HomeMy WebLinkAbout7377 RESOLUTION NO. 7377
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDLANDS
ADOPTING THE 2014 REDLANDS ECONOMIC DEVELOPMENT
ACTION PLAN
BE IT RESOLVED,by the City Council of the City of Redlands as follows:
Section 1. The 2014 Redlands Economic Development Action Plan attached hereto as
Exhibit"A"is hereby adopted by the City Council.
ADOPTED, SIGNED AND APPROVED this 6th day of May, 2014.
Paul Foster, Mayor Pro Tempore
ATTEST:
tam iria, City Clerk
I
l:\cclerk\Resolmions\Res 7300-7399\7377 2014 Economic Development Action Plan.docx
I, Sam Irwin, City Clerk of the City of Redlands, hereby certify that the foregoing resolution was
duly adopted by the City Council at a regular meeting thereof held on the 6th day of May, 2014
by the following vote:
AYES: Councilmembers Foster, Gardner, Gilbreath
NOES: None
ABSENT: None
ABSTAIN: Councilmember Harrison; Mayor Aguilar
Sam Irwin, City Clerk
2
l:\cclerk\Resolmions\Res 7300-7399\7377 2014 Economic Development Action Plan.docx
EXHIBIT "A"
TO RESOLUTION NO. 7377
2014/15 ECONOMIC DEVELOPMENT ACTION PLAN
CITY OF RE [& DS
ECONOMIC DEVELOPMENT ACTION PLAN
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The City of RedlandsEconomic Developmento n Plan identifies economic
cle m6( mf focus areas @ strategies, and provides on overview of
implementation &Q « a support of these
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2014/2015 Economic Development Action Plan Focus-Strategy_Implementation_Evaluation
C 413 n tee n i�
Introduction...............................................................................................................................................................................3
BusimemmAtfraction [ One...................................................................................................................................................4
Restaurantand Retail Sector- l] ...................................................................................................................................4
Industrial and Manufacturing Sector- l.2......................................................................................................................6
Officeand Technology Sector- l.3.................................................................................................................................8
BusknmmmRetention and ExpcwwUom j "I'w'ro....................................................................................................................ll
Data Intelligence and Business Outreck-2.l _-----'--.—__.-------_—_.--_.| l
Supportand Resources-2.2...........................................................................................................................................l |
Acknowledgement and Recognition-2.3......................................................................................................................l2
Workforce Dewelopnnerd, I Three.....................................................................................................................................l3
RegionalCollaboration-3] ...........................................................................................................................................l3
IndustryNeeds Assessment-2.2.....................................................................................................................................l3
TechnologyIncubators-3.3.............................................................................................................................................l3
Marketingmn�,d Touprimmm i Four.........................................................................................................................................l4
Collateral Development and Data Collection-4.l ....................................................................................................l4
Enhancement ofDowntown Business Environment-4.2...............................................................................................lS
Citywide Venue/Event Marketing -4.3.........................................................................................................................l5
SpecialProjects i Five........................................................................................................................................................l6
Conclusion...............................................................................................................................................................................l6
Tables
Table [ Redlands' Retail Vacancy Rcfe-...-----_-- .......-------- ............... --- .................. ......--4
Table 2. Redlands' Retail Demand Foreroa _----.---_......... --. ...................................................... ___,..5
Table 3. Redlands' Industrial Vacancy 0afe.....-........-..-..~-_..........._-_ .............^~......—.......^_.^~~_-...—.6
Table 4' Redlands' Industrial Demond6zrecost..........................._..._.__...._.._............. .~.-..............................7
Table5` Redlands' Office Vacancy 8ohm.....-............... ._................. ......................... .....-........... ........................lO
Table 6. Redlands' Office Demand Forecast-..'......-........... ......-----.~.........................................---...---lO
Table 7' Economic Development Action Plan Activity Matrix-.----- .................. -----.--................... _.)7
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2014V2015 Economic Development Action Plan Fwcus—Strategy—Implementation—Evaluati"n
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Economic~_ �_ _- , _~~.~ �~...~_ . Action Plan
FOCUS — STRATEGY IMPLEMENTA"T# ON ~ EVALUATIOINI
INTRODUCTION
For 125 years, the City of Redlands has been known as o community that celebrates its post and embraces its
future. Early on, agriculture prospered during the citrus era and is still o productive industry today. However,
Redlands has diversified and expanded its economy over the years, developing o sustainable environment for
its residents and businesses. Community leaders have consistently set high standards for housing, business,
education and recreation, earning the City o reputation as o cultural, educational and economic leader in the
western portion (east valley market area) of Son Bernardino County.
