HomeMy WebLinkAbout1991-06-25 - AGENDA REPORTS - DRAFT ECONOMIC DEV STRATEGY (2)AGENDA REPORT
City Manager Approval
Item to be presented b -,l
CONSENT CALENDAR Lynn M. Harris 2V 2�
DATE: June 25, 1991
SUBJECT: Draft Economic Development Strategy
DEPARTMENT: Community Development Department
BACKGROUND
On April 9, 1991, the City Council reviewed the Draft Economic Development
Strategy and -gave staff further direction for amending.the strategy. Attached
is a red -lined version of the Economic Development Strategy that reflects
revisions as suggested by City Council.
The strategy as outlined in the Executive Summary of the report identifies
five areas of focus: 1) Retention; 2) Redevelopment; 3) Attraction;
4) Image/Identity Marketing; and 5) Environmental Infrastructure Investments.
Each of the five areas are then supported by specific action plans to
implement the strategy. The five areas of focus represent broad policy
direction of, and commitment of the City to economic development. The action
plans represent proposed work programs of the Economic Development Division.
RECOMMENDATION
It is recommended that City Council review and adopt. the Draft Economic
Development Strategy, and direct staff to finalize red -lined text, including
any other revisions as may be noted by City Council.
MH:dls;148
Continued To: 7_5� - 5
Agenda Item:
0
City of Santa Clarita
Economic -Development Strategy
June 1991
Prepared by the Department of
Community Development
TABLE OF CONTENTS
Executive Summary
1..
Introduction
A. Background
B. Purpose
C. Economic Development Defined
D. Timing
E. Geographic Area
2.
Strategic Analysis
A. Trends
a. Regional Economic Growth
b. Population Growth
C. Real Estate Development
d. Retail
e. Defense Contractors
f. Tourism/Entertainment
B. Competitors
a. Retail Development
b. Tourism Development
C. City of Los Angeles/Los Angeles County
-
3.
Santa Clarita's Strengths and Weaknesses
A. Strengths
B. Weaknesses
4.
Santa Clarita's Problems and Opportunities
A. Problems
B. Opportunities
5.
Economic Development Strategy Summary
6.
Mission Statement
7.
Objectives
8.
Appendix
A. Santa Clarita Image Research Summary
B: Economic Development Strategy Initiatives
EXECUTIVE SUMMARY
191 PURPOSE
The purpose of Santa Clarita's Economic Development Division is to design and direct an economic development
program that creates a stable and self-sustaining economy, enhances the jobs/housing balance objectives of the
City, and balances development in coordination with State and City environmental goals.
The economic development program is developed through the accompanying Economic Strategy. The Strategic
plan identifies major issues or opportunities facing the City, defines a mission statement/economic development
objectives, and identifies five specific initiative areas that will be the focus of the economic development program.
MISSION STATEMENT
The purpose of the Economic Development Program is to engage the community in a plan to stimulate the local
economy, increase and strengthen the City's revenue base, provide job opportunities for residents, and achieve
a stable, self-sustaining economic base in the Santa Clarita Valley, all within the context of the environmental,
quality of life, and growth management policies of the City of Santa Clarita.
COMMUNITY PARTICIPATION
The development of the Economic Development Strategy has drawn on a broad range of community participation
for direction and comment. These include;
• Personal interviews with community leaders
• August 1990 public resource group discussing economic development
• January 1991 public resource group discussing growth management
• City Council study session presentation and Economic Development Draft
• City Council study session presentation of Redevelopment feasibility, and image campaign research
• Draft Economic strategy review by City Department heads and selected community leaders
• City community -wide strategic planning process held in May 1991
• Information drawn from recently completed Chamberof Commerce survey's and local businesses and residents,
the City's Economic Development Policy statement prepared in 1990, the image study public opinion poll
research, and the General Plan's Economic Development and Community Redevelopment Element.
This community participation led to the development and the following objectives;
OBJECTIVES
• Enhance retention andexpansionof existing businesses in Santa Clarita, that compliment our mission statement.
• Achieve economic stability through development and maintenance of a diversity of employment opportunities.
• Establish Santa Clarita as a seB-sustaining regional employment center.
• Establish local employment opportunities for the Santa Clarita labor force to reduce job out -migration.
• Provide employment opportunities to improve the job/housing balance within the Santa Clarita Valley.
• Augment the City's local revenue base to better support provision of City services and facilities, while
ensuring municipal fiscal health.
• Maximize economic development potential of underdeveloped or obsolete property uses through new revital-
ization or redevelopment programs.
• Establish Santa Clarita's product identity and enhance its image as a competitive, progressive city, which
demands for quality growth.
• Enhance the quality of life of the area through responsible growth management.
• Reduce unemployment and underemployment of Santa Clarita residents.
• Establish a competitive market position and program to attract a new private investment and business -
retail, industrial, tourism • into the community.
• Encourage employment opportunities which are compatible with the environmental standardsof the community.
• Enhance the City's competitive position through policies and programs for the development of strategic
infrastructure improvements.
0
CJ
0
ECONOMIC DEVELOPMENT STRATEGY SUMMARY
To achieve the City of Sarna Clarita's economic development mission an economic development strategy
comprised of five separate initiatives has been developed.
I. Retention: Promote the retention and expansion of existing businesses in the community.
II. Redevelopment: Promote redevelopment to enhance economic potential of underdeveloped properties.
III. Attraction: Target the attraction of new development and investment in the areas of filming, tourism, retail
industrial/office, and internatlonal business.
IV. Marketing Santa C/arita: Communicate a positive and competitive image and identity of the City.
V. Environmental Infrastructure Investment: Create a competitive edge by emphasizing environmental prote-
ction and quality of life issues. This would be manifested by strategic, environmentally oriented, infrastruc-
ture investments project that the City could take a leadership position on.
ECONOMIC DEVELOPMENT
Strategic Initiatives
RETENTION REDEVELOPMENT MARKETING ATTRACTION ENVIRONMENTAL
JINFRASTRUCTURE
FY 1991.94 FY 1991.94 FY 1991-94 FY 1991.94 FY 1993.94
■ Retention
Marketing Plan
• Business Survey
• Small Business
Center
• Shop Santa
Clarita
■ Redevelopment
Plan
• Plan Adoption
• Plan/Financing
Implementation
■ Targeted
Attraction
Marketing Plans
• Film
Marketing Plan
• industrial &
Corporate
Marketing Plan
• Intemational
• Retail
Marketing Plan
■ Image Marketing
Plan
• Internal Image
• External Identity
& Target
• Tourismlittel Conference
Marketing Plan
2.
■ Strategic
Environmental
Investment
Proposals
0
ECONOMIC DEVELOPMENT ACTION PLAN SUMMARY
Each of the five economic initiative areas would be implemented by specific action plans presented in Appendix B
of the report. The following graph illustrates the sequence of the specific action plans over the next three years.
ECONOMIC DEVELOPMENT ACTION PLANS
YEAR 1 •1991 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
RETENTION AND REDEVELOPMENT i:' ` `T;,,, , W:: , ,<,.;.: ;;.
• 150 Retention Visits
• Annual E.D. Retention Survey/Luncheon
• Small Business Development Center
• "Shop Santa Clanta" Campaign
• Distribution Training Materials
• Image Survey
• Develop Marketing Plan
• Redevelopment, Plan Development
YEAR 2.1992
ATTRACTION AND MARKETING
• 150 Retention Visits
• 'Shop Santa Clarita" Campaign
• Annual E.D. Retention Survey/Luncheon
• Implementation of Marketing Plan
• Retail Marketing Plan
• Industrial/Office Marketing Plan
• Economic Development & Trade Shows
• Attract International Business
• Brochure for Film Industry
• Redevelopment, Plan Adoption
YEAR 3.1993
ENVIRONMENTAL INFRASTRUCTURE
INVESTMENT
• 150 Retention Visits
• 'Shop Santa Clarda•_Campaign
• Annual E.D. Retention SurveyA unchecn
• Implementation of Marketing Plan
• Environmental Infrastructure Report
• Tourism Marketing Plan
• Professional TourWravel Industries
• Establish VisitorstTourism Organization
• Redevelopment, Plan Implementation
SUMMARY
ONGOING
(a\wYB:.�w:r'H,rry.:4CY'l.iT"SyynA..
�nfxi;Yyix3yj�n},y. •,iS^S9AT. ;j*^: r'xs>;'�
ONGOING
ONGOING
:,:,,•x»:,z:,w,�;c«<^�rr>^,�...:ar�s: - :. �':?'�7 >�.�,'�'�<s?^`3:.nm�,
ONGOING
ONGOING
t�,,cd�&caY�`��'"'�.".":.ca.�2;,Z•iXw;::R.2�.,.�,`.a�,"�`:.�', "t�"�'�'��.�
ONGOING
ONGOING
ONGOING
ONGOING
ONGOING
Santa Clarita has the opportunity to create a vision of what it can become in a way that few other cities can. By
employing an economic development strategy, an effort has been made to define a basic mission statement for
.Santa Clarita•s Economic Development function, and to design a means of accomplishing those goals that uniquely
. reflect the strengths, opportunities and desires of the community. This strategy can be the primary tool for the
achievement of its goal to become a premier city of the 21 st century.
0 Economic Development Strategy
INTRODUCTION
Backaround
The successful establishment and incorporation of the City of Santa Clarita
N$% WOO Y¢4tf 4gO in 1987 was, in part, a reflection of the residents'
desire to ensure that development of the area is of the highest quality,
protect and embrace the scenic environment and the attractive quality of life.
In 1990, the City of Santa Clarita created the Economic Development Division
within the Community Development Department. The purpose of the Division is
to create a framework for developing economic viability for a premier city of
the 21st Century. The goal is an economic development program that directs a
stable, self-sustaining economy which balances development with environment,
and jobs with housing.
Purpose
The purpose of the .Strategic Plan for Economic Development is to provide a
sense of direction; or mission, specifying the programs needed to develop,
efficiently and effectively, Santa Clarita's economic opportunities. The
Strategic Plan identifies major issues or opportunities facing the City,
defines goals and objectives for economic development, and identifies five
specific initiative areas that will be the focus of the economicdevelopment
program. Following Y00 approval, the Strategic Plan, with its goals andl
objectives for economic development, will be implemented through a series of
"Marketing Action Plans".
The Strategic Plan addresses the present, anticipates the future, examines
trends, considers the environment, and assesses the City's capabilities. The
success of the plan requires the support of all individuals and organizations
desiring appropriate growth for Santa Clarita.
The definition of economic development in the 9019, and the definition used in
this plan, differs from the traditional, "first generation" definition of
economic development which was largely aimed at industrial attraction.
Economic development today encompasses broader "product development" tasks
4000 $X49 which include activities in tourism, retail, X444/9ti41 industry,
technology, and education. AdditAcnally, it includes capital access and
infrastructure aimed at small businesses and large corporations.
Programs today involve a strategic vision of the future with overall community
development as the first priority. Complete with that priority is the
underlying philosophy that more jobs do not necessarily make a better. city.
but .making a better city attracts more good jobs. Santa Clarita's Economic
Development Strategy embraces that philosophy.
4
Timing
The Economic Development Strategy is designed for implementation over a
three-year time period, 1991-93, 9000¢¢t( Planning is, however, a continuous)
process and the work product is merely a framework ttOO upon which to build.
Zt X$ Anticipating X9$9 necessary changes will be addressed by annual
adjusting and tuning of the marketing action plans, it should be unnecessary
to revisit the larger economic development strategy until 1994.
Geographic Area
Although the primary focus of the economic strategy is on tUo 00t#➢(t ¢i1'tl
0000409¢¢1 areas within the City's current jurisdiction, the Economic)
Development Strategy assumes a broader geographic definition.
It encompasses the entire Santa. Clarita Valley and t¢fz¢¢Xtyfg reflects they
potential for future annexations, $04 as well as consideration of the impact
of economic development activities.outside the City's boundaries..
