Available Successor Agency & City-Owned Parcels
Posted on December 3rd, 2012 by sbadmin

The Dissolution Act (ABx126) eliminated redevelopment agencies as of February 1, 2012.  It also directed the creation of successor agencies and oversight boards to dispose of former redevelopment agencies’ assets.  These participating successor agencies (both cities and unincorporated communities) will dispose of during spring/summer 2013.

  • Cedar Glen
  • Chino
  • Fontana
  • Grand Terrace
  • Hesperia
  • Loma Linda
  • Needles – New!
  • San Sevaine / Fontana
  • Twentynine Palms
  • Upland
  • Victorville
  • Yucaipa

Learn more: http://www.sbcountyadvantage.com/Site_Selection_Data-RDA_Parcels.aspx

 

Inland Empire Becoming a Specialty Beer Scene
Posted on October 17th, 2012 by sbadmin

By Inland Valley Daily Bulletin’s Liset Marquez

In recent years, the specialty beer scene in Los Angeles has taken off and now the Inland Empire seems to be catching up.The new wave means beer aficionados no longer have to make the trek to Los Angeles or San Diego counties for handcrafted selections, but they can look no farther than their hometown or neighboring city.

San Bernardino County is home to Hangar 24 Craft Brewery in Redlands, Dale Bros. Brewery in Upland as well as Big Bear Mountain Brewery and Restaurant in Big Bear Lake.

This year alone, I & I Brewing in Chino opened in January. More than six months after that, two new locations also began serving up artisan hops – Chino Valley Brewing in Ontario and Claremont Craft Ales in Claremont.

And it doesn’t end there.

Donkey Punch Brewery and Ritual Brewing Co, both based in Redlands, are expected to open some time this month. There are many more in different stages of development.

“We are getting all these breweries here and we want to be a place where people think of it as a destination, they can come and do a brewery tour. Hop around within a 15-mile radius where they start here and end up at Hangar 24,” said Emily Moultrie, who is general manager of Claremont Craft Ales, which opened its doors in August.

Moultrie said she has noticed that customers will go to Chino Valley Brewery, then stop by their brewery in the industrial complex in the north part of town, and end up in Upland at Dale Bros.

“These are people who would have never have come to Ontario or Claremont before. They go on purpose to see the brewery,” she said. “We’ve all done it. We’re a bunch of beer geeks and planned vacations around beer.”

As Dale Bros. brewery gets ready to celebrate its newly expanded location at Cable Airport in Upland, it now means the brewery will be able to increase its production, including its well-known selection, “Pomona Queen.”

The Upland Brewery will celebrate the grand opening of its 8,200 square foot brewery at Cable Airport, today with Oktober Fiesta, with live music, food trucks and beer tasting.

The brewery’s move is significant for another reason – it puts a cap on the burgeoning beer scene in the Inland Empire, which, in the past year, has seen the opening of two breweries as well as a nanobrewery.

“The more (breweries) we have to offer the more we can change the culture, expand people’s knowledge of what beer is and what it can be – all the different tastes.

It’s a rich beverage with a rich flavor,” said Karen McMillen, general manager of Dale Bros.

Her husband, Andy Dale, and brother-in-law, Curt Dale, own Dale Bros, one of the first local breweries in the Inland Empire.

Another brewery, which many in the industry see as a business model worth emulating, is Hangar 24 Craft Brewery in Redlands. Ben Cook, who has been brewing for more than six years, is the founder and master brewer at brewery adjacent to the Redlands Airport.

In May, Hangar 24 Craft Brewery took home a first-place win at the 2012 Brewers Association World Beer Cup in San Diego for its Winter Warmer selection.

The growth has been fairly recent, Moultrie said. Just two years ago, when the creators behind Claremont Craft Ales were working on their business plan, the only local brewers in a 23-mile radius, besides Dale Bros., was Hangar 24, she said.

Moultrie opened the brewery along with her husband, Simon Brown, who is the director of the brewery operations. They are joined by business partners Natalie and Brian Seffer, who is the head brewer.

