HomeMy WebLinkAboutMinutes - July 25, 2006 SSCITY OF LODI
INFORMAL INFORMATIONAL MEETING
"SHIRTSLEEVE" SESSION
CARNEGIE FORUM, 305 WEST PINE STREET
TUESDAY, JULY 25, 2006
An Informal Informational Meeting ("Shirtsleeve" Session) of the Lodi City Council was held Tuesday,
July 25, 2006, commencing at 7:02 a.m.
A. ROLL CALL
Present: Council Members — Beckman, Hansen, Johnson, Mounce, and Mayor Hitchcock
Absent: Council Members — None
Also Present: City Manager King, City Attorney Schwabauer, and Deputy City Clerk Taylor
B. TOPIC(S)
B-1 "Report from the San Joaquin Partnership on its recently adopted Economic Development
Strategic Plan"
Mike Locke, President and CEO of the San Joaquin Partnership, provided a PowerPoint
presentation (filed) outlining the results of a one-year study indicating the current direction
and recommended plan for future economic development efforts in San Joaquin County. He
shared that the plan is a blueprint for San Joaquin County's future economic development
efforts, designed and orchestrated to culminate in a county -wide effort with the Partnership
serving as one of many organizations involved in implementing the strategic plan.
Developed over the course of 2005, the plan encompassed several meetings of the advisory
committee acting as the steering group, which received input from a number of community
focus groups and public workshops before adopting the plan on January 26, 2006. The
community assessment, target industry analysis, and recommendation portions of the
report are available at www.sopnet.org; however, the competitive cities portion was not
posted on the Partnership website so as to avoid elaborating on perceived weaknesses or
comparisons with competitive cities. The strategic plan, organized to recommend eight
goals for economic development efforts, contains objectives and strategies that would work
to increase San Joaquin County's opportunities for growing its target industries and other
high -impact businesses:
➢ Economic Development Focus
➢ Economic Development Marketing
➢ Business Climate
➢ Sites & Infrastructure
➢ Entrepreneurship
➢ Tourism
➢ Education & Workforce Development
➢ Quality of Life
In response to Council Member Hansen, Mr. Locke shared that the consultant, Angelou
Economics, was aware that five of the seven county communities have growth limitations in
place and were cognizant of the different attitudes in each community about the quality of
growth. He shared that the focus of the 46 detailed recommendations of the report included
issues of quality of redevelopment, uniqueness of community, and differentiating and setting
of high standards so that what is built in different communities represents an improved
quality of life from the perspective of existing citizens and those relocating to the area.
Further, the report recommends supporting Measure K renewal and focusing greater
emphasis on collaborations between communities with regard to transit programs so that
dependency reduction upon vehicles can be accomplished. Additionally, the report
encourages a balance in growth to maintain the quality of life as it relates to open space as
Continued July 25, 2006
well as the protection of viticulture, which is the core base of tourism and the foundation of
the local economy in the northern county region.
Council Member Hansen asked if the report focused on the higher cost of doing business in
California and whether engaging in activities regarding legislative policy was discussed. Mr.
Locke explained that California has a 15% to 20% cost differential when compared to other
states, which is factored into decision making, especially in light manufacturing. The
differential includes regulatory processes, labor costs, energy costs, and the higher cost of
worker's compensation in California. He shared that one of the recommendations was that
the business community get involved with creating a legislative policy body, perhaps led by
the business council working with local chambers of commerce to create a coalition
representing local political interests in state legislation. Council Member Hansen
commented that if a stand is not taken to lobby on the state and federal level, decisions will
be made may negatively impact the efforts of a community or county.
Mr. Locke stated that an entrepreneurial team is being formulated to create a high-end
business incubator program, which will focus toward scientific and technology -driven
businesses, developing an entirely new business base as well as qualified workers to
support them. The strategic plan calls for the enhancement of Kindergarten through 12'h
grade programs, job training programs, vocational training, and support of the Delta College
multi -campus strategy, all of which were viewed as significant parts of the education
workforce development group. Tourism is recognized as an economic center for San
Joaquin County to be developed and marketed with a county -wide focus on wine tourism,
sports, entertainment events, and Delta waterways. A number of strategic priorities were
identified in terms of job development relating to support of the master plan for the Mariposa
Lakes property project, Stockton/San Joaquin Airport promotions, the Port of Stockton and
Rough and Ready Island projects, and support of downtown revitalizations in each of the
County cities. Lodi was pointed out as being the most successful in completing a
comprehensive downtown revitalization and was encouraged to continue its efforts. Further,
the report indicated that San Joaquin County could do better than other regions in California
when competing nationally for comprehensive manufacturing businesses due to its rail,
port, and aviation support and noted that the west coast consists of approximately 45
million consumers as the marketing target. The main focus for the Stockton Airport will be
air freight and related developments since the proximity to Sacramento International Airport
makes passenger transportation competition difficult.
Mayor Pro Tempore Johnson suggested that a vocational school might be interested in
focusing on aircraft maintenance and landing gear repair in a cooperative effort with the
Stockton airport to best utilize the airport facility. He noted that such a program would
provide training to young community members, offering good paying jobs and the ability to
remain in or near their community.
Mr. Locke reported that in the late 1990s San Joaquin County dropped out of the food
processing industry due to issues over water availability, sewer discharge, and regulatory
constraints. The consultant recommends returning to the food processing arena with a
focus on viticulture, organic snack foods, nutritional items, and high value products with
specialization that will become exports from the region such as the international distribution
of aseptic packaged foods now being produced in Lathrop. Additionally, energy resources
and agricultural biotechnology, as it relates to fuels, biomaterials, horticulture and fertilizer,
are recommended, as well as energy resource technology, such as fuel cells, biomass,
waste, solar, and wind power.
Logistics and distribution has historically been a heavy growth industry; however, the
consultant recommended focusing on international trade, relying on assembly and
component parts that tie to local industry. One recommendation currently being
implemented is to form target industry teams comprised of community members related to
W
Continued July 25, 2006
goal industries to work with the Partnership to create targeting and marking outreach. Over
the past 13 years, 90% of the Partnership effort has been on attraction and 10% has been
on retention and expansion. The Partnership, by adoption of the strategic plan, is to
change the formula to focus funding and staff time as follows: 60% toward attraction, 30%
toward retention and expansion, and 10% toward entrepreneurship. Additionally, the
consultant recommended that the Partnership hire three new staff members and that it
generate another $500,000 in funds, both of which the board indicated would be impractical
and not feasible at this time. To implement the proposed strategies, four community
partner groups have been formed: education and workforce development, public entities,
allied chamber and visitor organizations, and business community. Initial group meetings
were conducted in late June; bi-monthly meetings are scheduled to begin in August with
the goal of identifying priorities, designating responsible parties, defining the pursuit of
priorities, and implementation.
Recommendations specific to the Lodi community include: encouraging a mix of uses
within the downtown area to continue development; consistently creating comprehensive
incentive packages within the downtown area; developing a marketing strategy and
campaign for business etention; supporting Measure K half cent sales tax; supporting
international trade through new initiatives; creating business incubators, venture capital
funds, and angel networks; expanding tourism resources to link diverse segments of
activities promoting tourism; expanding and encouraging development of wine tourism;
supporting the Delta College multiple campus strategy; making the County's high schools
leading edge; creating a county -wide beautification plan; and working to streamline
procedures for development and permit processes.
At the request of Council Member Hansen, Mr. Locke explained that, while the consultant
did not specifically consider the Delta College program which offers high school students
accelerated learning through college -accredited courses sponsored by or at the Delta
College campus, it did provide examples of successful efforts and programs, such as
accelerating traditional educational programs. Educators were consistent participants in
the advisory committee in terms of workforce development components and noted that
graduation from high school is the end of education for many individuals who could benefit
from vocational training to better prepare for employment opportunities. Delta College is
currently involved in contracts for vocational training programs in nursing, medical
technology, and heavy machine operation, and the consultant recommended this be
continued on a more broad scale, including skill set development for technicians in
manufacturing and research.
Mayor Hitchcock commented that the County -wide beautification is an important aspect in
drawing business and tourism to the area and asked about the changing focus on the range
of technology to higher technology. Mr. Locke shared that San Joaquin County does not
have a research institution or educational institution conducting research and development,
which is highly sought after by technical industries looking for new site locations which can
support research capabilities within the education field for basic research and training of
personnel. San Joaquin County has very limited capacity past the undergraduate levels,
and because of that many companies will not look in this county or bring a research
capability until that can be remedied by our area, most probably after the next decade. The
University of the Pacific (UOP) campus is not seen as being capable of offering this type of
education due to the high cost of establishing such programs; however, it does produce
many graduates in pharmaceuticals and chemistry. The Partnership is currently working to
line up the UOP school chemistry curriculum with community fuels, allowing for internships,
which could be established for chemical processes used in reconstituting used fuel
products.
At the request of Mayor Pro Tempore Johnson, Mr. Locke explained that, during the past
four years, the Partnership has worked to expand vocational education and training in the
3
Continued July 25, 2006
valley by promoting a computer sciences program undergraduate degree at the University of
Stanislaus at Stockton. The program is available at the Turlock campus; however, the
Stockton campus has been designed to focus primarily on health care and nursing services
which, while vital to the region, do not support the diverse and greater technology skilled
employers and employees. He stated that expanding the Stockton campus curriculum to
offer a computer sciences program would require private sector funding, be necessary
equipment for a teaching computer lab, and funding for staff to support the program.
In response to Council Member Hansen, Mr. Locke explained that the Partnership will
dedicate 60% of its efforts toward attraction and retention of business by contacting site
selection consultants and brokers throughout the nation to share information about
business opportunities in San Joaquin County through literature, trade shows, and
meetings.
In reply to Mayor Hitchcock, Mr. Locke shared that the Partnership conducted a workshop
to review and discuss the various recommendations before unanimously adopting the report
in January 2006. There was concern voiced over the shortage of staff in the Partnership to
address the consultant's recommended actions; however, if the Partnership is able to
continue to rely on the community partner groups, the workload will be carried by the
groups. The Partnership and staff are charged with moving forward with the
recommendations and will continue to rely upon the cooperation, communication, and good
will of all communities to meet the strategic plan objectives. He stated that interested
individuals and groups are encouraged to contact the Partnership and become involved in
sharing thoughts and ideas regarding the strategic plan and future growth.
Council Member Hansen asked if Mr. Locke would recommend that communities put their
economic development budget dollars into the Partnership or into City staff positions to
realize the greatest return on the investment. Mr. Locke shared that the County Board of
Supervisors has contributed the same amount for 13 years and that the Partnership has not
approached public entities for increased contributions since increased costs have been
absorbed through private sector membership expansion. He added that each community
faces economic development challenges such as retail and hotel/motel issues, in which the
Partnership does not get involved. He stated that additional funding would be welcome but
that, likewise, local staff members are encouraged to interact with the Partnership on the
level that is desirable for the community, and to participate with the Partnership in programs
and trade shows at the individual's expense. He stated that the Partnership will continue to
support communities and take its direction from local communities to set the pace and
direction of the working relationship.
C. COMMENTS BY THE PUBLIC ON NON -AGENDA ITEMS
None.
D. ADJOURNMENT
No action was taken by the City Council. The meeting was adjourned at 8:19 a.m.
ATTEST:
Jacqueline L. Taylor
Deputy City Clerk
al
f2- "M E
AGENDA ITEM LZ�
CITY oF Low
COUNCIL COMMUNICATION
Tvi
AGENDA TITLE: Report from the San Joaquin Partnership on Its Recently Adopted
Economic Development Strategic Plan.
2$ACKGROUND INOORMATION. The San Joaquin Partnership is a collaboration ofpub.licAnzy
private organizations to promote economic development.0
i
job creation in San Joaquin County. The Partnershipt
recently completed a County -wide economic development strategic plan and is beginning t
,mplement the recommendations of the plan.
Mr. Mike Locke, President and CEO for the San Joaquin Partnership has requested to make a
presentation to the City Council regarding the strategic plans and its recommendations.
Of special note to Lodi is the strategic plan's identification of wine related tourism, downtown
development, and education related facilities as corner stones for job development.
The Partnership engaged the services of Ange lou Economics, an Austin, Texas based economic
development firm specializing in the field of high technology, to draft the plan and facilitate focus
groups and interviews.
MM11=
Blair King
City Manager
APPROVED:
Blaifl Wig, City Manager
Iioat"ci of' Director-,-
chair I'm - Robert t5., �� live€er kl AN � d �. � � Lt PARTNERSHIP
General ttdilb A ;'E ;�,iEr 1�-�n Pi 3IWIMJ
Vico Chairman ._ Robert l<;tv ara;i€ gh
Secretarylh-easu cr—tic€sm) Dell'oNso
The Cambay Grotrla
Richard fAschierk
Port of Sloc klon
dwircl Mtdm't
Atlas I'ropt!Oies, hic.
Dan Rilbrey
City of Tracy
Edward Umvey,
City of Stm} -kt€ n
Roger Coover
77re Record
Domild DeRosa
Unfivr•,;ity oflhe Pacific.
Dougloss Eberhardt
C crazTa sof Slocl to)-,
Lisa Finer
ltadls Fargo &crus
i
'I,—
Vit.€sa€litcllcocic'
Mayor
City of Lodi
1', 0. Box 3006
Lodi, CA 95241-1910
Dear Susan:
'T'lie San Joaquin Partnership has completed a comprehensive eco€look;
developm(� mit strategic plan --- with an eye on creaming jobs for San Joaquin County
._ and is ready to begin implementation of the plan recommendations.
Jolm Harris This Plan is the result of leve ral months of research by AngelooEcono€hies, a
Cit o
�' f� Alantec a
nationally recognized firm that specializes In helping commtingties prepare for
Kevin Huber and market to hivh technolou companies, Its project team conducted I'mus
The cyrrrpe (conch
=1°0ups and it€te;r,rie-,A,s witl; leaders from local and state government. coiluoes and
Dennis Jliaa•st I.,.
I Bankofllic Wc•ssi milversiiies, local businesses, MIM Offi r CC111111111i1i�y ead rs.
Bob ,Joliras€ n
City of Lodi
Robert Matthews
Tracy Preys, Inc.
ole Mettler
Farmers car laerf'irr Jas Ifarrlt
Victor Masv
SIC Board of Sttpen,aof-,r
Glory:t ism Rhodes
City of Lathrop
.rase Rivera
Kaiser PeP'€7Z;ar7mle
Luis SQinch(ez
Jerry Sperry
A. Ci. Spi'lo"s CfmfpIronic
Stephen Ttlurtic
Richland Plerrrraett C•urrttrrrarulre,s, nuc.
Doug 11rbicls
A. l'eichert & Son, ltrc.
Martin Vast HouQ,n
City of E-,walorr
t oug,lsss AVilhoi€
Stockton Chamber of C'ortrrrrercre
I would bei plea,Jed to mike a 30-imine€te pies ntgiori to the Odi City C.:ol, ncil
S11111l 1CIrlrilig this blueprint For San .loaquin County's future economic
development efforts. Please contact Communications Manager Jan [:levan
Ruby to arrange a date for Naas presentation at 209-956-3380 or
Jklevan@�,js.jpnet.org
�,d. o S c. s' r 1 z c s --�
4 ;. A1-i:s1A.,o 7�7c11ti�ii� hi"C:Ziettioi].� �['ot` flIC lt'1ltict. I11C3t]tGi1�s ti? - �.OI11i111Illlty
Partners" to begin the impk� entati.oil of this plain and we sincerely hope that you
will ana e; time in your schcdule to participate. Public agencies ma kc up one of
the four C"omimi lity Pal•ti er Task Forces and by separate letter we win I ;provide
"1t1 invitation ro€" your har'trctpatJo€%.
M1c 11ac1 I . I e
President & CEO
� Rbai�l� 1� 1�titi ,
Citi, of1?potr
AngelouFconomics
Strategic Plan
"The Strategic Plan is a blueprint for San Joaquin
County's future economic development efforts."
"This effort was designed & orchestrated to culminate
in a county -wide plan."
"The San Joaquin Partnership serves as one of many
organizations that will be called on for
implementation of the Strategic Plan."
