HomeMy WebLinkAboutItem 3.2 Ala Co Economic Development Program (2) ti
/7O— v
CITY OF DUBLIN
AGENDA STATEMENT
CITY COUNCIL MEETING DATE: June 25, 1990
SUBJECT: Presentation Regarding Alameda County Economic
Development Program
(Report Prepared by: Richard C. Ambrose, City Manager)
EXHIBITS ATTACHED: 1 ) Letter dated May 15, 1990 from Alameda County
Administrator to the Alameda County City Managers'
Association; 2) Alameda County Economic Development
Program Implementation and Financing Plan dated May,
1990;
r
RECOMMENDATION. 1 ) Receive Presentation from Alameda County;
l`� 2) Consider City's participation in the Alameda County
Economic Development Program (A formal agreement would
need to be adopted by the City at a future date) .
FINANCIAL STATEMENT: The Economic Development Program as proposed would
require an annual contribution from the cities in
Alameda County for the next four years. The
proposed 1990-91 contribution for the City of
Dublin is $11 , 471 . However, the issue of whether
the cost sharing formula should be revised is
being reconsidered• by the Alameda County City
Managers' Association at its July meeting. The
program would also require participation of City
Staff in the City Manager's Office and Planning
Department.
DESCRIPTION: During 1989, the Alameda County Board of Supervisors
formed the Alameda County Ad Hoc Economic Development Committee. The
primary focus of the Committee was to study and make recommendations to the
Board of Supervisors regarding how the County could improve economic
development within the County. The Ad Hoc Economic Development Committee
identified those problems which are faced by the County and the Cities in
this area. The Committee's report addressed three issues which impact the
County's economic competitiveness: 1 ) Growth related issues; 2) Declining
work force competitiveness; 3) Business climate. The Committee made a
number of recommendations for the implementation of an economic development
program Countywide to address these issues. The Committee report was
approved in principal by the Alameda County Board of Supervisors in
February of 1990. The plan was then referred to the Alameda County City
Managers' Association and the Alameda County Mayors Conference for review
and comment.
The concern of the Alameda County City Managers' Association focused on
several areas. The City Managers were concerned regarding 1 ) the proposal
to develop a Countywide growth management plan, which would be adopted by
the Alameda County Board of Supervisors; 2) the imbalance of the structure
proposed for the Economic Development Advisory Board; and 3) the fact that
the County had major assets to develop, but yet the County would be
responsible for coordinating the marketing of various properties on a
Countywide basis.
In April of 1990, the Alameda County City Managers' Association prepared a
report to the Alameda County Mayors' Conference ' 'with the following
recommendations. 1 ) No action be taken regarding a Countywide Growth
Management Plan at this time. 2) Although a Countywide Business Retention
----------------------------------------------------------------------
COPIES TO:
ITEM NO. 3. ,V,
i
and Development Program would be beneficial to the Cities and the County,
the Cities should be assured that those developable lands within the Cities
be given the same exposure as the property owned by Alameda County. 3) The
Economic Development Advisory Board composition provide representation from
the East County. 4) That the Mayors Conference support the recommendations
of the Economic Development Committee with the proposed modifications
identified by the Alameda County City Managers' Association. The Mayors'
Conference adopted the City Managers' recommendations. These
recommendations were taken back to the Economic Development Committee,
which incorporated them into the final plan, which was submitted to the
Board of Supervisors in May of 1990. -
Staff believes that the plan as currently revised provides a number of
opportunities to improve the County's and the Cities' competitiveness over
the long term in the area of economic development. Those objectives which
deal particularly with the environmental regulatory agencies and improved
coordination between the private sector and the County school system can
only be done on a Countywide basis. The County planning coordination
objective as proposed at this time has a focus to improve communication and
education regarding growth issues in our Cities and the County of Alameda.
In this area, the plan does propose a long term objective of convening an
Ad Hoc Growth Management Task Force. As presently worded in the plan, this
Task Force role is fairly vague and undefined. Staff would suggest that
the City monitor and participate in the Economic Development Program
initially and then determine at the time of the growth management activity
becomes better defined, whether or not the City's participation is
warranted. The last major area proposed in the Plan deals with is Business
Retention and Development. The County has made an effort to separate this
program from the County's asset development program. This program could
provide an additional resource to the City in assisting the City in
developing a local economic development program.
The cost of the program as proposed would require the City's Planning
Department and the City Manager's Office to participate and an annual
contribution for the next four years. The 1990-91 maximum contribution is
proposed to be $11 , 471 . The Alameda County City Managers' Association is
reconsidering the cost sharing formula for the Cities' participation in the
program. It is possible that a revised formula would be developed that may
reduce the City's cost to participate.
Staff has invited Mr. Bruce Kern of the Alameda County Administrator's
Office to the City Council meeting to make a presentation and discuss the
economic development plan in more depth.
Y
M
t
OF 4z
C O LI N T Y A D M I N I S T R A T O R
y♦ _ Y
q<,r-gs r
STEVEN C. SZALAY - SUSAN S. MURANISHI
COUNTY ADMINISTRATOR May 15, 1990 ASSISTANT COUNTY ADMINISTRATOR
Richard Randall , Chairman
Alameda County City Managers' Association
635: E. 14th Street
San Leandro-, CA . 94577
Re: Proposed Alameda County Economic Development Program--Update
Dear Mr. Randall :
On May 29, 1990, the Alameda County Board of Supervisors will consider my
recommendation to adopt a plan to implement and finance a countywide economic
development program (see attached plan) .
The plan incorporates the comments and recommendations of the City Managers '
Association as well as a variety of agencies and interested groups regarding
the Ad Hoc Economic Development Committee' s recommendations presented in its
report to the Board of Supervisors on February 29. This consultation process
helped the Committee and my staff to refine the proposed structure and
objectives to ensure that the program would facilitate strategic, countywide
action on critical workforce competitiveness, business climate and growth
management issues.
