HomeMy WebLinkAboutItem 4a. Review of the Economic Development Strategic Plan Update and Community Survey Item 4a.
Human Relations Commission
Agenda Report
For Agenda of: 3/1/2023
Item Number: 4a.
FROM: Nestor Veloz-Passalacqua, Diversity, Equity, and Inclusion Manager
Phone Number: (805) 781-7073
E-mail: nveloz@slocity.org
SUBJECT: REVIEW OF THR ECONOMIC DEVELOPMENT STRATEGIC PLAN
UPDATE AND COMMUNITY SURVEY
RECOMMENDATION
Receive information from Economic Development staff and provide feedback on the
Economic Development Strategic Plan Update and Community Survey.
BACKGROUND
The existing Economic Development Strategic Plan (EDSP) (Attachment A) was originally
adopted in 2012 and updated in March 2015. The primary goal of this plan was to help
create head of household jobs. Head of household jobs are defined as meeting four of
the following five factors:
Income Level - the position’s salary enables the employee to support dependents
with some level of disposable income, as of the last update the threshold for
income was $50,000
Employer Sponsored Benefits - the employee receives some level of healthcare
benefits
Stability - the position is permanent and provides a stable income source
Career Ladder - there are opportunities for promotions and/or skill expansion
Education Level and Technical Skill - the position requires a certain level of
education or skill
The City’s EDSP is intended to be updated every 4-5 years and is currently going through
a full update which will be consistent with the City Council’s Vision Statement and Major
City Goals. The implementation of the updated EDSP will continue to advance the
economic vitality of the City of San Luis Obispo and encourage job creation, support for
infrastructure development, public-private and public-public partnerships, and business
retention and expansion.
The update will also focus on incorporating other important concepts and strategies and
connection points into the EDSP. These areas include sustainability via the tasks
outlined City’s Climate Action Plan (CAP) by including carbon neutrality, social equity,
and a focus on developing a green local economy in the updated EDSP.
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Item 4a
In addition to the social equity focus outlined in the CAP, the updated EDSP will focus on
ensuring that the economic development activities of the City are in line with and in
support of the City’s efforts toward increasing Diversity, Equity and Inclusion (DEI) and
the DEI Strategic Plan that is under development.
For the 2023 update, the City has commissioned TIP Strategies, Inc. (TIP) to update the
existing Economic Development Strategic Plan. Established in 1995, TIP is a privately
held Austin-based firm providing consulting and advisory services to the public sector and
the private sector. Their core competencies include strategic planning for economic
development. TIP’s team is experienced in leading economic development planning
projects across the US and internationally and assisting with the implementation of
economic development plans for cities, counties, regions, and states. Committed to
equitable development, diversity, equity, and inclusion are also guiding principles for all
of TIP’s strategic planning work.
Project Timeline
During the stakeholder engagement process there are eight roundtables grouped by
focus area. The Office of DEI provided a list of contacts for a DEI Roundtable. That
session is scheduled for March 1st.
NEXT STEPS
During the month of March, there will be a community survey and at the end of March
and early April there will be two stakeholder engagement sessions. This information will
be shared on the City’s website, via the City’s social media, through the City’s bu siness
and email as well as our Chamber, Downtown, DEI and Sustainability partner
organizations.
Information about the update is available on the City’s website and the site will be updated
with new information as it becomes available.
ATTACHMENTS
A - Economic Development Strategic Plan dated March 17, 2015
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CITY OF SAN LUIS OBISPO
E conomi c Develop ment S tra tegi c Plan OCTOBER 16, 2012
Revised March 17, 2015
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Page 12 of 72
CITY OF SAN LUIS OBISPO | Economic Development Strategic Plan
Lead Consultant
Lisa Wise Consulting, Inc.
Lisa Wise, Principal
983 Osos Street
San Luis Obispo, CA 93401
805.595.1345
Sub Consultants
Seifel Consulting, Inc.
Libby Seifel, President
221 Main St., Suite 420
San Francisco, CA 94105
415.618.0700
Metropolitan Research + Economics
David Bergman, Principal
3308 Helms Avenue
Culver City CA 90232
310.991.9585
Revised March 17, 2015
OCTOBER 16, 2012
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ACKNOWLEDGEMENTS
Special thanks to the City Council, Steering Committee, and City Staff who generously
gave their time to help create the Economic Development Strategic Plan.
City Council
Jan Marx, Mayor
Dan Carpenter, Vice Mayor
John Ashbaugh, Council Member
Andrew Carter, Council Member
Kathy Smith, Council Member
Steering Committee
Doug Davidson
Jim Dunning
Charlie Fruit
Ermina Karim
Mike Manchak
Mike Multari
Andy Pease
Pierre Rademaker
Charlene Rosales
City Staff
Michael Codron, Assistant City Manager
Claire Clark, Economic Development Manager
Rachel McClure, Administrative Analyst
2012
Jan Marx, Mayor
Dan Carpenter, Council Member
John Ashbaugh, Vice Mayor
Carlyn Christianson, Council Member
Dan Rivoire, Council Member
Michael Codron, Assistant City Manager
Lee Johnson, Economic Development Manager
Molly Cano, Tourism Manager
2015
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ContEntS
Executive Summary 1
1. Introduction & Summary 3
Head-Of-Household Job Defined 4
the process 5
The Plan for the City’s Economic Development Program Including
Head-Of-Household Job Creation 7
2. Local Snapshot 9
Setting 9
Population 10
Households 11
Jobs and Income 11
3. Economic Development Strategy 13
1. Break Down Barriers to Job Creation 17
2. Actively Support Knowledge & Innovation 23
3. Promote and Enhance the San Luis Obispo Quality of Life 26
4. Build on Existing Efforts and Strengthen Regional Partnerships 31
Economic Development Strategy Summary Matrix 35
Strategy Timeline 51
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 1
Executive Summary
ExECutivE SummaRy
The Need for an Economic Development Strategic Plan
San Luis Obispo is a one of a kind City. It is surrounded by natural beauty and outdoor recreation opportunities, and enjoys
a small-town atmosphere with the vibrancy of the university environment. For these reasons, San Luis Obispo is a desirable
place to live. However, there are barriers to workforce-aged people living in the City primarily due to a lack of stable, head-
of-household jobs with career ladders, benefits, and pay that can sustain a household. To this end, in the 2011-13 Financial
Plan the City Council established a goal to focus more on economic development and head-of-household job creation. The
Economic Development Strategic Plan (EDSP) works towards that goal.
Local Economic Conditions and Key Findings
The EDSP formulation process focused on meaningful public engagement and comprehensive data gathering and analysis.
Due to extensive previous work, the EDSP effort was able to build on a strong foundation as well as draw on the knowledge
and guidance of community members. The input received from the community and key insights gleaned from the data
gathering and analysis led to a set of findings and recommended strategies that build on existing efforts and add new
elements to the City’s Economic Development Program.
Strategies and Implementation
The EDSP focuses on creating a system that supports and sustains industries generating head-of-household jobs. This plan
provides a prioritized list of twenty-five actions aimed at fostering the conditions, relationships, and resources that enable
and encourage the private sector to create well paid, career-oriented jobs on a consistent basis. While the EDSP has a five-year
implementation period, the success or failure of this framework should not be measured by specific transactions or projects
but by aggregate results over time.
The economic development strategies are organized into the following four major categories that reflect the most significant
local opportunities and challenges:
1. Break Down Barriers to Job Creation
2. Actively Support Knowledge & Innovation
3. Promote and Enhance the San Luis Obispo Quality of Life
4. Build on Existing Efforts and Strengthen Regional Partnerships
Implementation of the EDSP will advance the economic vitality of the City and encourage job creation, with a concentrated
focus on head-of-household jobs, support for infrastructure development, public-private and public-public partnerships, and
business retention and expansion.
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Executive Summary
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 3
Introduction & Summary
1. intRoduCtion
& SuMMARy
In early 2011, the City of San Luis Obispo initiated the Economic
Development Strategic Plan (EDSP) project in response to City Council
direction. The EDSP is the first step in achieving the Council’s 2011-2013
Major City Goal to “increase the focus on economic development and
support creation of head-of-household jobs through developing strategies
for infrastructure, focusing on promising growth sectors, and expediting
desired economic activity.”
This Chapter introduces the purpose of the EDSP, defines a head-of-
household job, explains the process for developing the EDSP, and provides
an overview of the economic development strategies. Chapter 2 provides
a snapshot of local demographic and economic conditions, and Chapter
3 lays out the economic development strategy and metrics for measuring
achievements over the five-year life of the plan. The EDSP focuses on the
above objectives and complies with the General Plan. The General Plan sets
overall goals and policies related to growth and character of different areas
of the City.
The purpose of the San
Luis Obispo Economic
Development Strategic Plan
is to develop and prioritize
strategies for achieving the City
Council’s Major City Goal to
“Increase focus on economic
development. Support creation
of head-of-household jobs
through developing strategies
for infrastructure, focusing on
promising growth sectors and
expediting desired economic
activity. Expand collaboration
with Cal Poly, Cuesta, business
community, and responsible
agencies.”
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Introduction & Summary
HEad-of-HouSEHoLd Job dEfinEd
The City’s Economic Development Steering Committee identified five
factors that define a head-of-household job in San Luis Obispo:
• Income Level - the position’s salary enables the employee to
support dependents with some level of disposable income,
• Employer Sponsored Benefits - the employee receives some level of
healthcare benefits,
• Stability - the position is permanent and provides a stable income
source,
• Career Ladder - there are opportunities for promotions and/or skill
expansion, and
• Education Level and Technical Skill - the position requires a certain
level of education or skill.
Figure 1 provides an illustration of head-of-household job characteristics.
Based on the work of the Steering Committee, the EDSP uses the “Self-
Sufficiency Standard” developed by the Center for Women’s Welfare for
a model of income measurement for Head-of-Household jobs. The Self-
Sufficiency Standard is a performance measure that provides realistic and
detailed data on what individuals need to be self-sufficient. Information
used to develop the standard comes from multiple sources including the
U.S. Census and the U.S. Department of Agriculture. The standard uses
market-specific costs for housing, childcare, food, transportation, health care,
tax credits, and other miscellaneous expenses to define the minimum annual
income a head-of-householder needs to make ends meet. For the SLO-
Paso Robles Metropolitan Statistical Area, the most recent self-sufficiency
standard information was released in 2011.
The employer provides some
level of healthcare benefits to
employees.
The position pays a salary that
enables the householder to
support dependents, with some
level of disposable income.
The position is permanent, not temporary
or seasonal, and provides a stable income
source.
The position requires a certain level
of education or a specific technical
skill.
Promotional and/or skill expansion
opportunities exist within the company.
Head-of-
Household
Job
Figure 1. Head-of-Household Job Characteristics
Stability
Career Ladder
Education Level &
Technical Skill
Employer Sponsored Benefits
Income Level
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 5
Introduction & Summary
For the SLO-Paso Robles Metropolitan Statistical Area, the self-sufficiency
standard income ranges from $26,193 to $93,314 depending on the
household size and age of the children. Table 1 presents some representative
figures for households in San Luis Obispo County.
Analysis shows that the minimum income necessary to purchase the
median priced (currently $463,800) home in the City is a combined income
of $77,000. As 85 percent of SLO households do not have children under
18, the minimum income needed to purchase a home for two adults with
no children would be very close to the self-sufficiency income standard of
$37,491 per adult (See Table 1).
