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CITY PROMOTION
Mayor's Office Council Office
1987/88 Budget 1987/88 Budget
01 53601 021 53601
$13,955.46 $1,747.33
1988/89 Expend.
$14,290.97
1988/89 Expend.
$82.74
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MEMORANDUM
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No. 118
Jan. 1884
REDEVELOPMENT AGENCY
OF THE CITY OF SAN BERNARDINO, CALIFORNIA
DATE
January 13, 1989
TO
Councilman Michael Maudsley
FROM
Steven
H. Dukett, Executive Director ~
SUBJECT
FY 87-88 EXPENDITURES ON MARKETING AND PRoMoTIONAL PROJECTS
This Is In response to your request for detail on the Agency's FY 1987/88
expenditures for marketing and promotion. The following is a breakdown
of various projects designed and developed by the Agency. These expenses
are exclusive of Agency personnel time. The approximate costs are
rounded to the nearest hundred.
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Promotion
Marketing &
promotion
Promotion
Asslqnment Approximate Cost
"Big Spin dual $ 5,400
slide show"
"Enterprise Zone $18,700
Film" (90t com-
plete)
Main Street $20,000
s 11 de shows &
film. Gala
InvItations and
souvenIr
programs.
Purpose
To be used as a promotional
publIc information slide
presentation showing the
redevelopment process and
how Trl City and South
Valle projects had a
spin-off effect from the
Southeast Industrial Park
project.
To be used to generate
community support for
the Enterprise Zone.
Portions were edited out
and broadcast as Public
Service announcements on
Channel 24, the two-county
pUblic broadcast station
and cable access.
To promote the Main Street
project concept, generate
community support and
orient staff.
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," r., :Jurpose
l1.2! As~nment Approximate Cost
Promotion Main Street $ 9,000 To be used for a fund raiser
Gala VIdeo and used as a promotional
tool.
MarketIng Centra 1 City $ 1,000 Marketing tool for the
South film Central City South StUdy
transfer to area.
video
Promotion Two Enterprise $ 4,800 To Inform the communIty
Zone News 1 etters of the Enterprise Zone and
to generate community
support.
Marketing Enterprise Zone $ 7,000 To be Inserted In the
I nserts (one a Redevelopment Agency
four-color two- marketing folder.
page product;
one a four-color
four-page
product)
Marketing Handouts/Inserts $ 6,000 To market project areas
Sta te College: and provide an economic
four-color four- profIle of the City and
page product inserted I n the
Southeast Indus- Redevelopment Agency
trial Park: marketing folder.
four-color four-
page product
Economic ProfIle:
two-color two-
page product
Promotion Redevelopment $ 2,700 A colored display wall map
Project Area of project areas within
wall map City limits, Including
Main Street and Enterprise
Zone boundaries.
Promotion SBRDA Update $ 4,000 A quarterly publication
Informing the public of
redevelopment project area
activity.
Promotion Annual Report $ 9,000 An annual publication
documenting Redevelopment
Agency functions,
historical development,
photo-log and City and
market area demographics.
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In!
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As~".fnment
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Approximate Cost~urpose
General
Photography
Photography and $47,000
process: color,
black & white,
slides, trans-
parencies,
various size
formats
For In-house use, such as
updates. development
documentation, annual
reports, board room display,
marketing materials,
advertisements, blIght In
project areas as examples
of need of code
enforcement. For your
Information, $20,000 of
this amount was used for
the Main Street program.
Total $134,600
I trust that the above will satisfy your Immediate data needs. If you have
any questIons, please feel free to call me or Mr. Moe Estevene.
SD:ME:kp:1160S
3
351
. Cl'fV OF SAN BERN(:;IDINO - REQUEST FJR COUNCIL ACTION
From: Councilman Michael Maudsley
Dept: Council Office
Due: January 12, 1989
Subject: Economic Development Council
Synopsis of Previous Council action:
None
Recommended motion:
To discuss future of Economic Development Council.
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Contect perlon:
Supporting dete eUeched:
Phil Arvizo
Yes
Phone:
Werd:
384-5188
N/A
FUNDING REQUIREMENTS:
Amount:
N/A
Source: (ACCT. NO.)
