HomeMy WebLinkAboutAgenda Report - June 17, 1987 (77)TO: THE CITY COUNCIL
FROM: THE CITY MANAGER'S OFFICE
SUBJECT.
CONSIDER REQUEST FOR ADDITIONAL FUNDS TO PAY STRATEGIC FLAN BILL
('--UNCIL COMMUNICAT10"
DATE:
June 17, 1987.
RECOMMENDED ACTION: That the City Council consider
appropriating an additional $2110 to
assist in defraying the deficit as
incurred by the San Joaquin Strategic Plan
Corporation.
IN -0.
BACKGROUND
INFORMATION:
On June
19, 1985 the City Council approved
an agreement to participate in
the San
Joaquin
Strategic Plan and
appropriated
$10,050.00
as the City's
share of
the public funding.
Funding was
also to be
'raised from the
private
sector by members of
the Strategic
Plan Board
of Directors.
The Corporation has concluded its work and forwarded the final
document to the Mayor,. however, a money problem has developed.
Although all the cities and the county provided funding as requested,
the donations from the private sector fell short of expectations and
the Strategic Plan has bills of $20,000. The majority of the debt
—moi Cmc+ Trar(r
is oweu -u ur—%-1--u—
Inc.,
1D1—u—Inc., a firm providing secretarial assistance for minutes, agendas
and report preparation. The officers of the Corporation on behalf
of the Board of Directors are requesting the contributing public
agencies to assume the outstanding indebtedness with Lodi's share
being $10,050.
a es B. Schro er
11C unity Development Director
Attachments
CC/7/TXTD.01B
Saga Joaquin Cou
For A Sracces3i'd Twr"row
May 1, 1987
BOARD OF D;RECTN S
As the effort concludes, the Corporation finds i,tself
Glenn_Page
Perry
The Honorable Evelyn Olson
coact E. L_cte
Mayor
:jai•
Wayne--evena
City Of Lodi
a`r
221 W. Pine Street
`"arcelo looez
Treasurer
Lodi, CA 95240
teona,a Beeman
;,-nonce Blue Dear Mayor Olson:
-art Bur.on
Robert aroccmini
Ron Coale Enclosed herewith is the final work product of the
Edward Graig g oration. This product is being
:,r.coin Ellis Strategic Plan Corp
5aroara razz forwarded to you as the concluding effort of the
.c Feic,truneir
;.:.i_ ;ester Corporation and in compliance with the participation
�har1es �-t^r^o^d agreements between the Corporation and your city.
m,C-iael Machado
L°ralee MCa79ne7
George 14nd0Za
As the effort concludes, the Corporation finds i,tself
Glenn_Page
Perry
faced with
a- $20,000 deficit. In consideration of
Bill
Jaines Schroeder
D. David Smith
alternatives
for absolving this deficit ani in
Sidney Turot+
discussion
with representatives of other public
the Corporation on behalf of
PhillipWallaccencies,
Doug Wiiholt
a g
the officers of
requesting the contributing public
Larry
the Hoard
agencies to
g
are
assume the outstanding indebtedness. We
representing
John Garmnendi
John
request that
give consideration to the same
you g"
original participation
ccerdinator
. .per.c.entzg.e
distribution as your
That would provide the followr:ng schedule:
Fast Track
agreement.
Joycelyn Ward
Alison Hudson
San Joaquin County $6,�a�
City
of Escalon
City
of Lodi 2,110
City
of Manteca 1,535
City
of Ripon 231
City
of Stockton 9,230
City
of Tracy 1,137
$20,000
The Corporation, during its work effort, was unable to
secure private sector financing to the full amount
originally anticipated. in part, this was compounded-
by
ompoundedby negative press during the developmental stages of
the recommendation process. However, it is our belief
that this Corporation represents the collective efforts
of the governmental entities and the private sector of
San Joaquin County and we bear responsibility to
1107 North San Joaquin/ Stockton, California 95202
Farce 2
May 1, 1987
absolve the outstanding indebtedness owed to the
Corporation's Contractors, URSA institute and Fast.
Track, Inc.
We would request that you place this matter for
consideration before your Council at the earliest
possible date so that this matter might be concluded
and the efforts of dissolving the Corporation
commenced.
If you have any questions in regards to this request or
are desirous of presentation at your meeting, please
contact either Michael Locke, City Manager, City of
Tracy or Wayne Trevena of Moss and Craig at your
convenience.
Sincerely,
MICHAEL E. CK Co -Chair
MEL:jed
The meeting was called to order ct 9:07 by Co -Chair Wayne Trevena.
Jim King presented an overview of the responses to the UR -SA report.
1 Points of Agreement
The need for county -wide -o-ordination
One econanic daveiopment institution
Ehlphasis on business expansion
Small business focus
Overall goals
public private partnership
City/County participation
Continued strategic planning
1107 North San Joaquin/ Stockton, California 95202
SartJoaquin
County Strategic Ply
Strategies For A 5cxxes.+fLd To-"TOW
!�+ ' ✓ten ' re
BOARD OF DIRECTORS
SAN JOAQUIN MUNry STRATBSIC Pi-Z'-N. - -
Michael E_ Locke
Co-Chair
Mayne Trevena
Nit.^.ue's
Co-Chair
Board of Directors Meeting
Marcelo Lope:
Treasurer
s p
M+,arch ? r 1987
Leonard Beeman
Candace Blue
Carl Burton
Robert Brocchini
Attendance: Wayne Trevena
Marcelo Lopez
Ron Coale
Edward Criag
George Mcndoza
Edward Craig
Lincoln Ellis
Bill Perry
Barbara Fass
Barbara Fa5s
1,--)pard Beeman
Candace Blue
Ed Feichtneir
McGaughey
David Suitt
J.H. Foster
Inralee
Charles ha^mond
Michael Machado
Loralee McuauS�+ey
Other: Ju-n King
War
Joycel�;l d
George Mendoza
Isarry Sorini
Wayne Brown
Glenn Page
Bill Perry
Bob Nbrr.ison
John Cheadle,
James Schroeder
Ed Coy
Dave RC7wlands
D. David Smith
Sidney Turoff
I)on Mathews
Mark Ornellas
Phillip Wallace
Doug. Wilhoit
Absent- Michael Loa-a
Robert Brocchini
Larry Scrini
Ron Coale
Lincoln Ellis
representing
John Garamendi
Fd Feichulleir
J.H. Foster
Coordinator
Charles Hammond
Michael Machado
Fast_Track.,....