For the purposes of this EDSP, the definition of Head-of-Household job is
critical for measuring the progress toward creating jobs that help to sustain
all types of families in the City of San Luis Obispo. Although the income
needed to support a household varies dramatically based on household size,
the high cost of housing in San Luis Obispo warrants a minimum income
threshold of $50,000 per adult to be defined as a head-of-household job.
For tracking purposes, the standard for a head-of-household job in San Luis
Obispo will include a minimum of four of the five Head of Household Job
Characteristics identified in Figure 1. As a result, even jobs that do not fall
in the income range will be tracked so long as these jobs offer the other four
characteristics including stability, education/technical skill, career ladder
opportunities, and employer-sponsored benefits.
tHE pRoCESS
In addition to extensive data collection and analysis, the development of the
EDSP employed a highly collaborative process among residents, business
leaders, non-profits, other governmental agencies and City staff. One of
the core components of this collaboration was the Steering Committee that
included representatives from the Economic Vitality Corporation (EVC),
Chamber of Commerce, Downtown Association, banking industry, Cal Poly,
non-profits, and interested residents. The Steering Committee developed
several foundation documents, provided input on the public engagement
process, facilitated community workshops, and helped draft final strategies.
The public engagement process and data collection and analysis are
summarized below (see Appendix A, Chapter 5 for more detailed
information).
Table 1 Self Sufficiency Standard Household Incomes, San Luis Obispo County, 2011
Adult Adult with schoolage child
Adult with 2 schoolage children
2 adults with no children 2 adults with schoolage child 2 adults with 2 schoolage children
$26,193 $42,105 $50,451 $37,491/adult $49,650/adult $57,562/adult
Source: Center for Women’s Welfare, 2011
Head-of-Household Job Definition
Based on City Council direction, the
income level for a head-of-household
job was set at $50,000. This number
was determined by multiplying the
income per adult for a household with
two adults and no children ($37,491)
times two then multiplying that number
by two-thirds (rounded to the nearest
thousandth). This number will change
over time as the Self-Sufficiency
Standards are updated.
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Introduction & Summary
Public Engagement
Public engagement included extensive one-on-one interviews and four
public workshops. Interviews were conducted with over 30 community
members, including representatives from the for-profit business community,
local non-profits, City staff, and elected officials. The interviews were
comprised of general, open-ended questions intended to invite conversation
and encourage a respondent-driven process. This process facilitated the
identification of the highest priority issues facing the community (see
Appendix A, Section 5.3 Page 43) and guided the formation of the
findings and recommended strategies.
The first three workshops encouraged public input on targeted topics
relative to economic development. Workshops were facilitated by the
City, the Consultant Team, and members of the Steering Committee.
Attendees included interested residents, employees, business owners,
and representatives from a range of interest groups. The workshops were
well attended with approximately 40 participants at each session. The
public was made aware of the workshops through advertisements in the
local newspaper, postings on the City website, and targeted invitations to
community-based organizations and community members. Results from
the workshops helped to identify key issues and guided strategy formation
and refinement (see Appendix A, Section 5.4 Pages 48 - 51). The fourth
workshop was held on June 21, 2012, to gather input on the Public Review
Draft EDSP.
The public was also engaged in review of the Draft EDSP at public meetings
held by the Planning Commission and the City Council where the advisory
body members and officials took input from community members.
Background Research & Analysis
The Consultant Team conducted a comprehensive review and analysis of
relevant data, documents, and resources to ensure that the EDSP contains
sufficient factual data and is based on an understanding of previous and
ongoing economic development efforts. To this end, the EDSP builds
on successful accomplishments, particularly the SLO County Economic
Strategy, which identifies five industry clusters in the region with the
greatest potential to drive local and regional economic prosperity based
on recent job growth, export potential, and competitive advantages (see
Appendix A, Section 1.3, Page 6).
This detailed background analysis is included in Appendix A, which
summarizes existing resources, identifies opportunity areas for commercial
and industrial uses, evaluates market and labor force trends, and evaluates
the City’s Development Review Process against four other benchmark
jurisdictions. A snapshot of this work is included in Chapter 2.
Background
Report
Create
meaningful
public
engagement
opportunities.
Leverage local
knowledge,
review existing
resources.
Identify
balanced
strategies.
Provide a clear,
measurable
action plan.
Strategic Plan
31
Interviews, 4
Workshops
Figure 2. The Process
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 7
Introduction & Summary
THE PLAn FOR THE CITy’S ECOnOMIC
dEvELopmEnt pRogRam inCLuding
HEad-of-HouSEHoLd Job CREation
The EDSP culminates in a set of clear, measurable strategies primarily aimed
at continuing existing Economic Development programming while adding
specific activities and work efforts to support head-of-household job creation
over the next five years. Strategies are organized into four areas:
1. Break Down Barriers to Job Creation
2. Actively Support Knowledge & Innovation
3. Promote and Enhance the San Luis Obispo Quality of Life
4. Build on Existing Efforts and Strengthen Regional Partnerships
As discussed above, economic development strategies were developed
through review of applicable best practices, extensive community
engagement, case studies, and input from experts that included City staff,
a Steering Committee, and a team of consultants focused on the field of
economic development. Key findings were identified for each topic area.
While there is a broad range of issues relative to economic development in
San Luis Obispo, the EDSP focuses on addressing the highest priority issues
with the most tangible, feasible solutions. While not a wholesale adoption
of the SLO County Economic Strategy, the City strategies support many of
the same aims. The EDSP’s strategies are described in detail in Chapter 3,
including an implementation matrix with timelines, responsible department,
funding sources, and measurements for success, as well as a sequential
timeline of strategy implementation.
The Economic Development Strategic Plan
Background Report
Background research for
the EDSP was compiled
in a Background Report
(Appendix A). Specific
chapters and sections
of the Background
Report are referenced
throughout this document
linking findings to
supporting demographic
and economic findings.
Where supporting
research is provided
there will be an icon
and reference to the
Background Report. Icons
refer to the following
chapters:
1. Introduction & Summary of
Existing Resources
2. Opportunity Sites
3. Market & Labor Force Trends
4. Development Review
Process & Fees
5. Public Engagement
Top Advantages of Doing Business in SLO:
Arts, lifestyle, and environment
Top Disadvantages of Doing Business in SLO:
Development Review Process and Fees
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City of San Luis Obispo Economic Development Strategic Plan | 10.16.128
Introduction & Summary
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 9
Local Snapshot
2. LoCaL
SnapSHot
SEtting
San Luis Obispo is one of California’s iconic small cities, with a vibrant
small-town character, well-preserved historic buildings, Mediterranean
climate, and natural beauty that attracts visitors and inspires devotion in
residents. Set in the southern coastal foothills of the Santa Lucia range,
it is surrounded by an extensive greenbelt of rolling hills, chaparral, oak
woodlands, farms, and vineyards.
The City serves as the County seat, and although it is a small town, it
is an important regional center for commerce, education, government,
tourism, and agriculture. The City has worked to maintain the vibrancy and
economic viability of the Downtown. It is a strong anchor for the community
and a prime destination for visitors. Downtown is a critical piece of the
quality of life experienced by San Luis Obispo residents (see Appendix A,
Section 5.3, Page 43).
The City has many long-time businesses and institutions, including
California Polytechnic State University (Cal Poly) and Cuesta Community
College (Cuesta). Bounding the City at its northern edge, Cal Poly
attracts a consistent influx of students and serves as an important source
of employment, culture, and creativity. Demographic and economic
factors highlight the central role that Cal Poly and Cuesta play in the
local economy. A high proportion of young people, small household size,
and high propensity to rent all reflect the large student population. The
colleges sometimes pose a challenge, as student lifestyles can conflict
with community priorities and housing demand drives up housing costs,
affecting affordability.
The rest of this Chapter provides a snapshot of the local population,
households, jobs and income. More detailed information on market and
labor force trends can be found in the Background Report (see Appendix A,
Chapter 3 Page 17).
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City of San Luis Obispo Economic Development Strategic Plan | 10.16.1210
Local Snapshot
popuLation
The City of San Luis Obispo has a population of approximately 45,000,
approximately 16 percent of the County’s total population. Over the last 20
years, population in the City has grown by around 3,000, an average rate of
0.4 percent per year, while the County of San Luis Obispo has grown at an
average rate of 1.1 percent per year.
Demographics in San Luis Obispo are what one would expect of a somewhat
rural, small university town. The majority of the City’s population falls
between the ages of 20 and 64, workforce population age, and the largest
segment by far is age 20 to 24 (almost 30% of the City’s population),
reflecting the influence of the colleges. The City’s retirement age population
makes up 12 percent of the population, which is slightly higher than the
State average of 11.4 percent.
The City’s level of educational attainment is higher than the County’s and
the State’s. Almost half (46%) of the City’s population over the age of 25 has
at least a bachelor’s degree, while one in five have a graduate or professional
101
58
San Francisco
230 mi.
San Luis Obispo
paso Robles
Atascadero
San Miguel
Arroyo Grande
nipomo
Los Angeles
190 mi.
Bakersfield
120 mi.
46
41
46
Figure 3. Regional Location Map
Pismo Beach
Morro Bay
1
101
1
1
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 11
Local Snapshot
degree. Statewide, approximately 30 percent of the population has a
bachelor’s degree or higher.
HouSEHoLdS
Table 2 summarizes household statistics for the City, and compares the
City to the County and State. The majority of households in the City are
comprised of single individuals, and families with children under 18 are the
least represented.
JobS and inComE
Approximately 57 percent of the City’s available labor force, ages 16 and
over, is employed. This accounts for over 50 percent of the entire population
of the City. The majority of the City’s workforce is employed in one of four
industry groups (see Appendix A, Section 3.2, Figure 3.16, Page 25):
• Retail, Accommodation, and Food Services (two related sectors
combined)
• Educational Services
• Health Care and Social Assistance
• Professional, Scientific and Technical Services
The sectors employing the most people in the City do not necessarily
correspond to those earning the highest wages. Retail, Accommodation,
and Food Services is the largest industry group employer in the City
and also represents the group with the lowest median annual earnings
(approximately $10,000). The Utilities industry sector, which has the highest
median annual earnings, employs only two percent of the workforce. The
Information and Public Administration sectors, those with the second and
third highest median annual earnings, employ three percent and five percent
of the City’s workforce, respectively. The Public Administration sector
consists of federal, State, and local government agencies. Figure 4 illustrates
the relationship between median annual earnings and employment by
industry sector. Major employers in San Luis Obispo County by jurisdiction
are shown in Table 3.2 of the Background Report (see Appendix A, Section
3.2, Page 26).
Shifting household income
distribution towards higher
incomes may be associated with
higher housing prices.
Table 2 Household Statistics, 2010
Household Statistic City of San Luis Obispo County of San Luis Obispo State of California
Percent of population in non-family households 60%37%31%
Household Type
Single Individuals 32%26%23%
Families with Children under 18 15%25%33%
Percent of households that are renters 61%40%44%
Source: US Census Bureau, Table DP-1 Profile of General Population and Housing Characteristics SF1 100% Data, 2010 Census
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City of San Luis Obispo Economic Development Strategic Plan | 10.16.1212
Local Snapshot
Household income distribution in the City is consistent with what one
would expect in a university town. The population is spread across the
spectrum, with large portions of the population making less than $10,000
a year (15%) and more than $100,000 per year (19%). The large percentage
below $10,000 a year is likely due to the high number of students who work
part-time. The greatest number of households is in the $50,000 to $74,999
income bracket (17%). Overall, about 56 percent of the households earn less
than $50,000 per year (the median household income is $42,461).
