to CEQA. Because the GPA 96-01 Mayor and Common Council meeting of March 18, 1996 Page 3 proposed amendments to the General Plan and Development Code only clarify existing regulations, Staff has determined that General Plan Amendment No. 96-01 and Development Code Amendment No. 96-01 are exempt from the provisions of CEQA. PLANNING COMMISSION RECOMMENDATION The Planning Commission reviewed General Plan Amendment No. 96-01 on March 5, 1996, and voted 7-0 to recommend that the Mayor and Common Council approve General Plan Amendment No. 96-01. Commissioners present: Hamilton, Schuiling, Stone, Strimpel,Thrasher, Traver and Quiel. STAFF RECOMMENDATION Staff recommends that the Mayor and Common Council approve General Plan Amendment(GPA No. 96-01) based on the Findings of Fact included in the resolution (Exhibit 6). Prepared by: Scott Donaghe, Assistant Planner for Al Boughey, AICP, Director Planning and Building Services Exhibits: 1. Planning Commission Staff Report Attachments: A - Findings of Fact 2. Background Information Regarding Sexually-Oriented Businesses 3. Site Study Survey 4. Development Code Section 19.06.030(2)(A) 5. City of San Bernardino Economic Development Strategy 6. Resolution EIMBI'1' 1 KNEVIARY CITY OF SAN B ERNARDINO PLANNING DIVISION CASE: General Plan Amendment No. 96-01 AGENDA ITEM: —2- HEARING DATE: March 5, 1996 WARD: ; All APPLICANT: City of San Bernardino Owner: Various 300 N. "D" Street San Bernardino, CA 92418 REQUEST / LOCATION This is a City-initiated request to amend portions of the City of San Bernardino General Plan regarding adult business. This amendment is applicable Citywide. EXISTING LAND USE PROPERTY LAND USE DESIGNATION SUBJECT Various NORTH Various w SOUTH E, ST w WEST w w GEOLOGIC/SEISMIC YES ■ FLOOD HAZARD YES ■ SEWERS: NO YES ■ HAZARD ZONE: NO ❑ ZONE: NO ❑ NO ❑ HIGH FIRE HAZARD YES ■ AIRPORT ZONE: YES ■ REDEVELOPMENT YES ■ NO ❑ NOISE/CRASH NO ❑ PROJECT AREA: NO ❑ ZONE: ENVIRONMENTAL FINDINGS: STAFF RECOMMENDATION: ❑ Not Applicable ❑ E.I.R. w/ Significant ■ APPROVAL ■ Exempt Effects ❑ No Significant ❑ Significant Effects, effects See Attached E.R.C. Minutes ❑ Potential Effects, ❑ CONDITIONS Mitigating ❑ DENIAL Measures, No E.I.R. ❑ CONTINUANCE TO: GPA 96-01 Agenda Item#2 Hearing Date: March 5, 1996 Page 2 REQUEST AND LOCATION This is a City-initiated request to amend portions of the City of San Bernardino General Plan regarding adult business. This amendment is applicable Citywide. BACKGROUND Currently, new adult businesses are regulated by Development Code Section 19.06.030(2)(A), which permits them subject to a Conditional Use Permit in the CH, Commercial Heavy, and IL, Industrial Light, General Plan land use districts and provided that they are not established within 2,000 feet of another Adult Business nor within 1,000 feet of any religious institution which received development approval before December 19, 1994 nor within 1,000 feet of any school, public park, or any property designated or used for residential purposes. Recently, several cities including Victorville, Banning, Pasadena and San Bernardino have been sued in court on challenges to their Adult Business ordinances. The City Attorney's Office and the Department of Planning and Building Services jointly requested that the Mayor and Common Council direct staff to review the General Plan and the Development Code provisions regulating adult businesses and propose revisions if necessary. On February 5, 1996, the Mayor and Common Council directed staff to review the General Plan and Development Code provisions regulating adult businesses and propose revisions if necessary. To ensure that adult-oriented businesses are provided reasonable opportunities in which to locate in the City as required by recent court decisions, the Mayor and Common Council adopted an urgency ordinance (MC-896) to allow adult-oriented businesses to operate in the CH, Commercial Heavy land use designation subject to a conditional use permit (CUP). Development Code Amendment No. 94-01, which codified the urgency ordinance as a regular ordinance amendment, was approved and adopted by the Mayor and Common Council as MC-909 on August 16, 1994. The Development Code already permitted adult businesses in the IL, Industrial Light land use designation. Later, it was determined by the City Attorney's Office that clarification was needed regarding the applicability of the minimum 1,000 foot distance criteria for establishing adult businesses near previously permitted religious institutions. On December 20, 1994, the Mayor and Common Council adopted an urgency ordinance establishment of adult businesses within 1,000 feet of any religious institution hwhich received development permit approval before December 19, 1994. Development Code Amendment GPA 96-01 Agenda Item#2 Hearing Date: March 5, 1996 Page 3 No. 95-01 was approved, and adopted, by the Mayor and Common Council on Ma 5 codifying the urgency ordinance as a regular ordinance amendment (MC-942) y 1995, . ALIF RNIA ENVIROtyM[ENTAL QUALITY ACT STATUS Article 5, Section 15061(b)(3) of the California Environmental general, CEQA applies only to projects that could have a significant effect upon in in environment. Where it can be determined with certainty, that no possibility exists for a project to have a significant effect on the environment the project is not subject to CEQA. Because the proposed amendments to the General Plan and Development Code only clarify existing regulations, Staff has determined that General Plan Amendment No. 96-01 and Development Code Amendment No. 96-01 are exempt from the provisions of CEQA. Co-'vf ENTS RECEIVED No comments were received as of the date of this staff report. ANALYSIS General Plat Amendment Planning staff, in conjunction with the City Attorney's Office, have reviewed the General Plan and Development Code and recommends that the Mayor and Common Council add language to General Plan Policy 1.6.2. This policy would be amended to read: It shall be the policy of the City of San Bernardino to: 1.6.2 Control the location and number of alcohol sales, adult bookstores and businesses, game arcades and other community-sensitive uses, based on proximity to residences, schools, religious facilities, parks and other adult businesses in specified land use districts and in accordance with legislative and legal requirements. * italic text denotes amended language Staff's recommendation to amend the text of the General Plan, as presented, intends to clarify the policy that is implemented by the Development Code in Section 19.06.030(2)(A). This section allows for the establishment of adult businesses in the CH, Commercial Heavy and IL, Industrial Light land use districts subject to the approval of a conditional use permit. GPA 96-01 Agenda Item#2 Hearing Date: March 5, 1996 Page 4 As part of the review of the text of the Development Code, staff reviewed the current land use districts which permit adult businesses. Staff recommends that the zones which allow adult businesses remain the CH, Commercial Heavy and IL, Industrial Light land use districts. These districts were identified because of the decreased secondary effects, as established in the studies attached for your review, that adult businesses would have on neighboring land uses. The CH and IL land use districts generally house businesses that are considered intensive land uses (i.e., manufacturing, assembling, processing, etc.) and tend to operate at different hours than those of an adult business. Since the businesses are not retail in nature, adverse secondary effects caused by adult generally businesses (i.e., reduced land values, increased crime, etc.), as documented in the studies, will have less adverse effect on properties in these land use districts. The Commercial General, Commercial Office and Commercial Neighborhood land use districts do not permit adult businesses due to their proximity to residential land uses and districts. In many cases properties in these land use districts back up to residentially zoned and used properties. Since most of these properties could not meet the minimum distance requirements from residential uses, staff recommended that these zones not permit adult businesses. Similarly, the Commercial Regional land use districts do not permit adult businesses due to the proven negative secondary impacts upon other commercial properties. In 1995 the City adopted an Economic Development Strategy, prepared by John E. Husing, Ph.D, that discussed economic strategies for the Commercial Regional land use districts (Hospitality Lane in particular). In part, the study states that: Hospitality Lane development should continue to be of the highest quality consistent with an upscale regional retail, restaurant and basic tier office environment. The attempt by any business to tarnish this area should be prohibited. Rationale: The one San Bernardino area that has avoided the regional perception that the city has a serious crime problem has been Hospitality Lane. Its restaurants, retail stores, hotels and offices draw a regional clientele and have become a major source of outside dollars to the city. The attempt by any firm to within this area that are inconsistent with this positive environment should be services vigorously opposed. This is particularly true of topless or pornographic operations city. which would serve to associate the area with the worst regional perceptions of the GPA 96-01 Agenda Item #2 Hearing Date: March 5, 1996 Page 5 These conclusions are reiterated in the studies conducted in the cities of Austin, Texas; Indianapolis, Indiana; Los Angeles, California; Phoe nix, Arizona and St. Paul, Minnesota. These studies concluded that adult businesses have substantial negative secondary impacts on other commercial uses in their vicinity. General Plan / Development Code Consistency The proposed General Plan Amendment is consistent with the General Plan's goals, objectives and policies in that it further clarifies the existing policy. It will not change any of the current requirements set forth in the Development Code. CONCLUSION General Plan Amendment No. 96-01 is a request to amend the General Plan to clarify goal 1.6.2 by adding language that is more specific to the requirements of the Development Code. This General Plan Amendment has been determined to be exempt from the provisions of the California Environmental Quality Act. RECO JENDATION Staff recommends that the Planning Commission recommend that the Mayor and Common Council approve General Plan Amendment No. 96-01, based on the Findings of Fact (Attachment "A"). Respectfully Submitted, A BOUG Di Prepared by: SCOTT D. DONAGHE Assistant Planner ATTACHMENTS: A - Findings of Fact B - Background Information Regarding Sexually-Oriented Businesses ATTACHMENT A FINDINGS OF FACT General Plan Amendment No. 96-01 1• The Proposed amendment is internally consistent with the General Plan, in that the General Plan specifies that adult businesses can locate "in accordance with legislative and legal requirements." This text amendment will not alter the amount of land available for adult businesses and will only serve to further clarify General Plan Goal 1.6.2. 