1 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
PASADENA
ECONOMIC
DEVELOPMENT
STRATEGY
CITY COUNCIL
JUNE 3, 2024
DRAFT FOR DISCUSSION ONLY
1 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY 2 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:
Strategic city-wide, market-informed economic development recommendations for which there is need and consensus for action.
DRAFT FOR DISCUSSION ONLY
2 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
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*
EdTech Committee Meeting #1
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
Advisory Committee Meeting #3
City Council Meeting*
Deliverable: Draft and Final Report
* Denotes a decided in-person/hybrid meeting
DRAFT FOR DISCUSSION ONLY
3 ECONOMIC
DEVELOPMENT
STRATEGY
CITY OF PASADENA
2024
Image Source Angel DiBilio
DRAFT FOR REVIEW
TABLE OF CONTENTS
MESSAGE FROM THE CITY MANAGER � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 3 ACKNOWLEDGMENTS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 4 ONE: EXECUTIVE SUMMARY � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 6 Executive Summary � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7 Approach and Methodology � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 9 Important Takeaways � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 11 Stakeholder Engagement � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12 TWO: OVERVIEW OF DIAGNOSTIC FINDINGS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 13 Key Findings � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 14 THREE: POLICY FRAMEWORK � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 26 FOUR: STRATEGIC RECOMMENDATIONS � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 28 Overview � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 29 Strategies At-a-Glance � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 31 0�0 Build Systems and Partnerships for Success � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 33 1�0 Champion Life Sciences and Cultivate a Deep Tech Ecosystem � � � � � � � � � � � � � � � � 40 2�0 Invest in Neighborhoods and Small Businesses � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 48 3�0 Reinforce Pasadena as a Destination for Culture and Entertainment � � � � � � � � � � � � � 55 4�0 Expand and Streamline Workforce Opportunities � � � � � � � � � � � � � � � � � � � � � � � � � � � � 61 5�0 Prioritize Place and Accessibility Investments � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 69 CONCLUSION � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 74 APPENDIX � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 76
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5 5
Image Source: City of Pasadena
1 EXECUTIVE
SUMMARY
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6 Pasadena’s Economic Development Division (EconDev) drives the local economy and ensures that Pasadena is well-positioned to compete and attract new business and economic investment� This Strategic Plan is
the result of significant commitments of time and resources from City officials and local stakeholders, who participated actively in the planning process� This Strategic Plan marks the second Economic Development Strategic Plan completed by the Division, the first was in 2012, and is intended to accomplish three main goals:
•
Guide the division’s priorities, programs, and services for the next five years. • Ensure shared direction and coordination from City departments and key economic development stakeholders towar
d the projects outlined in the plan
• Facilitate the targeted pursuit of funding through competitive state and federal funding sources, as well as contributions from private sector partners and the philanthropic community for elements of the plan
Following the COVID-19 pandemic, Pasadena, like many other cities thr oughout the nation,
continues to experience fallout from macro-economic shifts� Overall, Pasadena has seen a steady and consistent recovery � Today, the City’s employment levels hover around 75,000 employed residents, not quite back to its peak of nearly 80,000 employed in 2019 � But few cities have recovered full employment, suggesting a “new normal” that economic development practitioners must
acknowledge and address through their updated plans� This Plan is part of the City’s work
to ensure that the efforts of EconDev moving forward are thoughtful, measured, and rooted in a deep understanding of market conditions and projections �
Supporting businesses and helping
them succeed and grow is vital to the city’s overall fiscal health� The contributions that business makes to support the city’s overall tax base help pay for the services that make Pasadena a great place to live and provide jobs for the city’ s diverse
population� In 2023 alone, the city’s 2,056 commercial parcels contributed over $114 million dollars
to the general fund � Additionally, sales tax
and tax revenue from Pasadena businesses
contributed nearly $70 million�
However, economic development is, by its nature, complex � A business’ decision to locate or expand in Pasadena is
driven by a combination of micro- and macro-economic forces influenced by the actions and investments of an array of public and private sector players � This plan, therefore, will position EconDev as a facilitator and coordinator , taking the lead in some cases
and playing a supporting role in others�
Image Source: Visit Pasadena
EXECUTIVE SUMMARY
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7 HOW TO USE THIS DOCUMENT
The methodology that undergirds the plan, as well as the most salient takeaways from the Diagnostic analysis are outlined in Chapter 1: Executive Summary� A summary of the
Diagnostic findings that informed the plan recommendations are outlined Chapter 2: Overview of Diagnostic Findings� The full Diagnostic also exists as a companion piece that is available on the EconDev website�
The Diagnostic findings culminate
in six Guiding Principles summarized in Chapter 3: Policy Framework. The first Guiding Principle is 0.0 because it is foundational to the ones that follow.
These principles are:
•
0.0 Build Systems And Partnerships
By Addressing Resource Allocation, Staffing And
Technical Expertise Within Econdev To Support Plan Implementation • 1.0 Champion Life Sciences And Cul
tivate A Deep Tech Ecosystem By Leveraging
Pasadena’s Competitive Advantages, Raising The City’s Profile, And Creating A Pipeline Of Much Needed Space For The Industry’s Real Estate Needs •
2.0 Investment In Local Neighborhoods And Small Businesses By Eliminating Barriers To Market Entry And Support
ing Opportunities To Improve Neighborhood Corridors
• 3.0 Reinforce Pasadena As A Regional Destination For Culture And Entertainment By Raising
The City’s Profile And Both Improving And Right-Sizing Cultural And Retail Offerings
• 4.0 Expand And Streamline Workforce Opportunit
ies Through Partnerships And
Training
• 5.0 Prioritize Place And
Accessibility Investments By Investing In Walkability, Mobility And Green Spaces That Create An Attractive Environment For Visitors And The Business Activity They Generate
Finally, these guiding principles serve as the framework for the twenty-seven strategic recommendations outlined in Chapter 4: Strategic Recommendations �
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8 The City of Pasadena Economic
Development Strategic Plan represents the
culmination of a three-phase, eight-month
planning process
�
Phase 1: Immersion & Discovery
included site visits, fieldwork, stakeholder
engagement through focus groups, and
interviews with business owners, institutional
leaders, City officials, and residents.
Phase 2: The Diagnostic resulted
in a comprehensive analysis that combines
qualitative and quantitative research
methods to identify district-wide economic
development challenges and opportunities
in four key areas as follows: the Physical
Environment, the local, regional, and visitor
Market Demand, the Business Environment,
and Administrative Capacity
�
Phase 3: The Strategic Plan ,
o
f which this document is the final deliverable,
is a direct response to the opportunities and
challenges identified in the first two phases
of work
�
APPROACH & METHODOLOGY
Physical Environment
Administrative Capacity
Market Demand
Business Environment
• Public Realm
• Private Realm
• Access + Visibility
• Regional + Local
Market Trends
• Retail Demand Analysis
• Industry Sectors
• Destination Drivers
• Competitive
Environment
•
Commercial Nodes
• Partners
• Regulations
• Organizational Capacity
• Funding
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9 Physical Environment
• What kinds of physical infrastructure improvements are necessary to support economic growth?
• What kinds of land uses, particularly along key corridors, are most appropriate to the sites available?
•
What kinds of key redevelopment opportunities exist that should be identified and further leveraged?
Market Demand
• What industry sectors have competitive advantages that can be leveraged through the city’s programs and policies?
•
What regional and local market trends and forecasts will influence opportunities for business gr
owth and how can the city capitalize
upon these?
• What are the levels of quality/gaps in existing assets and business mix that might inform targeted business and r
etail attraction and
retention efforts?
DIAGNOSTIC RESEARCH QUESTIONS
Business Environment
• What are the characteristics of key destination drivers (retail, business, arts, culture, tourism), and what is needed to further enhance their economic impact?
•
Where are the key nodes of concentrated business activity and what are their strategic characteristics that offer opportunities for focused investment?
•
How are anchor institutions and businesses driving economic development in the city and how can they be further leveraged? Administrative Capacity
• What kind of funding, incentives, and strategic partnerships are available to support the city’s economic development goals and strategies?
•
Do regulatory barriers exist that need to be addressed to support growth and address impediments to business activity?
•
Who are the existing stakeholders, partners, and organizations that are critical to ensuring successful economic development outcomes?
The Diagnostic sought to answer the following resear
ch questions through a comprehensive analysis covering the following:
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10 Pasadena has stronger economic
performance fundamentals than Los Angeles
County, with a markedly lower unemployment
rate and higher median earnings
� Pasadena
is also a regional destination for shopping,
and dining, supporting more collective
square
feet of retail and food & beverage
offerings than all its nearby competitors �
Additionally, Pasadena is home to over
1,000 nonpr
ofits (nearly one for every 138
residents) and the economic impact of those
nonprofits is far reaching in terms of revenue
generation and employment
� Some of the
city’s key employers
are nonprofits, with five
such organizations, including Huntington
Hospital, within the city’s top ten largest
employers
� The City of Pasadena would
benefit from a
targeted communication
strategy that showcases its remarkable
With strong fundamentals, an educated
workforce, excellent quality of life, and an
existing cluster of Deep Tech businesses, the
City is well poised to leverage these qualities
for economic growth
� There is opportunity
to further elevate the value proposition of
Pasadena as a location for gr
owth in these
sectors� Additionally, identifying adequate
lab space and understanding the needs
of industry leaders are a pivotal factor
for capitalizing on these opportunities
effectively
�
Although each of these Deep Tech subsectors
has differing focus areas, they shar
e some
commonalities� They tend to focus on selling
their products to
other businesses, rather
than to consumers, and they all require
highly educated and specialized workforces
to function, with distinct skill sets
� They also
have specialized space requirements that
cannot be
satisfied with traditional office
space� This space need is critical to meet and
is a major factor in a Deep Tech business’s
decision to move in or expand
�
For the purposes of this plan, “Deep
Tech” encompasses three technology
industry subsectors defined by Caltech as
“industry pillars”
� These pillars are Biotech,
AI, and Quantum.
Although distinct fields
of study, each of these pillars focuses on
the advancement of technologies that can
transform industries and improve lives
�
LIFE SCIENCES AND BIOTECH is the
most mature of these subsectors and is
the combination of natural sciences and
engineering to develop products that
affect
living things, enabling scientific
breakthroughs that address unmet medical
needs
�
QUANTUM is an emerging industry
that utilizes the principles of quantum
physics to pioneer groundbreaking
advancements in technologies like novel
for
ms of computation and highly secure
communication networks�
ARTIFICIAL INTELLIGENCE (AI)
algorithms that mimic human cognitive
functions can be applied across diverse
industry sectors, including healthcar
e,
finance, transportation, and entertainment,
among others
� Deep Tech
combines AI with
the physical world, creating innovations like
autonomous vehicles, cancer-detecting
imaging systems, and firefighting drones.
Pasadena outshines its competitors in
nearly every metric.
A renewed and highly targeted
industry focus.
What is “Deep Tech”?
Pasadena’s growing focus on rapidly evolving
technological industries requires the agility
and flexibility to respond as the needs of the
economy and industry change
� Currently,
the City
does not have the flexibility to fund
raise economic development dollars from
private entities
� Economic Development
Organizations (EDOs) ar
e a common tool
used both locally and nationally and have
become an industry standard mechanism
A need for a flexible economic
development delivery mechanism.
IMPORTANT TAKEAWAYS
to raise dedicated and flexible funds. EDO
funding can be used to retain and attract
business through projects, initiatives, and
programs beyond what a City budget can
provide or is limited to spending due to
bureaucratic constraints
�
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11 Pasadena, like cities nationwide, has more
retail than its market demands � Collectively,
residents, visitors, and employees generate
sufficient demand
to support approximately
9�5 million square feet of retail� However, the
City is home to 10 �7 million square feet of
space – a 1�2 million square foot oversupply
that is r
eflected in retail vacancies across the
City’s commercial districts � Pasadena must
work to advance a multi-pronged approach
to this challenge by
1 � Reducing the oversupply and continued
construction of new retail space through
a highly targeted reduction in the ar
eas
where ground floor commercial activity
is required,
2 � Reducing the regulatory barriers to
market entry for small business,
3 � Making commercial districts more
inviting by improving the conditions of
the streets wher
e business activity takes
place, and
4� A consumer-facing marketing and
promotional campaign aimed at
increasing visitation and spending from
r
egional residents and visitors�
Pasadena has a larger and more diverse
population than nearby communities, with
both high-income earners and a higher rate
of households living in poverty
� Pasadena
residents are also younger when compared
to surr
ounding markets, which is an asset to
be leveraged� However, housing affor
dability
and the quality of public education create a
barrier to full participation by low-income
residents in the economy
�
Currently, Food & Beverage (F&B) offerings
dominate the r
etail landscape � In Old
Pasadena alone, F&B comprises
58% of
all ground-floor retail spaces, which is the
highest percentage of any district in the City
�
As Pasadena seeks to lengthen the duration
of stay and further improve its competitive
position vis a vis other places in the region,
improved entertainment and cultural uses
ar
e critical to creating an environment
that is attractive to both new and growing
businesses
�
An oversupply of retail space. Pasadena’s workforce is a key asset, but barriers remain.
Opportunities to improve cultural
and entertainment offerings to
complement the City’s status as a
dining destination.