Jalli( 5. SCt1rG?dnY _
_ Sidney Turoff
Joycelyn Ward
Alison Hudson
Phillip Wallace
Doug Wilhoit
The meeting was called to order ct 9:07 by Co -Chair Wayne Trevena.
Jim King presented an overview of the responses to the UR -SA report.
1 Points of Agreement
The need for county -wide -o-ordination
One econanic daveiopment institution
Ehlphasis on business expansion
Small business focus
Overall goals
public private partnership
City/County participation
Continued strategic planning
1107 North San Joaquin/ Stockton, California 95202
I- Points of Aq reement
The need for county -wide co-operation
One economic development institution
a phasis on business expansion
Small business focus
Overall goals
Public private partnership
City/County participantion
Continued strategic planning
2. Points of UisaareeTK--nt
Organizational framework
Functional respor.3ibilities
Funding
3. K Issues
C.anPosition of the economic development board
how large?
who appoints?
uto recommends?
selection criteria?
coverage?
FZnctional Responsibilities
advise?
coordinate?
control?
Funding
how much?
how long?
source?
mix of use?
- Fra ne •_Ork FO_ D' S ]SSiOi^:
Organizaitonal Framework
Restructured IDA
Strategic Plan Inc. in Lead
New Agency
Lcisting IDA
Functional Responsibilities.
Strategic Planning
Prograi-n Coordination
Site Location
Workforce Training
Development Planning
Technical Assistance
Financing Assistance
Area Marketing
Shall Business Revolving Loan viand
,mall Business Development Centers
Funding
Rural Renaissance
Other Public
Private Sector
Fees/Charges
Y
Y
{ Y Y, I Y{ d
Y �Y 4
Y Y 3
Y 2
Y 2
Y Y Y 4
{Y Y 3
Y Y {{Y 4
{ ! IY ,i
I I YY 11 IYI 13
IY( (2
IY I 11
Y= Yes
C= Coordinate only
MON ION 41 by Bill.Perry and seconded by Loralee McGaughey to accept the
key issues identif ed by Jim King as the areas to be discussed. Unanimously
approved.
The floor was opened to presentations. Marcelo Lopez, for the County, and
Wayne Brown, for CEDAC, presented overviews of their respective plans.
(Outlines appended to these minutes). Ed Coy declined to present since IMA
is in favor of the County plan. Dave Snith stated that the Chamber of
Commerce's concerns are all addressed by both the County & CEDAC.
MOTION n2 by Marcelo Lopez to accept the strategic plan, the responses re-
ceived both written and oral and other corresponding materials as the final
work product. Seconded by Candace Blue. Unanimously approved.
ivi0'I'ION #3 by David Smith that the process for coordinating, and managing county
wide development activities assigning roles and responsibilities reflected in
exhibit D (Financial Relationships) contained in workshop report 5 (Recaa nded
Action Plan for Economic Development) not be adopted by the Strategic Plan Inc.
.1 V
�Y
Y�
Y
(
4
Y
Y
'
I
Y
Y
{ Y Y, I Y{ d
Y �Y 4
Y Y 3
Y 2
Y 2
Y Y Y 4
{Y Y 3
Y Y {{Y 4
{ ! IY ,i
I I YY 11 IYI 13
IY( (2
IY I 11
Y= Yes
C= Coordinate only
MON ION 41 by Bill.Perry and seconded by Loralee McGaughey to accept the
key issues identif ed by Jim King as the areas to be discussed. Unanimously
approved.
The floor was opened to presentations. Marcelo Lopez, for the County, and
Wayne Brown, for CEDAC, presented overviews of their respective plans.
(Outlines appended to these minutes). Ed Coy declined to present since IMA
is in favor of the County plan. Dave Snith stated that the Chamber of
Commerce's concerns are all addressed by both the County & CEDAC.
MOTION n2 by Marcelo Lopez to accept the strategic plan, the responses re-
ceived both written and oral and other corresponding materials as the final
work product. Seconded by Candace Blue. Unanimously approved.
ivi0'I'ION #3 by David Smith that the process for coordinating, and managing county
wide development activities assigning roles and responsibilities reflected in
exhibit D (Financial Relationships) contained in workshop report 5 (Recaa nded
Action Plan for Economic Development) not be adopted by the Strategic Plan Inc.
.1 V
�Y
Y�
Y
(
4
Y
Y
'
Y
Y
{ Y Y, I Y{ d
Y �Y 4
Y Y 3
Y 2
Y 2
Y Y Y 4
{Y Y 3
Y Y {{Y 4
{ ! IY ,i
I I YY 11 IYI 13
IY( (2
IY I 11
Y= Yes
C= Coordinate only
MON ION 41 by Bill.Perry and seconded by Loralee McGaughey to accept the
key issues identif ed by Jim King as the areas to be discussed. Unanimously
approved.
The floor was opened to presentations. Marcelo Lopez, for the County, and
Wayne Brown, for CEDAC, presented overviews of their respective plans.
(Outlines appended to these minutes). Ed Coy declined to present since IMA
is in favor of the County plan. Dave Snith stated that the Chamber of
Commerce's concerns are all addressed by both the County & CEDAC.
MOTION n2 by Marcelo Lopez to accept the strategic plan, the responses re-
ceived both written and oral and other corresponding materials as the final
work product. Seconded by Candace Blue. Unanimously approved.
ivi0'I'ION #3 by David Smith that the process for coordinating, and managing county
wide development activities assigning roles and responsibilities reflected in
exhibit D (Financial Relationships) contained in workshop report 5 (Recaa nded
Action Plan for Economic Development) not be adopted by the Strategic Plan Inc.