2. The Proposed amendment would not be detrimental to the public interest, health, safety, convenience, or welfare of the City, in that this is a text only amendment and will have no impact on the physical environment. This change to the text of the . General plan will have no impact on the development standards for adult businesses. 3. The Proposed amendment would maintain the appropriate balance of land uses within the City, in that the proposed amendment will not impact the balance of land in the City. The proposed amendment is a text amendment only and has no physical impact on the amount of property available for different land use designations. EXHIBIT 4' COMMERCIAL DISTRICTS 19 06 2. LAND USE DISTRICT SPECIFIC STANDARDS In addition to the general development requirements contained in Chapter 19.20(Property Development Standards), the following standards shall apply to specific commercial land use districts. (See Table 06.03 on previous page.) For residential uses in commercial land use districts, see Table 4.03 and the standards contained in Chapter 19.04.030(2). A. ADULT BUSINESSES Adult businesses are permitted, subject to a Conditional Use Permit, only in the CH and IL land use districts. For the purpose of this Section, the following definitions shall apply: MC 896 2/22/94, MC 909 8/16/94 1. Adult Arcade. An establishment where, for any form of consideration, one or more motion picture projectors, slide projectors or similar machines, for viewing by 5 or fewer persons each, are used to show films, motion pictures, video cassettes, slides or other photographic reproductions which are characterized by an emphasis upon the depiction or description of "specified sexual activities" or "specified anatomical areas". 2. Adult Bookstore. An establishment which has a substantial portion of its stock-in-trade and offers for sale for any form of consideration any 1 or more of the following: a. Books, magazines, periodicals or other printed matter, or photographs, films, motion pictures, video cassettes, slides or other visual representations which are characterized by an emphasis upon the depiction or description of "specified sexual activities" or "specified anatomical areas"; or b. Instruments, devices or paraphernalia which are designed for use in connection with "specified sexual activities". 3. Adult Cabaret. Nightclub, bar, restaurant or similar establishment which regularly features live performances which are characterized by the exposure of "specified anatomical areas" or by "specified sexual activities", or films, motion pictures, video cassettes, slides or other photographic reproductions which are characterized by an emphasis upon the depiction or description of "specified sexual activities" or "specified anatomical areas". 4. Adult Motel. A motel or similar establishment offering public accommodations for any form of consideration which provides patrons with closed-circuit television transmissions, films, motion pictures, video cassettes, slides or other photographic reproductions which are characterized by an emphasis upon the depiction or description of "specified sexual activities" or "specified anatomical areas". II-91 5/91 COMMERCIAL DI TRICTS - 19.06 5. Adult Motion Picture Theater. An establishment where, for any form of consideration, films, motion pictures, video cassettes, slides or similar photographic reproductions are shown, and in which a substantial portion of the total presentation time is devoted to the showing of material which is characterized by an emphasis upon the depiction or description of "specified sexual activities" or "specified anatomical areas". 6. Adult Theater. A theater, concert hall, auditorium or similar establishment which, for any form of consideration, regularly features live performances which are characterized by the exposure of "specified anatomical areas" or by "specified sexual activities". 7. Establishment of an Adult Entertainment Business. Includes any of the following: a. The opening or commencement of any such business as a new business; b. The conversion of an existing business, whether or not an adult entertainment business, to any of the adult entertainment businesses defined herein; C. The addition of any of the adult entertainment businesses defined herein to any other existing adult entertainment business; or d. The relocation of any such business. 8. Massage Parlor. An establishment where, for any form of consideration, massage, alcohol rub, fomentation, electric or magnetic treatment, or similar treatment or manipulation of the human body is administered unless such treatment or manipulation is administered by a medical practitioner, chiropractor, acupuncturist, physical therapist or similar professional person licensed by the State. This definition does not include an athletic club, health club, school, gymnasium, reducing salon, spa or similar establishment where massage or similar manipulation of the human body is offered as an incidental or accessory service. 9. Sexual Encounter Establishment. An establishment, other than a hotel, motel or similar establishment offering public accommodations, which, for any form of consideration, provides a place where 2 or more persons may congregate, associate or consort in connection with "specified sexual activities" or the exposure of "specified anatomical areas". This definition does not include an establishment where a medical practitioner, psychologist, psychiatrist or similar professional person licensed by the State engages in sexual therapy. 10. Specified Anatomical Areas. Includes any of the following: a. Less than completely and opaquely covered human genitals, pubic region, buttocks, anus or female breasts below a point immediately above the top of the areola; or II-92 5/91 CONIl�IERCIAL DISTRICTS - 19.06 b. Human male genitals in a discernibly turgid state, even if completely and opaquely covered. 11. Syecified Sexual Activities. Includes any of the following: a. The fondling or other erotic touching of human genitals, pubic region, buttocks, anus or female breasts; b. Sex acts, normal or perverted, actual or simulated, including intercourse, oral copulation or sodomy; C. Masturbation, actual or simulated; or d. Excretory functions as part of or in connection with any of the activities set forth in subdivisions a. through c. of this subsection. 12. Substantial Enlargement. The increase in floor area occupied by the business by more than 10%, as such floor area exists on the effective date of this Development Code. 13. Substantial Portion. For the purposes of subsection 2.A.2. of this section, "substantial portion" shall mean 20% or more of the face value of the stock in trade, or 20% of the floor area of the store, whichever is more. MC-799 7/2/91. The following standards shall apply to adult businesses: 1. Prohibition. It is unlawful to cause or permit the establishment or substantial enlargement of an adult arcade, adult bookstore, adult cabaret, adult motel, adult motion picture theater, adult theater, massage parlor or sexual encounter establishment within 2,000 feet of another such business or within 1,000 feet of any religious institution which received development approval prior to December 14, 1994, any school or any public park within the City or within 1,000 feet of any property designated for residential use or used for residential purposes. MC 915 12/20/94, MC 942 6/6/95 2. Measurement of Distance. The distance between any 2 adult entertainment businesses shall be measured in a straight line, without regard to intervening structures, from the closest exterior structural wall of each business. The distance between any adult entertainment business and any religious institution, school or public park or any property designated for residential use or used for residential purposes shall be measured in a straight line, without regard to intervening structures, from the closest property line of the adult entertainment business to the closest property line of the religious institution, school or public park or the property designated for residential use or used for residential purposes. 3. Signs. All on-site signage shall conform to Chapter 19.22. 