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Public and private participation and related resources are identified <br />and dedicated to this effort. <br /> <br />Conclusion <br /> <br />Implementation of the elements of a model program is key to stimulating new business <br />and maintaining a competitive edge for retention of existing businesses already located <br />in Alameda County and its cities. Appendix B often a self-evaluation for local <br />permitting jurisdictions. <br /> <br />FINDINGS AND CONCLUSIONS (Some items apply to more <br />than one category; to avoid repetition they are listed in only one place.) <br /> <br />WORKING TOGETHER: Attitudes toward business start at the <br />top with the elected officials. Their example sets the tone for the <br />organization. <br /> <br />VISION, GOALS, POLICIES <br /> <br />1. Alameda County lacks a common vision. <br /> <br />2. There is no common direction in the County for pannering with <br /> the private sector to make business grow. <br /> <br />3. Businesses are not investing in Alameda CoUnty because of time <br /> and money costs. It is cheaper and less time-consuming elsewhere. <br /> <br />4. City, County, and business organizations should develop a unified <br /> approach to stimulate new business development and to maintain <br /> competitiveness of our current businesses with other regions and <br /> <br />Strong commitment is needed from elected offidals to eliminate <br />/v-d tape, and this commitment must be conveyed to staff. <br /> <br />Elected officials need to dearly state policies in order to reduce <br />subje~ive administrative interpretations. <br /> <br />Elected officials must trust staff to implement the policies that are <br />established. <br /> <br />8. ' Policymakers should delegate as much permit authority to staff as <br /> possible. <br /> <br />-- 5 <br /> <br /> <br />