.1 V
=ON --4 bv Dave Smdth to accept the plan . as p-esente6 by the a0u: ity
of s n :Jo:auuln and reccare-ndatloPs cont;?l.ned L? the C )AC proposal (pg 231
that ifof lowli,g issues be addressed:
strategic planning
business development financing
small business development
industrial development marketing and coordination
Furthermore that agricultural interests take the form of a designated
representative on the IDA Board. Seconded by Bill Perry. (Note: Motion
to amend :notion #4 delayed the vote on motion 44 until after the amendment
to motion x4 was voted upon.)
MOTION by Barbara Fass to amend motion 44 to include 21 board :*members to
be appointed by the Board of Supervisors and cc .stituted:
5 from the Supervisorial districts
3 Stockton.
2 Tracy
2 Flan teca
1 Lodi
1 Escalon
I Ripon
1 Agriculture
1 At large
I Port of Stockton
I E�Iucation
I Chambers of Ccrimrce
1 Airport
S,u--orded 1— -oralee McGaughey. %t passed. Yes: Fass, McGaughey. No: Trevena,
Craig, r-endoza, Perry, Beeman, Blue, Smith. Abstain: Lopez.
Following defeat of the amendment, motion #4 was voted upon and passed. Yes:
Trevena, McGaughey, Craig, Mendoza, Perry, Beeman, Blue, smith. No: Fass.
Abstain: Lopez.
MOTION #5 by Fd Craig to recanTend to IDA to change the couposition of the
board to include one designated agricultural representative. Seconded by
Loralee McGaughey. Passed. Yes: Trevena, McGaughey, Craig, Mendoza, Perry,
Beeman, Blue, Smith. No: Fass. Abstain: Lopez.
MOTION #6 by Marcelo Lopez_ that the Co -Chairs be authorized to submit the
recommendations of the Strategic Plan Inc. to the San Joaquin County Board
of Supervisors. Seconded by Ed Craig. Unanimously approved.
Following Board discussion, counsel advised that in order for the Strategic
Plan, Inc. to disolve, all indebtedness must be cleared up. Additionally,
funds will be needed for dissolution. Currently indebtedness:
URSA $15,922.46
FAST TRACK 3,500.00 includes reimbursement for expenses, and services
through March 6,1957.
MLION 47 by C�-,ndace Blue to dil—ect the Co -Chairs to re( west $25,000.00 ircm
the L(Yant y to pay the Strategic Plan, Inc. is indebtedness and. dissolution
laxq>--ilsc s with the mderstandinq that any funds unspent f r t, ne stated purpose
will be returned to the County upon dissolution of the Strategic PlaTi, Inc.
Seconded by Bill Perry. Passed. Yes: Trevena, McGaughey, Craig, Mendoza,
Perry, Beeman, Blue, Smith. NO: LoPez.
TM'yark Ornellas was requested to develop a cost breakdown for dissolution of
the corporation.
�-'eeting adjourned at 1:30.
RECOMMENDED ACTION PLAN
FOR ECONOINHC DEVELOPMENT
IN SAN JOAQUIN COUNTY
Prepared for Workshop #6
of San Joaquin County Strategic Plan, Inc.
8 September 1986
China Basin, Suite 6600. 185 Berry Street -San Francisco. CA 94107 • 415-777-1922
San Franc.z:.o • Washington D.C.
J
£Y£CUFIY£ SUMMARY
At first blush, the proposed Stratcgic Plan, Inc. (SPI;
INTRODUCTION
In the earliest stages of this strategic planning process, we conducted an Institutional
audit to determine the scope and impact of current economic development activity in the
county. We reached the surprising conclusion that, despite the presence of over two dozen
separate groups ostensibly involved in some form of economic development, there are
really only three county -wide organizations currently performing one or more of the
primary strategic functions. These are:
1. The Greater Stockton Chamber of Commerce (CofC)--invoivcd in arca marketing
and small business assistance.
1 The Private Industry Council (PIC)--invoivcd in workforce training.
3. The Economic Development Association (EDA) --involved in site location.
With respect to the other four strategic functions, we found that the�c was little or no,
overall program coordination, integrated development planning, or custom-tailored
technical and financing assistance.
Enter SPI. For the first time, a representative group of business and government leaders
has-been addressing some of the larger issues involved in local economic development.
Issues such as:
o How to achieve balanced growth of population and employment.
o How to anticipate infrastructure needs for an expanding economy.
o How• to target high potential businesses for expanded iob creation.
After nearly one year of strategic planning workshops, SPI is now prepared to enter the
local growth management arena and to assume a central coordinating role in economic
development affairs.
The attached report presents the rationale and recommendations for SDI's strategic
initiatives. In essence, SPI will attempt to coordinate existing economic development
efforts while simultaneously expanding and consolidating the range of strategic functions
in the county.
-I-
I. OVERALL PROGRAM GOALS
The San Ioaquin County Strategic Plan Inc. (SPI) has now been engaged in a strategic
planning process for approximately one year. This process has been sequential, with
research findings and member feedback and direction building on the work of each
strategic planning session. There have now been five workshops with the consultants, as
well as several more meetings comprised solely of Strategic Plan members to further
consider key issues. This past year's work has culminated to the point where it is now
appropriate to ratify and implement a strategy plan which assigns activities and
responsibilities for the coming year's work and sets forth a budget in which to accomplish
first year program goals.
There -Tore, the purpose of this workshop is to review the Draft Action Pian, suggest any
needed revisions and move toward program implementation to assist in review of this
proposed Action Plan. We well first summarize briefly the key research findings and
decisions which you have made to bring you to this point.
Key Findines
The Strategic Planning Process started with a data synthesis and review of task force
materials and the Environmental Scan from previous strategic planning efforts. Data gaps
were identified and the strategy was asked to rate the factors they thought were most
important to the future prospective of the County, an institutional audit of groups and
individuals involved in important functional ureas such as development planning, area
promotion, skiII training, etc. was also conducteo using the ratings from the Strategy
Team on the previous Environmental Scan and from the consultant's economic audit based
on additional research and comprehensive local interviews, the following recent trends`
and current conditions were highlighted:
o San Joaquin County is emerging as a major regional subccntcr at the fringe of
the Sacramento, Bay Area and San Joaquin trading areas, and has close inter-
industry linkages to all three areas;
o Local employment trends follow the U.S. business cycle; since Aug 1981-82 U.S.
recession, local employment bas been growing rapidly.
o The relative decline of downtown Stockton as a major shopping area is not
atypical but can be reversed.
o From 1975-85, the combined loss of 2700 jobs in agricultural - related industries
reduced that sector's share of total employment from 31% to 2296.
o Associated with the shift away from agriculture is the shift away from
agriculture is a dramatic diversification of the county's economic base,
characterized by the addition of many small plants in secondary cluster serving
industries.
