PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
11 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
PASADENA
ECONOMIC
DEVELOPMENT
STRATEGY
DIAGNOSTIC + GUIDING
PRINCIPLES
PRESENTED TO ED-TECH COMMITTEE
FEBRUARY 2024
DRAFT
DOWNTOWN CLEVELAND, OH ——————————RETAIL STRATEGY
2 TABLE OF CONTENTS
01 PROJECT PLAN & APPROACH
02 STAKEHOLDER FEEDBACK
03 MARKET AND INDUSTRY FINDINGS
04 RETAIL ENVIRONMENT
05 PHYSICAL ENVIRONMENT ASSESSMENT
06 ADMINISTRATIVE ASSESSMENT
07 GUIDING PRINCIPLES
641 S ST NW
WASHINGTON, DC
2001
STREETSENSE.COM
@REALSTREETSENSE
CONTACT
LARISA ORTIZ
MANAGING DIRECTOR
STREETSENSE
[email protected]
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
33 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY 01 PROJECT PLAN
& APPROACH
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
4 PROJECT UNDERSTANDING
PURPOSE:
To provide the Pasadena Economic Development Division a five-year economic development strategic plan that guides priorities, policies, programs, and services with consideration of post-pandemic realties to foster the City's ongoing economic health and competitiveness.
OUTCOME:
The Strategic Plan defines an actionable set of strategies facilitated by the Pasadena Economic Development Division. The Plan is a reflection of the collaborative input and goals of both the City and key public and private partners whose coordinated actions and overall engagement are critical to successful economic development outcomes.
Photo by Visit
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
5 PROJECT PLAN & SCHEDULE
PHASE 1: IMMERSION & DISCOVERY
August - September
Background document review, field work,
stakeholder discussions, and goal setting
Site Tour: September 24th – September
27th
Advisory Committee Meeting #1*
PHASE 2: DIAGNOSTIC
October – December
• Market Analysis
• Business Environment
• Administrative Capacity
• Physical Environment
Advisory Committee Workshop #2*
Deliverable: Diagnostic Summary
PHASE 3: STRATEGIC PLAN AND
RECOMMENDATIONS MATRIX
January - Late Spring 2024
Executive summary, case studies,
performance metrics, methods and
tools, recommendations and strategies
EdTech Committee Meeting
Advisory Committee Meeting #3
City Council Meeting*
Deliverable: Draft and Final Report
* Denotes a decided in-person/hybrid meeting
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
66 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY Photo by Brands & People on Unsplash
02 STAKEHOLDER
FEEDBACK
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
7 STAKEHOLDERS OUTREACH
PUBLIC +
NON-
PROFIT
SECTORS
PRIVATE
SECTOR
Streetsense conducted a series of
in-person focus groups and one-on-one
interviews with relevant stakeholders to
understand the strengths of Pasadena
and the potential challenges that the city
is facing.
Steve Mulheim – Old Pasadena Management District
Joaquin Siques – Pasadena Department of Transportation
Kellee O'Rourke – Pasadena Department of Water & Power
Rochelle Branch – Pasadena Arts & Cultural Affairs Division William (Bill) Huang – Pasadena Department of Housing
Philip Leclaire – Pasadena Department of IT
Jason Mikaelian – Pasadena Planning & Community Development Department
Kris Markarian – Pasadena Department of Public Works
Niki Svara – Old Pasadena Management District
Lola Osborne – Pasadena Parks, Recreation & Community Services Department
EDS
Fred Farina – Caltech
Leslie Thompson – Pasadena City College
Donald Loewel – Pasadena City College
Rollin Homer – ArtCenter College of Design
Sylvia Tolbert – Learning Works
MEDS
Julia Bradsher – Huntington Medical
Research Institutes
Jane Haderlein – Huntington Hospital
TECH
Nardo Manaloto – Quibits Ventures
Bassil Dahiyat – Xencor
Robert Bishop – Pasadena Biocollaborative Incubator
Robert Angarita – Baller TV
Aaron Hawkey – Baller TV
ENTREPRENEURS
Rob McClinton – Innovate Pasadena
Estelle Campbell – Studios @ Walnut
Tom McGovern – Idealab
Perry Bennett – Perry's Joint
REAL
ESTATE
Patrick Church – JLL Los Angeles
Pat Hurst – Hurst/Harrigan
Charles Loveman – Heritage Housing Partners
Robert Montano – Adept Development
Dale Brown – Onyx Architects
Juan Morales – Onni Group
Kristin Tonkin – Onni Group
Melissa Lee – Public Works Partners
Josh McCurry – Flintridge Center
David Eads – Tournament of Roses
Howie Zechner – Raz Video Production/Pasadena Senior Commission Gina Tleel – South Lake Business Association
MISC.
