HomeMy WebLinkAbout10-16-2012 ac clark b2RECEIVE D
OCT 1 1201 2
mltdEITY CLER K"WI council memoRanb
10/11/1 2
TO :
City Counci l
FROM :
Katie Lichtig, City Manage r
VIA :
Michael Codron, Assistant City Manage r
BY :
Claire Clark, Economic Development Manage r
SUBJECT : Item B2 : Legislative Draft of Matrix and Executive Summar y
This memo responds to a request for a legislative draft of the matrix portion of the Economi c
Development Strategic Plan (EDSP).
A legislative draft of the matrix has been prepared by the consultant team along with a legislativ e
draft of the Executive Summary, Sections 1 and 2 of the EDSP .
You will find two new legislative drafts attached hereto . Each provides a record of the change s
made to these sections of the EDSP for ease of review and comparison between the first draft
and current version .
These documents are also available online :
http ://www . slocitv .org/economicdevelopment/strategicplan/plan .as p
Attachments :
1.Legislative Draft of Matri x
2.Legislative Draft of Executive Summary
AGENDA
CORRESPONDENC E
Date /C/Ed/Otem#E a -
File path : T :\Council\Council Memos\Council Memo - EDSP LegisDraft 10-2012
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City of San Luis Obisp o
Economic Development Strategic Pla n
Legislative Final Draft Strategic Pla n
October 8, 2012
EXECUTIVE SUMMAR Y
The Need for an Economic Development Strategic Pla n
San Luis Obispo is a one of a kind City . It is surrounded by natural beauty and outdoor recreatio n
opportunities, and enjoys a small-town atmosphere with the vibrancy of the university environment . Fo r
these reasons, San Luis Obispo is a desirable place to live . However, there are bathers to workforce-age d
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 Counci l
established a goal to focus more on economic development and head-of-household job creation . The
Economic Development Strategic Plan (Strategic Planor PltmEDSP)works towards that goal .
Local Economic Conditions and Key Finding s
The P1anEDSP formulation process focused on meaningful public engagement and comprehensive dat a
gathering and analysis. Due to extensive previous work, the Strategic PIanEDSP effort was able to build on a
strong foundation as well as draw on the knowledge and guidance of community members . The inpu t
received from the community and key insights gleaned from the data gathering and analysis led to a set o f
findings and recommended strategies that build on existing efforts and add new elements to the City's
Economic Development pregrammiegProaram .
Strategies and Implementatio n
The Strategk-PlanE.DSP focuses on creating a system that supports and sustains industries generating head-
of-household jobs . This P-lanplan provides a prioritized list of twenty twofour actions aimed at fostering th e
conditions, relationships, and resources that enable and encourage the private sector to create well paid ,
career-oriented jobs on a consistent basis . While the Srategie-PlanEDSP has a five-year implementatio n
period, the success or failure of this framework should not be measured by specific transactions or project s
but by aggregate results over time .
The economic development strategies are organized into the following four major categories that reflect th e
most significant local opportunities and challenges :
1.Break Down Barriers to Job Creatio n
2.Actively Support Knowledge & Innovatio n
3.Promote the SLO Life toEnhance Business Opportunities. Promote and Enhance the San Luis Obisp o
Ouality of Lif e
4.Build on Existing Efforts withand Strength.en Regional Partnership s
Implementation of the
-
- • - - •-
- • DSP will advance the economic vitality of th e
City and encourage job creation, with a concentrated focus on head-of-household jobs, support fo r
infrastructure development, public-private and public-public partnerships, and business retention an d
expansion .
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1 . INTRODUCTION &
SUMMAR Y
In early 2011, the City of San Luis Obispo initiated the Economic Development Strategic Plan (Strategic Plan
or PIanEDSP)project in response to City Council direction . The P1anEDSP is the first step in achieving th e
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 growt h
sectors, and expediting desired economic activity ."(TheEconomic Development Program Steerin g
Committee developeda se t
This Chapter introduces the purpose of criteria tealefinethe EDSP, defines a head-of-household job-in-Sa n
Luis Obispo .See Figure 1 .1. for the definition of head of household jobs .)
The, explains theprocess for developing the PIanEDSP,and providesan overview of the economic
development strategies are provided in thisChapter .. Chapter 2 provides a snapshot of local demographi c
and economic conditions, and Chapter 3 lays out the economic development strategy and metrics fo r
measuring achievements over the five-year life of the plan . The EDSP focuses on the above objectives an d
complies with the General Plan . The General Plan sets overall goals and policies related to growth an d
character of different areas of the City .
HEAD-OF-HOUSEHOLD JOB DEFINE D
The City 's Economic Development Steering Committee identified five factors that define a head-of-
household joh in_San Luis Obispo :
• Income bevel - the positio n's salary enables the employee to support dependents with some level o f
disposable income,
•Employer Sppnsored 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, an d
• Education Level and Technical Skill- the position rev ires acertain level of education orskill .
Figure 1 provides an illustration of head-of-household job characteristics . Based on the work of the Steerin g
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 lobs . The Self-Sufficiency Standard is a
performance measure that provides realistic and detailed data on what individuals need to he self-sufficient .
Information used to develo the standard comes from multi .le sources includin_ 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 annua l
income a head-of-householder needs to make ends meet . For the SLO-Paso Robles Metropolitan Statistica l
Area, the most recent self-sufficiency standard information was releasedin 2011,_
For the SLO-Paso Robles Metropolitan Statistical Area, the self-sufficiency standard income ranges fro m
$26,193 to $93,314 depending on the household size and age of the children . Table 1 presents som e
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 childre n
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under 18, the minimum income needed to purchase a home for two adults in this type of household woul d
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 progres s
toward creating jobs that help to sustain all types of families in the City of San Luis Obispo, which include s
peopleworking in entry-level and middle-skill positions . All of the attributes shown in Figure 1 are
characteristics of high quality jobs that offer opportunities for residents to live here and thrive . However,
because the income needed to support a household varies dramatically based on household attributes,a
range of $37,491 to $57,562 per adult is recommended to illustrate the minimum income level for a head-of-,
household job.
For tracking purposes, the standard for a head-of-household job in San Luis Obispo will include a minimu m
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 includin g
stability', education/ technical skill, career ladder opportunities, and employer-sponsored benefits .