4. Viewing Area. a. It is unlawful to maintain, operate or manage or permit to be H-93 5/91 OMMERCIAL DI TRI T - 19 maintained, operated or managed any adult arcade in which the viewing areas are not visible from a continuous main aisle or are obscured by a curtain, door, wall, or other enclosure. For purposes of this Section, viewing area means the area where a patron or customer would ordinarily be positioned while watching the performance, picture, show or film. b. It is unlawful for more than 1 person at a time to occupy any individually partitioned viewing area or booth. C. It is unlawful to create, maintain or permit to be maintained any holes or other openings between any 2 booths or individual viewing areas for the purpose of providing viewing or physical access between the booth or individual viewing area. d. The opening to the viewing area shall be from the main aisle. B. ALCOHOL BEVERAGE CONTROL "ABC" LICENSE A business or establishment requiring issuance of an "ABC" license is subject to a Conditional Use Permit, and shall comply with the following standard(s), in addition to conditions imposed by the Commission: Establishments subject to an off-site "ABC" license shall not be located within 500 feet of any religious institution, school, or public park within the City; 100 feet of any property designated for residential use or used for residential purposes; and shall not be located in such close proximity to another similar use to cause oversaturation of the neighborhood. The license application shall be reviewed by the Police Department prior to City approval. Establishments containing 15,000 square feet or more which do not sell alcoholic beverages as the principal business are exempt from the requirement for a Conditional Use Permit. MC 851 10/5/92. An existing, legal, nonconforming convenience store with a current "ABC" license for beer and wine in a CN District, which is within 100 feet of property designated for residential use, or used for residential purposes, may upgrade to liquor sales subject to approval of a Conditional Use Permit provided that the establishment is within 100 feet of a similar use not in the City. MC 914 11-8-94. Sit-down restaurants whose predominant function is the service of food and where the on-site sale of alcoholic beverages is incidental or secondary are exempt from the requirement for a Conditional Use Permit. An incidental bar or lounge shall be allowed for the convenience of dining patrons. (Establishments which are primarily a bar or lounge or have a bar or lounge area as a principal or independent activity are not included in this exemption.) MC 845 7/7/92. C. AUTOMOBILE SALES Automobile sales dealerships, new and/or used, in the City must conform with U-94 5/91 ECONOMIC DEVELOPMENT AGENCY OF THE CITY OF SAN BERNARDINO STAFF REPORT EXHIBIT 5 ---------------------------- ---------------------------------------------------------------------------------t.----•-------- ECONOMIC STRATEGIC PLAN On September 23, 1994, the Mayor and Common Council and the Community Development Commission held an all day "Economic Summit" conference at Cal State University - San Bernardino, which was attended by approximately 200 community and business leaders. Presentations to the Council/Commission were made by focus group leaders. These focus groups had met several times, in advance of the "Summit," to receive input and discuss specific issues. The groups were made up of business people, attorneys, CPAs, commercial and residential realtors, bankers and other interested citizens. Topics presented included economic development, finance, housing, crime, education, San Bernardino International Airport and other related issues. Dr.John Husing was retained by the Community Development Commission to assist staff with the conference and preparation of the Economic Strategic Plan document. The plan was drafted and circulated to focus group members,attendees of the conference and other interested groups or citizens. A press release was carved in the Sun Newspaper regarding the availability of the draft document. Several requests were received. Meetings were held to discuss the document,as well as solicit additional comments. These additions were reviewed and in some cases the document was modified. The plan was recirculated,including copies to the Mayor and Council and City staff. The final draft is attached. The major provisions of the strategy are as follows: 1. Establishes as policy, for the CounciI/Commission and staff, a prioritization for the expediture of the limited resources derived from tax increment funds. * The top pricrit-y or basic tier is retention and expansion of activities which bring new dollars from the outside world, thus raising San Bernardino's over-all economic level. * The secondary tier or priority are activities which are supported by the local spending of these dollars such as retail, and other important projects, but which do not produce new dollars into the local economy. 2. Several elements are included to support the top priority or tier. They are: • Decisions must concentrate on programs that keep and lure firms that bring new money into the City's economic base, including those in manufacturing, service and regional retailing. • It must maximize the return and minimize the risk in.the use of scarce EDA_funds. • It should provide a competitive cost and user-friendly regulatory environment. ---------------------------------------------------------------------------------------------------------------------------------- TCS:RFJt:ecostrat.cdc:dle COMMISSION MEETING AGENDA Meeting Date: 11/20/1995 Agenda Item Number: �� COMMISSION/COUNCEL STAFF REPORT - RE: ECONOMIC STRATEGIC PLAN November 13, 1995 page 2 _ homes and to 3. Establishes City policy to preserve owner-occupancy in exisiting single-family detached 1 return as many single-family detached rental homes back to owner occupancy as possible. 4. San Bernardino should seek legislation which allows for the unilateral annexation of islands which have been surrounding the City for many years. These unincorported properties create inefficiencies in the delivery of governmental services that adversely effects the budget of the City. 5. Numerous specific projects and programs are included, for staff research, development and implementation,in order to accomplish the over-all goals of the strategy. The intended action is for the Council/Commission to adopt the attached Economic Strategic Plan as policy guidelines for the Council/Commission and the City and Economic Development Agency and to direct staff to implement the guidelines and/or initiate specific actions necessary to accomplish the recommended strategies or programs. Based upon the fact finding element of the Economic Summit, the community participation in the process,the limited availability of finarncial resources to the City and die need to rebuild San Bernardino's economy, staff recommends adoption of the form motion. ----------------- i ROBERT E.BOTTS, Nianacer Office of Business Development ----------------------------------------------------------------------------------------------------------------------------------- TCS:REB:ecostrit.cde:dle COMMISSION MEETING AGENDA Meeting Date: 11/20/1995 Agenda Item Number: San Bernardino Economic Development Strategy Final Report John E. Husing, Ph.D. As has often been the case, San Bernardino is at a crossroads. Unless the city's economic direction is fundamentally altered, it risks missing the prosperity headed for the Inland Empire. Is change possible? Yes, given the community's extensive competitive economic advantages. Thus, the future is a matter of strategy, tactics and choices by leaders in and out of city hall. To provide a context for sound decision making, this document begins with an explanation of the differences between the basic and secondary tiers of any city's economy. Next, the basic tier's critical role is highlighted, along with a list of those activities which are, and are not part of it in San Bernardino. The city's recommended policy priorities flow logically from this discussion. Each policy priority is illustrated using issues which have recently been before the City Council. Given the extent to which San Bernardino's basic economic activities underlie the recommended policy priorities, six key basic activities are next discussed in depth. Of these, three are shown to be crucial to the community's future: local resident workers, manufacturers and "export" service firms. It is concluded that they should be given priority in the use of San Bernardino's scarce Economic Development Agency (EDA) investment resources and staff time. The balance of the report enunciates specific strategies for doing so. I. FINAL DRAFT: PROCESS This report represents the result of year long discussions with San Bernardino city economic, political, city staff and community leaders. Underlying its recommendations has been a thorough review of the economic trend data affecting the city. After Draft #1 of this analysis was completed, it was shared with the Mayor, Common Council, City & EDA Administrative and Department Heads, and participants in the Economic Summit, plus individuals and groups who requested copies or meetings about it. Numerous written and oral comments, both critical and supportive, were received. In addition, a cross section of professional, business and real estate leaders were invited to join the Mayor, City & EDA Administrators for a lengthy session designed to critique Draft#1's findings. In this Final Report, the attempt has been made to incorporate the essence of these comments and criticisms in the attempt to achieve a consensus document. Those reviewing this document should be aware of the philosophy underlying it: 1. It adopts the point of view that much of what needs to be accomplished in San Bernardino is a matter of leadership and decision making. It therefore emphasizes goals, priorities and policies. 2. It delineates a limited number of strategic thrusts since experience shows that too broad an economic strategy is a recipe for inaction. These are placed in priority order in Appendix A. 1 �'. 3. For each strategic thrust, specific actions are recommended in order to highlight the implementation program that flows from them. II. BASIS FOR SETTING ECONOMIC DEVELOPMENT PRIORITIES A. BASIC & SECONDARY TIERS OF THE ECONOMY In order to create an economic strategy for the City of San Bernardino or any other community, it is necessary to understand three key points about how any local economy functions. These points provide a context for analyzing the city's strengths & weaknesses, as well as programs & policies for dealing with them. 1. Basic Tier Of The Economy Supplies The Money San Bernardino can be thought of like a gold mining town in the Old West. There, miners dug up gold and sold it to the outside world for money. Once the money arrived, they spent it at the local saloon, general store and on local taxes. The gold miners thus both supported themselves as well as local saloon workers, shopkeepers, and the town sheriff. When the gold ran out and the miners left, the economic base evaporated and a ghost town resulted. Point #1.-San Bernardino's economy can be thought of in two tiers: a basic tier of activities which bring money to the city; a secondary tier which is supported by the local spending of those same dollars (e.g. retailers, city halo. 2. Basic Dollars Can Leak Away To Other Towns If a miner chooses to live and spend in another place, the money coming to town from his gold sales will support him, but it will not support the town's saloon workers, shopkeepers or city hall. Point #2.