Stakeholder Outreach as of 12/12/23
Alfred Lomax Carr – Northwest Commission
Michael Anthony Cullins – Northwest Commission
Uzoamaka Renee Ogbodo – Northwest Commission
Brad Budde – Northwest Pasadena Resident
Pete Ewing – West Pasadena Residents Association
Jose Madera – Pasadena Community Job Center
= Advisory Group Members
Dianne Russel-Carter – Foothill Workforce Development Board Hilary Norton – California Transportation Commission
Prentice Deadrick – City of Pasadena
Brian Wallace – Playhouse Village Association
Jason Lyon – Pasadena City Council
Michael Ross – Pasadena Center Operating Company
Paul Little – Pasadena Chamber of Commerce
Taylor Lenton – Caltech
Salvatrice Cummo – Pasadena City College
Monique Reaves – Rose Bowl Stadium
Andy Wilson – Alliance for SoCal Innovation
Mike de la Rocha – Tepito Coffee, Revolve Impact
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
88 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY 03 MARKET &
INDUSTRY
FINDINGS
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
99 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY 3A
ECONOMIC
ANALYSIS
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
10 REGIONAL ECONOMIC RECOVERY
• Los Angeles county has fully recovered from a pure employment standpoint, but recovery was uneven across sectors
• Pasadena employment rebounded quickly but levels are still below their pre covid peak
KEY TAKEAWAY
• Greater emphasis and focus on knowledge-based industries that are growing beyond their pre-COVID levels
Source: Los Angeles County Economic Development Corporation, San Gabriel Valley 2023 Economic Forecast Report, Bureau of Labor Statistics 36,500
31,300
23,600
19,000
4,900
2,000
400
Health Care & Social Assistance
Professional & Business Services
Transportation, Warehousing & Utilities
Retail Trade
Educational Services
Real Estate
Mining, Logging & Construction
RECOVERY IN LOS ANGELES COUNTY:
The Change in Monthly Payroll Jobs by Industry, Feb-20 to Dec-22
4.4 M
TOTAL LOS ANGELES COUNTY JOBS
139,451
TOTAL PASADENA JOBS IN PASADENA
80,020
TOTAL PASADENA RESIDENT EMPLOYMENT
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
11 REGIONAL COMPARISON OF COMPETITIVE CITIES
Source: CoStar, ESRI, Siliconbeachspaces.com
KEY TAKEAWAY
• Pasadena is a significant economic and
commercial hub in the region
• Highest job levels among competitive
cities and
• Significant stock
of commercial space, outstripping
Glendale by almost one million SF
COMPETITIVE CITIES EMPLOYEES AND COMMERCIAL
SQUARE FEET
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
12 • A sizeable portion of Pasadena's population is leaving the city for work, primarily to LA, also impacting retail • 12% of employees living in Pasadena also work there
• 17% of Pasadena's employed residents are self-
employed
• Pasadena is able to pull workers from surrounding
markets at a higher rate than Glendale, but skilled
Pasadena residents are also leaving the city for jobs
WHERE PASADENA
WORKERS LIVE
Source: Census.gov On the Map – Primary Employment Only COMMUTE SHED: WHERE PASADENA WORKERS LIVE
Los Angeles
Pasadena
Glendale
Altadena
Alhambra
Arcadia
Monrovia
San Diego Santa Clarita
TOP HOME MARKETS
FOR WORKERS IN
PASADENA
SANTA
CLARITA
LOS
ANGELES
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
13 PASADENA PROMINENT
EMPLOYMENT INDUSTRIES
• A bar going above the fair share contribution
line indicates which of Pasadena's industries are
growing faster than the county average, signaling
a favorable industry composition that contributes
to employment growth.
• Positive competitive effects within specific
industries suggest that Pasadena's businesses are
gaining market share compared to similar
businesses in Los Angeles County, which could be
due to factors like innovation, efficiency, or
specialization.
