richmond bay campus report

RICHMOND BAY CAMPUS REPORT 1

The Richmond Bay Campus Report

Strategic Business Plan and Marketing Strategy

Positioning Richmond for Success

Fanzi Mao | Sophia Le | Jenna Goodward | Suguru Kitagaki | Louis Caditz-Peck

Social Sector Solutions

2 RICHMOND BAY CAMPUS REPORT

Acknowledgements

Throughout this project, our work has been advanced from many people who have contributed their time and

invaluable knowledge. We would like to acknowledge the following people in particular. The input of those

mentioned, and many others, have informed our understanding of the context for this project and enriched our

analysis:

Hanh Kent (LBNL) Mary Maxon (LBNL) David Skinner (LBNL) Sam Chapman (LBNL) Julie Sinai (UCB) Dave Johnson (UCB) Doug Crawford (QB3) Scott Wilson (LVOC) Camille Bibeau (LVOC) Elizabeth Cantwell (Lawrence Livermore

National Lab) Bandon Cardwell (iGATE) Carla Din (East Bay Green Corridor) Michael Caplan (Berkeley) Jennifer Cogley (Berkeley) Janet Johnson (City of Richmond) Jim Goins (City of Richmond) Gina Baker (City of Richmond) Rosemary Viramontes (City of Richmond) Richard Mitchell (City of Richmond) Sue Hartman (City of Richmond) Gene Russell (Manex Consulting) Rich Vila (Vila Construction) Bob Alten (Alten Construction) Larry Etcheverry (Overaa) Julie Hadnot (Kaiser)

Gala Vaught (Craneway Pavilion) Lance Miller (Craneway Pavilion) Jude Heller (Craneway Pavilion) Anders Swahn (Alion) Guillermo Mazier (Atlas Advertising) Rauly Butler (Mechanics Bank) Hunter Zhou (JOINN) Laura Adler Whitney Berry Michael Katz Chris Schildt Dave Tischler Jordan Simmons (East Bay Center for the

Performing Arts) Judy Morgan (Richmond Chamber of

Commerce) Dr. Denise Noland (Contra Costa College) Dr. Seti Sidharta (Center for Science

Excellence, Contra Costa College) Lori Lindburg (BayBio) Gail Maderis (BayBio) Misha Tsirulnikov (BayBio) Travis Blaschek-Miller (BayBio) Bethany Weiss-Floraday (PR Consultant) Lynn Upsahw (UC Berkeley Haas)

We would like to thank Haas Professors Paul Jansen and Nora Silver for sharing with us their impressive

experience and expertise, and providing incredible support and guidance throughout our research.

Finally, we would like to thank our clients at the City of Richmond for the opportunity to conduct this research.

Bill Lindsay and Jennifer Ly in particular provided us with the real-world perspective that made our work

meaningful and relevant. We wish them all the best with the Richmond Bay Campus and continuing to promote

the economic development of Richmond.


Table of Contents

1. Executive Summary .............................................................................................................. 5

2. Background on the Richmond Bay Campus and Richmond .................................................. 6

3. Richmond Bay Campus Development Phases ........................................................................ 7

Phase I: Construction [2015 - 2018] 7

The General Contractor Perspective 9

Phase II: Lab Operations & Growth [2018+] 11

Procurement at Lawrence Berkeley National Labs 11

How to Participate LBNL Procurement Process 11

Procurement Systems at UC Berkeley 12

How to Participate UCB Procurement Process 12

Procurement Analysis 15

Framework for Procurement Prioritization 20

4. Long Term Economic Development: Lab Expansion & Cluster Formation ........................... 22

Cluster Scenarios 22

Recommendations to Support Cluster Development 23

Overall Leadership & Vision 23

Budget & Direct Funding for Cluster Organization 25

Zoning Recommendations 26

Case Study: QB3 and Mission Bay 26

Leadership & Vision Recommendations 30

Workforce Development Recommendations 30

5. Policy Levers for Richmond Economic Development Procedures ........................................ 33

Federal and State Business Preference Programs 33

Community Benefits Agreement / Community Support Commitment 34

6. Appendices ........................................................................................................................... 40

Appendix A: Sources 40

Appendix B: Doing Business with UC Berkeley 41

Appendix C: Sample LBNL Capital Projects Prequalification Requirements 43

Appendix D. The Livermore Valley Open Campus and iGate Innovation Hub 45


Policy Lessons & Tools 52

Appendix E: The Richmond Economy 55

Construction Procurement 55

Direct Procurement 57

Indirect Procurement: Retail Establishments in Richmond 57

Appendix F: Regional Bioscience Developers 59

Appendix G: Draft of LBNL’s Needs and Opportunities for Cluster Visioning Council 60


1. Executive Summary

Background

The Lawrence Berkeley National Lab (LBNL) and UC Berkeley (UCB) have proposed to establish a second campus

in Richmond to centralize and expand existing research programs. The proposed campus is expected to

accelerate scientific innovation, technology transfer and commercialization, while creating new jobs. Construction

on the Richmond Bay Campus (RBC) is expected to begin in 2015 and is projected to produce between $520 -

$900 million in direct spending. After initial construction is complete, the RBC is expected to open in 2018 with

an initial staff of some 800 employees. Once operational, direct procurement from RBC will begin. Direct

procurement spending from LBNL alone is estimated to be $76 million per year, with additional direct

procurement spending from UCB operations. In the longer term, the RBC may attract related or supporting

businesses and foster the development of a bioscience cluster in Richmond. Cluster development around the RBC

could produce between $41 million and $2.4 billion in direct spending and 140 – 7,500 jobs.

While the RBC offers a tremendous opportunity to drive regional economic expansion and job creation for

Richmond, it also poses challenges never faced before by the City of Richmond or its constituents. Thus, the City

Manager’s Office has engaged the Haas School of Business Social Sector Solutions to design a strategic business

plan to capture the economic benefits of the RBC for the local Richmond community. This remainder of this

paper will layout a strategic business plan with a focus on two key areas of analysis: a Supply Chain &

Procurement Model supporting the RBC, and a Marketing Strategy for the City of Richmond.

Recommendations

Economic development from the RBC can best be targeted based on stages of development: Construction, Direct

Procurement, and Cluster Development. Within each of these areas, we recommend the City act to position

existing Richmond businesses for success, collaborate with partner organizations, and attract new businesses to

Richmond. A summary of our key recommendations is included below.


2. Background on the Richmond Bay Campus and Richmond

Richmond Bay Campus Research Focus

The RBC is expected to catalyze economic development in Richmond by accelerating scientific innovation,

technology transfer, and commercialization. However, economic development and job creation in Richmond

would ultimately stem from advanced science taking place at the RBC. Thus, we first examine the research

institutions and major categories of research and development currently anticipated for the RBC.

LBNL

Widely recognized as one of the world's premier

research institutes, the Lawrence Berkeley National

Lab (LBNL) is a U.S. Department of Energy (DOE)

national laboratory managed by the University of

California (UC). As the nation’s oldest DOE lab, energy

has been a primary focus of LBNL research. At

present, LBNL plans to relocate the following research

initiatives to the RBC: Joint Genome Institute (JGI),

Joint BioEnergy Institute (JBEI), Advanced Biofuels

Process Development Unit (ABPDU), Knowledge Base

(KBase), Life Sciences, Earth Sciences.

Biotechnology and Biofuels

Recent research at LBNL has focused on the

development of biotechnology & biofuels.

Biotechnology is "any technological application that

uses biological systems, living organisms or derivatives

thereof, to make or modify products or processes for

specific use".

Biofuels are solid, liquid, and gas fuels produced from

organic materials. Scientists at LBNL are also working

on third generation biofuels, often referred to as

“future fuels.” These fuels typically involved advanced

chemical or biological processes and generated fuels

beyond ethanol such as butanol and crude oil like fuel

from alternative sources such as waste, algae and

cellulosic feedstocks. As a joint project with DOE

(JBEI), for example, Berkeley National Lab has

developed biochemical processes using microbes and

enzymes to process the complex sugars of

lignocellulosic biomass into biofuels that can directly

replace gasoline.

UCB

UC Berkeley (UCB) is a world-class education

institution engaging in cutting-edge research through

many top-ranked departments. However, the

university is still in early planning stages for the

research facilities to be developed at the RBC. Thus

far, UCB intends to focus is R&D efforts on advanced

manufacturing.

Advanced Manufacturing

Advanced manufacturing is the process of mass-

producing products on demand, using the latest

technology. Though most manufacturing processes

can be easily executed by what has been traditionally

referred to as "unskilled labor," this higher level of

manufacturing requires specialized training.

In traditional manufacturing, the manufacturer,

wholesaler or retailer may have to rely on stockpiled

quantities to meet temporary increases in demand, or

shutdown plants or layoff workers if demand drops

down. Advanced manufacturing is a more flexible

technique that can be specifically adjusted to changing

needs. Instead of building in orders to put products

into stock for later sale, advanced manufacturing takes

a different approach. It builds for immediate, or nearly

immediate, sale. This means products being produced

are not months or years old out of the box. Rather,

they may be just days or weeks old, depending on how

far they must travel to get to their final destinations.


3. Richmond Bay Campus Development Phases

The RBC is projected to continue growing over the next 40 years as the campus develops. Our report focuses on

the early development from present day through 2020, with a particular focus on construction, direct RBC

procurement, and business development and cluster formation around the RBC. It should be noted that there

are additional indirect and induced impact that will result from the RBC.1 We focus on the direct procurement,

the source of indirect and induced spending, to enable the City of Richmond to most directly impact the economic

benefits.

Phase I: Construction [2015 - 2018]

The first phase of development, to break ground as early as 2015, is expected to result in $105 million in direct

and indirect purchasing per year during construction.

2014: Design underway and site preparation begins

2015-16: Construction occurs

2017-2018: Complete construction and occupy buildings

At present, Phase I plans are to develop facilities for the following LBNL and UC institutions:

Joint Genome Institute (JGI), which UC LBNL manages for the U.S. DOE

Joint BioEnergy Institute (JBEI), a multi-institutional partnership led by UC LBNL

Advanced Biofuels Process Development Unit (ABPDU), which UC LBNL manages for DOE

Knowledge Base (KBase), a multi-institutional collaboration led by UC LBNL

College of Engineering facilities related to Advanced Manufacturing

During Phase I of RBC Development, three buildings will be constructed. Two buildings are planned to be

approximately 110,000 to 150,000 gross square feet (gsf) each, with a remaining larger building planned to be up

to 300,000 gsf, for a total of up to 600,000 gsf.

In terms of construction management and development, the three RBC buildings will be separately constructed

and managed. The first building will be developed by LBNL, the second building will be developed by UCB, and a

third building will be developed by a third party to be determined. While the LBNL building will be financed by

federal (DOE) funds, it is still possible that this project could be managed by UCB Capital Projects or by a third-

party.

1 This report focuses on direct impact from procurement only. “Indirect” impacts result from inter-industry purchases as new demand increases in directly affected industries. “Induced” impacts typically reflect changes in spending from households as income increases due to additional production. In the case of the Lab, indirect impacts occur when the Lab’s suppliers make when purchasing goods and services from second, third, and fourth generation suppliers in order to meet the demand generated by the Lab. In the case of the Lab, induced impacts reflect the additional spending by the employees of Lab suppliers. For example, when the Lab constructs a new lab building, the general contractor purchases lumber, rents construction equipment, hires engineers, and employs construction workers to build the lab. The spending on the raw materials, equipment rentals, engineer fees and employee payroll that is generated by the Lab contract reflects the indirect impacts of Lab construction spending. The additional wages received by the employees of the general contractor, lumberyard, equipment rental company and engineering firm “induce” spending at the grocery store, and clothing store. The jobs and income that result from these consumer purchases are considered induced employment and personal income impacts.


Capital Projects at UC Berkeley Capital Projects at LBNL

The Capital Projects Department at UC Berkeley

organizes procurement for all construction and O&M at

UCB and affiliates. According to Dave Johnson,

Assistant Director of UC Berkeley Capital Projects,

construction projects managed by the UC system

previously had requirements for small business, but the

UC Regents eliminated this requirement in recent

years. Dave also highlighted that relative to new

construction, there is more ongoing maintenance of

UCB facilities - this is a current opportunity for

Richmond employment. Scott Shakleton, the College of

Engineering Associate Dean is involved in overseeing

maintenance plans, and the Richmond Field Station.

The Capital Projects Division of the Facilities

Department at LBNL manages all construction bidding

and implementation. The Request for Qualifications

(RFQ) for Architectural and Engineering services to

complete the Conceptual Design of the Bioscience

Integration Facility (BIF, the LBNL building at RBC)

closed on 2/8/13 but due to budgetary uncertainty at

the federal level, has not yet been awarded.

Construction companies interested in general or sub-

constracting pre-qualifications can network early with

the A/E firm chosen to do the design and with the

Project Manager at LBNL, George Sanen

([email protected]).