STRATEGIC ANALYSIS
The purpose of an economic analysis is to create the foundation for the
Strategic Plan by identifying critical issues - the issues that will make a
difference in the health and character of Santa Clarita's economic
development. WO WO ¢¢¢¢¢¢y(¢yf¢( Through this analysis, the problems and)
opportunities confronting economic development have emerged, and can be used
. to ¢tXyXt J drive the design of the economic development strategy. The issues
can be categorized into two areas: 1)An analysis of the. trends and
environment; and 2) analysis. of the competition, which is presented in the
following.
0
Trends
An essential element of the strategic planning process is the analysis of
current trends affecting economic development. The trends that impact the
economic development program for the Santa Clarita Valley include trends in
economic and population growth, real estate, retail, defense, and tourism.
Regional Economic Growth
Recent projections from the Los Angeles Area Chamber of Commerce forecast
little or no business growth for 1991 in a five -county region including
Los Angeles, Orange, San Bernardino, Riverside, and Ventura 'Counties. The
significant slowdown in economic growth is attributed to. defense spending
cuts, reduced construction, and an overall national recession. The result is
a reduction in the total number. of new jobs and increased unemployment in
1991. The increase in unemployment is expected to result in a decline in
personal income.
5
0
Population Growth
The 1990 Census preliminary data indicates a substantial national shift of
population from the east to the west. Los Angeles is now the ,second largest
city in the United States. Additionally, California now has eighteen of the
twenty-nine cities in the nation with a population in excess of 1,000,000,
including Santa Clarita. Population projections for the City of Santa Clarita
is estimated -at 170,000 by the year 2,000.
As part of the comparison, the following table illustrates a basic retail
standard of per capita sales of Santa Clarita, relative to other rapidly
growing communities in Southern California. This comparison, draws from the
City's draft General Plan, "indicates that there is a good. possibility for a
significant expansion of retail sales activity within the City area."
Real Estate Development
The real estate development industry has undergone a significant change since
the growth of the late 1980's. Recent changes prompted by the regulatory
industry's review of the banking and savings and loan industry have caused a
severe tightening of credit available for real estate projects. Consequently,
the real estate development business is undergoing significant restructuring
and a possible reduction in the number of developers can be expected. The
decline in the industry appears to have stabilized, however, there is movement
toward recovery.
The repercussions of the market and credit tightening are being felt
nationally. 9000VOtl Local real estate development projects obviously reflects
the local environment and community circumstances. Therefore, to the extent
that Santa Clarita can offer sound real estate product opportunities,
successful project completions in the Santa Clarita Valley can still be
expected despite the national market slowdown.
Retail
National shopping center development explosion in the late 1970's and 1980's,
was fueled by tax incentives and easy credit, and resulted in over -building
that in turn created the current environment where the retail industry is
undergoing structural changes. Current trends' in shopping center developments
�OjXoog show an increase of fj Xt%y Jf7i¢ o¢t¢¢09 35 percent in the first nine
months of 1990 in renovation and expansion of existing centers. New
construction has dropped 29 percent in the same period. lit 0¢¢ix#¢¢ On al
national scale, the amount of retail space per capita exceeds .the market
capacity. Simply put, on a national level there are not enough shoppers to
fill the -malls.
Santa Clarita can be differentiated from the national trends because of its
current "under development" in local retail X4 ¢¢$X¢pf¢Z d¢Xx$/ l
shopping opportunities. The City has no} retail centers of a regional ori
subregional nature, which would include a mall, discount or off-price centers,
designer outlets, or other national retailers or other similar regional
product offerings.
51
As a point of comparison, the table below contrasts Santa Clarita's per -capita
level of sales with other rapidly growing communities .in Southern California.
• This comparison indicates that -there is a good possibility for a significant
expansion of retail sales within the City area. The completion of the
proposed Price Club and new Valencia. Mall* should have a positive effect in
bringing in national retailers and reducing sales slippage out of the City.
1988 TAXABLE RETAIL SALES TRANSACTIONS
Source: State Board of Equalization, State Department of Finance, and
Economics Research Associates.
• Defense Contractors
The San Fernando, Santa Clarita, and Antelope Valleys were major beneficiaries
of the massive defense spending in the 1980's. Now, in spite of the military
conflict in the Middle<East, many workers may become casualties of a military
build -out. Twenty-five to 40 percent of these valley firms with defense
industry ties are expected to fail, merge, or sell off defense related assets
within the next two to three years. If this occurs, there would be a
significant increase in unemployment in the trade. However, there could also
be significant opportunity to assist these enterprises in entering other lines
of business using their same facilities and.labor forces.
It is unlikely that the conflict in the Middle East .will result in a
resurgence of defense spending. National policy points clearly toward
long-term downsizing and reduced spending over the coming years. Even if a
resurgence materializes, its effect on the economy will most likely be
short-term.
Tourism/Entertainment
Both the entertainment and tourism industries impact the Santa Clarita
economy. Santa Clarita is enjoying the successful development and expansion
of independent studios within the film industry. V000 of While the film
industry has a reputation for being recession resistant, there are indications
that their reputation is changing according to a substantial number of local
• residents in the Santa Clarita Valley that have file -related jobs. The impact
of film companies on location in the Valley continues to be an important
contributor to the.local economy.
7
1988 PER CAPITA
CITY
POPULATION
RETAIL SALES
Moreno Valley
101,289
$ 2,254
Palmdale
45,859
4,274
Santa Clarita
115,722
4,423
Agoura Hills
19,410
5,338
Oxnard
1,238,038
6,064
Burbank
93,837
7,314
Lancaster
82,182
7,886
Glendale
163,650
8,096
Irvine
100,461
8,622
San Buenaventura
90,826
10,721
Source: State Board of Equalization, State Department of Finance, and
Economics Research Associates.
• Defense Contractors
The San Fernando, Santa Clarita, and Antelope Valleys were major beneficiaries
of the massive defense spending in the 1980's. Now, in spite of the military
conflict in the Middle<East, many workers may become casualties of a military
build -out. Twenty-five to 40 percent of these valley firms with defense
industry ties are expected to fail, merge, or sell off defense related assets
within the next two to three years. If this occurs, there would be a
significant increase in unemployment in the trade. However, there could also
be significant opportunity to assist these enterprises in entering other lines
of business using their same facilities and.labor forces.
It is unlikely that the conflict in the Middle East .will result in a
resurgence of defense spending. National policy points clearly toward
long-term downsizing and reduced spending over the coming years. Even if a
resurgence materializes, its effect on the economy will most likely be
short-term.
Tourism/Entertainment
Both the entertainment and tourism industries impact the Santa Clarita
economy. Santa Clarita is enjoying the successful development and expansion
of independent studios within the film industry. V000 of While the film
industry has a reputation for being recession resistant, there are indications
that their reputation is changing according to a substantial number of local
• residents in the Santa Clarita Valley that have file -related jobs. The impact
of film companies on location in the Valley continues to be an important
contributor to the.local economy.
7
The Six Flags Magic Mountain theme park, while not in the City, is a major
employment anchor in the larger economy and draws 3.2 million visitors a year
to the Santa Clarita Valley. Theme parks have not traditionally fared well in
economic downturns and recently the attendance at several other parks,
including Disneyland, Knotts Berry Farm, and Sea World, has fallen. Unlike
other theme parks, Six Flags Magic Mountain is showing increased attendance.
The presence of Six Flags Magic Mountain theme park creates a strong anchor
opportunity with respect to hotels, restaurant construction, and other
tourism/hospitality-related developments.
Competition
An important step in developing an economic development strategy is
understanding the competitive position, including identifying your "product,"
your 'customer,* and your "competition,. These elements vary by, market
segment, i.e. industrial, tourism, retail.
The industrial and office market in Santa Clarita is an outgrowth of the
metropolitan Los Angeles market. It represents the migration of businesses
following their labor force as they attempt to balance location of customers;
owners, and key employees, with the ever-growing "commuting" problem. The
migration tends to follow labor 1000;6y90tj commuting patterns dictated by they
transportation network of Southern California.
The result is that Santa Clarita's target markets are manufacturing .and.
distribution users, in the north Los Angeles.basin (west Los Angeles and the
San Fernando Valley) and, to a lesser extent, central -Los Angeles, Glendale,
Pasadena, and the San Gabriel Valley. It is anticipated that the primary
foo)$ Of attraction in Santa Clarita, at least initially, will be from they
industrial target market, with an increasingly greater opportunity for
corporate office facilities over the long term.
Approximately 60 to 75 percent of Santa Clarita's market competition is with
the Antelope Valley, northern San Fernando Valley, eastern Ventura County, the
Conejo Valley and Simi Valley areas. Fifteen to 20 percent of our competition
is with the Ontario area. Thus, Santa Clarita, Palmdale, Lancaster, Simi
Valley, the Conejo Valley, San Fernando, and Ontario are all competing for the
same prospects from theSanFernando Valley and north Los Angeles County.
Retail Development
Currently, Santa Clarita does not have an identity as a regional retail
market. Upon its development, K000�oti the Valencia Town Center will help)
create a stronger presence for the City of Santa Clarita in the regional
retail market. It is expected that the Town Center will serve the Santa
Clarita Valley, the Antelope Valley, San Fernando Valley, and. portions of
eastern Ventura County.
Regional retail competitors
San Fernando Valley and the
area. The proposed Porter
future competitor.
are primarily the Northridge Fashion'Center in the
Antelope Valley Mall in the Lancaster -Palmdale
Ranch development in Simi Valley is a. potential
E
1—J
Tourism Development
Six Flags Magic Mountain is a very strong competitor in the theme park
industry, and the single largest. employer in our region. Its 3.2 million
customers are recreational/entertainment visitors, and are drawn primarily
from the Southern California market. While Six Flags Magic Mountain is an
important economic activity, its potential value to the City as a revenue
source is diminished by its location outside the City's boundaries.
Six Flags Magic Mountain competes most directly with other similar
entertainment/attraction theme. parks. The potential development of a golf
course, and a resort lodge complex adjacent to Six F1ags.Magic Mountain should
retain and expand its customer base. Other complementary hospitality products
will have some effect on redefining the customer base as well.
There are numerous other attractions in the area that appeal to both regional
and local customers. National, state, and county parks are aimed primarily at
recreational customers, as are Castaic Lake, and Saugus Raceway.
With exception of Six Flags Magic Mountain, there has been no effort to study
the customer base of recreational and tourist offerings, or to package and
promote the regions visitor/traveler attractions.
City of Los Angeles/Los Angeles County
Although Santa Clarita competes directly with the surrounding region for
retail dollars and with adjacent communities for industrial/office jobs, our
strongest' and most focused -competitor for the "development and control of
potential revenue opportunities is Los Angeles County.
The County resisted the incorporation of Santa Clarita. Its resistance to
annexation of freeway corridor properties, and resistance to the use of tax
increment financing under any redevelopment 44tli¢tg��l activity ��JO A/ they
City may pursue, can certainly be expected.
On the other hand, because of its proximity to Santa Clarita, the City of
Los Angeles is a source and stimulant to the Santa Clarita economy. The
strong global economy ¢00 of Los Angeles, as well. as the rich diversity ofd
cultural and institutional resources, serves to enrich and drive the local
economy of any city in the area.
P
0
r�
SANTA CLARITA'S STRENGTHS AND WEAKNESSES
Strengths
• Close proximity to the second largest city
in the United States.
• Attractive cost of living in comparison with
other communities within the Los Angeles
'60 -mile circle.•
• Direct linkage with. the state's primary
north -south arterial (Interstate 5),
easterly arterial toward Los Vegas
(Highway 16), and coastal access arterial
(Highway 126).
• Availability of rail transportation and
highway access to deep water ports of
Los Angeles, Long Beach, and Port Hueneme.
• Strong consumer market growth trend with
above the county discretionary income Level.
Is unique visual identity created by location
within the San Gabriel and Santa Susana
mountain ranges.
• City's financial strength.,
• Strong environmental planning/regulatory
standards.
• Availability of skilled labor pool.
• Training resources for local business
available through College of the Canyons
Employee Training Institute.
Weaknesses
Is Inadequate community infrastructure given
recent population growth.
• Limited air transportation resources..
• High energy costs relative to competitor
states.
• Housing costs relative to competitor states.
• Lack of affordable housing.
