HomeMy WebLinkAbout97-09 RDA ResolutionRESOLUTION NO. RDA 97-09
A RESOLUTION OF THE RF/}EVEIO~ AGENCY OF THECITY OF
TEMECULA APPROVING AN OWNER PARTICIPATION AGREEMENT
BY AND BETWEEN THE R~EVFJOEVIENT AGENCY OF THE CITY OF
TEMECULA AND INTERNATIONAL RECUR CORPORATION, A
CALIFORNIA CORPO~TION
THE RF~DEVFJOPMENT AGENCY OF THE CITY OF TF. aMECULA DOES HEREBY
DETERMINE, RF~OLVE, AND ORDER AS FOLLOWS:
Section 1. Findings. The Redevelopment Agency of the City of Temecula hereby
makes the following findings:
A. International Rectifier Corporation (Participant) presently has on the Site one
building of approximately 307,000 square feet used to manufacture semiconductors. Participant
proposes to expand its operations by constructing an additional 30,000 square feet on the Site the
"Facility" to manufacture semiconductors.
B. Participant represents to Agency that constolon and equipping of the Facility will
result in an initial increase in the assessed value of the Site of approximately $160,000,000.
C. Participant presently employs Five Hundred and Thirty Four (534) full-time
employees at the 41915 Business Park Drive Site. Participant proposes to employ One Hundred
Seventy (170) new full-time employees consisting of 65 technical positions, 30 management and
professional positions, and 75 skilled labor positions with an average annual salary estimated to
be $32,000 by December 1999.
D. Participant was offered financial grants and inducements from foreign countries
worth not less than $25,000,000 to locate the Facility outside the United States.
E. In order to induce Participant to expand the Facility in Temecula and add one
hundred seventy (170) new employees, the following steps will be taken:
1. Following the issuance of the Cerfifi~ of Completion, the Agency shall reimburse
Owner Fifty Percent (50%) of the Net Tax Increment for ten (10) years. The reimbursement shall
be paid for the July 1- July 30 fiscal year thereafter. By way of example, if the Certificate of
Completion is issued on January 1, 1998, the first reimbursement period will be July 1, 1998
through June 30, 1999.
2. The reimbursement of net Tax Increment shall be paid following:
Resos.RDA/97-09 I
The submission from Participant of (I) evidence of payment of ad valorem
property taxes for the fiscal year for which reimbursement is sought; (ii)
information regarding employment pursuant to Section 2.1D of the Owner
Participation Agreement, ('tii) approval of the Agency report referred to at
Section 2.1F of the Owner Participation Report; and
Sixty (60) days after Agency receipt of the Property Tax Increment from
the County.
3. The Agency's obligation to reimburse Participant shall be subordinate to all written
agreements of the Agency in effect as of the date of this Agreement. If the Agency should lack
sufficient funds in any year to fully reimburse participant due to such existing agreements, then
such unpaid reimbursement shall be deferred until the next fiscal year until Agency has sufficient
funds to pay such deferred reimbursement.
4. The reimbursement of Net Tax Increment shall be reduced on a proportional basis
to the extent Owner fails to add and continuously employ on the Site at least 170 full-time
additional employees above the base line of 534 employees. Owner shall have 70 additional
employees within one (1) year following issuance of the Certificate of Completion, 100 additional
employees within two (2) years following Certificate of Completion, but in no event later than
March 2000, and continuously employ them for the subsequent nine (9) years.
F. Pursuant to § 33444.6 of the California Community Redevelopment Law, the
Redevelopment Agency finds that the proposed financial assistance is necessary for the economic
feasibility expansion of International Rectifier Corporation in the City of Temecula; and that the
expansion assistance could not be obtained on economically feasible terms from the private market
and will assist in removing blight in the Project Area.
G. This project is exempt from the provisions of the California Environmental Quality
Act on the grounds that the impacts of an Agency action such as this were part of the EIR for Plan
approval pursuant to CEQA buildings § 15180. The Council finds that no facts exist to justify a
subsequent or supplemental EIR under CEQA Guidelines § 15162 and 15163.
Section 2. Based upon the above findings, the Redevelopment Agency of the City of
Temecula hereby approves the Owner Participant Agreement by and between the Redevelopment
Agency of the City of Temecula, the City of Temecula and International Rectifier Corporation,
a California Corporation in substantially the form attached hereto as Exhibit A.
Reaos.RDA/97-09 2
PASSED, APPROVED AND ADOFrED, by the Redevelopment Agency of the City of
Temecula at a regular meeting on the 9th day of December 1997.
