HomeMy WebLinkAbout1991-07-09 - AGENDA REPORTS - DRAFT ECONOMIC STRATEGY (2)AGENDA REPORT
City Manager Approva
Item to be presented by:, --7 y
UNFINISHED BUSINESS
DATE: July 9, 1991
SUBJECT: Draft Economic Development Strategy
DEPARTMENT: Community Development Department
BACKGROUND
The City Council was presented with the revised draft Economic Development
Strategy at its June 25, 1991 meeting and continued it to the July 9,, 1991
City Council meeting.
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.
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
009
Agenda Item. 4.
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 Veaknesses
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
s. Appendix
A. Santa Clarita Image Research Summary
B. Economic Development Strategy Initiatives
EXECUTIVE SUMMARY
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 Chamber of 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 self-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 standards of the community.
• Enhance the City's competitive position through policies and programs for the development of strategic
infrastructure improvements.
ECONOMIC DEVELOPMENT STRATEGY SUMMARY
To achieve the City of Santa 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.
If. 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
Cladta
■ Redevelopment
Plan
• Plan Adoption
•
Plan/Financing
Implementation
■ Targeted
Attraction
Marketing Plans
• Film
Marketing Plan
• Industrial &
Corporate
Marketing Plan
• International
• Retail
Marketing Plan
■ Image Marketing
Pian
• Internal Image
• External Identity
& Target
• Toudsrn/Hotel Conference
Marketing Plan
2
■ Strategic
Environmental
Investment
Proposals
ECONOMIC DEVELOPMENT ACTION PLAN SUMMARY
Each of the five economic initiative areas would be implemented by specific action plans presented in Appendix 8
of the report. The following graph illustrates the sequence of the specific action plans over the next three years.
ECONOMIC DEVELOPMENT ACTION PLANS
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
YEAR 1 -1991
RETENTION AND REDEVELOPMENT LEM �7 HD
• 150 Retention Visits ONGOING
• Annual E.D. Retention Survey/Luncheon MI. WM=Mr =11� Z11
• Small Business Development Center 41=4 745 =111=
• 'Shop Santa Clarita" Campaign
• Distribution Training Materials ONGOING
• Image Survey WSN m
• Develop Marketing Plan =1Z
- Redevelopment, Plan Development
YEAR 2.1992
ATTRACTION AND MARKETING
• 150 Retention Visits
ONGOING���
• 'Shop Santa Clarita" Campaign
1-1111=2
• Annual E.D. Retention Survey/Luncheon
1<i11''3`
• Implementation of Marketing Plan
ONGOING
• Retail Marketing Plan
• Industrial/Office Marketing Plan
=201 �10
• Economic Development & Trade Shows
ONGOING
• Attract International Businesses
w
• Brochure for Film Industry
ONGOING
• Redevelopment, Plan Adoption
ONGOING
YEAR 3.1993
ENVIRONMENTAL INFRASTRUCTURE
INVESTMENT
• 150 Retention Visits
ONGOING
• 'Shop Santa Clarlir- Campaign
• Annual E.D. Retention Survey/Luncheon
1<i11''3`
• Implementation of Marketing Plan
ONGOING
• Environmental Infrastructure Report
• Tourism Marketing PlanI'M
=201 �10
• Professional Tourisnavel Industries
ONGOING���
• Establish Visitors/rourism Organization
9=
• Redevelopment, Plan Implementation
ONGOING
SUMMARY
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 21st century.
3
Economic Development Strategy
INTRODUCTION
Background
The successful establishment and incorporation of the City of Santa Clarita
Jl $X Ot$$ Yo$t$ $J¢ 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 ecbnomic development
program. Following 900 approval, the Strategic Plan, with its goals ands
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.
Economic Development Defined
The definition of economic development in the 90's, 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
1001 01ij which include activities in tourism; retail, %404$%0%AX industry,
technology, and education. Additionally, 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.
ri
Timine
The Economic Development Strategy is designed for implementation over a
three-year time period, 1991-93. g0oojo�j Planning is, however, a continuous
process and the work product is merely a framework f}o¢ upon which to build.
J� I¢ Anticipating "¢f 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 Y! O ¢¢t#¢viy ¢X}YI
]6¢yfyf¢¢¢¢¢( areas within the City's current jurisdiction, the Economics
Development Strategy assumes a broader geographic definition.
It encompasses the entire Santa Clarita Valley and J¢fJ¢¢fXgJ reflects they
potential for future annexations, ¢yi¢ 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. F¢¢qi f41¢ yi¢¢¢¢dgf¢y(y( Through this analysis, the problems ands
opportunities confronting economic development have emerged, and can be used
to Otj�fij 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.
Trends
An essential element of the strategicplanning 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
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 19801s. 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. 9000yotl Local real estate development projects obviously reflect
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 development
tofXoof show an increase of fXItfy fXyo pOt000f 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. Jy 904X}X0V( 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 Xy t0gJ004X 041xgll
shopping opportunities. The City has nod retail centers of a regional orl
subregional nature, which would include a mall, discount or off-price centers,
designer outlets, or other national retailers 'or other similar regional
product offerings.
11
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. V000yoj 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. V000yoj 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 1¢000,foti 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
foot 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 the San Fernando Valley and north Los Angeles County.
Retail Development
Currently, Santa Clarita does not have an identity as a regional retail
market. Upon its development, g000y¢t/ 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 are primarily the Northridge Fashion Center in the
San Fernando Valley and the Antelope Valley Mall in the Lancaster -Palmdale
area. The proposed Porter Ranch development in Simi Valley is a potential
future competitor.
L
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 valueto 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 Flags 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 O�fVoeX¢y/ activity Olix¢�/ 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 4�0 of Los Angeles, as well -as the rich diversity ofl
cultural and institutional resources, serves to enrich and drive the local
economy of any city in the area.
SANTA CLARITA'S STRENGTHS AND WEAKNESSES
Strenaths
• 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 14), 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.
• 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
• 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.
10
• 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-rurat 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.
SANTA CLARITA'S PROBLEMS AND OPPORTUNITIES
Problems
• Sales 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 matt and proposed Price CLub,
and regional shopping malt represent major
retail shopping opportunities.
• Routes 5/14 freeway corridors -which provide
north and central access to state.
• Sales Leakage . to regional retailers to
AnteLOpe•VaLtey and the Los Angeles Basin.
• Present ability 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.
• Cal 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 mall 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.
ECONOMIC DEVELOPMENT STRATEGY SUMMARY
To achieve the City of Santa 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.
If. 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 ■ Redevelopment ■ Targeted ■ Image Marketing ■ Strategic
Marketing Plan Plan Attraction Plan Environmental
Marketing Plans Investment
• Business Survey • Plan Adoption • Internal Image Proposals
• Film
• Small Business • Plan/Financing Marketing Plan External Identity
Center Implementation & Target
• Shop Santa
Clarita
• Industrial &
Corporate
Marketing Plan
• International
• Retail
Marketing Plan
• Tourism/Hotel Conference
Marketing Plan
12
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 ggg y¢ 014¢¢Ci residents, and }¢1
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 00 development and maintenance ofd
¢¢¢yf¢gff¢ 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 toao¢¢�g job out -migration.
• Provide employment opportunities to improve the job/housing 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, ¢ftf7Xgj f0t which demands for quality)
growth.
• Enhance the quality of life of the area through- #¢¢0¢4$1¢ 1y0$$ }¢
responsible growth management¢¢.
• Reduce unemployment and underemployment of Santa Clarita residents.
• Establish a competitive market position and program ¢¢'ftgofgOo Of toy
attract a new private investment and business - retail, industrial,
tourism - into the community.
