HomeMy Public PortalAbout93-163 (12-21-93)RESOLUTION NO. 93-163
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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LYNWOOD,
'~ ~~~ CALIFORNIA, ENDORSING THE SELAC CORE STRATEGY AND ITS
RECOMMENDATIONS TO THE REGIONAL COMPREHENSIVE PLAN, AND
SUPPORTING COMPLETION OF EFFORTS TO INCORPORATE THE CORE
STRATEGY INTO THE REGIONAL COMPREHENSIVE PLAN
WHEREAS, the Southern California Association of Governments (SLAG) is required
under federal and state law to prepare the regional plans for growth, housing, transportation, and
,~,. air/water quality for the Southern California region; and
,.~ WHEREAS, the SCAG Executive Committee has authorized development of a Regional
Comprehensive Plan (RCP) to integrate these plans with other important regional issues; and
WHEREAS, the RCP is being prepared, in part, by cities and counties through subregional
organizations in a cooperative planning process to ensure that cities and counties are fully
involved in the preliminary policy development phase of the RCP; and
WHEREAS, the Southeast Los Angeles County (SELAC) Study Committee is providing
the decision-making forum for the SELAC Subregion in the preparation of the subregional input
to the RCP; and
WHEREAS, the SELAC Study Committee has completed and recommends a draft SELAC
Core Strategy on behalf of the SELAC Subregion; and
WHEREAS, the SELAC Study Committee believes it is in the best interest of SELAC
Cities to httluence the RCP to reflect this Core Strategy, subject to certain limitations regarding
the use of the SELAC Strategy;
NOW, THEREFORE, the City Council of the City of Lynwood resolves as follows:
Section ]. That the City Council of the City of Lynwood endorses the SELAC Core
Strategy and its recommendations for the Regional Comprehensive Plan; and
Section 2. That the City Council of the City of Lynwood supports completion of efforts
by the Study Committee to incorporate the Core Strategy, subject to limitations expressed in
Attachment 2 thereto: Understanding the Use of the SELAC Strategy, into the Regional
Comprehensive Plan.
Introduced, approved, and adopted this 21st day of December, 1993.
ATTEST:
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PAUL H. RICHARDS, II; MAYOR
Andrea L. Hooper, City Clerk Fausfm Gonzales,~Cit}~ onager
~I APPROVED AS TO FORM: APPROVED AS TO CONTENT:
~,J~u.~:. a.12.d.~
City Attorney 'lam/~~
Sol Blmnenf ]d, irector
Commnnity evelopment Department
wp 51 \COEEEESO\sf
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES )
I, the undersigned, City Clerk of the City of LYnwood, do hereby
certify that the foregoing resolution was passed and adopted by the City
Council of the City of Lynwood at a regular meeting held on the 21st day of
December ,1993
AYES: BYRD, HEINE, HENNING, REA, RICHARDS
NOES: NONE
ABSENT: NONE
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of ~ app
City Clerk, City of Lynwood
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES )
I, the undersigned City Clerk of the City of Lywnood, and Clerk of
the City Council of said City, do hereby certify that the above and foregoing
is a full, true and correct copy of Resolution No..93-163 on file in my office
and that said resolution was adipted on the date and by the vote therein stated.
Dated this 21st day of December 1993.
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City Clerk, City of Lynwood
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Attachment 2
Understanding the Use of the SELAC Strategy
The SELAC Strategy is:
^ A strategy which explores possibilities and
courses of potential action rather than
formally established commitments;
A collection of information in draft form
which responds to the opportunity for
participation in the regional comprehensive
plan process in a very limited time period
and which requires additional time to achieve
thorough review, refinement and building of
consensus.
^ An agenda for further collaboration within
SELAC, between SELAC cities and adjacent
areas, and between SELAC cities and other
appropriate levels of government as well as
private sector interests;
^ A constantly evolving set of ideas and
opportunities responding to issues at a point
in time as the basis for further dialogue;
^ An opportunity to identify commonly shared
subregional goals.
^ A basis for competing more successfully for
funding programs of benefit to SELAC cities;
^ A joint commentary on the initial versions of
the SCAG Regional Comprehensive Plan;
^ A contribution to the beginning of a top-
down/bottom up planning approach within
the SCAG region which serves as a
geographic component of the SCAG RCP for
the SELAC area;
^ A recognition of the fact that many issues of
importance to citizens within SELAC are
necessary to address at the subregional and
regional levels, as well as city by city; and
^ A statement that SELAC cities, as the primary
deliverers of services to the citizens, know
best how to implement regional goals, to
what extent and on what schedule.
