Tag: Inclusive Growth

How Advancing San Diego funded internships help students and businesses

By Olivia Jones,

Advancing San Diego: Bridging education and industry

EDC’s Advancing San Diego (ASD) internship program, run in partnership with the Border Region Talent Pipeline K-16 Collaborative and Imperial Valley EDC, has transformed how students across San Diego gain early career experience, while helping local businesses address talent needs. In summer 2024, the ASD program placed 358 interns at 104 companies across San Diego and Imperial Counties, creating an invaluable bridge between education and industry in high-growth, high-wage fields like engineering, computing, and business. That’s up from 48 interns placed in summer 2023. This program plays a crucial role in addressing regional talent shortages, helping local companies access vetted, diverse talent and offering students paid, hands-on learning opportunities in high-demand industries.

Summer 2024 by the numbers

*Priority populations include low-income individuals, first-generation college students, current community college students or community college transfers, veterans and active-duty military students, and students with disabilities

Addressing the talent gap with community impact

At the heart of ASD’s mission is a commitment to reaching under-resourced communities, ensuring that students from diverse backgrounds gain valuable career experience while helping local businesses address critical talent needs. Companies apply each year by early spring to host students from Advancing San Diego Verified Programs to be interns. These Verified Programs are selected based on industry-determined criteria, including industry engagement, diversity, equity, and inclusion, as well as curriculum that teaches the most in-demand skills in computing, engineering, and business. This approach ensures that students’ skills align with evolving workforce demands, enhancing the overall impact of the internship experience.

Once companies are selected, students from Verified Programs apply for their top five preferred positions. There are not enough positions for every student, so those who identify with the program’s priority populations get preferred access to available positions, with 73 percent of the interns identifying with one or more of the priority populations this past summer. Importantly, ASD provides financial support through the K-16 Collaborative, covering competitive intern wages and saving local companies more than $2 million in payroll costs, ensuring businesses can prioritize mentorship and on-the-job training over recruitment logistics.

Real-world experience and career advancement

Every year the ASD internship program provides students with valuable work experience directly linked to their academic pursuits, equipping them with practical skills and career confidence. At the same time, EDC’s program enables companies to benefit from student contributions, with a 17 percent conversion rate of interns into full-time employees in 2024. For employers, this means reduced time spent on recruitment and a pipeline of highly motivated, well-prepared candidates who bring immediate value.

“I was drawn to this internship program because of my commitment to social mobility and reducing socioeconomic gaps. Companies have a pivotal role in building a more equitable future, especially by empowering the next generation of talent. My favorite part about working with the Advancing San Diego interns at ChakraTech has been their contagious enthusiasm and unwavering dedication to the work.”

—Ravi Chawla, founder and CEO of ChakraTech; ASD summer intern host

Is your company interested in hosting summer interns in 2025?

LET US KNOW BY FILLING OUT THIS FORM

Learn how employers can bolster the local talent pipeline

Read our op-ed

To learn more and get involved in EDC’s work, contact:

Olivia Jones
Olivia Jones

Coordinator, Talent Initiatives

Op-ed: Employers can bolster the local talent pipeline. Here’s how.

By Sidd Vivek, Mark Cafferty, and Dr. Sunita Cooke,

Op-ed originally published by the San Diego Union-Tribune

Authored by Sidd Vivek, President and CEO at Junior Achievement of San Diego and Imperial Counties; Mark Cafferty, President and CEO at San Diego Regional EDC; and Dr. Sunita Cooke, President and Superintendent at MiraCosta College

The success of our regional economy hinges on more than the businesses that power it; it thrives when our community, education systems, and industry come together to create opportunities that benefit all San Diegans. Internships and career-connected learning are key to aligning local students with regional jobs and overcoming the talent shortages threatening our economic competitiveness.

Demand for workers in the innovation economy is set to double over the next few years, making it imperative to connect young people to career pathways and professional networks in San Diego’s leading industries. Talent from historically underserved communities remains heavily underrepresented in the local innovation economy; in fact, Black and Hispanic people comprise 50 percent of the region’s K-12 population but only 24 percent of innovation cluster workers. Supporting these youth in accessing high-growth, sustainable careers is key to addressing San Diego’s socioeconomic disparities and creating a talent surplus.