❑ Developed over the course of 2005
❑ Advisory Committee Direction (5 meetings)
❑ Community Focus Groups
❑ Board Workshop (Nov. 17, 2005)
❑ Board Adoption (Jan. 26, 2006)
❑ Community Assessment
❑ Comparative Cities Analysis
❑ Target Industry Analysis
❑ Recommendation Report
* Report accessible at www.sjpnet.org
Strategic Plan Goals
Economic Development
Focus
Economic Development
Marketing
Sites & Infrastructure
Entrepreneurship
Education &
Workforce Development
Business Climate
Tourism
Quality of Life
Summarize the Forty-pix
_ / � I �i / I ri / ri ► � / /
❑ Develop Entrepreneur Team
❑ Create Incubators
❑ Angel Networks —Expand Availability
of Investors &Venture Capital
Mao
D,-Tr=o WO Me 5 W J
El Enhancement of K-12 Programs
1:1 Job Training Complements Target Industries
El Vocational Training — at appropriate levels
1:1 Support Delta College Multi -Campus Strategy
sr�..041 �'i'i
Recognize Tourism as an Economic Center for
San Joaquin County
Develop &Market as a County -Wide Focus
❑ Wine Tourism
❑ Sporting/Entertainment Events
❑ Build on Delta Waterways
❑ Lifestyle Centers
J
❑ Support Master Plan for Stockton/San Joaquin Airport
❑ Support Port of Stockton Master Plan
— Rough &Ready Island
❑ Implement Development Strategy for
800 -Acre Stockton Mega Site
❑ Support Downtown Revitalization for all Cities
Economic Development
Marketing
Target Industries
Medical Equipment Supplies
Focus on: Hospital and Home Care supplies
and Biometrics/Laser techniques
Air Transport Services
Focus on: Supplies/Maintenance/Services
Food Processing
Focus on: Wine, Organics, Snack Foods
and Nutritionals
Economic Development
Marketing
Target Industries
Ag Biotech
Focus on: Fuels, Biomaterials, Horticulture,
and Fertilizers/Feeds
Energy Resources & Technology
Focus on: Fuel Cells, Biomass, Waste, Solar,
and Wind
Logistics/Distribution
Focus on: Automotive OEM & Aftermarket
❑ Form Target Industry Teams
1:1 Change in Focus for Partnership
60% / 30% / 10%
Attraction / Retention/Expansion / Entrepreneurship
i..�._.._.V �.
J J
San Joaquin Partnership
Community Partners
El Education &Workforce Development
❑ Public Entities
❑ Chambers of Commerce & Allied Organizations
El Business Community
Recommendations Specific
to the Lodi Area
❑ Downtown Redevelopment
- Encourage office executive space, retailers,
mixed-use development &lifestyle centers
- Create Downtown Incentive Package
❑ Develop a Marketing Strategy &Campaign
for Business Retention
❑ Streamline Development/Permitting Process
Recommendations Specific
to the Lodi Area
❑ Support Measure K, V2cent sales tax
❑ International Trade through New Initiatives
1:1 Create Business Incubators, Venture Capital
Funds and Angel Networks
❑ Expand Tourism Resources —Linking Diverse
Segments of Activities Promoting Tourism
Recommendations Specific
to the Lodi Area
❑ Expand &Encourage the Development of
Wine Tourism
❑ Support Delta College Multiple Campus
Strategy —New Campuses at Lodi,
Mountain House, and Manteca
❑ Make the County's High Schools Leading
Edge
❑ Create aCounty-wide Beautification Plan
Report:
STRATEGIC RECONIVIENDAMONS
AngeoU Economics
technology-based economic development
J I-__
Resented to:
SAN JOAQUIN PARTNERSHIP
X41
REPORT 4:
StraWgic Plan
Cr.Lll16*1%7W,ZMII*4MIi
WE*u-64x ►A AIC w
Angelou Economics
technology-based economic development
11.
STRATEGIC PLAN
Introduction
This report, Strategic Plan, is a blueprint for San Joaquin County's future economic development efforts. It reflects a
six month planning process including input from citizens, a 24 -person steering conr ittee, the San Joaquin
Partnership, various Qty offices, and regional and state leaders. Hundreds of hours of research and discussion have
led to this Strateoc Plan for the San Joaquin Partnership, San Joaquin County, and San Joaquin cities. This effort
was designed and orchestrated to culminate as a cou wide plan. The San Joaquin Partnership serves as one of
many organizations that will be called on for the implementation of this Stratsyc Flan.
This is the final of three repots delivered to the San Joaquin Partnership (SJP) by AngelouEoono Tics (AE). The first
report, CorrrnunityAssessrra t, contains quantitative and qualitative information profiling the county and uncovering
citizens' and business executives' perceptions of major economic development issues. AE presented its own
assessment of key issues for the county, resulting in a strrengthsAwalmesses sumrnary leading to future
reouTimendations. The second report, Bendvwk Case Studes, presented an assessment of six regions in the
U.S.: three direct competitors to San Joaquin and 3 "gest practioes" that San Joaquin can leam from
The recorrrnendations in this Strateoc Flan will be organized according to topic area:
1. Economic Developrnert Focus
2 Economic Development Marketing
3, Business Climate
4, Sites & Infiastnactm
5. Entrepreneurship
& Tourism
7. Education & V*dd brce Developmert
8. Cluality of Life
This report contains a review of key findings from the CarrrunityAssassr ent, a reoorrnwded vision for the
oountys economic development efforts, target industry analysis and direction, and a list of specific goals and actions
to improve the econorric vitality of the county. An implerrrentation matrix is attached that identifies each
recwrriendation's timeline, priority, and organization who should participate.
While there have certainly been some very positive occurrences throughout the oounty in the last five years, there
have also been some set -backs; primarily in the area of increased oost-of-living and job creation at lower than
needed wages. The Partnership has asked for guidance and ideas for the cities within the county and for the San
Joaquin Partnership (SJP) to continue with their efforts to improve the long-term economic conditions in the county.
Throughout this planning process, ArigelouEcanomics identified a pro-business attitude coupled with city -specific
identity requirements as the oon non thread. AE believes that the county, the individual Cities, and the Partnership
can best serve its collective co rmnity through the county -wide development of programs specific to the needs of
the individual cities. It is also a matter of working to define strategies in creating a prosperous and sustainable future
for the county and its cities through focused business development strategies. To be successful these strategies
must reflect current market demands and trends. It is important to garner the area's collective assets and leverage
them through business development practices, gaining regional and national recognition, and subsequent business
opportunities.
AngelouEconomics SAN JOAQUINSTRATEGIC PLAN ecommic dave4opment
AE has prepared these recommendations based on its research, analysis, collective experience, and observations.
We believe strongly that the recommendations presented here will help to target San Joaquin County's
economic development effort toward supporting adsting assets and creating opportunities in new areas.
San Joaquin leaders understand that a fundamental change is occurring in the San Joaquin economy. In the
past decade, the industrial, wareharse, and distribution businesses in the county, alongside the agricultural
businesses, have generated a great number dfjobs and a large an -curt of investment. HDAever, much of that
current industry base is shifting to overseas operations, or other parts of the U.S. due to cost pressures in San
Joaquin. Additionally, these types of businesses generally do riot offer the level of wage needed (or desired) to live
in San Joaquin today. The county and its individual cities must nowwork to diversify its industry base and build out
other assets.
Through our interviews and focus groups, the collective cornmunity has admowiedged this need and has indicated
the desire to take San Joaquin County to its "next level" — sustainable eomorric prosperity. This Strategic Plan
reflects this desire and lays out specific action items that will achieve the goal.
The San Joaquin Partnership must now gather its constituents and rally the brad commnity behind this
newstrategy. By rrnintaining momentum and encouraging on -gang participation, the SJP, the county, and each of
the cities can facilitate speedy and effective implementation of this plan.
AngelouEoaiorrics would like to thank the staff at the San Joaquin Partnership for its support throughout the course
of this project. We would also like to show our appreciation to the distinguished individuals on the Advisory
Comrrittee for their invaluable insight and ideas that led to the aeration of this plan.
Jerry Sperry
AG. Spans Co.
Douglass Eberhardt
Bank of Stockton
Dennis Hurst
Bank of the West
Pat Mitchell
California Natural Products
Marty Van Houten
City of Escalon
Gloryanna Rhodes
City of Lathrop Mayor
Bob Johnson
City of Lodi
John Harris
City of Manteca
Leon Corrpton
City of Ripon City Manager
Chudk Winn
City of Ripon Mayor
Edward Chavez
City of Stockton
Steve Carrigan
City of Stockton
DanBilbrey
City of Tracy
Cie Mettler
Farmers & Merchants Bank
Bob Wheeler
General Mills
Bob Kavanaugh
Guaranty Bank
Jose Rivera
Kaiser Permanente
Bill Huyett
Lodi Unified Sdrool District
Mark Chandler
Dodi -Woodbridge Wlnegrape
Raul Rodriguez
Commission
Mark Martinez
S.J. Cly. Fispanic Chamber
Phil Pennin
PG&E
Nike Clevenger
Pegasus Development
Anthony Neal
RAM Services Inc
Manuel Lopez
San Joaquin County
Raul Rodriguez
San Joaquin Delta College
Doug Wilhat
Stockton Chamber of Corrin
Susan Dell'Crsso
The Cambay Croup
Kevin Huber
The Grupe Company
Robert Matthews Tracy Press
Jim Franco Tracy Unified School District
Mark Plavnidk University of the Pacific
(Pacific)
AngelouEconomics SAN JOAQUINSTRATEGIC PLAN
fechnodow-bo d economic tlevelopmem
ASSESSMENT FINDINGS
The C,arrrmtyAssessmert provided an in-depth analysis of key strengths, opportunities, and areas for
improvement throughout the County. AE was very pleased to seethe many efforts" programs that each of the
cities, the leadership, and the SJP have implemented. AE believes the leadership in San Joaquin County is more
ready than many of the communities worked with around the country for helping the area to achieve its "next level' —
taldng care of its citizens through business development while maintaining the character and values of the county.
The following are the key findings of the C,armunityAssessrner# for San Joaquin County.
• geographical location
• outdoor recreational amenities
• strong business(marketing organization: SJP
• diverse community
• pro)dn ityto two dynamic markets: Silicon Valley and Sacramento
• very strong and growing agricultural community. value-added &technology
• growing wine industry
• on-going dowuitom redevelopment throughout County
• growing and forward -thinking pat
Key Weak / Needs
• a need to broaden the view of economic development
ent
• business development has been too centered on "industrial,
• lack of business support systems and entrepreneurial development
• strong leadership for growth and development, but isolated to cities v. county
• undenutilization in business oo mTunity of higher level leaming institutions
• too few programs for training(re-training of woridorce
• loss of young professional demographic (2544)
• need to further exploit key inftastnxture assets: pat and airport
• emerging ooncems regarding affordability factor (decreasing competitive edge)
• concerns regarding quality of life: schools, commuters, parks, curb appeal
Overall, San Joaquin County is in a strong position to create additional, long-term econornic opportunities. By
focusing resources in a targeted effort —one that matches the community's unity's desires as well as business trends —wall
yield the desired outcome of this Plan:
To create newjob oAmtmides fordl San Joagdn rusidents�
inprove the business dimate for San Joagjin ccofrpmesy
and enhance the quafityoflife enjoyWbyall.
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcmad ecdrnomic dereidpmerd
RECOMMENDED INDUSTRY TARGETS
As a part of the strategic planning process, AngelouEcononics evaluated San Joaquin's current set of target
industries and updated the industry targets for future San Joaquin Partnership recruitment and epansion initiatives.
S`r'i'-� • •• • w •• • � a• • , • • - • c ,.-. o..� • • . • • • u - •
a� • •o
✓ Does the industry match community goals?
✓ Are there local assets that give industries a competitive edge?
✓ Is the industry growing locally or does it provide transitional opportunities?
✓ Does the region meet the minimum requirements for the industry?
Today, San Joaquin Comfy shows strength in numerous industry dusters: Agriculture; Food Processing; Logistics
and Distribution; Materials Supplies; General Services; Housing and Constn tion, C rnent; and Retail and
Whdesale Trade.
After a general understaxling is gained about local concentrations of San Joaquin Countys industries, the industry
list can be marrowed further to develop specific targets for the area. Besides being developed or developing locally,
targets should also shave national growth trends and fit the CounVs, as MI as the State's, relative stwigths.
Target - Developed National Complernentary
Potential - Local + Growth + Strengths and
Concentration Trends Assets
Today, the San Joaquin Partnership targets several traditional and emerging industries for recruitment and
e)gaardon:
o Dectronics✓C n unication Technology (software, hardware manufacturing, and assembly)
o Bada'oom Offioe/IT (ind: Call Centers & Fulfillment Centers)
o Food Processing
o Mals and Metal Fabrication
o Construction Materials
o Transportation/Logistics
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AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
AngelouEconornics recorrrrrends six target industries for San Joaquin County:
1. Logistics/Distribution (with a focus on Automotive OEM &AftenTiarket)
2 Medical/Equipment & S.Wies
3, Air Transportation Supplies/Maintanance/Service
4, Food Processing
5. Agbiotech
& Energy Resou ces & Technology
These targets do not preclude past targets, tart rather create a list for go-foma-d nmkebng purposes. In review of
the current target industries supported by SJP, it should be noted that several are in a state of decline or are in the
process of realignment due to global trends in the marketplace. The following recommendations are those in which
efforts and resources should be focused in the future. There will continue to be opportunities in the current target
industry sectors, but it may be more beneficial to manage them per the outlook and recommendations presented
rather than actively pursuing them
Initial industry research has reeled a number of assets that make San Joaquin County a unique plaoe for doing
business. F brevet, there are numerous oonditons creating difficulties for businesses and industryto compete on
the West Coast. In review of these issues and the assets of San Joaquin County, the target recommendations in this
repot are intended to be as specific as possible, while allowing for broad-based initiatives to be sustained by the
Partnership. In other vwrds, AngelouEeonomics encourages the lora/ dexeloprnerrt of irrokzhythrough education
and training -based initiatives, generated from research & development/entrepreneurial activity, for the creation of
futurejobs.
Belaw is an overview of each of these corporate industries (which does not including Tourism) and the reasons
behind their selection as targets for San Joaquin. An -ore in-depth look at each industry is in the appendix of this
document.
Logistics/Distribution
Focus on Automotive OEM &AftenTrarimt
Overall revenues for the distribution industry are forecast to rise faster than GDP growth, and employment
levels WWI grow faster than the over-all economy. The fastest growing users of distribution servioes are
expected to be aerospace and defense, industrial equipment, computer equprrent, and consumer goods.
As manufacturing becomes a smaller share of the national economy, the industry is expected to align more
closely vuth the distribution of consumer goods at the regional destination.
The size of the US motor vehicle aftermarket grew by 30/6 in 2003 to $244.6 billion. "N/lore registered
vehicles, more licensed drivers, more miles traveled and an aging of the vehicle fleet all helped expand the
domestic aftermarket,,, says Kathleen Schmatz, President and CEO of the Automotive Aftermarket I ndustry
Association (ARIA). There are 4400 marT er companies and affiliates in the AAIA, the association
represents more than 45,000 repair shops and parts stores.
San Joaquin currently enjoys an excellent position for distribution of aftemmarket parts to support automotive
n-dntenanoe facilities in major sties. San Joaquin currently has parts distribution facilities for f3MW,
Daimler -Chrysler, Harada, and Ford, along will several suppliers that assemble parts for the NUIVM plant in
Fremont. San Joaquin should pursue other like manufacturers or parts distributors.
AngelouEconomics SAN JOAQUINSTRATEGIC PLAN
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•f • • • • • •• • • F� .�. :- M • ••
Health services have been one of the fastest-growing industries in the United States in recent years. The
U.S. health care market is estimated to be worth $1.3 trillion annually and employs 12 million, after adding 2
million jobs through the 90s. The industry's employment is expected to grow 26 percent by 2010 and
employ oar 14 million. Specific sectors will see even higher growth: the home-based healthcare market
will grow more than 61 percent by 2010. The countrys aging population and rising standards of living have
increased demand for health care services. The health services industry is relatively immune to market
fluctuations. The elderly population, a group with greater than average health care needs, will gro wfaster
than the total population through 2008 increasing demand, especially for home health care, private practice,
and personal care.
California's aging population will require increasing amounts of health services. Strong health services can
be beneficial to the comm pity as well as to economic development.
San Joaquin is strategically positioned to serve the growing demand for medical devices and supplies from
its central location in California In addition, growing worldorce capabilities in nursing and diagnostics will
assist in the growth of medical companies in the county.
Laser technology grows daily. Its current applications include cutting, drilling, welding, marking, micro -
machining, and solar cell cutting. The mediums on which it works include metals, non-metals, ceramics,
composites, plastics, rubber, and glass. For example, laser drilling has been used in jet engines and
angioplasty, and laser optics are also being used by the defense department for human identification
purposes -
AE believes San Joaquin County can work to develop this trough a cross -%w, multi -industry strategy for
both existing businesses (ex construction — using laser technology for parylene ablation, i.e. surface
coatings) and developing industries (ex laser optics in ophthalmology).
San Joaquin County is also an ideal area for the development of biometrics. The county has the space to
potentially house testing, development, applications, and manufacturing facilities under one roof. The
highest demand for biometrics is through the Department of Defense and increasingly in Asia where marry
of the actual products utilizing the technology and cmlx rents are being manufactured.
Air Transportation Services
Focus on Supplies/MWntarox dServices
This industry includes aircraft suppliers who provide parts and machinery for aircraft assembly and
maintenance. These parts include engines, interior components, avionics, and aircraft hardware such as
landing gear. These suppliers are important for both the assembly and maintenance of eiroxaft. The
aerospace industrys customers include the military, commercial airiines, and general aviation. At the
Stockton / San Joaquin Airport, the county's focus should be the civilian aircraft sector.
