ESCONDIDO COMPREHENSIVE ECONOMIC ... - City of Escondido

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Executive Summary of CEDS Implementation Plan Theme 1. Organizational Capacity Strategies Action Direction Expand City’s organizational capacity This includes the creation of a full-time Special for economic development (Strategy 1) Events/Economic Development Coordinator position, Economic Development Task Force to overview selected action items, volunteer corps of local Business Ambassadors to help promote Escondido, expansion of Mayor’s business outreach program to include other Council members and/or City staff, and the expansion/refocus of partnerships/alliances with private and regional organizations. Theme 2. Identity and Marketing Strategies Action Direction Implement an identity/image Integrate closely with all marketing efforts. Initial working enhancement program (Strategy 6) group will set timing, define scope and leadership, etc. Leverage recent/forthcoming Includes coordination with Palomar Health, Westfield Group, development & investment to attract and Stone Brewing Co., to identify specific opportunities to new business and visitors to the City attract new support businesses related to these existing (Strategy 2) businesses and their associated development. Theme 3. Catalyst Projects Strategies Action Direction Implement target industry marketing Select initial focus targets based on achieving “showcase” program (Strategy 4) designation in the strategy-prioritization process and the potential for leveraging other strategic interests: Cleantech, Hospitals And Healthcare, and Specialty Foods and Beverages including the related strategy to support the agriculture, wine and tourism industries. Continue efforts to develop reclaimed The focus of this strategy is to explore the feasibility of, and water for agriculture (Strategy 3) other advantages associated with, agricultural use of reclaimed wastewater from the City. This strategy has important Related to this strategy is support for the wine and craft beer interrelationships with other City goals industries in the Escondido area. The City can support these and objectives, such as the potential to industries with land use policies, etc. to facilitate/incentivize significantly reduce mandated private investment, for example by reducing barriers, and wastewater treatment costs, while other non-financial investments. simultaneously preserving or expanding agricultural jobs ESCONDIDO COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY (CEDS) | The Natelson Dale Group, Inc 2
Executive Summary of CEDS Implementation Plan Theme 4. Business-Friendly City Strategies Action Direction All Business-Friendly strategies should be developed and operated in close coordination with overall marketing and Marketing/identity (Theme 2 above) identity measures, to maximize their potential for leveraging economic development. Establish relationship with BIA for development-processing Ensure that City’s development/permit improvements, with a focus on expediting development processing is timely and business through time-saving measures that lower costs for friendly (Strategy 8) investors/developers without compromising City oversight. Formalize City “red team” to ensure timely development processing, building on the structure of the existing interdepartmental team. This activity should be coordinated through the Economic Enhance outreach and marketing for Development Task Force and the strategy to establish economic development, through a set dedicated economic development staff within the City. One of coordinated channels (Strategy5) important aspect of any such involvement is that all such activity be subject to a consistent set of protocols. ESCONDIDO COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY (CEDS) | The Natelson Dale Group, Inc 3
Page 1 and 2: ESCONDIDO COMPREHENSIVE ECONOMIC DE
Page 3 and 4: CONTENTS EXECUTIVE SUMMARY OF CEDS
Page 5: ESCONDIDO COMPREHENSIVE ECONOMIC DE
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 29 and 30: ESCONDIDO COMPREHENSIVE ECONOMIC DE
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 and 42: Goal Create jobs / expand tax base
Page 55 and 56: Goal Improve residential quality of
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Goal Improve residential quality of
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Goal Improve employment opportuniti
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Trade San Diego Center for Internat
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CEDS Implementation Plan F.2. Recom
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Strategies/Strategies 1. Expand Cit
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CEDS Implementation Plan F.4. Integ
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APPENDIX A. Escondido Market Overvi
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Table of Contents I. INTRODUCTION .
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I. INTRODUCTION This document provi
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Table 2. Race/Ethnicity by Area, 20
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Personal and Household Income Per C
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Figure 4. Average Household Income
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Overview of Economic Conditions The
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Figure 9. Median Sales Prices for H
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Figure 12. Building Permits by Resi
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Employment by Industry Figure 15 pr
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Manufacturing (-574), while the Tra
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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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