Image Source: City of Pasadena
IMPORTANT TAKEAWAYS
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12 STAKEHOLDER ENGAGEMENT
Streetsense conducted a series of in-person focus groups and one-on-one interviews with a diverse array of stakeholders to understand Pasadena’s strengths and potential challenges the city is facing� The following individuals contributed to the planning process� PUBLIC +
NONPROFIT
SECTORS
PRIVATE
SECTOR ENTREPRENEURS TECH REAL ESTATE MEDICAL
Advisory Group
Salvatrice Cummo – Pasadena City College
Prentice Deadrick – City of Pasadena
Mike de la Rocha – Tepito Coffee, Revolve Impact
Taylor Lenton – Caltech
Paul Little – Pasadena Chamber of Commerce
& Civic Association
Jason Lyon – Pasadena City Council
Hilary Norton – California Transportation Commission
Monique Reaves – Rose Bowl Operating Company
Michael Ross – Pasadena Center Operating Company
Dianne Russell-Carter – Foothill Workforce Development Board Brian Wallace – Playhouse Village Association
Andy Wilson – Alliance for SoCal Innovation
Stakeholders
Robert Angarita – Baller TV
Perry Bennett – Perry’s Joint
Rochelle Branch – Pasadena Arts & Cultural
Affairs Division
Dale Brown – Onyx Architects
Julia Bradsher – Huntington Medical Research
Institutes
Brad Budde – Northwest Pasadena Resident
Estelle Campbell – Studios @ Walnut
Patrick Church – JLL Los Angeles
Michael Anthony Cullins – Northwest
Commission
Bassil Dahiyat – Xencor
David Eads – Tournament of Roses
Pete Ewing – West Pasadena Residents
Association
Fred Farina – Caltech
Nardo Manaloto – Quibits Ventures
Jane Haderlein – Huntington Hospital
Aaron Hawkey – Baller TV
Bill Huang – Pasadena Department of Housing
Pat Hurst – Hurst/Harrigan
Philip Leclaire – Pasadena Department of IT
Melissa Lee – Public Works Partners
Charles Loveman – Heritage Housing Partners
Ruth Martinez-Baenen – Tournament of Roses
Jason Mikaelian – Pasadena Planning &
Community Development Department
Josh McCurry – Flintridge Center
Tom McGovern – Idealab
Juan Morales – Onni Group
Rob McClinton – Innovate Pasadena
Robert Montano – Adept Development
Kris Markarian – Pasadena Department of Public
Works
Steve Mulheim – Old Pasadena Management
District
Jose Madera – Pasadena Community Job
Center
Niki Svara – Old Pasadena Management District
Kellee O’Rourke – Pasadena Department of
Water & Power
Lola Osborne – Pasadena Parks, Recreation &
Community Services Department
Kris Markarian – Pasadena Department of Public
Works
Joaquin Siques – Pasadena Department of
Transportation
Gina Tleel – South Lake Business Association
Leslie Thompson – Pasadena City College
Kristin Tonkin – Onni Group
Sylvia Tolbert – Learning Works
Howie Zechner – Raz Video Production/
EDUCATION
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13 3
POLICY
FRAMEWORK
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14 The six guiding principles outlined here serve as the policy framework for the City’s economic development efforts� While individual projects may evolve as EconDev works with partners on implementation, the projects, programs, and policies should continue to be measured against their service towar
ds the framework outlined here�
BUILD
SYSTEMS AND PARTNERSHIPS
1�0
0�0
3�0
2�0
4�0
5�0
CHAMPION LIFE SCIENCES AND CULTIVATE A Deep Tech ECOSYSTEM
REINFORCE PASADENA AS A REGIONAL
DESTINATION FOR CULTURE AND ENTERTAINMENT
INVEST IN LOCAL NEIGHBORHOODS AND SMALL BUSINESSES
EXPAND AND STREAMLINE WORKFORCE OPPORTUNITIES
PRIORITIZE PLACE AND ACCESSIBILITY INVESTMENTS
GUIDING PRINCIPLES
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15 28
Image Source: City of Pasadena
4 STRATEGIC
RECOMMENDATIONS
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16 RECOMMENDATIONS OVERVIEW
The recommendations outlined here are the result of a thorough diagnostic and market analysis that identified gaps and opportunities. We must acknowledge that economic development requires partnership
� In several cases recommendations are not for the Economic Development Division (EconDev) to lead, but rather to facilitate, support, and track over time � Overall, the recommendations serve as a framework for policy decisions and further stakeholder discussions� The Plan is designed to be both tactical and aspirational, striking a balance between initiatives that can swiftly progress with existing resour
ces and those requiring additional funding, the availability of which can be dynamic and contingent on unforeseeable events at the local, state, and national levels
�
Recognizing the fluid nature
of funding opportunities, the document provides a roadmap toward achieving outcomes that facilitate quick mobilization when funding avenues materialize � It emphasizes the importance of being “shovel ready,” wherein projects ar e well-conceived and
enjoy the support and collaboration of essential partners so that action can be taken without delay when opportunities arise
� This readiness positions the City favorably for state and federal funding, which tends to prioritize well-prepar
ed initiatives�
Furthermore, the outlined projects derive from input fr om stakeholders, and an understanding of
best practices at regional, state, and national levels� The direction outlined in the plan empowers EconDev to advocate for crucial initiatives, foster collaboration with an array of partners and identify curr
ent and potential funding sources�
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17 Strategy
Guiding
Principle
0�0 Build Systems and Partnerships for Success
1�0 Champion Life Sciences and Cultivate a Deep Tech Ecosystem 2�0 Invest in Local Neighborhoods and Small Businesses
3�0 Reinforce Pasadena as a Regional Destination for Culture and Entertainment 4�0 Expand and Streamline Workforce Opportunities
5�0 Prioritize Place and Accessibility Investments
Project Category Administrative – Efforts to build or
ganizational capacity, staffing, & resources
Promotion & Marketing –Efforts to build awareness for City & businesses Recruitment & Retention – Efforts to attract, retain, and grow businesses Redevelopment – Private Realm – Efforts that require private sector participation Redevelopment – Public Realm – Efforts to enhance the public realm Applicable
Geography
Relevant geographic boundaries/jurisdiction for project Project Lead City of Pasadena department/external partner responsible for leading the project Partners List of public nonprofit/private entities whose support and cooperation is critical to successful implementation of projects
Funding Funding source
Project Status New/Existing
Project Risk Low Risk
Moderate Risk
High Risk
Project Cost $: Under $50K (Mostly staff time)
$$: $50-200K
$$$: $200K+ (Capital projects, web-development, resource intensive) Project Time Short: >1 Year
Medium: 1-3 Years
Long: 3-5 Years
Project Overview Expanded description of the strategy and how it relates to diagnostic findings Case Study Case studies are intended to provide exemplary references to guide implementation efforts
RECOMMENDATIONS RUBRIC
Each strategy recommendation is structured
with the following rubric� The rubric highlights
critical details of the recommendations and
pr
ovides a benchmark for comparison�
The recommendations are grouped by
the Guiding Principle which serves as the
overarching goal for the strategies that fall
under its umbrella
�
In addition to the recommendations,
Honorable Mentions ar
e included to highlight
efforts currently underway � These efforts
should be continued if still in process, or if
completed, should be promoted as success
stories�
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18 STRATEGIES AT-A-GLANCE
GUIDING PRINCIPLE ID STRATEGY RECOMMENDATION TIME & COST
0.0 Build
Systems and
Partnerships for
Success
0�1 Create A Vehicle For Public-Private Partnership To Advance Deep T ech Initiatives
0�2 Develop Robust Communication, Marketing And Public Relations 0�3 Explore Local Economic Development Entity Formation 0�4 Create An Economic Development Performance Dashboard
1.0 Champion
Life Sciences
and Cultivate
a Deep Tech
Ecosystem
1�1 Develop A Robust Marketing Campaign On Behalf Of Life Science And Deep Tech 1�2 Identify A Catalytic Project To Jumpstart A Pipeline 1�3 Attract And Attend Major Industry Conferences
1�4 Establish A Tech Business Plan Competition
HM Ease Life Science Regulations
2�1 Improve & Streamline Digital Experience For New Businesses To Support Navigation Of City Pr ocesses
2�2 Explore The Creation Of A High-Quality Market Incubator 2�3 Develop A Facade And Merchandising Technical Assistance Program 2�4 Support Property And Business Improvement District (PBID) Formation In Districts Wher e Appropriate
2�5 Develop A Neighborhood Walkability Toolkit
2�6 Establish Strategic Mentorship Initiatives
HM Work With The Center by Lendistry To Cr
eate Pathways & Resources For Clean Energy Usage Among Small Businesses Short Medium Long
$$
$$
$$$
$$
$$
$$$
$$
$$
$$
$$
$$
$ - $$
$$ - $$$
$
2.0 Invest in
Neighborhoods
and Small
Businesses
DRAFT FOR DISCUSSION ONLY
19 STRATEGIES AT-A-GLANCE
GUIDING PRINCIPLE ID STRATEGY RECOMMENDATION TIME & COST 3�1 Reinvigorate Pasadena Brand With A Signature Event
3�2 Support The Attraction Of Cultural/Entertainment Anchor For The Civic Center 3�3 Encourage Necessary Place-Based Investments Within The Civic Center To Soften The Hardscape And Cr eate
Gathering Places
3�4 Right-Size Ground-Floor Retail Requirements And Expand Allowable Ground-Floor Uses In Neighborhood Districts 3�5 Adopt An Adaptive Reuse Ordinance
4�1 Develop Focused Tech Workforce T
raining And Tech Apprenticeship Programs In Partnership With Pasadena City College
4�2 Champion Early Exposure To The Tech Industry In Public Schools 4�3 Strengthen The Local Network Of Workforce Development Entities T o Collaborate With Employers And Create A
Streamlined Jobs Portal
4�4 Provide Training Paths For Business Support And Admin Roles 5�1 Implement Targeted Streetscape Impr
ovements Within The Central District
5�2 Improve Connectivity Between Pasadena’s Destination Districts And Key Visitor Assets 5�3 Invest In Further Expansion Of Targeted Bike Infrastructure T o Enable The Piloting Of A Micro-Mobility Program In
The Central District�
5�4 Develop A More Comprehensive Approach T
o Leveraging The Growth In Electric Vehicle Usage And Customer Base HM Encourage Outdoor Dining That Drives A Quality Environment HM Update The Bicycle Transportation Action Plan
Short Medium Long
3.0 Reinforce
Pasadena as
a Destination
for Culture and
Entertainment
4.0 Expand and
Streamline
Workforce
Opportunities
5.0 Prioritize Place
and Accessibility
Investments
$$
$
$$$
$
$
$$
$
$$$
$$
$$$
$$
$$
$$
DRAFT FOR DISCUSSION ONLY
20 The recommendations outlined in this plan are wholly reliant on organizational and administrative capacity, which refers to an important combination of sufficient resource allocation, staffing, and technical expertise to support implementation.
Additionally, as with any economic development strategy reliant on the actions of private sector partners for success, building and maintaining lines of communication and collaboration with the private sector requires mechanisms that enable participation from business leaders
� This means establishing marketing mechanisms
that showcase the City’s strengths and attract investment� It means building a stronger value proposition for those considering Pasadena as a place to live and/or locate
their business� These efforts will also offer businesses avenues for increasing their
visibility and connecting with larger audiences�
0�0 BUILD SYSTEMS AND
PARTNERSHIPS FOR
SUCCESS
0�1 Create A Vehicle For Public-Private
Partnership To Advance Deep T
ech Initiatives
0�2 Develop Robust Communication, Marketing
And Public Relations
0�3 Explore Local Economic Development
Entity Formation
0�4 Create An Economic Development
Performance Dashboard
1�0 Champion Life Sciences and Cultivate
a Deep Tech Ecosystem
2�0 Invest in Neighborhoods and Small
Businesses
3 �0 Reinforce Pasadena as a Destination
for Culture and Entertainment
4 �0 Expand and Streamline Workforce
Opportunities
5 �0 Prioritize Place and Accessibility
Investments
GUIDING PRINCIPLE 0�0
DRAFT FOR DISCUSSION ONLY
21 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
0.1 Create A Vehicle For Public-Private
Partnership To Advance Deep Tech
Initiatives
Reinvigorate an existing organization or establish
a “Deep Tech Council,” a new public-private tech
council to advance Deep Tech
GUIDING PRINCIPLE:
0�0 Build Systems and Partnerships for Success
PROJECT CATEGORY:
Administrative
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev
PARTNERS:
Innovate Pasadena, Caltech, PCC, Alliance for
SoCal Innovation, Biocom California
FUNDING:
Industry
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
The City should form a “Deep Tech
Council” composed of public, private, and
institutional representation to bring together
industry stakeholders in support of growing
the Deep Tech industry
� The Council will
serve to help infor
m strategic efforts through
consensus building and careful planning �
Initially, the city would lead a small executive
working group to identify key players in
the Deep T
ech ecosystem, which consists
of Caltech’s three pillars of Biotech, AI and
Quantum
� These key players range from
local tech startups, academic institutions,
corporate partners, and local and r
egional
government entities� This analysis would
help in identifying a broader gr
oup of
diverse council members that represent
the various facets of the sector
� Inviting
representatives fr
om private companies,
research institutions, and government
agencies ensures a comprehensive approach
to addressing the unique challenges and
opportunities in the Deep Tech industry
�
The Deep Tech Council
leaders would define
the objectives, a platform, and develop key
initiatives
� The Council’s mission should
include fostering collaboration, creating
a supportive regulatory environment, and
attracting investments through marketing
and outreach efforts to propel the growth
of Deep Tech initiatives
� Clear governance
structures, communication channels, and
regular meeting can facilitate effective
decision-making and coordination among
the diverse members
�
CASE STUDIES
North Carolina Tech Association
(Raleigh, North Carolina):
The North Carolina Tech Association
(NCTech Association) is a nonprofit public-
private partnership organization with an
expansive network of over seven hundred
companies that serves as the leading voice
and hub for communication for the tech
and innovation community in the state of
North Carolina
� Members are given access
to lear
ning about fellow organizations
through their membership portal as well as
to hundreds of events each year all centered
around the tech industry and advancing it
in the state
� They are also well equipped to
assist participating companies in growing
their network by providing the suggested
marketing toolkits and a job board
� Lastly,
the Association encourages its members
to
engage with elected officials to create
widespread literacy on technology and
innovation among the state’s legislators
and change-makers
�
MetLife Global Technology Campus,
Image Source: North Carolina Tech Association Website
DRAFT FOR DISCUSSION ONLY
22 Greater Baltimore Committee
(Baltimore, Maryland):
The Greater Baltimore Committee is
the lead organization responsible for
managing a Consortium of 50+ partners
from the private and nonprofit sectors
that represent players from a diverse
set of backgrounds and related tech
industries
� The Consortium led
the
application for a competitive Federal
Economic Development Administration
(EDA) Regional Tech Innovation Hub
Destination, which was awarded in 2023
�
The EDA designated 31 Tech Hubs
across the country that are now eligible
to r
eceive between $40 to $70 million in
additional federal funding for programs
and investments in artificial intelligence,
biotechnology, and healthcare
�
Image Source: The Greater Baltimore Committee (GBC)
DRAFT FOR DISCUSSION ONLY
23 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
0.2 Develop Robust Communication,
Marketing And Public Relations
Develop a communication team with technical
skills and expertise to execute economic
development, marketing, and promotional efforts
with an emphasis on Deep Tech and regional
visitation.
