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CITY OF PLEASANTON ECONOMIC DEVELOPMENT STRATEGIC PLAN FY2024-2028 <br />According to Managing Economic Development <br />Organizations published by the International <br />Economic Development Council, the role of a <br />local government-based economic developer in <br />the community is to serve as: <br />Analyst: understand the strengths and <br />weaknesses as well as the comparative <br />advantages of the local economy. The analysis <br />also provides quantitative and qualitative <br />information to the decision and policy makers. <br />Catalyst: provide inducements to leverage the <br />investment or involvement of different public <br />and private sector actors. The catalyst invokes <br />enthusiasm and excitement within the community <br />to support initiatives. <br />Gap Filler: Provide facilitated support where the <br />markets and institutions cannot or will not meet <br />the needs of the community. Public sector efforts <br />should not supplant the private sector where the <br />private sector is willing and able to make <br />needed investments. <br />Advocate: Speak out for the well-being of <br />the community and protect the interests of <br />existing businesses. <br />Educator: Inform the general public that may <br />not be adequately informed about economic <br />development regarding the costs and benefits of <br />such initiatives. <br />The industry standard programs managed <br />by a local Economic Development <br />Organization include: <br />• Business & Development Research <br />• Business Retention/Expansion <br />• Business Finance <br />• Downtown Development/Revitalization <br />• Entrepreneurial and Small Business <br />Development <br />• Minority Business Assistance Infrastructure <br />Improvements <br />• International Trade Development <br />• Policy/Planning <br />• Real Estate Development and Reuse <br />• Workforce Development <br />Based on a focused analysis of the City of <br />Pleasanton’s existing economic development <br />division staff resources and formalized programs, <br />there is a clear opportunity to build incremental <br />capacity within the division. This capacity building <br />initiative will require building ongoing consensus <br />around the City’s top economic development <br />priorities, programs, and major projects. <br />Existing activities should be reorganized to <br />conform to IEDC’s best practices, followed by <br />focused reallocation of available staff time <br />and resources. <br />Appendix II: Best Practices <br />ORGANIZATIONAL & <br />INSTITUTIONAL CAPACITY BUILDING <br />34