• r�000t'JO OI4 ¢}`¢fid¢f¢ Enhance retention and expansion of existing
businesses in Santa Clarita, that compliment our mission statement.
• Encourage fro itoOfX Of employment opportunities which are compatible with)
the.environmental standards of the community.
• Enhance the City's competitive position through policies and programs
¢fXyl¢yI¢fylg for the development of strategic infrastructure improvements.
13
APPENDIX A
An Image Study
0CA
ta Clarita
LIFORNIA
MARCH 1991
i
14
Methodology
Sampling PS ua
Baran Much 1 aW Much 9.1991.. RkoP s ywu cadKRd.bans a 05 RddulRd
She
COY aSuu Ck w 100 midrnva Nonhndp .993mdem a Sr Famn MWSylbu. aW IM
nsidcnu a Ww.vaA3dSl.fab. Rc310.nu w.R nadR.iY %k..d from anon, dR wkphmR ea-
chug..f .hcomm ,Y.
Survq ISSraIIVSd
A Rn 9Sr.hon uurey ia.bYar wu de%lapel b tenon-Rddcn mpondenu.W u
Ilyavvr abv.r Siwe IISW riJ.esdem. iie qu.mawdR wb d.ugrcd wIJ S.puS fSRe Je aa -
mo¢ dcrelopmemaffu:<aW albd.pumRba viShin ar aly,arb..M It wu %3Rd on. smell
••mphai d.nu Raid.au n eauue.ocbaq ud r.htiry ddRd.0 nein, ylhuna.
F.
lrl Dau Awlyda
Dna flammplcSW ga.lma.uo was sound inb. cmpma Plopam ud rmfiW. Dm
u ym caesiueA of4saipa""ym in t querka a. dR brvey u w 11ws(a McWul caSn.
pulsmv be3we.n I.W. --- w • quem.. aW be s m tubus subglmp. wiShin dR Iwo Salnpk
P^WWia^3.i -Wbpeup. hide MW..dwl-naitrm u%,ona.d bY:aF-iaaK..ca.
rhedla da, held. pa.i b.. m ac,.de ima,• a J. Cay. aa,&.YS vam, ksth a ala upR3m
.ddSeWa cmmticyd3etldmc.IV.kck.Cbya C..y. S.ugu.a N.wbaq Nadmd,e, Su
Fc..uWSykb. m l+KAMMAW imd.kl
s..W.g earor
V. ray curvet acme dbwua. bur be ode fa sa.Wh gaSa.11e. UAMM mlr faS tis
wrv<Y R the 95% coaftoan Wm is a 23 Pew MAW ofma.7Dia.3".e ud3he
100
RYdml pwp b a ISi101a Yd JO a4NLdm1 palPb. whae.Y ie YCIbnIW b Ih. fAhR pppW..
line dJeeo®I.iub.udW wiJi..lS Pbcros Sr,a. 11. Sage aSaSa w01 be Wp gar Jn
abdk. YIapOYpa aIIJ Y Smk m f. P.W.C..". b.QOndem WIb idl a 0" a.PK3:C
ag6 a.IKame mMp'. M.
ALLqusadmf was nlbl.cfed n a 61 Squm.w aaipific%rn n help davmiu Ur dopa w
which ra.iow 4na..Kb u aP. kwphamide.cr.lecame.ec Wium! 14 RyaduYa mwa
b flw.Y yue3ums iM Clu$quue uv i3.mvura bdifkm3cef Sn sn.al R.dercY. Jipersloo aW
shewaH d d% Nmpk dart.nd a helpfal in dellalSunk, wW. , w Ik dW calalW Dom Ito a
Ime wbgmups la xnp%kd by the -bp '-..Ipamd n &, ..RI umpk Nu.dI3aSW.lM
Nnp Y0.,.p .W. bp p's R3plm%InDYCKWIWCRIi RtpWl%S mSYIYCY gn.NMM313
JeaW aW IdenuiWIn J. b ydIh.,Rp....
403
.1
NORTMDGE
1 �
. ANGM 1
NATIONAL 1
l FOREST • `
L w VAN NYYS
ENCINO .
IDl
1 405
HOLLYWOOD
LOS
SANTA MONICA
PACIFIC
me A IU
GUNOAI!
10
102
PALMDALE
PASADENA
• O
r
9y
First Impression
'Tt is a nice community. It is safe and a lean. ltd, a decent phut/ w h ve in."
Residents w Swu C1. H a.Wmintly pmmve aNm the City Yilh tll%wring II has a
pmmve mugc ITWdc 11 S:mrXe• peKem w eesnknls Ieel a hm • .,..e .8. ana I. pcn<nl suX
it has Mldur a pminve IIm Mgauve Image TM yamgu the at<w the XcpmYtcnl, du nw.c 1Ikcly mey
were w huW a pmluvc uMgc W dIe city.
Thu. rtadems wnh a ponlire Iwte w the Ciry nu such fen., K ns small IYwn kchng, kw
cmM raK.ckwllMsa, yuw. rtWing Mlmisphrt aKl bell plaoMd na jhbahwds-TMX IesakMs
hold,, a Mganre r.r efIh<Cuy cae smh fcnurtt u m Mw nw., tsa trowlh, mffe. nvrnyurding
and Ika111n . w nets mnl mlael ansa
Among mm Xsbean Sum Clwa alts holds a vmy potinrt Image vnih 11% ITabi[ ihl Seen
pcn'm gwe IM Cay a negwK.ling. and 10% S. Y MiIW pmwre. Mtaav<UMts female
nmrtsxlenu Xlvkd w hoN a pms•ve IIMge w d. CIry whlk maks Ave loon IlhilY w have m
ulnnlm Xgarding as Imagc Nm-resdems rM here lied al Ihc. prt.M addrcsa five Years a kis
wnc slithily Jane Uely w MW Y negaaw mince of Smna Ctsnu Ihw (hose rM bw 11YW a IInw
prc.nl a ss IM rete Wn five yM.
N n,sldcroswnhaPmmre .'e of Swu Own. .m..a. sMh femmes a IM Cuy's
Mwmsa, ckwau and in. 1. 11. 1w aId mnVcowmy aemmphea, TMX inn ria
dims wilh.Xgallr< Images w d. Cat pmnl b d. dcrckpn.nl. Iraff., dcXn.naa and wrKMr, an0
oruuJ.dag Aming IM Xa pme<m rb bout MnW • pB1liv<nm Mtwre uMg< W the ['uy, Crim
owntscennrW xmM l.h w k -Iedgc w the City -as4.xwn in Nal 'he, have Mvcr anpped Imo
vrsn w d.y dm-' Mar much amu a -
Table 1
Image
R<spon.s w W 1 Swu Clams resideau wYh ngmd w
whelk the cny's nMge a poanvc M Mgauve
•
%
Pusluv<. Ll
tll
Ngame 55
le
NCId. 15
e
Sa muting w Pmlirr Com•ants:
'
SIMII IYwn Whng
Ckw
lawuime
N. uvcrn0w'dcd
Farmly alknu.d
P<opk me nice
Nmins .n.eAnweanm
C1ClV.
lO dl my
Gm0 Klmis
Gad mllmphe e
Will planned
NIJIYahyreWing
Puny Ciry
Sampling w Nepdrr Comets:
fyunY UC IM Mw nine
Uuns... wchwgc
hapenavc
cwwmg Im fw
Traff.
