CC 2012-10-09_09.b. Adopt Economic Development ElementMEMORANDUM
TO: CITY COUNCIL
FROM: +'lb TERESA MCCLISH, DIRECTOR OF COMMUNITY DEVELOPMENT
SUBJECT: CONSIDERATION OF AN UPDATE TO THE CITY'S GENERAL PLAN -
ECONOMIC DEVELOPMENT ELEMENT (GENERAL PLAN
AMENDMENT 12-003)
DATE: OCTOBER 9,2012
RECOMMENDATION:
The Planning Commission recommends that the City Council adopt a Resolution
approving General Plan Amendment 12-003 adopting the 2012 Update to the Economic
Development Element of the General Plan.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Although no financial impact was incurred for the Update to date, as it was prepared in-
house, potential expenditures may result from proposed measures of the Update. This
item is directly related to implementation of the Critical Needs Action Plan since
Economic Development efforts are identified as one of the priority measures.
BACKGROUND:
The Economic Development Element of the General Plan was adopted in October 2001
(Attachment 1). This was the first Economic Element adopted by the City. It was based
on an Economic Development Strategy completed in 2000 (Attachment 2). The
Element outlines objectives, policies and measures to promote job growth and business
development.
Update of the General Plan is required every 10-year period. While the Economic
Development Element is an optional element of the General Plan, which means it is not
required by State law, it is an important component of the City's long-term planning
efforts to maintain and enhance the community's quality of life. Update of the Economic
Development Element provides an opportunity to address a number of issues that have
been identified.
First, economic conditions have changed dramatically since development of the original
Economic Development Strategy and Economic Development Element. These
conditions are global, appear to present long-term challenges, and significantly impact
the success of business retention and development efforts. Not only have these
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CITY COUNCIL
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DEVELOPMENT ELEMENT UPDATE
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conditions changed what strategies are viable and effective, but have also increased the
importance of economic development efforts to support jobs in the community,
businesses that meet needs of the community, and revenue to fund critical City
services.
Second, the City faces a number of other issues and challenges that can impact, and
must be balanced with, business development strategies. These include reduced
staffing and financial resources, environmental impacts, ability to fund infrastructure and
other impacts of new development, water supply, and neighborhood and community
concerns. Staff has frequently received input from stakeholders that feel efforts to
address this wide range of issues have resulted in policies, procedures andlor decisions
creating an anti-business environment. Areas include both staff permit review
processes, as well as decision making review processes. Therefore, this effort was
designed to generate recommendations to help create a more "business friendly"
environment and reputation that will help attract new businesses.
On October 11, 2011, the City Council approved a process to update the Economic
Development Element in order to obtain input and participation from key areas of
representation of the comrnunity. The objective was to obtain a broad base of input
from individuals with expertise and perspective that would result in the most effective
recommendations for the plan update.
The process was based on recommendations from a committee composed of
government, business, property owner, and citizen representatives. The purpose of the
Economic Development Element Update Committee (EDUC) was to review the existing
plan, determine factors that have changed due to current economic conditions, and
identify measures to improve City policies and procedures to better facilitate business
and job retention and development.
'The EDUC was chaired by the Mayor and composed of the following representatives:
Tony Ferrara, Mayor
Jim Guthrie, Council Member
Steven Adams, City Manager
Teresa McClish, Community Development Director
Lisa Sperow, Planning Commissioner
Tom Goss, Architectural Review Committee Member
Judith Bean, Chamber of Commerce
Lenny Jones, Chamber of Commerce
Jared Reindel, Chamber of Commerce (Alternate)
Kari Ziegler, Business owner
Brian LaCabe, Commercial property owner1Manager
Nick Tompkins, Commercial developer
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CONSIDERATION OF GENERAL PLAN AMENDMENT 12-003- ECONOMIC
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Andy Mangano, Residential developer
Jerry Bunin, Home Builders' Association
Carroll Pruett, Citizen representative
Tracy Del Rio, Citizen representative
Bob Lund, Village Improvement Association
The EDUC met approximately once a month from February to July, 2012 and
occasionally were divided into smaller groups to garner feedback. EDUC discussions
included examining the 2001 Economic Development Element to identify outdated
policies, develop priority areas for focused discussion, review survey information, case
studies and issues related to the City's development review process, analyze the area
data, identify relevant example policies from other jurisdictions, review the San Luis
Obispo Counties Economic Development Element Update, and prioritize goals for the
City's economic growth.
The Planning Commission reviewed the draft Element on September 18, 2012. The
Commission expressed their appreciation of the work of the EDUC. Comments
included emphasis on the need to promote lodging facilities, and that the development
review process better utilize pre-application review opportunities and assigned staff-
person shepherds of projects from entitlement through construction. The Commission
voted to recornmend Economic Development Element adoption on a 4-0 vote, with
Commissioner Martin absent.
ANALYSIS OF ISSUES:
The Economic Development Element is comprised of eight sections including:
Background and Primary Goals; Community Image Enhancement; Office, Mixed uses,
light Manufacturing and ~echnology; Agriculture; RetailICommercial; Tourism,
Marketing and Promotion; Development Review Process; and Sustainability. The
section headings in the Update remain substantially the same except that the section on
Housing was eliminated in order to rely exclusively on the Housing Element and the
Sustainability Section is proposed to be added. The intent of the Update was to review
existing policies in terms of City progress, programs and tools available (for example the
loss of Redevelopment) and the current and anticipated economic climate, consistency
with other General Plan Elements (for example Housing and Agriculture), and refresh
and amend policies where needed. The following analysis describes issues raised and
a summary of proposed amendments for each section of the Economic Development
Element Update.
Background and Primary Goals
The 2001 Economic Development Element included an introductory section that
described economic studies conducted in the 1990's and the then current employment
composition. For the Update, the City did not commission any additional studies.
However, staff did review available data from the San Luis Obispo Council of
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Governments (SLOCOG), Applied Survey Research, and background research
conducted by Cal Poly students (Attachment 3), as well as updated population data
prepared for our recent updates to the General Plan Housing Element and the City's
Urban Water Management Plan. Generally, from a comparison of similar economic
indicators, population growth has slowed for the City, but the City's percentage of the
County population remains the same. The labor force has been reduced slightly (from
6.6% to 5.4% in comparison to the previous ten year period and in proportion to the
countywide employment base). Additionally, unemployment has increased from 3.4% in
1999 to 9.2% in 2009. The City would continue to benefit from additional head-of-
household jobs and diversity in employment sectors, as well as from continued business
retention.
The proposed Background and- Primary Goals section removed reference to older
studies and data and focused on the purpose of the Economic Development Element.
The EDUC felt strongly that there should be clear simplified goals at the beginning of
the document to help frame the stated objectives and policies and to help guide
prihities for decision makers. The four stated goals are 1) Create a thriving economy;
2) Meet unmet community needs; 3) Promote business activity; and 4) Provide superior
customer service.
Communitv lmase Enhancement
The main change for this section was to revise the section by removing references to
Redevelopment, to update the types of organizations with which we work, to continue
most policies that included beneficial partnerships, and to recognize that it is the City's
role to foster such partnerships with orgarrizations like the Chamber of Commerce and
the Economic Vitality Corporation. Additionally, an effort was made to tie together an
overall image and to integrate items public art for beautification and social media and
technology as an emerging direction to pursue.
Office, Mixed Uses. Light Manufacturing and Technology
Technology was added to the section title and emphasis was added to utilize zoning
regulations to promote infill development and to review and monitor programs like the
Home-Based Business Development Plan. Most importantly, ED2-1-9 was added to
identify, amend and approve neighborhood enhancement plans or form-based codes for
the City's major corridors to provide certainty for allowed development and to attract and
facilitate larger scale uses.