GUIDING PRINCIPLE:
0�0 Build Systems and Partnerships for Success
PROJECT CATEGORY:
Administrative, Promotion & Marketing
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev
PARTNERS:
PCOC/Visit Pasadena
FUNDING:
City
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
EconDev must be well-positioned to
communicate and market a consistent
message that raises the profile of Pasadena
and clearly articulates a value proposition to
private industry that stimulates investment
and creates jobs
� To ensure private industry
r
eceives this message, EconDev will need
to effectively market and strategically
communicate with the priority industry
sectors identified in this plan, including
Deep Tech, the cultural and entertainment
industries, and local businesses
� A robust
marketing and communications effort will
likely a variety of components, including
a website, social media, email marketing,
events, print media, and advertising
�
Professionals with expertise in strategic
communication and brand management
ar
e best positioned to lead City’s marketing
and public relations campaigns�
Successful economic development
initiatives also depend on building and
maintaining relationships with networks
of existing partners thr
ough email
communication, reports, newsletters, and
other communication tools that ensure
engagement and participation from
both the business community and local
community partners
� These communication
tools function as a conduit between City Hall
and the private sector, ensuring constant
communication between all parties�
According to the International Economic
Development Council, the most common
forms of communication for business
retention and expansion activities led by
economic development organizations
include regular reports that summarize the
city’s economic development activities,
general communication activities (e
�g�
with local media outlets, social media,
and through newsletters or blogs),
data reports, and data visualization,
stakeholders, investors, and the public �
Additionally, local media outlets
are among
the most common options for publicizing
economic development efforts
� This entails
building relationships with media outlets,
developing or
ganizational credibility with
the public, and issuing press releases �
These press releases should include
details on the organization’
s initiatives,
public announcements, and testimonials
promoting the city�
DRAFT FOR DISCUSSION ONLY
24 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
0.3 Explore Local Economic Development
Entity Formation
Explore the formation of an economic
development entity that offers the city and its
partners a tool for flexible fundraising and agile
decision-making
GUIDING PRINCIPLE:
0�0 Build Systems and Partnerships for Success
PROJECT CATEGORY:
Administrative
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev
PARTNERS:
Deep Tech Council, Regional Economic
Development Organizations, local business
leaders, and City Council
FUNDING:
City funds and fundraising
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
A nonprofit local Economic Development
Organization can serve as a dedicated
entity focused on fostering growth,
attracting investments, and creating a
favorable business environment
� Economic
Development Organizations
or EDOs (aka
EDCs or EDAs) are a common and widely
used economic development delivery
mechanism
� An EDO functions like other
nonprofit corporations.
In Pasadena, the
Pasadena Center Operating Company
(PCOC) is one such entity
� PCOC was
formed by the city to manage the Pasadena
Convention Center and other city-owned
visitor assets, to support the efforts of
Visit Pasadena (a destination marketing
organization whose goal is to promote
Pasadena as an attractive travel destination)
and create a mechanism for collaborative
decision-making in partnership with non-
governmental stakeholders
�
As is the case with
PCOC, one key
advantage of a nonprofit EDO over a
government entity is its ability to raise funds
independently, allowing the organization to
invest in projects and initiatives that might
be beyond the immediate financial scope of
a municipal government
� While operating
separately from the city, the city typically
retains board members, and the head of the
EDO is often a mayoral appointee
� An EDO
undoubtedly has syner
gistic goals to that
of the city, but it will be crucial to establish
clear boundaries, as well as expectations of
collaboration between the City Council and
the EDO before its official formation.
CASE STUDIES
Los Angeles County Economic
Development Corporation
(Los Angeles, California):
The Los Angeles County Economic
Development Corporation (LAEDC)
has various programs and initiatives to
promote equitable economic growth
throughout the region, including
Business Assistance Programs, Workforce
Development efforts, and the Los Angeles
Digital Equity Action League, an effort to
promote equitable broadband access with
more than 100 public and private partners
�
Source: LAEDC 2024 Economic Forecast Report
DRAFT FOR DISCUSSION ONLY
25 38
Center for Competitive Workforce (Los
Angeles, California):
This organization is a regional partnership
created thr
ough the LAEDC alongside high-
growth industry businesses and nineteen
educational institutions across the County
� The
organization’s goal is to help guide schools and
educational pr
ograms to better serve students
and fill middle-skill jobs in high-growth industries.
The partnership is an outgrowth of the LAEDC’s
overall workforce development initiative, with a
focus on students entering the workforce
� The
partnership helps connect potential employers to
qualified applicants and educators
and provides
a simple-to-navigate middle-skill job database
that gives students an idea of what jobs are
currently available
� The Center for Competitive
Workforce also
hosts industry-specific panels,
develops industry-specific reports, and is in the
process of creating a bioscience portal that will
identify and categorize all bioscience companies
in the region to assist both job seekers and other
bioscience companies interested in the region
�
Alexandria Industrial Development Authority
(Alexandria, Virginia):
The Alexandria Industrial Development Authority
(IDA) provides financing to qualified businesses
and organizations looking to locate or expand
in Alexandria, Virginia
� The organization was
created by a City council or
dinance and is
overseen by a council-appointed board but is
directly administered by the City’s economic
development partnership staff
� The IDA acts as
a conduit, issuing bonds and lending proceeds
to 501(c)(3) or
ganizations, small manufacturers,
and other qualified organizations. Most notably,
the organization helped to facilitate the
redevelopment of an abandoned mall into a new
Inova hospital by directly purchasing land from
the mall owner and ground leasing it back to the
hospital system
�
Image Source: Alexandria Industrial Development Authority
DRAFT FOR DISCUSSION ONLY
26 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
0.4 Create An Economic Development
Performance Dashboard
Establish a mechanism to track economic
development performance metrics
GUIDING PRINCIPLE:
0�0 Build Systems and Partnerships for Success
PROJECT CATEGORY:
Administrative
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev or newly formed EDO
PARTNERS:
Tracking impact and milestones for individual projects
will also require reliance on any and all project partners FUNDING:
City and/or potential exploration of public-private
partnerships with tech companies (who may be open to
donating software, expertise and/or in-kind support as
part of their corporate social responsibility (CSR) efforts PROJECT STATUS, ESTIMATED RISK, TIME & COST:
Source: Austin Open Data Portal
PROJECT OVERVIEW
Tracking and sharing a set of carefully
selected performance metrics on a periodic
basis is essential for a strategic plan
� It
enhances accountability, informs decision-
making, guides r
esource allocation, and
demonstrates the agency’s impact on
economic growth within the community
� It
allows stakeholders, including
city officials,
community members, businesses, and
investors to see the impact of the work
and measure the level of effectiveness of
the efforts
� Data from
a tracking effort can
help inform stakeholder engagement,
support applications for state and federal
grants, and enable tracking against other
jurisdictions to identify areas of potential
improvement
�
As EconDev begins to execute the plan,
they will want
to select a set of metrics for
tracking that can be reasonably updated
and monitored over time with readily
available data, resources, and systems
� The
California Association for Local Economic
Development has developed a list of
metrics by category that can be reviewed
and connected back to the specific projects
identified in this Plan.
It is also important to outline the outcomes
of the projects in this plan to be measured,
not only for quantitative impact, but also
for qualitative impact
� Periodic reporting
should include success stories and
testimonials from actual participants – and
these stories should be communicated and
marketed broadly to key stakeholders and
the media as powerful supporting evidence
for additional funding requests and grant
proposals
�
CASE STUDIES
Economic Development Dashboard, City
of Napa (Napa, California):
The City of Napa updates an economic
development dashboard on a quarterly
basis
�
Source: Economic Development Dashboard, City of Napa
Open Data Portal (Austin, TX):
The city of Austin’s data portal, including
economic development metrics, are a
resource for entrepreneurs, researchers,
and the public to understand and analyze
Austin’s economy
�
DRAFT FOR DISCUSSION ONLY
27 The City of Pasadena stands at a pivotal juncture with a unique set of characteristics that offer a compelling economic rationale for the applied science industries, also known as “Deep Tech.” This includes the Biotech, Artificial Intelligence, and Quantum industries that already have a presence within Pasadena due to proximity to Caltech, one of the nation’s leading science and engineering educational institutions � Beyond
Caltech, Pasadena offers strong
competitive advantages to businesses and residents
that sometimes fall under the radar, including an excellent quality of life and diverse employment opportunities, and a strong, highly educated labor pool � Developing a
strong message
and value proposition to appeal to potential investors and businesses in this sector will be critical to long-term success�
Additionally, Deep Tech companies have specialized real estate needs distinct fr om
traditional office space, such as build-outs for lab space, specialized Heating, Ventilation, and Air Conditioning (HVAC) systems and increased ceiling heights � Pasadena currently
lacks the real estate pipeline
to offer businesses the space they require� Addressing this spatial
deficit will be paramount, as access to adequate facilities is a primary driver for growth in these industries�
The existing cluster of tech businesses located near Caltech and Huntington Hospital underscores the potential for additional growth, and this analysis posits that the opportunities for new gr
owth are greatest in the Central District, which boasts a “campus environment”, one with dining and entertainment amenities, great access, and outdoor space prized by both businesses and the tech-forward young talent they need to attract and retain
�
Note: While housing affordability and the quality of the public education system were not the focus of this study, they remain two additional business attraction factors that will play a pivotal role in long- term economic growth. The City’s 8-year Housing Element plan was certified by the State of California in 2023. It includes measures to address the ongoing challenge of housing affordability and reflects the City’s commitment to opening doors for people of all income levels. EconDev will coordinate with relevant City departments to support the plan goals.
0�0 Build Systems and Partnerships for
Success
1�0 CHAMPION LIFE
SCIENCES AND CULTIVATE A
DEEP TECH ECOSYSTEM
1�1 Develop A Robust Marketing Campaign On
Behalf Of Life Science And Deep Tech
1�2 Identify A Catalytic Project To Jumpstart A
Pipeline
1 �3 Attract And Attend Major Industry
Conferences
1 �4 Establish a Tech Business Plan Competition
HONORABLE MENTION: Life Science
Regulations
2�0 Invest in Neighborhoods and Small
Businesses
3�0 Reinforce Pasadena as a Destination
for Culture and Entertainment
4 �0 Expand and Streamline Workforce
Opportunities
5 �0 Prioritize Place and Accessibility
Investments
HONORABLE MENTION: Easing Life Science Regulations
In late 2023, the City of Pasadena adopted a set of code changes to support the growth of the life science industry � This included allowances for greater building heights, simplified use
definitions for Research & Development, the elimination of distinctions between office and non-office uses to enable greater flexibility, the easing of restrictions on parking, and revised fire code provisions. The new regulations will make it easier for life science companies to expand and relocate to Pasadena � These
changes were developed through collaborative conversations with tech industry leaders and the local commercial r
eal estate community to eliminate several hurdles to
locating Pasadena that had been raised in the life science industry� GUIDING PRINCIPLE 1�0
DRAFT FOR DISCUSSION ONLY
28 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
1.1 Develop A Robust Marketing
Campaign On Behalf Of Life Science And
Deep Tech
Creation of cohesive marketing plan, website,
and physical materials that advance efforts to
establish Pasadena as a destination for Life
Science and Deep Tech businesses.
GUIDING PRINCIPLE:
1�0 Champion Life Sciences and Cultivate
a Deep Tech Ecosystem
PROJECT CATEGORY:
Administrative, Promotion & Marketing
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev, Deep Tech Council
PARTNERS:
Marketing consultants, local business leaders,
commercial real estate brokers
FUNDING:
EconDev funds, future EDO funds, private sector
partners
PROJECT OVERVIEW
In late 2023, Pasadena adopted some
flexible zoning standards and eased
hazardous materials reporting requirements
to facilitate the conversion of existing
buildings and the new development of
new buildings for life science and other
industries focused on research and
development
� These changes will eliminate
several hurdles for Deep Tech businesses
to locate in Pasadena
�
With new development standards in place,
EconDev should build its communications
capacity and lead a marketing campaign
to promote Pasadena’s growing status
as a Deep Tech hub
� This campaign will
position Pasadena as a premier locale for
Deep Tech research and business, and
create a brand for Pasadena akin to “Space
Beach” or “Silicon Valley
�” The campaign
should include a dynamic marketing
roadshow (further expanded in Project 1�3)
and welcome interested businesses on
coor
dinated tours of the city�
The campaign would be cross promoted
with local life sciences br
okers, tech
industry leaders, and academic institutions
to amplify its reach and credibility
� Part
of the campaign would also involve
creating marketing materials emphasizing
the strengths of Pasadena’s business
environment, demographics, and
supporting institutions
� An important
aspect of the campaign would be the
development of a simple-to-navigate
marketing website that includes an online
map that highlights not only existing Deep
Tech businesses in Pasadena but also
potential development sites
� The goal of
the campaign would also be to educate
local businesses and entrepr
eneurs about
the opportunities within Pasadena and
the resources available to help them grow
within the city
�
Image Source: Visit Pasadena
DRAFT FOR DISCUSSION ONLY
29 CASE STUDIES
NAIOP Annual Bus Tour (Northern Virginia):
In Northern Virginia, home to Amazon HQ2,
the Northern Virginia chapter of the NAIOP
(the Commercial Real Estate Development
Association) sponsors a high-profile annual bus
tour focused on promoting commercial projects
and available space across the region
� The
event has significant involvement
from regional
stakeholders, and is driven by the various
regional economic development corporations/
economic development authorities with support
from the brokerage community
� Each economic
development organization in the r
egion selects
specific projects and sites for the tour to visit and
contributes to the creation of a comprehensive
guidebook distributed to tour participants
describing each site
� This guidebook also
contained advertisements from participating
companies, which helped both fund the tour
and entice involvement from local companies
�
Participating organizations’ staff and brokers
also act as tour guides
� Brokerage companies
are incentivized to participate because of the
opportunity to promote their client’
s buildings
during the tour � The bus tour is preceded by a
trade show involving businesses and brokerage
firms fr
om across the region.
Alexandria Economic Development Partnership
Development Map (Alexandria, Virginia):
The Alexandria Economic Development
Partnership, like many economic development
corporations nationwide, prepares research-
based marketing materials, created in
collaboration with local brokers, developers,
and the city planning department, which
serve as powerful but simple marketing tools
�
Available online but designed to be distributed
during roadshows and in-person meetings, their
materials provide details on major development
pr
ojects across the city�
Center for a Competitive Workforce (CCW)
Bioscience Portal (Los Angeles, California):
The Center for a Competitive Workforce is an
organization dedicated to engagement and
partnership between the Los Angeles region’s 19
community colleges and employers from high-
growth industry sectors
� CCW should be explored
as a potential
partner as Pasadena develops its
workforce programs � As of the completion of
this plan, the organization is poised to launch an
interactive online map
that includes bioscience
company locations categorized by sub-industry,
bioscience incubators, and educational
institutions
� Working together, the City of
Pasadena and CCW are well-positioned to join
for
ces to ensure that the map covers Pasadena
and is expanded to include other companies in
the Deep Tech field.
Image Source: NAIOP Annual Bus Tour
Image Source: Alexandria Economic Development Partnership, Image Source: Center for a Competitive Workforce Bioscience Portal
DRAFT FOR DISCUSSION ONLY
30 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
1.2 Identify A Catalytic Project To
Jumpstart The Pipeline
Redevelopment of at least one major site to
catalyze a Deep Tech campus and provide
necessary lab space in the region.