ATTEST:
CMC/AAE
Agency Secretary/City Clerk
[SEAL]
STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE) s$
CITY OF TEMECULA)
I, June $. Greek, Secretary of the Temecula Redevelopment Agency, do hereby certify that
the foregoing RDA Resolution No.97-09 was duly and regularly adopted by the Board of
Directors of the Temecula Redevelopment Agency at a regular meeting thereof held on the 9th day
of December, 1997, by the following vote:
AYES: 5
AGENCY MEMBERS:
Comerchero, Ford, Roberts, Stone,
Lindemans
NOES:
0 AGENCY lVlEIVIBERS: None
ABSENT: 0 AGENCY ~ERS: None
g. Or k MC/AA
City Clerk/Agency Secretary
Rosos .RDA/97-09
"EXHIBIT A"
1997
BUSINESS
PLAN'
INLAND EMPIRE' ECONOMI~ 'PARTNERsI-I~P
INLAND EMPmE ECONOMIC PARTNERSHIP
1997 BUSINESS PLAN
INTRODUCTION AND EXECUTWE SUMMARY
Page 3
ATTRACTION
Inland Empire Economic Partnership
Film Commission
Tourism Council
Economic Development Committee
Cluster Council
Entertainment, Sports & Communications
RETENTION AND EXPANSION
Inland Empire Economic Partnership
Small Business Development Center
International Trade
Incubator
Economic Development Committee
Cluster Council
REPUTATION MANAGEMENT
Inland Empire Economic Partnership
PRO BusinESS POLtCY
Government Relations Committee
INVESTOR RELATIONS
Inland Empire Economic Partnerslu)~
Investor Relations
ORGANIZATION
1997 Functional Budget
Organizational Chart
Staff Listing
Pages 4 - 10
Page 5
Page 6
Page 7
Page 8
Page9
Page 10
Pages I 1 -17
Page 12
Page 13
Page 14
Page 15
Page 16
Page 17
Pages 18 - 19
Page 19
Pages 20 - 21
Page 21
Pages 22 - 24
Page 23
Page 24
Page 25
Page 26
Page 27
INTRODUCTION AND EXECUTIVE SUMMARY
INTRODUCTION
The following business plan highlights the planned objective~ for the Inland Empire Economic Parmership's next
"-~'e years of operations with special emphasis on the 1997 goals and strategies.
UR MISSION
The mission of the Sunrise Inland Empire Campaign will be implemented by the members, staff .and
considerable resources of the Inland Empire Economic Parmership. It states:
To promote the world class strength and regional cohesivehess of Southern Califomia's Inland
Empire by creating and implementing a plan for aggressive and responsible development of the
region's economy.
We must build on the numerous strengths offered by our region and communicate our Southern California
positioning as the "Location for Innovation."
PROGRAM OBJECTIVES
Sunrise Inland Empire -. Campaign for a New Millennium is a five-year plaa that calls for investment by a
public-private coalition. Through this investment, a $7.5 - $10 million economic development and marketing
program will be implemented creating new, high quality jobs in the Inlaad Empire, retaining and expandLug the
businesses already here, and marketing our assets via a high visibility campaign.
Over the next five years, the IEEP will be the driving force behind 50,000 new jobs in the Inland Empire.
It is our full expectation that these jobs will be high paying jobs in prestige industries. These new jobs in sum
total will have an economic impact of more than $9 billion.
-Wo do this, we will implement the following Program Objectives:
ATTRACTION
A ggressively attract and recruit new businesses to the Inland Empire via a marketing campaign which
targets industry clusters and communicates the region as the place for global commerce and
entrepreneurial spirit.
2. RETENTION & EXPANSION
Encourage retention and expansion of the companies already in our region with a variety of professional
support programs designed to improve their competitiveness and maximize their use of regional
re SOtli ce s.
3. REPUTATION MANAGEMENT
Improve the image and reputation of the Inland Empire by actively marketing our assets and showcasing
the immense economic and quality of Life advantages available here.
4. PRO-BUSINESS PUBLIC POLICY
-
Nurture a pro-business public policy via legislative action and a public-private network/"Team Inland
Empire" approach to economic development operations.
5. INVESTOR RELATIONS
Keep all investors abreast of the regional economic development and marketing programs and report
regularly in measurable terms.
Each of our Objectives is supported with specific Evaluation criteria designed to measure the success and
effectiveness of the program.
ATTRACTION
Our goal is to identify and recruit companies to the Inland Empire that will not only enhance the quality
of employment opportunities but increase the breadth and technological scope of the area's economic
base.
The program will focus on the proactive marketing of the area's regional advantages that offer a
competitive edge or added value to target companies. We will deliver added messages of our region's
international trade opportunities, university support network for businesses and entrepreneurial support
programs.
Strategies:
Target high quality business clusters from the following industry categories:
- High-tech manufacturing and information services~ including research and development firms;
- Entertainment and Tourism industries, well-known for their positive economic impact and
favorable image;
- Financial and Professional Services include investment analysts, finance officers, attorneys,
accountants and bond raters whose decisions impact the growth of the region;
- International Trade concerns in products ranging from agriculture and auto pans to electric
guitars and software.
