HomeMy WebLinkAboutMinutes - September 7, 1999 SSCITY OF LODI
INFORMAL INFORMATIONAL MEETING
"SHIRTSLEEVE" SESSION
CARNEGIE FORUM
305 W. PINE STREET
TUESDAY, SEPTEMBER 7, 1999
An Informal Informational Meeting ("Shirtsleeve" Session) of the Lodi City Council was held Tuesday,
September 7, 1999 commencing at 7:00 a.m.
ROLL CALL
Present: Council Members — Mann (left at 7:35 a.m.), Nakanishi, Pennino and Land
(Mayor)
Absent: Council Members — Hitchcock
Also Present:
243
City Manager Flynn, Deputy City Manager Keeter, Economic Development Coordinator
Goehring, Community Development Director Bartlam, City Attorney Hays and City
Clerk Reimche
Also present in the audience was a representative from The Record.
TOPIC(S)
1. San Joaquin Partnership Update
ADJOURNMENT
No action was taken by the City Council. The meeting was adjourned at approximately 8:17 a.m.
ATTEST:
Alice M. Reimcl`ie
City Clerk
THE CALIFORNIA ADVANTAGE
SA\ JOAQUIN COUNTY
LODI
Home to national corporations.
Heart of the American wine
industry.
City -owned and operated electric
utility.
711
SAN JOAQUIN PARTNERSHIP
ra[ico.lohs `,c:San .Jna;1nr :'oumr:
THE LODI ADVANTAGE
SAN JOAQUIN COUNTY
DEMOGRAPHICS
The City of Lodi owns and operates its own utility district.
MAJOR EMPLOYERS
Name Year Type of Business
Apache Plastics, LTD 1997 ABS & PBC Pipe
Arkay Industries, Inc. 1997 Plastic injection molding
Dart Container Company 1986 Styrofoam containers
General Mills 1948 Cereal and food mixes
Holz Rubber Company 1935 Rubber products
Interlake.- Lodi Fab Ind. Inc. 1965 Industrial storage racks
Lodi Metal Technology, Inc. 1971 Warehouse racking
Pacific Coast Producers 1971 Canning and can mfg.
1991 Corporate Headquarters
R.E. Services 1995 Backing boards for printed
circuit boards
U.S.A. Products Inc. 1989 Cushions and seatcovers
Valley Industries 1947 Trailer hitches
Wallace Computers 1977 Distribution, printing, and
computer sales
WAGE RATES
Job
Hourly Rate
Billing, Cost and Rare Clerk
Computer Operator
Computer Programmer
Electricial & Electrical Assemblers
Electrician
Food Batchmakers
Freight. Stock and Material Movers/Handlers
General Office Clerks
Machine Feeders and Offbearers
Machinery Maintenance Mechanic
Machinist
,Receptionists & Information Clerks
Secretary
Stock Clerks, Stockroom - \\arehouse/Storage lard
Welder and Cutter
56.00 - 12.50
S5.75 - 1550
55.25-24.00
54.75 - 17.00
S6.00 - 15.00
55.00 - 10.50
54.75 - 10.00
55.00 - 12.50
54.50 - 12.00
58.00 - 20.25
56.00 - 18.00
56.00 - 10.75
55.75 - 13.75
S5.75 - 11.50
56.00 - 15.75
(Source. SJn Joaquin County PIC Occupational Outlook Report 1x96-97 non-untor,
wage races, represents range from entry level and new to firm, to 1-3 years experience
with same company. Please note that federal minimum wage increased to S5.J0 on
January 1, 1997 and will increase to 55.15 effective September 1. 1997.'
TRANSPORTATION
Market Approximate Miles
Bakersfield
Los Angeles
Oakland
Reno
Sacramento
San Francisco
San Jose
Stockton
247
347
72
170
35
90
90
15
Lodi is ideally situated between Interstate 5 and Highway 99 both
which cut through the heart of California. Rail service is readily
available as well as water transportation from the Port of Stockton.
Regularly scheduled air cargo service is available at the Stockton
Metropolitan Airport south of Lodi.
Winegrape Capital of the World
Premium quality winegrapes are the economic engine that
drives the Lodi -Woodbridge region. About 60,000 acres of
vineyards surround the Lodi community. Lodi -Woodbridge
winegrape growers annually produce a crop worth more than
$200 million. Nearly 40% of California's premium wine grapes
are grown in this region, making it the 'Winegrape Capital of
the World".
Lodi -Woodbridge enjoys the perfect environment for
winegrape production. The region is warmed by the valley
sun during the day and cooled by the Delta breezes at night.
Soils rich in minerals give Lodi -Woodbridge wines their unique
quality and flavor. Abundant water from nearby rivers allow
for consistent quality and quantity from vintage to
vintage.
The Lodi -Woodbridge area has been a respected part of
California's wine industry for over 100 years. Today, some of
the state's most important wineries rely on grapes grown in the
Lodi -Woodbridge region including Robert Mondavi, Sebastian,
Ernest & Julio Gallo, Sutter Home and Glen Ellen.
Grape Varieties Produced
(Ranking - California State production)
Types Ranking
Zinfandel
Cabernet Sauvignon
Sauvignon Blanc
Chardonnay
Merlot
-1
=1
#1
#1
THE LODI ADVANTAGE
SAN JOAQUIN COUNTY
QUALITY OF LIFE
HOUSING
Lodi offers affordable housing and a diversity of lifestyle alternatives.
The City of Lodi housing market offers both the historical charm
of its older neighborhoods and the modern design of newer execu-
tive developments. The average list price for residential property
is S174,600 and the median price is $148.500. The City has a
positive attitude toward quality growth to assure that the character
of Lodi is retained and enhanced.
(Source: Lodi Board of Realtor.)
• Lodi's agreeable climate with warm, dry summers and mild winters
offers a perfect setting for a variety of recreational activities.
EDUCATION
Excellent K-12 and special education programs are provided by the
nationally recognized Lodi Unified School District. The area is also
served by several private and parochial schools. The University of
the Pacific, San Joaquin Delta Community College, California Stare
University, Stanislaus - Turlock, and Stockton Center and the
University- of San Francisco satellite center are all within a 20
minute drive of Lodi. The University of California, Davis,
California State University of Sacramento and the University of
Southern California satellite center are within an hour's drive from
Lodi.
Climate
Month Mean Temperatures
January
April
July
October
Annual
Annual Precipitation
(Source: Lodi -Woodbridge \Vinegrape Commission)
45.5
58.0
74
62.5
60
17"
RECREATION, COMMUNITY RESOURCES AND EVENTS
Community recreation programs cover a wide range of interests
and activities including youth and adult sports and special interest
classes, child care services, youth at -risk programs, aquatics,
special events, camps/clinics and tournaments.
Lodi features 25 parks and five specific use facilities covering 265
developed acres and 90 undeveloped acres. The "crown -jewel" of
the system is Lodi Lake Park which is connected to the
.lokelumne River. 'The Lake- features boating, fishing, beach
swimming, boat rentals, nature walk, group picnic sires, a recre-
ational vehicle park area and the Discovery Nature Center.
Other major facilities are the Hutchins Street Square (community
center), Grape Bowl (municipal football stadium), Zupo field
(0 former professional baseball facility), many tennis courts, adult
softball facilities and some of the top youth sports facilities in the
San Joaquin Palley.
Lodi residents also enjoy the benefits of close proximity to the
Delta waterways, San Francisco Bay .Area, and the Sierra Nevada
mountains.
Local events include:
Arts & Rec At The Like
Grape Festival & Harvest Fair
Lodi Spring and Pine Show
Ooh, Ahh Festivall4th of July
Summer Beer Fest
Lodi Street Faires (Fall and Spring)
Clements Lockeford Stampede & Rodeo
Christmas Light Parade
THE LODI ADVANTAGE
SAN JOAQUI\
The City of Lodi...
is committed to cultivating and sustaining a
positive business environment. Improving the
quality of commercial and industrial relations
within the community is paramount to economic
expansion and diversity in the Lodi community.
Lodi is an ideal location for corporations and
businesses wishing to relocate or expand. Several
companies have recently made Lodi their home,
while others have been established in the
community for more than thirty years. Business
success and quality of life have prompted some
companies to locate their corporate offices to
Lodi.
One key to Lodi's business success is the
City -owned and operated electric utility system
This allows for competitive rates for industrial,
commercial and residential customers.
In addition to the business advantage, there are
recreational and cultural opportunities to enjoy
while living, working, and playing in Lodi.
The advantage is growth. The benefit is qualit)
living. The future is Lodi
City Contact
Tony C. Goehring
Economic Development Department
PO. Box 3006
Lodi, CA 95241-1910
(209) 333-6700
FAX (209) 333-6807
Web: lodi.gov
E-mail: flynn@lodi.gov
'hotograpihv !n Rich r.irr r
COUNTY
The City of Lodi is affiliated with the San Joaquin
Partnership, a collaborative effort by private sector leadership
and all the cities of San Joaquin County to enhance its eco-
nomic development program. The San Joaquin Partnership is
a progressive private -public non-profit economic develop-
ment corporation designed to recruit and assist business and
industry to locate into San Joaquin County. Its services,
direct or indirect, include: comprehensive site and facility
searches, site location and utility cost analysis, labor avail-
ability and wage information, supplier and vendor product
surveys, project permit facilitation, community data and loca-
tion tours, and community assimilation. The Partnership
provides confidential, comprehensive service and assistance
from initial project/site inquiries to project completion,
without obligation.
2800 West March Lane, Suite 470
Stockton, CA 95219
(209) 956-3380
Fax (209) 956-1520
Web: sjpnet.org
E-mail: eb@sjpnet.org
For information, call
1 -800 -570 -JOBS
SAN JOAQUIN PARTNERSHIP
Cradng Jobs for San Joaquin County
Welcome to
San Joaquin
"Where?"
San Joaquin County...east of
San Francisco, south of Sacramento.
A community of seven cities that is
growing in population, diversifica-
tion, and popularity. Located close
enough to the Greater San Francisco
Bay Area, San Joaquin County is
reaping the rewards of its location...
being located in the right place at
the right time!
It's a Different California!
• THE LABOR is available and trainable.
• THE LAND is abundant and affordable.
• OPERATING COSTS are low to moderate.
• THE ENVIRONMENT is uncongested.
..i
The corporate sponsors listed on the back page would like to
introduce you to this area, San Joaquin County, a different California
A Different
California
Although virtually every com-
munity, county, and state claims
a "probusiness" environment, few
jurisdictions are able to deliver on
their claims. Fewer still are able
to shake an "antibusiness" repu-
tation, even though the condi-
tions that fueled that reputation
may be long gone.
California's reputation as a dif-
ficult state in which to do busi-
ness was well-publicized during
the early 1990s. After years of
seemingly effortless good times,
California fell victim to a combi-
nation of assaults, both external
and internal: Twenty-nine military
bases throughout the state were
closed by the Pentagon; the
state's aerospace industry lost
power; business operating costs
had reached nosebleed territory;
and vast numbers of companies
fled to neighboring states in
search of a
more friendly
business
environment.
California
was down —
but the world's
seventh-largest
economy was
nowhere near
out. In the second half of the
decade, California carne back,
stronger than before and, even
more important, smarter in the
ways of working with business.
Workers' compensation reforms
are saving California businesses
more than $4 billion annually,
while regulatory review units are
cutting through red tape and
slashing delays in permitting,
construction, and facility start-
up. Business tax cuts are redefin-
ing the "California advantage."
Moreover, new tax incentives such
as the 6 percent manufacturing
investment tax credit are encour-
aging companies to re-examine
the opportunities in North Ameri-
ca's undisputed economic power-
house.
Although the market drives
business growth, it is the ability
to operate efficiently that pro-
duces profit. In recent years, Cali-
fornia has Leveraged its renowned
market strength into a restruc-
tured economy that routinely
leads the nation in size, growth,
and innovation. It is the world's
undisputed industry leader in
electronics and telecommunica-
tions. California's revitalized
economy is fueled by its 32 mil-
lion consumers, its concentration
of industry and education, and
the access provided through its
ports to Pacific Rim markets.
While well-recognized metro-
politan markets like the San Fran-
cisco Bay Area enjoy high visibili-
ty and substantial resources, they
also present such challenges as
traffic congestion, high operating
costs, and rapidly escalating costs
of living. A growing number of
companies, caught between Cali-
fornia's attractions and the rising
costs of doing business in the Bay
Area, are choosing to locate in
communities that offer access to
markets without congestion and
without prohibitive costs. For
many of those companies, the
choice is straightforward: the
communities of San Joaquin
County, within easy access of the
Silicon Valley and Greater San
Francisco Bay Area, but without
the legendary traffic congestion,
high costs, and labor shortages
associated with those Bay Area
locations.
Buoyed by these business sup-
port initiatives, San Joaquin
County has emerged as one of the
most competitive locations in Cal-
ifornia. Its locational and cost
advantages are enhanced by its
availability of both labor and
land. Even with these "natural"
amenities, however, the county's
economic development organiza-
tions and individuals have worked
to boost yet further the services
they provide to support business
and industry.
Centered on the city of Stock-
ton, San Joaquin County repre-
sents a different California that
traces its history to agriculture,
treasures its location between the
coast and the mountains, and
Employment Base
(June 1998)
Civilian Labor Force, 1998
Participation Rate
Civilian Employment
Construction
Mining
Agriculture
Manufacturing
Transportation, Utility
Wholesale Trade
Retail Trade
Finance, Insurance, Real Estate
Services
Government
NEC
249,400
89 percent
223,200
8,200
100
20,200
22,700
10,800
8,500
32,000
8,600
42,500
35,900
33,700
enjoys a unique combination of affordability and
access to the Bay Area. Attracting scores of new com-
panies and thousands of new residents each year, San
Joaquin County stands at the heart of the world's
seventh-largest economy, superbly positioned to
redefine California's economic advantage for manufac-
turing, distribution, business services, and research
and development.
