2-Year Economic
Development Work Plan
Table ofContents
Executive Summary Page 03
Organizational Structure Page 04
Our Goals Page 05
Goal 1 Page 06
Goal 2 Page 07
Goal 3 Page 08
Goal 4 Page 09
Goal 5 Page 10
Economic Development
Indicators Page 11
ExecutiveSummary
The City of Salinas aims to foster sustainable economic growth, attract investment, and enhance the quality of
life for its residents, visitors. To achieve these goals, the establishment of an Economic Development Division
(EDD) within the city government is proposed. The EDD
will serve as a central body to coordinate efforts,
provide resources, and implement strategies to
stimulate economic vitality.
Lisa Murphy
ASSITANT CITY MANAGER
Establishing an Economic Development Division is a
strategic investment in the City’s future. By fostering economic growth, creating jobs, and enhancing the
City’s competitive edge, the EDD will play a pivotal role in transforming Salinas into a vibrant, prosperous
community. Approval and support from City leadership
and stakeholders are critical to realizing this vision.
A key economic development strategy will be to improve the overall quality of life and image of the City to increasethe confidence and pride of existing and potential future residents, business owners, and visitors.
The proposed 2-year workplan sets a roadmap to establish a foundation for the division and to begin movingcritical projects forward. It is anticipated that once staff has been hired and the foundational work to build thedivision begins, the division will then embark on a much more comprehensive Economic Development StrategicPlan.
OrganizationalStructure
Assistant City Manager Economic Development Analyst (Year 2) The Assistant City Manager oversees the division andprovides strategic leadership, oversight, and policydirection for the Economic Development Division whileensuring alignment with the City’s broader goals andinitiatives.
Deputy Director of Economic Development
Business Navigator
The Economic Development Division will be a part of the City Manger’s Office and consist of the following positions:
The Deputy Director acts as the operational leader, directlymanaging projects and programs, overseeing staff, andimplementing strategies to foster economic growth. Withdirection and oversight from the Assistant City Manager,this position will be directly responsible for developing theprograms and initiatives to implement the City’s strategicplan and the economic development element as proposedin the Vision Salians Plan. The position will oversee the realestate functions including acquisition, disposition,negotiating, and contracting, as well as be the primarycontact for businesses, developers, and investors.
The City anticipates that in the next fiscal year, as the Division is developed,additional support will be needed. The Economic Development Analyst willsupport the department through research, analysis, and coordination ofprograms aimed at enhancing the local economy. This position will conductresearch on economic trends, demographics, and industry sectors toinform our strategies. The Analyst will provide direct assistance tobusinesses, coordinate events, workshops, and conduct outreach efforts. Inaddition, this position will provide vital administrative assistance in trackingbudgets, updating the website, and managing city assets.
This position works in the Permit Center in the Community DevelopmentDepartment supporting new small business entrepreneurs. This positionprovides information on how to start a new business in the City, financialresources, business planning, and operational readiness.
Our Goals
Strengthen our local economy by supporting businesses that have already invested in our community. Our objective is to provide resources, foster connections and reduce barriers to growth for existing businesses.
GOAL 1: Support Existing Businesses
GOAL 2: Attract New Businesses
GOAL 3: Promote Salinas as a Vibrant Destination
GOAL 4: Optimize Land Use and Modernize Infrastructure
Salinas seeks to position itself as a hub for innovation and growth. By leveraging its rich agricultural heritage, proximity to Silicon Valley, and workforce, the City aims to attract companies that bring cutting-edge technologies and sustainable practices.
Promoting Salinas means celebrating and sharing what makes our city exxceptional. Through coordinated marketing efforts, partnerships with local organizations, and community-driven events, we will highlight our cultural richness, historical significance, and economic opportunities. These efforts will elevate Salinas’ profile as an ideal place to live, work, and invest.
Strategic land use planning and infrastructure development are fundamental to sustainable growth. By leveraging smart zoning, investing in critical infrastructure upgrades, and enhancing connectivity, we aim to ensure that Salinas remains adaptable to evolving economic needs. Our focus includes supporting
housing for all income levels and creating spaces that foster community and commerce.
SupportExistingBusinesses
PromoteSalinas as aVibrantDestination
Attract NewBusinesses
Optimize Land
Use &
Modernize
Infrastructure
Enhance CityServices &StreamlineProcesses
GOAL 5: Enhance City Services and Streamline Processes
Delivering efficient, user-friendly city services is a cornerstone of fostering a business-friendly environment. Salinas will ensure that the processes are clear, timely, and aligned with the needs of residents and businesses.
GOAL 1
Conduct a business survey to understand existing business issues, needs, and opportunities.1.1 Business Inventory: Create a database of local businesses. Gather aggregated business tax data, revenue information, and growth patterns with assistance from an outside vendor.1.2 Adopt a customer relationship management system to maintain information collected during visits and surveys.1.3
Connect businesses with existing educational institutions and non-profits that offer workshops and resources on financing, marketing, and workforce development for local businesses. (Monterey County Business Council, Central Coast Small Business Development Center, Salinas Valley Chamber of Commerce, Salinas United Business Association (SUBA), Salinas City Center Improvement Association (SCCIA), Monterey County Economic Development Dept, El Pajaro Community Development Corporation, UCSC, CSUMB, and Hartnell College)
1.4 Support the development and implementation of economic development actions identified in the Alisal Vibrancy Plan, Chinatown Revitalization Plan, Economic Development Element, General Plan and Downtown Vibrancy Plan that promote district identity/branding, corridor appearance, revitalization, and vibrancy.