Agriculture
Agriculture was an important topic at the EDUC. Committee members reevaluated the
balance between retaining agriculture business and land within the City for the purposes
of community identity, resource protection and agricultural commerce, and the
difficulties faced by agricultural operators with increasingly stringent regulations and
continued overall pressure for infill development as an alternative to expansion of the
City's borders. However, the EDUC continued the existing policies in the Economic
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CONSIDERATION OF GENERAL PLAN AMENDMENT 12-003- ECONOMIC
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Development Element, but did not expand them since that there is a separate
Agriculture Element in the General Plan that lays out more detailed City strategy and
agricultural protection policies.
Retail/Commercial
Out of all of the sections of the Economic Development Element, the Retail/Commercial
section is proposed to be changed the least. Objective ED4 was modified to pursue
unique opportunities and continuity within commercial service and retail business
sectors and policies reflect the need for cohesiveness and connectivity in the
commercial and mixed use corridors. Social media was integrated into policy to aid
small businesses and the promotion of key infrastructure projects was expanded to
include fiber-optic cable. Policies specific to redevelopment were deleted.
Tourism, Marketing and Promotion
"Marketing" and "Promotion" were added to the section title and Objective ED5 includes
the phrase "capitalize on the City's Natural Resources" recognizing that natural
resources are a major attraction of the central coast. Special events, lodging facilities
and cultural related activities remain priorities and emphasis was placed on utilization of
the web to promote activities.
Development Review Process
This section received the most input and time within the EDUC meetings. All members
emphasized the importance of efficient customer service in the dev;lopment review
realm for tenant improvement projects or opening a new business, as well as for new
development projects. EDUC feedback and discussions included how to be business
friendly and still retain our emphasis on design review, historical resources, agricultural
heritage and environmental protection. Clear thresholds were requested, as well as
less stringent regulations. However, it was ultimately recognized that in project review,
more flexibility often renders less predictability.
Another important topic that received a great deal of discussion was whether to provide
incentives for targeted projects. Alternatives included listing certain types of projects
such as hotels, retail, agricultural related business, etc. or to eliminate the item entirely
due to lack of public support in the past. Ultimately, implementation Measure ED6-1.7
is proposed to: "Explore options and consider incentives for projects that meet any of
the four Goals of this Element". The goals are: 1) create a thriving economy, 2) Meet
unmet community needs, 3) Promote business friendly activity, and 4) Provide superior
customer service.
Generally the objectives, policies and implementation measures proposed build upon
the current policies and emphasize simplification of process and regulation, exploration
of incentives, and the importance of accountability for the City's customer service
program.
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CITY COUNCIL
CONSIDERATION OF GENERAL PLAN AMENDMENT 12-003- ECONOMIC
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Sustainability
The section on Sustainability is new, brief, and intended to berconsistent with other ..
Elements of the General plan, including the AgriculturelOpen Space and Conservation
and Circulation Elements. 'The objective is to support and encourage a sustainable local
economy and policies include those for green practices and employment opportunities
that reflect a joblhousing balance.
Public Comment to date is limited to comments solicited by EDUC members and
included in the Draft document as recommended during EDUC meetings. Further
comments are anticipated and encouraged as the Draft Update is circulated during the
Planning Corr~rrrission and City Council public hearing process.
Previous public comment for the General Plan was collected through a Cal Poly Study
in November 2009 when several community meetings were conducted. According to
: the data on Economic Development in the Cal Poly Background Report (Atta~hment.3)~
residents place a high value in supporting local businesses. Although the mix of local
businesses in the Village and other parts of the City do create a number of jobs, they do
not provide the types of higher paying career jobs that could help to create a broader
economic base. The majority of jobs are industries that are typically low-skill and low-
salary such as retail trade, food service, and construction. These three industries
represented the second, fourth and fifth largest economic sectors in the City
respectively. Many of the local residents must travel to other cities to find more lucrative
employment. Attracting high-skill and high-salary industries, such as technology, would
provide more diverse employment opportunities within the City.
ADVANTAGES:
Adoption of the Economic Development Element Update will provide direction for the
future decisions regarding land use, capital improvements and resource allocation and
is consistent with other General Plan Elements. It sets forth a number of goals to help
the City better streamline processes, become more business friendly and encourage
investment.
DISADVANTAGES:
Adoption of the Economic Development Element Update creates a work program for
staff and will require resources to maintain partnerships with organizations to meet
implementation measures. However, economic development is part of the City's Critical
Needs Action Plan. Additionally, some policies such as those emphasizing promotion of
infill development may allow more intensified development opportunities that will change
the landscape of the City's commercial corridors and may be perceived as conflicting
with the City's small town, rural character.
ALTERNATIVES:
1) Adopt the attached Resolution, adopting the Economic Development Element
Update of the General Plan;
Item 9.b. - Page 6
CITY COUNCIL
CONSIDERATION OF GENERAL PLAN AMENDMENT 12-003- ECONOMIC
DEVELOPMENT ELEMENT UPDATE
OCTOBER 9,201 2
PAGE 7
2) Do not adopt the attached Resolution; or
3) Provide direction to staff.
ENVIRONMENTAL REVIEW:
This project is covered by the general rule that the California Environmental Quality Act
(CEAQ) applies only to projects which have the potential to cause a significant effect on
the environment. It can be seen with certainty that there is no possibility that this project
may ,have a significant effect on the environment; therefore CEQA does not apply to this
project per the State CEQA Guidelines General Rule Exemption, Section 15061 (b)(3).
PUBLIC NOTICE AND COMMENT:
A notice of public hearing was published in the Tribune on Friday, September 28, 2012.
A notice was posted at City Hall on Thursday October 4, 20-12 and posted on the City's
website on Friday October 5, 2012. Additionally, a notice of public hearing for the
Planning Commission was published in the Tribune on Friday, September 7, 2012, and
similarly posted at City Hall and on the City's website.
ATTACHMENTS
1. 2001 Economic Development Element .
2. Economic Development Strategy (2000)
Item 9.b. - Page 7
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL APPROVING
GENERAL PLAN AMENDMENT 12-003, ADOPTING THE
2012 UPDATE TO THE ECONOMIC DEVELOPMENT
ELEMENT OF THE GENERAL PLAN
WHEREAS, the City of Arroyo Grande ("City") adopted an Economic Development
Element to the General Plan in October, 2001; and
WHEREAS, in October, 201 1 the City Council initiated General Plan Amendment 12-003
to update the Economic Development Element ("Amendment") of the City's General Plan;
and
WHEREAS, the Planning Commission has reviewed the Draft Economic Development
Element update at a duly noticed public hearing on September 18, 2012 and
recommended approval to the City Council; and
WHEREAS, the City Council of the City of Arroyo Grande has reviewed the project at a
duly noticed public hearing on October 9, 201 2; and
WHEREAS, the City Council finds that this project is consistent with the City's General
Plan, Development Code and the environmental documents associated therewith, and has
reviewed the project under the provisions of the California Environmental Quality Act
(CEQA); and
WHEREAS, the City Council finds, after due study, deliberation and public hearing, the
following circumstances exist:
1. The proposed Amendment to the 2001 General Plan Economic Development
Element provides consistency with the goals, objectives, policies and programs
of the General Plan and the proposed amendment will not result in any internal
inconsistencies with the General Plan; and
2. The proposed Amendment will not adversely affect the public health, safety, and
welfare; and
3. This project is covered by the general rule that the California Environmental
Quality Act (CEAQ) applies only to projects which have the potential to cause a
significant effect on the environment. It can be seen with certainty that there is
no possibility that this project may have a significant effect on the environment;
therefore CEQA does not apply to this project per the State CEQA Guidelines
General Rule Exemption, Section 15061 (b)(3).