THE PROCES S
In addition to extensive data collection and analysis, the development of the 1 ?laeEDSP employed a highl y
collaborative process among residents, business leaders, non-profits, other governmental agencies and Cit y
staff. One of the core components of this collaboration was the Steering Committee that include d
representatives from the Economic Vitality Corporation (EVC), Chamber of Commerce,Downtow n
Association,banking industry, Cal Poly, non-profits, and interested residents . The Steering Committe e
developed several foundation documents, provided input on the public engagement process, facilitate d
community workshops, and helped draft final strategies . The public engagement process and data collectio n
and analysis are summarized below (see Appendix A, Chapter 5 for more detailed information).
Public Engagement
Public engagement included extensive one-on-one interviews and four public workshops . Interviews wer e
conducted with over 30 community members, including representatives from the for-profit busines s
community, local non-profits, City Staffstaff,and elected officials . The interviews were comprised o f
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 Appendi x
A, Section 5 .3 ) 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 o f
interest groups . The workshops were well attended with approximately 40 participants at each session . Th e
public was made aware of the workshops through advertisements in the local newspaper, postings on th e
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 (se e
Appendix A, Section 5 .4 ). The Feurthfourth workshop is scheduled for was held on June 21, 2012, to gathe r
input on the Public Review Draft Strategic Plan .EDSP .
The public was also engaged inreviewof the Draft EDSP at public meetings held by the Plannin g
Commission and the City Council where the advisory body members and officials took input fro m
community members.
Background Research &Analysi s
The Consultant Team conducted a comprehensive review and analysis of relevant data, documents, an d
resources to ensure that the PlanEDSP contains sufficient factual data and is based on an understanding of
previous and ongoing economic development efforts . To this end, the PIanE.DSP builds on successful
accomplishments, particularly the 2010 EVC Clusters of Opportunity Economic Strategy for San Luis Obisp o
County (EVC Economic Strategy), which identifies five industry clusters in the region with the greates t
potential to drive local and regional economic prosperity based on recent job growth, export potential, an d
competitive advantages (see Appendix A, Section 1 .3, Page 76).
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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 .
THE PLAN FOR THE CITY'S ECONOMIC DEVELOPMEN T
PROGRAM INCLUDINGHEAD-OF-HOUSEHOLD JO B
CREATIO N
The PanEDSP culminates in a set of clear, measurable strategies primarily aimed at cupportingcon tinuin g
existing Economic Development programming while adding specific activities and work efforts to suppor t
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 & Innovatio n
3.Promote the DLO-Life to Enhance Business Opportunities Promote and Enhance the San Luis Obisp o
Quality of Life
4.Build on Existing Efforts withand Strengthen Regional Partnerships
As discussed above, economic development strategies were developed through archival review o f
applicable hest practices,extensive community engagement, case studies, and input from experts tha t
included City Staffstaff, a Steering Committee, and a team of consultants focused on the field of economi c
development .Key findings were identified for each topic area and were the foundationfor strategy-
development ., While there is a broad range of issues relative to economic development in San Luis Obispo ,
the PIanE.DSP focuses on addressing the highest priority issues with the most tangible, feasible solutions .
While not a wholesale adoption of the EVC Economic Strategy for the County, the City strategies suppor t
many of the same aims . The P1an=sEDSP's strategies are described in detail in Chapter 3, including a n
implementation matrix with timelines, responsible department, funding sources, and measurements fo r
success, as well as a sequential timeline of strategy implementation .
2 . LOCAL SNAPSHO T
SETTIN G
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 inspire s
devotion in residents . Set in the southern coastal foothills of the Santa Lucia range, it is surrounded by a n
extensive greenbelt of rolling hills, spec-chaparral, oak woodlands,wildlife,farms, and vineyards .
The City serves as the County seat, and although it is a small town, it is an important regional center fo r
commerce, education, government, tourism, and agriculture . The City has worked to maintain the vibranc y
and economic viability of the Downtown . It is a strong anchor for the community and a prime destinatio n
for visitors. Downtown is a critical piece of the quality of life experienced by San Luis Obispo residents (se e
Appendix A, Section 5 .3, Page 4544).
The City has many long-time businesses and institutions, including California Polytechnic State Universit y
(Cal Poly) and Cuesta Community College (Cuesta). Bounding the City at its northern edge, Cal Pol y
attracts a consistent influx of students and serves as an important source of employment, culture, an d
creativity . Demographic and economic factors highlight the central role that Cal Poly and Cuesta play in th e
local economy . A high proportion of young people, small household size, and high propensity to rent all
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reflect the large student population . The colleges sometimes pose a challenge, as student lifestyles ca n
conflict with community priorities and housing demand drives up housing costs, affecting affordability .
This rest of this Section Chapterprovides a snapshot of the local population, households, and jobs an d
income . More detailed information on market and labor force trends can be found in the Background Repor t
(see Appendix A, Chapter 3).
POPULATIO N
The City of San Luis Obispo has a population of approximately 45,000, approximately 16 percent of th e
County's total population . Over the last 20 yearn population in the City has grown by around 3,000, a n
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 th e
largest segment by far is age 20 to 24 (almost 30% of the City's population), reflecting the influence of th e
colleges . The City's retirement age population makes up 12 percent of the population, which is slightl y
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%) o f
the City's population over the age of 25 has at least a bachelor's degree, while one in five have a graduate o r
professional degree . Statewide, approximately 30 percent of the population has a bachelor's degree o r
higher .
HOUSEHOLD S
Table 24 summarizes household statistics for the City, and compares the City to the County and State . The
majority of houschold'shouseholds in the City are comprised of single individuals, and families with
children under 18 are the least represented .
JOBS AND INCOM E
Approximately 5057 percent of the City 's total population available labor force, ages 1(i...and over,is
employed . This accounts for over 50 percent of the entire population of the Cite,The majority of the City's
workforce is employed in one of four industr y
• Retail, Accommodation, and Food Services (two related sectors combined )
• Educational Service s
• Health Care and Social Assistanc e
• Professional, Scientific and Technical Services
The sectors employing the most people in the City do not necessarily correspond to those earning th e
highest wages . Retail, Accommodation, and Food Services is the largest industry group employer in the Cit y
and also represents the group with the lowest median annual earnings (approximately $10,000). The Utilitie s
industry sector, which has the highest median annual earnings, employs only two percent of the workforce .
Similarly, the TheInformation and Public Administration industry-sectors, those with the second and thir d
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 2.2 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 Backgroun d
Report (see Appendix A, Section 3 .2, Page 26).