• Lack of level acreage suitable for large
scale commercial and industrial development.
C$
• Cultural and leisure resources including
Castaic Lake, Angeles National Forest, Six
Flags Magic Mountain, and Cal Arts,
• Quality medical facilities.
• Diversity in employment categories.
• Valencia Industrial Center and proposed
Commerce Center establish Santa CLarita as
a high quality employment center.
• Excellent public education school system
and higher educational resources including
College of the Canyons, The Masters
College, and Cal arts.
• Sunny mediterranean climate,
• Low crime rate.
• 'New community', with substantial amount
undeveloped land.
• Desirable place for families.
• Semi -rural environment.
• High cost of land relative to competitor
states,
• Poor air quality relative to other parts of
California.
• Lack of Large scale retail developments.
• Lack of competitive marketing activity
defining and promoting the community
identity, tourism, retail, and industrial
attractions.
• Environmental regulations and restrictions
relative to competitor states,
F__1
u
SANTA CLARITA'S PROBLEMS AND OPPORTUNITIES
Problems
Sates Leakage to regional retailers
Antelope valley and the Los Angeles -Basin.
To control development and potential
revenues of freeway corridors outside City.
Lack of affordable housing.
Poorly planned existing neighborhood and
community retail centers.
Opportunities
Commerce Center, Corporate Center, Valencia
Industrial Park.
Magic Mountain, major tourist attraction and
successful employment anchor.
Cal Arts, unique cultural opportunities and
identity.
Under -retailed in regional scale retail
development and dominant category retailers.
Retail market opportunities due to
Population growth (mid-sized city
designation with over 100,000 population).
Broad diversification of existing
industrial, providing a relative sense of
economic stability.
Unique natural scenic environment.
Existing auto mall and proposed Price Club,
and regional shopping mall represent major
retail shopping opportunities.
Routes 5/16 freeway corridors which provide
north and central access to state.
Sales leakage to regional retailers to
Antelope Valley and the Los Angeles Basin.
Presentability to control development and
potential revenues of freeway corridors
outside City.
Lack of affordable housing.
Poorly planned existing neighborhood.. and
community retail centers.
Santa Clarita's absence as an active
economic development competitor.
11
• growth Control is a potential image
obstacle to retail development.
• Unfulfilled identity as .a regional
employment center and corporate office
Location.
• Lack of community consensus for economic
development and competitive economic
development program.
• Santa CLarita's absence as an active
economic development competitor.
• Growth control, potential image obstacle to
retail development.
• Unfulfilled identity as a regional
employment center and corporate office
Location.
• Lack of community consensus for economic
development and competitive economic
development program.
• Commerce Center, Corporate Center, and
Valencia Industrial Park.
• Magic Mountain, major tourist attraction,
and successful employment anchor.
• 4Cal arts, unique cultural opportunities and
identity.
• under -retailed in regional scale retail
development and dominant category retailers.
• Retail market expansion, opportunities due
to population growth (mid-sized city
designation with over 100,000 population).
• Broad diversification of existing industry,
providing a relative sense of economic
stability.
• Unique natural scenic environment.
• Existing auto mail and proposed Price club,
and regional shopping mall represent major
retail shopping opportunities.
• Route 5/14 freeway corridors 'which proved
north and central access to state.
0
n
L.J
is
ECONOMIC DEVELOPMENT STRATEGY SUMMARY
To achieve the City of Santa Clarita's economic development mission an economic development strategy
comprised of five separate indiatives.has been developed.
I. Retention: Promote the retention and expansion of existing businesses in the community.
II. Redevelopment: Promote redevelopment to enhance economic potential of underdeveloped properties.
III. Attraction: Target the attraction of new development and investment in the areas of filming, tourism, retail
industrial/office, and international business.
IV. Marketing Santa Clarita: Communicate a positive and Competitive image and identity of the City.
V. Environmental Infrastructure Investment: Create a competitive edge by emphasizing environmental prote-
ction and quality of life issues. This would be manifested by strategic, environmentally oriented, infrastruc-
ture investments project that the City could take a leadership position on.
ECONOMIC DEVELOPMENT
Strategic Initiatives
RETENTION REDEVELOPMENT MARKETING ATTRACTION ENVIRONMENTAL
INFRASTRUCTURE
FY 1991-94 ' FY 1991-94 FY 1991-94 FY 1991.94 FY 1993-94
■ Retention
Marketing Plan
• Business Survey
• Small Business
Center
• Shop Santa
Clarita
■ Redevelopment
Plan
• Plan Adoption
•
Plan/Financing
Implementation
■ Targeted
Attraction
Marketing Plans
• Film
Marketing Plan
• Industrial &
Corporate
Marketing Plan
• International
• Retail
Marketing Plan
■ Image Marketing
Plan
• Tourism/Hotel Conference
Marketing Plan
12
Internal Image
Extemal Identity
& Target
■ Strategic
Environmental
Investment
Proposals
•
•
ECONOMIC DEVELOPMENT STRATEGY
MISSION STATEMENT
The purpose of the Economic Development Program is to engage the community in
a plan to stimulate the local economy, increase and strengthen the City's
revenue base, provide job opportunities for %4y! g 2X4###¢ residents, and #¢l
achieve a stable, self-sustaining economic base in the Santa Clarita Valley,
all within the context of the environmental, quality of life, and growth
management policies of the City of Santa Clarita.
OBJECTIVES
• Achieve economic stability through XNO development and maintenance ofd
¢¢¢¢¢¢,{¢ a diversity of employment opportunities.
• Establish Santa Clarita as a self-sustaining regional employment center.
• Establish local employment opportunities for the Santa Clarita labor force
to reduce #¢¢ti¢XOJ job out -migration.
• Provide employment opportunities to improve the job/hous'ing balance.
• Augment the City's local revenue base to better support provision of City
services and facilities, while ensuring municipal fiscal health.
• Establish Santa Clarita's product identity and enhance its image as a
competitive, progressive city, ¢##X�Xgg X¢# which demands for quality
growth.
• Enhance the quality of life of the area through
responsible growth management g¢¢X¢.
• Reduce unemployment and underemployment of Santa Clarita residents.
• Establish a competitive market position and program ¢i##¢¢fjog Of tol
attract a new private investment and business - retail, industrial,
tourism - into the community.
• 9000 t$JO ¢0¢ ¢#¢pt¢X¢ Enhance retention and expansion of existing
businesses in Santa Clarita, that compliment our mission statement.
• Encourage #fid¢ g#¢Ozji Of employment opportunities which are compatible with)
the environmental standards of the community.
• Enhance the City's competitive position through policies and programs
1lfJ O¢ OXdg for the development of strategic infrastructure improvements.
13
0
•
0
APPENDIX A
An Image Study
Santa Clarita
CALIFORNIA
MARCH 1991.
14
F-
L
Methodology
Srn.b.d 1'r•<a4rr
Bww•I.L•Ird bdartbY, 19Y1.•.kp•o.c a.rerrr wdYtrdtno.d dfl]rtu0wad Q
rt CKYaS.Y aY IdatrduY d YbrrYadt.9Y r.drla a S.fY...ratsdr..w lm - 403
r.r.rad/rr•.vAilmalt.•It<Wwrt.rtr•.doWrW.Ydfnr•mrdY.Y;Yoret-
L•rYea bs.• t.rr.wy. \
sYrn I.r.rr.r
A .•qa. I.rtY rrrrrrwd wFW bdY.w rtudcr rayoWtra rdr
Ilg.arw a.rtY rr rd rrr•.odert. h g.ewrs rYdeYpd rW YYr. hm dK ato
.Orlt d<� dRLt Yd•dIr OLPYOtr{ rWl. �{ aLY prrrw.M. Y rr YWA W . YIWI
Yrdlly a Yf1RY•tYa Y<rr[•WrLr <.d t.Vlr ddY dY• bird (tIVAO. �
Ln
V�
- D•r•AWYaft
Dr.hm<nnlJerJYrmsre<rrt s.Y�W Yn.<mpYv popes •tl rmlYd DY<
•.YY.a <o..t.dddsrmpK r•Ir.a kr tr►grao d ie a.rwY u.ttl r for atic.d wo. S
pYLYYt bsLwt• RIYd.ert rYi. • gWrw W •srrr rw.a awprrpt raw 1•t Yn. atagdt \
pYtW.r. 71wt •�vv rrL•e rarr.Y W o ro.errtu.pnmd M� yc. brats, Yt.
wne.d.r bfd•pvwrer.ed•Yr rtdtad. ary. uybrrer wwa.lrp au.erpt.r
•ditr, rdm�rry a.re.n lvb.ia[apl'arY•L.pYrrdtri••11. NvMOK,Sr 1
f+.wdasib•r. q IarYiRWd•YI.
9•.YW�Y.<ew ��' iH1A
Yw•ry rtrY n.siw•.rr.b rdtb Ygd.d mrar llt aYtpby rrr fW des _�
r d. f3� ot•Adra drrY r • t3 Y.arr r F.4 w.1W at•u a..*w..a d. 100.1
dnq u •.bY rd dr o�rWwr payu •.bk tr b trWrtl n d. awc ppWo NORTNRIDOE
irdY rW/r.bw6Its Par w.p:.l).rw a w.A•t J.,,
rtlM<wbpet/• d rttWb d•Fudr�r.9. rgwdte rb 1.9 wW . ymfr
W Ynr•p.pn'.YC.
/ VAN IIIIYI
AYgrtm•rrt Apmd n•dsq. ra. d npt&••esnhlydmmre d. depth
.•rt1 mor Imt ur• r¢•dt• Irdrb do.ldr.cr, root, es. Wl.rotd Yt.<Yadnr'a ra..
r Ytttr grYLLY.e �lY r11 T_ YY Y YYLWvt n d1f(<RIIL<t N Lttp<I YM[IYY. dLPtYlw YM1
Ytr.LY d J<ttYplt OY<YO Y �1~W Y dYrtm.y r•edw arlpl<JYt CdbeLa Irplp LY'a W
rut YApoupa Y Ynp..V by ft rbpwp r cu.W rtd n Jt wY etnpk du Ld4.rd 11Y
r.gvLr rW • Y<rYtl. wb•nYy'a rtagrr W6 ..d w<WI rtrpwYr r Ytr<Y gYtLYwr ra J
�b<L+ul •w tkrifYJ W rM bWY W rbY rtP..
ENLINO
1406
/r 1
SAMA MONICA
PACIFIC
NAl10NA11
{t hi
LOS
CI
i, 102
LANCASTER
PAIAWALE
_ 99
r r,
Z
PASADENA .
10
000,
ID�
0 0
First Impression
'It 6 Y a,,*, ..uniq fl 11 i4c and 1l•WI. I Ia O IfKfK<wW a NI kvr In
P<uJera W $ruN /1rY• are erur4lmxTly prY1K <kxYl lkt CYY tali PS%ably. Will
P..0 Yrd<W1<uJlr>lalY WeeyWK xwtle W 1. R«rr uW
rkrrWYl•PnIxIKwrTWK1YR f4 Yxmtlt<Ik yrWi6t rtapnekr.lk err Wrly rey
rtlt a ku1J • PIIwK IWdr W 14 CYy.
Pr TkuY nWkrs.W• RWlrr IwaP< W IN: C". .4 knr«un1 I,nllll wrn korks" Aw
rnxK lr<.rkrlYYn.4wr. rtkt.'rM vk. rd. 11 PkulA ryMMYMnga 7kYY rraxkra
kakkeP h r(N1v<rK. W Ili c"'. wrN krr<a r W r. •rK. kw poral. ka1fK. YKA�uYdutl
rW.kllrlxlw W ke<a W •rrY Ira
Amey IW «aWt W SkwlLne Yw4Na • rwy PnvxK rxyr rW tll%IT.kr Ikl SeK•
gln'. pre UY C.,•xyS.. IWy, atl 111% p" eras« piuK MYrpKnm(a ftral<
rr-mYkW Krkd w Feld• P nIc YeaPa W NY CYTrII aaka r<as oeWaIYwWKw
uPrwlyrd"Ya wyt fkr rlahra rAY WK kKd tl str R<rr tdseaafirt Rrar kY
.rlr sTAIIY anr<Isr1Y w kWJ t rTrK nY{r W Srr CTrr II•e M Ka W Fuad r lku
Rrnr kOJSY Ir rut •r f K Mr•.
fkr Ruhlua tali t PuswK wye W SawY l'Iwt IUJ rr W ulrk &rwea n s<rut a
rrryw ckrr Wrkr<a�reYY, 4twy.yWlWlrtlk vT tYmlP4w lYat sun nu
srr rn1A rdwvt acuter W se Cp Pmr w sr dertkfsr NfY, deco row W rtrkr. aN
u'rrxredrP AmrT 14 Ye Ptitr.b keW rY« • PrWK r. rPWK RYR W sr l'Yy. r.Ye
Irra.tWlW ruW krAWleY.kWtltW sr Cey Ya karwuUw lkYn<re rrn WypeJ IW<
wW W 4<y aklK'1 f WM1 mKk IOY Y.