The SELAC Strategy is not
^ A document which has any legal or
enforceable standing;
^ A formal commitment of individual aty
policy on any matter covered within it;
^ A physical plan having status under the
California Government Code;
^ A commitment of individual city resources or
finances, although it may influence their use
if deemed appropriate by a particulaz city;
^ A limitation on any city's prerogative to
express individual views or independently
seek changes in regional policies, programs or
priorities; nor
^ Subject to change except by collaborative
determination by the SELAC cities who
prepared it.
The Strategy is not to be used:
^ To determine conformance or consistency
with any plan, whether regional or local;
^ To represent a city's official position on any
subject; nor
As the basis for commentary by any county,
regional, state or federal agency on a
proposed plan or project within a SELAC
jurisdiction.
ATTACHMENT C
Southeast Los Angeles County Subregion
SOUTHEAST LOS ANGELES COUNTY SUBREGIONAL STRATEGY
Draft November 4, 1993
THE SELAC CORE STRATEGY
The two most important insights generated by cities of the Southeast Los Angeles County (SELAC)
subregion are participating in the SCAG Regional Comprehensive Plan (RCP): 1) the critical need for
economic revitalization in the area and 2) the considerable economic potential that exists if SELAC can
capitalize on its strategic advantages. The purpose of this paper is to describe a Core Strategy that will
beneficially,influence the RCP and position SELAC cities to reverse recent economic losses. It contains
the most essential conclusions and recommendations for the SELAC subregion.
The essence of the SELAC Core Strategy is to focus public and private sector energies on restoring
a healthy and prospering economy by expanding the most promising clusters of existing economic
activity in the SELAC area: world trade, goods movement and certain manufacturing sectors. The
Strategy is necessary because the potentials described more fully below are neither automatic nor
guaranteed.
~ 1. EVOLUTION OF SELAC'S STRATEGIC ROLE IN THE REGION
For many years the SELAC area was the dominant manufacturing center in the region. It was well served
by rail and port facilities and provided access to markets well beyond the region. Major infrastmcture
improvements, particularly transportation facilities, were put in place to serve this industrial pattern and
the growing residential communities that emerged as well. This included the existing rail, freeway and
arterial highway systems. Historically, this growth was attracted by SELAC's locational advantages, labor
force, land supply, affordable residential communities, and actions by many of the SELAC Cities to
encourage manufacmring and industrial development.
More recently, structural changes have occurred in the economy, with many of the traditional
manufacturing activities phasing out and not being replaced. The current recession has taken a major toll
on the SELAC economy, including industry, resulting in SELAC being the only subregion in SCAG to
experience a net employment loss during the past decade. The SELAC subregion is now largely built out,
with older infrastructure, and the regional economic trends are changing. These conditions provide added
challenge to economic revitalization.
At the same time, additional improvements have been made or are planned, including: port expansion and
modernization; completion of the I-105 freeway and the Blue Line; and planning for the Alameda
Corridor, Green Line, I-710 truck lanes and I-5 capacity enhancement.
As shown in Figure 1, SELAC Strategic Location; SELAC is well positioned to play a key role in the
region because of its pivotal location and critical connections to ports, rail lines and the freeway network.
Of key significance is the fact that the region's goods movement system focuses on SELAC and adjacent
South Bay: In particular, the Ports of Long Beach and Los Angeles, the Hobart Rail Freight Yards (center
for containerized transfei) and the planned development of the interconnecting Alameda Corridor.
The Planning Center Regional Comprehensive Plon Program
November 4, 1993 Po9e 1
VerRura
To Sacramento
Burbank
Airport
Los
Santa
Monica
LOt Angeles
Ird'1 Akpal
~ Pasadena
LOS ANGELES
COUNTY
SELAC Strategic Location
Pomona
Ontario
Airport
SAN BERNARDINO
COUNTY
To San Bemaraino
RIVERSIDE
COUNTY
To Rrversioe
'' ~{~, Long
~~~~°°~' Beach
To World Markets
Southeast Los Angeles
County Subregion
Anaheim
Santa Ana
ORANGE COUNTY
Jonn Wayne
Alrpon
To San Diego
(~.+~++~ Alameda Corridor
L~-r Major Rail Frciglu CorriJors
l-.t Hobart Yards
(~ THE
Mrt( PLANNING
t\7iNJ CFTITER
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FIGURE~i
Southeast Los Angeles County Subregion
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These historic and current economic realities combine with the concept of ewnomic clusters as described
in the RCP: primary industrial activities which are the driving force behind broader economic change.