That’s why, together with key local partners, San Diego Regional EDC is focused on placing students in paid work-based experiences and/or internships across the region. In collaboration with the Border Region Talent Pipeline K-16 Collaborative, Imperial Valley EDC, Junior Achievement of San Diego and Imperial Counties, and the County of San Diego led by Chair Nora Vargas, 443 local youth were placed in paid summer internships and/or work-based learning experiences at more than 125 businesses across San Diego and Imperial Counties including Illumina, Deloitte, Booz Allen Hamilton and Cox Communications and many small businesses. Through local industry partners—and supplemented by philanthropy—students were paid more than $2.7 million in collective wages and employer support services, and many are already being hired on for full-time opportunities. This work goes beyond offering students a paycheck—transforming futures and driving long-term economic growth for San Diego.

When employers invest in career-connected learning experiences, they address both immediate staffing needs and strategically build a future workforce pipeline tailored to their skills demands. According to the National Association of Colleges and Employers, approximately 72 percent of US companies will offer their interns full-time positions, and 80 percent of employers cited their internship programs as the talent acquisition technique with the best return on investment.

It is not just businesses that benefit. Forbes reported that students who completed paid internships receive twice as many job offers and secure a higher first-year salary than students with no internship experience, even when controlling for industry and demographic data.

Work-based learning equips students with industry tools and professional skills while helping them identify career paths aligned with their strengths and build a network of support for the future. Young people’s creativity and diverse perspectives can spark fresh ideas that drive businesses forward. As more students transition from interns to full-time roles, they mentor the next generation, creating a self-sustaining growth cycle that fuels innovation and economic mobility across San Diego and Imperial Counties.

This complex work requires cross-sector collaboration, from K-12 school districts and nonprofits to community colleges, universities, and employers who need the talent to fill critical functions. For our region—we must keep our sights set on fostering innovation, connecting youth to in-demand, sustainable wage career pathways, and building a talent pool that reflects our people.

With students back in school for the fall, we invite our regional businesses to join us in this vital work. From participation in career panels to hosting work-based learning for high school students or post-secondary apprentices and interns, a commitment by San Diego’s companies will be the difference-maker for this region and our youth.

It is only with and through San Diego’s employers that we can meet our Inclusive Growth goals, and ensure our economy remains competitive, innovative, and resilient for years to come. The benefits are clear: stronger businesses empowered students, and a vibrant, accessible economy that works for everyone.

What’s next?

To learn more and get involved in EDC’s work, contact:

Bridgette Coleman
Bridgette Coleman

Manager, Talent Initiatives

Small, localized commitments mean huge economic impacts in San Diego

By Eduardo Velasquez and Jennie Brooks,

Op-ed originally published by San Diego Business Journal

Authored by Eduardo Velasquez, Sr. Research & Economic Development Director at San Diego Regional EDC, and Jennie Brooks, EDC Board Chair and Executive Vice President at Booz Allen Hamilton

Hosted in San Diego last month, the Department of the Navy Gold Coast Small Business Exposition brings together hundreds of government and defense contracting leaders to talk all things DOD procurement. Self-proclaimed as the big business event for small businesses, Navy Gold Coast serves to ‘leverage small business capabilities to seize opportunities for strengthening national security.’

Boasting the largest concentration of military assets in the world, San Diego has an incredible and important opportunity to tap our region’s small businesses not only to support military interests, but also to drive inclusive economic growth across the region.

As we track toward our region’s 2030 Inclusive Growth goals, it is imperative that our economic development strategies prioritize small businesses, which represent more than 98 percent of all local businesses and employ 59 percent of San Diego’s workforce. They are not just contributors to the local economy; they support jobs for 807,540 San Diegans across industries. But they are challenged to remain competitive. Small businesses pay on average 38 percent less than their large business counterparts, and in 2023, under one-third (or 244,794) of small business jobs were considered quality jobs—those paying $46,846 plus healthcare benefits. Not to mention the challenge small businesses face in succession planning, accessing capital, and generally staying afloat in one of the most costly regions in the country.

Together, San Diego’s large employers can have enormous impacts on our region’s small business community. In fact, a 2021 EDC study found that anchor institutions—such as universities and hospitals, as well as utilities, local government, and even sports teams—that are physically bound to the region collectively purchase tens of billions of dollars in goods and services every year. Yet, it is estimated that local anchors spend about one-quarter of all procurement dollars on suppliers from outside the region, with a fraction going to small and minority-owned businesses. EDC found that if anchors shifted just one percent to local, small, or diverse suppliers, San Diego would see millions of dollars in economic impact and thousands of jobs.

Booz Allen Hamilton has been committed to partnering with small and diverse suppliers across the San Diego region. In 2023, the firm’s local spend in the San Diego area with small businesses was more than $50 million, a 24 percent increase from 2022. We’re also inspired by San Diego Gas & Electric, the County of San Diego, and others making measured and meaningful commitments to support our region’s small and diverse businesses.

