San Mateo County
Economic Vitality Blueprint

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METHODOLOGY

The collaborative public/private sector Team approach that began with the 1994 Economic Development Plan and carried through the creation of the Economic Vitality Blueprint- Phase I was continued in the development of the second phase, Strategic Action Plan. Adhering to the original timelines in the Blueprint, seven Action Teams were created by the end of September, 1995. Prospective Team members were drawn from the expansive membership base of SAMCEDA, the public sector partners and other business organizations, and co-chairs were appointed by the EDAC Steering Committee with the recommendation of each Team.

At the outset, the respective objectives of each Action Team, as defined in the Economic Vitality Blueprint, appeared diverse:

=> Marketing & Communications Team

· Develop an effective marketing program to retain and attract businesses
· Establish a marketing alliance for a coordinated marketing approach

=> Existing & Emerging Industries Team

· Adopt/advocate public policies encouraging business investment
· Continue the "early warning" system
· Establish business development-oriented zones
· Establish business incubators
· Establish business resource centers

=> Permit Streamlining & Regulatory Reform Team

· Encourage completion of common Countywide permit applications
· Coordinate action timelines at the state, regional and local levels
· Standardize permit processing tools
· Reduce processing and approval times for permit applications

=> International Trade & Investment Team

· Strategically partner with existing export assistance programs
· Develop a resource library
· Create a business assistance center for international business travelers

=> Link Education and Business Team

· Create an internationally competitive education system
· Create industry advisory groups to strengthen existing partnerships
· Analyze workforce needs and future requirements by cluster industries
· Establish a systematic and comprehensive workforce training strategy
· Establish skill training for high school students
· Modify curriculums to reflect industry's future workforce needs

=> Workforce Housing Team

· Modify zoning and development policies which encourage residential development responsive to market demand
· Encourage mixed-use developments near transit services
· Encourage employer involvement in housing advocacy
· Seek State legislative support for cooperation among communities

==> Transportation Team

· Identify transportation funding for priority projects which reduce peak hour congestion
· Improve public transit services, access and effectiveness
· Encourage business to promote commute alternatives and be an active planning partner
· Maximize appropriate development around transit centers

Using the categories provided in the 1995 Economic Vitality Blueprint - Phase 1, seven Action Teams were created utilizing broad representation from the private and public sectors, education, labor, environment, housing and finance. After initial meetings at which Team chairs and co-chairs were selected, individual Teams met often to define their respective missions and goals (making sure they directly support the Economic Vitality Vision) as well as create separate objectives to be accomplished. The next steps involved developing strategies by which the objectives and mission statements would become realities. As an additional step, Action Plans were created to prioritize the implementation efforts.

This was accomplished through the active participation of nearly 150 people, each of whom devoted substantial time to create the San Mateo County Economic Vitality Blueprint - Phase II, the 1996-99 Strategic Action Plan.

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