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• Actively involve key organizations that <br />influence or are influenced by each of the <br />sectors in the activities of the snstainability <br />clusters (e.g. engage Lane County Home <br />Builders Association with the green <br />building cluster). <br />• Assist each cluster to develop value-chain- <br />wide source-based solutions to problems <br />and opportunities. <br />3. Recruit .Businesses to .Fill Niches <br />and Creme I3yrrarrrisrri within Existing <br />Sustainable Clusters <br />We recommend that the partnership <br />described above, and especially the agencies <br />directly involved with business recruitment, <br />make an explicit commitment to actively <br />recruit businesses that are engaged in Triple <br />Bottom Line business activities and can fill <br />gaps in existing sustainable industry clusters. <br />To accom~itish this: <br />• Gaps in local sustainability industry <br />clusters and major barriers to industry <br />success should be identified. We <br />recommend that the first priority be to <br />assist existing businesses to expand or spin- <br />offnew companies to fill existing gaps and <br />niches (e.g. distribution channels for small <br />natural food providers). We suggest that <br />the second priority be to recruit businesses <br />-from outside the community that can fill <br />gaps that local firms cannot serve. <br />• We recommend that incentives to <br />support the clusters be identified, such as <br />the possibility of fast-tracking permits, <br />funding and finance, tax incentives, <br />and others. <br />• .The SBI supports the inventory of the <br />supply of existing and potential industrial <br />.and commercial lands in order to meet the <br />needs of sustainable businesses. <br />4. Form. Local Associations or <br />I`'etvvorkirig Mechanisms <br />Although businesses often view local firms in <br />the same sectors solely as competitors, ample <br />research shows that when firms in the same <br />or similar industry regularly meet and work <br />together to identify and resolve common <br />problems, the entire industry benefits. We <br />therefore strongly encourage each of the <br />sustainable industry clusters that were the <br />focus of the SBI (and others) to establish local <br />networking mechanisms or organizations <br />to facilitate ongoing communication and <br />problem solving. The organic and natural <br />foods industry has already taken this step, <br />having recently formed the Willamette <br />Valley Sustainable Foods Alliance and <br />local members of the construction trade <br />are considering forming a local chapter <br />of the US Green Building Council. Local <br />.renewable energy companies are discussing <br />similar efforts, We applaud these efforts and <br />encourage other sectors to do the same. <br />5. I+:<lueate the Public and Promote <br />Local Sustainable I:'roducts <br />Local and national consumers are just <br />beginning to understand the need for and <br />benefits of sustainable products and services. <br />A good deal of public education is needed to <br />help grow the industry. Numerous studies have <br />documented the economic value communities <br />generate by purchasing goods and services <br />from local companies. We recommend that the <br />Eugene Chamber of Commerce, in concert <br />with other local trade associations, private. <br />companies, and economic development <br />agencies, consider instituting a major long- <br />term public education and marketing <br />campaign to increase consumer understanding <br />about the value of purchasing locally produced <br />and sold sustainable goods and services. <br />