Like many communities, Redlands has faced its share of economic challenges and continues to see shifts in its
business environment. However, the longevity of many businesses in the community — some 25, 5O, 75 years
and more—ore o testament to the City's quality, sustainability and supportive business environment.
Toensure continued growth and expansion, the Economic Development Division is committed to identifying and
attracting new 6odneo investment recognizing and supporting the community's current 6odneo base and
collaborating with its public/private partners toencourage the ongoing development of o skilled, educated
and 2lmcentury-ready workforce.
In 2014, the Economic Development Division will begin focusing its efforts on specific strategic o/eo4 and
implementing programs and och"ihe, in support of those efforts. Specifically, these focus areas include
Business Attraction, Business Retention, Marketing and Tourism and Workforce Development. Additionally, the
Division will seek to provide support and assistance for specific high-priority Special Projects.
The 2014-2015 Economic Development Action Plan incorporates on Activity Matrix (Page 17) outlining five
Focus Areas and their tiered support |e"p|, (Strategic Areas, Target Efforts and Action Items/Programs). From
this Matrix, o staff-level work plan will be developed to cony out activities listed within the Matrix. The
proposed budget estimates that have been included in the Activity Matrix will be finalized during the City's
annual budget process.
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2014/2015 Economic Development Action Plan Focvs—Stramegy—Implementation_Evaluation
[34)sii,ness A14raction U One
Akey component to developing o strategic approach to long-term economic stability is the attraction of new
business investment that can provide hz^ revenue for the City, |uco| employment opportunities for residents
and o supply of goods and services that are desired by n*dJems and business owners. Therefore, efforts to
encourage investment inthe community will include targeting potential businesses in multiple sectors to ensure
diversity and growth. These specific sectors include retail and restaurant candidates, technology-based
companies and medical device manufacturers and related services.
ReVm;U and Restaurant Secvor — U'1
The Economic Development Division will continue to utilize its resources to attract those retailers and restaurant
uses that will serve tofill on existing void inthe marketplace and/or provide unique addition tothis sector.
Current data indicates that Redlands' retail vacancy rate is4.2%, which is one of the lowest rotes that it has
been in J years (vacant space refers /o o// space not currently occupied 6yo tenant, nago,d/oss of any lease
obligation that may 6e on the space). However, with new retail construction in the pipeline (e.g, Majestic Realty
Company's Mountain Grove project), vacancy rates may climb to between 6% and 7%, while positive
absorption levels are forecast to remain relatively even (when supply is less than demand, vacancy decreases
and absorption is positive. When supply is greater than demand, vacancy increases and absorption is negative).
Market conditions, available commercial financing and employment growth can also impact vacancy ,o*e,.
And, itis rare that any shopping center can sustain o 0% vacancy rate for an extended period of time. Thus,
itis important that the Economic Development Division continue its efforts to attract new retail tenants *othe
community and fill remaining vacant space.
Redlands' Retail Vacancy Rate
%
9%,
8%CC .
7% ~-
*o 6%
�
�
>
6%
4%
3%
09 10 11 12 13
Year
rume /. xemo"as'nemo Vacancy Rate.
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2014/2015 Economic Development Action Plan Focwo—Strategy—Implementation_Evaluation
To emo/,e that existing ,e/oi| vacancies are adequately filled with quality tenon/s, and to fod|kou* new retail
development~hen: applicable,the Economic Development Division will focus on,
° Identifying and marketing existing center vacancies to prospective ,e/o|| tenants, brokers and site
selectors.
° Identifying and marketing miscellaneous infill opportunities for retail and restaurant use ,oprospective
tenants, brokers and site selectors.
° Encouraging and supporting unique, specialty retail and restaurant uses |nthe downtown core.
^ Working with site selectors to facilitate new retail development as applicable (e.g, Redlands Mall,
Redlands Promenade, Pocking House, vacant parcels, e,c.)
° Monitoring and analyzing expanding retail market trends.
° Working with other City departments and shopping center owners/tenants to ensure o safe, well-
maintained retail environment.
° Generally promoting retail and restaurant assets 10 o regional and super-regional audience.
