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17 <br /> <br /> <br />3.2 Strategic Themes <br /> <br />These are overarching themes that inform both the primary strategies and the specific <br />recommendations. They should be borne in mind for both the big picture as well as incremental on-the- <br />ground implementations. <br /> <br />3.2.1. “Value-added per acre” <br />Nurture and attract a greater proportion of advanced manufacturing businesses to the industrial <br />districts which employ a greater proportion of skilled labor. Create both the business ecosystem and the <br />physical settings to encourage them. Both humans and machines can add value. For humans, this may <br />be through designing, programming, machining, and finishing. For machines, this might be with a <br />sophisticated device that stamps, mills, prints or otherwise produces a non-commodity product, <br />frequently requiring a number of hours from a support technician to set up, run and maintain the <br />machine. The real advances from advanced technology will come from bring ing skilled workers together <br />with the right level of technology. <br /> <br />3.2.2. “Bite-Sized Pieces” <br />Use an incremental approach to making this place attractive to entrepreneurs and the talented people <br />they employ. Develop a “Boulevards and Back Streets” strategy that initially encourages <br />redevelopments of smaller properties/buildings for entrepreneurial and start-up businesses (“Back <br />Streets”) while also adding layers of improvement on the “gateway” places (“Boulevards,” like the <br />Merced Street spine between the Marina off-ramp and Kaiser Hospital). <br /> <br />3.2.3. “Make it Real” <br />Given the size, age and “20th Century” character of the industrial areas at present, regulation and <br />promotion are not enough without real, tangible place change. Focus investment, both public and <br />private, in a few places that plant the seeds of change and make it visible and credible. Prospective <br />investors, developers and company manufacturers driving through the area need to see concrete <br />change that give credibility to new General Plan policies. These “postcard views” of public and private <br />reinvestment in the area will ensure new people that they will not be alone in bringing their money and <br />people to the area. <br /> <br />3.2.4. “Skin In the Game” <br />Recruit engaged partners who will put time and money in the effort. This includes the Chamber of <br />Commerce, existing users, developers, investors and other government agencies. Get the K-12 system, <br />the community college, organized labor, and other education and training providers involved and <br />invested as well. Time spent on more distant organizations that are willing to pass on San Leandro news <br />but don’t actually help with the work is nice, but not so necessary. Economic development requires <br />competing with neighboring cities and places to attract investment and talent here. Any organization <br />that the city partners with should have enough of an investment in the San Leandro outcome that it is <br />one of their highest priorities.