Item 9.b. - Page 8
RESOLUTION NO.
PAGE 2
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Arroyo Grande
hereby approves General Plan Amendment 12-003 amending the 2001Economic
Development Element of the General Plan as shown in Exhibit "A attached hereto.
On motion by Council Member seconded by Council Member and by the
following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was adopted this gth day of October 2012.
Item 9.b. - Page 9
RESOLUTION NO.
PAGE 3
TONY FERRARA, MAYOR
ATTEST:
KELLY WETMORE, ClTY CLERK
APPROVED AS TO CONTENT:
STEVEN ADAMS, ClTY MANAGER
APPROVED AS TO FORM:
TIMOTHY J. CARMEL, ClTY ATTORNEY
Item 9.b. - Page 10
Economic Development
Element
of the General Plan
City of Arroyo Grande
Community Development Department September, 2012
Item 9.b. - Page 11
i
i. Contents
ii. S ection II . Background and Primary Goals ....................................................................................... 1
Background ............................................................................................................................................... 1
Goals ......................................................................................................................................................... 1
Section 3. Community Image Enhancement ................................................................................................. 1
Section 4. Office, Mixed Uses, Light Manufacturing, and Technology ......................................................... 4
Section 5. Agriculture .................................................................................................................................... 6
Section 6. Retail/Commercial ........................................................................................................................ 7
Section 7. Tourism, Marketing, and Promotion ............................................................................................ 9
Section 8. Development Process ................................................................................................................. 11
Section 9. Sustainability .............................................................................................................................. 12
Item 9.b. - Page 12
General Plan Economic Development Element
Background and Primary Goals
1
ii. Background and Primary Goals
Background
The purpose of the Economic Development Element is to provide a
framework for residents and business owners, prospective new business
owners andACityAofficialsAinAorderAtoAguideAtheACity’sAeconomicAgrowth
for the next 10 years. The goals, objectives, policies and
implementation measures are intended t o encourage the development
of the types of business and commercial activities that serve the
community and promote a health y , thriving economy . A balance is
continually sought between economic vitality and the preservation of
theACity’sAqualityAofAlifeA and small -town character.
Goals
There are four primaryAgoalsArelatedAtoAtheACity’sAeconomicA
development that should be considered when establishing priorities,
weighing economic impacts of land use decisions and determining the
progress toward policy implementation. The four goals are:
1. Create a thriving economy
2. Meet unmet community needs
3. Promot e business activity
4. Provide superior customer service
1. Community Image Enhancement
Objective:
ED1: Develop a marketing program to enhance the City’s attractive
and vibrant small town image.
POLICIES :
ED1 -1 : Maintain a long range, comprehensive marketing program to
promote the City as a business friendly communit y with small town
character .
ED1 -2 : Create a balanced economic image of agriculture, history,
technology and commerce for the City of Arroyo Grande.
ED1 -3 : Encourage investment through the provision of sustainable
infrastructure, attainable housing oppor tunities and attractive
Create a thriving economy
Meet unmet community
needs
Promote business activity
Provide superior customer
service
Item 9.b. - Page 13
General Plan Economic Development Element
Community Image Enhancement
2
commercial areas and create an awareness of business opportunities
within the City.
ED1 -4 : Promote participation with diverse partnerships to implement
improvements and prog rams for community development.
ED1 -5 : Promote businesses that foster or derive benefit from multi -
modal transportation opportunities such as bike touring bus and car -
pool commuters.
IMPLEMENTATION MEASURES :
ED1 -1.1 : Prepare an annual marketing plan identifying issues and
opportunities consistent wi th the long -range, c omprehensive marketing
program.
ED1 -1.2 : Implement a community signage, public art and landscaping
design program by working with business gro ups and Arroyo Grande in
Bloom.
ED1 -1.3 : Develop coordinated promotional marketing materials for the
City through social media.
ED1 -1.4 : Leverage limited marketing dollars with local organizations
such as the Economic Vitality Corporation (EVC), and state Trade and
CommerceAgroupsAtoAincreaseAtheAvisibilityAofAtheACity’sAeconomicA
development pr ograms .
ED1 -1.5 : Cultivate community pride and participation by local residents
and businesses through fostered partnerships with business and non -
profit groups such as Arroyo Grande In Bloom .
ED1 -1.6 : Conduct, promote, and encourage training workshops through
the Arroyo Grande Valley Chamber of Commerce, the Economic Vitality
Corporation, the Cuesta College Institute for Professional
Development/BusinessA&AEntrepreneurshipACenterAandACalAPoly’sASmallA
Business Development Center for Innovation and Center for Innovation
and Entrepreneurship.
ED1 -1.7 : Continue implementing community outreach programs
including active participation with the Arroyo Grande Valley Chamber of
Commerce, the Village Improvement Associ ation, and local service
clubs.
ED1 -1.8 : Pro moteAtheAEconomicAVitalityACorporation’sARevolvingALoanA
Fund and Micro -loan progra ms to Arroyo Grande businesses.
Item 9.b. - Page 14
General Plan Economic Development Element
Community Image Enhancement
3
ED1 -1.9 : Collaborate with the support organizations that contribute to
the economic well -being of Arroyo Grande, including but not limited to
the Chamber of Commerce, SLO Vintners , the EVC, Visitors and
Conference Bureau, San Luis Obispo County Farm Bureau, Cal Poly, and
Cuesta College.
Item 9.b. - Page 15
General Plan Economic Development Element
/Office, Mixed Uses, Light Manufacturing, and Technology
4
2. Office, Mixed Uses, Light
Manufacturing, and Technology
Obj e ctive :
ED2: Enhance business retention and expansion consistent with the
General Plan Land Use Policies to promote and enhance baseline job
opportunities within the City for local residents.
POLICIES :
ED2 -1 : Encourage adequate infrastructure to support business
expansions and new devel opment.
ED2 -2 : Continue outreach and networking with industry and technology
groups, real estate brokers, developers, and others including
accountants, lenders, and attorneys to promote and enhance baseline
job opportunities within the City for local res idents.
ED2 -3 : Incorporate Zoning regulations that promote infill development
with opportunities for reta ining and expanding businesses.
ED2 -4 : Continue to balance economic goals with strong policies and
programsAthatApromoteAandAmaintainAtheAcommunity’sAenvironmen t,
qualit y of life, and rural character.
IMPLEMENTATION MEASURES:
ED2 -1.1 .AA ssistAtheACity’sAsmallAbusinessAcommunityAinAretainingAandA
expanding businesses by fostering partnerships, providing forums for
information, training an d shared resources.
ED2 -1.2 : Work with the EVC to monitor and measure business trends to
develop programs and policies appropriate for Arroyo Grande.
ED2 -1.3 .AAContinueAtoAdevelopA“one -stop”Adevelopment -related staff
meetings with businesses prior to submission of any f ormal applic ations
to the City.
ED2 -1.4 : Support a citywide building and land availability database in
partnership with the local real estate and broker groups.
Item 9.b. - Page 16
General Plan Economic Development Element
/Office, Mixed Uses, Light Manufacturing, and Technology
5
ED2 -1.5 : Review and annually monitor the Home -Based Business
Development Plan to support the needs of th e home -based business
owners.
ED2 -1.6 : Provide pertinent information on business development
efforts and opportunities in Arroyo Grande to business owners,
property owners, tenants, site locators, and other agencies to promote
business expans ion and head of household jobs.
ED2 -1.7 : Identify workforce training services and programs at Lucia M ar
Unified School District (i.e. School to Career programs), Cuesta College,
CalAPoly,ASCOREA“CounselorsAtoA merica’sASmallABusiness”,ASanALuisA
Obispo County Farm Bur eau, Mission Community Services Corporation
and the Better Business B ureau of San Luis Obispo County
ED2 -1.8 : Encourage business participation in the General Plan and
Zoning Amendment processes through social media outreach.
