AR 13 PPT POWER POINT PRESENTATION — Pasadena City Council, June 3, 2024

1 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY

PASADENA

ECONOMIC

DEVELOPMENT

STRATEGY

CITY COUNCIL
JUNE 3, 2024
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.
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
3 ECONOMIC

DEVELOPMENT

STRATEGY

CITY OF PASADENA
2024
Image Source Angel DiBilio

DRAFT FOR REVIEW

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 ,
of 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
5 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
6 27
3 POLICY

FRAMEWORK
7 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
8 29
Image Source: City of Pasadena
4 STRATEGIC

RECOMMENDATIONS
9 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�
10 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 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
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 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 Appr opriate
2�5 Develop A Neighborhood Walkability Toolkit
2�6 Establish Strategic Mentorship Initiatives
HM Work With The Center by Lendistry To Create Pathways & Resour ces For Clean Energy Usage Among Small Businesses
Short Medium Long
$$
$$
$$$
$$
$$
$$$
$$
$$
$$
$$
$$
$ - $$
$$ - $$$
$

2.0 Invest in
Neighborhoods
and Small
Businesses
11 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
$$
$
$$$
$
$
$$
$
$$$
$$
$$$
$$
$$
$$
12 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 a robust in-house communication team

0.3 Explore local economic development entity formation

0.4 Create an Economic Development Performance Dashboard

RECOMMENDATIONS OVERVIEW
13 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY

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 Life Science regulations

RECOMMENDATIONS OVERVIEW
14 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY

2.0 INVEST IN LOCAL NEIGHBORHOODS AND SMALL BUSINESSES

2.1 Create an improved & streamlined 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 façade 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 at Lendistry to create pathways & resources for clean energy usage among small businesses

RECOMMENDATIONS OVERVIEW
15 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY

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

RECOMMENDATIONS OVERVIEW
16 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY

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

RECOMMENDATIONS OVERVIEW
17 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY

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 (bike and scooter share) program in the Central District

5.4 Develop a more comprehensive approach to leveraging the growth in electric vehicle usage and customer base in Central District and the City’s neighborhood business districts.

RECOMMENDATIONS OVERVIEW
18 4
PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY

DISCUSSION
19 PASADENA, CA —————————— ECONOMIC DEVELOPMENT STRATEGY