HomeMy WebLinkAbout26-City Administrator
CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
Date: March 29, 1999
ORIGINAL
Subject, Discuss and take possible action concerning
the Business - Industry Growth (BIG) economic
development strategy developed by the Mayor's
Business Advisory Council
From, Fred Wilson, City Administrator
Dept: City Administrator's Office
Synopsis of Previous Council action:
Recommended motion:
That the Business - Industry Growth (BIG) economic development strategy developed by the Mayor's
Business Advisory Council be adopted.
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Contact person: Fred Wilson
Phone: 5122
Supporting data attached: Staff report Ward: All
FUNDING REQUIREMENTS: Amount:
Source' (Acct. No.)
(Acct. Description)
Finance:
Council Notes:
Agenda Item N7P
STAFF REPORT
The attached Business - Industry Growth strategy (the BIG plan) is a blueprint for economic
growth for San Bernardino in the coming years. The plan was developed over the past year
through the Mayor's Business Advisory Council. This group of business owners and managers
was formed to advise the Mayor concerning how the city can promote business growth in the
community. At the Mayor's request, the group began examining the factors related to business
development and assembling this plan.
Working with various subcommittees of that group, Professor Lee Hanson of Cal State San
Bernardino has worked as a volunteer to author the BIG plan. The plan also includes a great deal
of input from staff in various departments, including BOA, City Administrator, Development
Services, Code Compliance, and the Mayor's Office. Staff has also been meeting and working
on various aspects of the plan on a regular basis.
During the luncheon workshop, a presentation will be made concerning the major components of
the BIG plan, and requesting feedback from the Mayor and Council. Attached to this item is a
complete copy of the plan, as well as a set of matrices that sununarizes its components.
BIG
Business-Industry Growth Strategy
for the City of San Bernardino
Mayor Valles' Business Advisory Council
Prepared Summer & Autumn, 1998
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BIG: Business-Industry Growth Strategy
CONTENTS
I1J\JE<:li1rI\lII ~~)' .................... ............... ..................... ii
INTRODli<:nON: Premises & Priorities ....................................... 5
I1LIIMEN1r I: Business <:ommunity .. ........... ................ ................10
I1LIIMEN1r 2: ~an Bernardino <:ity Government ........ ............ ......... .14
I1LIIMIIN1r 3: <:ommunication & Public Awareness ....... .................. .17
I1LIIMIIN1r 4: Downtown Renewal & Promotion ....... .......... ......... ....19
I1LIIMEN1r 5: Housing .................... .............. ............. ......... .....21
I1LIIMEN1r 6: \lisual Appearance & Other Quality of Life Issues ...........29
I1LIIMEN1r 7: Higher I1ducation: liniversities & <:ommunity <:olleges ... ..31
IMPLIIMEN1rAnON: Role of the Business Advisory <:ouncil, Oty
and I1DA ~taff, and the "BIG Network" of<:ommunity Groups ..............34
APPIINDIX: Implementation Working Docwnents. .... ............. ..........36
Contents
BIG: Business-Industry Growth Strategy
ii
EXECUTIVE SUMMARY
BIG-"Business-Industry Growth" strategy-is a comprehensive program to
promote growth of a San Bernardino economy that will ensure a prosperous
community in the 21" century. As suggested by its formal name, BIG has two
concurrent priorities:
. To create the most supportive possible economic environment in San
Bernardino for businesses of all types, from retailers to
manufacturers to service firms.
. To promote growth of a specific industry or industries, or what is
called "industry clustering"-the concentration in one area of
competitor firms, suppliers, service providers, and work force all
from a specific industry, as in Silicon Valley or Hollywood. San
Bernardino's economy is likely to enjoy greater long-term strength
and prosperity if it can develop some degree of clustering and its
related job pool, while local businesses unrelated to industry clusters
will benefit from the community wealth they generate.
BIG's main goal is to promote growth of more "production" industry in San
Bernardino: manufacturing or service firms that bring outside income into the
city through sale to state, national, or global markets, and can pay high wages
because of the economic value of their product. The city must enlarge its
production base if it is to generate high-wage employment on the scale needed
to raise local living standards. Growth of production industry will directly
benefit local retail and service businesses through the increased community
affluence and consumer purchasing power it will create.
BIG seeks to expand San Bernardino's business base through two
simultaneous and mutually supporting efforts, which may be termed
"economic gardening" and "economic hunting." Economic gardening
involves working to create an economic environment in which local
businesses can more readily be created, grow, and generate jobs from within
the community. Economic hunting involves recruiting outside businesses and
jobs to come into the city.
The logic of this two-prong approach is that San Bernardino must begin
remaking itself from within if it is to create a healthy economy. Conditions in
the community that impede the ability of new local businesses to start, grow,
and create jobs also discourage outside businesses from locating here. The
key to breaking this cycle is to make internal community changes that will
enhance the ability of local business growth to create a more vibrant city
economy. This in turn will increase the odds that outside businesses will
begin to be lured to San Bernardino by the most powerful marketing tool there
is: word of mouth among business rivals that new economic opportunity is
Executive Summary
BIG: Business-Industry Growth Strategy
III
being created here. Fail to make needed internal improvements, and the
community may continue to face great disadvantage in competing for outside
businesses with other Inland Empire and California communities.
BIG will pursue economic renewal of San Bernardino in the following seven
areas (or plan "elements"):
o Business Community
o City of San Bernardino Government
o Communication & Public Awareness
o Downtown Renewal & Promotion
o Housing
o Visual Appearance & Other Quality of Life Issues
o Higher Education: Universities & Community Colleges
Executive Summary
BIG: Business-Industry Growth Strategy
5
INTRODUCTION: Premises & Priorities
BIG is a strategy to begin the revitalizing of San Bernardino's economy, to be
implemented beginning in 1999. Its aim is to marshal the community's
resources and energies in a comprehensive effort to create the strong
economic base that San Bernardino will require to prosper in the 21 st century.
BIG's formal name, "Business-Industry Growth" strategy, signals its twofold
priorities:
. To promote a more supportive climate for businesses of all types, from
manufacturers to retailers to service firms.
. To promote growth in San Bernardino of a particular industry or
industries-what is known as "industry clustering," the concentration in
one area of competitor firms, suppliers, service providers, and work force
from a specific industry, as in Silicon Valley or Hollywood. The San
Bernardino economy is likely to enjoy greater long-term strength and
prosperity if it can nurture some degree of industry clustering and its
related job pool, while local businesses unrelated to industry clusters will
benefit from the community wealth that clustering generates.
BIG also is used in the sense of "big picture"; a strategy that seeks to
encompass the community's total economic environment and to make
improvements in key areas-dty government and downtown, housing and
quality of life, education and public image--so that San Bernardino becomes
an increasingly attractive and viable location for businesses and industry as
we move into the new century.
Finally, BIG is meant to speak for an ambition: to think big and act big, in
order to create a new future for San Bernardino and its people.
Key facets of BIG
Emphasis on "production business" and high-tech
BIG places primary emphasis on promoting growth of production industry in
San Bernardino: manufacturers or service firms whose goods or services are
sold to state, national, or global markets to bring outside income into the
community. Production industry is able to pay above-average wages because
ofthe economic value of what it sells to outside as well as to local markets,
and because of the high relative skill levels and derivative "value-adding"
capability of its work force.
Introduction
BIG: Business-Industry Growth Strategy
6
Production industry includes "high tech." Although this is usually understood
to mean a select group of industries, mainly computers, biomedicine, and
aerospace, viewed more broadly it involves certain key features: advanced
(computerized) production processes, research and development, and use of
educated, skilled workers to produce high-quality goods or services. The
more that San Bernardino production businesses of any type can adopt these
high tech competitive approaches, the higher the wages they are likely to be
able to pay.
San Bernardino's historic lack of production industry is a primary reason why
today the city lacks a sufficient number of high-wage jobs for its work force.
Expanding the production base--if possible, promoting clustering of a
specific high tech production industry (medical technologies, for example}-
is the key to generating high-wage employment on large enough a scale to
raise local incomes and living standards.
Neither, retailing, tourism, nor government employment can do this. Retailing
industries (and to a lesser degree distribution and warehousing) are inherently
limited in their wage potential because of the low value-adding capacity of
their employment. Such jobs tend to add only marginal new economic value
to products/services already created by producer businesses, and so cannot
command high wages. City employment rates and sales and sales tax levels
unquestionably would be increased if the city could become a major retail hub
drawing customers from outside the area. However, in reality this is unlikely
to happen in any foreseeable future, given the presence ofhigWy competitive
retailing centers nearby (e.g., Ontario Mills).
Similar to retailing, tourism employment is inherently limited in its value-
adding capability and high-wage potential. Job skill levels tend to be of low
economic value and add little to the inherent value of the tourist attraction.
Again as in the case of retail hubs, a city that becomes a known tourist site can
draw substantial outside income that generates local employment and sales tax
revenue (e.g., Las Vegas). However, it is unlikely that in the five to ten years
San Bernardino will become enough of a tourist attraction to generate
significant employment and sales tax revenue from tourism.
Finally, government employment, although it pays well, is unlikely to grow
substantially, despite San Bernardino's being the county seat and a
government center. The cutback environment that has defmed government for
years seems likely to continue indefinitely, and in any case, it is preferable
that the city focus efforts on increasing its private industry job base
(particularly high-wage) rather than governmental employment.