ED2 -1.9 : Identify, amend and approve neighborhood enhancement
plans or form -based codes, including adopting appropriate
environmental documents, for sections of El Camino Real, Halcyon and
E. Grand Avenue appropriate for intensified infill expansion to provide
certainty for allowed de velopment and to attract and facilitate larger
scale (e.g. >20,000 s.f.) office and manufacturing uses .
Item 9.b. - Page 17
General Plan Economic Development Element
Agriculture
6
3. Agriculture
Objective:
ED3: Encourage and support the retention and expansion of
Agricultural business activities.
POLICIES :
ED3 -1 : Provide adequate support services and resources to maintain
economically viable commercial agriculture.
ED3 -2 : Recognize and increase value -added agricultural opportunities.
IMPLEMENTATION MEASURES :
ED3 -1.1 : Collaborate with the SLO Co. Farm Bureau, the U.C.
Coo perative Extension, SLO Vintners, the EVC, Farmers Market
Associations, San Luis Obispo County Farm Bureau and others to
develop and implement agricultural opportunities that enhance
Agricultural business and tourism for the City and region.
ED3 -1.2 : Wor k with the foregoing organizations to promote the sales
and expansion of value -added agricultural opportunities.
Item 9.b. - Page 18
General Plan Economic Development Element
Retail/Commercial
7
4. Retail/Commercial
Objective:
ED4: Pursue unique opportunities to promote continuity within
commercial service and retail business sectors o f the City .
POLICIES :
ED4 -1 : Promote local patronage and strong performance in satisfying
local demand for goods and services and the creation of additional jobs.
ED4 -2 : Continue to enhance connectivity and increase the retail
utilization of the East Gra nd Avenue corridor, the Village Core, Traffic
Way, and El Camino Mixed Use corridors.
ED4 -3 : Implement revitalization and rehabilitation of historic and older
structures and provide incentives for adaptive reuse.
ED4 -4 : Expand and enhance the Village Cor e as a focal point for civic
and tourist activities.
ED4 -5 : Promote a pro -retail and hospitality program
IMPLEMENTATION MEASURES :
ED4 -1.1 .AA ssistAtheACity’sAsmallAbusinessAcommunityAinAretainingAandA
expanding businesses through recognition events with t he Chamber and
the development of social media programs.
ED4 -1.2 : Implement comprehensive design guidelines pertaining to
both public and private improvements, including, but not limited to,
building façade restoration, landscaping, street furniture insta llation,
undergrounding of utilities, historic district character and the
development of parking facilities.
ED4 -1.3 : Determine the feasibility of the voluntary formation of a
Business Improvement District.
ED4 -1.4 : Incorporate infrastructure projects in to theACity’s Capital
Improvement Program that address deficiencies in commercial corridors
that include major street reconstruction, provision of fiber -optic cable,
storm drain and sewer improvements, water capacity improvements,
underground utility projects, public parking improvements,
Item 9.b. - Page 19
General Plan Economic Development Element
Retail/Commercial
8
improvements to park facilities, recreation areas, community f acilities,
and other public buildings.
ED4 -1.5 : Work with the Village Improvement Association and the South
County Historical Society to preserve the historic nature of the Village,
asAtheACity’sAcommercialAandAculturalAcenter:
Item 9.b. - Page 20
General Plan Economic Development Element
Tourism, Marketing, and Promotion
9
5. Tourism, Marketing, and Promotion
Objective:
ED5: Develop a strategy in the City that promotes the importance of
tourism and capitalizes on City’s natural resources .
POLICIES :
ED5 -1 : Become an active participant in the SLO Countywide tourism
programs.
ED5 -2 : Enhance the image of the City through special events and
promote and increase th ose events in the off -peak retai l season, and at
sites that are economically accessible to residents and visitors alike.
ED5 -3 : Capitalize on development opportunities to increase lodging
facil ities.
ED5 -4 .AExpandAtheACity’sATourismApotentialAthroughAtheAWEBAandAsocialA
media.
IMPLEMENTATION MEASURES :
ED5 -1.1 : Financially support the SLO County Visitors and Conference
Bureau and continue partnerships with the Chamber of Commerce.
ED5 -1.2 : Part icipate in regional Vintners Association to promote City
wine related business.
ED5 -1.3 : Continue to work with the hospitality industry to ensure
overall understanding of the importance of customer service.
ED5 -1.4 .AAPromoteAandAmaintainAaA“touristAfriend ly”AcustomerAserviceA
policy within and among City staff and departments.
ED5 -1.5 : Work with local event coordinators, including the Chamber of
Commerce, Village Improvement Assoc., and the SLO County Visitors
and Conference Bureau to promote special event s, activities, and
attractions.
ED5 -1.6 : Assist in planning and executing special events and
promotions, focusing on economic development, cultural awareness,
and interaction, education, and other civic causes. These may include
Item 9.b. - Page 21
General Plan Economic Development Element
Tourism, Marketing, and Promotion
10
expandedAFarmers’AMarket, street fairs, parades, outdoor dining/cafes,
wine tasting, outdoor music, and concerts in the park.
ED5 -1.7 : Develop additional tourist attractions and lodging in the C ity
such as the development of cultural -related facilities.
ED5 -1.8 : Work with deve lopers, landowners, and others to site and
design appropriate hotels, motels, bed and breakfasts, and country inns.
ED5 -1.9 : In collaboration with the Chamber of Commerce, provide links
and support a calendar of local events and activities on social media and
website.
Item 9.b. - Page 22
General Plan Economic Development Element
Development Process
11
6. Development Process
Objective
E D6 : Develop a pro -business community image, including simplifying
and improving the development review process.
POLICIES :
ED6 -1 : Monitor and modify where necessary the development review
process and identify ways in which it can be streamlined and improved .
IMPLEMENTATION MEASURES :
ED6 -1.1 : Update guidelines for design and development review for E.
Grand Avenue and El Camino Real.
ED 6 -1.2 : Prepare clear thresholds for level of project review , and
required improvement s .
ED6 -1.3 : Provide a helpful pre -application service available for all
prospective projects to establish a level of predictability of City
requirements and concerns, process and anticipated timelines.
• Customize the level of p re -application review according to
project size.
• For larger projects, provide workshops/charrettes to facilitate
the understanding of project objectives and the buy -in from
stakeholders
Scope CEQA documents considering input from public meetings
and ben efits depending on the anticipated magnitude of
impacts.
ED6 -1.4 : Maximize efficiency and communication for customer service
by specifying one staff contact to be a project shepherd.
ED6 -1.5 : Clarify Responsibility and f ocus review on role of each
Advisory Committee and Commission , and reduce redundancy and
potential conflict in project review where feasible .
ED6 -1.6 : Use new technologies allowing developers, builders, and
business owners to submit, access updates, and receive approved
Item 9.b. - Page 23
General Plan Economic Development Element
Sustainability
12
building pl ans and more via an online system and eliminating any
unnecessary costly printed copies.
ED6 -1.7 : Explore options and consider incentives for projects that meet
any of the four primary Goals of this Element .
ED6 -1.8 : Consider both community and project -specific economic
impacts of land use and policy decisions.
ED6 -1.9 : Provide City staff with ongoing education and training to
facilitate e fficient application processing; e mphasize the importance of
timely responses to applicants; measure progress; and provide
accountability.
7. Sustainability
Objective
ED 7 Support and encourage a sustainable local economy.
Policies
ED 7 -1.1 : The City shall encourage businesses that use green practices.
ED 7 -1.2 : The City shall conduct public education and outreach to
support employment opportunities that minimize the need for
automobile trips, such as live/work, telecommuting, satellite work
centers, and home occupations, in addition to mixed -use development
strategie s.