-If a basic employer locates in San Bernardino, but its employees live elsewhere, the outside money brought to the city by the firm will support its own employees, but do nothing to help people employed in the city's secondary tier of retailers, service firms and local government. 3. A Diversified Secondary Tier Can Increase Impact Of Basic Dollars. If the mining town adds a restaurant, a barber shop and a winery, the money brought in by the gold miners changes hands more often, before leaking away to buy supplies or locally unavailable services. If the town's saloon or general store moves away, the opposite occurs. Point #3.-If the secondary tier of San Bernardino's economy becomes more diversified, the same amount of money coming to its basic employers, will change hands locally more often, supporting more people. If its secondary tier shrinks, the reverse will happen. B. CITY ECONOMIC PRIORITIES Since local economic success is governed by these three principles, the economic priorities of San Bernardino or any other city become clear. 2 1. Expand Activities In The Economic Base San Bernardino's top economic priority must be the retention and expansion of activities which bring money to it from the outside world. Without such basic activities, the economy will languish. Six undertakings make up the city's economic base. However, the city should only seek the expansion of the first four. a. Companies which create products and sell them outside of the city. Examples: Cobra Industries, Crown Printers, Anita's Foods, Games For Fun, Restaurant Row. b. Companies & activities which perform services for clients outside of the city. Examples: Health Sciences Data Corporation, GE Capital, Automated Health Systems Laundry (AHSL), Santa Fe Railroad, Hospitality Lane hotels, Route 66 Rendezvous. c. Governmental entities whose funding is not primarily local. Examples: California State University San Bernardino (Cal State University SB), County of San Bernardino, Defense Finance &Accounting Service, US Postal Service. d. Local resident workers who work outside the city and bring home a pay check. Example: a warehousing clerk working in Ontario; a programmer working in Anaheim. The other two groups of activities are part of any city's economic base. However, if they represent a major or growing share of it , that is a likely sign of long term economic decline. e. Retirees who receive pension checks from funding sources outside the city. Example: Social Security recipient, retiree from Shell Oil. f. Aid recipients receiving funds financed by the state or federal government. Example: Person on aid to dependent children; person receiving unemployment compensation. In seeking to expand the economy's basic tier, San Bernardino should be concerned with two other facts: The broader the number of basic activities bringing money to San Bernardino, the more secure its economy will be. Thus, San Bernardino is suffering because in the past too much of its basic economy was in the defense sector. The higher paying the city's basic activities are,the more prosperous its economy will become. Thus, San Bemardino is suffering because too much of its basic income comes from poorly paid aid recipients, at a time when their stipends are stagnant or shrinking. 2. Convince Basic Sector Workers To Live & Spend In The City San Bernardino second economic priority must be to convince the employees of its basic firms to live and spend in the city. Otherwise, the city bears the infrastructure costs of these operations but misses the full benefit which spending by their workers can have on its secondary tier of firms and agencies. San Bernardino's economy was weakened when employees of its basic firms and agencies began living and spending elsewhere. The problem was compounded when well paid employees in its secondary tier also began to do so. The symptoms have been obvious: 1. The loss of retailers, food stores and pressures on the city budget. 3 2. The conversion of much of the city's housing stock to low income rentals. 3. The lack of a growing stock of upscale new homes. 4. The growing percentage of families on public assistance. 5. The rising crime rate. In a similar vein, city economic activity would be enhanced if firms & agencies (e.g., the city itself) bought more from local suppliers. Thus, if Santa Fe Railroad or the Caltrans hires a local engineering firm whose employees live in the city, there is a double benefit. 3. Retain and Expand Second Tier Firms San Bernardino's third & lowest economic development priority should be the retention and expansion of secondary tier organizations such as local retailers, food stores, and cultural outlets. Success in these arenas has the advantage of permitting the dollars that reach the city's economy to change hands more often before they bleed away. This should be the city's lowest priority. If the economic base is shrinking, no amount of propping up will expand the secondary tier. In this light, there are two clear conflicts in the way that most cities, including San Bernardino, act and their long term economic interests: 1. Secondary tier activities are largely owned and/or managed by local residents. Primary tier activities are not. Thus, there is a built in constituency, with powerful influence, pushing any city to prop up the sectors which do the least for its long term economic health. The weaker the city's primary tier, the heavier the pressure to prop up secondary tier activities, and the greater the compulsion to spend money on the wrong projects. 2. Most of a city's retail sector is in its secondary tier (regional malls & restaurant hubs are the exception). However, California cities are driven to give top priority to subsidizing retailers because the sales tax is their principal local revenue source The weaker the primary tier, the more trouble facing retailing, and the greater the argument for inappropriate subsides. In summary, the key to San Bernardino's prosperity is the execution of economic strategies designed to encourage the diversity, expansion and retention of its basic employers and their staffs. With political effort, staff time, and Economic Development Agency (EDA) resources all limited, any other set of priorities flies in the face of fundamental economic reality. 4. Illustrations: Basic & Non-Basic Activities These theoretical discussions become more graphic when past decisions are classified as basic or secondary: 1. Subsidies to firms and activities such as AHSL, Santa Fe Railroad, Route 66 Rendezvous, Restaurant Row, Cobra Industries, or the regional malls expand the economic base. 2. Subsidies to housing projects which hold the employees of basic or secondary industries in the city ensure that an expansion of the economic base has its full local impact. 4 3. Subsidies to general city services; strip malls; city culture events; neighborhood malls, restaurants or mini-markets almost never expand the economic base. 4. Subsidies to housing projects which favor rental units populated by aid recipients or retirees at the expense of workers have an essentially negative impact on the economic base. Decisions to undertake the latter two groups of activities may be justified on other grounds. However, as they do not expand the economic base, they should not dominate the scarce time of policy makers, staff members or the EDA's limited financing capability. The opposite often occurs as proponents of essentially secondary tier activities are nearly always local people. C. SAN BERNARDINO'S ECONOMIC BASE: Prognosis As indicated earlier, San Bernardino's economic base is composed of six types of activities. A review of them shows the problems and potentials for each. 1. Retirees 2. Aid Recipients As an older urban city, one of San Bernardino's growing problems is the increasing importance of retirees and governmental aid recipients to its economic base. This can be inferred from 1990 Census data which showed that 30% of city households earned below $15,000. It can also be seen in the number of detached homes that have been converted to low income rentals. While these two groups are a source of outside funds for San Bernardino, neither will provide a base for economic expansion. Their growing importance in the city's economic base is a sign of a weakening economy and long term problems for its secondary tier of firms & agencies. 1. Local retirees, unlike those in places like Hemet or Palm Springs, tend to have lower incomes that do not grow as fast as inflation. 2. Aid recipients, if anything, will see their incomes fall in the current political climate. 3. Non-Local Government The closure of Norton Air Force Base was a major blow to San Bernardino as its payroll and purchases represented a major share of the funds flowing to the city from the outside world. The migration of some federal functions to Riverside will represent a smaller such problem. On the positive side, the opening of the Defense Finance &Accounting Center and the new U.S. Postal Service Remote Encoding Centers will add to the city's economic base. So also will any increase in net state payrolls from the State Building complex or growth in Cal State University SB's budget. Unfortunately, over the next decade, budgetary problems at the state and federal level will prevent non-local government from becoming a major force in expanding the flow of dollars into San Bernardino's economic base. 4. Commuters & Other Resident Workers While it is disruptive to families, a major source of outside dollars to the Inland Empire has been its commuter work force. According to the 1990 Census, 238,600 of 1,000,000 area workers drove to Los Angeles, Orange and San Diego Counties and brought home pay checks. 