“Construction subcontracts for $3M or less shall be set-aside for small business concerns, provided

they are able to meet the Lab's requirements and the award can be made at fair market prices”.

-LBNL Procurement Standard Practices, Section 19.32

This means that for any project where the total value is less than $3 million, small business contractors have

priority. For projects over $3 million, including the RBC, project sponsors must submit a subcontracting plan

stating the percentage of subcontracts that could potentially sub out to small businesses. Once awarded, LBNL

plans to post the large business contacts on the web so the subs can reach out directly to them.3

2 Set-asides and non-competitive awards as provided by Hanh Kent, Small Business Representative at LBNL. 3 Provided by Hanh Kent, LBNL Small Business Representative.

[Key Takeaways]

The City of Richmond should help position Richmond businesses for success in procurement & collaborate with RBC

partners. Establishing a central point of contact in Richmond responsible for regular communication between RBC partners

& Richmond businesses will be critical.

Keep contractors informed of ongoing bid opportunities for both new construction and maintenance

When the A/E design firm has been announced for the RBC building(s), invite LBNL and UCB Capital Projects Staff

(starting with Dave Johson, George Sanen, and Hanh Le) to a workshop presentation on project needs,

prequalification, and bid requirements.

This should be done at the “matchmaking workshop” described below to make it a more productive event.

Key Sites & Contacts

UCB Capital Projects Bid Opportunities are listed at: http://www.cp.berkeley.edu/AdsForBids.html

Sample UCB contracts: http://www.cp.berkeley.edu/ContractsAgreemnts.html

Contact: Dave Johnson, UC Capital Projects: 510-642-7533, [email protected]

LBNL Capital Projects Bid Opportunities are listed at: http://facilitiesprojects.LBNL.gov/

RFQ for the Design of the RBC LBNL Biosciences Integration Facility:

http://facilitiesprojects.LBNL.gov/details.php?p=180

Review LBNL pre-qualification requirements: sample in the Appendix of this report.

Contact: George Sanen, Project Manager: 510-486-6332; [email protected]

mailto:[email protected]

http://www.cp.berkeley.edu/AdsForBids.html

http://www.cp.berkeley.edu/ContractsAgreemnts.html


http://facilitiesprojects.lbl.gov/

http://facilitiesprojects.lbl.gov/details.php?p=180



The General Contractor Perspective

To understand the Construction opportunity at the RBC, one should understand that the General Contractor (GC)

on this job will likely only capture about 10-15% of the total project cost, while sub-contractors will earn about

85-90% of the total revenues.4 While Richmond has a number of GC’s who may successfully win the overall bid,

we recommend that Richmond focus its efforts on helping sub-contractors compete in the process and connect to

the GC’s who may ultimately be managing the project and subs.

We interviewed three Richmond general contractors to get their perspective on the existing Richmond

subcontractor base, and what would help them work with more Richmond subs. These three Richmond general

contractors are large contractors who have managed large-scale construction projects similar to the RBC in the

past. Our interviews were with Larry Etchevarry (Overaa), Rich Vila (Vila Construction), and Bob Alten (Alten

Construction).

Views on the Richmond Subcontractor Pool

These GCs were generally aware of the RBC project opportunity and interested in the work. While three is a small

sample of GC’s, their comments are informative:

1. In general, these GCs described working with Richmond subs to be challenging, in part because the pool

of commercial (not residential) contractors of adequate size is limited. However, most of them said that

they felt they could increase local usage at least somewhat moderately.

2. The most common limitation was simply scale: GCs desire subs with experience working on projects of

similar scale and scope. Moreover, scale impacts working capital requirements as well.

3. For subs inexperienced with public works projects, the additional administrative requirements of projects

are challenges that place large public projects out of their reach.

4. Many of the subs are non-union, which can limit their opportunities5.

5. Certain trades were called out as lacking, namely electrical and plumbing and mechanical was also

highlighted as a small pool.

6. Bonding was not seen to be a major issue limiting usage of Richmond subcontractors; these GCs

generally are given a fair amount of leeway from their surety companies about passing down the bidding

requirements to subs. They sometimes require bonding from subs that they have not worked with before

for large jobs. At least one noted that they work with subs who could not afford bonding, and they simply

exercise more oversight there. However, this issue is nuanced and it also seems that in the construction

trade, boding requirements can be something of a screening tool to disqualify certain subs.

4 Interview with Dave Johnson, UCB Capital Projects Assistant Director. 5 Interview with Rich Vila, Vila Construction.


Best Practices and Recommendations

The GC’s described some helpful practices they used to work with smaller subs:

Expand mentor-protégé programs: Alten Construction participates fairly extensive as a mentor for smaller

subs, bringing them in to work on jobs above their normal experience level.

Lessen bonding requirements: If allowed by the surety company and project sponsor, eliminate bonding

requirements from subs who cannot afford it, or require bonding on the labor portion of contract only.

More frequent payment: Accommodate small companies with constrained working capital by offering

payments 2 times a month instead of once a month.

Hold preconstruction workshops: Outreach before a bid to network and learn about subs capabilities.

The GC’s also described policies and practices that project sponsors often use to encourage use of local labor. Not

all of these are applicable to the RBC, but they may be useful requirements for Richmond to use in its own bids or

encourage others to use more broadly:

Bid issuers (project sponsor or A/E company depending on the situation) can cut jobs down into smaller

and varied sizes to accommodate subs that can only claim prior experience on jobs up to smaller sizes.

For example, instead of bidding out all the electrical together, the job could be divided into several jobs

with contract values between $1-5 million, $5-15 million and >$15 million.6

Arrange for earlier or more frequent pay schedule for small subs with serious working capital limitations.

Assign a 5% bonus adder on bids that use greater than an assigned % local labor (they did a school

district job w this provision).7

Require or request participation for large companies in mentor-protégé program so smaller subs can be

teamed with them.

Require First Source Hiring within Project Labor Agreements.

6 Interview with Larry Etchevarry, Overaa. 7 Interview with Bob Alten, Alten Construction.

[Key Takeaways]

The City of Richmond should host a preconstruction workshop to allow GC’s and subs to meet each other and prepare

for the RBC bids. The event should be timed just after the Conceptual Design is finalized, leaving as much time as

possible ahead of the bidding on construction to facilitate companies in getting organized and cementing partnerships.

The event should include

Information session on the RBC design, construction opportunity, and prequalification requirements.

GC to Sub “matchmaking” workshop.

All participants should fill out a brief profile ahead of time (or at event entry) that will be distributed to all other

participants and kept on record as data on the construction base in Richmond.

Arrange rotating “face-to-face” meetings of subs/GCs at the event.


Phase II: Lab Operations & Growth [2018+]

The eventual co-location of related and complementary businesses and expansion of the Lab is estimated to

result in an economic output of $879 million. The direct campus procurement expected from LBNL alone is $76

million annually. We analyze the direct spending patterns at LBNL to determine priority areas for Richmond

businesses to work with the RBC, and the systems and procedures used to make register and select suppliers.

Procurement at Lawrence Berkeley National Labs

LBNL and UCB both express interest in procuring from local, small businesses, where possible. Local

procurement programs of LBNL and UCB involve the purchasing choices of many different decisions makers.

Discussions with LBNL and UCB procurement staff suggest that success in procurement will require significant

relationship building on the part of the City of Richmond, local business associations, and individual Richmond

businesses seeking to supply RBC.

LBNL Small Business Preference Guidelines

As a federally funded agency, LBNL is prohibited from favoring local businesses in procurement. However, LBNL

has set internal goals for small business procurement and dedicated full time staff to small business outreach.

These small businesses are based on the Small

Business administration (SBA) qualifications and tend

to be both small and local to California. LBNL sets

ambitious small business procurement goals each year

with the DOE. In 2012, LBNL exceeded its goal of

50.2% procurement from small businesses and

reached 52.5% procurement. As a result, its goal for

the FY 2013 has been increased to its 52.5%.

Whenever possible, LBNL adheres to the following

formal guidelines exist for small business procurement

based on project size:

How to Participate LBNL Procurement Process

The City of Richmond should help position Richmond businesses for success by helping them navigate the official

registration systems and steps at LBNL and UCB. The following information should be communicated to small

businesses in Richmond.

Official Registration Systems

1. Register in the System for Award Management (SAM) required for Federal Procurement - www.sam.gov

2. Certify as a small business with the State of California - www.sba.gov

3. Register as a Small Business in the LBNL Outreach Procurement Directory -

www.LBNL.gov/Workplace/CFO/pro/small-bus

4. Fill out the Berkeley Lab Supplier Registration Form

July 12, 2012 – Berkeley Community Advisory Group

Small Business Guidelines

• Mandatory set-aside for small business Purchase

Orders < $150K

• Designated for small business if competition exists

Purchase Orders

>$150K < $499K

• Advance Acquisition Alert process is required Purchase Orders >

$500K

• Can be sole-sourced for Hubzone, Service-Disabled Vet, and 8(a) with some exceptions

Subcontracts < $3M

13

LBNL’s FY13 Small Business Goal: 52.5%

http://www.ccr.gov/

http://www.sba.gov/

http://www.lbl.gov/Workplace/CFO/pro/small-bus


Check for Opportunities

Contracting Opportunities at http://www.LBNL.gov/Workplace/CFO/pro/small-bus

Construction & A/E Division Opportunities at facilities.lbnl.gov

Guidance and Contacts

Contact a Subcontract Administrator

o Procurement Information Desk, (510) 486-4571

Contact an End User within a technical division if referred;

Schedule a visit to the Laboratory;

Send literature to either Subcontract Administrators or End Users directly;

Contact the Laboratory’s Small Business Liaison Officer if you are a Small, Hubzone, Veteran-Owned,

Small Disadvantaged or Woman-Owned Business; or All of the above.

o Small Business Representative, Hanh Kent, (510) 486-4596

Other Subcontract Administrator contact information is included in the appendix and the following LBNL

website: http://www.LBNL.gov/Workplace/CFO/pro/business.html

Procurement Systems at UC Berkeley

UC Small Business Guidelines

As a state-funded education institution, the UC System is increasingly price-sensitive and focused on cost savings

due to budget constraints. The UC has eliminated previous requirements for local or small business procurement,

and awards contracts and bids based on competitive prices.

However, individual buyers in the UC system may still prefer to buy from small or minority owned businesses, and

UC procurement systems include information to identify qualifying businesses as small or minority owned. Small

or minority owned businesses can use the Small Business Administration (SBA) website and the State of California

Department of General Services website to determine if they meet the criteria to certify as small or minority

owned businesses.

How to Participate UCB Procurement Process

1. Register in the System for Award Management (SAM) required for Federal Procurement - www.sam.gov

2. Certify as a small business with the State of California - www.sba.gov

3. Register in the Supplier Registration and Sourcing (SRS) System -

https://suppliers.sciquest.com/UCOP/Supplier/Supplier_Faq.aspx

Check for Opportunities

Construction Opportunities at www.cp.berkeley.edu/AdsForBids.html

Contracting Opportunities at procurement.berkeley.edu/bid-opportunities/campus-bid-opportunities and

https://suppliers.sciquest.com/UCOP/Rfx/BidOpp_List.aspx

Guidance and Contacts

Review official guidance: procurement.berkeley.edu/doing-business-uc-berkeley

Contact Procurement Services Help Desk: (510) 643-8201 or [email protected]

Sample construction agreements - http://www.cp.berkeley.edu/ContractsAgreemnts.html


http://facilities.lbnl.gov/

http://www.sba.gov/

http://www.dgs.ca.gov/pd/Programs/OSDS/GetCertified.aspx


http://www.ccr.gov/

http://www.sba.gov/




Official Procurement Registration Systems at a Glance

OFFICIAL SYSTEMS GUIDANCE & CONTACTS

LBNL Register in the System for Award

Management (SAM) required for Federal

Procurement: www.sam.gov

Certify as a small business with the State of

California: www.sba.gov

Register as a Small Business in the LBNL

Outreach Procurement Directory:

www.lbl.gov/Workplace/CFO/pro/small-bus

Fill out the Berkeley Lab Supplier Registration

Form

Check for Contracting Opportunities at


Check for Construction & A/E Division

Opportunities at facilities.lbnl.gov

Review official guidance:

http://www.lbl.gov/Workplace/CFO/pro/small-business.html

Contact the LBNL Small Business Office:

Small Business Liaison Officer, Hahn Kent

[email protected] 510.486.4596

Subcontract Administrator Procurement

Information Desk, 510.486.4571

UCB Register in the System for Award

Management (SAM) required for Federal

Procurement: www.sam.gov

Certify as a small business with the State of

California: www.sba.gov

Register in the Supplier Registration and

Sourcing (SRS)

System:https://suppliers.sciquest.com/UCOP/Sup

plier/Supplier_Faq.aspx

Check for Construction Opportunities at

www.cp.berkeley.edu/AdsForBids.html

Check for Contracting Opportunities:

procurement.berkeley.edu/bid-

opportunities/campus-bid-opportunities

https://suppliers.sciquest.com/UCOP/Rfx/BidO

pp_List.aspx

Review official guidance:

procurement.berkeley.edu/doing-business-uc-berkeley

Contact Procurement Services Help Desk:

[email protected] 510. 643.8201

Sample construction agreements:


http://www.ccr.gov/

http://www.sba.gov/



http://facilities.lbnl.gov/

http://www.lbl.gov/Workplace/CFO/pro/business.html


http://www.ccr.gov/

http://www.sba.gov/





http://procurement.berkeley.edu/bid-opportunities/campus-bid-opportunities

http://procurement.berkeley.edu/bid-opportunities/campus-bid-opportunities



http://procurement.berkeley.edu/doing-business-uc-berkeley




BearBuy

BearBuy is a new online purchasing website that launched in June 2012 for UC faculty and staff. It was created

with the goal of consolidating UC purchasing power to lower system-wide procurement costs. BearBuy

streamlines purchasing and payment, but is not required or mandatory. Although BearBuy is still a very new

system that is still being adopted by UC users, future RBC procurement for UC divisions may occur increasingly

through BearBuy.