Redlands' Retail Demand Fnmacmat
zaa 11m%
100 12.m%
mm
6010,0%**
�
20
ni
� m 7a%
�
-om 6.056
-40
5.0%
�w Co%
�m 30%
-1mm 2.0%
2010 201�L umza 2013 2014 2015 201a
=Net Defiveries E3 Net Absorption _~Vacancy Rats
Table 2. Redlands'Retail Demand Forecast. (When supply is less than demand,vacancy decreases and absorption isnoume.)
Pmge 5
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2014/2015 Economic Development Action Plan Focus_,Strategy--Implementation Evaluation
Industrial and Manufacturing Sector— 1.2
Currently,the City's industrial sector is very active and multiple warehouse/distribution projects are planned, in
development or have recently been completed. And while the current vacancy rate of 10.8% may appear to
be a high number, these figures reflect recent delivery of new product to the marketplace. Additionally,
demand for industrial space continues to be high, particularly for product above 500,000 square feet. As
such, the majority of new projects being proposed reflect the desire of companies for larger, state-of-the-art
facilities, and the response from the development community has been to build those facilities. In fact, current
projects by Hillwood Investment Properties, McShane Development Corporation, Prologis and others have
been designed to accommodate larger users and larger employee populations.
And, with the expansion of e-commerce activities, many retailers are adopting business models that support
large fulfillment centers for expedited shipment of products to their customers. These facilities often employ
individuals at higher pay scales than traditional warehouse workers and front-line retail employees.
Redlands' Industrial Vacancy Rate
25%
20
10%
S
0%
fig 110 11 12 18
Year
Table 3. Redlands' Industrial Vacancy Rate.
As the City of Redlands continues to support industrial development, it will be important to work with project
developers, brokers and site selectors, as well as lead-generating agencies (e.g., County of San Bernardino) in
an effort to attract high-profile, high-quality tenants that can provide employment opportunities to residents
and revenue to the City. To assist in this process,the Economic Development Division proposes to:
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"A Ciry That Works"
2014/2015 Economic Development Action Plan - Focus--strategy-Umplementanon~svaUuation
= Assist developers and brokers in marketing existing industrial vacancies and in-development projects to
prospective tenants including e-commerce retailers.
° W,,h with the County of Son Bernardino and others (os appropriate) in response to requests for
information and data packages for site selectors and their clients.
° Monitor and communicate available resources for prospective industrial tenants.
° Work with tenants tofacilitate streamlined hiring processes.
In addition tosupporting efforts to attract large industrial users, Redlands has o unique opportunity /otarget
businesses related to the healthcare and life sciences sectors. Medical device manufacturing, supply and
distribution, diagnostic and medical laboratories, biotechnology, R&[\ medical office management and
consulting, as well as many other keu|/hcora-,e|o^eJ operations are "|o6|e targets. This is due /o the City's
proximity /o Loma Linda University Medical Center, concentration of medical providers (e.g, Redlands
Community Hospital, Beaver Medical Group, Kaiser Permanente), medical |o6s and diagnostics (e.g, DioPo16,
Quest Diagnostics, and San Bernardino Advanced |moging), medical management and consulting (e.g, EPIC)
and others.
Redlands' Industrial Demand Forecast
244
1,200
goo
600
400
It 9
20
Ll 10A 16
A_J
-200
-500
2010 2011 110,12 2013 M4 20%5 2,016
` _--
Table 4. Redlands' Industrial Demand Forecast.(When supply is less than demand,vacancy decreases and absorption is positive.)
Works"4 -"-
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2014/2015 Econommic Development Action Plan Focus—Strategy_Implementation—Evaluation
As the U.S. popv|odm/, 6o6y boomers continue to age and require more me6ko| services, the healthcare
industry will continue to grow and expand. Redlands is now in position tocapitalize onthis growth, and
develop on expanded medical cluster within /he Oh^ To support these efforts, the Economic Development
Division proposes to:
° Identify existing companies within the City that provide healthcare and/or industry-related services.
° Work with existing healthcare providers and inJustry-related companies to identify potential
candidates for business attraction efforts.
° Tailor business attraction efforts to industry-related companies that provide prof essiono|-|eve|
employment opportunities and/or that may generate taxable sales through production and distribution
of products orservices.
" Identify suitable spaces (office, flex, onoU/|oqJe industrial, etc.) that can accommodate companies in
the healthcare field that may be seeking |n|on6 Empire locations.
