City of Fresno 2024-2029 Comprehensive Economic Development Strategy
2024-2029 Comprehensive Economic Development Strategy
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Table of Contents
Introduction ......................................................................................... 1 Economic Conditions........................................................................... 4 S.W.O.T. .............................................................................................. 12 Strategic Direction ............................................................................. 13 Implementation ................................................................................. 20 Appendix ............................................................................................ 22
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 1 1 Introduction
The City of Fresno, in California's Central Valley, is the County seat of Fresno County. Its 2023 popula�on of 543,4201 makes it the most populous city in Fresno County and the fi�h most populous in California. Originally founded as a railway sta�on, it has grown into the Central Valley's economic hub. Much of the City's economy is �ed to large-scale agricultural produc�on and processing, healthcare and educa�on. The City has experienced strong interest in and some recent investment from research and technology firms.
Fresno's loca�on near the geographical center of California gives industry, residents and visitors access to major markets such as Sacramento, the Bay Area, Los Angeles and other western regions, recrea�on centers and state and na�onal parks. Access to these areas is made easy by a strong highway network traversing through the City—State Routes 99, 41, 168 and 180—Fresno Yosemite Interna�onal Airport, addi�onal major metro airports nearby, rail and deepwater ports.
While the City of Fresno recovered well from the COVID-19 pandemic, it is s�ll facing challenges due to the state of the na�onal economy, local popula�on growth and much-needed infrastructure investment to upgrade and expand services.
The City launched the Comprehensive Economic Development Strategy (CEDS) to bring focus to its economic development efforts to strengthen resiliency, stimulate private investment, target public investment and increase equitable employment opportuni�es and economic prosperity for all Fresno residents. The CEDS will be submited to the U.S. Economic Development Administra�on (EDA) as a step in applying and receiving federal funds for infrastructure and other projects.
The strategic framework, objec�ves and tasks developed for the City of Fresno CEDS are meant to achieve a balance between the City's physical, economic and social environments and align with the five principles of resilience stated in the City of Fresno's General Plan:
1. Provide quality of life and basic services in all neighborhoods.
2. Ensure a prosperous City centered on a vibrant downtown.
3. Prepare ample industrial and employment land ready for job creation.
4. Care for the built and natural environment.
5. Adhere to fiscally responsible and sustainable land use policies and practices.
1 California Department of Finance
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 2 Vision
The Fresno General Plan "envisions Fresno as a vibrant, growing city infused with a sense of heritage and community... a balanced city with an appropriate propor�on of its growth and reinvestment focused on the central core, Downtown, established neighborhoods and along Bus Rapid Transit (BRT) corridors."
CEDS Goals
ECONOMIC OPPORTUNITIES — Enhance the Economic Centers' compe��veness and vitality to atract and retain targeted industries that meet or exceed iden�fied criteria.
PLACEMAKING — Create quality Economic Centers where businesses thrive and people want to live, work, play and learn.
TALENT DEVELOPMENT — Create a resilient next-genera�on workforce.
CEDS Process
The City of Fresno ini�ated this nine-month strategic planning process in June 2023 to complete a comprehensive economic development strategy (CEDS), establish priori�es and provide direc�on to the City's Economic Development Department. The process included the following ac�vi�es.
• Reviewed over two dozen relevant studies, plans and documents (Appendix E). • Conducted personal interviews with approximately 50 community stakeholders. • Conducted online public surveys provided in multiple languages (Appendix F). • Researched and analyzed economic data (Appendix B).
• Engaged the public
Presented in council district townhall meetings, an overview of CEDS and the importance of public participation through survey and interviews. Promoted electronic and print surveys in traditional and social media. Distributed print and electronic promotional flyers at a variety of community events, at City public counters, and via social media outlets.
Provided promotional information to council and CEDS committee members to share with constituents and members.
Created a project-specific website (FresnoCEDS.com) to provide information, timelines, host documents and surveys.
Presented at the March 21, 2024 City of Fresno Council meeting which initiated the 30- day public review process.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 3 Organization of the CEDS
The City of Fresno CEDS addresses economic challenges, iden�fies opportuni�es and includes a plan for building a resilient local economy with increased commerce and employment op�ons.
Organiza�on of the CEDS follows the U.S. Economic Development Administra�on’s guidelines. • Economic Conditions is a discussion of the City, County and regional economic, physical and social environments.
• SWOT Analysis identifies the critical internal and external factors that affect the City's economic development potential. Along with data analysis, findings from the SWOT process led to strategies that focus on leveraging strengths and opportunities, overcoming weaknesses or challenges and mitigating threats.
• The Strategic Framework is built on focus areas - Economic Opportunities, Placemaking and Workforce Development. The framework includes objectives, strategies, tactics and performance metrics.
• CEDS Implementation and Management is provided in the final chapter.
CEDS Committee
To guide the development of
the CEDS, the City created an
informal CEDS strategy
commitee (right) that includes
leadership from organiza�ons
that are part of the
Organiza�onal Ecosystem
(Appendix C).
Implementa�on of the CEDS
will be carried out by the City
of Fresno Economic
Development staff and
partners.