They capitalize on an area's streng[hs and tend to expand themselves as well as energizing other economic
sectors. Without these clusters, the economy cannot prosper.
Besides its excellent location relative to the region and world markets, additional key factors shaping the
Core Strategy include:
^ SELAC will grow in population and employment more slowly than the region, yet will
nevertheless be significantly impacted by regional growth in population, economic development
and traffic elsewhere because of its strategic central location within the region.
s SELAC is the only subregion with a net loss in employment over the last ten years, much of it
in basic industries which provide the foundation for other economic activity.
^ Average overall income and buying power per household are low and declining.
^ SELAC is already the most densely developed of the 13 SCAG subregions, not including the
numerous undocumented residents in the area. (With a combined city population of approximately
1,675,000, SELAC contains over 10 percent of the SCAG region's projected population in about
half of one percent of the SCAG territory).
^ SELAC cities are almost totally built out, leaving the challenge of revitalization to reuse,
intensification, limited infill and redevelopment.
^ SELAC is in a particularly strategic location within the region in terms of goods movement, transit
and freeway access.
^ Many recent major investments in SELAC have set a foundation for further investment in the
area: the Alameda Corridor, port facility improvements, the Blue and Green Lines, the Century
Freeway and the World Trade Center are examples.
^ With careful planning and coordination, the future transportation system can provide a higher level
of service than in the region as a whole according to regional modeling analysis.
^ SELAC cites have a long history of collaboration.
^ There is a strong interest in economic revitalization through building solid industry clusters at the
regional and subregional levels.
^ Several SELAC cities have already identified a number of desired activity centers which offer
valuable revitalization potential.
The Planning Center Regional Comprehensive Plan Program
November 4, 1993 Page 3
Core Strategic Features
Foarw~m
Hobart
Cuf AnT
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,~,~
V No6ro
I
L~MWk r~ FuBmw
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~~~
Bueu Pork
•~• Alameda Corridor
...... Metro Blue Line
1
~ Metro Green Line
__. Metro Link
Hobart Yards
Key Industrial Areas
6~.J Activity Centers
--Port of Long Beach
of Los Angeles
Southeast Los Angeles
~(/~''~~(~
~.7i./ PLANNING
County Subregion = \\\..779~CC~~J///CINtER-
FIG RE 2
Southeast Los Angeles County Subregion
Instruments: Not a large sector historically, but potential growth in relation to new "intelligent",
high technology transportation systems;
Food Processing: Food processing is the second largest manufacturing jobs sector and has further
growth potential.
Other key growth sectors for consideration include:
^ Wholesale Trade: Both durable and non-durable, linked to the port expansion, goods movement,
and truck transportation;
^ Professional Services and Finance: A major generator of new jobs, supporting expansion of
world trade and goods movement;
^ Construction: Major construction activity anticipated in the SELAC subregion could result in
many of these jobs going to local workers if the appropriate training is provided.
3. ACTION TO IMPLEMENT THE CORE STRATEGY
The most important action is to recognize the necessity fot a strategy and commit to appropriate efforts
to revitalize the economy. Before determining the appropriate organizational approach, endorsement by
SELAC Cities and support by SCAG is necessary. If SELAC is to maintain its competitiveness, it must
focus on the leverage an action program can provide which emphasizes:
^ Transportation infrastructure -- investing in improvements and maintenance, with particular
emphasis on the Alameda Corridor;
^ Manufacturing -- promoting the strengthening of key manufacturing clusters;
^ Labor force enhancement -- training with support of the private industry council, community
colleges and other organizations, and;
^ Expanded collaboration between cities and between government and the private sector --specific
efforts led by cities to cooperatively pursue the Core Strategy.