(ACCT. DESCRIPTION)
Finance:
Council Notes:
15.0U2
Agenda Item NO.~.
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~January 11, 1989
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REPORT ON THE ECONOMIC DEVELOPMENT COUNCIL AND RECOMMENDATIONS
FOR A NEW MARKETING PLAN FOR THE CITY OF SAN BERNARDINO
History and Purpose - The San Bernardino Economic Development
Council (EDC) was formed in 1974 for the purpose of aiding the
communities within the City which had become or were becoming
economically and socially disadvantaged.
The EDC was formed to attract new industry
development and retention of existing businesses
that new jobs would be created and existing jobs
and encourage the
within the City so
would be saved.
The EDC operated a revolving loan fund for many years in order
to carry out its primary purpose of job creation.
This loan program produced marginal results and the EDC
recognized internally that it would redirect its efforts towards
more marketing and public relations activities. In 1987, the loan
program was transferred to the City's Community Development Depart-
ment and the EDC began its other programs.
The Common Council approved the EDC's three-year marketing
plan in 1987 utilizing funding from Industrial Development Bonds
(IDB). A percentage of the IDB fees were the sole financial
support for the marketing plan and staff operations of the EDC. The
Common Council specified certain IDB projects that the EDC was
supposed to receive a portion of the fees from. The City Council,
in 1986, diverted a portion of the funds previously allocated to
the EDC for the renovation of Fiscalini Field. The EDC was appar-
ently never notified of this fact and it was not until 1988 that
this fact became known and the EDC found out that its anticipated
funding had been cut off and that it would be necessary to seek
other methods of financing its activities.
In 1988, the EDC began examining the possibility of obtaining
its funding from private sources and conducted a study on its own
to determine both the feasibility of such a process and what form
that the organization should have.
During this time I was appointed to the EDC by the Mayor and
confirmed by the Common Council. It was my belief that to survive
that the EDC should evolve into an organization with more communi-
ty wide support and become more aligned with the entire business
community rather than just a narrow group if it was to achieve
acceptance and cooperation in fulfilling its marketing and public
relations mission.
I was familiar with some community marketing programs in
California that had achieved substantial success and community
support. with the Executive Director of the EDC I commenced a
study to determine a course of action to recommend to the Mayor and
Common Council for the marketing and public relations efforts for
the City of San Bernardino. The Board of Directors of the EDC
recommended that we contact the San Bernardino Area Chamber of
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Commerce for their assistance in the planning process, because of
their base of community volunteers and staff and their contacts
with other communities that have successful public-private market-
ing organizations.
It was the EDC's belief that if
any public-private marketing program
broad-based community support and,
understanding had to come from every
ing none.
its prior image was a problem,
for San Bernardino must have
more important, support and
area of San Bernardino exclud-
Orqanization - Starting in October 1988, the EDC Executive
Director and myself talked with business leaders in the community,
the San Bernardino Area Chamber of Commerce Executive Board and
Board of Directors, representatives from other communities who had
public-private sector successful marketing plans (i.e., K.R.A.
Riverside), and consultants who specialize in evaluating the
potential for a community to raise funds for such a venture.
After all of these meetings, the following were developed for
review and use by the Council in evaluating the proposal for a new
Economic Development Program for the City of San Bernardino:
(1) Purpose - The successor organization to the EDC would be
an independent California not-for-profit organization that would
fulfill the marketing and public relations mission and efforts of
the City of San Bernardino. The organization would affiliate with
other marketing organizations in both the public and private sector
to eliminate duplication of effort and maximize and leverage
resources.
(2) Structure - The organization would be governed by an
independent Board of Directors composed of representatives from
public and private sector entities that are involved or concerned
with marketing and public relations efforts for the City of San
Bernardino. To organize this executive board, an interim task
force would be formed from members selected from throughout the
community.
(3) Personnel - The Board of Directors of the new organiza-
tion would define the personnel needs and objectives and recruit
and hire the personnel required. The existing EDC personnel would
continue the marketing functions and staff efforts during the
transitional period.
(4) Timing - Due to the shortage of funds and the potential
for interim financing to continue a marketing effort of the City of
San Bernardino the organization would proceed at once.