As a leading indicator of economic transformation, per capita income
serves as a good overall measure of wage growth in a region. The City’s
per capita income (about $25,000) is lower than the County and the State
(both of which are about $29,000). Although this may be a reflection of the
student population, the County’s per capita income has grown at a faster
rate than that of the City. According to the U.S. Census, between 1990 and
2010 the City’s per capita income has grown by 72%, while the County’s has
grown by almost 90% over the same time period. Thus wage growth in the
City appears to be rising at a slower rate when compared to the region (See
Appendix A, Section 3.2, Page 19).
0 $10,000 $75,000
Median Annual Earnings Percentage of Resident Workforce Employed by Sector 2%
4%
6%
8%
10%
12%
14%
16%Retail Trade
Educational
Services
Accommodation
& Food Services
Healthcare
& Social
Assistance
Professional,
Scientific &
Technical
Services
Public
Administration
Utilities
Agriculture &
Forestry
Figure 4. Median Annual Earnings and Employment Rates
nOTE:
Dark Blue - Top 5 industry sectors in residential employment
Light Blue - Top 5 industry sectors in median annual earnings
InformationConstruction
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 13
Economic Development Strategy
3. EConomiC
dEvELopmEnt
StRatEgy
The Economic Development Strategy builds on the City’s existing Economic
Development Program. This Strategy provides a prioritized list of actions
aimed at nurturing the conditions, relationships, and resources that enable
and encourage the private sector to create well paid, career-oriented jobs on
a consistent basis while continuing to support the broader economy of the
City.
To create and implement these efforts, the EDSP builds on the SLO County
Economic Strategy, which identified five industry clusters with the greatest
potential to drive local and regional economic prosperity, and focuses
on partnerships and collaborative strategies. In addition, City leaders
understand that they must avoid overlooking emerging jobs that are not
part of an identified “cluster” and remain sensitive to other emerging
opportunities. From a broader economic development perspective, the
City should continue to provide economic development services that drive
investment in and expansion of our economy while emphasizing generation
of head-of-household jobs and supporting small businesses. As of 2009,
approximately 50 percent of the businesses in the City had four employees
or fewer and almost 70 percent had fewer than 10 employees.
Input received during public outreach also indicates the City has a high
number of home-based businesses (included in these small business
numbers), and the City has a successful process for permitting home
occupations. The City’s strategies should respond to the existing business
landscape and strive to facilitate desired economic activity.
Based on opportunities and challenges identified through the background
data analysis and the public engagement process, the EDSP provides key
findings and strategies to strengthen and build on the City’s Economic
Development Program.
Creating Quality Jobs: Transforming the Economic Development Landscape
The emerging practice of
economic development - which,
as the case study research shows,
must be more inclusive, strategic,
adaptive, and system-driven.
International Economic
Development Council, March 2010
Study funded by the Ford
Foundation
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City of San Luis Obispo Economic Development Strategic Plan | 10.16.1214
Economic Development Strategy
Organizations and Programs
Business and Career One Stop of San Luis Obispo
A service affiliated with the Workforce Investment Board and Goodwill Industries, the Business and Career One Stop provides
resources for job seekers and employers including resume building, education and training resources, and more.
Business & Entrepreneurship Center at Cuesta College (BEC)
The BEC works with businesses and community organizations to form strategic partnerships to increase jobs and grow the
economy. Specifically, the BEC identifies needs and provides training and business improvements for targeted sectors.
Objectives of the BEC include research, working directly with businesses and advanced business consulting.
California Central Coast Research Partnership (C3RP)
C3RP facilitates collaboration between Cal Poly and business/industry by acting as the inter face between the university and
interested collaborators. One of the major initiatives to support this mission is the establishment of a technology park on the Cal
Poly campus.
The Cal Poly Center for Innovation & Entrepreneurship (CIE)
A Cal Poly university-wide center that brings together students, faculty and entrepreneurs to collaborate and learn from each
other. CIE takes an interdisciplinary approach more similar to the real-world business environment. The primary functions of CIE
are teaching and learning, mentoring, and research.
Central Coast Software & Technology Association (Softec)
Central Coast computer industry group. Supports development of new businesses and serves as tech industry advocate in the
region.
City of San Luis Obispo Promotional Coordinating Committee (PCC)
City advisory body that provides long-range and annual recommendations for City funding of promotions and advertising. The
programs administered by the PCC include the Grants in Aid program, which annually funds local arts and recreation events
and organizations.
Economic Vitality Corporation (EVC)
Regional non-profit economic development organization with a revolving fund-micro loan program. Authored the SLO County
Economic Strategy in 2010. Implementation of the Strategy is ongoing.
Mission Community Services Corporation
Mission Community Services Corporation is a non-profit providing training, technical assistance, loan access, and support
to lower income, unemployed and underemployed members of the workforce. In particular, the organization serves small
businesses and entrepreneurs.
San Luis Obispo Chamber of Commerce (CC)
Local business advocacy and networking organization. The Chamber recently unveiled their 2012-2017 Strategic Plan – a five-
year plan to promote the economic and community well-being of the City.
San Luis Obispo County Workforce Investment Board (WIB)
Implements the federal Workforce Investment Act by leveraging resources and helping catalyze workforce development in the
County.
San Luis Obispo Downtown Association
A membership organization of downtown San Luis Obispo businesses administered by a board of directors and small staff for
the benefit of businesses in the business improvement district. The association focuses on parking, promotions, design, economic
activities, and Thursday night promotions. The Downtown Association published a Strategic Business Plan in 2007.
Service Core of Retired Executives (SCORE)
Local chapter of national non-profit providing free education and small-business assistance to entrepreneurs, The group is
comprised of volunteers with knowledge and experience to share with those working to start and thrive as a small business.
Cal Poly Small Business Development Center for Innovation (SBDC)
A university of California Merced-directed SBDC aimed at providing educational services for small business owners and
aspiring entrepreneurs. Services offered include assisting small businesses with financial, marketing, production, organization,
engineering and technical assistance, and feasibility studies.
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 15
Economic Development Strategy
The EDSP does not provide detailed strategies on other important topics,
such as housing workforce training, or energy conservation as explained
below.
Housing: The City has a wide range of housing, but lacks a sufficient
range of housing oriented towards entry-level through executive-
level employees. A continuum of housing options is essential so that
employers desiring to establish a business in San Luis Obispo can
adequately expect that employee housing options can be accommodated
with wages. The Land Use and Circulation Element Update and
implementation of General Plan Housing Element address housing
issues in the City.
Workforce Training: There are many opportunities for workforce
training offered in San Luis Obispo. In addition to training offered
through Cal Poly, Cuesta and the Adult School, many other local
organizations provide workforce training and assistance (See
Organizations and Programs text box on the preceding page). The City
does not administer training programs but strongly supports them
through partnerships detailed in the strategies herein.
Energy Conservation: Energy conservation is a priority for the City and
is supported by community values. City efforts and opportunities for
businesses and residents to conserve energy and resources are detailed
in the Climate Action Plan (See City of San Luis Obispo Climate Action
Plan text box on page 30).
The economic development strategies are organized into four major
categories:
• Break Down Barriers to Job Creation
• Actively Support Knowledge & Innovation
• Promote and Enhance the San Luis Obispo Quality of Life
• Build on Existing Efforts and Strengthen Regional Partnerships
This Chapter also includes a five-year implementation matrix to guide the
City and community partners in realizing the EDSP’s recommendations.
The matrix includes individual strategies, timeframe for implementation,
lead City department(s), potential funding resources, and measurements for
success, including quantitative metrics. The metrics provide a mechanism
for ongoing monitoring and evaluation of the community’s economic
strength and the success of the EDSP. Metrics will also enable the City to
refine and adapt its efforts as the project progresses assuring more effective
implementation. A timeline of strategy implementation in chronological
order is also presented at the end of the Chapter. Implementation of the
EDSP will advance the economic vitality of the City and encourage job
creation, with a concentrated focus on head-of-household jobs, support for
infrastructure development, public-private and public-public partnerships,
and business retention and expansion.
Industry Clusters of
Opportunity
The San Luis Obispo County Economic
Strategy commissioned by the EVC
identified five industry clusters with the
greatest potential to drive local and
regional economic prosperity based
on recent job growth, export potential,
and competitive advantages. As of
2008, the five clusters accounted for 36
percent of the region’s jobs and were
responsible for 89 percent of the job
growth countywide.
1. Building Design and Construction
2. Health Services
3. Specialized Manufacturing
4. Knowledge and Innovation
Services
5. uniquely SLO (includes
agriculture, wine, recreation,
accommodation, restaurants,
and other specialty products and
experiences)
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Economic Development Strategy
1. bREak down baRRiERS
to Job CREation
Major barriers to job creation in San Luis Obispo include the development
review process and the lack of backbone infrastructure in the expansion
areas1 of the City.
The development review process is considered an important component of
a city’s attractiveness to investors and ability to create head-of-household
jobs. Developers often cite speed and predictability in permit processing
as a key requirement for successful real estate development. The City and
four benchmark communities were analyzed to serve as a comparison
point for procedural requirements, permitting timeframes, and fees. The
benchmark jurisdictions studied were San Luis Obispo County, the City of
Santa Barbara, the City of Davis, and the City of Paso Robles. (See Appendix
A, Chapter 4, Pages 34-35 for the complete analysis). The fees paid per
square foot of building were much higher in the City of San Luis Obispo
than in the benchmark communities. Furthermore, though the City appears
to process permits efficiently (showing some of the shortest processing
times), processing time and predictability continues to be cited as a barrier
to investment and job creation. While the results of this benchmarking study
provide useful and interesting information for the City, it is based on a
relatively small data set and only offers a glimpse into the complex systems
underlying development fees and processing time. As a result, Strategy 1.1
requires a more in-depth review of the City’s permit processing.
Opportunities for nonresidential development are available throughout the
City; however, the primary opportunity sites for creating spaces for new
buildings that could house significant numbers of head-of-household jobs
are located in the southern portion of the City within the Urban Reserve
Line. In particular, the Airport Area and Margarita Area Specific Plans,
located approximately 2.5 miles south of Downtown, offer approximately
1,900 acres with almost 1,170 acres (71%) dedicated to business services,
business park, manufacturing, and government facilities. Both plans focus
on planning for job creation - including head-of-household positions -
through goals, development standards, allowed land uses, and design of the
specific plan areas, as detailed in the text box to the left.
Although the Airport and Margarita Area Specific Plans include sufficient
land for nonresidential development and provide a strong foundation for
community planning, many of the development sites are large, may need to
be subdivided, and lack supporting infrastructure. The lack of infrastructure
within the larger developable areas and cost of extending existing water,
sewer and transportation systems are major barriers to new job creation and
expansion of existing businesses. Several strategies call for the City to take
specific and proactive steps to create more shovel-ready sites in the Airport
Area and Margarita Area.
Note 1: The expansion areas include the Margarita Area Specific Plan (MASP), Orcutt
Area Specific Plan (OASP), and Airport Area Specific Plan (AASP) areas.