5 In San Bernardino, commuters, even those driving to nearby cities, have not provided a major growth impetus to the city's economic base. The problem has been one of housing. Developers have built few new city homes in recent years. And, for a variety of reasons, its existing detached housing stock has increasingly been converted to rentals. Thus, potential buyers have not located in the city. This is unfortunate. In an era when families are desperate for affordable homes, San Bernardino should be attracting a continuous flow of young workers and commuters. After all, it has Southern California's lowest priced housing. In 1994, for instance, the average existing city home sold for $99,258 (including all of 92346). This was 22% below the County average of $128,007, and 58% below Los Angeles County's $233,381. Since 1990, San Bernardino's low priced housing has given it the Inland Empire's highest population growth (20,236). However, low income tenants on public assistance dominated this growth, not owner-occupant workers. As a result, a potential community asset has become a liability,taxing social services and increasing the crime rate. Looking forward, the vast potential for the affordable housing stock to lure young workers and commuters to the San Bernardino remains. What is needed is a comprehensive strategy designed to encourage landlords to sell and owner occupants to buy in the community. 5. Firms Producing and Exporting Products 6. Firms Exporting Services San Bernardino's best chance for expanding its economic base lies with high paying firms that produce goods or service for sale outside the city. This is particularly the case where their employees are city residents. The potential is real as, from Jan-94 to Jul-95, 182 such firms migrated to the Inland Empire. San Bernardino has benefited from growth of this type. Older product suppliers like Crown Printers, and newer ones like Cobra Manufacturing have expanded. So have older service suppliers like Santa Fe Railroad and newer ones like Health Sciences Data Corporation. The first manufacturers are now opening at Norton. Companies like Accent Furniture and Boyd Flotation have chosen to move to the city. Looking ahead, San Bernardino has many potential advantages in keeping and pursuing "export" firms, particularly now that such companies are weighing every city's competitive environment. 1. It has a hard working, reasonably priced labor supply which Cal State University SB and San Bernardino Valley College stand ready to train as needed. 2. It has plentiful and reasonably priced industrial and office space. 3. It has an incredible supply of water, a unique geothermal resource, and access to an industrial outfall sewer line. 4. It has investment resources available both through EDA and the Inland Valley Development Agency (IVDA). 5. It is surrounded by the 1-215, 1-10, Route 30, Route 330 loop, and is undergoing infrastructure expansion with Santa Fe's intermodal yards, GTE's fiber optic network, and the privatization of Norton Air Force Base. 6. It is a center of state and county offices, and centrally located to the Inland Empire's 3.0 million people and $49 billion economy. 6 7. Hospitality Lane provides the city with a regional restaurant and office complex. However, San Bernardino also has decided weaknesses in recruiting or retaining "export" firms. 1 It must compete with the Ontario and Corona areas which are nearer to LA & Orange Counties and have better access to Ontario International Airport with its UPS hub. 2 The crime rate is a central topic in most negotiations involving the community. 3 The aging retail and housing stocks are problems, as is the documented flight of the city's middle class. 4 San Bernardino has an incredibly poor self perception. 5 The diffusion of power inherent in the city's archaic political system, makes the execution of long term economic policies very difficult. Thus, Inland Empire trends give San Bernardino a golden opportunity to broaden its economic base. However, to benefit, the city must convince relevant firms and their employees that their best chance for success lies within its boundaries. This means implementing a strategy which harnesses the city's enormous strengths, and overcomes its formidable weaknesses. III. THE ECONOMIC STRATEGY Given this analysis, and recognizing that San Bernardino like other cities has finite resources, the city's economic strategy must contain several elements: 1. It should seek to overcome the obstacles to community decision making that have inhibited the city's efficiency and economic growth. 2. It must concentrate on programs that keep and lure firms that bring money into the city's economic base, including those in manufacturing, service and regional retailing. It should minimize spending on secondary tier activities. 3. It should maximize the return and minimize the risk in the use of scarce EDA funds. 4. It must include housing programs that encourage workers to live and spend in the community, as the significance of its economic base is diminished if they do not. 5. As economic expansion requires a competitive cost environment, it should both lower business regulatory and resource costs, and increase business efficiency via access to modem transportation and communications infrastructure. 6. It should provide mechanisms for convincing existing basic firms to remain in the city. They are a primary source of employment growth and the best advocates for other firms to join them. 7. It should foster economic development institutions that can create an environment attractive to both existing and new basic sector firms. A set of strategies addressing these elements is outlined below in priority order. The action items under each priority are themselves in priority order. In Appendix A, a list of on-going programs whose continuation is vital to the success of San Bernardino's economy is also enumerated and discussed. PRIORITY 1.-CITY HALL COMPETITIVE CLIMATE STRATEGY 7 ACTION #1.- The City and EDA Administrators are instructed to jointly develop a long term strategy aimed at making the city's personnel more likely to make decisions that will enhance the city's competitive economic position. The City Hall Competitive Climate Strategy should include a proposed time line, staffing, budget and be completed by June 1996. Rationale: Like other California communities, San Bernardino has grown up in an environment in which neither voters, elected officials, public administrators, or educators, saw the necessity of competing for businesses. Times have changed. Unfortunately, California's legal structure and governmental cultures have not. If San Bernardino is to increase the standard of living of its residents, it must develop a competitive attitude towards luring firms that can expand its economic base. Implementing the program outlined below will go along way towards accomplishing this objective. However, given the degree to which businesses must rely upon City Hall decision making, a competitive attitude must be nurtured within the city's internal culture. NOTE: The proposed elements of a City Hall Competitive Climate Strategy are detailed in Appendix B. PRIORITY#2 -BASIC NOT SECONDARY ACTIVITIES ACTION #2.-The Common Council and Community Development Commission (CDC) direct that it shall be policy that basic as opposed to secondary economic activities will be the priority in establishing Council agendas, assigning staff time and expending EDA funds. ACTION #3.-City and EDA staff shall establish numeric guidelines which will allow a judgment to be made as to whether proposed city investments, projects or programs will affect the primary or secondary tier of San Bernardino's economic activity. ACTION #4.-City and EDA staff are instructed to include in the staff reports of all proposed city investments, projects or programs whether they affect the primary versus secondary tier of the economy, and assign priority to the former. ACTION #5.-EDA staff shall undertake a cost versus benefits analysis of each project it recommends. The analysis shall include the project's probable impact on the budgets of EDA and the City. Rationale: The city's scarce investment funds should be spent expanding its economic base. Any other priority does not encourage growth and wastes scarce development dollars and staff time. Some money may be expended on "worthy"secondary tier activities. However, the latter should be forced to meet a higher test of"worthiness"than basic tier projects. As EDA funds are the city's only means of investing in its future, it is crucial that staff and policy makers be aware of the impact of any project on the agency's balance sheet and the city's budget. PRIORITY#3.-EXTENT OF SUBSIDIES & RISKS ACTION #6.-The CDC Board directs staff to prepare and justify policy recommendations that the Board can adopt indicating the level of financial exposure and risk which EDA is willing to accept in all projects, with a priority given to those affecting the economic base. ACTION #7.-EDA staff shall create a set of project guidelines and procedures that will implement CDC Board policies on the financial exposure and risk levels acceptable for each type 8 of project. A policy and procedure's manual for implementing these guidelines and tracking compliance shall be produced and the staff trained to use it. Rationale: FDA's financial resources are scarce. it assists projects that cannot stand alone in the marketplace. Its funds are often subjected to long term contingent exposure or risk of default. It is thus imperative that financial exposure, risk and compliance policies, guidelines and procedures be developed, articulated and consistently executed. PRIORITY#4.-OWNER OCCUPIED SINGLE FAMILY DETACHED HOMES ACTION #8.-The City Council and EDA Board declares it to be city policy to preserve owner occupancy in those single family detached homes where it currently exists, and to return as many be single family detached rental homes back to owner occupancy as possible. ACTION #9.-The City and EDA staffs are instructed to retain a leading economic consulting firm, with expertise in housing issues, to study the single family housing stock's ownership profile and recommend a specific positive implementable strategy which the City and EDA can undertake to preserve and restore owner occupancy. Rationale: The decline of owner occupancy in single family detached neighborhoods prevents San Semardino's housing stock from serving as a lure to young working families looking for affordable homes. It is a major factor in the high percentage of residents on public assistance and the crime rate. It is a contributing factor to the flight of the city's middle class, the loss of some professional firms, and the decline of spending in the secondary tier of the economy. The city's rental inspection/code enforcement program is a first step in developing data and starting processes to deal with this problem. However, potential owner-occupant buyers are afraid to live in parts of the city. Meanwhile, many landlords are trapped into ownership by tax laws; some are trapped by past investment decisions; a few appear to be taking advantage of a bad situation. Policies and a master plan of action need to be developed which can differentiate between these situations and create an environment in which potential owner occupants want to buy and most landlords want to sell to them. PRIORITY#5.