(5) Organizing Agencies - It is recommended that the current
EDC Committee, along with the Economic Development Committee of the
San Bernardino Area Chamber of Commerce, continue this project in
an expeditious manner. The Economic Development Committee of the
Chamber has volunteered to assist in the formation of this new
entity and be the coordinating and resource group to draw people
from throughout the City to assist in this effort.
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(6) Funding - CUrrently, the EDC has reduced all activities
except following up on leads and referrals to extend its resources.
The EDC, under its current funding, will be able to operate through
March 1989.
In May of 1989, the City will receive its share of the IDB
funds for the Highland Hills development project. The city agreed
to extend the period of time for the IDB funds to be used for this
project, and the Community Development Department was able to
secure a firm agreement for the payment of these funds for this
date regardless of the status of the project. The funds specif-
ically designated for the EDC by previous action of the Mayor and
Common Council equal $189,000.
Because of the lead time needed to establish this new organi-
zation I would recommend that the current EDC administrative budget
be paid by a loan guaranteed by this May IDB funding. Additional-
ly, the funds necessary to do the study to determine the amount
that might be generated by a fund raising effort for marketing
activities for the City should be paid from this same loan.
I have not been able to identify any additional source of
funds. The funds that EDC is due to receive in May would be
sufficent for these purposes as well as be a substantial commit-
ment toward the City's participation in a pUblic-private marketing
effort.
(7) Continual Funding - Several communities in California and
the nation have developed public-private partnerships for specific
needs for their community. Of major concern always is how to fund
such efforts; and with local government funds being very limited,
the National Community Development Services Corporation was con-
tacted by the EDC Director and myself for input on fund raising.
NCDS is a private corporation that specializes in income develop-
ment campaigns for non-profit organizations nationwide. NCDS has
lead the campaign to establish the funding in several California
cities, including Riverside, where they were able to coordinate
fund raising efforts that generated 1.6 million dollars for the
"Keep Riverside Ahead" group.
The NCDS fund raising strategy requires that a feasibility
study that costs $12,000 to $15,000 be conducted to determine how
much can potentially be raised from the community for this specific
project. Attached is a list of other cities that this organization
has raised money in. The list includes both the goal as establish-
ed by the feasibility study and the amount raised.
The fund raising effort will be for a four-year commitment
from the participants which has proved to be a workable and credit-
able period nationwide. The raising of substantial amounts of
private sector funds will enhance the program's effectiveness by
both broadening the interest and commitment level from local
business and reducing the potential drain on city resources.
In our consultations with NCDS, they stated
ratio on pledges was exceptionally high and
pledge retention was the productivity of the
that the retention
the secret to the
programs that the
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funds were raised for.
The time required for the study and fund raising efforts range
from five to nine months.
NCDS does not work on a percentage basis.
(8) Current Marketing Efforts - During this very sensitive
time in our City's history I recommend that the EDC staff be
retained so that it can be the coordinating agency from the City in
the development of a new marketing entity program to represent the
City. The EDC staff should also be directed to continue its
newsletter program that has generated many inquiries and referrals
from businesses interested in locating in this area. These pro-
grams will require a loan guaranteed by the May lOB payment to
continue.
I believe that any other marketing efforts should be funded
when the new entity and its independent board of directors is
established. The Common Council should maintain the discretion to
fund any additional efforts as they see fit.
It should be noted that the EDC currently has a marketing
slide presentation about to be completed if funding is available
and already possesses a state-of-the-art Voyager projector to use
in marketing presentations.
I have included as a
of the EDC. Currently,
necessary to fully set
package.
Summary - When I was appointed to the EDC it was my intent to
see that it became a responsive marketing tool for the City of San
Bernardino. During the second meeting that I attended I found that
the EDC was not going to obtain their originally anticipated
funding to accomplish that task. I have worked since that time to
develop recommendations and an initial action plan to bring to you
to start a program that has been very successful in other communi-
ties.
part
the
up a
of this report the office inventory
EDC possesses all of the equipment
new entity with a complete office
I believe that much duplication of effort and waste can be
avoided in this effort by an entity that represents both the public
and private sectors and that has a well defined purpose and goal.
I have attached a proposed goal statement for discussion
purposes and, although it certainly does not represent what the
final documented form should be, I believe it does state sincerely
what this community's marketing efforts and goals should reflect.
