ESCONDIDO COMPREHENSIVE ECONOMIC ... - City of Escondido

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Goal Create jobs / expand tax base Strategy: Opportunity or Challenge to be Addressed 3. Continue efforts to develop reclaimed water for agriculture. This strategy has the potential to significantly reduce mandated wastewater treatment costs, while simultaneously preserving and expanding agricultural jobs, within an already established Escondido cluster and one which is closely tied to the City's image and basic amenities. Support development of the wine and craft beer industries in the Escondido area. This strategy has potential connections to three of the target industry clusters: • Culture, Entertainment & Tourism • Specialty Foods and Beverages • Agribusiness and Ag-Tech The intent of the indicated Action Items is for the City to serve in a facilitation role rather than a direct financial investment role. The City can support this industry with land use policies that reduce barriers to and CEDS Implementation Plan Action Item 3a. Establish public/private Task Force to serve as an advocacy/advisory group, a clearinghouse for information related to this issue 3b. Facilitate the investigation of the feasibility of developing an Alternating Proprietorship (AP) Facility, to support wine production in San Diego County 3c. Continue efforts to attract private investors to investigate the feasibility of and develop a multi-room wine tasting facility (in Downtown Escondido). This facility could include a crush pad for winemaking as an ancillary (and non-essential, at this location) use. 3d. Pursue efforts to attract private investors to investigate the feasibility of and develop a multi-room craft beer tasting facility (in Downtown Escondido) Cost Implication ESCONDIDO COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY (CEDS) | The Natelson Dale Group, Inc Cross Reference to Other City Documents N/A GP-Economic Prosperity GP-Economic Prosperity N/A N/A N/A Documentation for this concept is in the report, AP Wine Production Facility, Escondido California, by John Barlow (2010). 38
Goal Create jobs / expand tax base Strategy: Opportunity or Challenge to be Addressed 3. Continue efforts to develop reclaimed water for agriculture. (cont.) incentivize private investment. 4. Implement target industry marketing program to attract new firms in highpriority clusters The intent of this Strategy (along with Strategy 6) is to commit resources to a comprehensive marketing initiative (including both general identify/image and industry-specific components) led by a professional marketing firm. Based on the CEDS research and stakeholder input processes, the top-five priority clusters for attraction are: • Cleantech • Hospitals and Healthcare • Culture, Entertainment & Tourism • Education & Knowledge Creation • Specialty Foods and Beverages This list should be further refined and prioritized by the Economic Development CEDS Implementation Plan Action Item 3e. Integrate all wine and craft beer industry development strategies with tourism, identity and image for the City, and overall support for and marketing of the Food and Beverage cluster 4a. Convene Economic Development Task Force to identify specific industry attraction targets and goals for 2-year and 5-year horizons 4b. Develop industry-specific marketing materials and campaigns for the initial “focus targets” identified by the EDTF, in conjunction with City’s identity and image enhancement program (Strategy 6 below) Cost Implication ESCONDIDO COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY (CEDS) | The Natelson Dale Group, Inc N/A Cross Reference to Other City Documents N/A GP-Economic Prosperity; Vision $30K-$45K initial program design; $100K-$150K annual budget; $30K annually for “lead generation” (identification of candidate firms for attraction) 39
Page 1 and 2: ESCONDIDO COMPREHENSIVE ECONOMIC DE
Page 3 and 4: CONTENTS EXECUTIVE SUMMARY OF CEDS
Page 7 and 8: Executive Summary of CEDS Implement
Page 9 and 10: Age, 2000/2010 Educational Attainme
Page 11 and 12: Background Data type Analysis in th
Page 13 and 14: Analysis of Economic Development Pr
Page 25 and 26: Cluster 7 Energy Generation Hospita
Page 31 and 32: CEDS Goals and Objectives -- Defini
Page 33 and 34: Community and Private Sector Partic
Page 35 and 36: Strategic Projects, Programs and Ac
Page 37 and 38: CEDS Implementation Plan ESCONDIDO
Page 39 and 40: Goal Consistently convey a message
Page 41: Goal Create jobs / expand tax base
Page 45 and 46: Goal Create jobs / expand tax base
Page 55 and 56: Goal Improve residential quality of
Page 57 and 58: Goal Improve residential quality of
Page 59 and 60: Goal Improve employment opportuniti
Page 61 and 62: Trade San Diego Center for Internat
Page 63 and 64: CEDS Implementation Plan F.2. Recom
Page 65 and 66: Strategies/Strategies 1. Expand Cit
Page 67 and 68: CEDS Implementation Plan F.4. Integ
Page 69 and 70: APPENDIX A. Escondido Market Overvi
Page 71 and 72: Table of Contents I. INTRODUCTION .