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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 tha n
$10,000 a year (15%) and more than $100,000 per year (19%). The large percentage below $10,000 a year i s
likely due to the high number of students who work part-time . The greatest number of households is in th e
$50,000-to $74,999 income bracket (17%). Overall, about 56 percent of the households earn less than $50,00 0
per year (the median household income is $42,461).
As a leading indicator of en-economic transformation, per capita income serves as a good overall measure o f
wage growth in a region . The City's per capita income (about $25,000) is lower than the County and th e
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 ofthe 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 rat e
when compared to the region (See Appendix A, Section 3 .2, Page 19).
3 . ECONOMI C
DEVELOPMEN T
STRATEG Y
The Economic Development Strategy focusesbuilds on creating asystem thatsupports andsustain s
industries thatgenerate head ofhousehold jobs .the City's existing Economic Development Program,Thi s
Strategy provides a prioritized list of actions aimed at nurturing the conditions, relationships, and resource s
that enable and encourage the private sector to create well paid, career-oriented jobs on a consistent basis :
aggregate results over time . while continuing tos
prt the broader econom of,the City .
To create and implement thissystem, the Economic Development Strategic Plan these efforts, the EDS P
builds on the EVC Economic Strategy, which identified five industry clusters with the greatest potential t o
drive local and regional economic prosperity, and focuses on partnerships and collaborative strategies .
Howeevefln addition,City leaders understand that they must avoid overlooking emerging jobs that are no t
part of an identified "cluster "and remain sensitive to other emerging opportunities .Additionally ,
froemFrom a broader economic development perspective,it is important toinvest not onlvthe City shoul d
continue to provide economic development services that drive investment in induaies-withcapacity-to
generate thegreatest numberand expansion of our economy while emphasizing generation of head-of-
household jobs, butalso in and supporh_ng small businesses. As of 2009, approximately half50 percentof
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 proceduresprocess for permittin g
home occupations. The City's strategies should respond to the existing business landscape and strive t o
facilitate desired economic activity .
Based on opportunities and challenges identified through the background data analysis and the publi c
engagement process, the Plan EDSPprovides key findings and related--strategies for emitting head o f
household jobs . Assuch, the Plan to strengthen and build . on the City's Economic Development Program .
The EDSP does not directly address, provide detailed strategies onother important topics,_ such as housing;
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or retailbusinesses. workforce training, or energy conservation as explained below .
Theeconomic development strategiesare organized intofour major categories . Best practices and example s
1.Break Down Barriers to Job Creatio n
2.Actively Support Knowledge 3 Innovatio n
3T-Promote the SLO Life to Enhance Business Opportunitie s
4 . Buildon Existing Efforts with Regional Partner s
Housin_: The City has a wide ranee of housin_ but lacks a sufficient ranee of housin oriented toward s
entry-level through executive-level employees . A continuum of housing options is essential so tha t
employers desiring to establish a business in San Luis Obispo can adequately expect that employee housin g
options can be accommodated with wages .The Land Use and Circulation Element Update an d
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 Polv, Cuesta and the Adult School, many other local organization s
provide workforce trainingand assistance (See Organizations and Programs text box on the following page).
The City does not administer training programs hutstrongly supports them throughpartnerships detaile d
in the strategies herein.
Energy Conservation : Energy conservation is a priority for the City and ie_supported by community values,.
City efforts and opportunities for businesses and residents to conserve energy and resources are detailed i n
the Climate Action Plan (See City of San Luis Obispo Climate Action Plan text box on page 25).
The economic development strategies are organized into four major categories ;
• Break Down Barriers to lob Creation
_ActivesSupport Knowledge Ar Innovatio n
• Promote and Enhance the San Luis Obispo Quality of Lif e
• Build on Existing Efforts and Strengthen Regional Partnership s
ThisChapter cerneludes-w•ithi-a-also includes afive-year implementation matrix to guide the City an d
community partners in realizing the Plan'sEDSP's recommendations . The matrix includes individua l
strategies, timeframe for implementation, lead City department(s), potential funding resources, an d
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 City'sEconomi c
Development Strategic Plan .EDSP .Metrics will also enable the City to refine and adapt its efforts as th e
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 Economi c Development StrategicPlanEDSP will advance the economic vitality of th e
City and encourage job creation, with a concentrated focus on head-of-household jobs, support fo r
infrastructure development, public-private and public-public partnerships, and business retention an d
expansion.
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City of San Luis Obisp o
Economic Development Strategic Plan
Final Legislative Draft Economic Development Strategy Summary Matrix
October 9, 201 2
The following matrix provides the economic development strategies previously discussed in addition to
timeframes to complete, lead department(s) at the City, hew-City resources and funds thatwill be applied t o
the strategy,and measurements for success for each strategy .lnplrnkent,itionof most of thestrategies wil l
in iude ident ;hcannon of data source, and establisher ; baselines . imolemen Canon of strafe"IeS dnrin== futur e
be cteveles willincludeevaluationan,v rogranlmin of theimplementation work dolingthe budgetin g
process with the OM CouncilIn 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 individua l
strategies measured against their targets .Based on whether strategies are meeting,not meeting, o r
exceeding their associated targets, the City can adjust its economic development efforts to best meet it s
established goals .For strategies not meeting their metric goals, the City may consider reprioritizing thos e
strategies in favor of more successful efforts or making changes to underperforming strategies to fine-tune
them for success .
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Strategy 7 -imeframe Lead Resources
to Dept.
Complete
Measurements for Succes s
Metrics Outcome s
1 . BREAK DOWN BARRIERS TO JOB CREATIO N
Processing
Short CDD Reprioritize Track changes in Improve genera l
1 .1 Identify Qpportnnauesfor .existing work permit processing business climate an d
•cs -ennci c°.Cwnmmrity efforts (Current times attitude towar d
• •_Financial plan)Dove epment, Publtc 1~'r k;,_l .hlities,;. and Admini_drationl industry consistent with
to review permit streamlining processing with the goal of 'Crack the numb er of city goals.
reducing times, seeking opportunities t opermit processing applcations approve d
at the administrative Establish ne w
increaseing internal coordination, and improving cross level,procedures or revis e
department focus on development review . Incorporate current procedures a s
consideration of :Seek City Council appropriate throug h
approval for policy implementation of thi s
•Improving communication with applicants, including changes identified by strategy.
requirements for complete applications .the streamlining effor t
•stat4ishing-Evaluating projects at the administrativ eEF
in FY 2013-14 .Minimize incomplet e
applications and avoid
level review-when applications meet City policies and Establish new unnecessary delays .
design guidelines,or reviseprocedures;Increase public
Creating standard conditions of approval and current procedures as awareness of plannin g
preliminary environmental review documents to appropriate thronoh and environmenta l
facilitate development of key sites .issues.