Campus departments use the online procurement system, BearBuy, to place purchases with outside suppliers.

The first supplier launch phase of BearBuy within web-based catalog suppliers focused on office supplies. With

two years of advance notice and small business outreach, only 5 local office supply businesses were qualified to

supply on BearBuy. Of these five, the lowest priced supplier, Giving Something Back Office Supplies, was

selected as the featured and flagged as a small business office supplier.

BearBuy plans to expand the online procurement for catering in the spring or summer of 2013, but

is not live or accepting catering menus yet.

The system offers UCB staff the opportunity to purchase through online catalogs with strategically sourced

suppliers. BearBuy flags small, diverse, or sustainable business suppliers to help identify priority suppliers.

Purchasing transactions for UC Berkeley staff starts in the BearBuy procurement system where they use the

BearBuy online catalogs or by simply complete a BearBuy form.

In general, businesses should meet these requirements to sell to UCB8:

Maintain a company website that is current and regularly update

Hold insurance which meets the University requirements

Accept credit card payment for purchases less than $5,000

Generate online invoices (preferably an electronic invoicing system for computer generated invoices) that

can be accessed through the university's online portal; and,

Offer a desktop delivery system with business processes to support that system, which can accommodate

the University's numerous locations.

For additional information, see Appendix B: Doing Business with UC Berkeley.

UC Berkeley makes the following recommendations for suppliers, which should be shared with Richmond

businesses though outreach and a registration drive:

Market your goods and/or services directly to UCB departments

Develop relationships with departmental purchasing staff and business managers. Provide information to

departments about new offerings that your business can provide.

Advertise and/or participate in University sponsored marketing events

8 http://procurement.berkeley.edu/doing-business-uc-berkeley



When a department wants to purchase goods and/or services, you will need to fill out a Business

Information Form (BIF). The information is then entered into the UC Berkeley financial system, so that a

purchase order can be created and payment can be made to the supplier.

Complete a Business Information Form (BIF) - Fax: (510) 642-8604 or mail to Vendoring, 1995 University

Avenue, Suite114, Berkeley, CA 94704-5600

Supplier Registration System Hosts All Public Bid Opportunities & Information

As of November 16, 2012, the University of California also has new Electronic Supplier Registration and

Sourcing System (SRS). The site will publicly list bid opportunities for all 10 UC campuses, allow suppliers to

create a profile for their business, and flag qualified businesses based on diversity status and small business

status.

• Previously: transactional registration, need to get selected, will only register if we need to pay you, not

helpful for searching for suppliers

• Goal: database of potential supplier

• Not fully utilized as a resource today (300 vendors registered), but will grow over time

• Website for SRS Registration: https://suppliers.sciquest.com/UCOP/Supplier/Supplier_Faq.aspx

• Bid Opportunities: https://suppliers.sciquest.com/UCOP/Rfx/BidOpp_List.aspx

According to Justin Sullivan, this system is new and under-utilized, with a limited number of suppliers

registered.

Richmond businesses should become registered as a first step in developing a procurement relationship

with UC Berkeley and the rest of the UC System.

According to Gina Baker, past in-person registration drives in Richmond have been successful in certifying

a large number of Richmond businesses with official small business status.

Procurement Analysis

In order to create a supply chain and procurement model tailored for the RBC, we gathered historical spend for

the LBNL and UC Berkeley divisions that will likely operate at the RBC.

UC Spending

Spending data from UC Berkeley shows that $841.6 million in 2012. At present, the College of Engineering

operates a small facility in the Richmond Field Station. Total spending for the entire College of Engineering

shows it ranks second compared to other UCB departments.

Since the departments that will be moving to the RBC are uncertain, spending in 2012 for all departments is

included below, excluding administrative and facility department spending:

http://procurement.berkeley.edu/sites/default/files/UCB-BIF_20121011.pdf

http://procurement.berkeley.edu/sites/default/files/UCB-BIF_20121011.pdf




Organization Total Spending %

VC Res Other Research Units $51,000,691 6.1%

College of Engineering $46,983,930 5.6%

School of Social Welfare $28,069,790 3.3%

VC Res Organized Rsearch Units $26,343,270 3.1%

School of Public Health $25,959,696 3.1%

Haas School of Business $22,498,737 2.7%

L&S Biological Sciences $22,124,357 2.6%

Boalt School of Law $13,276,761 1.6%

LIB UC Library $13,114,741 1.6%

VP Tch, Lrn, Acad Plan & Fac $12,878,573 1.5%

College of Chemistry $11,078,075 1.3%

L&S Math & Physical Sci $10,688,541 1.3%

College of Natural Resources $9,535,404 1.1%

Cal Performances/SMA $7,925,263 0.9%

VC Res Administrative Units $6,837,986 0.8%

School of Optometry $6,162,614 0.7%

Graduate School of Education $5,157,874 0.6%

L&S Arts & Humanities $4,488,296 0.5%

L&S Social Sciences $3,478,695 0.4%

VC Res Museum & Field Stations $2,087,388 0.2%

Art Mus & Pacific Film Archive $2,040,902 0.2%


Col of Environmental Design $1,412,078 0.2%

School of Journalism $1,245,295 0.1%

L&S Col of Letters & Sci Dean $871,795 0.1%

VC Research $712,430 0.1%

Goldman Sch of Public Policy $579,405 0.1%

School of Information $576,385 0.1%

L&S Undergraduate Division $541,646 0.1%

Graduate Division $513,230 0.1%

Exec Vice Chanc & Prov $450,260 0.1%

VP Acad Affairs & Fac Welfare $188,536 0.0%

Academic Senate $122,221 0.0%

The College of Engineering advanced manufacturing operations within the RBC in the future. Thus, we include a

summary of the most recent year of Engineering spending in this report.

UCB Spend Data for 2012 shows that the College of Engineering spent $46,983,930 or 5.6% of the total

UC Berkeley spending of $841,628,265.9

A closer examination of the Engineering spending based on UNSPSC codes (a worldwide classification

system for products and service managed by the United Nations) shows the breakdown of spending for

2012.

9 UC Berkeley Spending Data obtained from Andrew Clark, Sourcing Data Supervisor for UC Berkeley and UCSF, Campus Procurement and Contracting, for 1/1/2012 - 12/31/12.


Spending at LBNL

Historical procurement data from 2010-2012 was obtained from LBNL and segmented to isolate the spending for

labs moving to the RBC.10 LBNL Spend Data from October 2009 to September 2012 shows that annual spending

was $76M. A detailed breakdown of spending by year and NAICS category is detailed in the chart below:

10 LBNL Spending Data obtained from Hanh Le, Small Business Liaison Officer, LBNL Emeryville, for 2010-2012.


Of the $76 million, $26 million was purchased from small business entities.

AREASOFPROCUREMENTOPPORTUNITY

44%

20%

13%

11%

6%

2%1% 1%

1%

0% 1%

Professional,Scientific,andTechnicalServices

Manufacturing

WholesaleTrade

RealEstateandRentalandLeasing

EducationalServices

OtherServices(exceptPublicAdministration)

AdministrativeandSupportandWasteManagementandRemediationServices

$76M

BreakdownbyIndustry

(Based on historical average for FY10-FY12 by NAICS Code)

SMALLBUSINESSPROCUREMENT

$26M

BreakdownbyCategory

(BasedonhistoricalaverageforFY10-FY12byNAICSCodeandEntityCode)

37%

34%

15%

7%

3% 4% WholesaleTrade

RealEstateandRentalandLeasing

Manufacturing

Professional,Scientific,andTechnicalServices

AdministrativeandSupportandWasteManagementandRemediationServicesOthers


Framework for Procurement Prioritization

Richmond can use a prioritization framework to filter the expected spending and economic opportunity areas, and

identify where the City should effectively focus its efforts. The criteria include: a) overlap with existing Richmond

business and b) advantages of co-location near RBC as well as small business procurement size.

a) Overlap with existing Richmond business

Manufacturing and Wholesale Trade are the top two categories that Richmond should focus on, because of a

certain level of overlap with existing Richmond Business as well as the size of opportunity. While “Real Estate

and Rental and Leasing” was previously a large spending category, it will cease to exist after LBNL moves out of

its existing rental agreements and onto the RBC campus, which is owned by UC Berkeley.

For additional detail about the number of Richmond businesses broken down by overlap with the RBC

development, see Appendix E: The Richmond Economy.

LBNL Spending Segment $M/year Richmond Industry # of Businesses

Real Estate and Rental and Leasing $9.6 Real Estate 181

Manufacturing

- electronic computer

- computer storage device

- other communication equipment etc.

$8.6 Manufacturing 61

Wholesale Trade

- printing paper merchant wholesalers

- office supplies etc.

$3.9 Whole Sale 51

Professional, Scientific, and Technical Services

- landscape architectural

- drafting

- geophysical survey and mapping

- HR consulting etc.

$1.7 Consulting Service 235

Grand Total $26 Grand Total 3,300


b) Advantage of co-location near RBC

Businesses that need close communication with

RBC or in-person communication to RBC will be

willing to relocate their business in closed place to

RBC. These businesses can be those not just need

supply but also need maintenance. The top

spending vendors in small business entity by

category are detailed in the table.

Biofuels may not be the best option for cluster

production because land intensive feedstocks, but

other industries like biomedical and

biopharmeceutical production are more likely to

want to be close to areas of primary research.

In the long term, promising businesses with co-location advantages would be ideal industry partners to target for

a Richmond cluster. The next section of the report details how the City of Richmond could assist in developing a

cluster anchored around the RBC.

Small Business Vendor RBC Spending

($M/year)

#1 ES EAST LLC 7.1

#2 GOVERNMENT SCIENTIFIC SOURCE INC 5.0

#3 INTEGRATED ARCHIVE SYSTEMS 1.6

#4 CASTLEROCK I LP 1.5

#5 G2 TECHNOLOGIES 1.1

#6 ABEC INC 0.7

#7 USFALCON INC 0.6

#8 PACIFIC BIOSCIENCES INC 0.6

#9 ACTIVE MOTIF LLC01 0.5

#10 FINE TEC COMPUTER 0.5 Recommendation: City can target high

priority businesses and companies for cluster

development in this category


4. Long Term Economic Development: Lab Expansion & Cluster Formation

Great potential exists for the growth of a bioscience or energy related economic “cluster” around the Richmond

Bay Campus. A cluster is a concentration of related businesses in a supply chain. This concentration can create

momentum driving further economic development, by facilitating the commercialization of LBNL and UC research,

facilitating collaboration and knowledge sharing between businesses and research institutions, creating an

innovation ecosystem that attracts businesses to Richmond, developing a workforce with industry specialization,

creating opportunities to coordinate through discounted buying programs, and other opportunities.

Clusters exhibit a “network effect.” The more companies participate, the more valuable the cluster

is to all involved.

Three types of complementary businesses should come to create a healthy cluster ecosystem. Each has different

needs, and must be attracted with a different economic development strategy.

1. Start-ups may develop by “spinning out” from LBNL research, or move to Richmond to work with LBNL

research in an incubator.

2. Small or medium sized “expanders” may be attracted to Richmond for affordable real estate nearby other

energy or bioscience innovators. To attract these businesses, promote Richmond’s available sites

through regional economic development organizations and prominently on the website. The Easy Bay

Green Corridor keeps a list of “opportunity sites” online, which currently lists two locations.11

3. Large or medium sized “innovation seekers” may be attracted by access research commercialization

opportunities. This why Pfizer and Johnson & Johnson have representatives at Mission Bay in San

Francisco, for example. To attract these businesses, flexible zoning should promote bioscience and office

development on RBC’s site or as near as possible. The degree LBNL focuses on commercializing research

will also be a significant factor.

Cluster Scenarios

Modeled Potential Impact from $69M – 3.97B Depending on Size

& Composition

Scenario 1: Scattered Spin-offs Five spinoffs, with a small

research outfit, a couple small labs, and a couple medium-

sized firms.