Introduction
BIG: Business-Industry Growth Strategy
7
For all of these reasons, San Bernardino's economic imperative is to increase
its relative level of production and high-tech activity. However, BIG's
emphasis on production enterprise is not intended to ignore needs of non-
production industries. Nor is it meant to diminish the importance of retail-
based sales tax in City budgets. By way of summary, two points should be
emphasized in this regard.
First, the goal of BIG is not to turn San Bernardino into an economy
dominated by manufacturing, which under any circumstances is unlikely to be
a realistic aim. Rather, the goal is to increase the relative level of production
industry and employment in the city's economy. Modest growth of the city's
production sector will boost local retailing businesses-and hence retail sales
tax-by increasing work force income and wages available for spending in
local retail establishments. Significant growth of production industry, should
it occur, will have still greater benefits for local retailers.
Second, BIG efforts that help make City Hall more "business oriented"
(responsive and efficient) will benefit all local businesses, whether
manufacturers or retailers. Their effect will be to increase city efforts directed
toward local business retention, seeking to reduce impediments that thwart
small business growth and successful operation.
In sum, BIG programs aimed at promoting a stronger San Bernardino
production base will eventually promote a stronger local economy overall.
Recognition of the importance of the "local economic region"
BIG is predicated on the acknowledgment that the City of San Bernardino is
part of a "local economic region" that includes the adjacent and nearby
municipalities and the firms based within them, an area larger than the City
but smaller than the County. To varying degrees, the communities,
businesses, and prosperity of this local economic region are all tied together.
In particular, certain key local firms (particularly production and high-tech)
located near but not in the City of San Bernardino still are critical to its
economic strength, because of purchasing and sales relationships they and
their employees have with City-based businesses and business networks.
Similarly, growth of businesses based in the City benefits the larger San
Bernardino valley through the business support, jobs, and income generated.
The upshot of this interdependency is that an effective growth strategy for the
City of San Bernardino must take serious account of our local economic
region. We cannot, and do not wish, to dictate economic development for
other cities in the San Bernardino valley. But the more that we collaborate
with them-and act in ways that encourage business growth across the local
Introduction
BIG: Business-Industry Growth Strategy
8
economic region-the greater the odds of success in promoting economic
revitalization of both the City and the greater San Bernardino area. In
particular, the more fully that all San Bernardino area local governments
embrace this regional view, the greater the odds that we might promote
clustering of high-wage production businesses across the valley.
Emphasizing local "economic gardening" along with outside business
recruitment ("economic hunting")
BIG places particular emphasis on what is being called "economic
gardening"-efforts on the part of City Hall designed to make it easier for
local entrepreneurs to start and expand businesses from within the community
to create new jobs. The BIG strategy is not focused just on recruitment of
outside businesses ("economic hunting"), as in practice is the case in so many
cities. The rationale for pursuing this two-prong approach is that San
Bernardino must begin remaking itself from within if it is to create a healthy
economy that is attractive to outside businesses.
The city's longstanding weak economy and its reputation of a poor business
climate have impeded the ability oflocal businesses to start and grow here,
while at the same time they have discouraged outside businesses from locating
here (because business recruitment today is so fiercely competitive, cities with
a negative reputation are at serious disadvantage in attracting firms,
particularly those that pay high wages). The key to breaking out of this
dilemma is to make internal community changes that will enhance the ability
oflocal businesses to start, grow, and create a more vibrant local economy.
As this occurs, outside businesses will begin to be attracted here, drawn by the
most powerful marketing tool in the world: word of mouth among rival
businesses that new economic opportunity is being created in San Bernardino.
Accordingly, BIG places major priority on doing everything humanly possible
in City Hall and in the community to create a better environment for growth
and retention of new or existing local businesses, concentrating on improving
those business-related conditions over which the community has some
influence. More specifically, efforts will focus in two areas-improving the
"business responsiveness" (the efficiency and responsiveness) of City Hall;
and improving the visual appearance of the community. As this economic
gardening process takes root and begins to alter San Bernardino's
environment and its image, it should become more attractive relative to other
Inland Empire cities for outside businesses-particularly ones now
considering leaving Los Angeles and Orange counties.
In sum, the city's economic challenge is to begin recasting itself from within
so that local production business can readily start, grow, and create new jobs,
Introduction
BIG: Business-Industry Growth Strategy
9
outside businesses will begin to be drawn by the emerging new opportunity in
the area, and together they begin creating a 21 st -century San Bernardino
economy.
Organization of the Plan
The BIG plan is organized around seven "elements" (see Contents). These
presently encompass a total of 19 "initiatives," numbered sequentially 1-19,
through which the plan is to be launched. Some initiatives are ongoing and
some are one-time, some are new and some are current City programs and
ventures it is hoped to expand. Additional initiatives will sprout as
implementation proceeds. The BIG strategy is intended to be a work-in-
progress that evolves over time.
Although its keystone is the first two elements, titled Business Community and
City of San Bernardino Government, the remaining five elements, from
Communication & Public Awareness to Higher Education: Universities &
Community Colleges, are essential supporting components that give the
strategy its comprehensive character. They identify integral community,
educational, and social-support improvements that have to commence if we
are to improve the total set of conditions that shape the local business climate.
Each plan element begins with a brief "Situation Summary" that outlines basic
challenges and priorities, followed by presentation of specific initiatives for
the element. Each initiative briefly describes relevant implementation issues.
Development of detailed implementation programs, time lines, costs,
responsible persons and entities, and assessment of effectiveness for the
various initiatives is the next step in moving forward with the BIG effort.
(See Appendix, p. 32, for descriptions of planning and implementation efforts
to date).
Following the seven elements, the implementation structure for BIG is
addressed. Specifically, the plan outlines the standing role of the Mayor's
Business Advisory Council (BAC) in implementing the strategy, working with
the Mayor, City Council, and City and Economic Development Agency staff.
Additionally, implementation is to make the fullest possible use of existing
community groups and organizations, will be encouraged to participate and
provide leadership and resources to carry out parts of the strategy that concern
their missions and goals.
Introduction
BIG: Business-Industry Growth Strategy
10
ELEMENT 1: Business Community
Situation Summary: Prioritize promotion of "production" businesses, and
design and institute a systematic City program to
support business growth
As indicated in the Introduction, BIG's priority concern is to promote growth
of "production" industry in San Bernardino. As also stated, production
businesses located outside the City but within the greater San Bernardino area
are important to the City's economic vitality because of their economic ties
with City businesses and business networks. Hence, consistent with the
primary responsibility to cultivate the economic future ofthe City, a broad
goal of the plan is to promote conditions that will make the entire San
Bernardino valley a more viable, attractive location for production industry.
More specific BIG priorities are to:
(I) Enhance the ability of production businesses to start, expand, and create
new jobs locally;
(2) Identify potential industry sector/s that might cluster in San Bernardino
and should be targeted for business recruitment and marketing efforts; based
on existing resources these could include:
(a) Medical technologies;
(b) Transportation, logistics, and distribution (linked to the San
Bernardino intermodal facility);
(c) Aerospace (related to San Bernardino International Airport);
(d) Geothermal (exploiting the local potential geothermal capacities);
(3 ) Work to maximize economic ties between local production, retail, and
public sectors by encouraging buying from and between local businesses.
(4) Help local production firms to exploit foreign export opportunities, to
more fully link the City with the global economy and its markets.
-Initiatives-
#1. Business Support Network
Purpose: Establish a system for effectively employing City resources to assist
startup, growth, and retention of existing businesses, priority going to
Business Community Element
BIG: Business-Industry Growth Strategy
11
production fIrms for the reasons elaborated in the Introduction, but also
supporting needs of local retail and service fIrms as feasible. At a minimwn
the Business Support Network should include: (I) creating a "business market
intelligence" system to help provide local fIrms with useful information for
competing in their markets; (2) creating a computer data base of local
companies to stay in constant contact with them; (3) promoting contacts
between local companies with such support services as the Riverside-based
Small Business Development Center, UC Riverside Manufacturing Extension,
and the Job Training Partnership Act program; (4) exploiting opportunities to
provide fIrms customized training from San Bernardino Valley College; (5)
exploiting the opportunities offered by the Norton/IVDA Small Business
Incubator to assist new-fIrm startup; and (6) assisting fIrms with international
trade efforts. (Note: these elements substantially defIne what is meant by the
term "economic gardening" discussed in the introduction.)
Implementation: Implementing this initiative entails three components: (1)
provide a status report on the existing Business Support Network;
(2) present a plan for moving forward with the Network, including cost
estimates; (3) implement the plan. The Mayor's office and EDA staff have
begun to develop a proposal for constructing the Business Support Network,
which will ultimately include detailed budget needs. Given the involved
nature of the Business Support Network, and the new or reallocated resources
that eventually will be needed to fully implement it, it is expected that
elements of a working system will be created over time as feasible. Ideally, a
fully functioning Business Support Network will be in place within 18 months
following commencement, or by approximately July 2000. (See Appendix,
Initiative No. I, p. 33)
#2. Business Recruitment and Marketing Needs Review
Purpose: Carry out an organized series of talks about the business recruitment
and related marketing opportunities of the City, designed to lead to the most
coherent and focused recruitment/marketing effort possible. The talks should
focus on the following concerns as a minimwn: (I) Do the City and area truly
have potential industry competitive advantage in the areas of (a) medical
technologies, (b) transportation/logistics, (c) water usage, (d) geothermal, (e)
aerospace, and/or others; and if one or more of these areas does appear to have
genuine growth potential, how can it best be cultivated through recruitment of
outside businesses? (2) Does or should the City have priorities for other
production business types/industry sectors it prefers to attract, i.e., are some
production industry sectors more important and desirable to us than others?