Labor: Hiring and Training
Today's Work Force
Business and industry cannot operate without pro-
ductive people. A growing emphasis has been placed
on human resources in making site location decisions,
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
Unemployment Rates
(1988-1997)
0.0%
5.0%
10.0%
15.0%
20.0%
with key consideration for almost any business in vir-
tually any industry being access to workers equipped
with the skills needed in today's business environ-
ment. Indeed, one of the county's greatest resources is
its abundant, reliable, and affordable work force with a
wide range of abilities. (See accompanying table.)
With a work force of 249,400 in June of 1998,
unemployment in San Joaquin County was 10.5 per-
cent compared to 5.7 percent statewide. In addition,
the CaIWORKs employment center is a valuable
resource with a monthly pool of approximately 800
ready -to -work employees. Much of the county's unem-
ployment is due to seasonal variation in the agricultur-
al sector and related food-processing industries and
immigration. The unemployment labor pool at the end
of June 1998 totaled 26,200 persons.
San Joaquin County's private and public human
resource providers have responded to the needs of
business and industry, providing recruitment, assess-
ment, hiring, and training services. Comprehensive
programs have been developed to ensure that San
Joaquin employers will have the work force they need
for today, tomorrow, and the next century. Among the
key services and providers are the following:
• The Private Industry Council (PIC) designs and
implements employee recruitment and assessment ini-
tiatives in response to individual company specifica-
tions, most often at no cost to the company. The PIC
will design company -specific programs to equip
employees with targeted skills required by individual
businesses. The PIC also provides both staff and facili-
ties for training, and will reimburse companies for
training costs of employees hired at the end of the
training program. With the On -the -Job Training (OJT)
program, employers can receive reimbursements of as
much as 50 percent of their new employees' wages for
specific training periods.
• The San Joaquin County Office of Education offers
a wide range of vocational and technical training
courses designed to provide students with in -demand
workplace skills. The programs provided through the
vocational training centers, operated by the Regional
Occupational Program (ROP), can be customized to
meet the needs of the employer. Centers for learning
are strategically located throughout the communities
to allow easy access for students/employees as well as
employers.
• San Joaquin Delta Community College, a two-year
community college with more than 22,000 students,
offers a full range of courses in more than 70 vocation-
al programs geared toward the workplace. From gener-
al education preparation to customized training,
instructors and curricula strive to meet the specific
needs of local business and industry. Industry -based
classes range from service center operations, including
telecommunications and computer training, to
CAD/CAM electrical and mechanical engineering. The
college provides outreach sites in several communities
to assist local businesses and industry with their ongo-
ing training and retraining needs.
The San Joaquin County Human Services Agency
has moved aggressively to become a state leader in
welfare reform. To implement its CaIWORKs program,
the agency has effectively married private and public
resources for assessment and training of former recipi-
ents. The programs provide general training, cus-
tomized training specifically for the employer, and
financial support to the
new employee for
healthcare, transporta-
tion, and childcare.
This allows the new
employee a smooth
transition into today's
workplace. Employers
hiring CaIWORKs
clients may be eligible
The CaEWORKs program for federal as well as
provides training tailored to state tax credits.
the prospective employer. Additional educa-
tion and training
programs are provided by University of the Pacific,
which includes the School of Engineering, Eberhardt
School of Business, School of Pharmacy and Health
Sciences, School of International Studies, as well as
graduate schools in dentistry and law. Moreover, ITT
Technical Institute, a nationally recognized vocational
and technical institution, has a new campus in San
Joaquin County, drawing a student population from as
far as 100 miles away.
Land: Ready, Willing, and Able
In planning for its future, San Joaquin County fully
entitled and designated more than 12,000 acres of
industrial land. Approxi-
mately 40 percent is
currently developed
and serviced by utili-
ties, with the balance
available for future
growth based on
demand.
Of the developed
acreage, 16 fully devel-
oped industrial parks
are spread throughout
the county. These
industrial parks are rep-
resented by some of the largest, most
significant builders, both nationally and
internationally. They include ProLogis, formerly Securi-
ty Capital Industrial. Its 750 -acre industrial park, Pat-
terson Pass Business Park, is Located in the southwest-
ern corner of the county, adjacent to the Greater Bay
Area. With three interstates surrounding the general
area, the next two phases of the project should fill out
as quickly as the first. Addition-
ally, Crossroads Industrial Park,
a joint venture of AEW and
Catlin Properties Inc., offers
350 acres in Lathrop, adjacent
to Interstate 5 and Highway 120.
Panattoni Development Co.
develops, owns, and leases indus-
trial and commercial properties
in more than 45 markets
throughout the United States.
Specializing in fast-track build -
to -suits for many Fortune 500
companies as well as regional
businesses, the company's success
derives from its quick local decisions, financial depth,
and consistent, timely performance. This has been
demonstrated time and again through more than 40
million square feet constructed nationwide, valued at
more than $1.2 billion.
Regional developers such as Buzz Oates Enterprises
(BOE), one of the largest development firms in Califor-
nia, has identified San Joaquin County as the quintes-
sential investment site in California. This has led to an
aggressive wave of property acquisitions by BOE and
more than one million square feet of construction in
1998. BOE has holdings of more than 20 million square
feet — mostly industrial development — with more than
five million square feet in San Joaquin County.
New developments are being planned by invest-
ment/developer companies like Trimark Communities.
Trimark's Mountain House is a 4,784 -acre master -
planned community in southwestern San Joaquin
County; it is bordered on the south by Interstate
205/580, which carries 50,000 commuters to the
Greater Bay Area each day. Plans call for an ulti-
mate population of 44,000, 21,000 jobs, and
development over a 20- to 40 -year period. The
targeted industrial base for the new town is the
electronics and communications industries.
San Joaquin County's economic and develop-
ment growth has also caught the attention of new
investments. Regional and international firms
such as Meridian Industrial Trust, Inc., Seagate
Investment Co. of San Francisco, Opus National,
AEW Capital Management, and Hunsaker Develop-
ment Co. of southern California regard San Joaquin
County as the next dynamic market in the northern
California region.
The Airport Gateway
Center in Stockton is a
master planned
business park by
Panattoni
Development Co.
San Joaquin County's service infrastructure includes
all expected wastewater, water supply, and solid -
waste -management services, with ample capacity to
meet additional business needs. Telecommunications
capabilities are supported by a fiber optics network so
dependable that the county was chosen by the Califor-
nia lottery as the location for its backup system. The
telecommunications system is equipped with 100 per-
cent digital switching to ensure clear and efficient
transmissions.
Having Led the nation in deregulating its utility
industry, California now is in the process of restruc-
turing its regulated electrical system to improve com-
petition and reduce costs to consumers. The primary
electricity and natural gas supplier in San Joaquin
County is Pacific Gas & Electric (PG&E). PG&E has
responded to consumer demands with a full range of
services including an array of optional rates designed
to decrease energy costs, customized billing and pay-
ment options, and energy assistance. The supplier has
also emerged as a valuable economic development
"` The San Francisco Bay Area is
the fifth-largest metropolitan
area in the United States. It is a
region of world-class cities and
small towns with distinct per-
sonalities. However, its prosper-
ity and growth have pushed
beyond its traditional nine
county boundaries, now extend-
ing east into northern San
Joaquin Valley...specifically, San
Joaquin County.
The commuter base is fueled
by the profusion of
affordable housing.
San Joaquin County's popula-
tion growth in recent years has
been fueled by the influx of
workers from the Greater San
Francisco Bay Area and Silicon
Valley, in search of affordable
housing. This equates to a cur-
rent commuter base of about
50,000 workers. These workers,
many of them highly skilled pro-
fessionals, have chosen homes
in San Joaquin County for eco-
nomic reasons, enduring the
daily commute to offices
one-two hours away. Increas-
ingly, businesses are considering
following their work force, tak-
ing advantage of the county's
substantially lower operating
costs.
Bay Area Businesses
Head East
The extraordinary concentra-
tion of electronics, computer,
and telecommunications capa-
bilities in the Bay Area has
added a new name to our vocab-
ulary: Silicon Valley. San
Joaquin County, located only
one hour from the Silicon cen-
ters in and around San Jose,
Santa Clara, and Fremont, offers
a practical alternative to the
rapidly escalating operating
costs associated with those
communities.
A recent study conducted by
Paragon Decision Resources,
Inc., compares the operating
costs for a model communica-
tions electronics company in
San Joaquin County to one in
the Silicon Valley. The model
operation used a 172,500 -
square -foot facility on 35 acres,
with 249 workers of various Lev-
els operating 16 hours a day. A
utility load and freight model
was also considered.
Overall, San Joaquin County
emerged as the lowest -cost loca-
tion for the project when com-
pared to Santa Clara, San Jose,
Fremont, and Sacramento. More
than $6 million per year in net
annual operating costs would be
saved by the San Joaquin County
location when compared to the
same operation in Santa Clara;
San Joaquin boasts
state-of-the-art
telecommunications
capabilities.
resource for local busi-
ness, offering practical
assistance for facility
siting, design, and
construction.
In the northern part of the county, the Lodi Elec-
tric Utility, a customer -owned, city -operated utility,
provides reliable electrical energy to residential and
industrial customers at competitive costs. Indica-
tive of the city of Lodi's proactive business develop-
ment posture, the electric utility will competitively
negotiate electric rates for large electric users —
based on demand. Even more aggressive is Lodi's
recent move to assemble property for development
of an industrial park to accommodate those large
electric users.
more than $4.5 million when
compared to San Jose; and
more than $4.3 million com-
pared to Fremont. Even when
compared to neighboring
Sacramento, San Joaquin Coun-
ty boasted an annual savings
of almost $1.3 million.
Wages and salaries repre-
sented approximately 60 per-
cent of the total annual oper-
ating costs, themselves
showing a $1.6 million savings
in San Joaquin County versus
Silicon Valley. Contributing to
the county's lower wage and
salary costs are its compara-
tively high unemployment rate
and the willingness of workers
who now commute to Silicon
Valley to accept lower pay in
exchange for close -to -home
employment. According to one
surveyed company representa-
tive, "We are growing our San
Joaquin County facility and
gradually moving some of our
Silicon Valley functions
here...we save $1.00 to $1.50
an hour on assemblers here
versus there."
Work force availability and
quality received high rankings
from local electronics company
representatives, with the high-
est scores showing in produc-
tivity, trainability, tack of alco-
hol/drug problems, attitudes,
and basic skills. Conversely,
turnover and absenteeism had
the lowest scores, leading one
the San Joaquin communities
surveyed. Though not com-
pared in the report, lease rates
for new high -cube warehouse -
type industrial buildings in San
Joaquin County range from 26
cents to 35 cents per square
foot, per month, triple net; in
the Silicon Valley, the same
building ranges from 55 cents
to 75 cents — providing you
can find a vacant building to
rent.
Equally significant, San
Joaquin County's low prob-
ability on the seismic scale
gives Silicon Valley manu-
facturers a valuable backup
resource in the event of earth-
quake damage in the high -
probability Silicon Valley.
While the Paragon Decision
Resources study demonstrates
the cost advantages of a San
Joaquin County location, it is
equally compelling in docu-
menting the operating advan-
tages offered to business and
industry with a San Joaquin
County location. It should be
pointed out that the study did
not reflect economic develop-
ment incentives available,
which could further reduce
the net annual operating
costs in San Joaquin County
locations.
Quality high-tech Iabor is
emerging in the county.
surveyed official to say, "The
labor force here is better [more
productive) than the Bay
Area," and another to state,
"Our productivity is great here,
best in years (99 percent plus
no defects)."
Building costs and industri-
at land prices were also signifi-
cantly different; very substan-
tial was the discrepancy in the
latter. In 1998, per -acre costs
for industrial land in Santa
Clara was $653,100, compared
to under $143,000 in each of
Unskilled, semiskilled, tech-
nical, and engineering labor is
affordable, available, and of
high quality in San Joaquin
County. Class A and B sites and
buildings are available and
affordable, and enterprise -zone
and foreign-trade–zone desig-
nations in some areas offer
additional inducements.
More than a dozen electron-
ic assembly and printed circuit
board manufacturers operate in
San Joaquin County, including
ISE Labs in the city of Manteca;
and Tyco International and
Viktron California L.P., both in
Stockton. These companies, in
turn, are supported by a
diverse and growing industrial
infrastructure of metal fabrica-
tors, plastics manufacturers,
electrical equipment, and fix-
tures manufacturers and
machine shops.
To receive a copy of the
Paragon report, you may con-
tact the San Joaquin Partner-
ship at 1 -800 -570 -JOBS (5627)
or by e-mail at eb@sjpnet.org.
Nearly 40 percent of
California's premium
wine grapes are
grown in San Joaquin
County.
Diversifying
the Base
The economy of San Joaquin
County reflects the evolution from
an agricultural base to a new,
diversified economic base that
comprises manufacturing and
business services.
Agribusiness
Agriculture has historically
been the mainstay of the San
Joaquin County economy; the
county has continuously ranked
as a leader in the production of
products ranging from tomatoes
and asparagus to walnuts and
almonds. Anchored by well-known
agribusiness giants including Del
Monte, Diamond Walnut,
Lipton/Unilever, and General
Mills, San Joaquin County's food-
processing industry enjoys an
enviable Location in the center of
California's agricultural heartland.
At the same time, it is within easy
access of the fast-growing con-
sumer markets of the western
United States and Canada, Mexico
and Central America,
and the Pacific Rim.
While Napa and
Sonoma counties
hold the lion's share
of attention for their
wines, it is actually
San Joaquin County
that ranks highest
in the production
of Zinfandel, Caber-
net Sauvignon,
Sauvignon Blanc,
Chardonnay, and Mer -
lot grapes. Some 60,000 acres of
vineyards surrounding the Lodi -
0
Woodbridge area of the county
produce an annual grape crop val-
ued at about $200 million — and
representing nearly 40 percent of
the premium wine grapes grown
in California, and more than Napa
and Sonoma combined. The
majority of the county's grape
harvest is shipped to wine pro-
ducers in northern California.
However, renewed interest is
being focused on local value-
added processing, following the
lead of local wineries including
Delicato Vineyards, Franzia Win-
ery, Robert Mondavi, and Sebas-
tiani, and bringing a new opera-
tion, Sutter Home, to the county.