Scenario 2: Modest Cluster 20 firms, including a couple bou-

tique firms, some medium-sized firms, one Amyris-level

bioscience success, and two co-locating offices.

Scenario 3: Major Regional Cluster Mix of research centers,

start-ups, successful companies, major player relocations,

co-locating firms, and retail and entertainment.

11 http://www.ebgreencorridor.org/opportunity_sites.php

37

Cluster employment and spending

All cluster scenarios result in a job multiplier of ap-proximately 2.0. That is, for every job in the cluster, an-other job is created through spending by cluster sup-pliers or cluster employees. Table 13 summarizes the direct, indirect and induced jobs created in each scenario. Each dollar of output by a rm in the cluster results in ap-proximately $0.65 of output by other rms in the region due to indirect and induced impacts, as shown in Table 14.

Table 155 shows the top ten industries for employment in our medium spino s scenario, based on a total of direct, indirect and induced jobs in each sector. (These top ten sectors are the same for both the high and low scenarios, though the order is slightly changed, and of course the employment numbers are di erent.) As expected, the top three sectors are the same sectors which we speci ed for direct employment. Food services and drinking places, as well as real estate establishments have the next highest employment, with a total of 140 and 136 jobs respectively. These are sectors that likely receive business from both rms and households.

These scenarios re ect the assumption that any signi -cant amount of cluster development will provide more employment than possible from the Lab alone. A recent report on the Lab also notes that the economic impacts of the Lab’s spin-o companies “exceed the impacts of the Lab itself” due to the greater number of aggregate jobs.1 The IMPLAN results provide us with a new insight about the importance of balanced cluster development.

Figure 144 compares the job impacts of the two Second Campus scenarios with that of various scales of cluster development. By comparing the impacts for the LBNL Second Campus to the Modest Cluster (Scenario 2), it is clear that the induced and indirect employment impacts are proportionally greater for the Modest Cluster than for the Second Campus scenarios. In other words, the job multiplier is higher for the cluster scenarios—with 1 in-duced or indirect job created for each direct job—than for the Lab, which results in only 0.4 induced or indirect jobs created for each direct job. Thus, the IMPLAN results sug-gest that a cluster with a mix of sectors provide more eco-nomic bene ts for a given amount of spending than the Lab alone. This underscores the importance of fostering a cluster ecosystem.

In terms of the bioscience rms that will populate the clus-ter, our analysis of LBNL’s history of technology transfer suggests that the cluster will need to attract a signi cant number of companies in addition to LBNL spin-o s.

1 CB richard Ellis 2010.

Comparison of Impacts

Sector Jobs

Management of companies and enterprises 720

Scienti c research and development services 713

Wholesale trade businesses 565

Food services and drinking places 140

Real estate establishments 136

Employment services 80

Services to buildings and dwellings 62

O ces of physicians, dentists, and other health

practitioners

55

Private hospitals 49

Management, scienti c, and technical consulting

services

45

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

Second Campus

Phase 1

Second Campus

Phase 2

Scattered

Spin-o s

Modest

Cluster

Major Regional

Cluster

Direct jobs Indirect and induced jobs

TABLE 15. Top 10 sectors for employment, modest

cluster scenario

FIGURE 14. Comparison of employment impacts for

Second Campus and cluster scenarios.

http://www.ebgreencorridor.org/opportunity_sites.php


Recommendations to Support Cluster Development

The City of Richmond can develop strategies in 3 key areas to support a bioscience cluster: Overall Leadership &

Vision, Workforce Development, and Zoning.

Overall Leadership & Vision

The City of Richmond plays a critical role in overall leadership and vision for a Richmond-based cluster but it

cannot create a cluster on its own. Rather, cluster development may occur by convening the businesses, regional

organizations, and research institutions that have an interest in cluster development in Richmond. Below are

suggested steps towards convening a cluster.

1) LBNL and UC would anchor any bioscience cluster in Richmond. The first step in to ask their explicit

commitment to help develop vision for a bioscience economic cluster in Richmond, collaborate with

businesses seeking to engage their research, and potentially host incubator or open R&D prototype

development space.

2) Solicit the input of bioscience developers in for the South Shoreline Specific Plan. As a starting point, we

have provided a database of developers in Appendix F: Regional Bioscience Developers.

3) Form a Cluster Visioning Council, including industry representatives as well as UC and LBNL.12 Interviews

with some cluster development organizations suggested that, for a cluster leadership organization to

build strong relationships with industry and recruit business to Richmond, that organization should be led

12 Potential organizations include LBNL (Mary Maxon would be a great candidate), UC, Biorad, Chevron, Department of Justice Labs, Joinn, Firstenberg Machinery, MTI Corporation, Estes Commercial Refrigeration, CytoCulture Environmental Biotechnology, Sunpower, Interllergy, Heliodyne, Vetrazzo, and Pax Water Technologies.


by businesses rather than the City. Industry may be skeptical that a group led by the City shares their

perspective and interests. (One comment: “Everyone looks beautiful to their mother.”)

a. For the first meetings, the goal of gathering is to agree that there is an opportunity, and

participants want to be a part of realizing it. Start with small group of champions, ten or fewer,

to best come to consensus and initial strategy. In initial meetings, this group would consider:

Who would want to move to RBC?

What do parties want from a cluster?

Who wants to work with LBNL?

LBNL representative David Skinner began a process of compiling the needs LBNL will have at RBC

that local companies may be able to fill, and the opportunities that LBNL may be able to offer to

local companies. A draft of this plan is included in Appendix G. We recommend that prior to

meetings, the City work with LNBL to complete this document, and use it as the basis for a

discussion of how local industry could interact with LBNL. Companies involved could then

prepare similar documents explaining their own needs and opportunities for the RBC partners to

consider.

b. In the short term, this group would help form the vision for the Richmond cluster, reach out to

other companies and regional groups, and help influence LBNL and UC’s RBC plans.

4) Expand the Cluster Visioning Council through a Request for Information (RFI) process: To reach a larger

group, start with a RFI survey asking energy and bioscience businesses whether interested in supporting

a bioscience and energy cluster. For key players, direct phone calls may be best.

a. Ask developers: What would you want to develop here?

b. Ask companies: Are you interested in Richmond developing a concentration of bioscience and

energy businesses, with the opportunity for collaboration with each other, shared services, and

LBNL and UC? Would you be interested in locating in Richmond?

c. Lay groundwork for RFI in advance, by talking with a few companies and developers who will

commit to responding to the RFI.13

d. In the RFI, present a value proposition indicating how they'll benefit from cluster development.

Benefits include: Better access to LBNL and UC research, attracting investment capital, attracting

suppliers, developing a pool of workforce talent, developing Richmond's appeal to potential

employees to help attract talent, building an environment of innovation where ideas thrive and

connectivity creates opportunities.

5) In the medium term, this Cluster Visioning Council should become a steering committee for cluster

leadership nonprofit, analogous to i-Gate at LVOC, to champion cluster development. This organization

would brand and market the cluster, potentially coordinate buying groups if this need in unmet by Bay

13 For more ideas on the RFI, talk with Camille Bibeau at Lawrence Livermore National [email protected], 925-442-7798



Bio, and host MeetUps, workshops, trainings, and events. It would operate the incubator discussed

above, and engage the host of regional economic development organizations. These include:

a. BayBio - http://baybio.org/

b. East Bay Green Corridor - http://www.ebgreencorridor.org/

c. East Bay Economic Development Alliance - http://www.eastbayeda.org/

d. Manex - http://www.manexconsulting.com/

e. Berkeley Emeryville BioNexus – Jennifer Cogley at the City of Berkeley is the contact

f. Energy Bioscience Institute - http://www.energybiosciencesinstitute.org/

g. AM2PED Advanced Manufacturing Cluster

Budget & Direct Funding for Cluster Organization

Nonprofit Cluster Leadership Organization: Brandon Cardwell of i-Gate estimated it would take an annual budget

of at least $500k to run a robust nonprofit that can be influential and impactful, although that does not include

the provision of extensive business services or the ability to offer subsidized office/lab space to start-ups. i-GATE

is an example of a cluster non-profit funded largely (70% currently) by municipal governments.

Many clusters (Purdue Research Park, UCSF Mission Bay, and others) were partially funded through special

assessments and/or tax increment financing (TIF).

With the dissolution of CA RDA’s, replicating those policies appears infeasible, but the city should follow and

support legislation that could reinstate some of these options. Currently, Assembly Bill 690 in the CA Assembly is

promising, as it would create similar “Jobs and Infrastructure Districts” where TIF would be permitted.14

Policy Toolkit for Cluster Support

14 For more information, see http://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201320140AB690

http://baybio.org/

http://www.ebgreencorridor.org/

http://www.eastbayeda.org/

http://www.manexconsulting.com/

http://www.energybiosciencesinstitute.org/

http://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201320140AB690


In-Kind Support

Where direct funding or special assessments are not possible to support cluster upfront investment, the City of

Richmond should consider the in-kind support it may be able to provide or arrange for the cluster.

Zoning Recommendations

Create flexible zoning in the area surrounding the RBC that allows for a mix of uses under a master use

agreement

Create flexible zoning which explicitly allows in its language the most common research practices and

equipment. Allow for supporting uses like light manufacturing, offices, and wholesaling in the same zone

as research.

Zone for amenities (retail, residential) as close as possible to encourage RBC staff to move to Richmond.

Include this on the map and outreach to developers.

Example: The Purdue Research Park is composed to two main types of zoning:15

Office Research zones permit any mix of experiemental labs, support facilities, and light manufacturing;

Neighborhood Business zones support all standard housing and amenities, retail.

Develop a guide or map of the area around RBC that trasnaprently shows the zoning and highlights:

o where zoning and infrastructure are best suited to bioscience companies uses

o where Enterprise zones may provide financial incentives

Connect developers and potential tenants so developers can see demand, hear needs for space build out

o Host a developer-tenant networking or ‘speed dating’ event

Provide clear communication and education to citizens to fend off any fears of bioscience being a hazard

o The Community Benefits Agreement could be an avenue to ensure that concerns about negative

health or safety impacts are addressed formally

Case Study: QB3 and Mission Bay

QB3 Overview

QB3 was founded by the University of California in 2000 to create economic development in California though UC

scientific research in quantitative biosciences.16 It is a joint venture between UC San Francisco, UC Berkeley, and

UC Santa Cruz. QB3 connects researchers with commercialization support, companies, and capital, in an

integrated approach designed to “decrease the friction for commercialization.” QB3’s locations include a

research building on each of the three university’s campuses, as well as three incubator sites at Mission Bay and

15 http://purdueresearchpark.com/sites/default/files/covenants-rv0501101.pdf 16 Addition detail on nine themes for research within quantitative biosciences is here: <http://www.qb3.org/research>. Douglas Crawford recommended against cluster

http://www.qb3.org/research


two in Berkeley. Today, 61 companies rent space in the incubator network. QB3 launched companies have

created 280 direct jobs and raised $230 million in venture financing.17 Moreover, QB3 has been a key component

supporting the broader redevelopment of the Mission Bay neighborhood.

Programs

The central goal of QB3 is to facilitate the commercialization of UC bioscience research. To support this process,

QB3 provides an integrated set of services.

1. Research – The research taking place at UCSF, UC Berkeley, and UC Santa Cruz is the source of

commercial opportunities that QB3 takes place.

2. Developing an idea – In order to help identify opportunities to commercialize research, QB3 brings

researchers into conversations with each other and with industry, through shared space, events, and

seminars. Industry partnerships connect UC researchers, entrepreneurs, and industry scientists to

exchange info, mentor each other, and identify funding opportunities. Grants of $100,000, provided by

the Rogers Family Foundation are designed for “bridging the gap” between research funding and start-up

funding.

3. Forming a business – Once an idea has been identified, QB3 assists entrepreneurs in forming their

business through the “Startup-In-A-Box” program. This provides assistance with legal steps such as

incorporation, mentorship, assistance applying for Small Business Innovation Research (SBIR) grants that

similarly “bridge the gap”, coaching, development of a pitch deck, and other key start-up activities which

may appear to be significant hurdles for scientists without previous experience launching a start-up.18

4. Starting operations – Business that have been formed can be provided bioscience real estate space at the

QB3 Garage@Berkeley and QB3 Garage@Mission Bay incubators, the QB3/PharmChem Digital Garage at

Mission Bay, QB3 East Bay Innovation Center in West Berkleley, or connected to space provided by

private developers at Mission Bay.19 In addition to the connectivity benefits, incubation through QB3

provides access to UC equipment which is generally to expensive for a single small lab to purchase. This

includes MRI scanners, genome sequencers, supercomputers, and other expensive hardware.

5. Accessing capital– QB3 founded its own venture capital firm, Mission Bay Capital, to grow QB3 companies

and provide returns to the University of California. In addition, the concentration of start-ups and

networking opportunities have drawn other VC to have a presence at Mission Bay. Pfizer, the most

prominent of several industry partners, makes seed stage investments.