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Economic Development Strategy: Break Down Barriers to Job Creation
Margarita Area Specific Plan and Airport Area Specific Plan Support for Head-of-Household Jobs
Margarita Area Specific Plan (MASP)
• Accommodates professional-service, research, and light manufacturing jobs that can support local households in a way that
is compatible with neighboring residences (p.2, General Goals for the Margarita Area).
• The Business Park designation will provide employment opportunities in proximity to the core area. The business park
designation is intended for well-designed, master-planned, campus-type developments that will contribute to community
character and the City’s objective of attracting jobs that can support households in San Luis Obispo (p.26, Development
Standards, Section 2.6.1 Business Park uses).
Airport Area Specific Plan (AASP)
• Vacant industrial lands will be developed to accommodate a new generation of industries (pg. i, Vision Statement).
• The airport is an important factor in the desired future of the area and vitality of the business parks envisioned (p. ii, Vision
Statement).
• The open space preserve at the heart of the area will provide an attractive setting for new development that will increase
land values and the area’s desirability for new businesses (p. ii, Value Enhancement).
• Altogether, the enhanced development potential and attractiveness will generate new job opportunities for the community
and contribute to the fiscal well-being of the City (p. ii, Value Enhancement).
• Market trends in the region and development trends in the Airport Area suggest greater and greater demand for facilities to
accommodate high tech and clean industries, in addition to the manufacturing and warehouse uses that have historically
occupied the area (p. 4-2, Land use Background).
• The Business Park designation is intended to generate jobs that will match the skills and interest of the available workforce,
and jobs that could pay employees enough to cover the generally high cost of housing in the region (p. 4-2, Land use
Background).
• The purpose of the AASP is to further the City’s goal for growth management, economic development, and community
character by designating land uses that facilitate and encourage the creation of high quality base-level and support-level
jobs in the Airport Area (p. 4-9, Land use Goal 4.1.2).
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Economic Development Strategy: Break Down Barriers to Job Creation
Key Findings
Break Down Barriers to Job Creation
See Background Report
(Appendix A)
1. Within the City’s expansion areas there are limited “shovel ready”
sites for new construction due to the scale and cost of required public
infrastructure.
Sec. 5.4 | pp. 49, 50
2. Key opportunity sites need to be subdivided and/or lack infrastructure.
These constraints add to the time and complexity to bring projects online.Sec. 2.1 | p. 13
3. There are limited built office and business park spaces large enough to
accommodate the expansion of some companies currently in the City and
companies looking to relocate to the area.
Sec. 5.3 | pp. 46, 47
Sec. 5.4 | p. 50
4. The City has done a good job of identifying the infrastructure needed
to support development. It has, in addition, developed a fee program to
pay for infrastructure so that new development pays its share of the costs
per the City’s General Plan policies.1 However, the burden of installing
this infrastructure often falls on private development and in most cases
new development is looked to as a means of building more infrastructure
than is needed to serve that particular project. The ability of private
development to be the “bank” for new City infrastructure is limited by
tighter lending policies as a result of the recent recession.
Sec. 4.3 | pp. 35, 38
Sec. 5.3 | pp. 44, 46, 47
Sec. 5.4 | p. 49
5. Feedback from the community indicates that there is a desire to explore
the balance between high quality infrastructure and the costs of
development because infrastructure costs are a significant impediment to
development.
Sec. 5.3 | pp. 44, 45
Sec. 5.4 | p. 49
6. Improved communication between City departments is desired by the
development community in order to provide project applicants with
accurate and timely information and to streamline the development
review process.
Sec. 5.3 | p. 45
Sec. 5.4 | p. 49
NOTE
1. General Plan Policy 1.13 Costs of Growth: The costs of public facilities and services needed for new development shall be borne by the
new development, unless the community chooses to help pay the costs for a certain development to obtain community-wide benefits. The
City will adopt a development-fee program and other appropriate financing measures, so that new development pays its share of the costs
of new services and facilities needed to serve it.
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 19
Economic Development Strategy: Break Down Barriers to Job Creation
As of May 2012, Fitch Ratings rated
the City’s bonds as ‘AA’ with a
stable outlook. The rating is based on
the City’s strong financial position,
excellent financial management, low
debt ratio and low absolute debt, a
resilient tax base, and a fundamentally
sound economy. This high credit rating
could result in opportunities for the City
to borrow for key infrastructure at a low
cost.
Strategies to Break Down
Barriers to Job Creation
The strategies below identify actions/commitments that will improve the
economic climate by being more responsive to business, and bringing more
certainty to the permitting process and City fees. To achieve desired results,
these activities need to be mutually supportive. The strategies in this Section
are divided into three subsections: Processing, Infrastructure & Fees, and
Key Sites as detailed below.
Processing
1.1 Identify opportunities for permit streamlining with the goal
of reducing permit processing times, seeking opportunities
to increase internal coordination, and improving cross
department focus on development review. Incorporate
consideration of:
a. Improving communication with applicants, including
requirements for complete applications.
b. Evaluating projects at the administrative review level when
applications meet City policies and design guidelines.
c. Creating standard conditions of approval and preliminary
environmental review documents to facilitate development of
key sites.
d. Evaluating capacity and potential effectiveness of a proposed
program to create and update a portfolio of available properties
ready for development as an advanced planning tool for
property owners, developers, and area residents.
e. Evaluating efficiency of existing efforts to provide site selection
assistance, business liaison services, pre-application meetings,
quick response team meeting and fast-track permitting and
review.
f. Evaluating effectiveness of reporting relationships, staff
authority, and staffing levels.
g. Considering project management training for lead staff on
development applications.
h. Allowing more nonresidential uses by right in business parks.
i. Evaluating the City’s environmental review process for
opportunities to make the process more transparent and
predictable for applicants.
j. Developing a master conditional use program for shopping
complexes to expedite the natural turnover in retail and office
buildings.
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Economic Development Strategy: Break Down Barriers to Job Creation
1.2 Continue to build on existing efforts that offer site selection
assistance, business liaison services, pre-application
meetings, quick response team meetings, and fast-track
permitting and review.
Infrastructure & Fees
1.3 Analyze infrastructure plans to ensure they are “right-
sized” for the community and reasonable. Reduce the
cost of these facilities, where possible, consistent with
General Plan Land Use Element Policy 1.13. The analysis
should include reviewing City engineering standards, transportation
plans, installation timing, community expectations, and other cost
drivers to identify opportunities to reduce the barriers to new
development while not negatively impacting safety, access, or
long-term City maintenance costs. This evaluation should include
implementation of low impact development (LID) standards, which
could lower construction and maintenance costs.
1.4 Ensure that the fair-share structure includes appropriate
percentages for each party bearing a portion of the
infrastructure costs. New development shall be responsible
for City infrastructure costs only to the extent there is a
nexus between the costs and project impacts. Utilize a
consultant to lead a series of study sessions with the City Council on
the City’s impact fee structure guided by existing policies and options
for the City to consider related to how impact fees are determined,
calculated, and applied.
1.5 Incentivize the creation of head-of-household jobs
through use of the following tools:
a. Complete an infrastructure financing assessment to establish
priorities for City investment in infrastructure expansion.
b. Explore financing strategies for infrastructure that address
timing and/or the cost burden of infrastructure, including
development agreements, reimbursement agreements,
infrastructure financing districts, business improvement
districts, the property-based financing mechanisms identified
in the City’s specific plans, and the City’s existing program for
financing fees.
c. Evaluate existing infrastructure impact fees applied in the City
and determine if City policy supports increased cost sharing for
projects that provide City-wide benefits. Where appropriate,
conduct an economic benefit analysis as part of development
review to identify potential economic benefits.
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Economic Development Strategy: Break Down Barriers to Job Creation
d. Where appropriate, participate in the financing of
environmental impact reviews and the development of specific
plans.
e. Identify one or more strategic infrastructure projects that the
City could invest in to benefit a wide variety of residents,
businesses, employees and property owners by providing
a significant return on investment to the City in the form of
increased economic activity, business retention and expansion,
and head of household job creation.
1.6 Monitor changes in State infrastructure finance law
that increase financing options as a way to fund
new investments in infrastructure (new bills are
being introduced in response to the elimination of
redevelopment agencies).
1.7 Seek grant funding for transportation facilities that position
areas for development and have the potential to reduce
development impact fees.
Key Sites
1.8 Prepare and update a portfolio of ‘available properties’
ready for development in accordance with the findings of
the streamlining outcomes enumerated in Strategy. This
advanced planning tool would include information for commercial
brokers, businesses, and developers that includes the type and scope
of development suitable for the site(s), zoning, available infrastructure,
and (in some cases) entitlements in place. Where possible, use the
portfolios to develop standard conditions of approval and design
guidelines for key sites to streamline development when proposed.
1.9 Evaluate the supply of land and space for residential and
nonresidential development (i.e., general type, square
footage, access to amenities, transportation access,
environmental constraints, etc.) in the expansion areas
of the City and prioritize areas with the greatest potential
for near term development that supports new head-of-
household jobs.
Existing SLO County
Economic Strategy strategy:
Specialized Manufacturing
Accelerate permitting for facility
modifications and new facilities by
(1) sharing expertise in manufacturing
techniques to help assess possible
process improvements, (2) developing
a faster permitting option for facility
modifications when they meet pre-
defined criteria, and (3) encouraging
the creation of technology parks
or zones that are pre-approved for
development.
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Economic Development Strategy: Break Down Barriers to Job Creation
Infrastructure Financing Strategies and Mechanisms
In California, the most commonly used financing tools for infrastructure development include “value capture” tools like tax
increment financing districts, benefit assessment districts, community facilities districts, and developer fees. These value capture
tools all depend on new real estate development to generate parcel-based taxes or property tax revenues to finance the
improvements. These tools and others are described below.
Development Agreements and Reimbursement Agreements
Work with property owners and developers that are willing to install infrastructure beyond their “fair share” requirement as a
potentially expedient way to provide new infrastructure in the City’s expansion areas.
Infrastructure Financing Districts (IFDs)
The formation of an IFD requires a 2/3 vote by property owners in the specified area to allow a portion of new property taxes
generated within the district to be diverted to pay for public improvements (but not ongoing maintenance). IFDs are a form of
tax increment financing based on the idea that public enhancements would cause property values to rise, generating higher
property tax revenues. unlike redevelopment, the property in an IFD doesn’t have to be blighted and IFDs do not have eminent
domain powers. IFDs can issue bonds secured by expected future property taxes to fund upfront infrastructure development
costs. Every local agency (e.g. the City, the County, etc.) that would contribute its property tax increment revenue to the IFD
must approve the plan. Schools cannot shift their property tax increment revenues to the IFD. IFDs can last for 30 years.
Business Improvement Districts (BIDs)
A Business Improvement District (BID) is a special type of assessment district that generates revenue to support enhanced
services. A BID can fund a range of public services including maintenance, sidewalk cleaning, security, marketing, and
economic development. BIDS can fund the aforementioned activities as well as public improvements such as acquisition and
maintenance of parking facilities, benches, trash receptacles, street lighting, decoration, and public plaza. By funding ongoing
maintenance of public improvements, BIDs can be a good complement to IFD or Assessment District financing. There are two
existing BIDs in the City – the Downtown Business Improvement District (D-BID) and the Tourism Business Improvement District
(TBID).
Assessment Districts
Assessment districts enable a city to levy additional property taxes within designated areas in order to finance improvements
directly benefiting those areas. Bonds are issued to finance local improvements such as streets, sidewalks and parking facilities.