“There was good crop in Riverside but right in this circle of east Los Angeles County and western San Bernardino, the last three
years have been crazy,” Moultrie said.

McMillen echoed her sentiments.

“At that time we started seeing some new breweries, but it’s been an explosion, three all new craft breweries. We think its
fabulous,” she said.

Strength in numbers

Why the sudden surge in breweries? McMillen thinks it has to do with the success of Hangar 24 and Dale Bros.

“It ends being up a lot of hard work and more difficult than people imagine in the beginning. That’s why we try to help out
others.”

Even with the spike in local breweries none of them see themselves as competition. In fact, it’s the opposite.

McMillen said she considers the craft beer industry to be very friendly – one where everybody helps each other out. She said she is excited to see the growth of the industry and what crops up next because they can all learn from each other, McMillen says.

“I think part of it stems from the fact that almost everyone who opens a craft brewery started out as a home brewer. And home
brewing is often a collaborative venture among friends. Home brewers are always looking to connect with each other and share knowledge, ideas, equipment and war stories of brews gone bad – all over a couple of beers, of course.”

Moultrie said she can attest to the helping hands of the Upland brewery. The Dale brothers were extremely helpful in helping Claremont Craft Ales brewery open, and it’s why Moultrie is now trying to help friends who are thinking of opening up a brewery in Glendora.

It doesn’t end there for Dale Bros., the new location may even have a tap available for up-and-coming homebrewers, McMillen said.

With the larger location, Dale Bros. will serve their own beer styles as well as from other brewers. They are also exploring the idea of bringing in homebrewers and giving them more of an outlet for their creativity.

Another reason why the breweries in the region embrace each other is because they know they provide something that can not be imitated.

Each brewery has a different focus or idea on how how they make their lager or ales.

“They are going to be made by a different person at each place and that person brings their own tastes, style preferences,
knowledge and experience and what they like and what they want to serve,” Moultrie said.

The new brewmasters

Those behind the handcrafted ales say they are aiming to provide more selections than what is often known in the beer community as the big three – Bud Light, Miller, Coors – which is mass produced and watered down.

Many brewers in the Inland Empire produce their one-of-a-kind ales using fresh and local ingredients such as orange-infused
beer.

Partners Chuck Foster and Eric Millspaugh opened I & I Brewing in a Chino business park in January

The business venture is an outgrowth of their enjoyment of home brewing, and both say they are self-taught in the craft of ales, lagers and porters.

I & I Brewing is only open for tastings on Fridays and Saturdays.

Like many of the new locations in the Inland Empire, the brewers hold full-time jobs elsewhere, as Foster is a chemist and Millspaugh, a programmer.

They currently have more than a dozen beers on tap, including their interpretation of an American Oktoberfest. Their upcoming beers will feature a Cinnamon Papaya Belgian Dark Ale, a Belgian Pinapple Blonde and Peach Wheat Ale.

Business has been growing at both Chino Valley Brewery and Claremont Craft Ales. So much that both locations are now open Thursday through Sunday.

In Claremont, full-time jobs mean the brewmasters only brew once a week – on the weekends.

Right now, they typically have between seven and eight styles on tap. The goal is to expand to 16 taps in the near future.

The Claremont Craft Ales will always offer seasonal and speciality beers. Their flagship beer is the Jacaranda, a Rye IPA.

“No matter what kind of beer drinker you are, everybody loved it. People who say, `I’m not a beer drinker,’ like this
beer,” Moultrie said.

Things are a little different for the guys at Chino Valley Brewery, a nano-brewery nestled among a row of industrial warehouses in Ontario.

On most days, brewer Matthew Maldonado and business partner Ray Duran spend nearly 10 hours a day, several days a week, brewing one of the five styles of beer that is produced by Chino Valley Brewery.

One of the newest Inland Empire breweries to serve up artisan hops offers everything from their own IPA, an English-style stout served on nitrogen, a porter to a Blonde.