- -- — Table 1-- -_ _
Image
Pnprrtl W r11 . l7rr « IWew rllk rttluJ w
rkm xncxy:YrTt npnUlvr W rtlwK
PavuK
NttlrlK
IkxW
S..'", W Paint[ l'Yrrrr:
SWJlluref«WP
fkr
Io-crYr
Nr ursrr<Y.dW
hmy IYIUIrW
Psnw lk
NrnKc uwe01 nKNm<Wc
(N.1
CI,nt In b,,,
Gd rkiWa
WCO•mxlpku
wrY W+rd
fIYlYlkn<WrP
nen""
5•rPky W YkyYK l'rYelc
Ilm'I IIIc 14 r. •rr
IArI rW rcWdt
I tPtekK
I:m.Yy xr Iw
Tr<lfr
Ruoywd eKWw11W errs ertta
IAtl iurOW
Wreliq W Neilb I'•rrlra:
Ila wY<Wwn
IAKYiIxurKr
• %
SIS TI
SS 1<
IS 4
CJ
'table 16
Image
xopw aIn x11 Y mulct YnA rtlrA W nrt
lutlt.4Y MA.I.d 141 uy �� 1uu<1'luu<
1'uamrt
IV) NI
Nrticurr ,l i
NnJcl xl In
SerYk•T WYWYr11'Yrrra:
Ictal <rl•kr
Nxt yJxe w mu • 1 WYq
Ai rr, k•1 W .kv<x4xrr
PrwUW wY nkwrtra
Ikatl 4Yrnry W ptlyk
Purl. rlwxy a•IYapA<re
1f uK1. 4.x W,r .Iwm,,,w r
Amrm<, Prr<l W
f<OµsP W I<ItWK1'YrYxy;
NurYT rural a%Yrin W Ili ivy
IA.<n1u.IkJ
1 WIK UKWIx<
Ikaen 4r. auw_JUY
SYrpxstl W Nm4r 1'Yrrela:
1 mr x uP utak I ieyaY rlwuxy, V<kr u
hs srA mtt Iwe • utls.w 141ra.ty
IAr i nna Uu« Yu W nn
Perceptions of Santa Clarita
'li [ v Mba.v ayrRxrry A Cgrrrry grxvrrd pxpk MY I kkbrx
li 1 w wvMVH r.wwwry •
' WSra aYmnp[[[[k.5ru('Irv[u[ylac<nkH, wa,H rlW.1uY[nsxkrs RrkJn
_.. apxrH pY<rymad dgaoMgrvy Ogaa M{avH p[RrpvwlT.nk tl rkq[1[sWer>vxn
a Pwure Iw{[ W Y[ l'xy ax[ awk kawea as ku [uxl[fgd Yr Y[ <Iry. n's w k mWk d er[[y
m.xp,[kawWa.rrevKM. prgkmk.luHly .xKnad.W61[vdly teWk.q r1Y [Myur[
1""1 s[>PYK.uMHaW YY[H uaxYgt adu..Y{q Wd nGW.f[cuvgs a[e klvsa Y.aw JR.xy
V
d Al.W Y Y srYr.kd.
PLw Rfld[r\ rta[ YuaYsd pd[Ir[IM1e Sam Llwa W. YeY wv. r[R uxe W[ly w 4r[ J
P[wlH p[K[pwvld OR Cvy lk�aqureaM lTaW[I71 rkw RW[rsrW P'l1YH p[IHPvwf
uaR k>l[Y[. gY1R y1[[CWkK.[YIYyWY{. Mr W[kY.WN[Y Yy [WI<YM{a'xy i4w
Rwkrf ruA MtrIH pesyyvo•.a [W Irrwsf w[ku Ille a Yap dura n caR[Wq n vw\. [.Pa
uH. uHRMvJ[d. W rY"alI pkaMd.
0
Table 2
Perceptions
fkv.Ka W Sara l'Nnu Rwknif vnn
R{Id n J[KgbY1{ ynY ('IY1Y
I'xxW nrx
FIk.JIy
Jq ly Yard
1s[ ly krvy
NM as a[nY I"ks as Y JR cxy
Ikav rwW
Ckr W eaarsRr
(kuvup a1M b kxuMaKa
SMJI amrrvy
IxM a[Is
QuRlaavxrgxy
Werbgpr
AJrarye[d kalk srW fv.v W s{ [xy
I I W ars yMe
I.W [wFge{ Yr by [xy
Iw y
Ikvvy
Rllwa
W, q dv lalkykr[rny0 g
SrykrPkpMH L'aaaaaw\:
rix pod b "k people
Skxla{e d pwr rrq/YavlKlwv W ven
b[w laud
Live[ avr.Y uRvoe
NiWxep adv d ylr pK.Iw
('wvJr
fl[yd d pft, e
41 [ M1rdxvm.uiswxy w LA
Mux YJ.wna
Ww\ YnW nlwp
i
Table 17
Perception
Noyxngf W ww'nuknu +nM1 R{uJw
Yrx .kv[.Pnw.d fuua [ Inw
Sauplwpd M`giNH l'xrrMv.
k'> a we ywn yk.[ n. pre
1'.xNYY Klnn{
1'ku.ni 1[u>nw{. pe.yM UW .n.[y[.. rIW
VOY qw <k ru
Nl a pwn{ uxnnwnny n11N Ywn[ pelhvu.ul.....l[
1 •.r<ly kwvn{ aW'v kwd>
ly>MvaW krx
Nna.W .b.W IA
S.enc Ily uW uwnn{. ny
kr {w Ma{v NLxrirn
>+'rpnt W Mpuare ay.lrnu
Imy�br[w..wxwl[u+[x\ JxgnnY
4l<.pevxre Lxrw nM1lR.y�N
IbcrtmoJ<J 1'yxly plrrJ
Lw.m{ntrW fWN. nurn .N.+ly
kla J[.cn Iwkx Iw Yy
Best and Worst Features
IiY MvpYY. Y/Ywl Yw'J IY.Yy ywyYr< IY .R.Y
IYYa.JYVY/W nrvY...Y Y..Y.Iy..J.•I W W
M.yrtr.. W uwr.rlw..yry ..Y.Jtl wsw<uY frulWru'. o-x...l
wvY.rw•
/xYy Y. MY4YwyfwY ally YWy..Yp W IrYWw.wr p.r/Y.wY <...1
k.rYu.Yr..r w.... R.n.Xw.li..YH M.kr. rlrr.r,.l...•nr r.
<rrr.''W rYu1 u.Yry uY.y.4rw IiYY II
xrsvru4YrYl1yYwYklww.WYk Y•.Ja w+r.. L....v w..
.kr.ywxy.WYI IY.r frullYr Y. uJI.W.4rrrx111.W .y 4Jr.w<u.
MgrSrlwY'r.r.r kJw.r r.YwY rikraa.W.w4M.u.x
vw.rm'MPA.r•�..wYkJ.wYd v.•r...4 vW J+4w.Y11Jw Irl •p
r
m
... _ ...Table 4
Worst Features
X<rlwr.. xl a vx. <Lw s W ew .w
>.VYyM 1'xr.l..
.•x.Yr
Y.WY..e..InJ
.wr411J
Iwe... urw•
JxJ.
I...ww. W.Jxn
w.r.w•..+.+..y-xr
h..'.•r MIrY W.
..xyl
I.Rw
hgYxe
W.yY ux
Il.ely....Y
•
Tabic T
Best Ilealures
W Wux.J.uu.Iwwr.uYr..w
I.xW1
I..Yyn.Y..a
.Irx
I l..
wYJww.
fYux.a W.wl�wx.
N..n
14N.....YYaa~
I.nra.wxwux.
Table til
Table IIS
Worst Features
Best Features
.wrr r ky.Yr.• s.xl ww
Axa p.
Lw1Y Irw1X
.... «.r..J....0
IYJ.rJ.Y.x WJ6... a.r.y..
u.u.Rw'-.
I....w.<.
. ..ar.y.xx..
. ....
.w.w..u.y.
w. .wy
.. I
I.wr4+Yr+.
Irxrr RwY
Iw.rW. wY wYx
r rr WYur..r
Xy.nr.W uw.rM.4
44.. 4"'xJ
M.P.x rXYJ
I...rr. wrlx.wvu
r.npn[.rr rJ�.r W�•Y lx..xnn...a.x. ..n.
w. a.Lu. L..xp
Positive and Negative Change
"Groovy a bul.( ndbN.wru Me MM(Y(w rwye.yf<nnd.pp2M..urs -
Ncapusd[2s.6rh leuOcxa.d.Ir�2.Wu1, title Mlq r.{twn Ibe rY2I'nNNK uW
2W.K cW.{es IW Oce wweO r S.nu CW W VK L.<n r w IlY wK yens.
Tr(eStlewfr. soretla[IY.(K n.rrwl.d2sdeM.. Puwx cMyu r<IWeacen
OJ.<[J {4rw.l.rnl.6e MRwNII(rWr di2Vel.y, rwuxwn qns� «Mt cuYOOoO, ab.Jk.l
Is<.cwurWfww2a. Pse.Ou11. MY tll.l lLt nln.lK{wKCW(e. 1.[I.IJ<oKW[rebg2n4 K2R1
urw.wJly, w MalwK rur., ntl r2ern r wm<stl Yr.y 17'.ple LI.
T.bk 2UYw swwgys puurecW(eaulnucewW anw-2.10[2. hyuYluJ[mYe
OYu«s2. Nps(up w4Y nYuu Dort IIIOa. Due <nuu.Mr.0 op.oX., awe lutls...J ILe Ixl
yx n W Owns. cnY_ Ibn2sdss frtl Yu114 wuu w{wK c W(u r $y.n C4nu 4rw w I.0
� w«v<.n.r ro rMa deKLysa1.M[I<.rJ rdWn..ruer{u.r[. O.wrnwtl wwr r[..
xYl Las W ILe usa's wW .mmrgr.<ITwe 111.
Table s
Positive Change
P[prr. W fas (l.nu rcaxl[nn w.y rt(xJ w
IL<IIa.L {1I[WK [LL(<IO JK I.Y INK Y<Y[
Smr{Y{ W 1-.YsrMt:
1T[ r'enosO.aJ (oKlr2u
LO.< SOappr(ucu
Ibinl.(W L«Y.2 wwe .IfwJ.Wc
V.We gpnpeny 0 m2aam(
Cou.n.lrl.n. W .<w «.Js
f.lry M IurL.
h Wm. W 2ry lOq.
Mas ud Oe1w 1en.M.2s
CwLNm
Ner 24m4
OK[W «rww.lY rrdrewrl
Mo.<IwlflpwW fsJules
Table 20
Positive Change
MryxMau tl.un rtSWc2. wu4 rc(uu M IM wnl al{n11K.0
pMlnK c W(c J.Y W M<M[nI r SWa I•I.n14 M w I.L wee YUR
IWaW huauea2l op.nm( LwaW mLa
IicMn(wnnwn JxyyYn([el«. '
>ti pup < w..wa
Ila Iw.m( nxYn
1.4Y<wK1W IY2M u1NlYl... nYw<«Yaw YAR
ILx 11 W Lnw2. ray
11 Lua Lu'.mK Illu.< w[II lwwn
frap2n(.. «w
ILC Jc.rX�y4Ku1 Ly 4cY YI til wJ[IlY I.JYu.