• Where Pasadena falls short: The City captures
less than its fair share of employment in service-
based industries, and production and
manufacturing, which is one of Los Angeles
County's most prominent industries. This is a
result of the high home sales prices in the market
and a need for affordable housing options
through conversions.
Source: Bureau of Labor Statistics, US Census
CAPTURE OF COUNTY EMPLOYMENT
PASADENA'S SPECIALIZED INDUSTRIES
PASADENA'S STRONG INDUSTRIES
PASADENA'S INDUSTRY OPPORTUNITIES
1 = FAIR SHARE
CONTRIBUTION
1 PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
1414
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
3B
TECH INDUSTRY
ANALYSIS
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
15 TECH EMPLOYMENT LANDSCAPE
• Clusters near Institutions. Tech businesses are
most densely clustered in proximity to Caltech
and Huntington Medical Center
• Small businesses dominate. 74% of tech-related
businesses in Pasadena are small, having less
than 10 employees
• High educational attainment. 57% of Pasadena
residents have a bachelor's degree or higher and
12% are self-employed entrepreneurs
Source: Bluedot 2023.
• ENGINEERING & MANAGEMENT SERVICES
• ENGINEERING SERVICES
• CUSTOM COMPUTER PROGRAMMING SERVICES
• COMPUTER DESIGN SERVICES
• R&D IN BIOTECH, MARKETTING RESEARCH
AND PUBLIC OPINION POLLING
• OTHER COMPUTER RELATED SERVICES
• TESTING LABORATORIES
• SURVEYING AND MAPPING (EXCEPT
GEOPHYSICAL SERVICE)
KEY TAKEAWAY
• Quadrant B can further be positioned as an all-inclusive campus environment for growing and established tech
companies.
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
16 BUSINESS TO BUSINESS VS BUSINESS TO
CONSUMER TECHNOLOGY
Photo by Marvin Meyer on Unsplash
The Los Angeles tech scene consists of multiple micro clusters and leads in entertainment technology
• Silicon Beach is the largest micro cluster
• Strong connection to the media and entertainment industry near a pool of young skilled talent, as well as lifestyle amenities such as beaches, parks, and cultural attractions Pasadena plays a different role in the regional tech landscape. • Anchor institutions like Caltech and the Jet Propulsion Laboratory (JPL) the city is a center for specialized scientific research and technological innovation • Pasadena’s strengths and tech environment lends itself to supporting Business to Business- oriented companies, such as developers advanced medical equipment or business collaboration software
KEY TAKEAWAY
• Pasadena has a unique set of building blocks to foster a strong and prominent deep tech and life sciences industry that will not compete, but rather complement the ecosystem in the Los Angeles region overall.
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
17 Three pillars of growth represent important focus areas for Pasadena. These three pillars already have a presence within Pasadena, and by working with Caltech and other institutions, Pasadena has potential to become a regionally and nationally recognized hub for these deep tech fields Challenges
• Lack of space. However, lack of available space is a significant impediment. There is 0 square feet of lab space currently in the pipeline in the Los Angeles Region, with very low vacancy rates. Space is so scarce that it is the primary reason why a deep tech businesses will move to an area. • More jobs and applicants. Job postings have historically outstripped the number of qualified applicants within the three tech pillars. Pasadena needs to promote both educational programs for these fields for younger students, and better connect graduate students to the community to keep them local.
PASADENA'S DEEP TECH OPPORTUNITY
BIOTECH
Established industry including
diverse fields ranging from genetic
research to the
development of advanced surgical
tech.
AI
Industry focused on the
development of advanced
predictive analysis
programs to rapidly solve
complex issues and adapt
to problems with minimal
user input.
QUANTUM
Emerging industry with
many potential uses, by
applying research into
quantum physics towards the
development of high-speed
computers, advanced
sensors, and others.
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
18 PASADENA'S DEEP TECH OPPORTUNITY
• Biotech & AI Opportunities. For biotech and AI the Los Angeles Region is a secondary market. The region is growing its talent base more rapidly than a primary market like the Bay Area but is also more established and stable than an emerging market like Austin. • AI Opportunities. The Los Angeles Region has the fourth largest talent pool in the U.S. for AI. This pool is growing rapidly, with talent growth in 2022 outpacing the Bay Area, New York City, Boston, Seattle and Austin. • Quantum Opportunities. The Los Angeles Region is one of the strongest national markets for quantum. In 2021, the Los Angeles Region had the highest number of quantum academic degree completions out of any other region in the U.S. and had the third highest number of PHD degree completions. However, that same year the region was ranked 11th for the number of active quantum patents.