What sets these brews apart from what you’ll find in the grocery store is the ingredients, Maldonado said.

The Blonde Butterfield is one of the popular beers served at the Ontario Brewery. It’s a light ale and something he recommends for people who don’t like strong beers or are not use to drinking craft-style beers.

“Girls who don’t usually drink beer drink it. Guys like it, too. It’s our best seller and we seem to run out or we seem to be on
the verge of running out of it on the weekends,” Maldonado said.

Maldonado admits that he decided to brew a porter and stout because they are English-style beers, a personal preference.

The Foggy Morning Stout is a dark roasty beer, which has hints of chocolate and roasted coffee flavor.

He also uses milk sugar during the brewing process. It is served on nitrogen, something he said he doesn’t see a lot in the Inland
Empire.

As the business continues to grow, Maldonado said he would like to start by distributing their ales to restaurants and local pubs.
If there is enough demand, they will most likely increase their operations. Ultimately, they would like to bottle their beers.

Staff writer Andrew Edwards contributed to this report.

 

Press Enterprise: Redlands School Earns National Award
Posted on October 17th, 2012 by sbadmin

BY DAYNA STRAEHLEY

Judson & Brown Elementary School in Redlands was named by U.S. Secretary of Education Arne Duncan as a national Blue Ribbon School for 2010-11.

Judson & Brown was the only school in the Inland area this year and one of 23 in California to win the national honor for schools whose students who achieve at very high levels or have made significant progress and helped close gaps in achievement, especially among disadvantaged and minority students.

Blue Ribbon Schools will be honored at a national awards ceremony Nov. 12-13 in Washington, D.C., where each winner will receive a plaque and flag the schools may fly as a mark of excellence and a symbol of quality. In its 30-year history, the National Blue Ribbon Schools Program has bestowed this award on almost 7,000 of America’s schools, said State Superintendent of Public Instruction Tom Torlakson.

 

San Bernardino County Supports CoreNet Global CRE 2020 Strategy
Posted on September 10th, 2012 by sbadmin

Look for the County of San Bernardino in the September/October 2012 issue of LEADER magazine. We are a proud supporter of the association’s groundbreaking work on the CRE 2020 Strategy. Read more here.

Here’s some of what the County had to say in this latest issue:

CRE 2020 Location Strategy Drives San Bernardino County Vision

According to the Corporate Real Estate 2020 study, locating near a skilled labor pool will be important across the board for distribution, manufacturing, research and development and corporate headquarters. As these industry sectors seek more spacious, cost effective quarters, many are relocating to the County of San Bernardino….

Charter California Edition Touts County’s Economic Strength
Posted on July 2nd, 2012 by sbadmin

San Bernardino County Economic Development Administrator Mary Jane Olhasso was recently interviewed by Brad Pomerance, host of Charter California Edition. The interview discussed the County’s strategic advantages for business and what’s driving growth and investment today.

Globest.com: Corporate Real Estate 2020
Posted on May 12th, 2012 by sbadmin

SAN DIEGO-The results of a year-long research project titled Corporate Real Estate 2020, which brought together hundreds of CRE global thought leaders to analyze and parse the corporate real estate industry’s current and future state, were revealed during this week’s CoreNet Global Summit here. The project, through interviews with more than 150 CRE
executives, service providers and economic developers, examined a wide range of external and macro-economic, societal, political and other influences, triangulating these drivers against trends affecting the globally networked enterprise and CRE itself.

The initiative focused on eight industry domains that are key to corporate real estate’s success: enterprise leadership,
partnering with key support functions, portfolio optimization and asset management, sustainability, location strategy and the role of place, technology tools, service delivery and outsourcing and workplace. Under each domain were revealed bold statements about how each would be affected by the year 2020.

“We went in to test these hypotheses to see whether they held up or not,” Mary Jane Olhasso, economic development agency administrator with the County of San Bernardino, told GlobeSt.com at the Summit. The agency helped sponsor CRE 2020, and Olhasso was involved in the location-strategy research. “We did primary and secondary research on near shoring manufacturing and found that more manufacturing is occurring in developed nations.”