I have asked County Counsel to prepare a joint financial agreement between the
the County and each of the 14 Cities. To date, presentations have been given
to the Cities of San Leandro and Alameda concerning the proposed program and
financing strategy. We are prepared to make additional presentations to other
cities as requested.
I appreciate the Managers ' support for this effort, and I look forward to
discussing the next steps to be taken in order to carry out the recommended
program.
Very truly yours,
Steven Sza ay
County mi ' tra o
SCS:BK/al/2522c
Attachment
1221 OAK STREET • SUITE 555 • OAKLAND.CALIFORNIA 94612 • (415)272-6984
FAX(415)272-3784
r f --
ALAMEDA COUNTY
ECONOMIC DEVELOPMENT PROGRAM
IMPLEMENTATION AND FINANCING PLAN
May, 1990
Prepared by:
The Ad Hoc Economic Development Committee
and the
County Administrator's Office
TABLE OF CONTENTS
I. INTRODUCTION. . . . .. . .. .. . . ..... .... .... ..... . .........1
II. PROGRAM ORGANIZATION. . . .... .. . .. ..... .. . .. . ... .......3
III. PROGRAM GOALS AND OBJECTIVES. . . . . . . .. ... .... .. . . . ... .9 -
Program Areas:
1 . Planning Coordination...... ..... .. .. ...11
2. Regulatory Coordination. . . . . . . . . . . . . .13
3. Business Retention and Development.. . . .16
4. Industry/Education Project. . . . .. . . . . .. .19
IV. BUDGET AND FINANCING STRATEGY. . . . . . . . . . . . . . . . . . . . ...21
V. IMPLEMENTATION.. . . . ... ....... ..... . . .. ..... . ........27
1
INTRODUCTION
PURPOSE
This plan sets forth the basic goals and objectives, organizational framework
and financing strategy for the proposed Alameda County Economic Development
program, and provides a timeline to implement first—year program objectives.
BACKGROUND
On February 20, 1990, the Alameda County Board of Supervisors approved in
principal the Report of the Alameda County Ad Hoc Economic Development
Committee. At that time, the Board authorized the Committee and the County
Administrator' s Office to develop a detailed work plan to implement and
finance a countywide economic development program based on the recommendations
contained in the Report. To ensure that a broad range of perspectives and
input would be considered in the final plan, the Board also directed staff to
continue meeting with interested groups, organizations and individuals in the
county. The results of these consultations are summarized below.
RESULTS OF CONSULTATIONS
There was a broad consensus that the Committee identified the most critical
threats to the county' s economic competitiveness and quality of life. There
was also strong support for the Committee's recommendations for a strategic,
countywide program to address these issues. At the same time, the
consultations helped staff to refine specific program elements. This plan
incorporates the following modifications as recommended by the Alameda County
Mayors' Conference, the Alameda County City Management Association, chambers
of commerce and other interested groups.
Administrative Structure
The overall policy and advisory framework for the Alameda County Economic
Development Program will be organized as recommended by- the Ad Hoc
Economic Development Committee. Minor changes have been made in the
specific membership of the Advisory Board and the composition of the
Business and Industry Council . The roles of the Mayors, the City
Managers, and the County Superintendent of Schools in this effort have
also been clarified. However, functional roles and responsibilities
remain as originally proposed by the Committee.
Program Objectives
Specific objectives were clarified to ensure that the program would (1)
complement and reinforce the efforts of existing organizations to address
local economic concerns; (2) be restricted to activities that would
clearly be enhanced by a coordinated, countywide approach; and (3) allow
adequate participation and comment by interested groups.
,
IMPLEMENTATION AND FINANCING STRATEGY
On March 13, 1990, the Ad Hoc Economic Development Committee met to review and
approve the recommended modifications. The Committee also agreed upon a
strategy to generate the financial resources_needed to carry out an effective
economic development program of this scope. The budget and financing strategy
are detailed in Section IV of this Report.
As recommended by the Committee, the county-wide economic development program
will be jointly funded by the Cities, the County, the private sector and
public utilities and authorities. It was agreed that the Alameda County
Economic Development Program should be carried out over a four-year period to
allow adequate time to accomplish medium and long range objectives.
Accordingly, participating groups will be requested to make a four-year
commitment to this effort. After four years, the Board of Supervisors and the
Mayors Conference will be asked to determine if the program has been effective
in achieving its stated objectives and should be continued.
The Leadership Subcommittee of the Ad Hoc Economic Development Committee _
reviewed this draft plan on April 30, 1990 and recommended that it be
submitted, along with nominations for Economic Development Advisory Board
members, to the Board of Supervisors.
-2-
II.
,
PROGRAM ORGANIZATION
To the extent possible, this program has been structured to improve
coordination and communication among the 14 Cities, the County of Alameda,
business, labor, educators and other groups to address critical , area-wide
economic issues. For practical reasons, the program is proposed to be
administered through existing county-level channels in four program areas:
• Countywide Planning Coordination
• Regulatory Coordination
• Business Retention and Development
• Workforce Project
POLICY AND ADVISORY RESPONSIBILITIES
• Alameda County Board of Supervisors
The Alameda County Board of Supervisors will provide both oversight and
direction for the Economic Development Program.