Source: World Business Chicago
SAN JOSE
NEW YORK CITY
SAN FRANCISCO
BOSTON
CHICAGO
SEATTLE
HOUSTON
DALLAS
DC
PHILADELPHIA
LOS ANGELES
3,810
1,813
1,653
1,293
1,273
1,216
955
947
912
780
587
ACTIVE QUANTUM PATENTS BY ASSIGNEE CITY
LOS ANGELES
NEW YORK
CHICAGO
BOSTON
SAN FRANCISCO ATLANTA
NEW YORK
LOS ANGELES
CHICAGO
BOSTON9,284
7,484
6,114
4,800
3,119
402
384
318
289
192
TOTAL QUANTUM-RELATED
ACADEMIC DEGREE
COMPLETIONS, 2021
TOTAL QUANTUM-RELATED
PHD DEGREE
COMPLETIONS, 2021
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
1919
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
3C
COMMERCIAL
REAL ESTATE
ANAYLSIS
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
20 REGIONAL OFFICE MARKET
CONDITIONS
THOUSAND OAKS
Inventory: 2.7 million SF
Aged Space: 5%
LOS ANGELES
Inventory: 146 million SF
Aged Space: 53%
GLENDALE
Inventory: 10.2 million SF
Aged Space: 30%
PASADENA
Inventory: 13.9 million SF
Aged Space: 48%
ARCADIA
Inventory: 1.3 million SF
Aged Space: 47%
MONROVIA
Inventory: 1.2 million SF
Aged Space: 19%
Source: CoStar
SILICON BEACH
Inventory: 24.6 million SF
Aged Space: 30%
Pasadena has the second largest office inventory and
second highest average asking rents
• Monrovia and Thousand Oaks, frequently named as
competing with Pasadena for business
attraction, have significantly smaller office
inventories and higher vacancy, however command
lower average asking rents – $10 - $13 per SF lower
than Pasadena – positioning themselves as value-
alternatives
* THIS ANALYSIS REPRESENTS
OFFICE SPACE OVER 20,000
SF
** AGED SPACE IS OLDER
THAN 1980
COMPETITIVE CITIES AVERAGE OFFICE VACANCY
AND ASKING RENTS
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
21 PASADENA OFFICE
MARKET CONDITIONS
QUADRANT D QUADRANT C QUADRANT B QUADRANT A
SUPPLY OVER
20K SF 1,990,995 141,480 11,275,108 551,955
VACANCY RATE 14.9% 1.7% 16.1% 5.7%
PIPELINE SF 127,000 0 286,937 0
AGED INVENTORY
(PRE 1980)
54% 66% 45% 62%
AVERAGE ASKING
RENT $34.55 $33.15 $42.72 $36.94
*Data From 2023 CoStar
Source: CoStar
• Quadrant B hosts 78% of the city's office space and commands the highest asking rents, but also the highest vacancy
• Close to half of all office inventory was delivered before 1980 making it difficult for Pasadena to compete for traditional office tenants and more difficult to convert to modern lab or residential space
• Additionally, there is 2,212,335 SF of light industrial space that is highly aged, indicating an opportunity for conversion to different uses. However, Pasadena's industrial market has very low vacancy. The main opportunity in Pasadena for space conversion is with office space.
• OFFICE SPACE
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
22 QUADRANT REAL ESTATE PROFILES
11%
7%
16%
46%
3% 17%
38%
2%16%
30%
9%
5%
8%
7%
20%
50%
13%
1%
30%
13%32%
22%
2%
Source: CoStar
Each quadrant has a distinctive mix of commercial real estate uses that highlight their unique assets and frame their identity and focus.
• Quadrant B has the most wholistic mix of uses and customer bases hosting the majority of office space in the city and has significant multi-family and condo product
• Quadrant A and C are much more residential, dominated by multifamily, with around half of each quadrant's inventory composed of market-rate rental apartments.