The CEDS commitee provided
their knowledge and exper�se
to weigh in on the Strengths,
Weaknesses, Opportuni�es
and Threats (SWOT) findings
(Appendix A) and formulate
the goals, objec�ves and
strategies.
Michael Lukens, California State University Fresno
Elliot Balch, Downtown Fresno Partnership
Bret Zall, Fowler Packing/San Joaquin Valley Manufacturing Alliance
Chuck Riojas, Fresno, Madera, Tulare, Kings Building Trades Council Yery Olivares, Fresno Area Hispanic Founda�on
Amy Fuentes, Fresno Chamber of Commerce
Scot Miller, Fresno Chamber of Commerce
Dr . Robert Pimentel, Fresno City College
Will Oliver, Fresno County Economic Development Corpora�on Dr . Cassandra Litle, Fresno Metro Black Chamber of Commerce Blake Konczal, Fresno Regional Workforce Development Board Lisa Oliveira, Fresno/Clovis Conven�on and Visitors Bureau Genelle Taylor Kumpe, San Joaquin Valley Manufacturing Alliance Liz McIlvaine, Total Concept Enterprises/San Joaquin Valley Manufacturing Alliance
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 4
2 Economic Conditions
A community's economic, physical and social
environments are connected and influence each
other. For example, (1) infrastructure (streets,
u�li�es, etc.) and housing cons�tute Fresno's
"Physical Environment;" (2) popula�on, income and
support services are Fresno's "Social Environment."
Both the physical and social characteris�cs influence
and define the City's "Economic Environment,"
opportuni�es and success. Achieving a balance
among the economic, physical and social
environments is necessary to create and sustain a
socio-economically healthy community. The
challenges and opportuni�es to achieve this balance
are summarized here.
Whenever possible, City-specific data is used here. Data from regional, state and na�onal sources is o�en available only at the County level. Because the City of Fresno is the County's economic engine, County-level data provides a good measure.
Economic Environment
A summary of Fresno's economic environment is presented here. A more detailed discussion, data and analysis is in Appendix B-Economic Condi�ons.
Labor Force and Employment
Labor Force. The City of Fresno has recovered well from the recent pandemic. Data show that the County was among the fastest-growing labor markets in California and one of the earliest coun�es to emerge from the pandemic and see job growth from pre-pandemic levels. While the City and County of Fresno have closed the unemployment gap, both remain above the state average as of June 2023.
Wages. Overall, wages in Fresno County have increased from 2019 to 2023 due to low unemployment rates, job growth and a slowly growing regional labor force. However, some occupa�ons in cri�cal industries did not fare as well. Healthcare and protec�ve services have seen more downward pressure in the past year than in other occupa�ons. Even though wages
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 5 have increased for some, so has the cost of living, significantly reducing purchasing and real personal wealth.
Commute. Most (74%) of Fresno's employed residents work in the City. Most of the remaining workers are employed in the County or nearby ci�es of Clovis, Madera and Sanger.
Talent Pipeline. The source of Fresno's future workers (popula�on aged zero to 19) has seen small, slow growth—a situa�on seen in many communi�es around the na�on. Actual and projected declines in this age group are common. Fortunately for Fresno employers, this category shows some growth. Also, the region's substan�al college student popula�on could and should be atracted to employment opportuni�es in Fresno.
Educa�onal Atainment. The educa�onal atainment of Fresno's popula�on over the age of 25 is improving. From 2011 to 2021, the share of the popula�on with a bachelor's or graduate degree went from 20% to nearly 34%. In addi�on, the percentage of residents with less than a high school educa�on (diploma or equivalent) is decreasing.
Skills Training. California has seen declining enrollment in higher educa�on and career and technical educa�on (CTE) programs. This decline is also seen in the State Center Community College District, which includes Fresno City College and other regional colleges. Fortunately, the District has fared a litle beter on enrollments than the state overall, and while fewer students are enrolling, the number of earned cer�fica�ons is increasing.
Industry and Jobs
Industry Mix. Seven industries dominate the City of Fresno's economy. Over 60% of the City's employment is in government and public educa�on, healthcare, real estate, wholesale, manufacturing, professional services and retail. Because Fresno is in the center of California's Central Valley, one might expect to see agriculture represen�ng a large share of the City's economy, but ag employment is generally outside the City limits and accounts for just 3% of employment in the City.
Gross Regional Product (GRP). Most (77%) of Fresno's GRP comes from local-serving businesses.
From 2011 to 2021, goods-producing and local serving businesses grew by just over 5% while the visitor-serving sector declined by 0.6%, which can be atributed to the pandemic and the slow re- opening of the economy.
Taxable Sales. Fresno sales tax receipts consistently represent more than half of Fresno County's total taxable sales. Total taxable sales in certain categories have declined in the City since 2021. 2 Transient Occupancy Tax. 2010 to 2019 was a growth phase. More people visited the region and the state. With the onset of COVID, the next two years saw a sharp decline and lingered for about another 12 months before picking up--an indica�on of Fresno's visitor market resiliency.