(3) What environmental concerns or criteria should be applied in making
decisions about types of manufacturing or other activities desired for
recruitment; (4) How best can the City deploy subsidies, abatements, and
related fInancial incentives to attract desired businesses? (5) What are
Business Community Element
BIG: Business-Industry Growth Strategy
12
primary City goals in recruiting retail businesses, particularly big box chain
stores, and what key issues need to be addressed in understanding impact of
such stores on existing retail businesses, City production businesses, and retail
sectors of cities within the San Bernardino local economic region? (6) How is
a business Utility Tax Discount program to be structured and implemented?
The thrust of these deliberations is to try to maximize the likelihood that the
City recruits and markets outside businesses in a strategic manner. The goal
should be to court firms based on their fit with the City's assets and
opportunities, seeking thereby to minimize dangers of an unselective,
scattershot recruitment approach that wastes the City's scarce economic
development resources.
Implementation: The Mayor's office and EDA staff have begun to develop a
proposal for conducting the Business Recruitment and Marketing Needs
Review, and will present it to the BAC for feedback, guidance, and further
development leading to finalization. It is anticipated that the review, which
first will address medical technologies, then transportation and logistics, will
utilize a series of roundtable and/or focus group discussions involving
industry representatives and experts, BAC members, and City and EDA staff.
These discussions are expected to be undertaken during the winter, spring and
summer, 1999, and should entail relatively low cost. Development of
focused business recruitment marketing strategies based on the results of the
discussions will commence as soon as feasible, to include development of a
budget for the marketing program. (See Appendix, Initiative No.2, p. 35)
#3. Project for Local Industry Mapping (pLIM)
Purpose: PLIM will identify a group of 30 - 50 San Bernardino production
businesses that are of key importance to the city's economy based on their
present employment levels and/or potential for job growth. It will seek to
identify ways to increase volume of buying and selling between the "core
group" and other local businesses, thereby keeping more business revenues
within the local economy. PLIM is a limited-scale, one-time project that may
be expanded if its results prove significant.
Implementation: PLIM will be undertaken in conjunction with the Business
Support Network effort (Initiative #1 above), CEOTALKS (Initiative #5
below), and Business Climate Survey (Initiative #6 below), utilizing company
information and contacts acquired through these initiatives, as well as contacts
available through BAC members. A California State University, San
Bernardino faculty member will conduct the project. Target completion date
is June, 1999. Principle deliverable will be a set of specific recommendations
for increasing local business-to-business buying and selling and city-to-Iocal
Business Community Element
BIG: Business-Industry Growth Strategy
13
business buying, and a data base mapping key city industry groups and
businesses.
#4. High-Tech Advisory Group (HTAG)
Purpose: Several BAC members and the Mayor are involved in local efforts
at promoting high tech industry, particularly the TecParc project being
developed by Inland Valley Development Agency. If and as appropriate at a
future date, a small (half dozen approximate) group of local high-tech
representatives (executives, public officials) will be formed to serve as a
"brain trust" for advising the BAC and City on local high-tech priorities, the
primary aim being to help the City identify and exploit high-tech growth
opportunities. The group (which could include non-BAC member would meet
periodically as deemed desirable by the BAC, and would have an initial goal
of developing a status report on San Bernardino area high-tech as a basis for
future planning and promotion efforts.
Implementation: HT AG will be activated at a future date when current high-
tech efforts in the city and region (i.e., TecParc, CORE21) reach a point of
development in which formal liaison with the BAC and BIG effort becomes
desirable. In the meantime, the BAC has ready access to key individuals
involved in local high-tech initiatives and can call on these persons as needed.
Business Community Element
BIG: Business-Industry Growth Strategy
14
ELEMENT 2: San Bernardino City Government
Situation Summary: In two years create the most "business-oriented" city
government feasible, consistent with the public
interest
A primary aim of the BIG strategy is for San Bernardino to develop, within
two years, a reality and reputation of being one of the most business-oriented
city governments in the region and the state, defined in the following broad
terms:
. At a minimum, City of San Bernardino policies, regulations, and programs
in all divisions and departments will make all feasible efforts to support
the ability of businesses to start, grow, locate, and create jobs here.
. At a maximum, the City of San Bernardino shall become a national model
for effective business-industry support, consistent with the public interest.
To the extent that the City succeeds in developing such a reputation, it will
have done nearly as much as it can to positively influence local economic
conditions. The premise of this effort is that City Hall culture and operations
in all areas (not simply redevelopment or economic development) must
transform their processes and procedures to support the economic
competitiveness of the City and the area. It should be possible to make these
internal changes within two years.
-Initiatives-
#5. "CEOTALKS"
Purpose: Hold a series of focused discussions between the Mayor and CEOs
of approximately 30 of the San Bernardino area's most important production
businesses (as well as several key retail and service businesses) to identify a
set of specific, doable steps the City can take immediately to begin improving
businesses' ability to compete, grow, and create jobs locally. Results of the
talks are to be presented in a summary report that will be utilized in various
aspects of the BIG effort, including training to educate City employees about
business growth needs (see "Competitive Climate" Training, Initiative No.8).
Implementation: A preliminary list of key production businesses has been
developed, and a number of one-on-one discussions between the Mayor and
CEOs have already occurred. These talks will be accelerated, to include a
number of group discussions where judged appropriate. Key issues emerging
from the talks will begin to be recorded for planning uses. It is intended to
San Bernardino City Government Element
BIG: Business-Industry Growth Strategy
15
have completed a first phase of CEOT ALKS by mid-summer, 1999. (See
Appendix, Initiative No.5, p. 37.)
#6. Business Climate Survey
Purpose: Survey the business community's ongoing view of the "business-
responsiveness" of City Hall as BIG is undertaken. The survey, which is to be
administered periodically over the next four years, is intended to be both a
culture-changing mechanism, and to provide feedback to identify where
specific City operations/activities may not be performing as well as the local
economy reqrnres.
Implementation: City Hall and EDA staff have commenced development of
the Business Climate Survey (see Appendix, Initiative No.6). The survey,
which is being sponsored in part by Southern California Edison, is scheduled
to be conducted in spring, 1999. The findings of the survey will be reported
to the community in the "News of the City" supplement in the San Bernardino
County Sun. A data base of survey results will be created so as to be able to
track business community responses over time.
#7. "Best-Practices" Program
Purpose: Increase flexibility and responsiveness of City Hall processes and
procedures by identifying and adopting "best practices" that have been
developed in other local govemments or that might be created here as an
outcome of the program. While the focus is to be on City Hall functions that
are most directly related to business operations (e.g., permitting, inspection),
there should be a broader concern to identify and include City functions that
may have indirect economic business impacts. The program will draw on the
Competitive Climate training effort, and is intended to include two additional
components: (I) use of Silicon Valley-area economic development officials to
consult on best practices developed in that high tech region; (2) use of San
Bernardino-area productionlhigh-tech business executives and staff to help
develop effective local practices, thereby ensuring that "streamlining" is not
an entirely internal City Hall process that lacks private sector input
Implementation: City Hall staff in Development Services have commenced a
streamlining initiative designed to improve the effectiveness and
responsiveness to citizens and businesses of planning, building, and safety
services. This will provide a learning experience for undertaking other such
efforts, which will be ongoing throughout the life of BIG.
San Bernardino City Government Element
BIG: Business-Industry Growth Strategy
16
#8. "Competitive Climate" City Hall Training Series
Purpose: Help educate City personnel so that they are acutely aware of the
importance of the business conununity (particularly production businesses) to
the success of San Bernardino's economy, and are more likely to make
decisions that will enhance the City's competitive economic position. The
series will be designed around results of the CEOT ALKS Sununary Report,
Business Climate Survey, Best Practices activities, and other input.
Participants are to include all Department heads and supervisory personnel.
Ideally all City staff would participate ultimately in some form of the training.
Implementation: At the point that enough information has been collected
from CEOT ALKS and the Business Climate survey to develop a Competitive
Climate training series, a training event will be designed and administered to
Department heads and supervisory personnel. It is hoped that this can be done
prior to the end of sununer, 1999. Based on the results of this first training
event, comparable training for lower-level City employees will be designed
and instituted beginning in the year 2000. Planning for the training will
include identifYing ways to institutionalize its content in various forms, e.g., a
brochure derived from the training circulated to all City employees, briefing
for all new City employees.
San Bernardino City Government Element
BIG: Business-Industry Growth Strategy
17
ELEMENT 3: Communication & Public Awareness
Situation Summary: Communicate regularly to the public that an
economic renewal program is underway in San
Bernardino
An economic renewal program is more likely to succeed if it is supported by
the public. Mustering that support requires that citizens be educated about the
economic strategy and its purposes, and regularly informed of its status. In
view of San Bernardino's daunting economic challenges, such a public
awareness campaign has to strike a balance between the promotional and the
candid: it must be optimistic and hopeful, emphasizing possibilities and
achievements, but it also must be forthright about challenges and obstacles.
Above all, it must not oversell. Citizens are unlikely to buy naked boosterism,
but they are likely to support a vision and program promoted pragmatically
and with frank acknowledgment of the magnitude of the City's economic
challenges. As citizens of San Bernardino come to believe that economic
transformation is possible, and the community begins to evince an air of
change and promise, it will be increasingly possible to convince the outside
world of the benefits of doing business here.
