HomeMy WebLinkAbout1994-12-20; City Council; 12970; DEVELOPMENT OF AN ECONOMIC DEVELOPMENT STRATEGIC PLAN AND ESTABLISHMENT OF THE CLASSIFICATION OF ECONOMIC DEVELOPMENT MANAGERa
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Top Quality Services - Delivering the highest quality social, recreational,
cultural, infrastructure, com m unity development and public safety
services.
In addition to these strategic values, the City Council’s five year vision for the
community is a Carlsbad which has a ”strong, diverse and healthy economy
which provides employment necessary to the residents of Carlsbad, economic
vitality to the community, and the necessary revenues to support top level City
services.”
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Agenda Bill No. la: ct 70
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In 1991, the City began to focus its attention on attracting and retaining new
and existing businesses to the City's industrial corridor. Specifically,
economic development efforts were directed at the "bio industries" (biotech,
biopharmaceutical, biomedical) , corporate headquarters, research and
development facilities, light manufacturing, communications firms, and
identifying target business and industry, a number of economic development
programs, procedures and objectives have been implemented. These include:
companies spcxializing in finance and internatianal trade. In addition to
Membership in the San Diego Economic Development Corporation
Establishment of an Economic Development Team - Carlsbad Ranch
Development of a Business Assistance/Development Program
Expedited Development Processing - Target Businesses/l ndustries
Participation in the California Statewide Community Development Authority
Membership in the California Association for Local Economic Development
Coordination with the Carlsbad Chamber of Commerce/C.E.E.C.
A stabilizing economy and an increasing awareness of local economic
development opportunities and programs have contributed to an increase
demand for development assistance and information about our business
assistance and outreach programs. Under the existing system, economic
development activities are managed primarily out of the Community
Development Department, and coordinated with the City Manager's Office and
the City Council. Currently, a Senior Management Analyst in Community
Development is available to dedicate only a fraction of time to new programs
and projects proposed. In view of the increased development activity the City
is experiencing and the City's desire to target specific industries, grow revenue,
educate and promote/market the community, and maintain high service levels,
staff is recommending that the City Council consider formalizing and expanding
their economic development goals and objectives.
Staff recommends this be accomplished through development and
implementation of an Economic Development Strategic Plan, and
establishment of an Economic Development Manager position. This position
would be responsible for directing and coordinating development of the
Economic Development Strategic Plan and implementing and monitoring
program objectives. The Economic Development Manager would coordinate
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Agenda Bill No. j2,q 70
Page 3 of 4
with the City Council and City Manager, and report to the Community
Development Director.
A "draft" (outline) of the Economic Development Strategic Plan has been
prepared (Exhibit 2) to serve as a discussion document for a team of City staff
representatives from various departments including the City Manager's Off ice,
Building, Planning, Engineering, Housing and Redevelopment, Finance, Fire,
Police, Community Services and the Library. Staff representatives will be
asked to contribute ideas and discuss their department and individual roles
and responsibilities in supporting economic development and growth in the
community. Once the plan has been adopted and implementation of the
program is underway, it is anticipated that department representatives would
meet on an on-going basis to discuss progress toward achieving the plan
objectives, and issues or concerns about the program.
The "draft" Plan is divided into five key areas:
Public Policy Development
Eco no m ic Resources Planning
Public Relations/Marketing
Public Relations/Education
Landuse and Infrastructure
If approved and adopted by the City Council, the Plan would be used as a tool
to help organize, guide, direct and promote economic development in
Carlsbad. Once the internal processes have been coordinated and the plan
developed and approved, it is anticipated that the City will reach out to various
organizations such as the San Diego Economic Development Corporation, the
Carlsbad Chamber of Commerce and C.E.E.C. to solicit their assistance in the
public relations/education and marketing section of the strategic plan. This
would provide for a coordinated partnership between the City and the various
groups that we work with in the attraction, retention and expansion of business
in Carlsbad (Exhibit 3).
FISCAL IMPACT
The above recommended actions create a new classification and position
within the Community Development Department. The Economic Development
Manager position will be partially funded from conversion of the Senior
Management Analyst position, with an additional transfer of $5,149 required
from the City Council's contingency account to salary and benefits accounts in
the Community Development Department budget.