2 See Appendix B, page 5 more detailed data
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 6 Physical Environment
A summary of the Fresno and regional physical environment is presented below. More detailed discussion, data and analysis is included in Appendix B-Economic Condi�ons.
Infrastructure
Downtown. The City recently acquired nearly $300 million for infrastructure improvements expected to catalyze and accelerate new investment in residen�al and mixed-use developments.
Funding is slated for two addi�onal parking structures, a new intermodal transit center, sidewalks, street ligh�ng, landscaping, stormwater facili�es, water distribu�on, wastewater improvements and new public parks and green spaces.
Municipal Services. Even with this unprecedented public infrastructure investment, there remains a substan�al need for addi�onal public investment throughout the City to accommodate years of deferred maintenance, equipment purchases and needed upgrades to essen�al infrastructure and services, including water, wastewater, transporta�on, energy management, ADA compliance projects, neighborhoods parks and recrea�on facili�es.
Broadband. About 84% of Fresno County households have access to broadband, which is in line with the state (90%) and the na�on (87%). The Informa�on Technology Master Plan details con�nued improvements needed to improve the City's compe��veness and expand access to affordable broadband, especially for residents and businesses in less affluent neighborhoods.
Public Transporta�on. The City offers 18 fixed-route bus lines, a green fleet of paratransit buses and an express bus service. However, more lines are needed to meet demand (frequency and connec�ons). A new trolley system, the FresnoHOP , is a free op�on that connects Fresno State and Campus Pointe to popular shopping and entertainment des�na�ons throughout the City with hourly departures.
Parks. The City's adopted Parks Master Plan shows that 80% of Fresno's parks are in fair or poor condi�on and presented a plan for improvements. Fresno voters approved the Measure P sales tax ini�a�ve to help fund new, maintain and improve neighborhood parks, facili�es and trails.
Sites and Buildings
The City has a very limited inventory of commercial and industrial development sites to support new business investment or the expansion of exis�ng businesses and industries. Areas that are desirable or have been iden�fied for job-crea�ng development face long-term obstacles to be market ready e.g. , inadequate infrastructure, absence of and cost to acquire u�lity services and neighborhood resistance to development. Development opportuni�es and related challenges are detailed in Appendix D, Economic Centers.
Housing
Affordability. Fresno has rela�vely affordable housing when compared with other areas in the state. This can be an economic and workforce development asset. The �ght housing market and City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 7 rising costs can mo�vate people to look further from where they work in search of more affordable housing.
Mix. The mix of single-family homes compared to mul�family homes has remained consistent in Fresno since 2011 (66% single-family to 33% mul�family). This is less than the County’s mix of single-family homes (83%) but compares well with the statewide data (68%).
Rentals. Renters occupy a larger propor�on of the housing stock versus homeowners, especially when compared to the County, state and na�on. In contrast to other California areas, rental prices in Fresno con�nued to rise alongside home prices a�er the pandemic, which compounds affordability issues. According to the Fresno County 2022 Affordable Housing Needs Report, asking rents throughout the County increased by 10.7% (2020to 2021). Addi�onally, renters in Fresno County need to earn 1.6 �mes the state minimum wage to afford the average monthly asking rent.
Environment and Natural Disasters
Hazard Mi�ga�on Plan. The City of Fresno and regional agencies partnered to create a hazard mi�ga�on plan to prepare for and respond to natural disasters and emergencies.
Community Emergency Response Team (CERT). This City program trains ci�zens to be beter prepared to respond to emergencies in their homes, workplaces and community.
Wildfires. According to riskfactor.com, the City of Fresno has only a moderate risk of wildfires over the next 30 years. An excep�onal year was 2020, when over 400,000 acres burned in Fresno and Madera Coun�es due to two incidents—the Creek Fire (379,895 acres) and the Mineral Fire (29,667).
Flooding. The Fresno/Clovis urban area is protected by three dams, seven large deten�on basins and a system of more than 700 miles of pipeline, 150 plus stormwater reten�on basins and over 20 stormwater basins used for recrea�on.
Drought. California's severe drought has been a decades-long safety and economic problem. The severity of drought condi�ons in Fresno County from 2013 to 2023 ranged from excep�onal to abnormal. During the later half of 2021 and early 2022 a majority of the land area was considered to be in excep�onal or extreme drought condi�ons.
Air Quality. The region's primary contributors to air quality problems are popula�on growth, emissions from traffic on two of the state's most-traveled transporta�on routes (Interstate 5 and Highway 99), farm equipment and wildfires. Geography also plays a role in air quality.
Surrounding mountain ranges can cause air pollutants to concentrate in the valley and be trapped if prevailing winds cannot rise over the mountain ranges.
Seismic Stability. The City of Fresno and most of the County are situated in an area of rela�vely low seismic ac�vity; however, there are fault systems that have the poten�al to produce high- magnitude earthquakes. According to the U.S. Geological Society (USGS) maps, most seismic ac�vity occurs to the west of Fresno County and the east in the Sierra Nevada Mountains.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 8 Social Environment
A summary of Fresno's social environment is presented below. More detailed discussion, data and analysis is included in Appendix B-Economic Condi�ons.