AngelouEconomics SAN JOAQUIN
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AngelouEoonorrics recognizes the county as one ideal for transportation and logistics, and this brings
additional opportunities in this segment by delving into the equipment and technologies to support it, as well
as grow it. Specifically, AE believes the county should focus on aviation and related segments for aviation
parts, manufacturing and technology.
The global Maintenance, Repair, Overhaul (MRO) business is showing signs of strengthening with airlines
slowly adding capacity as maintenance providers seek strategic partnerships with carriers and original
equipment manufacturers to position themselves for lorxg}term viability. This represents another strong
opportunity for San Joaquin County, as a whde — cr�-site at the Airport and off-site throughout the county.
Food Processing
Focus on: Wine, Organics, Snack Foods, and Nutritionals
The food processing industry includes establishments that manufacture or process food and beverages as
Ml as related products such as chewing gum, manufactured ice, and vegetable and animal fats and oils.
The food processing industry is the link between the agricultural and retail sectors.
Production and distribution of food and beverages account for over on—esixth of the nation's industrial
output. Demand for food products is expected to grow as niches such as specialty foods, ethnic foods, and
pre-packaged foods make their way to the dinner table more frequently. New plants aremore automated,
transfoming a traditionally labor intensive industry to a more automated one. Jobs will be lost but Wll be
offset by an increase in higher skilled, higher wage jobs.
Health foods are gaining ground as new food products such as nutraceuticals blend herbs and natural
compounds to trot aliments such as high cholesterol reach the market. Acoording to the GAO, Arrrericans
spend over $16 billion per year on functional foods or under 41/6 of total annual expenditures on foods eaten
at home, slightly more than expenditures on dietary supplements ($14.7 billion) and over twice as much as
expenditures on organic foods ($7.7 billion).
Efficient distribution of food products has grown in importance as more food is being manufactured far from
where it is ultimately consumed. During 2000, American corrpanies spent an estimated $1.6 trillion on
supply -related activities, including the movement, storage, and control of products.
San Joaquin County should embrace its agricultural heritage and its vast an -curt of assets in the food
processing industry and take it to its "next level", particularly in the "health" segment. This growth is not a
"face; it is a trend. Consideration should be given to the other added -value foods and targets for the
development of suppliers and manufacturers that will meet cross-over needs in the consumer
goods/packaged foods industry segment (as above). The immediate focus and emphasis should be with
tourism SJP should work diligently to support and build this industry.
Wine production is a growing opportunity for the county, linking local grape growing to small wineries and
wine production facilities. Lodi has truly begun to "come into its own', including increased recognition of it
as being a "destination" for wine lovers. The growth of this industry lends itself to opportunities in:
packaging, printing, bottling/glass, corrugated, paddng/warehousing/distribution, and other such segments
of a consumer products economy
AngelouEconomics SAN JOAQUINSTRATEGIC PLAN ecommic dave4opment
As with the agriculture sector, the oouity's distribution infi-astin rcture (port, rail, highvpys) will strongly
support future growth in food processing, both for export abroad and import into the U.S.
AGM
Focus on: Fuels, Bioniaterials, Horticulture, and Fertilizers/Feeds
Agricultural technologies include high value added components of the agriculture industry, such as fame
equipment manufacturing and research, ancillary manufacturing industries, agricultural biotech, and
production of agriculture -based products.
There is a great deal of national and international attention being placed on this segment, and there is also
a great deal of money being invested in related technologies and products. AngelouEconomics believes
strongly that this will be a good target Industry for San Joaquin —with development of specific strategies in
several sectors: renewable fuels, rerenrable materials, agricultural technologies, horticulture, and
fertilizertfeeds.
San Joaquin can do several things to assist the development of its agriculture technologies duster. Strong
relations with the California Department of Food and Agriculture will be required. The county should
investigate applications for alternate uses for farm product refusals. Some of these products will be
valuable in building materials. San Joaquin should coordinate with research efforts at UC campuses and
offer its central, agriculture location as one opportunity for pilot projects. Also, it should help local growers
find nevivalue added opportunities for existing products
Erww Resources and TechnolocN
Focus on: Fuel cells, Biomass, Waste, Solar, Wind
clean energy is defined as technologies that reduce the environmental impact of energy generation.
AngelouEoanomics considers solar, geothermal, wind, dean coal, bon -ass, and fuel cells all to be dean
energy technologies.
The energy industry is undergoing rapid change and has become truly multifaceted. Traditional fossil fuel
extraction and production is as important as ever-, and new technologies are changing the way natural
resources are utilized. At the same time, dwindling domestic resources, rising consumption, uncertain
international energy supplies, and environmental concerns have forced the United States and others to
develop sources of rerevweble energy production.
Energy is a long-term growth industry. As the American economy continues to grow, energy consumption
W11 rise. The U.S. population expansion is contributing to increased energy use as well; energy
consumption per capita is expected to rise 13.61/6 by 2013. Unfortunately, the U.S. lacks the domestic
resources to meet projected demand. The most promising dean energy applications include fuel cells,
biomass, wind power, and solar energy.
The opportunities for development technologies, as well as products and services are large and growing.
AE believes this will be a good area for San Joaquin Canty to be a part. The recorrrnendation is to center
the efforts in dean and renewable energy at the port. There is adequate space for such an industry
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cwvaiapment
endeavor, and it would bring prestige and notoriety to the pat for "innovation". It is also the location for
inWVexport of related goods such as rotors and blades for wind energy turbines, panels and materials for
solar energy, fuel cells and products containing fuel cells (GPS systems to motorcycles), and reclamation
facilities for bions.
AngelouEGonomics SAN JOAQUIN STRATEGICPLAN economic development
IMPLEMENTATION GUIDE
The following Implementation Matrix will guide the San .Joaquin Partnership and stakeholders through the process of
implementing this plan's reconTnendations.
For each recorrrrndation, we offer the following detailed information:
TERM
DEFINITION
Lead Entity
The organization or deparfirerrt that has primary
responsibility for obtaining fundng and leading
implementation of a goal. A lead entity is
considered to be a "participant" through the
project
Convener
The organization(s) that initiates pulling dverse
gmups together but does not actively
participate in implementation (unless assigned
another role as well).
Participant
The organization(s) that should take a support
and contribution role in the activity.
Priority Code
Assigns a priority to the recorrnrrendation and
assists in detemdning the tirring of
irrplernentation.
Angelou Econom ics SAN JOAQUINSTRATEGIC ,
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GOALS & PRIORITIES
This Strategic R'an contains of i ectiives and strategies that will work to increase San Joaquin County's opportunities
for growing its target industries and other high -impact businesses. AE has organized the recorrineridations around
six goals for the county's econonic development efforts:
Goal One: Econonic Developmert• r
Broaden - •• ar • econornic developrrient in retentionand recruitnwt dforts;increase overall
.16
• • • rr • • • •r -,r• • a a - a• • •;• •
Goal Two: Econm is Development Marketing
Launch a strong internal carrpaign that inforrm and gains support across the County for the broad
economic development strategy, launch a strong external effort that promotes the assets of the County and
each of its cities under SJP leadership, increasing awareness among targeted audiences, and attracts
business investment from targeted industry companies.
Goal Three: Business Climate
Coordinate existing talent, leaders and resources in building a stronger overall business climate and in the
creation of services needed by businesses and entrepreneurs.
Goal Four: Stites & Infrastructure
Support the growth of San Joaquin's target industries by improving physical infrastructure assets, inducing
the airport, port, and areas for development or redevelopment.
Goal Five: Entrepreneurship
Work with conymnity leaders and a4sting resources to improve the entrepreneurial environment through
new programming — fostering new industry and business with a focus on the future, and the development of
value-added, sustainable opportunities.
Goal Stix Tourism
Recognize and expend tourism as an econorric driver for San Joaquin County, focused on areas such as
the wine industry, agri-tourism and the Delta waterways, as well as entertainment, cultural events and
authenticate venues.
Goal Seven: Education &VVo*fb ce Development
Create programs focused on preparing the workforce for San Joaquin County's target industries
(incorporating the individual cities' strategies) and overall gronhh strategies for all.
Goal 8ghit: QmWity of Up
Work toward the overall improvement of the quality of life in the County, with a focus on centers of
commerce, additional entertainment venues, partes, retail, mixed-use/lifestyle environments in each
downtown, and office space for residents and resident businesses.
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cwvaiapment
Strategic Priorities
The San Joaquin Partnership and the county should view the following actions as strategic priorities, directing work
for immediate implementation. AngelouEomorrics believes that these actions can have the greatest sustainable
positive impact on the County. Each priority surrrrianzed below is described in more detail later in this report.
The six Strategic Priorities identified in the Plan are:
1. Create a Plan and Budget to support the Master Plan for Stockton / San Joaquin Airport,
including deielopment of a Corporate Campus, as well as service and education faclities and
program A IVlaster Plan must be fully developed to realize the potential of the Airport, and create pride in
the community with its renaissance; this will also facilitate the recruitment of quality companies and increase
the revenue stream with an improved facility.
2 Implement a Strategy for Planning(Developrnent of the 800 acre Mega -Site. The development of
this property is ideally suited for large-scale manufacturing. In fact, few large sites edst in the entire state,
and San Joaquin would be well-positioned for mega -projects that consider California. If residential
development occurs on the site, consider the creation of a mixed use development that reserves some
buffered land for office or light assembly.
3. Guide Redevelopment Projects in each of the Downtown Districts to include office and executive
space, downtown retailers, as well as mixed-use development/Lifestyle Centers. V\hile Stockton and
Lodi have already made great strides in redevelopment/revitalization efforts, they do not have adequate
office space availability at this pant. The other cities throughout the county also need to create downtown
development plans, keeping business, retail, and office space in mind, as well as amenities for increasing
overall quality of life.
4, Develop an incubator(s) Were small businesses and entrepreneurs can gain support and start
companies in San Joaquin County. San Joaquin will benefit from an incubator that encourages and
assists citizens starling their own businesses. This is a project in which collaboration behmm the public
and private sectors must ooaur to ensure its overall success. It should be developed wUth a focus on
companies in target industry categories. An incubator, commonly called a business accelerator, is a facility
that supports young businesses and business ideas.
5. Help Delta College take the leadership role in creating college -based, high school, and workforce
development programs in training workers for the target industries. Develop an inventory of all current
degree, certificate, and wwridorce training programs that prepare individuals for skills associated with the
County's target industries. Ensure that these programs offer growing companies talented and trained
workers. Then work to identify other programs that are needed by target industries and work to gain funding
for their implementation.
& Work with the Chamber, the Business Council, and other entities to create specific business
support programs and resources. Along the lines of the incubator, but broader in scope and with a focus
of supporting a4sting, as well as new businesses, these recommended programs should be implemented in
waiting to address immediate needs, as well as long-term goals.
AngelouEconomics SAN JOAQUINSTRATEGIC PLAN
fechnaom-m see economic tlevelopmeM
STRATEGIC RECOMMENDATIONS
AngdouEoonorrics presents 41 recornT endations in this Strategic Plan, including 6 areas that should be the
primary focus (priority) for the countys eoononic development efforts. We use a `iAdghtirxj' system that gives a
"priority' to each of the recarnmrdiations: 1-3, where 1 is the top priority. This weighting is noted in the heading of
each reoorrnwdation.
Where applicable, each reoorrnwdation is described in the following format:
TERM
DERN11CN
Goal
Outcome staternents that define what the
County is trying to accomplish.
Stratew
Approach to take that directs actions toward a
goall•
Action
Steps to take that support tine completion of a
goal -
The San Joaquin Partnership will riot be alone in the implementation of this plan; ratifier, nunerous stakeholders,
institutions, cities, and the County have dear roles in the future of San Joaquin County. Atimeline for
implementation is presented at the end of this Plan. In addition, cost estimates and potential funding sources are
provided in the Implementation Matrix as available(applicable.
AngelouEconomics SAN JOAQUIN
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ONE: ECONOMC DEVELOPNEW FOCUS
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It is critical that San Joaquin County, with leadership from the Partnership, work to
attract and grow business that gram jobs for its citizens and sun ouncing
commnities in working to capture irxnwrental revenue. Growth will come through a
broad-based economic development plan focused on an updated target industry
strategy and the overall creation of an entrepreneurial environment based in
innovation
Economic DevelopMgI Pacommendation One: Agree on the County's eeononic
development vision — Priority Code 1.
A rfiouEeonorrics believes that it is imperative that SJP and each of the Cities in the County, as well as other
"partners" in economic development, commit to a broader eoonorric development vision. 1Mthout bupin for a vision
and end-goal(s), unfocused activity will occur and sidetrack the area's opportunity for achievement of stated
ot:jecfives.
STRATEGY: The strategy for'Msion" is to articulate the overriding goal for the co rrunity, \Mth a lofty
—though not unreachable —goal: where you want to be%ho you want to be.. _
ACTIONS:
1) SJP should revise its vision statement for econorric development based on the mations in this
Plan.
2) Leadership should announce the vision during this projects roll-out event.
3) Invite the local press to the event and encourage them to write stories on the oompletion of this planning
process, new Asion statement, and priority projects. This will keep the community informed and enthused
about what's to come.
4) Promote the vision through the area's newsletters, Economic & Community Services Performance
Report(s), Chamber, and other appropriate vehicles.
5) Ensure the vision is the core of every economic development activity over the react five years.
Lead Entity. San Joaquin Partnership
Converw. San Joaquin Partnership
Participant: Business Council, Chambers of Commerce, Port of Stockton, Stockton / San Joaquin Airport, each of
the Cities in the County, San Joaquin Canty, VVxkNet, Wne Grape Commission, Delta College, Pacific
AngelouEconomics SAN JOAQUINSTRATEGIC
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Economic Development Reconmendation Two: SJP should form specific industry
teams (ex Agbiotech, Aviation) of 5.10 merrilms and utilize their expertise in overall
promotion and (later) recruib i ait/retentionlexpansion efforts — Priority Code 2.
AE believes very strongly in taldng the approach of peer marketing for the overall development of business
throughout the County as this strategy is particularly effective in smaller communities.
The development of target industry groups pulls resources together behind a unified message and mission, while
also engaging successful businesses and business owners in the overall goals for economc development in the
community. This type effort also demonstrates to a prospect the community's commitment to business development
in a positive business climate with action -minded individuals.
STRATEGY: To fully focus on the target industries, as well as leverage the industry -specific 4x)Wedge
eadsting while simultaneously cresting an "investment" on the part of the community
through these individuals' participation in the process (recognizing their "stake" in the
outoomes)
1) SJP should lead the identification and solicitation of individuals' commitment to this activity
2) Leadership should convene appropriate meetings to discuss goals and of i ectives
3) As appropriate, this group should interact with the Business Council for legislative -focused
issues/concerns(needs and help raft any relevant agenda
4) These peer target industry groups should be highly visible in the oommunity in their activity, as well as at
trade shows and prospect calls on-going, at their own e)pense.
5) Each industry peer group should engage a diverse rrembership (young, minority, etc.)
6) This group should convene as needed by SJP to assist with recruitmrent strategy, possibly prospect calls
and site tours, as well as `i&dcome" gatherings, etc.
Target Industry Teams Best Practices: The Metro Atlanta Chamber has a Business and Advanced Logistics team
(see: http://m&oatlar bdwTber.c onYnwoc(busiress/leadership.shtni); Tulsa, CMahoma
(http:// mAwtulsachamber.00m); Charlotte, NC (http://charlottechamber.00m)
Lead Entity. San Joaquin Partnership
Convener: San Joaquin Partnership
Participant: Chambers of Cornrrierce, San Joaquin County, each of the Cities in the County
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
Economic Development Rworrmendation Three: Develop a Marketing Strategy and
Campaign for business retention, particularly with those in target industries — Priority
Code 1.
a• r-. •.Melt
- • .r- •a •� • •• • • • • r. ••. • •-
• r •u • • • a• r • I I Lid•- a•• I I• •, •
AE reoorrirner& that SJP work to increase its efforts for business retention to 30% of its programs effort, particularly
in viewof the highly oompetitive environment in which it lives. Nevada is SJP's number one competitor.
Keeping companies, their ow -as, and the employees happy through quality of life efforts, amenities development,
and through the creation of a positive, supportive business dimate is critical to the near --term and long-term
prosperity of San Joaquin County.
1) Meet with local employers on a quarterly basis
2) Host a speaker/luncheon Woe/year
3) Report what the County is doing to make them nm profitable and reasons why the County is the best
place for their business.