· Aggressive Telemarketing, Trade Media Relations and Trade Show presence.
· Advemse in target industry trade publications and regional business media.
· Implement marketing tactics in select international markets including development missions to
Asia, Mexico and Latin America.
· Continue support for the Inland Empire Film Commission that will attract regional investment
from entertainment industries.
· Support efforts of the Inland Empire Tourism Council.
* Develop and upgrade sales tools and promotional materials to support attraction programs
including multimedia products and multi-lingual materials.
Attraction Evaluation Criteria:
1. Increased prospect activity
2. Track prospects and closures by cluster and location
3. Track specific employment, payroll and capital investment increases
4. Survey lost prospects/expansions and address results
Inland E..mpire Economic Partn.ership
STRATEGY
· Increase staff capabilities to manage projects.
· Develop target industry/company list and appropriate contact methodology
Attraction
Increase Inland Empire visibility to national site location consultants and corporate real estate
executives
Produce necessary collateral material
Develop international strategy
1997 GOALS
· Hire vice-president business development
· Revise project management position to full-time
· Contract for and complete Wadley Donoran Group target industry studies
· Identify trade shows, media and contact oppommities for 4 target industries
· Complete 4 direct mailings to target industries
· Attend 4 target industry trade shows and 2 California shows
· Host 20 national site consultants on faro-tours in conjunction with California speedway
· Participate in San Diego IDRC conference
· Participate with site Consultants in Council on Urban Economic Development board activities
· Coordinate international strategy with southern California EDC's (Orange County, Los Angeles, San
Diego)
· Lost prospect post-mortem odministered
ROLES OF STAFF/COMMITTEES
· Staff to direct necessary studies and consultant activities
· Staff to organize site consultants faro-tour activities
E.D. Committee/Community Partners to review progress reports on studies and consultant activities
E.D. Committee to assist in hosting prospect tours and visits
EVALUATION CRITERIA
· Completion of 1997 goals 1-11
· Prospects handled
· Success Ratio
· New jobs in target industries (higher wage)
!
Film Commission Attraction
STRATEGY
· Continue to develop the identity of the region as the Inland Empire (Riverside and San Bernardino
Counties) to the film industry.
· Increase support to the city/county staff and established film councils that work with the IEFC on
production projects/location scouting.
· Develop larger intern base for the Film Commission.
· Maintain strong relationship-with the media.
1997 GOALS
· Develop digital location scouting library for the ~l::C use in addition to supplying CD Rom discs to
the Calif. Film Commission for the state library.
· Develop additional film councils in the two county region, i.e. Wrightwood, Idyllwild.
· Develop better communication on location prospects/final projects with the cities/counties in the
regioI1.
· Post card mailing campaign to the film industry- 6 x
· Quarterly newsletter mailing
· Develop High Desert participation in the ~P.
· Assist the Entertainment/Sports/Communications committee to locate post production companies in
the Inland Empire.
· Finalize the San Bernardino County Film Permit.
· Handle the filming permits for the two counties by Fall 1997 out of the lg~gC office.
· Market the Inland Empire at two major industry trade shows with an increased presence at both
shows fxom specific regions within the two counties.
· Organize and co-host a luncheon at the 1998 Sundance Film Festival with the So. Ca~fornia Film
Commissions.
· Continue to work with the ~ industry to use local services/suppliers.
· Assess other sources of revenue.
ROLES
OF STAFF/COMMITTEES -
Work with ESC committee on an as-needed basis.
Serve as primary contact with film industry location scouts.
Work with Inland Empire public sector organizations to increase the "film friendly" nature of the
region.
EVALUATION CRITERIA
· Completion of the 1997 goals.
· Feedback for the California Film Commission with regard to the IEFC's relationship with them and
the film industry.
· Continued macking of location requests and the resulting days of production and economic impact.
Tourism Council Attraction
STRATEGY
19
Work with State of California Division of Tourism to cooperatively sell the "lesser known" California
destinations.
· Target promotional collateral & fulfillment pieces to journalists and tour operators that will influence
international and domestic travel consumers.
· Participate in campaign soliciting travel planners to sell the Inland Empire as a destination with a
diverse travel experience.
97 GO-ALS
Production of the-1997-98 Adventure Guide with San Bernardino Sun and establishment of
distribution opportunity with The Press-Enterprise and the Inland Valley Daily Bulletin.
Publish the 1997-98 Calendar of Events
· Completion of regional Image Brochure
· Mail campaign to member of the American Society of Travel Writers
· Inspire Travel Writer nationally to feature articles on the Inland Empire
· Plan series of follow-up communications to secure interest
· Product "Travel Diary", promotional collateral as part of destination marki:ting campaign
· Host quarterly membership meetings addressing industry topics
· Link regional tourism related businesses to IETC's web site
· Participate in 1997-98 European sales mission with the California Division of Tourism
· Set meetings with top Southern California wholesale tour operators
· Assess other sources of revenue
ROLES OF STAFF/COMMITTEES
· Increase regional tourism industry participation in IETC programs through membership recruitment.
