Title
Planning and Building Department, Economic Development Division, recommending the Board:
1) Receive and file a presentation on the El Dorado County Economic Strategy prepared by the El Dorado County Strategic Economic Enhancement and Development Committee (SEED); and
2) Provide feedback and direction to the SEED Committee and staff regarding implementation of the Economic Strategy.
FUNDING: N/A
Body
DISCUSSION / BACKGROUND
On July 16, 2024 (Legistar file 24-0898), the Board of Supervisors approved Resolution 111-2024 forming the SEED Committee. At that time, the Board directed that the committee’s priority should be to prepare an economic development strategic plan.
The seven-member committee began meeting in November 2024 and has met eleven times since its inception. There are currently six members on the committee with one vacant position.
Strategy Overview
This strategy combines a community-driven approach with a clear, data-informed roadmap to enhance economic opportunities and stabilize El Dorado County's revenue base. Rooted in the values of transparency, inclusion, and sustainability, the plan reflects the voices and aspirations of residents, business owners, and public partners from across the County. It recognizes that economic development is not just about growth-it’s about creating a more resilient, livable, and equitable future for all. By balancing rural preservation with targeted, value-aligned growth, the strategy aims to protect what makes El Dorado County unique while unlocking new opportunities for entrepreneurship, workforce development, and investment. Ultimately, this plan serves as both a guide and a commitment to foster long-term fiscal health, strengthen the fabric of our communities, and ensure that the benefits of economic progress are shared widely and responsibly.
Recommended Priority Strategies
The El Dorado County Economic Strategy Summary, (Attachment A, page 4) highlights several specific strategies for short-, mid-, and long-term implementation. Based upon the Board’s direction and feedback, SEED and staff will develop a specific workplan and timelines for each initiative and begin implementation. Successful implementation will require leveraging the knowledge and expertise of staff from departments across the County, partner organizations, business leaders and other interested parties. Information will be shared via the County’s Economic Development website as well as through other communication channels outlined in the strategy.
Industry Sectors
The Economic Strategy recommends industry sectors of focus that align with local values; healthcare and social assistance, agritourism and specialty agriculture, outdoor recreation and tourism, advanced manufacturing and green technologies, and creative industries and remote work hubs. This does not preclude other sectors as each business should be evaluated on its own unique merits.
Data, Goals & Metrics
This strategy includes key data points that demonstrate the County’s current economic trends and outlook. In most cases, these trends indicate economic stagnation or decline and must be addressed to achieve the goals of a thriving economy as outlined in the County’s Strategic Plan. For El Dorado County’s economic strategy to succeed, it must be grounded in accountability, transparency, and outcomes that reflect both fiscal health and community well-being. To ensure progress is meaningful and measurable, the County will adopt a robust framework of SMART goals-Specific, Measurable, Achievable, Relevant, and Time-bound. These metrics go beyond traditional economic indicators, capturing the broader impact on residents’ quality of life, business vitality, and environmental stewardship. Regular reporting will allow for course corrections, reinforce public trust, and demonstrate how economic initiatives are delivering on their promises.
Implementation Structure
To successfully implement the strategy, a dual-tier governance structure is recommended consisting of a smaller leadership group and a larger advisory group. This structure balances strategic leadership with broad-based input, helping the County stay focused, responsive, and on track toward measurable results. Successful implementation requires broad-based involvement and support including across County departments, business organizations and stakeholders and the public. Avoiding scope creep, maintaining transparency, and building consensus will be essential throughout the implementation process.
Outreach and Communication Strategy
The Economic Strategy recommends extensive community outreach throughout the process. This ensures that initiatives reflect lived experiences, local values, and real-world challenges, leading to smarter strategies, stronger partnerships, and broader support.
Clear, consistent, and inclusive communication is crucial to establishing public trust and maintaining stakeholder confidence in El Dorado County’s economic development efforts. Residents and partners need to understand not only what the County is doing, but why it matters and how it benefits their communities. A proactive outreach strategy will ensure transparency, promote engagement, and strengthen alignment across all levels of implementation.
SEED and staff are seeking direction from the Board on the following:
• Short-, mid-, and long-range economic strategies
• Implementation structure (two-tiered structure)
• Plan for outreach and communication
SEED and staff also welcome feedback on other sections of the Economic Strategy such as industry sectors and metrics.
It should be noted that when the Board approved formation of the SEED Committee in July 2024, the Board stated that the governing Resolution for SEED should be reviewed and revised upon completion of an economic development strategic plan to address the implementation of the strategic plan. The Resolution is attached (Attachment B). If the Board directs the plan be implemented, staff recommends revising the resolution to task the SEED committee to assist with implementation of the strategic plan. With reduced funding for economic development activities and staffing, successful implementation will require the assistance of SEED as well as other partner organizations.
ALTERNATIVES
The Board could choose to modify the Economic Strategy recommended by the SEED Committee and staff or not implement some or all of the strategy.
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PRIOR BOARD ACTION
July 16, 2024 (Legistar file 24-0898), the Board of Supervisors approved Resolution 111-2024 forming the Strategic Economic Enhancement Development (SEED) committee
April 1, 2025 (Legistar file 25-0516), the Board approved updates to the current Countywide Strategic Plan that included a goal of developing an Economic Development Strategic Plan.
OTHER DEPARTMENT / AGENCY INVOLVEMENT
N/A
CAO RECOMMENDATION / COMMENTS
Receive and file as recommended and provide direction for revisions to Resolution 111-2024 to meet the Boards priorities for implementation.
FINANCIAL IMPACT
There is no change to net County Cost associated with this item. Development of the strategy was completed by the SEED committee and staff with assistance from consultant John Krueger. Consultant work was included in both the FY 24-25 and FY 25-26 department budget.
There is no direct financial impact related to development of the Economic Strategic Plan. Should any specific programs or initiatives have a financial impact outside the current budget, those specific programs will be brought back to the Board for consideration. Adoption of the Economic Strategy will develop sources of new or increased sustainable revenue, primarily in the form of sales tax, property tax and TOT. As shown in the data, no action will likely result in a growing gap between County revenue and expenses, necessitating more cuts to County services.
CLERK OF THE BOARD FOLLOW UP ACTIONS
N/A
STRATEGIC PLAN COMPONENT
Thriving Economy - Develop a Countywide Economic Development Strategic Plan focused on managed growth and economic stability.
CONTACT
Karen L. Garner, Director
Planning and Building Department