17 This excludes the indirect and induced economic development which would increase these figures. 18 http://www.qb3.org/startups/box 19 http://www.qb3.org/startups/qb3-garage

http://www.qb3.org/startups/box

http://www.qb3.org/startups/qb3-garage


6. Business acceleration – Once a business is ready to grow, QB3’s Accelerator program connects business

with contractors who provide business services such as accounting, HR, legal, lab supplies, and other

needs.20

Cluster Focus

Rather than branding around specific research that was taking place at UCSF Mission Bay, QB3 maintained a

broad focus on quantitative biosciences. QB3 Associate Director Douglas Crawford explained that, “We’re terrible

at predicting where innovation will go.” His recommendation that a cluster avoid narrow focus was shared by

iGate, which has struggled with an initially narrow focus on cleantech transportation, but found that much of the

interest it found was in unrelated hardware businesses.

Future Partnership Opportunities: QB3 Garage@RBC

QB3 is interested in considering a role at the RBC development and possibly operating an incubator there,

according to Douglas Crawford. This could take place as 20,000sf – 30,000sf building at RBC, or be located

inside an LBNL lab. A very rough estimate of start-up costs suggests that an incubator could cost $10M, including

$5M in tenant up-fit and $5M in start-up operations. 21

QB3’s Economic Development Role

In considering the potential benefit of an incubator located at RBC, comparing QB3’s Berkeley and San Francisco

locations is illustrative of the difference between a bioscience incubator and a well-funded and ambitious

neighborhood revitalization program supported in part by a bioscience incubator.

The QB3 Garage@Berkeley is located inside Stanley Hall on UC Berkeley’s campus. Stanley Hall houses the

Department of Bioengineering, classrooms, auditoriums, faculty research labs, and a relatively modest 950 square

feet of shared laboratory space. This includes eight incubator stations, which provide desk space and network

connections. Tenants also share a prep bench with standard lab facilities. Being located on campus in a fully

developed area of Berkeley, the QB3 Garage@Berkeley has served its incubation function but has not spurred

major neighborhood redevelopment.

QB3’s programs at Mission Bay, on the other hand, have been a part of that neighborhood’s redevelopment from

underutilized industrial space to a vibrant neighborhood anchored around medical research. Mission Bay now

offers luxury and affordable condominiums, restaurants, and the commercial space that includes the

headquarters of Old Navy clothing company and Salesforce.com. As a reflection of its role in branding Mission Bay

as an exciting innovative environment, the San Francisco Chronicle described QB3 as “a widely publicized

cornerstone of Mission Bay.”22

In collaboration with the now-closed San Francisco Redevelopment Agency, Mission Bay was developed privately

by the Mission Bay Development Group (MBDG). MBDG is a spin-off of real estate developer Catellus, which

owned the land. The project is entitled to include:

20 http://www.qb3.org/startups/accelerator/partners 21 According to Crawford, the City of San Jose spent a similar amount founding the San Jose BioCenter. 22 “UCSF Mission Bay marks 10 years,” Erin Allday, SF Chronicle, January 23, 2013.

http://www.qb3.org/startups/accelerator/partners


• 6,000 housing units, including 1,700 (28%) affordable.

• 4.4 million sq. ft. of office and biotechnology commercial space,

• 500,000 sq. ft. retail space,

• A new UCSF research campus containing 2.65 million sq. ft. of building space on 43 acres of land

donated by the developer and City,

• UCSF hospital complex

• A 500-room hotel

• 50 acres of parks and open space. 23

In addition, the City of San Francisco is providing a new 500-student public school, a public library, fire and police

stations, and other community facilities.24

Mission Bay is expected to create more than 30,000 new permanent jobs, in addition to hundreds of ongoing

construction jobs. Development began in 2000 and will take place over 20 to 30 years. Total development cost

for Mission Bay is expected to exceed $4 billion.”

As of January 2010, 3,126 housing units, including 674 affordable units, have been constructed in Mission

Bay. An additional 319 units are under construction. More than 1.7 million of commercial office and

biotechnology lab space has been built, with five additional projects totaling 1.3 million square feet in

predevelopment. Seven buildings have been constructed on the UCSF campus, including five research buildings,

a campus community center, and a university housing development. More than 12 acres of new parks and open

space have also been completed.”25

Conclusion

The greatest economic development benefit of QB3 has been the attractive force it has provided to the wider

Mission Bay redevelopment effort. Mission Bay’s tremendous success presents a best possible scenario for any

cluster, supported the unusual combination of an extremely attractive San Francisco location and significant

vacant land and. It is not likely that Richmond will be able to achieve the scale of a Mission Bay. From the QB3

and Mission Bay example, we conclude that an incubator alone will not create significant jobs. But the

excitement, business opportunities, and branding zip an incubator could create have the help innovation-focused

development take place around RBC.

Development Timeline

Mission Bay Entitled 1998

Established in 2000, QB3 is one of four Governor Gray Davis Institutes for Science and

Innovation established to accelerate discovery and innovation.

In 2006, QB3 launched QB3 Garage, the first startup incubator within the University of California.

2013 3,400 people live and work at Mission Bay, and the campus still has at least another decade of

growth before it's filled out residential growth completely. 26

2 million square feet of lab and office space occupied

23 http://catellus.com/wp-content/uploads/2011/02/Mission-Bay-PE.pdf 24 http://www.sfredevelopment.org/index.aspx?page=61 25 http://www.sfredevelopment.org/index.aspx?page=61 26 “UCSF Mission Bay marks 10 years,” Erin Allday, SF Chronicle, January 23, 2013.

http://www.ucop.edu/california-institutes/

http://www.ucop.edu/california-institutes/

http://catellus.com/wp-content/uploads/2011/02/Mission-Bay-PE.pdf

http://www.sfredevelopment.org/index.aspx?page=61

http://www.sfredevelopment.org/index.aspx?page=61


As of January 2010, 3,126 housing units, including 674 affordable units, have been constructed in Mission

Bay. An additional 319 units are under construction. More than 1.7 million of commercial office and

biotechnology lab space has been built, with five additional projects totaling 1.3 million square feet in

predevelopment. Seven buildings have been constructed on the UCSF campus, including five research

buildings, a campus community center, and a university housing development. More than 12 acres of

new parks and open space have also been completed.

Future Expansion

Goal of 4 million square feet of lab and office space

» Case Study: Purdue Research Park

Location: Purdue Research Park, Indiana, managed by Purdue Research Foundation

The case study of the Purdue Research Park suggests some additional types of support and strategies for Richmond – possible

organizational model, with TIF for the roads, sewers, lighting, and trails.

Leadership & Vision Recommendations

1) Steward a vision – with input from stakeholder, create forums for networks of different actors to come together

regularly in Richmond to refine/enact the vision.

2) Build the supply chain – connect local business with LBNL for procurement opportunities within LBNL and other

National labs. Support relevant types of businesses to add to the supply chain. accounting, telecommunications,

information technology, law, and human resources could all benefit from a growing bioscience company’s business.

3) Making the rules clear: bioscience R&D and business is extraordinarily complicated, and help navigating the many

local, regional, and state regulations can help businesses decide where to locate.

4) Branding and advertising: the world should know that the East Bay is growing an innovation cluster.

Workforce Development Recommendations

• Implement an initiative to track educational and workforce outcomes across programs in the region

• Fund public-private employment support services including: a managed online internship and job clearinghouse and

social media-based services, and coordination of job fairs

• Support and encourage school to career training partnerships with strong industry involvement to keep pace with

rapidly changing industry needs.

• Engage local firms in advanced biosciences curriculum development and provision of internship opportunities.

• Take a proactive role as “regional labor market developers” by directly supporting new or growing bioscience firms

seeking to hire locally


» Case Study: The Livermore Valley Open Campus (LVOC) and i-GATE

Location: Livermore, California

Cluster Summary

LVOC and the i-GATE Innovation Hub are two organizations working to create an innovation cluster around two national labs in

Livermore: the Lawrence Livermore (LLNL) and Sandia Lab/California (SNL). They are separate entities with related missions, and

their progress can inform efforts in Richmond.

Cluster Mission

LVOC i-GATE

Enhance the two laboratories' national

security missions by substantially increasing

engagement with the private sector and

academic community.

Stay at the forefront of the science,

technology and engineering fields.

Ensure a quality future workforce by

expanding opportunities for open engagement

of the broader scientific community.

“Maximize the economic impact of.. technologies

through expedited technology transfer,

entrepreneurial assistance, collaboration

opportunities, academic alliances, and a technology

incubator for the development of high-

growth…businesses”1

Key Partners

Both LVOC and i-GATE are public-private partnerships that include a wide diversity of stakeholders (including each other) who

have coalesced around a common mission. i-GATE partners include 11 City governments, financiers, academia, and Sandia and

Industry partners (see appendix for detailed description).

LVOC is a joint collaboration of Sandia and LLNL with support of U.S. Department of Energy's National Nuclear Security

Administration and Office of Science. Thus far they have partnered with 8 companies through their High Performance Computing

for Energy program, including UTC, IBM, PG&E, and others.

Services Provided

i-GATE provides a number of services across the business development cycle and value chain to its client companies:

Mentoring

Business Plan Development

Access to Investment Capital

Technical Assistance/ Technical Transfer Assistance

Intern Support

Manufacturing Process Improvement Consulting

Discounted Contract Engineering/Prototyping


5. Policy Levers for Richmond Economic Development Procedures

In order to capture the economic potential of the RBC, the City of Richmond must be aware of existing federal

policies for procurement that LBNL and UCB must follow, and try to enact new policies to maximize economic

development for Richmond. In the following section, we discuss existing federal incentive programs for

procurement and potential new agreements and terms Richmond could create with LBNL and UCB to help local

Richmond businesses and residents.

Federal and State Business Preference Programs

HUBZones

Historically Underutilized Business Zones (HUBZones) are

a US Small Business Administration (SBA) program for

small companies. US federal agencies are required to

contract with HUBZone certified small businesses for 3%

of their budget. As a result, Richmond businesses located

within a HUB Zone are at an advantage for federal

procurement. The City of Richmond contains the

following HUBZones, and would like to expand or change

HUBZone boundaries to include the area around the

Richmond Bay Campus.

However, the standard process for qualifying as a

HUBZone is based on Census Tracts and income levels.

Because the Census Tract surrounding the RBC includes

the Richmond Marina Bay neighborhoods with higher-

income residents, existing Census Tracts are unlikely to be HUBZone eligible. Changing HUBZone boundaries as

part of the next 2020 census would require significant effort from the City to engage the Census Bureau, with

support of a council of governments and associations in a Participant Statistical Areas Program (PSAP). The

census boundary in question already runs along a road, which is considered a clear landmark, so the Census

bureau may not be receptive to changing the census tract boundary.

Recommendation: Efforts to expand or change HUBZone boundaries are unlikely to be successful. The City of

Richmond should focus on other efforts that would yield greater benefits for Richmond businesses.

Enterprise Zones

The State of California awards financial incentives and tax breaks to under-developed areas within California to

incentivize business development. The City of Richmond contains areas that qualify for Enterprise Zone benefits.

Since these financial incentives and tax breaks are for the operating business or financing for the business, these

programs will provide financial incentives for local Richmond businesses, but will not induce LBNL or UCB to

procure for Richmond businesses.

However, these enterprise zone benefits can be helpful for bringing new businesses to Richmond, and should be

better communicated as part of Richmond’s future marketing. We recommend marketing the following enterprise


zone benefits which will be particularly attractive to prospective bioscience and advanced manufacturing firms

moving into Richmond:

Benefit Relevancy for

Target Businesses

A California income tax credit based on the

sales/use tax paid on purchases of certain

qualified equipment

High

A business expense deduction for business

property

High

A net operating loss carryover High

Enterprise Zone companies can earn

preference points on state contracts

Medium

A California income tax credit based on

wages paid to qualified employees

Medium

An employee tax credit for low wage

employees

Low

A net interest deduction for lenders Low

Community Benefits Agreement / Community Support Commitment

One tool for drawing economic development benefit from the development of the Richmond Bay Campus is a

Community Benefits Agreement (CBA), legally obligating LBNL and UC to provide specific community

benefits. Effectively utilizing a CBA tool poses a significant challenge for the City of Richmond to use for the RBC

development because of the lack of leverage the City brings to negotiation, and the limits LBNL and UC face as

governmental organizations. We have proposed three sets the benefits the City might pursue through a CBA <In

Figure X>: those that are most likely to be accommodated, those that are demanding, and those that are “reach”

requests. Obtaining meaningful benefits through a CBA would be a significant challenge.

