San Francisco Economic Strategy The 2007 Economic Strategy - - PowerPoint PPT Presentation

San Francisco Economic Strategy

• The 2007 Economic Strategy identifies three overarching

goals for our City:

• Create job opportunities by building on our strengths to

promote greater overall economic growth

• Ensure greater inclusion and equity in job opportunities, with

an aim to reducing inequality

• Ensure a sound fiscal footing for the City by encouraging

industries with a positive fiscal impact.

• 1.

Better prepare residents for jobs 2. Make business climate more competitive 3. Continually improve San Francisco’s quality of life for residents, workers and visitors 4. Invest in city's Infrastructure 5. Strengthen technology and innovation foundations 1. Education & Training 2. Business Climate 3. Quality of Life 4. Infrastructure 5. Innovation & Technology

• Knowledge Sectors
• Experience Sectors
• Physical Infrastructure Sectors
• People Infrastructure Sectors
• Jobs
• Wages
• Equality
• Wealth / Asset Ownership

What do we want? An economy for all with good jobs, wage growth, decreasing inequality and increased asset ownership.

Drivers

Policy & Action Foundations

Performance

How do we get there? Businesses in key sectors create and sustain the jobs that help us achieve these goals. What do these busienss sectors need? These sectors depend on the 5 foundations of our economy. If these are good our sectors are strong, if these are bad, our sector are weak. How does the City help? These sectors depend on the 5 foundations of our economy. If these are good our sectors are strong, if these are bad, our sector are weak.

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• Jobs: While employment in San Francisco has been flat for the past 30 years, since 2005

the city’s share of the region’s employment has steadily increased.

• Sectors: Over the last business cycle, the Export Sector grew, while Local-Serving Industries

lost jobs.

• Workforce: San Francisco's two strongest industry clusters—the Creative Industries and

the Experience Industries—tend to create high-paying jobs for the highly-educated, and low-paying jobs for the workers with a high school education or less. Local-serving sector is declining, creates more middle income job opportunities for those without 4-year degrees.

• Demographics: Increase in industries with high wages and low wages has lead to an

increase upper income and extremely/very low and low income populations increased. Moderate income population has decreased. Children and seniors are declining, and working age adults are growing. The immigrant workforce is growing faster than US-born workforce, at every level of income.

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• Real Estate: Both residential and commercial real estate costs in San Francisco are high.
• High residential costs result in upward pressure on wages
• High commercial costs result in increased operating costs for businesses in San

Francisco

• Labor Costs: Businesses pay significantly more for workers if they’re located in San

Francisco which discourages job creation in the city.

• Business & Tax Regulations: Business taxes and regulations in San Francisco result in the

highest business costs in the state of California.

• The Strategy's Policies and Actions are focused on addressing these business barriers, so all

businesses – not just those with a built-in competitive advantage – can succeed in San Francisco, and the city can have a more balanced process of economic growth.

FOUNDATIONS POLICIES AND ACTIONS

1. EDUCATION AND TRAINING 1.1 Create a Coordinated Workforce Development Strategy for the City Around the Economic Development Priorities 1.2 Better Prepare San Francisco's Youth for Careers 1.3 Close the Digital Divide

• 2. BUSINESS CLIMATE

2.1 Create a Local Tax Policy That Promotes the City's Economic Development Priorities 2.2 Increase Business Outreach and Private Sector Partnerships 2.3 Streamline Business Interaction with the City Government 2.4 Evaluate and Refocus the City's Assistance Programs for Businesses 2.5 Evaluate Economic Impact of City Polices on Business 2.6 Use City Purchasing and Regulation To Promote Competitiveness in Priority Sectors 2.7 Strengthen Global Connections 2.8 Film

• 3. QUALITY OF LIFE

3.1 Upgrade Neighborhood Commercial Areas 3.2 Encourage Creativity by Continuing to Develop San Francisco as a Center for the Arts 3.3 Recognize and Enhance the Value of Parks and Open Spaces

• 4. INFRASTRUCTURE

4.1 Provide Sufficient Real Estate for Strategic Priorities 4.2 Maximize San Francisco's Accessibility to a Local and Regional Workforce 4.3 Work to Reduce the Cost of Residential and Commercial Development

• 5. TECHNOLOGY AND

INNOVATION 5.1 Support Commercialization of Research and Technology 5.2 Improve Telecommunications Infrastructure for Information-Intensive Industries 5.3 Support Efforts to Create More Investment Vehicles for Startups 5.4 Identify, Evaluate, and Support Emerging Industries

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Policies Actions 1.1 Create a Coordinated Workforce Development Strategy for the City Around the Economic Development Priorities Consolidated and Aligned Workforce Programs: OEWD consolidated Workforce Investment Act, Community Development Block Grant, General Fund, and departmental work ordered dollars to develop and fund workforce programs. In coordination with the Mayor’s Office and Board

• f Supervisors, OEWD aligned citywide workforce efforts, including

completing an inventory of City workforce programs and assisting with the development of amendments to Administrative Code 30. These amendments pending before the Board of Supervisors, would among

• ther provisions, establish an Alignment Committee comprised of city

departments providing workforce services that will develop five-year workforce plans and annual updates. Launch the WISF: OEWD reconfigured the Workforce Investment Board (WIB), launching Workforce Investment San Francisco (WISF) as the City's designated Workforce Investment Board (WIB). WISF members include senior representatives from a range of sectors, including construction, hospitality, health care and technology.

