Jun 21, 2022
Appendix A Small Business Support Recommendations 2015-20212017 Small Business Task Force Economic Development Strategy 2018-2021 Oakland Economic Recovery Advisory Council 2021 Economic Recovery Plan2021Financial and Technical Support to Businesses R1 Focus on ongoing full-lifecycle support for the existing small business community Connect established business owners with newer/prospective entrepreneurs in structured mentorships Support female tech entrepreneurs Expand support programs which help female entrepreneurs and entrepreneurs of color to other sectors and entrepreneurs of color Strengthen business networks for people of color Encourage low-income residents to participate in banking and financial empowerment R1.2 Provide financial support to small business recovery, particularly BIPOC businesses. 1. Financial Readiness and Stability – Equitable Small Business Support Support small businesses in getting capital-ready to shrink racial and geographic gaps in access to stimulus, grant funding and other financing. R3: Create Detailed Directory of Small Business Support Service This will serve as a tool to help communicate to partners where overlap and gaps exist, and provideRaise awareness of businesssupport services in low-income neighborhoods R4.2 Expand equity programs and support industry efforts to reduce disparities the City should work to increase capital flow to BIPOC and women-owned small businesses and build their support networks 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021guidance about how they might meet small/local business needs more effectively Have/maintain a directory of partners working in Oakland to help serve small businesses, including detailed information about services offered by each small businesses to help educate small business entrepreneurs about these processes City departments or third-party organizations for small/local business customers customers, leveraging existing channels and/or creating new methods where gaps exist Partner with CDFIs, Business Service Organizations (BSOs) and community-based organizations to build awareness and provide pre-application technical assistance to BIPOC and women-owned small businesses to apply for specific Federal/ State/Local incentive programs R6: Subsidies and Financial SupportEvaluate direct subsidies:Investigate new funding sourcesPrevent predatory operations that exploit financiallyGrow Oakland’s Revolving Loan Bridge loans –low-or no-interest loans until 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021Business Tax rebates -like credits Improvement grants Stock modernization, retrofit grants and policy tools to spur land andproperty development Pilot new funding models for public safety and public realm improvements vulnerable business operators and property owners Fund to $5M to offer:longer-term loans come throughEmergency microloans >$10K Forgivable loans > $5K Low-interest loans for growing enterprises, focus on women and BIPOC ownersBusiness Assistance Center BAC should be a ‘help-desk’ for small/local business, small/local businesses when facing a question or problem contacts by small/local business customers throughout business lifecycle Continuously improve our understanding of small/local business needs, City departments or third-party organizations for small/local business customersBusiness Assistance Centers re-positioned as a first call contact Pilot remote Business Assistance Centers to serve more businesses in the flatlands and grow trust in City business services. 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021bottlenecks within internal City processes nce of partners, and make this information available to those partners and the public bureaucracy for the needs of their small/local business customers in all Oakland districts - identify centrally-located businesses or organizations in each district which could donate space for this use Business Assistance Center should be inviting for small business customers (an office with racks of pamphlets does not meet this qualification) website and other tools should emphasize self-service capability wherever possible 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021Assistance with City Services R5: Provide support for small/local business customers to help navigate permitting processes information and support by small/local businesses used to improve staff organization and process and escalation process to be used when permits fall into an exception state escalation caseworkers who are able to navigate the various departments and requirements, to ensure communication to customer completion of key tasks on the part of both parties (customer and City staff) small/local business customer at all levels Review and streamline policies andprocesses for all business-government interfaces Review the real estate development permitting process with recommendations to reduce costs and delays All processes are streamlined Issue planning and building permits more quickly 65% of all planning and building permits are issued within one day Provide business information digitally A multi-lingual portal, which contains all permitting, licensing and business services information, is published Support businesses through the permitting process.