•Evaluatincapacity and potential effectiveness of a
Mir -.trategy:Soheit
_• ••..increase productivit y
proposed mi am to create and update a uortfolio of seek Cityi-400tmed through new system s
rva_labfedsroperttes re dy_for develo mentt as an a}:and applications.ape x
a ancerl~sl train&toolfonfr2p.rty owners, dev_elopetrs ,dv
and ara i e .,ATte,and -goa &to e
•E
v
aluating efficiency of existing efforts to provide site permit processing ,
selection assistance, business liaison services, pre-inelod.itsig current
application meetings, quick response team meetings and titres .processin g
fast-track permitting and review .•-•'
•f vale atin effectiveness of renortin i relationships, staff
annually against
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Strategy Timeframe
toComplete
Lea d
Dept .
Resources Measurements for Success
Metrics outcomes
authority_, and staffing levels .
•onsidering project m anagement training for lead stif fC
baucline.
FstaN i ttaselines
and set goats fo r
reducing the numbe r....,
requit ing a permi t .
Measure performanc e
asperiodically,
on development ap cations .
•Allowing more nonresidential uses by right in busines s
parks .
es-Crcatini standard cendUnta of x ;rocal for ce sites .
•Evaluating the Citv's environmental review process for apprepriote .
opportunities to make the process more transparent an d
predictable for applicants .
•Developing a master conditional useprogram fo r
shopping complexes to expedite the natural turnover i n
retail and office buildings .
REVISED
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 an d
review .
UNCHANGED
'O Admin,
CDD
Reprioritize
existing work
efforts (Curren t
Financial plan)
Track efforts of staff to Overall improvemen t
omg City permitting process .provide site selection ,
business liaison Documentation i nservices, pre-Financial Plan updates .n1ication meetin~t
quick response tea m
meetings and fast -
track permitting to
provide data upo n
which to assess
performance
improvements.
-roxide
Financial Pla n
upetatess.
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Strategy
Timefra me
Lead
Resource s
to
Dept .
Complete
Measurements for Success
Metrics
Outcome s
Key Sites, Infrastructure & Fee s
1 .3 Prepare
of 'availabl eand update Duarte=kta portfolio
properties '
Medium
to
prepare
Admin,
CDD
2013-2015
Financial Plan
Create Produce au Improve access t o
information tha t
facilitates commercial
development.
initial portfolio of at
least 10 commercia l
properties ...the en d
of 2073 and distribut e
ready for development in accordance with the findings of th e
streamlin n 6utcomes enumerated in Stputegy :LL This
advanced planning tool would include information fo r
commercial brokers, businesses, and developers that includes
the
a and scope of development suitable for the site(s),type
zoning, available infrastructure, and (in some cases) entitlement s
in place. Where possible, use the portfolios to develop standar d
conditions of approval and design guidelines for key sites to
streamline development when proposed .
REVISED
portfolio
at the vublic counte rLong
Ongoing
and through various
websi to portals .
(portfolio
Provide access to the
portfolio on the
City/5LO Open Ffo r
updates).
Business website by
end of 2013s.
prnduw semi-annua l
ulipdatesd of th e
portfolio as evidence d
in program updates t o
Council with the
budget .sem i
annually .
Increase the portfolio
size and scope ove r
time by at least on e
Rrgperty
F.L.Year .
9S3 Osos Sliest,Son Lois Obispo, CA 9340 1.1)-1-W)4
i
lisa wise consulting, inc .
tranning economics nulural resource s
Strategy Timeframe
Lead
to
Dept .
Complete ..
Resources Measurements for Success
Metrics
Develop an RFP and
hire consultant to
complete the
infrastructure
assessment withi n
fiscalyear2012-13.
Report to City Counci l
therecommendation s
madeinthe
infrastructur e
financinganalysisi nfl'2013 .20.14,,
Sneeess-Of
bemeasured-by
investment i n
Vogue
infrastructure such-a s
interchange
lanes, or other
adwa y
improvements, in the
threespecificplan
Area SpecificPlan).
annually.
Outcomes
create had o f
householdjobs .
Enhance awareness an d
understanding o f
existing infrastructure
financing tools t o
mitigate the costs of
infrastructure
improvements .
Produce bette r
community-wid e
understandingabou t
infrastructureneeds ,
and allocation of,cost s
toproduce solutions t o
the impactso f
infrastructurecosts on
job creators.
Short Admin ,
PW,
F/ IT,
CDD
Resources
programmed in
current 2011-1 3
Financial Plan
1 .4 Complete an infrastructure fin gancin assessment to establis h
priorities for City investment in infrastructure expansion . Th e
thatincludesthefollowing :,
a .thcsupplrof land sne
...-rener,l type, square footage aeies ;-.e
arta44
constraints,etcJia-b -ce,proion ar asoftheCity an d
prierit+ai -ac_osw._Nr-the_greete_t potential foe-near
tei+xrtlevehippin x thaI smpeeES-ne hea#-of-#iusehald
L-inf(a pife-tiei?tv+-are-tig er are "right ei tk e
eomrrutnitr endtell cinfit ofthese-.f e-dities,-wher e
possible . 1ft ~urt~iivr~skfx
engineerin g
timing,-enelet{x eo4-eirNers to identifyunionist
to reduce-tilse-barstiettistes:_
ve!y 3*
the City could.ingest in to benefit a widevarietyofof
residents, businesses, employees and property owners
by providingasignificant return oninvestmentto the
City in the forms"increasedeconomic activity,business
retentionandexpansion, and headofhouseholdjo b
creation .
Evaluateexistinginfrastructureimpact feesappliedi n
the City and determineif Citypolicy supports increase d
cost sharing for ro'ects that rovide City-wide benefits .
Ensure that the fair-share structure includes appropriat e
percentages for each partyhearing aportionof the
983 Oros Street Sall !.ris Om spo, CA 934011 805,5830345 i i_ssil r i n .inn s
includereview-h.
5
lisa wise consulting, inc .
planning economics naiutal resource s
Strategy Ti metram e
t o
Complete
Lea d
Dept .