Introducing the
Next Generation
The next generation of
agribusiness operations and tech-
niques is emerging in San Joaquin
County, and not just in the wine
industry: California Natural Food
Products utilizes aseptic tech-
niques (high temperature, short
duration) in its packaging,
increasing the product shelf life
to up to 18 months without
refrigeration.
Italy's Masterptant California
Inc. recently established a major
greenhouse operation near Tracy
to supply seedlings for commer-
cial row -crop growers. The utiliza-
tion of the starter plants will pro-
vide growers with a higher yield
and a faster crop than traditional
methods.
Food processors and growers
gained a new resource in 1994
with the start-up of Farmington
Fresh's state-of-the-art perish-
able -packing and -consolidation
facility. Highly computerized,
Farmington Fresh is able to
facilitate the sorting, grading,
packing, and shipment of perish-
able cargo from the field to the
customer. This just -in -time
shipment is achieved via air
cargo nationally and, more often,
internationally.
Just -in -Time Delivery
With their locations in San
Joaquin County, suppliers to the
New United Motors (NUMMI) auto-
motive plant in Fremont are able
to provide just -in -time delivery
and cost-efficient production.
These suppliers include Dana
Corp., manufacturing truck
frames; Technotrim, Inc., seat
covers; Aisen Electronics, Inc.,
automotive electronic compo-
nents; and Curtis-Maruyasu,
undercarriage brake and fuel lines.
These firms are supported by
metals manufacturers such as Noll
Manufacturing, which relocated to
San Joaquin County from the Bay
Area, and Feralloy Corp., two com-
panies that have joined long-time
resident metals industry firms
including PDM and Stockton Steel.
Like their customers, the county's
metals manufacturing industries
rely on the exceptional trans-
portation network that links San
Joaquin County to the industrial
markets of the Bay Area and
southern California within "just -
in -time" limits.
Plastics Expansion
The plastics industry, like others, has sought a
cost -competitive operating environment that is also
within reasonable proximity for product delivery. Arkay
Plastics, a plastic -injection -molding operation in Lodi,
produces a product line
ranging from computer
components to house-
hold products. Iris
Ohyama of Japan
located its first U.S.
operation in Stockton,
manufacturing its
3,200 plastic house-
hold items for con-
sumer markets
throughout North Amer-
ica and Japan. Other
companies, such as Cer-
tainTeed and CNC
Containers, have
located in the coun-
ty to produce plas-
tic products for distribution throughout the western
United States. Like companies in other industries,
these firms rely on San Joaquin County's exceptional
freeway network, which includes Interstate 5 and 99
running north/south; Interstate 580, connecting
the county to Silicon Valley and the Bay Area; and
interstates 80 and 50, connecting California to
points east.
Fairmont Sign Co. made the same decision to locate
in San Joaquin County, but weighed different factors
as it considered California sites throughout the Bay
Area and the Central Valley. Based in Detroit, Mich.,
Fairmont is building its West Coast manufacturing
facility in the city of Lodi to produce the illuminated
signs it sells to clients such as Ford Motor Co., Sears,
and Napa Auto Parts. Like all plastics companies with
high electrical energy demands, Fairmont needed com-
petitive power costs as well as reasonable land and
labor costs. And, like a growing number of plastics
companies, it found Lodi s community-based electrical
utility to be competitive — even aggressive.
PIastics is among the
industries benefiting from low
operating costs.
Diversified Production
Beyond the growing strength of its electronics,
agribusiness, automotive, and plastics sectors, San
Joaquin County is home to a diversified group of man-
ufacturers representing some of the world's leading
industrial companies and entrepreneurial innovators.
DePuy OrthoTech, a division of Johnson & Johnson,
manufactures orthopedic braces in its Tracy facility;
Scientific Specialties produces miniature test tubes
and beakers in its Lodi plant.
The aerospace industry is supplied by firms includ-
ing Applied Aerospace Structures, Corp., which pro-
duces both aircraft components and communications -
satellite frames for corporate giants like Hughes and
Boeing.
The construction industry is supported by compa-
nies including Anderson Truss, a subsidiary of Pacific
Coast Building Products, whose operation in Lathrop
manufactures trusses used for homes. Indicative of the
unique combination of location factors in San Joaquin
County was the decision by Timbron International to
locate its headquarters and new manufacturing facility
in the county. Timbron produces "environmentally
friendly building materials" by processing recycled
polystyrene into products including interior moldings
and door parts destined for major home centers in the
western United States. While transportation and prox-
imity to major markets played an important rote in the
company's location, it was the proximity of San
Joaquin County to Silicon Valley's electronics firms —
and the polystyrene used in industrial packing gener-
ated by computer companies — that sealed the com-
pany's decision.
CaU Centers and
Other Administrative Services
While call center operations represent a fast-
growing business function, administrative operations
— from headquarters to back offices — are the
nerve center of any company, critical to business
performance and profitability.
With the integration of
computerized systems
and telecommunica-
tions capabilities,
many companies have
learned that a variety of
administrative func-
tions can be located
in more cost-efficient
locations.
In comparison to
communities only 50
miles to the west, San
Joaquin County offers
greater labor availability,
many more training Telecommunications training
and retraining pro- programs are industry- and
grams, and sharply employer -specific.
lower costs for office
operations. Billing, cost,
in the range of $6.00 to
office clerk wages range
tionists and information
rates between $6.00 and
and rate clerk wage rates are
$12.00, for example; general
from $5.75 to $12.50; recep-
clerks are available for hourly
$10.75; and computer-opera-
The University of the
Pacific (UOP)
tor wage rates begin as low as 55.75 per hour.
Complementing San Joaquin County's competitive
wage rates are its proximity to San Francisco's financial
and headquarters centers; Silicon Valley's manufactur-
ing and development operations; and the international
airports of Oakland, Sacramento, San Francisco, and
San Jose. Combined, these attractions led Pacific Coast
Producers to establish its corporate headquarters in
the county in 1991 after 20 years of operating its can-
ning and can manufacturing operations in San Joaquin
County. In 1997, Robert Mondavi Winery followed suit,
expanding its facilities to include key corporate office
functions. It joined companies such as Diamond Wal-
nut, which have long maintained their international
headquarters in the county.
Backroom office operations have expanded in the
community, taking advantage of custom telecommuni-
cations education and training programs, not only
industry -specific but with employer -specific emphasis.
An example is a class available through Delta Commu-
nity College that certifies the student to apply for
employment at Kaiser Permanente's health services call
center. Such industry- and employer -specific training
and education opportunities, coupled with an avail-
able, trainable, lower -wage -based labor pool, also con-
vinced Marriott International to locate a
worldwide reservation center in
San Joaquin County.
Research and
Development
Although overshad-
owed by the undisputed
strength of neighboring
Silicon Valley and the Bay
Area, San Joaquin County
hosts a growing research -
and -development commu-
nity. In 1996 Unilever
confirmed the county's
potential as a research
location when it estab-
lished the Lipton "Center
for Excellence."
One of only five such facilities operated
by Unilever (Lipton) worldwide, the Lipton Center for
Excellence in Stockton focuses on tomato and tomato
products. The center employs molecular biology and
biogenetics in its mission to develop new processes
and products. At project initiation, James F. Busby,
vice president of research and development for Lipton,
noted, "It serves as a world-class skill base for Unilever
in agricultural practices, biogenetics, plant breeding,
raw material handling and processing, and product and
recipe development, and as a source of expertise in
marketing and consumer science for tomato products.
The center is a point of origin for all our technology
and innovation and a training center for technologies
in all our businesses in the Unilever tomato world."
The research center joins other private -sector
research -and -development opportunities. At the Uni-
versity of the Pacific (UOP), for example, recent
research projects in the School of Engineering have
focused on computer vision and robotics, stereo -
head research image processing, and basic robotics
architecture.
San Joaquin County's location puts it within easy
commuting distance of some of the world's most rec-
ognized research -and -development complexes, educa-
tional institutions, and public -sector laboratories
including the University of California at Davis, Silicon
Valley's private -sector research complexes, and Liver-
more Laboratory. Closer to home, UOP's annual gradu-
ating engineering class routinely receives high honors
for quality. Dare King, a mechanical engineering stu-
dent at UOP, for example, was one of only five stu-
dents in California to be awarded the Consulting Engi-
neers and Land Surveyors undergraduate scholarship
award in 1998.
San Joaquin Delta College has proven itself as
well. It has continually achieved national and
international academic excellence in Engineering
and Machine Technology, winning awards such as
the International Society for Manufacturing Engin-
eers Education Award (1998), which for the first time
was won by a community college, and the American
Society of Mechanical Engineers Student Design
Competition (International — 1998, Western Region
— 1996, 1997, 1998). The National and California
Vocational Industrial Clubs of America (VICA) Skills
Competition awarded the Delta College CAD/CAM
Team a gold medal for the state in 1994, 1996,
1997, and 1998; a gold medal for the nationals in
1994; and a silver medal in 1998.
A critical advantage for research operations,
among others, in San Joaquin County is protection
from the disastrous effects of major earthquakes.
Unlike nearby San Francisco and San Jose, which are
both burdened by a 70 percent probability of seismic
hazard (according to the Seismic Hazard Assessment
for the state of California 1996 Department of Con-
servation Division of Mines and Geology), the major-
ity of San Joaquin County is located in a low -proba-
bility zone of 10-20 percent. The dramatically
reduced probability of peak horizontal acceleration
resulting from earthquakes helps to ensure that
movement -sensitive equipment, processes, and sys-
tems in San Joaquin County will continue to perform
efficiently and safely — no matter what happens on
the coast.
Quality
of Life
"Quality of life" may be as sub-
jective as beauty, but for most
people, living well incorporates
several nonnegotiable factors:
home ownership; reasonable
property taxes and municipal
fees; physical safety; and access
to educational, recreational, cul-
tural, and community amenities.
While the Bay Area, which is
renowned for its cultural and edu-
cational attractions, faits on the
affordability index, San Joaquin
County can offer easy access
to the best of the Bay — as
well as the full range of quali-
ty -of -life factors. That combi-
nation has proven irresistible
to growing numbers of new
residents, who expanded the
county's population by 38
percent in the 1980s and by
at least 20 percent this
decade.
Fully 61 percent of San
Joaquin residents own their own
homes, evidence of the reasonable
cost of home ownership. That
affordability is complemented by
diversity, from home, condomini-
um, and apartment living in
Stockton to the small-town ameni-
ties of Lathrop, Escalon, and
Ripon. Each of San Joaquin's com-
munities illustrate a distinct and
treasured identity, lifestyle, and
history. Average residential sales
prices in San Joaquin County are
among the lowest of all counties
in the region, with the median
price for a three-bedroom, two -
bath home ranging from $90,000
in Stockton to $165,000 in Tracy,
The affordability of
home ownership is
demonstrated by the
fact that 61 percent
of county residents
are homeowners.
the city closest to the Bay Area.
Higher education is available
through several institutions
including the University of the
Pacific, ranked twelfth among
western regional comprehensive
universities; the Stockton Center
of California State University,
Stanistaus; San Joaquin Delta Col-
lege; Humphreys College and
School of Law; National Universi-
ty; and University of Phoenix. To
promote improvement in K-
12 education throughout
the county, the private-
sector–driven San Joaquin
A+ Program facilitates
community consensus on
initiatives affecting public educa-
tion. Key goals of the program are
raising the high school gradua-
tion rate; demonstrating compe-
tency at grades four, eight, and
12; and ensuring that alt children
begin school ready to learn.
juvenile health and behavior prob-
lems by linking the efforts of the
city, schools, police, public
library, park and recreation, and
other interested parties. The pro-
gram is now in operation on 34
elementary school campuses in
four school districts, with work
under way to expand the program
throughout San Joaquin County.
Recreational and cultural
opportunities are never far away
from any San Joaquin County loca-
tion. With a population of more
than 300,000 people (in a county
comprising slightly more than half
a million), Stockton is the corner-
stone of the count's retail and
cultural amenities. It offers the
Stockton Symphony and the
Stockton Civic Theater, a profes-
sional A-level baseball team, and
the summer training camp of the
San Francisco 49ers National Foot-
ball League team at the
University of the
Pacific. Ethnic cele-
brations, from the
Cinco de Mayo Fies-
ta to the Jewish
Food Festival, are
frequent, as are well -attended
events such as the annual Aspara-
gus Festival and Stockton's "First
Night" celebration.
San Joaquin's least expected
recreational resource is the thou-
sand miles of multiuse waterways
that comprise the San Joaquin
Delta. Dotting the delta's land-
scape are islands, primarily used
for agriculture, bordered by Levees
and surrounded by rivers that sup-
port a vast range of recreational
uses from boating and fishing to
waterskiing and wakeboarding.
For people with a taste for
mountains, Lake Tahoe, the Sierra
Nevada Mountain Range, and
Yosemite National Park are within
easy access to the east of the
county, while the famous hills of
San Francisco and California
coastal range are just as close at
hand to the west.
Safety and Diversity
Ensuring the safety of its citi-
zens, neighborhoods, and commu-
nities has been a priority of local
government officials. Law
enforcement officials and crime
experts say community policing
— the strategy of officers and
neighborhood residents solving
crime together — is a primary
reason for a continued downward
trend in crime. For example, the
Safe Stockton Program has result-
ed in crime reductions by as much
as 58 percent. In 1994 Stockton
initiated the Safe Youth Program,
which concentrates on preventing
CEO
Business to
Business
The strength of the regional
banks has been the mainstay of
the financial strength of San
Joaquin County: Bank of Stock-
ton, Union Safe Deposit Bank,
Farmers & Merchants Bank, to
name a few. Through acquisition
of local banks, San Joaquin Coun-
ty recently welcomed a couple of
national institutions: Stockton
Savings Bank to Guaranty Federal
Savings Bank (an Inland Temple
institution), American Savings
Bank to Washington Mutual Bank,
from headquarters facility to new
regional center. Bank of America,
Wells Fargo Bank, and Union Bank
of California also hold a signifi-
cant presence. The diversification
of the county's financial institu-
tions has changed, but the strong
base has endured. The Bank of
Stockton, chartered in 1867, was
the first chartered bank in the
state of California.