Olhasso adds that this research was necessary because corporate real estate executives need to base their decisions in
reality. The research involved discussion topics and two case studies. “We would sit down and listen to them and try to understand what’s important to the corporates as they get into the space.”

Among the bold statements about each industry domain revealed by the project are:

Enterprise leadership—By 2020, senior leaders will champion
change in the supply side of the service industry, including more innovative
partnerships and the seamless integration of internal and external resources
globally.

Partnering with key support functions—The skill-sets required to
be a leader in this new integrated workplace entity will be more strategic in
nature and benefit from a more diverse set of experiences, including exposure
to other support functions and a far deeper understanding of the business.

Portfolio optimization and asset management—Demand forecasting
will improve and significantly narrow the band of uncertainty in regard to
future requirements. Forecasting will become less dependent on management’s
predictions, and better able to use external factors to predict demand.

Sustainability—Regulatory incentives for resource efficiency and
market penalties for resource inefficiency will meaningfully increase by 2020.

Location strategy and the role of place—There will be a
reemergence of manufacturing in the developed countries with smaller regional
facilities.

Technology tools—Corporate real estate strategy now includes
“goodwill assets” that include third places (e.g., home offices and coffee
shops) in supporting diversified workplaces that increase productivity,
recognizing the value of the worker ecosystem.

Service delivery and outsourcing—Clientele will drive service
providers to grow their platforms internationally.

San Bernardino Sun: County Leaders See a Positive Future
Posted on March 1st, 2012 by sbadmin

San Bernardino Sun: County leaders see a positive future despite the loss of redevelopment tools

Andrew Edwards, Staff Writer Posted: 02/29/2012 08:26:51 PM PST

County leaders touted a bright future in spite of ongoing economic challenges in front of a crowd of more than than 1,000 local officials and business leaders at San Bernardino County’s State of the County event Wednesday night. The event took place at the Million Air Terminal near San Bernardino International Airport.

Board of Supervisors Chairwoman Josie Gonzales made opening remarks and presented a short video highlighting county success stories. “It’s up to us to implement change,” Gonzales said in the airplane hangar where attendees gathered for drinks and conversation. “No one’s going to come and do this for us. We’re in the same economic bind.”

The video presentation identified the county’s hospitals, universities and military bases as major assets, while acknowledging key issues such as the need to improve primary and secondary schools and maintaining an adequate supply of water.

Prior to the video, business and government leaders discussed future interactions between the public and private sectors in California’s post-redevelopment era in a panel discussion. The panelists, which included San Bernardino County Chief Executive Officer Greg Devereaux, unhappily accepted that redevelopment agencies will no longer provide a means for local governments to subsidize development. They agreed there should be some kind of active role for government to play in planning which kinds of developments are best for their respective jurisdictions.

“Land, and how you use it in a city will determine your costs and revenues. What business wouldn’t want to determine their costs and revenues?” asked Devereaux, who served as Ontario’s city manager before taking the county’s top administrative position.

Redevelopment, as it existed in California until Feb. 1, allowed local governments to create redevelopment agencies that were empowered to use property tax dollars to improve infrastructure, finance affordable housing projects, acquire real estate and float bonds without needing to obtain voter approval.

Within the Inland Empire, redevelopment agency dollars aided the developers who created shopping centers like Ontario Mills and Victoria Gardens in Rancho Cucamonga. Gov. Jerry Brown and the Legislature took action last year to terminate redevelopment agencies and redirect their money to schools and other programs. In that sense, the end of redevelopment is the result of one of the several conflicts between Sacramento and local governments over scarce tax dollars, but that was not the only controversy related to redevelopment.