Alameda County
Board of Supervisors
County Admin. Office
Office of Community an
Mayors' Conferenc conomic Developmen J Economic Affairs
------ Advisory Board
City Management "' _
Association
County Superintendent
of Schools
[Business and Industr
Council Workforce Project
-3-
_ I
PRCXiKHM UKUAntui11VR, LIVIIL.111ucu
Economic Develo�m Advisory Board
The Board of Supervisors will appoint a 25-member Advisory Board to serve
as the working group for program and policy development for the Alameda
County Economic Development Program. It is recommended that the Advisory
Board be composed of representatives from the following groups:
3 - Public Utilities and Authorities
1 - Port of Oakland
1 - Pacific Bell
1 - Pacific Gas and Electric
4 - Education
1 - Local University
1 - County Superintendent of Schools
1 - Community College Chancellor
1 - Private Industry Council
8 - Private Sector
1 - Developer
1 - Heavy Industry
1 - Biosciences
1 - Electronics
1 - Finance
1 - Retail/Service Industry
1 - Transportation
1 - Distribution
2 - Labor
1 - Building & Construction
1 - Central Labor Council
2 - Environmentalists
1 - Bay/Wetlands Protection
1 - Open Space
1 - Chamber of Commerce
5 - Public Officials
1 - Mayor -- South County
1 - Mayor -- North County
1 - Mayor -- East County
1 - Supervisor -- North County
1 - Supervisor -- South County
-4-
- R
The Advisory Board was expanueu ,
, considerations:
•
' To provide a bat-,.,:e of elected official represe, zion from the north,
south and east parts of the county, the Advisory Board was expanded to
include a mayor from the Livermore—Amador Valley. In addition, two
members of the Board of Supervisors, one from the north county and one
from the south county, will be asked to serve on the Advisory Board.
• To facilitate participation by groups affecting economic development in
the county, addiionandplabor representativesnwereaadded,chamber of
commerce, educat n
• Alameda County Manors' Conference/
Alam ement Association
The Alameda County Mayors' Conference will provide direct advice and
guidance through their three representatives on the Advisory Board. The
Advisory Board will provide regular reports and program updates through
the City Management Association to the Mayors' Conference. In addition,
the Advisory Board ecificoissuesaof witCitiesh the and the
City Managers on sp .
Alameda County Business and Industr ouncil
The Business and Industry Council will be a consortium of chambers of
commerce and other business associations in the county (See Appendix U .
It is recommended that each participating chamber and association appoint
two representatives to the Business
r and bIndustry Council by the end of
June to meet thereafter
iation
The original proposal for a non—profit sdupjicationrofathecwork of
was modified to reflect concerns o p ossible
existing business associations. The modified structure will provide a
countywide forum for private sector advice and participation in economic
development issues, using the extensive membership networks already in
.place. At the same time, it will enable economic development staff to
draw on the technical expertise and experience of the chambers,
particularly in the areas of small business development, marketing,
education and business advocacy.
• Associated Working Gr-o—=
Special councils, committees, task forces and technical advisory groups
will be convened on permanent or ad hoc basis to advise and assist the
Advisory Board and program
—5—
PROGRAM ORGANIZATION, continuea
PROGRAM ADMINISTRATIG-.
Alameda County Administrator's Office
The Community and Economic Affairs staff of the Alameda County Administrator's
Office will plan, organize and carry out economic development programs and
.activities in accordance with policies and guidelines established by the Board
of Supervisors, and under the functional direction of the Economic Development
Advisory Board. Program and planning activities of the Office of Community
and Economic Affairs will remain separate from decisions concerning the
development of Alameda County Government properties.
COUNTY ADMINISTRATOR'S OFFIC
OFFICE OF COMMUNITY AND
ECONOMI C AFFAIRS
REGULATORY USINESS RETENTIO PLANNING
OORDINATOR AND COORDINATO
DEVELOPMEN T
NTER-AGENCY CITY ECONOMIC COUNTYWIDE
REGULATORY EVELOPMENT DIRECTOR PLANNING
COUNCIL C NCIL
The County Administrator' s Office will administer and staff three program
areas:
1 . COUNTYWIDE PLANNING COORDINATION
Staff: One full-time analyst and part-time project interns.
Alameda County Planning Council The Planning Directors from each of
the 14 Cities and the County Government will convene in a countywide
planning council . The Planning Council will serve as a forum for
inter- jurisdictional dialogue and cooperation on local land-use and
other growth-related planning decisions.
-6-
PROGRAM ORGANIZATION, r-ntinued.
2. REGULATORY COORDINATION
Staff: One full-time analyst and part-time project interns.
Inter Agency Environmental Regulatory Council The Inter-Agency
Regulatory Council will be composed of members from environmental
regulatory agencies with jurisdiction in Alameda County, including the
Environmental Protection Agency, Bay Conservation and Development
Commission, Air Quality Control Board, Water Quality Control Board and
the Army Corps of Engineers.
Ad nedeonnanaadA hoc sbasis rtopproviden information rand exp
convened on
specific issues.
3. BUSINESS RETENTION AND DEVELOPMENT
Staff: Two full-time analysts and part-time project interns.
Economic Development Directors The Director of the Office of _
Community and Economic Affairs and the Business Retention and
Development Staff will meet on a quarterly basis with the economic
development directors of each city to discuss economic development
issues, projects and activities with countywide scope and impact.
Ad Hoc Technical Advisory Groups Technical advisory groups will be
convened on an ad hoc basis to provide economic development staff with financial
information foreignetradecandlinvestment, etc.
services
Alameda County Superintendent of Schools
The Alameda County Superintendent-of School will coordinate and direct the
Workforce Project under contract to the Economic Development Advisory Board.
The Superintendent of Schools will convene a steering committee of educators,
labor and business leaders in Alameda County to provide policy and technical
guidance for the Workforce Project.
74orkfDrce pment
ar
f Schools
o e W rkf r e Project Advisor ommi
-7-
REPORTING AND EVALUATION PROCEDURES
The County AdministrE ' s Office and the County Supei endent of Schools
will issue quarterly updates and briefing reports througn the Advisory Board
to the Board of Supervisors, the Mayor' s Conference and the City Management
Association.