Leadership
Business Leadership in the
county took a major stride in
developing a long-range strategy
in the late 1980s, which evolved
into the development of the San
Joaquin County Business CounciL,
Inc. The council is a private orga-
nization serving as an advocate
for business interests throughout
San Joaquin County. Its efforts
have since broadened to support
such programs as education
reform, pollution control, and
long-term transportation finance.
Parallel to the Business Coun-
cil is the San Joaquin Partnership,
a private, not-for-profit economic
development corporation charged
with assisting business and indus-
try to locate in San Joaquin Coun-
ty and continue to be productive.
Its board of directors represents
the public/private partnership for
economic development in San
Joaquin County. It is these types
of community-based, collabora-
tive efforts that bring the public
and private sectors together to
deliver a probusiness climate.
Coordinated Local
Assistance
Recognizing the importance of
providing busy employers with a
"one-stop" resource for resolving
issues and gaining access to
ity and wages, supplier and ven-
dor products, community data and
incentive availability. Equally
important, the Partnership serves
as a confidential advocate for
business by helping to facilitate
such efforts as site analysis, pro-
ject permitting, financing, and
work force recruitment. Among
other services, the Partnership
helps individual companies to
access loan financing for business
start-ups, expansion, and stabi-
lization of growth through the
SBA 7-A Loan Financing Program;
the SBA 504 Loan Financing Pro-
gram; the RLF Loan Financing Pro-
gram; and industrial development
bonds. The California Redevelop-
ment Authority has taken
the forefront in busi-
ness incentives, with
the city of Manteca
initiating a cap on
development fees
through the use of
tax -increment
financing. This local
Stockton City Hall
available assistance, San Joaquin
County's municipalities, utilities,
governmental agencies, and ser-
vice providers joined together in
1991 to form the San Joaquin
Partnership. The Partnership's
professional staff offers a range of
client services, from comprehen-
sive site and facility searches to
information about labor availabil-
effort exemplifies
individual community
commitment.
Zoned for Success
San Joaquin County offers
exceptional locational advantages
through its state -designated
enterprise -zone and federal for-
eign-trade—zone designations.
The state of California has desig-
nated a limited number of enter-
prise zones throughout the state
to encourage business expansion.
In June of 1993, more than 31
Numerous incentives
are available to
companies locating in
a state -designated
zone.
in January 1998. This designation allows enterprise
zone employers to gain hiring tax credits for any
resident who lives within this area, thus expanding
the probability of hiring eligible workers. Cur-
rently, enterprise zone employers locating in
the zone average 50 to 90 percent "eligible"
employees when hiring.
In addition to being located in the enter-
prise zone, both the Port of Stockton and the
Stockton Metropolitan Airport are designated
foreign -trade zones. These zones are designed
to promote American competitiveness by encour-
aging companies to maintain and expand their
operations in the United States. The program
assists U.S.-based operations by removing certain
disincentives associated with manufacturing in the
United States. For example, for purposes of tariff
assessment, products assembled or produced in the
zone are calculated as if they were manufactured
abroad, thus removing that imbalance of overseas
production.
square miles in San Joaquin County were desig-
nated a state enterprise zone for a period of 15 years.
Included in the Stockton/San Joaquin Enterprise Zone
are the Airport Industrial Area, the East Stockton Com-
mercial Industrial Area, the Central Business District,
and the Port of Stockton Industrial Area. The enter-
prise zone, located in and around Interstate 5 and
Highway 99, is within easy access of the national rail
system and the Stockton Metropolitan Airport.
State as well as local incentives are available to
companies locating within the zone. They include a
hiring tax credit of up to $26,800 or more during a
five-year period for every eligible employee; sales tax
credit on eligible machinery purchases; net operating
loss carryover of up to 100 percent to future years;
reduced building permit and building plan check fees;
streamlined permit processing at city and county per-
mit centers; employee recruitment, screening, assess-
ment, and training; utility tax rebate for large employ-
ers; "no -cost" or low-cost loan packaging assistance
for revolving and SBA loans; zero -interest facade
improvement loans; and fee deferral programs. Current
legislation is pending to extend the life of the enter-
prise zone an additional five years; another bill would
extend benefits to distribution and telecommunica-
tions equipment.
A geographical boundary larger than the enterprise
-zone was designated a Target Employment Area (TEA)
The county's probusiness environment is
attractive to administrative operations.
The excellence of the
county's highway
infrastructure is
enhanced by its lack
of congestion.
Moving the
Goods
:;When Lever Brothers selected
Stockton as its West Coast distrib-
°ution hub for the company's soap
and household products, Michael
Olkowski, manager of Delivery
Services, noted, "Lever is making
a long-term commitment to
Stockton." Along with companies
including Weber Distribution, a
third -party logistics provider for
nationally known companies; and
Penske Transportation Services,
an auto parts logistics ware-
house/distributor for General
Motors, Lever Brothers found in
San Joaquin County the ideal
combination of affordability and
accessibility.
Few locations in the western
United States can challenge San
Joaquin's transportation advan-
tage, not only to California's con-
centrated coastal markets but to
points throughout North America
and the Pacific Rim. Itis
no wonder, therefore,
that the county is
home to regional
hubs for transporta-
tion giants such as
Yellow Freight Sys-
tems and Swift
- Trucking. The
county's unequaled
transportation
infrastructure is
complemented even
further by large
tracts of available,
competitively priced
land and facilities, con-
veniently situated within
easy access of a network of free-
ways, rail systems, and air trans-
port. But San Joaquin County
offers an added advantage: a
deepwater seaport capable of
handling any vessel able to navi-
gate the Panama Canal and spe-
cializing in break -bulk shipments.
Freeways and Railroads
California's freeways have
become legendary for their size,
but increasingly its coastal free-
ways are becoming known for a
very different characteristic: traf-
fic congestion, related delays, and
added transportation costs. The
ability of San Joaquin County's
distribution facilities to provide
same-day service to California's
major urban markets is traced to
the county's exceptional highway
infrastructure and the flow of
traffic moving through the uncon-
gested San Joaquin Valley.
The centerpiece of San
Joaquin's highway system is
Interstate 5, the main
north/south freight route from
Canada to Mexico along the West
Coast. It supports a comprehen-
sive highway grid: Running paral-
lel to Interstate 5 is California
Highway 99, a second major
north -south artery. Between the
two, Seattle is within 15 hours'
drive time and Los Angeles only
about six hours from San Joaquin
County. Intersecting the
north/south highways and run-
ning westward are interstates 280
and 580, which flow directly into
the Bay Area; Interstate 680, to
Silicon Valley and San Jose; and
I-80, to northern and eastern des-
tinations.
Echoing the depth and range
of its highway system is San
Joaquin's rail transportation net-
work. Two national rail lines —
Burlington Northern Santa Fe and
Union Pacific Railroad — con-
verge in San Joaquin County, link-
ing with three local railroads
through reciprocal switching
agreements. Augmenting rail ser-
vice is the Union Pacific Railroad
intermodal facility in Lathrop, a
completely computerized facility
for container transfers, the num-
ber of which averages 200 to 250
per day. Through the county's rail
infrastructure, major markets are
quickly accessible.
Shipping by Sea
San Joaquin County is also
home to the Port of Stockton,
located 75 nautical miles east of
the Golden Gate Bridge on the
Stockton Deepwater Ship Channel.
A natural deepwater port sur-
rounded by walnut groves and
asparagus fields? Absolutely —
and it isn't a "little" port:
• The 600 -acre Port of Stock-
ton maintains more than 2.5 mil-
lion square feet of warehousing
and shipside rail trackage, and a
half -million square feet of dock-
side transit sheds. Located on
Interstate 5, the port is served by
two transcontinental railroads.
• Stockton's deepwater chan-
nel handles PANAMAX vessels
(45,000 -55,000 -ton class), to a
maximum of 60,000 -ton -class
NAPA COUNTY
SACRAMENTO COUNTY
AMADOR COUNTY
CALAVERAS
COUNTY
• LIVERMORE
PEEASAMON
ALAMEDA COUNTY
SAN MATEO COUNTY
STANISLAUS COUNTY
SANTA CLARA COUNTY
vessels, fully loaded. Up to 80,000 -ton -class vessels
can transit the channel partially loaded. No width
restrictions apply to vessels, and ships of up to 900
feet in length can navigate the ship channel.
• A diversified operating facility, the Port of Stock-
ton is equipped to handle general car-
goes including steel
beams and coils. Dry -
bulk cargo shipped
through the port
ranges from agri-
cultural commodi-
ties to sulfur and
clay, coal, copper
concentrates, and
petroleum coke.
Liquid -bulk mate-
rials flow by pipelines to the port's agribusiness ten-
ants including Cargill, Pure Gro Feed Products, Rice
Terminals, and Pacific Molasses; all grades of gasoline
and diesel fuel are transported through the port to
tenants including Arco, Mobil, Tesoro Refining, Time
Oil, and Shell Oil Co.
The Port of Stockton handles
both dry- and liquid -bulk cargo.
Taking to the Air
San Joaquin County's highway infrastructure
-ensures that county residents are within an hour's
drive of major international airports in Oakland and
Sacramento. Within a two-hour drive are four interna-
tional airports: Sacramento, Oakland, San Francisco,
and San Jose.
Intracounty, the Stockton Metropolitan Airport
accommodates large jet transports via 10,000 -foot pri-
mary instrument runway. The A.G. Spanos Jet Center,
located adjacent to the airport, provides a 3,050 -foot,
general aviation runway. About 250 private aircraft are
based at Stockton Metropolitan.
. Moreover, the airport is home to Farmington Fresh,
one of the world's largest refrigerated airport facilities.
In 1998 the airport welcomed another new company,
Airpower, Inc., an aerial survey company and sole -
source supplier of radial powerplants for California's
Department of Forestry. Airpower's selection of Stock-
ton for its new facility was easy, according to Vice
President Todd Falconer,
and reflected a combi-
nation of physical
advantages at the site
and the cooperation of
local government. Fal-
coner noted, "The bot-
tom line is, the Stockton
Airport is a very low-risk place to invest in because
government doesn't interfere — government helps."
Sponsors
The San Joaquin Partnership, Inc.
Michael E. Locke, President
2800 West March Lane, Suite 470
Stockton, CA 95219
Tel.: 209-956-3380; 800 -570 -JOBS
Fax: 209-956-1520
E-mail: mlocke@sjpnet.org
Human Services Agency —
CaIWORKs Program
Bobbie J. Fasano, Deputy Director
102 South San Joaquin St.
Stockton, CA 95201
Tel.: 209-468-9400
Fax: 209-468-1985
E-mail: jvera@valleyip.net
Lodi Electric Utility
Alan Vallow, Electric Utility Director
1331 South Ham Lane
Lodi, CA 95242
Tel.: 209-333-6762
Fax: 209-333-6839
E-mail: avallow@lodielectric.com
Pacific Bell
Connie Cochran, Director -External Affairs
445 West Weber Ave., Suite 236
Stockton, CA 95203
Tel.: 209-460-0121
Fax: 209-460-0141
E-mail: connie.cochran@pactel.com
Pacific Gas & Electric Co.
Ernest J. Boutt& Gen. Manager-Util. Ops.
4040 West Lane
P.O. Box 930
Stockton, CA 95201
Tel.: 209-942-1473
Fax: 209-942-1460
E-mail: TJD3@PGE.com
Panattoni Development Co.
Steve McKibben, Rod Johnson
9806 Old Winery Place, Suite One
Sacramento, CA 95827
Tel.: 916-362-5571
Fax: 916-362-0161
E-mail: stevemc@cwo.com
Port of Stockton
Alexander Krygsman, Port Director
2201 West Washington St.
Stockton, CA 95203
Tel.: 209-946-0246
Fax: 209-465-7244
E-mail: portmail@stocktonport.com
Teichert Construction
Doug Urbick,
Vice President/District Manager
265 Val Dervin Parkway
Stockton, CA 95206
Tel.: 209-983-2300
Fax: 209-983-2375
E-mail: teichert@softcom.net
Trimark Communities
Duane Grimsman,
General Manager
3120 Tracy Blvd., Suite A
Tracy, CA 95376
Tel.: 209-836-1560
Fax: 209-836-1759
E-mail: duane@suncap.com
Washington Mutual
Luis H. Sanchez,
First Vice President
400 East Main St., 5th Floor
Stockton, CA 95290
Tel.: 209-460-2386
Fax: 209-460-2388
SAN JOAQUIN PARTNERSHIP
Creating Jobs for San Joaquin County
2800 West March Lane, Suite 470, Stockton, CA 95219
209-956-3380 800 -570 -JOBS Fax: 209-956-1520
Web: sjpnet.org
Michael Locke, E-mail: mlocke@sjpnet.org
Elizabeth Berolzheimer, E -Mail: eb@sjpnet.org
Photographer: Rich Turner
Partnership services are funded by participation of local businesses and communities and are provided with no obligation.
4:11999 Custom Publishing Group of Halcyon Business Publications, Inc. — publishers of Area Development magazine. 400 Post Ave.. Westbury. NY 11590. 516-338-0900
San Joaquin Partnership / The Business Council
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NOISSIW
February 1999
Dear San Joaquin County Leaders:
We are pleased to report to you that in 1998 the San
Joaquin Partnership had one of its most successful
nears in terms of new site locations, job generation
and outreach with anticipation of even stronger
program presence and progress in 1999.
In 1998 the Partnership assisted in the location or
expansion of 28 companies exceeding its projected
goal. This was the result of a lot of hard work by the
entire economic development team, and the
continued regional and national marketing of San
Joaquin County. The continual education of
corporate decision makers of the diverse offerings of
the County's seven cities, the County's cost
competitiveness and access to major markets, remain
our ken source for success. This outreach generated
more than 100 new qualified client contacts, many
which are still considering our County as a new site
for their business.