-2-
o Two-thirds of all n, -v-; jobs in the last five years have been in the white collar
categories. One-half of all new technical crafts person and operator jobs have
come from expanding electrical equipment businesses in the past 14 years, and
two-thirds of all new professional and service jobs have conte from the
expanding services sector over the same period.
o In 1980 the County was a net importer of workers (this has probably changed
since that time especially in Tracy and Manteca).
o Based on the consultant's forecast of employment and labor force growth,
unemployment will remain high. To reduce unemployment to 7 %, an additional
11,000 jobs over and above the forecasted job growth would be required..
o Compared to other T?.S. cities ranked on quality of life indicators, the Stockton
area does well on climate, hc.using transportation recreation, and economic
outlook, and poorly on education, health care, crime and the arts. (the health
ranking was later. upgraded to cared for facilities missed during the ranking
process).
o Currently zoned residential land will accommodate projected population growth
for 7-9 years; currer•.tly available commercial/industrial sites will accommodate
job expansion for 7-9 years.
o Projected housing needs in Stockton, Escalon and the unincorporated areas of the
county are substantially above the recent average rate of construction; needs .for
Lodi, Manteca, Tracy and Ripon exceed the rate of construction in all ycarz
except 1984.
o There arc at least 19 groups in the county involved in economic development,
not including city county government and smaller cities' chambers of commerce.
To -summarize these findings, the nature of the area's economy is changing and population
growth appears to be outstripping employment growth at present. While employment
growth is occurring and existing capacity at currently available commercial/industrial
sites indicates that even more growth could be accommodated, strategic intervention is
required to boost job growth and lower the unemployment rate. Holding capacity for
residential growth appea*s to be at the upper limits in most communities; restrictions and
moratoriums are in plat.; in some jurisdictions and could lead to slowed population
growth.
We also know the economy exhibits further growth potential. Employment growth is
strong and diversification is occurring. In spite of local and national problems, the
county's food processing industries actually increased their share of the U.S. market in
1984. The rate of manufacturing employment growth was above the national rate from
1970 to 1980, and shipment of products increased substantially from 1981 to 1984. The
retail trade sector experienced strong growth from 1977 to 1983, and the Stockton CBD
had a sales ranking for better than its ranking in population size.
p�flnitlon 9f Need Arras and Selection of Goals
Analysis of the research led us to categorize the critical issues raised by the above
findings in the following grouping, for the purposes of being addressed by strategic
alternatives:
-3-
o Unemploymcn:
o Diversification
o Image
o Holding Capacity
o Quality of Life
o Process for Management of Economic Development.
Once these needs were identified, Strategy Team member were presented with a set of
alternative goal statements and asked to choose a more specified set of goals for the
strategy. Team members selected the following goals by need area:
L Unemylovmcnt - to reduce high and persistent unemployment toward more
reasonable levels by stimulating job growth.
2. Diversification - to promote growth of core and linked industries, both existing
and potential.
3. Imagc - to aggressively create and promote a positive image for San Joaquin
County.
4. Holding CanU;'11 to promote infrastructure expansion required for planned
growth with cooperation of all government entities.
5. Quality of Life - to enhance local educational, health care, and arts resources; to
reduce the crime rate and the fear of crime; and to promote the area's strength
and mitigate its weaknesses in 2lI quality of life categories.
b. Process of Control - to promote a process for the management of county -wide
economic development. _
Screening Tar
Once the goals were selected, the consultants, using additional information derived from
the survey of Business and Industry Conditions and the Industry Screening Analysis,
presented the Strategy Team with potential targets defined to move the Team to objectives
and -)pportttnities to develop strategic initiatives.
In order to screen and select desired targets, the goal areas were combined as follows:
o Unemployment and diversification goals, to focus on the quantitative aspects of
the local economy,
o Image and Quality of life, to focus on the qualitative aspects, and
o Holding capacity and process of control, to focus on the policy aspects of the
strategy.
-4-
I nus, potential targets were presented in three sets --economic, social and politicai--along
with potential objectives and a range of screening criteria by which .;tratcgy team
members could assess and choose target for priority consideration the economic targct;ng
analysis identified 14 potential targets, there were socia; target and 6 political targets.
Screening criteria varied for each target set but included, such factors as job impact,
cnvironmental impact, community preference, furs, ig prospects, ani political
acceptability.
The strategy Team selected the following targets:
Economi
Manufacturing:
1. Screw Machine Products, with a potential for 68 jobs.
2. Drugs, with a potential of 90 new jobs.
3. Phone and telephone apparatus, with a potential for 64 new jobs.
4. Computers ind peripherals, with a potential for 23 new jobs.
5. Plastic products WEC, with a potential of 110 nese jobs.
Services:
6. Advertising, with a potential for 245 new jobs.
All of the selected targets are in high growth. industries, so that even though the cur.re.-It
trade gaps might be small, the potential for employment growth is good. The immediate
potential to create an estimated 600 new jobs in a good start in moving the County
economy toward the joint goals of reducing unemployment and fostering diversification.
The recommended Action Plan will present strategies for ntimuiating investment in thc.e
industries.
SQcial
I. To promote San Joaquin County's positive aspects, in both Quality of Life sreas
and Economic Outlook.