-Initiatives-
#9: San Bernardino Infomercial
Purpose: Publicize the attributes of the City and the valley area through
repeated presentation on Public Access Channel 3. The infomercial is
intended to include: (I) brief history of the settlement of the City of San
Bernardino and valley area and its subsequent development (an historical tape
already exists from which material can be edited at no cost); (2) overview of
the facilities, institutions, and resources existing within the City, i.e., medical,
educational, libraries, transportation (freeways, rail, bus, air), parks and
recreation; significant/noteworthy businesses; events like Route 66 festival;
water assets; (3) description of adjacent facilities and amenities, such as Lake
Arrowhead, Big Bear skiing, Ontario airport, Disneyland, Palm Springs, Las
Vegas (include visuals of skiing, boating, hiking, baseball, etc.); and (4)
description of the BIG strategy and its purposes and priorities.
Implementation: A first (short) infomercial has been created and distributed
and is currently available upon request from City Hall. A new infomercial
will be created and distributed later in 1999, after various BIG (and other city)
initiatives have begun to be implemented, to reflect targeted industry sectors
whose growth the City seeks to encourage. As resources are available, the
infomercial will be updated periodically to reflect new developments and
changing conditions in the city.
Communication & Public Awareness Element
BIG: Business-Industry Growth Strategy
18
#10: "Talks with the Mayor"
Purpose: Broadcast regular discussions between the Mayor and conununity
leaders and other persons involved in important projects in the City and valley
area that are currently under development (e.g., new hospital facility, state
building facility, proposed TecParc) or are being implemented (e.g., blight
cleanup, code enforcement, police department). It is proposed initially that
the program be 1/2 hour either weekly or bi-weekly.
Implementation: A program could be launched within 30 days of directive to
proceed, as it requires minimal production costs if confmed to the interview
format. Utilization of video components would require more lead time, with
costs proportionate to the extent to which new, versus stock video footage is
required. Initially, cost is likely to be minimal to the City and Public Access
Charmel 3, as interview sessions will be on a volunteer basis. If it is
determined that video production enhances the program significantly, costs of
such production will have to be determined. Additionally, a sustained
program series inevitably will entail some minimal plarming and production
costs that should be determined as soon as possible.
#11. Periodic Mayoral Economic Issues News Conferences
Purpose: Provide the public, via newspaper coverage, a regular updating on
economic development efforts (note: a regular news conference series could
include a wider range of issues than just economic development).
Implementation: This initiative will be implemented in a variety of venues,
such as the Mayor's armual State of the City address, public talks given by the
Mayor, and news conferences convened to make specific public
announcements.
Communication & Public Awareness Element
BIG: Business-Industry Growth Strategy
19
ELEMENT 4: Downtown Renewal & Promotion
Situation Summary: Determine a viable approach for downtown renewal
and begin pursuing it consistently
Unless San Bernardino's downtown can be restored-in the process
redressing crime, blight, and related problems that arise from its decay and
which reduce the entire city's attractiveness-it could prove impossible to
retain or attract ftrms in the numbers required to raise local incomes, living
standards, and the tax base.
Today, many U.S. cities are enjoying some success in revitalizing once dying
city centers. Often this seems to result from promoting downtown as a tourist,
entertainment, and/or cultural destination for a substantial non-resident
customer base. But additionally (or simultaneously), cities are pursuing
mixed-use development strategies in which they zone to encourage downtown
light industrial, arts and crafts, and residential occupancy (often upstairs
residences over downstairs businesses) to create a substantial population that
actually works and lives downtown. Old Town Pasadena and the Pomona
downtown artists district are Southern California examples of this approach.
Several previous consultant studies have recommended strategies for
revitalizing San Bernardino's downtown areas. These studies were reviewed
by a Downtown Business Revitalization Subcommittee of the Business
Advisory Council, which has presented a set of recommendations taken from
the studies, as outlined in Initiative #12 below. In addition to these
recommendations, consideration should be given to studying possibilities for
encouraging downtown light industrial, arts/crafts, and residential occupancy.
-Initiatives-
#12. Downtown Development Strategy
Purpose: Develop a comprehensive strategy to pursue downtown
revitalization, working with the joint powers authority created by the Mayor.
A strategy should utilize recommendations presented in the BAC Downtown
Business Revitalization Subcommittee report. These include: (I) create (as #1
priority) a designated downtown "High Activity Zone," a concept which has
been discussed but never implemented; (2) provide ftnancial assistance to
attract national brand name restaurants (not fast food) into downtown; (3)
signalize a number of crosswalks that have been established to encourage
pedestrian traffic but which remain unsignalized; (4) move the downtown
transit center, perhaps to an area between Rialto Ave. and Mill St.; (5) create
two downtown street car lines running north-south on "E" street and east-west
on 4th and 3rd streets; (6) establish a "fttuess walk" in the downtown core;
Downtown Renewal & Promotion Element
BIG: Business-Industry Growth Strategy
20
and (7) enhance parking by (a) building a new parking structure behind the
California Theater; (b) creating a more user-friendly pedestrian path from the
new state building parking structure to "E" St.; (c) creating a new entrance to
the 4th and "E" parking structure; (d) installing a signalized crosswalk on 4th
St. serving the proposed new entrance to the 4th and E parking structure.
Implementation: Because of the complexity of the issues and problems
involved, creation and implementation of a downtown development strategy
will be a long-term undertaking, one in which the Business Advisory Council
will be one of a number of participating groups.
A BAC subgroup has met, deliberated, and drafted a proposed Downtown
Renewal and Promotion concept (see Appendix, Initiative # 7, p. 43). This
document will serve as a basis for developing a complete downtown
development strategy.
Downtown Renewal & Promotion Element
BIG: Business-Industry Growth Strategy
21
ELEMENT 5: Housing
Situation Summary: Seek to create a housing stock and residential
environment that will attract high-wage workers to
live and spend income within the city
San Bernardino has some of the least costly urban housing in Southern
California, in a broad range of prices from low to high end, as well as a
number of attractive neighborhoods or ones that could be made so. However,
it also has an inadequate population of owner-occupant high-wage workers
residing within the City. This shortage stems from a number of causes,
among them the city's historically limited high-wage job base (eroded in
recent years by loss of high-wage jobs with closure of Norton AFB and other
facilities); San Bernardino workers choosing to reside outside the city in
reaction to decayed living conditions (blight, crime, school quality, etc.);
limited new or attractive housing stock to draw owner-occupant residents; and
limited open areas for new tract construction. The undersized high-wage
worker population weakens the economy as a result of reduced patronage of
local retail and service businesses. Additionally, it contributes to the city's
inordinately high level of rental housing, which in tnrn fuels blight-creep and
erosion of community image because of frequent inadequate care of dwellings
by absentee owners and/or renters, many of whom are low-income or on
public assistance.
The consequence oflhis web of problems is that while the city needs high-
wage workers and the firms that employ them, it lacks adeqnate affordable
housing to attract and house the workers within the city limits. Developers
have not perceived the city as an attractive location for new tract construction,
and instead have elected to build in adjacent communities in the larger San
Bernardino area, which in fact constitutes the San Bernardino housing market
(similar to how Ontario's housing market effectively includes Rancho
Cucamonga and Fontana). Adjacent cities benefit from housing growth in the
local economic region at the expense of San Bernardino.
Tackling this housing dilemma obviously requires long-term initiatives on
multiple fronts, some of which are a concern of other BIG elements (e.g.,
Visual Appearance and Other Quality of Life Issues). The focus here is on
initial efforts to begin the process of bringing supply of city housing with
potential demand by workers (high-wage particularly) into better balance.
Larger BIG goals are to develop a long-term housing strategy, promote
existing housing quality, and build greater awareness beyond San Bernardino
of the unappreciated housing value and opportunities that exist in the
community.
Housing Element
BIG: Business-Industry Growth Strategy
22
-Initiatives-
#13. Housing Strategy
In practice, housing concerns of the City fall into two broad areas: lower
income housing issues, and middle and higher-income housing issues. A
comprehensive housing strategy must ultimately link these areas together
coherently. To begin developing a housing strategy, a BAC housing group
was formed (consisting ofBAC, City, and EDA staff) and held meetings with
two groups: local residential real estate developers and brokers constructing or
selling middle-to-upper-income housing; and moderate-to-low-income
housing and housing service providers. The product of these discussions is
the following outline of issues that must be addressed in a comprehensive
housing strategy.
A. MIDDLE AND UPPER INCOME HOUSING
PERCEIVED PROBLEMS:
1. San Bernardino's Negative Image
The overriding problem the City faces is a widespread public perception of
San Bernardino as an unattractive, unsafe community in which to live. This
image so influences home buyers that they prefer to buy housing in nearby
cities that is more expensive than comparable housing in north San
Bernardino neighborhoods/tracts which is actually more attractive and better
priced.
2. Inconsistent Lost Patterns Under Current Zoning; Need to Permit
Greater Foothills Development
Current residential zoning is inconsistent in establishing permissible lot sizes,
with large lots permitted in some areas but prohibited in immediately adjacent
areas. Rezoning or amendments to general plan land uses may be necessary in
order to permit developers to construct larger housing in north San Bernardino
areas. Additionally, the City needs to permit more residential development in
the foothills. Current development standards seek to limit such development
due to lack of infrastructure or stringent city development requirements.