PARTN E R S H I P
The Silicon Valley Project was a key element of the
1998 program and is a major focus of the 1999
strategy. In this report you'll read of new and ongoing
initiatives and marketing strategies as well as the
results of 1998.
We appreciate your individual commitment as well as
continued support and thank you for being a part of
this team effort. We also encourage you to encourage
others to be a part of the future of San Joaquin
County. As evidenced in this years' location
successes, the time and investment pays off in terms of
the County's competitiveness, the community's image,
and overall community wellness.
Robert K. Wheeler Michael E. Locke
Chairman of the Board President and CEO
THE EFFORT
Private business and industry, the seven cities of our county, San Joaquin County, and the Part of Stockton have invested into the
vitality of the County's economic future by funding the efforts and successes of the San Joaquin Partnership.
1998 Fiscal i%
Revenues
■ 1997 Carry Forward
■ Private Investors
• Public Revenues
• Reserves
• Interest
• BCI/CCVEDC Reimbursement
• Other
2%
16%
14%
12%
10%
8%
6%
4%
2%
o%
1993 1994
1995
2%
1998 Fiscal
Expenditures
• Administration Overhead
• Marketing & Outreach
• Client Services
• Member & Investor Service
1999 Projected
Revenues 1
• 1997 Carry Forward
• Private Investors
• Public Revenues
• Reserves
• Interest
• BCI/CCVEDC Reimbursement
• Other
* 1998 rate estimated
Source: California Department of Rnonre
1996
1997
1998 -
Nat onol
San Joaquin
County
California
Son Joaquin County remains characterized by unemployment with Its "labor
pocket", but this is seen by industry as an opportunity. It is also an opportunity for
the Partnership to prove San Joaquin County's obiliy to compete with similar
communities cnd demonstrate our abilities.
"The San Joaquin Partnership is one of the most
creative and aggressive economic development
organo:anions we've norked with, and our CB
Richard Ellis Site Selection Team has dealt with
more than 40 state and 100 different city economic
development on;ancations in its site location vYork."
Br ant W. Colman,
CG Ri.hd,,iEJ .
CB ® Richard Ellis
1999 Projected
Expenditures
• Administration Overhead
• Marketing & Outreach
• Client Services
• Member & Investor Service
The San Joaquin Partnership is a private public rot -for-
profit economic development organization, working for the
economic benefit of San Joaquin County through job creation
and economic investment.
Through marketing, outreach cnd promotion, the Partnership
presents Son Joaquin Count, regionally, nationally and
internationally to corporations, site consultants and other third
r
party influencers, as a prod_ctive, cost effective location for
business to locate their new or expansion facilities.
In competing with other communities or project locations, the
Partnership provides information and services, disseminated to
present couny area real escte site locations, business climate,
and human resources in the most favorable light. Partnership
services include assistance and facilitation with site selection &
ana ysis, infrastructure & uti' ;r needs. human resources & training
programs assessment, financing, state, regional & local
relations, and community assimilation. Partnership services are
offered confidentially, without obligcticn.
The San Joaquin Partnership staff members are:
Elizabeth Berolzheimer
Jan Klevan-Neely
Chris Bamesberger-Youngsma
Corinne Waldo
Luci Graffigna
Vice President, Client Services
Communications Manager
Office Manager
Network / Client Administrator
Administrative Assistant
The Business Council, Inc. staff members are:
Mary Lou Sidener Administrative Assistant
Economic Development is a Collaborative process.
The Partnership has been fortunate to have significant resources
available from each of the cities and their staff, as with the
County and the Port of Stockton, a professional team of human
resource and education professionals, business community leaders
and Partnership investors who contribute their own time and
resources to the goals of the Partnership or our clients. The
collaborative effort is both formal, as members of the Board of
Directors, city staff participation on the Community Coordination
Committee, and less formal on marketing projects and client
activity.
The role of the Partnership changes from leadership, facilitator, or
resource, to consultant or coach, based on need and
circumstance. Underlying all of these efforts, is our continuing
effort to improve what it is we bring to the marketplace as we
address the specific needs of our prospects.
WORKFORCE PREPARATION
No single issue is more important today than the skills that the labor force
brings to the employer. The education, training and re-training of these
individuals and the ability to communicate those resources to the
prospective business is a critical issue in effective competition for new sites.
San Joaquin County has been at the forefront of bringing together
numerous federal and state programs to address these issues resulting in
the evolution of an effective one stop center for workforce preparation
The specific programs, while beneficial, ore like the adage, "the whole
being greater than any of its parts". In this instance the effective
understanding and integration of all of these programs provide a very
valuable resource for new and expanding business and industry.
San Joaquin County is the benefcctor of several new and progressing
programs or initiatives in the human resources and education fields. The
San Joaquin Partnership will continue to support these programs, as with
programs such as San Joaquin A+, directly and indirectly. In 1998:
The Northern San Joaquin Valley Regional Collaborative
was awarded a $650,000 grant for workforce development. The primary
goals of the collaborative will be to link together the education, training
and economic development programs with emphasis on high tech,
identification and development of core competencies, a cluster analysis of
the business and industry in the eight counties, and an assessment of
employers' needs, each as they relate to workforce development. The
grant will be administered out of San Joaquin Delta College and the San
Joaquin County Office of Education.
Partnership for Tomorrow is one of San Jocquin County's School -to -
Career programs initiated and administered through the Son Joaquin
County Office of Education. The San Joaquin Partnership is one of many
participating in this county -wide collaborative which includes industry,
education, labor, government, economic development, and the community.
This progrcm, to be implemented in 1999, is a linkage between the
employer and those entering the workforce in matching school based and
work based learning.
Targeted Industries
Food Processing (Added Value)
Construction Materials & Products
Metal Fabrication
Electronics/Electronics Assembly
Plastics
San Joaquin Partnership
T -IE CALIFORINA ADVANTAGE
Partnership President & CEO Mike Locke and Vice President, Client Services
Elizabeth Berolzheimer at the Society of Industrial and Office Realtors ISIORI
Fall conference held November 12-14 in Chicago.
The strategy for marketing and outreach for 1998 reflects the
culmination of a continued effort in identified geographical targets,
target industries and relationship building. These same efforts will be
continued in 1999. In addition, a broader national effort through
the San Joaquin County brochure and the introduction into the
European market through Location USA in Hannover, Germany, will
provide the second of a three -pronged effort. The third of these
strategies being the enhanced effort in Silicon Valley and the greater
San Francisco Bay Area.
Geographical Missions are conducted annually. Partnership staff
conducts meetings with corporate clients, site consultants, and
national account brokerages. The presentations made in 1998, in
Chicago, Dallas, Phoenix, and the Cincinnati/Columbus area
resulted in relationships that are on going. Site locations resulting
include Marriort International's reservation call center.
During 1999, missions will be scheduled in Dallas, Chicago, and
Phoenix, in addition to corporate, brokerage and site consultant
presentations in the Silicon Valley and greater San Francisco Boy
area.
Professional conferences that lead to relationships and open doors
are also attended annually. The International Development Research
Council (IDRC), Urban Land Institute (ULII, and Society of Industrial
and Office Realtors (SIOR) have provided the Partnership
opportunities for introductions to Fortune 500 corporate executives
'and the top producing national brokers in the nation, among others.
Since -,1996, leads and requests for services the Partnership has
received -.from the brokerage community has increased by 236%.
Business from site consultants has increased by 300%.
Participation in regional marketing efforts leverage time and money.
Through our affiliation with the California Central Valley Economic
Development Council (CCVEDC), the eight county region of the
Central Valley was presented to the International Exposition of Food
Processors and Plastics USA during 1998. Other shared marketing
efforts include participation with TearCalifarnic, and advertising
opportunities.
San Joaquin County goes international and to the world's largest
industrial fair. In cooperation with Area Development site selection
magazine, the San Joaquin Partnership has published a 16 page
brochure, San Joaquin County - A Different California. As a
supplement to Area Development's regular February 1999 issue, this
brochure will be 'distributed to its 45,000 subscribers, will be on
display and available to attendees at the Hannover Industrial Fair,
the world's largest industrial fair, in Germany in April 1999. The
Partnership will receive additional copies for distribution and, before
copies runout, the 16 pages can be found on Area Development's
web 5ite'.
-- 1E SILICON VALLEY PROJECT
is a key strategy initiated by the Partnership Board of Directors in 1997.
This strategy of marketing to the firms in the Silicon Valley and greater San
Francisco Bay Area, not necessarily for their relocations but for their
expansions, was initiated with the completion of a comparative analysis
by outside consultants, Paragon Decision Resources.
The Paragon Report compares a model electronics industry
manufacturing/assembly operation at locations in each of the cities of
San Joaquin County, the unincorporated area of San Joaquin County, San
Jose, Fremont, Santa Clara and Sacramento. Fiscally it demonstrates a
net annual cost savings, in favor of San Joaquin County over the Silicon
Valley locations, of $4.3 million to over $6 million per year, primarily in
land, construction and labor costs. This is exclusive of economic
development location incentives offered in San Joaquin County.
Furthermore, the report compares labor availability and quality, housing
and cost of living. The cost comparison demonstrates the feasibility of the
Silicon Valley electronics industry manufacturer to leave their headquarters
where it is, where they gain from the synergy of the industry in Silicon
Valley. But, for manufacturing expansions, they can reduce costs and
gain a competitive advantage with a location "over the hill". The
Paragon Report, in its second print, is updated annually.
Over the past 18 months, staff has conducted more than 60 presentations
with executives of over 50 firms in the Silicon Valley area. Fifty more
presentations are planned for 1999.
The electronics industry executives met with to date have focused on two
issues. The first being the concern for an educated, trained or trainable
workforce for high technology, the second issue being that of available
facilities.
To address the issue of workforce preparation, two action items were
defined:
A. Demonstrate San Joaquin County's existing high
technology workforce. The 50,000 commuters driving
2 to 5 hours each day, "over the hill", to Bay
Area/Silicon Valley firms to work. It is estimated that
35,000 of these commuters are San Joaquin County
residents. They "Live Over Here, Work Over There".
B. Demonstrate the capabilities of San Joaquin County's
current and future labor force, education, and training
capabilities.
To address item A, during 1999 the San Joaquin Partnership will seek to
fund a commuter survey of those traveling over the Altamont Pass doily to
work. With this survey the Partnership will seek to qualify these
commuters' education, job skills and current employment.
The San Joaquin Partnership's High Tech Roundtable wcs formed to
identify and demonstrate San Joaquin County's ability to address item
B: provide training and education to meet the need of high tech industry.
Mission of the Roundtable is:
'To provide a vehicle to develop a collaborative process designed to
identify needs and resources; to mitigate deficiencies; build on
successes; and lay the foundation to enhance the high tech skills in
our educational and training institutions which, will in turn, enhance
the employability of our labor force and serve to attract advanced
technology companies to San Joaquin County."
The second of these predomincte issues is the need for facilities. In this
instance that is defined as the need to develop an industrial campus
environment designed to meet the needs of the high tech manufacturer.
The facilities in the market today do not meet one or more cf these
requirements such as design standards, nitrogen supply, fiber optics, crd
wastewater pretreatment facilities. This issue requires closen:kage
between real interest and initial capital required for such a development.
This concern will move up in priority for the Partnership's Resource
Development Committee in 1999.
Another identified opportunity based on corporate meetings 'a date is -'He
development of a telecommunications office complex. Deng such a
facility and its critical design requirements will be c task of Paragon
Decision Resources, on behalf of the San Joaquin Partnership. Once tie
facility is developed, the Resource Development Committee will involve
itself in moving to implementation.
Regarding the High Tech Roundtable - Round III,
"It was a very informative and positive meeting.
It provided significant information as to the
programs that are occurring in the educational,
public and private agencies to increase the
opportunity for gainful employment in our arca."
'Michael Machado,
Stare of Ca!iiurnia ,Ass,:mhhmcmh rr, 1 7th Darricr.
CLIENT ACTIVITIES
In 1998, the Partnership facilitated 77 corporate visits to the County. In comparison with 1996, these visits have nearly doubled. As reflected in the
statistics, the success rate in siting companies is three times greater following such visits to better understand the opportunities in San Joaquin County.
Successful Qualified Visited County Projected Jobs
Projects Client Files % Sited Co. % Sited Initial 3 Years
1998 28 105 27% 45 62%
1997 17 106 16% 37 46%
1996 15 88 17% 24 63%
1992-98 109 653 17% 210 52%
1,776 2,106
1,306 1,561
1,323 2,488
9,217 12,871
E SUCCESSES
1998 saw toe greatest success in the number of new sitings and
the diversity o♦\corporate investment represented by each project.
The Partnership assisted in 28 new location or
expansion opportunities in 1998. More than
50% of these were manufacturing operations.
Warehouse/distribution operations made up
24% of 1998 locations, as did office, service
and other operations.
Ninety percent of the prospective companies
that utilize Partnership services are new
attractions into the county.
••••••••••••••
• Sterile Recoveries, a national firm serv!cing over 370 medical facilities
in 20 states, will service northern Ca!i`ornia hospitals and surgery
centers from a 65,000 squc-e foot facility in Stockton Airport Industrial
area, hiring 60-100 employees
"We were impressed
by the cggressiveress
of the San Joaquin
Partnership"
-Wayne Peterson,
Executive Vice President
Sterile Recoveries, Inc.
• Fairmont Sian, based in Detroit, Michigan, will manufacture
plastic sit -s in the Lodi Beckman Industrial area. Building
150,017 square feet, they will employ 100-105.
• B. •osa Cabinets consolidated facilities, expending to Patterson
ass Business Park west of Tracy; 90,000 square feet, 150 jobs
retained.
SRI
• Diamond Pet Foods acquired their 80,000 square foot facility in
Lathrop, providing 35-60 new manufacturing jobs.
• Timbron International is manufacturing home building products, such
as crown molding, out of their new recycling process using polystyrene
Timbron will ramp up to 80 new jobs at Stockton Airport Business
Center, in a 57,000 square foot facility.
• Advanced Industrial Coatings moved its operation from San Jose tc
Stockton, acquiring 46,000 square feet, creating 40-60 new jobs.