Office and Technology Sector— l.3
It comes as little surprise ^othose who are familiar with the community that Redlands' |orgestemp|oyer — onJ
one of its most successful — is the Environmental Systems Research |nsd/o|e (Esri). The company has been o
long-time resident of /he Redlands business community and is the leader in Geographic Information Systems
technology, mapping, data and software development. E,,i has also realized steady growth over the past 40
years and continues to be driving force in providing employment opportunities for local residents.
Esrihas o wide network of users (private companies) that
have developed, orare currently developing, products of
their own utilizing Esri's platform. Doe to the fact that Esri
has established itself as o leading technology company,
and because its presence in the community represents o
solid foundation for potential growth in the technology
sector, it is essential that the City utilize its resources to
build on this foundation. Efforts to attract other
established technology companies, promising start-ups
Hill
and independent entrepreneurs will be important in
building o larger base of technology businesses within
the community.
It will also be important to partner with Esri and academic institutions, such as the University of Redlands, to
formulate strategies and programs that encourage entrepreneurship and business development. To this end,
the Economic Development Division proposes to.
° Initiate o collaborative partnership with Esd to create new opportunities for technology growth in the
commonity.
° Participate in, and establish o presence at, Esri's onnoo| user conference to market the community /o
prospective technology companies.
° Identify and market/onon-E,,itechnology companies.
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2014/2015 Economic Development Action Plan Focus_Strategy—Implementation_Evaluation
^ Identify and market svkp6|e ,pace, (office, Hex etc.) that can accommodate technology companies
and related administrative services.
" Initiate discussion with Esri and the University of Redlands to explore the potential for implementing o
technology-based entrepreneurship program.
° Support efforts to enhance the community's technology systems (e.g, 6,0066on6 communications) to
ensure high-speed access for new and existing businesses within the community.
Although the priority will be to place technology-related businesses in available office and flex space, it will
also be necessary /o encourage 6odneo investment by other companies in the healthcare/life sciences,
professional and administrative sectors. Currently, there i, on overall office vacancy rate of 15.796 in
Redlands, with the majority of product represented by [|oo B and [|oo [ space. So, i/ will be important to
market existing space to potential business interests, and — ",hen /he office market begins to expand in the
Son Bernardino (East) area — encoo,oge o66idono| Class development for use as regional and corporate
headquarters locations.
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2014/2015 Economic Development Action Plan Focus—Strategy—Implementation Evaluation
Redlands' Office Vacancy Rate
21 %
19%
�a
1
1 � 15.7%
16%
15%
14 a
09 10 11 12 1
Year
Table 5. Redlands'Office Vacancy Rate.
Redlands' Office Demand Forecast
W o, w„M ...o � r� 224
ss
— — — -- 21.0%
t
40 — _ — -- 20.0
� r
tt20
LL
a t
1 Q
a_. ....
14 „.., . .. T� m `
r
s J, Ina :aw
r
........
................ ..............
� J
... ,........
.., ,.,,_. ..
� s
0110 2011 2012,,, .013 2014 2011 2016
$MNettterweries MNetAbsorption VatanCyRate
Table 6. Redlands'Office Demand Forecast. (When supply is less than demand,vacancy decreases and absorption is positive.)
G;urw^a.�r
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A City Tlaat Warks”
2014/2075 Economic Development Action Plan Focus,_Strategy—Implementation—Evaluation
Retention and Expansion � Twvo
Integral /othe City's o"enoU economic development efforts, and to ensure long-term economic sto6i|hX are
economic development activities that include ongoing support for existing businesses in the City. As noted
previously, /he longevity of many local businesses are o testament to the City's quality, sustainability and
supportive business environment. Thos, it is necessary to continue to provide resources, assistance and
recognition to businesses in the community to help foster /heir Qrm°t6 and success. This process includes
gathering and assessing business data through available data resources and monitoring, oswell as outreach
to the business community. It will also be important to identify, provide (when applicable) and communicate
the ovoi|o6i|i|y of business resources that can assist business owners in maintaining successful operations within
the community and that support expansion efforts. Businesses are the lifeblood of the community's economic
engine, but often are not given /he acknowledgment that they deserve for their contributions. Therefore,
continued recognition of local businesses 6ythe City will also 6eonimportant component /o business retention
efforts.