2. To work on the Negative Indicator of Education.
3. Implement a working agreement for a One Step Process for Development.
4 To Implement a Coordinated Management Process (also a political target)
P�Iitic 1
1. Conduct a County -Wide Study of Infrastructure Needs
2. Conduct an Infrastructure Plan
-5-
3. Set up a coordinatio:t Task FOTCC
d. Assess Development Approval Process
Dcvclaom= stars
ady to
Now that the priority targets ha -we been efinese h�orteterm objectives and StratcgY Team is ynsidcr
sets forth
an Implementation Action Plan h
strategic "initiatives" or acivities and ets, the AcgtiourPlan must aioles and psonaddress the barriers atohc
capacity .xists do meet theg These
overall goal achievement, and maximize the many opportunities facing the County.
are summarized on Exhibit A by major business location factors.
ed by better
Some of the barriers listed are'image*
g zof aecoozdinat d proccssand can be sto manage the County s"
of the County's assets and development
and cities' future growth-
Other
and private sectorarriers such as dcapitaDoutla s. Appropriate public
limitation will require P
ed
actions and commitments canchc areaseof infrastruthe desired cture t
and support of business ste outlays, stimulate thedtartrups
private outlays, especially to
and expansion.
On the positive side, there are many opportunities facing the County which can offset the
imagr,related barriers and provide the
pgrowthtus rand diversification stimulating the sand development t
activities, including the ongoing economic
development costs. It m rncbicnts and otherse stressed that tinvolved n the s incdevelopment e of better oactivities and more
the county and city go c opportunities will
formalized process for managing economic growth, many of these
remain unexploited. Sines the identified constraints encompass all three target sectors,
the need for a cohesive and comprehensive set strategics is reemphasized.
the Acio
The following section discusses the initial strategic objectives
participant targeted
y
groups in st at igyn
Plan and the functional "roles that could be --played ,by
implementation.
E_
-6-
Exhibit A
MATRIX OF LOCATION FACTORS
SAN JOAQUIN COUNT :"S OPPORTUNITIES
FACTOR
OPPORTUNITIES
CONSTRAINTS
MARKET AREA
o
major regional subcenter
o
population growth rate faster
o
urban commute field
than job growth rate
o
diversification
o
high unemployment rate
o
strong employment growth
o
vulnerability of agriculture -
o
strong retail growth
related industries
o
strong services growth
o
underutilization of downtown
Stockton
o
cluster serving/vs. cluster
forming industries
BUSINESS
o
positive labor/management
o
mixed business/governmcnt
CLIMATE
relations
relations
o
acceptable tax and regulatory
o
uncoordinated development process
environment
o
limited awareness of government
o
overall support for economic
training and technical assistance
development
programs
o
strong growth prospects seen
o
limited financing assistance
by local businesses
o
negative government image
HOLDING
o
under -employed workforce
o
limited sewer and water capacity
CAPACITY
o
available and industrial/
in some jurisdictions
commercial sites
o
limited residential -zoned land
o
space available for business
in some jurisdictions
expansion
o
uncertainty over location of
future growth (unincorporated,
vs. incorporated areas)
r
DEVELOPMENT
o
competitive land and
o
limited financing assistance
COSTS
construction costs and fees
o
high utility cests
e
o
comparable wages
o
good transportation costs and
services
O
competitive occupancy costs
QUALITY OF LIFE o affordable housing o poor image 4
o good climate and reactional o high crime rate
choices o poor education
o good transportation o lack of leadership to revitalize
o proximity to Sacramento and downtown Stockton x
the Bay Area s
II. INITIAL STRATEGY OBJECTIVES AND ROTES
Strategic Objectives
As the economic development effort evolves, participant groups will want to periodically
review their achievements, update their planning information and refine their program
objectives. We recommend that the strategy team adopt a five-year planning horizon and
attempt to quantify the strategic objectives in terms of efforts that will be unfolding over
this time period. At the same time, we recommend a commitment to conducting ongoing,
progressively refined strategic planning activities throughout this period and maintaining
a flexibility to revise the strategy objcctives as economic conditions change and new
opportunities and/or constraints are encountered_
The following objectives are intended to provide initial guidance for the County's efforts
during the first year. The objectives for the start-up phase are:
A. To establish a vehicle to design a process for coordinating and managing County
Wide development activities with an implementation plan assigning roles and
responsibilities by the end of 2986.
B. To assess County -Wide Development Approval Procedures and secure
commitment of municipalities to implement a One-Stcp Development Process by
mid -1987.
C. To conduct a County -Wide Needs Assessment and Plan for Infrastructure by
mid -1987.
D. To screen and develop Investment Strategies for Business Target, providing 600
new manufacturing and services jobs by 1988.
E. To prepare and disseminate materials and to promote a more Positive Image for
the County.
F. To improve the Status of Education in terms of image and linkages with new job
creation.
These objectives are designed to address the goal area presented in. the previous section.
They should be discussed, modified (where appropriate), and adopted by the the Strategy
Team, local governmental entities and participant groups as soon as possible.
Functional Strategy Options '
We now want to address the functional options available for local strategy efforts and the
strategy role that could be played by local participant groups. The strategy team will be
asked to consider these alternative types and levels of involvement in strategic initiatives
and start-up objectives.
We have identified the major strategy options in terms of the seven functions which wiP
be undertaken by local economic development entities, these are:
1. Program coordination_ including ongoing efforts to facilitate economic
development initiatives and promote greater public-private partnership.
2. Development t)lanniiig, including concerted efforts to assess business needs and.
support integrated development programming.
3. Arca promotion. including expanded efforts to solicit outside ir.vestment and
gain exposure for targeted local development opportunities.
4. Sit-. preparation. including expanded efforts to solicit outside investment and
gain -exposure for targeted local development opportunities.
5. Shill training. including coordinated efforts to prepare the local workforce for
expanding job opportunities4s and match local labor force skills with industry
needs.
6. Technical assistanceincluding aggressive efforts to support local entrepreneurs
in business planning and project development and upgrade management
effectiveness in selected growth firms.
7. Financial pack gLjn_y. including responsive efforts to provide.project financing
assistance for entrepreneurs and secure necessary expansion capital from
available public and private sources.
We have summarized the recommended focus of the San Joaquin strategy efforts
according to these functions as shown in Exhibit B.
The greatest effort should be concentrated in functions 1 and 2. We see a strong need for
program coordination and county -wide leadership to promote a more effective public-
private partnership. We also see a priority need for development planning, function 2, to
be concentrated on the process of development approval and infrastructure investment.
