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Home My WebLink AboutMinutes - January 27, 2015 SSLODI CITY COUNCIL SHIRTSLEEVE SESSION CARNEGIE FORUM, 305 WEST PINE STREET TUESDAY, JANUARY 27, 2015 A. Roll Call by City Clerk The Shirtsleeve Session of January 27, 2015, was called to order by Mayor Johnson at 7:00 a.m. Present: Council Member Kuehne, Council Member Nakanishi, Mayor Pro Tempore Chandler, and Mayor Johnson Absent: Council Member Mounce Also Present: City Manager Schwabauer, City Attorney Magdich, and City Clerk Ferraiolo Council Member Nakanishi left the meeting at 8:15 a.m. B. Topic(s) B-1 Receive Reports from the San Joaquin Partnership on Lodi Commercial Land Survey and from the Lodi Chamber of Commerce on Vision 2020 (CM) Shelley Burcham, Vice President - Client Services of the San Joaquin Partnership, provided a PowerPoint presentation on the San Joaquin County Land Survey. Specific topics of discussion included economic indicators from 2010 to present; population in San Joaquin County, Stockton and Lodi; unemployment rates; housing costs; real estate statistics; existing building inventory; available building inventory within Lodi; new construction within San Joaquin County from 2012 through 2015; land survey entitlements; available land; industrial/commercial land available; San Joaquin Partnership; Bay Area industrial building base; 2014 records set; warehouse versus e-commerce; and whether the community is prepared to move forward. Ms. Burcham further presented a handout listing the five largest buildings per jurisdiction in San Joaquin County. In response to Council Member Kuehne, Ms. Burcham stated that the range of 319 to 807 new jobs in 2014 takes into account initial jobs, as well as jobs relating to build out. In response to Council Member Nakanishi, Ms. Burcham stated the purpose of attracting Bay Area companies is to bring higher wage jobs into this community. In further response, Ms. Burcham stated she would provide Council with information regarding average wages for San Joaquin County. Pat Patrick, President of the Lodi Chamber of Commerce, provided a PowerPoint presentation on Vision 2020. Specific topics of discussion included an overview of Vision 2020; economic competitiveness; work force development; tourism; Lodi livability; community and business health; Lodi Well; next steps for the City and the Chamber; the City being a leader or co -leader in economic competitiveness, livability, and tourism; the City being a partner in workforce development; and where City leadership is needed. In response to Mayor Johnson, Mr. Patrick stated that he expects there will be continued support for wellness programs following the takeover of the hospital, adding there have been long-time programs in Lodi by the Adventists and churches that have helped many people achieve healthy lifestyles. Mr. Patrick distributed a handout listing the detailed strategies for each vision focus area and asked for Council Member participation by inviting them each to join a Vision Action Team (VAT). In response to Council Member Nakanishi, Mr. Patrick stated some of these action plans are already underway or complete, including the process of reviewing and upgrading parks through the Parks, Recreation, and Cultural Services Department and the Recreation Commission, as well as the creation of a Harbor Pilot program following the City's hiring of the Business Development Manager position. At the request of Mayor Johnson, City Manager Schwabauer provided an update regarding the closure of General Mills. He reported that staff is in communication with the General Mills personnel assigned to remarket and repurpose the property and that the company has hired a broker and produced a brochure, with the City's assistance, detailing the abilities and services the City can provide, as well as details about the property. General Mills expects to have the brochure available in February to begin marketing the property. Mr. Schwabauer added that General Mills is a private business that will continue to operate until January of next year and that, although the goal is to remarket the property as soon as possible, the company should be afforded the opportunity to continue to operate profitably throughout its time here. Mayor Johnson assured the public that everything possible is being done by the City and General Mills to remarket the property as expeditiously as possible, but the City does not own the property and cannot get actively involved in the company's process. Mr. Schwabauer added that, with a property of this size and unique assets, the initial step is to market the property as a whole and potentially backfill with another company that could provide 400 plus jobs in the community. If that attempt is unsuccessful, the next step would be to market the property in a piecemeal fashion; however, it will take some time to work through each of these steps. Mayor Johnson stated that he was concerned with the lack of industrial and "shovel -ready" land, stating this inadequacy makes Lodi less competitive for bringing in new jobs. Terry Quashnick provided information regarding the Silicon Valley -based company Cepheid, which has a facility in Lodi, stating that he is working with top executives to convince the company to move a satellite production facility to Lodi, potentially at the General Mills