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Agenda Bill No. /A;? 70
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At this point in time there is no fiscal impact other than staff time involved in
development of the Economic Development Strategic Plan. If the City Council
approves and adopts the Economic Development Strategic Pian, the next step
in the process would be to allocate the appropriate level of funding for the
economic development program as a part of the 1995-96 budget review and
approval cycle.
EXHl BITS
1.
2.
3.
Resolution No. q v- 33 5
Draft Outline - Economic Development Strategic Plan
Economic Development - Partnerships and Key Players
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RESOLUTION NO. 94-335
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, AUTHORIZING THE DEVELOPMENT
OF AN ECONOMIC DEVELOPMENT STRATEGIC PLAN;
ESTABLISHING THE CLASSIFICATION OF ECONOMIC
DEVELOPMENT MANAGER AND ADDING THE CLASSlFICATlON
TO THE LIST OF DESIGNATED EMPLOYEES AND DISCLOSURE
CATEGORIES; AMENDING THE MANAGEMENT SALARY
SCHEDULE AND TRANSFERRING FUNDS.
WHEREAS, the City Council's Goals and Objectives include a provision
to "Initiate and continue programs and procedures which contribute toward the
economic development of the entire City"; and
WHEREAS, during the past several years the City has focused its efforts
toward attracting and retaining new and existing businesses; and
WHEREAS, a stabilizing economy and increasing awareness of local
economic development opportunities and programs have contributed to an
increased demand for development assistance and information about the
business assistance and outreach programs; and
WHEREAS, the City Council recognizes the need to develop an
Economic Development Strategic plan to help guide, direct and promote
economic development in Carlsbad; and
WHEREAS, the City Council concurs with the recommendation to
establish the position of Economic Development Manager to direct and
coordinate development of the Economic Development Strategic Plan and
implement and monitor program objectives.
...
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NOW, THEREFORE, be it resolved by the City Council of the City of
Carlsbad, California, as follows:
1.
2.
That the above recitations are true and correct.
That the City Council authorizes the development of an Economic
Development Strategic Plan as outlined in Exhibit 2.
3 That the City Council authorizes the City Manager to adopt the
job description of Economic Development Manager attached hereto and made
a part thereof.
4. That the City Council authorizes and directs the City Manager to
amend the Management Salary Schedule to include the Economic
Development Manager at $2260 - $2885 biweekly, attached hereto and made
a part thereof.
5, Resolution No. 94-279 adopted on September 27, 1994
which approved the "Local Conflict of Interest Code" is amended to add the
position of Economic Development Manager to the list of Designated
Employees and disclosure categories 1, 2, 3 and 4.
6. That the position of Senior Management Analyst in the
Community Development Department be converted to the position of
Economic Development Manager.
7. That the amount of $5149 is hereby transferred to the
Community Development Administration Salary and Benefit Accounts to be
distributed as necessary to fund this action for the remainder of the fiscal year
1994-95,
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PASSED, APPROVED, AND ADOPTED at a regular meeting of the Carlsbad
City Council held on the 20th day of DECEMBER , 1994, by the following
vote, to wit:
AYES:
NOES: None
ABSENT: None
Council Members Lewis, Nygaard, Kulchin, Finnila, Hall
ATTEST:
ALETHA L. RAUTENKRANZ, City Clerk
(SEAL)
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Attachment A Resolution No. 9Y-3?5
CITY OF CARLSBAD
JOB DESCRIPTION
JOB TITLE! ECONOMIC DEVELOPMENT MINAGER
DEPARTMENT: COMMUNITY DEVELOPMENT Economic Development Division
BASIC FUNCTION:
Under general direction, to plan, organize, direct and coordinate the activities of a comprehensive economic development program in
accordance with City policy, including resource identification, planning, marketing, public relations/public education activities, and land use strategies and assistance; to develop and evaluate economic development programs which attract new
industry, business and investments to the City; to assist existing business and industry with expansion needs; and to perform related duties as assigned.
DISTINGUISHING CHARACTERISTICS:
This is a one position classification. The incumbent serves as the division manager of the City's economic development programs coordinating all economic development activities with the City Council and City Manager, and reporting to the Community
Development Director.
KEY RESPONSIBILITIES:
Plan, organize and direct the implementation of the City's comprehensive Economic Development Program.