Although Wednesday’s speakers were of one voice on the value of redevelopment, critics of the program charged that redevelopment agencies gave taxpayer dollars to politically favored developers whose projects may not have been viable under free market conditions. Changing market conditions, however, was one of the purposes of redevelopment. Agencies were supposed to use their powers to eliminate urban blight and create conditions where the private sector could create a foothold.

Panelist Ed Konjoyan, an executive with Industry-based Majestic Realty Co., said that in his opinion many redevelopment-aided projects would not have come to fruition if officials simply waited for developers to propose them.

In-House Employee Development Program Creates Next Generation of Workers
Posted on October 31st, 2011 by sbadmin

San Bernardino, CA (October 14, 2011) – The County of San Bernardino Workforce Investment Board (WIB) has been an instrumental partner in helping local manufacturers such as California Steel Industries, Inc. (CSI) successfully graduate 34 electricians and 17 mechanics from its craft development program. The in-house program provides on-the-job training and mentoring for employees to become “A” level electricians, mechanics or machinists. Starting salary for the trainees is $20.17 per hour. Upon graduation, an electrician’s pay increases to $32.32 per hour; machinists and mechanics to $30.22 per hour.

Currently, CSI has 43 employees in their training programs who attend classes tailored specifically to their respective trades at Chaffey College and San Bernardino Valley College. Employees from member businesses of the Manufacturers Council of the Inland Empire also attend classes.

“The program began 13 years ago and we have been very successful in developing high quality technicians who have become fully qualified craft workers at CSI,” said Brett Guge, Executive Vice President – Finance and Administration at California Steel Industries, Inc.

A survey of 800 manufacturers conducted by the National Association of Manufacturers (NAM) in 2005 reported that more than 80% experienced a shortage of skilled workers. When California Steel’s regional and national efforts to recruit qualified “A” level electricians, mechanics and machinists fell short, CSI responded by creating the craft development programs assisted by the County of San Bernardino Workforce Investment Board.

“Our company faced a shortage of skilled craft workers as our current workforce neared retirement age,” said Guge. “Even in this economy, we could not find qualified people to step into these positions.”

“Manufacturers across the nation are having trouble finding skilled workers, but here in San Bernardino County, the Workforce Investment Board supports our employers and employees with federally funded training programs to develop our local workforce with the skills local employers seek,” said Chair Josie Gonzales, County of San Bernardino Fifth District Supervisor.

The San Bernardino County Workforce Investment Board provides services to all manufacturers throughout the county. The Business Resource Team reaches out to employers of all sizes to help train and develop skilled employees as well as provide no-cost recruitment and hiring services. In 2010, the Business Resource Team saved county employers $3,647,877 through On-the-Job Training program reimbursement, and helped nearly 6,000 job seekers gain employment.

Employers and job seekers can find more information about the job training programs and services through their local San Bernardino County One-Stop Employment Resource Centers located in Rancho Cucamonga, San Bernardino and Hesperia. Please visit: http://www.sbcounty.gov/csb-win/wia.htm.

CoreNet Global Industry Tracker ViewPoint: Mary Jane Olhasso
Posted on October 21st, 2011 by sbadmin

Long-term planning is an essential part of a successful company’s operations. In contrast, how engaged are public agencies in the practice of long-term planning? Business leaders must look at their investment in facility, workforce and technology in the context of how it supports their operations and competitive positioning for the long-term. Where they locate their business is part of that planning.

Too often local communities and cities focus day-to-day on managing resources and keeping a local constituency safe and secure with little time and effort dedicated to long-range planning. Decision-making is often based on a local, narrowly focused agenda. So in this case, how does a major corporation best determine if a region can and will support its growth? How can a city help to minimize risk and uncertainty for business investment?

Public agencies must take a long-term outlook on how to design, develop and dedicate scarce resources in order to evolve effectively into cities where Corporate America can thrive and grow. It’s not enough to provide financial incentives to woo companies across borders. The real challenge is engaging in hands-on vision planning that encourages certainty, predictability and provides an environment conducive to long-term investment, business success and employee quality of life.