Population
Growth. For the first �me in recorded history, California lost popula�on in 2020; the decline is expected to con�nue. Stanford Ins�tute for Economic Policy Research (SIEPR) found two primary reasons for the outmigra�on: 1) high cost of living and 2) regulatory policies and mandates.
Unlike the state, the Department of Finance predicts the City and County will gain popula�on.
Age. Like much of the na�on, Fresno's popula�on is maturing. Almost 40% of Fresno's popula�on is between 25 and 55 years old, prime earning and paren�ng years. Nearly 12% are over 65.
Diversity. The ethnic and racial mix of Fresno's popula�on is similar to Fresno County. A slightly larger share of the City's popula�on is Hispanic, Asian, or Black (22% vs 16% in the County).
According to a recent analysis from U.S. News & World Report, Fresno ranks as the 9th most racially diverse large ci�es in America (ci�es with a popula�on of 300,000 or more).3 Wealth
Income. The median household income in Fresno experienced a 10-year average annual increase of 0.71%, more than Fresno County (0.23%) or the State of California (0.68%). However, the median household income in Fresno remains lower than that of the County, state and na�on.
Poverty. The poverty level in Fresno (25% in 2021) is consistently higher than in the County (22%), state (13%), and na�on (13%).
Sources of Income. The share of personal income from earned wages (vs passive income such as social security, re�rement, or public assistance) in Fresno is substan�al (79%) and has remained unchanged since 2017. The fact that a large majority are receiving income from wages suggests that people are in Fresno to work.
Cost of Living. Living in Fresno is nearly 104% more expensive than the U.S. average. However, Fresno's cost of living is much more affordable than the state average of 150%. The cost of u�li�es and housing are the two primary components of the higher cost of living.
Health and Safety
At-Risk Popula�on. The Census Bureau's Community Resilience Es�mates (CRE) measures vulnerable popula�ons based on several factors, including poverty level, senior popula�on, single-parent households and households with no vehicle. Over half of Fresno County (and
3 The Business Journal. January 23, 2020. Fresno Among Most Diverse US Cities, though its Diversity is Falling
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 9 surrounding coun�es) have one or more risk factors, which is in line with the state but higher than the na�on.
Unhoused Popula�on. According to the 2023 Fresno Madera Con�nuum of Care (FMCoC) Point in Time (PIT), 4,493 persons in these two coun�es were experiencing homelessness as of January 24, 2023—a 7% increase from 2022.
Childcare. Fresno is not mee�ng the demand for affordable, quality childcare. Only 23% of children (aged 0-12) in working families have access to childcare services, leaving 77% of working families unserved and an untapped workforce at home at a �me when many jobs go unfilled.
Development Opportunities
This CEDS focuses on ten
dis�nct economic
opportunity areas or centers
(Centers). These Centers
were iden�fied by their
short-term development
poten�al (appropriate
zoning, en�tlements and
infrastructure). This focus in
no way excludes other areas
or specific sites in the City
from development.
Addi�onal Centers or sites
can be added and
boundaries expanded in
CEDS updates to
accommodate these
opportuni�es.
Business ac�vity in the Centers generates revenue
for the City through sales, property and lodging taxes
and provides diverse employment op�ons for Fresno
area workers. The economic health of these Centers
is essen�al to improving and sustaining Fresno as a
healthy community with balanced economic,
physical and social environments.
Understanding how each Center func�ons from an
economic development perspec�ve is also important
to understanding and planning for future economic
and job growth and diversifica�on. These Centers
include opportuni�es for new and in-fill
ECONOMIC CENTERS
1 Herndon-Highway 99
2 Blackstone Corridor
3 Tower District
4 Downtown-Chinatown
5 Kings Canyon-Ventura Corridor
6 South Van Ness Industrial Area
7 South Central Specific Plan Area
8 Fresno Yosemite Interna�onal Airport
9 Southeast Development Area (SEDA)
10 Shaw Avenue
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 10 development, revitaliza�on and enhancement of
space for industrial, commercial, retail and visitor uses. In-fill development is a City priority.
Improvements to the Centers will result in a more compe��ve City that is atrac�ve to employers and workers, helping to diversify the economy and providing a range of employment opportuni�es.
Shown on the map are the 10 Centers which total over 30,000 acres, include 9,000 businesses and nearly 125,000 employment opportuni�es.
Further descrip�ons and data on business and employment mix and infrastructure needs are detailed in Appendix D.
Target Industries
As these Centers are further improved and made ready for private investment, they can be expected to be among the City's best bet for business atrac�on and employment growth based on forecasted job growth (Appendix B). These industries also align with the target industries of other regional organiza�ons engaged in business atrac�on and entrepreneurial growth.
Advanced Manufacturing is typically defined as firms that use innova�ve technologies that improve products or processes e.g., ar�ficial intelligence, robo�cs, advanced materials, laser machinery. Many manufacturing firms today could be considered as advanced.