So, what can you do? To maximize their collective economic development impact, we need three key things from the region’s anchors.

First, we need consistency and coordination, both in terms of definitions and processes, to increase accessibility. Every institution tracks its spending differently, and each has its own requirements and processes for bidding out contracts. A consistent set of definitions and even some coordination in bidding processes will not only facilitate tracking and collective goal setting, but also increase access to a new pool of potential vendors and suppliers.

Second, leadership and resourcing are needed to establish and meet procurement goals. It is important that both organizational leadership and procurement staff agree on the value of these goals, thus creating accountability, aligning incentives, and implementing change.

Last, anchors leverage their large prime contractors to meet procurement goals. Take construction for example: large projects are often sub-contracted out by prime contractors to smaller suppliers and vendors, and many anchors lack visibility into these sub-contractors. Engaging primes in anchors’ goal setting increases visibility and opportunity for smaller suppliers while also ensuring that prime contractors have the capacity to fulfill project deliverables.

With intentional and localized commitments, we can create an economy that benefits more San Diegans, grows more jobs, and helps small businesses become the Qualcomms, Dexcoms, and Booz Allen Hamiltons of the future.

Let Navy Gold Coast serve as a potent and timely reminder to prioritize small businesses and inclusion for the betterment of our economy.

To learn more and get involved, contact:

Eduardo Velasquez
Eduardo Velasquez

Sr. Director, Research & Economic Development

San Diego’s demand for talent in business

By Bridgette Coleman,

This summer in partnership with the Border Region Talent Pipeline K-16 Collaborative, EDC’s Advancing San Diego program convened six leading San Diego employers that collectively employ more than 24,000 San Diegans to participate in an Employer Working Group (EWG) and provide a real-time picture of the region’s talent demand for entry-level business roles. Additionally, 120 businesses were surveyed to gain a regional snapshot of talent demand, find gaps in business related training, and identify in-demand entry-level positions for individuals training to enter the workforce. Leveraging strategies from the U.S. Chamber of Commerce Foundation’s Talent Pipeline Management® framework, Advancing San Diego is excited to share the 2024 Business Talent Demand Report to serve as a snapshot of local demand for entry-level business professionals.

Business Talent Demand Report

This report serves as a tool for education partners to understand what skills and competencies students need for entry-level business positions in San Diego County. Based on employer feedback, the report focuses on in-demand external facing roles (Customer Service Representative and Advertising, Sales, and Marketing) and internal facing roles (Purchasing and Buying and Project Managers), and highlights the demand for Accounting, Auditing, and Bookkeeping positions which were identified as high priority by EWG participants.

Key findings

  • Twenty percent of businesses reported a high turnover in four out of eight listed in-demand occupations.
  • Lack of sufficient training or education was cited as the primary reason for hiring difficulties for entry-level business positions.
  • For non-entry level positions, lack of sufficient industry or work experience and inadequate training or education were the primary hiring challenges.
  • Employers predicted the highest job growth for purchasing and buying roles over the next 24 months, noting that 30 percent of these positions take more than six months to fill.
  • The most challenging positions to fill included supply chain and logistics positions, finance, and project manager roles, all of which reported high turnover rates.
  • Hispanic and Latino, as well as Black and African American individuals are underrepresented in entry-level business positions, indicating a need for investment in equitable access to strengthen the regional workforce.

Occupation demand

San Diego’s economy is powered by its diverse industries, from defense and technology to life sciences and manufacturing, supported by more than 71,000 business jobs. However, many employers struggle to find candidates with the necessary skills for entry-level roles, particularly as technical skills become increasingly crucial. With nearly 5,400 businesses competing for talent, the shortage of qualified candidates makes it challenging to fill positions.

Sixty-three percent of surveyed businesses noted that available talent does not have the relevant training or education, highlighting the need for better access to post-secondary education, work-based learning, and internships to strengthen talent pipelines and prepare students for success.

What’s next?

  • Save the date: Join EDC on November 13 at UC San Diego Park & Market for Advancing San Diego’s Verified Program event. More details to come.
  • Apply to be a Verified Program! Learn more about the process and benefits here. Verified Program applications close September 27.
  • Read other industries’ Talent Demand Reports here.