Function 3, area promotion. would be focused on efforts to reverse San Joaquin's negative
self-image and to attract outside investment in targeted firms in the office and business
services sector and industry. Function 5, skill training, may be needed to meet the
workforce needs of firms successfully attracted in these sectors. Function 6, technical
assistance, should be designed to support existing local small businesses, to serve as a
lie ison between the business community and the public sector, to facilitate the project
dc-,clopmcnt process. and to cultivate an environment conducive to entrepreneurial
dc\ clopment. Finally, function 7, financial packaging, should be geared to meet the
financial needs of small start-up businesses and expanding local firms in the targeted
sectors.
The recommended Action Plan will assign these strategic functions across sectors to
various participant groups. The strategy team will be asked to validate these
recommendations, to assess the relative priority of the recommended efforts, and to
explore the potential participant group commitments required by each function.
Finally, economic development is a dynamic process which occurs over time, building
upon successive accomplishments as it generates and expands its ;nternal and external
linkages. This process requires the development of an organizational capacity which
addresses two functions:
-8-
MATRIX OF STRATEGY COMMITMENTS
Participant Group Functions
Participant Group
Strategic Function
SPI
PIC
EDA CofC
PROGR A'l COORDINATION
✓
O
DEVELOPMENT PLANNING
✓O
AREA MARKETING
✓
1
✓O
SITE LOCATION
✓O'
WORKFORCE TRAINING
✓O
TECHNICAL ASSISTANCE
✓
O
✓
FINANCIAL ASSISTANCE
✓O
✓ = Lead Responsibility
O Staff Support
o the ongoing capacity to plan, assess and implement this strategy in
cotrprehcnsi4,c manner over the long term, and
o the ability to perform a specific set of tasks relative to each target sector.
These two functions encompass a broad set of tasks, and there are several key entities in
this development process that can assume a variety of roles and responsibilities. These
roles should be clearly defined internally and readily understood by local businesspersons
and outsiders. This'clarity will help ensure consistency and timeliness during the
development process--two critical standards which developers and investors use to evaluate
their prospects in entering a local development effort. Another key to ensuring a
successful development process lies in coordination of activities between the public and
private sectors. In an effective public-private partnership, both sectors link together
through tnc various phases of development to share information, communicate needs and
abilities, reduce bottle-necks, and use scarce capital and other resources to the best
advantage possible. For these purposes, it is essential that the county designate a ]cad
agency which has the capacity and the credibility to undertake the technical and
coordinative tasks cited above.
The crucial step is that each participant group define and accept responsibility for
spec-fic tasks as part of the process of adopting an economic development strategy. The
following sections provide detailed action recommendations and estimated resource
requirements for these strategy. recommendations.
III. PROPOSED ECONOMIC DEVELOPMENT STRATEGY
Throughout this series of strategic planning workshops, vve ht vc s;resscd the inter-
dependence of the San Joaquin economy with the Sacramento Vaile-,region. We have
identified local development activities, opportunities, constraints, and resources which can
be effectively utilized by the county to improve their economic position in this open
economy. We have also isolated untapped potentials that can be best pursued by an
integrated, public-private partnership which encompasses the multiple functions and
capabilities of participant groups presently working at cross purposes with regard to
improvement of the county's economic base. Thus, the final step in the strategic planning
process is to adopt and implement a coordinated Action Pla--- one which addresses the
need for a broad consensus about what should be dor.- and induces committed
participation by all key groups.
The recommended set of strategies and actions arc based on an overall sense of need for
both coordination of existing efforts as well as new strategic initiatives. There is much to
be gained by coordination, per se. As the state-of-the-art it, local economic development
evolves, the combination of previously ineffective programs and increasingly Iimitcd
resources is leading inexorably to a greater emphasis on systematic publ- -private
partnership efforts to reduce development barriers and maximize local resources. The
objective of these efforts is not simply to achieve greater results with current programs.
Rather, the set of untapped potentials previously identified merits a set of new efforts
designed to enhance the county's ability to realize its economic and social potential.
The purpose of this section is to introduce our recommended set of economic development
strategies and actions. We have produced a detailed Action plan showing potential
participant group responsibilities for specific actions within each strategy. We have also
prepared a time -phased schedule of implementation tasks together with organizational
arrangements and, required resources.
The strategy team will be asked to discuss these recommendations and select the final
strategy components. And, based on the adopted strategy document, they will be asked to
help build a broad-based consensus and secure participant group commitments to ensure
its effective and timely implementation.
The following sections present a brief discussion of the critical issues involved in strategy
imipicmcntation. The first section reviews the rationale for undertaking a public-private
strategy. The second section presents the detailed Action plan together wi..`. the schedule
of first steps, initial programs and ongoing capacity -building activities. The this l section
spells out the estimated cost of first year programs.
The Strategic Plan adopted in this workshop will provide initial guidance as local
participant groups move to coardinate their efforts and pool their resources. The final
report will incorporate these Action Plan recommendations with the research findings and
targeting priorities presented in the preceding workshops.
Rationale For Undertaking The Strategy
There are two principal reasons for viewing the economic development strategy in terms
of a coordinated effort:
1. In order to achieve a more effective public-private partnership and move toward
an integrated, state-of-the-art approach.
2. To realize magnified, combined impacts and maximize increasingly limiied
economic development resources.
We do not argue that local efforts will fail without a strategy; rather. that local groups
can escape from the traditional approach known as "muddling on through." Moreover, the
capacity to actually achieve desired economic development objectives can be significantly
enhanced thereby.
During the past s..veral months we have had an opportunity to examine the county's
existing economic base and discuss the economic growth potential with public and private
sector leaders both within the county and from other areas of the state.
The consensus which emerged from both our economic analysis and personal interviews is
that the county has an opportunity to become a model community in terms of sound
economic growth management within the framework of county -wide policies which
protect the cities' lifestyle ano anticipates the needs of further growth.
To achieve this goal, SPI will need to play a leadership role in melding the diverse groups
which make up its constituency. Endless debates over growth vs. no -growth must be
reduced to more specific policy issues which can be resolved through the local legislative
process. SPI must also take specific actions which demonstrates its sincere interest in both
economic development gn_d quality of life considerations. Finally, SPI must energize the
business and civic community to join with it in marketing the county as a good place in
which to do business as well as a good place to live.