Coordinate with the City Council, City Manager, and other departments and divisions of the City to develop and implement
all economic development related activities; coordinate the activities of the City's Business Assistance Team.
Act as a liaison between City departments, business, and private
industry to promote business opportunities in the City and assist in expediting projects.
Establish and maintain communication and cooperative
relationships with business leaders, potential developers, organizations, private and public agencies, and the general public to promote and facilitate the implementation and execution
of the Economic Development Strategic Plan; meet with a variety of individuals and groups to provide information, enlist support,
resolve issues, plan, coordinate and promote economic development programs and activities.
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Economic Development Manager, p. 2
Develop marketing and promotional programs and materials to
enhance the implementation of economic development activities,
Conduct special studies and prepare comprehensive reports related
to economic development issues, as required.
Develop goals, objectives, policies and priorities for the Economic Development Division.
Prepare and review documentation for consideration and action of the City Council.
Prepare, administer and monitor the budget for assigned programs.
Supervise, train and evaluate staff, as required.
Administer consultant contracts, as necessary.
Perform related duties as assigned.
QUALIFICATIONS:
Knowledqe of:
Principles, practices, procedures, techniques, laws and
regulations pertaining to urban economic development.
Relevant City codes, policies and procedures pertaining to municipal planning, building, and finance.
Business, economic and market forces and indicators.
Effective public, business and community relations techniques.
Marketing and promotional techniques used in economic development areas.
Economic Incentive and financing methods D
Abilitv to:
Plan, develop, manage, coordinate and promote an economic development program.
Interpret, apply and explain applicable municipal laws, codes, policies, and regulations.
Evaluate City policies and procedures which affect the business and development community and where appropriate identify, recommend and implement policy changes.
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Economic Development Manager, p. 3
Coordinate economic development activities with other City
departments, divisions and outside agencies.
Work confidentially with discretion.
Communicate effectively both orally and in writing; present ideas and concepts persuasively in speaking before groups or writing
for publication.
Establish and maintain effective relationships with City officials, employees, representatives from other agencies and the
public.
EXPERIENCE AND EDUCATION
Any combination equivalent to experience and education that could
likely provide the required knowledge and abilities is
qualifying. would be:
A typical way to obtain the knowledge and abilities
Equivalent to completion of a bachelors degree from an
accredited college or university in the field of business or public administration, urban planning, or a closely related field; and a minimum of (5) years of increasingly responsible experience in economic development, community
development or redevelopment. An advanced degree in a related field is desirable.