To learn more and get involved in EDC’s work, contact:

Bridgette Coleman
Bridgette Coleman

Manager, Talent Initiatives

San Diego nearly surpasses Inclusive Growth goal for quality jobs, and why the work isn’t over yet

By Teddy Martinez,

On August 14, EDC hosted its second Inclusive Growth Roundtable of the year, convening 40 regional stakeholders, service providers, and small business leaders to share the latest data on quality small business jobs and ground-truth our findings.

The 2030 Inclusive Growth goals focus on three key pillars core to any strong regional economy: quality small business jobs, a skilled talent pipeline, and thriving households. EDC analyzes the region’s progress to each goal annually. During the August gathering, we focused specifically on the region’s progress toward adding 50,000 new quality small businesses jobs by 2030. EDC currently defines a quality job as a business with fewer than 100 employees that offers at least $23 per hour and provides health insurance.

EDC’s Vice Chair of Inclusive Growth Lisette Islas kicked off the dialogue reminding us why this work matters, and celebrating the intentional and collaborative journey we have been on as a region since 2017. We’ve seen significant progress in San Diego becoming a more inclusive economy, but there is more work to be done. Below is a recap of the data shared, insights gathered, and issues we see on the horizon.

The backbone of San Diego’s economy

In San Diego, small businesses represent 98 percent of all firms and account for 59 percent of total employment. The impact that small business owners have on local jobs cannot be overstated. Despite significant contributions, small businesses struggle to keep up in an increasingly expensive market.

The smaller the business, the larger the challenge for providing a competitive wage. In fact, small businesses offer 38 percent lower average wages compared to companies with more than 100 employees. Microbusiness (<4 employees) face the largest challenge when it comes to relative compensation. This trend has worsened since EDC began tracking quality jobs data in 2017, with the relative wage gap widening even more last year.

Quality small business jobs surge

The latest data shows that small businesses have steadily increased the proportion of quality jobs, with 28.8 percent of all small business jobs now meeting the wage threshold including health benefits. The latest data refresh shows that quality small business jobs surged last year. So much so, the region has nearly surpassed the 2030 Inclusive Growth goal, adding 48,481 new quality jobs.**

The data is gratifying and certainly reflects the importance and impact of efforts to increase opportunities for more small business owners, but there is more than this metric to unpack.

Inclusive Growth remains paramount

The world has changed dramatically in the last seven years since EDC launched the Inclusive Growth Initiative. In that time, the region experienced tremendous economic growth followed by a global pandemic that curtailed progress. Those hit the hardest were women and people of color in San Diego. Since then, we’ve seen a strong economic recovery, yet rising tides have not lifted all boats.

San Diego’s lowest paying occupations are disproportionately held by marginalized and under-invested-in populations. While the surge in quality jobs is reassuring, the reality is that more than two-thirds of small business jobs still fall below the wage threshold and larger businesses still have the advantage when it comes to paying competitive wages.

Also important to note, lower paying jobs are disproportionately held by people of color who are noticeably underrepresented in the highest paying occupations in town. For example, more than half of Healthcare Support occupations in San Diego, which include nursing, medical, and dental assistants, are held by Black or Latino people, but the average total wage is below $20 per hour. Conversely, less than 20 percent of Computer and Mathematics occupations, which include statisticians, programmers, and software developers, are held by Black and Latino people but pay more than $50 per hour on average.

During the event, we also shared recently conducted survey results of 603 local small business owners which found that people of color have contrasting challenges when it comes to owning a business. Done together with SBDC, the survey results revealed that securing necessary funding is a major challenge for nearly two-thirds of minority small business owners. This highlights the importance of programs that tailor outreach, education, and funding resources for minority business owners to stay competitive in San Diego.

EDC’s commitment to increasing quality small business jobs with an inclusive lens is embedded into our programmatic work, yet we recognize that the road ahead will require sustained regional collaboration. We invite you and your organizations to join this movement so that San Diego remains competitive, and that all businesses and their employees continue to benefit from the region’s economic success.

Teddy Martinez
Teddy Martinez

Sr. Manager, Research

** A previous version of this blog incorrectly stated 30.3 percent of all small business jobs now meet the wage threshold including health benefits, and that small businesses added 60,234 new quality jobs to the region, surpassing our Inclusive Growth goal. The data has been corrected and updated in line above as of September 5, 2024.

Best practices for AI in higher education

By Olivia Jones,

takeaways from Advancing San Diego’s AI Best Practices event

In a regional economy where one in four local firms utilizes Artificial Intelligence (AI), it is essential that San Diego students be prepared with the skills necessary to maximize the use of AI. To address this need, Deloitte and San Diego Regional EDC convened nearly 50 faculty and administrators from Advancing San Diego’s Verified Programs to collaborate and workshop the future of AI implementation in higher education.