ED 7 -1.3 : The City should purchase green products from local businesses
whenever feasible.
Item 9.b. - Page 24
ATTACHMENT 1
ECONOMIC DEVELOPMENT ELEMENT
In addition to the City's business retention and expansion program, the City Council's adopted
Economic Development Strategy addresses supporting businesses proposing appropriate projects
within the scope of the General Plan.
The Economic Development Strategy engages and is consistent with previous work conducted by
the Chamber of Commerce and several City-initiated studies including the following:
Economic Opportunities Analysis Final Report (Applied Development Economics)
Approved October 31, 1995
Business Development Marketing Strategy (Applied Development Economics)
Approved January 13, 1998
Redevelopment Plan Implementation Strategy (Urban Futures, Inc.)
Adopted June 8, 1999
Home Based Business Plan (Applied Development Economics)
Approved January 25, 2000
Current Employment Composition -
The San Luis Obispo Council of Governments 1999 Reqional Profile states that an estimated
annual average employment by industry in the San Luis Obispo Region includes 75% of the
county's workforce employed in the areas of Government, Trade, and Services. Retail Trade
alone constitutes 21.2% of the County workforce. More specifically, in 1999, San Luis Obispo
County estimated an annual average employment by industry as follows:
Government
Trade
Services
Manufacturing
Finance, Insurance, and Real Estate
Construction and Mining
Transportation and Public Utilities
Farminq
TOTAL
According to the California Employment Development Department, Arroyo Grande's labor force in
April 1999 was 7,190 with 6,950 employed and 240 people unemployed (a rate of 3.4%). Arroyo
Grande's percentage of the countywide employment base was 6.6%. Resident population in the
City of Arroyo Grande represents 6.5% of the County's total population. Despite this apparent
"jobs-housing balance", Arroyo Grande is often referred to as a "bedroom" community since
many residents commute to neighboring San Luis Obispo or Santa Maria for employment
opportunities.
Creating a balanced economic image for the City is outlined in the Economic Development
Strategy. First and foremost, the existing job base needs to be nurtured and protected. In
addition to the business retention and expansion program, the City of Arroyo Grande needs to
Item 9.b. - Page 25
provide additional "base level" jobs for its residents, keeping in mind that the companies need to
meet the community's needs. It is important to recognize the difference between "base level"
and "support level" jobs. Base level jobs bring dollars into the area, while support level jobs
circulate the dollars already within the community. Base level jobs import dollars into the City's
economy while support level jobs keep those dollars from being exported.
OBJECTIVES, POLICIES AND IMPLEMENTATION MEASURES
COMMUNI7-Y IMAGE ENHANCEMENT
OBJECTIVE ED1 Create an economic development marketing program to
enhance the City's balanced image and implement the
Redevelopment Plan Implementation Strategy
IMPLEMEMAlION
MEASURES
ED1-1 Develop a long range, comprehensive marketing program to
promote the City, consistent with the City's Redevelopment Plan
Implementation Strategy and the Home-Based Business
Development Plan
ED1-2 Create a balanced economic image for the City of Arroyo
Grande
ED1-3 Encourage investment and create an awareness of local
business opportunities within -the Redevelopment Project Areas
ED1-4 Promote awareness of pending improvements and plans for
community development in cooperation with other City departments
ED1-1.1 Prepare an annual marketing program consistent
with the long-range, comprehensive marketing program
ED1-1.2 Implement community signage and landscaping
design program as outlined in the Redevelopment Plan
Implementation Strategy
ED1-1.3 Develop coordinated promotional marketing
materials for the City and the Redevelopment Agency,
including advertising, utilizing the Internet
ED1-1.4 Leverage limited marketing dollars with the
Economic Vitality Corporation (NC) of San Luis Obispo
County, the Central Coast Marketing Team, and the
California Trade and Commerce Agency's "Team California"
to increase the visibility of the City's Economic Development
and Redevelopment Programs
ED1-1.5 Cultivate community pride and participation by
local residents and businesses
Item 9.b. - Page 26
ED1-1.6 Conduct, promote, and encourage training
workshops through the Arroyo Grande Valley Chamber of
Commerce, the San Luis Obispo CountyJSanta Barbara
County Small Business Development Center, and the Cuesta
College Institute for Professional Development
ED1-1.7 Continue implementing community outreach
program including active participation with the Arroyo
Grande Valley Chamber of Commerce, the Village ,
Improvement Association, and local service clubs
ED1-1.8 Promote the Economic Vitality Corporation's
Revolving Loan Fund and Micro-loan programs to Arroyo
Grande businesses
ED1-1.9 Collaborate with support organizations that
contribute to the economic well-being of Arroyo Grande,
including, but not limited to, the Arroyo Grande Chamber of
Commerce, Edna Valley/Arroyo Grande ,Valley Vintners
Association, Economic Vitality. Corporation, Cal Poly, Cuesta
College, California Association for Local Economic
Development, California Downtown Association,
International Council for Shopping Centers, American
Economic Development Council, the California
Redevelopment Association, and the UCSB Economic
Forecast Project
OFFICE MLXED USES, AND UGHT MANUFAmRING
OBJECTIVE ED2 Enhance business retention and expansion consistent with the
General Plan Land Use Policies to promote and enhance baseline
job opportunities within the City for local residents
POLICIES ED2-1 Encourage adequate infrastructure to support business
expansions and new development
ED2-2 Continue outreach and networking with industry groups, real
estate brokers, developers, and others including accountants,
lenders, and attorneys to promote and enhance baseline job
opportunities within the City for local residents
ED2-3 Encourage City Council/Planning Commission to identify areas
in the General Plan with opportunities for retaining and expanding
businesses
ED2-4 Continue to balance economic goals with strong policies and
programs that promote and maintain the community's environment,
quality of life, and rural character
Item 9.b. - Page 27
IMPLEMENTATION
MEASURES ED2-1.1 Assist the City's small business community in
retaining and expanding businesses
ED2-1.2 Implement the Economic Vitality Corporation of
San Luis Obispo County's Business Retention and Expansion
Program and review the findings of the business trends to
develop programs and policies appropriate for Arroyo
Grande
ED2-1.3 Continue to coordinate 'one-stop" development-
related staff meetings with businesses prior to submission of
any formal applications to City
ED2-1.4 Encourage real estate brokers to share
buildinglland availability data with Economic Development
Department staff
ED2-1.5 Implement elements of the Home-Based
Business Development Plan at appropriate levels, based on
needs of home-based business owners
ED2-1.6 Provide pertinent information on business
development obportunities in Arroyo Grande to business
owners, property owners, tenants, site locators, and other
agencies
ED2-1.7 Identify workforce training services and
programs at Lucia Mar Unified School District, (including
School to Career i.e., work experience, R.O.P.), Cuesta
College's Institute for Professional Development, the Small
Business Development Center, the Employment
Development Department, and the Private Industry Council
ED2-1.8 Encourage business participation in the General
Plan Update process
AGRICUL TURE
OWECTIVE ED3 Encourage and support the retention and expansion of
Agriculture business activities
ED3-1 Encourage adequate support services and resources to
maintain economically viable commercial agriculture
ED3-2 Recognize and investigate value-added agricultural
opportunities
Item 9.b. - Page 28
IMPLEMENTATION
MEASURES ED3-1.1 Collaborate with the San Luis Obispo County
Farm Bureau, the University of California Cooperative
Extension, the Edna Valley/Arroyo Grande Valley Vintners