Industries typically associated with advanced manufacturing are automo�ve, medical devices, pharmaceu�cals, consumer products, energy equipment and scien�fic instruments.
Agri-Business and Food Processing. While Fresno's expected growth in manufacturing jobs is essen�ally flat, it is an important regional employer. Na�onally, food manufacturing in par�cular, is growing at a pace faster than the economy as a whole. Over the last five years, jobs in this sector increased 6.6 percent. Jobs growth over the next five years is es�mated to be 8% (Expansion Solu�ons Magazine, Nov/Dec 2023 issue).
Biomass and Renewable Energy industries convert waste from plants and animals into usable energy and fuels. Fresno's compe��ve advantage in this industry is its access to source materials—�mber, ag crops and animal waste. Na�onal and global demand for biofuels remains strong.
Entertainment and Recrea�on. While this sector is not a targeted industry throughout the region, it is a major employment category in Fresno. Many jobs in this category are lower-paying entry-level posi�ons. These jobs are important for students and people entering or re-entering the workforce. This industry sector also provides a substan�al revenue source for the City and its small businesses.
Healthcare. The na�on's aging popula�on drives the high demand for healthcare services. The share of Fresno's popula�on over 65 today is 12%, and is expected to be 17% by 2030. This will require healthcare workers at all skill levels—highly-skilled medical professionals, mid-skilled technicians and entry-level support staff—many of which may come from UC Merced's new medical educa�on pathways program.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 11 Informa�on Technologies (IT) includes businesses that provide goods and services related to compu�ng e.g., hardware, so�ware, telecom, data analy�cs and cybersecurity. Today IT is used by everyone and the demand for IT workers will con�nue to grow - both skilled and entry-level. Access to colleges and universi�es is a cri�cal loca�on factor.
Logis�cs is already a successful industry sector in Fresno due in part to the City's desirable loca�on that offers a strong highway network and access to airports and seaports. The existence of a logis�cs cluster is evidence of the compe��ve advantages and workforce Fresno offers.
Professional and Scien�fic Services include a wide range of disciplines, including research and development, labs, biotechnology, pharmaceu�cals, medical devices, energy, environmental sciences and more. Access to and collabora�on with universi�es and workspaces like those available in Fresno is important to this work. The future of this work is likely to be strong as technological progress, societal needs and global challenges drive it.
Water Technologies encompasses a wide range of technologies, solu�ons and services that address water management, treatment, distribu�on and conserva�on challenges.
As popula�ons grow, urbanize and face the impacts of climate change, the importance of advanced water technologies will increase. The California Water Ins�tute at Fresno State University, a recognized leader in this work, offers a strong compe��ve advantage.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 12 3 S.W.O.T.
This assessment of the City's strengths, weaknesses, opportuni�es and threats (SWOT) is a culmina�on of data and trends analysis, review of recent documents, community surveys and personal interviews with stakeholders. These factors are the basis for the CEDS Goals, Objectives, Strategies and Tactics. A more detailed analysis of the SWOT factors and data is provided in Appendix A (SWOT) and Appendix B (Economic Conditions Report).
STRENGTHS WEAKNESSES
Economic stability
Full-service city
Favorable cost of living
Community engagement
Diverse and unique neighborhoods
Growing popula�on
Strong entrepreneurial spirit
Business GRP, jobs growth
Access to talent
Improving educa�onal atainment
Increasing median household income
Income source from wages
Access to markets
Infrastructure improvements
Limited job growth in some industry sectors
Unequal wage growth (occupa�ons)
Image, percep�on
Perceived cumbersome development process,
cost
Slow growth of the talent pipeline
Limited inventory of sites, buildings
Underinvestment in recrea�onal facili�es
Deferred public investment in infrastructure
Inequi�es in broadband access
Worker-affordable housing
Increasing unhoused popula�on
Unmet childcare needs
Poverty rate
Delayed development due to u�lity
availability, access, cost
OPPORTUNITIES THREATS
Ten Economic Centers that support short- and
long-term industrial, commercial,
entrepreneurial and small business
investment
Approved funding for cri�cal infrastructure
projects that support economic growth in the
Economic Centers
A robust organiza�onal ecosystem that can be
relied upon to lead, support and implement
priority strategies
A growing popula�on and strong
entrepreneurial spirit support small business
growth and a more diverse mix of businesses
Leadership and par�cipa�on in California Jobs
First ini�a�ve (CERF) to support CEDS goals
State and federal regulatory environment (i.e.
burden placed on small businesses and fast-
food opera�ons by the increased minimum
wage)
Long-term sustainability of water supply
Sustained improvement in air quality
Natural and weather-related disasters
Health-related disasters
U�lity (gas and electric) disrup�ons caused by
wildfires and other natural disasters
Proposed SB531 will change where sales tax
receipts are collected, impac�ng City’s
revenue stream
Poten�al impact on local jurisdic�ons’
revenue due to the State budget shor�all
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 13
4 Strategic Direction
Through the process of developing the CEDS, ten (10) Economic Centers were iden�fied that provide dis�nct economic opportuni�es for the City (Appendix D). The CEDS strategies presented here apply to and target these ten (10) Centers.