Six THINGS WE LEARNED:

  1. Personalize learning and content

    AI can revolutionize personalized learning by analyzing student performance data to identify areas where students need more support and adjust curriculum accordingly. Additionally, AI enables educators to quickly adjust to student needs by creating lecture materials, interactive learning modules, and more. This dual capability expands educators’ ability to create tailored content and saves time on resource creation, enhancing both the learning experience and instructional quality.

  1. Streamline administrative tasks

    AI tools can manage routine administrative tasks such as scheduling, grading, and responding to common student questions. This can reduce the administrative burden on educators, allowing them to concentrate more on teaching and mentoring, thereby improving overall efficiency.

  1. AI literacy and prompt engineering

    Understanding prompt engineering, the skill of constructing the right questions, can significantly enhance the utility of AI in educational settings. The way questions are framed can drastically impact AI responses and, if done properly, reduce the risk of “hallucinations,” AI-generated information that may be incorrect or outdated. This literacy ensures that these tools are used to their full potential, providing accurate and relevant information that supports learning objectives. It also effectively prepares students for jobs in San Diego’s innovation economy, which is already adopting AI at staggering rates .

  1. Emphasize higher-order thinking

    The integration of AI in education is shifting instructive approaches, emphasizing higher-order thinking skills outlined in Bloom’s Taxonomy. With AI handling lower-order tasks such as remembering and understanding information, educators can focus on fostering analysis, evaluation, and creation in students. This shift encourages deeper learning and critical thinking, preparing students for complex real-world challenges.

  1. Establish effective governance frameworks

    Integrating AI into education will require strong governance frameworks to address ethical concerns like bias and privacy, clear policies and guidelines for its use in assignments and assessments, and a regular process for evaluating and updating these frameworks to keep pace with the evolving AI landscape.

  1. Mitigate bias and protect privacy

    Addressing bias in AI training data is important for fair educational outcomes. Ensuring AI models are trained on diverse, representative datasets can improve accuracy and inclusiveness. Privacy concerns are also paramount; public AI tools can inadvertently use any input data for retraining, risking exposure of sensitive information. Enterprise-specific models, which do not learn off of private data, might offer a more secure solution for educational institutions.

To learn more and get involved in EDC’s work, contact:

Olivia Jones
Olivia Jones

Coordinator, Talent Initiatives

aPPLY TO BE A VERIFIED PROGRAM

sEE edc’S AI series

Reflections on San Jose: EDC Leadership Trip

By Mark Cafferty,

As I was sitting on my Southwest Airlines flight back from San Jose, I looked into the rows ahead of me to see a scene that has become synonymous with our EDC Leadership Trips: Our former chair and the National Head of Commercial and Industrial Banking at Western Alliance Bank Julian Parra leaning into the aisle to have a discussion with our current vice chair for inclusion and the CEO of Lifeline Community Services Lisette Islas. Also leaning into the conversation were Neighborhood House Association President and CEO Rudy Johnson, and the COO of Connect Christie Marcella. Meanwhile, a row behind them, ResMed’s Head of Global Inclusion and Diversity Sarah Hassaine was in a deep and enthusiastic conversation with Chief Innovation Officer for the City of Carlsbad David Graham. All smiling and laughing. All heading home after two and a half days of deep thinking, work, and reflection in another California city and region dealing with many of the same challenges and opportunities we have back home. All recommitted to an inclusive economic development agenda they helped to create.

Getting 35 local business, higher education, nonprofit, and civic leaders to set aside time to travel, learn, and grow together is difficult. Finding the kind of leaders who can carry all of their knowledge and expertise into every conversation while checking their egos at the door might even sound impossible. But here we are once again, returning home with even more energy, enthusiasm, and focus than we had when we left.

Our time in San Jose reminded us of just how far we have come since we took our first leadership trip to Nashville almost nine years ago. Hearing the stories of employer engagement and commitment to inclusion, learning about deep and meaningful public-private partnerships, sitting in on an hour-long conversation between San Jose Mayor Matt Mahan and San Diego City Councilmember Raul Campillo, and enjoying our time together at Mexican Heritage Plaza and the Google HQ Campus all made for meaningful and inspirational moments. Sharing it all with such a special and committed group of San Diego leaders and friends makes it almost magical.