• Pallet Pallet will be manufacturing new pallets, and recycling old in a
43,200 square foot facility in Stockton, providing 10-40 new jobs.
• Apex Finishing, an industrial coatings firm, will be moving into
23,625 square feet in Tracy, employing 10-30 workers.
• Rehrig Pacific will open a plastics injection molding operation in
Tracy. 35,000 square feet; 30-50 jobs
• Airpower, Inc., an aerial survey company, !eased 15,000 square feet
at the Stockton Metropolitan Airport providing 15 new jobs.
• Masterplant of Italy is building a greenhouse operation on 10 acres
outside of Tracy to grow seedlings for the farming industry. This
innovative process will increase crop yields, lengthen growing seasons,
and create 25-50 new jobs.
• Sutter Home Winery, 4th
largest winemaker in the
world, is constructing a
wine making facility near
Lodi. The facility will
bring 15 permanent jobs
and 30 seasonal.
• RIM Enterprises expanded +eir operation outside of Ripon, to include
a winery; 12-20 new jobs.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• •
• Marriott
International
announced the
opening of a
14,000 square
foot worldwide
reservation center
in Stockton, hiring
and training 300
to 450 new
employees.
• Restoration Hardware, o Horne products retail company, will distribute
product to their nort!.err Ca'ircmia stores from Stonebridge Industrial
Park in Tracy. 300,000 square feet, 40-60 new jobs.
• Hydraulic Controls relocated its Stockton facility to a more efficient
facility, remaining in Stockton. Acquiring 30,000 squcre feet,
employing 25.1
• Kipco, a distribution facility for water pipe fittings, has located into
14,400 square feet at Stockton Airport Business Center. They will
employ up to half c dozen employees.
• Outback Steakhouse is serving
dinner in Stockton, employing 80.
• Immigration & Naturalization Services announced its decision to site
a 55 acre project at Rough & Ready Island for a regional detention
center, employing 250.
• Weber Distribution, third party logistics provider for Best Foods,
Eveready Batteries, Dunlop Tires, and others, will distribute product
from its 127,000 square foot facility in Crossroads Commerce Center
in Lathrop bringing 50-70 new jobs.
• Penske Trucking opened a facility in the Stockton Airport Business
Center 34,200 square feet, with 25-30 new jobs.
• GATX, investing
$9 million, has
opened an
operation in the
Airport Gateway
Center to distribute
products for
Kelloggs. 505,000
square feet,100 jobs.
• SYGMA Network, a wholly owned subsidiary of SYSCO, distributes
products to restaurants. The company expanded their overall operation
with a new 45,000 square foot facility at Arch Road Business Park in
Stockton, 40-45 jobs.
• Federal Express recently broke ground on a 60,000 square foot city
center at Airport Gateway Business Center in Stockton, 60 jobs will be
new and 50 jobs retained.
• Applied
Aerospace
Structures Corp.
in Stockton used
he funding of
$6.1 million to
expand their
facility by
65,000 square
.feet. Up to 235
employees will
be hired over the
next three years.
• Scientific
Specialties in
Lodi, a test tubes
and beakers
manufacturer is
expanding this
facility by
52,000E square
feet with the
$2.4 million
awarded; 50 to
100 jobs.
• Anderson Truss, c subsidiary of Pacific Coast Building Products,
received $5.135 million to expand two of their operations. The
Lathrop facility expansion includes 43,000 square feet and 50 to 85
employees.
• Swiss American Sausage Company, a subsidiary of Provena Foods,
will relocate its San Francisco operation to a new 85,000 square foot
facility in Lathrop, 'hiring 60 people.
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IN9W31`dis NOISSIW
February, 1999
Dear San Joaquin County Leaders:
As we look hack over the year, it's clear that your Business Council played
a strategic role in numerous business climate areas. Rarely did a day go by
that we weren't asked to help solve a problem affecting some segment of
business in San Joaquin County. Our mission remains one of business
advocacy and we pledge not to lose sight of this charge.
We have been working diligently on programs to improve education in
our county. San Joaquin A+ is moving forward as more concerned
business people, educators, administrators and school boards support this
countywide collaborative effort. Improving the education our children
receive is a slow process but one that is vitally important if we are to be
successful in the next millenium. Many countywide issues still remain as
we move into 1999. Some of these are: a strategic plan for assuring
adequate water supplies. Stockton's wastewater treatment improvements,
regional transportation, the revitalization of downtown Stockton and the
completion of the lvtulti-species Habitat Conservation Plan, to name but
a few.
On a positive note, we've seen a lot of exciting events take place this past
year. When some said it couldn't be done, the business community and
the University of Pacific worked diligently and were successful in luring
the San Francisco 49ers to the university where they will hold their
preseason training camp for the next 10 years. Congratulations to all who
played a role in making this happen. The Leadership Summit featured
Shimon Peres, a world-class statesman and Steve Forbes, head of the
Forbes Magazine empire. Almost concurrently with the Summit was the
Alex G. Spanos Wings Over Stockton Airshow held at Stockton
Metropolitan Airport in tribute to Bob and Dolores Hope. The show
featured the Apollo 8 Astronauts and a lineup of incredible aerobatics
performers. This event drew well over 100,000 people to the Stockton
area.
One of our opportunities for this year will be the development of a
strategic plan designed to work constructively with newly elected
Governor Gray Davis and his administration. Our Sacramento contacts
are committed to assisting us in this regard and believe that we can obtain
a seat at the table in the state capitol. Status quo is not an acceptable
option as we move toward the year 2000.
The leadership of your Business Council thanks you for your continued
support during 1998. The 125 corporations that make up the Council
membership are a strong business advocacy force in San Joaquin County.
Your participation in support of Council programs will make our efforts
more effective during 1999. Your leadership, and the personal role you
can play, is the key to strengthening our advocacy and the business
climate in San Joaquin County. We wish you, your family and your
company the very best in this coming year.
Greenlaw "Fritz" Grupe, jr. Ronald S. Addington
President Executive Director
Business Council, Inc. Business Cotmcil, Inc.
STRATEGIC PROGRAMS
San Joaquin A+
Projects were developed and implemented for the six major
goals in 1998. The Community Partnership for Families is
developing neighborhood centers to implement these goals
and bring much needed services to the underserved.
Water Resources, San Joaquin County
Developing a strategic plan to solve the county's present and
future water needs remains a critical issue as we move into
1999. Collaborations are being formed to develop a unified
voice for San Joaquin County.
San Joaquin County Habitat
Conservation Plan (HCP)
The Council of -Governments is the lead agency in adopting
this plan. Although not adopted in 1998 as planned, it should
obtain final approval by mid -year 1999.
Capitol Politics
The 1998 State elections have provided new opportunities in
Sacramento. The Business Council intends to strengthen its
role in Sacramento.
-sTINUING PROGRAMS
Critical Issues Conference IX
This year's conference focused on education in
San Joaquin County. Readiness to learn, school
performance and understanding school
improvement issues were featured at the
conference.
Targeted Opportunities to Prevent
Pollution in San Joaquin County (TOPPS)
TOPPS had a very successful year in assisting
private sector companies improve their waste
stream and enhance their bottom line.
Companies can log on to the TOPPS website at
www.stocktonet.crxn/community/Copps for
educational helps.
__1-.1T TJ .3 -i_] ]11'
Photo courtesy: First Night Stockton, House of Photography
,PROGRAM PARTICIPATION
Downtown Stockton Development Corporation
g result of the Urban land Institute :LI) study, corductec in June of 1997, c group
of private sector business people established the Dowctown Stockton Development
Corporation. The role of DSDC is one of advocacy in working with the Ciy of
Stockton and the development community tc'assure that projects ore identified and
moved forward in a timely manner. Many of the conceptual projects
;'entified in the Ull study are currently it the planning stages.
Business Leadership Summit
The 1998 speakers' conference ct Scn Joaquin Dema College was c sold out
success. Shimon Peres, winner of the 1994 Nobel Peace Prize, headlined
the day's slate. The other notable speakers were Steve Forbes,Dr. Benjamin
Carson, Stuart Verney and the musical satire •rcupe,the Capitol Steps.
The keynote speaker for the 1999 event is Elizabeth Dole,
President and CEO of he American Red Cress.
Downtown Stockton Transit Center
The s:'e for the Transit Center has been chosen on the north side of
Weber venue between Sutter and California Streets. There is hope
that work can begin on this project during 1999 subject to
completion and certification of the environmental impact report
and the acquisition of the balance of the protect funding.
City of Stockton Wastewater Treatment Facility
Expansion and compliance pens for the city wastewater foc'iy
underwent arduous review during 1998. The private sector played
a key role working with the city and encouraging staff to seek the
most efficient, cost effective method of upgrading the plant.
Alex G. Spanos Wings Over Stockton Airshow
Stockton Metropolitcn Airport was the site far this year's spectacular
cirshow and tribute to Bob and Dolores Hope. The Blue Angels, along
with c cost of aerobatics performer, provided aerial enthusiasts with
a thrilli'g show during two bluebird days in October. The Apollo 8
AstrancL-s were in attendance and performed a warbird flyby for Me
crowd. This event attracted people from within a 100 mile radius
crd showcased San Joaquin Ccuny.
BumCdfultuDeFEMEcrom
PRESIDENT
Greenlaw "Frit:" Grupe, Jr.,
The Grupe Company
VICE PRESIDENT
Tom Shephard,
Nccnnillc'r and Beardslee
SECRETARY
Ed Schroeder,
Si. Joscphis Regional Health System
CHIEF FINANCIAL OFFICER
Rudy Croce,
CToCC & Company
DIRECTORS
Howard Arnaiz,
H.D.Arnaiz Corp.
Ernie Boutte,
Pacific Gas & Electric
George Brown,
Alhurgcr Basso do Grosz Inc.
Michael Brown,
The Brown Group, Inc.
Roger Coover,
The Record
Pat Patrick,
The United Way
Lee Dempsey,
Valley Electric
Don DeRosa,
University of the Pacific
Doug Eberhardt,
Bank of Stockton
Dick Haines,
Lincoln Center
Bob Humphreys,
Humphreys College
Marian Jacobs,
Marian Jacobs Advertising
Joe Johnson,
Union Safe Deposit Bank
Bob Kavanaugh,
Guaranty Federal Bank
Kathleen Lagorio Janssen,
Ace 'Minato Co.
Brad Lange,
Lange Twins
John Ledbetter,
Vino Farms
Mike Mandilakis,
A.G. Spanos Companies
Tom Matthews,
Tracy Press
Ole Mettler,
Farmers & Merchants Bank
Rick Paulsen,
Richard R. Paulsen Insurance Services
Doug Urbick,
A. Teichcrt and Sons, Inc.
Bob Wheeler,
}
"The University of the Pacific is proud to be a
member of the Business Council and an investor
in the San Joaquin Partnership. We not only
endorse the goals of these San Joaquin County
organizations but are pleased to be a partner
with them in strengthening this community.
The Council's major goal of improving the
quality of K-12 education and the Partnership's
involvement with higher education represents a
challenge for each of us. We at the University of
the Pacific intend to be a major stakeholder in
assisting these organizations as they provide
countywide leadership."
Donald DeRosa
President
University of the Pacific
A & A Tool Rentals
A. G. Spans Companies
A T & T Wireless Services
Ace Tomato Company
Acme Truck Parts & Equipment
AirTouch Cellular
PJburger Basso de Grosz Inc.
Alpine Meats
American Moulding & Millwork Co.
Anderson & Anderson
Anheuser-Busch, Inc
Bank of Agriculture & Commerce
Bonk of America
Bonk of Lot
Bank of Stockton
Bekins-Pacific Storage
Big Valley Fond
Boyce Resource Development Co.
CAL hc.
Calif. Catalog & Technology
Calif. Water Service Co.
CB Richard Ellis
Central Valley Waste Services
Chicago Tide Co.
Comfort Air
Conlin Fence
Corky Hull Medical Associates, Inc.
Can Products
Croce & Company
Cummings & Associates Advertising
CSU-Stanislaus University
DSS
Dana Corp.
Delta Container Corp.
DeGregori, Garmsen, McCurry & Ringer
Diamond Walnut
Diede Construction, Inc.
Durafarne, Inc
East Stockton Transfer & Recycling
Farmers & Merchants Bank
Ford Construction Co., Inc
Freeman & D'Aiuta
General Growth Properties, Inc.
Generol Mills
Granite Construction Co.
Grout Thornton
Guarenty Federal Bank
Gunter) Steel
N.D. Arraiz Corporation
Hakeem, Els & Simonelli
Hams & Associates
Hartmann & Robinson
Hogan Manufacturing
Holt Bros.
Humphreys College
Iocopi & Lenz Accountant Group
Judith Buethe Public Relations
Kaiser Permanente
Kautz Ironstone Vineyards
Kleinfelder, Inc.
Krolof, Belcher, et al
Gamhoni landscape Architect
LangeTwins
Le Bistro
Leadership Summit, Inc.
lee • Jegoe Architecture, Inc.
LibberOwens-Ford Glass Co.
Lincoln Properties Ltd.
Lodi News -Sentinel
lodiiron Works, Inc.
M & R Packing Co.
March Tower Associates II
Marion Jacobs Advertising, Inc.
Martini's Men's Gothing
MediaOne
Neumiller & Beardslee
Nolte & Associates
0-6 Packing
Old Republic Title Co.
Opportunity Temps, Inc.
P68E
P.A.M
PAC WEST Telecomm
Pacific Coast Producers
Pacific State Bank
Pck;,
Palmer & Associates
Patmon Company, Inc
Richard R. Paulsen Insurance Services
Poly Processing
Port of Stockton
Rendall Planning & Design
David Rea
Roek Construction
Si Office of Education
San Joaquin Beverage, Inc.
San Joaquin Delta College
San Tomo, Inc.
Sergeant Major Associates
Shoernate Buildings, Inc
Siegfried Engineering, Inc
Signco
Snyder Lithograph
Souza Real Estate
St. Joseph's Reground Heath
Steinheimer Riggro Haydel Mordrnnt
Stedirg Management Co., Inc.