Page 73 and 74: I. INTRODUCTION This document provi
Page 75 and 76: Table 2. Race/Ethnicity by Area, 20
Page 77 and 78: Personal and Household Income Per C
Page 79 and 80: Figure 4. Average Household Income
Page 81 and 82: Overview of Economic Conditions The
Page 83 and 84: Figure 9. Median Sales Prices for H
Page 85 and 86: Figure 12. Building Permits by Resi
Page 87 and 88: Employment by Industry Figure 15 pr
Page 89 and 90: Manufacturing (-574), while the Tra
Page 91 and 92: Table 9. Industry Employment Growth
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Figure 17. Share of Employment by O
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Wages In addition to industry emplo
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Whereas Figure 20 and Figure 21 sho
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Figure 23. Economically Distressed
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Project/ Location Core Data 2808 Ha
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Target Areas Target Area 1 - Downto
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Target Area 4 - South Escondido Bou
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Target Area 7 - Westfield’s Regio
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Recent projects in this area includ
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APPENDIX B. Profile of Local Workfo
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Memorandum to Michelle Geller 2012
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Memorandum to Michelle Geller April
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ATTACHMENT SUMMARY OF INSITUTIONS I
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Completions 8,000 7,000 6,000 5,000
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Completions 40 35 30 25 20 15 10 5
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Completions 1,200 1,000 800 600 400
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Completions 3,500 3,000 2,500 2,000
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Completions 40 35 30 25 20 15 10 5
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ESCONDIDO COMPETITIVE ASSESSMENT Su
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CONTENTS EXECUTIVE SUMMARY 1 COMPAR
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LIST OF TABLES & FIGURES FIGURES Fi
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Executive Summary Comparisons of Es
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Executive Summary currently designa
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Executive Summary Murrieta currentl
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• Employment Leaders • Workforc
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ESCONDIDO COMPETITIVE ASSESSMENT B.
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B.2.3. Residential Building Permits
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Comparisons of Escondido with Close
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B.4.2. Housing Market Stress Compar
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Business Taxes Comparisons of Escon
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Economic Development Marketing Comp
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Marketing components, notes (genera
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Comparisons of San Diego County and
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Comparisons of San Diego County and
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Appendix A. Cities’ Variations in
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Escondido Target Industry Analysis
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TABLES Table 1. Summary Cluster Mat
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II. EXECUTIVE SUMMARY Overview of M
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Cluster 2011 LQ Relative to U.S. In
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Table 3. Share of Total Employment
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III. PROFILES OF CANDIDATE CLUSTERS
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Figure 3. Escondido Map Source: ESR
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Action Sports As shown below, the N
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Advanced Precision Manufacturing Ad
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Agribusiness & Ag-Tech As shown bel
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Business and Professional Services
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Cleantech Cleantech is an emerging
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Culture, Entertainment, and Tourism
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Defense Related Manufacturing As sh
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Education and Knowledge Creation No
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Elderly Care Services The City acco
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Energy Generation The Energy Genera
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Hospitals and Healthcare With over
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Information, Communications, Techno
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Medical Devices While pharmaceutica
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Pharmaceuticals The Pharmaceuticals
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Retail Trade While retail is often
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Specialty Foods and Beverages The N
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APPENDIX A: Cluster Definitions (Co
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NAICS* INDUSTRY DESCRIPTION 523110
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Infrastructure Projects List LOW LO
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APPENDIX F. List of CEDS Committee
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APPENDIX G. Stakeholders Interviewe
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APPENDIX H. EDA-Required Census Dat
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Table H-2 Population, Per Capita In
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ESCONDIDO COMPREHENSIVE ECONOMIC ... - City of Escondido

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