4) Implement a development strategy. financing, mentoring, worldbroe training, R8&D, supplier recruitment,
spinoff business de eloprraWsupport
5) Meet \pith target -Industry related businesses
6) Continue a monthly newsletter program
7) Create a small business center at each of the Chambers
8) Create on a per city basis, an employee support/outreach program, including dty-\tide business and
educational prograrrmng
9) Create a business finanoe corrmittee through the EDO & Chamber for support/help of businesses in reed
of direction/funding
10) Create with Delta College, ardor Pacific, a year --long calendar of seminars for local business
Best Practices in Business Retention: Sunnyvale, California received an Honorable Mention Award from the
International Economic Development Council in 2004 for their "Sunnyvale Supports Business / Businesses Support
Sunnyvale" campaign. http:/Mnmuw.iedoonline.ora/2004 wimers.pdf, page 7.
Lead Entity: Chambers of Cornmew
Convener: San Joaquin Partnership
Participant: San Joaquin Partnership, San Joaquin County, each of the Cities in the Canty
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcmad ecdrnomic dereidpmerd
Economic Development Rworrmendation Four: Develop a Marketing Campaign
appropriate to the rowvision, a broad ED approach, and (most importantly) target
industries — priority Code 1.
AE strongly recommends a line -item in the budget for creation of new marketing materials. The execution of
materials will need to be managed by SJP for cost -e idency. With use of adsting resources, including a
knowledgeable staff, the materials will work specifically in the areas of promotion and PR, with most of the new
monies assigned to the creation of those materials needed for the target industries.
STRATEGY: To crate an efficient and effective target industry marketing effort
Lead Entity. San Joaquin Partnership
Convener: San Joaquin Partnership
Participant: All Cities within County, San Joaquin County, WbridVet, Figher Ed Institutions, Target Industry Teams
It is imperative that SJP lead the economic development partners throughout the County in the addressing of needs
Mich require legislative support. The Business Council was acted to specifically serve as the legislative advisory
committee for the Partnership. While the Council shows strength in its membership and leadership, it has riot
adequately address legislative issues faced by the County.
Cities throughout California are not having their basic needs met by the State. The State is experiencing numerous
problems, financially and legislatively, which hurts the cities and corrrunities within the State. legislative efforts led
by the Council must On strength. They must solicit far-reaching support throughout the business community to
agate agendas which reflect the needs of the County and then leverage that support (financially and otherwise) for
the "hardball" approach to getting the Ca.rrtys needs met, from road repairs to infrastructure.
The economic development industrys own Legislative Affairs eommttee provides a possible model for adopting a
process, through its membership organization, the International Econorric Development Council (I EDC). The
Legislative Affairs' committee mission is ' to shape policy that supports the economic development corrrrunity.
(IEDC) monitors legislation that has an impact on the field of economic development and engage(s) membership in
policy advocacy activities."
Some of this organization's initiatives this year include: support of federally -backed technology investrrent, access
to capital through such programs as SQA and HUD, a push for federally supported infrastructure funding through the
Transportation Reauthorization bill, support of federal funding for City -led redevelopment efforts including
Brownfields and BRAC programming, and support for the Wb bone Reinvestment Act.
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cwvaiapment
This is only representative of the type of concerns for which this organization works. It is reeonmended that the
Business Council work with IEDC and other such organizations which represent economic development agendas
nationally. The Business Council should continue to forrrulate agendas for San Joaquin needs.
STRATEGY: To properly represent the needs of the County to government officials, while advocating agendas
Mich best represent the values of the community and result in an improved quality of life through business and
comrrunity initiatives.
r
��• • �- •• ter• •. • ••� �. •1111111��Ijj IF
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Airport DeWopmei k%bstw Plan
The Stockton / San Joaquin County Airport must rat be viened as a potential eomn-erdal airport; rather it
should be viewed as a business center focused in aviation, with freight forwarding, maintenanoe and
operation, and supplies support for the aviation comrrunity.
Part of the overall recommendation from AE is to support the airports current hAaster Plan, which includes
the development of a Corporate Campus on the northeast sided the airport. In addition, this firm is
recamending that the related industry and technology be given prominence and placement at the airport,
including Aviation Trade Sdhool, Avionics fim1s, and McroJet manufacturingtrrnintenanee (see Target
Industry report).
800 Acre Ste
This is one of the most important areas for focus by SJP and the eeonorric developers throughout the
County. This site is one of the few contiguous mega -sites undeveloped in California, giving the area a huge
advantage in the recruitment of companies that would require such a site.
Fbwever, it is important that the San Joaquin Partnership to assert a position on the future highest/best use
of this site. It may be nary to co mit in -astructure funding for the "readying' of this site should a
corporate prospect become available. One possibility is to phase the developrrent of the site in a way to
allow a lame site to remain that would suit alight manufacturer or technology facility. VWth developer
support, there should be a comm-dtment to marketing the site to corporate prospects. There will be a much
greater and positive economic impact from keeping this site intact and marketing it for corporate use.
FOR F(?71ER DETAIL, see Sites & Ir*astnxkm Rbaarrneoalation Three
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcaed economic dereidpmerd
- Tracy's Business Park
The City of Tracy enjoys significant acreage available for industrial and office development, and direct
access to the Bay Area. Lower costs and a growing comnrter workforce will further enhance the citys
ability to recruit new employers. Continue to support the growth of Tract's business parks through
marketing and planning initiatives.
FOR F(?71ER DETAIL, see Sites & Ir*astnxkm Rbaonyrenda6on Three
� •.CJI •.�,� 11 •. •..:,�� ��� �u�-'�'�L
Downtown redevelopment done "right' not only helps create an overall positive image for the oorrmnity,
also creates business spaces of the type desired in making toward a higher quality of job and worker and
creates ADDMC NAL REVENUE through: 1) capturing additional dollars from citizenry, and 2) capturing
dollars from surrounding areas—visitors/tourisrn(shoppers.
Lodi and Stockton have made tremendous strides in downtown redevelopment in the county. The other
cities mist take their lead; BUT each city must set its own priorities and criteria, creating unique offerings
and character to the development. The main aspect of all this development is the need for mixed-use:
retail, commercial, service businesses, restaurants, fitness facilities, daycare, parks, public art, galleries,
open space, bike paths/storage, perfaTr ance centers (indoor and out), and water features All of these
elements and others W11 give credibility to the area, as well as viability and vitality.
FOR F(?71SR DETAIL, see Sites & Infrastructure Fbaormendabons Four and Five, and Quafity of Life
Recorrrrendation Three
Angelou Econom ics SAN JOAQUINSTRATEGIC
COAL: To create a brand and consistent message that creatively and
succinctly tells the story of San Joaquin County, and its strategy for business
development.
Once a plan and strategy are in place and target industries fimiy established it is
critical that a dear nnessage and brand be created to properly convey the goals of the
County for its e)asting and growing business community. It is important that a
marketing campaign properly reflect interval and external goals, while creating a
desire by targeted busing to (at a minimum evaluate San Joaquin County for
possible expansiontlocaltion.
Economic development is ultimately a marketing activity that has two functions: to improve and to promote a
community. To be complete, an eoonomic development plan should include oomnunity development
recorrrnendations as well as those for marketing to an external audience. Great econom c development initiatives
involve the entire community working together to improve the local "product' while the economic development
organization works to improve awareness and perception of the community in the outside world.
As San Joaquin County's top economic marketer, time San Joaquin Partnership knows that business -as -usual won't
be a xx# in today's competifive landscape. For many years, most places focused almost entirely on recruiting new
employers. Reoently, the focus of economic development has shifted, placing a strange- en#usis on corrmnity
development activities that help local established companies and startups grow. Traditional marketing vehides such
as brochures no laxfe- attract companies, and waiters' lifestyle preferences often guide location decisions.
Perceptions are important in these decisions, and marketing is the best method for enhancing any region's positive
image.
Economic development marketing should start at hams by building cohesive and positive support as a foundation for
a new external campaign. Lhfying the many marketing messages (from cifies, organizations, and even businesses)
is an important preparatory step to creating a consistent brand for the County.
•
Create a " kx.ze' and generate local awareness by launching an internal marketing campaign that builds on a team of
San Joaquin County promoters. One way to accorrplish this for the SJP to conduct monthly workshops on "Haw
to Promote, ardor What's Happening in San Joaquin." The workshops should first be offered to Qty staff
AngelouEconomics SAN JOAQUINSTRATEGIC ,
T9crinoi gy-bcmad ecdrnomic dereidpmerd
members, then to hospitality and restaurant rnarwjerneiWassoaations, real estate professionals, and others who
interact with the public.
Another way to build a team of promoters or "ambassadors" is through the attendance by City and SJP executives
to local business association events, such as the Rotary, to provide updates on eoonorric development progress.
Continue to build local media support by identifying local industry charToons who can do on -gang work with the
SJP. These champions should provide media interviews on topics related to economic development.
STRATEGY: To create an internal support for business development: epanding and new
ACTIONS -
1) Conduct " Hovu to Promote San Joaquin County' training waiGhops once a month for one year.
2) Have economic developers provide routine updates at local business association meetings and events.
3) Identify local industry champions.
4) Meet with the local press about a dedicated section for economic development stories.
Lead Entity. Chambers of Coimwce
Convener: Stockton Chamber
Participant: cities within the county, San Joaquin County, San Joaquin Partnership, Chambers of ComTnerCe
Marketing Recomrnendat!on Two: Create a message that dearly delivers the goal for
business development throughout the County to target industries — priority Code 1.
SJP will need to give overall direction to a county --wide strategy and industry needs, as well as relative competitive
infomatioh. The primary concern is that the target industry message be concise and in-line with the strategic goals
for the County, including addressing each citys unique assets, alongside desired outcomes via the target industries.
STRATEGY: To dearly present San Joaquin County and each of the key cities to a targeted business audience
ACTIONS:
1) Convene and solicit input from the target industry groups
2) Define the marketing message for San Joaquin County, and define unique messages to each target industry
group as appropriate
3) Engage outside resources as needed for creation/presentation
4) Develop a strategy for the implementation of the message (internal and e)ternal)
Lead Entity. San Joaquin Partnership
Convener: San Joaquin Partnership
Participant: cities within the county, Pat of Stockton, Stodkton / San Joaquin Airport, woMorce providers, Business
Council, Chambers of ComT erce, San Joaquin County, Delta, Pacific, CSUS-Stanislaus, Unified School Districts,
Wb*M, Wine Crape Commission
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcmad ecdrnomic dereidpmerd
Marketing Recommendation Three: Market to target industry business executives to
relocate in the County— Priority Code 1.
Crowing local companies should be the priority, but the Partnership should continue its reon iturent efforts, with a
need to attract newtarget industry businesses to the area Companies already located in Califomia should be
the first focus of this marketing effort and then select regional and national oompanies. The County should work to
target both public and private companies with a focus on "divisions"/spinKfFs/suwort businesses in the public market
sector and oomplete companies arid/or subsidiaries in the private sector.
The SJP should obtain mailing and email contact inn webon for individual companies within the target industries and
use the database for tracking marketing activity. The SJP should develop an e -newsletter, as well as other
marketing/oollateral materials, highlighting the Countys assets for each City and each target industry, successes of
local businesses Wthin those industries, and benefits of having a busine% in the area.
Best practices for email marketing: the Michigan ecoronic development corporation distributes a useful e -
newsletter, the technology tri-oorridor (http://medc.michigan.ag/ttc/), to industry prospects highlighting assets and
progress that make the area attractive to tech companies.
SJP and business leaders should attend selected target industry association events and small-scale
tradeshaus to personally sell the area to prospects and site selectors. The SJP should join industry associations
supported by targeted dedsion�makers. Trade associations also provide econor is developers industry trend
information. In year two or three of receiving this strategy, SJP and County leaders should consider sponsoring
industry events where it can get substantial attention and have one-toov meetings with media and tared
business leaders.
Best Practices for Trade Show Marketing: State of Michigan — (http://www.michigan.org)
Another way to reach business executives is to travel to key geographies with a heavy concentration of target
industry businesses that are likely to relocate to the region. These trips enable local leaders face time with
prospects. (An outside firm may be needed to coordinate these missions, as well as FAM tours in the County. Any
oonnmunitys success in implementing this strategy is in the folloaAFup.)
Best Practices for FA NSite Selector Tours: San Diego —(http:/Mnniw.sandiegobursin>ess.org); Shreveport, LA—
(httpAmA wA shreveport.Ia. us/guide[i ndex. htm)
The SJP should also (once some activity has occurred in develo>pTu t related to these recomrrendations) host a
private oonference for 10 national site selectors who have strong relationships Wth the Carrtys target industry
businesses. Strive to host a conference in 2006 and then another in 2007. Make this a special occasion with a well-
planned itinerary, hig"uality acouT rnodations, and tours of industry -specific business locations. Each site selector
should have a personal tour guide. Plan to invest $3,000-5,000 per site selector.
STRATEGY: To create the most direct and effective recruitment effort, particularly Wth target industry
businesses through utilization of peers to pronate & recruit
AngelouEconomics SAN JOAQUINSTRATEGIC PLAN ecommic dave4opment
U S�
1) Identify target industry contacts or purdiase a list per industry
2) Design and distribute an e -newsletter to prospects regularly (at least once a quarter).
3) Identify and attend selected target industry association events and tradeshows to personally sell the area.
4) Take at least one target industry mission each year.
5) Plan and host a site selector's conference in 2006 and 2007.
6) Develop a site selector's FAM tour of San Joaquin County.
Lead Entity. San Joaquin Partnership
Convener: San Joaquin Partnership
Participant: cities within the county, Chambers of Commerce, San Joaquin County, Port of Stockton, Stockton / San
Joaquin Airport
Marketing Recommendation Four: Launch a campaign to retain and attract more
young professionals — Priority Code 1.
Conmunities with a high percentage of college educated young professionals are attractive to expanding companies.
San Joaquin County, as well as each of its cities, needs to attract and retain more young professionals. Wth
increased focus in the target industries, younger \Rakers will naturally be drawn to the area, but the county and each
of the cities must work to keep them as a part of the community. Leadership programs in Stockton, Tracy, and Lodi
will be a natural starting pant for cresting a young professionals net\Aak in the county.
STRATEGY: Continue to develop a woMorce for future business gro \Mh and sustainability
ACTIONS:
1) Forma Young Professionals Nefitiork (YPN). Ideally, the Chamber would aversee the neNa k.
2) Form an YPN board that provides insight to the Cities / Chambers about what this demographic desires in a
com>lunity.
3) Empower this group to market to other young professionals.
4) Launch an YPN website with a calendar of future events and other relevant information that can be shared
among this group.
5) Incorporate additional prornotional activities, such as e -newsletters, direct mailers, and advertising (jointly
execute with local Delta and Pacific).
6) Ask local businesses to support "interest' dubs; ex wine dub, canoe/kayak dub, etc.
Best Practices—Young Professionals: Greater Bngharrton, NY(http:/Amay.".g index.php); GenNEXTCoundl
(http://vmniw.aochanjxr.orq)
Lead Entity: Stodtton Chamber
Convener: Stodtton Chamber
Participant: cifies within the county, Delta, Pacific, San Joaquin Partnership
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
THREE: BUSINESS CLIMATE
GOAL San Joaquin County works together and across city boundaries to
nurture and help grow local businesses and attract oompanies within its target
industry strategy that provide higher�quality jobs and lorxtterrn prosperity.
Deterrdning the right balance between retention, recruitment, and entrepreneurship
is a challenge all corrrTunities face. It is essential that San Joaquin County, the
Partnership, and City stakeholders devote an appropriate arnount of time to retaining
local businesses, essentially its "e)dsting customers." When deciding what amount
of time and energy should go into retention, recruitment, and entrepreneurship
development, a good balance for San Joaquin Couu is 30°/g 40°/g and 301/6
respectfully. The San Joaquin Partnership, as one component of the overall strategic
plan, is still envisioned to focus a majority of its time and effort on the recruitment of
businesses to the county, and stronger partnerships with local organizations and
institutions will support the retention and entrepreneurship initiatives. The San
Joaquin Partnership should focus its time on retention at 30°/g recruitment at 600/g
and errtrepreneurship at 10°/a
drengths. These strengths should be leveraged as selling points Ww pron-oting the area to local and new
W -
New strengths can also be generated. The SJP, the cities throughout the county, Delta College, Pacific, and other
business -interest entities have the opportunity to ante programring that furthers retention and
devdoprrient/rec uitment efforts.
It is important for the county, each city, and all learning institutions to focus on ENTREPRENEURSHIP.
Improvements to the entrepreneurial environment will benefit the area by cresting new business amners, and the
edsting business oorrrnunity will gain, as well. This is also an area of operation that will leverage the pro)drr* to one
of the strongest entrepreneurial climates in the world, Silicon Valley. AE reoonTnen is support of entrepreneurship
through specific programming to drive a mejor portion of economic development activities.
There are several programs as a part of the business climate strategy outlined belawfor recommended
implementation. Entrepreneurship strategies are presenting in a later section.
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
�ti. .-t• • • �I77 =1 I• ' • • • •
Pewits affect all aspects of business activity and a consistent, predictable, and efficient permitting process is critical
to economic development. The growing requirements for permitting and fees in San Joaquin mwns that new
investment faces more hurdles, ulfim ately increasing costs and delaying construction schedules. A productive
process Will assist the goals of the communities in San Joaquin, by incentiviang quality, appropriate land uses, and
public benefits.