Mrr...w
Mable 6
Negative Change
koy..x.uaW Sums 1'Irn. rcaw[nn •nL.r(xA u.
_ OK Lny'a nuulK(mre.L.n([mnua Yr.uS
S—WA-(W /'x.wN. ;
IIvclJracl.yx.Yll.
L..rzar M J.u( u.11x lex(
11 JOc
Ixrnww.Wl arq,ula
I lVncn.wJM(
Mc.ykx .n1.K�Mly
1'.IYhuxlc
Ilwu•uu11cJ puwm
Ilmnnl(w IOe <nV.IWNW nl
]O[ Lr(Mnw(W {rY(S
4xrta.e w uuK
l'Nu w 1 IV m( Iw.u2.
fable 21
Negative Change
Nry.nua nl um 2u�k.ua wuL w{uJ Wont ora •gnu. un
.K(-_ur[ iL.uge Inx hn...uueJ_ 1mu 1 Inns m Jv Ira tlne.. f [r.
tlmlJni(nx� nmq L.w.n. xw•. bK xga1K.
1.., uu1.Y IKy4r .
Iw uw� L Jra.yn.Ym
nn tire:
Inuwln yllYNl (nd .Lona.(
[ nYK �u.[ �a xi(Xr. Ilius JYr[ Y[Ya u(..
Tu a vmfi(KI
1�u.lnua•le IY.yilr. natio( in
I1we W 6.n�Ka bu nvn
Ila. Loi �.wK ..l nuwd uxur.LLnc
ILr Iu.INn mn �. IKx�R I..nX
11
N
O
11
Features Associated with the City
"II 14 Y prrY�W wfY Wr.N.r1Y1L.INI[mmwlYrrW
Rcsidem Rcspunse:
PeSxkw rue r\wnrssra'ux 14 h«we4 rlJ SwullwlW lTabk ]I hfux k«cart
rturw rer r\W w usarl«r re ('+r rr ru Nrpk klwwlrlM IN YII ruptlxl. X4{.0 Ie
yvxlcw rad r[Y JW rwcux Naps p4ar«a rW S. Cu" 'Wk I3{
Inu Jcy igal \n.r
llx wn hrwt wu Je 51YIr lbn urK, w N{ d lerrws Y+IeJ IN) uwYx Saw
IlrlY wup 44... 59{41aIw o.WO{sylrA rc)rytpwr RespwWeu4 wM «e Rlrnn
i1r rpt( W Ip -Hart wine Yry rw tl rurYr rt nw rW Ipe C'Iry, rWr wlpwrkrs ape 11 rW
au r mYe W[IY n ulncwe Ib Ssw Clan 14.. Wr Srw Clrlu
WYk rrp«J w mt Meer. 9r{ d usWrw uW «w Ipu JeY utlawc Saw /(arty wN IIx
«Kr, MWc 55{ IIMIW o. rep!{ IaixW ix ixY Jdal \aa PeYkW 4werw Yx aprs W
N"Ku.xwe WWY tlww raKrweIII[.eu ruk Ipr Cur. wkk rrrma W" IWwa acre
— M-11 w utlarrt rt e. I .K rup W C."
W4a uIw II 14tY uMxlw C'.r.k I.Yr PKIM{Y rIr Sana 0.. M; W rcadrmY uW
reYrl.JO{fa,i reyrd wr.W!{ui rrYYdaYkauw Slur KlWaswbpW 1pwuvr
xwp d Suu CLYua art rve Y\Jy n rlKux re l'YY wu\ IN Ca«as IaYe Ilwnamw IW IMIx
wb pW a Kpwrt rx. d ix CW
Serrnry rr pner d ullrrs laJlcalt iter wwrluc rr I'NifaW NfYwt W IM AIY WIp
Sart lTrW.Mrll{atlxax r[Y rr'CaW l; Ia1rN[Inc)JIlw4\wr CtIeJrYYkws«c
Imt W dY w ara,wc IN fanrl rub Iw CYY Ju euka
W kw YI W J," afxwlax r[ 1'xY wllp pLmW Ir.lYrmlW anppkwkwtls. IX{ nl xv
.knls«axJ IWYJxI.:n{««w I,, JWIi r. uW l0. +YaJ re)JWn'I LI«r M[Iprknn rb n.,r.l
C
IYxurr u[r W IM Ilry wrre nbr IJdy w avenin Sam 1'Wm rnn p4xuvA rexrmul mgwxx
4Nf
ILII W rtfWrma uWualr YlrY alswwx IM 4'xr rx4 rwwlrY arlr. wMk 41{.mM av IN,
Srmx aW r{Ixkax lk[Y rw 1\mw SomkalnW wlx nxxr LltlY xrnxuax Snn.I'Imu w14
.wnxy rums Jw auka
Wprw 'AM d Ipr1 uvalur 4waiw run IM l'nY. X 1{ W Nfx4nn ....p. car rrY. W. I,eu
nlrlrc rrY Jw'I. uW 1{ sml r[Y JIJnI \our R[fwkrs aer If f4 cat nxxr Lpry ran,4..x ap[
35 aw vYrl n r«..wr kw annx rnp Swa 1 ImY Ynxknv wun a gnnne mYp[ W IM 1'nv alr
Jw aa<L1t1Y n ufauw Wa lnax r101L< Coy 8«I Jx,x rturrs rM. Mxt • wpnwe nvr.4
Satyr lulu AW.IbYrtfWewlwb Mre 4rW «Jxu grrn «LLuslKan •r kY ur.I,xxr
WrIY tl aYrlwr Wr urx.W SYu 1'W m (pro I►n[ rb M.e Lvw n rhru ryr.nw «wr+. my
ru S pur
NI..y W.I. W Irsxkw ««wYk rrYa.a wi klYtiiw wIr S«Iu 11una .p4r uYL.4.
w. «W 1{ roll \wa ilwr raxlrml rW Mvr 1'.W r IN. pt¢m aJ4cY 1 f Yr«n aIr nwc
L\rly rw Inas .W L•[J «rru prxr WrKf rlrwe Irxw S
Yr«y 4nxawr amY.m+ IM polv.k+
wup S. tlwua
WN. aJ W J IN, ulYur[ rarx..Y w,r Saw (lulu. ws InJxaxJ,Yr •4. )19,«II
raxi ixY rwl, «IJ 1{ JW nw Wnr
Scary las pain W Huron amrw rYlWew WIY Inu CIry, rWk NY r..x4 axJ :1
Jml\wr IbK uaWrau wb Mve aywuna ,mapwY SrYllanu unnxc Ltrb w.+„x uu ror
l'uY r,M wnkeY Ipw rtsukra wb nmr a npwvr uuap W Ipr 11y
PCIWeas rrrt JwarwJlwY mwuau wllw4Nebwiap rnn Sum Plum I�xry wxl
prarnl YY JxY Ju.11{rr 1. anJ lti JY wu,\,«r Y[Ykrn.b
alxrlaY SaoY I l«w won xlnxAxltlr M«nni Inm Iox4ru rb «[� Prn1pn «[ nxxr IJr6 e.
SMI,IFXI4Yrw «r alw n4+r lJelrY nwnwc JLWap4 nuu+ ulrr Mr.xkin+•Ln nadr....
+ mp wxp,lxl•IYrwIM..r,rv.xin.
rM,llWr umk, f4111XXIx Yru ILxw �[apxWrlll+wM. p.+[apn,I,xe .xr,d •pelx, Ie.�l n.
kr�
WIW
a+wn..w Wlad•Wt M..fu.tl .M lk ['nY..bk oat w W FWJ • wr,•w.t rw. ICMI is n nu" ur.r
•fuwar N[fW[af.Fw..wk lull ms it Wy mtYk<IYnusauu •flw.4kk Mw\Intl rr4
SWIIirYIW 4ort vkurutkpr mw I.WIY.Rstl[nNWCrym Crrvy itwvelJel>n
.fwa.yr a Wrlrklc Fwfrn,.ro S•r• (lrm or IFpi.W asWr n VYrwv
l.eay pa pncea W rtstlew lrveyN ur.ky.AW W Sru (lana •1 t tc,l•wy errylul.
w.sr rrltr, rk.k•Ilsbo, W l Isb•Ikrr RcAuds rF•AAA AV is M w.nat Fktly lv
N Ik•k of Sw•CWuu•R,raW c.•pby:rtry on.koft.W. A,t II,, wW n.dcif
1--• -bu. full fwew rK WtIY W.W[ww wk pr mw n.ku4 d Nw C, •ftRinnN
r.rNiwynri«•v
Wkw Wd J neY afR.at rsNl•rY r1MYla wu41k l irY. ISS Nud oey rW, SYs .W
.kYOuk'l.W6s JrJ aw kr. NtWmrW •frke.r•dtr f•YAVNw nut WWy n•xa.yc
c•Nw•I cA.. . r.o Ser (I.w fW oar Asko w.ot I.R UOAfN1 • yta
Wk• Wd.1 Iky usalrt pr•Nly a1•••r rrrrF Sr.• (Imm 77S ud sky JW. 11s f W
4rY Jrrl wa,rW lls pd oty JrAl'l kww N•W[rsWV•kar w.•ac 14[IY p•alalrc y\Wuy
ukaYs ruk.4 C+Y rkrk Rr.Yan W CrYr Carey K watt Ws1Y r WR r Wrr rt,iJ.,
Ik.Irrory W llmis
F.ky A. p:Rta W Rf.4af •fwuu.t p•Ncr,wW[ wooer ..As, Nw ('Ny, rYJt its du
rN. yd 9s k.r ryuu.. Nelro•Nd VWewsu w wart W[IY n •f.alr o[ rWL.•y ..4.k
l:uy 4r RW[M. W S•Ptlu• ,
Wlw. •4W N.kr lhpk W Sru Clw.• u • rrplYW ttrrwmyy, us ud..... ...
pW.k1 dM'1. •rrJ JtW r.prr.r Nef.oF.s.IpNYrnu,n RdnrFrn W.k Cn. c\y.yrF
IW, rFNr Wdn RlWcaabl Nt Wins rb rak IuN Iprr Wfu etl n o W •A of romrwxuy •5
yrlNul wrR Or a[.rpWyd Rtwkaf AW Rsp\pkaf .I.0 k.e FrW yJwu ptwarJ4eff k\,
J.•• S Kif yc m[ Wcly p flunk W .k ('uy •s pnuM.l4•n Aur r W na.t IrrcJ u rkN pcup
ykYrsa nrt.hr 1 teas
1•xp lwr pram Wntxkaf pfu.rc lYpp•tl.nF Sym.'Wu. +Frk HS 4. yx Near
Jur.f .Mr wulr urWrr, lyl I•tll • Yrw ye nn.e We1Y.......... \MSvmrtl .nF rp I'nI muuhua
�N•IA
rMnw4 nxnr Asan Ull np r 1— ArN Nunr.l.. ur nupnrynl pyr unr uc uxar libh ru a.0
As, .Mrpym, .nF Sum 1'lylu 4yr Naw .M....k lull unw r
Wkn ako0 d rkY auu.rt I•rk• rnF lk CnI tlls vyN rMy.W yW Ivy. mnl rkI Aul
er WJrrn. wpuyk•n rW k.0 pnnrveum,cW.W C., ic...r lJrlr x..ma.y<pyk\.nn
Syn• 41 . 1hr rM. Fa.c ..,AA, .w.