Typically, an assessment district is formed to undertake a particular public improvement, and bonds are issued under one
of two major assessment acts: the Improvement Act of 1911 or the Improvement Bond Act of 1915. Proposition 218, a 1996
state constitutional amendment, enacted more restrictive requirements for adopting an assessment district and limited the
improvements and activities that can be financed through an assessment district.
Mello-Roos Community Facilities Districts (CFDs)
The Mello-Roos Act of 1982 authorized the formation of a special tax district to finance capital improvement projects and pay
for ongoing operations and maintenance. A CFD cannot be formed without a two-thirds majority vote of residents living within
the proposed boundaries. Or, if there are fewer than 12 residents, the vote is instead conducted of current landowners within
the proposed district. Mello-Roos parcel taxes are levied on real property and collected on the county property tax bills. The
City can issue Mello-Roos bonds to finance public infrastructure secured by the special taxes on privately owned land and
improvements.
Statewide Community Infrastructure Program (SCIP)
The SCIP is a Statewide bond infrastructure financing program that assists developers in paying for many required impact fees
(school impact fees are exempt). The developer participates through an acquisition agreement via tax exempt proceeds from
the issue of bonds. The bonds used in SCIP are Limited Obligation Improvement Bonds. SCIP can prepay impact fees to the City
or reimburse developers for fee payment. SCIP can also provide funds to jurisdictions to provide them with more of a cushion of
funds when waiting for impact fee payment. The program is administered by California Statewide Communities Development
Authority (CSCDA), a joint powers authority founded and sponsored by the League of California Cities. In order to participate in
SCIP cities must be members of CSCDA.The City of San Luis Obispo is a member of CSCDA.
California Pollution Control Financing Authority
The California Pollution Control Financing Authority, part of the State Treasurer’s office, has been providing financing to
California businesses for forty years. The projects funded focus on waste, recyling, pollution prevention, and clean up of
contaminated sites. Loans up to $2.5 are made through the Authority.
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 23
Economic Development Strategy: Actively Support Knowledge & Innovation
2. aCtivELy SuppoRt
KnOWLEDGE &
innovation
The Knowledge & Innovation Services Cluster comprises a wide range
of businesses, including computer systems design, software publishers,
colleges, universities, and professional schools, advertising services, printing
services, and general professional, scientific, management, and technical
services. According to the SLO County Economic Strategy, these industries
are some of the fastest growing in the region with average annual growth
in jobs of 4.8 percent between 1995 and 2008. The Knowledge & Innovation
Services cluster presents opportunities for job creation due to existing
relationships, the proximity of Cal Poly and Cuesta, and the County’s fiber
optic cable landings.
According to the SLO County Economic Strategy, the region could benefit
by:
Growing involvement of the academic community in helping cluster
companies as measured by (1) amount of assistance to start ups, (2)
number of students working collaboratively on projects for cluster
companies, (3) number of faculty engaged in projects with local
Key Findings
Actively Support Knowledge & Innovation
See Background Report
(Appendix A)
1. Cal Poly offers opportunities to capitalize on innovation and research with
an emphasis on areas of expertise related to high tech development.
Sec. 1.2 | pp. 3, 4, 5
Sec. 3.1 | Fig. 3.5
Table 3.2
Sec. 5.3 | pp. 44, 45, 46
Sec. 5.4 | p. 49
2. The local business environment would benefit from a more robust
“vertical value chain” to support start-ups as well as thriving businesses
(e.g. local legal expertise and capital). The Business & Entrepreneurship
Center at Cuesta College provides valuable support of this type.
Sec. 5.3 | pp. 46, 48
Sec. 5.4 | pp. 49, 50
3. Local trends in telecommuting and home-based businesses are an
opportunity for creation of jobs.
Sec. 3.2 | Fig. 3.18
Sec. 5.3 | pp. 44, 46
Sec. 5.4 | p. 49
4. The County’s unique fiber optic beachhead presents an untapped
opportunity for job creation.
Sec. 5.3 | p. 44
Sec. 5.4 | p. 49
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City of San Luis Obispo Economic Development Strategic Plan | 10.16.1224
Economic Development Strategy: Actively Support Knowledge & Innovation
companies, (4) growing cluster company presence in Cal Poly Tech
Park, and (5) expansion of degree and certification programs, contract
education, and transfer agreements to prepare local residents for jobs and
career advancements with cluster companies.
Strategies to Actively Support
Knowledge & Innovation
The Knowledge & Innovation strategies identify specific areas on which
the City should focus to spur opportunities for job growth and help build
awareness of the City’s competitive advantage. The specific areas are
Entrepreneurship and Access to Broadband.
Entrepreneurship
2.1 Continue to work with Cal Poly, Cuesta, the Chamber
of Commerce, the business community, and the EVC to
define, develop, and promote an environment supportive
of entrepreneurs and start-up businesses. This may include
facilitating the creation of:
a. A business incubator (office, light manufacturing, ag tech,
laboratory, storage & warehouse) to assist start-ups and/
or spin-offs from Cal Poly. Consider business license tax
exemptions for businesses located in incubator spaces.
b. An innovation marketplace that serves as a forum for
showcasing innovation and local companies and as a place
for idea exchange for local industries in conjunction with
existing efforts such as Central Coast Software & Technology
Association (SOFTEC) and Cal Poly Center for Innovation and
Entrepreneurship (CIE).
c. A co-location workspace to foster idea exchange and support the
growth of innovative businesses.
d. Support for small business owners seeking to grow their
businesses.
Access to Broadband
2.2 Convene a cross-department team at the City, with input
from local industry experts, to facilitate expansion of
broadband infrastructure, including:
a. A system for public-private partnerships.
b. Exploration of opportunities with the Corporation for Education
Network Initiatives in California (CENIC), the County, and Cal
Poly.
Cal Poly Areas of High Tech
Expertise
Aerospace Engineering
Animal Science
Biomedical
Computer Science
Energy/Environment
food
Marine Sciences
Material & Polymer Science
Plastics and Packaging
Robotics & Optics
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 25
Economic Development Strategy: Actively Support Knowledge & Innovation
c. Adoption of a policy that requires installation of vacant conduit
when trenching occurs in the public right-of-way for unrelated
work.
d. Expedited permitting of new installations.
e. Adoption of a policy that guides City decisions regarding use of
existing fiber optic infrastructure, including vacant conduit.
2.3 In partnership with Countywide economic development
organizations, explore the concept of a regional
technology master plan to link the cross-Pacific landing
sites and local jurisdictions. This will include researching
potential business opportunities derived from the cable landings that
connect the Central Coast with Asia, Central America, South America,
and New Zealand. If deemed valuable, support pursuit of methods to
capitalize on the cable connections.
To
Me
x
ico
&
Vene
zue
la
To Japan
To Hawaii & Japan
To China
To Hawaii & Japan
To New Zealand
To Hawaii & Japan
Morro Bay
San Luis Obispo
Grover Beach
Figure 5. Fiber Optic Cable Landings in San Luis Obispo County
Page 41 of 72
City of San Luis Obispo Economic Development Strategic Plan | 10.16.1226
Economic Development Strategy: Promote and Enhance the San Luis Obispo Quality of Life
3. pRomotE and
EnHanCE tHE San LuiS
OBISPO QuALITy OF LIFE
Throughout the public outreach process, quality of life, lifestyle advantages,
and access to outdoor recreation were mentioned as the top attributes that
attracted and kept people in San Luis Obispo. Aspects of the San Luis Obispo
quality of life that were considered for the EDSP include:
• Performing and visual arts
• Arts education groups
• Public open space in and around the City
• Recreational amenities in the region
• City support of the arts and recreation via Grants in Aid and other
support
• Programs and events
• Wine and Agriculture
The cultural industries not only directly contribute to economic
development for the City, they also are an essential aspect of the City’s
ability to attract and grow businesses and create jobs.
Industries in the cultural sector add value by leveraging a “sense of place”
into a commodity that is embedded in the qualities of the goods and services
produced locally. This sense of place is derived from the physical qualities
of the place, its history, meaning and social relations, and by a common
understanding of what the place means to a broader audience. The City
approaches development from a holistic perspective taking into account how
much and what type of growth can be sustained both environmentally and
economically. San Luis Obispo’s historic context, environmental setting, and
cultural fabric all drive City policy including the General Plan and specific
plans.
Cultural Industries and Tourism
Some industries in the cultural sector
are clearly tied to the tourism sector
and they include activities such as:
• Ecotourism
• Heritage and historic tourism
• Agri-tourism
• Visual and performing arts festivals
and programs
Others are products and services that
are more tied to the community’s
export base. These include:
• Design-based professional
services, such as architecture,
landscape architecture and
design services
• Media content production--
especially new media, websites
and related activities
• Value-added agriculture, in
particular organic and natural
products, wine and other “Central
Coast identified” products
And finally there is a set of cultural
industry production that is dependent
on access to a creative community
in a low-cost environment. These
activities occur in places that offer
cultural enrichment, have a highly
educated labor force and exhibit a
tolerance for experimentation and
nontraditional lifestyles. These activities
include:
• Visual arts production
• Writing
• Motion picture production
• Music, dance and performance.
The participants in this third set of
industries are engaged in cultural
production not as a hobby but
rather as a livelihood. Most of
these vocations imply long-term
unemployment or the need to access
employment in other economic
sectors-- which often times focuses on
casual employment opportunities.
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 27
Economic Development Strategy: Promote and Enhance the San Luis Obispo Quality of Life
Key Findings
Promote and Enhance the San Luis Obispo Quality of Life
See Background Report
(Appendix A)
1. A thriving downtown contributes to San Luis Obispo’s position as the
cultural and economic hub of the region, and increases general awareness
of San Luis Obispo as a special place.
Sec. 5.3 | p. 45
2. San Luis Obispo has high levels of volunteerism and a large number of
non-profits. Active civic engagement contributes to the local quality of life
and helps build a more resilient local economy.
Sec. 1.2 | pp. 3-6
Sec. 5.3 | p. 44
3. The strong arts scene in San Luis Obispo, which is supported by the City’s
Community Promotions program, presents an opportunity to capitalize on
and enhance the SLO brand.
Sec. 5.3 | pp. 44, 45
Sec. 5.4 | pp. 49, 51
4. San Luis Obispo, and the Central Coast in general, is increasingly
associated with a healthy and innovative lifestyle.
Sec. 5.3 | pp. 44, 45
Sec. 5.4 | p. 49
5. SLO County is widely known for agriculture and wine production. Local
food availability throughout the County is a major asset and makes a
healthy and locally-oriented lifestyle more feasible.
Sec. 5.3 | pp. 44
6. The City’s beautiful and expansive greenbelt provides recreational
opportunities for residents, defines our urban edge, prevents urban
sprawl, and preserves our sense of place.
Sec. 5.3 | pp. 44, 45
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Economic Development Strategy: Promote and Enhance the San Luis Obispo Quality of Life
Strategies to Promote and
Enhance the San Luis Obispo
Quality of Life
The strategies below identify local cultural arts, community organizations,
open space, recreational amenities and sustainable practices (attributes
commonly referred to as the “San Luis Obispo Quality of Life”) that
contribute to the City’s ability to grow jobs through business attraction
and retention. Many of these attributes are included in the City’s support
of arts and recreation through Grants in Aid, through support of the
Chamber of Commerce Green Business Awards, and other means, are all
key to the quality of life strategies. Tourism initiatives should be cognizant
of reinforcing the sense of place and cultural brand of San Luis Obispo.