Association, the Economic Vitality Corporation, and other
organizations to develop and implement agricultural
opportunities that enhance the economic viability of the City
and region (i.e. "agri-tourismi7
ED3-1.2 Work with the San Luis Obispo County Farm
Bureau, the Edna Valley/Arroyo Grande Vintners Association,
and other organizations in promoting value-added
agricultural opportunities
OBJECIIVE ED4 Protect and promote the overall commercial service and
retail business sectors of the local economy
IMPLEMENTATION
MEASURES
ED4-1 Promote local patronage and strong performance in satisfying
local demand for goods and services and the creation of additional
jobs
ED4-2 Continue to enhance and increase the retail utilization of the
East Grand Avenue Corridor, the Village Core, Traffic Way, and El
Camino Mixed Use corridors consistent with the Redevelopment Plan
Implementation Strategy
ED4-3 Implement the revitalization and rehabilitation programs as
outlined in the Redevelopment Plan Implementation Strategy
ED4-4 Maintain and enhance the Village Core as a focal point for
civic and tourist activities
ED4-5 Promote a pro-retail and hospitality program
ED4-1.1 Assist the City's small business community in
retaining and expanding businesses
ED4-1.2 Work with other City departments to ensure
comprehensive design guidelines pertaining to both public
and private improvements, including, but not limited to,
building fapde restoration, landscaping, street furniture
installation, undergrounding of utilities, and the development
of useable parking facilities
ED4-1.3 Assist in the voluntary formation of a Business
Improvement District, a legal entity, as outlined in the
Redevelopment Plan Implementation Strategy
Item 9.b. - Page 29
ED4-1.4 Incorporate City's Capital Improvement Program
to include infrastructure projects, including major street
reconstruction, storm drain and sewer improvement, water
capacity improvements, underground utility projeds, public
parking improvements, improvements to park facilities,
recreation areas, community facilities, and other public
buildings
ED4-1.5 Work with the Village Improvement Association
to preserve its historic function as the City's commercial and
cultural center
ED4-1.6 As detailed in the Redevelopment Plan
Implementation Strategy, encourage the private sector to
develop new retail, office, and hospitality facilities within the
Principal Improvement Areas to expand and diversify the
City's economy
ED4-2.1 While remaining open to development
opportunities elsewhere in the Redevelopment Project Area,
focused redevelopment activities should be targeted to the
aforementioned improvement zones
TOURISM
OBJECITVE ED5 Develop a strategy in the City that promotes the importance
of tourism
IMPLEMENTATION
MEASURES
ED5-1 Become an active participant in the San Luis Obispo
Countywide tourism programs
ED5-2 Initiate and enhance special events and promote and
increase those events and sites that are economically viable to
residents and visitors alike
ED5-3 Capitalize on redevelopment and other development
opportunities to promote destination-oriented lodging facilities
ED5-1.1 Financially support the San Luis Obispo County
Visitors and Conference Bureau
ED5- 1.2 Participate in the Edna Valley/Arroyo Grande
Valley Vintners Association
ED5-1.3 Work with the hospitality industry to ensure
overall understanding of the importance of customer service
ED5-1.4 Promote and maintain a "tourist friendly"
customer service policy within and among City staff and
departments
Item 9.b. - Page 30
ED5-1.5 Work with local event coordinators, including the
Arroyo Grande Valley Chamber of Commerce, Village
Improvement Association, Edna Valley/Arroyo Grande Valley
Vintners Association, and the San Luis Obispo County
Visitors and Conference Bureau to promote special events,
activities, and attractions
ED5-1.6 Assist in planning and executing special events
and promotion focusing on economic development, cultural
awareness and interaction, education, and other civic
causes. Special events, promotions, and activities include
expanded Farmers' Market, street fairs, parades, outdoor
dining/cafes, wine tasting, outdoor music, and concerts in
the park.
ED5-1.7 Develop additional tourist attractions and
lodging in or near the Village Core
ED5-1.8 Work with developers, landowners, and others
to site and design appropriate hotels, motels, bed and
breakfasts, and country inns
HOUSING
OBJECTIVE ED6 Promote development of affordable housing in accordance
with the General Plan
IMPLEMENTAlION
MEASURES
ED6-1 Facilitate the maintenance and improvement of existing and
new affordable housing through incentives and appropriate
regulatory streamlining
ED6-2 Encourage and accommodate mixed-use projects, which
include affordable housing for local workers
ED6-1.1 Accept higher densities for attached single-
family housing, multi-family housing, and new developments
that include excellent design, landscaping, open space, and
public transportation
ED6-1.2 Implement the residential rehabilitation program
as outlined in the Redevelopment Plan Implementation
Strategy
Item 9.b. - Page 31
DEVELOPMENT PROCESS
OBJECIIVE ' ED7 Develop a pro-business community image, including
simplifying and streamlining the approval process
IMPLEMENTATION
MEASURES
ED7-1 Review the Architectural Review Committee, Planning
Commission, and design or development review processes to
determine how they can be streamlined
ED7-1.1 Improve guidelines for design and development
review,
ED7-1.2 Establish clear City standards and thresholds of
acceptability for new developments,
ED7-1.3 Examine the possibility of an administrative
review process as an alternative for routine projects that are
consistent with the policies of the General Plan and
requirements of the Development Code and City design and
development guidelines,
ED7-1.4 Continue to coordinate "staff advisory"
development-related meetings with businesses prior to
submission of any formal applications, enhance
comprehensive pre-application information and assistance
and,
ED7-1.5 Provide City staff with ongoing education and
training as to the importance of timely responses.
Item 9.b. - Page 32
ATTACHMENT 2
City of Arroyo Grande
ECONOMIC DEVELOPMENT
STRATEGY
Prepared by the City Council-appointed
Economic Development Task Force
in conjunction with the
Economic Development Department
Approved by City Council
May 23,2000
Item 9.b. - Page 33
CITY OF ARROYO GRANDE . Economic Development Strategy
TABLE OF CONTENTS
Introduction ............................... Page 3
Acknowledgments ............ .... ...... Page 4
Results ..................................... Pages 5-15
Community Image Enhancement .... 5-6 ......... ............ Light Manufacturing .- 7-8
Agriculture ................................... 9
RetaiI/Commercial ......................... 10-1 1
Tourism ....................................... 12-1 3
....................................... Housing 14
Development Process .................... 15
Item 9.b. - Page 34
CITY OF ARROYO GRANDE - Economic Development Strategy
INTRODUCTION
At the April 13, 1999, City Council meeting, Council authorized the formation of
an Economic Development Task Force. Subsequently, at the June 8, ,1999, City
Council meeting, representatives from agribusiness, utilities, health care,
financial, and at-large appointments to the Economic Development Task Force
were made. Additionally, Mayor Pro Tem, Tony Ferrara, was selected to Chair
the Task Force. Council Member Tom Runels was also appointed to the Task
Force.
Although the City's first Economic Development Director assumed her duties
October 11, 1999, the Council-appointed Task Force has been meeting regularly
since June 18,1999. On December 15, 1999, Arroyo Grande resident Jack
Herlihy, Jack Herlihy & Associates, conducted a four (4) hourstrategic Planning
Session. Since that time, the Task Force has met diligently to reach consensus
on the 'components of the Strategy.
The Economic Development Strategy engages and is consistent with previous
work conducted by the Chamber of Commerce, and several City initiated studies
including the following:
Home Based Business Plan (Applied Development Economics)
Approved January 25,2000
Redevelopment Plan Implementation Strategy (Urban Futures, Inc.)