In addition, the Advisory Board will submit a progress report, program
evaluation and update of program goals and objectives to the Board of
Supervisors and the Mayors' Conference as part of their annual budget request..
—8—
PROGRAM GOALS AND OBJECTIVES
Goals and objectives for the Alameda County Economic Development Program were
formulated as originally recommended by the Ad Hoc Economic Development
Committee. They were further refined to reflect the advice and input of
interested groups, organizations and agencies.
In this context, goals state the desired outcomes of each program area.
Objectives set forth specific performance targets for meeting these goals to
enable the Economic Development Advisory Board and staff to monitor progress,
assess performance and evaluate program impacts. For each objective, project
activities and target dates to achieve key results are specified. Where
possible, numerical measures of progress are given.
Implementation Strateav
Specific program objectives will be implemented in phases to enable staff and
associated work groups to carry out adequate research, networking and other
preliminary work. The initial phases of the Alameda County Economic
Development Program will lay the groundwork for long-term activities and
outcomes. To that end, first year activities will include:
• Organizing forums for discussion and action;
• Inventorying existing programs, policies and resources in the county
related to each program area;
• Researching policy and program models to improve inter-agency and
inter-jurisdictional coordination in the areas of growth management,
education, regulatory reform and business development.
• Initiating ongoing business 'retention and attraction activities; and
• Building public and private awareness of issues affecting the quality of
life in Alameda County and the health of the local economy.
First Year Outcomes
Several products and outcomes are projected to be produced within the first
year, including:
• Recommendations for a collaborative approach to land-use planning and
decision making among the 14 Cities, the County, regional transportation,
waste management and pollution control and resource management
authorities.
• Public seminars, meetings, conferences and hearings on growth-related
issues affecting Alameda County.
• An analysis of the economic impacts of environmental regulation in
Alameda County, and options to mitigate avoidable problems.
-9-
• ,A proposal to co inate regulatory standards anc ocedures where agency
jurisdictions overlap.
• Recommendations and guidelines for city and county government agencies to
simplify, expedite and streamline review and permitting procedures.
• A business data bank and clearinghouse to facilitate business retention
and attraction efforts.
• Ongoing site location, ombudsman and technical assistance to business.
• A countywide marketing program to market Alameda County's advantages as a
place to live, work and do business.
• An action plan to coordinate and promote basic and special education,
vocational training and apprenticeship programs in Alameda County.
• A strategy to create a network of support among businesses, labor and
universities for local education and training efforts.
Program Area Goals and Obiectives
The following pages detail goals and objectives, as well as the agencies and
groups responsible for their implementation, in the four program areas.
-10-
PROGRAM AREA
COUNTYWIDE PLANNING COORDINATION
GOAL
To facilitate coordination of land-use planning and growth management measures
among jurisdictions in order to maintain Alameda County' s quality of life,
economic vitality and environmental health.
FIRST-YEAR OBJECTIVES
Objective 1 - Establish Planning Council
To establish within three months an Alameda County Planning Council composed
of the planning directors of the 14 Cities and the County government. The
Planning Council ' s responsibilities in the first year will include:
• Develop a collaborative process to review land-use decisions among
jurisdictions.
• Develop guidelines to facilitate coordination and resolve conflicts among
jurisdictions on land-use issues.
• Establish a process to coordinate local land-use decisions with regional
transportation, waste management and pollution control and resource
management authorities.
ti
Qb ve 2 Report on Local Land Use Policies and Options
To present to the Planning Council within six months a report analyzing the
direct and cumulative impacts of local land-use decisions on the character and
pace of growth, and possible options to address these impacts. To prepare
this report, the Planning Coordinator will :
• Inventory general plans and other local policies as related to growth.
• Research growth management efforts in other areas to determine possible
strategies to address Alameda County's specific growth-related problems.
• Research possible institutional changes and incentives to facilitate
cooperative, area-wide solutions to growth-related problems.
-11-
QUkai vg_ 3 — Publ J, ,ucati on Campaign
To initiate in six months a public education program to promote community
awareness of the County andotheeBaynArea. Tolcarryioutethisdobjective, the problems
lanning in
Alameda County
Coordinator will :
• Build a network of individuals, organizations, news media and agencies
interested in various aspects of growth-related impacts to obtain
information and perspectives on growth management issues.
• Beginning in January, 1991 , hold public seminars, meetings, conferences
and hearings on growth issues affecting Alameda County.
LONG TERM OBJECTIVES
Objective 4 Convene Ad Hoc Growth Management Task Force
To convene within two years an ad hoc growth management task force with
representatives to include civic associations, elected officials, developers,
hinnthreel�Y ears aogrowthymanagementdstrategy for Alameda develop
Alameda County. Thetas
wit k
wit
force will :
• Develop a consensus vision of the future for growth in Alameda County and
establish goals and objectives for a comprehensive growth management
strategy.
• Present task force findings and recommendations to the Economic
Development Advisory Board for consideration by the Alameda County Board
of Supervisors and the Mayors Conference.
-12-
PROGRAM AREA
REGULATORY COORDINATION
GOAL
To minimize avoidable regulatory problems and costs for businesses in Alameda
County while maintaining high standards for public safety and environmental
protection.
9bjective 1 Report on Local Regulatory Climate and Policy Options
To draft a report within six months analyzing the impacts of environmental
regulation on Alameda County' s economic competitiveness, and options to
mitigate avoidable problems. To prepare this report, the Regulatory
Coordinator will :
• Consult with business representatives to identify the most critical
problems involved in obtaining environmental permits.
• Study environmental regulatory streamlining, fast tracking and
coordination programs and efforts in other communities and develop
recommendations and guidelines to carry out a similar effort locally.