STRATEGY: Examne the ekdsting pemritting process fa- San Joaquin cities and determine newways to clarify and
simplify the development process.
ACTIONS:
1) Set up development review oommittees in cifies that meet Woe per year
2) Determine if a dear explanation of the permitting process eadsts (flowcharts, timelines, internal contacts)
3) Identify a development "champion" on city staff that will guide projects through the process
4) Require specific timelines for response by cities to development applications
5) Examine the development code to find newmeW to simplify
6) Complete the development cost benchn-akng study for San Joaquin's competitors
Lead Entity: each CityWithin County
Convener: each CityWithin County, San Joaquin Partnership
Participant: Business Council, Chambers of Cornrneroe, Development Community, San Joaquin Council of
Govemments
Measure K, a'/2oent sales tax for transportation, has been the vehide that has allowed the county to meet many of
the mass -transit system and road projects. ACE cormiAer train, regional transit netvwres and numerous highway
and grade -separation projects east only though Measure K The Rerwal of Measure K in 2006 following the
adoption of the Regional Transportation Improvement Fee (R.T.I.F.) is essential to meet future transportation needs
and impact air quality issues and quality of life.
Lead Entity: C hamloers of Cam -am, Business Council, San Joaquin Ca -dl of Govemments
Convener: Cthambers of Commerce, Business Council
Participant: San Joaquin Partnership, San Joaquin County, Development Community, Pot of Stockton,
each of the Cities in the County
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcmad ecdrnomic dereidpmerd
In waidng to further establish each of the cities' downtown districts, it is recommended that SJP lead in the
development of an inoentives package. Each city would create its own set of criteria but would be influenced by the
needs of the county, specifically the need for sn-dl and fleAble office space, with consideration given for "tech" space
in retrofitted marehouse and/or retail establishments.
The incentive package could range from free rent for a predetemined term, to reduced utility costs if building
"green", to rebates on a per job acted basis, or any oombirration thereat, in addition to creative solutions ec child
care credits for onsite daycare.
STRATEGY: To create in -demand space for entrepreneurial companies in areas which seek eoononnic gain.
ACTIONS:
1) Meet with City leaders, and downtown groups as appropriate
2) Determine an overall strategy for development and promotion
3) Report what the city is doing to make these areas more attractive and profitable and reasons why downtown
is a great place for doing business.
4) Implement a development strategy. financing, mentoring, woridorce training, R&D, recruitment, business
support
5) Meet with target -industry related businesses, first — ID potential erdusers & assess needs
6) Establish a monthly downtown (business) newsletter
7) Create downtown -centric ac hvities/festivals for year-round e)Posure & development
8) Consider creation of a Delta or Wor net Center in each downtown
Lead Entity. Each City within the County
Convener: Each City within the County
Participant: San Joaquin Partnership, Chambers of Commerce
Business Climate Rmyn endation Four: Create more Intematiorral Trade through
new initiatives — Priority Code 2.
San Joaquin enjoys sVorxj distribution infrastructure (rail, port, highways) that will support the continued growth of
foreign trade in bulk cargo. Future improvements to infrastructure must consider the competifive nature of global
shipping, and address the new concerns by corrpanies for security and reliability.
ACTIONS:
1) Work with the Port of Stockton to assess the la-gterm reeds of odsting Port customers and their future
prospective astorrers
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
2) Track activities at oompetitor ports in the U.S., particularly the smaller pats that are making sizeable
investments to challenge the larger pat cities (Los Angeles, Boston, etc).
3) Identify new incentives that will attract more barge traffic to San Joaquin.
4) Continue to work with Pat officals to educate the local population of the Pores importance to the region's
eoononic success.
5) Work to attract new industries that will benefit from the Pat.
6) Strengthen the Partnership's kr Medge of Foreign Trade issues to assist with local expansions and
recruitment.
Lead Entity: Pat of Stockton
Convener: Port of Stockton
Participant: Chambers of Commerce, Development Community, San Joaquin County, San Joaquin Partnership
Business Climate Recomrnendation Five: Create Business Support SeMces—
Priority Code 2.
AE believes strongly in "trud' business support services being in-place in a community, no matter its size. Wth the
role of the SJP expanding to undertake multiple areas of economic development, and with a renewed spirit at the
area Chambers, it seems appropriate and actionable if these type of programs are based at the Chambers.
These resources should be developed to leverage the are's assets (human capital) for both eadsting and start-up
businesses and touted accordingly. The mere fact that these programs east and function is a strong retention and
mmitment tool for SJP and the County.
STRATEGY: To ante needed business services, capitalizing on staff and support already in-place;
cresting a Center of Excellence at the Chambers, a model to be touted; and to crate a
tremendous tool for eAsting and prospective businesses (mention, expansion and
recruitment)
ACTIONS:
1) Establish a SCORE office \Mthin one or more of the Chamber offices (previously discussed herein)
2) Create an intemational business oenter in downtown Stockton that would support the growth of businesses
in the growing rrinority oommunities (e.g. Filipino). Services would include traditional small business
services, as well as how to irrpat/export from San Joaquin.
3) Create a oounty-wide speakers bureau — retirees, business owners, college and university professors, etc.
4) Have an on-site SBIC official at one or more of these offioes
5) Create a Young Professional's Network through one, or more of these offices
6) Introduce international services through these offices: import/export services, manufacturing sourcing, links
to translation services, general law practices information per country,
Best Practices: Cascadia Ra riving Fund — Seattle, WA (http.//www.cascadiafund.ora); Dallas, TX— The Bill Priest
Institute of Dallas County Community College District(http./Ammtvd000d.edu/gfgtdir.html); University of Wisoonsin
(http:/A mA w.uwmedu); Fort Worth, TX International Center — (http:/Mwwiw.Wc.com).
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cwvaiapment
Lead Entity: Chambers of Commerce
Convener: Delta College
Partidpant: Pacific, Port of Stockton, San Joaquin Co., Chambers of Cam -am, San Joaquin Partnership
l =117Mter• • , • �. • �• '� • r- • • • -
The SCORE Association, headquartered in Washington, D.C., is a nonprofit association dedicated to entrepreneurial
education and the formation, growth and success of small businesses nationwide. SCOREs 10,500 volunteers
have more than 600 business slalls. Vdunteers share their wisdom and lessons learned in business. Volunteers are
typically worlangtretired business owners, executives, and corporate leaders.
Many counselors are virtual volunteers, providing online counseling directly from their homes or offices.
Counselors come from a variety of oocupations and backgrounds. Many volunteer counselors awned small
businesses for years; others have worked for mplor firms such as 3M, General Electric, and Procter & Gamble.
Counselors share a belief that small business owners are more likely to st=eed if they have a business mentor to
guide them
It is recommended that the Chambers throughout the County work individually and jointly to determine the number of
offices needed to serve the County, and then coordinate the efforts and prograrrrring in bringing this type of
expertise to the community. SCORE offices will establish an entrepreneurial resource, while also engaging the
community in building its awn businesses for the future.
lk I C;l I I Me.".7A A I I a I il IN I•
Funding for business start-ups is one of the biggest impediments to furthering entrepreneurship in the City. There are
not many recognized angel or venturecapitalists in the County. Flowever the County is well-positioned
geographically to recruit and attend money, and the area has many potential investors and donors that could come
together if a plan were in place.
STRATEGY: To identify and shorl private resources for businesses and business initiatives
throughout the City and area
ACTIONS:
1) The SJP should to work to create a list of potential local angel investors.
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
2) The SJP should host a special nehAaidng reception where the interest level of the invited potential investors
in this angel network is gauged.
3) The Mayor and SJP should weloome these individuals and speak to the importance of this strategy.
4) As the Partnership implements the entrepreneuial recomrnerxlations in this plan, strive to have an annual
event, ideally at the incubator.
5) SJP and others should create and host an annual Venture Forum where individuals can present business
plans to invited angel investors (this can be quite involved, with screening, etc)
"` • •�. • ;• • '•;.cam• •• • �- a•• • • • ALI•a•Ali
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ME 7
Angelou Econom ics SAN JOAQUINSTRATEGIC PLAN
+ecmdvg�omen economic deveiopmer&
FOUR: SITES & INFRASTRUCTURE
GOAL: Sites and infrastructure meet the needs of companies that are targeted
and want to expand or locate in San Joaquin County.
When choosing a development location within a state or region, the availability of
needed infrastnx#ure is typically of primary importance. As infrastructure is
available in almost every city across the country, business prospects will compare a
region or city's immure (availability and pricing) to competing markets. Sites
and infrastructure are key to San Joaquin County's economic development strategy.
With a need to move in some newdirec tions for business development, sites and
infrastructure must meet the needs of these business sectors.
Sites and Infrastructure RecOmmBnIdation One: Cornmit to overall development of
the Airport Master Plan, including development of a corporate cm4xis — Priority
•
AE believes strongly that this is a major priority for the Comity, as this comAtnw t to a direction for the Airport
Will set the tone and outline the business direction for San Joaquin County as well. There are many elements and
activities that will need to be addressed in making this a reality including those of a political nature. F bwever, AE
believes the County, the Qty of Stockton, and its citizens will benefit from this oomAtment; and it is believed that this
will be an effort that will also generate a huge sense of pride for all those involved.
The Stockton/ San baqtin Airport and &Wness CWterW it be the beginning of "next level" for the County.
STRATEGY: To crate a solid pant-f-iifferenoe in business offerings in the area, while bolstering
the Countys image and "place" in aviation while simultaneously seating a needed
business center, as well as an of i ect of PRIDE for its citizenry.
ACTIONS:
1) Re -Zone the area to include light manufacturing and con rudal/office
2) Set newzoning codes for buildings and enforce accordingly— including a fisting buildings (no
"grandlatherirxj)
3) Nbve fond Wth the Master Plan, inducing the development of the Corporate Campus
4) Market the Enterprise Zone designation — Wth various incentives (income tax a edits, accelerated
depredation of equipment, 100% loss carry -forward) for businesses in target industries, Wth minirrum
employment and revenue numbers requirements
5) Develop the AAation/Auto otive Trades School onsite; dim elsewhere in this docaurnent
AngelouEconomics SAN JOAQUINSTRATEGIC ,
fecnnaogy-eonae economic aerempmem
6) Build-0ut broadband inks-shdure: Figh-Speed & Rber Optics ORV\(-F
7) Work with the evasting FBO awner, or examine new ownership for a 24-hour FBO (might consider franchise:
IVillionAir—www.millionair.com) — if upgraded accordingly, this facility could house a business center, also
look at Shell Aviation (http://vN m.shell.00m) as a potential partner for upgrades/FBO
services/funding/educational programs
8) Crete high�stylized entry/gateApy to the Airport Wth appropriate signage
9) Design and convert the adsting terminal structure for more multi -functional purposes: conference and
meeting rooms, business center (broadband, fax, phone) on law led with E(eautive Suites on the second
level available to local businesses with a reservations for in -coming businesses/executives
10) Build -at the eadsting restaurant to a higher (private) restaurant and bar
11) Undergo an overall beautification project for the area including walling trails to access airport
structures/company buildings/new parks
12) Install an on-site driving range (privately managed with a Ieaselops fee back to City)
13) Develop a flight school, as well as a parachuterurrp school; in addition, create a facility for on-site
maintenance training (see Education &WoMome Development recommendations)
Executive Airport Best Practices: There are several with much suooess —Addison Airport (http://adclsontexas.riet),
Addison, Texas; Scottsdale Airport(http./Mmww.d.scottsdde.az.us/aimat) Scottsdale, Arizona; West Memphis, AR
(http://mm.d.mest4nffrr)his.ar.us)
Lead Entity. San Joaquin County
Corwerw. San Joaquin County
Participant: San Joaquin Partnership, Pat of Stockton, City of Stockton, Development Community, San Joaquin
Council of Governrnents, Business Council, all cities
Sites and Infrastructure Reminwidaltion Two: Support & help execute the Port's
Master Plan, induding Dough & Ready Island for industry duster development —
Priority Code 1.
VVith the transfer of 1,433 acres of former naval property, the Port of Stockton remains the largest inland pat west of
the Mississippi and becomes the third largest pat in California. The port maintains fleadbility in planning, construction
and modification of its facilities and equipment.
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All of these components place the port in an ideal position for domestic as vuell as national and intemaitional
distribution.
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cwvaiapment
The Port District has also been designated as a Foreign Trade Zone (FTZ), which includes sites located at the Port
of Stockton, Rough and Ready Island, and the Stockton M.nicpal Airport. The zone offers users special advantages.
For example, customs duties on imported goods entering the FTZ can be delayed until the cargo is removed from the
zone. No duty is paid if the merchandise is exported directly from the zone.
Rough and Ready Island is poised to become an eoonomic engine for Stockton, San Joaquin County, and beyond,
now that the final 500 acres are under the Pat of Stockton's control, and they have undergone engineering studies.
The port has a strategic plan that works well for la"gterm prosperity for San Joaquin Canty. While the bulk of the
direct jobs and financial benefit will go to the City of Stockton, there will be jobs held by residents throughout the
area, and the indirect benefits will permeate the county.
AE believes strongly that the county, and each of its cities, along with the higher education institutes and wo once
interests should not only support the Master Plan of the Pat but should take an active role in its execution. This
should include the establishment of business units (ex: an office of Vb*M, Delta College participation in the
reoon7nended on --site Energy Center and Incubator) on --premise.
AE also reoomrrmends the creation of a business center on-site at the port, an expansion of existing senrioes (to
include: bank/ATM, money exchange, import/export services, broadbandNM-F availability, conference center);
various appropriate resources would need to be gathered to execute.
STRATEGY: To fully position the port and the county for current and future needs by businesses
in the growing international marketplace.
ACTIONS:
1) The Port of Stockton would convene a meeting with involved and interested parties for the enunciation of
the Master Plan with inputs from SJP regarding target industries and business opportunities, including their
economic impact and expressing specific needs and potential solutions through oounty-Wde efforts
2) Create joint strategies for developing international business
3) Create joint strategies for converting facilities at the port in a000n rodating target industries (including
development of an energy center, discussed els& in this document)
4) Create joint strategies and programs for workforce training/re-training
5) Develop a "needs assessiTienf' relative to executing the Master Plan (including infrastn.rolure installation,
legislative support)
6) Assign parties to tasks associated with execution of the Ran, as well as legislative agendas
7) Work to crate an on --site business center focused in export/import business sermoes for local and partner
companies that might use the facilities; particular service fogs in target industries (ex: agricultural field
office)
8) Create a marketing and public relations/public affairs campaign for the securing of public support, and
private finance (as appropriate), including the development of training facilities
Best Practices — Pat: Tacoma, WA (http.//mm&w. portoftacomma.com); Port of Florence — Florence, AL
(hftp://www.poitafflorerioe. ); Pat of 0aldand —(http://mnnnniv.portofoaldand.00m).
Lead Entity: Port of Stockton
Convener: Port of Stockton
AngelouEconomics SAN JOAQUINSTRATEGIC PLAN
fechnodow-bo d economic tlevelopmem
Participant: San Joaquin Partnership, Chambers of C Timerce, WbridVet, City of Stockton, San Joaquin Council of
Governments, Delta
Stites and Infrastnidure Mecormnendation Three: Develop a plan for the 800 acre site
near Stockton — Priority Code 1.
This is an important area of focus by SJP and the econorric developers throughout the County. This site is one of
the few mega -sites still undeveloped in Califomia, giving the area a huge potential advantage in the recruitment of
companies that would require such a site. California is increasingly laddng large mega -sites for n-araufacturing.
However, the nora-attainment status of much of California is a limitation, and San Joaquin is also non -attainment for
some air pollutants, which Wll greatly delay the permitting process with the EPA (up to 18 months).
Despite potential barriers, it is important that the Partnership and the City of Stockton take a role in evaluating and
prnmating the highest/best use of this site. As the lead diampion for job creation in the county, the San Joaquin
Partnership is positioned to promote a development option that allows for the creation of new, high -paying jobs for
this site. The Partnership and the City can provide assistance to the developer in cresting employment centers
(office, light industrial) Wthin the site by marketing and providing some infrastructure investments to "ready" the site.
One possibility is to phase the development of the site in a way to allow a large site to remain that world suit a light
manufacturer or technology facility. With developer support, there should be a commitment to marketing the site to
corporate prospects. There will be a made greater and positive economic impact from keeping this site intact and
marketing it for oaporate use, and designing a mixed use plan Wil allovfle-ability to align Wth market demands.