site, which would create many jobs and be of great benefit to the community. Council Member Kuehne expressed appreciation to the Chamber and all of the volunteers who worked so hard on putting together this plan, stating he felt encouraged by the information. Mayor Pro Tempore Chandler also communicated his appreciation to the Chamber and volunteers and expressed his interest in participating on the Economic Competitiveness and Tourism VATs. Council Member Kuehne expressed his interest in participating on the Livability VAT. Mayor Johnson reiterated his concern that Lodi's greatest challenge is the lack of available land for new business and stated he would bring this issue forward as his top priority at the Council's future goal setting session. In response to Mayor Pro Tempore Chandler, Ms. Burcham stated that Lodi should focus on attracting agricultural and food processing industries. She reported that most food processing companies are looking for linear, efficient buildings in order to make their products as low-cost as possible. Lodi's assets in attracting businesses to its community include having its own electric utility as an alternate to PG&E and the railroad on the east side that has dual rail service. In response to Mayor Johnson, Ms. Burcham stated that the repeal of the Enterprise Zone negatively affected business attraction to communities, adding that San Joaquin County had many census tracks at the poverty level that were being helped by the Zone. In further response, Ms. Burcham stated that most businesses already know about a community before doing a site visit and their primary considerations are location, target industry, and workforce. Incentives offered by a city are considered and can be helpful, but they are not the major deciding factor. In response to Mr. Schwabauer, Ms. Burcham stated that Lodi is sitting in a suitable location because of its proximity to the Bay Area, international rail lines, airport, and highways, all of which enable goods to be transported easily. Richard Vasquez, Delta College Board Trustee, expressed his support in working with community leaders in Lodi to promote the Vision 2020 plan and to encourage development that would further stabilize the community. Mayor Johnson stated that Mr. Vasquez met with Business Development Manager Adam Brucker regarding the Delta College satellite facility and is amenable to further conversations on this topic. Mayor Pro Tempore Chandler stated he was on the original task force regarding this matter and suggested Mr. Vasquez contact him to further discuss this effort. Michael Locke stated he believed Lodi needs fully -approved sites for investors to visualize an end result that would convince them to move here and that Lodi must maintain its uniqueness and continue to promote its wine industry. C. Comments by Public on Non-Aaenda Items None. D. Adjournment There being no further business to come before the City Council, the meeting was adjourned at 8:21 a. m. ATTEST: Jennifer M. Ferraiolo City Clerk AGENDA ITEM Bm CITY OF LODI COUNCIL COMMUNICATION • TM AGENDA TITLE: Receive Reports from the San Joaquin Partnership on Lodi Commercial Land Survey and from the Lodi Chamber of Commerce on Vision 2020 MEETING DATE: January 27, 2015 PREPARED BY: Business Development Manager RECOMMENDED ACTION: Receive reports from the San Joaquin Partnership on Lodi Commercial Land Survey and from the Lodi Chamber of Commerce on Vision 2020. BACKGROUND INFORMATION: Shelley Burcham, Vice President — Client Services of the San Joaquin Partnership, will provide a PowerPoint presentation on land inventory. Pat Patrick, President of the Lodi Chamber of Commerce, will provide a PowerPoint presentation on Vision 2020. FISCAL IMPACT: Not applicable. FUNDING AVAILABLE: Not applicable. Adam T36'er Business Development Manager APPROVED. x:: Stephen ScNmbafier, City Manager . . . . . . . . ....... . ANN "Moving Forward" San Joaquin County Land Survey The Reces Forward • Economic ind[cators 20 1O-. Current o Population o .Unemployment Hosing Costs o Real Estate Stati California San Joaquin County Stockton Lodi Population 37,253,956 37,4271946 371668,804 371984,138 38,340,074 685,306 689,160 693,013 701,745 710,731 291,707 292,897 294,545 297,757 300,899 62,134 62,344 62,575 63,233 63,651 WA� Source: Department of Finance, Table 2: E-4 Population Estimates for Cities, Counties, and State 2011-2014 with 2010 Benchmark. Unemployment Rates As of November 2014: San Joaquin County 10.7% 21.0% Stockton 13.0% 19.0%- Lodi 8.0% 17.0% 15.0% California . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . fSan Joaquin County 13.0%. . . . . . . . . . . . . . Stockton 11.0% . . . . . . . . . . Lodi . . . . . . . . . . . . . . . . 9.0% . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.0%. . . . . . . . . . . . . . . . . 5.0 % . . . . . . . . . . . . . . 