Ucsonying aMUbumfw.Mort meas
OvcKmndnd
Sampkng w Nikkei Cammmts:
1,*t'.a a lOwO
fw.w i Imrcr
Table 16
Image
Rnpms of 1111 xm mwenn wnh mgarA m the
Image Ihcy kdd a(Ihe Cnyw Swu 0.".
Puamrc 25a MI
NegKlvc II 2
Nalher N1 10
Sampling w Pmplve CoInlMnts:
Fmsh arld Ykw
N.e p1wc m m. a Lindy
h's Mw, hna W&—km .
Bcaunful rM..ta .
(:000 "any a ne k
Pml. cxavy aYlmsplXrc
Umel, bcdvml conmlunny
wmxvr<. pcaCelul
SamMing w NegKire Calmainan:
Rmnmt I.al atxKlu w IM city
(lren'mwJW
TIW! "s niw
fk.n, hem, 1x .duo
S..Piwl w Neflhrr CJnlrlavU:
I men up rllh linym Cmnoy, Vakmn
N.a mxh mn<Ihw • utn m the Irtrway
Um'1 rlsll Jurc Im Wun
Perceptions of Santa Clarita
'I, s a bean.. caaanury A Cwuw.q ofaso vard woale nwA,hAh,a
ltaaamrrcisso nswry_
WMa asend a lsuwbc San. Clams. a place an I.e, work, or rnu, nnre.snknls hoi W
buil a paaiw pmcpq a the ca.amty Nan a rceaave penepoon [Tank 31 Thee resukas won
.pmuve in.YeaIla Cuy cues.h I... lessers l IM Nelay.Iia. NenuWleof s.ery
Nine. clean and Cevasse,toad uhoWs.luulY'arsenwE..d buvlly Resnknes with a rceasw
[swnw CasIvcnaa that thane is nakine W lo. ware is WA W fad,.cns es we lower han an IM <ny
it A). and m es,m ward.
Nun rtsdcnas wc. alit sand nhseM Seu Qauu arl.IheY Ina. Overt mac hkcly w bars a
pnarve perspwm a the Ciry NW • rceauve one ITabk 171 Nm-rtaxkaz wIN paotv< pen<pnms
u.alisaawe.qumplace Wlne.,nn wim`.rcw"ckao WNsanupandcw.nhnly Nun
rc+Weirs wIN rceulve peserpmns Calnd I.wes suchss IM a Wit[ Mve Io cmum.Io woM1, erpco
.re, o.everawlkd, andps my phuenA.
Table 2
Perceptions
R.r'..s u1 Sams Clan. sessions with
rteaa n Acundob San. Orson
Sa.phnR a Rvsrive Cor.neu:
Gond own
Frndly
ramly-ane..A
leuurtly h„ne
Nin, s mile, jobs.. in the eny
Re..lful.4
M. W coir,.,.
Gawsae sit for bas haus
Small contents,
1...e
Qaal ca.minny
WCUMr Is lila l
AJvaa.ees a bah mll.we and decay
fast asales, space
less omj,na Ih.a de Cary
Easopral
I1os y
Rrtml
li s a"aoNAk acvegA.,
Se.pk a NepYve C.M.:
Ns poo! b sops, Profile
Shuuec a Bond sties"/Jc.unnn of vus
D[se land
lower amml rruwrc
laaNSle nJu it you jou tui"
C.wlA
i'rtlaeka ptoplc
It's• Indianian taemmny to LA
M.. nlcnaltm a rand an a bre want n California
Waeneardnhnd ,
Table 17
Perception
Retpmses of mw Iesnkl. with rteaN w
on. deunpon IIf Saw. slams
S..plioe W R 1. Connote..:
It's a nue ywel place w non
Cos." walsne
pkas.W. Lest snap, pnglc ani wwxga,. .1
Very upxal[.ea
Its,,.mite cummunny win Young pnae"."W ',aple
Lately Mona., and uh.ls
W. nilly lis free.
lis saw awsa kaa
1. as..uhaA of la
51snr llp usd cane clry
It's `on M.S. Muu.un -
Sa.plane a aap.11.e [wn.n.:
Lae anrc w conn.., . wsl, shygme
li s enpcnvre Iuls ar.n pngk
abc..,.detl 1Wrly plarri
Tuocunenlul fraNnoto .hawly
Ii saIkxn.Tauhs [worry
Best and Worst Features
'IT4 Yn/mwed{uvr Y'Wm'IIY Mmr,uyY.[ rY yua
)Y WF[,bau, dm[[a_wry,Y,.n,m n4q,, <YmA W,YYY-
XetRUJem, W nWuu W mt rtliJ<w, xen Wmwhn'n4 fnu C'Wua ineu [xl
wu truwn
'tr•{,YOSY I[wwYuf i+a lTn„L RYJrn<W p[hW,rltul pmpk.wJ,tuJ
kxtiWY bl�we. W l[a'eltlrslliY ){ Nn,Yuub ittue mk fwuew sxw
LLnu[,e,Y a,YYYt�4apxnrpwxlm.mm0 u� .uwm..ywm. wJ
nWt. W Yteuy uAnmx,F m<yeuuvelT[Yk JI
Nu rtaWeul Nel JUJe C„Y I WI kYwx1 Y1wtlYle YyyY{.4wnnex. b •nne u[Y
• "-.puvm.W41Y:, JaSw. LTn,t. Ysu Flrelt®xWrlr.N[141 M. R.q<w,
kal Wu Sru l'WUT rtakkrxat.n Juk{.olv..y rymtA.lYmu w Nxy x wtnRa
ur.. uu^YkM9WruM. W Mtlnirl Revm W ie<aWtrblTlk IYI
R
Fable 4- --.— -
Worst Features
A[,laeu, J yn.lLnu x.4u..nl
tquJw,Y llryl.uu kuw
fxmgrFW l'xmue,4
uuxv,4 uw 4,1
R„W +a +sYiN
liwf nx.yaWim
Nu+q.yw
Iw.rH,JfxY
bWntly
1.wnrO Weltr,en
NxY�nlw JULm{uxy
N" l'W RP^Y YA
Nu•xuyl uky.
IrI W.Wv[
1'ns 4^wnxeW n YJ
YnVb[n
IVu Wn•mw
u.xmxyxas�
Table 19
Worst Features
Nayoo W wuauauuMnpW u
Nn a<r XY ka, «< 9w.ILn,t
Tw(W
TW lu lwuLA
irYpv R,dkM
('w W Ixu{YwrRw,re
e,hr<YYm<u
T,wM r uv<
(iu.hC
Lu•W yypup
I.rnwe YWI W uu+.lelu W we.Rnure
Iw xuWY,um wxmt
IfiunY.JWu ve,Rxd
14pk W<uYJbJI
<Yu.l. Y+wroWYx„x.
IrY W.,bI.n. W..YwpwY
Tw . .xuup.ux.x0
I,u R.ku W .alpYnrd [.urtln,l lJ.un uun
-- '['able 3- -
Best Features
NeyuY.nw Suml Wu xxJen.xm
OxrylA[ W fw,Yxly
fwJluruY
I,imIY
Fr'<Iku, xIWY
IYrWuu,e
wnu,.nx W
.
II,Y+flyluuxJ
]Vw u1,Y,wrvi miy
Nuoui
Wx, rMu
W,uryukx•uWY,Y^m.n1
]pn[
Y.m,lY wxnuW
Nn1Y u<.