• Quadrant A has the highest proportion of affordable housing, compared to Quadrant C with the greatest amount of for-sale condos
• Quadrant D has the highest concentration of industrial space and a high proportion of office and retail space
• OFFICE
• INDUSTRIAL
• RETAIL
• RENTAL APARTMENT
• MULTI-FAMILY CONDO
• AFFORDABLE HOUSING
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
2323
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
04 RETAIL
ENVIRONMENT
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
24 RETAIL METHODOLOGY
Assess the existing retail competition on
both a local and regional scale and
determine their level of impact on the
site’s ability to capture customers and
retail demand.
Determine boundaries for primary (PTA),
secondary (STA), and tertiary (TTA) trade
areas. Trade areas are impacted by
existing competition, drive times, site
accessibility, and physical and
psychological barriers. Analyze customer
demographics and population projection
for each trade area.
Evaluate total retail spending of each
demand generating population, including
trade area residents, employees, and
visitors. Assess distribution and spending
patterns based on industry standard retail
categories to determine total gross
demand.
Apply capture rates to total gross retail
spending for each population, to
determine how much of total expenditures
the site will be able to attract. Capture
rates are set by evaluating the amount,
accessibility, and quality of existing and
proposed retail development on the study
area’s ability to draw customer
expenditures within the context of the
larger market.
Translate capturable expenditures into
retail square feet using average sales per
square foot by retail category and tenant
type, resulting in the projected estimated
retail demand for the site. Compare
projected demand with existing supply to
identify areas of unmet demand and
potential oversupply.
BUSINESS & COMPETITION ANALYSIS TRADE AREA ANALYSIS RETAIL SPENDING
CAPTURE RATES RETAIL DEMAND PROJECTIONS
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
25 PASADENA RETAIL SNAPSHOT
Dominated by Food & Beverage and General
Merchandise businesses, suggesting Pasadena is a
retail destination. Low percentage of Neighborhood
Goods & Services relative to other categories,
which are fairly evenly distributed throughout the
city.
1,660
RETAIL
BUSINESSES
260
Neighborhood
Goods &
Service
700
Food &
Beverage
700
General
Merchandise,
Apparel,
Furnishings, &
Other
SOURCES: City of Pasadena; Bludot; Costar, 2023; Sitewise, 2023. 16%
42%
42%
NG&S F&B GAFO
10.7M SF
RETAIL SPACE
$40
RETAIL AVG. ASKING RENT
5.5%
RETAIL VACANCY RATE
(ABOVE NATIONAL AVERAGE OF 4.5%)
77 SF OF RETAIL PER CAPITA
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
26 PASADENA RETAIL SNAPSHOT
FAST FACTS
$840
AVERAGE VISITOR
RETAIL SPENDING
PER OVERNIGHT
TRIP
60%
LEISURE-BASED
TRIPS
40%
BUSINESS-BASED
TRIPS
20%
SPECIAL EVENT,
FESTIVAL,
PARADE,OR
SPORTING EVENT
Pasadena's most popular destination drivers, such as the Rose Bowl Stadium, The Gamble House, Norton Simon, and Kidspace Children's Museum are located at a distance from major commercial areas, which limits the ability for businesses to capture consumers.
DESTINATION
UNIQUE
VISITORS
(PAST YEAR)
TOTAL
VISITS
(PAST YEAR)
Old Pasadena 2.3M 6.8M
Rose Bowl Stadium 1.9M 2.7M
Pasadena Convention Center 642K 1.2M
Pasadena Civic Auditorium 400K 695K
Cal Tech 192K 844K
Pasadena City College 200K 4.4M
Kidspace Children's Museum 125K 200K
Pasadena City Hall 179K 359K
Eaton Canyon 200K 280K
Pasadena Playhouse 155K 235K
Norton Simon Museum 117K 133K
Neon Retro Arcade 93K 128K
Arlington Garden 53K 75K
The Burlington Arcade 96K 156K
The Gamble House 22K 33K
TOTAL 6.7M 18.2M
SOURCES: Placer.AI, SMARInsights; 2023; Costar 2023.
