• Greg Brockhouse

Brockhouse Releases Comprehensive Jobs Plan

Updated: Mar 15

Six Objectives Include ‘Hire Back Now Loan Guarantees’, Creation of New City Revenue Streams, Workforce Education

SAN ANTONIO, TX — Today San Antonio mayoral candidate Greg Brockhouse released his comprehensive jobs plan, which he will begin implementing immediately upon being sworn in as the next Mayor of San Antonio.

Brockhouse is calling his plan “Save Our Small Businesses”.

“The key to building quality of life in our post pandemic City is income and benefit,” said Brockhouse. “The more money people make, the better the opportunities that present themselves. This all comes back to jobs. We must take the approach that every job is important, now and especially post-pandemic. We cannot turn up our noses at jobs with the

belief that we can re-train every displaced worker. We can’t discourage a career field because it doesn’t seem glamorous or cutting-edge. Our city needs a Mayor who is solely focused on protecting and helping create jobs for our citizens, with a relentless pursuit of employment for every San Antonian. San Antonio has never been the same since we lost AT&T. We must build a Destination Mentality for San Antonio business growth. We must have the welcome sign open and aggressively pursue everyone. The cities that come out of the pandemic focusing on revenue, jobs and destination will lead the way. We must be hyper-focused on finding revenue streams to rebuild.”

Objective 1: Create the “Hire Back Now Loan Guarantee Program” and get people back to work.

Action Plan:

1. Fund loan guarantees/grants for small businesses to expand and hire back

a. Source a minimum of $50 million from the City Reserve Fund and the Workforce Training Program (eliminate City new hires)

b. Create 3 loan categories:

  • $5,000 micro loan (2,000 applicants)

  • $15,000 hire back loan (1,000 applicants)

  • $25,000 expansion loans (1,000 applicants)

c. Loan guarantees will carry minimum repayment terms no higher than the lowest local lending institution or nonprofit micro lender, but preferably 0% interest rates

d. Clawback mechanisms will be utilized as necessary to ensure loan repayment (it is preferable these become grants through meeting of basic loan forgiveness expectations)

e. Consider the waiver of commercial property taxes, CPS Energy costs, and SAWS fees to offset budgetary costs for small business owners

2. Conduct Hire Back Summits with Core Industries

a. Led by industry

  • Organize, lead, and fund City sponsored hiring events for all targeted service industry positions

  • Offer full human resource support, space, and marketing

b. Small business focused policy teamwork: Restaurant, Bar, Tourism, and Service

  • City Council and Mayor attend and listen

  • We need to identify what each industry needs and how City Hall can deliver

  • No job left behind

c. Prepare for an automation backlash as jobs are threatened due to the threat of increasing labor costs

  • Identify industries that may suffer as a result of federal minimum wage levels increase

  • Assist with transitional funding and automation conversion plans that don’t jeopardize employee opportunities

d. Prepare for permanent work from home transitions as businesses do not return to brick and mortar locations

i. Help employees bridge the cost of working from home through internet and equipment grants

3. Our Tourism industry must be supported

a. Mayoral leadership on the number one tourist destination: The Alamo

  • The Mayoral position can no longer abdicate leadership on the Alamo. We must push forward with redevelopment

  • Redevelopment must heed citizen input and preserve the story for the Defenders

  • With lessons learned from COVID, a confined space is not the answer

b. We cannot let this falter and fail, and our tourism industry must be propped up with financial and marketing support

c. Market and support a “staycation” mentality and focus on encouraging local spend of tourism dollars

d. Target Texas cities for spending tourism dollars in state, in San Antonio

4. Put the full force of City Hall behind Military City USA

a. Never get beat for any major mission relocation

b. Review every local military installation for infrastructure, public safety, and housing investment. Create opportunity hubs surrounding every base

  • Housing development incentives

  • Decrease crime rates and upgrade corridor entry points to bases

c. Implement a military spouse hiring program for transferring military families

d. Fast track and/or waive fees and certifications for local employment for military spouses or second job active military members

5. We must develop a Jobs Marshall Plan. WE MUST RAISE WAGES.

a. Overwhelming focus on wages and benefits. We must close the wage gap end make a meaningful impact into income inequality

b. We ask industry leaders what they need and bargain for cooperation

  • Incentives must be held accountable and/or clawed back

  • Partnership is the key word

6. Focus on protecting employee wages through targeted wage theft policies for companies doing business with the City of San Antonio

a. Ensure targeted contracted City vendors are correctly classifying employees and all prime and subprime subcontractors adhere to wage relief fair practices for employees

Objective 2: Create new revenue streams for our City budget.