Data Intelligence and Business Outreach — 2.1
|norder toeffectively plan for future business activities and address changes tothe business environment, it
will be necessary for Economic Development Division staff to continue efforts in monitoring 6oH` local, regional
and national business impacts and trends; keep apprised of business activities inneighboring communities and
regional projects/programs that may impact the City; and maintain ongoing communication with existing
businesses to ensure that City staff maintains on awareness of local business activities and concerns. To
facilitate these activities, the Economic Development Division intends to:
° Continue ,o monitor and assess local and regional market and industry activity /o capitalize on
opportunities and mitigate threats ,o the local business environment.
° Implement onongoing business visitation program that provides business owners onopportunity tomeet
directly with economic development staff to discuss any business concerns, and to provide on
opportunity for staff to learn more about company operations.
° Continue City Manager's outreach program tohigh-performing businesses.
° Create quarterly Mayor's Roundtable to o||ovv local business owners an opportunity tomeet with the
Mayor to discuss business operations and related topics.
° Collaborate with the Chamber of Commerce to initiate an onnoo| downtown "business wo|k/sorvey" tu
assess downtown merchant activity and collect feedback on maintaining/enhancing the downtown
business environment.
Support and Resources — 2.2
Providing resources that can assist new and existing business owners with launching, operating and expanding
their businesses is o key element tosustaining 6odneo growth. Whether the resource isprovided directly by
,he City o, another agency (county, state, federal), connecting business owners with /he resources that they
need is part of creating o successful business environment. Nov, more than ever, local governments are
seeking any and all ovoi|o6|e resources and tools that may provide support to |nco| businesses as they
compete in /he local, regional, national and international marketplace. Even when these resources are not
o6|e to be provided directly by the City, Economic Development staff can research and identify resource
opportunities, and communicate those opportunities |othe local business community.
Pogmll
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2014/201/5 Economic Development Action Plan Focus—Strategy_Implementation_Evaluation
To this end,the Economic Development Division plans to:
° Identify and monitor local, regional, state and national business resources, programs and tools that can
assist Redlands businesses with competing intoday's marketplace.
° Network and coUo6o,o^e with the Chamber of Commerce to ensure open communication and the
leveraging of resources (when applicable) ^osupport local business activities.
° Communicate the availability of new and existing business resources and tools to the local business
community through the use of various media and outreach efforts.
° Revamp and reorganize the economic development section on the City's website ,o ensure o more
robust listing of resources, programs and projects, oswell osonenhanced user experience.
° Continue to support ongoing business assistance programs such as monthly SCORE workshops.
A«Wnwvv|mdgemment & Recognition — 2'3
There are numerous businesses in the City of Redlands that have made, and continue to make, significant
contributions to the commonity. Whether the activity is major expansion/job growth, considerable revenue
generation, philanthropic support for |pco| organizations, environmental leadership or the implementation of
,pedo| community pruiects/pnngrams, many businesses play role inthe ongoing quality of life enjoyed by
Redlands' residents and workforce. Therefore, as port of on overall business retention effort
acknowledgement and recognition of businesses for their achievements will be on important component +u
reinforcing the City's commitment to its business commun||y. As such, the Economic Development Division
encourages and supports formal recognition efforts for deserving businesses. To accomplish this, the Economic
Development Division proposes to.
° Introduce o quarterly Business Recognition Program highlighting significant contributions by local
businesses.
° Implement on annual Business Appreciation event in conjunction with the [kom6e, of Commerce to
thank all businesses inthe community for their efforts.
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2014/2015 Economic Development Action Plan _ _ Focus_Strategy—Implementation_.Evaluation
Workforce Development � Thiree
One of the keys to long-term business sustainability and growth is the development of on educated, well-
prepared workforce /o meet the needs of |ouo| companies and potential employers in targeted industries.