Nurvresideal Response:
lkr Rsxkaf rR<,srr • w:rcf W Iryan W Sym I lmu --,-I ou •. .4,A 1 m S, .nF
ar mrrutl Paw •rW S.rwrry, k.r<Ikn 11•Fk i17
lh puts( uenp .yc p.r n rk Yttla•+wtl •.a •wJ "Just rwl.n•armmrwl I.nlr
we.,FW pa•,r nrtl W i 351 W .k •.nFly W kA,npl amou, "Au,. I .w....F • nuu, ul
1111 yW fWpiusAt nE,•tkwNs. I lvlru,
"A wNWkY aIW ror•wwW Y.anvW • nm, W I OY. folios.(. Yrc1Y by M. rn
rm1aV(t.w•k lY•.wh • 16f uW, •n0 tlWl lob ruk • 1 M tyr, Lyaw Ibyf mR.m
133 rap,; S•grr=/rtYw•Y • 1 A mry, W EArnr W ARi•Nl. • 1 • I nun, M. .c\xiry.
tlra ralWr•a• r S. Q.. • S lY rem,. yW nwrtlu• 111 rya,
14tlku urs reR pn• w Mea[ F7•waiw It Itll. M•rnu• 1'•wYuw Wlpr 1'rwlef
I l tl51. nd tryrf •wA y fryn I1 W 1
0 ,
n
N
N
r�
u
Table 7
Features Associated with
R..pMRfW S..k (7rw RfW[Ma rllX rttlW W
YNNwM6 tll. iO11wM61NMY♦X y116111[ lLy
City
YY
N.
IN.. K..• I,.Y
1'•.XR M.
s
s
S. IIN.Itiw
H
H
6
p2
CM 1"
a
IS
2
012
CN..N W. RNa..tl..
6{
p
1
41)1
C.WMN. UNN..X oI O. An.
76
11
2
41)1
Flr.d R -0--W 14dR66x6m6. 79
20
2
'
CNr.y E.u.a'
p
41
.
11
lw Cnr
U
IS
1
All
Cry...116h.k.
90
to
1
w
RYkr.r.
M
SS
1
p2
RN
N
14
2
p2
AAaa.61. Ik.W.6
M
S1
2
.02
RryM.Y Ellwkl .N C..XN
29
p
11
x11
C.1...1 MM.MR.
21
S9
6
x1l
QNYNy SXM.X,
77
12
I I
*11
ful.°.P.NCWW..Y
19
11
9
pl
YN.YW CY.xr.y
. tlb
111
1x1
xD
5b' $
65
S9
11
119
PN6.
91
19
11
x11
•
Table 22
Features
RYpMR. W rM RMkaN ..6
rttl.N n
Ibe. ugema.6uul IenM...M. N.k W 11.1
N.wMNu.'
1 16 I1
I6
11 tiv
••..
1 19
CNNp..RAWI.tl
9 it it
NI
16
1Wl
117
Ey l.I.. MN..y
7 11 27
12
AI
IW
111
Q•x•y I.W6Mp
10 16 - W
II
11
. Iv2
IH
IMRRMS A.&.Rn .
21 11 12
Iv
S
1&
I11
S6ryp"D7pvr1...
11 19 29
1S
li
299
119
C.y 69)p..Spxq,
6 6 19
11
16
211
Itll
S.S. Spm .,
7 12 12
19
W
212
Pn.IRI Dry.
1 12 11
11
Al
111
1 fl
R.nI QWN7W Cnvr ,
) 12 26
IS
21
262
1
WN.. R..2CYMN W.
6 9 19
MI
17
1x1
Ins
NyR Mow1.1.
1 . 11
12
atl
119
4 1
1:61 V..
6 S 11
11
21
lX1
lo!
M...C.7NI HN C6
2 7 16
If
No
111
IXl
•
Growth of Santa Clarita
"fi ciprd rrPJpsvdJY(I /i1d41rd.SmNa1'ArlW rsywul Na Avle•u'
ReaxkwdSWU llrx•4m saM ke4np.Mw l4 portdJtu (Ir.rmxY IlnY ue
p[.en d rcs.deri ry IAr Jr pwJ Ya W • Fuvm elkcl. Wok dfls uY r<punA hr W a
sPNlre <Ikcl. W of yY 14e porde W. u rlard tla 1'vY N aY ITaLk PI A wplmP d Jle
ry.nlrr c.r.sn. ale J[ plmJ W ama1N yrmP(I IanrNa. b.rPM w nse Pdn. lM l'uy nw has
N .((( selvlc(.. W po.J W Ll.yk me rexWr W stgw.m n Saw Ilwa A samp4.R.d
ca J[IrcPau.samm.rsln We Je purJ Wlul.rl Jt ""l•r MarY deer flly,We erlaallx_
1IxWJeJ NMWs, Mare xs aruroy aArm..rl Je Ir 1 Jn J[ 1'.Y Is plrrinP xn tau
Rsss e ' W W x.'e IP N see sn WdY IW Jml.p SS es m.e W ss' IAN 1A '..IA W
AWIsPUuuve llkelw Srlkl7YW AW JuW leadew WW lave 1. d lk.l PleNcna .leas
JW S vera wIllre141YWrY dY po.J N P sre Js Jour.W jars_ l.ed r ch,. prcam
rWYeu wr Jm S Ycr.
A®PW 1<u4w.6ai uYIk p sshWW•palure eflal sthe/'Ily, WMk 12%uY.
Jr.WW•slrrs dkx.. rddf uY J[pwJW WwNlae.w SarallrlullYde all A
aaaW+P d Yr pa.rexurew d prW Irllde r •saPsaa.e Wvsaan Jeelry. u n Well
P1 .' --sssesw gPrYIA[AW.'66 (a a•r a.rlJk. N[Pnre poWlhaon.mnls
sse d scary People.JN.uYrP As WWW. W.y. W Ju Je C., AW bu ul Inrssa
' NW-nsxkrs.W asderYv c•rmsaYdNunkrp rt auar x4ery wsaY dx poWJhas
W • pu Nsvr dfsn ..W "'. dale.Vesaes. i.9a lArssw W P" pak and n ur ILe
pwJ W W • sPwec."se1 Ab rclprJrs 4uI Ss ItnWo W NyuN aR aur Wdy W. ur
n[ p'"J W aotflal A Je l'xy
Table 23
Growth
Res"..d 2%nn eesu ssl renm,asd 111w selee,
P -.h Yatallecud Je.' d S.. l'WIr
a y.
Yes. povnre ellen INa e1
Yn, sdwre dint Yd 11
li. le e
Sinop , d P".. taalmlala:
Mus F191e.I.ne suet MI9P.Ptn
Bnnp JRucn Wvssatsnm. 4AenWlsud sins
Resm,' MNa rcNaWmis
Bend.. IPI.,M .d/ur.Wt WWay
lieL M.S" par, the rs ssm n0[NXsr
Is c Lee. WCu Placed
11 s. Pl .'.s... anr.s
(... b yrmP d"'Pk, Ia.ea soo WPh fn aux exlren
Best rcanrlsr appnums.
71. denlopn.n po.rea PiM
k's mY crm W LcandW
selves u. axkl lu Ixln acv ns.
Wee t.aanaln cm
S.•yiq d ReP.N.r rwrW W:
rw assay Papk
Iless y- IM seraansa
Nx er.yA WN0
Ps., .."emeth
IMrrclu.W M�uunP
Iln Wu m wJ.Aarw
Ib1.IealM x Md PlMdema
Table 8
Growth
Ncspnus ul 1YY Sum YINNs mxknn W nh mPNA m
= WYt11X[ I'xY a R� V.1411 PnYnIW xe yanr(
• T.
Yta.Pmmre llkal IN9 al.
Tn. NePur(flkal IYX w
S.rPYy d Pr4i.e 1'wslxs.
Iks Nrx rd yvundn INl.hn, pu W yumly Pnyk
Ihuw\W WVW.Na Mpa dlt any
Ner Wsarsua pre s nue rysuue ands
I IWxd1Y Inlet
Imieued P.genY .stns
tlnWPW r m<IUM
Ru Larc ems,. W
Isks W.Pdpurl
I la$ haus..l.We sud has Punen nun ImW.,
Mus ansa
If.. 6..Vm. Nle.mm W Je rmak, rW rcn.pv.r ea IM I I.Y
S -WF x N.P o.(/'.vena:
Rsr Je.rrY 4ewry
(:w.rPmlw
d'lo.dcd lu W s.. mut o rlsc
IW fA•"al"d W P^xIY plsss"
Idxr j m co...y chum
1'amJd.luldl
Is Laiwq a.Jlndaele
S--Wii PdR./'an•. ":
I BwJ 41.m elk. vd Jr unanrnxY
1YUWIIIW r.J wY Jan." WIAt.lry
\r I
Issues Facing Santa Clarita
Tible.9
Issues
-)4re .11w wb'61rq�5r/w l4 wnu 24 •p,b wsloO w•x..wWwe xlJ
i4•s.V•e UK Jura rtlatl won Oan waSbRJ "
N[ynnul.x 1ma llanu Innknn
.WI u1uJ 1e
rstllw 14 tllxrl6
141 LymuR, [Lx1u+,wlmaxJ[wlb3
kcuhrl W Saw Ilwb rsR W W b pr[ 141[ Ipmina ahwl Iu1Rs Wal rllnl Saw Ilrw,
_--_
--_—.
4rr1 kwnw a 4[ak a 1 w s. rxA un[ Imam1 o w/RIb1 mp I.r[ b[a.n1 Yery IIIy11.1ux
�
74151[[k41[InxGna rt4Ykw a1lr lara/1R [InWrp r'rual lA[YW[I lrxAarsyArJ
•
1
• •
• ♦ 1�• .� ,
ar[Ialt lrb1W46211TW[YI 1644 rrRa Wl Rltlrra r[Y1WY[w1r4YW aA.nn
A. p41ww 1
t It
!1
a1[rre4
."W Ixy 14 12) aW opn aNY[ 11[IRYanpn 14 29) h rim W rrn wrJ.W.y wY 4 awr.Ar
tlalfi. mWuxln rn•u calk, L
tl yll
W
YerW JIR ft Jo,a1,11Y[Ynb Ya14x1J bWltl aUnYm prm la larR lnly V<p:nul lAY dau
Mn1[Ibtl
2 6
la )b
all! I t.`•
ra cWlnb/4Ym rn RUJ[ra
f.
/ le
_. 53 Iw 1 •x
k1,1aR ('4rpr IallJIN S
a 1)
IV 11 1)!
R[rb[Ixa1b[141.ofWp'IYum YRlmr[11 Y1A tllb [rbk, UR nwe WV[aInYW
WwlaraJaWxY 1
1 111
Ixr
13 )I
«ftlnuy 4rskgR[INa1lllmotl, Yd141arR dbry[IIy Y4201'm1 lA[Elbv[l'mIw
UN[n 11R[In[IYYaRIB L
4
41X1 4l:
.. IatlfW rb trW4U1bb4rWn/WbrytilRblw[romlgpamRn.W a4Ul
11
IL W ra 4 •,
rrwlaW
In4uY411maoY Heal rxAa 4 Ul nm1_
U[•[kymlW nru Wan 0
IU 22
L1 19 In1 Inx
N[Inrww WmY m[a S
1 14
24
KIWIUWk Amml anr[a 196 rrb1daymmRbRalOeRa WUV.W6 rblxb W
Fa1WRd1xlarYrnnIW III, 1
5 II
41 w: axl
11
JR
Iwa [ArrYv d I
JI[[111rw•1W•auyk[IW[w lare6ralopnvW\nxl p<KM1rMlnpba
IixkulWrtvb[mJJ[Yelup.ul 1
!
41 w4 Irl
1 W1wn1WmPx1aW<
16
!V 51 401 1!1
lualrm[wwU.ypxwnrta 1
) LI
NI
al 1" lu!
I-WA'gy'n1 `ppu'1"m1[a.sl[uxd 071brlpR kI .W AY W1W emNWYllrr
1-4 okipn1 cp11nmR4 5
IU 24
it It 4111 Irn
y5nxwnxra r1J1 • f 62 rwol W plWr vanlx rMY • 1591[pn1
hlmnau tl
11
29
19 11 1Y5 1 v.
IaY W[Iy1WYORn •ypylww. 6
IU 11
14 IL Iw 1..1
.
Alla tM1.wln1 4
4 21
,$ 14 N., Lw
Survey of residents of Santa Clarita. CA
:e:ephea esManta
. :IILCMNwer .Deis QwNITNiIa e
HeUo
Canisdor u
C:an, _ Are yeti(Mak av I Spetot me head of household? We'teconducnng a suuvev on Santa
for Parsons! Touch btarkeung Research. and I'l :lke m ask you a few Questions. It should only take five —' Iuta or.ess
and you won't be aked :e buy anydw+g. We're lwl:cow:g : r your epuuons. May l go ahead?