Similarly, funders of community arts organizations, educational programs,
and community events should consider further capitalizing on these
attributes as opportunities for economic development.
3.1 Integrate administration of the City’s tourism/community
promotion efforts into the City’s Economic Development
Program to further capitalize on the role that cultural
industries play in economic development.
3.2 Formulate a program to encourage businesses to
implement voluntary actions to enhance, preserve, and
improve the environment beyond what current laws
require with the help of representatives from the business
and environmental communities.
3.3 Prepare a City of San Luis Obispo “viewbook” to make
available to businesses potentially interested in locating
in the City. The finished product would be available on-line and
would highlight how the San Luis Obispo quality of life can contribute
to opportunities and benefits for business owners and employees in
terms of the local business environment, lifestyle and recruitment.
3.4 Continue and increase programs that add diversity,
attract different interests, capitalize on outdoor sporting
events and local recreational opportunities, and highlight
uniquely SLO characteristics, such as the marathon,
Savor the Central Coast, bike events, family-friendly
Building the Performing Arts Center
The process to design, build and
raise funds for the Performing Arts
Center on the Cal Poly campus was a
collaborative effort between the City,
Cal Poly and community members.
The project culminated in an excellent
performance facility that created jobs,
is a local and regional economic driver,
and a keystone of the performing
arts on the Central Coast. This is the
type of success story envisioned when
implementing the strategies in this
Section.
City Promotional Coordinating
Committee Mission Statement
“The mission of the Promotional
Coordinating Committee is to promote
San Luis Obispo’s unique lifestyle
by providing financial and moral
support to local groups, non-profit
organizations, and others that produce
activities, events, and enhancements
for the continuous enrichment of its
residents and visitors.”
v
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 29
Economic Development Strategy: Promote and Enhance the San Luis Obispo Quality of Life
activities, activities for young professionals, and ethnic
group-related activities to help promote San Luis Obispo’s
healthy, active lifestyle.
3.5 Work with Countywide arts organizations to identify
existing arts programs that result in the greatest job and
economic development benefits and develop a strategy
for City support of such programs.
3.6 Explore opportunities for marketing the City as a place to
do business via the airport and train depots.
At present the City supports a
broad variety of arts and cultural
organizations. This is an important
function for the public sector because
it contributes directly to the quality of
life in the community. Arts activities
and programs not only add to the
quality of life for all of the community’s
citizens, they also represent an
opportunity to serve as a foundation
for economic development.
Implicit in this idea is the notion that by
making San Luis Obispo a more livable,
educated, and culturally engaged
community an environment where
cultural industries, with their attendant
economic development potential,
can thrive as a result. By taking
cultural industries seriously, public
efforts by the City and its partners
in improving the cultural life of San
Luis Obispo become investments in
economic development. This can be
most effective when the City and its
partners request that the cultural and
recreational activities that it supports
include consideration of economic
development spin-offs that can occur
from their programs.
The advantage to this type of
approach is that the City can continue
in its ongoing commitment to making
San Luis Obispo a better place to live
and in so doing create a framework
for creating a more diverse and
competitive cultural industries sector in
the community.
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City of San Luis Obispo Economic Development Strategic Plan | 10.16.1230
Economic Development Strategy: Promote and Enhance the San Luis Obispo Quality of Life
City of San Luis Obispo Climate Action Plan
The City’s Climate Action Plan (CAP) was adopted in July
2012. The CAP reinforces the City’s commitment to a clean
environment and encourages green practices by local
businesses. The plan includes Greenhouse Gas reduction
strategies organized into the following categories:
• Buildings
• Renewable Energy
• Transportation & Land use
• Water
• Solid Waste
• Parks & Open Space
• Government Operations
Instead of creating new programs, the EDSP relies on strategies
in the CAP that relate to economic development and
businesses. The Buildings, Renewable Energy, Transportation &
Land use, and Water categories provide recommendations for
businesses to operate in a green manner including, reducing
employee commuting, improving new and existing building
energy efficiency, creating incentives and financing for
renewable energy, encouraging water conservation, and
more.
The Government Operations chapter provides strategies for
the City to operate in a green manner.
vv
Thrive: Finding Happiness the Blue Zones Way
In 2010, Dan Buettner’s Thrive: Finding Happiness the Blue
Zones Way identified San Luis Obispo as one of the happiest
places in north America. The book and author were featured
on the Oprah Winfrey Show and significant attention was
drawn to the City. “Hits” on the City’s website spiked, and
tourism has continued to exhibit a strong recovery following
the major recession that began in 2008. However, Thrive can
mean more than attracting visitors to the City, the value of
Thrive and the sense of place it describes is that people begin
to associate San Luis Obispo products with happiness and a
healthy, active lifestyle. Doing business with San Luis Obispo
companies is a smart business decision because City business
leaders and employees are committed to the SLO Quality of
Life.
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 31
Economic Development Strategy: Build on Existing Efforts and Strengthen Regional Partnerships
4. buiLd on ExiSting
EffoRtS and StREngtHEn
REgionaL paRtnERSHipS
Economic development in the City is closely linked to the region. A
successful framework for local and regional economic development must
strategically integrate regional goals and resources and support solid
and enduring partnerships with other regional stakeholders. Successful
collaborations are marked by a focus on common projects and regular,
dynamic communication. The systemic creation of quality jobs and
the building of regional wealth requires capable leadership, regional
partnerships, private-sector involvement, and an emphasis on workforce
development.
The City’s Economic Development Program has many areas of focus as
shown in Figure 6. This report evaluates which of the existing focus areas
should be built on to help achieve the goal of head-of-household job
creation in addition to introducing strategies that will expand Economic
Development programming.
This Section provides strategies that strengthen the alignment of local and
regional goals and resources and leverage City resources to encourage
business investment and expansion of head-of-household jobs.
Existing Economic Development Programming
Countywide ED Partnerships
Support and Maintain Downtown
Data Collection and Evaluation
Business Support
Build on
Existing Efforts and
Strengthen Regional
Partnerships
New Economic Development Strategic Plan Strategies
Business Attraction Plan
Business Retention and Expansion
Expanded Data Collection and Analysis
Strengthen County-wide Partnerships
Support Small Business
Figure 6. Economic Development Program
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City of San Luis Obispo Economic Development Strategic Plan | 10.16.1232
Economic Development Strategy: Build on Existing Efforts and Strengthen Regional Partnerships
Key Findings
Build on Existing Efforts with Regional Partners
See Background Report
(Appendix A)
1. Building a systematic approach requires working relationships with
a range of institutions, sectors, and government agencies. Strong
partnerships with higher education institutions and schools are critical.
Sec. 3.2 | p. 26 (Tab. 3.2)
Sec. 5.3 | pp. 44, 45, 47-48
Sec. 5.4 | p. 50
2. Business retention and expansion programs need to be highly proactive,
especially for high-growth, high-wage, and high productivity jobs in
technology-based and emerging industries.
Sec. 5.3 | pp. 46, 47, 48
Sec. 5.4 | pp. 49, 50
3. The local workforce is well educated. However, due to competition and
rapidly advancing technology a high level of skill is required even at the
entry level.
Sec. 3.2 | p. 20 (Fig. 3.5)
4. Demographic data demonstrates a lower percentage of City residents in
the “life-building” age group of approximately 35-44, often correlated
with middle-management positions. More jobs are needed in the City for
this group to retain local talent.
Sec. 3.2 | p. 21
(Figs. 3.8 & 3.9)
5. It is important to recognize that a jobs/housing imbalance exists in the
City. More people work in San Luis Obispo than live in the City. This
is due to the City’s roles as center of commerce for the region and the
County seat.
Sec. 5.4 | p. 49
6. Government employers make up several of the largest employers in the
City. Maintaining this employment base is important to the local economy
and the creation of head-of-household jobs.
Sec. 3.2 | p. 26 (Tab. 3.2)
7. The level of service in air and train transportation needs to be protected
and expanded. The loss or reduction of transportation service was
identified as a significant threat to local businesses and economic
development.
Sec. 1.3 | p. 7
Sec. 5.3 | p. 44, 47
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City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 33
Economic Development Strategy: Build on Existing Efforts and Strengthen Regional Partnerships
Strategies to Build on Existing
Efforts and Strengthen Regional
Partnerships
The following strategies focus on increasing efficiency, productivity, and
competitiveness through industry partnerships, partnerships with Cal Poly
and Cuesta, and cluster-based efforts. Note that these activities are intended
to be mutually supportive. Achieving results requires long-term, ongoing
commitment from all levels of City government and community members.
Several of the strategies below are aimed at supporting small businesses.
(See Strategies 4.2, 4.3, 4.6 and 4.7. See also Strategy 2.1). The specific areas
are Business Retention, Business Attraction, Business Support, and Support
for Downtown.
Business Retention
4.1 Pursue collaborative efforts with regional partners to grow
and retain public and private sector employees in the
City, including:
a. Partnerships for business retention activities.
b. Welcoming businesses to the area.
c. Building on the “SLO Open for Business” website
(www.openforbusinesinsslo.com) to provide a welcome mat,
business statistics and data.
d. Developing an ongoing outreach strategy that proactively seeks
information on how the City can help businesses stay, thrive
and expand in the City.
4.2 Work with regional partners such as the Chamber
of Commerce and EVC to bring attention to existing
businesses.
4.3 Continue to look for opportunities to enhance data
collection that is useful for assessing business growth
including:
a. Continued support for the Annual Economic Forecast Project.
b. Through policy changes, enhance data collection using the
business licensing program (HdL) in order to facilitate collection
of employment and other data about local companies.
c. Identify all businesses with ten or fewer employees within the
City.
Existing SLO County Economic
Strategy strategies:
Health Services:
Launch a community education
initiative that would (1) compile a
comprehensive database describing
the range of services and specialties
that currently exist in the County,
(2) inform the general public about
the quality and accessibility of local
specialties, (3) educate key individuals
that can influence the choice of
using local or outside specialties (e.g.,
employers, primary care/referring
doctors), (4) create and host a widely
accessible referral network of local
specialties.
Specialized Manufacturing:
Improve the local talent pipeline for
the cluster by (1) using the Forum
to promote job opportunities, (2)
working with Cal Poly to link students/
graduates with local job opportunities
(e.g., first day is local employer day
at career fairs), (3) visiting local high
schools to make students aware of
career options in the cluster, and (4)
collaborating with Cuesta College and
Cal Poly to develop offerings in “lean
manufacturing” useful to the diversity
of firms in the cluster.
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City of San Luis Obispo Economic Development Strategic Plan | 10.16.1234
Economic Development Strategy: Build on Existing Efforts and Strengthen Regional Partnerships
• Conduct a survey of these business owners (including home
occupations) to determine what small businesses need to
grow.
• Develop an action plan that helps businesses of this size
grow.
4.4 Look for opportunities to build on partnerships to facilitate
data collection, analysis and storage.
Business Attraction
4.5 Develop a plan for business attraction that builds on our
local economic assets, including:
a. Broadband, both the transpacific lines and access within the
City (see also Strategy 2.2 and 2.3).
b. Opportunities that can be developed with Cal Poly and Cuesta
alumni.
c. Opportunities for specialized manufacturing in the Airport
Area.
d. Improve opportunities for real estate brokers, business owners
and startups to obtain information more quickly about the
suitability of existing sites or future development sites.
e. Take every opportunity to support enhanced air and rail service.