2010 2011 2012 2013 Source: State of California EDD Labor Market Information Division 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0 Housing Costs 2010 2011 2012 2013 2014 California -i&-San Joaquin }Stockton Lodi Sources: DataQuick Real Estate News, New/Resale Houses/Condos California Association of Realtors, California Median —January Each Year 13.0% 12.0 11.0% 10.0% 9.0 8.0% 7.0% 6.0% 5.0 Vacancy Estate Statistics 4Q2009 4Q2011 4Q2012 4Q2013 3Q2014 = 1,0001000+ Net Absorption Sq. Footage (600,000) (100,000) 400,000 900,000 Source: CBRE Central Valley Industrial Market View R tsuflalnR inventc a r I _ s ix � x -plip It IE a r !d !T AffPp` Prepared by: 248 E. Keltleman Lane Lodi IND BLDG NW.. Brake Flya hrfpYh+aw-aa7'oaq�umrra-orywa>arts City of Lodi Available Building Inventory No 1200 Amp, 277/400 Volt, 3 Ph— qPSan Joaquin Partnership No Park Listed 1$55 E. Lodi Ave. 5,000 038 3 W Park/Dev Address Bldg SF Acres Grade Level Clear Height Lease $!SF Sale Price Rail Listing Broker Type City Avail SF Zoning Dock Doors APNO Lease Terms Price $/SF Rail Provider FT -Zone Agent No Min. Divisible Status Parking Ratio Load Type Power Backman Industrial Arae 1211 E. Vi - Street 10,200 0.76 2 18 $885,000 No Lee&Assarlehis 200 Amp, 110220 Ver, 3 Phase 10,200 M $84.80 No Lodi Ekisting Broto Flyer htfpYAvww.sar#w4treruse.wanp-wn�NrpbedvPropMrFlrarmcw13s5_e}sdLare.uw Darmn McFadden IND BLDG Goode Map Beckman Industrial Arm 400 Amp, 12W40 Volt, 3 Phare 17,540 No Image Available $0.75 Norex: Fenced & paved yard area. Lee &Associates 7,034 M-1 Broker Fya: nrAraw.aarrcamara,.erv4rp*�rracarPrcvartrfhars,roddrzrv_nrro �naacpdr No Google Map No Park Listed 5401 E. Harney Lane 22,800 36.2 4 $2,490,000 No Petersen & Company 22,000 AG40 4 1151-03035, 52, 56, 061- No Lodi 0411-23. 33 Joe Petersen/Meghan Eustinp IND BLDG Lange Nora: New 500+ deep wel I, 6 sepuc systema. Includes 22,000 of warehouse w11400 of offirar space. _.jaBrakaFlya� A1gaYrlvaw.s�epaq�aeuraorPwpcu+renwmarcr�raperty�ryasrtom�seo+.nen�ar_lrnr,ydr Google Map No Park Listed 2000 W. Tumor Road 1,123,000 75.05 Yes Corporate Service 1,123,000 M 40 015-64002,03,029-030- UP No Consorfium, Ino - Ladi 517,000 Frosting 4117 spares 13, 89 Willis. Nichols IND BLDG Norex: 196 Tractor Trailers. Clear Heights: 16', 18', 21', 2T, 28'. 510% 87' and mom. Lodi Electric Utility Is the electrical service provider. Rallis available ort -site. BmLaF dr. AfnlAvaaal4c Google Map Beckman Industrial Area 1300 E. Vxtor Road 57,400 3.7 16 20 $0.30 $2,870,000 No CB Richard EI1is 57,400 M-2 10 NNN $50.00 No Lodi EA ing Ryan McShane IND BLDG 2rA0 0..p, Tr71490 Volt, S Ptrme Nola: Pawd/fenoed & secure yard area. - BrokaFya: hfii -/,N,r+. rpn P—mnmmbad.F War~.%dY1300 _�aor road as Google Map Beckman Industrial Area 8805. Beckman Road 24,200 385 18 14 $0.55 No Lee &Associates 24,200 NNN No Lodi EXistng Daner McFadden IND BLDG 400 & 200 Amp, 2771480 & 1201240 , Nwer: Two buildups: 18,7002 SF & 5,500! SFVolt3 phase . Ne Park Liemd 248 E. Keltleman Lane Lodi IND BLDG NW.. Brake Flya hrfpYh+aw-aa7'oaq�umrra-orywa>arts 21,040 21,040 roPbadvl=rape.lye-/m 2.55 14 18 GG Existing nocm24e_Aermma>twn.adr $0.55 NNN No 1200 Amp, 277/400 Volt, 3 Ph— Lee & Associates No Darren McFadden Google Map No Park Listed 1$55 E. Lodi Ave. 5,000 038 3 W $0.55 No Lee &Associates 5,000 M-2 G No Lodi 2,100 Existing Darren McFadden IND BLDG 200 Amp, 110220 Ver, 3 Phase Ndar: Fenced yard. Broto Flyer htfpYAvww.sar#w4treruse.wanp-wn�NrpbedvPropMrFlrarmcw13s5_e}sdLare.uw Goode Map Beckman Industrial Arm 7305. Beckman Road - SuiteA 17,540 3 16 $0.75 No Lee &Associates 7,034 M-1 G No Lodi Existing Damen McFaddeniJoe IND BLDG Cis[ Nwa: Broka Fll'a' hlfpkWww.aea`oa4ulnuaa.oryM 3o s 6apYmalird.pw Google Map Construction 2,500,000 2,000,000 1,500,000 1,000,000 500,000 I San Joaquin County New Construction By Year/ By Community 2012-2014 Phase Year Jurisdiction Project Developer Sq. Footage Type Construction CompliM Total SF 2014 Lathrop 2050 E. Louise Avenue TEC Equipment 47,000 Service 47,000 2014 Lathrop 11800 Harlan Road Laird Norton Real Estate, LLC 746,383 Logistics 746,383 2014 Manteca CenterPointe Intermodal Center CenterPointe 1,000,000 Logistics 1,000,000 2014 Stockton Stockton Airport Business Center Buzz Oates 257,000 Logistics 257,000 2014 Stockton 2110 Sinclair Avenue Interstate Truck Leasing 120,000 5ervioe 120,000 2014 Stockton (Port) 1201 Railroad Way, Bldg B Holland, LP 8,500 Service 8,500 2014 Tracy Prologis Int'I Park of Commerce Prologis 1,001,378 Logistics 1,001,378 Total under Construction 3,00,261 2014 Lathrop Crossroads Commerce Center In N Out Burger 25,750 Mfg 25,750 2014 Manteca CenterPointe Intermodal Center Crothall Healthcare 60,150 Service 60,150 2014 SJC Uninc. 2908 Bozzano Road Agro -Culture Liquid Fert. 22,000 Mfg 22,000 2014 Stockton 2801 West Lane ACE Train Maintenance 135,000 Service 135,000 2014 Tracy NEI-Prologis Park Tracy II Amazon 107,000 Logistics 107,000 2014 Totals 349,900 2013 Lodi Beckman Industrial Pacific Coast Producers 434,411 Mfg 434,411 2013 SJC Uninc. 18655 Jacob Brack Road Trinchero (Sutter Home) 700,000 Mfg 700,000 2013 Tracy NEI-Prologis Park Tracy II Amazon 1,017,353 Logistics 1,017,353 2013 SJC Uninc. 