Adopted June 8,1999
Business Development Marketing Strategy (Applied Development.Economics)
Approved January 13,1998
Economic Opportunities Analysis Final Report (Applied Development
Economics)
Approved October 31,1995
Item 9.b. - Page 35
CITY OF ARROYO GRANDE - Economic Development Strategy
ACKNOWLEDGMENTS
Citv Council
Michael A. Lady, Mayor
Tony M. Ferrara, Mayor Pro Tem
Thomas A. Rl~nels
Steve Tolley
Jim Dickens
Economic Development Task Force
Tony Ferrara, Chairman - City of Arroyo Grande Mayor Pro Tem
Tom Runels, Council Member - City of Arroyo Grande
Nancy DePue, Superintendent - Lucia Mar School District
Dennis Donovan, General Manager - POVE
Bill Filippin, V.P. Loan Officer - Santa Lucia Bank
Nan Fowler, Owner - Nan's Pre-owned Books
Missie Hobson, Manager - PG&E
Steve Hollister, V. P. Marketing - Central Coast Farm Credit
Erik Howell, Board Member - Lucia Mar Unified School District
Jim Hoxter, CEO - Central & Pacific Coast Respiratory
Heather Jensen, CEO - Arroyo Grande Chamber of Commerce
Martin London, Planning Commissioner - City of Arroyo Grande
Tom Murray, Owner - Clean Cut Construction
Gene Stephens, Manager - Mid-State Bank
Economic Development Department
Diane K. Sheeley, Economic Development Director
Jeanne Venema, Office Assistant II
Community Development Department
Kerry McCants, Comm~~nity Development. Director
Financial Services Department
Lynda Snodgrass, Financial Services Director
The City of Arroyo Grande wishes to thank Jack Herlihy, Jack Herlihy &
Associates, for donating his time facilitating the December 15, 1999,
Economic Development Task Force Strategic Planning Session.
Additionally, a special thank you to Jack's daughter, Kacey Angle, who
assisted him.
Item 9.b. - Page 36
City of Arroyo Grande
ECONOMIC DEVELOPMENT
STRATEGY
COMMUNITY IMAGE ENHANCEMENT
Since the City has established an Economic Development Department and a
~edevelo~m~nt Agency, it is important that the City recognize the need for
establishing an identityhmage that portrays the City's commitment to being -
"business friendly. "
GOAL: TO CREATE AN ECONOMIC DEVELOPMENT MARKETING
PROGRAM AND TO IMPLEMENT 'THE REDEVELOPMENT PLAN
IMPLEMENTATION STRATEGY
Develop a long-range, comprehensive marketing program to promote the
City, consistent with the City's Redevelopment Plan lmplementation
Strategy and the Home-Based Business Development Plan
Prepare an annual marketing program consistent with the long-raqge,
comprehensive marketing program
Create a balanced economic image for the City of Arroyo Grande
Implement community signage and landscaping design program as
outlined in the Redevelopment Plan Implementation Strategy
Develop coordinated promotional marketing materials for the City and the
Redevelopment Agency, including advertising, utilizing the Internet
Leverage limited marketing dollars with the Economic Vitality Corporation
(EVC) of San Luis Obispo County, the Central Coast Marketing Team, and
the California Trade and Corr~merce Agency's "Team Califorr~ia" to
increase the visibility of the City's Economic Development arld
Redevelopment Programs
Encourage investment and create an awareness of local business
opportunities within the Redevelopment Project Areas
Item 9.b. - Page 37
CITY OF ARROYO GRANDE - Economic Development Strategy
Cultivate corr~munity pride and participation by local residents and
businesses
Promote awareness of impending improvements and plans for the
community in cooperation with other City departments
Conduct, promote, and encourage training workshops through the Arroyo
Grande Valley Chamber of Commerce, the San Luis Obispo CountylSanta
Barbara County Small Business Development Center, and the Cuesta
College Institute for Professional Development
Continue implementing community outreach program including active
participation with the Arroyo Grande Valley Chamber of Commerce, the
Village Improvement Association and local service clubs
promote the Economic Vitality Corporation's Revolving Loan Fund and
Micro-loan programs to Arroyo Grande businesses
Collaborate with support organizations that contribute to the economic
well-being of Arroyo Grande, including, but not limited to, the Arroyo
Grande Chamber of Commerce, Edna ValleylArroyo Grande Valley
Vintners Association, Economic Vitality Corporation, Cal Poly, Cuesta
College, California Association for Local Economic Development,
California Downtown Association, International Council for Shopping
Centers, American Economic Development Council, and the California
Redevelopment Association, and the UCSB Economic Forecast Project
Item 9.b. - Page 38
CITY OF ARROYO GRANDE - Economic Development Strategy
LIGHT MANUFACTURING
Often existing businesses are taken for granted and not included as part of an
economic development strategy. onet the less, historically, the most cost
effective and realistic form of economic development is realized through a sound
business retention and expansion program. The existing job base needs to be
nurtured and protected on an ongoing basis. ..
. ,
The City of Arroyo Grande needs to provide additional "base level" jobs for our
residents, keeping in mind that the companies would need to meet our
community needs. When we find a good fit, we need to be proactive in securing
the business.
We must recognize the difference between "base level" jobs and "support level"
jobs. Base level jobs bring dollars into our area, while support level jobs circulate
the dollars already here and keep them here longer. Base level jobs "import"
dollars into our economy while support level jobs keep those dollars from being
"exported. " A balance of both types of jobs is an essential element of prosperity.
The City's General Plan represents a commitment to provide future resources
and services to businesses. The City should support businesses proposing
appropriate projects within the scope of the General Plan.
GOAL: TO ENHANCE BUSINESS RETENTION AND EXPANSION
CONSISTENT WITH THE GENERAL PLAN AND LAND USE POLICIES
Assist the City's small business community in retaining and expanding
businesses
Encourage adequate infrastructure to support business expansions and
new development opportunities
Implement the Economic Vitality Corporation of San Luis Obispo County's
Business Retention and Expansion Program and review the findings of the
business trends to develop programs and policies appropriate for our
community
Continue to coordinate "one-stop" development-related staff meetings with
businesses prior to submission of any formal documentation to City
Encourage real estate brokers to share buildinglland availability with
Economic Development Department staff
Item 9.b. - Page 39
ClTY OF ARROYO GRANDE - Economic Development Strategy
Implement elements of the Applied Development Econorr~ics Home-Based
Business Development Plan at appropriate levels, based on needs of
home-based business owners
Provide pertinent information on business development opportunities in
Arroyo Grande to business owners, property owners, tenants, site
locators, and other agencies regarding business development
opportunities
Continue outreach and networking with industry groups, real estate
brokers, developers, and others including accountants, lenders, and
attorneys
Identify workforce training services and programs at Lucia Mar- Unified
School District, including School to Career, (i.e. work experience, R.O.P.),
Cuesta College's Institute for Professional Development, the Small
Business Development Center, the Employment Development
Department, and the Private Industry Council
GOAL: TO ENCOURAGE ClTY COLlNClUPLANNlNG COMMISSION TO
IDEN'I'IFY AREAS IN THE GENERAL PLAN FOR 'THE PURPOSE OF
RETAINING AND EXPANDING BUSINESSES
Encourage public participation in the General Plan Update process
Continue to balance economic goals with strong policies and programs
that promote and maintain the community's environment, quality of life,
and rural character
Item 9.b. - Page 40
CITY OF ARROYO GRANDE - Economic Development Strategy
AGRICULTURE
The City of Arroyo Grande recognizes the importance of agriculture to the local
economy. The retention of agricultural land within Arroyo Grande is important to
a wide range of sectors in the community. The City will encourage the retention
of farming and agricultural-related businesses within Arroyo Grande.