· Plan quarterly events/luncheons as an information gathering and networking opportunity for the
membership.
· Distribute regular communications and news briefs to members and local media.
EVALUATION CRITERIA
· Track number of travel articles published and travel planner responses to campaign.
· Continuous assessment of activities and promotions for market impact and cost-effectiveness.
· Track financial stability of organization through membership support.
Eco, nomic Development Committee. Attraction
STRATEGY
Develop communication programs which will 'connect' all sectors of the community with regional
economic development.
· Contact large regional frans, poised for expansion or depamn~.
· Provide training for County, City and Chamber economic development staffs on retention and
customer service tactics.
· Provide leadership and support for Team California on regional issues.
· Provide a regional forum to promote understanding between public and private interests.
1997 GOALS.
· Develop a 'key players' committee representing all cities within the region.
· Provide strike teams within each city to provide outreach services to existing facilities.
· Develop high level ambassadorgroup to interact with visiting site selection teams.
· Establish a training program for public and private sector economic development staff members.
ROLE OF STAFF/COMMITTEES
· Provide leadership and communication link between ~P and the region.
· Utilize committee members to serve as region ambassadors with visiting site selection teams.
· Develop on a city by city basis 'strike teams' to provide outreach services.
· Develop skills enhancement criteria for public/private training needs.
· IEEP staff to support committee programs.
EVALUATION CRITERIA
· Level of 'communication' within the region.
· Customer satisfaction survey.
· Assessment of training results.
· Success of 'strike teams' and results of expansion/relocation needs.
· Assessment of site selection visits and theia' value.
Cluster Council Attraction
STRATEGY
Form a working group of educators in two clusters (medical technology & environmental
technology)
· Form a working group of executives & entrepreneurs in two clusters
Identify a key educator and a key executive/entrepreneur to ramrod efforts to organize a conference
in these two sectors.
· Hold conferences bringing together educators & entrepreneurs in each cluster. The conferences
should define obstacles to advancing the clusters and discuss strategies for overcoming them.
· Summary of conference should identify strategies for overcoming obstacles. These should be shared
with conference participants and revised until a consensus has been reached.
· Implementation should begin.
· Framework for continuous contact between educators and industry people in various aspects of the
cluster should be established.
1997 GOALS
· Define two clusters in which attempts will be made to increase technological spin off from local
colleges and universities, expand profit making ventures, and ilacrease high income emplo_vment
(medical technology & environmental technology).
· Define obstacles to achieving those goals in those clusters.
· Create strategies for dealing with those clusters.
· Begin implementation of those strategies.
· Create fi'amework for continuous education/industry dialogue within these clusters.
ROLES OF STAFF/COMMITTEES
· Committee will act as an organizer and catalyst in these efforts.
Membership will vary and increase as the committee's efforts become more defined and members are
sought out who can make specific contributions to the work effort.
· IF~P staff assistance in setting up meetings.
· ri::.g.p staff assistance in arranging the logistics of the conferences.
EVALU,a/TION CRITERIA
How far have we gone to achieving each of the five objectives?
How well organized is the work program that will be handed to the 1998 committee?
In terms of Sunrise Objectives:
1. To what extent have the committee's efforts moved forward the ability of educators to
transfer technology to private firms, thus expanding local knowledge base clusters?
2. To what extent have the committee's efforts caused high paying firms to remain and expand in
the Inland Empire as they have better access to college trained workers?
3, To what extent have the committee's efforts allowed the Inland Empire to be better knQ.wn as
a place in which knowledge based industries and local universities are forming the flamework
for mutual success?
Entertainmenh Snorts an.d Communications
Attraction
STRATEGY
· Promote the use of the term "Inland Empire" as a visible place identification.
· Bring broadcast television to the Inland Empire.
· Locate a major sports and entertainment arena in the Inland Empire.
· Locate major entertainment production centers in the region.
1997 GOALS
Meet with the principal news media in the region to promote the use of "Inland Empire" and
encourage expanded coverage of regional issues.
· Assemble a media market analysis, conduct a viewer survey and retain a consultant to evaluate
recruiting a broadcast television station.
· Solicit the interest of L. A. Stations in developing permanent Inland Empire Bureaus.
· Actively support viable plans for the consauction of major sports and entertainment arenas.
· Explore the feasibility of attracting production centers for major entertainment companies to the
r~gion.
ROLE OF THE COMMITTEE/STAFF
· Permanenfiy establish the "Inland Empire" identity for the region.
· Expand the presence of major media, sports activities and major entertainment firms in Inland Empire.