SPECIAL REQUIREMENTS:
Possession of a valid California driver's license and evidence of
a safe driving record.
PHYSICAL REQUIREMENTS AND ENVIRONMENTAG SETTING:
There are no unusual physical requirements.
performed in an office setting. meet with other staff, the public and officials at various City locations and may travel to off-site and out-of-town locations as
necessary.
Work is typically The incumbent is required to
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AITACHMENT B
GIPI OF CARLSBAD 0
MANAGEMENT SAlAR'f SCHEDULE
BIWEEKLY PAY Resolution No. 9 y - 335
12/20/94
STEP STEP STEP STEP STEP STEP
POSITION 1 2 3 4 5 6
ADMIN. COORDINATOR-SPECIAL DISTRICTS $1,696 $1,780 $1,869 $1,963 $2,061 $2,164
ADMINISTRATIVE MANAGER $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
ADMINISTRATIVE SVCSPROJECTS MGR. $2,416 $2,536 $2,663 $2,796 $2,936 $3,083
AQUATIC SUPERVISOR $1,696 $1,780 $1,869 $1,963 $2,061 $2,164
ARTS MANAGER $1,996 $2,096 $2,201 $2,311 $2,427 $2,548
ASSISTANT CITY ATTORNEY $3,055 $3,208 $3,368 $3,537 $3,713 $3,899
ASSISTANT CITY CLERK $1,761 $1,849 $1,941 $2,038 $2,140 $2,247
ASSISTANT CITY ENGINEER $2,379 $2,498 $2,623 $2,754 $2,891 $3,036
ASSISTANT FINANCE DIRECTOR $2,007 $2,108 $2,213 $2,324 $2,440 $2,562
ASS1 STANT LIBRARY DIRECTOR $2,008 $2,109 $2,214 $2,325 $2,441 $2,563
ASSISTANT PLANNING DIRECTOR $2,542 $2,669 $2,802 $2,942 $3,090 $3,244
ASSISTANT TO CllY MANAGER $2,444 $2,566 $2,694 $2,829 $2,970 $3,119
BUILDING MAINT SUPERINTENDENT $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
BUILDING MAINT SUPERVISOR $1,696 $1,780 $1,869 $1,963 $2,061 $2,164
CITY AllORNEY $3,148 $3,306 $3,471 $3,644 $3,827 $4,018
CITY ENGINEER $2,589 $2,718 $2,854 $2,997 $3,147 $3,304
CITY MANAGER $3,314 $3,479 $3,653 $3,836 $4,028 $4,229
COMMUNITY ARTS COORDINATOR $1,554 $1,631 $1,713 $1,799 $1,889 $1,983
COMMUNITY DEVELOPMENT DIRECTOR $3,055 $3,208 $3,368 $3,537 $3,713 $3,899
COMMUNITY SERVICES DIRECTOR $2,589 $2,718 $2,854 $2,997 $3,147 $3,304
CONSTFUMAINT. SUPERVISOR $1,439 $1,511 $1,587 $1,666 $1,750 $1,837
CONSTRUCTION SUPERVISOR $1,662 $1,745 $1,832 $1,924 $2,020 $2,121
DEPUTY CITY AllORNEY $2,072 $2,176 $2,285 $2,399 $2,519 $2,645
DlSTRJCT ENGINEER $2,181 $2,290 $2,404 $2,524 $2,650 $2,783
ECONOMIC DEVELOPMENT MANAGER $2,260 $2,373 $2,492 $2,617 $2,748 $2,885
EQUIPMENT MAINT SUPERINTENDENT $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
EQUIPMENT MAINT SUPERVISOR $1,696 $1,780 $1,869 $1,963 $2,061 $2,164
EXECUTIVE ASSISTANT $1,761 $1,849 $1,941 $2,038 $2,140 $2,247
FINANCE DIRECTOR $2,575 $2,703 $2,839 $2,980 $3,130 $3,286
FINANCIAL MANAGEMENT DIRECTOR $3,055 $3,208 $3,368 $3,537 $3,713 $3,899
FIRE BAlTALlON CHIEF $2,049 $2,151 $2,259 $2,372 $2,490 $2,615
FIRE CHIEF $2,847 $2,989 $3,138 $3,295 $3,460 $3,633
FIRE DIVISION CHIEF $2,248 $2,360 $2,478 $2,602 $2,732 $2,869
GENERALMANAGER $2,747 $2,884 $3,029 $3,180 $3,339 $3,506
GEOGRAPHIC INFO. COORDINATOR $1,800 $1,890 $1,984 $2,083 $2,188 $2,297
HOUSING 8, REDEVELOPMENT DIRECTOR $2,467 $2,591 $2,720 $2,856 $2,999 $3,149
HOUSING PROGRAM MANAGER $1,761 $1,849 $1,941 $2,038 $2,140 $2,247
HlJMAN RESOURCE ASSISTANT $1,376 $1,445 $1,517 $1,593 $1,672 $1,756
ASSISTANT CITY MANAGER $3,055 $3,208 $3,368 $3,537 $3,713 $3,899
HUMAN RESOURCES DIRECTOR $2,575 $2,703 $2,839 $2,980 $3,130 $3,286
6lTY OF CARLSBAD e 0
MANAGEMENT SAURY SCHEDULE ATACHMENT B
BIWEEKLY PAY Resolution No. 9 Y - 3 3 5
12/20/94
STEP STEP STEP STEP STEP STEP