The strategic framework for these Economic Centers is built on three focus areas:
Economic Opportuni�es—ensuring the City has an inventory of market-ready sites and buildings suitable for employers offering high-quality jobs.
Placemaking—ensuring that the benefits of developing the Economic Centers are shared and impact to residents and the environment is minimized.
Workforce Development and Talent Atrac�on—ensuring an educated and skilled talent pool is available to Fresno employers.
The strategies are based on the SWOT analysis, economic condi�ons, document review, stakeholder interviews and public engagement. The tac�cs establish the steps necessary to ensure these Economic Centers remain viable and/or transform underperforming Centers into vibrant economic engines.
Implemen�ng the near-term and long-term tac�cs requires a partnership of local organiza�ons, associa�ons and agencies to ensure success and con�nued progress. An economic development organiza�onal ecosystem is presented in Appendix C. Over two dozen agencies and organiza�ons in the City of Fresno, County of Fresno and the greater Central Valley region are ac�vely working independently and collabora�vely on programs and ini�a�ves to protect and improve the region's economic future.
The CEDS strategies and tac�cs are intended to augment many of the ini�a�ves currently underway, support the needs of businesses in the City's Economic Centers and result in an improved and equitable quality of life for Fresno residents.
One of the most cri�cal roles the City of Fresno can play in this ecosystem is to bring leadership together, connect groups and strategies, ensure informa�on flows among the organiza�ons and protect against duplica�on of efforts and conflicts. Specific implementa�on responsibili�es will be decided collabora�vely.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 14 Economic Opportunities
The key to economic development success in growing
and atrac�ng business is understanding 1) the loca�on
drivers of emerging, growing and legacy industries, 2)
the loca�on needs of these industries and 3) transla�ng this knowledge into community and real estate
readiness. The strategies presented here are focused on ensuring the City has an inventory of market-ready sites and buildings suitable for employers offering high-
quality jobs.
OBJECTIVE 1: Increase the total square feet and/or
acres of market-ready sites and buildings to
accommodate targeted business/industry, small
business growth and support local entrepreneurs ready
to scale up opera�ons.
STRATEGY: Proac�vely support, encourage and
spearhead efforts to make industrially zoned proper�es
market and investment-ready.
• Use Economic Center data (Appendix D) to create
near- and long-term building and site inventory.
• Identify vacant or underutilized buildings/sites
within each Economic Center that could be a
catalyst project that revitalizes the Center, creates opportunities for entrepreneurial growth and sparks additional investment.
• Contact property owners and developers of near-term opportunities to identify their near- and long-term plans to market or develop buildings/sites. • Develop marketing plan/strategy and implement.
• Investigate online site inventory apps to promote near-term opportunities.
OBJECTIVE 2: Upgrade, expand and/or create resilient infrastructure to support targeted business/industry on the most promising near- term development opportuni�es.
STRATEGY: Iden�fy and map infrastructure needed to support near-term development opportuni�es.
• Partner with City departments, utilities and broadband providers to map infrastructure deficiencies.
• Identify and pursue potential sources of funding.
GOAL: Enhance the Economic
Centers’ compe��veness and
economic vitality to support
local entrepreneurial and small
business growth and atract and
retain targeted traded sector
industry that meets or exceeds
iden�fied criteria (e.g. family
sustaining wages, investment
impact, equity, resiliency,
support for exis�ng industry).
OUTCOME METRICS
Square feet of new market
ready industrial space
Acres of new market ready
industrial sites
Jobs created by new and
expanded businesses
Equity and resiliency
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 15 OBJECTIVE 3: Develop City-specific business/industry targets based on near-term economic opportunity areas and iden�fied key criteria (e.g. family sustaining wages, suitability for poten�al sites, mul�plier effect, etc.).
STRATEGY: Spearhead efforts to grow local business and atract business and industry targets. • Create an industry target list for near- and long-term prospects. • Partner with stakeholders (property owner(s), brokers, workforce, education, small business and entrepreneurial service providers, etc.) to develop and implement an outreach strategy.
• Consider contracting for lead-generating services.
OBJECTIVE 4: Cul�vate a business climate that welcomes and supports new business investment, business expansions and robust entrepreneurial growth.
STRATEGIES: (1) Iden�fy and support opportuni�es for business innova�on, reten�on, expansion and entrepreneurship through equitable access to support services and capital. (2) Address internal and external concerns regarding the City's perceived cumbersome permi�ng and development process. (3) Support efforts of the Organiza�on Ecosystem to improve the business climate.
• Determine key business climate issues, identifying and implementing solutions. • Build on the existing entrepreneurial ecosystem that allows entrepreneurs to quickly find knowledge and resources they need to succeed.
• Build a business support and response team to address issues/concerns as they surface and identify opportunities for growth and sustainability.
• Increase access to venture and other forms of investment capital and financing. • Identify options for incentives, development agreements, labor or hiring agreements and other assistance options to offset potential environmental impacts and promote equitable hiring.