Resources Measunan
Metric s
infrastructure costs,
the consultant to lead a_Utilize E bblish baseline;
and set goals for
additional metrics ;
series of study sessions with the City Council on the
City's impact fee structure R,uided_ by existingpolicies
and options for the CitF to consider }'el-aced to_ho wan fee t
impact fees are determined, calculated, and applied,
net now square
o f
e-Explor
strategies for infrastructure tha t•financing the amount of p "';"e
address timing and/or the cost burden of infrastructure,
including development agreements, reimbursemen t
agreements, infrastructure financing districts, busines s
sailer
,belie sub
ermitr
•
..
firom public fundin g
and/or grants (for
S l o fexample, each
publi c/ gra^t{v 4e g
helped leverage $ 46-44
improvement districts,
tax -
for
censtn -= -
,
financing_property-based
mechanisms identified in the City's specific plans, an d
the City's existing P4+0*program for financing fees .
EDREVI
•nts for Succes s
outcome s
983 Uses Street, Szn i .Ms Ol spo,CA 13401 . 8055951 45 1 Via 6
Measure increase d
investment i n
backbon e
infrastructure, such as
roadwa y
improvements, in th e
expansion areas-3
Measure increase in
net new square feet o f
commercial space
the expansion areas .
infrastructure
ai 3eSa Meilt .
infra= trocture stick as
interchange
improvements, bik e
three specific pla n
areas (' Table o f
the Airport Arc o
Plan, Table 1 0
eE-thes-Margarita Are a
Epcvific Pk'n,ant
Provide clear prioritie s
for infrastructur e
expansion that help t o
create head-of-
household jobs.
nralerestaraling-o f
e eiclinginfnaslrttetarre
final clog tools to
.,fra ,-mare
improvements .
1 .5 1 .1 .a Evaluating the supply of land and space for residentia l
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 prioritizeian areas with the greatest potential for nea r
term development that supports new head-of-household jobs .
Strategy Time(' tame Lead Resource
to Dept .
Complete
ThertMed Admin,Resources
iunr PW,programmed-in
F/IT,em'rent 20134-
CDD 20153 Financial
Plan
Metric s
Meas'romans for Succes s
Outcomes
REVISED
lira wise consulting, inc .
planning ecor.om!cs transits :t
983 Oros Street :San I Obispo, CA 93401 7
Lisa wise consulting,inc .
planning economics natural resource s
Strategy Timefram e
t o
Complete
Lea d
. Dept .
Resources Measurralwids for Succes s
Metrics Outcmnes
Table 8 .2 in the Orcfit t
Area Specific Plan).
Meast+re-perf ormanee
animatfits
Establish baseline :*
Let forandgoals
additim at n citric,
stwh-as-irib-growth
fee tnet new square uf
andcornmercisl span s
..,
investment leverage d
from public fundin g
and/er grants (fo r
example,fiaclra-cil
i<Ape d
rivate mveatmimt).
NI L 'l The expansion areas include ffie .1siranarita Area Specific Ptah (Nil ASpi . Oren ft Area Specific 'Plm (OA 5I1 and Airhod Area aerafiii .tlm i Akilh
983 Ostia Street, San this Obispo, CA 93401.S0 .503 .1.345 8
Lisa wise consulting, inc .
planning economics natural resources
Timeframe Lead Resource s
to Dept.
cmnplel e
ShertMed Admin,2013-201.5
iunr PW,Financial plan
F/IT,
CDD Resource s
prograrrvned i n
current 201 1
2015 Financia l
pt ..,
Measurements for Succes sStrategy
1 .6 1 .1 b .Analyzeing infrastructure plans to ensure they are "right -
sized" for the community and reduce the cost of these facilities ,
where possible, consistent with General Plan Land Use Elemen t
Policy 1 .13 . The analysis should include reviewing Cit y
engineering standards, transportation plans, installation timing ,
and other cost drivers to identify opportunities to reduce th e
barriers to new development while not negatively impactin g
safety, access, or long-term City maintenance costs . Thi s
evaluation should include implementation of low impac t
development (11D1 standards, which could lower constructio n
and maintenance costs .
lanes, e-ot'e -
roadway
three specific pla n
areas (Sec Table 8.6el
the Airport Are a
Specific Plan, Table 10
o€the#}art arita-Are a
983 C-os Snort. San his Obispo, CA 93401 1805 .595S 3i-t5 I syn .
9
Metrics Outcomes
Measure increase d
investment i n
backbone
infrastructure, such a s
roadway
improvements, in th e
expansion areas.
Measure increase i n
net new square feet o f
commercial space i n
the expansion areas .
Infrastructur e
reginrements that ar e
right-sized and produc e
high qualit y
infrastructure facilitie s
in the City .
Prn. tdc dear prioritie s
ter-infmsteuehure
create hied of
heesc'aaelci-jobs -
REVISED
Dcvelop an RFPand
hiteesnsultant-t e
eemspleteth e
infrastructur e
aseminent .
Success of
implementation-wil l
bemeasured b y
investment in
tinhai ce aware min and
txrdet-.tandin = of
e ..isting infrastructure
financing toots t o
Mitigate the costs o f
infrastructure
iniprevemeats:
lisa wise consulting, inc .
paining econom natural resource s
.
Strategy Timef cam e
to
Complete
Lea d
Dept,
Resources .Measurements f or Success "
.Nietri es Outcome s
Meiierrfe-perrufmane e
arm al b
o .I . to r
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re feet 4.1+er
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imsestmenk hweraged
)-Nb-14rt funding -
and-/-or-geauts -(flerr
mpliseatths$11-ok
iie4~E?fl~cr.'-f
Lo ng Addn,2015 17 Seek City Counci l Connect jub growt h
-.4cilillyokaesildating COD,Financial Plaa approval al-au 4dr-Fesairry-teo
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lisa wise consulting, inc .
{tanning economics naluiol resource s
983 Oros Strove San Luis Obispo, CA 93401 805595.1 31 8 l Ai .tt isutitt_com
11
Timeframe Lea d
to Dept.
Complete
remelts for Succes s
Outcome s
gYStrat Me aResources
Metric s
heollectine i m
and or truct_r ,t vavu4erR ea(.ta-.-f*tes
dcvelement .ecice ;toiaentifv el
of a t .raictit :4~mec,t t.ar1Se4
d.Fee ri b
e.City o-cendaat ens netanie1iiae_reC
9terte-cers4o-beime tie iciest:
created, mat e
hourly wage of job s
created, and coet-
henctit
Provide au annua l
ar .Ri toi l an t,tA 1
to City Council o n
changes in State law
and new financing
opportunities for th e
City .