In an increasingly competitive world, where job location decisions are being made with greater selectivity,
SELAC can enhance its own competitiveness through collaboration. While SELAC may choose a more
or less formal structure, already some subregions within Southern California are adopting collaborative
approaches. The San Gabriel Valley Cities Consortium and the North Los Angeles County
(Lancaster/Palmdale) Regional Economic Development Council are examples of various approaches.
While these entities are still advisory to their respective member governing bodies, key elements among
these approaches, to varying degrees, include: I) involvement of the public and private sectors; 2) fact
finding surveys and studies, 3) sharing economic and related information; 4) cooperation in attracting basic
industries and building industry clusters; 5) improving the overall image of the subregion; and, 6)
preparation of marketing materials and economic strategies. To be economically competitive with other
subregions, SELAC may have to embark on some or all of these activities in the near term.
The Planning Center Regional Comprehensive Plan Program
November 4, 1993 Page 6
- . >x
Southeast Los Angeles County Subregion
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A companion document to [his Core Strategy, The SELAC Strategy, a Geographic Component of the
SCAG Regional Comprehensive P[mr, contains more derailed recommendations, supporting discussion, and
related technical reports.
Attachment One ro this document presents additional recommendations in support of the Core Strategy.
Attachment Two states how the SELAC Strategy should be interpreted and used, particularly by regional
agencies.
The Planning Center
November 4, 1993
Regional Comprehensive Plan Program
Page 8
Southeast Los Angeles County Subregion
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ATTACHMENT ONE
STRATEGIC PRIORITIES IN SUPPORT
OF THE SELAC CORE STRATEGY
The following position statements are intended to reinforce the SELAC Core Strategy They are
expected to be reflected in the SCAG RCP and form the basis for additional work at the regional
and subregional level to achieve the Core Strategy They reflect issues of concem in SELAC and
reinforce the important functions the SELAC Subregion performs in the SCAG Region.
a. Subre>;ional Components of the RCP
The products of each Subregional planning effort should be recognized in the RCP to
acknowledge the importance of differing Subregional priorities. In the case of SELAC, the
products are: 1) the SELAC Core Strategy, and 2) a more detailed Subregional Strategy which
serves as a basis for continued dialogue regarding priorities and timing for attention to issues
of mutual concem. This document must not be used as leverage against the subregion's cities
by regional agencies and should not be an ingredient in regional conformity or consistency
determinations for local projects. Any portion of the SELAC Strategy documents which appears
in the RCP must be accompanied by the statement entitled: Understanding the Ilse of the SELAC
~-+, Strategy.
b The Economy
The important economic functions of the SELAC area should be recognized and supported in
the RCP: world trade; goods movement and basic industry. These functions are critical forces
in the region's economic revitalization: Major components of the existing and emerging system
and resource base which support these functions include: the Port of Long Beach (as well as the
adjacent Port of Los Angeles in the South Bay Subregion); the Alameda Corridor and parallel
Route 710 truck lane improvements; the Hobart Yard containerized freight terminal in Vernon
and Commerce; the World Trade Center and related uses in Downtown Long Beach; avast
supply of industrial land and buildings open to industrial uses in strategic locations throughout
the subregion; a large local work force; and an emerging transit system to provide employee
access. All of these merit continued strong Regional support.
G Goods Movement
The SELAC area performs a unique and fundamental goods movement function within the
Region. It is a major rail center and an important part of the port linkage between the western
United States, the SCAG Region and world markets, particularly Pacific Rim markets. This role
is enhanced by the Subregion's strategic location between coastal and inland areas and along
major routes extending along the coastal belt to the north and south. A high priority should be
given to planning and funding port facilities, Alameda Corridor improvements, truck routes,
grade separations and other facilities which will expand the goods movement capacity of the
Subregion and link it to nearby industrial areas slated for revitalization.