The new structure is designed to avoid the problems of the
past and to involve as many segments of this community as it can.
The marketing organization will have well defined goals and pur-
poses and will be clearly structured to show all of its members and
the community at large what they are getting for their investment.
It's simplicity and strength will be derived from its purpose
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of enhancing and maintaining the economic environment of San
Bernardino and making us competitive with other communities that
have used this formula by drawing on the energies of the entire
community. The proposal has drawn an enthusiastic response from
those that have worked on the initial research. However, it has
also been received with much questioning and some cautious concern
from others who believe that the City must make a priority commit-
ment towards a program of this nature and because of the shortcom-
ings of prior efforts.
criticism and analysis of past programs is certainly justified
so that we can use the experience at least to avoid errors in the
future. It is in this City's best interest to work on this
situation now. I believe that the pUblic-private partnership in
solving community problems, such as promoting the economic growth
of San Bernardino and enhancing the image of our entire City, is
most appropriate.
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MICHAEL MAUDSLEY
Councilman, Fourth
MM:jv
Attchs.
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CITY/CLlDIT
GOM.
ALIWlY. GA ~
Albany a.a.t>er of co...rce
AIlNIS'l'OII. AL
CalhoWl COllnty
Cha.t>er of Co...rc.
(let)
(2nd)
ATHENS, GA
Athena Ar.. Chamber ot Coam.rce
ATLANTA, GA
Atlanta Chamb.r of Coam.rc.
AUSTIN, TX
Austin Chamb.r of Comm.rc.
BILLINGS, MT
B1111n9s Chamb.r of Comm.rc.
BRISTOL, VA
Br1stol Chamb.r of Commerce
BROCKTON. IIA
M.tro SOllth
IUIlSED
.-""""00.'.
fl.O .UUon -....I fl.. .UUon
750,000
1.0 .UUon
800,000
3.8.illion
1.8 .Ulion
1.0.UUon
1. 3 .i1l10n
700,000
CEDAR IUIPIDS, IA 1. 8 .U lion
Cedar Rapids Area
Chamber of Co..erc. and Committee of 100
COLOIUlOO SPRINGS, CO
Colorado Spr1n9s
Econe.tc Development Council
4.0 ..Ullon
COWMBIA, SC 1.8..Ullon
Coluabla Are. Chamber ot Commerce
COWMBUS, GA 2. 0 1111110n
Columbus Chamber of Commerce
DECATUR. GA .1.3..111ion
Dekalb County Chamber of Commerce
DENVER, CO 5.0..11110n
Denver Chamber of Commerce
DURHAM, NC 1.2 ..illion
Ourhaa Chamber of Commerce
ELYRIA, OM 2.2 .Ulion
Lora1n COllnty Chamber of Co....erce
GEORGETOWN. TX 500,000
Georgetovn Chamber of COllllerc.
GRAIlD JUNCTION. co
M..a COllnty
Econeaie Dev.lop.ent Corp.
HARRISBURG, PA
Harri.bll~ a.a.t>er of Co..erc.
HUNTSVILLl, AL
Hunt.vill./Madieon COllnty
. Cha.t>er of Co..erc.
JACKSON, lIS
Jackaon Chamber of Co....rea
JOLIET, IL
Will COllnty C.nter
'or Boon~IG DeY.lo~.nc
KAIlKAKllB. IL
Kankake. COllnty
Eeono.ic Dev.lop...nt COllncil
KNOXVILLI. TN (DII" Revalllation)
Knoxville Chamber of Co...rce
LAKELAND, FL
LAkelond ChAmber of Comme~c.
LEBANON, PI.
. Lebanon County
Indllstrisl Dev.lopllent Corp,
LlIIA,OR
Lias Ar.a Bcono.ie
Dav.lopaent Corp.
IIACON, GA
Greater Hacon
Chamber of Commerce
(1st)
(2nd)
MEMPHIS, TN (Dues Revaluation)
Memphis Chamber of Commerce
1. 5 .U 110n
2.0 .illion
2,5.UUon
1.' .illien
2.5.11110n
800,000
1.3+ .Ulion
800,000
3.8 .illion
.
1.1 .Ullon
1.3+ .UUon
750,000
2.0 .Ullon
.