-COMPETITIVE RESOURCE COSTS ACTION #10.-City staff is instructed to develop a utility tax discount program to be used to help lure new basic employers to the city. Rationale: San Bemardino has one of the highest utility taxes in the Inland Empire. This is a barrier to recruiting many types of employers. For negotiated periods, competitive jurisdictions are offering new firms lower utility tax rates and/or phased rate implementation. San Bernardino needs such policy alternatives. Action #11-The San Bernardino EDA staff is instructed to work with the Water Department to design a program under which the city's plentiful water supply can be used as a lure to bring water dependent manufacturers to the community. This should include pricing incentives to allow firms to offset other local operating costs. Rationale: Water availability is an issue with many manufacturers. Operating costs are an issue with all firms. San Bernardino has a unique, plentiful asset that can be a competitive advantage in luring both. 9 Ogg Action #12.-San Bernardino Water Department shall to hire consultants to define the extent of its unique geothermal resource. If it is as extensive as believed, EDA is instructed to undertake a major niche marketing campaign aimed at potential users of this resource. Rationale: The city's geothermal field is a low cost space heating, and a warm, soft water resource. It provides the city with a potential competitive advantage in competing for firms that heat large spaces or need large quantities of hot, soft water. The city needs to understand the size of the resource so that it can be appropriately marketed. Action #13-San Bernardino designates itself the water capital of Southern California. and instructs staff to incorporate this slogan into its marketing materials. To highlight the water supply, EDA staff is instructed to work with city and regional water agencies to plan and implement a long term program of bringing water above ground in dramatic ways in key spots in the community. Rationale: San Bernardino's extraordinary water resource is hidden to all but experts. This effort would use this water to both beautify the community and dramatize the availability of the resource (if you've got it flaunt it!). The 1-10-Route 30 waterfall project is a perfect illustration of this strategy. PRIORITY#6.-BUSINESS SUPPORT NETWORK ACTION #14.- EDA is instructed to develop plans for a well organized and aggressive Business Support Network, including an implementation budget and staffing and bring it to the Board for implementation. Plans should include methods for maintaining constant contact with basic tier firms, and facilitating interaction between them and the private & governmental agencies designed to assist them. Rationale: Basic tier firms will only migrate to, and remain in San Bernardino, if they believe it is in their economic interest to do so. In pan`, this depends on how their perception of the community's attitude towards them. It is also a function of the ease with which they can acquire help when they need it. An aggressive Business Support Network can accomplish these ends. NOTE: The Business Support Network should include a plan for identifying basic tier firms and their leaders; a telemarketing program for maintaining contact with them; a simple method by which they can ask for help; and a computer linked system tying together business support agencies in finance; regulatory process; management training; worker recruitment & training; international trade; technology transfers; and marketing information. An ideal network is describe in Appendices C & D. It represents an expansion of the "EARS" network sponsored by Southern California Edison, the Greater San Bernardino Chamber of Commerce and the EDA, though it is more extensive and aggressively proactive. PRIORITY#7.-ECONOMIC DEVELOPMENT INSTITUTIONS ACTION #15.- The EDA staff is instructed to make contact with the San Bernardino County Economic & Community Development Agency to see what can be done to ensure the agency stays in downtown San Bernardino. Rationale: San Bernardino County will soon move its Economic & Community Development Agency. As this organization meets often with potential new basic tier companies, the city should work to ensure the agency is kept within the downtown area near City Hall. 10 ACTION #16.-The EDA staff is instructed to work with surrounding cities to develp funding for a full time Small Business Development Center(SBDC) office in San Bernardino. Rationale: The SBDC currently offers entrepreneurial counseling, business planning and loan packaging training to San Bernardino area small business on a weekly basis. It will soon administer the IVDA business incubator. Given the importance of these dual roles, funding is needed to expand SBDC's counseling & training function to full time. ACTION #17.-San Bernardino EDA staff is instructed to open channels of communications with University of California at Riverside's administrators. Rationale:, UCR has recently begun creating programs and conducting applied research with direct employment creation possibilities. Eventually, they should spawn manufacturing activities that could best be located in San Bernardino owing to lack of appropriate space near the campus. They will not, if university leaders do not know of the possibilities. Though San Bernardino lies within UCR's zone of influence, there has been little in the way of dialogue between city officials and campus leaders. It would be beneficial to both sides to close this gap. ACTION #18.-EDA staff is instructed to investigate the Manufacturer's Councils developed in surrounding jurisdictions and bring proposals to the Board for implementation of such a Council in San Bernardino. Rationale: Given the importance of manufacturing to the city's economic base, the specialized needs of firms in that sector, and their general lack of participation in city economic institutions, a Manufacturer's Council would give entrepreneurs & executives in this sector the chance to network and advise the city on issues affecting them. The San Bernardino Chamber of Commerce should be helpful in launching one. ACTION #19.-In conjunction with the County, surrounding cities and local financial institutions, EDA staff is instructed to should explore the creation of a financial intermediary to help successful entrepreneurs and high technology start-up businesses obtain funding. Rationale: Entrepreneurs claim that their greatest need is access to capital (under $10,000). Lenders indicate that money exists. The gulf occurs as entrepreneurs do not understand the banking community; do not know how to create business plans or loan packages; and/or fail to qualify as they exhaust their finances before seeking loans. SBDC helps firm's develop business plans & loan packages. However, a financial intermediary is needed to forward them to local banks or an SBA processor for funding. If there is no interest, and a firm has good job potential, the intermediary might loan its own funds or take an equity position, particularly if these can be leveraged for bank financing and a clear exit strategy exists. NOTE: Overtime, an SBDC-financial intermediary link could form an early intervention program to reach entrepreneurs before they get into too much trouble. PRIORITY#8.-ANNEXATION ACTION #20.- The City of San Bernardino declares its intention to seek legislation, in conjuction with San Bernardino County, to allow the unilateral annexation of islands which have been surrounding by city boundaries for in excess of 20-years. Rationale: The islands of unincorporated property located in the middle of San Bernardino create inefficiencies in the delivery of governmental services that adversely affect the budgets of both the city and the county. As residents of these areas have long since become accustomed to 11 enjoying many of the benefits of the city without paying for them, it is unlikely that they will ever voluntarily annex to the city. This is clearly an area in which changes in state law are needed. IV. SUMMARY There is no natural defect or economic flaw preventing San Bernardino from once again achieving prosperity. The city occupies a key location in the midst of what continues to be Southern California's fastest growing area. It has the essential resources, critical infrastructure, low cost labor, inexpensive space and affordable housing required to achieve success. What San Bernardino needs is the adoption and execution of an economic strategy that will increase the flow of dollars coming to it from the outside world. Such a strategy must be based upon the numerous location advantages which the city possesses. It must correct those defects which are inhibiting its ability to compete. It must be directed at growing basic tier firms who can benefit from the city's unique assets. And, most importantly, it must result in the workers who are employed by those companies choosing to live and spend in the community. Given this situation, if the city succeeds, it will be because of policy choices made by its political leaders and senior staff. If it fails, it will be for the same reason. 12 APPENDIX A ON-GOING PROGRAMS WHICH SHOULD CONTINUE INFRASTRUCTURE 1.- San Bernardino should continue assisting Santa Fe Railroad's efforts to expand its inter- modal rail capability. Rationale: In an era of just-in-time-inventory procedures, an area with intermodal rail capability has a serious competitive advantage. Combined with the cargo facilities at San Bernardino International Airport, the Santa Fe Intermodal yards will help lure manufacturing and distributing firms to the city. 2.- San Bernardino should continuing encouraging telecommunications firms to expand their investments in the city. EDA should continue efforts to link itself to the Internet. The city should join the EEE network. The city should continue working with other East Valley cities in the GEO based mapping system being developed by ESRI. Rationale: In an era of Internet, teleconferencing, and high speed data transmission, San Bernardino must provide firms with access to the latest in communications technology. BASIC NON-MANUFACTURING ACTIVITIES 3.