Nu u,uY
"fable 18
Best Features
Ik.R,uNW y. uluJn
Y xxxuuuntrJu
lx.n x43ku W iWnYwW yNt
14a u[u u[Y
N<u Ywui4
IlRuux N,p. w,ex• '
b,Jl w.•unuwp
ne,Jlr RWk
WwknW,lwuu uJ y W .nl
nlyx Mwigxx
nr...xxo..nm.J<e
)n4RN
I..J xnxJ.
nnu,uq[4ul
,Au,. Ruelulwx
,'1 NwJVUJUYW YI[
,ne,n uJ In v,aNs yn
Positive and Negative Change
"GrawrA in flowing ndbulntrrats bulging a new people ondoppwwmlln -
Rcspudtnu, bah rcsldcnu and mn.rtsitlenu. wLrc askd N idemiFj the moa pmiove nal
ncgau.<changta Nal have an:urrcd in Sanu Clams Mv[ hca.n the lex Wee ywn.
TsWC$idtlMlfl<exRdlhe pfniGVLLemm[pfa e(It+idea[ posmvL ChLOgef YKlud[actn-
xahud govemmea, Bre lauveakog value dpmpcny, fwnxliLllm dnrw load; txYpoad. ad alk1W
«cteaumal faclllnes. Reudenu fdI teas Ibe moa lKgapre changes include ovadevtNpnlcnl, gcrcnl
orenruwJing, an nnsxau io mrrc, ad iweaus in Jse cox d living ITaMe bj.
Tapk lx lizls. adK po,dve cbMgesa pemeivd by non-rcsukaa TMy anclwl[alae
Mwmsuz opcmng up wench means mac papa. mac clmYmmLOI opoans, murL rads. and IIK fwl
aha d hm become • t.ry. Non rtxeulu fal llKl dre Dasa negaove changes w Saaa Clams ow lht lax
�' Ihrce YLan art wa much dcrckpora.iurtafA polaa.. InacasW came, Jcsvucnon dnalmal uta.
anJ lass of the asci s coral ammphae ITabk 111.
— - Table 5 -- PositiveChangeChange
Rc>panus of Saw CI -w rcaldcnls allk rcgad w
Ne mux pasipve.hang[ al the Willi. Ytan
Smopkng dc.aaaala
The unaI govemrntm
M. zboppng uta
xuusing hu pecame MW aff a t t le
value d p rly k nncrcasrng
Caaloluunll d new rode
Pwang in pubs
l aMalalnd acw cods
Mom blaaasaes
M ad edam Rxawws
C.ryhaod
hkw uhw.
(la'arall f91noWnily invdvcnKnl
Macri ,aaald f.w.,
Chaogmglbe nula
Table 20
Positive Change
Rn1h.g of Ixmaxhms xnJl raged no Ih[ mm zigmhcam
paao[c change Iba pMaccurtad m Sanu Clams rn dK lex JueL years
Wu o(bwlnsus o,n ir'.. la> ul laps
Gemng Ihei own elmppmg temm
let papukaan growlA-
Tbt huaslog dWm
Mur«nlcrwmrcm aq W m, mac rcuamanu
1Td1 II hal b.. a arry
Il has buame nwR wall known
kverylhrng r� ntw
The JcvcWpnum pas h«n m an uderly falhl•ln
Mut ru:ula
-a.
Table 6
Negative Change
Rnpanxs of San,. (Yana rcaWcnn wnh rtgaJ W
IIK cut, > llWil ntKallVt illangt In nlR[ ycarli
5amplin9af Cuml ia:
lh«dcrelupnxm
blaax In drug vallicW lg
Traffic
(T<rtawJd xhaul.
UvrnmwJmg
R[apk are u trit,wly
CiryAoal
Unconooucd gwa,l
Ruming d the envuonmem
lbc b[glmm.g d Kings
LKrtau nn cnnK
Com d Llvwg .mans
Table 21
Negative Change
Rc>prnu> d nmre>xknu wnh Rgud ......
nW>I agnnl. and
aPuvc cnurgt Na haauculRJ m Sanu Cl+nu m xr<l+w Joh' ytu.
B W IJmg lar many Iwmas, IW elan ergmhcr
Ta, mmy IKuplt
T. much dcrdupnrtnl
me At.,
1 d—th wxhnrn gaol vlau a ,
('rltx talc n hlghef Ihaa lnrsc ycmSAt, a
Aa a awggua
I pIJ[alnhlc "'ji, among m
HL[ M huiva hu r—,
Ib> ba uruK ul m mril inn.....
Ilre IwlJllll aul a Iwmg mr•h
14auilul.rn a1 nahual dlu..
Features Associated with the City
11 x Y (KpWlr IWrn al iwnWmidel rerreaeal l M"...
Resident Response
ReaiJehn Mare ask, wsssaiate IY!exiles Math Sxw Chiu ITabk )I- The fu. frmme
r[stdema we. aMa, w au.caw Ale Cary walk was Malik Mxmaalm of am rcspmus, n6% W re
Ospondcnts said ahoy did assautc Mage MMumm- weak Sanaa O.M. walk 13% it tai W 1%said
that rMy Ndn's know.
The ata kakee May IM Sus" flan Ria", aM 34%ahe,elem, steed they ssMwa lk, Sawa
Oona walk IM eves. 59%wr, ro..M 6R wt, tMy ddnY Prow. Resllmdcnrs wM ae MtwaM
the a6e. W 18-3a art t1Yxe likely MMMm sssaute she nye, with she City, while,atifeaden„ a8e 55 aM
Yves u[ Mame kk.ly w aswctue she sal qan Itiva with Same 0...
With rc8a, wok Imes, M% W ,esldcm, Maisel Thar they assm,,iate Sa ea ganja with de
trns, whJe 35% t,iol, ro, mot 2% iadkn, Jur they dWn'I kx,w Raidenm 4lween rhe a8n o!
1834 Mete. likely wAl.... IM a res with he City. while rts Me a8e 55 aM el was
1tYas Wtly w.... the W tr[e with the qay.
When aslud if die, a iaiw Cakil lair Raaean. with Sara. CIM-, 68%a helidlhx said
they din30%s.id they Nd aa, and 2% Mail they didn'I kill TMae rcMealli wM, had . FkM.tvc
unite tsf sou gariu K nue INc1Y w We.aMake! all City what the Caaatc Lake Rccrtmam,Mn ham
who had a ateBMve rte. W dtc Ci,y
seveiMy .. p[nema iesidems i,icam IMy.asal the C'amflat Ieallase, W the A," with
Santa Cl+nu, wM1il<21%sMkax tMydo'k aM 2%itwcate they dtw'rkrow. Fetstilemid tusme
asaue likely w....ha sM Cenrc, ail sM Cary than stales -
When asked if they &Sw Mwe rM 1'Yy with planet, residential neglabarhw,s. 78%YI tell
tkn"stated iMy did.21Y'b hal, they didn't. will 2% Muted they dWnl klww RespYYkmswhohare,
pYsnrv[ v.w of th<giy wen mxc kYdy tY assa'"te $any Clams Male plumed rtsldcnual YnBLMn-
hY4k
I lilf W rtvdems a,tule NeY nsaiarc the Cisy with e"ump atxu, Malate ,5% i,iurc ,Mv
da mA aM O%tMume they tWnl ktar FnnilesteM mMnY11e L4ly to uaarate Smy l'lany with
country "Males at. malas
Al ale, J they ssawim[ hay crime with he City, 83% 'if les.l mai, am they dM, 11%
Ytdigle they than a. and 11 Al 111 know, Rnall a8e 35 5" art ,due likely data dMwe age
55 am Yves wassainc law mme with sante l'Issiu. RemJemswithapanne... Wthe Cu'au
S. arore hkely all .. ate bw.. what the qay Nan tMxe rtsticros wMr Aave a repave an w
Swu qan". AM. thaw resitktns who hit hv, a the. Weal adhess 5 Yet, it Ins m. mute
likely m xsa"y I.w sntrte w1N Swu garnashan Ilya wIw love Irv, at he. pn.em ad,knv Mair,
that 5 yeas. _
Ntmry pcmrm Yf testdenx attain" eoyms aW hilkide with Sw" 1'lanu. wM1dc ❑eF• Ju
nw, aM l%dmt'I krow lla,w rtaJent. who Mie liv, as Neu prcsem address F f Years me lent
with
y ran IIWS<rho Lvcd at Neu prcsem xkke" anu.e tMn 3 year w sssrc",e ewY•mv aM htllstJrs
Stu Clarw.