• Develop a key message platform, including business cases and testimonials for internal and external distribution.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 16 Placemaking
Placemaking strategies are focused on commercial
Centers and industrial areas that contain a residen�al
component to ensure that the development benefits
are shared and impact to residents and environment is
minimalized. These goals, strategies and tac�cs are
intended to be applied to some or all of Fresno's
Economic Centers as appropriate.
OBJECTIVE 1: Create quality Economic Centers where
businesses thrive and people want to live, work, play
and learn.
STRATEGY: Priori�ze the Economic Centers.
•
Determine the criteria and prioritize Centers
(existing infrastructure, sites and buildings,
highways, access to public transportation,
environmental impact, etc.).
• Engage City, property owners, businesses,
residents on potential development uses,
amenities and other services needed within the
selected Centers.
• Determine feasibility and costs.
• Develop new or update existing plans for
infrastructure and other improvements in conjunction with strategies and tactics presented in the in the Economic Opportunities section.
OBJECTIVE 2: Encourage and support clean, atrac�ve, safe Economic Centers.
STRATEGY: In partnership with the Fresno Arts Council, City's Parks Department and other partners, iden�fy resources and funding for façade improvements, streetscaping, parklets, outdoor dining, wayfinding and public art within the Economic Centers. • Consider design standards that address attractive building fronts, buffering and screening from storage yards and signage that promote a "sense of place" for commercial and industrial areas and business parks.
• Continue to fund, promote and expand existing façade programs. • Continue to fund, promote and identify locations for 1) murals on public and/or private buildings and 2) public art installations.
• Create a plan for murals and public art that uses local artists. • Identify neighborhoods or corridors within the Economic Centers that would benefit GOAL: Create quality Economic
Centers where businesses thrive
and people want to live, work,
play and learn.
OUTCOME METRICS
Improved u�liza�on of sites
and buildings
Increased ridership in Fresno
public transporta�on
Reduced vehicle miles
traveled (VMT)
Expanded range of housing
op�ons
Dollars invested in improving
facades, streetscapes,
murals, public art and other
ameni�es that contribute to
a sense of place
Reduced vacancies
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 17 and be eligible for a façade improvement program, enhanced streetscaping and signage/wayfinding.
• Identify funding resources for improvement projects.
OBJECTIVE 3: Provide a network of well-maintained parks, open spaces, athle�c facili�es and walking and biking trails that connect the City's Economic Centers with resident and worker neighborhoods.
STRATEGY: Ensure Measure P funds are adequately allocated to areas within the Economic Centers.
• Identify areas within the Economic Centers that are under-served by parks, facilities, trails and worker amenities.
• Work with City departments to prioritize investment in Economic Centers. • When possible, leverage parks investment with private development investment in the Economic Centers.
• Include these park upgrades as a part of the workforce and business retention and attraction strategies.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 18 Workforce Development and
Talent Attraction
An educated and skilled workforce and talent pool is
the cornerstone to improving and sustaining a strong
economy. Finding available and qualified workers is a
challenge faced by businesses throughout California
and the na�on. Slow popula�on growth, declining
school enrollment and workers aging out of the
workforce all exacerbate the workforce challenges and
are seen as red flags for new industry and expanding
businesses. The following strategies and tac�cs are
intended to augment many of the ini�a�ves currently
underway, support the needs of businesses in the City's Economic Centers and result in an improved and
equitable quality of life for Fresno residents.
OBJECTIVE 1: Establish a highly effec�ve educa�on,
business, workforce collabora�ve dedicated to
addressing educa�onal and workforce training
excellence.
STRATEGY: Build a robust pipeline of talented workers with the skills necessary for in- demand occupa�ons and careers.
• Formalize and expand existing partnerships and cooperation among education, workforce development and training partners e.g., Fresno Regional Workforce Development Board, PreK-12 and regional colleges and universities.
• Actively support and participate in implementing the Good Jobs Challenge. • Encourage greater diversity and cross-representation on boards and committees. • Establish information sharing protocols (e.g., labor force and industry trends, economic data, critical employer issues) and collaboratively identify opportunities and solutions.
OBJECTIVE 2: Ensure businesses in each of the priority Economic Centers have access to talented workers with the skills necessary for in-demand occupa�ons and careers.
STRATEGY: Involve industry in iden�fying the skills, training, cer�fica�ons and licenses required for their workers and new hires.
• Fully understand the industry mix within each Economic Center. • Ascertain the in-demand training and skills through a variety of avenues of employment engagement e.g., retention visits, industry groups, civic and community organization meetings. Share information with workforce development and training partners within the GOAL: Create a resilient next
genera�on workforce.
OUTCOME METRICS
Increased or improved:
CTE comple�ons, cer�ficates,
licenses
Enrollment and graduates
Median wages or median
personal income
Educa�onal atainment
Employment in high-skilled
occupa�ons
Employment rate
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 19 Organizational Ecosystem (Appendix C).
• Expand existing and develop new career pathway initiatives and sector-based training programs that are aligned with industry needs.