But it isn’t magic that that will move the needle to ensure that we train enough skilled workers, support the development of enough quality jobs within our small businesses, and create the conditions that will ensure more resilient and thriving households throughout our region. It is hard, focused, intentional, and purposeful work. It requires an unwavering commitment to the belief that inclusion is a true economic imperative. And it only happens when we continuously find, leverage, and support this group of thoughtful, committed citizens who together can help our region meet our 2030 goals.

For those of you who have been a part of this journey with us over the last several years, thank you for your investment, leadership, and support. And for those of you who would like to be a part of the most meaningful, intentional, and inclusive economic development work in the nation, reach out, lean in, and join us in endorsing and advancing these goals. You will absolutely gain more than you give. I guarantee it.

Returning home with clearer eyes and a fuller heart—Mark

Mark Cafferty
Mark Cafferty

President & CEO

Endorse the 2030 goals

See our progress

Looking into the 2024 crystal ball

By Eduardo Velasquez,

Sticking the ‘soft’ landing

Happy new year from your local, recovering economist!

After another year filled with uncertainty and the seemingly ever long tail of pandemic-related disruptions, we enter 2024 with a whole host of questions—some new, some recurring.

The past year was dominated by the prognostications of a looming recession. Goldman Sachs famously gave it a 100 percent probability and even the Federal Reserve was bracing for an economic downturn as recently as the summer.

However, it is worth stating the obvious here that the United States did not go into a recession. Throughout 2023, measures of economic growth consistently beat expectations. In the fourth quarter of the year, the economy grew at an annualized rate of 3.3 percent fueled by consumer spending as well as business investment. We saw record corporate profitability, a strong labor market that added nearly three million jobs, and even inflation slow significantly and come close to the Fed’s comfort level of two percent.

Locally, we ended the year with 23,400 more jobs. Investment also came into the San Diego region from both public and private sources. Startups raised another $4 billion in venture capital funding and San Diego received $950 million in federal funding for cleantech development.

There are more jobs in San Diego than ever before, however there are fewer people available to do them. Over the last 12 months, the labor force declined and it is expected that our prime-working age population will shrink in the coming years. Part of this is due to accelerated retirements brought about by the pandemic; part is due to the ever-increasing cost of living. The median-priced home is now more than $1 million with a monthly mortgage payment of more than $5,300.

So, 2024…

Looking to the year ahead, we are approaching a unique moment to accelerate large scale transformation around the future of work and the built environment.

Employers are offering remote and flexible work arrangements at higher rates than during the height of the pandemic. The rapid adoption of generative AI tools is changing how work is done and re-defining what skill development means, favoring agility over ability. There are 32,000 employers nationwide competing for workers with AI skills. In San Diego, there have been more than 5,200 unique job postings seeking AI skills since the launch of ChatGPT just over a year ago.

The permanence of remote work offerings has led to a re-imagining of the office with a flight toward quality. Many employers remain unsure of when and who should return to the office (we can help). These decisions will have profound implications for the future use of office space across our region, of which there is more than 10 million square feet currently vacant, with several million more planned, under construction, or with leases coming due in the next year.

While affordability remains abysmally low, housing production has ramped up with permitting activity expected to match levels not seen since 2017. This is still not enough new housing to meet demand, but still very welcome development (pun intended!). Additionally, rent growth seems to have plateaued and returned to pre-pandemic rates giving renters a much-needed pause in increases.

And yet, nothing that our region will face in 2024 is inevitable. What lies ahead is both a familiar challenge and a new opportunity for inclusive growth. A challenge to meet the talent needs of our employers, and an opportunity to remove barriers to entry into the workforce. A challenge to promote quality job growth in small businesses, and an opportunity to shift spending toward local, diverse suppliers. A challenge to address affordability, and an opportunity to re-imagine our urban core to retain high-paying jobs and provide housing for working families.

It’s a tall order, but our region is hungry. Let’s get to work!

Eduardo Velasquez
Eduardo Velasquez

Sr. Director, Research & Economic Development

 

Read 2023’s edition: Looking into the crystal ball…

More FROM EDC’s research bureau

More on inclusive growth

EDC report: 2023 Inclusive Growth Progress

By San Diego Regional EDC,

Report: San Diego affordability crisis threatens latest jobs and talent gains

Today, San Diego Regional EDC released its 2023 Inclusive Growth Progress Report. With updated data and bold objectives set around increasing the number of quality jobs, skilled talent, and thriving households critical to the region’s competitiveness, the report measures San Diego’s growth and recovery, and spotlights the greatest threats to prosperity.