Business Support
4.6 Continue to provide support for businesses requiring
assistance with City processes, information and/or
guidance, including neighborhood serving and regional
retail.
Support for Downtown
4.7 Continue to support the Downtown as a vibrant destination
and resource for residents and visitors.
a. Research ways to encourage resident-serving businesses
without limiting the ability of building owners to choose
tenants.
b. Continue to help facilitate retail and office opportunities that
further define San Luis Obispo as the hub of the County for
retail, jobs, and social activities.
c. Reestablish a Shop Local effort building on the lessons learned
from past Shop Local campaigns.
d. Continue to provide support for key Downtown development.
Page 50 of 72
City of San Luis Obispo Economic Development Strategic Plan | Final 10.16.12 35
Economic Development Strategy: Economic Development Strategy Summary Matrix
EConomiC
dEvELopmEnt StRatEgy
SummaRy matRix
The following matrix provides the economic development strategies
previously discussed in addition to timeframes to complete, lead
department(s) at the City, City resources and funds that will be applied
to the strategy, and measurements for success for each strategy.
Implementation of most of the strategies will include identification of data
sources and establishing baselines. Implementation of strategies during
future budget cycles will include evaluation and programming of the
implementation work during the budgeting process with the City Council.
In addition to any reporting specified in the measurements for success, the
Economic Development Manager will report annually to the City Council on
implementation progress.
Associating metrics and outcomes with the strategies allows the City
to monitor the implementation of the Plan. After establishing targets
for selected strategies, the City can evaluate the success of individual
strategies measured against their targets. Based on whether strategies
are meeting, not meeting, or exceeding their associated targets, the City
can adjust its economic development efforts to best meet its established
goals. For strategies not meeting their metric goals, the City may consider
reprioritizing those strategies in favor of more successful efforts or making
changes to underperforming strategies to fine-tune them for success.
Strategies Exceeding
Associated
Targets
Establish
Targets for
Strategies
Strategies Meeting
Associated
Targets
1
Evaluate
Success of
Individual
Strategies
2
Reprioritize Strategies
Fine-tune Strategies
Strategies NOT
Meeting
Associated
Targets
or
Figure 7. Adaptive Management of Strategies Flowchart
Page 51 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015PBCity of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix36Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes1. BREAK DOWN BARRIERS TO JOB CREATIONProcessing1.1. Identify opportunities for permit streamlining with the goal of reducing permit processing times, seeking opportunities to increase internal coordination, and improving cross department focus on development review. Incorporate consideration of:a. Improving communication with applicants, including requirements for complete applications.b. Evaluating projects at the administrative review level when applications meet City policies and design guidelines.c. Creating standard conditions of approval and preliminary environmental review documents to facilitate development of key sites.d. Evaluating capacity and potential effectiveness of a proposed program to create and update a portfolio of available properties ready for development as an advanced planning tool for property owners, developers, and area residents.e. Evaluating efficiency of existing efforts to provide site selection assistance, business liaison services, pre-application meetings, quick response team meeting and fast-track permitting and review.f. Evaluating effectiveness of reporting relationships, staff authority, and staffing levels. g. Considering project management training for lead staff on development applications.h. Allowing more nonresidential uses by right in business parks.i. Evaluating the City’s environmental review process for opportunities to make the process more transparent and predictable for applicants.j. Developing a master conditional use program for shopping complexes to expedite the natural turnover in retail and office buildings. OngoingCDDCurrent Financial planTrack changes in permit processing times.Track the number of applications approved at the administrative level.Potentially seek City Council approval for policy changes identified by the streamlining effort in FY 2016-17.Improve general business climate and attitude toward industry consistent with City goals.Establish new procedures or revise current procedures as appropriate through implementation of this strategy. Minimize incomplete applications and avoid unnecessary delays. Increase public awareness of planning and environmental issues.Increase productivity through new systems and applications.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 52 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix37Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes1.2. Continue to build on existing efforts that offer site selection assistance, business liaison services, pre-application meetings, quick response team meetings, and fast-track permitting and review.OngoingAdmin, CDDCurrent Financial planTrack efforts of staff to provide site selection, business liaison services, pre-application meetings, quick response team meetings and fast-track permitting to provide data upon which to assess performance improvements.Overall improvement of City permitting process. Documentation in Financial Plan updates.Infrastructure & Fees1.3. Analyze infrastructure plans to ensure they are “right-sized” for the community and reasonable. Reduce the cost of these facilities, where possible, consistent with General Plan Land Use Element Policy 1.13. a. The analysis should include reviewing City engineering standards, transportation plans, installation timing, community expectations, and other cost drivers to identify opportunities to reduce the barriers to new development while not negatively impacting safety, access, or long-term City maintenance costs. This evaluation should include implementation of low impact development (LID) standards, which could lower construction and maintenance costs. MediumAdmin, PW, F/IT, CDD, Util2015-2017 Financial PlanMeasure increased investment in backbone infrastructure, such as roadway improvements, in the expansion areas.1 Measure increase in net new square feet of commercial space in the expansion areas.Infrastructure requirements that are right-sized and produce high quality infrastructure facilities in the City.Note 1: The expansion areas include the Margarita Area Specific Plan (MASP), Orcutt Area Specific Plan (OASP), and Airport Area Specific Plan (AASP) areas.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 53 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix3837Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes1.4. Ensure that the fair-share structure includes appropriate percentages for each party bearing a portion of the infrastructure costs. New development shall be responsible for City infrastructure costs only to the extent there is a nexus between the costs and project impacts. a. Utilize a consultant to lead a series of study sessions with the City Council on the City’s impact fee structure guided by existing policies and options for the City to consider related to how impact fees are determined, calculated, and applied.ShortAdmin, PW, F/IT, CDD, UtilResources programmed in current Financial PlanMeasure increased investment in backbone infrastructure, such as roadway improvements, in the expansion areas.Measure increase in net new square feet of commercial space in the expansion areas. Enhance awareness and understanding of existing infrastructure financing tools to mitigate the costs of infrastructure improvements. Produce better community-wide understanding about infrastructure needs, and allocation of costs to produce solutions to the impacts of infrastructure costs on job creators.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 54 of 72
: Economic Development Strategy Summary Matrix39Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes1.5. Incentivize the creation of head-of-household jobs through use of the following tools:a. Establish and fund an infrastructure investment fund that will invest in priority projects that enhance the quality of life and economic development.b. Explore financing strategies for infrastructure that address timing and/or the cost burden of infrastructure, including development agreements, reimbursement agreements, infrastructure financing districts, business improvement districts, the property-based financing mechanisms identified in the City’s specific plans, and the City’s existing program for financing fees. c. Evaluate existing infrastructure impact fees applied in the City and determine if City policy supports increased cost sharing for projects that provide City-wide benefits. Where appropriate, conduct an economic benefit analysis as part of development review to identify potential economic benefits.d. Where appropriate, participate in the financing of environmental impact reviews and the development of specific plans.ShortShortOngoingMediumOngoingAdmin, PW, F/IT, CDD, UtilResources programmed in 2015-17 Financial PlanTrack head-of-household job creation.Enhance awareness and understanding of existing infrastructure financing tools to mitigate the costs of infrastructure improvements. Produce better community-wide understanding about infrastructure needs, and allocation of costs to produce solutions to the impacts of infrastructure costs on job creators.1.6. Monitor changes in State infrastructure finance law that increase financing options as a way to fund new investments in infrastructure (new bills are being introduced in response to the elimination of redevelopment agencies). OngoingAdmin, F/ITResources programmed in current Financial PlanReport annually to City Council on changes in State law and new financing opportunities for the City.Enhance awareness and understanding of new infrastructure financing tools appropriate for the City and/or specific projects.Target opportunities that can stimulate head-of-household job growth and/or save the City money through more favorable terms.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 55 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix4039Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes1.7. Seek grant funding for transportation facilities that position areas for development and have the potential to reduce development impact fees.OngoingPWResources programmed in current Financial PlanLeverage grant funding to encourage private investment.Target opportunities that can stimulate head-of-household job growth. Increase coordination with regional transportation agencies on submittal of grant applications or funding requests.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 56 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix41Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomesKey Sites1.8. Provide online tools for those looking to locate or develop in the City.a. Prepare and update a portfolio of properties currently under development.b. Prepare and update a portfolio of ‘available properties’ ready for development in accordance with the findings of the streamlining outcomes enumerated in Strategy 1.1. This advanced planning tool would include information for commercial brokers, businesses, and developers that includes the type and scope of development suitable for the site(s), zoning, available infrastructure, and (in some cases) entitlements in place. Where possible, use the portfolios to develop standard conditions of approval and design guidelines for key sites to streamline development when proposed. Complete (ongoing updates)Medium (to prepare portfolio)Ongoing (portfolio updates)Admin, CDD2015-2017 Financial PlanProduce a portfolio of at least 10 commercial properties by the end of 2013 and distribute at the public counter and through various website portals.Provide access to the portfolio on the City/ SLO Open For Business websites by the end of 2013.Produce semi-annual updates of the portfolio as evidenced in program updates to Council with the budget.Increase the portfolio size and scope over time by at least one property per year. Improve access to information that facilitates commercial development.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 57 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix4241Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes1.9. Evaluate the supply of land and space for residential and nonresidential development (i.e., general type, square footage, access to amenities, transportation access, environmental constraints, etc.) in the expansion areas of the City and prioritize areas with the greatest potential for near term development that supports new head-of-household jobs. OngoingAdmin, PW, F/IT, CDD2015-2017 Financial PlanMeasure increased investment in backbone infrastructure, such as roadway improvements, in the expansion areas.Measure increase in net new square feet of commercial space in the expansion areas. Provide clear priorities for infrastructure expansion that help to create head-of-household jobs.2. ACTIVELY SUPPORT KNOWLEDGE & INNOVATIONEntrepreneurship2.1. Continue to work with Cal Poly, Cuesta, the Chamber of Commerce, the business community, and the EVC to define, develop, and promote an environment supportive of entrepreneurs and start-up businesses. This may include facilitating the creation of:a. A business incubator (office, light manufacturing, ag tech, laboratory, storage & warehouse) to assist start-ups and/or spin-offs from Cal Poly. Consider business license tax exemptions for businesses located in incubator spaces.b. An innovation marketplace that serves as a forum for showcasing innovation and local companies and as a place for idea exchange for local industries in conjunction with existing efforts such as Central Coast Software & Technology Association (SOFTEC) and Cal Poly Center for Innovation and Entrepreneurship (CIE).c. A co-location workspace to foster idea exchange and support the growth of innovative businesses.d. Support for small business owners seeking to grow their businesses.OngoingAdminResources programmed in current Financial Plan to support entrepreneurs and start-ups. Track and report on efforts to support entrepreneurship.Show increased support year over year.A more robust vertical value chain that supports start-ups, entrepreneurs, and technology-related firms.