STRATEGY: To crate a pant -of -difference for this site and exploit its a4stence to highest/best use
business opportunities; upgrade it to meet adsting and future needs by end-users
ACTIONS:
1) Hire someone to determine site development options
2) Determine landowner's preferred development plan for the property
3) Talk with area commercial developers about perceived area needs
4) Meet with the State's Land CXfice to determine what needs may east at the State level
5) Review target industries for moss -over opportunity
6) With assessment, and direction for the property determined, create a budget for infrastructure and
"readying"the property for market
7) Crate funding for infrastnxture development
8) Begin marketing the property
Best Practices Business/Industrial Park Midlothian, Texas (Railport)(http.//wwwv.midiothiarFtexas.org); DeSoto
County Industrial Park— Nath Mississippi (Mg//wmmN.desotorns.00m); Ardrraore, CK (http://wnnnr.ardmorecity.00m);
Tupelo, MIS (http:/AmAw.d.tupelo.ms.us); Enterprise South Industrial Park—Chattanooga, TN
(http://wnw.diattanoogachamber.00m) San Antonio, TX—Toyota Plant (http:/Ammtvsanantoniodianix r.org)
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cwvaiapment
Lead Entity. City of Stockton
Convener: San Joaquin Partnership
Participant: Landowner, San Joaquin Partnership, Chambers of Commerce, San Joaquin County, Development
Community, Private Developer, Pacific
Stites and Infrastructure Recommendation Four: Continue to support the
developmerrt and growth of San Joaquin County business parks and work with the
individual cornrri unities for a diversity of Business Center development — Priority
Code 1.
The eorn unities of San Joaquin County enjoy significant acreage available for industrial and office development,
and direct access to the Bay Area influence. Law costs and a growing eomnxater worfkforce will further enhance
the city's ability to recruit newerrployers. Continue to support the growth of business parks through marketing and
planning initiatives.
Tiacy/Getemy
This 500 -acre planned Business Park provides a high --end campus environment as a gateway to the San
Joaquin Valley. The canes is designed around lakes, open space and a golf course.
Nbuntan house Business Center
This 250 -acre mixed eomrnerdal, office and research/development center provides immmediate exposure to
the Bay Area and is supported by the Tracy campus of Delta College. This Center provides both a service
center and employment center for the new tam, Mountain House.
Nbteca(Tara Business Park
The City of Manteca has planned a 600 -acre campus environment business Park focused on office and
technology development. This Business Park is adjacent to Highway 120 immediately to the east of 1-5.
AAw tecalLfestyle Center
This City has an opportunity to crate a center that creates the urban living spaces. Many people want:
mixed-use, self-contained area that shouvcases local and chain businesses in a resident friendly
environment
L.athrgdlavw Island
It is critical that the City and area developers coordinate with the developers of Ewer Island. This
development will set the tone for the Lathrop business cornrwnity, and the types of businesses that grow in
the City.
RponiGetewey
There is a need for County designation at most of the "entry pcnts"; Rpon is particularly important given its
location relative to business development potential
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
Rpa�r ess Parks
There should bean effort to re -address some of the industrial development which is gang on in the City—
controlling its "seep" through the redesignation of those areas to Business Parks, with zoning requirements
focused on commercial/offioe to (now) blend and "overtake" the industrial footprint in those areas
Escalon Business Center
A planned nixed use Business Park provides an entry to the City of Escalon with retail, office and light
industrial uses planned within its 200 acres.
STRATEGY: To make available spaces and locations for businesses throughout the County, diversifying the tax
base in each community, and acting opportunity for local residents
ACTIONS:
1) Create a city team per area for developr ent/redevelopment activity
2) Create parameters and criteria for incentive packages related to the determined build -out, focused on
relocation
3) Fund an "Bdsdng Business Expansion Fund" for this effort (ex support the cost of the actual move,
underwrite building inprovements(expansion, underwrite utility hook-ups & term cost)
4) Crete a public awi reness Campaign for each of the initiatives (support & funding)
5) Solicit the support of local eorm ardal developers for implementation
6) Solicit the support of citizens through IDEAS CONTESTS for each "oenter"
Lead Entity. CitiesMountain FUw per the project
Convener: atiesWountain House per the project
Participant: San Joaquin Partnership, Development Corrrnnity, San Joaquin County, Chambers (as
appropriate)
�. • 1 r M• P. I• • • �• - • • •
NEW URBANSM promotes the creation and restoration of diverse, walkable, eompac#, vibrant, mixed-use
communities composed of the same components as conventional development but assembled in the form of
oomplete integrated communities. These contain housing, work places, shops, entertainment, schools, parks, and
civic facilities essential to the daily lives of the residents, all within easy walling distance of each other.
Lkban living is rapidly becoming the new hip and modern way for people of all ages to live. New Manism involves
fixing and infilling cities, as well as the creation of compact newtovur s and villages.
The principles of New Urbanism can be applied increasingly to projects at the full range of scales from a single
building to an entire eon n.nity. They include walkability, oonnectivity, mixed-use and diversity, mixed housing,
quality architecture and urban design, traditional neighboI structure, increased density, smart transportation,
sustainability, and quality of life. Taken together these add up to a high quality of life well worth living, and create
places that enrich, uplift, and inspire the human spirit.
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cievaiapment
Downtown redevelopment done "right' not only helps create an overall positive image for the community, it also
agates business spaces of the type desired in moving toward a higher quality of job and worker and creates
ADDITIONAL REVENUE through: 1) capturing additional dollars from citizenry, and 2) capturing dollars from
surrounding areas—visitors/tourism (shoppers.
AE strongly believes that this is just as much a "sites" consideration for each of the cities in San Joaquin County, as it
is a part of the needs of the business ocr munity, as well as a need for improved quality of life.
Lodi and Stockton have made tremiendous strides in dwmtm n revitalisation in the county. The other
cities must take their lead; BUT each city must set its awn priorities and criteria, creating unique
offerings and character to the development. The main aspect of all this develcpmient is the need for
mixed-use: retail, cwn-ercial, service businesses, restaurants, fitness facilities, daycare, parks, public
art, galleries, open space, bike paths✓stcrage, perfom anoe centers (indoor and out), and water features
All of these elements and others will give credibility to the area, as well as viability and vitality. (Priority
Code 1)
StocIdon's waterfront is a project specific to one city Wthin the oaurrty, but its benefits reach to all
residents of the county and beyond. Stockton should create a waterfront project that expands its work
surrounding the ballpark area and nestled dose to dawntawn to incorporate the "boatyard" area. The
boatyard area could beco ne' he Boatyard" featuring restaurants, boutiques, a small marina,
redeveloped warehouses for businesses and shops, small businesses in rezoned housing areas,
pedestdarFMendly environment, all vuth a nautical theme. This of iiort would attract residents and
visitors to a quaint fishing village -type atmosphere, seating interest in the area, as well as revenue.
(Priority Code 1)
Pan Pacific District —this could be created around the eDdsting building and fagade in downtown
Stockton, located near the freeway and the river. There is already a Filipino area - an infomnal
business district. The Asian -influenced building needs renovation and build -out in for its lower -level
shops, which could all be helped vuth a BOA or other major banks' international/smiall business
programming. This design influence could take in at least one other block dawntawn and could spread
through public art and garden development in that same area. The Asian influenoe and heritage is
known throughout northern California; Stockton and San Joaquin County also can boast of this. This
area in dawntawn Stockton is ready for banking and dumber support for the creation of a landmark
lousiness and cultural area. (Priority Cole 2)
STRATEGY: To advance business and unique character and cultural throughout the central business districts of
each of the oo untys cities in expanding support and amenities to area residents.
ACTIONS:
1) Create a downtawn partnership for the am-dght of all things downtawn —
sitesrinfrastnidure(develWmnt/furxis, etc.
2) Create a Master Plan for dawntawn (and CBD) — per city
3) Update zoning codes and ordinances to rehabilitate, update and upgrade buildings and facades
4) Create an opportunity zone (short-lived) for the purposes of stimulating business activity and grovuth in the
dawntawn area
5) Bring a trunk line for broadband to downtawn; and create W-Fi hotspots
AngelouEconomics SAN JOAQUINSTRATEGIC PLAN
fechnaom-m see economic tlevelopmeM
6) Work to attract (use grant writer) state and federal dollars for revitalization (ex Main Street)
7) Think: unique and specialty shopping, mixed demographics, mixed use
8) Crete store -front retail business opportunities, as well as upper level offices and executive suites -type
space for small businesses
See: "Q-dity of Life" for further recd rvndations.
Best Practices: Seaside, FL(http://www.theseasideinstitute.org); Kentlands, Wash DC
(http://inn m.kentlandsusa.com); AQUA— Maori Beach, FL (http.//vena aaua.net); Tacoma, WA
(Mg/AmAw.tacomachamber.org); Toronto —(http:/Mnnrw.toweterfront.ca1); Lafayette, Louisiana
(Mg/AmmA.layfayettela.00m); Oxford, MS (Mg/AmAw. dordms.Reno, W (http:/Am w.reno.com); Portland, OR
(Mg// mmmtravelpordand.00m); Oklaho City, OK/Bricktown — (http://v Aw.\ isitokc.com)
Lead Entity: Individual Cities within the County per project
Convener: Individual Cities within the County per project
Participant: San Joaquin Partnership, Development ConTmnity; Pacific, CSL&Stanislaus, C hafters of Commerce,
Arts Council, Port of Stockton, Filipino Own -unity
Angelou Econom ics SAN JOAQUINSTRATEGIC PLAN economic devaiopmer&
GOAL: To improve the entrepreneurial environment in San Joaquin County
through new programme ng.
A critical aspect of building sustainable economic competitiveness is linking
econonic performance with entrepreneurial activities. The stimulation of
entrepreneurship through the forrr>altion and development of new corer wdal
businesses and social enterprises can play a key role in employing urxW tilized
resources in the county, and providing new opportunities for transitioning workers or
new entrants to the workforce.
The entrepreneur in the community is a primary contributor and mobilizer of resources to develop the eoonorry, a
provider of employment for others, and a stabilizing factor in the society. The fdloWng are some of the major
benefits of entrepreneurship:
✓ Provide a productive outlet for energies of enterprising and energetic people
✓ Creation of jobs at relatively low capital cost, especially in the fast groWng service sector.
✓ Development of a pod of skilled and semi skilled workers who are the base for industrial epiansicn
✓ Small businesses are a source of innovation in products, servioes and techniques
✓ Contributing to ink participation of all corrrrunities in the economic activities of the region.
✓ Serve a social function by creating career opportunities and upAord social mobility, and by preserving, in
many instances, a set of values increasingly needed in these days of large impersonal firm
1-1treprer�euship should be viewed as a career path that all San Joaquin residents can pursue. Like any
discipline, with proper- education and resources, in ivilduals can learn to be successful entrepreneurs.
Entrepreneurship Recommendation One: Form an errtsur team— Priority Code
1.
The SJP should invite five top entrepreneurs with current operations in the county to serve on this team The primary
purpose of this group is to advise the SJP and Chamber (other organizations as appropriate) and help di vroon this
effort. These individuals will provide valuable input on howto assist small and start-up companies and serve as role
models for entrepreneurs.
STRATEGY: To crate a "Foa.rs" on the importance of entrepreneurs for the County's future, while
leveraging this knowledge base and acting a "story' for the area for recruitment
ACTIONS:
1) The SJP should form an entrepreneur team
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-boned economic aIr
2) Meet with these individuals to set a strategy and calendar for speaking/activities.
3) Ask these individuals to meet with SJP (and others) on a quarterly basis to provide insight for continued
improvement to its environment for entrepreneurial success.
4) Inform the community of the Ws effort to cultivate and improve resources for entrepreneurs.
Lead Entity: Chambers of Canm rce
Convener: San Joaquin Partnership
Participant: Business Council, Delta College, Padfic, C SL&Stanislaus
ErtMpM[@ursh!pPaconynwxiabonTma. Create inwhiatom in the County- Priai
0 r_e_-
San Joaquin County and its individual cities Wil greatly benefit by having an inaibator that encourages and assists
citizens in starting their own businesses. This is also an ideal project for requesting EDAfunding. An incubator, also
arm -only called a business accelerator, is a facility that educates and supports people in their business pursuit.
The incubators should be closely tied with Delta, Pacific, and nearby institutions of higher leaming including UC -
Sac amento, LIC -Davis, and UGMerced, offering shared resources including: office space, computer equipment, and
labs as needed. If designed as such, these facilities can also become a camunity gathering place for after-hours
networking events. The guidance and funding should oome from the private sector with the emphasis of
corm-erdalization being in the target industry sectors. The success of a program like this relies on a
collaborative effort between the private sector, higher leaming institutions, and the public sector.
The Consortium for Entrepreneurship Education (http.//wwnnr.entre-ed." is a resource for economic development
leaders for these type programs. Additionally, time should be spent oW ng programs available through The
Kauffman Foundation (http:/A&vm.kauff Ten.org). SJP should also review membership programs available through
the National Business Incubator Association (http:/Am w.nbia.org) for creating direction and organizing resources for
the aeration of incubators in the area.
The Partnership should incorporate incubator information onto its website, contain an inventory of the County's
entrepreneurship resources, and link it to the economic development -related and workforce development -related
organization's site.
07- •-- •r. a• •• • . a • « •: • «• •• • . • •••.e• a a • «a •r. a• .
•
SJP and the County are fortunate to have an invaluable tool at its disposal. the INVE]YIION EVALUATION
SERVICE at Pacific. It is led by a dynamic professor, Dr. Cynthia Wagner Mick, who waits in the Eberhardt School
of Business. This can be immediately incorporated into the' tools" SJP can offer the areas edsting, and targeted
businesses.
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cwvaiapment
STRATEGY: To further enoourage and support home-grown business, with an emphasis in the target
industry areas.
ACTIONS:
1) The SJP, entrepreneur teams Delta, Pacific, and the proposed SCORE chapter should research and visit
best-in�lass incubator facilities.
2) Work with eadsting incubator programs for extended effort and/or "lessons'
3) Campaign to obtain private and public funding and decide on the ideal location (near oolleges or
universities). This could be the next major public / private funded project.
4) Develop a building plan — consider the port and industrial parks as potential sites
5) Set them up as 501 c3s, with a board
6) Fire an executive director to oversee operation of the facility.
7) Identify facility tools, support systems, and equipment needs to create desired activity.
8) Have a grand opening and invite the community tojoln in the celebration.
9) Build and launch an incubator/ entrepreneurial resources website.
10) Pronate locally and throughout the region.
11) Create a position (possible mover with Qty) for a grant writer to continuously look for additional funding
through state and federal sources (target industry focused)
12) Identify someone as a "Fundraiser", working primarily with angel investors and venture capital firms to
regularly update them as to findings, etc (working for additional funding)
There are many successful incubators from which San Joaquin County can lean strategies and programming as it
moves form d.
❑ McClellan Technology Incubator (http:/Mnnw.m#isac.00rr✓) in Sacramento, California
❑ Blue Ridge Business Development Center (http://bluendgebdc.og/) in Alleghany County, North Carolina
❑ Center for Entrepreneurial Guth and Technology Innovation (C EGII) at Lane College
(Mg/Mnniw.laneodlege.edu)
❑ Santa Fe Business Incubator (http://sh.net/) in Santa Fe, New Meadco
❑ Austin Technology Incubator (hftp://ati.ic2.g]g/) in Austin, Texas
❑ Oldaham Center for Advancement & Technology (http://www. ocast.state.ok.us)
Lead Entity. Delta College, Pacific
Convener: San Joaquin Partnership
Participant: Chambers of CaTirnerce, Stockton, Lodi, Tracy, CSUS-Stanislaus, VUne Crape Commission
Entrepreneurship Paconmwidation Three: Form a scholarship fund and start a
business plan competition at Delta and Pacific — Priority Code 3.
A highly successful, nationally -recognized business plan competition eDdsts at UT/Austin-McCo n-ibs Business School.
In this instance, the'Wnners" actually receive funding for their plans. This competition could be emulated by the
Unified Schools in the County with the'Wnner" receiving a scholarship. The UT program is lahown as MOOT CORP
(http:/Mnnw.mooteorp.orq). This action would be an ideal first project for the countys new angel network to fund.
AngelouEconomics SAN JOAQUINSTRATEGIC ,
T9aV,d1[gy-bcmad economic dereidpmerd
STRATEGY: To reach the areds youth from the business oommunity, cresting the beginnings of their
future in the area and encouraging business and entrepreneurship "thinking"
ACTIONS:
1) The SJP with the Angel Network should establish a scholarship fund.
2) Approach Delta and Pacific for support and implementation.
3) Publicize throughout the County and school system
4) Host an annual entrepreneurial confaence corrpedbon and award winners.
Lead Entity. Delta College, Pacific
Convener: Delta College
Participant: San Joaquin Partneship, Charribers of Commerce, San Joaquin County, school system
Entrepreneurship Recomrrw Won Four: Create a youth entrepreneurship program
teaching young people abcxA this career option and what it takes to be a successful
company owner' — Priority Code &
In the future, entrepreneurship will be responsible for more than 70 percent of economic development in the U.S. As
manufacturing jobs continue to be lost to overseas competition, the U.S. economy will be driven even more by the
success of small businesses. It is critical, therefore, to be preparing today's waidorce for a future in which they
create their awn jobs, rather than e>kng a job with a large employer to be waiting for them when they graduate or
transition into a new career.