1- When I Say the time, Sduo Cla-im what kind of image fust coma it, your mind—a Positive one... & negative me... and wrv'
[ 1 Positive, because;
I1 Negative, because; .
(l Nmdnef, bsawe;
22. it someone wen m ask you to describe Serum Clariu u a place to live, work w visit, what would you Say?
b. What ere Smt&Cim,'s Gat feature,?
C. ..... t a W prat
l
3a. Over the last dues years. what would you say has been the most tipdfieent PaRlve change that has occurred in San,
Clarlta?
b. What would you say hu bem the mac aigidficmt mptive change Nu he, oW,"d be Smta Claite ova the last three
rean7
4. When you think about Sanas Clatim do you aaaoetate my Of the following feature, with the city?
25
Ya No DK
Magic Mountain I 1 (1 I 1
Smu Clan Riva I1 I1 • (1
oak Tran II I] (1
• CutaicLike Recn&tion(kPSTAY•ik) I1 II I1
-
C&)ifani& Latino of she Any (Cal M)
Planned ResidmualNeighborhood, (I I1 I1
Country Puisne,
LowCtime [ 1 (1 f 1
Catsyssm aid Halsida f 1 (1 (1
Rettnrms
Rural [ 1 f I I1
Affordable Housing
Regaond6nploymmrC&nta II [1 I1
Cultural Activities [ ] (] ( ]
•
Quality Schools [ 1 (1 [ 1
Petea(PrSAY•ohS) PubGe Walkway [1 I1 [1
YoutlsfWCommtnity I1 f1 II
Sig [1 I1 f1
Pim [1 II [1
25
My lut qu"elow an for eladfkadan purpar" only. Your Individual anrwer will recalls mefd"tial
7. in which of the following an nunium do you mid,?
_I1 V,lamia (] cay," Coway [ !Saugus [ [Newhall
8. How long have you lived it your present addteagt vert .
9. In which of the 1011ewln9 age augon" do you belong? (Read through casagonul
❑ IS -24 [ 125.34 (135-44 (145.54 [ 15564 [ 165 + (l NA
10.11 the chief wrge+amer in your hmnrdmld.... (ted through ehaiees)7
I 1 Full rima employed [ l Pan time.nployed [ I Reeled_ [ ] Urumplayed (1 Sadi nt
11.1n which of the fallowing gaugers" it yom total "mtallunify imams? [Red daeughchowaal
(l under $20.000 [ 1560.000.579.999
(1520.000339.999 [1550,000.599999
(1540A00339999 [ J Sf00.000 er loon [ ] Refused to ars"
(1 Male [ l Female
Thunk you wry much for your helpt ,
26
.. Do you feel :hat Ote gtowN of ohe'ama ha a((ected Ne unage
of Sant& Clams—ponuvely, or neganve!y7 P;we ",
.
; 1 Yes. a eifee[
I ;Yea nela nega[rve effect
;%o
6. Y0w,1 would like your opuuon about some unponant usual facing Sant& Clanta. pleases t&0 me whaLhv you tl,=tk
:t: issue u very important ornot unportant m :he rtndenu oP
dte city. Plwa use a rule
of one o fve wilt five oemg
vmy _ .
grant and one being not unpenmu. Fine ane a scale of ane a fve, low unportmi or
rR,i�'DO? ZZEISSUES1
ununportm, of m usue u......
Very Importann:--__-
.Acpo0ution 5
Not Imp,,at
D K
4 3
2 1
}
Traffic cucula wn, across the vaUcy 5
4 3
2 l
J
Reryeling 5
4 3
2 I
J
Efamen Canyon landfill S
4 3
2 1
0
wauravwlability S
4 3
2 I
J
.
Open spec presenadon S
4 3
2 1
0
Development of river pteservadon plus 5
4 3
2 1
0
Preservation of oak new S
4 3
2 1.
0
Erosion of nual character of the city 5
4 3
2 t
0 _ +
Quality of residential development 5
4 3
2 l
0
focal mrautional opportunists, 5
4 3
2 1
0
Local shopping oppurmnid" 5
4 3
2 1
0
Public avuit 5
4 3
2 I
0
Lackof employment oppommnid" 5
4 3
2 1
0
Affotdablahousing 3
4 3
2 1
0
My lut qu"elow an for eladfkadan purpar" only. Your Individual anrwer will recalls mefd"tial
7. in which of the following an nunium do you mid,?
_I1 V,lamia (] cay," Coway [ !Saugus [ [Newhall
8. How long have you lived it your present addteagt vert .
9. In which of the 1011ewln9 age augon" do you belong? (Read through casagonul
❑ IS -24 [ 125.34 (135-44 (145.54 [ 15564 [ 165 + (l NA
10.11 the chief wrge+amer in your hmnrdmld.... (ted through ehaiees)7
I 1 Full rima employed [ l Pan time.nployed [ I Reeled_ [ ] Urumplayed (1 Sadi nt
11.1n which of the fallowing gaugers" it yom total "mtallunify imams? [Red daeughchowaal
(l under $20.000 [ 1560.000.579.999
(1520.000339.999 [1550,000.599999
(1540A00339999 [ J Sf00.000 er loon [ ] Refused to ars"
(1 Male [ l Female
Thunk you wry much for your helpt ,
26
Image Survey for non-residents of Santa Clarita
. ! ! �O^h^eAe I :San FemandoTymur f I LM.. NJm Data
:�;eeviewer Dau Quamersiuu e
Hello. Ms u . Ara you (.May 1 S. oat tee the Sed of housebold? We're canducung a survey on me Sams
C artu area for Personal Touch 3larketmg Raeach. s-tl ['d !:ate m sea you a few questions, It should oNy take five meets ar
:ere and you won't be asked to buy anyWng. We're suss iookulg for your opwoa. May I go ahead?
1. When I say the rune. Savo Claritd, what kind of image fun coma to yew mind~ pouove one...a negative one... and wnv
I 1 POSLdve, because:
I I Negauve, becaue:
[ I Neither. because:
Z3. If someone were to alk you to describe Sulu Clarita u a place to live, work or visit what would you say based upon wnat
YOU know or have heart!?
b. Bated upon what you know or have heard. what do you tike bat about Santa Clulmos?
C. What do you lite leas?
33. Over the Wt thta years. what would you say hu been the mart 11F40fnt Pwbhe Change dust has actuated in Santa
Chane?
0
b. What would you say ha been Na most siget6um negative change that baa Occurred in Sena Cluiu
over the hat three
Years?
4. Now. I'd tike you a nal soma features of the Santa Ctariu area. Based upon what YOU nay hale eaperuenud
following"ems, plaaea sate Santa Clanta on a Kala Of ane a five wIN five maeung
ar head arour Ne
excellent
f310 SNB Clah" on la....... '
old ore
meaninj
poor Wow would you
,RANDOMIZE) Excetlent<
Poor
Don't Know
• Restaurants S a 3
2
t
0
Camputg/Nlkmg S a 3
2
1
0
EgULIMMAetivity 3 a 3
2
1
0
•
Quality Ledging. plrwe to airy 3 d 3
2
1
0
Pe'fomtutg Arts A entertainment S a 3
2
1
0
Shopping opportuuda 5 d 3
2
1
0
Cayonstopenspaea S d 3
2
1
.0
sagusspwdvry 7 a 3
2
1
0
Frontier Days S d 3
2
1
0
Rural Qualityofthu Community S a 3
2
I
0
Water Remadon,Castaie Lata S a 3
2
1
0
Magic Moumain S a 3
2
1
0
.
OolfComm S a 3
2
I
0
_
PlxaiuCarryen Nadas Gema S a 3
2
1
0
27
0
0
•
�. fb you feel cat he grown of he =a ha effected he nage of Swa Clvsu—pwuiv uy m negaavely? P!eue ss -pe.
(1 Yesn
podve effect
i Ya,. negative effort
.1No
6a. Approximauly. hawoften do you uevelw he Smu C::nu resmayea?—timesperyear
b. what is he primary 1, tTase of vow asp(s)?
(1 RecreulonallEnrerainmmt
( I ShoppNg
[ I work tnere(Employment
C. How would you mm your manrecmtviso?
(I Exce0mt
( l Very Good
(I Good
(I Fair
[ I Poor
d. Will you visit he Smu Chiu use again?
( I Yes
11,140
(1 Not Sun
(I Business
(f Auending C7uses/F{ighr Education
(1 To visit friends or relmvss
qty leer quesrlom Are for clasllkadae purpws only. Your hsdlvrlduel umr MO renals confldeorlaL
7. How long have you lived u your (resent mdrus7 veer
S. In which of he following age csugones do you belong? (Rud duwghe"wi.,
(113-24 (123.34 [ 133-44 (145-54 (15544 (163.
9. Is he chief wageyarner in yaw howehold..... (red through choices)?
(INA
[ 1 Full time employed I 1 Pan time employed (1 Retired (1 Unemployed (1 Student
10. In which of he folbwktg cwgones is yew Will weal funily ircome? (Red through ohoicdl
[ I Under 520.000 (1360,000.419.999
(1520.000339999 [ 1 SS0.000.599 M
(144000-559.999 (1100.000 ormon
( I Mile ( I Formals
Thank you very much for you help(
28
(1 Refused to rower
APPENDIX B
9 ECONOMIC DEVELOPMENT STRATEGY -PLAN INITIATIVES
To achieve its economic development mission, the Oity must create and present
a competitive marketing identity and image which defines it as the`best- city
for retention- and targeted attraction. Santa Clarita can then gain a
"competitive edge" by emphasizing environmental protection and quality of life
issues. To that end, five specific initiative areas that define the strategic
focus for the Santa Clarita economic development program have been identified.
I. Retention: RetainXyj and supportgoi currently existing businesses.
II. Redevelopment: Promote -redevelopment for the City's long-term
economic stability.
III. Attraction: TargetjOj new development and.investment in the areas ofd
tourism, retail, and industrial/office.
IV. Marketing Santa Clarita: Create a positive city image and
competitive market position.
V. Environmental Capital Improvement: Create strategic infrastructure
investments that differentiate Santa Clarita in the areas of quality
of life and environmental protection.
. Each of these initiatives will beevaluatedyearly for overall effectiveness
and "return on investment." The analysis OXXX �WOji can be used to redirect)
efforts to those programs with the best potential for growth.
0
INITIATIVE I
Retention
Nationally, most economic. development programs devote most of their resources
to attracting new businesses. Because of California's relatively strong
economy, California businesses are on most economic development raiders "hit
lists." For this reason and .because it is more cost effective to retain an
existing business than to attract a new one, retention has to have first
priority.
The main thrust of the retention program is personal outreach to local
businesses with 4 special attention to small businesses through a small
business development center.
A. Goal
To strengthen Santa Clarita's economy by encouraging and assisting the
expansion and retention of existing businesses in Santa Clarita.
29
Action 1
Develop a business on-site visitation survey program to gather data on
basic business conditions, issues, needs, and problems of local businesses
And to help identify potential business expansions.
Product: Visits to 150 businesses annually
Time Frame: Ongoing
Responsibility: Economic Development
Action 2
Conduct an annual retention and expansion survey of the business community.
Product: Survey implementation and presentation of results at
annual economic development luncheon
Time Frame: October 1991
Responsibility: Economic Development
Action 3
Develop 'a small business development center supportive of local small
businesses, and start-ups, through provision of management and. technical
assistance service, referral services, and information resource supporta
tot 4ot 100¢X �OAXX 009A ¢0 ¢00 $W9 �W i
Product: Small Business Development Center
Time Frame: August 1, 1991
Responsibility: Economic Development in cooperation with Chambers of
Commerce, College of the Canyons and Newhall Land and
Farming Company
Action 4
Implement 'Shop Santa Clarita• program to encourage residents and .local
businesses to shop locally.