Preparing Redlands' workforce to meet the needs of current and future employers, as well as to build upon o
solid foundation of high-quality io6s in multiple sectors, is o role that business, education and government can
shone in and collaborate at both the local and regional levels. Whether the need is o specialized program to
support o local company's expansion efforts, or the crafting of higher education programs to support on
entire industry, having community stakeholders work toward o common goal is paramount to achieving success
Regional Collaboration — 3.1
Throughout the |n|on6 Empire, cities continue ozevolve in terms of H`e|, respective community demographics,
business growth and physical landscape. And while each community may have different attributes, needs and
goals, the fact is that they are all members of o broader regional communhy. That's why it is important for
individual communities to work together — when applicable — /o advance economic development and
workforce development initiatives that can benefit the larger region. This may come o6nv+ through
co||o6oroh"e efforts to on,oc, specific industries or employers /o the region o, through regional workforce
development efforts. A, such, the Economic Development Division iscommitted to:
° Working with the County and other cities — as appropriate —tu attract business to the region through
collaborative 6roker/6eve|opmentou,reoc6, |eo6 generation and info/motion shoring.
° Identifying, collaborating and participating inworkforce development projects and events with other
municipal governments (County, cities), businesses and partners (Chamber of Commerce) engaged in
regional employment recruitment activities (e.g, io6foirs).
Industry Needs Assessment — 3.2
In order to better recognize and support the workforce development needs of local employers, it will be
necessary to develop /nu|s and collect/analyze data to support future assistance efforts. Additionally,
specific employee training programs (both short-term and long-term) o, other employer resources may be
needed to support local business activities. To ensure that ,he City has on awareness of local needs, the
Economic Development Division will explore opportunities to:
° Query local employers and assess their needs for training and/or other resources.
" Work with educators (e.g., University of Redlands; community colleges) and other resource providers
(e.g, County of San Bernardino Workforce Investment Board, State of California Employment Training
Panel) to develop and implement applicable training programs.
Technology Incubators — 3'3
The City of Redlands isino unique position togrow its technology sector 6ysupporting collaborative efforts
to encourage new technology start-ups, as well as attract ,e|o/e6 technology companies. The Economic
Development Division seeks to initially explore this activity through:
° Outreach and collaboration with Esdon6 the University of Redlands.
" Continued use of Esritools /o support and encourage business expansion.
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2014/2015 Economic Development Action Plan Focus—Strategy—mmplementation—Evaluation
Marketing and Tourism� �! Four
Re6|omJs is o familiar name to many of those living and working in the |n|on6 Empire, particularly in the
western portion (east valley market area) of Son Bernardino [oonty' It is also o community that has become
visible to business investors over the years, as well as business development representatives in the retail,
industrial and office sectors. Additionally, the community is fortunate inthat ithas numerous venues and events
that attract local residents, those of nearby communities and out-of-area visitors. To ensure that Redlands
continues to remain top of mind with potential business investors, and to introduce new business interests to the
community, as well as ,o create o greater awareness of the community's attractions, it is important that o
comprehensive marketing effort be implemented. Marketing activities will include, but will not be limited to,
/he development and production of marketing material and ,e|o|eJ co||otm,o|s, targeted advertising
development and placement; trade show participation and data collection/analysis nsrequired. /\66ihono||X
in on effort to support Redlands' extensive offering of venues, activities and events, it will be important to
engage in activities that promote local tourism, and to seek partnership opportunities with local venues and
organizations tnencourage visits by local, regional and super-regional residents.
Collateral Development and Data Collection — 4'l
The development of marketing material to support business attraction and local tourism efforts i, o critical
component to communicating the Redlands 6,on6. Previously, /ke,a has been limited attention given /o /he
development and production of these materials. However over the past year, the Economic Development
Division has begun the process of producing o 6odc level of support material, and will continue to o66 to this
material as o66|hono| resources become ovoi|o6|e. Division staff will also seek additional methods for
securing localized demographic data (business and tourism) to become better o~o,e of the local business
community/market, as well as specific tourism-related activities. Efforts geared toward these objectives
include:
° The ongoing development and placement of
print and online advertising materials |nindustry-
specific print and digital publications.
° Continued development of collateral material to
support trade show and outreach efforts.
° Supplementary communications and public
relations efforts to further promote the
community and its assets.
° Identification, development and implementation
of methods tocollect and analyze business and
event data.
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2014/2015 Economic Development Action Plan Focus—Strategy Implementation—Evaluation
Enhancement of Downtown Business Environment — 4.2
One of the community's greatest assets—and one that sets it apart from other cities throughout the region —is
its historic downtown. It comprises an exciting mix of historic, cultural and business offerings that attract local
residents and regional visitors. This blend of unique shops and restaurants, combined with year-round events
and activities, make it one of the most popular gathering places in the region. To ensure that the downtown
area continues to be a focal point for business and tourism in Redlands, it will be important to continually
support efforts to enhance the economic and physical environment in the downtown area. This will be
accomplished through increased efforts to enhance and expand tourism-related activities and capital
improvements in the downtown core, as well as to generate external in-kind and monetary support for these
efforts. Some of the proposed activities include:
• The physical expansion of Market Night to accommodate additional vendors and attendees, as well as
the streamlining of vendor registration and participation.