- EDA should continue providing incentives to basic tier retail firms in the same manner as manufacturers. To qualify, business owners should be prepared to demonstrate that a significant percentage of their business comes from outside of the city's boundaries. Rationale: Retail firms and restaurants in the Hospitality Lane, Inland Center and Carousel Mall zones of San Bernardino bring outside dollars to the city in the same manner as manufacturers and "export"service firms. They should be equally encouraged and protected. 4.- Hospitality Lane development should continue to be of the highest quality consistent with an upscale regional retail, restaurant and basic tier office environment. The attempt by any business to tarnish this area should be prohibited. Rationale: The one San Bernardino area that has avoided the regional perception that the city has a serious crime problem has been Hospitality Lane. Its restaurants, retail stores, hotels and offices draw a regional clientele and have become a major source of outside dollars to the city. The attempt by any firm to offer products or services within this area that are inconsistent with this positive environment should be vigorously opposed. This is particularly true of topless or ■ pornographic operations which would serve to associate the area with the worst regional perceptions of the city. 14 S.- Route 66 Rendezvous should continue to be supported with whatever EDA funds are necessary to maintain the level of quality it has now achieved. Rationale: This event has been premier tourist event in recent San Bernardino history. It is part of the city's economic base as it attracts outside tourist dollars. It has helped counter the city's unsafe image. Note: Properly marketed, the same logic would apply to the new Spirit baseball team and stadium. MARKETING 6.- San Bemardino should continue its participation in the Inland Empire Marketing Project (1EMP) formulated by the Inland Empire Economic Partnership in conjunction with 27 local governmental entities. Rationale: San Bemardino's economic future depends on that of the Inland Empire. However, despite a $49 billion economy, stronger location characteristics than surrounding counties, and a Southern California location, the region is poorly known. Solving this requires a regional marketing effort aimed at the national finance industry, growing mid-sized corporations and firms, tourism planners and film studios The IEMP is designed to do this. Its success will increase the universe of activities for which San Bernardino has the opportunity to compete. 7.- EDA should continue to compile the data and explanatory materials needed to respond to information request from firms interested in locating in the Inland Empire. Rationale: EDA needs to have precise data and readily available informational materials on hand to rapidly respond to inquiries by prospective companies. 8.- EDA should continue targeting marketing materials to niche market firms needing access to location advantages which it uniquely possesses. Rationale: The city has particular location advantages that certain industries may find uniquely valuable. Those advantages include its geothermal field, its water supply, the former Norton Air Force Base runway, and the Santa Fe intermodal yards. 15 APPENDIX B CITY HALL COMPETITIVE CLIMATE STRATEGY The proposed elements of a City Hall Competitive Climate Strategy: 1. If San Bernardino business is experiencing difficulty with City Hall regulatory processes, a designated staff person should be charged with resolving the situation. If the matter is routine, the person should be empowered to cut across departmental lines to handle it. If the matter is severe, the person should be in a position to form a Red Team to provide high level intervention. At all times, this staff person would be charged with remembering that time, more than cost, often destroys firms. 2. The EDA's Office of Business Development (OBD) should continue to manage city business retention efforts, including business outreach programs like the Mayor's site visitations or city Red Team efforts. It should also continue as the city's point of contact with private economic development efforts (e.g., EARS, 1EEP) and develop strong ties to every employer with over 500 workers. 3. The Strategy should create an in-service training effort aimed at making city staff members acutely aware of the importance of the entrepreneurial community to the success of San Bernardino's economy and city government. 4. The Strategy should create a mechanism for including an appraisal of each employee's speed and accuracy in responding to business and public inquires in their employee evaluations. 5. The Strategy should include a city strategy for ensuring that city zoning, permitting, regulatory and fee structures give weight to the importance of a competitive, job inducing business environment. 6. The Strategy should ensure that someone in city government is responsible for identifying which city functions could most efficiently be contracted to local entrepreneurs. As contracting out requires negotiations with city unions, terms need to be established under which this can occur. 7. The Strategy should provide that a city staff member be given responsibility for understanding the regulatory processes of San Bernardino County and regional agencies. This would allow the city to assist city firms having problems at those levels of government. 8. The Strategy should provide for a city staff member to be responsibility for recommending changes in California law which are unnecessarily hampering San Bernardino's employment growth. If a strategy such as this were implemented, over time San Bernardino's City Hall culture would become known for creating a business friendly,job inducing environment. 17 APPENDIX C BUSINESS SUPPORT NETWORK If San Bernardino is to diversify its economic base, existing basic tier firms must remain in the city and expand, and new ones must be convinced to migrate to it. With today's companies willing to locate anywhere, it is up to the city to create an environment which entrepreneurs & executives perceive as favorable to their operations. Beyond questions of cost, such a climate depends on businesses believing the city wants to support them and provide help when they need it. The Business Support Network's purpose would be to make this a reality. Ideally, it would involve linking together the following elements in and out of City Hall: 1. Information Outreach System APPENDIX D describes in detail a prototype Business Support Network Information Outreach System in great detail. It is based upon linking basic tier firms and public & private support agencies via a telemarketing operation and an Internet computer connection (e.g., San Bernardino County's new EEE network). Through this system, basic tier firms would be frequently contacted to ascertain if they are experiencing problems. Referrals would be made to the appropriate support organizations. 2. Small Business Development Center(SBDC) Many referrals would go to the SBDC. This is the key local player in supporting Inland Empire small businesses. It operates under matching grants with the U.S. Small Business Administration and uses experienced professional staff member to offer: a. Generic entrepreneurial training classes designed to teach new business owners how to anticipate and avoid the fundamental pitfalls of operating a firm. b. Specialized business plan and loan packaging tutorials to assist firms in maximizing the probability of obtaining and properly using lines of credit. c. Assistance in bidding on federal and state contracts. The SBDC uses graduate student interns working under full time staff guidance to carry out some of its functions. Where volunteer assistance is sufficient to solve a problem, SBDC can refer a client to the Senior Core of Retired Executives (SCORE). 3. UC Manufacturing Extension If a mature manufacturing firm is found to need a review of its processes, the Business Support Network would refer them to the University of California's Manufacturing Extension Program. This new effort is modeled after the agricultural extension program. It provides free consultations to manufacturers on how to increase efficiency, lower costs, and take advantage of the latest in manufacturing technology. Note: It is well known that entrepreneurs often fail because their personal funds are gone before they seek bank assistance. By then, financial groups are often unable to help them. The link between the Information Outreach System, the SBDC, the UC Manufacturing Extension would serve as a good first step aimed at institutionalized early intervention to prevent firms from making this mistake. 19 4. Job Training Partnership Act If it is found that a company needs workers, the Business Support Network should have procedures for putting it in contact with the local JTPA office. JTPA maintains a clientele of trained workers seeking jobs. It can offer financial assistance to firms hiring several categories of workers. And, it can produce a daily listing of job openings. 5. SBVC Customized Training If an employer's training needs are sufficiently large, the Business Support Network should have procedures for putting it in contact with the San Bernardino Valley College (SBVC) Customized Training Office. This is SBVC's administrative mechanism for quickly responding to requests for specialized training programs. SBVC staff would meet with the employer and determine the technology to be learned, find an industry based instructor, organize and undertake the training. Depending on the circumstances, funding might come from SBVC sources, federal and state manpower programs, the students or the firm itself. 