2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021identifying cross-departmental or third-party solutions, facilitating reasonable exceptions, and bringing together required personnel for approval Ensure adequate staffing in the various departments responsible for granting permits process where applicable -service by applicants third party service Advocate within the City bureaucracy for the needs of their small/local business customers Help business faced with compliance issues to come into compliance (create/assign funding for this) R2 Develop a roadmap for small businesses to help Improve business satisfaction rates with City support and services Business satisfaction with City assistance and services is 90% 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021educate small business entrepreneurs aboutthese processesCity departments or third-party organizations for small/local business customers working in Oakland to help serve small businesses, including detailed information about services offered by eachIdentify and Support BIPOC Owned BusinessesR2 Use existing data about small businesses (from Business License and other sources) to help build a customer directory and target outreach to improve customer awareness R 4.2 Gather data and conduct racial impact analysis to name disparities in industry sectors 4.5 Support ongoing participatory research on the needs of black-owned businesses. Support research on the needs of Black, Indigenous and other POC-owned businesses owners during and post-COVID Incorporate social cohesion as an economic development strategic goal with clearly defined outcomes and metrics. Continue to work with the Revenue Department to gather disaggregated race and gender demographic business license data and track revenue increases for Oakland’s BIPOC and women-owned businesses. 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021Commit resources to gathering the quantitative and qualitative data needed to center equity and target resources effectively Recognize the structural barriers to capital for Black owned and other POC-owned businesses and design programs to address them Contracting and Procurement Foster business partnerships to boost the recovery of BIPOC-owned businesses through purchasing contracts and equity investments Waive or defer other business fees such as ABC liquor license fees R2Equity in Contracting and Grant Making Develop targets to close disparities in grants and contracting throughout City government and continue to evaluate departmental processes toSupport the interdepartmental effort to increase access for local BIPOC and women owned businesses and nonprofits to participate in government contracts. Deploy U.S. Economic Development Administration (EDA) 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan20214.3 Close the digital divide for businesses and workers. Build on the successes of #OaklandUndivided and #OakWIFI by raising funds to close the digital divide for workers and small businesses Identify business owners and workers who lack an online presence/ internet access and connect them to resources remove barriers for small/ local BIPOC and women-owned businesses. grant and the Council-directedConstruction Resource Center (CRC) Grant to provide training for 60-70 local contractors over a two-year period. Track outcomes. Work with the IT Department to identify funding for and develop a public directory of local businesses that is compatible with iSupplier. Partner with DWES to provide technical assistance for Minority Business Enterprises/Woman Business Enterprises (MBEs/WBEs) to become certified. Bring a recommendation for program changes to City Council by Fall 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan20212021 to the Façade andTenant Improvement grant program to remove access barriers and close racial disparities.Support for Creative Businesses Review cabaret and other assembly use permitting requirements, also evaluate other arts and entertainment uses which could be located outside retail districts Create a program to encourage the tenanting and re-use of vacant properties Publish a portfolio asset management plan Develop a Cultural Arts plan Support arts and culture organizations to stay and grow in Oakland R1.3 Sustain Oakland’s artist and cultural organizations. Explore flexibility in permit and public safety fees for cultural organizations to reopen using outdoor space safely 4.1 Increase space available for businesses and cultural activities. Consider a temporary use category in the City Planning Code to allow ongoing flexibility and prevent long-term vacant storefronts R3 Engage BIPOC youth and cultural arts voices in recovery planningand strengthen internal and external partnerships to increase social cohesion and community resilience. Expand the Neighborhood Voices grant program to support arts and culture through 2022. Encourage and track applications from which rank high in Oakland’s Community Stressors Index. Develop a creative economy business focus by identifying and formalizing a partnership with one intermediary arts organization to provide business support for cultural organizations. 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021 Align with the State’s home-based kitchen laws and work with local food vendors to legalize operations Support the expansion and development of community markets that provide opportunities for vendors, artisans, artists, and makers. Support three new community markets and develop infrastructure to grow additional spaces. Streamline the special events process to encourage more arts, youth and other cultural events and remove barriers for BIPOC-led groups. Work with the Planning & Building Department (PBD) to develop standard operating procedures and enhanced tools to help businesses 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021navigate the permit process. Investment and Marketing Support R4: Engage in broad Marketing/PR strategy on behalf of small/local business newsletters should be included in PR campaign to deliver specific messages (calls to action, event publicity, calling attention to media components of the campaign, etc. Develop propositions for businessand investment attractionCompelling propositions are published and communicated to target businesses and investors EWD-BD Redesign economic development website R4 : Growing Demand and Investment Execute an expanded city-wide shop local marketing campaign toencourage consumers to spend their dollars locally. Develop a business attraction strategy focused on industrial lands. Run an expanded “Think