When ask, if they a. .... . Mahal... y with, Sano Clams, .a% Welled they
N1. 55'8 midi
cm, Nei dm'[. and 1% did nor klww.
Silty foe 1. W heWeng sssayte rwr.ln® with the lily, while 14% at, len, amt M
dun's krow. Thtxe..admit who have a fill "Ife aF Saha- Clary as nave likely w nitwit use dw
City with mtaktsa Nw Mden" who hare. m8yive MMMV W he City
Ramdenx Mau assn ask, tl they asw'tm" aRaedYak, hmuia8 with San" laa. I.my I.m1
pa,enr vylMydu 33%Jun'k and 2%JYlm krww Acsxknu wMs ar<ywngs are taxer hkelrw
aweme Swaa Ilam with alhadahle hi,waaj that, mndeny whra,e nide, ReuJenn wlm Maki uw
3MPDX)• year are alto len[ Wdy.. uwa,ae "bailabR htw.m8 with tM I'aY Nan Naw n.u.rmv
wM lltaie wWn SatIFMNl ryear IMtw te.IwYkms who M¢apgmre vxw ul he l MIMwl u•
aswwtau alfddable hn.ssng r -h The Cul. "Ife thou wb hdd A aepnve vew lend nn b mAke b,.
assauauo, Refw.vswb work full TTneKLm Hive ldcly massoc.te anadable Mwang wTTh
Sana[Uthe llW lhov wbwork pan -nm. Fidlly.M$vkAv d Canyon Cnunlry ve mese lIkelY u.
III....Ifadame Mweeln9 wnh Sea. Clmhe ba- Tharc rb mese b V.eau
Tr.nty nine percm wnudena surveyed., Ifey tniN w SKa n.ea as,'[Vivid VIVAI
nentemte, wnik W%d9m,aW 11%dde'ftmw R.sidaTsrbKap 35NKwwxc hkelyb
N rhIa w Srohe "A A ¢train eenyby rem renes bro "W who K age IA 14. AW mWenn
1--t whip wob (.116. K Hurt likely titan shale wM waft Pus -dm. b think W the City as A Ie,iad
employnem Cease
Wien Asked it they .srct.e cuknnl WbUk, west dr Chy. 35% v.W they dN, 59% nW
bey dabl. hew 656 Nd tut know•. Residmn who nuke uTTdv SaOJYp K mar Iilely b Assacure
eulraal vlrvina rub Smut Clan. than Ibae whet .glees. SWAM yea.
When As4W if they AA-- aeMla with Sou, Cluiu, 77% "d They db. 11% sed
Ines d.l nes. aW 11%leges her dldA•I ww. Raieenta w vakai. K mag 1dNy b Asfaiarc ya.hty
uM1-Wf wnh Tb C." whik....hu . w hnym Crvmy K man likely b be -m W.. g.d.6
Ib ymltlY of schools.
Fifty-nine p et.d w te.drsb Assakb hvt9A Pu6Rc eamawy wwl the City. rbIle 11%rb
mit,..d 9%ifeet weepTnior Refwem w V,kTwi, K mese M1kelY b,sf9.uv be wauway with Ine
Cay shmIesdanisa(saups-
%gen asked d they mint d tan. Chin As a yawlbfW ranmwnilr. BA% sail Tdy dsd. 11%
hew thcY Jwn's, aW 1%M1ad ro opiniaw. Rnidem wb K Yaunter I<W b bTW 19 'he Cu,, as yuan
1-1. walk wdee mider. don'. RefWcus wb waft full Asea alta aeudb bink W the CommAwI, as
yrotmul nae than unrmpbyW nshkma AWnapmW.mswbhay. hvW as dote patten addmis kit
than S yew Ase orae hhel' m Nod w dee ('-Y At Yas"IW Than TMA'c who have bred. their peeunl
AImeess Tees. ban S ye.s.
Ian, five pc,cerm.rtVW..uv-'uu abppin9 wnh San. Clm", wMk 54%dnm Rein
dt." wb Mule ondet WOU A ye. u. nate Idly 1. ass.wlac %AI welt The ca, than those
hww wd
A
wM mtr Hurt ehb SNI IMYI l Yen AW Owes wb.e n�p4•YW yxt nnrt.nr Harr Llrh m A.... r
au shuppmg ruh San" (lams ban IhVe who w•w4 full bum
VAen askW J they asvni.e PapA wuh Inc (IIY. A I%n.W thcY JIJ mW 19% s"ml ehry .WI
na OI thew, rcspabmn wb have A Pnvare ns.te nl da Cul her " I4111 w as.e1-It parka wnh
Sana OwIta than bole rvW wwlenu wb have a rcgm ive view
Non -resider Response:
Nun-..kIul wen pve. • enef d (...a d sen. Clung b rate un A wvk If l ht 5, wah
ate —I -S Pae a W 51nmtng E.[eu.a frame 221
lk paarcss rannp wK gtxcn b the Peda0110n9 ar",nd dber enkrtainntmt lwnh A
wet9hTW avaate non& d 3 55) ab the Atulily awgkt o -Ilea Place b.ar [w -b • nttng W
115)ard Al.Ppbtg-PP—renin• 1.19rahnt.
The "Ares yaanly webe..my ra"vW A none W 1.6g. fulluwW'ksely by water rrc.
mliw/CavAic
take waft A 1.65 radngaW gall rwnese rnA, 161 mmg F'r.lih,rys ore -ala
151 "'C Sm9b SPMwq ,1511-11-9; aW EpTdalaa A.tivily. a 141 hang Now noJenn
pve rrwlanraa" a Sou Clut1- A 1.19 cedes; "Cat.0,Mikinp A 111 hung
Nith.0 tutngf wen /iven b MA9k Moues"k le 19). Plarara, ('anym N.bre /'enter
0 85), aW emyau gad APAA, APaa [)gel.
wwd
N
N
"sable 7
Features Associated with
RcWmses of Smu Clams rtsibcros wi16 rtgW w
uuun816< fab.mg taluses •9J1 the 0.r
City
Table 22
Features
Pnpmses of mYmJenss.ai rtgW
16cu ugmmuMwl fnwm nu • xa4 a I
m
m S
W.
No
Qm'1 Kmr TsnJ
Mapc Mmnwn 96
11
1
a01
• i a
`i
Sano Clan Rim N
59
_
6
602
Pc9aurmis
3 14 15
Is
11
r21v
_
• t I.7'
Oak Trtc M
15
2
602
CampingA4Nng
9 11 33
30
16
190
131
Cuu Trtc Rove 68
30
2
413
Equcsmm AcuNry
7 11 • 27
32
211
161
141
CJdumia Niumc al Nu 76
21
2
4ll
Q -Amy 2ud&gs
10 IS 30
31
11
192
115
Plw RerMm6JNJghbmho 71
20
2
PeJp gA-Mllsemi nl
21 24 27
19
5
176
255
Camey Esmea 50
t.C� 63
65
15
4
1
•-
603
Shoppio80ppworiuca
CmYm6Plpcn Sg
11 IB 29
6 8 19
25
31
17
36
249
273
119
3gs
Canyons k Hillsides 90
10
I
413
Sauget Spn .,
7 12 32
19
30
212
I52
Re4a W
55
1
602
Room, Wys
3 12 33
I3
20
Isl
155
R.1 M
34
2
602
Runl QuJiry ofrnmmmq
3 12 26
35
25
262
368
Affordable Houalpg M
RegwW E�npbpucn Ce4e 29
col" Agidm 35
53
60
59
2
11
6
603
602
603
Waur RecAC.. lite
Magic M..