· Committee members include a cross section of IEEP volunteers who can benefit from achieving the
committee goals.
· IEEP staff will support the committee through its work with film companies and tourism programs
and also assist with evaluation of results.
EVALUATION CRITERIA
· Annual business attitude survey.
· Tracking of consumer and media coverage in the fields of entertainment, sports and communications.
· Acquisition of media, entertainment and sports facilities in Inland Empire.
· Number of jobs added and f'mancial benefits to the local economy.
10
RETENTION & EXPANSION
A large pcrccntagc of future job creation will corec from firms already doing business in the Inland
Empire.
The program will include a constant outreach to existing organizations including hands-on service and
support for businesses at risk-and pursuit of a business-friendly governmere environment at every level.
Expansion programs that the IEEP is working hard to facilitate include a partnering effort with area
universities to provide businesses with employees, training and research; a regional venture capital group;
new business incubators; and international trade support and education programs.
Strategies:
· Focus on manufacturing-related businesses.
Develop a local economic development network responsible for ongoing contact with
manufacturers employing more than 50 people; utilize a network to contact 200+ firms per year.
· Identify regional farms poised for expansion or departure.
Support and promote IEEP programs that nurture fast-growing companies, as well as small
women and minority owned businesses:
- Small Business Development Center
- International Trade
- University and Medical Center Parmerhag Programq
- Environmental Assistance program
- Regional Employers Alliance for Community Health program
Train local Chamber of Commerce and Economic Development staffs on issues of retention
tactics.
· Promote utilization of regional firms for goods and services.
· Provide leadership and support for Team California on regional issues.
Retention Evaluation Criteria:
2.
3.
4.
Track regional employment data
Track firms experiencing downsizing, buyouts and expansions
Monitor tax base improvement
Track number of f'u'ms contacted and assisted through program
11
Inl.a.nd Empire ,Ecooomic Partners,hip
STRATEGY
· Revising staffing strategy per loss of Edison in-kind staff
· Identify fastest growing manufacturing companies
· Initiate E.D. network contact program
· Renew Supervisor meetings with business
· Conduct retention media program
Retention & Expansion
19
·
·
·
·
·
·
97 GOALS
Complete retention program design
Identify and fill staff requirements
Use retention network to generate contact & reports with 100 companies
Hold I0 supervisor meeting (75 companies)
Design and place 5 retention ads (3 x each) in the Business Press and other local media
Use in-kind radio for retention contact
ROLE
OF STAFF/COMMiTTEES
E.D. Committee to organize E.D. network (Chambers and E.D. staffs) for contact program
E.D. Committee to review contact results and assist with follow-up
Staff to IX) taxget visitation companies
Staff to supervise consultant activities (Ad and Radio production)
Staff to organize supervisor meetings
EVALUATION CRITERIA
Businesses contacted
· Businesses assisted
· Expansions (I~_.EP data)
· Completion of goals 1-6
12
Small Business, Development Center Retention & Expansion
STRATEGY
The Inland Empi~ Small Business Development Center is hosted by the IEF..P. The SBDC a~ts as a shell for
several other small business technical assistance programs: Inland Empire Trade and Inland Empi~ Business
Incubator. Together, these programs provide a variety of services to assist in the retention and expansion of
existing business while fostering the development of new entrepreneurial ventures.
The SBDC provides flee business, environmental and procurement consulting services to local small businesses.
Assistance is free, non regulatory and confidential. A partial fist of services is as follows:
· Marketing · Accounting · Agribusiness
· Expansion Strategies · SBIR Proposal
· Management
· Operations · Environmental
· Finance
· Entrepreneurial Training · -Workplace Health and Safety · Food Service Establishment
· Bid-Matching Service · Speciali?¢d Workshops & Seminars
· Other special programs such as the Invention Assessment Mystery Shopper, Film Connection provide
specialized services for the business owner
1997 GOALS
· Number of Clients 1400
· Number of Hours 7500
· Number of Training Evems 38
· Number of Training Hours 150
· Number of Attendees 800
Economic Impact
· Funding & Investment $25,000,000
· Government Contracts $75,000,000
· Job Creation 250
· Job Retention 500
An MIS system provides demographic and statistical data on each client and event in addilion to the program
material. Each quarter, clients are called and asked if their job numbers have changed or if they have received
any type of fimding, investment, or sales due to the assistance provided by our organization. This information
is then recorded in the MIS and complied as necessary for the various reporting agencies.
ROLE OF STAFF/COMMITTEES
SBDC Riverside Office:
· Director
Assistant Director
4 Business Consultants
Environmental Consultant
Training Coordinator
3 Administrative Assistants
SBDC C0achella Valley Office
· Business Consultant
· Administrative Assistant
Hi~ Desert Office
· Business Consultant
· Administrative Assistant
This staff provides all of the administrative, reporting, consulting, training and cliem liaison work as well as
outreach to community organizations, programs and committees and public speakirlg.