Objective 2 Convene Inter Agency Environmental Regulatory Council
To convene within six months an Environmental Regulatory Council with
representatives from environmental regulatory agencies with jurisdiction in
Alameda County to serve as a forum for interagency review and coordination of
environmental permitting and review processes. The council members will be
requested to:
• Inventory agency regulatory review and permitting procedures, standards and
requirements, along with agency procedures and efforts to mitigate economic
impacts and to assist business in achieving compliance.
• Evaluate alternatives to clarify and streamline regulatory agency
jurisdictions, standards and procedures.
• Develop a proposal to coordinate regulatory standards and procedures where
agency jurisdictions overlap.
—13—
REGULATORY COORDINATT continued
Objective 3 Recommend City and County Regulatory Streamlining Process
To develop within one year recommendations and guidelines for city and county
.government agencies to simplify, expedite and streamline review and permitting
procedures.
• Study models and options, including the establishment of a one—stop
permitting program, to simplify city and county regulatory agency
procedures.
• Work with the Business and Industry Council and city and county officials
to evaluate the local regulatory climate and possible options to mitigate
unnecessary regulatory problems and costs.
Objective 4 Establish Regulatory Information Clearinghouse
Within one year, to establish and maintain a clearinghouse of local regulatory -
requirements.
• Identify city, county, regional , state and federal regulatory agencies
with jurisdiction in Alameda County.
• Develop a directory of agency jurisdictions and contacts by regulatory
function and geographic area for public use.
• Develop special materials and procedures to aid foreign businesses in
understanding and complying with local regulatory requirements.
Objective 5 -- Provide Technical and Ombudsman Assistance
To assist up to 15 companies per year in meeting regulatory requirements in a
timely manner.
• Provide technical guidance to businesses needing assistance in
understanding and complying with regulatory requirements.
• Provide ombudsman assistance to businesses in resolving problems with
regulatory agencies.
Objective 6 Promote Collaborative Approach To Regulatory Issi
On an ad hoc basis, to promote a collaborative approach to resolving conflicts
on special project issues with significant economic implications, e.g. , bay
dredging, air quality compliance, wetlands development.
• On issues with broad economic, environmental and other public interest
impacts, convene representatives from all interested groups and affected
agencies to discuss concerns, evaluate alternatives to resolve disputes
and recommend action.
—14—
REGULATORY COORDINATION, continued
• Consult regularly with environmental , business and other interested
groups to obtain information and perspectives on areas of concern.
• Develop guidelines for early consultation among businesses, interested
groups and public agencies.
objective 7 Monitor Economic Impacts of Regulatory Actions
To monitor, analyze and comment on the potential economic impacts of proposed
regulatory policies and actions.
• Monitor standard setting actions to ensure that city and business
economic interests are mobilized and represented in the commenting
process.
•Analyze the economic impacts of major regulatory initiatives such as
implementation of air quality control standards and restrictions on the
Port of Oakland' s dredging activities.
• On an ad hoc basis, serve as an advocate on behalf of local business and
government before regulatory agencies to ensure economic impacts of
proposed actions are fully considered.
• Advise city and county officials of the economic impacts of proposed
regulatory actions and policies and assist city and county staff in
preparing economic impact analyses for EIRs and other regulatory
assessments.
—15—
PROGRAM AREA
SINESS RETENTION AND DEVELOPMI
COAL
To actively assist business and industry in locating, expanding or remaining
in Alameda County.
Obj e:tiye 1 Establish County Business Retention Program
To establish within five months a county business retention program to
complement and strengthen city business retention efforts as needed.
• Inventory business retention programs and resources throughout the county.
• On an ad hoc basis, establish business retention teams of public, private
and labor representatives to stem the loss of an employer or the
continued economic decline of a community.
• Provide ongoing advice and assistance to the cities in developing
business retention programs and activities.
• Monitor trends affecting the health of local business.
• Identify "at risk" communities and industries for targeted retention
efforts.
Objective 2 Convene Economic Development Finance Advisory Committee
To convene representatives from financial services institutions and local
business to examine credit needs and options to expand financial resources
available to local business.
Objective 3 Establish Countywide Business Information Clearinghouse
To establish within one year a clearinghouse of information on the local
economy to assist city and county economic development staff, public
utilities, chambers of commerce and other groups in attracting and retaining
business in Alameda County.
• Inventory existing business information resources in Alameda County.
• Identify information gaps and determine options to fill them.
• Develop a system to collect and maintain current information on the local
economy.
f
—16—
BUSINESS RETENTION AN- IEVELOPMENT, continued
• Coordinate with the Bay Area Economic Clearinghouse, the Alameda County
Business Library, the Business and Industry Council , public utilities and
private businesses to develop brochures, information sheets and other
materials to promote Alameda County as a business location.
Objective 4 Initiate Countywide Marketing Program
To initiate within nine months a countywide marketing program to market
Alameda County' s advantages as a place to live, work and do business.
• Inventory existing economic development marketing efforts in Alameda
County.
• Catalogue Alameda County's advantages and disadvantages as a business
location.
• Analyze prospective industries to target for countywide retention and
attraction efforts.
• Coordinate with economic development organizations, chambers of commerce,
utilities , public authorities, private companies and other entities to
jointly develop and fund a countywide marketing program.
• Coordinate with the Bay Area Economic Forum and the State Department of
Commerce to include Alameda County in regional marketing efforts.
• Organize teams of private business leaders, including representatives
from local utilities, banks and major industries, to assist in marketing
and outreach efforts for industry prospects.
Objective 5 Provide Site Location Assistance
To provide assistance to at least 20 companies in locating an appropriate site
to locate or expand operations.
Objective 6 Coordinate Training and Business Development Activities
To recommend to the Workforce Project Steering Committee strategies to
coordinate training efforts with business development activities in the
county, including the following:
• Include representatives from community colleges and vocational training
groups on business attraction and retention "teams."