Change in current development codes is needed to accommodate this demand.
3. City Incentives to Help Bring Down Housing Costs or Help Buyers
Given buyer willingness to buy comparable but more expensive housing
outside San Bernardino, the City needs to provide incentives to reduce prices
Housing Element
BIG: Business-Industry Growth Strategy
23
to the point that mid-to-upper-income buyers will fmd San Bernardino
housing too good to pass up. A range of incentives might be offered, from
reductions in fees and assessments charged developers that can be passed on
to buyers, to mortgage assistance programs for new home bnyers. Such
incentives may be needed on a temporary basis until housing market demand
improves. In instituting incentives, it will be important to ensure they are
constructed so that cost reductions are passed on to buyers and not kept by
developers.
4. San Bernardino is Not Attracting Buyers from Outside the City
One developer noted that the overwhelming majority of buyers for a new
Verdemont housing tract come from two census tracts in San Bernardino, Le.,
virtually no outside residents are buying the houses. The City needs to find
ways to attract buyers from other communities-marketing the City is a key
ingredient.
PROPOSED ACTIONS:
1. Marketing to Improve City Image
Identify a set of specific marketing actions the City can take to improve its
image in the Inland Empire and Southern California as a draw to homebuyers
from outside the community. Suggestions included: linking up with schools
to promote and capitalize on the high quality of the City's educational system;
renting a billboard/s along the 10 and 215 freeways to market City assets and
attributes; develop a list of core businesses in San Bernardino and send
updated marketing information that developers can use to promote City and its
business base.
2. R.lationshlps with D.v.lop.rs
Create or improve relationships with d.v.lopers to better infonn th.m of actual
conditions in San Bernardino (i.... falling crim. rates, school quality and
performanc., .tc.) so that their views of the City b.gin to alter and they have
positive factual information to use in marketing San Bernardino development.
3. Change Dev.lopment & Zoning Requirements
Review and identify development and zoning standards that impede housing
development and increase the price of housing beyond the affordability level
of mid to upper income buyers; ensure that the City of San Bernardino is
competitive with neighbor cities, and if not, employ incentives to decrease
Housing Element
BIG: Business-Industry Growth Strategy
24
higher housing costs, i.e., reduction or deferral of development fees;
assistance with infrastructure costs and developments; increase density; etc.
B. LOW INCOME HOUSING & DISTRESSED NEIGHBORHOODS
PERCEIVED PROBLEMS:
1. City's Negative Image
Again, one of the City's major obstacles is the perception of its being an
unfriendly, unattractive and unsafe community to live in, especially because
of its rundown neighborhoods. The City needs to develop strategies for
enhancing its image, particularly as it pertains to low income housing.
2. High Number of Deteriorated and Vacant Single Family & Rental
Units
Deteriorated and vacant dwellings in many existing neighborhoods hinder the
City's ability to attract new homeownership investment. A fundamental
problem for the City is its high renter-occupied housing, which in 1998 had
risen to 67%. The City must identify tools to enhance the rental housing
market in conjunction with its single family homeownership efforts.
3. Need for City to Create Partnerships with Private Lending Institutions
In order to leverage its resources for improving housing conditions and to
provide financial opportunities for new homebuyers, the City needs to create
new partnerships that will encourage and assist private lending institutions in
investing in rehabilitation of existing housing on a larger scale than has
occurred in the past.
4. Lack of Unified Approach to Improving Housing Conditions &
Neighborhoods
Efforts of EDA, City Code Compliance, and Police to deal with blight and
crime problems that contribute to continuing decay of housing and
neighborhoods are disjointed and unsynchronized. This lack of coordination
hinders the City's ability to stabilize housing and neighborhood conditions.
5. Need for City to Work Closely with Successful Neighborhood Groups
In order to understand the problems and successes of neighborhood groups,
the City should rely more fully on the leadership and energy of it
Housing Element
BIG: Business-Industry Growth Strategy
25
Neighborhood Associations to help develop and implement restoration
strategies for individual neighborhoods.
PROPOSED ACTIONS OR PROGRAMS:
1. Strengthen the City's Effort to Recognize Successful Neighborhood
Groups:
The City should enhance existing efforts to recognize and celebrate the
accomplishments of residents and business owners who are pulling together to
improve the appearance of their properties and contributing to the overall well
being of the community.
2. Develop a City Unified Team Approach to Revitalizing Blighted
Housing and Neighborhoods (a Comprehensive, Holistic Strategy):
Working with Neighborhood Associations, plans should be created to
revitalize specific neighborhoods and/or blocks so as to help the City
concentrate necessary resources (police, fire, housing and code enforcement)
in an effort to address the most problem-plagued locations of the community.
This strategy should be pursued block by block in selected areas where there
are pockets of concentrated poverty, substance abuse-related crime, and
deteriorating infrastructure and housing. One of the seven target Areas from
the Neighborhood Initiative Strategy could be the City's starting point and
showcase. The City needs to focus its Mortgage Assistance Program in these
areas. This will help increase homeownership rates and stabilize the
neighborhood
3. Integrate and Focus the City's Acquisition, Rehabilitation and Resale
(ARR) Program into the Comprehensive, Holistic Strategy:
The City needs to leverage its resources to bring on additional qualified ARR
contractors to help ensure program success. Concentrating the City's ARR
program in a Neighborhood Initiative area such as Target Area 1 can be the
cornerstone for efforts to overcome the cycle of blight that plagues such older
housing areas. As part of this effort, the City also needs to aggressively
pursue the possibility of bulk acquisition ofHUD foreclosed properties at
greater discount than currently provided. It is hoped that the City's
partnership with the County Neighborhood Initiative Program will open this
opportunity.
4. Continue to Create Partnerships with Private Lending Institutions and
Developers:
Housing Element
BIG: Business-Industry Growth Strategy
26
The City/EDA should continue to work to establish new partnerships with
lending institutions and developers in the area so that financial resources are
available to new homebuyers, whether for purchasing or rehabilitating an
existing home. Examples are the EDA's recent agreements with First federal
Bank to provide rehabilitation resources, and with Osborne Development to
provide down payment assistance to first time homebuyers in the north end of
the City.
5. Expand the City and Neighborhood Housing Service's Homebuyer
Education Programs:
Supported by HUD grants, the City should continue to partner with
Neighborhood Housing Services, HomeWorks Center, and others to prepare
homebuyers in the purchase of their first home. Expanded beyond its current
scale, these education programs can be a major resource for helping a much
larger number of prospective first-time buyers gain the knowledge and skills
needed to successfully buy or rehabilitate, inhabit, and maintain housing, and
thereby help the City in its effort to stabilize deteriorating neighborhoods.
6. Develop an Educational Program for Homeowners on Property
Maintenance
Many residents are unaware of the City's property maintenance requirements.
Through its rehabilitation loan and grant program, the City should initiate a
property maintenance education program that will help larger numbers of
homeowners understand City requirements and how to access rehabilitation or
maintenance funds, if necessary. In conjunction with Neighborhood Housing
Services, the City should develop literature to disseminate to homeowners
illustrating ideas and tips on property maintenance.
In summary, discussions with real estate developers disclosed throughout
Southern Califomia are highly aware of how well residential developments
sell or do not sell in a given area, and when they see new sales emerging in
previously low-sales areas, they immediately begin searching for housing
development opportunities. The developers also agreed that if one developer
were successful in selling middle to high income housing, it could trigger
market demand and increase developer interest in more new construction.
Housing development is highly psychological and driven by perception; the
impression of high levels of construction and buying attracts more buyers and
developers. Nothing inherent to conditions in the city or the current
residential real estate market precludes this process from starting in San
Bernardino.
Housing Element
BIG: Business-Industry Growth Strategy
27
It is crucial for the City to take aggressive and proactive efforts to improve its
image, and to join forces with key groups to implement housing strategies that
will benefit the overall community. In order to create a healthy city with
thriving neighborhoods, strong partnerships must be created and sustained to
jointly solve common problems and pursue a common vision of an
environment where order and a sense of security for residents can prevail.
Blight Removal
Purpose: Expand the City's current program for removing blighted structures
from the community and neighborhoods. This initiative is discussed under
Visual Appearance and Other Quality of Life Issues following.
Housing Element
/J() /~jt- .Jt,~ '?
BIG: Business-Industry Growth Strategy
29
ELEMENT 6: Visual Appearance & Other Quality of Life Issues
Situation Summary: Focus on improving visual appearance of the City as
rapidly as possible
"Quality of life" is a critical, if not decisive factor in attracting companies and
workers to a location. A recent study notes that
Today, an area's quality of life is a paramount consideration in the
development of locational strategies. Simply put, a prospective
corporation wants to ensure that its legion of engineers, technicians,
and other highly trained specialists will be satisfied with a locale's
lifestyle amenities.
"High-Tech Companies: Factors in Site Selection," Area Development, Sep. 1995, p. 112.
Quality of life concerns include (I) crime; (2) visual appeal; (3) quality of
educational institutions; (4) air quality; (5) amenities and entertainment
opportunities; and (6) transportation. Among these, visual appeal is the
problem about which the most can feasibly be done within the near future, and
is the quality of life concern that is the main focus as BIG begins. However,
the importance of the others to the business attractiveness of the area---<:rime
particularly-must be kept in mind and understood as the economic factors
they unquestionably are.