Ootf c000c
6 8 25
3 4. 16
6 5 31 '❑
W
32
27
48
25
2m)
279
111
I65
AIs
163
Qwluy $dorsa 77
Pawn P9N.WJ6rry 59
12
32
1140
9
603
Pl¢erlu C." N. C¢
2 1 26
15
Rl
155
I P5
Y9uNfYlrmmunllY 86 II 3 4H
Shuppng 45
54
0
412
Pugs 81
19
0
411
Growth of Santa Clarita
'fisnpen[J ntwryrh p.mdlum fisulleweJ.Smr. Cdnwasymawltu Mr.nw`
ResWemns of Sams Chau have metal feelings abmt the growth of their conmunoy Fmy it.
p[re.a of is soden »y mat IM growth haa hA a putwve.acct. wnrle S fay the growth has had a
Table 23
Growth
pespmxs a 2% mwrtsWeno with regard inn w6esM1er
growth has Weueal art ve., M Sano(lan.
mtmovs ef(en,W,q vy de {rowan Nits allaxd de CJy audlTade el Asaeophogade
s q
pmamve cammews aseshe Istwoh by awat.d ymne. I.ml.s. Mmgh m rinse Pdn.,h, C., now has
Yet, positive eff st 184 62
N nw.e servi..ab powh ha,bmeM roots anamum uW .togmum wSawa Nano A»mplmga
Yes. mg,ove dfeet W 12
G/ she negative'mins.."delude the growth has w.vl the moral hoary dine Coy. Ire much naff.-.
Nm 14 6
r ,—&d xhmu, bang as cm.ntry th...W the fact IMI We l'Jy is powmng o. last
Sampling a pomiflve ..'sale:
Residedls who art age IR U are rete likely than those age 55 or este to say that the growth has
Mare people neons eve nosey hong spe.t
had apmonv.elfactm San..Clan.. ArW dune.sbems wM hast 1ovJ al thea"... address, lets
p.ngsthifesembushesse,rosrta hheuWl,"more,
Inco 5 yex, are mot Ihely w u) the 8eonn a pintos.Ivan Inure wM Nie IrvW n the P.xm
pain{, never easo mate.
table. nve dam 5 yea..
peeuJul. yaAtry none,, alfa d bk housing
.
lbt but Wing a good, we tea as ry a devolve
Amon{int roan.,62%say the growth has had a pouove effect m the City. while 12%»y
lis bet. well puwed
that it hu bdam{umve elfin.Weq uYflit growth hu hW meffectm Smu ClanulTank 211 A
Is a predating tu own sevetse,
»mPhll a tM pm -save..., a grown lKlYJ[ u btur,.Wo bwm[,stct lb wry, o It Well
(food fee ymng peopk. pans tin hmgh for actor smus.s
planned. bates ossa atvW oppmunioes. xd.ve job ue mw violable. Ne{sove growth c...s
pest ....A oppmmmms
tmdude tin mvy people hftroyis{ the am uN beery, aad that tb Cory has los t. nvlmu
The levehymrcu pemWe, jobs
'
113m11 calm and b.mmk/a
NwsosWens rM aesi re the c.11 of Nmhod{e are more ldcly to say the growth has
Ssrveav• model for mlv new toes
had a vos.oe.1f. m the C.y, wh,k.Ipondems hos. I... aha Palm D k and to vy the
Mme em.ummmm '
pmvlh hat had a m{uos efkn. Ad respmtlenu lnv San FemuWo aha Stymu arc rete likely m» r
she growth M1as m.Rett m the ('u,
Sampli.g a Neplir. aV..eev:
Too massy MVI.
Ms.tying she ewu.l utv
Not s.Sk w.d Plunmg,.odde oaff.
O verrowtal hmamg
I las lou os mal tA.rmr
la,weaned vbtd pol,lems
--Table K ----- --
Growth
R11"ac, of 199 Sano Clams mWeao woh regard .
whachee the ('a," growth 1, paws.. spore
a %
Yn.Povave P.ffeal I{d a6
Yet. Ne,aas Ellen 194 W
N. 17 a
Sampling a Positive C.."
If., amae.d younger famlies, goof, 4ualoy people
Growth in Msim,es Mlm he coy
W. Mfuesxf {roc a move pomove ..nage
fimrwully b..e
bn,oeawd Pro" value,
proagls as.vt fohs
Rruds haws impovW
Ila.bases lI dp..A
Ihs fate. rove Mode uW bis Amen vitt forth,
More se.mees
If., botch, nvs umn..n. the valley ars mvognidm w rhe ('ny
samplbg a Negah.. C.":
Roamed the, somal factory
Gmo.m{ Ire fav
Cm.&d oval, wo.smh.afc
Ids plmme{ as pmmly phnmmed
I. , v cmm.y, chum
Coowdcd xdadt
Is becmueg ampwdable
Sampiega Nu C.mmeeu:
(k..mh has int Wfec' W thr t.mwm. ,
e'tu.th has mor done any doing, w she tory
•NA
Issues Facing Santa Clarita
"TArrrufoo m9cA va$i<Jw rhe,Yeru TAr rnaG are qw wrruw u,war<u61
TArre w<rr UKJor a sadl www ba w,pfon,ud nyN Jw,k y.ow,A."
Pcvd<ni d 5anu Clams.crt ukYl,o give,hes opinions a6m, ssucl Nu alfm Sanu 1'Iama.
rwnt Ncm m a uak d 1 m 3. Y,N Y„e,m.ang m PnR^0w, a„d Gre,awmg very Ynpmwu
Thu uw< Nu<arccrns.ukma ma,. m&<Ml'u a<mn N<vaucr Iw,Na wngb,W
av<ngc rwag W 4 6211T.G<91. alar sua>,bu.admU as kigwY mscrad apau, a..a,<r
avulabN,y (4 52) a op<n sett M< .Yon (4.29). 71s kmc d w.sr.vul..luy may 4 saaYha,
sk<wW due m,hc kcal swe.nd.a,my mod,..a.,aoa Ps'<n,h,s inw: da,ng Its pnnd,ba den
.as aWh<Ial Gan a<a.s,dcax
Rcsnlam..... N<issm W w pW1u0oY.,chlt dY bigk 4.26 hong; 0s usuc dyu.6,y 4,
rnihn,ul dcut6pm<m a 4 21 npng; .M Ih. i. dreyckng. 4.20 nu6g T6<Elsmc. Con
1 II wu,utl 407,11 m,pmantt (WW -.d by bul.n<.pm.l apponm,un w,k.4 02 nung W
pcumu9n W oak ucsk.nh a d UI nung.
A(radabte hwu.g ..,ve • 7.96 nung d 6npa,m. m rnidraa lWlowrd pY emsun 91,6c
,ural cbaau, W Ne c,ry rYp. l:H 4wng. Reai4nu g.v<der<kpnua d. nva gr<.rvaum plm.
3 tlU nung W,mpm4ac.