A volunteer Advisory Board was formed in 1991 to assist with program development, market and fund raising.
The Board provides this advisory assistance to the Director at formal monthly meetings. The representation
consists of small business owners, financial institutions, local government, chambers of commerce, trade
associations and ex-officio members from: SBA, Trade & Commerce, lh-~.p President and SCORE.
EVALUATION CRITERIA
The contractors (California Trade and Commerce Agency, US SBA and Federal Economic Development
Agency) establish the above goals. They then verify the information through client surveys and evaluate our
performance against the above stated goals.
13
Small Business Development Center/International Trade Retention & Expansion
STRATEGY
· Export Leads
· Export Marketing
· Sources of Financing
· Logistics
· Planning
· Training
19
·
·
·
·
·
97 GOALS
Number of Training Events 4
Number of Training Hours 16
Number of Attendees 100
Number of Trade Actions 25
Trade Action Totals $10,000,000
ROLE OF STAFF/COMMITTEES
This staff provides all of the admiaxistrative, reporting, consulting, training and client liaison work as
well as outreach to commtlrtity organizations, program~ and committees and public speaking.
A volunteer Advisory Board was formed in 1991 to assist with program development, market and
fund raising. The Board provides this advisory assistance tO the Director at formal monthly meetings.
The representation consists of small business owners, financial institutions, local government,
chambers of commerce, trade associations and Ex-officio members from: SBA, Trade & Commerce,
IEEP President and SCORE.
EVALUATION CRITERIA
The contractors (California Trade and Commerce Agency, US SBA and Federal Economic
Development Agency) establish the above goals. They then, verify the information through client
surveys and then evaluate our performance against the above stated goals.
14
Small Business Development Center/Incubator
Retention & Expansion
STRATEGY
The Inland Empire Business Incubator is a facih'ty consisting of two buildings at the former Norton Air
'Force base. It houses 20 businesses and is owned by the Inland Valley Development Agency. The SBDC
holds the management contract of the facility. The objective is to provide market rate sites but with value
added services such as:
· Consulting
· Training
· Value Added Services
1997 GOALS
· 100 percent occupancy of Buildings
· Job Creation
· Job Retention
250
48
ROLE OF STAFF/COMMITTEES
· This staff provides all of the administrative, reporting, consulflag, training and client liaison work as
well as outreach to community organizations, programs and committees and public speaking.
· A volunteer Advisory Board was formed in 1991 to assist with program development, market and
fund raising. The Board provides this advisory assistance to the Director at formal monthly meetings.
The representation consists of small business owners, financial institutions, local government,
chambers of commerce, trade associations and ex-officio members from: SBA, Trade & Commerce,
IEEP President and SCORE.
· PAC (Public Action Committee) of IVDA to advise Incubator Manager.
EVALUATION CRITERIA
· The contractor, IVDA, establishes the above goals. They then verify the information through client
surveys and evaluate our performance against the above stated goals.
15
Economic Development Committee
Retention & Expansion
STRATEGY
· Develop communication programs which will 'connect' all sectors of the community with regional
economic development.
· Contact large regional fu-ms, poised for expansion or depa_rm~.
· Provide training for County, City and Chamber economic development staffs on retention and
customer service tactics.
· Provide leadership and support for Team California on regional issues.
· Provide a regional forum to promote understanding between public and private interests.
1997 GOALS
· Develop a 'key players' committee representing all cities within the region.
· Provide stxike teams within each city to provide outreach services to existing facilities.
· Develop high level ambassador group to interact with visiting site selection teams.
· Establish a training program for public and private sector economic development staff members.
ROLE OF STAFF/COMMITTEES
· Provide leadership and communication link between [EEP and the region.
· Utilize committee members to serve as region ambassadors with visiting site selection teams.
· Develop on a city by city basis 'strike teams' to provide outreach services.
· Develop skills enhancement criteria for public/private training needs.
· IEEP staff to support committee programs.
EVALUATION CRITERIA
· Level of 'communication' within the region.
· Customer satisfaction survey.
· Assessment of training results.
· Success of 'strike teams' and results of expansion/relocation needs.
Assessment of site selection visits and their value.
16
.,
Cluster Council
Retention & Expansion
STRATEGY
· Form a working group of educators in the two clusters
· Form a working group of executives & entrepreneurs in the two clusters.
· Identify a key educator and a key executive/entrepreneur to ramrod efforts to organize a conference
in these two sectors.
· Hold conferences bringing together educators & entrepreneurs in each cluster. The conferences
should define obstacles to advancing the clusters and discuss strategies for overcoming them.
· Summary of conference should identify strategies for overcoming obstacles. These should be shared
with conference participants and revised until a consensus has been reached.