4250 Mariposa Road Dryco Construction 7,400 Service 7,400 2013 Totals 2,159,164 2012 Stockton Triangle Industrial Park Ardex No. America 56,000 Mfg 56,000 2012 Stockton Port of Stockton W ilmar Oils & Fats 20,000 Mfg 20,000 2012 Totals 76,000 Total Complete 2,385,064 Land Survey Fully Entitled Within S01 Zoned Infrastructure J! YJ:3 Environmentally Clear Annexed Shovel Ready within 12 Months Some level of Entitlements Developer Interest Foj]211ya Not Entitled May Lack Developer Interest .111 5000 � 111 i 1 1j 111, 111 L Q C U0 0U J w City of Lodi Industrial /Commercial Land 1,76.9 190 - J,M 1,055 13(l - 1,1&5 37.6% Available Acreage Existing: 161 Planned: - Future: 1,024 ndlMrra ICommmialP o erWs LODI Groin Acral I Available Au LEVEL OF Ewrr EMEmS luriatliclJon Ltiarent For Report Cwaas Available Percerrta& Infrastructure Emiiro SiteName Jurlsdidlon Development City Status Ind Comm MU Aeras Ind Comm MU Ames Rum Out Ch SOI Extended Clearance Annexed Shovel Read Beckman Industrial Area City I Lodi Lodi I Existing 1 836.36 1 1 1 936.36 161.35 161.93 8136 Yes I Yes I Yes I Yes I Yes Lodi East Industrial Area uninc Lodi Lodi Future r 932.46 1 130.39 1 1 1062.851893.40 1 130.39 1 1 1023.791 4%1 No I No I Na I No I No 1,76.9 190 - J,M 1,055 13(l - 1,1&5 37.6% Available Acreage Existing: 161 Planned: - Future: 1,024 San Joaquin Partnership 2014 Wins TEC ONTE 4 ATE TRUCK CENTER i Eaulc ent lTl! iWWI:frore Building bkorth B$j, _ 741 }a►st Bay111 ,�/'� 00'. 162,. nn - �� 0AW- I' Sou a y, Q ? Through Q2 -2d%, - tource: Cassidy Turley Research 2014 Broke Records 2014 Occupancy Growth 150 to 160 MSF Courtesy of Cassidy Turley, Garrick Brown Top Five Industrial Occupancy Growth Years USA 153MSF 1997 14,7MSF 1995 136 nnsF 2013 130MSF 2005 128MSF 1998 Warehouse vs. E-Cornmerce • 36' Clear Height — Maximum • A Little Mezzanine, Stacking Priority • Few Employees • Minimal Parking • Life Systems, HVAC, ESFR • Inventory Driven • 36' Clear Height Minimum 60' Clear Height Not Uncommon • Mezzanine Areas for Picking, Packing, Gift Wrapping, Returns & Back -Office Tasks • More EmployeesM • More Parking • Life Systems, HVAC, ESFR • Employee/Consumer Driven Is your community prepared to "Move Forward ?" A Roadmap for Lodi As We Approach the Year 2020 Your indepth took at the plans, goals and vision of the Lodi we hope to build and create by the year 2020 aw(,S)TWOU(E�N yona 2020 Why Economic Sustainability &Growth WIhT 65 Business &Community Leaders 5 Areas Of Economic Opportunity Dutcgmaz,-,Eo 2oon ztatamanto ❖16 Major Strategies ❖55 Action Steps ❖2,000 Work Hours Resulting From Over 25 Meetings And The Production Of A Printed Report •.. e ;_ 2;t campetitivoness ❖Educate Residents About The Need Of Economic Expansion And Develop Metrics To Track Progress *:*Become More Attractive To "New To Lodi" Job -Creators ****Be Aggressive In Facilitating Job Creation In Existing Businesses ❖Streamline Permitting Process For Start -Ups And Business Expansion Hope /Everyone ersonal Responsibility Opportunity Needs A Sense eir Life Can Be Better... Everyone Needs A Sense They Can Get A Job... � Have Our Youth/Students Think About What Their Careers And Work -Life Will Be In Lodi Identify The Jobs Lodi Will Need In The Future Secure Post -Secondary Education Program To Match Workforce Needs Tourism *Become More "Attractive" To Wine -Tasters, And Other Tourists *Protect, Spruce -Up & Maintain Downtown, Expand Attractions And Increase Attractiveness *Coordinate Branding And Marketing Efforts Among Chamber, City, Visit Lodi & LoCA *Better Utilization Of Tourism Facilities, Seek New Overnight Visitors, Expand Meeting Markets, Tournament Sporting Events, Bike Tourism, Among Others _ ''� ! � tip• i#-=�"�••. -oilW., 7,40 ❖ Be More Attractive To The People We Economically Need. How Can We Be More "Cool," "Hip," & "Vibrant" To Job -Creators And Young Families? ❖ One Lodi... Diverse, Safe, Changing And United In Creating A Better Local Economy For All ❖ Set A Goal To Greatly Influence Sustaining Our Surrounding Agriculture, Which Adds Value To Lodi ❖ Secure A Post -Secondary Educational Institution In Lodi Imagine If Lodi Could Claim To Be One Of The Healthiest Cities in California. What An Opportunity... What Would It Take? Reach And Educate, Everyone In The Community Via Their Places Of Work, Church, Club, School Along With Support From The Health & Wellness Community Throughout Lodi, The Goal Is To Have As Many People As Possible In The Community Become: LODI WELL Lodi Well Is... -Wellness- Components of Information, Education, Access To Care, Mentors, Supportive Networks Opportunities, The Downsides Of Poor Health And The Upside Of Being — LODI WELL -Exercise- Teach Different Options, How To Get Started And Tips On Maintaining -Good Nutrition - What is It? How & Where To Purchase Healthy Food And Then Prepare It -Safety- For All Ages From All Community Intersects -Improve Infrastructure- ike & Walking Paths, Well Lit Streets, lore Community Gardens And More Business & Community Health Continued.... -Inventory Programs/Map Existing Wellness Resources- ❖ Develop Resource Guide, Define Gaps, Identify Services, Evaluate & Establish Measures And Metrics To Manage Going Forward -Advanced Illness Management - Encourage & Support Completion Of Advance Medical Directives, Facilitate Better Understanding Of Directives As Well As Palliative Care Next Steps For City & Chamber We Invite Council Members To Join A Vision Action Team (VAT) ✓ Workforce Development ✓Tourism ✓ Business & Community Health ✓ livability ✓ Economic Competiveness City is leader or Co -leader in 27 Action Steps Economic Competitiveness (8 Action Steps ♦2.1A Develop List Of Assets &Deficiencies (partner) ♦2.1B List Of Business Owners As Referral Source (partner) ♦2.1C Create Funding (partner) ♦2.1D Targeted Marketing Plan (partner) ♦4.1A One Stop Permitting Process (partner) ♦4.1B Hire Business Development Manager ♦4.1C City Staff Awareness (partner) ♦4.1D Concierge (partner) Livability (3 Action Steps ♦2.1B Identify Need For Programs ♦3.1A