DESTINATION DRIVERS & ANCHORS
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
27 RETAIL DEMAND PROJECTIONS
10.7M SQUARE FEET
2023 EXISTING RETAIL SUPPLY
9.5M SQUARE FEET
2023 EXISTING RETAIL DEMAND
1.2M SQUARE FEET
2023 EXISTING RETAIL OVERSUPPLIED
~589K SQUARE FEET
VACANT RETAIL SPACE
-250K SQUARE FEET
IMPACT OF REMOTE WORK
10.7M
9.5M
2023 SUPPLY 2023 DEMAND
CURRENT SUPPLY VS CURRENT DEMAND (SF)
10.1M
TOTAL OCCUPIED
RETAIL SPACE
589K
TOTAL VACANT
RETAIL SPACE
-250K
IMPACT OF
REMOTE WORK
1.2M
OVERSUPPLIED
RETAIL SPACE
KEY TAKEAWAY
The impact of remote work, decrease in daytime foot traffic, and changes in consumer spending and preferences have caused a reduction in supportable retail
Opportunity to incorporate alternative uses like entertainment and cultural anchors that complement the surrounding
destination retail and dining offerings creating a more engaging environment
The retail oversupply will shrink over the next 10 years with population and job growth, however we advise reconsidering ground floor retail requirement to prevent additional vacancy PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
2828
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
05 ADMINISTRATIVE
ENVIRONMENT
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
29 SPECIFIC AREA PLANS
• Nine specific plans, four (below) are completed and five remain to be completed
• Central District, Adopted 2023
• East Colorado, Adopted 2022
• Lincoln Ave, Adopted 2021
• South Fair Oaks, Adopted 2022
• East Pasadena
• Lamanda Park
• Fair Oaks/Orange Grove
• North Lake
• West Gateway
• Market demand was not a significant factor in the development of the specific area plans
• Key themes show alignment over potential elements of an "economic development toolkit", which are further reinforced through independent planning efforts (i.e. Adaptive Reuse Analysis, 2023; Bike Action Plan, 2015)
PARKING EXEMPTIONS
FOR SMALL BUSINESSES
BUSINESS
ASSISTANCE PROGRAMS
(FINANCING, PERMITTING
COORDINATION)
SUPPORT NON-DRIVING
MODES OF TRAVEL
TRANSIT-ORIENTED
DEVELOPMENT
(HOUSING DENSITY
BY TRANSIT)
PLACE-BASED PUBLIC
REALM INVESTMENTS
(COMPLETE STREETS,
STREETSCAPE, PUBLIC ART,
WAYFINDING)
ZONING FLEXIBILITY
SHARED ECONOMIC DEVELOPMENT THEMES
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
30 GROUND FLOOR COMMERCIAL
REQUIREMENTS
4.72 MILES OF STREET FRONTAGE
• Subject to restrictions on housing on the ground floor. • Consider that even the most successful commercial districts often only support between 2 – 13 blocks of highly concentrated retail and commercial activity.
Restrictions on housing on the
ground floor
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
31 EXAMPLE OF GROUND FLOOR
CHALLENGES: LINCOLN
Conditional uses and restrictions create hurdles to
entry for non-traditional retail & commercial uses.
• Lincoln Area Specific Plan Goal
• Support a neighborhood-serving district from
Wyoming to the Pasadena border
• The scale of the buildings, retail spaces and street
lend themselves to a concentrated hub of
commercial economic activity
• LA-CG – Neighborhood District
• Conditional Uses: Clubs, Lodges, Private Meeting
Halls, Commercial Entertainment, Electronic
Game Centers, Alcohol Sales, Beer and Wine,
Alcohol Sales, Full Alcohol , Commercial
Nurseries, Convenience Stores, Service Stations;
Child Day Care, Massage Establishments,
• Not Allowed– Alcohol Beverage Manufacturing
with Accessory Tasting Room, Artisan Production,
Research and Development (Non-Office)
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
3232
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
06 PHYSICAL
ENVIRONMENT
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
33 WHAT’S
WORKING
Entrepreneurial
Spirit
Mid-block Crossings,
Northwest (Lincoln)
Identity And Branding (Lincoln)
Pedestrian-oriented Business
Signage (Lamanda)Mid-block Crossing, Playhouse Village
Pedestrian-oriented
Business Signage
(Old Pasadena)
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
34 WHAT’S NOT
WORKING
Wide Streets Impede Walkability Street Furniture Maintenance Lack Of Safe Passages
On Bike Lanes
Outdoor Dining
Solutions
VacanciesFicus Tree Droppings
(Lamanda)
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
35 MICRO-MOBILITY AND BIKES
• There is a sweet spot of density, activity, and
accessibility in the Central District, but that is where there is the least amount of bike/micro-mobility
infrastructure.
• Opportunity to create a true urban environment and
thus friendlier to the visitor to focus investments and resources on making the Central District as safe,
comfortable, and enjoyable as possible to walk and
bike.