· Implementation should begin. -
· Framework for continuous contact between educators and industry people in various aspects of the
cluster should be established.
1997 GOALS
· Define two clusters in which attempts will be made to increase technolo~cal spin off firom local
colleges and universities, expand profit making ventures, and increase hi_~a income employment
(medical technology & environmental technology).
* Define obstacles to achieving those goals in those clusters.
· Create strategies for dealing with those clusters.
· Begin implementation of those strategies.
· Create framework for continuous education/industry dialogue within these clusters.
ROLES OF STAFF/COMMITTEES
· Committee will act as an organizer and catalyst in these efforts.
· Membership will vary and increase as the committee's efforts become more defined and members are
sought out who can make specific contributions to the work effort.
· IF~lx.P staff assistance in setting up meetings.
· IFY:.P staff assistance in arranging the logistics of the conferences.
EVALUATION CRITERIA
How far have we gone to achieving each of the five objectives?
How well organized is the work program that will be handed to the 1998 committee?
In terms of Sunrise Objectives:
1. To what extent have the committee's efforts moved forward the abih'ty of educators to
transfer technology to private firms, thus exp~...ding local knowledge base clusters?
2. To what extent have the committee's efforts caused high paying frans to remain and ex.p..and in
the Inland Empire as they have better access to college trained workers?
3. To what extent have the comminee's efforts allowed the Inland Empire to be b~tt, er known as
a place in which knowledge based industries and local universities are forming the framework
for mutual success?
17
REPUTATION MANAGEMENT
A key factor in assisting with Attraction and Retention efforts will be the ability to successfully improve
the image and reputation of the Inland Empire among all target audiences. Reputation Management will
accomplish this through benchmark research, business attitude surveys and media relations.
Strategies:
Implement a regional business attitude survey both in and out of the Inland Empire to determine
the perceptions and attitudes toward the Inland Empire
Develop a Media Relations program to generate positive news coverage about the innovative
businesses, communities and programs in the region.
Build a local communications program to inform Inland Empire audiences of cost/benefits related
to economic development-programs.
Develop a Public Relations program that will communicate a distinct positive image for the Inland
Empire through the use of forums and events.
Develop Inland Empire visibility materials for distribution, including a brochure, multimedia
product and premium gifts.
Work with Policy Committee to develop a proactive city and county approach to regional quality
of life issues.
Through the entire campaign, develop a sincere spirit of community and support for the Inland
Empire among both residents and business owners.
Reputation Management Evaluation Criteria:
.
Repeat business attitude survey every other year to compare against benchmark
Audit consumer and business media coverage
18
InLan, d Empire,Economic Partn, ership
STRATEGY
* Implement regional business attitude survey
· Implement media relations pmgra__m (national)
· Implement local (regional) media relations program
· Develop visibility materials
Reputation Management
19
·
·
·
·
·
·
97 GoALs
Develop business attitude survey methodology
Develop and place 15 national or southern California media market stores on I.E./Quality of Life
Develop and place 20 regional market stories
Develop places'rated postcard for national distribution
Develop I.E. premium gift (Magiitc?)
Organize public relations advisory corn _rnittee
ROLE OF STAFF/COMMiTTEES
· Staff to supervise media consultant activities
· Public relations committee to review and advise on campaign
· Staff to work with University resources on attitude survey
· Work with Entertainment, Sports & Communication committee on Inland Empire identity program
and media relations.
EVALUATION CRITERIA
· Completion of Goals 1 - 6
19
PRO-BUSINESS POLICY
Pro-Bus~ess Policy will promote the Inland Empire with a legislative program that will produce a
progressive agenda which will enable the "Sunrise Inland Empire" strategy to be successfid. The program
will encourage the growth of a pro-business policy and friendly government through serf-monitoring
improvement programs and pressure for a competitive legislative environment.
Strategies:
Identify and advocate measures that promote business supportive legislative recommendations
and positive action agendas.
Identify and encourage removal of any regulatory barriers to growth.
Provide a regional forum to promote understanding between public and private interests.
Provide regional legislative policy makers with factual information on issues affecting the Inland
Empire.
Establish an interactive network enabling counties and cities within the Inland Empire the ability
to communicate data instantaneously.
Nurture a public-private parmership that will work closely with dries on quality of Me and
infrastructure issues.
Pro-Business Policy Evaluation Criteria:
o
Track results gained from regulatory and legislative changes.
Conduct annual competitive research and publicize findings.
Conduct a customer satisfaction survey within member cities and counties relative to IEEP
services.
2O
G~vernmentai Affairs Committee
Pro-Business Policy
STRATEGY
· Develop credible and cooperative relations with state and federal officials to facih'tate IEEP
objectives.
· Support local government investors with attainment Of state and federal legislative goals related to
IEEP key issues.