Local ahupp,ny oppmuwmi we<n,<d 178 N inpmma4 lW W -W by fah d <mployam
,gpomm�ss w.N.7.67,a,.g wd pwds kw,w wN.7 S9,wng.
Table 9 --
Issues
Rbpmus ul Swu [lw•u rcswmu .uh rcguJ m
•
1
Au pWluuon 1
s
Is
21
52
401
4_'0
Traffucsnvl.uon acm,s ralky 2
2
6
14
76
402
462
Ruycbng - )
s
16
22
55
M
4.`u
Elm. Canym hndliU 5
6
17
19
51
7S2
401
W.Icr arWaDJnr 1
7
l0
11
it
AO
452
Op.. spar•prtsmwm 2
4
IS
22
57
410
429
Dev<ppvum.( nn, plan 6
10
22
21
29
368
3 h
plm .. W u.k rrt<a 5
a
16
24
48
402
4111
F... d,a41 cbuu.r a, ]
5
27
27
41
194
194
Qaliry of.s,dcwJ dccbprcn, 2
2
16
19
SI
OU0
42)
l4xalraun,mal oppmwnus 1
7
21
RI
41
)95
4112
14s4146opgng nppmm,oa 5
to
24
21
78
a12
IIt
Poplu mnu, 8
11
29
19
)1
195
1 .,
14h W <mploy,am oppaamm4 6
IU
27
24
12
18U
I W
ANad.6k kw>mg 4
a
22
21
44
10
lon
Survey of residents of Santa Clarita, CA
Telephone exchange
Interviewee Dam Quesdovmirs a_
Hello, this is _ . Are you (May i speak to) the head of household? We're conducting asurvey on Saul
Clariu for Personal Touch Marketing Research, and Cd like to uk you a few questions. It should only take five minutes or las
and you won't be asked to buy anything. We're just locking for your opim,,,,. May I go &head?
t. When I say the name, Sarna Clan'ra, what kind of image fust coma b your mind—, positive one...a negative one... and why!
[ J Positive, because:
Negative, because:
( I Neither, because:
2a. If someone were m ask you to describe Saw Clari& as • place to live, work or visit, what would you say?
b. What are Sanas Clariu's beat feature?
C.—A's worst feamses?
3a. Over the jut three years, what would you say has been the most iignitlmt positive change that has occmored in San&
Clarita?
b. What would you say has born the most significant negative change Nu has occurred in Samar Claal& ova the hast dues
years?
4. When you think about Same Clarim do you usocia& any of the following featma with the city?
DK
Magic Mountain
(Is ;o
Santa Clare Riva
I I I J ( ]
Oak Trees
II II I1
Cutaie I4I9 Recrtuion(ka•STAY•ik)
[ I [ ( [ I
California Imtitute of the Ares (Cal Arts)
Planned Residential Neighborhoods
[1 I1 I1
Country Hatua
[ J [ 1 I 1
f.ow Crime
II I1 (]
Canyons and Hdlsidns
[ ] I I [ ]
Restaurants
() [ ( I 1
Ruin
[I I1 [1
Affordable Housing
I 1 (1
Regional P.mploymentCertm
f I (1 [ 1
Cultural Activities
[ I [ I [ I
Quality Schools
(I [I Q
Pueos fps -SAY -ohs) PublieWalkway
I1 ❑-
YouthfulCommtmity
II IJ II
Shopping
I1 [1 [1
Parks
II [1 []
25
�. Do ,vou feel that the gmwth of the arta has effected the image of Sans Clams—positively or negatively? Please desmbe:
[ ] Yes, positive effect
I 1 Yes, negative effect
1]No
6, Now, I would like your opution about some unponam issues facing Sans Claris. Please te0 me whether you think a particu
lar issue is very important or not important to the residents of the city. Please use a scale of one to five with five being very un.
Portent and one being not important. Fin r- one a scale of one to five, how important W ttwnpm art of an a me is......
[RANDOMIZE ISSUES] -
My last questions an for dasslfRaton purposes only. Your Individual answer will remain confidential.
7. In which of the following communities do you reside?
(1 Valencia [ ] Canyon Country I ] Saugus [ I Newhall
8. How long have you lived it yow present address? vean
9. In which of the following age categories do you belong? [Read through categorical
( ] 13.24 (125-34 (13544 (145-54 1155-64 [165 • [ ] NA
10. Is the chief wagaeamer in your household..... (mad through choices)?
I 1 Full time employed [ ] Part time employed [I Retired (] Unemployed [ ] Student
11. In which of the following categorise is yaw total annual W WyIncome? (Red through cMiaa]
I1 Under 520.000 11560.000-$79.999
[ 1$20.000339.999 [ ( $80.000-$99.999
(] 540.000359.999 (] $100.000 or mon (] Refused m rower
( ] Male [ ] Female
Thank you very much for your help:
26
Very lmportant<------
>Not Important
DX
Aupollution
5
4
3
2
i
0
Traffic circulation across me valley
5
4
3
2
I
0
Recycling
5
4
3
2
I
0
Elsmem Canyon landfill
5
4
3
2
1
0
Wateravailsbility
5
4
3
2
1
0
Openspaupreservation
5
4
3
2
1
0
Development of river preservation plan
5
4
3
2
1
0
Preservationofoakeees
5
4
3
2
1
0
Erosion ofntrd character of the airy
5
4
3
2
1
0 a
Quality of residential development
5
4
3
2
1
0
Local recreational opportunities
5
4
3
2
1
0
Local shopping opportunities
5
4
3
2
1
0'
Public transit
5
4
3
2
1
0
Lack of employmemopporturnidu
5
4
3
2
1
0
Affordable housing
5
4
3
2
1
0
My last questions an for dasslfRaton purposes only. Your Individual answer will remain confidential.
7. In which of the following communities do you reside?
(1 Valencia [ ] Canyon Country I ] Saugus [ I Newhall
8. How long have you lived it yow present address? vean
9. In which of the following age categories do you belong? [Read through categorical
( ] 13.24 (125-34 (13544 (145-54 1155-64 [165 • [ ] NA
10. Is the chief wagaeamer in your household..... (mad through choices)?
I 1 Full time employed [ ] Part time employed [I Retired (] Unemployed [ ] Student
11. In which of the following categorise is yaw total annual W WyIncome? (Red through cMiaa]
I1 Under 520.000 11560.000-$79.999
[ 1$20.000339.999 [ ( $80.000-$99.999
(] 540.000359.999 (] $100.000 or mon (] Refused m rower
( ] Male [ ] Female
Thank you very much for your help:
26
Image Survey for non-residents of Santa Clarita
I l Northridge I1 San Femandohlyrmar . (I Isrcaner/Palm Dals
'sarviewer Dam Querdawirt a_
Hello. Nis is, Are you (May I speak to) the had of household? We're conducting a survey on the Santa
Clarim area for Personal Touch Markedng Research. and I'd like to ask you a few questions. It should only take five minuses or
less and you won't be asked to buy anything. We're just looking for your opinions. May I go ahud?
1, When I say the name,5anra Coma. what kind of image fust comes to yon¢ mind—a positive one...a negative one,,, end why?
[ I Positive, because:
[ I Negative, because:
[ I Neither, because:
22. If someone wen m ask you to describe Santa Ganite as a piece to live, work or visit. what would you say based upon what
you know of have heard?
b. Baud upon what you know or have heard, what do you like beat about Santa C1uiuY1
C. What do you like lest?
3a. Over the 1st these yeas, what would you say hu ban the moat significant pwltive Changs, that has occurred in Sanas
Clerical
b. Whet would you say hu been the most significam negative change that hu occurred in Sanas Clsita ever the last three
Years?