Oakland First” year-round marketing campaign to encourage consumers to shop locally. • Develop a business attraction proposal to attract, grow, and stabilize core businesses in targeted locations. • Position Oakland for industrial innovation and expanded local manufacturing. Improve 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021occupancy of vacant industrial sites by 10% over one year.Small Business Organizing R1: Charter Small Business CommissionIdentify communications strategies which ensure that our small/local businesses are both heard by and hear from us Oakland, Oakland BID Alliance, and other external agencies where appropriate Ensure that all City policies, contracts and procedures consider the impact on the small business community and local economy development of a comprehensive small business strategy, including clear definitions of small and/or local business for the purposes of this strategy Encourage the creation of additionalbusiness improvement districts Streamline and clarify the BID creation and renewal process and support the new BIDs and merchant organizations in the flatlands. Assess the feasibility of a cannabis BID or partnership organization. Attract new firms to Oakland’s industrial areas and increase the number of good jobs for local residents by 250 by 2025. 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021Assess whether BID structure can be adjusted to better represent the needs of the small/local business communityto the small/local business community, leveraging existing channels and/or creating new methods where gaps exist Create, evolve, or reinforce partnerships which can meet the needs of our small/local business community Create ongoing relationships with existing merchant associations and other groups within each districtbetween merchant groups and other associations through hosting events or attending meetings or events where these groups already meet small business organizations 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021(trade groups, local merchantassociations, etc.) to attend their gatherings to make relationships, collect and provide informationWorkforce Many small/local employers have hired staff from various workforce development and training programs, but success (employee retention) rates are low often require a higher level of supervision, which requires that businesses have strong supervisors/managers and HR oversight, which is out of reach for many small operations desire to fill open positions, and many business owners are values-driven to offer employment to those who might need an opportunity, Help local businesses to hire local trainees Oakland businesses are supported to hire local residents with 60% of businesses repeating participation. additional residents are employed in local businesses Provide job training for Oaklanders Oaklanders access city-funded job training services EWD-WD Provide Oaklanders with industry recognized credentials 50% of adult participants in city-funded training programs receive an industry recognized Invest in gathering racial disparity data by sector. Each industry should address the racial disparities in its workforce and work with the City to remedy, rehire and train workers to equal employment. Coordinate with cities on recovery planning that names disparities and focuses on increased mobility, security and wealth for low-wage workers Target workforce services with the highest unemployment ° Upskill and reskill low-wage workers who have been displaced or are at high risk of displacement to reduce racial disparities in unemployment. Provide expanded opportunities for Oakland’s youth to find good local jobs. Increase the number of Earn and Learn opportunities and job placements for Oakland youth.
Expand Year-Round and Summer Youth Employment Program, continuing to prioritize Black, Latinx, Native American, and Pacific Islander youth residing in East Oakland, Fruitvale, and West Oakland. Include new placements in cultural arts organizations and engage the Youth Commission in Youth workforce program planning and design. Increase the number of adult jobseekers trained through Oakland Workforce Development Board- 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021but cannot do so if those employees cannot perform adequately, or create a resource drain on staff and managers employees exiting these programs post-hire is insufficient, and subsidized wages for a short period of time do not adequately offset the complexity of these engagements for small employers credential within one year EWD-WD Provide pathways from training into work for Oaklanders 70% of adult participants in city-funded training programs get a stable, middle income job EWD-WD Provide work-based learning opportunities to young Oaklanders young people undergo work-based learning annually Expand the use of Workforce training programs for blight reduction New training positions are added in blight reduction and public infrastructure maintenance Expand safe childcare and learning options for Oakland youth. Ensure unemployed workers have continuous health coverage. Analyze and report on wage and hiring disparities Businesses and Non-profits to close training and wage gaps Oakland’s youth are at protests making a clear call for justice and equitable investment in their communities and futures. Economic recovery and rebuilding efforts must engage and include Oakland youth to share their survival stories and hopes for the future. Identify sectors with growing hiring needs Market the Metrix online learning platform and address access barriers such as lack of computers, access to the internet, and digital literacy. Consider increasing youth wages above minimum wage for Summer 2022 and beyond. Explore and identify funding for a mobile AJCC for underserved communities with an emphasis on majority BIPOC communities in funded training programs in 2021-2022 from 100-150 to 300. Target programs to support job training and placement in fast-growing industries including Healthcare, Construction, IT, and Hospitality, consistent with the current Local Workforce Development Plan. Identify funding and create a marketing campaign to increase awareness and use of Oakland’s three American Job Centers of California (AJCCs), with the highest unemployment rates. Complete an asset mapping and evaluation of all city-wide adult and youth employment programming to align 2017 Small Business Task ForceEconomic Development Strategy 2018-2021Oakland Economic Recovery Advisory Council2021Economic Recovery Plan2021deep East Oakland.strategies and identify opportunities.