1997 GOALS
Identify and evaluate legislative issues and develop Position Papers on key issues affecting economic
development in the region.
· Communicate with other regional economic development organizations and local government
agencies to identify legislative issues of mutual interest and recommend strategies to leverage mutual
positions.
· Serve as a resource to Ig~gP's membership by evaluating economic issues fixrough member surveys,
etc., and developing mitigation strategies.
· Facilitate legislative workshops to create a forum for federal and state legislators to address critical
business issues and provide-support for the private and public sectors involved in economic
development.
· Serve as a resource to federal and state legislators and productively support and/or recommend
legislation of mutual interest to stimulate economic growth.
ROLE OF COMMITTEE/STAFF
· Committee membership will include a cross section of. ICCP members from business and industry, city
and county officials and legislators' representatives.
· President to serve as IEEP Board liaison. Staff support as necessary.
EVALUATION CRITERIA
· IEEP interaction with federal and state legislators. ·
· Complete Sacramento legislative trip involving economic organizations from two counties.
· Advocate positions on IEEP key issues to federal elected officials.
· Completion of member survey and development of Issues Papers.
· Completion of legislative workshop. _
· LegislatoVs involvement and cooperative actions.
21
INVESTOR RELATIO'NS
Making a financial commitment to Sunrise Inla~d Empire .- Campaign for a New Millennium, is just the first
_step in reaching our goals. To truly be successful, we need continued personal involvement of ~mpaign
~,estors.
I..NVESTOR COMMUNICATIONS
The Inland Empire Economic Parmership will keep investors abreast of regional economic development news,
Sunrise Inland Empire activities, job retention and expansion projects and other regional developments.
Ongoing communications to campaign investors will include:
Periodic personal visits by investor relations committee members.
A quarterly investors newsletter, including updates on regional economic indicators, business expansion
and retention initiatives, relocation prospects, marketing of regional image enhancement, media relations
activities and current success stories.
Continued support of the Inland Empire Quarterly Economic Report.
An annual report on the campaign detailing the programs implemented, the success of those programs
and the efforts planned for the coming year.
.I.,,N V E S T O R ACTIVITIES
'ver the course of the five-year campaign, investors will be invited to attend special investor events.
An annual 'revestors' reception where investors will receive a copy of the annual report and the status on
major programs and initiatives of the year.
· Regional economic development events, announcements and press conferences.
* Business forums and networking sessions with other key investors in the campaign who can benefit from
closer associations.
· Semi-annual personal contact with a member of the Sunrise Inland Empire campaign staff to discuss
issues or ideas of the investor.
For those investors interested in taking a more active role in the Sunrise Inland Empire campaign, there
will be opportunities for investors to serve as regional "ambassadors," host prospect tours and receptions,
monitor networking sessions, or participate in special projects of the campaign. Image development
activities and motivational events will also provide participation opportunities.
22
iniaOd Empire. Economic Partnership
Investor Relations
STRATEGY
· Maintain strong relationships with IEEP investors.
· Ensure accurate reporting of organizational results on IEEP goals to investors.
· Implement a formal investor calling program.
· Attract new investors to the "Sunrise" program.
· Solicit active participation of IEEP committees.
1997 GOALS
Reportable measurements and committee activities to be presented at Policy Group and Board
meetings.
Committee members and chairman/president to make regular visits to board members.
Staff to prepare qumefly or semi-annual mailings to all members.
Develop a top prospect list through member referrals and identification of fastest growing companies
in region.
ROLE OF COMMITTEE/STAFF
· Membership will include Board and Executive Committee members.
· Committee members will assist with investor calling program obtaining member feedback and
developing investor reports.
· Staff will support and manage regular IEEP investor relations program.
EVALUATION CRITERIA
· Feedback from investors.
· Restfits of Calling Program, investor retention and number of new investors.
· Annual funding level fi'om all sources.
23
!i~vestor Relations Committee
Investor Relations
STRATEGY
Maintain strong relationships with IEEP investors.
· Ensure accurate reporting of organizational results on IEEP goals to investors.
· Implement a formal investor e~lling program.
· Attract new investors to the "Sunrise" program.
Solicit active participation of II::~gp committees.
1997 GOALS
Reportable measurements and committee activities to be presented at Policy Group and Board
meetings.
Committee members and chairman/president to make regular visim to board members.
Develop a top prospect list through member referrals and identification of fastest growing companies
in region.
ROLE OF COMMITTEE/STAFF
Membership will include Board and Executive Committee members.
Committee members will assist with investor c~11ing program obtaining member feedback and
developing investor reports.
EVALUATION CRITERIA
· Feedback from investors.
· Results of Calling Program, investor retention and number of new investors.
· Annual fimding level from all sources.
24
Z
Z
z~o
"' 0 ~
~ 0o
~ o
I-- Z
C~
u..
~ Z
o o
0 ~
25