• Participate in efforts to establish new and/or modify existing training programs. • Participate in efforts to identify and secure funding for training facilities, equipment, technology and instructors
OBJECTIVE 3: Grow the talent pool by atrac�ng and retaining talented workers with the skills necessary for in-demand occupa�ons and careers.
STRATEGY: Increase awareness of the diverse employment and career opportuni�es with Fresno employers to college, high and middle school students throughout the region. • Engage members of the Organizational Ecosystem in a collaborative multi-media messaging campaign(s) that promotes career opportunities and advancement, quality of life, cultural diversity and affordability in Fresno.
• Support placemaking initiatives as a way of attracting and retaining prospective workers and professionals.
• Participate in career days and speaking engagements at area schools. • Facilitate tours of local businesses to become more familiar with their products, operations, production and markets.
• Sponsor industry-specific business/student roundtable discussions OBJECTIVE 4: Address challenges of adult students and those in a career transi�on or re-entering the workforce.
STRATEGY: Engage policy makers, businesses and educators in iden�fying solu�ons and funding for support services.
• Ensure quality and affordable childcare is accessible in Economic Centers. • Ensure public transportation routes connect neighborhoods and Economic Centers. • Promote and incentivize family-friendly workplace practices. • Support initiatives and identify funding sources for materials and equipment needed for education and training.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 20 5 Implementation
The City of Fresno and the greater Central Valley region enjoy a substan�al and proac�ve group of organiza�ons working collabora�vely to protect and improve the region's economic, social and physical future. Listed on the following page is the Organiza�onal Ecosystem charged with implemen�ng the CEDS according to the organiza�on's area of exper�se. Appendix C presents the mission and priori�es of these organiza�ons.
Effec�vely moving the strategies and tac�cs forward to ul�mately realize the goals requires this team of dedicated professionals. Implemen�ng the CEDS strategies involves each member of the Organiza�on Ecosystem to some degree. The schedule below is intended to provide the CEDS Commitee, Implementa�on Team and City staff with direc�on on ge�ng started with implementa�on tasks.
0-30 Days 30-60 Days 60-90 Days
Determine strategies and
tac�cs to be implemented
in Year 1.
Confirm roles and
responsibili�es for lead
and partner organiza�ons.
Consider using an exis�ng
(or obtaining a new)
project management and
repor�ng tool.
Ensure all implemen�ng
partners have access.
Establish repor�ng
protocols.
Determine the specific
performance metrics to be
monitored.
Establish a �meline and
responsibili�es for
collec�ng and repor�ng
performance.
Input relevant data into
project management tool.
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 21
CITY OF FRESNO CEDS ORGANIZATIONAL ECOSYSTEM
BUSINESS DEVELOPMENT & JOB CREATION
Asian Business Center and Resource Ins�tute
California State University, Fresno Women’s
Entrepreneur Center
California Central Valley Economic Development
Corpora�on
California Partnership for the San Joaquin Valley
Central Valley Immigrant Integra�on
Collabora�ve
Chinatown Fresno Founda�on and Partnership
Community & Economic Development
Partnership
Fresno/Clovis Conven�on and Visitors Bureau
Downtown Fresno Partnership
Fresno Area Hispanic Founda�on
Fresno Black Chamber of Commerce
Fresno Business Council
Fresno Chamber of Commerce
Fresno Economic Development Corpora�on
Hmong Business Incubator
San Joaquin Valley Manufacturing Alliance
Valley Small Business Development Corp.
COMMUNITY & NEIGHBORHOOD DEVELOPMENT
Asian Business Center and Resource Ins�tute
California Partnership for the San Joaquin Valley
Central California Environmental Jus�ce
Network
Chinatown Fresno Founda�on and Partnership
Community & Economic Development
Partnership
Downtown Fresno Partnership
Fresno Building Healthy Communi�es
Fresno/Clovis Conven�on and Visitors Bureau
Fresno Economic Development Corpora�on
Invest Fresno
Leadership Council for Jus�ce
Tower District Marke�ng Commitee
Vision View
DIVERSITY , EQUITY , INCLUSION, ACCESS
Asian Business Center and Resource Ins�tute
California Partnership for the San Joaquin
Valley
Central California Environmental Jus�ce
Network
Central California Hispanic Chamber of
Commerce
Central Valley Immigrant Integra�on
Collabora�ve
Chinatown Fresno Founda�on & Partnership
Community & Economic Development
Partnership
Fresno Building Healthy Communi�es
Fresno Area Hispanic Founda�on
Fresno Black Chamber of Commerce
Fresno Economic Opportuni�es Commission
Leadership Council for Jus�ce
Vision View
EDUCATION & WORKFORCE DEVELOPMENT
California Partnership of the San Joaquin Valley
California State University, Fresno
Fresno City College
Fresno Economic Opportuni�es Commission Fresno Regional Workforce Development Board San Joaquin Valley Manufacturing Alliance
City of Fresno 2024-2029 Comprehensive Economic Development Strategy Page 22 6 Appendix
A. Strengths Weaknesses Opportunities Threats
B. Economic Conditions
C. Organizational Ecosystem
D. Economic Centers
E. Reference Documents
F. Public Survey