Stockton Paris
Stone Bros. & Associates
Sumderr Wire Products
&drd Construction
The Brown Group
The Gnrpe Company
The McCarty Comply
The Phillip L Smith Co.
The Record
The Unrled Way
Tracy Press
Trimark Communities
Truex Insurance Company
Union Bank of California
Union Safe Deposit Bark
University of the Pudic
Valley Electric
Valley Tomato Prodircts
Vino Farms, Inc.
Washington Mutual
Wells Fargo Bank
Wilson Way Tires
leiter Eye Clinic
1
SAN JOAQUIN PARTNERSHIP PRIVATE SECTOR INVESTORS
& T Wireless Services
A Teichert & Son,l
Ace Tomato Company,'
iccordm of (aikido'
Air Proclaim & Chemicals- S
American Moulding & Millwork
Bank of America
Bank of Lodi
Bonk of Stockton
Blackmun Equipment Leosin
Bloom Construction Company`
Brown Group, The
Builder's Exchange of Ston
Buzz Oates Enterprises
aliifarnia Water Service
Catlin Properties, Inc
CB Richard Ellis r;
Central Valley Waste Services
Chicago Title Company "s
Comfort Air, Inc. "
Corn Products Co.
Cranbrook Associates, LLC
Dana Corporation
DeGregori, Gunmen, McCurry & Ringer, LLP
Delta Container Corp.
DeYoung Memorial Chapel
Diamond Walnut Growers, Inc
Diede Construction
DSS Company
Duraflame, Inc
E.B. Kirk, Inc:,
Farmers & Merchants Bank
Food 4 Less,
Freeman & D'Aiuto
Gaddy .Word & Company
Gary Podesto .`
General Growth Properties, Inc
General Mills
Granite Construction
Grant Thornton, LLP ,,
Growth Capital Associates'
Grubb & Ellis
Grupe Company The
Guaranty Federal Bank
Hakeem, Ellis, Simonelli & Maren
Heinz USA
Holt of California
Hunsaker Investment Company, LLC
IKON Office Solutions
1.R. Simplot Company
Kaiser Permanente
Kleinfetder, Inc. ` ..
leadershipSummit, Inc.
Lee & Associates
Lodi -Woodbridge Winegrape Association';
PoaTit 6as & a=
Ponattoni Development Company
Potmon Company Inc
lCidwrd R. Peahen Insurance Services'
Prod ogis Trust
adisson Hotel Stockton
Record The
Roek Construction = ,.
San laagrin Delta Colleger : v
Schwartz, Ford & G'rannini
- Siegfried Engineering, Inc.
St. Joseph's Regional Health System
Stockton Blue
Stockton Chamber of Commerce
Sumiden Wire Products -
Sylva•Kirk and Company
TOTLCOM, Inc
Tracy Federal Bank
Tracy Press
Trimark Communities
Turner Photography',
Union Bank of California
Union Safe Deposit Bank?
United Rentals dba: A & A Tool Rentals
University of the Pacific
UPRITE Construction
Valley Electric Company
Cty of Escaloo
City of Lathrop
'City of Lor
City of Manteca
City of Ripon
Gty of Stodcton
try of Traci _
Port of Stockton
Il Joaquin COU
San Joaquin Regional Transit District
SAN JOAQUIN PARTNERSHIP
BOARD OF DIRECTORS
Chairman
Robert K. Wheeler, General Mills
Vice Chairman
Douglass Eberhardt, Bank of Stockton
Secretary/Treasurer
Greenlaw "Frit:" Grupe, Jr., The Grupe Company
DIRECTORS
Dan Bilbrey, City of Tracy
Roger Coover, The Record
Donald DeRosa, University of the Pacific
John Harris, City of Manteca
Joe Johnson, Union Safe Deposit Bank
Robert Kavanaugh, Guaranty Federal Bank
Alex Krygsntan, Port of Stockton
Paula McCloskey, Stockton Chamber of Commerce
\like ttvlandilakis, A.G. Spanos Companies
Ole Mettler, Farmers and Merchants Bank
Phil Pcnnino, City of Lodi
Gary Podesto, City of Stockton
Jose Rivera, Kaiser Permanente
Luis Sancho:, Washington Mutual Bank
Bert Sandman, A. Teichert & Son, Inc.
Jack Sieglock, San Joaquin County Board of Supervisors
\tarty Van Houten, City of Escalun
SAN JOAQUIN PARTNERSHIP / BUSINESS COUNCIL, INC.
Creating Jobs for San Joaquin County
2800 W. March Lane. Suite 470
Stockton, C:\ 95219
(200) 956-3380
(800) 570 -JOBS
Fax (209) 956-1520
E-mail: mlocke<<t sjpnet.org
Partnership services are funded by participation of local businesses and communities and are provided with no obligation.
SAN JOAQUIN PARTNERSHIP
Objectives
1999
An Introduction
The San Joaquin Partnership is a non-profit economic development corporation. This
unique private/public partnership recruits and assists business and industry to locate in Sai.
Joaquin County. The Partnership's staff provides the highest level of professionalism, pro-
activity and confidentiality regarding corporate clients. Client's needs and requirements drive
all Partnership location services.
The Partnership, while being the lead economic development agency in San Joaquin
County, plays many different roles in the multifaceted area of economic development.
Economic development is a team process and no single agency is ever totally
responsible for a successful business siting in San Joaquin County. Our seven cities;
Stockton, Lodi, Tracy, Manteca, Lathrop, Ripon and Escalon are all partners in this
private/public partnership. The Port of Stockton participates as a regional force with emphasis
on foreign trade. In addition, San Joaquin County is an active participant looking not only at
the overall County economic well being, but also focusing on development at the Stockton
Metropolitan Airport and in the unincorporated areas of the County.
The real estate brokerage community plays an essential and active role in coordinating
land and building availability as well as client activity, to achieve our mutual goal of
successful business sitings in San Joaquin County.
In addition to the public entities and real estate brokerages, a number of other public
and private entities are essential for success. These include human resource providers and
trainers, state agencies, utility service providers, financial institutions, educational providers
and many others.
The public commitment in conjunction with our one hundred and ten private investors
make up the Partnership's efforts in economic development in terms of regional leadership,
marketing, site assistance and financial support.
The Partnership is staffed by a small group of experienced professionals committed to
the economic expansion and well being of San Joaquin County.
1999 OBJECTIVES
The Action Plan for 1999 is summarized in the specific objectives outlined herein.
Additionally, within the Action Plan is a more detailed outline of the organized
structure of the Partnership's activities broken out by specific tasks.
T. The Silicon Valley Project
The goal of the project, initiated in 1997, is to attract electronic manufacturing and
assembly operations to San Joaquin County to assist in reducing unemployment,
diversifying the employment base, and provide the stimulus for other business
expansion.
To date, the following actions have been undertaken:
1. Phase I, 1997:
A. Paragon Decision Resources contracted for these services:
1. A comparative fiscal model has been developed.
2. A labor market assessment has been developed.
B. San Joaquin Partnership staff accomplished 31 corporate presentations with
key executives in target businesses.
C. Human Resources defined as a key issue for corporations.
2. Phase II, 1998:
A. Corporate appointments to achieve a target of 75 presentations in the first
and second quarter of 1998.
B. Through Paragon Decision Resources, the following products were
developed:
1. Skilled labor availability study.
2. Assessment of training needs and resources related to the industry
within San Joaquin County.
3. Facilitation of the development of a San Joaquin strategy for workforce
preparation has begun through the creation of the HighTech Roundtable
- 3 meetings held. Consensus, collaboration, goals and action paths are
being finalized.
C. Maintained communication with prospective companies with new product
presentations.
D. Strategy developed to initiate a briefing process for Silicon Valley
brokerages, site consultants, and human resources contacts.
3. The 1999 Strategy:
A. High Tech Roundtable
1. Maintain task force participation with education, training, workforce
and corporate representatives including (4) workshops in 1999.
2. Develop and publish an Education & Training brochure defining and
presenting education and training capacity within San Joaquin County.
3. Develop aPowerPoint presentation focused on education, training and
labor capacity in San Joaquin County.
B. Silicon Valley Target Industries and [nfluentials:
1. Select and establish access to 25 new corporate contacts and second
appointments with 50 established contacts.
2. Develop a PowerPoint presentation to present the Paragon Report as
well as San Joaquin Partnership outreach material.
3. Initiate three Bay Area region real estate brokerage briefings.
4. Identify and meet with senior site consultants with corporate offices
within the Bay Area.
5. Update Cost Comparison Analysis.
6. Prepare a tri -fold mailer of the Cost Comparison report for broad
distribution.
C. Telecommuting Center Analysis & Marketing Plan
The focus of this element is to initiate the development of a
telecommuting center in 1999.
1. Define best practices and technical specifications for a telecommuting
center.
2. Provide infrastructure and cost analysis.
3. Define commuter interest & opinion (linked to commuter study).
4. Define timing, budget and financing for center development.
5. Develop and implement prospect and marketing approach.
D. Develop and implement a commuter study to define employment, job
definition, education, willingness to relocate to the Central Valley.
II. Membership and Financial Resources
It is essential to expand the membership of the San Joaquin Partnership and increase
the private sector investment in the overall program. The goal of the Partnership has
been to maintain a seventy percent (70%) private and thirty percent (30%) public
contribution ratio. Our present projection would result in a 70% / 30% ratio of annual
funding. Based on this ratio our objective for 1999 should be to increase our private
support by 12% or approximately $58,000.
III. Marketing and Outreach Program
The Marketing and Outreach effort is designed to provide organized and consistent
representation internationally, nationally, statewide and regionally. This has been
established through direct contact, corporate mission appointments, print ads, targeted
opinion -editorials, trade shows and missions. The 1999 program is summarized as
follows:
• Targeted geographic missions for 1999 by the Partnership would include the
greater San Francisco Bay Area (Silicon Valley), the Chicago Metropolitan
area and the Dallas-FortWorth Metropolitan area.
• Participation in the Hanover Industrial Fair in Hanover, Germany. This
international effort will provide exposure to the world's largest Industrial Fair
(450,000 attendees) through "Location USA" in conjunction with Area
Development Magazine.
• Professional and trade organization meetings to facilitate contacts with
corporate industry, site consultant, and brokerage relationships. These include
the International Development Research Council (IDRC), Society of Industrial
and Office Realtors (SIOR), Urban Land Institute (ULI) and the American
Economic Development Council (AEDC).
• Establish and maintain relationships with editors of opinion -editorial articles
for national publications with three (3) anticipated in 1999.
• Print ads will be limited with primary focus on the San Joaquin County
brochure. The San Joaquin Partnership will continue in directory issues of
international and national Site Selection publications. Targeted industry ads
focused in California highlighted issues.
• Maintain commitment to the local agency cooperative advertising program at a
fifty percent level of participation.
• Participate through the California Central Valley Economic Development
Corporation in three national trade shows for metal, plastics and food
processing related industries.
The Marketing and Outreach objective is designed to use the vehicles and activities to
build industry and non -client influential relations to generate project contacts which
develop into qualified leads and eventually a client file opening.
Contacts
Client Files
450
110
Successful Projects 15-20
IV. Project & Employment Objectives 1999
Projects: 15
Employment:
2500
MISSION
To attract and retain business and industry
in San Joaquin County to enhance the
quality of life for our communities.
GOALS
• Attract and site new business and industry.
• Assist in the retention of existing business and industry.
• Increase awareness of San Joaquin County, statewide,
nationally and internationally.
• Enhance the image of San Joaquin County.
• Enhance the quality of life and overall community wellness
through increased employment opportunities.
• Support and coordinate education and training efforts for
the preparation of the current and future workforce.
• Enhance the cooperative county -wide economic
development effort.
• Assist local communities in improving our competitiveness.
Report of
MARKETING & CLIENT ACTIVITIES
August 1999
Marketing
• Comstock's 10th Anniversary Party, (Sacramento, California)
The San Joaquin Partnership was asked to display and represent San Joaquin County economic
development interest and successes. President & CEO Michael Locke conducted a presentation
regarding Regionalism. Invited guests included State dignitaries, manufacturer representatives, targe
employers in the State of California, and community leaders in the 10 county region.
• Planning for fall marketing and outreach efforts is underway:
Dallas Mission: Appointments with Site Consultants, National Account Brokerages, and
Corporations.
International Development and Research Council (IDRC) Fall Conference, (Nashville, Tennessee).
Real estate executives to Chief Executive Officers of Fortune 1000 companies gather for facility and
site related education and networking.
Chicago Mission: Appointments with Site Consultants, National Account Brokerages, and
Corporations.
Society of Industrial and Office Realtors (SIOR) Fall Meeting, (Seattle, Washington). Conference
of 800+ commercial real estate professionals throughout the United States, Canada, South America
and Europe gathering for high-level education and networking.
* California Central Valley Economic Development Council (CCVEDC). In cooperation with the
CCVEDC, the San Joaquin Partnership marketing program will benefit and/or partake at the
International Exposition of Food Processors (IEFP), the Plastics Show, and WESCON for metals.
Silicon Valley Project
• The scheduling of corporate appointments will continue for September appointments upon completion
of the Cost and Condition Comparison Report update which is scheduled for the end of August.
• The High Tech Roundtable's Education. Training. and Technology Brochure is in final construction and
is scheduled for print in August.
The Partnership and the City of Tracy has partnered on the tabulation of the responses to a labor survey
sent to Tracy residences geared to their commute (August 1999). The Partnership and the City of Tracy
will be preparing a joint summary of results containing data from the City of Tracy Survey and the
ACE Rider Survey (Summer 1999) to utilize in the Silicon Valley marketing effort as well as to
announce the SJP/COG/CaITRANS Survey of Altamont Commuters planned for Fall 1999.
The surveys are being conducted to identify, quantify, and qualify the education & skill sets (and
document same) of the commuting labor force from San Joaquin County residences to Silicon
Valley/greater San Francisco Bay area employers.
Client Activity
• New client activity remains strong; existing client activity and requests for information/assistance
remains heavy. Seven new files have been opened, eight visits facilitated, and 41 client files are
considered "critical projects".