Product: Communication program with ¢,t# a three-month
Ot¢gt¢;i duration
Time Frame: April 30, 1991
Responsibility: Economic Development and Public Information Officer
Action 5
Work in cooperation with the College of the Canyons Employment Institute
to develop training and educational programs to meet the needs of the
local business community. Disseminate employment institute promotional
materials in conjunction with business visitation contacts. Direct
referrals for education and training to the director of the institute.
Work cooperatively with the college to develop a computerized listing of
businesses.in the community.
Product: Distribution of materials to create 150 presentations
and develop and update of computer listing of local
businesses.
Time Frame: Ongoing
Responsibility: Economic Development and College of the Canyons
INITIATIVE II
Redevelopment
A. redevelopment OtOjt$0-10 emphasis has been incorporated as a major component
of the overall economic development program. The intent of implementing a
redevelopment program is to provide 4¢¢¢¢0 Of the City access to the vide
range of financial tools provided through California Redevelopment Legislation.
The definition¢ of redevelopment 40OXX¢4ft6O¢ as applied in Santa Clarita will)
be for the stimulation of economic development, and not as much for OXXghel
t¢gfWX ¢9 the potential use of eminent domain.
A. Goal
To stimulate the recovery and increase of economic activity in areas which
have become less competitive or may be somewhat obsolete or underdeveloped.
Action 1
Develop request for proposals for.redevelopment.
Product: Redevelopment consultant selection process
Time Frame: August 1991
Responsibility: Economic Development
Action 2
Develop an ongoing Public Information Program, a Preliminary Plan for
the potential project area, documenting the eligibility of the
project area, and analyse of the financial and marketing feasibility
. of undertaking the redevelopment project.
31
�•
0
•
Product: Public Information Program
Preliminary Plan and Preliminary Report
Marketing/Financial Feasibility
Time Frame: February 1992
Responsibility: Redevelopment Consultants under the direction of
Economic Development
Action 3
Develop a Draft Environmental Impact Report on the project. Notify
State Board of Equalization and County Assessor of proposed
redevelopment project.
Product: Draft EIR
Notification of taxing agencies
Time Frame: June 1992
Responsibility: Redevelopment Consultants under the direction of
Economic Development
Action 4
Develop Project Area Committee (PAC) if substantial relocation is
required.
Negotiate proposed redevelopment project through Fiscal Review
Committee (FRC) if required.
Initiate consultations with property owners, business persons and
residents.
Negotiate project with individual taxing agencies outside the FRC
forum.
Product: PAC Committee Review
FRC Committee Review
Community Review
Taxing Agency Negotiations
Time Frame: October 1992
Responsibility: Redevelopment Consultants under the
Economic Development
32
direction of
Action 5
0 Final Redevelopment Plan prepared and adopted.
Product:
Time Frame:
Responsibility:
Action 2
Adopt Redevelopment Plan
January 1992
Redevelopment Consultants under the direction of
Economic Development
Begin implementation of adopted redevelopment plan.
Product: Implementation of specific project plans to be defined
Time Frame: February 1993
Responsibility: Economic Development and Redevelopment Consultants
INITIATIVE III
Attraction
The Santa Clarita economy is in transition from that of a bedroom community to
one of 4 self sufficient economy with its own jobs and shopping. They
attraction of new businesses and development 9000¢ `0 to the City ¢JfXON ;¢"Ofl
as a regional retail and employment center is a long-term objective.
The visitors 4$0/travelers marketing opportunity is suffering from lack of ani
organized regional marketing program such as a Visitors. and Convention
Bureau. Development of the visitor/travel market would benefit from an
extremely strong anchor, Six Flags Magic Mountain.
The attraction initiative is directed toward developing and implementing three
separate targeted market programs over the. next three years:
industrial/office. retail, and tourism. Each of these areas has .a separate
target audience or customer base. The strategies will be linked through the
image campaign to create a unified identity and presentation of Santa Clarita.
A. Goal
Assist in protecting the fiscal health of the City as a municipal
corporation by nurturing, developing, and enlarging the City's tax/revenue
base through effective economic development.
33
Action 1
Develop a regional marketing plan and complementary marketing materials to
attract desirable retail X000tf$49 necessary to the we11-beings.
of the City, and to generate substantial new sales tax revenue while'
minimizing Xy!¢ sales tax "leakage" to other areas.
Product: Retail marketing plan targeting and promoting retail
investments in the City including restaurants, major
category national retailers such as a Home Club,
Toys-R-Us, at cetera.
Time Frame:
Responsibility:
B, Goal
February 1992
Economic Development
Expand and strengthen the ¢¢)6¢¢X}yl Of yp(¢ City's capacity to generate al
broad range of employment opportunities for ${$X4 QX40%g'¢ residents tol
achieve a stable and self sustaining economic base and a desirable
job/housing balance.
Action 1
Develop an industrial/office marketing plan, with accompanying marketing
materials and support data, emphasizing achievement of diversity in the
industrial mix while targeting clean, environmentally sensitive
industries. ¢y(¢ Focus on corporate headquarters, research and development
users which employ upwards of 500 people.
Product: Industrial/office marketing plan targeting and
promoting investment in the City
Time Frame: January 1992
Responsibility: Economic Development
Action 2.
Develop working relationships with other public and private sector
economic development organizations including professional organizations; 11
1/¢/ such organizations would include Chambers of Commerce, State Commerce
Department, Newhall Land and Farming Company, College of. the Canyons,
Utility Companies, California. Association for Local Economic Development
(CALED), and the American Economic Development Council (AEDC).
Participation in state commerce trade 'shows and Industrial Development
Research Council (IDRC) conferences would also be component.
Product: Periodic contact with organizations and attendance at
. economic development meetings. Participation in trade
shows and conferences creating name exposure and
identifying leads.
34
is
0
C�
Time Frame:
Responsibility:
Action 3
Ongoing 1992
Economic Development
Attract international businesses, taking- advantage of Santa Clarita's
location on the Pacific Rim. Establish contact and working relationships
with world trade association organizations.
Product: Establish contacts in international business, world
trade associations, and the Sister City Program, to
develop cooperative working relationships an
interventional level, and to foster opportunities for
future investment in Santa Clarita
Time Frame:
Responsibility:
C. Goal
July Z/ 1992
Economic Development
Capitalize on local and regional recreational visitor attractions .to
expand and strengthen opportunities for employment and tax revenues
through recreational, hotel, conference facility, and other related
development projects.
Action 1
Develop tourism marketing plan for increased recreational visitor/tourism
9¢ in Santa Clarita Valley. Capitalize on XM¢ visitor industry)
opportunities and related hospitality and. meeting space development
projects. Identify infrastructure and product development opportunities,
(such as new hotel conference facilities), to be followed by tourism
marketing and promotional vehicles.
Product: Tourism marketing plan to target and promote travel
and tourism in the Santa Clarita Valley
Time Frame: November 1992
Responsibility: Economic Development
Action 2
Establish working relationships with existing regional attractions, the
City Parks and Recreation Department, Six Flags Magic Mountain, county and
state tourism agencies, food and lodging businesses, Chambers of Commerce,
and professional travel and tourism organizations to coordinate and
promote Santa Clarita travel/tourism.
35
Product: Active participation with professional tourist/travel
industry. Periodic meetings with tourism -related
facilities to integrate the City into regional
promotional programs as an active destination
Time Frame: Ongoing
Responsibility: ' Economic -Development
Action 3
Proposed creation of a tourism marketing organization for coordinating
visitor/tourism promotions. To -be administered by the City but with
representation and financial contribution Of XXO from key segments of they
travel, attraction and hospitality industries to coordinate Santa Clarita
Valley's participation and support of cooperative marketing efforts.
Product: Proposal for funding and establishment of a
visitor/tourism marketing organization
Time Frame: December 1993
Responsibility: Economic Development and Parks and Recreation
Action 4
• Target OXO attraction of the film/entertainment industry to the Santal
Clarita Valley. Vork in cooperation with the Chamber of Commerce and the
State Economic Development Commission to design and implement a marketing
program to promote OtOOO �Xoj . the film/entertainment industry in Santa
Clarita. Consideration will be -given to print materials, trade shows, et
cetera.
0
Product: Marketing plan targeted to the film/entertainment
industry
Time Frame: December1991
Responsibility: Economic Development and Chambers of Commerce
INITIATIVE IV
Marketin¢ Santa Clarita
In economic development, marketing is the force which catalyzes a range of
activities conducted for the purpose of making a community more competitive.
Marketing is the principal driving force in urban economic development today.
The. successful use of marketing is an important facet of. every economic
development program.
36
In the economic development arena, cities across the nation are now competing
• through the use of aggressive marketing programs, with larger cities spending
over two million dollars annually.
Marketing. plays a _vital role in the Santa Clarita Economic Development
Strategic Plan. To be competitive, Santa Clarita must cultivate assets andl
40$140X4Xo offset liabilities to stimulate healthy economic growth. As a newt
city, Santa Clarita remains substantially unknown throughout Southern
California and the state. 9 OffOtX XO OOVOX¢O 040 ft000f$ Development ands
promotion of a cohesive internal image and aggressive external marketing
campaign to "sell" Santa Clarita is a vital foundation initiative.
The initiative calls for the development and implementation of a three-year
marketing campaign. The marketing campaign will utilize both public relations
and advertising media. The "internal image" marketing will be administered by
the Public Information Officer. The "external* marketing will be administered
by the Economic Development Coordinator.
A. Coal
Develop .and implement a marketing program for the City of Santa Clarita fol
which competitively markets the, identity of the City for purposes of
economic development and Xd enhances the image and perception of the City
among residents, businesses, and organizations, both inside and outside
the City.
. Action 1
•
Conduct research to determine current perceptions of Santa Clarita's
identity by its residents and by persons outside the City.
Product: Survey Results
Time Frame: April 30, 1991
Responsibility: Economic Development
Note: Survey completed April 18, 1991. Appendix A provides summary of
image survey.
Action 2
Develop a marketing plan based on opinion research, X¢ ¢¢¢¢XO¢ which]
creates a distinct, vital, attractive, interesting, believable, and
tangible image of Santa Clarita to create brand awareness which will give
an image identity locally, regionally, and nationally.. Assure consistency
in communication 00000g¢/ to all external economic development target
market efforts, i.e., tourism, corporate, retail, film, at cetera.
37
Product: Community
. Time Frame: July 1991
Responsibility: Economic Development and Public Information. Officer
INITIATIVE V
Environmental Infrastructure Investment
Cities compete by differentiating themselves from their competition in order
to attract economic investment. A city might design its competitive strategy
on the basis of financial incentives, its labor market, or a unique
infrastructure advantage such as a technically advanced waste management
facility.
The final major strategic initiative area is the identification of a unique
environmental, or .quality -of -life driven infrastructure investment for Santa
Clarita. The investment should be unique Ott X and have strategic importance,
that is, it should show that it will .make a difference.
The -investment should create.value to the community, but should be viewed as a
long-term investment. More importantly, the .investment should address the
environmental issues facing the valley.
E:amples.Might Include:
• Citywide public forestation program
• Cooperative water desalination plant with the Port of Hueneme
• The latest in solid waste disposal technology alternatives to landfills
• A ^state-of-the-art• water treatment facility
• Water reclamation plan.to use storm drain waste for irrigation '
• Broadoy fUO City10 recycling program with innovative transfer station
technology
• "State-of-the-art• Material Recovery Facility (MRF) waste management
system
• Innovative citywide composting facility/program
• Permanent motor recycling facility
A. Goal
Create a competitive advantage jy through management of environmental
issues. Identify unique environmentally sensitive physical or ,management
infrastructure investments that will give .Santa Clarita a unique
• competitive economic advantage and create stronger control of
environmental issues.
38
Action 1
Convene a community information resource group, or establish an
"Environmental Infrastructure Task Force" which, after identifying one or
more strategic environmental focus area, will identify and recommend
technological applications or other "state-of-the-art" management systems
that the City should invest in to achieve the purposes outlined in the
goal statement, and keep the City at the forefront of environmental
innovation.
Product: Environmental Infrastructure Report
Time Frame: July 1992
Responsibility: Economic Development, Public Works Department, and
Parks and Recreation Department
MH:dls:lf:170
0
39