GUIDING PRINCIPLE:
1�0 Champion Life Sciences and Cultivate
a Deep Tech Ecosystem
PROJECT CATEGORY:
Recruitment & Retention
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev, or newlly formed EDO
PARTNERS:
Deep Tech Council, brokers, Innovate Pasadena,
private developers
FUNDING:
U�S� Department of Transportation, Enhanced
Infrastructure Financing Districts or Community
Revitalization Investment Authorities*
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
The identification of catalytic projects
within Pasadena’s Central District will
begin with an effort by EconDev to identify
underutilized or redevelopment-ready
spaces that align with the requirements
of Deep Tech businesses, considering
factors such as proximity to research
institutions, access to talent pools, place-
based amenities, and the city’s overall
compatibility with the industry’s unique
needs
� This effort will include (and may
begin and end with) the N Route 710
Freeway opportunity area and/or the
10 W
est Walnut Development � A recent
major positive step in this effort was the
redevelopment
of 101 South Marengo,
which is currently being marketed for
biotech lab use
� Although not within
the Central District, the former St � Luke
Medical Center is another site that could
potentially host a major Deep Tech
business or mix of businesses
�
Once potential sites ar
e identified,
the city should develop a streamlined
and proactive approach to attracting
investors’ and developers’ interest in close
partnership with property owners
� This
may involve offering build-out incentives,
advertising Pasadena’s streamlined
appr
oval processes, and collaborating to
pitch opportunities to potential tenants�
*U.S. Department of Transportation,
including the Transportation Infrastructure
Finance and Innovation Act (TIFIA) and
Railroad Rehabilitation and Improvement
Financing (RRIF) loan programs for
projects in transit-oriented locations. The
Federal Department of Transportation is
issuing updated guidance on the use of
these tools to finance new development
with housing near transportation.
DRAFT FOR DISCUSSION ONLY
31 CASE STUDIES
Amazon HQ2 Procurement/National Landing
(Crystal City/Pentagon City/Alexandria, Virginia):
Amazon HQ2 is a very high-profile, transformative
project that involved close collaboration between
the governments of the Commonwealth of Virginia,
Arlington County, and Alexandria EDA/EDCs, with
high-level support from the private sector to gather
information and identify potential development
sites
� A major aspect
of the project is the re-framing
of three disparate districts (Crystal City, Pentagon
City, and Potomac Yard) as a single overarching
area called National Landing
� There wer
e various
reasons why National Landing was marketed to
and ultimately selected, including accessibility,
incentives, proximity to higher education, and
strong workforce demographics
� A major factor
was the ready availability of existing space and
developable land that Amazon could quickly lease
in the short term, and eventually build out to their
specifications in the longer term. Pentagon City
and especially Crystal City had some of the highest
office vacancy rates in the Washington DC region,
primarily due to aged buildings designed for federal
tenants that were vacated following federal space
reductions. These properties were difficult to market
to private sector tenants but were an advantage
for procuring Amazon because they were empty
and could be quickly occupied or renovated to
Amazon’s specifications. Potomac Yard had a large
amount of undeveloped land that Amazon could
use if it needed to expand
�
National Landing’s marketing
website includes
not a map of all development projects occurring
near the site but also a separate maps detailing all
restaurants/shopping, residential, and hotel options
�
Fenway Center Phase II (Boston,
Massachusetts):
Fenway Center Phase II is being constructed on
a platform over a highway cut that has divided
urban neighborhoods from one another for over
100 years
� The center is a large-scale billion-dollar
life science project that will completed in 2025,
after 20 years of development� This phase of the
project will
include a mix of office, lab and retail
space� The project will include approximately 1
million squar
e feet of commercial space and is
being constructed on a platform over the Mass
Pike
� The project will also include a 1�6-acre “Life
Sciences Park” that includes a plaza, a pedestrian
walkway and an art exhibit focusing on the history
of life sciences� The site itself
is controlled by the
Massachusetts Department of Transportation
(MassDOT), with a 99-year air-rights lease with
the developers Meredith Management and
IQHQ. One major benefit of the project is that
it will connect the Fenway, Back Bay, Kenmore
Square, Audubon Circle, and Boston University
neighborhoods through improved pedestrian
access
�
Image Source: National Landing BID
DRAFT FOR DISCUSSION ONLY
32 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
1.3 Attract And Attend Major Industry
Conferences
Attend and host at least one nationally
recognized event.
GUIDING PRINCIPLE:
1�0 Champion Life Sciences and Cultivate
a Deep Tech Ecosystem
PROJECT CATEGORY:
Recruitment & Retention, Promotion & Marketing
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev, or newlly formed EDO
PARTNERS:
PCOC/Visit Pasadena
FUNDING:
City funds, private sector partners and
sponsorships
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Business attraction efforts will include
roadshows to key tech conferences
to network with growing companies
and institutions and identify business
development opportunities
�
Local events are another opportunity
to raise brand awareness
� Given the
prominence of the Pasadena Convention
Center, there should be some exploration
of tech-focused event(s) that highlight
the city’
s unique ecosystem, potential
for innovation, and collaborative
opportunities
� Local events should be
conducted through partnerships with
Pasadena industry leaders, educational
institutions, and relevant individuals within
the life sciences and Deep Tech business
and br
okerage community�
CASE STUDIES
Los Angeles Economic Development
Corporation Events (Los Angeles,
California):
The LAEDC regularly hosts a range of
events both in-person and digitally
�
The Eddy Awards is an annual event
recognizing r
egional leaders in economic
development, education, and business,
bringing both the public and the private
sector together
� The Future Forum is
a quarterly series of events that focus
on a specific
rapidly evolving industry,
with a bent towards tech � Such forums
typically involve an open conversation
between local business leaders to give
their perspectives on how their industry
is changing, but they also include
educational and governmental speakers
�
The Select LA Investment
Summit is geared
towards attracting global investment and
was hosted outside of Los Angeles proper
in 2023 in Pasadena
�
SelectUSA (various):
SelectUSA is a federal agency dedicated to
US economic development that r
egularly
hosts conventions and roadshows both
within the US and internationally
� Events
are highly varied but focus on promoting
domestic companies abroad and attracting
for
eign investment � These events are
a great opportunity for Pasadena to
promote its business envir
onment to
international companies and investors
who would otherwise be unaware of the
opportunities available
�
Select LA Investment Summit 2024,
Image Source: LAEDC Website
DRAFT FOR DISCUSSION ONLY
33 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
1.4 Establish a Tech Business
Competition
Creation of an annually recurring competition that
generates regional and/or national attention and
reinforces Pasadena as a hub for start-up activity
in the life sciences and Deep Tech space.
GUIDING PRINCIPLE:
1�0 Champion Life Sciences and Cultivate
a Deep Tech Ecosystem
PROJECT CATEGORY:
Recruitment & Retention, Promotion & Marketing
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev, or future EDO
PARTNERS:
Caltech, Innovate Pasadena, Pasadena Chamber
of Commerce & Civic Association, local and
regional business leaders
FUNDING:
The Federal CHIPS and Science Act*
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
A major aspect of the overarching Deep
Tech marketing plan is to engage with
the entrepreneurial community through
a seminal business plan competition
�
Like a hackathon or tech talk, this
competition will offer the opportunity
for participants to network with local,
r
egional, and global entrepreneurs, as
well as the investor community� It will also
provide exposure to industry leaders and
investors� The communication capacity
developed through the EconDev’s
efforts can be used to promote this
competition by highlighting the city’s
commitment to Deep Tech, emphasizing
the supportive regulatory environment,
available infrastructure, and access to
venture capital
� Leveraging success
stories and testimonials from early
partners supporting the competition
would add authenticity and allure to the
overall marketing effort
� Caltech’s Bill
Gross Prize
for Entrepreneurship can
potentially be used as the basis for this
competition and can be expanded upon
to include teams without members that
are directly affiliated with Caltech, to help
attract a greater number of national and
international participants, as well as non-
student entrepreneurs
�
*The Federal CHIPS and Science Act
includes funding streams for a variety
of tech-related initiatives, including
workforce development opportunities
and
STEM education from the K-12 to
community college, undergraduate and
graduate levels.
DRAFT FOR DISCUSSION ONLY
34 CASE STUDIES
Rice Business Plan Competition (Houston, TX):
This tech-oriented business plan competition is
driven by the Rice Alliance, a partnership between
Rice University and various tech companies
� The
competition itself is internationally recognized
and attracts students from acr
oss the U �S� as
well as overseas� The competition is for students
specifically and provides
significant cash prizes
to the winners� More importantly, teams can also
potentially access seed money from inter
ested
investors and receive exposure to industry
leaders who serve as mentors
� The Rice Alliance
also tracks and pr
omotes past finalists, as well as
success stories from teams that went on to make
their business plans a reality
� The competition’s
website also maintains a database of program
alumni for further networking opportunities
�
The Bill Gross Prize for Entrepreneurship
(Pasadena, California):
This is an annual entrepreneurship/business
plan competition hosted by Caltech, which also
includes an element of mentorship through
Pasadena resident entrepreneurs and other
mentors from outside the university
� The program
splits $100,000 between the winning teams and
connects them with
Caltech-affiliated startups for
internships� Using this program as a solid base,
this can be expanded
in scope to attract students
and business leaders from outside the city and
Caltech’s alumni network
� The competition is
open to recent alumni and students from other
institutions, if their project team lead is a Caltech
student
�
Rice Business Plan Competition 2019,
Image Source: Rice Business Plan Competition
Caltech Ronald and Maxine Linde Laboratory
Image Source: Visit Pasadena
DRAFT FOR DISCUSSION ONLY
35 Small businesses in Pasadena, as in cities nationwide, face many barriers to market entry, stemming from limited access to capital and technical expertise to regulations that don’t reflect the changing nature and function of brick-and-mortar stores.
Pasadena is poised to help businesses overcome these barriers through targeted support, investments in neighborhood corridor environments, and the removal of unnecessary regulatory barriers that disproportionately impact the fate of small businesses
�
Small businesses are the least well-suited to navigate challenging regulatory policies� Before the COVID-19 pandemic, the average small business had only a 27-day cash buffer in reserve
� Retail businesses had only a 19-day reserve, and minority- owned businesses had even less, only 14 days� Small businesses lack the resources to navigate challenging bur
eaucracies, increasing cost of doing business, and the
working capital needed when permits and approvals are pending� Conditional Use Permits (CUPs) more fr
equently than not apply to uses in the “experience economy,” including food and beverage, entertainment, and recreation, the precise category of non-traditional retail uses that are growing in popularity � Reducing unnecessary
hurdles to market entry and helping businesses open their doors more quickly will
help these entrepreneurs preserve their liquidity and better weather financial shock and irregular cash flows, a critical first step in supporting the growth of Pasadena’s small business community
�
Our analysis also found unmet demand for Neighborhood Goods & Services (NG&S), especially in areas such as Quadrant A, where there ar
e clear opportunities to
improve neighborhood corridors where small businesses are well-positioned to fill long-standing vacancies and meet the needs of residents �
It is critical to provide undercapitalized businesses with additional support, from
façade improvements and enhancements to marketing resources through targeted investments and support programs
� Pasadena will be well-positioned to empower
small businesses, stimulate economic growth in Pasadena’s neighborhoods, and ensure that residents have opportunities to patronize businesses in the neighborhood serving districts close to their homes
�
0�0 Build Systems and Partnerships for
Success
1�0 Champion Life Sciences and Cultivate a
Deep Tech Ecosystem
2�0 INVEST IN
NEIGHBORHOODS AND
SMALL BUSINESSES
2�1 Improve & Streamline Digital Experience For
New Businesses To Support Navigation Of City
Processes
2�2 Explore The Creation Of A High-Quality
Market Incubator
2 �3 Develop A Facade And Merchandising
Technical Assistance Pr
ogram
2�4 Support Property And Business Improvement
District (PBID) For
mation In Districts Where
Appropriate
2 �5 Develop A Neighborhood Walkability Toolkit
2�6 Establish Strategic Mentorship Initiatives
HONORABLE MENTION: Work With The Center
by Lendistry T
o Create Pathways & Resources For
Clean Energy Usage Among Small Businesses
3�0 Reinforce Pasadena as a Destination for
Culture and Entertainment
4�0 Expand and Streamline Workforce
Opportunities
5 �0 Prioritize Place and Accessibility
Investments
GUIDING PRINCIPLE 2�0
DRAFT FOR DISCUSSION ONLY
36 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
2.1 Improve & Streamline Digital
Experience For New Businesses To
Support Navigation Of City Processes
Develop an improved online portal for businesses
starting the permitting and regulatory process
associated with starting or expanding their businesses.
GUIDING PRINCIPLE:
2�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Administrative
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev, Department of Finance, Planning &
Community Development
PARTNERS:
None
FUNDING:
City
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
EconDev should create a clear one-stop shop
for all processes related to business opening�
This service would be in
conjunction with the
city’s existing in-person efforts and would be
designed in coordination with its process
�
This effort will streamline and expedite
the often-complex pr
ocess of obtaining
permits by providing businesses with a
user-friendly platform
� Through this portal,
entrepr
eneurs will be able to navigate the
regulatory landscape, track the progress of
their applications, and access comprehensive
guidance more easily
�
Additionally, the city can use the website as
a place to offer guidance and support for
small businesses interested in becoming
vendors for LA28, the 2028 Olympic and
Paralympic Games
� This would include
a central repository for all information
dedicated to vendor opportunities � The
website could also integrate a contact list,
encouraging interested vendors to sign
up for ongoing communication materials
from the city, information on training
opportunities and networking sessions, and
resource guides published by local and
regional economic development entities
�
(Note: This recommendation is reliant on a
communications team,
referenced in Project
number 0�2)
The implementation of such a system will help
position Pasadena
as a leader in efficiency
and transparency� It will offer businesses a
competitive advantage when considering
other potential cities as locations by r
educing
bureaucratic hurdles and facilitating a
seamless entry into the local market
�
CASE STUDIES
IrvineREADY! Web-based Portal (City of
Irvine, California):
In 2019, the City of Irvine created an
award-winning web-based platform for
planning, building, and engineering
applications
� The program combines a
web-based customer interface with a
digital back-end plan review
� The portal
enables businesses to complete
the
entire process online and has created
the shortest permit turn-around times in
Orange County
� Additionally, the program
is credited with impr
oving sustainability
metrics through an entirely paperless
platform that eliminates the need to
produce, store, and dispose of paper
�
DRAFT FOR DISCUSSION ONLY
37 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
2.2 Explore The Creation Of A High-
Quality Market Incubator
Explore the creation of a curated market space in a
high-profile vacant retail space that enables small
businesses and budding entrepreneurs to sell products
directly to customers on either an intermittent or
ongoing basis.