HUMAN RESOURCES MANAGER $1,841 $1,933 $2,029 $2,131 $2,237 $2,349
INFORMATION SYSTEMS DIRECTOR $2,575 $2,703 $2,839 $2,980 $3,130 $3,286
INFORMATION SYSTEMS MANAGER $1,977 $2,076 $2,179 $2,288 $2,403 $2,523
LIBRARY DIRECTOR $2,575 $2,703 $2,839 $2,980 $3,130 $3,286
MAINTENANCE SUPERINTENDENT $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
MANAGEMENT ANALYST $1,525 $1,601 $1,681 $1,765 $1,853 $1,946
MANAGEMENT ASSISTANT $1,376 $1,445 $1,517 $1,593 $1,672 $1,756
MEDIA PROGRAMMING SPECIALIST $1,376 $1,445 $1,51 7 $1,593 $1,672 $1,756
MUNICIPAL PROJECTS MANAGER $2,379 $2,498 $2,623 $2,754 $2,891 $3,036
OPERATIONS SUPERINTENDENT $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
PARKS SUPERINTENDENT $1,895 $1,990 $2,090 $2,194 $2,304 $2,41 9
PARKS SUPERVISOR $1,696 $1,780 $1,869 $1,963 $2,061 $2,164
PLANNING DIRECTOR $2,834 $2,976 $3,125 $3,281 $3,445 $3,617
POLICE CAPTAIN $2,581 $2,710 $2,845 $2,988 $3,137 $3,294
POLICE CHIEF $3,055 $3,208 $3,368 $3,537 $3,713 $3,899
POLICE LIEUTENANT $2,239 $2,350 $2,468 $2,591 $2,721 $2,857
PRINCIPAL BUILDING INSPECTOR $2,152 $2,260 $2,373 $2,492 $2,616 $2,747
PRINCIPAL CIVIL ENGINEER $2,181 $2,290 $2,404 $2,524 $2,650 $2,783
PRINCIPAL CONSTRUCTION INSPECTOR $1,977 $2,076 $2,179 $2,288 $2,403 $2,523
PRINCIPAL LIBRARIAN $1,525 $1,601 $1,681 $1,765 $1,853 $1,946
PRINCIPAL PLANNER $2,145 $2,252 $2,364 $2,483 $2,607 $2,737
PRINCIPAL RECREATION SUPERVISOR $1,824 $1,915 $2,011 $2,112 $2,21 7 $2,328
PURCHASING OFFICER $2,007 $2,108 $2,213 $2,324 $2,440 $2,562
RECREATION SUPERINTENDENT $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
RISK MANAGER $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
SANITATION MAlNT SUPERVISOR $1,696 $1,780 $1,869 $1,963 $2,061 $2,164
SECRETARY TO CITY MGWCITYArPl $1 ,I 66 $1,224 $1,285 $1,350 $1 $1 7 $1,488
SENIOR CITIZENS COORDINATOR $1,824 $1,915 $2,011 $2,112 $2,217 $2,328
SENIOR MANAGEMENT ANALYST $1,761 $1,849 $1,941 $2,038 $2,140 $2,247
ST RE ET MAINT SUPERINTENDENT $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
STREET MAINT SUPERVISOR $1,696 $1,780 $1,869 $1,963 $2,061 $2,164
SYSTEMS OPERATIONS SUPERVISOR $1,696 $1,780 $1,869 $1,963 $2,061 $2,164
TRAFFIC ENGINEER $2,283 $2,397 $2,517 $2,643 $2,775 $2,914
UTILITIES MAINT SUPERINTENDENT $1,895 $1,990 $2,090 $2,194 $2,304 $2,419
WATER MAlNT SUPERVISOR $1,696 $1.780 $1,869 $1,963 $2.061 $2,164
POSITION 1 2 3 4 5 6
LIBRARY SERVICES SPECIALIST $1,376 $1,445 $1,517 $1,593 $1,672 $1,756
METER SHOP SUPERVISOR $1,696 $1,780 $i ,869 $1,963 $2,061 $2,164
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"DRAFT OUTLINE
ECONOMIC DEVELOPMENT
STRATEGIC PLAN
1. INTRODUCTION
Include narrative which discusses the City's current fiscal condition and the
importance to the community of giving a high priority to the City's economic
future.
II. MISSION STATEMENT
The City Council supports a strong, diverse local economy which provides
employment to residents of Carlsbad, economic vitality to the community, and
the necessary revenues to support top level City services.
111. GOALS
.PUBLIC POLICY DEVELOPMENT
Develop sound policies and standards which encourage new, high quality
business development, while considering the fiscal needs of the City.
0 bjectives:
A. Develop an economic model to facilitate an understanding of the
importance of the City's economic future and the relationship to
policies developed and implemented by the City Council, Boards,
Committees, and Commissions.
