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Meetings/presentations with trade and other
organizations:
• Hong Kong Trade Development Council
• Los Angeles Regional Export Council on the recom-
mendations of the Brooking Institute
• Ministry of Commerce of the Government of the
People’s Republic of China
• Japan External Trade Organization (JETRO) –is
meeting generated connections made with JETRO
companies at the Medical Device Manufacturing
show in Anaheim in 2015
Awards/Recognitions: Finalist – IEEP Red Tape to
Red Carpet Award
STRATEGIC PLANNING INITIATIVES
U. S. Economic Development Administration
Comprehensive Economic Development Strategy
Annual Update
EDA is the entity responsible for creating and updating
the above document on behalf of the County for US
EDA. e Comprehensive Economic Development
Strategy (CEDS) is used to identify economicdevelopment
strategies and priorities, along with various projects
that would support those efforts. e CEDS must be
approved by a local committee which is theWorkforce
Development Board Executive Committee. e CEDS
must then be approved by USEDA and is in effect for a
five-year period. EDA’s CEDS was approved in July 2011
and updated in 2013 and 2014. e CEDS document
must be approved before the County can apply for
USEDA grants. Many cities and non-profit entities rely
on EDA’s CEDS in order to apply for grant funding.
EDA applied for a $1 million Revolving Loan Fund grant
from the U.S. Department of Commerce to establish a
small business loan fund program.
ECONOMIC DEVELOPMENT STRATEGIC
ACTION PLAN
EDA completed its draft “Five in Five” Economic
Development Plan to guide its Economic Development
efforts for the next five years. e draft plan lays the
foundation through its five key Strategic Initiatives which
will guide the County’s economic development efforts.
COUNTY EGIS SUBCOMMITTEE
e Economic Development division is a member of
the County’s EGIS subcommittee and is working to
further the implementation of map-based and data
driven tools into economic development efforts. Of
particular note has been the deployment of story maps
and map journals into the division’s efforts.
STRATEGIC PARTNERSHIPS &
ORGANIZATIONAL LEADERSHIP
Riverside County’s involvement has forged critical part-
nerships with internal and external partners that allow
it to be on the forefront of economic development
activity at the state and local level. Involvement in these
organizations yields tremendous benefit to the county
in the form of lead generation, policy formulation, and
capacity building. Because of its expertise in Economic
Development, EDA is frequently sought to participate
in strategy development and planning with a number
of statewide and local organizations
Partners include:
Governor’s Office of Business and Economic
Development
CaliforniaAssociation for Local EconomicDevelopment
Team California
Inland Empire Economic Partnership
Corporate Real Estate Network
Industrial Asset Management Council
California Association for Local Economic
Development
National Association of Industrial &Office Properties,
Inland Empire Chapter
Economic Development Corporation of Southwest
California
Coachella Valley Economic Partnership
Inland Empire Economic Partnership
ECONOMIC DEVELOPMENT CAPACITY
BUILDING
e Division contributed over $200,000 to the following
regional and specialized agencies to provide additional
programs and services that reinforce EDA’s economic
development objectives:
Inland Empire Small Business Development Center
Coachella Valley Economic Partnership
Tri-Tech Small Business Development Center
Cal State San Bernardino Spirit of the Entrepreneur
Awards
Cal State San Bernardino Report on Business
Inland Empire Economic Partnership
SMALL BUSINESS ASSISTANCE SERVICES
e Economic Development division partners with the
Inland Empire, TriTech andCoachellaValley Small Business
Development Centers to offer numerous consulting
services to the County’s business community. ese
organizations had the following economic impact:
Business Start-ups . . . . . . . . . . . . . . . . . . . 47
Jobs Created . . . . . . . . . . . . . . . . . . . . . . . . . 334
Jobs Retained . . . . . . . . . . . . . . . . . . . . . . . 214
Total Economic Impact . . . . . . . . . . . . . . $26,720,125
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BY TH E N UM B E R S
>
1,987 2,622 $337 million
Construction jobs
Capital investment
Benefits from EDA Fast Track projects...
Full-time permanent jobs