2023.inclusivesd.org

Making the business case for inclusion, EDC releases this annual report to track progress toward the region’s 2030 goals: 50,000 new quality jobs* in small businesses; 20,000 skilled workers per year; and 75,000 newly thriving households**. Since its launch in 2017, the initiative has rallied public commitments from County, City, academic, and private sector leaders who are leveraging the Inclusive Growth framework to inform their priorities, tactics, and resource allocation. While much about the economy remains uncertain, intentional and consistent efforts by a diverse set of regional stakeholders will be key to achieving these goals.

“Large and small businesses, nonprofits, and government all play important roles in building a strong local economy and expanding economic inclusion,” said Jennie Brooks, Executive Vice President at Booz Allen Hamilton and EDC Board Chair. “Booz Allen is empowering its employees with training in technologies such as Artificial Intelligence and is committed to helping prepare local, diverse San Diegans for tech careers of the future. We are proud to partner with local nonprofits and small businesses to make advanced technology broadly accessible to students and create a supportive ecosystem in San Diego to drive inclusive economic growth.”

THE STORY BEHIND THE DATA

Over the past decade, the San Diego region has experienced a notable upswing in general prosperity, standard of living, average wages, and productivity, including a full recovery from the pandemic across virtually every sector. Yet, these gains have not been evenly distributed.

In terms of racial, geographic, and overall inclusion, San Diego has slipped; the pandemic has hit lower-income households and minority communities hardest. The relative poverty rate has increased while median earnings and the household wage gap between white and non-white populations has widened. Record-level inflation has hit struggling San Diego households hard, and high operating costs have degraded the ability of businesses to attract and retain talent.

Despite these obstacles, San Diego is once again making headway on the quality jobs and skilled worker goals; see charts below. 2021 saw an uptick in small business jobs as well as the highest increase in post-secondary education (PSE) completions in more than a decade.

However, decreasing affordability coupled with uneven economic prosperity not only threatens that progress but indeed may mean that San Diego falls even further behind its peer metros on overall prosperity. The region now needs to add 125,000 newly thriving households by the end of the decade to meet the goal.

The region’s expensive and limited housing market has exacerbated inflation across all categories, with fewer than 44 percent of San Diego households considered thriving. The affordability crisis will primarily impact Black and Latino households, of which more than half are low-income, and continue to challenge employers’ ability to attract and retain talent—posing the single greatest threat to the region’s economic growth.

“While EDC’s report demonstrates San Diego’s remarkable resilience in the face of the pandemic, our jobs and talent gains are being diminished by the region’s affordability crisis. Unless we get this right, San Diego will always be catching up,” said Lisette Islas, Executive VP and Chief Impact Officer at MAAC, and EDC Vice Chair of Inclusive Growth.

Join the movement

Using a demand-driven, employer-led, and outcomes-based approach, San Diego private, public, and community leaders must deploy creative solutions to achieve these 2030 goals. EDC invites the community to join us at one of two upcoming webinars to learn more about the data and how to get involved:

“We’re seeing HR departments dissolve degree requirements, big buyers redirecting procurement spend, governments streamlining permitting processes, and developers prioritizing on-site childcare. This is the level of regional adoption required to move the needle on inclusion, and EDC is committed to continuing to tell a data-driven story to make the business imperative clear. San Diego’s future depends on it,” said Teddy Martinez, Senior Manager, Research, San Diego Regional EDC.

Read the full report at 2023.inclusivesd.org, and all previous updates at progress.inclusiveSD.org. 

The initiative is sponsored by Bank of America, City of San Diego, County of San Diego, JPMorgan Chase & Co., San Diego Gas & Electric, Seaport San Diego, Southwest Airlines, and University of San Diego Knauss School of Business.

more at inclusiveSD.org

*Quality job = $45K wages + healthcare benefits.

**Thriving household = total income covers cost of living for renter- or owner-occupied households, at $79K and $122K respectively.

Seattle Leadership Trip: An exercise in authenticity

By Lisette Islas,

Authored by Lisette Islas, Executive VP and Chief Impact Officer at MAAC, and EDC Vice Chair of Inclusive Growth

“Clear eyes, full hearts, can’t lose.”

Most every year, EDC hosts a Leadership Trip to a strategic metro. Guided by our Inclusive Growth strategy, the trips help expose dozens of San Diego’s private sector, nonprofit, academic, and government leaders to other regions engaged in similar work. After all, it sometimes takes stepping outside of our region to get the best look at who we are and who we want to be. This year: Seattle, Washington.