GOAL: ENCOURAGE AND SUPPORT THE RETENTION AND EXPANSION
OF COMMERCIAL AGRICLILTLIRAL BUSINESS ACTIVITIES
Collaborate with the San Luis Obispo County Farm Bureau, the University
of California Cooperative Extension, the Edna ValleyIArroyo Grande
Valley Vintners Association, the Economic Vitality Corporation, and other
organizations to develop and implement agricultural opportunities that
enhance the economic viability of the region (i.e. "agri-tourism")
Encourage adequate infrastructure and resources to maintain commercial
agriculture
GOAL: RECOGNIZE AND INVESTIGATE VALUE-ADDED
AGRICULTURAL OPPORTUNITIES
Work with the San Luis Obispo County Farm Bureau, the Edna Valley-
Arroyo Grande Vintners Association, and other organizations in promoting
value-added agricultural opportunities
Item 9.b. - Page 41
CITY OF ARROYO GRANDE - Economic Development Strategy
RETAILICOMMERCIAL
The City of Arroyo Grande is positioned to increase our sales tax revenues
through the development of the recent expansion in the retail/commercial areas.
The challenge will be finding compatible businesses and services to complement
the existing retail/commercial base.
GOAL: TO PROTECT AND PROMOTE 'THE OVERALL COMMERCIAL
SERVICE AND RETAIL BUSINESS SECTORS OF THE LOCAL ECONOMY
Promote local patronage and strong performance in satisfying local
demand for goods and services and the creation of additional jobs
Assist the City's small business community -- in retaining and expanding
businesses
GOAL: TO CONTINUE TO ENHANCE AND INCREASE THE RETAIL
UTILIZATION OF 'THE GRAND AVENUE CORRIDOR, THE VILLAGE
DIS'TRICT, TRAFFIC WAY, AND EL CAMINO IMPROVEMENT ZONES
CONSISTENT WITH THE REDEVELOPMENT PLAN IMPLEMENTATION
STRATEGY
While remaining open to development opportunities elsewhere in the
Redevelopment Project Area, focused redevelopment activities should be
targeted to the aforementioned lmprovement Zones
Work with other City departments to ensure comprehensive design
guidelines pertaining to both public and private improvements, including,
but not limited to, building fa~ade restoration, landscaping, street furniture
installation, undergrounding of utilities and the development of useable
parking facilities
Assist in the voluntary formation of a Business lmprovement District, a
legal entity, as outlined in the Redevelopment Plan Implementation
Strategy
Item 9.b. - Page 42
CITY OF ARROYO GRANDE - Economic Development Strategy
GOAL: TO IMPLEMENT THE REVITALIZATION AND REHABILITATION
PROGRAMS AS OUTLINED IN THE REDEVELOPMENT PLAN
IMPLEMENTATION STRATEGY
Incorporate City's Capital lmprovement Program to include infrastructure
projects including major street reconstructions, storm drain and sewer
improvements,'water capacity improvements, underground utility projects,
public parking improvements, improvements to park facilities, recreation
areas, community facilities, and other public buildings
GOAL: TO MAINTAIN AND ENHANCE THE VILLAGE AS A FOCAL POINT
FOR CIVIC AND TOURIST ACTIVITIES
Work with the Village lmprovement Association to preserve its: historic
function as the City's commercial center
GOAL: TO PROMOTE A PRO-RETAIL AND HOSPITALITY PROGRAM
As detailed in the Redevelopment Plan Implementation strategy,
encourage the private sector to develop new retail, office, and hospitality
facilities within the Principal lmprovement Areas to expand and diversify
the City's economy.
Item 9.b. - Page 43
ClTY OF ARROYO GRANDE - Economic Development Strategy
TOURISM
Arroyo Grande has historically depended on mostly stopover tourists because of
our location and proximity to Lopez Lake, the ocean, and the wineries. We have
typically been limited to residual destination tourism from other communities
within San Luis Obispo County. Tourism growth in the future will depend upon
Arroyo Grande more aggressively promoting our existing events as well as
capitalizing on The Village and our area's numerous attractions.
GOAL: TO BECOME AN ACTIVE PARTICIPANT IN THE SAN LUIS OBISPO
COUNTYWIDE TOLlRlSM PROGRAMS
Financially support the San Luis Obispo County Visitors and Conference
Bureau
Participate in the Edna ValleyIArroyo Grande Valley Vintners Association
GOAL: TO DEVELOP A CULTURE AND STRATEGY IN 'THE ClTY THAT
PROMOTES THE IMPORTANCE OF TOURISM
Work with the hospitality industry to ensure overall understanding of the
importance of customer service
Promote and maintain a "tourist friendly" customer service policy within
and among City staff and departments
GOAL: TO INITIATE AND ENHANCE SPECIAL EVENTS AND TO PROMOTE
AND INCREASE THESE EVENTS AND SITES
Initiate and support community activities that are economically viable to
residents and visitors alike
Work with local event coordinators including the Arroyo Grande Valley
Chamber of Commerce, Village Improvement Association, Edna
ValleyIArroyo Grande Valley Vintners Association, and the San Luis
Obispo County Visitors and Conference Bureau to identify special events,
activities, and promotions
Item 9.b. - Page 44
CITY OF ARROYO GRANDE - Economic Development Strategy
Assist in planning and executing special events and promotions focusiqg
on economic development, cultural awareness and interaction, education
and other civic causes. Special events, promotions, and activities might
include expanded Farmers' Market, street fairs, parades, outdoor
dininglcafes, wine tasting, outdoor music, and concerts in the park
Develop tourist attractions in or near the Village
GOAL: TO CAPITALIZE ON REDEVELOPMENT AND OTHER
OPPORTUNITIES TO PROMOTE DESTINATION-ORIENTED LODGING
FACILITIES
Work with developers, landowners, and others to site and design
appropriate hotels, motels, bed and breakfasts, and country inns
Item 9.b. - Page 45
CITY OF ARROYO GRANDE - Economic Development Strategy
HOUSING
The availability of housing affordable to workers is important to the local
economy. Properly planned higher densities and mixed-use projects can provide
more affordable housing and improve the living environment of a community by
avoiding sprawl, preserving human scale neighborhoods, and encouraging the
use of alternative forms of transportation.
GOAL: TO TAKE ADVANTAGE OF ANY OPPORTUNITIES OF LAND FOR
AFFORDABLE HOUSING IN ACCORDANCE WITH THE GENERAL PLAN
Facilitate the maintenance and improvement of existing housing through
incentives and appropriate regulatory streamlining
Accept higher densities for attached single-family housing, multi-farnily
housing, and new developments that include excellent design,
landscaping, open space, and public transportation
Encourage and accommodate mixed-use projects, which provide
affordable housing to local workers
lrr~plement the residential rehabilitation program as outlined in the
Redevelopment Plan Implementation Strategy
Item 9.b. - Page 46
CITY OF ARROYO GRANDE - Economic Development Strategy
DEVELOPMENT PROCESS
It is important that the City of Arroyo Grande examine existing City processes to
ensure that applications are processed in a timely manner without sacrificing
legitimate safety, environmental, and aesthetic concerns.
GOAL: TO DEVELOP A PRO-BUSINESS COMMLlNlTY IMAGE INCLUDING
SIMPLIFYING AND STREAMLINING THE APPROVAL PROCESS FOR
DISCRE'I'IONARY RETAIL, COMMERCIAL, AND RESIDENTIAL PROJECTS
Review the Architectural Review Committee, Planning Commission, and
' staff review processes to determine if review can be streamlined by:
Improving guidelines for all development review,
Establishing clear City standards and,,ihresholds of acceptability for
new development that will apply to staff and Comrr~ission project
review,
Examining the possibility of an administrative site plan process as
an alternative to the Conditional Use Permit for routine projects
that are consistent with the policies of the General Plan and
requirements of the Development Code,
Continue to coordinate "one-stop" development-related staff
meetings with businesses prior to submission of any formal
documentation, and
Provide City staff with ongoing education and training as to the
importance of timely responses
Item 9.b. - Page 47
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Item 9.b. - Page 48