All K-12 school programming and investment should have an entrepreneurial mindset. Semon out of ten high school
students want to start their awn businesses according to the first national Gallup poll on entrepreneurship education
commissioned and co -developed by the Center for Entrepreneurial Leadership (CEL) of the Ewing Marion Kauffman
Foundation [1994].
Young people no longer believe that Corporate America will take care of them Today's high schod students watched
their parents invest years of hard work and loyalty in companies that promised career groWh and security in return.
These same youngsters are observing in dismay as corporation after corporation dam-azes its workforce and
drastically abandons the assurptkons that used to constitute the unwritten contra behwen the loi-gterm employee
and the corporate enplW.
STRATEGY: To reach out to the area's youth, and create a training ground for business(esypeople
ACTIONS:
1) Start a school mentor program in junior high and high schools.
2) Energize the San Joaquin Junior Achievernent program (hfp://stoc[don.ja.org)
3) Start a sunTner entrepreneurship training program for teadhers.
4) Incorporate entrepreneurship course %wk in schools.
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcmad ecdrnomic dereidpmerd
Best Practices: Ewing Manon Kauffman Foundabon/Centerfor Entrepreneunal Leadership—
(Mg/Mnniw.kauffrrian.org), Junior Achiemhent — (http:/Mnnrw.ja.org);
Lead Entity. San Joaquin County Office of Education
Convener: San Joaquin Partnership
Participant: Mrknet, Chambers of Commerce, Pacific, Delta College, school system
Entrepreneurship Recommendation Five: Expand Funding Availability in the County
relating to Angel Investors and Venture Capital — Priority Code 2-
A
A critical aspect of building sustainable economic competitiveness is building a strong financial neMork that will
encourage entrepreneurs to crate new businesses. The stimulation of entrepreneurship through the formation and
development of new com ercial businesses and social enterprises can playa key role in San Joaquin County's
future.
Entrepreneurs are economic engines of the oomimunity. They are emplayers, people who mobilize economic
resources and stimulate further economic activity because of their efforts, and serve as stabilizing factors in a
community. They pravide several major benefits:
■ They create jobs at relatively law capital cost, especially in the fast growing servioe sector.
■ They serve as a source of innovation in products, services, and techniques.
■ They provide a productive outlet for the energies of enterprising and energetic people.
■ They develop a pod of skilled workers who serve as the basis of industrial expansion.
■ They contribute to the increased participation of all communities in the economic activities of a region.
■ They serve an important social function by seating new career opportunities, fast upward social mobility,
and in many instances preserve a set of community values.
STRATEGY: To expand financing availability to entrepreneurs through Angel Investors and Venture Capital firms.
ACTIONS:
13) Support the formation of an angel investor network in San Joaquin County.
14) Work Wth the oountys banks to market existing loan programs
15) Educate local banks on the best way to support small and start up companies
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
SEVEN: TOURISM
COAL: San Joaquin County to recognize and expand tourism as an economic
driver focused on areas such as the wine industry, agritourism and the Delta
waterways, as well as entertainment, cultural events, and authentic venues.
Tourism is an important part of the San Joaquin economy and is a significant
segment of the overall California economy. Tourism amenities and marketing
campaigns benefit all residents and workers, and enhance the external image of the
County.
The reoarmendar6ons offered within this section are aimed at enhancing the tourism assets of the county.
By investing in quality of life amenities, the county will also be able to target specific tourists. This will generate
additional revenue and vwrk to achieve synergistic returns in economic development. Tourism promotion should
connect to the economic development marketing activities aimed toward businesses. Co -branding is now a key
component to external promotion.
Tourism Reconvimi lat!on One: Focus on expanding tourism resources and linldng
divergent segments of activities promoting tourism — Priority Code 1.
San Joaquin County boasts an ever-inc ramming tourist industry based on a vide variety of resources and interests;
led by our natural assets such as the Delta watennays and agri tourism most notably the wine industry. These Mase
tourist attrac tors have been augmented by local festivals focused on our agricultural base i.e.: Asparagus Festival,
Dry Bean Festival, Almond Blossom, Pumpkin and many others.
Today we see the expansions of tourisms focused on athletics through our schools and universities, professional
sports covering baseball and ice hockey, as well as indoor soccer and arena football, these being focused in
downtown Stockton and its renaissance with its economic foundation being regional in scope. In addition to
professional athletics, the continued expansion of amateur sports and regional facilities to attract and support their
participants provide an additional dimension as a catalyst for tourism
It is recommended that additional emphasis and financial support be given to the build -cut of tourism -related
activities throughout San Joaquin County. Specific recomrnendations include:
o Support and expand the downtown Stockton sports & entertainment complex
o Support the baseball complex "Feld of Dreams" in the City of Manteca.
o Development of the regional sports complex in Rpon
o Support and expand retail activities related to the tourism actMfies such as the Bass Pro Shop in Manteca
Angelou Econom ics SAN JOAQUINSTRATEGIC
Lid Entity. Each city Wthin county, Chambers of Comn-ow
Convener: Chambers of Conn wm
Participant: 1Mne Grape Comrrission, Convention & Visitors Bureaus, DTAT Stockton, Major venue operators and
associations
Tourism Pawnmerxlat!on Two: Fund and encourage the development of wine
tourism— Priority Code 1.
Tourism based on the wealth of our agricultural base crates an eoononic benefit to San Joaquin County's core
industry, agriculture, which builds a new and oorrpetitive industry surrounding the development of quality wines.
Sustaining high value viticulture provides a quality of life for the region with productive open space and the sustaining
of community identity in Lodi as well as the development of a cultural value that parallels the success of the Napa
Valley.
The eoononic potential is multiplied beyond the larger scale wineries to the burgeoning boutique wineries, hotel -
motel services, food establishments and ancillary support services. The uniqueness of the Lodi -Woodbridge
Appalachia provides the foundation for this distinctive opportunity.
STRATEGY: Develop a coordinated program bd een the private sector, City of Lodi, City of Stodkton and San
Joaquin County to support programs to sustain and e)pand the Lodi area wine tourism industry.
ACTIONS:
1) Protect the Lodi -Woodbridge Appalachia agricultural area from fragmentation and intrusion beyond
the oomwities' adopted general plans.
2) Encourage the establishment of boutique wineries
3) Develop lir>4kages between wine tourism and other areas of recreation, entertainment and sports
Best Practices —1Mne: Napa Valley(http://wnwropavalleyeom);
r.n - r ..-
:XV V] 01 1..
Angelou Econom ics SAN JOAQUINSTRATEGIC
Tourism Recommendation Three: Create incentives for the development of more
entertainment venues — Priority Code 2.
AE recognizes the need for entertainment venues for bath the locals and for a regional draw, and it is also a grit
'tool" in business developr nmt/recruitment. There needs to be a "lifestyle" in which business owners and employees
can be a part. This development will help strengthen the County and each of its cities as a "hub" for living, while
(again) creating entrepreneurial opportunities.
STRATEGY: Work to imixove the quality of life throughout the County, while capturing increr nwtal dollars
through the development of additional entertainment venues.
ACTIONS:
1) Crete one or more "entertainment districts" in which incentives and promotion can occur
2) Crete an ad hoc committee for the purposes of fully identifying specific entertainment venues desired and
their potential location (ex The Boatyard — oonverting businesses on the riverfront, creating an
"entertainment district"with good visibility)
3) Generate a package of incentives for the purposes of stimulating interest in cresting new venues; ex waive
permitting fees, offer 1-6 months free rent, offer finish -out allocations to comittee-deter Tined
specifications — all done in cooperation with private owners/investors, Wth support
4) Create with the Cthamber a Grand Opening package that includes underwritten advertising, opening week
celebrations and "hoopla", 1-2 Cthafter functions at facility during year one (as appropriate), etc—to be
supported through funds & oommunity cooperation
5) Create an Entertainment Chide for the Canty
Fffi--��t •• •�, • • •"'mmulzmWmTr• • ••• •a•, • • •
Lead Entity: Each city Within county, Chambers of Cora woe
Convener: Each citywithin county, Chambers of Camuce
Participant: San Joaquin County
Angelou Econom ics SAN JOAQUINSTRATEGIC
fechnaogy-Goma economic davmopmem
GOAL: Improve the education product and level of student
participation/achievement through the development of new learning programs
throughout the County.
Increasingly, education and woridorce development are seen as leading contributors
to economic development. Unfortunately, San Joaquin County as a whole has weak
1412 school scores. This is considered by businesses in malting decisions regarding
gro Ah and expansion. Two of the unified districts are doing well, however-, and a
highly reputable corm uinity college, as well as a high-profile university progran;
exists. Efforts must take place to improve upon the current situation, and this
improved level must then be maintained and leveraged to support the growth of the
target industries.
Education and workforce development recaTimenclations are being made to help the County achieve the following
three goals:
1. The County W11 promote its strength in higher education, understanding that education perfornianoe is a
leading contributor to business e)pansion, start-ups, and recruitment.
2. Educational and worldorce development programs will be well -coordinated, provicing services that are in
tune with the reeds of the area's targeted business sectors.
3. The County's worldorce development programs will offer advancement opportunities for all individuals,
leading to an increase in young professionals who remain in, or relocate to the area.
One of the reasons the County's reocirnmended target industries were selected was because they contain a wide
variety of occupations and ample opportunity for workers to advance their careers. Additionally the target industries
were chosen as an effort to leverage adsting assets throughout the County, while optimizing trends on a regional
and national/global level.
Wbrisform and economic deuelopnwt are closely linked. A strong workforce leads to business recruitment.
Astrong industry base generates a workforce that leads to entrepreneurship and long-term economic
growth. Astrong pod of workers is critical to business expansion and recruitment industrial
diversification, and inareasing the population of young professionals.
AngeloulEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-comae economic aerempmem
Education & Worlforoe Developrnent Recons nnendaltion One: Support Delta College's
multiple campus strategy with new campuses in Lodi, Tracy/Mountain House and
Manteca — financing and prograirming — Priority Code 1.
STRATEGY: Further strengthen the applied technology programs linked to target industries and focus for the county
through support of a needed program with education benefits and opportunities for the development of industry -wide
use technologies and benefit.
ACTIONS:
1) The City of Dodi should lead the effort in establishing the north district campus
2) The City and Delta should continue their work together for its a eationlexecution
3) The WreGrape C,ormission should take an active role in its creation, generally and working for the
indusion of researcn/technologies/pnog ares supporting viticulture
4) The Tracy/Mountain Hwse southwest campus designed to emphasize biotechnology should be supported
by both communities.
5) The Manteca southeast campus has been considered a focal pant of agriculture, agd -business and agd-
biotechnology and should be supported in its full development.
6) Delta should solicit the support of Work Net as needed for execution of training programs, and learn-to-wakk
progmmirin9
7) SJP should wrxk with all parties for the understanding of needs of the industry overall, for help in company
recruitment (upstrearr(downstream suppliers)
8) The Business Council should participate to have an understanding of any industry issues for which "action"
needs to be taken on behalf of the industry in waking to make sure the industry doesn't have roadblocks to
gmwth
Lead Entity. City of Lodi, City of Tracy, City of Manteca, Mountain I-ouse
Convener: City of Lodi, City of Tracy, City of Manteca, Mountain Ham
San Joaquin County needs to continue to orate a qualified wakdorce of the future. By reviewing the list of target
industries presented in this plan, workforce providers (VbbrkkNet, colleges, K-12 educators) can begin to better adapt
its workforce development programs to train people individuals in those skills most demanded by targeted
companies.
Lead Entity. Delta College, Pacific
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcmad ecdrnomic dereidpmerd
Convener San Joaquin Partnership
Participant: Unified Schools Districts, Chambers of Carnrerce, CSUS-Stanislaus, VVbrld�Iet, San Joaquin County
Office of Education
SW i7o", 19 F MoVe'! 1:0-01171117 T 1 '71111116,11 -
Basic education should be considered the foundation of suooessful economic development. Those regions across
the U.S. who have invested in basic education are also the most successful in growing high tech, high wage
employers. The two go hank -in -hand.
As identified in the Community Assessment, San Joaquin County has made improvements in its public school
system and educational attainment of the adult population is rising. However, more can be done to improve
education levels to U.S. and California averages. It is essential that San Joaquin County invest in the core of its K-
12
12 education system This investment will have much greater payoff long term by providing a qualified woidaoe for
current and relocating employers, as well as generating a positive spirit across; the community. Businesses in the
target industries that have been recommended by AE demand that the best possible K-12 education system and
woidorce training programs are in place that are preparing the mkforce to succeed. A strong education system will
also ensure that the county will be able to recruit and retain young professionals who demand that their children
receive excellent education. It also shows them that the community is willing to invest in itself, its future, and
therefore will support them into the future.
Lead Entity. Unified School Districts
Convener: Unified School Districts
Participant: San Joaquin Partnership, cities within the County, Vbiahet, Pacific, Delta, CSL&Stanislaus, San
Joaquin County Office of Education, Stockton Chamber of Commerce
�• 4 • . • 1 • t- � - • • �f• • : • • •
• M •• • • �.••' • ••'
Develop and support certification programs in high schools that correct to emerging target industries and jobs of the
future:
• Tracy/bio program
• Rpon's crime lab
• Certification/vo-tech: avionics viticulture, radiologic technologist, vascular technologist, nudear
medicine technologist
• CSUS-Stanislaus/Computer Science Degree
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
One example of a certification program that has received accolades across the country is the CART program in
neighboring Fresno, CA The Center for Advanced Research and Technology (wr m.cart.org) is the most
wive, state -f -the -art education reform effort at the secondary level to date. The CART combines rigorous
academics with technical, design, process, entrepreneurial, and critical thinning skills. AE recorrrrwxis that San
Joaquin work to develop programs similar to this initiative to improve its overcall high school learning and links the
students in the program to entrepreneur initiatives.
The Fresno program busses eleventh and twelfth grade students from the Clovis and Fresno Unified School Districts
to CART where they attend half-day classes in one of the laboratories taught by tearris of instructors from both
education and business. The partnership between the school districts creates a unique opportunity to make systemic
change in education and positively influence the future of all students in the San Joaquin Valley, a rapidly expanding
economic area for high-tech business and agricultural fim-s.
CART provides a state -f -the -art research and technology facility where students design and complete projects in
collaboration with partners from the local, national, and international business community. Through leaming plans,
individualized attention, and a coordinated sequence of projects, CART students explore the variety of ways they can
achieve their career goals. Wtxling with business partners, teachers, and parents, students design a program of
study that qualifies them to pursue the post-seoondary path of their choice from entry-level positions to industry
certification to university admission. With the kahowiedge, skills, and support they receive, students leave CART ready
to launch their careers.
CART began Wth the development of a foundation, a norFprofit arm for the Center that could receive donations and
grants. Fbwever, a majority of its funding is nowfrom business partners who receive technical assistance from
students at CART.
STRATEGY: As above, to further strengthen the potential woMbroe and crate high -impact outcomes while
supporting the youth of the County and their education
Lead Entity. Unified School District, County Office of Education, WbriiVet
Convener: San Joaquin Partnership
Participant: each Qty involved, San Joaquin County, Business Council, Delta, Pacific, C SUS-Stanislaus
Education and Workforce DevelopmentRecorm111111 on Five: Develop Specific
Program .ng and open eonmunic altion with the region's Technical Schools (ex
ITT/Lathrop) — Priority Code 2.
Private technical schools will play an increasing role in the future of wWoroe training. As students explore new
alternatives to traditional high schools, they will seek new job training services that deliver immediate sldlls that help
them get jobs. Private training schools are growing much faster than traditional universities and even community
colleges. Casein pant: the University of Phoenix is the fastest growing school in the world today, allow students to
take classes remotely from anywihere in the world.
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-comae economic aerempmem
San Joaquin County and its cities should support the grovAh of new education alternatives to todays youth and
retraining adults. Lathrop should promote the adoption of new programs at its ITT campus that support the area's
future industry targets.
Lid Entity. City of Lathrop
Convener: City of Lathrop
Participant: San Joaquin Partnership, Chambers of Commerce, V\brkNet, ITT
This is also a fairly simple effort in the overall development of a "ready' woridorce. This would targe the high
schools but could also be implemented in a re-training/adult education program The county should focus on those
businesses in the target industry categories for the development of this program with the school district or simply
work with employers to proactively pursue students (or adults) for internships. This effort can be
developed/managed/evaluated fairly simply on a per city basis. Tracy has already initiated an internship program
through its dumber of conTnerce.
STRATEGY: To crate interest, and potential jobs for youth and (re-trained) adults within the oomn-unity.