-Initiatives-
#16. Blight Removal
Purpose: Develop and carry out an ongoing program and campaign to recruit
the San Bernardino business community to participate in and help expand the
City's ongoing blight removal program. Large-scale blight removal requires
(I) community-wide education about the economic need for blight removal,
(2) enforcement by the City of applicable rules and regulation, and (3)
resources to pursue sustained blight removal efforts. Local business
assistance and leadership in any or all of these areas could be of immeasurable
help in achieving the goal of creating a visually more attractive community.
Implementation: The city's adopted Goals and Priorities includes blight
eradication as one of the highest priorities. This initiative is being
implemented on an ongoing basis.
#17. City Cleauup Program
Purpose: Hold an annual (or more frequent?) large-scale community event
(presumably weekend) in which volunteer groups recruited from across the
Visual Appearance & Quality of Life Element
BIG: Business-Industry Growth Strategy
30
community clean or refurbish unattractive locations that are determined to be
particularly important to the economic image of the City. Where interest
exists, arrangements should be pursued for continued maintenance of cleaned
up sites.
Implementation: This program is now in place. Funded by the Refuse
Division and supported by neighborhood volunteers, cleanups are now held
each weekend in addition to the monthly "dump days" at the Orange Show.
The locations of the neighborhood cleanups rotate through each Council
Ward.
Visual Appearance & Quality of Life Element
BIG: Business-Industry growth Strategy
31
ELEMENT 7: Higher Education: Universities and Community
Colleges
Situation Summary: Recruit local higher education campuses to actively
participate in BIG and help promote San Bernardino
economic advancement
The San Bernardino area is host to a set of universities and colleges that have
the potential to playa major role in promoting economic advancement of the
San Bernardino area. The missions and capabilities of the different
institutions would suggest the following broad (though not mutually
exclusive) collegiate roles and priorities:
. Research universities (Lorna Linda University and Medical Center,
University of California, Riverside): Identify and seek to commercialize
campus research with the potential to create new businesses, products, or
processes that are produced locally.
. Four-year teaching universities (California State University, San
Bernardino, University of Redlantis): Deploy campus departments,
services, and expertise in a comprehensive supporting role of local
government, community groups, and business efforts to address
community economic needs.
. Two-year teaching and vocational colleges (San Bernardino Valley and
Crafton Hills Community Colleges): Ensure that present and emerging
technical and training needs oflocal industry are consistently identified
and met.
Historically, local four-year institutions (though not the community colleges)
have tended to take somewhat ambivalent stances toward San Bernardino.
Officially, all have long been committed to community service, and in
practice have had many faculty, staff, and students actively engaged in
community affairs. However, these activities have tended to be random and
uncoordinated, reflecting the fact that the universities generally have not
viewed economic or community advancement of San Bernardino as a primary
facet of their missions, or sought to ensure that their myriad involvements had
strategic character and impact. Now however this situation is beginning to
change as universities face rising expectations to proactively support local
social, economic, and cultural advancement. A unique opportunity thus has
arisen to participate with local universities and colleges in creating new
campus-community partnerships for community development, an opportunity
that the City of San Bernardino should actively pursue.
Higher Education Element
BIG: Business-Industry growth Strategy
32
-Initiatives-
#18. Campus Leaders' Orientation to BIG
Purpo~e: Present the BIG strategy to leaders of San Bernardino area
universities and colleges with the invitation to participate in initiatives that fit
with their campus strategies and priorities. Beyond informing campus
executives about the City's economic strategy, providing details about BIG
initiatives should help claritY how they might best craft their own community
advancement strategies and programs. A goal of the briefmg process should
be to develop agreement between the Mayor and campus leaders on how next
to proceed to mobilize higher education participation.
Implementation: This initiative ideally will be led directly by the Mayor,
taking advantage of her experience as an academic and college administrator
to brief her colleagues in local higher education institutions about the goals,
elements, and initiatives of BIG. Briefing can be as formal or informal as may
seem most effective, e.g., individual meetings with campus leaders, or a single
"mini-conference" in which all campus leaders are invited to participate.
Whichever approach may be taken, a goal should be to complete the briefing
process before the end of spring, 1999, so that campus leaders can in turn brief
their division and department heads before the summer break in the academic
year. This will help ensure that campus departments, programs, and faculty
that elect to participate in BIG initiatives will be able to begin participating as
soon as possible after school begins in the fall, 1999.
#19. Project LLU&MC Technology Transfer
Purpose: Discuss with Loma Linda University & Medical Center its interest
in actively pursuing research commercialization through technology licensing
with local companies or startup of new businesses that might be based in the
greater San Bernardino area. As the major local research university, as well
as the parent institution of at least two San Bernardino technology companies
(Health Data Sciences Corporation and Optivus Technology), LLU&MC
would seem to have the potential to spin off more such ventures, to the
betterment of the local economy and larger society through creation of new
medical services/products. The City of San Bernardino could assist with
startup of such ventures through the proposed Business Support Network
and/or through the Norton TecParc if it is created. In the spirit of regional
cooperation, such discussions should fully involve the City of Loma Linda,
the host city ofLLU&MC.
Implementation: Whether as part of, or separate from the Campus Leaders'
Orientation to BIG (see preceding initiative), LLU&MC leaders should be
engaged by the Mayor's office and the Business Advisory Council in
Higher Education Element
BIG: Business-Industry growth Strategy
33
discussions about the interest of the university in partnering with the City and
other local municipalities to actively pursue technology-commercialization
efforts. This process might begin with exploratory discussions about the
university's potential and capabilities. If these initial talks are positive, the
next step would be to commence more formal planning talks to determine
need, priorities, and ultimately a strategy for commencing ongoing technology
commercialization efforts in the San Bernardino area. Some LLU&MC
planning officials are already aware of both the BIG strategy and the TecParc
project, while the university is also a participant in CORE2l (the regional
collegiate technology-commercialization consortium), and has an Intellectual
Property Committee whose role is to be a clearinghouse for technology
transfer activities by campus faculty. In addition, the university actively
supported the City's Empowerment Zone application effort during the
summer, 1998. Hence, it seems reasonable to believe that LLU&MC officials
will at least be receptive to exploratory discussions about this initiative.
Higher Education Element
BIG: Business-Industry growth Strategy
34
IMPLEMENTATION: Role of the Business Advisory Council,
City and EDA Staff, and Community Groups
Continuing Role of the Business Advisory Council (HAC)
Any strategy is only as good as its implementation. Without an effective
implementation system, the odds are that the strategy never actually gets
launched, or that even if it does, the effort is partial or half-hearted and fades
away as participants perceive a lack of seriousness and begin to disengage.
The Business Advisory Council (BAC) formed in the spring, 1998 will
continue to participate with the Mayor, City Council, and staff in overseeing
implementation of BIG and to help ensure that there is effective, sustained
implementation. Its specific role will be to help monitor implementation of
the BIG strategy and to advise on business-industry needs and priorities. Its
broader role is to ensure that private sector expertise consistently informs the
City's industry-promotion efforts. The aim in continuing the BAC is to marry
the force of the private sector with the resources of the City to maximize the
relevant knowledge and creativity with which San Bernardino works to create
a stronger industry base.
As it has been from its inception, the BAC shall continue to:
. Be a volunteer, uncompensated group, continued membership in which is
contingent upon active participation by appointees
. Be representative of the broadest possible range of business community
members
. Meet bi-monthly (at a minimum)
. Organize itself (structure, rules, member roles) to effectively oversee
implementation of the elements/initiatives of the BIG strategy, assess their
status, and develop workable recommendations to address evolving needs
. Create subcommittees, working groups, or task forces as deemed
necessary by the members to address specific facets of the BIG strategy.
These shall include non-BAC members as needed
. Modify BAC role and purposes as conditions change and circumstances
warrant
Implementation
BIG: Business-Industry growth Strategy
35
Role of City staff
Responsibilities of City staff and the EDA in implementing the BIG strategy
and supporting the BAC shall include:
. Provide primary staff services for acting on BAC recommendations and
meeting BAC information or resource needs, as feasible and appropriate
. Serve as a clearinghouse for involving other City departments in BAC
activities
. Be prepared to play an active, initiator role in advancing the agendas of
the Mayor and BAC, as appropriate and feasible
In general, the role of City staff and the EDA in implementing BIG is to
provide expert economic development staff assistance to the BAC, and to
facilitate effective liaison between and involvement of other City units and
resources in pursuing BIG goals.
Role of community members and groups
In implementing the BIG strategy, the Business Advisory Council may call on
business or community members or groups who are not members of the BAC
but have expertise, interests, and/or resources that can be of assistance in
pursuing goals or initiatives. Such larger community involvement will be
undertaken on a case-by-case basis, as deemed desirable by the Mayor office,
City staff, and the BAC.
Implementation
36
APPENDIX: BIG Initiative Planning and Implementation Documents (as
of February, 1999)
This Appendix presents detailed planning documents for implementing BIG initiatives that have
begun to be developed by City and EDA staff and BAC members as ofJanuary, 1999. The
listing below indicates which of BIG's first 19 originating initiatives have been addressed thus
far.
This Appendix will be updated periodically as the planning process proceeds and further
implementation documents become available.
Initiative
No.
Name
Pal!e
1.
2.
5.
6.
7.
Business Support Network
Business Recruitment & Marketing Needs Review
CEOTALKS
Business Climate Survey
Downtown Strategy
33
35
37
39
43
37
CREATING A BUSINESS SUPPORT NETWORK
(BIG Business Community element, Initiative #1)
Pnrpose & Next Steps
Purpose
The purpose of a Business Support Network is to deploy City and EDA resources in the most effective
manner possible to facilitate growth of the most economically important businesses of the community
("importance" defined in terms of finns' present employment levels and/or employment growth
potential).