The following section will present our recommended action plan for reaching the goal of
self-reliance.
RECOMMENDED ACTION PLAN
Based on the strategic options presented in previous workshops together with strategy
team feedback and additional research, we recommend the adoption of a comprehensive
approach that would be structured around four major objectives. Exhibit C presents the
potential responsibilities of participant groups and the proposed tinting of implementation
efforts for a s --ries of specific strategies and actions necessary for meeting these four
objectives. The detailed recommendations are outlined below.
STRATEGY 1: COORDINATE PUBLIC-PRIVATE ECONOMIC DEVELOPMENT
PARTNERSHIP. The purpose of this strategy is to provide a formal
network of local economic development groups that can achieve the
potential synergies through pooling resources and focusing efforts.
Action A. Establishing SPI as the Primary Coordinating Vehicle for Economic
Develot)ment Activity in the County,
Task 1. Seek adoption of strategy and designation as lead agency.
Task 2. Institutionalize strategic planning process and develop joint work
program.
-11-
tion &
Consolidate Available Financing and Technical Assistance Functions
under SPI Ausyices,
Task 3.
Secure managing authority for RLF, LDC. IRB, etc.
Task 4.
Inventory and secure full range of required tools.
STRATEGY II:
INSTITUTE COUNTY -WIDE PLANNING FOR ECONOMIC
DEVELOPMENT. This strategy is intended to foster a more proactive
approach to growth management.
Ac:ion C:
Create One -Stop, Develonr„ent Annrrvyti process
Task 5.
Establish a task force to compile case histories and procedures for past
I8 moans.
Task 6.
Designate and network with primary contact in each jurisdiction.
Action D:
ProductInfrastructure Plan.
Task 7.
Establish a task force to compile site-specific infrastructure capacity
and utilization data.
Task 8.
Recommended integrated capital budgeting process.
STRATEGY III:
ORGANIZE TARGETED BUSINESS MARKETING CAMPAIGN. The
Purpose of this strategy is to focus the county's business marketing
efforts on high potential job creation opportunities.
Art€on E:
Integrate Business TarEetinz with Stratertr Planning Procecc
Task 9.
Qualify high -potential business candidates from initial target list.
Task 10.
Implement high impact target business solicitation campaign.
Action F:
Build Sma11 Business Assistance Package,
Task 11.
Form competitive professional staff capacity.
Task 12.
Create 'venture center' capability.
STRATEGY IV:
INITIATIVE PUBLIC RELATIONS CAmrAIGN FOR COUNTY -WIDE
'
ECONOMIC DEVELOPMENT. This strategy is intended to help build a
3
broad-based consensus regarding the county's economic development
Y
¢:
objectives.
Action G:
Des€en Economic Develoameni IImage Promot€on Pro r m
s
Task 13.
Monitor and publicize IOC31 economic development activities and
attitudes.
Task 14.
Position and produce state and national media exposure for Ioeal
-
development opportunities.
-12-
.t
Action H: Strenethen Utilization of Educational Resources
Task I5. Establish a task force to assess competitive position of local education
institutions.
Task 16. Recommend and promote stronger links between career/skill
preparation and new job creation efforts.
-13-
SC i E2 l l F Q F l t!E- E l- E NT AT LQ -
Economic Development Strategies and Actions
First
Strategy Steps
1. Coordinate ED
A. Lead Agencq
1. Designate/ adopt
2. Joint work program
B. Financing Tools
3. Managing authority
4. Tool kit
it. Initiate Planning
C. 1 -Stop Process
5. Case histories
6. Primary contacts
D. Infrastructure Plan
7.. Capacity/utili2atian
8. Capital budgeting
I t I. Organize Targeting
E. Business Marketing
9. qualify targets
10. Target solicitation
F. Small Business Tools
11. Staff capacity i
12. Venture center i
Id_ Initiate Public Relations
G. ED Imaqe
13. Monitor development
14. Media exposure
H. Education Resources
15. Competitive status
16. Job creation links
EXHIBIT C
I stl2nd-3rd Participant
Year I Year Group
SPI
SPI/EDA/
CofC/PII✓
SPI
SPI/Pic
SPI/EDA
SPI/EDA
SPI/EDA
SPI/CofC
SPI/CofC
SPI/PIC
SPI/Cvfc
SPI/CofC
SPI/CofC
SPI/PIC
SPI/PIC
IV. PROCESS OF STRATEGY IMPLEMENTATION
If the county is to Trove toward the goat of county -wide growth management, the above
strategies should be implemented during the next 12 months for several reasons.
First, the time is right for a change in the distinguished and inconsistent attitude San
Joaquin County has presented to the outside world regarding economic development. Our
interviews and observations about the political dynamics of San Joaquin County indicate
that a strong constituency exists which wou?d support increased coordination of economic
development in the county.
Secondly, there is considerable concern over the county's infrastructure investment picture
and all interests are more Iikely to be receptive to well conceived and fully discussed
economic development initiatives to insure the continuation of balanced growth in the
county.
Finally, the increasingly competitive nature of the local economic development system, in
California demands that San Joaquin County identify and aggressively pursue its market
share or simply get left behind with a declining core area, vacant business sites,
worsening unemployment and the resulting decline of the county's principal asset --its
quality of life.
Timing of Proposed Actions
The Action Plan laid out in the previous section will address these issues if it is
implemented in concert as an overall economic development program for the county and
its strategic development partners.
As indicated in Exhibit C, all initial strategies should be implemented in the first year of
the program which should be reviewed as a part of the normal FY 86/87 budget process
for revision and or continuation in FY 87/88. Specifically:
Strategy I: SPI should be destgnatea Dy the cno of the tnira montn w3tn sial c to
place by the end of the sixth month. A joint work program should be
produced by the end of the first year.
Strategy II: The one-step and infrastructure Task Forces should be operational by
the end of the fourth month and complete their work by the end of the
first year.
Strategy III: The initial set of business targets should be qualified by the end of the
sixth month and staff for small business assistance should be in place
by the end of the ninth month.
Strategy IV: SPI's strategy should be adopted/endorsed by all participant groups by
the end of the third month and the media Task Force should be
operational by the sixth month. The education Task Force should be
operational by the end of the fourth month and complete its work by
the end of the first year.