The Planning Center Regional Comprehensve Plan Program
November 4, 1993 Page 9
Southeast Los Angeles County Subregion
f
population and level of development to be served and identify the nature of Regional support
in accommodating these pressures.
i. Housin>;
Improving housing choices ,is an important ingredient in the overall strategy for achieving
positive change in the SELAC area. Overcrowded conditions and serious impaction of lower
income households in many communities suggest three strategies which should become a part
of Regional and Subregional approaches to housing in the SELAC area: 1) facilitating housing
for higher income residents in highly impacted communities; 2) facilitating transfer of housing
funds and credits between jurisdictions in meeting affordable housing targets; and 3) reflecting
the unique nature of each community and its degree of impaction in applying fair share housing
methodologies.
j Flood Control
The active participation by a number of SELAC cities in the Los Angeles Drainage Area
(LACDA) Alliance indicates the importance of reaching flood control solutions for the Los
Angeles/Rio Hondo River system which avoids substantial land taking and avoids excessive
flood insurance costs. Regional support for this type of solution will be a significant contribution
to the economic revitalization so critical to SELAC communities
k. Water ualit
Water supply and water quality are, of course, high priorities regionally. The initiative taken
by several SELAC cities to reverse the contamination of water flowing from the San Gabriel
Valley into the critical water basin serving SELAC has both short term and long term significance
in support of the SELAC Strategy. This program of water quality improvement merits continued
support regionally.
f~''
The Planning Cenfer Regional Comprehensive Tian rrogram
November 4, 1993 Poge l l
Southeast Los A
d Infrastructure
Infrastructure is a major component of growth management. The SELAC area has a
comparatively mature infrastructure system, with water, waste water and dxainage facilities in
some portions of the Subregion either inadequately planned and funded, requiring rehabilitation,
or facing potential breakdown. Infrastructure adequacy should be a major component of
Regional Growth Management in addition to the current Urban Form emphasis. Regional
assistance in sustaining this infrastructure system should also be part of the Region's growth
management strategy.
e. Urban Form
The SCAG Strategy emphasizes changes in urban form at various scales as a means of achieving
regional goals. The SELAC strategy not only adds infrastructure as a major component of
growth management, it identifies an array of activity centers as an expression of urban form
potential within SELAC. These activity centers, identified by the cities in which they are located,
represent the extent of urban form modification initially considered desirable by the cities. In
the aggregate, they support the urban form concepts in the SCAG Strategy and should thus be
recognized in the RCP.
f Transit Support
A major thrust of the SELAC Strategy is to capitalize on new transit facilities, such as the Blue
Line and Green line, and expand existing bus and para-transit services. This expanded transit
capacity is one of several necessary strategies for improving the area's industrial potential,
making activity centers feasible, and enabling the work force to improve its economic condition.
Increasing bus service and expanding para-transit services with a strong local involvement in
defining need should be a high priority in regional mobility plans, programs and budgets.
v Future Transportation Systems
While it is critical to improve the existing transportation facilities, including existing arterial
highways, it is cleaz that funding for future capital improvements will be limited. As a long
range strategy, given the pivotal transportation role performed by the SELAC area, there is a
need to find more cost effective transportation modes which still accommodate the relatively
spread out pattern of development and associated mobility patterns. There should be strong
Regional commitment to exploration and, when feasible, testing of new transportation
technologies such as shared low emission vehicle systems, intelligent highway vehicle systems
and "smart shuttles". This strategy will lead to increased use of transit facilities, more efficient
use of existing roadways and reduced levels of costly construction.
h. Undocumented Residents
Within the SELAC azea undocumented residents and illegal dwelling units are placing significant
burdens on facilities and services in many cities. It is possible that actual population levels are
approaching the "official" 2010 projections already. Methods should be found to incorporate
these factors in Regional growth projections to yield a more realistic picture of the actual
The Planning Center Regional Comprehensive Plan Pap
November 4, 1993
Southeast Los Angeles c:ounry ~uuiCyt~t ~ .-~
4. WHAT THE SELAC CORE STRATEGY MEANS TO SELAC CITIES
The significance of the Strategy is that it identifies a common cause that is of direct or indirect impor[ance
to each city: the economic revitalization of the subregion and an approach to sustaining that revitalization
over the long run. Moreover, the Strategy seeks to gain regional support for the unique needs of this area
because of its value to the region. [t provides a foundation for further deliberations by SELAC cities in
deciding what steps they wish to jointly take in pursuing the strategy and through what form of
collaboration. Finally, it is the fundamental basis for having the resources to sustain eff ubli o ervices,
other issues of importance to SELAC Cities: infrastructure improvements, overcrowding, p
and numerous others.
5, WHY THE SELAC STRATEGY WAS PREPARED
The RCP was initiated by SCAG to achieve a more comprehensive basis for dealing with substantial
anticipated regional growth and its impacts on mobility, air quality, housing, eta (expected to reach 21
million from [he current 15 million by the year 2010) and to shape that foundation with extensive
involvement by local governments. This is referred to as "Top DownBottom Up" planning. Thirteen
Subregions were identified as [he means to achieve local participation in this effort, one of which was
SELAC.