4, Now, I'd like you CO uta some feanaea of the Sanas Clarice area Beed upon what you may have experienced rn heard about the
rollowing items, please rue Santa Cleriu on a scale of one so five with five meaning excellent and one meaning poor. How would you
mw Sane Clarice on
[RANDOMIZE)
Excellent <
Poor
Don't Know
Restaurants
5
4
3
2
1
0
Camping/Hiking
- 5
4
3
2
1
0
Equestrian Activity
5
4
3
2
1
0
Quality Lodging •platy to stay
S
4
3
2
1
0
Performing Arta As entertainment
S
4
3
2
I
0
Shopping opporttuddes
5
4
3
2
1
0
Canyons/Open Spate
5
'' 4
3
2
I
0
Saugus Speedway
5
4
3
2
1
0
Frontier Days
5
4
3
2
1
0
Rural Quality ofthe Community
5
4
3
2
1
0
Water RecendonuCuuie Lake
5
4
- 3
2
1
0
Magic Mountain
5
4
3
2
1
0
ColfCoursa
5
4
3
2
1
0
Placerie Canyon Nature Center
5
4
3
2
1
0
27
5, Do you feel that the growth of the wea has affected the image of Santa Quin—positively ornegadvely? Please describe:
( ] Yes, positive effect -
( ] Yes, negative effect
[]No
6a. Approximately, how often do you travel to the Santa Chaim ares ht a yew? tines per year
b. What is the primary purpose of your tnp(s)?
[ ] R<creationaVEnmrtainmem
[ ] Shopping
[ I Work therelEmployment
C. How would you rate your most recent visit?
[ 1 Excellent
[ ] Very Good
[ ] Good
[ I Fair
[ ] Poor
d. Will you visit the Santa amiu =a again?
[ 1 Yes
[INo
[ ] Not Sura
[ ] Business
[] Attending QmsesRiigher Education
[ J To visit friends or relatives
My last questions an for claalf!cat!oe purpotea only. Your Individual answer will remeln confidential.
7. How long have you lived ayour present address?
8. In which of the following age categories do you belong? [Read through categories]
(118-24 [ 123-34 [ 13544 1]45-54 [ 155b! (163 . [INA
t 9. Is the chief wage-earner in your household ..... (mad though choices)?
( ] Full time employed I I Pm time employed I I Retired ( ] Unemployed [ ] Student
10. In which of the following eatagories it your total annual flay income? [Read through choicesl
[ I UnderS20,000 [ 1560,000 - $79,999
[ ] $20,000439.999 [ ] $80.000 - S99,999
(1$40.000459.999 [ 1100.000 of mon [ 1 Refined.m rower
( I Male ( I Female
Thank you very much for your help!
M
APPENDIX B
ECONOMIC DEVELOPMENT STRATEGY PLAN INITIATIVES
To achieve .its economic development mission, the Qity 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: Retainfgg and supportfyg currently existing businesses.
II. Redevelopment: Promote redevelopment for the City's long-term
economic stability.
III. Attraction: TargetX0j new development and investment in the areas of�
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 be evaluated yearly for overall effectiveness
and "return on investment." The analysis OXXX X�¢yf can be used to redirect)
efforts to those programs with the best potential for growth.
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 tolocal
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 support.1
toe off# 1000 WXY WMOS o 400 �Wf M/ 1
Product: Small Business Development Center
Time Frame: August 1, 1991
Responsibility: EconomicDevelopment 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 a three-month
ftojt40 duration
Time Frame: April 30, 1991
Responsibility: Economic Development and Public Information Officer
30
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
X1_36011- �OW1490
Redevelopment
A redevelopment Otogtoo X¢ 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¢¢¢44 Of the City access to the wide
range of financial tools provided through California Redevelopment Legislation.
The definition$ of redevelopment as applied in Santa Clarita will
be for the stimulation.of economic development, and not as much 44 for 0XJ&f
tOOO7OX ¢¢ 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
Product:
Time Frame.-
Responsibility:
rame:
Responsibility:
Action 3
Public Information Program
Preliminary Plan and Preliminary Report
Marketing/Financial Feasibility
February 1992
Redevelopment Consultants under the direction of
Economic Development
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 direction of
Economic Development
32
Action 5
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 A self sufficient economy with its own jobs and shopping. The
attraction of new businesses and development X004t¢ to the City I7AXO1 $'¢�. O•
as a regional retail and employment center is a long-term objective.
The visitors 400/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 10OO `R¢Y(i necessary to the well-being
of the City, and to generate substantial new sales tax revenue while
minimizing XII¢ 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, et cetera.
Time Frame:
Responsibility:
B. Goal
February 1992
Economic Development
Expand and strengthen the ¢i¢¢¢ify of fCo City's capacity to generate ,a
broad range of employment opportunities for $404 Ox¢t%14 residents to
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 ofdiversity in the
industrial mix while ' targeting clean, environmentally sensitive
industries. ¢�¢ 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;/I
X/¢/ 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
Time Frame: Ongoing 1992
Responsibility: Economic Development
Action 3
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: July 11 1992
Responsibility: Economic Development
C. Goal
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
1$ in Santa Clarita Valley. Capitalize on Yeo 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 �Uo from key segments of thel
travel, attraction and hospitality industries to coordinate Santa Clarita
Valley's participation and support of cooperative marketing efforts.
Product:
Time Frame:
Responsibility:
Action 4
Proposal for funding and establishment of a
visitor/tourism marketing organization
December 1993
Economic Development and Parks and Recreation
Target Yo attraction of the film/entertainment industry to the Santa
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 ftO0Ofj0j the film/entertainment industry in Santal
Clarita. Consideration will be given to print materials, trade shows, at
cetera.
Product: Marketing plan targeted to the film/entertainment
industry
Time Frame: December 1991
Responsibility: Economic Development and Chambers of Commerce
INITIATIVE IV
Marketing 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 and]
00011 oejfO offset liabilities to stimulate healthy, economic growth. As a newt
city, Santa Clarita remains substantially unknown throughout Southern
California and the state. $g offo`gp`o ¢¢¢¢X¢0 004 0�000yo Development andl
promotion of a cohesive internal image and aggressive external marketing
campaign to "sell" Santa Clarita is a .vital foundation initiative.
The initiative calls for the development and implementation of a three-year
marketing campaign. The marketing campaign will utilize both public relations
and advertising media. The "internal image" marketing will be administered by
the Public Information Officer. The "external' marketing will be administered
by the Economic Development Coordinator.
A. Goal
Develop and implement a marketing program for the City of Santa Clarita fol
which competitively markets the identity of the City for purposes of
economic development and fo enhances the image and perception of the City
among residents, businesses, and organizations, both inside and outside
the City.
Action 1
Conduct research to determine current perceptions of Santa Clarita's
identity by its residents and by persons outside the City.
Product: Survey Results
Time Frame: April 30, 1991
Responsibility: Economic Development
Note: Survey completed April 18, 1991. Appendix A provides summary of
image survey.
Action 2
Develop a marketing plan based on opinion research, }o 00¢0100 which
creates a distinct, vital, attractive, interesting, believable, and
tangible image of Santa Clarita to create brand awareness which will give
an image identity locally, regionally, and nationally. Assure consistency
in communication 0090$g¢$ 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 X10 and have strategic importance,1
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.
Examples 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 ftO Cityl$ 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 VJ 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.
m
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 -o£ -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.
Products Environmental Infrastructure Report'
Time Frame: July 1992
Responsibility: Economic Development, Public Works Department, and
Parks and Recreation Department
MH:dls:lf:170