• Five clients announcements have been added to the report this month:
1. National Distribution Center, a 3rd party logistics carrier for Nabisco has moved to the City of
Tracy, occupying 180,000 square feet of a new building built and owned by Seagate of San
Francisco. They have hired 12 new employees initially, growing, to 20.
2. (Undisclosed Company) will manufacture fumiture in Stockton. They will occupy 104,000 square
feet, hire 163 immediately, and will grow to 200 employees quickly.
3. Cal Sheets is a client owned flat sheet cardboard manufacturer construction a facility in the Airport
Gateway Business Center in Stockton, with an anticipated employment of 75.
4. TNT Systems is a lighting and sound equipment company which relocated from the Bay Area.
Leasing 7500 square feet in Stockton, they will be adding 3 employees.
5. Diamond Pallet, a Stockton based company, will be moving into the Enterprise Zone, expanding
their operation to 30,000 square feet, and hiring an additional 10 to 12 employees.
San Joaquin Partnership - Monthly Client Activity Report 8/19/99
92-98
Jan.
Feb.
March
April
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
YTD
92-99
Total
1999
1999
Total
Bal. Forword
154
142
149
153
158
154
158
151
147
147
147
147
New Clients
653
4
9
17
11
7
18
7
5
0
0
0
0
78
731
Closed Files
499
16
2
13
6
11
14
14
9
0
0
0
0
85
584
Announcements
109
0
1
0
0
2
2
2
5
0
0
0
0
12
121
Active Clients
154
142
149
153
158
'154
158
151
147
147
147
147
147
147
= 7 new clients since last report
Profile of New Clients
Attraction
564
4
9
16
10
7
16
6
5
0
0
0
0
73
637
Rel/Expansion
64
0
0
1
1
0
2
i
0
0
0
0
0
5
69
Nen Venture
25
0
0
0
0
0
0
0
0
0
0
0
0
0
25
Total Clients
653
4
9
17
11
7
18
7
5
0
0
0
0
78
731
New Client Leads (by Source
SJP Direct
168
0
2
1
2
0
4
1
4
0
0
0 i
0
14
182
SJP Member
24
0
0
0
0
0
0
0
0
0
0
0
0
0
24
Broker
129
0
3
4
6
2
5
4
0
0
0
0
0
24
153
Consultant
25
2
2
4
1
2
1
0
0
0
0
0
0
12
37
a1C EDA/PIC
26
0
1
0
0
0
0
0
0
0
0
0
0
1
27
SJC Cities/Cnty
65
1
0
0
0
1
3
0
0
0
0
0
0
5
70
CCVEDC
12
0
0
1
0
1
0
0
0 1
0
0
0
0
2
14
CA DOC/TCA
152
1
1
6
2
1
5
2
1
0
0
0
0
19
171
Chambers
21
0
0
0
0
0
0
0
0
0
0
0
0
0
21
Other
31
0
0
1
0
0
0
0
0
0
0
0
0
1
32
Total Leads
653
4
9
17
11
7
18
7
5
0
0
0
0
78
731
Profile of Visits
First Visit
210
3
3
3
4
3
5 I 5
1
0
0
0
0
21
237
Repeat Visit
195
4
2
1
2
11
2 4
4
0
0
0
0
30
225
Total Visits=
405
7
5
4
6
14
7 9
1
5
0
0
0
0
57
462
= 8 visits since last report
Announcements
Manufacturing
47
0
0
0
0
0
1
1
2
0
0
0
0
4
51
Distribution
30
0
1
0
0
2
1
1
2
0
0
0
0
7
37
Office/Svc/Other
32
0
0
0
0
0
0
0
1
0
0
0
0
1
33
Total Firms
109
0
1
0
0
2
2
2
5
0
0
0
0
12
121
Total New Jobs
9217
80
65
550
130
248
1073
10290
Anticipated Jobs
12871
100
115
800
280
310
1605
14476
(2-3 yrs.)
Total Jobs Retained
825
235
450
40
725
1550
Client Announced
10.631
3.676
7.497
12.650
5.695
9.630
6.719
9.629
4.685
6.493
2.660
3.681
San Joaquin Partnership
Member Brokerage Meeting 8/24/99
San Joaquin Partnership -- Referrals* by Source
Other
6%
.ocal Agencies
9%
Chambers
3%
Municipalities
5%
TCA
23%
Direct
25%
Brokers
23%
Consultants
6%
Broker/Consultant Referrals*
Local and Out of Area (OOA)
* Referrals/Wins Date Range: 01/01/95 - 08/18/99
120
110
100
90
80
70
60
50
Total Referrals* by Year
1995
1996
1997
1998
1999
San Joaquin Partnership
Member Brokerage Meeting 8/24/99
111
Cham
3%
Municipalities
Local Agencies
TCA 9c
6%
Consultants
5°10
Broker
37%
ers
WINS by Referral* Source
Direct
27%
Other
9%
R&D
Other I `rQ BRO
14% 14%
Alt
URI
NI A
Manufactu ring
42%
WINS* by
Operation Type
%Vhse & Dist
21%
* Referrals/Wins Date Range: 01/01/95 - 08/18/99
San Joaquin Partnership
Client Locations within the City of Lodi
1999
Name So. Foot Jobs Investment City or SJC
Pacific Coast Producers 750,000 , 15 new/(235 Ret) N/A Lodi
1998
Name Sq. Foot Jobs Investment City or SJC
Fairmont Sign Co. 150,000 105 N/A Lodi
Scientific Spec. 52,000 50-100 $2.4 million Lodi
Sutter Home 150 acres 15-35 N/A SJC-Lodi
1996
Name Sq. Foot Jobs Investment City or SJC
Apache Plastics 115,000 40 $3 million Lodi
Arkay Ind. 35,000 40-100 N/A Lodi
Speaco Foods, Inc. 44,000 35 N/A Lodi
Sweetner Products N/A 6-10 N/A Lodi
1999
Name
AAFES
Beautone Spec.
Cal Sheets
CTC Dist.
Diamond Pallet
Dollar Tree Stores
England/Corsair
Nat'l Dist. Center
Pacific Coast Producers
Quality Assured Packing
Staples Inc.
TNT Systems
1998
Name
AIC
Airpower, Inc.
Anderson Truss
Apex Finishing
Applied Aerospace(s,P assist)
Barbosa Cabinets
Diamond Pet Foods
Fairmont Sign Co.
Federal Express
GATX
Hydraulic Controls
INS
Kipco
Marriott Internat' 1
Masterplant CA.
Outback Steakhse
Pallet Pallet
Penske Trans. Serv.
Rehrig Pacific
Restoration Hrdw.
RJM Enterprises
Scientific Spec.
Sterile Recoveries
Sutter Home
Swiss American Sausage-
Provena
SYGMA Network
Timbron
Weber Dist.
San Joaquin Partnership
Client Locations
Sq. Foot
850,000
51,000
115,000
66,000
30,000 (exp)
317,000
104,000
180,000
750,000
• 40 acres
111,150
7,500
Jobs
550
5-8
75
50-100
10-12 (add'l)
150
163-200
12-20
15 new/(235 Ret)
0-30
80-100
3
Sq. Foot Jobs
45,000 60-65
15,000 15
43,000 50
23,625 10-30
65,000 235
90,000 120 retained
N/A 35-60
150,000 105
60,000 60new (50 ret)
505,000 100
30,000 25
55 acres 250
14,440 4-6
14,000 300
10 acres 25-50
6,800 80
43,200 10-40
55,000 25-30
35,000 30-50
300,000 40-60
128,960 12-20
52,000 50-100
65,000 60-100
150 acres 15-35
N/A 60
45-65,000 40-45
57,000 40-80
127,000 50-70
Investment
$53 million
N/A
N/A
N/A
N/A
$15-18 million
N/A
N/A
N/A
N/A
N/A
N/A
Investment
N/A
N/A
$2.8 million
N/A
$6.1 million
N/A
N/A
N/A
N/A
$7-9 million
N/A
N/A
N/A
$6 million
N/A
N/A
N/A
N/A
N/A
N/A
N/A
$2.4 million
N/A
N/A
N/A
N/A
$5 million
N/A
City or SJC
Lathrop
SJC
Stockton
Stockton
Stockton
Stockton
Stockton
Tracy
Lodi
Stockton
Stockton
Stockton
City or SJC
Stockton
SJC-Stockton
Lathrop
Tracy
Stockton
SJC-Tracy
Lathrop
Lodi
Stockton
Stockton
Stockton
Stockton
Stockton
Stockton
Tracy
Stockton
Stockton
Stockton
Tracy
Tracy
SJC-Ripon
Lodi
Stockton
SJC-Lodi
Lathrop
Stockton
Stockton
Lathrop
SJP Client Locations — Page 2
1997
Name
49er NFL Training Camp
(Assist)
AutoNation
CNC Containers
CSUS Stanislaus (Assist)
Escalon Packers
Fairview Dist. Cen.
ITT Technical Inst.
Lever Bros.
Longs Drugs
New Generation Technologies
No Amer Log Ser/M & M Mars
Noll Manuf. Co.
Pep Boys Dist.
United Facilities
1996
Name
*KMD Inc.
Aisen Electronics.
Apache Plastics
Arkay Ind.
DCS Coll. Svc.
EverGreen Glass
Kraft Foods
Marriott Complex
Menlo Logistics
Montgomery Watson
New West Petroleum
San -I -Pak
Schaeffer Ind.
Speaco Foods, Inc.
Sweetner Products
United Grocers
1995
Name
*Alphatec USA
Act I Personnel
Altec Carlisle
Americ Disc
BooneAir
Duraliner of CA
Ferralloy/Tricon
Fraser (Palex) Ind.
* did not come to fruition
Sq. Foot Jobs
N/A N/A
175,000 300
147,000 60-90
N/A N/A
8,000 115
405,000 115
13,000 50
500,000 105 —150
436,000 120-200
13,000 9-14
346,524 70-100
306,000 60-125
246,000 125
N/A 35
Sq. Foot Jobs
N/A 25-30
N/A 35-65
115,000 40
35,000 40-100
37 acres 100-1000
62,500 35-50
350,000 80-100
2 acres 125
276,000 40
NIA 10-18
N/A 25
30-90,000 30
85,000 42-80
44,000 35
N/A 6-10
500,000 700-800
Sq. Foot Jobs
200,000 300
N/A 2-3
27,500 15-25
25,000 60-80
50,000 250
22,000 10-20
170,000 70-100
40,000 180
Investment
N/A
N/A
N/A
N/A
$8.9 million
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Investment
N/A
N/A
$3 million
N/A
N/A
N/A
$10.8 million
$12 million
$5.5 million
N/A
N/A
$450,000
N/A
N/A
N/A
N/A
Investment
$2 million
N/A
N/A
$12 million
$11 million
N/A
$8 million
N/A
City or SJC
Stockton
Stockton
Lathrop
Stockton
Escalon
Lathrop
Lathrop
Stockton
Lathrop
SJC
Tracy
Stockton
Tracy
Tracy
Citv or SJC
Stockton
Stockton
Lodi
Lodi
Lathrop/Tracy
Stockton
Stockton
Stockton
Lathrop
Stockton
Stockton
Tracy
SJC
Lodi
Lodi
Tracy
City or SJC
Manteca
Stockton
Stockton
Stockton
SIC
SJC
SJC
Tracy
Publiciclient activity\San Joaquin Partnership wins\09103/99
SJP Client Locations - Page 3
Name
Fresno Trucking
IAS Robotics
Matthews Redwood
Power Logistics
Sierra Chemical
Smart & Final
Van den Bergh
World Wildlife
1994
Name
A.M. Castle
Advanced Metal
DSC Logistics
Farmington Fresh
General Growth
Hubbard Milling
Iris USA
Libbey Owens Glass
National Service
Nestle (pasta)
PG&E
Spring Anesthesia
Taylor Made Off.
Ultimate Container
1993
Name
Aero Turbine
Aqua Hoist
Bohanna & Pearce
Chinchiolo Fruit
Complas
D. R. Good Dist.
Kubota Tractor
Open Air Mall
Tracy Outlet Center
1992
Name
Dana Corp.
Dietrich Industries
Duro Test Lighting
Nestle Dist.
Ring Can Corp.
Valley Wireless Cable
* did not come to fruition
Sq. Foot Jobs
22,000 120-140
20,000 15-30
81,000 50-80
86,000 40-100
25,000 20
285,000 150
25,000 35
N/A 25
Sq. Foot Jobs
60,000 N/A
13,000 15-20
509,000 50-60
150,000 min 150
1,000,000 850-1100
14,000 28
157,000 50-100
rebuild save 550
36,000 9
43,000 20-35
14,000 125
25,000 100-125
6,000 10-15
100,000 23
SQ. Foot Jobs
38,000 70-100
5,000 3-10
20,000min 30
150,000 70
90,000 40
346,000 130-150
125,000 35-40
N/A 400
N/A 350
So. Foot Jobs
175,000min 150-400
200,000 65
18,000 6
1,000,000 75-100
12,000 15-30
N/A 80-250
Investment
N/A
N/A
N/A
N/A
$1.2 million
N/A
$5 million
$250,000
Investment
N/A
N/A
N/A
N/A
$68 million
N/A
N/A
$45 million
N/A
$80 million
N/A
N/A
N/A
N/A
Investment
$1 million
$5 million
N/A
N/A
N/A
$15 million
$1 million
$2 million
$30 million
Investment
$20 million
$5 million
$500,000
$25 million
$650,000
$5 million
City or SJC
SJC
SJC
SJC
Stockton
Stockton
Stockton
Stockton
Stockton
City or SJC
Stockton
Stockton
Tracy
SJC
Tracy
Stockton
Stockton
Lathrop
Stockton
Stockton
Stockton
Stockton
Stockton
Stockton
Citv or SJC
SJC
Stockton
Tracy
SJC
Tracy
Tracy
SJC
Stockton
Tracy
City or SJC
Stockton
Stockton
Stockton
Lathrop
SJC
Ripon
Public\client activity\San Joaquin Partnership wins109/03!99