KEY TAKEAWAY
Breaks in bike network impact East – West
connectivity, suggesting opportunities for
improvement.
Younger office workers and tech companies are
gravitating towards campus locations with
amenities and easy of mobility
Limited East-
West
Connectivity
Limited
East-West
Connectivit
y
Limited East-
West
Connectivity
• DEDICATED BIKE LANE
• BICYCLE FRIENDLY ROAD
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
36 PHYSICAL ENVIRONMENT
REPORT CARD SUMMARY
A B
CENTRAL HeART C D
OVERALL B- B+ C B- C
SIDEWALK B A C B C
STREET AMENITIES B B C B C
PEDESTRIAN
LIGHTING B A C B+ C
WAYFINDING/
SIGNAGE
C B C C C
ROADS B B B B B
NON-DRIVING
MODES OF
TRANSPORTATION
C C C C- C
* First column of Central includes Old Pas, Civic, Playhouse, and South Lake districts. The second column under Central represents the HeArt district.
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
3737
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
07 GUIDING
PRINCIPLES
DISCUSSION
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
38 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY O
GUIDING PRINCIPLES
CHAMPION LIFE SCIENCES AND CULTIVATE A DEEP
TECH ECONOMIC ECOSYSTEM
EXPAND AND STREAMLINE WORKFORCE
OPPORTUNITIES
INVEST IN LOCAL NEIGHBORHOODS AND SMALL
BUSINESSES
REINFORCE PASADENA AS A REGIONAL
DESTINATION FOR CULTURE & ENTERTAINMENT
PRIORITIZE PLACE & ACCESSIBILITY INVESTMENTS
EXTERNAL
INTERNALBUILD SYSTEMS AND PARTNERSHIPS FOR
SUCCESS
/01
/02
/04
/03
/05
/00
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
39 /00 BUILD SYSTEMS AND PARTNERSHIPS FOR PLAN
EXECUTION
Ensure that the City has the appropriate tools and structures in place to advance plan elements and ensure coordination between city teams and key private and non-profit stakeholders.
Reinvigorate Public-Private Partnerships
• Establish a Deep Tech Council as a mechanism for
enhanced public-private communication, funding and
partnership. This might include reviving or repositioning Innovate Pasadena.
• Explore the formation of an Economic
Development Corporation, which offers the City
flexibility in advancing public-private partnership efforts • Develop robust communication and marketing
tools to elevate the City’s business community and ED
efforts
Massachusetts High Technology Council, PC: MHTC
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
40 /01 CHAMPION LIFE SCIENCES AND CULTIVATE A DEEP TECH ECOSYSTEM Pasadena has a strong competitive advantage in deep tech (AI, Quantum & Biotech) driven by a pipeline of highly skilled graduates and a strong regional talent pool, however lack of available space and suitable inventory undermines opportunities for growth.
Older properties must contend with a consistent flight to quality. Companies are increasingly seeking highly amenitized buildings and local environments, where an existing mix of uses and synergies make for a great place to work and play.
Communicate and Build the Brand
• Develop robust marketing campaign aimed at developers and businesses to raise awareness and build a brand promoting Pasadena as a regionally and nationally-recognized deep tech hub • Establish business plan competition that encourages constant innovation within each of the life sciences and Deep Tech focus areas
• Attract and attend major industry conferences and events that enable networking with local and global industry experts. Host high-visibility events held at the Pasadena Conference Center Find Space
• Identify catalytic projects that could serve as headquarters or office/lab spaces within a "campus" environment, such as the 710 opportunity and 10 Walnut. Explore potential to use federal DOT monies and conduct a real estate audit to document opportunity sites.
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
41 02/ EXPAND AND STREAMLINE WORKFORCE OPPORTUNITIES
Improve educational and workforce opportunities and paths for residents, with a focus on equity.
Expand Current Workforce Opportunities (in partnership with FWDB/PCC) • Develop tech apprenticeship programs through colleges, universities and local non-profit organizations as sponsors
• Strengthen the collaborative network of workforce entities and nonprofits
• Provide training paths for business support/admin roles to support growth tech businesses through programs modeled on the Municipal Assistance, Solutions, and Hiring (MASH) program.
• Increase visibility and create streamlined pathways to programs for day laborers.