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Policies Actions 1.1 Create a Coordinated Workforce Development Strategy for the City Around the Economic Development Priorities (Cont) Develop City-wide Strategic Workforce Plan: OEWD developed and is implementing a strategy that aligns the City's workforce programs around the needs of local and regional industry growth sectors. Included in this strategy are OEWD’s four sector training academies in construction, health care, hospitality and information and communication technology(ICT). These academies train workers in growing sectors of the local and regional

• economy. In both its training and business services activities, OEWD uses

a "dual customer approach” to workforce development; which focuses on the need of both employers and employees. Launch Access Points: OEWD replaced the traditional One-Stop model with an “Access Points” strategy that is tailored to meet the unique needs

• f San Francisco’s diverse neighborhoods, communities, and employers.

OEWD funds service providers to support four types of Access Points: a single Comprehensive Access Point, Sector Access Points, Neighborhood Works Access Points, and, Young Adult Work Link Access Points.

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Policies Actions 1.2 Better Prepare San Francisco's Youth for Careers Develop Youth Pathways to Jobs in Priority Sectors: In partnership with SFUSD's Career Technical Education programs, OEWD aligns training in construction trades, hospitality and in healthcare. OEWD continues to strengthen these partnerships, and is working to develop new partnerships with SFUSD high schools focusing on Information and Communication Technologies (ICT) pathways. Promote Collaboration Between SFUSD and Employers: The re-launched WISF and the Youth Council both include the San Francisco Unified School District; which provides the SFUSD a direct connection to major employers across all sectors. Strengthen OEWD / DCYF Collaboration: OEWD works closely with DCYF, partnering on Summer Jobs+, supporting DCYF's Transitional Age Youth initiative (TAYSF) and coordinating citywide workforce strategy. DCYF's Director also sits on OEWD’s Youth Council, which is charged with coordinating and centralizing the youth workforce system in San Francisco.

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Policies Actions 1.3 Close the Digital Divide The Department of Technology (DT) worked to increase connectivity for San Franciscans through the following activities:

• Technology Labs - Through Broadband Technology Opportunities

Program (BTOP), DT opened or re-equipped 14 new youth digital media technology labs and 54 neighborhood tech centers for seniors and adults with disabilities.

• Training - Through BTOP, DT trained 2,500 participants per quarter.

Provided over 200,000 hours of digital literacy and digital media training.

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Policies Actions 1.3 Close the Digital Divide (Cont)

• Access - The City prioritized high speed penetration of broadband with
• ver 130 miles of fiber optic cables already laid and made significant

investment to take advantage of the coordinated street excavation

• rdinance. Studies show that for every 20% of broadband penetration,

we can correlate 1% of GDP growth.

• Public Housing - DT completed broadband installation in all the

public housing sites in December 2011 with the use of City-owned fiber optic cables providing the backbone in newer developments such as Valencia Gardens. DT is now working to improve WiFi at these sites.

• WiFi – DT has brought WiFi to Libraries, Market Street, Treasure

Island, Union Square, Civic Center, the Northern Waterfront, 32 Parks, Recreation Centers

• Fiber Optics – DT has installed 130 miles of fiber connecting 160

facilities including City College, UCSF, clinics and the Exploratorium

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Policies Actions

• 2. Governance

and Business Climate

• Transitioning to Gross Receipts Tax
• International business development – ChinaSF, LatinSF, Greater AsiaSF
• Launched business assistance center
• Developing online business portal
• Coordination with 311
• Refinement of assistance programs: loan programs, ADA program,

storefront vacancy program, Jobs Squad

• Small Business Development Center
• Provide economic impact analysis
• Increase coordination with LBE’s in City contracting
• Create jobs for Workforce graduates
• 3. Quality of Life
• Promote neighborhoods to Visitors
• Invest In Neighborhoods
• Investment in arts facilities and cultural centers
• Art Enrichment Ordinance – 2% for public art
• Community Arts Stabilization Trust
• Real estate support for arts organizations and non profits
• Parks Funding
• Plaza Program
• Walkable streets & spaces

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Policies Actions

• 4. Infrastructure
• Provide space for housing
• Provide space for new job growth
• Protect PDR space
• Entitlement process improvements
• CEQA process improvements
• Improve local and regional transit, expanding accessibility to a local

and regional workforce

• Bike network and facilities
• 5. Technology

and Innovation

• Incubator space
• Attracting and expanding research and academic institutions
• Expanding WiFi and fiber optics
• Identifying and supporting emerging sectors

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• Continue to develop career pathways that promote

job mobility and advancement

• Reduce labor costs by reducing the cost of housing in

San Francisco

• Streamline business regulation and process
• Assist businesses facing rising real estate costs
• Maintain & expand support for local serving

industries

• Continue to focus on four strategic sectors
• Strengthen the physical infrastructure sector
• Upgrade the experience sector
• Retain large knowledge sector companies
• Promote knowledge sector start-ups