CBAs are legally binding and enforceable contracts stipulating community benefits provided by a developer in

conjunction with a development they are pursuing.27 They traditionally are negotiated between three parties:

local government, the private developer, and a coalition of community organizations and organized residents. 28

27 The Community Benefits Law Center, based in San Francisco, can be a resource a resource on this topic. <http://www.forworkingfamilies.org/cblc>. These recommendations are informed by a 3/22/13 interview with CBLC Project Attorney Julian Gross.

http://www.forworkingfamilies.org/cblc


The goal of a CBA-like agreement for the RBC development is to insure that the RBC partners continue to be

committed to supporting economic development in Richmond far into the future. It would codify benefits that

LBNL and UC are willing to offer, and create a legally binding commitment to continue this support even if

leadership changes, budgets become tighter, or other obstacles arise.

The City lacks leverage traditionally used to obtain legally binding commitments. Cities generally play a key role

in CBA negotiations by withholding permitting approval or subsidy until a CBA is agreed upon. In the case of

RBC, the RBC development is not receiving subsidy from the City and City has actively campaigned for RBC’s

development. Three possible points of negotiating leverage include:

1. the City’s provision of and/or bonding for financing RBC infrastructure such as road, sewage, and

utility connections

2. Ease and speed of development approval, and

3. the City’s public support for the project.

Ultimately however, the City’s ability to negotiating exists only to the extent that he City willing to obstruct

development at RBC. Presuming the City is not willing with prevent RBC’s development, it may be difficult to

obtain legally binding commitments for community benefits that LBNL or UC find to be costly or even

inconvenient. During a time of significant budgetary constraints for both the University of California and DOE-

funded LBNL, these organizations are likely to be very sensitive about committing to provide costly community

benefits.

Alternative approach: Community Support Commitment

We recommend an approach to negotiation that focuses primarily on creating value for the Richmond and the

RBC partners. This document could be called a “Community Support Commitment.” Because this situation differs

from the traditional CBA situation in important ways, the CBA name may create two types of adverse effects.

First, it may create the expectation that the City may find it difficult to meet. Community residents may expect

more significant concessions that are possible to obtain. If community groups are not involved in a broad and

inclusive way, some may object to being excluded. Previous CBAs have been criticized when Cities take the lead

role in negotiation, rather than serving primarily as brokers between community groups and the developer.

More importantly, CBA negotiations are generally adversarial. There is some risk that pursuit of a CBA could

introduce an unnecessarily adversarial element to the City/RBC partner relationship and encourage residents to

see the RBC development in an oppositional way. We recommend that “Community Support Commitment” be

considered instead. This title acknowledges that RBC partners have taken proactive steps to support the

community, rather than reluctantly agreed to benefits extracted.

Opportunities to for the Community Support Commitment to create value for RBC partners include:

1) Improved opportunities for research commercialization through spin-offs and partnerships

28 There is precedent for CBAs to be utilized by communities concerned about development by a public entity. For example, CBAs were negotiated around the development of the LAX Airport, which developed by Los Angeles World Airports, a subsidiary of city government. A copy of that CBA is available here: <http://www.ourlax.org/commBenefits/pdf/LAX_CBA_Final.pdf> The Oakland Army Base Redevelopment adopted jobs policies, including local hire requirements, that apply to developers operating within the redevelopment. Information on the Community Jobs Agreement Working Group here: <http://www2.oaklandnet.com/Government/o/CityAdministration/d/NeighborhoodInvestment/o/OaklandArmyBase/index.htm>

http://www.ourlax.org/commBenefits/pdf/LAX_CBA_Final.pdf

http://www2.oaklandnet.com/Government/o/CityAdministration/d/NeighborhoodInvestment/o/OaklandArmyBase/index.htm


2) Development a local workforce to serve UC and LBNL

3) The opportunity to develop and then live up to community support and enthusiasm for RBC development

4) Attraction of local suppliers serving RBC

5) Ability to tout benefits that RBC is providing. Increases employee moral and public support

6) The opportunity to build Richmond’s economy—which will ultimately make the area around RBC a more

attractive place for RBC employees to live and work.

A Community Support Commitment could be drawn to apply to both LBNL and UC, or to each separately. If one

RBC partners is more enthusiastic about participating in a Community Support Commitment, it may be

advantageous to negotiate with that party first, then ask the second party to join the agreement.

Community Support Commitment Potential Benefits

Category

Local

Employment Education Local Procurement & Contracting

Cluster

Development

Likely

LBNL Programs

expanded to

Richmond

LBNL Internships for

HS and CCCC

*Construction bids of different sizes

*Construction pay earlier/more frequent

*LBNL: 50% of larger firms as Mentors

in Mentor/Protégé programs. UC form a

program, modeled off of LBNL’s.

*Outreach programs for local suppliers.

*On-site restaurants and retail spaces

be leased to local businesses

Demanding

Compliance with

Local

Employment

Program

Funding for Richmond

expansion of Biotech

Partners nonprofit

Host incubator

at LBNL

Fund incubator

at LBNL

Reach

Sponsor a science-

focused charter

school

Future contractors required to have an

office in Richmond

Fund cluster

leadership

nonprofit (like

i-Gate)

Detailed Potential Benefits to Include in a Richmond Community Support Commitment:

1. Compliance with Local Employment Program – Demanding Ask


o LBNL & UCB agree to comply with Municipal Code Chapter 2.56, the Local Employment Program, and

that RBC construction contractors they hire will also comply. Construction hires represent the greatest

job-creation component here. If possible, on-site vendors (cafeteria operators, janitorial services, on-

site retail, etc) will also required to apply, though this represents fewer jobs.

o For LBNL and UCB, it seems unlikely that requirement for total local employment (20% work hours in

contracting, 30% workforce in retail or office) would be met by or acceptable to LBNL or UCB, who

will be moving their Richmond workforce from other locations. It seems possible that the ordinance

could be accommodated with regard to LBNL and UCB office and administrative roles, though not for

the academic or science positions for which recruiting is national or international.

o The financial penalties for non-compliance may be objectionable to LBNL and UC, though they might

find it acceptable to apply the penalty system to their contractors.

o Because compliance would slow and complicate hiring, slow construction processes, potentially limit

the choice of retail, service and construction contractors, and create compliance costs, this would be

considered a demanding ask.

2) Education – Extension Existing Program to Richmond – Easier Ask

o LBNL’s Center for Science and Engineering Education already offers a range of programs for K-12

students, teachers, and undergraduates. These include internships, workshops, school visits, and

events. A complete listing can be found here: http://csee.LBNL.gov/Programs/index.html

o An easy ask would be for LBNL to form a plan to engage Richmond with these programs, or work

with the City to do so. For internships and teacher trainings, perhaps a certain number of seats

could be set aside for Richmond residents. See Appendix H for a description of these education

opportunities.

3) Education – Support for Biotech Partners – Demanding Ask

o Biotech Partners is a science education nonprofit operating in Berkeley and Oakland. With

financial or other support, or maybe a simple ask, perhaps it could expand to Richmond. Biotech

Partners’ mission is “to help youth from populations underrepresented in the sciences navigate

the worlds of work, school and life through a biotechnology-focused curriculum, including job

training and internships, that provides access to fulfilling well-paid careers in bioscience and

increases opportunities for higher education.”29

4) Education – Support a science school at RBC – Reach Ask

o A bioscience focused charter school located at RBC could engage Richmond students in the

bioscience industry, be an attractive amenity to RBC employees, and catalyze further

development. High Tech High can serve as a model. It operates three elementary, four middle,

and five high schools in the San Diego area.

o LBNL might provide financial support, and work closely with the school on curricular development

and operation.

29 http://www.biotechpartners.org/

http://csee.lbl.gov/Programs/index.html

http://www.biotechpartners.org/


5) Local Procurement and Contracting - Mentor/Protégé programs – Easier Ask

o LBNL procurement already makes use of Mentor/Protégé programs, which give smaller

businesses a share of contracts that would otherwise go to larger companies by developing a

collaborative relationship between the two. 30 These programs require effort from both parties,

and so are not a fit in many cases. A goal of 50% participation could be set for LBNL’s larger

suppliers. UC procurement does not have a of Mentor/Protégé program like LBNL’s, and could be

asked to create one

6) Local Procurement and Contracting - Outreach programs to Richmond suppliers – Easier Ask

o Procurement success requires relationships to be built between businesses and procurement

decision makers, enrolment in supplier databases, awareness of procurement opportunities, and

active sales efforts. LBNL and UC could commit to a 4 workshops or networking events annually

addressing these needs.

7) Local Procurement and Contracting - Construction bids of different sizes – Easier Ask

o Subcontractors are generally required to show a record of success on jobs of a similar size to the

proposed job. To create access for small subcontractors, and build subcontractor experience,

RBC partners can split larger contracts. Categories of <$5M, <$10M, <$15M, and $15M+ are

recommended.

8) Local Procurement and Contracting – Contractor Payment Frequency – Easier Ask

o Small subcontractors often struggle with cashflow problems. RBC and UC can assist by

processing constriction payments twice a month rather than monthly, or pay earlier in the month.

9) Local Procurement and Contracting – Contractors Located in Richmond – Reach Ask

o The LBNL RFQ for architectural and engineering services for their first proposed building at RBC

included the requirement that the primary firm and major subs have an office located w/in 75

miles of Berkeley, including one firm principal. (Lab Design was excluded from this requirement.)

Potentially firms working at the RBC site could be required to have or open an office in

Richmond. While this might favor Richmond firms, it is not clear that firms opening an temporary

office in Richmond would create lasting economic development benefit, and it would a difficult

requirement for contractors located elsewhere in the Bay Area. UC previously offered a

preference to local contractors, but this was recently overturned by the UC regents out of a

preference for cost savings.

10) Cluster Development - Incubator hosted by LBNL – Demanding Ask

o An incubator at RBC campus could generate spin-off businesses, draw start-ups, and build

excitement about innovation at RBC. Creation and operation of an incubator can be costly. In

regards to real estate needs, Douglas Crawford, Associate Director of QB3, recommended $200-

$250/sf in tenant upfit improvements, and an incubator 20,000sf to 30,000sf in size., or

approximately $5M. Operation and services provided by the incubator are also a significant cost.

30 Additional information here: http://www.LBNL.gov/Workplace/CFO/pro/small-bus/education/presentations.html

http://www.lbl.gov/Workplace/CFO/pro/small-bus/education/presentations.html


QB3’s total budget over six sites is approximately $5M. We speculate that a successful incubator

would need $200k-$800k in annual funding.

o LBNL Biosciences Director of Development Mary Maxon has expressed interest in hosting an

incubator at RBC. Because of this interest, we consider this a demanding ask, rather than a

reach ask.

11) Cluster Development - Funding for a cluster leadership nonprofit – Reach ask

o This could be the same organization that operates an incubator. Such an organization would be most

likely to be effective with a budget of $500k. This would be costly, but may be of some interest to

LBNL nonetheless. Funding would optimally come from a range of supporters. Livermore’s i-Gate

program is currently funded approximately 70% by local government and 30% by industry.

A Community Support Commitment between LBNL, UC, and the City of Richmond can advance economic

development in Richmond by offering a combination of these potential types of support.


6. Appendices

Appendix A: Sources

Leveraging LBNL’s Second Campus for Regional Economic Development

Richmond Bay Campus, 2013 Long Range Development Plan and Phase 1 Development

http://genomicscience.energy.gov/centers/jbei.shtml

http://www.wisegeek.com/what-is-advanced-manufacturing.htm

The National Citizen Survey, City of Richmond, CA, 2011.

http://genomicscience.energy.gov/centers/jbei.shtml

http://www.wisegeek.com/what-is-advanced-manufacturing.htm


Appendix B: Doing Business with UC Berkeley

Direct from the University recommendation on “Doing Business with UC Berkeley”

Basic Requirements

The University highly recommends that your business:

Maintain a company website that is current and regularly updated

Hold insurance which meets the University requirements

Accept credit card payment for purchases less than $5,000

Generates online invoices (preferably an electronic invoicing system for computer generated invoices)

that can be accesed through the university's online portal

Offers a desktop delivery system with business processes to support that system, which can

accommodate the University's numerous locations

If your business is small and/or diverse: access the Small Business Administration (SBA) website and

the State of California Department of General Services website to determine if your company meets the

criteria for self-certifying as any of the following:

Small business

Disadvantaged business enterprise: small or large

Woman-owned business: large or small

Minority-owned business

Historically underutilized small business

Veteran or service-disabled veteran-owned business: large or small

If your business holds one or more of the above classifications, complete the requirements for self-

certification

o As required for the federal government on the System for Award Management (SAM) website. By self-

certifying, your business will have greater access to potential opportunities with a number of federal

agencies which search for businesses using this portal. Furthermore, the University checks this website

to search for businesses as needed for federal contracts and grants, which require purchases from such

businesses.

If your business is primarily located in the State of California, self-certify on the Department of

General Services website.