Build the Future Pipeline
• Champion early exposure to tech industries in public schools, working with youth- focused initiatives and nonprofits
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
42 03/ INVEST IN NEIGHBORHOODS AND SMALL BUSINESSES
Small businesses face higher hurdles to market entry - less capitalized and more impacted by delays caused by slow or cumbersome permitting processes that undermine their cash flow positions.
Make Getting Started Easier
• Create improved digital experience for new businesses Offer Direct Technical Assistance & Support
• Invest in high-quality retail incubatorsfor small
businesses that offer on-site mentorship and coaching
• Develop a façade and merchandising technical
assistance program in partnership with the Art Center
Sherwin Phoenix, located in a converted historic bank, hosts 29 tenants offering diverse food, health and wellness
services, and local retail (Milwaukee, WI). PC: HGA Architects Improve the District “Ecosystem”
• Review and modify existing use restrictions to allow for more neighborhood businesses • Develop a "Neighborhood Walkability Toolkit" with an emphasis on investments in crosswalks, landscaping/tree coverage, identity/branding, sidewalk repairs, street furniture (benches/trash), outdoor dining/sidewalk, etc. (in partnership with NW Commission) • Support BID formation in districts where appropriate
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
43 04/ REINFORCE PASADENA AS A REGIONAL DESTINATION
Pasadena is among the leading destinations in the region for shopping and dining – maintaining this dominance in a competitive environment will require enhancing the offerings that keep the City relevant and improve its value proposition vis a vis its competitors – and closing the gaps in linkages that prevent visitors from lengthening their duration of stay.
Jackie Robinson Museum,
Hudson Square
PC: Copyright: © Robert
Deitchler / Gensler
Color Factory,
Hudson Square
PC: Cup of Joe
Museum of Ice
Cream, Soho
PC: Young Buk
Reinvigorate Civic District to be a central gathering place for the community
• Support attraction of a
cultural/entertainment anchor
• Encourage necessary place-based investments
to soften the hardscape and create gathering places
• Right size ground floor retail
requirements to reflect market demand
Fix Broken Physical Links that Decrease Synergies
• Establish and strengthen existing shuttle networks
between downtown and major destination drivers
Reinvigorate the Pasadena brand with signature events
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
44 05/ PRIORITIZE PLACE & ACCESSIBILITY
INVESTMENTS
Pasadena is competing on a regional scale – improve the qualities that make it unique – concentrated offerings in a walkable environment Enhance Downtown as an amenity for businesses looking for vibrant mixed- use environments
Make the walkable core more convenient and accessible from end-to-end • Revisit micro mobility (bike and scooter share) pilot programs with dockless capabilities and parking infrastructure Support improved retail concentration in high-quality environments • Develop outdoor dining guidelines that create high-quality environments
Leverage growth in EV driving for small business impacts • Invest in accessible EV charging options near nodes of retail activity • Allow EV auto service in Central District
NYC Outdoor
Dining
Regulations
Downtown EV
Charging,
Safe on-street
cycling
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
45 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
NEXT STEPS
DRAFT TACTICS AND
STRATEGIES
(JANUARY/FEBRUARY)
FINAL PLAN (MARCH)
Project No.
Project Title (Short)
Project Description
Champion
Other Potential Partners
New or Expansion of Existing Program
Case Studies
Potential Funding Sources
Applicable Geography (Citywide or Targeted)
Project Categorization
Guiding Principle
Risk/Difficulty
Timeframe
Cost
Key Performance Metrics (KPI's)
PROJECT RUBRICEvery identified project is further
refined through a project rubric
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
4646
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
DISCUSSION
PASADENA, CA ——————————ECONOMIC DEVELOPMENT STRATEGY
47 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY O
GUIDING PRINCIPLES
CHAMPION LIFE SCIENCES AND CULTIVATE A DEEP
TECH ECONOMIC ECOSYSTEM
EXPAND AND STREAMLINE WORKFORCE
OPPORTUNITIES
INVEST IN NEIGHBORHOODS AND SMALL BUSINESSES
REINFORCE PASADENA AS A REGIONAL
DESTINATION FOR CULTURE & ENTERTAINMENT
PRIORITIZE PLACE & ACCESSIBILITY INVESTMENTS
EXTERNAL
INTERNALBUILD SYSTEMS AND PARTNERSHIPS FOR
SUCCESS
/01
/02
/04
/03
/05
/00