Community Vision
City-wide Strategic Planning
C.C. Goals & Obi
0 Fiscal Issues - Program Budget Allocation - Project CosUBenefit Analyses - Economic Incentives
B. Development of a proactive Business Assistance program and
allocation of City staff and resources necessary to facilitate local
business development, retention and growth.
Economic Development Manager/Coordinator
Business Assistance Team (Planning, Engineering,
Building, Fire, Finance )
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C. Evaluate past policies and practices which affect the business and
development community to determine their relevance to the
issues facing Carlsbad in the upcoming decade, and re-design
where appropriate.
0 See Public Relations/Education
*ECONOMIC RESOURCES PLANNING
Identify, evaluate, and develop economic resources and programs which
assist new and growing businesses locate, relocate and expand in
Carlsbad.
0 bjectives:
A. Identify and inventory long-term economic resources pertinent to
Carlsbad, and establish strong working relationships with the
business community to maximize the positive effects of such resources.
0 Tourism
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0 Hightech
0 Biotech
0 Manufacturing
Evaluate the City’s current business base and identify new and
desirable businesses and industries to target for attraction,
relocation and/or expansion in Carlsbad.
Develop and implement a business retention program, with an
emphasis on providing assistance to major revenue generating
areas and uses in the City.
0 Industrial Corridor (Business Forums)
Resorts/Hotels/Motels (Special Meetings)
Auto Dealerships (Special Meetings)
0 Downtown (Merchants Meeting)
0 Commercial/Retail (Special Meetings)
Co m m ercial/Retai I
B.
C.
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.PUBLIC RELATlONS/PUBLIC EDUCATION
Provide opportunities for increased local business and citizen awareness
of economic goals and activities.
0 b jectives:
A. Enhance communication and participation with the local business
community through local business and professional organizations,
the media, special events and direct contact with local executives.
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Community Forums/Workshops
Business Leader Round table meetings (industry specific)
General Business Forums (Chamber of Commerce, etc ...)
B. Coordinate appropriate activities with the Carlsbad Unified School
District to increase awareness of local Economic Development.
.PUBLIC RELATIONS/MARKETING
Develop a comprehensive marketing and public relations strategy aimed at
attracting job and revenue generating business and industry, and
enhancing communication with existing business and citizens.
Objectives:
A. Work with the Chamber of Commerce to create and maintain a
comprehensive market-related database for Carlsbad.
Demographics
Community Assets
Business Inventory (by industry)
8 Housing Information
0 Municipal Facilities
Development Processing Information
Encourage joint marketing efforts with outside groups such as the
State Department of Trade and Commerce, San Diego Economic
Development Corporation, Carlsbad Chamber of Commerce,
CONVIS, commercial/industrial real estate brokers, developers,
utilities, and other economic development agencies.
B.
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C. Develop and update professional marketing materials such as
promotional brochures, media kits, videos, City exhibits, and the
community directional sign program.
Develop an aggressive public relations plan including advertising
and editorial placement, participation in conferences, trade shows,
and special events.
Promote tourism and development of cultural, recreational, and
educational resources.
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D.
E.
Identify and promote natural assets
Promote and support yearly tourist and/or cultural events - Jazz Concerts - Carlsbad 5000 - San Diego Marathon - Village Faire
Promote major tourist oriented development and
attractions. - Mc Clellan Palomar Airport - La Costa Spa & Resort - Four Seasons Resort
- Beaches - Lagoons
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- LEGO/R=ort
- Golf
*LAND USE/INFRASTRUCTURE
Develop and implement land use and infrastructure strategies to support
economic development goals.
Objectives:
A. Conduct a city-wide commercial and industrial land inventory to
identify vacant, under utilized and available commercial and
industrial properties and facilities.
Encourage the development of transportation modes to support
commercial and industrial development.
0 North County Transit (Commuter RaiI/Bus service)
B.
0 Mc Clellan Palomar Airport
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C. Develop project related Economic Development Strategies for
unique projects which have the potential for providing significant
economic benefit to the City.
0 Carlsbad Ranch
Encourage high quality commercial/retail, restaurant, and resort
development that will serve the business sector, and enhance the
City’s image as a destination for business and tourist travel.
Assess permit processing policies and identify streamlining
recommendations to include a defined fast tracking policy of
priority economic development projects.
D.
E.
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