Encourage Value -Added AG (partner) ♦4.1A&B College, Delta or Other (partner) Tourism (13 Action Steps) ♦1.1A&B Way Finding Program & In -Process Gateway Enhancement (partners) ♦2.1A Thru G Enhance Downtown (partner) ♦3.1A&B Unified Branding &Use (partner) ♦4.1C&E Upgrade Parks &Bike Paths (partner) Workforce Development (No City as Lead Partner Action Steps) Business & Community Health (3 Action Steps ♦ 4.1 Safety In The Neighborhoods PD &Fire (partner) ♦ 5.1 Improve Infrastructure: Parks, Walking &Bike Paths ♦ 6.1 Map Wellness Resources (partner) (partner) Your Leadership Needed Here: *LODI HEALTH *LUSD *PRIVATE SCHOOLS *ROTARY *KIWANIS *LIONS *CHURCHES *YOUTH ORGANIZATIONS *B4C *LEADERSHIP LODI ALUMNI *YOUNG PROFESSIONALS OF LODI *MANY LODI BUSINESSES *LODI CHAMBER OF COMMERCE Five Largest Buildings Per Jurisdiction Stockton INDUSTRIAL I a_ _vail_sf,77 I s_tre no+ Wt ee_. !'dig 1 I n� stree tame = 'i _L. 1 �Ki �• I - _ „ park_dev _ ,I L� 443640 1030: Runway Drive Airport Gateway Center f 300000E 4650i Newcastle Road- NorCal Logistics Center 2570001 28451 — Boeing Way (Stockton Airport Bus. Center 1645401 37354Imperial Way Arch Rd Business Park 150000; 3021Boeing Way Stockton Airport Bus. Center Tracy INDUSTRIAL availrfi�p st�ee!no�l streetdir_street_ a_rri_e'_' �+�-; L� park_'de_v 4905001 10000001 500? E. I Pescadero ; Prologis Park Tracy I 386289 1820 N.MacArthur Dr. Stonebridge Industrial Park 1732621 20201 N. €MacArthur Drive Stonebridge Industrial Park 1518521 20001 N. Chabot Court - Bldg #1 Northeast Industrial Area - Phase 1 113715 — 1831N. MacArthur Drive — 'Stonebridge Industrial Park Lathrop INDUSTRIAL avail_sf I r street M street dir. streeLpame - park_dev 10000001 500? E. Loulso Ave Pilkington North Amercia 271075 4013 Nestle Way ;Crossroads Commerce Center 1452291, 11960 Harlan Road California Logistics Centre E 131200' 119001 Harlan Road, Bldg.. B: ',California Logistics Centre 129333: 619; Nestle Way Crossroads Commerce Center Unincorp INDUSTRIAL . avail sf _ lj- street_no ,.I ,.street_dir I street name park_dev 1�1396B� 12101 E. Brandt Road No Park Listed 113450; 20500; ;Holly Drive Holly Commerce Center 100000; 11951 N. Gertrude Avenue No Park Listed 97470; 16411 E. — Citation Street Air Metro Business Park 75328 3001.1 N. Navone Road Fairchild Industrial Park Manteca INDUSTRIAL avail. sfstreet�.no streetdir. I - streetname I park_dev 166417' 9001 Spreckels Avenue Spreckels Park 573291 555' Industrial Park Drive i Manteca Industrial Park 43397+ 2301 W. Louise Ave. Bldg. D Pacific Business Park 42988 14751 Moffat Blvd., Bdg A No Park Listed 35400 1192; Vanderbilt Circle I 'Manteca Industrial Park 1/26/2015 Five largest Buildings Per Jurisdiction Lodi INDUSTRIAL 1/26/2015 c-wu � 1123000 2000 Turner Road . General Mills 57400 1300 E. Victor Road Beckman Industrial Area 24200 880 S. Beckman Road I Beckman Industrial Area 21040 248 E. Kettleman Lane �No Park Listed 7034 730 S. Beckman Road - Suite A _ 1 Beckman Industrial Area Ripon INDUSTRIAL None Escalon INDUSTRIAL None 1/26/2015 VISION FOCUS AREA: Economic Competitiveness VISION STRATEGY 1: Clearly communicate the critical need for economic improvement to and for all citizens of Lodi (Pat/Bd) A. Research Lodi's current statistics Mike Carouba Chamber/ LNS 2014 USE DEMOGRAPHIC including Medium Household Income, DATA AS AN Medium Value of Home, Unemployment EDUCATIONAL Figures, and other data to use as an TOOL educational tool. MONITOR AND B. Using the outcomes developed by all of Chamber Board Chamber Staff / LNS 2014 TRACK STATISTICS the Vision 2020 Action Teams, monitor FOR and track key measures determining IMPROVEMENT improvement or deterioration of economic indicators. CONTINUE C. Monitor annually, continuing to educate Chamber Board Chamber / LNS 2014 EDUCATION and develop other strategic plans for PROCESS economic improvement if necessary. Support policies to encourage economic improvement before governments. STRWATEGY 2: Begin an ongoing effort for targeted job creation through attraction of new -to -Lodi businesses (Pat/Dave K) , n� DEVELOP LIST OF A. Develop a comprehensive list of City/Chamber Dave Kirsten 2014/15 ASSETS AND desirable assets and deficiencies for Partnership DEFICIENCIES Lodi as seen by prospective targeted businesses. Work on turning deficiencies into assets if possible DEVELOP LIST OF B. Develop a targeted profile of City/Chamber Dave Kirsten 2014/15 BUSINESS businesses and business owners we Partnership Plastics Manufacturing Companies OWNERS AS think would be good prospects based REFERRAL from referrals of current Lodi business SOURCES owners. 