Action Plan:

1. Examine the Cannabis industry for growth in San Antonio. We must be on the cutting edge of job creation for cannabis related employment

a. With decriminalizing marijuana, a key policy initiative across the country, we must chart a path forward in commerce and revenue

b. Be prepared with zoning and development strategies and key support mechanisms to encourage entry into the San Antonio market

c. Identify cannabis and medical marijuana as a potential legislative agenda item

2. Examine the creation of gaming opportunities in San Antonio

a. Gaming should include all revenue sources through sports book and in-person gaming establishments. All available venues open for review

b. Determine revenue streams, entry to market and growth potential with San Antonio’s unique geographical position

c. Identify gaming as a potential legislative agenda item

Objective 3: Educate the workforce to be available, trained, and prepared for success.

Action Plan:

1. Revamp the Workforce Training Program on Day One. We do not need an entire city department of 60+ employees to manage a program when existing infrastructure exists. The vote passed, let’s get to spending the money and educating by trusting our local partners and holding them accountable to the metrics

2. Create a San Antonio Job Corps that enlists recipients of free college tuition into a community volunteer requirement to rebuild San Antonio post pandemic

3. Establish a city position that is the Educational Assessment Evaluator. If a program receives tax dollars from the City, they will report educational attainment results and face total public scrutiny for their actions

4. Partner with Workforce Solutions and Alamo Colleges to identify the educational gap in every Council District. Identify District educational needs for the post high school workforce and create individual game plans for every Council District

5. Utilize and fully support the Westside and Eastside Education Training Centers. Focus on recently allocated funding to build a destination workforce training location

6. Partner with community nonprofits to assist in employer identification and recruitment, to include identifying employment opportunities and training requirements.

Objective 4: Champion San Antonio and chase jobs across the nation and here at home. San Antonio needs a Jobs Destination Mentality.

Action Plan:

1. Build a new Airport. We need to be a major hub, not a small-time commercial air market with limited service and very few nonstop flights

2. Partner with all Councilmembers to form a cohesive message toward San Antonio becoming a job hub post-pandemic

3. Form Job Recruitment teams lead by a Councilmember and engage across the nation to pitch, poach, and incentivize employers of all shapes and sizes across the country to visit San Antonio and add them to preferred relocation lists

a. Include sector business leaders on teams and engage

4. Job Recruitment teams will also focus on local small business hiring and outreach to open the lines of communication and needs between City Hall and small businesses

Objective 5: Identify Transportation inefficiencies that inhibit employment or major business relocation

Action Plan:

1. Identify major transportation zones and employment regions. Map and gauge transportation needs for each District

2. Partner with Public Works, TxDOT, and the Alamo Area Metropolitan Planning Organization (AAMPO) to effectively minimize traffic congestion, open up travel opportunities, and provide a cost-effective method for travel to work

Objective 6: Create a master list of all community infrastructure needs to be readily available if a funding opportunity arises.

Action Plan:

1. Hold all contractors accountable for on-time, on-budget delivery of infrastructure projects. Clear expectations, accountability, and measurement of progress from inception to project completion

2. Survey every HOA in the City to identify their top infrastructure requests

3. Review historical data of all requests through 311 and Public Works

4. Work with neighborhood leaders and Public Works to prioritize all infrastructure needs

5. Include neighborhood leaders, City Staff, and an independent facilitator

Greg Brockhouse was elected to the City Council in 2017 and previously served the city in several senior roles for other members of the City Council. He served in the U.S. Air Force for nine years. He is a graduate of Texas State University.