At the end of the first year, Task 5, 7, 9, 11. and 15 should be completed, and Tasks 6, 8,
10, 12 and 16 should be implemented. These latter tasks plus the joint work program
-14-
EXHIBIT D
FUNCTIONAL RELATIONSHIPS
County -Wide Economic Development Groups
SPI
:::::................... .
:Coordination
EDA CofC PIC
/Site% �'�� /Area ,�'� Workforce
Location �`�� Markotin ,►'� Training�
�s
y
Consolidated
Functions
......... ..............................
Development
................... .......... .......
.
......
Planning
4.....
......................... .
.......................................
':'_ Technicali
Assistance:::::
.......................................
..................
Finanain
;;Assistance.....
KEY :
---► = Coordination Responsibility
•••••►
=Staff Support
® = Existing Functions
= New Functions
ACRONYMS:
SPI = SJC Strategic Plan Inc.
EDA = Economic Development Association
CofC = Chamuers of Commerce
PIC = Private Industry Council
(Task 2), tool kit (Task 4) and media exposure (Task 14) would •institute the operation: i
plan for SPI in the second and third years.
Coordination of Participant Groups
It is self evident that coordination of these acti-611cs is central to both the individual and
collective success of the Action Plan. Exhibit D illustrates these relationships, placing SPI
at the center of coordination responsibilities with staff support provided by the EDA, PIC
and CofC.
We recognize that the designation of SPI as a new economic development institution in the
county places a heavy burden on the time and attention of the government, business and
civic leaders who will be involved in the implementation of this plan. However, to do less
would fail to capture the opportunities available and lead to continued engagement in
lengthy debates and policy indecision which ultimately costs the county and its residents
both time and money .
Therefore, we feet that the investments outlined below are fully warranted based on
potential returns.
Expzcted Costs and Sources of Funding
We are proposing a significant program for SPI which will require both substantial front
end costs and continued fiscal support by the county and municipal governments and the
business community.
If this is to be an effective program these costs must be shared by those with the most to
gain.
While it would be attractive to assume that "soft money" in the form of Fedcral/State
grant and loan programs can cover ail these costs it_.wou.ld also be highly unrealistic and
in fact would not involve the level of commitment from the community that we feel is
essential to meet the goal of self-reliance.
Therefore, we recommend that the initial effort in San Joaquin County be based on the
assumption that all revenues to cover the costs of this program will be derived from local
public and private sources and/or State/Federal subventions and financing techniques
such as assessment districts, tax increment financing and revenue bonds. Exhibit E
outlines estimated first year costs by strategy and suggests sources of initial funding. In
summary, our proposed first year budget for implementation of the Recommended Action
Plan totals 5200,000. These funds would be secured from the following sources:
Public Sector $150,000
Private Sector _ 50.000
5200,000
This is a realistic budget for the activities proposed and is in line with implementation
budgets for local economic development prcgrams throughout the state.
-15-
Moreover, if this expenditure is seen as an investment in the county, it can be anticipated
that the success or the Action Plan will be more than off -set by increases ;n county
revenues and business income In a relatively short time period.
MI -MM
-16-
EXi;iBi"r E
ESTIMATED COST
First and Subsequent Yews' Program Implementation
($000)
TOTAL BUDGET $150-0
e = Public Sector
sa m Private Sector
$50.0
;zoo .O 6
$1-30.0 4-5
$50.0 1.5
i EJ
23:2722,:))
OUTPUT
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APPENDIX B
Survey of Agriculture
The results of this supplemental sur,•cy are provided on the attached survey from which
shows, the raw responses and the percent distribution of responses for each question.
Key findings of the survey can be summarized as follows:
0 42% of respondents operate on 100 acres or less.
0 44% employ 5 or fewer workers at peak times, and 82% employ 5 or fewer
workers at slack periods.
0 6`:'n, primarily provide fruit and nut crops.
0 64% have cperated at their present location for over 25 years.
o Suitability of soil and availability of water were the top-rated site advantages;
high operating costs was the major disadvantage.
0 60% own all of their farms and operations.
0 20% have recently expanded their acreage and 15% plan to do so; 58% say there
0 36% have recently made major capital improvements and 26% plan to do so.
0 52% deal with a marketing coop; 44% serve customers in the County while 86%
use County suppliers.
0 79% of product is product is processed, 58% of which is processed in County.
o Over 50% rate their workforce above average.
o Repair and maintenance services are most difficult to obtain according to 71%
of respondents.
o Respondents generally give favorable ratings to the tax climate, unfavorable
ratings to the regulatory climate; 37% feel local government is pro-business.
0 47% rate the local financial community good.
o 42% of businesses recently declined; 141b expect further declines.
SIJ': CC:U 4+ 1L
E V E LYN Ni OLSON, Mayor
rOHN R. ;Randy) SNIDER
Mayor Pro Fempore
DAVID M HiNCHMAN
JAMES bb Pir.;YER?ON. Jr
1KIDM RE0
TH'_).n,AS A. PETERSON
City Manager
CITY OF L O D i ALICE M REIMCHE
CITY HAIL. 221 WEST PINE STREET
City Clerk
CALL BOX 1(-6
RONAiD M. STEIN
LOCI, CALIFORNIA 952 41-1 91 0 City Attorney
(209)334-5634
TELECOPIER 1209) 311-6795
June 2.3, 1987
Mr. Michael E. Locke
City Manager
City of Tracy and
Co -Chair
San Joaquin County Strategic Plan
325 East 10th Street
Tracy, CA 95376
Dear Mr. Locke:
This letter will confirm action taken by the Lodi City Council at its
-•
reula-r, meeting ,, of'' June 17, 1987 whereby Council approved" an
appropriation of an additional $2,110 to assist ir defraying the
deficit incurred by the San Joaquin Strategic Plan Corporation,
contingent on the other participants paying their share of the $20,000
deficit.
Please notify us when you have received commitments from the other
participants.
Should you have any questions regarding this action, please do not
hesitate to call.
Very truly yours,
A�7K
Alice M. Az4-
City
Clerk
AMR:jj
cc: James B. Schroeder
Commurity Development Director