GUIDING PRINCIPLE:
2�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Redevelopment – Private Realm
APPLICABLE GEOGRAPHY:
Central District
PROJECT LEAD:
EconDev, newly formed EDO, or independent
nonprofit or private sector-led effort
PARTNERS:
Property owners and small businesses
FUNDING:
To be determined
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
This effort will create opportunities
for low-cost shared retail space in a
high-visibility area, offering nascent
businesses opportunities to sell and gain
valuable retail experience, particularly for
businesses in the arts & cultural space
�
The project aims to breathe new life
into a prominent vacant r
etail space by
transforming it into a curated market
space, providing a platform for small
businesses and emerging entrepreneurs,
many of whom are local, minority-owned
businesses, to showcase and sell their
products directly to customers
� By curating
the selection of vendors and products,
the project
aims to create a unique
shopping experience that appeals to a
wide audience, drawing both residents
and visitors to discover and support small
businesses
� Whether as a pop-up event
or a more
permanent fixture, the market
space will serve as a catalyst for economic
growth and community engagement
�
The city will need
to first work to identify
interested property owners with vacant
retail spaces of adequate size and scale,
and in locations with good visibility and
accessibility
�
CASE STUDIES
Sherman Phoenix Marketplace
(Milwaukee, Wisconsin):
Sherman Phoenix Marketplace is a
20,000-square-foot state-of-the-art space
for small, locally owned businesses, with
96% of which are owned by people of
color and 63% by women
� It is a
popular
place to eat, shop, practice self-care,
or attend a cultural or entrepreneurial-
focused event
�
Shop Made in D.C. (Washington, D.C):
This program is a private initiative with a
mission to grow DC-based makers and
artists
� The initiative now includes four
prominent visitor locations throughout
the city and features over 200 makers
who pr
oduce products that include
apparel, art, furniture, jewelry, home
decor and stationery
� The operators also
open seasonal pop-up shops during the
holidays
� The program has since inspired
local “copycat” programs, including
“Shop Made in Maryland”, also run by a
private operator
�
Image Source: Sherman Phoenix Marketplace
DRAFT FOR DISCUSSION ONLY
38 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
2.3 Develop A Facade And
Merchandising Technical Assistance
Program
Develop a program to guide businesses in the
improvement of their storefronts and visual
displays.
GUIDING PRINCIPLE:
2�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Redevelopment – Private Realm
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
EconDev or newly formed EDO
PARTNERS:
ArtCenter College of Design, local nonprofits,
Pasadena based general contractors, and business
support organizations
FUNDING:
City, philanthropic funds, small business matching
contributions, state funding
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
The City will oversee and facilitate a
facade and merchandising program,
engaging small businesses, design
and art students, and local contractors
�
Students would benefit fr
om a learning
platform, providing them with hands-on
experience in real-world design projects
to provide businesses with merchandising,
facade improvements and window display
enhancements. Businesses would benefit
from improved storefront aesthetics
that would enhance the visual appeal of
their facades to attract more foot traffic,
customer interest and ultimately sales
�
And Pasadena-based general contractors,
painters, and construction workers
would benefit from
beautification work
opportunities in their own communities�
CASE STUDIES
The Atlanta Beltline, Inc. Business
Facade pARTnership Grant Program
(Atlanta, Georgia):
This $200,000 program offers up to
$40,000 per site (with a 5% match) to
local businesses to implement a facade
improvement program utilizing Atlanta
artists and maker professionals, with an
emphasis on artists of color
�
“Impact! Design for Social Change”
(New York, NY):
The program was established in 2010
and is a collaboration with the School of
Visual Arts to provide annual one- and
six-week
summer intensives for a diverse
set of social impact projects� In past years,
the
school has partnered with the city’s
Department of Small Business Services
to work directly with small businesses,
providing opportunities for merchandising
and facade clean-ups
�
Source: The Atlanta Beltline, Inc. Website
DRAFT FOR DISCUSSION ONLY
39 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
2.4 Support Property And Business
Improvement District (PBID) Formation In
Districts Where Appropriate
Provide support for local leaders as they explore
the legal and technical aspects of PBID formation.
GUIDING PRINCIPLE:
2�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Administrative
APPLICABLE GEOGRAPHY:
Neighborhoods outside of the Central District
PROJECT LEAD:
EconDev
PARTNERS:
Local place-based nonprofits, property owners, and
business leaders
FUNDING:
Private and City funding
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
The main thrust of this effort is to refine
the city-wide Property and Business
Improvement Districts (PBID) formation
process to be as conducive as possible and
continue to support the strategic formation
of PBIDs through technical support and
advisory services
� There ar
e currently three
PBIDs in the City of Pasadena, one each
in Old Pasadena, Playhouse Village, and
South Lake Avenue
� Additionally, there is a
Pasadena T
ourism Business Improvement
District (PTBID), which is focused on all
lodging throughout the city and is funded
by a hotel/motel assessment and a portion
of a hotel/motel transit occupancy tax
�
The city can employ several strategies to
support the formation of new PBIDs, which
are collaborative efforts by local businesses
to enhance the economic vitality and overall
attractiveness of a specific commercial area.
Some key strategies include a mixture of
education, outreach, technical support, and
seed money for PBID formation
�
Education and outreach can be conducted
through workshops, seminars, and
information sessions on the impact PBIDs
can have on local communities, including
safety, cleanliness, and marketing efforts
�
Technical and policy guidance would
include guidance in navigating the
legislative pr
ocess of PBID formation to
help local business leaders get through the
legal, financial, and organizational aspects
of establishing a PBID
�
Financial support can come in the form of
grants or seed funding to cover initial costs
associated with planning, feasibility studies,
and legal r
equirements�
By combining these strategies, a city
agency can play a pivotal role in supporting
the formation of business improvement
districts, contributing to the overall
economic vibrancy and community
development within the city
�
CASE STUDIES
Business Improvement District
Development Grant Program, City of
New York Department of Small Business
Services (New York, New York):
The City of New York’s Department of Small
Business Services has long supported the
establishment of Business Improvement
Districts (BIDs)
� BID formation is a legislative
process
that requires significant local
partnership and community buy-in� The city
provides a
mixture of technical and financial
expertise to enable place-based nonprofits
to explore BID formation, with an emphasis
on underserved low-income commercial
corridors throughout the city
� Additionally,
the city has created multiple r
esources to
inform communities on the process of BID
formation, including a Comprehensive
Guide to BID Formation and Expansion
which outlines a step-by-step process for
community groups to understand the city’s
and navigate the city’s BID-enabling law
�
Source: The Atlanta Beltline, Inc. Website
Image Source: NYC.gov
DRAFT FOR DISCUSSION ONLY
40 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
2.5 Develop A Neighborhood Walkability
Toolkit
Establish a suite of targeted investments to offer
local leaders and organizations connected to the
city’s neighborhood business districts to enhance
their competitiveness and overall conditions.
GUIDING PRINCIPLE:
2�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Redevelopment – Public Realm
APPLICABLE GEOGRAPHY:
Neighborhoods outside of the Central District
PROJECT LEAD:
Department of Transportation and Planning &
Community Development Department
PARTNERS:
EconDev, Northwest Commission (for projects
in Northwest Pasadena), other place-based
organizations and nonprofits, local businesses
FUNDING:
State and Federal funding*
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
A “Neighborhood Walkability Toolkit” for
neighborhood districts needs to emphasize
investments in crosswalks, landscaping/
tree coverage, identity/branding, sidewalk
repairs, facade improvement funds, street
furniture (benches/trash), and outdoor
dining
� This would include neighborhood-
serving commercial areas outside the
Central District
� Such a program should
be explored in close collaboration and
partnership with Planning
and Community
Development as a way to support the
Specific Plan process. This project could
begin by exploring a pilot program
in partnership with the Northwest
Commission
�
The City should work closely with
community partners and PBIDs to develop
and deploy an auditing ef
fort that enables
local leaders to assess and report on the
safety and walkability of neighborhood
districts that can be used to inform
requests for investments and resources
�
CASE STUDIES
AARP Livable Communities (National):
AARP , a national retirement or
ganization,
has developed audit tool kits and
worksheets for walking and bicycling �
Communities can use these to assess
the missing links and
safety of a street,
intersection, or neighborhood � This
has been applied to
a number of cities,
including Birmingham, Alabama and
South Austin, Texas
�
Source: The Atlanta Beltline, Inc. Website
*Capital Improvement Program (CIP)
budget, which consists of projects aimed
at improving the city’s public infrastructure
such as streets, transportation issues,
streetlights, traffic signals, parks, public
buildings, sewer and storm drains.
The California State Legislature has
developed several tools to finance
Economic Development, including
Enhanced Infrastructure Financing
Districts or Community Revitalization
Investment Authorities. Both should be
explored for the potential opportunities
to fund infrastructure and development.
U.S. Department of Housing and Urban
Development. Potential exploration of
CDBG funding as well as Safe Routes to
Schools, with a focus on improvements
that address accessibility and ADA
enhancements as well as walkability
or bikeability to local schools. U.S.
Department of Transportation. From time
to time, the federal government makes
money available to support transportation
improvements, such as the Thriving
The AARP Walk Audit Tool Kit,
Image Source: The AARP Livable Communities
DRAFT FOR DISCUSSION ONLY
41 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
2.6 Establish Strategic Mentorship Initiatives
Development of a small business mentorship
program that enables networking and support
between successful businesses and newly
established entrepreneurs.
GUIDING PRINCIPLE:
2�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Recruitment & Retention
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
Multiple potential leaders, including Econ Dev, a
newly formed EDO, or a local nonprofit
PARTNERS:
Pasadena SBDC, Pasadena Chamber of Commerce &
Civic Association
FUNDING:
Philanthropic funds, private sector partners, city/
state funds
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
A mentorship program would connect
small business owners with expert advisors
who help them set goals, develop a
vision, and navigate the various hurdles
that come with starting a new business
�
The program would encourage mentors
and mentees to set their meetings per
their schedules, however
, there could
also be a variety of structured events
such as in-person networking sessions
�
This could be developed in conjunction
with a small business competition that
offers participants the option to compete
for mentorship, as well as funding and
exposure
�
CASE STUDIES
Homie 2 Homie (Pasadena, California):
Tepito Coffee’s “Home 2 Homie” sessions
and Pasadena Restaurant Coalition at
Agnes are spaces in Pasadena where
residents and business convene, provide
mentorship, collaborate, and build
community
� These business owner driven
meetings allow for various community
members to gather, learn, and share
knowledge
� The City can work to expand
the programs to ensure new entrepr
eneurs
and minority-owned small businesses are
also supported
� City efforts like marketing
campaigns and fundraising can help these
program reach additional business leaders
and str
engthen its network � The creation
of a specialized mentoring program
would pr
ovide an opportunity to support
businesses in managing all that comes
with being a business owner
�
Source: The Atlanta Beltline, Inc. Website
Image Source: Visit Pasadena
DRAFT FOR DISCUSSION ONLY
42 Pasadena is a well-established regional destination for dining and shopping � According to Placer�AI, 60% of Pasadena visitation is for leisure-based trips and 40% are business-based trips� Out of all visitation, 20% is for special events, festivals, or sporting events� The opportunity exists
to elevate the City’s status as a leisure
destination, attract a broader audience, and leverage additional visitors to the City’s special events, festivals, and sporting events by offering reasons for extended stays� Investments in activation are particularly necessary in the vicinity of Civic Center district, home to the Pasadena Convention Center and the Pasadena Civic Auditorium � By
enhancing the entertainment offerings and creating unique experiences, Pasadena
can captivate the interest of convention attendees, encouraging them to explore a wider area of the City and contribute to the local economy �
Additionally, the current
dearth of places for young people to hang out in Pasadena acts as a disincentive for them to move to or spend time in the City� By investing in vibrant cultural and entertainment spaces that cater to a diverse age demographic, Pasadena can become more attractive to the younger population, including tech- forwar
d young talent, contributing to the City’s vitality and growth� This market also fuels spending in the all-important Food & Beverage category, which makes up 42% of all r
etail businesses within the City, a number which climbs to 44% in South Lake, 45% in Playhouse Village, and 58% in Old Pasadena�
0�0 Build Systems and Partnerships for
Success
1�0 Champion Life Sciences and Cultivate
a Deep Tech Ecosystem
2 �0 Invest in Neighborhoods and Small
Businesses
3�0 REINFORCE PASADENA
AS A DESTINATION
FOR CULTURE AND
ENTERTAINMENT
3�1 Reinvigorate The Pasadena Brand With A
Signature Event
3�2 Support The Attraction Of A Cultural/
Entertainment Anchor For The Civic Center
3 �3 Encourage Necessary Place-Based
Investments Within The Civic Center To Soften
The Hardscape And Cr
eate Gathering Places
3�4 Right-Size Ground-Floor Retail
Requirements And Expand Allowable Ground-
Floor Uses In Neighborhood Districts
3 �5 Adopt an Adaptive Reuse Ordinance
4�0 Expand and Streamline Workforce
Opportunities
5�0 Prioritize Place and Accessibility
Investments
GUIDING PRINCIPLE 3�0
DRAFT FOR DISCUSSION ONLY
43 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
3.1 Reinvigorate The Pasadena Brand
With A Signature Event
Institute a regularly recurring signature cultural
event in the city that reinforces the Pasadena
brand and identity.
GUIDING PRINCIPLE:
3�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Promotion & Marketing
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
Econ Dev or newly formed EDO
PARTNERS:
PCOC/Visit Pasadena
FUNDING:
City, private sponsorships
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
While Pasadena is known worldwide for its
annual Tournament of Roses, an additional
signature event can help draw visitors to
the city during other times of the year
�
This might include expanding an existing
or discontinued event (such as Artnight, or
Make Music Pasadena, etc
�) In the past,
Pasadena has seen success with events
that included musical themes, night
markets, and cultural
angles, such as Dia
De Muertos � Many of these events were
put on with
the help of the city, specifically
the Arts & Cultural Affairs Division as well
as local Business Improvement Districts
�
Any reinvigorated or new event will need
to involve these
entities and reflect on
past successes and learned lessons� Some
of these steps could include coordinated
marketing efforts, business, or institutional
partnerships, or coordinated ef
forts
with other institutions in the greater Los
Angeles area that would have an interest
in an event
�
CASE STUDIES
Akron Smells Like Snow Fest (Akron, OH):
Each November, the Downtown Akron
Partnership of Akron, Ohio transforms its
quaint Downtown area, park, and gazebo
into an exciting walkable environment
rich with local food, goods, and most
importantly, coffee vendors
� Strategically
leaning into their small-town feel, the
Downtown Akron Partnership has loosely
connected their event to the popular
television show, Gilmore Girls, which loyal
fans typically r
ewatch around the fall and
wintertime due to the show taking place in
a small town that perpetually is in either fall
or winter
� The Smells like Snow (a popular
line from the Gilmore Girls shows) Cof
fee
Festival has been able to become a highly
sought-after mainstay, not only by driving
local foot traffic through its congregation
of locally beloved retailers but driving
regional foot traffic through the festival’s
connections to a wildly beloved piece of
media
�
Source: The Atlanta Beltline, Inc. Website
2023 Smells Like Snow Coffee Festival,
Image Source: Downtown Akron Partnership
DRAFT FOR DISCUSSION ONLY
44 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
3.2 Support The Attraction Of A Cultural/
Entertainment Anchor For The Civic Center
Work closely with existing property owners to
support efforts to attract an entertainment or
experiential retail anchor to properties within the
Civic Center.