6. IVDA Incubator If a firm was in need of low cost space in an environment with readily available entrepreneurial counseling, the Business Support Network would have procedures for referring them to the IVDA business incubator. This operation is being created at the San Bernardino International Airport, It is being managed under contract with the SBDC. 7. International Trade Assistance Agencies If it was found that a business should be learning about international trade issues, the Business Support Network should have procedures for putting them in contact with the U.S. Department of Commerce International Trade Administration (ITA), the World Trade Center Association or L.A. Trade Net. ITA is housed with the IEEP and has direct ties to U.S. commercial attaches around the world. L.A. Trade Net is a computer network providing potential exporters with marketing and procedural information. It is another subsidiary of the SBDC. 7. Other Business Retention Efforts If a firm is considering leaving the Inland Empire, the Business Support Network would have procedures for putting them in contact with one of a host of business retention operations. These include Southern California Edison (including "EARS'), Southern California Gas, the California Trade and Commerce Agency and the IEEP The choice would depend upon the principal problem affecting the firm. A Red Team could then be formed to deal with the cost or regulatory pressures affecting the company. 20 Summary If San Bernardino were to form a Business Support Network along the lines discussed above, it would be attacking the major complaint which businesses have with California: No one cares! In this sense, it would be an excellent business recruiting device. Footnote: California State University SB Business Outreach The Cal State SB Graduate School of Business is looking to expand its business support efforts. The CONNECT program at the University of California at San Diego's (UCSD) would be an excellent model for them to emulate. This cooperative venture is sponsored by successful local firms and UCSD, and is the center of San Diego's business networking. Every firm in the region is constantly encouraged to join CONNECT. Through such a program, San Bernardino manufacturers would regularly meet and exchange ideas with their fellow entrepreneurs, interact with venture capitalists, and offer new product ideas for criticism by skeptical colleagues. On occasion, forums could be held in which researchers could detail the status of cutting edge technologies. Annually, Cal State could sponsor a contest in which entrepreneurs would compete for innovative product awards. Through such a program, peer networks could be created for CFOs, Blacks, Hispanics, Asians or Women. Occasionally Cal State could sponsor forums that would allow San Bernardino's professional community to learn about the issues impacting their ability to serve local entrepreneurs. Governmental officials and business leaders would have the chance to discuss the impact which city policies and procedures are having on San Bernardino's job creating environment. 21 APPENDIX D Information Outreach System San Bernardino's business retention & expansion strategy must organize business support entities in a manner that makes them readily available and well known to potential users. The Information Outreach System (/OS) outlined below could accomplish this objective. Elements of the IOS The IOS would include the following elements: 1. A network of private & public groups whose purpose is to promote business success. The group would be tied together using San Bernardino.County's EEE network. 2. A centralized telemarketing operation contacting every San Bernardino basic tier firm a minimum of 4-times a year and putting them in touch with appropriate assistance, as needed. The operation might be called Person-to-Person. As the system becomes more functional and better known, less telemarketing would be required. Note: It is unfortunate that long time San Bernardino entrepreneur Bob Parker is no longer with us. His Person to Person Communicators was the model for the heart of this proposed operation. 3. A hot line to Person-to-Person for occasions when firms need rapid action and do not know where to get it. As the system matures, the hot line would become more important than the telemarketing effort. 4. A direct mail & media campaign to ensure that the city's businesses are aware of the system. The IOS Organization The Information Outreach System (IOS)would be organized as follows: 1. San Bernardino's EEE computer network would be used to allow the support entities to communicate by on-line commuter. Each would therefore have to be a member of it. 2. Marketing and daily management of the IOS would be in the hands of an entity, supported by state or federal funds. Its assignment would be to create and manage the SB Business Directory and the Person-to-Person calling activities described below. 3. SB Business Directory A SB Business Directory would be created including the names and pertinent information on every identifiable San Bernardino basic tier employer. This data would be stored on the computer at the entity managing Person-to-Person activities. A program would be created to allow data on new firms to be regularly fed to the SB Business Directory by modem from the San Bernardino County "fictitious name desk" and the San Bernardino City Clerk's Office business license desk. The latter two entities would therefore have to be linked to the EEE. Their staffs would have be trained to know which firms should be inputted and how to use the system. 4. Person-to-Person I23 i The Person-to-Person operation would be the key to the IOS. It should be a professional telemarketing organization set up to regularly contact the firms in the SB Business Directory. Highly trained, well-managed operators would call through the data base and ask a routine set of questions. These would be designed to elicit whether firms are having problems with: financing; regulatory processes; management; worker recruitment or training; international trade matters; technology transfers, or marketing. The Operation Of IOS When IOS is ready to be launched, a targeted mailing would be aimed at the firms on SB Business Directory. This mailing, which would be repeated every 6-months, would explain the IOS process, provide a rolodex card with the Person-to-Person hot line number, and encourage firms with problems to call when they need help. In the first year, Person to Person would contact every San Bernardino basic tier business four times. When a firm with a problem is identified, that information would be routed to the correct supporting entity for follow-up. This would be done on-line using the EEE. Should a major concern with a large employer be exposed, EDA would be alerted so that a Red Team emergency business retention effort could come into play. As the direct mail program would include Person to Person's hot line telephone number, firms needing help could contact IOS on their own. Over time, if the system is successful, the hot line would become more important than the telemarketing effort. The frequency of the latter could then be reduced. Launching IOS To launch the IOS, it is suggested that the City of San Bernardino release an RFP to private and quasi-public entities that can the create IOS and implement the actions associated with the SB Business Directory and Person-to-Person. The RFP would ask bidders to further refine the system, detail how they would organize & manage it, and explain how they would create grant applications to fund it via agencies like the California Employment Training Panel and the U.S. Economic Development Administration. The latter have funds to support the creation and implementation of such a system as it supports business retention & expansion and creates employment information & potential training programs. The city would pledge financial support during the grant process and matching funds afterwards, if required. Ultimately, the winning bidder would work with the city to organize IOS and handle its marketing and management. Once set up, IOS should become self functioning entity under policies agreed upon by a board composed of the business support organizations that are linked together by it. 24 ATTACHMENT "A" It shall be the policy of the City of San Bernardino to: 1.6.2 Control the location and number in specified land use districts of alcohol sales, adult bookstores and businesses, game arcades and other community-sensitive uses, based on proximity to other adult businesses, residences, schools, religious facilities, and parks and in accordance with legislative and legal requirements. * italic test denotes amended language 9 Exhibit 3 ................ .::. .........................................,w}:. ..rT.r}..v.::/ n..............,v}:..;v.,h•;}4.+.,r vit:.,v;;n. ::.�:.;':.;>:.?>;::::>:.»}>::?»}.;::;.;>?>??>??'.,• ..xh•' }. n Ssr: .•f :•:::+y.{.t;,'Sr.4'•:. }nL}.•}Y,.ii!:?:i'i::ii::iii::i•?}::i:`::???i?i i?i> ::i :i>i??????i??:v?::.:i?Y::???ii?????????rv. •::n_}:i:iii:iii<::'iii:v?:i::::iiiiii::ii:::}...-...:.,.. •} '.•� :• fi}•.',..{`•.#. ~ } r4} ..•A; :!G:{44\:.}}vw:iiri:}'j::t}:;::t?<•iv..{-::4:::-+.v:: :::w::::::-.}w:::v:{•.}i'•:v}�'.{:vi:%ii}`.,•}:}i{n :.f}�rf •` :l{{:;,ti, .,.:x: : z ;>:;#.....} �it}�,. `C�`� •+ „�,..fi.�',;� }.:w•:•:J' ni,:.`.56.. n.:{:.. : ;a.:�},. ;��.h`..£::{.}} :.x?s#:?::;++�::`::.{''i`.t�:,:.v.:;:r:. •.:3�aC• r '$tir,,:::{}??s,.;7:•-;n,, :..N•. .� „,°.�.rr}.. }:• :.. �....v.v:::::....:.vn• .........}..;;... .,. �•.':fi3.,`.:S•{-}:•}:^.fi nF.::..,: :n�n {i�j•':�'-:ir`: x:::::x.}:n};n•:::::::x....vvv :. i:i .? ii.:.:J:. ;�:i': ..,. ., .. ,•n..:f 'f SS. 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Site Specific Evaluation of Development Opportunities and Constraints STATISTICAL SUMMARY Number of Parcels: 74 Number of Developed Parcels: 43 Number of Undeveloped Pacels: 31 Total Area of Selected Parcels: 373.5 ac. Total Permitted Area: 237.5 ac. Note: The number of adult entertainment cabarets possible on each site have been estimated In this evaluation. The standard adult cabaret used for this study consists of a 5,000 s.f. building, 100 parSdng spaces,45,000 s.f.total area. Prepared for: City of San Bernardino F� i� F.E.Schnetz Commercial Brokerage Paul Toomey, Toomey&Associates Date Prepared: April 10, 1995 CITY OF SAN BERNARDINO i N LU ?:ALTO AVE < u j it V wj I !r NOT •7,AL= \ I ' 702-8 I I � •i i ._ •j/ I o \,`\\�._:--�3^P• "1£I;I*J F27� •� I Ali? Al �1c Al ails �o I I j I ��{I 4YI •7 o q � OitF 3,-4t 30.zv.7Y PC Ito uj xS =n 1\TtA I 1 �.T f fr . 0 z.COURT LN. 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