2CW_� VI S i0 STRATEGY 2: Begin an ongoing effort for targeted job creation through attraction of new -to -Lodi businesses ACow -~ C. Identify funding sources and create City/Chamber Private Concerns / (PAT) 2015 CREATE FUNDING funding for a business attraction Private marketing program with measurable Partnerships deliverables. D. Develop a targeted marketing plan to Private Business Partners 2015 TARGETED highlight the attractiveness of doing City/Chamber MARKETING PLAN business in Lodi with coordinated Partnership follow-up efforts by the City, Chamber of Commerce and local business leaders. STRATEGY 3: Help targeted existing businesses expand with a goal to create new jobs J = Action -' A. Identify entrepreneurial start-up, small Chamber (PAT) SCORE / Delta College X IDENTIFY GROWING or medium sized businesses that desire Chamber Small Business Association BUSINESSES to grow and create jobs Members/ Ambassadors DEVELOP B. Develop a broad team of business SCORE/Delta College/SBA, Local X BUSINESS practitioners who are skilled and Chamber / (PAT) Consultants, Business Practitioners TEAM experienced in growing jobs in (The Group) manufacturing environments. TEAM ACTS AS C. Have the team act as Economic Group Members Chamber/City ECONOMIC Gardeners in entrepreneurial small and who will begin Chamber Member Vendors X GARDENERS mid-sized companies to grow businesses to self direct (JAMES) using their skills in finance, operations, manufacturing, engineering, technical, inventory control, marketing and sales, and human resources. LNS/Chamber Classic Design SHOP LOCAL D. Promote and encourage Lodi businesses, (TIFFANY) 2014 NOW residents, and City Government to Shop Local VI S 10 STRATEGY 4: Streamline business start-up and expansion processes insuring a quick but thorough process C ion ONE STOP PERMIT A. Research and develop aone-stop Chamber/City Other Stakeholders X PROCESS permitting process system for Lodi POSITION TO B. Create a "Harbor Pilot" program within City Stakeholders DONE ASSIST NEW & City Hall that can help new or expanding EXPANDING businesses navigate through all the BUSINESSSES permitting steps and requirements WITH PERMITS needed for businesses to get to market. CITY STAFF C. Create awareness of intra -City City/Chamber Chamber X AWARENESS competition for jobs in our region OF JOBS among City staff and citizens. D. Develop a Concierge program for City/Chamber Chamber/Stakeholders X CONCIERGE defined business area in Lodi such as Downtown BID Downtown Awak ZL7jmW=V1S1ON •Livability VIS10N STRATEGY 1: Development of family-oriented anchor attractions (SALLY SNYDE) -_ -�� . ; - Action •- -- .� -� .L - Chamber Parks & Rec., Visit Lodi, Chamber, X RESEARCH A. Field a community research team to FAMILY -FRIENDLY investigate other cities for family- WGC, Mark Armstrong, Micke Grove ATTRACTIONS friendly attractions that provide & Historical Society entertainment for citizens and have the added benefit of attracting tourists. DEVELOPMENT B. Once an attraction is identified, survey Chamber Local Developers, City and X OF ATTRACTION or promote to developers who are able County Governments to procure the land, design and build the attraction. PRESERVE LODI'S C. Preserve Lodi's existing traditional Chamber/Visit WGC, City X EXISTING EVENTS events that add to Lodi's sense of Lodi community. STRATEGY 2: Bring Lodi's diverse cultures into a cohesive community by activating inclusive Leadership (GLEN BARNES/ City JAKE McGREGOR) X t _ _ I— L — - _ T - :Action T • -� '_� i _ 1 L Chamber/ CATALOG A. Catalog existing programs and services, EXISTING connect them to one another Work Net PROGRAMS coordinating services and identifying gaps. Do all this with several goals in mind - safety, attractiveness, and livability. IDENTIFY NEED B. Identify additional needed programs not City Chamber/Churches X FOR currently offered and develop PROGRAMS programs/services for improving livability and embracing Lodi's diversity. ENCOURAGE C. Encourage leadership by all of Lodi's Chamber/ Chamber/Visit Lodi/LOCA LEADERSHIP cultures in community planning for Visit Lodi FROM ALL improving the livability and unity of X CULTURES Lodi. D. Design events that bring together all of All Event Chamber/Visit Lodi/LOCA/ X the cultures in Lodi. Planners/Leaders Event Planners 2M VISiO STRATEGY 3: Set a community goal to sustain the agriculture that encircles Lodi (PHIL FELDE) l��t ► . 3.1 _ -- - - Action Via- d , L Chamber, LOCA, SJ County, X ENCOURAGE A. Encourage and help establish value County Board of VALUE ADDED added agricultural businesses that Supervisors Rep Visit Lodi, Farm Bureau AG BUSINESS embody both farm and white collar job (Chuck Winn) opportunities. DEVELOP B. Develop community awareness for Chamber LOCA / Visit Lodi X COMMUNITY preserving (sustaining) the all important AWARENESS sense of community for which Lodi is famous. COMMITTEE TO C. Develop a Committee to look at creative Chamber Chamber / Phil Felde X LOOK AT WAYS ways to sustain ag land in the so-called, TO USE "Greenbelt area" to the South side of GREENBELT Lodi including: profitable ag and ag- tourism businesses, as well as, public use areas. STRATEGY 4: Secure a post -secondary education institution in Lodi (TAJ KHAN / PAT PATRICK) Action - ti: NORH CAMPUS A. Support the current efforts of the Lodi Citizens for Delta College / Chamber / LUSD X� DELTA COLLEGE Citizens For a North Campus of Delta Delta Campus College. SUPPORT B. If (A) above is not available, support Lodi Citizens for Chamber / LUSD X EFFORTS TO efforts to attract a 4 -year small college CSUS-Lodi ATTRACT 4 -YEAR to Lodi that offers degreed programs COLLEGE that fit local job opportunities and community needs, i.e. agriculture, health care, manufacturing, etc. STRATEGY 1: Develop a comprehensive way -finding program for Lodi Action _ _ -� le_ad Parxner DEVELOP WAY- A. Field a local tourism minded Task Force City Mayor/Chamber X FINDING to develop the way -finding sign program (In Progress) PROGRAM including creative art, locations, and (NANCY) placement from freeway to attractions. ENHANCED B. Enhance gateway entrances on major City, LOCA