Although SELAC cities had considerable experience in addressing specific topics in reaction to problem
conditions or proposals by other governments which raised City concerns, there had been ho attempt at
joint comprehensive advance planning.
There was a mixed rationale for involvement by the Cities. Some saw potential opportunities to
beneficially influence regional priorities in support of City needs; others felt the need to defend against
what they expected would be detrimental regional actions by imposing additional demands on Cities or
impeding critical development projects. Some saw the possibility of forging common long term interests
within SELAC irrespective of the RCP. All of these motivations were at work during the process.
6. HOW THE SELAC SUBREGIONAL PLANNING WAS APPROACHED
A work program was fashioned by the SELAC Planning Directors' Committee, acting as a technical
committee, and a consultant was hired to conduct the work and coordinate the effort. A committee of
elected officials, the Study Committee, provided policy direction. A special Committee or the SELAC
City Managers' Group provided periodic review and advice.
Over a period of six months, issue papers, technical reports, draft strategies, and recommend::!ions on a
number of subjects were prepared. A number of recommendations were forwarded to SCAG input to
use in drafting the RCP.
the Planning Center Regional Comprehensive Plan Prp ~am
November 4, 1993
Southeast Los Angeles County suareglon ~
2. FOUNDATION OF THE SELAC CORE STRATEGY
Through the analysis conducted as part of the RCP process, a strategy gradually emerged which capitalizes
on the key strategic location of.SELAC in relation to the rest of the region and in :elation to world
markets outside the region. Described as the SELAC Core Strategy, it builds on the strong potentials in
world trade, goods movement and a resurgence in certain kinds of industry. I[ builds also on identifying
core industry clusters that are most likely to enable SEg C tgho cgmpete successfully in the region. These
ingredients provide the foundation for the Core Stmte hi li hted at the beginnirfg of this paper.
Regional forecasts for the year 2010 are that professional services will create a net increase of over 1.4
million jobs; transportation and wholesale wade, about 780 thousand; diversified manufacturing, almost
890 thousand; defense/high technology manufacruring, over 380 thousand jobs. The bottom tine is: how
much of that potential can be captured by SELAC cities?
Figure 2, Core Strategic Features, illustrates some of the features which can propel SELAC's economic
revitalization: 1) the Ports, Alameda Corridor and Hobart Yards as discussed previously; 2) the expanded
freeway system; 3) outstanding transit access (Blue Line/Green Line/Metrolink); 4) extensive industrial
areas ripe for intensification and revitalization; and 5) numerous, locally- identified emerging activity
centers which can add vitality to the subregional economy.
The economic clusters which appear to have the greatest potential for SELAC are described below. They
are important to cities because they link to other industries and services and have spinoff benefits.
^ World'lYade. Dramatic completed expansion of the two Ports and the Alameda Corridor as now
planned will result in more than doubling the metric tons of cargo through the system by 2010,
adding 700,000 new jobs in the region. The link to world markets is of statewide and national
significance and will expand substantially under this scenario.
^ Goods Movement. This is linked to all forms of transportation and wholesale trade as well as
direct jobs in transportation services. Major increases in rail, truck and Port activity will also
stimulate added jobs: for example, over three rimes as many trains and a 75 percent increase in
trucking jobs. Aggressive action to assure funding of required improvements is essential to
maintain the current momentum.
^ Manufacturing. The top five SELAC manufacturing sectors in 1993, in tetras of employment,
are fabricated metals, food processing, apparel, other machinery, and rubber and plastics. Properly
promoted and supported, the following sectors have the potential to maintain strong business
investment and employment roles in the revitalization of the subregion, reinforced by goods
movement and world trade:
Apparel: An area of recent net growth and continued potential;
Fabricated Metals and Machitierv: The largest manufacturing sector in terms of estimated current
jobs, with considerable potential to support new transportation technologies, assembly and
fabrication;
~r.~„<r,nrtation Eouinment: Net recent job growth and significant potential for new transportation
technologies in light of California's emphasis on this sector to drive statewide economic recovery;
Regional Comprehensive Plan P aqe 4
The Planning Center
November 4, 1993