With more than 30 of San Diego’s most committed leaders in tow, we arrived in Seattle this July ready to learn about what makes the Pacific Northwest region so successful and what challenges have stymied it most. EDC’s President and CEO Mark Cafferty kicked off the three-day trip with the above Friday Night Lights quote to help frame the goals of the trip, plus the mindset needed to act once back home.

Clear eyes

Seattle is a true peer metro to San Diego, home to a globally competitive innovation cluster with audacious goals for its growth. While Seattle’s cost of living is lower than San Diego’s, it is the fastest-growing city in the country and rising home prices have led to gentrification and displacement. The state of Washington needs another Seattle’s-worth of housing units to address its housing supply shortage. The clarity of their direction and of their challenges comes from an impeccable degree of detail and data, both on their goals and on where they are falling short in meeting them. For example:

  • Jobs: Eighty of Seattle’s CEOs made commitments to increase supplier diversity, yet only 0.1 percent of procurement can be tracked back to Black-owned businesses. (There was no mention of metrics on Latino-owned businesses.) These companies don’t always have consistent vendor data tracking—and you can’t improve what you can’t measure.
  • Talent: Nationwide, more than 375,000 tech jobs remain unfilled. Given that each year as a country we graduate 75,000 computer science degrees and distribute 65,000 H1B visas in tech, that still leaves 235,000 jobs that must be filled in other ways. As home to some of the largest tech companies in the world including Amazon and Microsoft, Seattle has recognized the imperative for sourcing talent in new ways. Notably, through tech apprenticeship model Apprenti, companies can recruit people from non-tech backgrounds using an anonymized, skills-based application process to remove all the bias you don’t want and focus on all the talent you do. Eighty-six percent of these apprenticeships convert into full-time jobs after one year.
  • Households: Through Challenge Seattle and their partners at Boston Consulting Group, the region has identified the root of a housing shortage challenge that looks very familiar to San Diego’s. Challenge Seattle identified the housing size, price, and place needed to make a dent in the lack of supply facing the region. Additionally, the group put out 15 long-term and four short-term recommendations for policy change ranging from zoning reform to below-market financing, and more.

Full hearts

One inspiring moment was when our group heard from Alesha Washington, CEO of the Seattle Foundation, on the region’s continued struggles, which she says are often masked by its rapid growth and prominent tech companies. The region is majority white, and the economic hardships are most felt by people of color. Simply calling past policies what they were—racist—provides a sense of freedom to manage them directly and without ambiguity.

Another point of encouragement came in the context that while the Seattle metro accounts for more than half of the state’s population, it cannot succeed alone. Many of the challenges it faces are felt across the rest of Washington, so statewide cooperation is needed to solve them. Framing Seattle’s housing crisis as urgent to the state’s overall economic prosperity is one way Challenge Seattle has done just that.

Can’t lose

Perhaps the most galvanizing moment was during our closing session as the group took stock of all they had heard, shared what stood out the most, and reflected on our region’s own inclusive growth journey. What resonated most was the sense that, like our peer, San Diego has come a long way. When the economic case for inclusion was first developed in 2017, the road seemed long and the goals unreachable. However, despite the setbacks brought on by the pandemic, progress is being made – with EDC’s latest progress report launching next month. With an inclusive economic development agenda acting as a compass, many local organizations have shifted their focus or direction—and even small changes can have big impacts. As Halé Richardson of HomeFed Corporation put it, “Fueled by this ongoing dialogue, we’re now prioritizing childcare centers over swimming pools.”

For decades, the inclusion challenge was left only to the social services and philanthropic community to solve. Now, the business case has been made and it is clear inclusive growth is imperative to the region’s competitiveness. Without it, industry too will cease to thrive.

Economic development is an exercise in authenticity.

In San Diego, we know our data story well too. The challenges facing our region require all of us to adapt in order to create more quality jobs, skilled talent, and thriving households. If we are to remain competitive and attractive to both businesses and talent, we must embrace the challenges head-on, with each sector—public, private, non-profit—doing its part to promote a more inclusive San Diego. In the months ahead, EDC will convene select groups to make that clear and build on this momentum.

I remain committed to exploring different avenues for how we broaden and deepen our work across our three goals—through my role at EDC, my work at MAAC, and my engagement with our region at large—as a member of the community that cares deeply about San Diego’s future.

We may not reach all our stated goals by 2030, but the mere fact that we are striving toward them guarantees that we will be better off than than we are today.

Learn more about EDC’s Inclusive Growth work

See the San Diego-Seattle regional comparison

See past leadership trip recaps