Access the following resources to learn more about how the University operates:


http://www.sba.gov/


https://www.sam.gov/portal/public/SAM/


o Check out the Procurement Services website which includes:

The Vendoriing process

Strategic Sourcing

Bid Opportunities

Supplier Diversity

University terms and conditions for purchase

o Read campus newspapers to become more informed about planned and ongoing projects

Market your goods and/or servcies to departments

o Develop relationships with departmental purchasing staff and business managers. Provide information to

departments about new offerings which your business can provide.

o Advertise and/or participate in University sponsored marketing events

Start doing business with the University only when a department agrees to purchase and has the

appropriate delegated authority.

o The Department must process an order as as appropriate for the type of purchase to be made through

either:

BearBuy, the campus eProcurement system, BearBuy, so your business receives an purchase

order or

A bluCard, the campus procurement card,,so that your business receives a credit card order...

o If your business has not previously done business with the University: Complete a Business Information

Form (BIF) - Fax: (510) 642-8604 or mail to Vendoring, 1995 University Avenue, Suite114, Berkeley, CA

94704-5600

If your business has previously done business with the University and your company information

has changed, send an updated BIF to Vendoring.

To speed up payment, sign up for Electronic Funds Transfer (EFT).on the Controller's website.

Payment will be directly dieposited into your bank account. Your will receive an emailed notice

of payment

Provide discounts for shorter payment terms

Provide an invoice wihch matches the purchase order to ensure efficient and timely processing

of the payment.

If you have questions about why payment has not been received, contact the department to

confirm receipt of goods or services and invoice. Contact the Disbursements Office of the

department cannot resolve the open issue.

http://procurement.berkeley.edu/

http://procurement.berkeley.edu/programs/vendoring-process

http://procurement.berkeley.edu/strategic-sourcing-program

http://procurement.berkeley.edu/bid-opportunities

http://procurement.berkeley.edu/supplier-diversity-program

http://procurement.berkeley.edu/Appendix%20A%20%288-99%291%20Auto%201mil.pdf

http://procurement.berkeley.edu/buying/delegated-authority


Appendix C: Sample LBNL Capital Projects Prequalification Requirements

From https://www.LBNL.gov/wiki/pub/Main/FacilitiesDivision/PUB-3193_CP_Procedures_Manual_20090227.pdf

LBNL Facilities Division Capital Projects Procedures Manual A6-7 Rev.: 02/27/2009

SAMPLE ADVERTISEMENT FOR PREQUALIFICATION

https://www.lbl.gov/wiki/pub/Main/FacilitiesDivision/PUB-3193_CP_Procedures_Manual_20090227.pdf


LBNL Facilities Division Capital Projects Procedures Manual A6-8 Rev.: 02/27/2009


Appendix D. The Livermore Valley Open Campus and iGate Innovation Hub

Goals and Organizational Overview

This case study describes two initiatives working together to create public-private partnerships and economic

development opportunities in the city of Livermore and region surround the Sandia and Livermore National

Labs. It covers their organizational objectives and structures, programs, timelines, and enabling policies as

well as lessons learned. We thank Scott Wilson (LNL), Brandon Cardwell (i-GATE), Camille Bibeau (LNL) and

Elizabeth Cantwell (LNL) for welcoming our team to the LVOC. They shared very generously of their time and

insights to make this case study possible.

Organizational Structure

Though LVOC and i-GATE share

similar goals of expanding local

and regional economic

development, their organizational

structures are quite different.

LVOC is solely a partnership of two

adjacent national laboratories, in

order to create a more open and

collaborative R&D space on their traditionally cloistered federal sites. i-GATE, however, is a public-private

collaboration of a diverse set of regional stakeholders (including the Labs) working together for a common

mission. Their organizational structures, though dissimilar, reflect the importance of partnerships.

LVOC Organizational Structure

LVOC is a joint collaboration of Sandia Labs/California and LLNL with the support of the U.S. Department of

Energy's National Nuclear Security Administration (http://energy.gov/) and Office of Science

(http://www.whitehouse.gov/administration/eop/ostp).

i-GATE Organizational Structure

i-GATE Innovation Hub Organized as two separate 501c3 corporations with roles:

NEST – An incubator for start-ups and technology-based economic development

i-GATE Development Corporation Financing arm, focuses on providing facilities to ensure the NEST succeeds


Organizational Objectives

The Livermore Valley Open Campus (LVOC) and

the i-GATE Innovation Hub are two

organizations working to create an innovation

cluster around two national labs in Livermore:

the Lawrence Livermore (LLNL) and Sandia

Lab/California (SNL). They are separate entities

with related missions, and their progress can

inform efforts in Richmond. Their related

missions are as follows:

i-GATE Partners

The City of Livermore is the iHub Coordinator,

SNL will be the lead laboratory, and CITRIS at

the University of California, Berkeley, will serve

as the supporting UC Institute for Science and

Innovation.33

31 LVOC website, “About LVOC” 32 http://www.cityoflivermore.net/civicax/filebank/documents/7420/ 33 http://www.cityoflivermore.net/civicax/filebank/documents/7420/ page 2

LVOC i-GATE

Enhance the two laboratories'

national security missions by

substantially increasing

engagement with the private

sector and academic

community.

Stay at the forefront of the

science, technology and

engineering fields.

Ensure a quality future

workforce by expanding

opportunities for open

engagement of the broader

scientific community.31

“Maximize the economic

impact of…technologies

through expedited technology

transfer, entrepreneurial

assistance, collaboration

opportunities, academic

alliances, and a technology

incubator for the development

of high-growth…businesses”32

http://www.cityoflivermore.net/civicax/filebank/documents/7420/



Development Process & Key Milestones for i-GATE and LVOC

Approximate Timeline and Development Process

LVOC

2009 – After several years of discussion, LVOC approved by the NNSA to create a shared space

and initiate collaborations34

2010 - Livermore and Sandia engaged Flad Architects to study development options and create

a master plan with different scenarios35

May 2010 – Appointment of Buck Koonce to lead LLNL’s LVOC efforts36. Sandia subsequently

appoints Andy Bischel to lead their program.

Late 2009 – 2011 – Phase I Construction of iInterim High Performance Computing Innovation

Center and visitor access area

2012 – Partnership announced between LLNL’s high performance computing center and 8

companies on energy innovation (hpc4energy)37

2013 – Break ground on interim High Performing Computing Innovation Center and LVOC hub

30 Year Plan – Extensive office, computing and light lab facilities on 110 acre site for LVOC

partners to occupy and work in together

i-GATE Development Plan

The following table describes the plan of work that i-GATE created to guide its development, to be carried

out in three distinct phases. i-GATE was founded in 2010. Most, if not all, activities in Phase 1 have been

34 https://newsline.llnl.gov/_rev02/articles/2009/aug/08.07.09-open.php 35 https://str.llnl.gov/Mar11/koonce.html 36 https://newsline.llnl.gov/_rev02/articles/2010/may/05.07.10-koonce.php 37 https://www.llnl.gov/news/aroundthelab/2012/Nov/ATL-110712_hpc.html

https://newsline.llnl.gov/_rev02/articles/2009/aug/08.07.09-open.php

https://str.llnl.gov/Mar11/koonce.html

https://newsline.llnl.gov/_rev02/articles/2010/may/05.07.10-koonce.php

https://www.llnl.gov/news/aroundthelab/2012/Nov/ATL-110712_hpc.html


completed or are on-going. The original timeline envisioned for these three phases was Phase 1 (2010),

Phase 2 (2011-2012) and Phase III (2012 – ongoing), but this timeline has since been revised due to funding

considerations. However, the order of operations is sound and this can serve as a useful plan to reference

when planning cluster and incubator development at the RBC.

i-GATE38

PHASE 1 – ESTABLISH OPERATIONS (SITE #1) AND FUNDING

• Key stakeholders endorse technology incubator business plan

• Establish Board of Directors and Executive Director

• Establish Industry and Science Advisory Committee

• Establish operational support system, volunteers, create internship programs

• Finalize decision regarding 501(c)(3) structure and establish corporate entity

• Develop funding source commitments for incubator startup, seek industry sponsors

• Link to national lab user facility collaboration programs (CRF, computing, etc.)

• Finalize incubator service offerings and details

• Create legal agreement models for incubator startup companies, leases, etc.

• Build entrepreneurial service and funding network

• Source entrepreneurship and business training providers

• Establish links to universities/colleges for business, science, engineering students

• Establish commercialization model linked to national labs and universities

• Study mechanisms for licensing, IP bundling, marketing IP

• Implement marketing and PR plan to recruit incubator tenants, license IP

• Create and implement evaluation metrics for potential incubator tenants

38 http://www.cityoflivermore.net/civicax/filebank/documents/7420/



• Initiate incubator services for startup clients

• Initiate planning for permanent incubator facility (office and lab space)

• Establish temporary incubator location (office space) at Site #1

PHASE 2 – EXPAND OPERATIONS AT SITE #2 AND FUNDING

• Evaluate and improve services, processes, success metrics

• Diversify funding sources, cultivate sponsorships

• Establish annual review of operations by Board of Directors

• Launch monthly speaker series and investor pitch sessions for client companies

• Expand service offerings for initial incubator companies

• Expand educational programs, grad student internships, university links

• Temporary Site #2 (office and lab space) established on LVOC

• Raise construction funds ($4.9 million) for permanent incubator location on LVOC

• Plan approximately 24,000 square feet of office and reconfigurable lab space

• Increase marketing to recruit internal lab and external entrepreneurs

PHASE 3 – PERMANENT SITE #3, STABLE FUNDING

• Evaluate and improve services, processes, success metrics

• Diversify funding sources, cultivate sponsorships

• Construct and launch new incubator facility (office and lab space) on LVOC

• Begin progress evaluations of incubator companies toward graduation

• After initial 3-5 year operational period, evaluate need to increase FTE staff

• Evaluate licensing/technology transfer mechanisms for success and speed

• Consider options for establishing second incubator program around new themes in support of evolving


LVOC programs

Programs to Support Innovation, Commercialization, & Collaboration

LVOC

Before the LVOC, Livermore and Sandia Labs were able to work with the private sector in more formal

agreements such as Cooperative Research and Development Agreements (CRADAs) governing joint lab/private

sector research, and Work-for-Others agreements when the lab is simply providing support from lab staff.

However, with the more open environment of LVOC, which includes less extensive security and badging

requirements, collaboration opportunities are significantly expanded and can allow potential outside partners,

including foreign nationals, to more easily access the talent and capabilities of the Labs.

Collaboration is welcome in the main areas of science that Sandia & LLNL work in, including39:

Energy

Energy partnerships at the LVOC transform research discoveries into commercialized technologies. Work in this

subject area, especially when focused on transportation issues, also influences local, state and national policy.

New programs such as Research, Engineering, and Applications Center for Hydrogen (REACH) and Advanced

Systems for Power from Integrated Renewable Energy (ASPIRE) play a key role in LVOC energy-related

activities. Partners of LVOC energy programs often include the Energy, Climate, and Infrastructure Security area

of Sandia. Many partners are also part of the incubator program Innovation for Green Advanced Transportation

Excellence (i-GATE), a California state initiative for innovation based in Livermore.

Computing

In the computing realm, high-performance computing and cyber security are of particular interest. Partners in this

subject area have access to world-class computing facilities at Sandia and Lawrence Livermore national

laboratories. Ongoing programs include the Center for Cyber Defenders (CCD), a Sandia internship program that

is growing the next generation of talent in cyber security, and the emerging Cybersecurity Technologies

Research Laboratory (CTRL), which is part of Sandia's Cyber Engineering Research Institute (CERI).

Bioscience

The understanding of biological systems and the ability to predict their behaviors is key to protecting our

environment and defending against biothreats. Biothreat and bioenergy issues are particularly emphasized in

LVOC bioscience programs, but a new program — the Institute for Translational Biomedicine — is a not-for-

profit institute that significantly expedites the process of converting biomedical research into real-world

pharmaceuticals and medical devices.

39 Copied directly from http://www.sandia.gov/lvoc/partnership_opportunities.html

http://www.sandia.gov/lvoc/featured_programs.html#reach

http://www.sandia.gov/lvoc/featured_programs.html#aspire

http://www.sandia.gov/lvoc/featured_programs.html#aspire

http://energy.sandia.gov/

http://www.cityoflivermore.net/citygov/ed/i_gate/default.asp

http://www.cityoflivermore.net/citygov/ed/i_gate/default.asp

http://sandia.gov/careers/students_postdocs/internships/institutes/cyber_defenders.html

http://www.sandia.gov/lvoc/featured_programs.html#ctrl

http://www.sandia.gov/lvoc/featured_programs.html#ctrl

http://www.sstp.org/companies/cyber-engineering-research-institute-snl

http://www.sandia.gov/lvoc/partnership_opportunities.html


Detection technologies

The world faces a growing threat of nuclear proliferation, with bad actors motivated by geopolitical factors and

potentially taking advantage of the expansion of nuclear power. Nonproliferation and arms limitation treaties,

which aim for stability in the long term, depend on the development and implementation of new monitoring and

verification technologies to be fully effective. Emerging collaborative programs at the LVOC, such as the National

Neutrino Detection Center (NDC), promote collaborative approaches to detection technologies.”

i-GATE

I –GATE functions as a small business accelerator that provides facilities to its “client” companies. Equally

important, it connects clients with integrated business services across the business lifecycle from concept, to

planning, to prototyping, sales and fundraising. It does not have the bandwidth to provide all of these services

on-site, rather it accomplishes this by referring them to “Innovation Partners” who provide a full range of

services, including:

From the NEST Description of Services & Programs:

Mentoring

NEST partners and staff want to make sure our client companies succeed. Your success is our success. One of

the keys to this process is focused and consistent mentoring opportunities from experienced business leaders.