GUIDING PRINCIPLE:
3�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Recruitment & Retention
APPLICABLE GEOGRAPHY:
Civic Center
PROJECT LEAD:
Econ Dev or newly formed EDO
PARTNERS:
Local landlords, commercial brokers and PCOC
FUNDING:
City
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Despite currently having high vacancy
rates, the Civic Center area remains an
important anchor for the Central District
as a whole, as well as serving as the
connective tissue between Old Pasadena
and Playhouse Village for those traveling
by foot or bike
� The Paseo, a
privately
owned shopping center, serves as the front
door to Pasadena convention goers and
therefore plays an outsized role in setting
the stage for successful experiences for this
critical visitor segment – convention goers
�
The City can assist the owner in identifying
and securing cultural and/or entertainment
uses that ar
e well suited to large vacant
spaces, which are not available in other
areas of Pasadena
� This would entail
identifying vacant or underutilized spaces,
developing lists of potential tenants that
could occupy those spaces, and helping
to woo potential tenants by coordinating
site visits and facilitating
conversations
with key city leaders who can reinforce
the city’s interest and overall eagerness to
close the deal
�
CASE STUDIES
CAMP (various locations):
With eight locations nationwide (including
Westfield Century City), CAMP is a
physical space that offers rotating themed
experiences that offer families spaces
to both shop and play
� CAMP themes
include travel, cooking, toy testing,
and nature exploration, among others
�
Products include tr
ending children’s toys,
and CAMP spaces are available for rent for
birthday parties and other celebrations
�
Free Market (various locations):
With locations in Denver, Playa Vista, and
Downtown Los Angeles, Fr
ee Market is
a highly curated space for local artisans,
restaurants, and service providers
�
Additionally, Free Market
spaces are
available for community events ranging
from guest speakers to holiday activations
�
Source: The Atlanta Beltline, Inc. Website
Denver Free Market,
Image Source: Free Market
DRAFT FOR DISCUSSION ONLY
45 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
3.3 Encourage Necessary Place-Based
Investments Within The Civic Center
To Soften The Hardscape And Create
Gathering Places
Support Civic Center investments that create
opportunities for gathering and encourage longer
durations of stay from visitors, office workers, and
residents
GUIDING PRINCIPLE:
3�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Recruitment & Retention
APPLICABLE GEOGRAPHY:
Civic Center
PROJECT LEAD:
Econ Dev or newly formed EDO
PARTNERS:
Property Owners
FUNDING:
To be determined
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
The Paseo and Civic Center stand as
vital elements within the city, yet their
current state fails to fully capitalize on
their potential as a vibrant and welcoming
urban space that serve as a link between
the more vibrant Old Pasadena and
Playhouse Village districts
� While The
Paseo is privately-owned (and therefor
e
improvements are the sole responsibility
of the owner) the impact of the Paseo
on the city’s civic identity and economic
health is indisputable
� At this time, there
is an urgent need to support the new
owner’s ef
forts and address process and
regulatory impediments to investments
aimed at revitalizing and enhancing the
area’s overall character and functionality
�
Such a plan should address critical
aspects
such as public activation, pedestrian
infrastructure, welcoming landscaping,
street furniture, lighting, and signage to
create a more inviting and pedestrian-
friendly environment
�
CASE STUDIES
Horton Plaza (San Diego, California):
Completed in 1985 and now rebranded
as “The Campus at Horton”, the lifestyle
center is a 658,000-square-foot lifestyle
center in the center of Downtown
San Diego currently undergoing
redevelopment and repositioning
� The
City of San Diego has worked closely with
the owner to pr
ovide a mix of tax incentives
and financing mechanisms to facilitate
the redevelopment process
� In 2018, the
San Diego City Council approved a tax
incentive agreement with the developer,
Stockdale Capital Partners, to pr
ovide up
to $330 million in reimbursements over
a 25-year period for public infrastructure
improvements related to the project
�
These improvements include street
upgrades, utility upgrades, and public
space enhancements to support the new
development
� Additionally, the city has
worked closely with the developer to
streamline the
permitting and approval
process for the project, expediting reviews
and approvals to facilitate construction
timelines
�
Source: The Atlanta Beltline, Inc. Website
The Campus at Horton,
Image Source: Horton San Diego
DRAFT FOR DISCUSSION ONLY
46 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
3.4 Right-Size Ground-Floor Retail
Requirements And Expand Allowable
Ground-Floor Uses In Neighborhood
Districts
Implementation of updated zoning code, creation
of a new ground-floor retail node in areas outside
of Old Pasadena and Playhouse Village
GUIDING PRINCIPLE:
3�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Administrative, Redevelopment – Private Realm
APPLICABLE GEOGRAPHY:
Civic Center
PROJECT LEAD:
Planning and Community Development Department
PARTNERS:
EconDev
FUNDING:
City
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
As part of the Specific Plan updates, areas
outside the core Central District where
ground-floor retail is required, but gaining
little traction, should be revisited
� This is an
opportunity to right-size retail requirements
to align with, rather than exceed, market
demand
� Additionally, the current use table
in neighborhood districts creates hur
dles
to entry in the form of Conditional Use
Permit requirements for non-traditional
retail and commercial uses, including beer
and wine, child day care, convenience
stores and game centers – all increasingly
important components of neighborhood-
serving retail districts
� Pasadena should
explore modifications to
the use table that
expand the as-of-right uses to include a
wider variety of additional neighborhood-
serving retail and services
�
CASE STUDIES
Grand Rapids Michigan Allowing Ground
Floor Residential (Grand Rapids, MI):
In Grand Rapids Michigan, a variety of
suburban and more urban neighborhood
shopping districts will now be allowed to
implement residential as a substitute use
for vacant ground floor retail space, thanks
to updated zoning codes
� Through this
update, the City of Grand Rapids has been
able to addr
ess a variety of problems the
city is facing� On the surface, it is providing
property owners with another means of
driving cash flow to their spaces that have
sat vacant for years, this shift also helps
address the lack of affordable housing
throughout the commercial districts and
bring a renewed level of foot traffic to many
areas of Grand Rapids
�
Arlington County Ground Floor Zoning
Code Regulation Expansion (Arlington
County, VA):
With one of the first Form-Based Zoning
Codes in the country, the ground floor
uses permitted on the Colombia Pike
Corridor in Arlington, Virginia were limited
to strictly retail uses
� While this worked
when auto-centric retail envir
onments were
the most sought-after, these restrictive
codes made it difficult for the Colombia
Pike corridor to keep up with the national
shift to more walkable retail districts
� As
a result, Arlington County undertook a
r
etail market study in 2019 to shed some
light on how the corridor has shifted over
the years and made recommendations for
how to expand the zoning code to ensure
a sense of sustained vitality throughout the
corridor
� While the list is expansive, some
of the new
permitted uses are as follows:
“manufacturing, artisan beverage such as
craft brewing and craft distilling, museums,
art galleries and creative studios, animal
boarding, and shared commercial kitchens
�”
Source: The Atlanta Beltline, Inc. Website
DRAFT FOR DISCUSSION ONLY
47 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
3.5 Adopt an Adaptive Reuse Ordinance
Continue to advance the adoption of an adaptive
reuse ordinance to eliminate barriers to the reuse
of existing buildings
GUIDING PRINCIPLE:
3�0 Invest in Neighborhoods and Small Businesses
PROJECT CATEGORY:
Redevelopment – Private Realm
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
Planning and Community Development Department
PARTNERS:
EconDev
FUNDING:
City, State Office of Historic Preservation Certified
Local Government Program (CLG)
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Adaptive reuse is a powerful tool to
encourage the reuse of underutilized
buildings, further the production of
housing and support the preservation of
Pasadena’s older and historic building
stock
� This effort will focus on eliminating
regulatory barriers and encouraging the
conversion of underutilized assets into
productive residential, office, hospitality,
and mixed-use activity by providing
flexibility with density, maximum floor
area, height, setbacks, open space, and
parking regulations that are difficult to
accommodate with an existing older
building
�
Pasadena’s Planning and Community
Development Department anticipates
pr
esenting draft recommendations on an
ordinance to the City Council by mid-2024�
EconDev should then work with developers
to identify key development opportunities
and navigate government and other
resources that support conversions�
CASE STUDIES
Adaptive Reuse Ordinance (ARO) (Los
Angeles, California):
The City of Los Angeles adopted the
ARO in 1999 to support Downtown
revitalization
� The ordinance gave
developers more
regulatory flexibility
to streamline permitting, decrease
construction costs, and enable the
conversion of commercial and industrial
buildings into residential and mixed-
use projects
� The ordinance has played
a central role in encouraging productive
use of functionally obsolete buildings
and has r
esulted in over 12,000 new units
Downtown since its adoption � The City is
in the process of updating the ordinance
in 2024, in part to enable its application
citywide as a component of efforts to
incr
ease housing production and meet
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies)
DRAFT FOR DISCUSSION ONLY
48 The growth in the life science and Deep Tech sectors is highly reliant on a workforce with skills – and means – to work and live within the City � To leverage and retain this
talent pool, it will be imperative for Pasadena to foster an environment that both attracts workers and offers existing Pasadena residents of all income levels opportunities to participate in these growing fields.
Pasadena’s educated workforce and entrepreneurial spirit are well-positioned toward a Deep Tech ecosystem
� Fifty-seven percent of residents hold a bachelor’s degr ee
or higher and 12% are self-employed entrepreneurs� The broader context of the Los Angeles r
egion further emphasizes the significance of the life sciences sector, which employs over 47,000 individuals, while AI contributes approximately 19,600 jobs� Additionally, the fact
that 74% of tech-related businesses in Pasadena are small, having less than 10 employees, underscores the City’s potential to foster innovation at a grassroots level
� By providing tailored support and infrastructure for small tech
enterprises, Pasadena can stimulate organic growth within the Deep Tech ecosystem� Pasadena’s unique blend of a skilled workforce, educational institutions, and existing tech clusters positions it as an ideal candidate for advancing efforts to champion
life sciences and cultivate a thriving Deep Tech ecosystem � Addressing the spatial constraints, retaining local talent, and strategically aligning with r egional and industry
trends can propel Pasadena into a leadership role in the evolving landscape of technology and life sciences
�
0�0 Build Systems and Partnerships for
Success
1�0 Champion Life Sciences and Cultivate
a Deep Tech Ecosystem
2 �0 Invest in Neighborhoods and Small
Businesses
3 �0 Reinforce Pasadena as a Destination
for Culture and Entertainment
4�0 EXPAND AND
STREAMLINE WORKFORCE
OPPORTUNITIES
4�1 Develop Focused Tech Workforce Training
And Tech Apprenticeship Programs In
Partnership With Pasadena City College
4 �2 Champion Early Exposure To The Tech
Industry In Public Schools
4 �3 Strengthen The Local Network Of
W
orkforce Development Entities To Collaborate
With Employers And Create A Streamlined
Jobs Portal
4�4 Provide Training Paths For Business
Support And Admin Roles
5�0 Prioritize Place and Accessibility
Investments
GUIDING PRINCIPLE 4�0
DRAFT FOR DISCUSSION ONLY
49 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
4.1 Develop Focused Tech Workforce
Training And Apprenticeship Programs
Creation of a citywide training and tech
apprenticeship program that focuses on building
a talent pipeline for entry-level tech employment
opportunities for young Pasadena residents.