Enhance awareness and
understanding of ne w
infrastructure financin g
tools appropriate for th e
City and/or specifi c
projects .
Target opportunitie s
that can stimulate head-
of-household jo b
growth and/or save th e
City money through
more favorable terms .
1 .7 435-Monitor changes in State infrastructure finance law tha t
increase financing options as a way to fund new investments i n
infrastructure (new bills are being introduced in response to th e
elimination of redevelopment agencies).
Ongoing Admin,
F/IT
Resource s
programmed in
current 2011-1 3
Financial Plan
UNCHANGED
lisa wise consulting, inc .
planning economics natural resource s
983 Osos street . San Luis l ispo, CA 9340 I 805 .595 .I34 :5 ~-Lsi c_Irvg,ve
1 2
Strategy Trmefram e
t o
Complete
Lea d
Dept .
Resources Measurements for Succes s
Metrics Outcomes
1 .8 b F he
r n ivclvSseek grant funding for res 4e+Tal-transportation
Ongoing PW Resources
programmed i n
current 2011-1 3
Financial Plan
Leverage grant fundin g
to encourage privat e
investment .
Target opportunities
that can stimulate head .
of-household job
growth .
Increase coor dination
facilities that position areas for development and have th e
potential to reduce development impact fees .
REVISED
with regional
trang5pgLilion agencie s
on submittal of g ran t
.Rk,itigus cgfunc{ink
requests.
LEGEN D
Timeframes. Shod: Plan adoption through June 2013 : Medium : July 2013 through June 2015 Long : July 2015 through June 201 7
City Department Acronyms . OD : Community Development . Admin : Administration, PW : Puo c Works . F/IT . Finance and Information Technology . UTIL Utilities . FIRE : Fir e
i lisa wise consulting, inc .
planning economics noturol resources
Strategy
T'irnefranme
Lead
Resource s
to
Dept .
Complete
Measurements for Succes s
Al ernes Outcome s
2 . ACTIVELY SUPPORT KNOWLEDGE & INNOVATIO N
Entrepreneurship
Ongoing-Admin Resources Track and report on A more robust vertica l
2.1 Continue to work with Cal Poly, Cuesta, the Chamber of Short programmed in efforts to support value chain that
Commerce, the business community, and the EVC to define,current 2011-13 entrepreneurship .supports start-ups ,
Financial Plan entrepreneurs, anddevelop,
• -
'and promote an
.
c'ea r stem to support Show increased technology-relate denvinin
mit upportive of entrepreneurs and start-uip entrepreneurs saPportyca r over firms.businesses . This may include facilitating the creation of :dal co. systc m
and start-ups,year .
•
A business incubator (office, light manufacturing, ag tech,Establish sv;tear:,,
laboratory, storage & warehouse) to assist start-ups and/or Additional -
spin-offs from Cal Poly . Consider business license tax resources-er+t+ticsandJ-er-tools
that foster and
exemptions for businesses located in incubator spaces .
2013-1 5
Financial Plan seeppork-business
•
An innovation marketplace that serves as a forum for rtirt up,: and ether
showcasing innovation and local companies and as a place fob cr,ator .
for idea exchange for local industries in conjunction with Identity—data sources,
existing efforts such as Central Coast Software & Technology testablish
asclines,
Association (SOFTEC) and Cal Poly Center for Innovation tha tand net gnats
and Entrepreneurship (CIE).--
- -
"
•
A co-location workspace to foster idea exchange and support
success of a n
entrepreneuria l
the growth of innovative businesses .asece:y~stem, suc h
Support for hetne-ba ,edsmall business owners seeking to
statisti cs on produc t
;is m.
grow their businesses .business licenses, and
REVISED
local location after
graduation .
Access to Broadband
Medium Admin An internal Track permit Expansion o f
2.2 Convene a cross-department team at the City, with input from Sheen i _
`team has been processin_ times for broadband
Meidvm-n formed based broadband infrastructure .
local industry experts, to facilitate expansion of broadband on previous infrastructure
98 ; Osos Siree Santans Obispo,CA 9d E I503395l 1 ti.w),g_li s)isecon 1 3
lisa wise consulting, inc .
planning economics natural resources
Timefranre
Lead
Resource s
to
Dept .
Complete
Measurements for Succes s
Metrics
Outcome s
installations and show City Council adoptio n
Strategy
infrastructure, including :
_A system for public-private partnerships .
Exploration of opportunities with CENIC, the County ,
and Cal Poly .
•Adoption of a policy that requires installation of vacan t
conduit when trenching occurs in the public right-of-
wav for unrelated work .
•Expedited permitting of new installations .
Adoption of a policy that guides City decision s
regarding use of existing fiber optic infrastructure ,
including vacant conduit .
REVISED
2.3 In partnership with Countywide economic development
Long
organizations, explore the concept of a regional technolog y
master plan to link the cross-Pacific landing sites and loca l
jurisdictions . This will include researching potential busines s
opportunities derived from the cable landings that connect the
Central Coast with Asia, Central America, South America, an d
New Zealand . If deemed valuable, support pursuit of method s
to capitalize on the cable connections .
UNCHANGED
LEGEN D
Timetromes -Shod :Plan adoption through June 20`3 :Medium :July 2013 through June 2015 :Long : July 2015 through June 201 7
CityDeportment Acronym - CDD_ Community Development, Admin : Administration .PW :Pubic Works, F/IT : Finance and Information Technology,UTIL:Utilities. FIRE: Fire
9S3 Osos Street, San Luis Obispo, CA 9331 0 1 805 .595 .1315 l .yti<_14
work .
Additiona l
resources wil l
be requested, if
needed .
in roveement in
of clear and reasonabl e
processmgtimelines .
processes for public-
private partnership s
facilitating expansion o f
broadban d
related to broadband
erepapsierm
for ooi
infrastructur e
Admin 2015-201 7
Financial Plan
Propose artnership s
with . economi c
developmen t
organizationsfo r
r tonal broadban d
planning and researc h
in FY 201516 .
Report to Coo nilo n
progress of the
Countywide effort .
Raise awareness and ge t
Countywide
participation in effort s
to understand and
promote the value o f
pacific cable landings i n
SLO County .