1.8 million
2.1 mill ion,
.
1.3 million
6.1 .dllion
1.2 million
2.2 .U11on
500,000
2.0.Ullon
2.0 .UUon
2.' .11Uon
1.1 .Ullon
3.+ .1111on
1.0 1111110n
150,OOo/yr
1.9 1111110n
1.25 IIUllon
1.2 .Ullon
1.. 1111110n
1.1 .illlon
400,OOO/yr
1.2 .1111on
150,OOO+/yr
2.. .Ullon
1.25 .11110n
1. 3+ .1111on
1.6 .Ullon
1. 1 .Ullon
400,Ooo/yr
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NEW ORl.u.JlS, LA 2.2.1Ulon 2.5.1Ulon
Clty ot New:"""teana --,
Speclal Eve~.~ (19" Republlcan Natlonal conYen~n)
NEWpORT, R.I.
Newport County
Chaaber of Co..eree
NORFOLK. VA
Hampton Roads Chamber of Commerce
ONEID.... NY
Oneida County
Industrlal Development Corp.
PAUoTKA. FL
Putnam County
Chamber of Commerce
PANAMA CITY. FL
Bay County Chamber of Commerce
PHOENIX, AZ
Phoenix Economic Growth Corp.
PINE BWFP. AR
Pine Blutt Chamber of Commerce
PORTSMOUTH. VA
Portsmouth Partnership
RIVERSIDE. CA
Greater Riverside
Chambers of Commerce
ROME, CA.
Rome A.rea Chamber of Commerce
SAVANNAH, CA
Savannah Economic Development
Partnership/Chamber
SCOTTnOAU.:, AZ
Scott&dale Chamber of Commerce
SHRF.VEPO'RT, LA
~hreveport Chamber ot Commerce
SIOUX CITY, II.
Sioux City Chamber of Commerce
SIOUX F"'LLS. SO
Sioux Falla Chamber of Commerce
SPARTANBURG, SC
Spartanbur9 Area
Chamber of Commerce
(1st)
(2nd)
SpOKANE, WI.
Momentu. '87, Inc.
TACOMA, WI.
Taco.a-plerce County
Chaaber ot Co_erce
(lat)
(2nd)
TEMPLE, TX
Temple ChaDber of Commarc.
WILKES-BARRE, PI.
Commltt.. For Econo.lc Growth
_ TI'\ J'lrr.l.5r.o..a.a_
600,000 600,000
4.0 mlll10n 4.0 mUllon
1.0 lIilllon 1.2 million
500,000 800.000
1.0 milllon .
2.0 ml11lon 2.0 milllon
1.0 ml11lon 1.5 ml1110n
1.2 million 1.2 ml11lon
1.4 million 1.6 million
1. 0 milllon 1. 2 ml11lon
500,000 500,000
.
,
1.2 mill ion 1. )5 mill ion
2.5 milllon 2.5 mill ion
1.5 million loB million-
1.4 0111110n 1.9 IIl1110n
2.27 ml1110n 2.5 IIlll10n
.1.1 lIilUon 1.1 million
3.8 milllon 5.2 ml1110n
1.6 811110n 1.7 8Ullon
2.0 8Ullon 2.2 8Ullon
1.0 811110n 1.2 8Ullon
2.0 8Ullon 2.0+ 8Ullon
Thls la only a partIal llstlnq of NCDS cllents
9/88
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SAN BERNARDINO ECONOMIC DEVELOPMEN'l' COUNCIL
OFFICE INVENTORY
OFFICE MACHINES
Xerox 6020 Memorywriter Electronic Typewriter
Canon NP270 Copier w/2000 sheet bin & sorter
Computer - Dynova 28610
Printer - Epson 850
Monitor - Samsung CM4531 EGA Monitor
Mulitmate Advantage II Software
Voyager Projector
Cost
New
$1882
6471
2135
635
294
345
3537
Year
(86)
(85)
(88)
(88)
(88)
(88)
(88)
Estimated
Value Now
$ 1200
2000
2000
550
250
300
3500
FURIUTURE
Computer Table 225 (88) 200
Conference Table wllO chairs 2713 (86) 2500
Executive Chair 434 (86) 350
Executive Desk ? (83) 300
Crecenza ? (83) 300
Rouz::d Table 225 (85) 125
Office lamp ? /83 ) 50
Secretary Desk ? /83 ) 100
Chairs (5 ) ? (83) 250
Fans (2) 80 (86) 60
Coffee Pot /Mr. Coffee) 15 (83) 5
Small Tables (3) ? (83) 15
Secretary Chairs, Swivel (2) 279 /85,88) 300
Cabinets
Storage Cabinet /metal 2 door) ? (83) 100
Storage Cabinet (wood 2 door) ? (83) 75
File Cabinets 4 drawer (2) ? (83) 300
File Cabinet 3 drawer ? (83) 100
Total $ 14,930
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COUNCIL POR ECONOMIC PROGRESs
OBJECTIVE: To create a recognized source of business development
within the City of San Bernardino. To strengthen the business
environment so as to better attract and retain businesses to
the City. To broaden the area tax base, create and retain jobs,
to integrate fully the efforts and resources within the City and
County that impact the area.