GUIDING PRINCIPLE:
4�0 Expand & Streamline Workforce Opportunities
PROJECT CATEGORY:
Recruitment & Retention
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
To be determined
PARTNERS:
Local tech employees, EconDev, PCC,
Caltech, Biocom California, Foothill Workforce
Development Board
FUNDING:
Federal/State funding, institutional funding,
private sector investment
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Building off past successes and learned
lessons, including current efforts to
coordinate with the Foothill Workforce
Development Board and Biocom California
to create a technician certification
program, the city is poised to establish
targeted apprenticeship programs
through partnerships with schools,
universities, and local organizations
� The
city should establish a formal partnership/
working group between PCC and Caltech
and select private sector industry players
to establish alignment on
the needs of the
Deep Tech workforce and skills training�
A training and apprenticeship program
would aim to foster a pipeline of entry-
level employees with Deep Tech skills by
pr
oviding comprehensive tech training
and apprenticeship programs that address
the workforce needs of the local Deep
Tech industries and support economic
development in Pasadena
� This program
could include tech training
bootcamps
that offer intensive tech training sessions,
focusing on Deep Tech skills such as
software development, data science,
and artificial intelligence. The City can
coordinate apprenticeship opportunities
with local tech companies, research labs,
and startups allowing participants to gain
hands-on experience and practical skills in
real-world tech projects
�
The success of these programs relies on
strong partnerships with local Deep Tech
companies, research labs, and startups
to create apprenticeship opportunities
and ensure alignment between training
programs and industry needs
� A project
team comprised of representatives
fr
om EconDev, PCC, Caltech, and local
tech companies and incubators can
lead this effort
� This project team can
conduct a needs assessment to identify
priorities, challenges and opportunities
for tech workforce
development in
Pasadena� Based on those established
needs, the team can develop a set of
curricula in partnership with PCC and
Caltech, tailored to industry needs
� A
program can also be established to pair
apprentices with experienced mentors
from the tech industry
, academia, and
research institutions to provide guidance,
support, and professional development
opportunities
�
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies) Image Source: Pasadena City College,
Campus Life Experience Webpage
DRAFT FOR DISCUSSION ONLY
50 CASE STUDIES
The New Jersey Department of Labor and
Workforce Development Apprenticeship
Programs (Trenton, New Jersey)
The New Jersey Department of Labor and
Workforce Development is working with the
U
�S� Labor Department, actively encouraging
businesses and corporations to participate in an
apprenticeship program, where grant money is
given to cover associated expenses
�
Consortia for Improving Medicine and
Innovation (Boston, Massachusetts)
CIMIT is a nonpr
ofit organization formed from
the partnership of academic and medical
institutions across the county� They offer various
programs and initiatives, including CRAASH, a
12-week pr
ogram specifically designed to help
academics and startups in the healthcare field
bring their ideas to market
� CIMIT also hosts
events and webinars gear
ed towards fostering
entrepr
eneurship in the healthcare industry, as
well as an online tracking system designed to
help startups manage their evolving projects
�
NSF Innovation Corps (Princeton, New Jersey):
This organization is led by Princeton University,
but also includes nine other universities across
the
New York Metropolitan area like Rutgers
and Yale. This innovation network was awarded
a $15-million grant from the National Science
Foundation and has the goal of facilitating start-
up formation, mentorship, and entrepreneurship
�
The organization provides informational r
esources
for startups, an archive of short educational
videos, and regular events and conferences
hosted at the various member institutions
�
PDXWIT Apprenticeship Program (Portland,
Oregon):
The Portland Development Commission
(PDC) collaborates with the Portland Women
in T
ech (PDXWIT) organization to offer a
tech apprenticeship program � The program
provides paid apprenticeships in softwar
e
development, data analysis, and other tech roles
to underrepresented groups in the tech industry
�
Participants receive on-the-job training and
mentorship from experienced professionals
�
National interest in apprenticeship programs,
Image Source: The New Jersey Department of Labor and Workforce Development Apprenticeship Programs
DRAFT FOR DISCUSSION ONLY
51 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
4.2 Champion Early Exposure To The
Tech Industry In Public Schools
Engage with the Pasadena Unified School District to raise career awareness and support technical training through early exposure to the tech industry in grades K-12
GUIDING PRINCIPLE:
4�0 Expand & Streamline Workforce Opportunities
PROJECT CATEGORY:
Recruitment & Retention
APPLICABLE GEOGRAPHY:
School-district wide
PROJECT LEAD:
Pasadena Unified School District (PUSD)
PARTNERS:
Local tech institutions, tech employers, nonprofits
FUNDING:
Federal, State, foundations & education grants*
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Collaborating closely with the PUSD to
raise career awareness and exposure to
STEM education and technical training
from kindergarten through 12th grade (K-
12) is critical for setting Pasadena’s youth
on pathways to high quality, local tech
careers
� By nurturing skilled tech talent
from an early age, this project seeks to
position Pasadena as a hub for innovation,
entrepreneurship, and economic growth
in the Deep Tech sector, fostering a
supportive ecosystem for tech workforce
development
� By championing early
exposure to the tech industry in public
schools, the City aims to expand tech car
eer
opportunities and pathways for students
from diverse backgrounds, leading to
reduced unemployment and enhanced
economic prosperity
� A byproduct
of this
program will also lead to strengthened
partnerships between the city government,
schools, businesses, and community
organizations, potentially enhancing the
quality of the local school systems
�
Building off the coordination that will occur
through the establishment of a Deep T
ech
Council (Project 0�1), strategic partnerships
with local tech companies, educational
institutions, nonpr
ofit organizations, and
city departments can be formed to enhance
resources and support for tech education
�
This should include an exploration of
collaborative programs between public
schools and higher education stakeholders
like
Caltech and PCC to provide professional
development opportunities and resources
for educators to enhance their knowledge
and skills in teaching tech-related subjects
�
*Federal Grants: Elementary and
Secondary Education Act (ESEA)
provides funding opportunities for STEM
education, including Title I grants for low-
income schools, Title II grants for teacher
professional development, and Title IV
grants for student support and academic
enrichment. State Grants: California
Mathematics and Science Partnership
Program (CaMSP) provides funding for
partnerships between school districts,
institutions of higher education, and other
organizations to improve STEM teaching
and learning. Foundations & Education
Grants: National Science Foundation
(NSF), the Bill & Melinda Gates Foundation,
and the Simons Foundation offer grants to
support STEM education at the K-12 level;
the National Science Teachers Association
(NSTA) and the National Council of
Teachers of Mathematics (NCTM) provide
grants for innovative STEM projects and
professional development for teachers.
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies) Image Source: Pasadena Unified School District
2023 - 2028 Educational Master Plan
DRAFT FOR DISCUSSION ONLY
52 CASE STUDIES
Austin Independent School District (AISD)
(Austin, Texas):
AISD works with the City of Austin and local
tech companies to promote tech education and
career pathways for students
� The district offers
computer science courses, coding boot camps,
and STEM (science, technology
, engineering,
and manufacturing) academies in high schools �
AISD also collaborates with the Austin Chamber
of Commerce to facilitate internships, job
shadowing experiences, and industry mentorship
programs for students inter
ested in pursuing
careers in tech�
Biotechnology Center of Excellence, Lindblom
Math and Science Academy (Chicago, Illinois):
Northwestern University, in partnership with
Baxter International (a global healthcare
company) and the Chicago Public School system
has cr
eated a training program to provide
teachers with professional development,
lab equipment and resources in the field of
biotechnology
� The program has trained nearly
200 teachers and has created opportunities for
improved biotechnology training for over 20,000
students in the Chicago school system
�
Excel TECC (Cleveland, Ohio):
The Excel TECC program is a district-based and
run program throughout Cleveland, OH in which
over twenty-five unique career-focused programs
are offered to students throughout a variety of
public schools in the area, which participate in
the Excel TECC program
� These programs range
in focus, including everything from medicine
and medical technology focuses, construction
trade, teaching, nursing, computer-aided
design engineering technologies, agricultur
e,
fire protection/emergency medical service, and
many others
� Depending on the program, Excel
TECC is intended to prepare students for a 4-year
college,
2-year technical school, or going straight
into the career of their choosing � Additionally,
through participation in the program students
can ear
n anywhere from 3 to 25 college credits�
2018 Excel TECC Grand Tour,
Image Source: Excel TECC
DRAFT FOR DISCUSSION ONLY
53 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
4.3 Strengthen The Local Network Of
Workforce Development Entities To
Collaborate With Employers And Create A
Streamlined Jobs Portal
Facilitate collaboration across various workforce and
nonprofit entities for a unified approach to increasing local job opportunities across a variety of industries
and worker populations.
GUIDING PRINCIPLE:
4�0 Expand & Streamline Workforce Opportunities
PROJECT CATEGORY:
Administrative, Recruitment & Retention
APPLICABLE GEOGRAPHY:
Citywide with a focus on underserved communities
PROJECT LEAD:
Foothill Workforce Development Board and/or Pasadena
City College
PARTNERS:
EconDev or newly formed EDO, workforce-related
nonprofits, select sponsoring local businesses & employers FUNDING:
Federal, State, Employment Training Panel Funds*
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Pasadena has a strong network of nonprofit
organizations that provide residents with
a variety of services and professional
development opportunities
� Organizations
like the
Flintridge Center, Foothill Workforce
Development Board, Pasadena Community
Job Center and others focus on serving a
particular segment of the population and/
or industry, and their core missions have the
potential to work synergistically with one
another
� However, no existing forum allows
for collaboration or to collectively connect
with local employers in a str
eamlined way�
A nonprofit partner needs
to be identified
who can develop an online portal that
connects all these various workforce
development organizations with local
employers
� This portal will elevate their
existing workforce programs, help addr
ess
specific skill gaps and match residents with
available job opportunities
� To start
the
collaborative process, the city should host
a meeting between relevant workforce
stakeholders to provide insight into their
efforts around creating a more collaborative
ecosystem
� Given that all of these programs
are in dif
ferent parts of the city and frequent
in-person communication may be difficult,
establishing a virtual hub that allows all
entities to provide their organizations’
information, communicate with one
another and reach their participants will
keep all parties informed and aligned
� This
will also create a streamlined space for
prospective residents to engage with those
organizations, and get connected to job
opportunities
�
The portal can also serve as a platform to
educate employers on the local workforce,
encouraging them to think outside of the
box, and provide resources to those wanting
to hire locally
� The portal can provide
information
regarding tax credits, subsidies
and other incentives for companies that
employ residents from disadvantaged
backgrounds, acting as a potential
expansion of Pasadena’s First Source Hiring
Program (Honorable Mention)
�
*Federal Funding: Workforce Innovation
and Opportunity Act (WIOA) Funds:
WIOA funds allocated to states can be
used by local workforce development
boards and agencies to support workforce
training, job placement, and supportive
services for day laborers and other job
seekers. Community Development
Block Grants (CDBG): CDBG funds
from the U.S. Department of Housing
and Urban Development (HUD), can be
used to support workforce development
initiatives. State Funding: California
Workforce Development Board (CWDB)
Grants: CWDB administers state funding
for workforce development programs.
Employment Training Panel (ETP) Funds:
ETP funds can support employer-driven
training programs that help California
businesses train their workforce to meet
the demands of a changing economy.
Employers can receive reimbursements
for training costs through ETP . Applicants
are currently being accepted for SEED 2,
a program for entrepreneurs and Limited
English Proficient individuals who face
employment barriers. Local colleges and
universities, and corporate partnerships/
sponsorships
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies)
DRAFT FOR DISCUSSION ONLY
54 CASE STUDIES
The Chicago Cook Workforce Partnership
(Chicago, Illinois):
The Chicago Cook Workforce Partnership (The
Partnership) is a nonprofit organization in Chicago
that oversees over 90 workforce development
organizations, American Job Center locations,
satellite sites, and sector-driven centers
� The
partnership is also the
designated recipient of
workforce funding dollars in the City of Chicago�
In December of 2023, the Partnership announced
that they were creating an electronic outr
each
program called LevelUP aimed at building
bridges between employees and employers
� The
first program of
its king, LevelUP is now used by
all job centers regionally to reach out to potential
employers and for employers to store all their
information about potential employees in one
location
�
WorkforceLinkSF & Job Squad initiative (San
Francisco, California):
San Francisco’s Office of Economic and Workforce
Development has a jobs portal (WorkforceLinkSF
�
org) that connects job seekers and employers,
offers workforce
training programs, and job
placement services to help residents secure
employment opportunities in the city’s target
growth sectors
� The city also provides incentives
to local companies through programs like the
Job Squad initiative, which of
fers tax credits and
subsidies to businesses that hire residents from
disadvantaged communities�
Image Source: The Chicago Cook Workforce Partnership
Image Source: WorkforceLinkSF
Seattle’s CareerBridge (Seattle, Washington):
CareerBridge is a workforce development portal
operated by the City of Seattle � It connects job
seekers with employers and training programs
in the Seattle area, with a focus on supporting
underrepr
esented communities�
DRAFT FOR DISCUSSION ONLY
55 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
4.4 Provide Training Paths For Business
Support And Admin Roles
Establish training paths for business support and
administrative roles to enable broader workforce
participation by diverse workers and provide
support to growing tech businesses.
GUIDING PRINCIPLE:
4�0 Expand & Streamline Workforce Opportunities
PROJECT CATEGORY:
Recruitment & Retention
APPLICABLE GEOGRAPHY:
Targeted locations citywide
PROJECT LEAD:
EconDev or newly formed EDO
PARTNERS:
Existing workforce development nonprofits e.g.
Learning Works, Pasadena Community Job Center,
Foothill Workforce Development Board, and
Pasadena SBDC
FUNDING:
City, grants or partnerships with local organizations,
educational institutions, or business associations
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
This initiative builds upon Pasadena’s
existing Municipal Assistance, Solutions,
and Hiring (MASH) program, and caters to
needs identified through interviews with
local tech startups and entrepreneurs
� The
MASH pr
ogram employs men and women
as maintenance and clerical trainees in the
City of Pasadena for up to two years
� MASH
trainees are placed in positions across
twelve different City departments and gain
soft and technical skills to assist them in
their pursuit of permanent careers
� The
training programs would expand to of
fer
basic business support and administrative
skills like accounting, scheduling, record-
keeping, and office management.
In addition to expanding the potential
employment base within the city, this
program could also support aspiring
entrepreneurs by equipping residents with
relevant skills for business operations and
growth
� The program could also host training
sessions can be developed with experienced
instructors and business pr
ofessionals,
incorporating hands-on exercises, case
studies, and workshops to enhance learning
outcomes
� A partnership between the city,
local colleges such as Caltech and PCC,
local
nonprofits like Learning Works and the
Foothill Workforce Development Board, and
local public schools will serve as the vehicle
to usher in this type of program
�
CASE STUDIES
STEM Tech Center Academy at the
Dearborn STEM Academy (Boston, MA):
Funded by a state grant, The STEM
Academy was created in partnership with
the Benjamin Franklin Cummings Institute
of Technology
� Students have access to
six-year programs that enable them to
ear
n an associate degree and industry-
recognized credentials in manufacturing, IT,
environment & life sciences�
Seattle Jobs Initiative (SJI) (Seattle, WA):
The Seattle Jobs Initiative (SJI) partners with
local tech startups and companies to offer
workforce training programs that address
the needs of the tech industry
� These
programs include training modules focused
on
basic business support and administrative
skills, such as accounting fundamentals,
scheduling software proficiency, record-
keeping practices, and office management
essentials
� SJI tailors its training programs
to meet the evolving needs of tech startups
as they gr
ow their businesses�
Chicago Hires Tech Talent Pipeline
(Chicago, Illinois):
Chicago Hires Tech Talent Pipeline is a
city-led initiative aimed at supporting tech
startups and companies in the Chicago
area
� The program of
fers workforce
training programs that cover basic business
support and administrative skills essential
for startup success
� Training modules may
include accounting principles, scheduling
techniques, r
ecord-keeping best practices,
and office management fundamentals,
customized to meet the needs of tech
startups
�
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies)
DRAFT FOR DISCUSSION ONLY
56 Prioritizing investments to enhance walkability, mobility, and access to green spaces, parks, and recreational areas will help position Pasadena as an attractive environment for businesses and their employees
�
A walkable downtown is also a powerful draw to visitors looking to extend their visit and spend more time within the city
� Additionally, a key component of a walkable downtown
environment is the comfort level associated with pedestrian safety , including slower vehicle
speeds and marked crosswalks� Place and accessibility investments, particularly those that improve connectivity between the city’s popular destination drivers like the Rose Bowl, can
encourage visitors to explore and patronize the diverse offerings within Downtown, maximizing the economic potential of the area
�
Micro-mobility within Downtown can shorten distances between Downtown assets, reinforcing a
campus environment that businesses increasingly seek � However, the lack of suitable
bike lanes, the absence of an e-scooter or e-bike program further highlight the need for comprehensive accessibility improvements to support the growth that is already occurring in the e-mobility sector
� Pasadena Water and Power (PWP) provides a suite of programs to
encourage electric vehicle use, including incentives to businesses to install charging stations at their locations
� PWP is also expanding its charging infrastructur
e by installing chargers at
public parking structures throughout the city� This plan encourages the continued expansion of these efforts in service of enhancing multi-modal accessibility� Addressing these issues will create a mor
e inclusive and comfortable environment for pedestrians, residents, and visitors, enhancing the overall experience of Downtown Pasadena�
As the City advances the efforts outlined in this plan to address accessibility and mobility enhancements within its bor
ders, it should make every effort to connect the dots between local improvements and regional transportation systems� Not only will this improve accessibility to
Pasadena throughout the region, but it will further enable the City to identify and pursue transportation funding which often comes with a regional lens �
0�0 Build Systems and Partnerships for
Success
1�0 Champion Life Sciences and Cultivate
a Deep Tech Ecosystem
2 �0 Invest in Neighborhoods and Small
Businesses
3 �0 Reinforce Pasadena as a Destination
for Culture and Entertainment
4 �0 Expand and Streamline Workforce
Opportunities
5�0 PRIORITIZE PLACE
AND ACCESSIBILITY
INVESTMENTS
5�1 Implement Targeted Streetscape
Improvements Within The Central District
5�2 Improve Connectivity Between Pasadena’s
Destination Districts And Key Visitor Assets
5 �3 Invest In Further Expansion Of Targeted
Bike Infrastructure T
o Enable The Piloting Of A
Micro-Mobility Program In The Central District
5 �4 Develop A More Comprehensive
Approach T
o Leveraging The Growth In
Electric Vehicle Usage And Customer Base
HONORABLE MENTION: Encourage Outdoor
Dining That Drives A Quality Environment
HONORABLE MENTION: Update The Bicycle
Transportation Action Plan
HONORABLE MENTIONS:
Encourage outdoor dining that drives a quality environment The City of Pasadena is proposing an amendment to the Zoning Code to facilitate continued outdoor dining on private property following the success of temporary measures extended to restauranteurs during the pandemic
� These include the elimination of requirements for new or replacement parking for outdoor dining, the continued use of a simpler administrative appr oval
process for on-site alcohol sales (rather than a discretionary approval process subject to public review), and the removal of a conditional use permit review for walk-up windows at restaurants in commercial zones
�
Update the Bicycle Transportation Action Plan
The City of Pasadena is currently updating its Bicycle Transportation Action Plan to provide recommendations for investments that will further support alternative modes of circulation by bike
� We encourage the Action Plan to embrace e-mobility and to identify and address the broken links in the bike network that discourage usage of existing lanes by “risk averse” individuals – including families and younger r
esidents�
GUIDING PRINCIPLE 5�0
DRAFT FOR DISCUSSION ONLY
57 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
5.1 Implement Targeted Streetscape
Improvements Within The Central District
Implement and invest in improved linkages to
address the walkable environment along streets
between sub-areas of the Central District.