Increase the profile o f
the City of San Lui s
Obispo businesses b y
promoting broadband
in the region .
i llsa . wise cons llting,inc .
planning economics natural resource s
9S3 Osos Street,San Luis Obispo, CA 9340I 805 .595 .1345 r g _1 5
3IPROMOTE AND ENHANCE THE SAN LUIS OBISPO QUALITY OF LIFE -0 0 0 ,
Timef came Lea d
to Dept .
Complete
Measurements for Succes sStrategyResources
Metrics Outcome s
Accomplish change s
in staffingthat
increasesupportof
theTourism Busines s
Improvement Distric t
and thePromotiona l
Coordinating
Committeean d
increase communit y
access toand
-w
know ledge of tourism
Identifydata sources ,
and sot goals tha t
success ofan o f
integration o f
tourism/communit y
peotnafieu-and
economic
development,sucha s
grairth-itrthe-touris m
sector,increased
eotlat et'ion between
ethersectors,and
inert aced economic
activity forsectors
b tnetiting-4rer u
cultivationofth e
-==SLA-l=ice:,,
brand/senseofplace .
Establish economi c
development as a goal
of the community
promotions program .
Leverage San Luis
Obispo's "sense o f
place"as a commodity
that adds value to loca l
goods and services .
L .i _ability to
reinforce the sense of
place and cultura l
brand of San Lui s
Obispo .
Increase communit y
awareness about the
value of the 1 -.'^-Li.`-"
"Uniquely SLO "
industry cluster to the
City's economic vitality
and quality of life.
0.1 Integrate administration of the City's tourism/communit y
promotion efforts into the City's Economic Development
Program to t—tee-further capitalizeonthe role that cultural
industries c-astplay in economic development hy-cnga inkthe
ser-ter as iCiMeta!o bold,eti_inthee onion,doceloponen f
pjoeyei,
REVISED
Existing 20124 3
budget
supplement
reques t
Admi nShort
Lisa wise consulting,inc .
punning economics nolural resource s
Strategy Timefram e
to
Complete
Lea d
Dept .
Resources Mcasu renieats for Succes s
Metrics Outcome s
a tc ui4sm-m manor to.ta~ehlate tmg~c
mat-tke Ongoing
~nd
Council
Him dedicated
tourism
t#ien t moms ^,.
tourism and community
tocentribute
economi c
23,iiir<
n mat t
mission of the Touat mTiw+,,es-{ira{3resve+ ent-Pict
'f-t manager .budget
"`~""""the Promotional Coo dinating Curnmittc
'GC1,and City
and enable inept':..
..
;..
f . _
_prosperity an d
increase s
rcqucet
employment.
0.2
Ivmmlate e
r
ram to encourage businesses ter g ptement Long Admin,20 .15-2017 Track participation by Increase efforts by the
business to contribut ebusinesses i nFinancial PlanCUDvoluntary actions to enhance, preserve, and improve the to a healthyvoluntary greenenvironment beyond what cu rrent laws require with the help of environment in thebusiness practice s
representatives from the business and environmental City .efforts .
communities .
NE W
0 .3
Prepare a City of San Luis Obispo "viewbook"to make available Medium Admin 21713-15 Trac6 4i
s.it on
viewbook wehpagc
Increases in busines s
appreciation of the loca lFinancial Plantpinsinesses potentially interested in locatmgin the City . The quality of life as a
finished product would be available on-line and would reason for locating i n
i 2hli 2 how the San Luis Obis
aality of life can contributeh
ht San 1 u s Obi po .
to opportunities and benefits for business owners and
employees in terms of the local business environment, lifestyl e
and recruitment .
NEW
983 Osos Street San Lois Olnspn . CA 93401 !s0i
16
lira wise consulting, inc .
planning economics natural resource s
Strategy Timeframe
Lea d
to
Dept.
Complete
Resources
Metric s
Measu meats for Succes s
Outcome s
Ongoing Admin Resources
programmed i n
2011-1 3
Financial Plan
0.4 34-Continue and increase programs that add diversity, attrac t
different interests,capitalize on outdoor sportjngevents and
localrecreationalopportgnjtiesL and highlight uniquely SL O
characteristics, such as the marathon, Savor the Central Coast ,
bike events, family-friendly activities, activities for youn g
professionals, and ethnic group-related activities to hel p
promote San Luis Obispo's healthy, active lifestyle.
REVISED
Track and repor t
economi c
performance of City -
funded events ,
including return on
investment.
Work with regional
par-tner-ergaaifahens
type of event/activity
to ar5titli;the eucec.c
ofevent_ and thei r
benefits to the local
Expand cultural and
recreational activitie s
that contribute to th e
quality of life and serv e
as a foundation fo r
economic development .
Determine the type o f
events that provid e
greater benefit to the
local economy .
activitic
Countyare more
successful . 1 r i
ht
event s occurring in
the City-ef SL0*,4thin
the region .
Deliver annua l
report to Cit y
outcomes of thi s
strategy_
983 Oros Street San Luis Ohispo,C493401 i '305395I34 %
4
17
hsa wise consulting, inc .
planning economics natural resource s
983 O,os Street, San 1 uis Obispo, CA 93401 1805 .59513b I meet 1 8
Timeframe
Lead
Resource s
to
Dept.
Complet e
Strategy Mensureme*te for Succes s
Metrics Outcomes
3e='—Further capitalizeon a variety c
Athlcais, to Solo promote tau Luis Ohi ::po's healthy
ml
loca
outcomes of thia
strategy .
540.5 Work with the-Countywide arts organizations to identify Lon g
existing arts programs that result in the greatest job an d
economic development benefits and develop a strategy for Cit y
support of such programs.
UNCHANGED
sc.
Admin 2015-2017
Financial Plan
Raise awareness of th e
value of arts to job
creation and economi c
development .
Increased marketing
of the City's Economi c
Developmen t
Program in ke y
locations .
hsrease awareness o f
the resources available
to businesses b y
tourists, residents and ,
business travelers .
Medium Admin 20:13-1 5
Financial Plan
LEGEN D
Timeframe-Shod :Plan adoption through June 2013:Medium : July 2013 through June 2015 :Long :Jolt/ 2015 through June 201 7
CifyDepartment Acronyms- CDD : Community Development, Admtn : Administration,PW : Public `Necks,F/IT : Finance and Information Technology . UTIL U Pities . FIRE : F :re
programmed in or-gaittitatietx.
St
201133
inv olved with-outdoor li
Litandal Pan
c oetc and recroatie.