STRUCTURE: An independent not-for-prOfit corporation that will
coordinate City efforts with the ROA, Chamber of Commerce, the
Visitors and Convention Bureau, County and Federal programs and
the promotions of individual dpvelopers. Promotional efforts
will i~clude special event promotions and promotion of business
development activities.
GOALS: 1. C.E.P. should have expertise and emphasis on
attracting and retaining small businesses.
2. Provide a resource that represents the City that is
accessible to all businesses in San Bernardino.
3. Develop long and short range plans and goals that provide
the City and C.E.P. members with a return on investment.
4. To obtain maximum leverage and resource effectiveness by
coordinating the efforts of other area economic development
programs. (How many newsletters do we need?)
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5. Focus on the development of local labor skills to support
business.
6. The common ground of all the City's business areas and that
cf organized labor should not be ignored or neglected.
7. Actively support business retention programs including
providing support to businesses for relocation.
8. New businesses and industry must be sought (health care
suppliers, aerospace, etc.).
9. Assistance programs for small business such as Job Linkage,
University and Valley College Seminars, etc. should be actively
promoted. (Small business advisory services are available.)
10. C.E.P. must stand and work for reducing the lack of confidence
acd trust of the citizens and small business owners with local
gcvernment.
11. Establish a central repository of business properties
available in the area and integrate resources into their
community resources.
12. To develop guidelines about endorsing, promoting, or
recruiting certain types of business that may cause the
overall objectives to be impared.
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Communications Model
Information Needs
J
INFORMATION ORIGINATION
J
C1YDEPAR1MENTS
.Community Senices
. Main Street, ete.
RDA.
DeYeJopment-Qriented
Infonnation
Multi-Media Presentations
Detennine lhe Need
of Internal or External
Communications
(INFORMATl
DISTRlBUT
ON INroRMAnON
ION NEED) DISTRIBUTION CHOI~
Olamber of Coounen:e
(Internal
Communications)
Internal Communications
.
(INFORMATION
DISTRlBUTIONNEED)
Planning Guidelines
(00)
(OR)
'. EDC
(BxtemaI
Communications)
to Local Busmesses
(00)
External Cornnumication
to Broken and DeYaIopers
.
Media
.
Marketing Strat.
Ftannlng and Implementation
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SAN BEP'"""RDINO ECONOMIC DEVELOPMEI ,'COUNCIL
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OFFICE OPERATION
BUDGET PROPOSAL
(6 months)
Salaries
Director
Secretary
$34,000
$22,000
$12,000
$34,000
Employee Benefits
Director IRA
Health Insurance
Director
Secretary
Director Auto
Expense
$ 5,200
$1,000
600
1,200
2,400
$5,200
Payroll Taxes
Office ($1364 per month)
Mail Machine ($55.12 per month)
Telephones ($81.71 per month)
4,000
9,005 1.
Rent
Telephone
Insurance
1,500
Office
Directors ,
Officers
2,100
750
1350
2100
Postage
Office Supplies
Conferences and Trade Shows
Prospects/Travel
Legal
Accounting
Dues and Subscriptions
Pranchise Tax
Board Meetings
Operations Sub Total
300
1,000
2,500
1,000
500
250
75
10
100
$61,540
11/23/88