GUIDING PRINCIPLE:
5�0 Expand & Streamline Workforce Opportunities
PROJECT CATEGORY:
Redevlopment – Public Realm
APPLICABLE GEOGRAPHY:
Central District
PROJECT LEAD:
Department of Public Works
PARTNERS:
EconDev, PBIDs and Department of Transportation
FUNDING:
City funds, State and Federal grants
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Targeted streetscape improvements
between areas of concentrated retail
activity in the Central District will foster a
more walkable environment
� This should
include further exploration of efforts
outlined in the South Lake Adaptive
Reuse study, and the Playhouse Village
and
Old Pasadena Management District’s
streetscapes and alleyways plans which
outline suggestions for improvements to
pedestrian crossings, street trees, street
furniture, banners, lighting, art, and
sidewalks. In addition, Specific Plans for the
Central District and other areas of the city
call for additional street trees, landscape
medians, street furniture and public art;
improved crosswalks; and incorporating
bulb-outs and curb extensions to improve
the pedestrian experience
�
CASE STUDIES
Hudson Square Streetscape Master Plan
(New York City
, New York):
Business Improvement Districts (BIDs)
can be powerful agents for advocacy and
change
� In 2012, the Hudson Square BID
commissioned a $2 �7 million streetscape
plan that leveraged city funding for district
impr
ovements� The streets were improved
to support improved pedestrian and cyclist
circulation and included public spaces,
sidewalk widening, mini plazas, over 100
new trees, bike lanes, bike racks, and
benches
� The plan was
estimated at $27
million of which roughly half was covered
by the BID, and was completed in Summer
2022
�
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies)
DRAFT FOR DISCUSSION ONLY
58 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
5.2 Improve Connectivity Between
Pasadena’s Destination Districts And Key
Visitor Assets
Establishment of an updated transit network and
improvement of options for alternative connectivity
between the commercial districts and key visitor
assets.
GUIDING PRINCIPLE:
5�0 Expand & Streamline Workforce Opportunities
PROJECT CATEGORY:
Redevelopment – Public Realm
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
Department of Transportation, existing shuttle
programs
PARTNERS:
EconDev or newly formed EDO, and Rose Bowl
FUNDING:
Existing shuttle programs, City funds, Rose Bowl
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Though Foothill Transit offers
transportation service to the Rose Bowl
Stadium during events stakeholders
expressed concern that connectivity to
the Stadium is still an issue
� Particularly
during significant highly trafficked
events
at the Rose Bowl, travel between these
destinations is more challenging and
undermines the cross-spending potential
that would otherwise be captured if visitors
could more conveniently travel between
destinations
�
Although there is some degree of current
service of
fered during events at the Rose
Bowl, that is managed by Foothill Transit,
the concerns of stakeholders suggest that
lack of connectivity remains an issue
�
This effort would also reinforce a “park
once” appr
oach by enabling users to park
in Old Pasadena, Playhouse and South
Lake before their event and then patronize
local establishments after their event
�
CASE STUDIES
Charleston Downtown Area Shuttle
(DASH) (Charleston, South Carolina):
CARTA, the local transit agency, runs
a separately branded shuttle service
that connects the Downtown to key
destinations in other parts of the city,
such as museums, stadium venues, and
colleges
�
Hollywood Bowl (Los Angeles, CA):
The shuttle and Park & Ride program
offers timed bus rides from fr
ee shuttle lots
and other locations across Los Angeles
County, including Pasadena�
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies) Downtown Area Shuttle (DASH) Route Map
Image Source: Charleston Downtown Area Shuttle (DASH)
DRAFT FOR DISCUSSION ONLY
59 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
5.3 Invest In Further Expansion Of
Targeted Bike Infrastructure To Enable
The Piloting Of A Micro-Mobility Program
In The Central District
Invest in bike infrastructure and revisit efforts to
establish an e-scooter or e-bike pilot program, as
part of a broader effort to improve connectivity
between areas of concentrated economic activity
Downtown.
GUIDING PRINCIPLE:
5�0 Expand & Streamline Workforce Opportunities
PROJECT CATEGORY:
Redevelopment – Public Realm
APPLICABLE GEOGRAPHY:
Central District
PROJECT LEAD:
Department of Transportation
PARTNERS:
EconDev, local businesses, PBIDs, and e-mobility
companies
FUNDING:
City, private sector vendors, corporate philanthropy
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Cities around the world are successfully
incorporating micromobility within dense,
mixed-used environments, particularly
where offerings are concentrated within a
1- to 3-mile radius
� Micro-mobility refers
to both manual and e-mobility options�
While pr
evious pilot programs in Pasadena
were met with some r
esistance, the tools
to manage e-mobility have grown as
e-bike and scooter usage has become
more commonplace
� There are now more
options for managing dockless pr
ograms,
and an acknowledgment of the role that
safe paths and additional bike parking
infrastructure play in reinforcing Downtown
walkability and reducing vehicle usage
among nearby residents, visitors, and
employees
�
Concurrent with an exploration of a
renewed pilot program, the City should
continue its
� ongoing exploration and
expansion of the infrastructure necessary
to support safe lanes for micro-mobility,
as
outlined in the Central District Specific
Plan�
CASE STUDIES
Boulder Colorado Shared E-Scooter Pilot
Program (Boulder, Colorado):
In 2021, in partnership with Lime, BCycle,
The University of Colorado Boulder, The
Boulder Chamber of Commerce, and
Boulder County, the City of Boulder
Colorado kicked off its e-scooter pilot
program
� Strategically, the
City selected
the area of East Boulder to be host for
the pilot program because of its role as
the City’s top employment hub, as well as
being home to CU Boulder’s East Campus
and many commercial areas
� The City
put a variety of conditions around the
pilot pr
ogram, allowing them to closely
monitor its impact and ensure it was not
too disruptive to the wider infrastructure
�
For example, all scooters were geofenced,
meaning just for
the duration of the pilot
they would shut down if they were taken
outside of the geographic boundaries of
the pilot area
� Additionally, they were all
outfitted
with a new “training mode” in
which if it were a user’s first time the ride
would be smoother, and the scooter would
be restricted to going only up to eight
miles per hour
� In addition to collecting
data virtually,
that City had online forums
in which community members could
share their thoughts throughout the pilot
program, and the City of Boulder’s website
even has a page where residents or visitors
can learn more about electric scooters, and
how to properly use and park them
� The
pilot was a success and as of 2023, the City
has since expanded the area of electric
scooter operations�
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies) Image Source: City of Boulder
DRAFT FOR DISCUSSION ONLY
60 Short-term
(<1year)
Long-term
(5+ years)
Low Cost
(<$50,000)
High Cost
($200,000+)
Existing
New
Low Risk
Moderate Risk
High Risk
5.4 Develop A More Comprehensive
Approach To Leveraging The Growth In
Electric Vehicle Usage And Customer Base
Explore the elimination of regulatory hurdles to EV auto service and identify charging infrastructure opportunities in areas of dense business activity.
GUIDING PRINCIPLE:
5�0 Expand & Streamline Workforce Opportunities
PROJECT CATEGORY:
Administrative,
Redevelopment – Public & Private Realm
APPLICABLE GEOGRAPHY:
Citywide
PROJECT LEAD:
Pasadena Water and Power
PARTNERS:
Planning and Community Development
Department, EconDev, Department of Public Works
FUNDING:
State and Federal funding*
PROJECT STATUS, ESTIMATED RISK, TIME & COST:
PROJECT OVERVIEW
Recently, Old Pasadena has developed a
cluster of electric vehicle showrooms on
Colorado Blvd
� including Tesla and Rivian�
As part of this trend, stakeholders have
expressed interest in co-locating EV auto
service with showr
ooms to boost sales� To
foster the growth of this sector, the City
should
evaluate and address regulations
that prevent the co-location of EV sales
and auto service uses, which stifle the
opportunity for sales and service from
being on the same site in the City’s Central
District and other areas
�
In addition to the increase in EV companies
locating there, the Central District would
benefit fr
om policies that encourage the
increase in EV infrastructure as well as
an improved network of EV charging
stations that accommodate visitors and
workers
� Currently, the
City requires
projects (new development projects? new
housing projects?) to only comply with the
minimum amount of charging locations
outlined in the California Building
Code
� The City does not incentivize
developers to provide additional charging
locations
� Pasadena Water and Power
should continue to
expand charging
infrastructure by installing chargers at
public parking structures throughout the
City and continue providing its commercial
charging incentive to eligible businesses
�
*The Federal government has rapidly
expanded resources for EV charging
under the Bipartisan Infrastructure Law
passed in 2021. California is slated to
deploy over $400 million in federal funding
to accelerate the growth of electric
vehicle charging options in the coming
years and improve zero-emission vehicle
adoption. As of 2024, Caltrans was slated
to invest $63.7 million to install more than
1,000 chargers at 300 sites nationwide.
California Energy Commission has several
competitive infrastructure incentive
programs to support the purchase and
installation of electric vehicle charging
infrastructure.
CASE STUDIES
Culver City Electric Charging Study
(Culver City, California):
Culver City was accepted as one of 18
cities to participate in the Southern
California Association of Governments
(SCAG) funded and led an EV Study
�
The study, in which selected cities were
engaged by
a SCAG-identified consultant
to review best practices for them to deploy
EV infrastructure, is a part of Southern
California’s mission to have eight million
electric vehicles on the road by 2030
�
The study helped to inform the Culver
City’s government about wher
e electric
charging vehicles would be most helpful,
as well as tactics to place them in both
Source: The Atlanta Beltline, Inc. Website
Six key strategies of the Los Angeles Citywide Housing Incentive Program, Source: Los Angeles City Planning Website, Housing Element Rezoning Program Webpage (https://planning.lacity.gov/plans-policies/housing-element-rezoning-program#strategies)
DRAFT FOR DISCUSSION ONLY
61 4
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
DISCUSSION
DRAFT FOR DISCUSSION ONLY
62 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
0.0 BUILD SYSTEMS & PARTNERSHIPS
0.1 Create A Vehicle For Public-Private Partnership To Advance Deep Tech Initiatives
0.2 Develop Robust Communication, Marketing And Public Relations
0.3 Explore Local Economic Development Entity Formation
0.4 Create An Economic Development Performance Dashboard
1.0 CHAMPION LIFE SCIENCES AND CULTIVATE A DEEP TECH ECONOMIC ECOSYSTEM
1.1 Develop A Robust Marketing Campaign On Behalf Of Life Science And Deep Tech
1.2 Identify A Catalytic Project To Jumpstart A Pipeline
1.3 Attract And Attend Major Industry Conferences
1.4 Establish A Tech Business Plan Competition
HM Ease Life Science Regulations
2.0 INVEST IN LOCAL NEIGHBORHOODS AND SMALL BUSINESSES
2.1 Improve & Streamline Digital Experience For New Businesses To Support Navigation Of City Processes
2.2 Explore The Creation Of A High-Quality Market Incubator
2.3 Develop A Facade And Merchandising Technical Assistance Program
2.4 Support Property And Business Improvement District (PBID) Formation In Districts Where Appropriate
2.5 Develop A Neighborhood Walkability Toolkit
2.6 Establish Strategic Mentorship Initiatives
HM Work With The Center by Lendistry To Create Pathways & Resources For Clean Energy Usage Among Small Businesses
3.0 REINFORCE PASADENA AS A REGIONAL DESTINATION FOR CULTURE & ENTERTAINMENT
3.1 Reinvigorate Pasadena Brand With A Signature Event
3.2 Support The Attraction Of Cultural/Entertainment Anchor For The Civic Center
3.3 Encourage Necessary Place-Based Investments Within The Civic Center To Soften The Hardscape And Create Gathering Places
3.4 Right-Size Ground-Floor Retail Requirements And Expand Allowable Ground-Floor Uses In Neighborhood Districts
3.5 Adopt An Adaptive Reuse Ordinance
4.0 EXPAND AND STREAMLINE WORKFORCE OPPORTUNITIES
4.1 Develop Focused Tech Workforce Training And Tech Apprenticeship Programs In Partnership With Pasadena City College
4.2 Champion Early Exposure To The Tech Industry In Public Schools
4.3 Strengthen The Local Network Of Workforce Development Entities To Collaborate With Employers And Create A Streamlined Jobs Portal
4.4 Provide Training Paths For Business Support And Admin Roles
5.0 PRIORITIZE PLACE AND ACCESIBILITY INVESTMENTS
5.1 Implement Targeted Streetscape Improvements Within The Central District
5.2 Improve Connectivity Between Pasadena’s Destination Districts And Key Visitor Assets
5.3 Invest In Further Expansion Of Targeted Bike Infrastructure To Enable The Piloting Of A Micro-Mobility Program In The Central District.
5.4 Develop A More Comprehensive Approach To Leveraging The Growth In Electric Vehicle Usage And Customer Base
RECOMMENDATIONS OVERVIEW
DRAFT FOR DISCUSSION ONLY
63 6
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY
THANK YOU
DRAFT FOR DISCUSSION ONLY
64