• Continued support for both City-sponsored and community sponsored downtown events.
• Securing sponsorship support — as applicable — for Market Night and other City-sponsored downtown
events, as well as other financial resources that can help sustain the downtown business environment.
• Continued support and collaboration with other City departments to provide capital improvements and
other amenities/enhancements to the downtown core.
• Increased marketing efforts related to the downtown business district and special events.
Citywide Venue/Event Marketing — 4.3
Although Redlands' downtown core is central to many tourism-related assets, it is only part of a larger
environment of multiple venues and attractions. As such, it is important to recognize and support efforts to
promote these venues and work with venue operators to communicate the City's rich offering of places to visit
and things to do. Promoting Redlands as a destination where visitors can shop, dine, play and stay is an
important component to ongoing economic development activities, and will help create opportunities for
increased visitorship, hotel stays, sales tax generation and employment. To successfully engage in these
activities, it will also be important to collaborate and partner with local businesses, venues and organizations
to collectively market the community to potential visitors. In support of these tourism efforts, the Economic
Development Division proposes to:
• Independently and collaboratively market venues and events to local and regional audiences including
"farm-to-table" initiatives,venues and activities.
• Lead efforts to develop a local tourism group comprised of tourism-related businesses, venues and
organizations, and to work collaboratively on promoting tourism in Redlands.
• Work with tourism partners to implement and promote a community-wide calendar of events.
• Develop and produce a local visitor's guide highlighting community venues and events.
irr t 'i i p �asal °�� g r a°�t air iriil'i �Yr �� tarp a°ls rn-r lrat cl ctivifies in 54rvr
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A City That Works' Page 15
2014/2015 Econommic Development Action Plan Focus—Strategy—Implementatiom—Evaluation
Specia� .
��� ecfs � Five
There are o number of ongoing projects that are directly related to the City's overall economic development
activities. And while many of these projects may be influenced by private ownership and operation, or |e6 by
other public agencies, it is important that the [hY remain involved in H`e|, continuing progress. One of the
most notable projects, currently moving forward, is the sale and transformation of the Redlands Mo|i The site
is o critical component|uthe economic stability of the downtown core, and successful development of this asset
could complement the existing downtown area and create new opportunities for businesses and residents.
Additionally, the former Pocking House (currently under control of the Successor Agency) could be o vital link
/o increased downtown business activity, and the planned light rail project will further enhance economic
opportunity within the community. Finally, it may be in the best interests of the City to consider developing —
with the assistance of o consohont — o long-range (5-10 years) strategic vision for economic development,
above and beyond what is provided in the Economic Development Ac/ion Plan. Proposed activities related to
special projects include:
° Working with the new owner ofthe Redlands Mo|| to develop and implement ovision for transforming
the site into ovibrant, economic asset.
° Securing authorization from the State of California Department of Finance to sell the former Pocking
Hoose, and work with the new owner to develop o practical use for the property that vvou|6 further
enhance the economic vitality ofthe downtown area.
° Collaborating with the San Bernardino Associated Governments (54NBAG), Esri, the University of
Redlands, other Qty divisions and other entities in support of development of o light rail extension and
multiple access points within the community, as well as o downtown plan in support of this effort
° [D8G and Successor Agency administration.
° Developing o long-range economic strategy for the community.
C o n c I tt,,s i o n
The 2014/2015 Redlands Economic Development Action
Plan incorporates the City Council's economic
development initiatives under its Economic/ Business
Growth focus area. And while the Economic Development
Action Plan is certainly on aggressive undertaking, with o
sufficient level of staff and resources, many of /he
proposed activities could be implemented over the next
two fiscal years (see Economic Development Action Plan
Activity Matrix).
Upon approval of the 2014/2015 Economic
Development Action Plan by the Ory Council, the
proposed budget for carrying out activities within the Plan will he presented for final approval as part of the
City's annual budgeting process. The final determination and allocation of economic development funding will
determine the overall level of service that can be 6e|iyere6.
0 __ i3- Works"
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