The focus of a Business Support Network is on "production" businesses, Le., manufacturing, high-tech,
and service firms that export product/services outside the San Bernardino area. However, planning and
development of the Business Support Network will also consider retailing/service businesses, as their
prosperity is also important to the local economy. (1n practice, the City/EDA could generate charges of
favoritism, and perhaps opposition to the BIG plan effort, if no attention were directed toward needs of
the local retail/service business community.)
Next Steps:
1. Tal1!et the economicallv most imoortant San Bernardino businesses:
Identify economically most important San Bernardino businesses (commencing with the top 30 - 50).
Begin efforts to gather information on their:
(a) Growth needs, and obstacles to business growth caused or influenced by City;
(b) Buyer/supplier relationships -- goal here is to obtain information that might help us:
(I) increase level of San Bernardino-area buying by businesses and City Hall, and
(ii) identify types of supporting businesses that it would be desirable to have expand or
locate here if possible.
Note: Information gathered from and on top 30 - 50 companies is to be put into a computer data base to
be used for Business Support Network planning and management purposes. The Mayor's CEOTALKS is
one of the means by which we seek to identify critical growth needs of the companies. A longer-term
goal will be to expand the number of companies identified as top firms (i.e., up to top 100, top 250, etc.).
2. {morave business access to current City SUDDort resources:
Identify and implement ways to make City services that can support businesses more readily accessible,
e.g., through greater centralization of functions, improved information, or similar actions as appropriate.
38
Goal here is not to create something new but to enhance business's awareness of and access to what
already exists.
3. Exolore cresoot! a business market intelli!!ence information system:
Arrange for visit to City of Littleton, Colo., to study its business market intelligence system, which uses
commercial data bases to provide information and analyses for Littleton companies at their request, at low
cost. Develop plan for creating comparable business information system in San Bernardino.
4. Recruit local higher education nsrticiostion in the Business Suooart Network:
Identify local higher education assets that may be able to support Business Support Network activities on
an ongoing basis (e.g., Cal State San Bernardino College of Business & Public Administration's Small
Business! Entrepreneurship Forum; University of Redlands Whitehead School; Valley or Chaffee
colleges). Open discussions with these groups to bring them into the Business Support Network
development process.
5. Uodate and focus marketiDl! materials utilized for business recruitment:
Based on results of the BIG "Business Marketing and Recruitment Needs Review," develop business
recruitment marketing materials and related documents that are:
(a) current; and
(b) focused on types of industries or sectors we would like to see grow in the city (e.g., medical
technologies, logistics & transportation).
6. Revise & incoroorate EARS or02ram into Business SUDDort Network:
The Early Alert & Retention System (EARS) can facilitate ends of the Business Support Network if it is:
(a) focused on key businesses (top 50,100,250, etc. as group of key firms is expanded); and
(b) EARS visits focus closely on actionable issues and are made short and efficient so they obtain critical
information and do not waste business executives' or city staffs time.
7. Address retail & service (non-Droduction) business needs:
Without making them a priority at this point in time, discussion should begin about how the Business
Support Network can practically and efficiently support needs of local, small retail and service
businesses.
8. Exolore creatin!! a local veotore caoital fund:
As soon as feasible, efforts should be made to determine whether a venture capital fund can be created to
provide seed capital to help local entrepreneurs launch new businesses. This would be modeled on
similar programs elsewhere in the country in which a public entity (city, county, EDA) contributes to a
fund that includes local banks, angel investors, and other capital sources.
39
BUSINESS RECRUITMENT AND MARKETING NEEDS REVIEW
(BIG Business Community element, Initiative #2)
Purpose & Next Steps
Purpose
The purpose of the Business Recruitment and Marketing Needs Review is to identifY specific industry
sectors that we believe have potential to grow in San Bernardino and that we would like to see develop in
the city, and to then develop a marketing program that targets those sectors for recruitment.
The logic of our approach is to build upon either OUf existinlZ industry concentrations, or upon community
assets that we believe have reasonable potential to support and fuel growth of specific types of industries.
In turn we will market and recruit selectively, focusing our limited resources upon the desired target
industries.
Next Steps
Items I - 3 below discuss targeting Medical Technologies and LogisticslTransportation as desirable
industry sectors to promote in San Bernardino, and in addition to these, others that would seem to have
potential to grow here. It is hoped that the Business Advisory Council can help identifY these additional
industries for targeting (in addition to participate actively in the processes of assessing development
potential of Medical Technologies and LogisticslTransportation).
1. Conduct review to assess local MEDICAL TECHNOLOGIES erowth Dotcntial and needs:
Medical technologies would seem to be a potential growth area for the city because of the presence of
Lorna Linda University Medical Center, other local hospitals, and several significant high-tech medical
products businesses (Health Data Sciences Corporation, Optivus Technology). Economically, medical
products is a particularly desirable sector because of its high-tech aspects and related capacity to provide
high-wage jobs.
As we know little about growth needs of medical technologies, a first step in determining whether it is
feasible and sensible to target this sector for promotiOn is to gather some basic information from
executives in local medical.related institutions and businesses. We propose to do this in a focus group
format, presided over by the Mayor. An underlying goal of the discussions is to identifY fundamental
reasons why medical technologies firms choose to locate in a particular place and whether San
Bernardino can meet these criteria.
If a first discussion is promising in terms of its implications for the apparent feasibility and likelihood of
success of targeting medical technologies for promotion, the next step will be to form several working
groups from among industry executives, the Business Advisory Council, and city/EDA staff to identifY
specific medical technologies promotion and marketing strategies.
40
2. Assess Dotential for Dromotin!! LOGISTICSffRANSPORTATION !!rowth:
Logistics/transportation would seem to be a second sector that has the potential to grow in San
Bernardino, because of the city's location and its historic and present role as a transportation hub.
Assessment of promotion potential for logistics/transportation would be undertaken after the Medical
Technologies Assessment has been done, using a similar approach (modified as appropriate).
3. Analyze eDs.iot!' business concentrations to identifv Dossible candidates for t!rowth and
oromotion:
In addition to Medical Technologies and Logistics/Transportation, there may be other business activities
in San Bernardino that already have enough concentrated activity here to be potential candidates for
promotion and growth, if identified. A review would be undertaken to attempt to identify any such
concentrations. The next step would be to assess the growth needs and potential of any candidate sectors
using a similar process as that used for Medical Technologies and Logistics/Transportation.
4. Analvze city labor force characteristics for matchini! with Dotential industries:
This initiative would involve analyzing the city's work force (or, preferably, reviewing existing studies or
data) for its demographic and educational characteristics, which might then be matched with the work
force needs of outside industries in an attempt to identify industries that would be possible candidates for
recruitment based on our work force. Particularly desirable or appropriate industries identified would
then be targeted for recruitment marketing.
5. Tamet marketin!! themes and materials:
If and as the preceding activities reveal candidate industry sectors for targeted promotion, the next step
would be to develop marketing themes and materials for the city that reflect these areas of focus. At a
minimum this would entail:
A. Indicating what the targeted industry sectors areas are in marketing materials (brochures and videos)
B. Targeting marketing materials appropriately:
(I) informing brokerage community of the target areas
(2) informing professional and trade associations that San Bernardino seeks to become a
host location of the targeted industries.
41
CEO TALKS
(BIG San Bernardino City Government element, Initiative #1)
Purpose & Next Steps
Purpose
CEO TALKS is a series of discussions between Mayor Valles and the CEOs of approximately 30 ofthe
San Bernardino area's most important "producer" businesses (businesses engaged in creating new
products or services that are substantially, if not entirely sold outside the local area, Le., manufacturing,
high~tech, advanced/high-end services, their "export" sales bringing vital outside income to the area
economy).
The talks, which are to be initiated and completed as soon as possible, have two general purposes:
(I) First and primary, to receive recommendations from CEOs on specific.feasible actions the City of San
Bernardino can take to minimize unnecessary municipally-imposed burdens upon producer businesses so
that they can more readily grow here, and which the Mayor can move to implement in the near future;
(2) Secondarily, to elicit and discuss other ideas/recommendations the CEOs have to improve the
economic environment of the San Bernardino
CEO TALKS is based on the premises stated in the BIG plan:
(1) The City of San Bernardino is part of a "local economic region," or sphere of influence, that consists
of San Bernardino and its immediately surrounding cities;
(2) Within this area is a core group of "producer" businesses whose growth is crucial to the well being of
the City and the greater San Bernardino area economy;
(3) The Mayor needs to hear directly from the leaders of these core firms in order to make fully informed
decisions about San Bernardino economic renewal.
(Note: in addition to the "producer" businesses, a small set of important local retail or service
establishments also is included to gain relevant insights from those sectors.)
Next Steps
The BAC has identified a set of San Bernardino area producer firms and their CEOs who will be invited
to participate in the talks (see list attached to Creating a Business Support Network, Initiative #1)). Prior
to contacting CEOs to invite their participation, decisions must be made about the following key issues:
(I) Mavor's message to CEOs: A statement will be needed from the Mayor, whether written and
presented to CEOs in advance, or as an opening statement for each talk session, that (a) articulates her
vision of how the City seeks to relate to the business community (e.g., how San Bernardino intends to
42
become a more business-friendly city), and (b) explains how ideas emanating from the CEO TALKS will
be acted upon.