• Establish a clearinghouse for information on vocational training and
adult education resources in the county.
-17-
BUSINESS RETENTION ANn DEVELOPMENT, continued
• Identify industries with strong development potential in Alameda County
to 1 ) provide guidance in curriculum planning and 2) link economic
development marketing and training strategies.
—18—
PROGRAM AREA
WORKFORCE PROJECT
To improve the quality and delivery of primary, secondary and adult education
and vocational training programs in Alameda County in order to prepare all
segments of the local workforce for current and future job opportunities.
Objective 1 Convene Steering Committee
To convene within three months a steering committee to refine and carry out
the objectives of the Alameda County Workforce Project. The steering
committee will :
• Identify the critical issues that must be addressed to meet the stated
goal and objectives of the Workforce project from the perspective of
educators, business, labor and other groups in the community.
• Establish work groups to analyze and develop strategies to address the
critical issues identified above.
• Develop by July, 1991 an action plan, including short and long term
strategies, mechanisms and funding to carry out the recommendations of
the Workforce Project.
Objective 2 Develop Strategies to Match Employment and Training Needs
To prepare within eight months a report identifying current and long term
employment and demographic trends in Alameda County in order to develop
strategies to prepare the workforce for jobs that are and will be in demand.
• Compile existing information on employment and occupational demand trends.
• Compile demographic information on the current and emerging workforce.
• Survey local employers to identify specific training and education
requirements.
• Identify employment and training problems and opportunities based on the
above information.
• Coordinate with County business development staff to identify industry
sectors with strong employment potential in Alameda County and to ensure
attraction and retention strategies are communicated to local educators.
—19—
WORKFORCE PROJECT (c( nued)
Objective 3 Recommend Strategy to Coordinate and Promote Programs
To recommend mechanisms to coordinate and promote basic and special education,
vocational training and apprenticeship programs in Alameda County. To prepare
these recommendations, the County Superintendent of schools will oversee the
following activities:
• Inventory education and training programs, including mission, population
served, resources and service delivery area, in Alameda County.
• Evaluate the effectiveness of existing education and training structures
in meeting the needs of the community and local employers.
• Identify program areas with potential for improved coordination among
providers.
• Research existing programs and models in Alameda County and other areas
for improving coordination of education and training programs.
• Recommend mechanisms to facilitate cooperation and coordination among
education and training service providers.
• Survey local employers and residents to determine their awareness of
existing programs and resources available.
• Recommend options to publicize existing services available to employers
and workers.
Objective 4 Develon Strategy To Increase Private Sunnort For Education
To recommend a strategy to create a network of support among businesses, labor
and universities for local education and training efforts.
• Research and evaluate programs facilitating private sector support and
involvement in K-12, post-secondary and other education programs (e.g. ,
CBO-operated remedial education classes) in Alameda County and other
areas.
• Develop recommendations to channel public and private sector leadership
and resources into local education.
• Organize a joint education, business and labor lobby to advocate for
state and federal support for education and training initiatives in
Alameda County.
-20-
IV.
BUDGET AND FINANCING STRATEGY
As recommended by the Ad Hoc Economic Development Committee, the Ad Hoc
Economic Development Program will require the joint financial participation of
the 14 Cities, the County, the private sector and public utilities and
authorities. -
RESOURCE RE(xJIREMENTS
The total first-year funding requirement for the proposed countywide economic
development program is $568,000. The first-year budget is detailed in
Table 1 , below.
aa=s=aaac==-ssaammaaas:s=-a===-aa•-••^•
TABLE 1
ALAMEDA COUNTY ECONOMIC DEVELOPME Months)
NT PROGRAM BUDGET (12
Administrative & Program Staff
Director - 1 $ 86,801 (1 )(2)
Professional Staff - 4 240,000 (1 )
Secretary - 1 38,324 (1 ) (2)
Interns (Hourly) 5.000 $370,125
Indirect/Overhead Expenses
Indirect County Costs $67,855**
Additional Space,
Utilities & Communications 40 20 1 7 75 107,875
Prose^t Expenses
Marketing/Promotion $15,000
Workforce Project 50.000 65,000
Technical Assistance
Contract Services X25.000 25,000
$568.000
TOTAL -------
(1) Includes Fringe Benefits.
(2) To be absorbed by County.
ssaaasaa Qamaaas==�aaaaaasa=amm:smsaasasaaa lama saaa=aaaa:aaaasamamaasaaaasaaaa
—21—
Ri mr,ET DETAI L
• The Economic Development Program budget reflects a maintenance of
$192,980 in current County effort ($125,125 in staff costs and $67,855
in indirect and overhead charges). -
• Four professional staff members will be added to the County
Administrator' s Office at a cost of $240,000:
• Countywide Planning Coordinator -- 1 full-time analyst
• Regulatory Coordinator -- 1 full-time analyst
:taffBusiness Retention and Development Staff -- 2 full-time analysts.
will be assisted by paid and volunteer graduate student interns
as needed on specific projects in each program area. Staff will
coordinate with graduate public policy, regional planning and other
appropriate local university departments to arrange intern
participation.
• The County will absorb indirect costs (applied overhead, supplies, use
of vehicles, etc.) for the additional staff positions. Incremental
space, utilities and communications costs of $40,020 will be financed
jointly by all participants.
• $15,000 will be set aside to develop brochures and a promotional
campaign for a countywide marketing effort. This amount will be
supplemented by in-kind staff and materials assistance from Pacific Gas
& Electric, Pacific Bell and other organizations.
• The Workforce Project will be funded under a $50,000 contract between
the Economic Development Advisory Board and the County Superintendent
of Schools as Chairman of the Workforce Project Steering Committee.