Some NEST clients may also qualify for specialized needs analysis and mentoring from our venture capital

partners.

Business Plan Development

A credible business plan is a major factor in the success of small startup companies. NEST staff and partners

provide assistance in developing a professional plan to guide the company and demonstrate to potential investors

that our clients and their new products or services can succeed in the marketplace.

Market Analysis

One of the critical factors in startup success is the determination of market size, market fit, competition, and

positioning for the new technologies, products, or services to be provided by a new business.

Access to Investment Capital

When client companies are properly prepared, NEST can provide introductions to a variety of angel and venture

capital partners, lenders, and others who can provide growth capital.

Networking and the NEST Community

Networking events and introductions to the business and technical community in the Tri-Valley region and to

NEST partners. NEST incubator tenants also benefit each other through regular interaction.

Entrepreneurship Training

Management and entrepreneurship training programs for busy startup managers.

http://www.sandia.gov/lvoc/featured_programs.html#ndc

http://www.sandia.gov/lvoc/featured_programs.html#ndc


Seminar Series

Expert seminars on a variety of business and technical topics.

Technical Assistance

In cases where NEST client companies are working in areas that are complementary to R&D being performed at

Sandia and Lawrence Livermore National Laboratories, a limited amount of technical assistance and collaboration

opportunities may be available. Companies interested in paying for national laboratory assistance have access

through Work for Others (WFO) and Cooperative Research and Development Agreements (CRADA).

Technical Transfer Assistance

Sandia and Lawrence Livermore National Laboratories conduct ongoing R&D in numerous areas related to

transportation and clean-energy technologies. NEST can provide access to appropriate contacts for assistance to

small businesses seeking licensing and intellectual property development opportunities from the national

laboratories in Livermore, the Joint BioEnergy Institute in Emeryville, and other partner laboratories in the i-GATE

region.

Financial and Legal Consulting Services

NEST clients will have access to legal and accounting services. These NEST partners are screened to ensure a

high level of value-added support at discounted rates.

Intern Support

Through our university partners, NEST provides access to a core group of graduate students to serve as interns

for conducting research and to provide daily support as a staff extension for our clients.

Manufacturing Process Improvement Consulting

NEST partner Manex provides free and low-cost consulting for manufacturers connected with the NEST program.

The Corporation for Manufacturing Excellence (Manex) helps manufacturers and distributors increase productivity,

growth, and profitability. As a member of the National Institute of Standards and Technology (NIST)

Manufacturing Extension Partnership, they help solve challenges and advance best practices in manufacturing

operations, methods, and processes.

Discounted Contract Engineering/Prototyping

Contract engineering services are available from partners close to the NEST incubator in Livermore.

Policy Lessons & Tools

Role of City of Livermore in Supporting LVOC

The City of Livermore has supported both LVOC and i-GATE through several policy mechanisms: Funding, Political

Support and Convening.

Funding: of i-GATE as well as funding for events and workshops of the LVOC. The i-GATE Funding Model is

cross-sector and – 25-30% comes from private sector partners, 70% (the rest) comes from government partners


at local/county level. Being designated a CA iHUB is important designation but not a funding mechanism.

Resident start-ups pay minimal fee per square foot / month and services at iGATE are at no cost.

Convening: Livermore has supported i-GATE and LVOC by convening both technical and stakeholder meetings

around their missions.

Political Support: LVOC and i-GATE cannot lobby, but the city partners’ mayors can express support to DOE and

NNSA leg offices based on value created by these key initiatives.

Role of DOE in Supporting LVOC

The Department of Energy and the Office of Science and Technology Policy have supported the LVOC in

numerous ways. Two of these are: first, by apportioning 110 acres to the LVOC which can be developed in an

open campus format and even include buildings owned by private companies. Secondly, the DOE is piloting a less

stringent intellectual property regime at the LVOC called the Agreement for Commercializing Technology (ACT)

which is meant to be much more industry-friendly. This may make it easier to yield spin-outs of technologies

discovered in the lab. Currently spin-out companies are somewhat lean; 2012 was a banner year for them but

there were still less than 5.

Lessons Learned

1. Don’t Overcommit. Be conservative in what you commit to in timelines and work plans – base them

on ground up analysis of what can feasibly be given partners’ capabilities and funding.

2. Brand the cluster broadly. Brand based on Richmond’s unique differentiators (for example: “room to

grow”). Don’t brand early based on specific technologies unless there is very strong evidence that

there will be a massive market ramp up in that industry in Richmond.

3. Know your lab. Understand the research objectives of the lab partner and align those objectives with

focus of the cluster. Talk with Mary Maxon at LBNL about this. Include her and the Technology

Transfer office in cluster visioning exercises to better understand lab’s legal ability to participate in

different activities.

4. Recruit an experienced Board. Emphasize industry members on the Board who (ideally) have some

similar prior experience. This needs to be a public private partnership, and private companies want to

hear from other companies so recruit “cluster champions”. They should be motivated to contribute by

having a real equity stake or pertinent business interest, their fortunes aligned with the fortunes of

the cluster.

5. Budget: A cluster intermediary organization will need funding if it is to be worth founding. There are

options of course, ranging from a very lean organization with 2-3 staff (i-GATE) to a larger

organization with a staff sufficient to provide almost all services in house (QB3 model).


6. Funding: Of course, it is wise to seek state and federal funding opportunities, but Board members

should be able to raise funds too. A potential guideline on funding model is 50% private, 25% city,

25% lab and representation on the Board accordingly.

7. Zoning & Land-Use: The City can help with flexible, transparent zoning to allow the types of light

manufacturing and research buildings that cluster members will seek. In terms of land use policy and

permitting, cities should always seek to decrease the cycle time to stand up a new business.


Appendix E: The Richmond Economy

Richmond is located along the San Francisco Bay on the western shoreline of Contra Costa County. Richmond’s

location with close proximity to San Francisco and access to the Bay led to early development of Richmond as a

transcontinental rail terminal and ferry service destination. As early as 1900, the Santa Fe Railroad connected

Richmond to the rest of the country, prompting companies like Standard Oil Company to build a Richmond

refinery.

Richmond is best known for its unique history and role in the World War

II wartime industry. The City was home to four Kaiser shipyards, as well

as 55 war-related industries. Richmond’s wartime past is still visible in

historical sites like the Rosie the Riveter Museum.

As a result of its industrial strength and transportation history, Richmond

is still an important city for industry, particularly in oil refining,

transportation, and shipping. Richmond’s shoreline enables international

connections, particularly to Asia, via Richmond’s seaport, which helps drive the region’s strength in the

transportation and warehousing sector. Richmond is a central transportation hub in the Bay Area, with two

Interstate freeways (I-80 and 580), two railroads (Santa Fe and Southern Pacific), a deepwater shipping port,

several AC Transit local bus lines, and Bay Area-wide rapid transit and USA-wide passenger rail service from the

combined BART and AMTRAK station located in the heart of Richmond's downtown.

Richmond Industry

Richmond continues to expand its economic base with the addition of

hundreds of new green economy and retail jobs created in recent years.

Other prominent business sectors include biotech, health science, oil

refining, automobile imports and food and beverage production,

importation and distribution.

Richmond Small Businesses

Richmond has a notable concentration of small businesses. Based on its current business licenses, the Richmond

business community has the following retail establishments that may be good candidates for direct and indirect

procurement during the RBC development. A detailed Excel directory of all such Richmond businesses is available

electronically with our report.

Construction Procurement

Architects 7

Carpentry 1

Concrete 1

Construction 51

“A growing economy, strong

workforce, rich cultural diversity

and a great year-round living

environment are reasons to do

business in Richmond.”

Business Resource Guide,

East Bay EDA, 2011-2012

2011

Study by

Development

Counsellors

International

September 2011

“Richmond’s prominent business

sectors include biotech, health

science and food and beverage

production.”

Business Resource Guide,

East Bay EDA, 2011-2012

2011

Study by

Development

Counsellors

International

September 2011


Construction Supply 2

Contractor 155

Engineering 2

Fire Sprinkler 1

Hauling 6

Hauling/ Landscape 1

Landscaping 12

Painting 3

Roofing 1

Wholesale Laminate Surfaces 1

Wholesale Lumber And Building Materials 1

Construction Subtotal 245


Direct Procurement

Other Miscellaneous Durable Goods Merchant Wholesalers 6

Analytical Laboratory Instrument Manufacturing 3

Biological Product (except Diagnostic) Manufacturing 3

Other Electronic and Precision Equipment Repair and

Maintenance

13

Security Services 8

Landscaping Services 17

Cleaning/Janitorial Services 91

Catering Services 5

Office Services 4

Direct Procurement Subtotal 150

Indirect Procurement: Retail Establishments in Richmond

Restaurant 153

Wine/Bar 3

Grocery Stores 61

Clothing and Shoes 55

Computer and Electronics 2

Household Services or Items 20

Music/Video 1

Bookstores/Newsstands 5

Childcare 14

Preschool 1

Auto 106

Smog Check 9

Boat 8

Accountant 7

Attorney 42

Dental 21


Petcare 8

Recreation 1

Outdoor gear 1

Indirect Subtotal 518


Appendix F: Regional Bioscience Developers

Name Contact Info Notes

Wareham WAREHAM DEVELOPMENT

1120 Nye Street, Suite 400

San Rafael, CA 94901

T - 415 457 4964

F - 415 459 4605

E - Judith Wetterer -

[email protected]

Developer of Aquatic Park and Emeryville

Life Sciences, and East Bay QB3

http://www.warehamproperties.com/type-

lifesciences.html

Forest City http://www.forestcityscience.net/about_people.shtml

Primarily East Coast. Headquartered in

Cambridge, MA.

Jones Lang

Lasalle

http://umlsp.com/upload/news/49/7.1.10-

Bioscience-Real-Estate-Insights.-Jones-Lang-

LaSalle-selected-for-U.-of-Miami-park.pdf

BioMed

Realty

(BMR)

Bay Area Region

7677 Gateway Blvd

Suite 100

Newark, CA 94560

Phone:510.505.6046

Fax:510.795.2985

Boston, San Francisco, San Diego, Maryland,

New York/New Jersey, Pennsylvania, and

Seattle

Alexandria

Real Estate

Stephen A. Richardson

Chief Operating Officer & Regional Market Director

1700 Owens Street,

Suite 590

San Francisco, California 94158

T. 415.554.8848

E. [email protected]

Active at UCSF Mission Bay

http://www.are.com/global-properties.html


http://www.warehamproperties.com/type-lifesciences.html

http://www.warehamproperties.com/type-lifesciences.html

http://www.forestcityscience.net/about_people.shtml

http://umlsp.com/upload/news/49/7.1.10-Bioscience-Real-Estate-Insights.-Jones-Lang-LaSalle-selected-for-U.-of-Miami-park.pdf




http://www.are.com/global-properties.html


Appendix G: Draft of LBNL’s Needs and Opportunities for Cluster Visioning Council

Requests and opportunities to consider for the LBNL Cluster Visioning Council. We recommend that you work the

LBNL to complete this document for the proposed Cluster Visioning Council to discuss. The City, UC and

companies in the Council would prepare and share similar documents. This draft was created with input from

David Skinner at LBNL ([email protected]).

Document Goal: Define the Capacities, Interests, and Needs of RBC parties, in order to identify potential

partnership opportunities. Document will start with LBNL as a model, and will be presented to businesses that

may participate in cluster development around RBC.

Connecting Cluster Development around the Richmond Bay Campus

Lawrence Berkeley Lab Capacities

Research projects

Life Sciences

JGI

Equipment

Microscopes

Beamlines

HPC computing and data access

Abilities

LBNL can do massive computer simulations very fast

RBC will have a world-class network capability making it a potential data-dock next to the ship dock.

RBC will likely house a state of the art multi-modal bioimaging capability as a user center.

LBNL math researchers have excelled in making cutting edge algorithms deliver for private industries

(Jamie Sethian)

Most LBNL user facilities have programs for DOE-aligned folks to get access to advanced microscopes,

beamlines, and computers.

Interests

LBNL is interested in energy related research and technologies broadly.

Excellent opportunities for LBNL generally look like XYZ and address mission topics XYZ

Needs

Biz partnership for X SBIR solicitations

Biz partnerships for ______

Local business

o Great restaurants and cafes nearby to fuel the science.

o Places for the regular sorts of errands people run over lunch.


richmond bay campus report

Documents