(2) Structure for talk sessions: for purposes of efficiency it seems best to use a discussion group approach
with sets of3-6 CEOs; however, there may be particular CEOs with whom it would be best for the Mayor
to talk one-an-one, either because of the unique importance of their finns or because their personalities
are such that individual talks would be most effective.
(3) Arran2in. talks: determinations must be made about: (a) composition of business participants for
group talks, i.e., are there "best groups" of CEOs to try to assemble for specific sessions; (b) what person
or persons, office or offices, will contact CEOs to invite them to participate; and (c ) in inviting CEOs, a
consistent explanation of the purposes of the talks must be utilized so that all have the same expectations
in participating.
(4) City staff involvement: participation by a Mayor's administrative staff person or persons will he
necessary to record ideas and perhaps also to provide information during the talks. While the number of
these participants should be kept as small as possible to keep the focus on CEOs and their issues, thought
must be given to which staff individuaVs are crucial to help achieve maximum effectiveness in the talks.
(A related issue: are there protocol concerns in inviting non-San Bernardino businesses to talk with the
Mayor? Should consideration be given to also involving key officials from the cities of non-SB
businesses in the particular talks where those firms participate? If so, how should these invitations be
handled?)
(5) Reoortin2 CEO TALKS results: A summary report of the talks will be desired both to digest the
results for incorporation in future policies and programs, and to disseminate them among appropriate
local groups (city staff, local cities, the area business community). This report should be completed as
soon after the conclusion ofthe talks as possible.
(6) Actin. on CEO TALKS ideas: Related to No.5, it will be crucial to begin acting on some, if not all
CEO ideas as soon as possible, so that the business community sees action resulting from its participation;
otherwise the Mayor's and City's credibility with the business community could be jeopardized.
(7) Media covera.e: Presumably we'll wish to publicize that the CEO TALKS program is being
implemented. What are the key concerns in doing so?
(8) Other issues: are there additional concerns or implementation issues not identified here that should be
addressed?
43
DRAFT
Dear San Bemardino Business Person:
I would like to ask you to take a few minutes of your time to complete this first, 1999 San Bernardino Business
Climate SUfVey.
The sUlvey is designed to help me understand the key concems you have about doing business in San Bernardino
today--what the problems are, and how to make things better. The results will guide my administration in making
improvements that ensure City Hall does everything in its power to support the success of your business.
The Business Climate SUNey has been developed by my Business Advisory Council, a group of about 30 local
business people who know the needs of San Bernardino's business community and are helping my administration
implement policies that support it.
Your responses to the survey will be confidential. Results will be analyzed and summarized for statistical uses, but
no individual company will be identified. We will present the findings from the survey to the community in a future
News of the City supplement in the San Bernardino County Sun.
To return the survey to my office at City Hall, simply fold it over and tape or staple it beneath the address below, and
drop it in the mail box.
I thank you sincerely for your participation, and look fOlWard to receiving your response. Together we can make San
Bernardino a better place to live, work, and do business.
[Signature]
Judnh Valles
Mayor of San Bernardino
Return to:
Judith Valles, Mayor
City of San Bernardino
300 N. "D" Street
San Bernardino, CA 92408
The City thanks Southern California Edison for ganerous assistance in making this survey possible.
II. CUMt"'ANY::> IA II::> lies (Please supply missing Information or data that have changedJ
44
Company name
Address
City I state, zip
Telephone
World Wide Web site
Name & title of person completing survey
1. Product or service business provides
2. Standard Industrial Classification (SIC) number
3. Parent company and location (if applicable)
4. Year business began operating in San Bernardino
5. Number of employees on site in San Bernardino:
6. % of employees who m in city of San Bernardino:
III. CITY OF SAN BI:KNAKUINU 8~f(VI(;t:8I1MPACT5 UPON BU5INE581
7. The City is creating a Business SUDDort Network whose services will include promoting increased buying
between San Bernardino businesses and between City Hall and local businesses; providing customized, computer
data base market analysis and information to San Bernardino companies to help them grow and improve the
business climate; and helping companies obtain assistance in creating World Wide Web C:/'MIW) sites. If you would
like to be contacted about the Business Support Network, please check. the box below:
I wish to be contacted by Business Support Network personnel: 0 Yes
DNa
8. On a scale of 1 - 5, how would you rate the Cny on the following (1 = poor, 5 = excellent):
_ Attitude of City Hall & EDA staff
toward business
_ Attitude of City Council
toward business
_ Business registration fees
_ City taxes
_ Planning process/permits
_ Blight control & prevention
_ Engineering/permitslinspections
Police & crime control
_ (Other: indicate
9. Please comment on what can be done to improve the City's performance in any of these areas:
10. If you have experienced problems with county, state, or other levels of government while operating your
business, please explain:
45
~II. BUsiNESS CONDITIONS ANLl CUMPANY PLANS!
11. Company sales during
the past year have:
Increased (what %:
Decreased (what %:
Same
12. Current emDlovment status Hiring (How many _7 What % increase: _)
Layoffs (How many _? What % decrease: _)
13. Approximately what percentage of your sUDDlleslservlces do you purchase from within the
following geographic areas (indicate percentage for each area; total should equal 100%):
% San Bemardino exclusively
% San Bernardino area (includes Colton, Devore, Grand Terrace, Highland, Lorna
Linda, Redlands, Rialto)
% Inland Empire, but outside the San Bemardino Brea
% Southern California, but outside the Inland Empire
% Outside Southern California
14. Is there a supply or service you currently buy out of the area which, if available locally, would
increase the success of your business?
15. What percentage of your sales do you estimate are to buyers from outside San Bernardino:
0-10%
11-30%
31 - 50%
51 - 70%
71 - 90%
91 -100%
16. What percentage of your sales are outside the United States?
17. If you have difficulty obtaining the number or kinds of workers you need, please explain:
%
18. Are you a member of the Chamber of Commerce?
Yes No
What can the Chamber do to support business more effectively?
46
19. If you plan on relocating your business from San Bernardino to another city, please state where
and why:
20. What can the City do to assist in retaining and/or expanding your business in San Bernardino?
21. In the next year, do you believe business conditions in San Bernardino will:
Get better
Get worse
Stay about the same
Why?
THIS FINAL QUESTION CONCERNS ELECTRICITY USAGE. Do you have need for assistance from Southern
California Edison with any of the following:
Rate information
Improving energy efficiency
Solving power quality problems (blackouts. surges)
Do you wish to be contacted by Edison about any of these issues?
Yes
No
Thank you for taking the time to complete this survey. Your assistance is Invaluable. For information about
the survey and how it will be used call [Contact] or smail [contact}.
47
DOWNTOWN STRATEGY
(BIG Downtown Renewal & Promotion Element)
Proposed:
A multi-element. mixed-use downtown develooment straleev designed to stimulate growth of a
substantially increased downtown population by encouraging:
. Expansion of existing downtown office and professional work force and cultural activities
. Promotion of growth of a downtown light industrial/production work force, artists, and
residential population
. Cultivation of a theme/themes to also make downtown a visitor destination.
The strategy involves six components:
No. I: Maintain/enhance existinr! downtown inrDrovements, hiring a pennanent caretaker or overseer to
Ensure continuous maintenance; also, explore possibilities with Caltrans of undertaking
wholesale upgrade ofI-215 through its dowotowo length; identify & implement incentives that
would encourage businesses to do this.
No.2: TaTfle! and cultivate a San Bernardino downtown theme/s that could make downtown a visitor
destination
Note: items I and 2 are actions that can be commenced immediately to launch the strategy
No.3: ProDose & discuss relocatinu San Bernardino Vallev Colleue downtown, to build academic-
Professional and student populations and stimulate growth of downtown supporting businesses
patronized by steady pedestrian traffic.
Note: this might include converting an old building or buildings for use as low-cost "student village" housing
to encourage growth of a downtown student resident population.
No.4: Promote mixed-use downtown light industrial and residential OCCUDancv ("live-work
arrangements") to encourage growth of a downtown manufacturing & production business
(working class), professional, and artists work force and residential population that can support
downtown service and retail businesses, using development incentives as appropriate & feasible.
Note: this requires change in zoning and General Plan to permit live-work building arrangements (business
on the ground floor, dwellings on upper floors) for workers, artists, and professionals. NO.3 and NO.4 in
combination would promote a stronger downtown than would either approach alone. Existence of a standing
downtown working residential population would reduce the vulnerability of a strategy that relies primarily on
creating a destination for visitors. At the same time, a functioning downtown economy with a permanent
worker and residential population would increase the attraction of downtown for visitors, accentuating the
impact of whatever theme is developed.
No.5: Frnloit San Bernardino's water resources to support and complement No. I .3. Require all new
development to include a water use element (e.g., fountain) as a strategy for exploiting the city's
water resources to create a more appealing downtown
No.6: Seek to exoand existinu downtown office & Drofessional. cultural activltv (law offices, courts,
etc.). This should include renewal of Santa Fe Depot, e.g., by moving SANBAG offices to the
depot, creating rail & ftre museum there.
48
Schematic representation of the elements of the Downtown Strategy
~
Exploit water
resources
~
~
San
Bernardino
Valley
College
Expand existing
downtown office
& professional,
cultnral aetivity
~
Downtown
theme-
visitor
destination
~
Maintain
existing
downtown
improvements
~
'f-~
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~
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