• $25,000 will be set aside for contracts to fund special services and
studies as needed to assist in business retention and development
efforts (e.g. , labor market survey; small business development
services) .
FUNDING SOURCES
The total amount to be funded above the maintenance of current County
expenditures is $375,020. Of this amount, it is recommended that the Cities
and the County Government jointly fund $234,455. The public sector
contribution is based on a flat $10,000 participation by each entity, plus a
per capita amount. Therefore, the County would contribute $19,618 above its
current economic development program funding. Specific funding levels
proposed for each city are shown on page 28.
The. private
he remaining and
firstiyear utilities
programacostsauthorities are recommended to
finance t 565
-22-
FUNDRAISING STRATEGY
To meet these targets, one or more Committee members will be designated as
fundraising managers in each group, with responsibility for meeting targets
(or sub-targets) within their group. A four-year commitment will be sought
from each participant.
Fundraising efforts should be concluded by July 1 , 1990 to ensure the program
is included in the County' s FY 1990-91 budget.
TABLE 2
Alameda County Economic Development Program
Sources of Funds
----------------------------------------------------------------------
TOTAL BUDGET REQUIREMENT $568,000
LESS: County Maintenance of Effort
Director, Office of Community
and Economic Affairs ($86,801 )(1 )
Secretary (38,324)(1 )
Indirect/Overhead at 54.23% (67.85 (192,980)
TOTAL AMOUNT TO BE FUNDED $375,020
FUNDING SOURCES
Public Sector:
Alameda County 19,618 (2)
Cities (3) 214,837 (2) $234,455
Private Sector and Foundations 93,710
Public Utilities and Authorities 46,855
TOTAL SOURCES $375,020
(1) Includes fringe benefits.
(2) Based on flat $10,000 participation plus per capita rate.
(3) See page 24.
-23-
FUND RAISING STRATEGY
COUNTY AND CITIES
T r e : $234,455
Fund=9 StrateQV:
At the recommendation of the Alameda County City Management Association, the
Alameda County Mayor' s Conference has agreed in principal with the proposed
financing plan. Individual presentations will be made to each city as
requested.
The proposed program has been structured to complement and reinforce existing
business retention and attraction efforts in the county. Accordingly, the
cities and the county are requested to increase their respective economic
development funding levels by the amount shown, below.
Financial Particiaation
• Alameda County (Budget Augmentation) 119,618
• Cities
Alameda 15,079
Albany 11 ,045
Berkeley 17.122
Dublin 11 .471
Emeryville 10,328
Fremont 21 ,015
Hayward 16,894
Livermore 13,765
Newark 12,626
Oakland 33,750
Piedmont 10,697
Pleasanton 13,233
San Leandro 14,469
Union City 13,343
Total Cities 14 7
TOTAL PUBLIC SECTOR 2 4 4
FUND RAISING MANAGERS
City and County Managers
-24-
FUND RAISING STRATEGY
PUBLIC UTILITIES AND AUTHORITIES
.Target: $46,B55 _
Fund raising atrategy:
1 . Fund raising Managers will organize meetings with Pacific Bell , Pacific Gas
& Electric and the Port of Oakland to seek commitment of direct financial
and in-kind assistance for proposed county-wide economic development
program.
2. Committee staff will organize meetings with EBMUD, Ora Loma Sanitary
District, Union Sanitary District and Alameda County Water District to seek
specific financial commitments.
Financing Ta� r( et_s:
Port of Oakland $20,000
Alameda County Water District 4,500
EBMUD 4,500
Ora Loma Sanitary District 4,500
Union Sanitary District 4,500
Pacific Gas & Electric 4,500*
Pacific Bell 4.500*
TOTAL. . . . . . . . . . . . . . . . . . . . . . . . . .$47,000
* These contributions do not reflect proposed in-kind materials and staff
assistance for a county marketing program.
Fund raising Managers
To be designated.
-25-
FUND RAISING,STRATEGY
PRIVATE SECTOR
T r : $93,710 _
Fund_raisin9 Strategy
1 . Set funding targets for individual business sectors and labor. (See below)
2. One or two Committee members will serve as fund raising managers for each
sector.
3. The maximum contribution requested from each entity will be a $5,000 annual
commitment.
Financing Targets
Manufacturing $25,000
Transportation/Distribution 6,250
Hospitals 15,630
Business Services 15,630
Real Estate/Financial Services 26,200
Labor 5.000
TOTAL. . . . . . . . . . . . . . . . .$93,710
Fund raising Managers
To be designated.
—26—
V.
IMPLEMENTATION
INTERIM PHASE
It is proposed that the Economic Development Advisory Board be convened in the
interim following the Board of Supervisor's receipt and approval of this plan,
as outlined below:
-------------------------------------------------------------
INTERIM SCHEDULE
TIME ACTION
By June 1 Board of Supervisors approves final program
implementation and financing plan.
Board of Supervisors considers nominations for
Economic Development Advisory Board.
County Counsel prepares joint financial participation
agreement between the Cities and the Alameda County
Board of Supervisors for FY 1990-91 .
By June 15 Board of Supervisors appoints Economic Development
Advisory Board members.
By June 30 Board of Supervisors and individual Cities approve
joint financial participation agreement for FY 1990-91 .
County Administrator's Office prepares staffing plan.
By July 1 Economic Development Advisory Board convenes.
By August 1 Economic Development Advisory Board reaffirms program
goals and objectives and staffing plan and recommends
any adjustments to the Board of Supervisors.
August - September Staff recruitment and hiring by County Administrator's
Office.
FIRST YEAR IMPLEMENTATION SCHEDULE
The following pages detail a timeline and milestones for implementing first
year program objectives, beginning on July 1 , 1990.