The County of San Bernardino, the largest county in the nation, completed a six-month County-wide vision process. For the first time in its history, all of the County’s 24 cities and towns and County leadership worked together to create a vision of the future. This outreach included more than 25 groups of business leaders at specific subject area meetings ranging from the environment to home building, from transportation to education and from water to health care. It was a valuable way to talk one-on-one with the executives who had a vested interest in the success of their industries and employee base and who, in turn, were deeply interested in helping to shape a positive future for the region.

The reality is that this economy has created massive challenges for government leaders at all levels. It also has forced the inevitable and beneficial upside of increased public-private collaboration. The public, private and non-profit sectors must work together to manage effectively and with purpose when there are so few resources available. They also must look beyond today’s offerings at innovative solutions for the future.

A parallel to the County’s local visioning process is the work being done by CoreNet Global in its Corporate Real Estate 2020, a transformative research initiative studying the current and future state of corporate real estate and the workplace. The County is participating in these workshops alongside more than 230 senior thought leaders of corporate real estate (CRE) and workplace, sustainability and other practices.

San Bernardino County Economic Development Agency is participating in this CoreNet program because the agency wants to better understand what matters to Corporate America. The agency can then integrate that learning into the County’s vision process. The objective is to influence appropriate and sustainable urban planning and development as well as prioritize county resources as they relate to workforce training, transportation investment, and integration of housing, education and healthcare resources. The end result is a Complete County vision that is relevant to business.

The County’s Vision Statement opening expresses this idea: We envision a complete county that capitalizes on the diversity of its people, its geography, and its economy. . . We envision a vibrant economy with a skilled workforce that attracts employers who seize the opportunities presented by the county’s unique advantages….

So how does a region drive change and vision? Similar to a business, there must be a plan in place to implement newnew, broad-ranging ideas.

For example, despite high unemployment, corporations remain challenged by a lack of skilled labor. One solution is to develop a collaborative model for non-profit, education and the private sector that starts at the public school level. The objective is not just to ensure a graduate meets their high school requirements but to graduate an employable individual who is ready and able to embark on a career.

There is also a need for reliable infrastructure to support goods movement and quality of life. Rather than focusing on local agendas, transportation investment and planning should be done across city borders to create the greatest positive impact on the region, its residents and industries. This includes critical connections between ports, airports and freeways as well as the prioritization of alternative transportation options and quality pedestrian-oriented environments.

Communities can encourage the right kind of growth with long-term collaborative planning. Effective planning also can engage corporate investment to bring a vision to reality. Implementing the County’s vision has already created a positive catalyst for change at all levels and amongst all organizations. The end result will be a Complete County that is ready and able to meet the needs of Corporate America now and well into 2020.

As the Administrator for the County of San Bernardino Economic Development Agency, Mary Jane Olhasso is responsible for the economic growth and strategic future development for the largest county in the contiguous United States. Olhasso is committed to creating, maintaining and growing the economic value of the communities she serves. She has implemented targeted marketing strategies, business attraction, business retention and workforce development programs that have led to major development projects, corporate relocations and expansions, and an increase in job opportunities for the residents of San Bernardino County.

 

The County Vision Statement
Posted on July 1st, 2011 by sbadmin

We envision a complete county that capitalizes on the diversity of its people, its geography, and its economy to create a broad range of choices for its residents in how they live, work, and play.

We envision a vibrant economy with a skilled workforce that attracts employers who seize the opportunities presented by the county’s unique advantages and provide the jobs that create countywide prosperity.

We envision a sustainable system of high‐quality education, community health, public safety, housing, retail, recreation, arts and culture, and infrastructure, in which development complements our natural resources and environment.

We envision a model community which is governed in an open and ethical manner, where great ideas are replicated and brought to scale, and all sectors work collaboratively to reach shared goals.

From our valleys, across our mountains, and into our deserts, we envision a county that is a destination for visitors and a home for anyone seeking a sense of community and the best life has to offer.

Find out more at www.sbcounty.gov/CAO/vision