1.5 Meet semi-annually with real estate professionals and brokers to understand the current industry climate, concerns, and opportunities.1.7
Support the development and implementation of Microgrant and Forgivable Loan programs for outdoor dining, social media, marketing, technology, and facade improvements.1.6 Support Existing Businesses
Strategy: Re-build a Business Retention & Expansion Program (BREP) to support existing employers in Salinas.
GOAL 2
Develop an Interactive Business Portal: Create an interactive website to provide businesses with detailed information on reasons to locate businesses in Salinas. Information should highlight the City’s unique location, demographics, resources, transportation systems (Hwy & Airport), workforce, history, natural resources, recreational opportunities, healthcare, and quality of life.
2.1 Create marketing materials and handouts that highlight the City’s competitive advantage and plans for the future.2.2
Engage with the community on what types of businesses they would like to see in their neighborhoods and retail centers through surveys and site visits. Use these insights to align business attraction efforts with community priorities.
2.3 Implement a real estate tracking program to track available properties, vacancies, and opportunities that can be showcased on the City’s website.2.4 Develop a business toolkit available on the City’s website that serves as an online resource for entrepreneurs by providing step-by-step guidance on starting a business in Salinas, including licensing and permitting requirements, site selection tools, financing options, and links to workshops and other small business resources.
2.5 Create a program to provide focused support for home-based businesses and other independent start-ups.2.7
Conduct industry research and analysis to identify target industries, including high-growth and sustainable sectors such as ag-tech, renewable energy, and advanced manufacturing.
Tailor proactive business development and attraction strategies to these industries.
2.6 Develop a pop-up store front pilot program in Downtown Salinas to promote business development, fill vacant storefronts, and increase foot traffic.2.8 Attract New Businesses
Strategy: Foster a vibrant local economy by proactively targeting high-potential businesses and creating an environment conducive to business creation and expansion.
2.9 Create a collaborative public–private task force to drive business attraction and economic growth in Salinas.
GOAL 3
Meet quarterly with regional tourism boards including See Monterey and the Chamber of Commerce to collaborate on regional tourist attraction programs.3.1 Hire a consultant to develop a re-branding effort to promote positive images of the City as a safe, vibrant, and fun place to visit, live, and work.3.2 Work with partner groups to create community events in Downtown Salinas, such as First Friday events, a live music series, movie nights, or Sip & Stroll events.3.3 Promote existing facilities including Sherwood Hall, National Steinbeck Center, Salinas Sports Complex, Regional Soccer Complex, and Carr Lake to increase local utilization of the facilities as well as to attract more events and activities to the City.
3.4 Work in collaboration with the California Welcome Center, Steinbeck Center, Monterey County Historical Society, Chinatown, Filipino Community-Salinas Valley, Asian Cultural Experience, etc. to promote the historical assets of the community and attract visitors.
3.5 Promote Salinas as a Vibrant Destination
Strategy: Develop a marketing campaign to showcase the City’s cultural, agricultural, historical, and recreational assets.
GOAL 4
Infrastructure: Help facilitate capital improvements to existing infrastructure systems.
Infrastructure development and improvements including sewer, wastewater, and storm drainage conveyance and disposal facilities are critical to enabling desired employment generating from economic development.
4.1 Chinatown Revitalization: Complete the predevelopment work for the Chinatown area for future disposition and development.4.2
Alisal Marketplace: Continue work towards the development of the Alisal Marketplace with a focused effort to move the project into the implementation phase. Prepare a vision and strategy for the Alisal Marketplace that will position the City as a binational hub – a key connector between the U.S. and Mexico for innovation, investment, and cultural exchange.
4.3 City-Owned Parking Lots 8 & 12: Work towards disposition and development of both parking lots.4.4
Airport: Leverage the Salinas Municipal Airport as a hub for innovation and community engagement by attracting emerging technology industries, expanding hangar capacity, and activating underutilized areas for public events and economic development.
4.5 City Gateways: Create gateways creating a sense of arrival for visitors at the City’s major entry corridors that is based on themes of agriculture and community safety, jobs, and health.
4.7 Underutilized Parcels: Increase temporary activation of underutilized spaces such as the ITC to create places for community events.4.6
Hotel Development: Target specific hotel proprietors to consider building in Salinas.4.8 Enhanced Infrastructure Financing District (EIFD): Continue working towards the creation of an EIFD to leverage private sector investment to facilitate needed infrastructure improvements.
4.9 Optimize Land Use and Modernize Infrastructure
Strategy: Facilitate the revitalization of opportunity sites by fostering public/private/educational partnerships and investing in infrastructure improvements that will support development GOAL 5
Increase staffing in critical areas to reduce processing delays for permits and inspections.5.1 Provide clear guidance and instructions to customers to reduce timelines for processing permits and business licenses.5.2
Continue to review the City’s permitting and approvals process to ensure streamlining.5.3 Convene regular inter-departmental working groups focused on review and modification of permitting and approvals processes.5.4
Enhance the efficiency and responsiveness of the City’s planning processes by improving customer communication, strengthening cross-departmental coordination, and exploring the addition of a dedicated project manager to guide priority projects from application to completion
5.5 Enhance City Services and Streamline Processes
Strategy: Simplify regulatory procedures, improve customer services, and deploy modern technologies to create a business-friendly environment.
EconomicDevelopmentIndicators
Number of business licenses
issued annually.
Amount of transient occupancy
tax revenue collected annually.
Total number of jobs and
unemployment rate per quarter.
Amount of citywide sales tax
collected annually.
Number and value of commercial
and industrial building permits
issued by the City per quarter.
Number of business licenses that
are discontinued annually.
New Business Licenses
Transient Occupancy Tax
Revenue
Employment and
Unemployment Rate
Sales Tax Revenue
Building Permits
Discontinued Business
Licenses
1 3
5 2
4 6