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Action 1.3. The Cit_v should look beyond the FIRE -sector users into other sectors which have been identified as potential expansion targets, such as social service organizations. membership organizations, business services, and possibly health services. Also, the Cit` should explore opportunities to accommodate the office -based functions of gro%%in,_, manufacturing firms. This program could be reinforced by efforts to encourage an overall land use pattern in the area that would tend to support office uses. including complementary uses such as restaurants. daytime retail, and business services. In addition. land could be entitled and incentive packages established for additional office development so that new office -based emplovment can be channeled into this area, rather than being dispersed throughout the City. The City should therefore develop a coherent strategic plan for encouraging development in this area that includes a land use plan. as well as set of mechanisms that will encourage development. The City should maintain the flexibilit\ to accommodate a range of uses. with office development being one component of a mixed - use plan for this area. This could build on the concepts developed as part of the Urban Design Plan for the Davis Street Corridor, as well as the various schemes generated through the NAIOP Challenge competition. Roles and Responsibilities. City Finance Department staff will be responsible for maintaining and producing the business license data necessar\ for the office -user monitoring effort. while Economic Development staff will be responsible for analvsis of data and follow-up. Redevelopment staff should take the lead responsibilit-\ for coordinating any physical planning for the BART Station Area. since the site lies in the Plaza II Redevelopment Area. The Cit- may elect to contract with consultants for preparation of a Specific Plan. Priorih-: HIGH Costs and Sources of Funding. In addition to on -going costs for in -kind staff time for data monitoring and outreach to potential office -using tenants which would likely be LOW, one-time costs for preparation of a strategic plan would likely be HIGH. in the range of 5100.000-5200.000, depending on the size of the project area and content of the plan. Redevelopment funds would like)\ pad for project plannin_: however. if the project is completed as a Specific Plan. the Cir\ could consider establishing mechanisms for propem owners to reimburse the Cite for plan preparation costs. Action 1.3: Collect Business Retention land Expansion) Information As Part of Annual Business License Renewal Process San Leandro businesses are required to renew their business licenses annual)\. This annual renewal process provides the CIr\ with an opportuni local r\ to collect basic information from information regarding firms that can be useful in business retention and expansion efforts. In addition to gross receipts that is required for license renewal. the CM could also include a series of brief questions for businesses to answer. such as whether the firm 2 .? CU 20