Development ofa
strategy in FY 2016-17 .
S .r .icil ::upper t
changes in support o f
thearts :
0 .6 Explore opportunities for marketing the City as a place to do ,
business via the airport and train depots .
NEW
llsa wise consulting, inc .
plonniny economics natural resource s
Strategy
Timeframe
Lead
Resour ce s
to .
Dept.
Complete
Measurements for Succes s
Metrics
Outcome s
4 .I BUILD ON EXISTING EFFORTS WITH AND STRENGTHEN REGIONAL PARTNERSHIP S
Business Retentio n
4 .1
Pursue collaborative Continua to and increase ;u,fc+F Short !Munn Resources Track the number of New opportunities an d
Count
_•fforts with regional
a MedjtumL Lregeamnaed-in businessi, rt PJc icing partnerships to achiev e
partnerships tthat i xcilitate ache v ement et euntnh*t± ie ;t
to oing =1dmin 201'1 1.3 and expaud,ing within strategies in thi s
grow and retain public and private sector employees in the Ci f ,rr,a,eia-hP,~:n;.City limits .document .
includij
•
Partnershis for business retention activities .Track changes i n
websito visits o n
•
Welcoming businesses to the area .20153-20175 www .openfor
•
Building on the "SLO Open for Business" tvehste Financial Plan businessinslo .com .
jwww .openforbusinesinsslo .com) to provide a welcom e
mat, business statistics and data .
•
Developing an ongoing outreach strategy tha t
proactively seeks information on how the City can hel p
businesses stay, thrive and expand in the ON ,
NE W
4.2 Work with re Tonal partners such as the Chamberof Commerce Ongoing Mann,2013-2015 Track participation New opportunities M
and EVC to bring attention to existing businesses.Medium f=FF Financial Plan with regional partners collaborate wit h
REVISED in efforts to promote re g ional ~rat ;hiers .
Resource_existing businesses .
,n i ,n'..e awareness b yr
2011 13 Continue to oca3 ectmomic:sponsor.
€inaneial-P-4mt the County-Atm .rnt
Economic Forecast
developmen t
r,_ofessionals o f
ongoing business needs .preiec -
`--'•
- - •Lane identification o f
data need,:.workforce needs an d
businesses at risk o f
.,no i iiout of the area
9S3 Osos Street San Luis Obispo, CA 9:
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4 .3_ Continue to look for opoortuni ties to enhance data collection Ongoing Admin,
F&IT
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9 drain
Resources
programmed in
2011-1 3
Financial Plan
Enhance awareness and
understanding o f
regional economi c
trends .
Geutiane-s~:cvn ^-~:
that is useful for assessing business growth including :Ongoin g
a_4-2-Continued support for to-•relsL on-the Annual Economi c
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data
-
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2013+-2013 7
Financial Plan
Seek City Council Better data about loca l
b .
.4-Through policy changes, enhance data collection usin gb
the business licensing program (HdL) in order to facilitat e
collection of employment and other data about loca l
companies.
Medium
co
i e s leadin ; topan
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or e
ore successfu l
.pmi oc ,i for polic y
change necessary to
implenx rat d in o f
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altar. exp traded .dat a
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Better bud ns a
Seek-Ede Councilrt4d txlr:tn .sen
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983 Osos Street San Luis Obispo, CA 93401 805595 134
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Conducta survey ofthesebusiness owners includin g
haingoccupations)to determinewhatsmall businesse s
peel to grows
Devdopanaction plan that helps businesses of this siz e
nv .REVISED
Completeassessment
ofsmallbusinesses i n
FY 2013and use
information to
develop strategies t o
help smallbusinesses
in FT 2014-5 .Fkre
survey .
Create action plan to
concerns and
capitalizeen
opportunities .
2013-201 5
Financial Pla n
201-5-2al 7
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Better understanding of
the local, small busines s
needs.
An action planto
address smallbusiness
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onopportunities,
4 .4 ippoltunitiesto build onpighierships tofacilitatedata,
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and analysis ,
Bette r
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Business Attractio n
4 .5 Develop a plan for business attraction that builds on our local Long Admin 2015-2017 Seek City Council Increase awareness b y
economic assets, including :Mttdiam-ivdsina Financial Plan funding and approval employers who create
a .Broadband, both the transpacific lines and access within 201-5-2017 of tipmarketi,an beasLoThopsehold jails
983 Osos Street,San Luis Obispo, CA 93401 1 805595 131 i limin-Matootseconsutijapsora 21
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d . Improve opportunities for real estate brokers, busines s
owners and startups to obtain information more quickl y
about the suitability of existing sites or futur e
development sites .
e . Take every opportunity to support enhanced air and rai l
service.
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Dept .
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nancdal Plan
Measureme r
Metrics
for business attraction .
14re s orss ,ll xn
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for Succes s
Outcome s
BusinessSupport
4.6
Continue to provide support for businesses requiring assistance Onfoin Admin 201 1 through -
with City processes, information and/or guidance . including 2017 Financia l
neighborhood serving and regional retail .NEW Plans,
201.5 204 7
F+naracial Plan
'Track chanoes i n
vacant conunercia l
spat
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ieuce o f
applicants whe n
processing_ an
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requesting informatio n
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destination and resource for residents and visitors . work with F nu dai Plan number of resident-thriv~in' downtown an d
local loaner,to-;rte Atfmha,-servin businesses in culture as the economic
Medina..PIAS-204 3 2015 hu band cultural critica l--Support tie downtown aria f-;Na+-tc-04-Rlar ;Downtown .
r sidents and .nisi tors:6~3F)to aura tr ap d
retaining talent . This
•Research ways to encourage resident-serving businesses includes working
without limiting the ability of building owners to choose closely with th e
tenants .Downtown associatio n
•£+~;-panel-Continue to help facilitate retail and office and others with
interests in Downtown .
opportunities that further define San Luis Obispo as th e
hub of the County for retail, jobs, and social activities,tswreased ewareness-ok
'Reestablish a Shop p Local effort building on the lessons do-geir"{roc s
needs
seared i3in alit Sht>p l ..ocgicam aigns .
'Continue to provide support for key Downtown development .
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Timetromet-Short: Don adoption through June 2013 : Medium : July 2013 through June 2015 : Long : July 2015 through June 20 1
CityDepartment Acronyms - CDD : Community Development . Admin : Administration, PW : Pun-c Works .F/IT : Finance and Information Technology . UTIL : Utilities . FIRE: Fire
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