-27-
IMPLEMENTATION SCHEDULE
PROGRAM AREA: 7/90 8/90 9/90 10/90 11/90 12/90 1/91 2/91 3/91 4/91 5/91 6191 7191
COUNTYWIDE PLANNING COORDINATION
ACTION•
• Establish Alameda County
Planning Council
• Inventory general plans;
analyze impacts of land-use
decisions on growth; research
growth management strategies
and options.
• Develop guidelines and process
for review & coordination
of land-use decisions.
• Initiate a public education
campaign to promote community
awareness of growth issues; build
information network.
Report
* = Meeting
+ e Hearing or Work Session
IMPLEMENTATION SCHEDULE
PROGRAM AREA 7/90 8/90 9/90 10/90 11/90 12/90 1/91 2/91 3/91 4/91 5/91 6/91 7/91
REGULATORY COORDINATION
ACTION
• Convene Environmental
Regulatory Council
• Consult with business to
identify regulatory problems;
analyze economic impact of
environmental regulation;
research streamlining
and other mitigation models
• Inventory agency procedures,
standards and mitigation efforts;
evaluate alternatives to clarify
and streamline standards and
procedures; develop proposal
for inter—agency coordination.
• Study models to simplify city and
county government regulations. �-
. v
A . Report
* n Meeting
+ - Hearing or Work Session
IMPLEMENTATION SCHEDULE
PROGRAM AREA 7/90 8/90 9/90 10/90 11/90 12/90 1/91 2/91 3/91 4/91 5/91 6/91 7/91
REGULATORY COORDINATION
ACTION
• Work with businesses, elected
officials and agency staff
in the cities and the county
to develop recs. and guidelines
for streamlining permitting.
• Establish a local regulatory
information clearinghouse.
• Assist companies in meeting
regulatory requirements;
promote collaborative approach
on special issues; monitor,
analyze and report on economic
impacts of proposed regulatory
policies and action.
Report
* - Meeting
+ s Hearing or Work Session
1
IMPLEMENTATION SCHEDULE
PROGRAM AREA 7/90 8/90 9/90 10/90 11/90 12/90 1/91 2/91 3/91 4/91 5/91 6/91 7/91
BUSINESSS RETENTION AND
DEVELOPMENT
ACTION
• Develop a countywide marketing
program
• Inventory marketing efforts
• Analyze prospective industries
to target for retention and
attraction.
• Establish a business data bank.
• Inventory business retention
programs and resources.
• Carry out ad hoc business
retention activities; monitor
.trends affecting the health of
`local business.
A . Report
* - Meeting
+ a Hearing or Work Session
IMPLEMENTATION SCHEDULE
PROGRAM AREA 7/90 8/90 9/90 10/90 11/90 12/90 1/91 2/91 3/91 4/91 5/91 6/91 7/91
WORKFORCE PROJECT
ACTION
• Convene Workforce Project
Steering Committee.
a Identify critical issues.
• Research programs and models
to improve coordination of
education and training and
publicize services available
• Establish work groups to
analyze and develop strategies and
to develop action plans
A . Report
* = Meeting
+ = Hearing or Work Session
2197c
j
r
c
Appendix I
Chambers and Business Organizations
To be Represented on the Proposed
Alameda County Business and Industry Council
(Preliminary List)
Alameda Chamber of Commerce
Alameda Main Street Project
Albany Chamber of Commerce
Berkeley Chamber of Commerce
Berkeley Manufacturers Association
Castro Valley Chamber of Commerce
Dublin Chamber of Commercer
Emeryville Chamber of Commerce
Fremont Chamber of Commerce
Hayward Chamber of Commerce
Hispanic Chamber of Commerce of Alameda County
Livermore Chamber of Commerce
Newark Chamber of Commerce
Northern California Black Chamber of Commerce
Oakland Black Chamber of Commerce
Oakland Chamber of Commerce -
Pleasanton Chamber of Commerce
San Leandro Chamber of Commerce
Union City Chamber of Commerce
2525c
Attachment II
NOMINATIONS
FOR
ALAMEDA COUNTY
ECONOMIC DEVELOPMENT ADVISORY BOARD
As recommended by the Leadership Subcommittee
of the Alameda County Ad Hoc Economic Development Committee
ORGANIZATION NOMINEE
3 - Public Utilities and Authorities
1 - Port of Oakland • Nolan R. Gimpel
1 - Pacific Bell • Margaret Pasco
1 - Pacific Gas & Electric • Robert Harris _
4 - Education
1 - Local University • Dan Bogan
U.C. , Berkeley
1 - County Sup't of Schools • Bill Berck
1 - Community College Chancellor To be nominated.
1 - Private Industry Council To be nominated.
8 - Private Sector
1 - Developer • Joe Callahan
1 - Heavy Industry • Dennis Cuneo
1 - Biosciences To be nominated.
1 - Electronics To be nominated
1 - Retail /Service Industry To be nominated
1 - Finance • Barbara Desoer
Bank of America
1 - Transportation • George Hayashi
Amercian President Companies
1 - Distribution To be nominated
` NOMINATIONS
FOR
ALAMEDA COUNTY
ECONOMIC DEVELOPMENT ADVISORY BOARD
(continued)
ORGANIZATION NOMINEE
2 - Labor
1 - Building & Construction • Jim Brown
1 - Central Labor Council • Iganacio De La Fuente
2 - Environmentalists
1 - Bay/Wetlands Protection • David Nesmith
Sierra Club
1 - Open Space • Larry Orman
Greenbelt Alliance
1 - Chamber of Commerce
Chamber Executive Officer • Don Barber
Oakland Chamber
5 - Public Officials
1 - Mayor -- South County
1 - Mayor -- North County • To be nominated by Mayors' Conference
1 - Mayor -- East County
1 - Supervisor -- North County a Don Perata
1 - Supervisor -- South County • Ed Campbell