1) Call a meeting with the school district for evaluation/development
2) Contact those businesses in the target industry categories to assess level of interest
3) work with Delta, and/or technical school(s) to assemble "curriculums' and evaluation for the school -supported
program; coordinate all with VbidVet
4) crate a job bank for the internships
5) create a set-up/office for dissemination of inbn-etion — re: jobs available (per City)
6) assign a "spa-sor"/faculty advisor/counselor to oversee implementation of the program
7) determine a business community representative via the Chamber for oversight by the business oommunity
8) set the program for a Fall '06 start
9) begin work on a similar (with pay) Summer program
Lid Entity: Unified School District, VWNIet
Cawerw Unified School District
Participant: each City involved, San Joaquin County, Delta, Pacific, C SL&Stanislaus, Chambers of Commerce
AngeloulEconomics SAN JOAQUINSTRATEGIC ,
fecnnaogy-eonae economic aerempmem
Education & Wbrlforce Development Recoimon Seven: Promote the funding
of an aviationlautomotive trade school — Priority Code 1.
With a need for altemative career options, this is a great concept to pursue. Invite Delta, Pacific, and corporate
executives in this industry to become invdved in this project and discuss the feasibility of acting this program The
SJP should invite local woikforce developers, including those from Delta and Pacific, as well as those from the State,
to collaborate on this initiative and help define the program
STRATEGY: To further capitalize on these industry sectors; to create opportunities for homegrown
(and area) youth; to engage odsfing and prospective companies through both their
participation/sponsorship, as well as provide additional training to their employees
ACTIONS -
1 )
CTIONS:1) Coordinate meetings and discussions among local businesses, university/college, and woldorce
devdopment leaders.
2) Ensure each er ty commits time and funding.
3) Inform local and regional high schools and woiforce developers of the program (once approved) and how
students can learn more about it.
4) Launch and p unote a new aviation/autorno a trade school in at Stockton / San Joaquin Airport.
5) With the airport as the site for this school, possibly create funding through a tax increment financing district
or assessment district
Best Practices: Beasley Mazda/Austin Conwmity Colleg&Vbbricsouree (httpAmA w.worksourcea m ); Cidahoma
Higher Education (hftp:/Amay.okhighered.gM6student-oenter/adult-stdrts/trairing.shtM)
Lead Entity: Delta College, Wt *M
Convener: San Joaquin Partnership
Participant: San Joaquin County, Stockton / San Joaquin Airport
Angelou Econom ics SAN JOAQUINSTRATEGIC
OGF r: QUALM OF UFE
GOAL: San Joaquin County cultivates a robust "quality of life", with a variety of
amenities and entertainment offerings pDmoted both internally and externally—
and directly to owners of businesses and their families.
The most successful economic developnwt regions in the U.S. contain strong
quality of life amenities. These amenities are a drawfor young, skilled professionals,
busing, citizens, and tourists.
The recommendations offered within this section are aimed at maintaining and improving the quality of life for three
audiences: current residents, young professionals, and target industry companies. Each of these groups
desire and are attracted to locations with good healthcare, quality housing, safety, ample parks and green space,
artistic and cultural amenities, vibrant downtowns, and environmental cleanliness.
By investing in quality of life amenities, the county will aiso be able to target specific tourists. This will generate
additional revenue and wait to achieve synergistic returns in eoonor is development.
Q-dity of Life development should portray a certain image of each city, as well as the County, one that is appealing
to executives and other business decision makers, and the attractions should showcase each dtys creativity and
focus on its unique assets: wine country/vineyards, the river, the ac>ricxlitural history, and the (nearby) year=
round outdoor lifestyle.
(,duality of Life kaecorr>rr>endat!on One: Create a county -wide "beautification" plan —
Priority Code 1.
A corrnnity's "beauty' is a critical component of its overall economic development strategy and success. "Curt,
appeal" is important in selling one's home, and its important in selling one's oomrunity to both irxividuals and
businesses.
According to this firms survey, even eadsting residents are not pleased with the individual communities' overall curb
appeal. In working to attract business, particularly those which are more high-tech in nature and, employing young
professional, a beautification program is highly reconTrended.
One good example of how this has type of initiative has been incorporated throughout a community is in Strafford,
VA
The Stafford Beautification Committee is responsible for planning and developing projects to beautify Stafford and
encourage the reduction of litter within the co munity by planning and conducting litter control and beautification.
AngelouEconomics SAN JOAQUINSTRATEGIC
T9ainoiogy-bcmad economic dereidpmerd
The committee consists of volunteers who are appointed by the Stafford Board of Supervisors. They represent each
election district, the Stafford public school system, a garden dub, the Stafford Extension Office, and county
gmwYnent-
The committee focuses heavily on education outreach. For example, members have implemented an outreach
education program in each of Staffords elementary schools to teach students about the benefits of recycling and
litter prevention. They also have a ompp hensive public education program
Specific recommendations for San Joaquin County include:
Supportof - Airport • •• and Action Team
- Creation of a County -wide "Adopt -A.... " Program — With a youth and Young Professional's
corTporwitloutreach
111111
:171111 �Gkf--
STRATEGY: To improve an important component for Q-dity of Life throughout San Joaquin County, n-ddng the
area more livable and attractive to its a4sting residents, stimulating retention, and creating an inviting atmosphere for
potential residents: business and individuals.
1) Create a "Beautification Committed'— privately and publicly funded, with specific ole ectivestgoals/criteria,
as well as specific funding requirements and potential furring resources to accomplish goals
2) Create city -specific committees as determined
3) Create a specialized campaign for recruitment of volunteers
4) Crete a public awareness campaign to all comma pities via Chambers, local papers, worioaces
5) Create various incentive(reward programs for support (youth -focused, as well)
6) Work to support all the Do Adawn Revitalization efforts
7) Participate in the Hghvvay 99 Tasldbrce with the Grit Valley Center.
C . r • ' • • ' • • • • • • • • • • • • • • • . • '
• • • ,I I I (871T, I JEFF I Il• -r, r, •
Lead Entity. San Joaquin Council of CiDmTrnents
Convener: Each city Within county, San Joaquin County
Participant: Chambers of Corrrmnerce, San Joaquin County, Devdopment Community
AngeloulEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-acme economic aerempmem
ME M5 =72 71
To follaw on in the discussion of New Urbanism (as above), New Urbanist neighborhoods, as described by the
Congress for New U rbanisrrt are walkable and contain a diverse range of housing and jobs. New Urbanists suppot
regional planning for open space, appropriate architecture and planning, and the balanced development of jobs and
housing.
AE believes these strategies are also the best way to reduce how long people spend in traffic, to iruease the supply
of affordable housing, and to nein in urban spraW. Many other issues, such as historic restoration, safe streets, and
green building are also irrportant to the discussion of densification and urban redevelopment.
AE advocates the restructuring of public policy and development practices to support the diversification of
neighborhoods; pedestrian and transit -friendly environments. Cities and toms are shaped by physically defined and
universally accessible public spaces and oonnunity institutions, and we advocate that urban places be framed by
architecture and landscape design that celebrate local history, climate, ecology, and values -influenced building
practices.
Efforts for redevelopment and urban renewal, including densification and housing diversity, should be supported by
the Countys citizenry, corrposed of public and private sector leaders, comrrunity activists, and multidisciplinary
professionals. It is irrportant that there be a reestablishing of the relationship beh%w the art of building and the
malting of community, through citizen -based participatory planning and design.
AE's moomrrrendation for the Cities within San Joaquin County is to crested nixed -use spaces that are diverse and
pedestrian -friendly. The firm places a special emphasis on fostering neighborhoods that provide a range of housing
in dose proArnity to shopping, jobs, recreation, and transit, walkable oommunities that offer realistic housing and
transportation choices.
Urban design and master planning calls for the integration of many coriplexfactos, including market dernands,
environmental opportunities, co rrrurity input, and technical efficiencies. AE advocates each of these elements in
redevelopment efforts, and reoaTmmnds this be a high priority for San Joaquin County.
Lead Entity: Each city within county
Convener: Each city Wthin county
Participant: San Joaquin County, Business Council
Cluality of We Recomrendation Three: Maintain high quality in future
developments, building more open space for recreational activities for the young and
active segrnent of the population — Priority Code 1.
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcmad ecdrnomic dereidpmerd
Outdoor recreation is an important factor impacting the location decisions of professionals, and retirees. Wth
today's technological infrastructure, skilled makers have more fledbility in where they live, in other words, they can
live wherever they choose. Cities must continue to make efforts in seating an atmosphere that invites professionals
to "stay''. Cleating city greenways Wth connectivity both within individual communities and between the communities
will help establish a quality of life amenity that is marketable to a younger AND aging population.
Successful programs have used `rails to trails," floodways, and electric transmission and other utility easements as
opportunities for potential trails. Models to examine include the Land and Greenspace Initiative of the Austin -San
Antonio Corridor Council.
STRATEGY: To support a growing oorn unity through outdoor inproverrnents, while creating an atrnosphere for
exchange of ideas, driven by youthful endeavors
ACTIONS:
1) Each of the City's Parks Department should oversee this strategy.
2) Create a private -led Parks Improvement Croup for idea generation/support/implemnenting
3) Examine successful greenmey projects and implement in-provernents; to, and creation of County and City
parks and trails
4) Designate specific areas for large developments (ex North County — Stocidon/Lodi)
5) Work through edsting areas for incorporation of "beautification": airport, industrial parks, domintowns
6) Organize an "adopt a spot" programs encouraging citizens & organizations to adopt an area for upkeep and
beautification, as well as the development of new landscaped areas, etc.
7) Alongside the development of the area's new gateways, incorporate beautification; ex: tree planting down
boulevards.
8) Develop a City-Owrred/Privately Managed driving range at the airport
Best Practices—Outdoor: Fadden Fills, CA(http:/Ammv.hiddenhillsdty.org); Austin, TX
(http:/AmA w.d.austin.bc Ldparks✓trails.htrn) &(http:/AmAw.austinddgenders.com); Morgantown, W VA
(http:/AmAw.morgantown.com)
Lead Entity. Each city within county
Convener: Each city Wthin county
Participant: C harnbers of Cornrrace, Business Council, Development Camiunity
Cluality of Life Ncorrirriendation Four: Create programs for the youth throughout the
County — Priority Code 2.
The creation of programs for the City's youth is very important to the overall quality of life. It also supports the goal of
retaining some of today's youth and creating to rnorroWs leaders for the County and its Cities.
In downtown revitalization/redevelopment efforts, youth should be kept in mind, and this is true for other parts of the
City, as well. Incorporating youth into the arts and culture of the City and area is important, as is their active role with
the business of the city and the businesses in the city.
AngelouEconomics SAN JOAQUIN
,achnaogy-ted ecommic cwvaiapment
Strategy: To bring the County's youth into the "fabric" of the corrmnity, and give them a "place" in the
community
Programming ideas include:
1) A youth center —a place where youth can go for fun and learning — programming differing dependent on the
timeframe, etc. One program which has had much success is in Arkansas is a faith -based program, 'The
Edge" in Conway, Arkansas —(http:/AmmivtheedMline.wus)
2) Junior Achieve T ent —this program is mentioned elsewhere in this document. This is dearly a program
Mich has seen success nationally and has grown in its scope over the years. Today it can offer students
much needed basic life skills, as well as business skills that are applicable after high school graduation or
as on-going support even into college. Junior Achieverrent novo also has a terrific after-school program in -
the -works, and the County should oak with each city to launch/expand this program (http://www ja.ora)
3) Moot Corp —see "Education & VbVbrcd' section of this document. A business plan writing competition
sponsored by local businesses, supported by the City and the Chamber.
4) Youth Art — one or more of the galleries could be constructed as a co-op, featuring the art of the area's
youth, with various competitions/juried shows/solo exhibitions, etc. This works to encourage creativity while
keeping youth active in the cornrrunity.
5) Adopt -a -Spot —the school district could work with student organizations to encourage their "adoption" of
designated or crested City areas for beautification, and make it their own with all the responsibility AND
recognition due.
6) Poetry Slam — support this very popular cultural phenomenon throughout the Cities, perhaps at the new
coffee shop. Youth right could be supported with prizes, perhaps even a Charrber (or other organization)
publication of `Winners" works. Examples: The Rubber Chicken Poetry Slam
(http:/Ammtr.rubberchidkenpoetiy.com); Austin, Texas —(http://wmmv.austinslamoom)
7) Internships —see "Education and Wbrkl e' section of this document. This program will work to further
integrate the youth into the community, creating responsibility and identification with the area businesses
and industry, generating an appreciation and perhaps a loyalty.
Lead Entity: Unified School District
Convener: Unified School District
Participant: Chambers of Commerce, Delta, Vbrivnet, Business Council, Bays & Gids dubs
AngelouEconomics SAN JOAQUINSTRATEGIC
T9crinoi gy-bcmad ecdrnomic dereidpmerd
The City of Stockton formed a Spats Camission to bring new sporting events and tournaments to the area. The
intent of the Garmission is to retain and enhance the marry events Stockton has been hosting over the years. The
group's goals include the enhancement of Stockton's image, the providing of entertainment for the community unity and
visitors, and a contribution to the quality of life in the Stockton area.
The Gormission's job is made easier by Stoccton's great wither, the City's excellent athletic facilities (including
San Joaquin County, Pacific, and Delta College), the central location to other pants of interest in California, and the
strong support of the business community in providing quality sporting events.
This effort on the part of Stockton should be expanded to create a similarly str uctured county-Wde entity. In working
to fully gain econorrically from such efforts, there is a need to reach out to the County for support and collaboration.
There are a number of facilities throughout the county that are tremendous assets in support of the mark of a sports
commission. The county -vide effort should be built to attract national and international tournaments and events,
utilizing facilities throughout the area.
A county --vide effort will crate tremendous econornic impact on a more year-round basis for the entire area.
• • •19-
a •.•• • • • i Ca • 'a• • • • •a •�•• • •
Lead Entity. San Joaquin County
Convener: San Joaquin Canty
Participant: Charnbeis of Commerce
Angelou Econom ics SAN JOAQUINSTRATEGIC
PERFORMANCE METRICS
An important component of this Strategy's implementation is a plan to evaluate performance. By comrritting to such
a plan, the San Joaquin Partnership will bejaning the ranks of communities in Oregon, North Carolina, Mnnesota,
and Indiana that have developed successful benchmarking systems to monitor their economic performance. The
performance metrics proposed in this plan provide economic developers an opportunity to demonstrate the positive
results of their efforts and build confidence among the general public that the economy is heading in the right
direction.
The implementation of this Strategy will require ongoing collaboration among many groups in San Joaquin County.
The Partnership should take the lead in convening annually to evaluate the implementation progress of this Plan.
Groups should be fanned in five areas to meet annually:
1. San Joaquin Partnership
2. Business
3. Chambers of Commerce
4. Government
5. Education & Workforce
To aid in the discussion of implementation progress, AngdouEoonorrics has identified several data sets that are
good measures of economic performance. These data can usually be found at the county -level and on an annual
basis:
Economic Development and Marketing
❑ Local, state and national media mentions relating to economic development
❑ Prospect activity (info requests or visits)
❑ Tourism revenues
❑ Changes in web traffic
❑ Local businesses e)panding
Business aimate and Entrepreneurship
❑ Net firm creation
❑ Venture capital inflam
❑ Membership in entrepreneurs associations
❑ Number of companies in the Business Retention Program
The Co * c old have an arnual "scarecarcf meeting where an outside ao mAant reviews progress made and
gives each city a snore on each goal and strategies hrrplemented or not uridemented.
Education and Worisforce Deveelopirrent
❑ Job grovAh in non -manufacturing industries
❑ Average wage
❑ Percentage of college educated workers
❑ Changes in SAT scores
❑ (manges in educational attainment
AngelouEconomics SAN JOAQUINSTRATEGIC
fecnnaogy-eonae economic aerempmem
Another measure is through a survey to loci business owners and nwx gers derradrating, from their
perspective, howlocal university and colleges' cumcufum and w rkbrce a9velgp7en9 trairrng programs
correspond to ther worla`aw needs
Infrastructure and Sites
❑ 6dstence of quality business parks and sites
❑ Available development acreage (with utility service)
❑ Corrrr LAer oongestion
❑ Office and industrial vacarxy rates
(,duality of Life
❑ Percentage of population in the 25-34 year-old demographic
❑ Net migration of new people to the county/region
❑ Poverty rate
❑ Per capita income
❑ Parldand acreage per capita
❑ School perfarnance (SAT/ACT scores, drop-out rates, internship programs)
AnothernBa%m is through a survey to citizens that asks them to rate entertainment options and affarlable
housing optrais� and whether or not they have irr proved in their carnwity.
PerfaTr anoe metrics for San Joaquin will require a careful consideration of this Plan's goals. Angeloul5conoomics
recon rends that the San Joaquin Partnership select 4-6 metrics that capture progress in job action, woridorce
capabilities, and quality of life.
1) Announced jobs created at above-average mages
2) Prospect activity (info requests or visits)
3) Per capita income
4) Average wage
5) Net migration of population in the 254 year-old demographic
6) Average SAT scores
These metrics should be updated annually.
Angelou Econom ics SAN JOAQUINSTRATEGIC