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 58 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix43Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomesAccess to Broadband2.2. Convene a cross-department team at the City, with input from local industry experts, to facilitate expansion of broadband infrastructure, including:a. A system for public-private partnerships.b. Exploration of opportunities with the Corporation for Education Network Initiatives in California (CENIC), the County, and Cal Poly.c. Adoption of a policy that requires installation of vacant conduit when trenching occurs in the public right-of-way for unrelated work.d. Expedited permitting of new installations.e. Adoption of a policy that guides City decisions regarding use of existing fiber optic infrastructure, including vacant conduit.MediumAdmin, F/ITAn internal team has been formed based on previous work. Additional resources will be requested, if needed.Track permit processing times for broadband infrastructure installations and show improvement in processing timelines.Expansion of broadband infrastructure.City Council adoption of clear and reasonable processes for public-private partnerships facilitating expansion of broadband infrastructure.2.3. In partnership with Countywide economic development organizations, explore the concept of a regional technology master plan to link the cross-Pacific landing sites and local jurisdictions. This will include researching potential business opportunities derived from the cable landings that connect the Central Coast with Asia, Central America, South America, and New Zealand. If deemed valuable, support pursuit of methods to capitalize on the cable connections. ShortAdmin2015-2017 Financial PlanPropose partnerships with economic development organizations for regional broadband planning and research in FY 2015-16.Raise awareness and get Countywide participation in efforts to understand and promote the value of pacific cable landings in SLO County. Increase the profile of the City of San Luis Obispo businesses by promoting broadband in the region.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 59 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix4344Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes3. PROMOTE AND ENHANCE THE SAN LUIS OBISPO QUALITY OF LIFE3.1. Integrate administration of the City’s tourism/community promotion efforts into the City’s Economic Development Program to further capitalize on the role that cultural industries play in economic development. CompleteAdminAccomplish changes in staffing that increase support of the Tourism Business Improvement District and the Promotional Coordinating Committee and increase community access to and knowledge of tourism.Establish economic development as a goal of the community promotions program.Leverage San Luis Obispo’s “sense of place” as a commodity that adds value to local goods and services.Greater ability to reinforce the sense of place and cultural brand of San Luis Obispo.Increase community awareness about the value of the ”Uniquely SLO” industry cluster to the City’s economic vitality and quality of life.3.2. Formulate a program to encourage businesses to implement voluntary actions to enhance, preserve, and improve the environment beyond what current laws require with the help of representatives from the business and environmental communities. LongAdmin, CDD2017-2019 Financial PlanTrack participation by businesses in voluntary green business practices efforts.Increase efforts by the business to contribute to a healthy environment in the City.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FirePage 60 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix45Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes3.3. Prepare a City of San Luis Obispo “viewbook” to make available to businesses potentially interested in locating in the City. The finished product would be available on-line and would highlight how the San Luis Obispo quality of life can contribute to opportunities and benefits for business owners and employees in terms of the local business environment, lifestyle and recruitment. CompleteAdminTrack visits on viewbook webpage.Increases in business appreciation of the local quality of life as a reason for locating in San Luis Obispo.3.4. Continue and increase programs that add diversity, attract different interests, capitalize on outdoor sporting events and local recreational opportunities, and highlight uniquely SLO characteristics, such as the marathon, Savor the Central Coast, bike events, family-friendly activities, activities for young professionals, and ethnic group-related activities to help promote San Luis Obispo’s healthy, active lifestyle.OngoingAdminResources programmed in 2015-2017 Financial PlanTrack and report economic performance of City-funded events, including return on investment.Expand cultural and recreational activities that contribute to the quality of life and serve as a foundation for economic development.Determine the type of events that provide greater benefit to the local economy.3.5. Work with Countywide arts organizations to identify existing arts programs that result in the greatest job and economic development benefits and develop a strategy for City support of such programs.MediumAdmin2015-2017 Financial PlanDevelopment of a strategy in FY 2016-17.Raise awareness of the value of arts to job creation and economic development.3.6. Explore opportunities for marketing the City as a place to do business via the appropriate channels. OngoingAdminCurrent Financial PlanIncreased marketing of the City’s Economic Development Program in key locations.Increase awareness of the resources available to businesses by tourists, residents and business travelers.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 61 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix4645Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes4. BUILD ON EXISTING EFFORTS AND STRENGTHEN REGIONAL PARTNERSHIPSBusiness Retention4.1. Pursue collaborative efforts with regional partners to grow and retain public and private sector employees in the City, including:a. Partnerships for business retention activities.b. Welcoming businesses to the area.c. Developing an ongoing outreach strategy that proactively seeks information on how the City can help businesses stay, thrive and expand in the City. MediumAdmin2015-2017 Financial PlanTrack the number of businesses relocating and expanding within City limits.Track changes in website visits on www.openfor businessinslo.com.New opportunities and partnerships to achieve strategies in this document.4.2. Work with regional partners such as the Chamber of Commerce and EVC to bring attention to existing businesses. OngoingAdminCurrent Financial PlanTrack participation with regional partners in efforts to promote existing businesses.New opportunities to collaborate with regional partners.Increase awareness by local economic development professionals of ongoing business needs.Early identification of workforce needs and businesses at risk of moving out of the area or shutting down.LEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 62 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix47Table 3 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes4.3. Continue to look for opportunities to enhance data collection that is useful for assessing business growth including:a. Continued support for the Annual Economic Forecast Project.b. Through policy changes, enhance data collection using the business licensing program (HdL) or alternative resources in order to facilitate collection of employment and other data about local companies.c. Identify all businesses with ten or fewer employees within the City. • Conduct a survey of these business owners (including home occupations) to determine what small businesses need to grow. • Develop an action plan that helps businesses of this size grow. OngoingShortLongAdmin, F&ITResources programmed in current Financial Plan2015-2017 Financial Plan2015-2017 Financial PlanSeek City Council approval for policy changes necessary to allow expanded data collection in FY 2013-15.Complete assessment of small businesses in FY 2013-14 and use information to develop strategies to help small businesses in FY 2014-15.Enhance awareness and understanding of regional economic trends.Better data about local companies leading to more successful implementation of strategies.Improve data tracking and analysis.Better understanding of the local, small business needs.An action plan to address small business concerns and capitalize on opportunities.4.4. Look for opportunities to build on partnerships to facilitate data collection, analysis and storage. OngoingAdmin2015 through 2019 Financial PlansImprove data tracking and analysisLEGENDTimeframes - Short: 2015 Revision through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 63 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix4847 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomesBusiness Attraction4.5. Develop a plan for business attraction that builds on our local economic assets, including:a. Broadband, both the transpacific lines and access within the City (see also Strategy 2.2 and 2.3).b. Opportunities that can be developed with Cal Poly and Cuesta alumni.c. Opportunities for specialized manufacturing in the Airport Area.d. Improve opportunities for real estate brokers, business owners and startups to obtain information more quickly about the suitability of existing sites or future development sites.e. Take every opportunity to support enhanced air and rail service.LongAdmin2017-2019Financial PlanSeek City Council funding and approval of a marketing plan for business attraction.Increase awareness by employers who create head of household jobs of the opportunities to relocate their business to San Luis Obispo.Business Support1.1. Continue to provide support for businesses requiring assistance with City processes, information and/or guidance, including neighborhood serving and regional retail. OngoingAdmin2015 through 2019 Financial PlansTrack changes in vacant commercial space.Improve experience of applicants when processing an application or requesting information from the City. Improve customer satisfaction with City process.Support for DowntownLEGENDTimeframes - Short: Plan adoption through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 64 of 72
City of San Luis Obispo Economic Development Strategic Plan | Revised 3.17.2015 : Economic Development Strategy Summary Matrix49 Economic Development Strategy Summary MatrixStrategyTimeframe to CompleteLead Dept.ResourcesMeasurements for SuccessMetricsOutcomes1.1. Continue to support the downtown as a vibrant destination and resource for residents and visitors.a. Research ways to encourage resident-serving businesses without limiting the ability of building owners to choose tenants.b. Continue to help facilitate retail and office opportunities that further define San Luis Obispo as the hub of the County for retail, jobs, and social activities.c. In coordination with The Downtown Association develop measurement and reporting of the occupancy and use of the downtown properties.d. Continue to provide support for key Downtown development.OngoingAdmin2015-2017 Financial PlanTrack changes in the number of resident-serving businesses in Downtown.Continue to focus on a thriving downtown and culture as the economic and cultural hub critical to attracting and retaining talent. This includes working closely with the Downtown association and others with interests in Downtown.LEGENDTimeframes - Short: Plan adoption through June 2016; Medium: July 2016 through June 2017; Long: July 2017 through June 2019City Department Acronyms - CDD: Community Development, Admin: Administration, PW: Public Works, F/IT: Finance and Information Technology, UTIL: Utilities, FIRE: FireEconomic Development StrategyPage 65 of 72
City of San Luis Obispo Economic Development Strategic Plan | 10.16.1254
Economic Development Strategy
Page 66 of 72
Economic Development
Strategic Plan (EDSP) Update
March 2023
HRC
Click to add text
History of Economic Development in the City
1995
•Economic
Development and
Natural Resources
Positions Created
•Focus: Sales Tax
Generation
2012
•First Economic
Development
Strategic Plan (EDSP)
•Focus: Head of
Household job
Creation
2015
•EDSP Update
•Focus: Development
2022
•Update planned for
2019-2020
Postponed due to
COVID
•Internal and
External Changes will
Influence new EDSP
•Update Started
Economic Development Strategic Plan
(EDSP) Background
•Based on :
–Meaningful public engagement
–Comprehensive data gathering & analysis
•Focuses on:
–Creating a system that supports and sustains
industries that create Head of Household jobs
•Head of Household job
–Income level > $50,000
–Career ladder
–Education level and technical skill
–Employer sponsored benefits
–Stability
•Approved October 2012
•Updated in 2015
EDSP Four Overarching Strategies
1)Break Down Barriers to Job Creation
2)Actively Support Knowledge & Innovation
3)Promote and Enhance the San Luis Obispo
Quality of Life
4)Build on Existing Efforts and Strengthen
Regional Partnerships
What has changed since 2015
•A lot!
•“Work” is evolving due to pandemic and other reasons
•Economic Development is evolving systemically as well
as locally
•The Community is evolving
•The City organization is growing and evolving
5
City/Community Values Alignment as a part
of ED&T
Future Economic
Development/Tourism
DEISustainability and
Natural Resources
Traditional Economic
Development/Tourism
DEISustainability and
Natural Resources
Today
-Some work efforts and tasks aligned
-Quality of Life explicit but not always a focus
-Role of DEI, Sustainability and Natural resources implicit
-Values messaging not aligned to all audiences
Future
-Many work efforts and tasks aligned
-Quality of Life explicit and a focus
-Role of DEI, Sustainability and Natural resources explicit and a focus
-Values messaging aligned to all audiences and central to ED&T
TIP Planning Team
Alex Cooke
SVP, Consulting Mishka Parkins
Consultant
Jeff Marcell
Principal
…continue to advance the economic vitality of the City of
San Luis Obispo and develop strategies that strengthen
the City's economic development efforts while
integrating the principles of sustainability, diversity,
equity, and inclusion
PROJECT GOAL
Project Timelines
Next Steps
•Roundtables completed by March 3rd
•Community survey live from early March to the end of March
•Stakeholder outreach continues with 1:1 meetings and two
community forums (one in person and one virtual)
•Opportunity Workshop in April
•Draft Plan complete in early June
•Council Review in late July
10
Additional Information
•City Website:
–Search "Business/2023 EDSP update"or Scan
•Staff Contacts:
–Lee Johnson Ljohnson@slocity.org
–Molly Cano Mcano@slocity.org
11
Economic Development
Strategic Plan (EDSP) Update
March 2023