Visit Lodi, Chamber X GATEWAY ingress points to Lodi. (CAMRON) STRATEGY 2: Enhance the Visitor's downtown experience L J�� Action 1ead,Pa[tner n ttne�s noik�47 018-2020, .2:1_ yiRa DOWNTOWN A. Encourage the economic viability of a City/Private Visit LodiLODI HOTEL Downtown Lodi Hotel with meeting space. Investors (GREG, JOHN, PAT) B. Hold educational workshops on property PROPERTY improvements showing how they are good Chamber/City Pro -BID Property Owners X OWNERS BID investments, leading to the development Real Estate (DAVE KIRSTEN, PAT) of a Property Owners BID. Professionals 2ND STORY C. Work with the City to develop a "second City Private Investors/Real Estate X PROGRAM story" program allowing for businesses Professionals (DAVE KIRSTEN, PAT) downtown to broaden property uses. City (Jeff Hood), RAIL TASK FORCE D. Develop a rail Task Force that will bring Visit Lodi/ Rail Commission - Mayor (PAT) X Bay Area tourists to Downtown Lodi Chamber DROP RAIL LINES E. Explore dropping rail lines (physical tracks City Rail Commission- Mayor (PAT) X to recapture property above. PLAN FOR F. Develop a comprehensive master plan for City/Chamber Visit Lodi, Downtown Business X DOWNTOWN Downtown coordinating a mix of Owners (SALLY SNYDE/PAT) independent businesses and unique restaurants, and at least one other anchor attraction. 2ND PARKING G. Begin planning discussions for second City —Public Visit Lodi, Downtown Business X GARAGE & multi -story parking garage downtown with Works Owners (GREGG) REDEFINE public bathrooms. Need to redefine /Chamber PARKING current parking district (interim solution). DISTRICT � VISION FOCUS AREA: Tourism STRATEGY 3: Develop coordinated Branding with all entities giving the same coordinated message to promote Lodi ! =3.1 _ '� 73 j�- Action ti �eadbay STRATEGIC A. The Chamber, City of Lodi, Visit Lodi and Chamber, City, Private Stakeholders X PLANNING FOR LOCA will engage in Strategic Planning LOCA, Visit Lodi LODI for a unified branding for Lodi (PAT/CAMRON/ NANCY) COORDINATED B. Once branding is established, all entities Chamber, City, Private Stakeholders/Investors X USE OF promoting Lodi should use the same LOCA, Visit Lodi BRANDING language and communicate the (PAT/CAMRON/ coordinated message. NANCY) STRATEGY 4: Better utilization of existing facilities to host various events promoting Lodi X4.1 _ _ _ _ Action• -1eadWitfier.•i- ANALYZE A. Analyze all tourism facilities in the Lodi Visit Lodi City, Chamber, Private Stakeholders, ]( FACILITIES area. Identify where there are gaps. (RUSS/NANCY/ LOCA, and County CAPACITY & USE Analyze potential new opportunities. CAMRON) UPGRADE PARKS B. Upgrade Parks as needed to be more competitive in attracting soccer, swim, City /Chamber Visit Lodi /Private Stakeholders baseball tournaments, and other (PAT) X competitive sporting events. WINE/AG C. Explore development of Wine/Ag County LOCA/Chamber/Visit Lodi TOURISM Tourism attraction Supervisor (CAMRON) ATTRACTION X BIKE PATHS D. Encourage City to add bike paths throughout Lodi and work with County City, County, LOCA/Visit Lodi X to develop safe wine tourism bike paths Chamber (ROBIN) � VISION FOCUS AREA: Workforce Development STRATEGY 1: Create a positive awareness for jobs in Lodi among youth (P.I.E. Committee) SEEK FUNDING A. Seek funding through the Chamber's Chamber LUSD/Delta X FOR WORKFORCE 501c3 for a comprehensive workforce PIE Committee (Elementary Schools) PROGRAM development program beginning in elementary grades (exposure) and culminating at the College level. B. Create a program through the Chamber/ LUSD and Private Middle Schools X CREATE Chamber's PIE program to introduce PIE Committee PROGRAM middle school children to the many job THROUGH PIE choices available in Lodi. (awareness) C. Provide various job -acquainting Chamber LUSD/Business Stakeholders X JOB programs to Lodi Unified School District WorkNet WorkNet —Job Fairs ACQUAINTING students through job fairs, mentoring, PROGRAMS and job -shadowing and including a "Hire Me First" program. (readiness) EXPOSURE TO D. Coordinate High School job exposure to LUSD Chamber/Business X CERTIFICATED Delta College certificated programs for (Confirmed) Stakeholders/WorkNet PROGRAMS career, tech or skilled trade jobs. /Delta STRATEGY 2: Research and identify job opportunities for future entry level jobs. IDENTIFY JOB A. Work with local industry to identify job Chamber/ City/ Delta/ Business Stakeholders X CREATION creation opportunities in rolling 5 year Industrial LUSD / Debbie Chiene OPPORTUNITIES increments. Committee TARGET B. Target marketing may be used to attract Business Chamber / City / Delta MARKETING needed job skills if not available. Stakeholders X AT -RISK YOUTH C. Expand a program for At -Risk youth that Chamber/LUSD Business Stakeholders / Delta / X PROGRAM ON teaches the importance/ value of WorkNet EDUCATION education as it relates to becoming a knowledgeable worker and obtaining career tech jobs. ZL_1'7a��w VISION STRATEGY 3: Education relating to existing workforce IDENTIFY A. Work with College partner to identify Chamber, LUSD X� CURRICULUM and develop curriculum for certification Business Tom Sanchez & Delta College programs for desired jobs, i.e. industrial Stakeholders, electricians and other technical Delta programs for manufacturing plants. TRADE SCHOOL B Create a collaborative effort between Chamber, LUSD / Delta X —30 ACADEMY willing partners (public/private) to Business provide an academy for at -risk youth to Stakeholders fundamentally prepare them for the workplace (read, write, communicative skills). The academy teaches job skills needed in manufacturing and other local industry needs � VISION FOCUS AREA: Business & Community Health STRATEGY 1: Wellness Action I L'eadlP,arxner - PERSONAL A. Include and develop as a tenet of Lodi Well Lodi Health RESPONSIBILITY the component of personal responsibility AND SUPPORTIVE and provide supportive services SERVICES FOR (information, education, access to care LODI WELL providers, nutrition, mentors program and Lodi Health/Chamber/LUSD/Delta fitness opportunities. Over all, illustrate College/Lodi Employers/fitness the down side of poor health and show organizations/area churches/ how to get to the upside of good health). grantors/Delta Rehabilitation/Lodi EVALUATE Occupational Health Services/ EXISTING B. Research and evaluate existing programs, Lodi Health non-government organizations, PROGRAMS assess, adjust, or build on, fund (grants such as Boy/Girl Scouts, Boys and and Revenue Model), measure, monitor and report. Girls Club, The Pregnancy CREATE ALLIANCE Resource Center, chiropractors, WITH PARTNERS C. Create Lodi Well alliance with potential Lodi Health women's organizations and partners, implement and initiate service clubs EXPAND/MODIFY D. Expand and modify based on opportunities Lodi Health and evolving need. STRATEGY 2: Nutrition Z�.: _� --- -- Action = - - i� 10100 d rtn 11 Lodi Health GOOD NUTRITION A. Include good nutrition as a tenet of Lodi Well (educate on the science and benefits of it, show how to get it, cook it, etc.) COMMUNITY B. Gather data and build the case for Lodi Health, Chamber, NUTRITION community nutrition program, assess, Lodi Health supermarkets, markets, PROGRAM adjust and add to current programs, restaurants, churches, LUSD, Delta develop collaborative program, seek College, area churches, master funding gardeners, community gardeners, grantors, community based non - FACILITATE C. Engender support for the program, profits and service clubs COLLABORATION promote it, encourage participants and Lodi Health facilitate collaboration STRATEGY 3: Exercise 31 Action - - - L'eaAPartner-' _ EXERCISE A. Include exercise as a tenet of the educa- LUSD EDUCATIONAL tional program (educate on the science PROGRAM and bene3fits of it and teach how to LUSD, Chamber, Delta College, attain it) Lodi Health, area fitness centers, area churches, Boys and Girls EVALUATE B. Research, evaluate existing programs, clubs, Boy/Girl Scouts, senior EXISTING adjust and add to, fund LUSD clubs, chiropractors, occupational PROGRAMS medicine and physical therapy EXPLORE C. Create and explore partnerships to businesses, etc. PARTNERSHIPS implement program; LUSD EXPAND/MODIFY D. Expand/modify based on opportunities LUSD STRATEGY 4: Safety 0-- _- - -_ —_ - -Action -_ -- _- - -Leach artne � SAFETY A. Include safety as a tenet of the EDUCATIONAL educational program (threats such as Lodi Police PROGRAM weapons, drugs, safe and street lights for walking, safe consumption of alcoholic beverages, bicycle safety/helmets, car Lodi PD, Lodi Fire, CHP, area seats, seat belts, speeding, elderly drivers, hospitals, ambulance services, for example) community organizations, EVALUATE B. Research, evaluate existing programs, Boy/Girl Scouts, Boys and Girls EXISTING adjust, expand, fund, (Grants and revenue Lodi Police Clubs, Chamber PROGRAMS model) IMPLEMENT C. Implement Lodi Police D. Expand and modify based on Lodi Police opportunities 2C" 2.0 VI S i0 STRATEGY 5: Improve Infrastructure 5.1 Action i Lead Partner �' �_ — _ - PairtneF f Qgn rs 04$ 2 IMPROVE A. Improve infrastructure with increased City of Lodi INFRASTRUCTURE walking and bike paths, parks, better lit streets, community gardens, etc. City of Lodi, developers, RESEARCH B. Research, evaluate existing programs, City of Lodi businesses, grant sources, schools EXISTING adjust and expand; develop funding master gardeners program PROGRAMS IMPLEMENT C. Implement City of Lodi EXPAND & D. Expand and adjust based on City of Lodi ADJUST opportunities STRATEGY 6: Inventory/Map Existing Wellness Resources 6.1 Action Lead Partner Partners%�nrnneer _ 3 2# DEVELOP A. Evaluate potential gaps and address City of Lodi/ All RESOURCE MAP potential gaps with new or enhanced County programs and services; and develop a resource guide/map for all end users: RESEARCH B. Research, assess existing programs, City of Lodi/ EXISTING adjust and add to; fund it (grants and County All PROGRAMS revenue model) IMPLEMENT C. Implement City of Lodi/ All County EXPAND & D. Expand and adjust based on City of Lodi/ All ADJUST opportunities County AML ZC20 VI S i0 STRATEGY 7: Advanced -Illness Management SUPPORT A. Encourage and support completion of Lodi Health ADVANCED advanced medical directives, and MEDICAL facilitate better understanding of DIRECTIVES advanced directives as well as palliative - care programs, etc. Lodi Health, Lodi Chamber of RESEARCH B. Research, evaluate existing programs, Lodi Health Commerce, insurers, physicians, EXISTING expand, fund (grants and Revenue faith -based organizations, PROGRAMS Model, etc.) service clubs IMPLEMENT C. Implement Lodi Health EXPAND & D. Expand and adjust based on ADJUST opportunities Lodi Health