City of Stockton
Economic Development Strategic Action Plan
Activation Roadmap
Prepared in partnership with Deloitte Consulting
J A N U A R Y 2 5 , 2 0 2 2
C I T Y C O U N C I L M E E T I N G
A G E N D A I T E M 9 . 1
C o m m u n i t y - B a s e d
O r g a n i z a t i o n s
E d u c a t i o n
B u s i n e s s
R e s i d e n t s
2 | City of Stockton Economic Development Strategic Action Plan Overview| City Council Presentation - January 25, 2022
EDSAP SummaryActivation Roadmap Implementation ConsiderationsAcknowledgements 3 | City of Stockton Economic Development Strategic Action Plan TheEconomic Development Strategic Action Plan (EDSAP)seeks to support Stockton’s post-pandemic recovery and economic prosperity. Anchored by six key goals, the EDSAP defines targeted investment areas and initiatives guided by a deep commitment to inclusion and equity; aligns targets with actionable and measurable outcomes; and organizes all initiatives into a strategic roadmap. Seven key investment areas tie together a detailed set of recommendations, broken down into actionable initiatives to activate Stockton’s core assets and accelerate economic success.Executive Summary| City of Stockton Economic Development Strategic Action PlanTell the Stockton StoryStockton will become a community of choice for residents and visitors, and be rebranded as a best city in America to live, raise a family, and grow a business Support Small BusinessStocktonians will have all the resources and support they need to start and grow a small businessContinue to Build a Thriving Entrepreneurship EcosystemStockton will become a hub for innovation and entrepreneurship, developing the next generation of local entrepreneursAttract and Retain High Caliber BusinessesStockton will attract multiple large businesses in the social sciences, healthcare, and utilities industries that provide high-paying jobs for residentsMake Data-Driven DecisionsStockton will incorporate data-driven decision-making to measure policy results and progress in executing the EDSAP initiativesDefine Our Role in Workforce DevelopmentStockton will become a local convener for community stakeholders to enhance Workforce DevelopmentStrengthen Local Business Climate Inventory of Business and Workforce Development Efforts; Central Business Hub; Sector-Specific Outreach StrategiesDevelop Local Workforce CapacityWorkforce Alliance; Employer Convenings and Actionable RoadmapsCreate Innovation HubStockton Innovation Accelerator; Innovation Challenge; Annual Entrepreneurship Summit; Support for Wine, Horticultural, and Agricultural VenturesTransform DowntownDSA Ambassadors; Photometric Study; Full-Spectrum Housing Development; Multimodal Corridor; Signage and ParkingInvest in Key AssetsPark Improvements; Special Services District; Activate Public Spaces Unify CommunityLeadership Capacity Building and Civic Engagement Program; Neighborhood Grants Competition Program; Stockton SaturdaysPromote BrandOnline Footprint; State-Facing Activities; Stockton Style; Marketing Campaign KeyFocus Area: Image & BrandingFocus Area: InfrastructureFocus Area: Economy & Business Goals Investment Areas & Initiatives
4 | City of Stockton Economic Development Strategic Action PlanCommunity Ownership:To fully integrate initiatives and receive an optimal outcome, Stockton residents and local organizations must feel a sense of ownership over key initiatives and next steps.
City Sponsored: For implementation success, the City of Stockton must prioritize and fully own the Activation Roadmap. This ownership will require socializing the plan to various City departments and soliciting—then incorporating—feedback on key initiatives as appropriate.
Iteration: The Activation Roadmap is iterative; quick wins will help determine future investment priorities and decisions.Approaching implementation with this mindset will be critical for success.
Accountability: Defining a project management approach for the Activation Roadmap will allow key City owners to track progress against defined milestones and associated metrics. Through this process, the City can hold itself accountableto ultimately activate long-term success for Stockton. Activation Roadmap Implementation| Key PrinciplesSeveral tenets, including City ownership, accountability, community ownership, equity, and iteration will allow Stocktonians—both residents and local organizations—to unify around a core vision for success and provide an equitable foundation for successful Activation Roadmap implementation. Equity: For the Activation Roadmap to support ALL residents and communities within Stockton, the City must commit to applying an equitable and inclusive lens with the implementation of each initiative. Organizations rooted in Stockton’s diverse communities must have a seat at the table throughout each initiative's implementation to accomplish this goal. 5 | City of Stockton Economic Development Strategic Action Plan DE LOI T TE | C I TY OF S TOC KTONBusiness InventoryCentral Business HubAttract Desired BusinessSouth Stockton TaskforceWorkforce AllianceActionable RoadmapsCareer Pathway InternshipsInnovation AccelatorInnovation ChallengeEntrepreneurship SummitSupport VentureDSA AmbassadorsLighting InfrastructureFull-spectrum DevelopmentDownton Public InfrastructureWayfinding/Smart ParkingPark RedevelopmentSpecial Services DistrictActivate Public SpacesNeighborhood Grant CompetitionStockton SaturdaysOnline PresenceState-facing ActivitiesStockton StyleMarketing CampaignDescriptions of AxesPotential Cost:•Identified cost range to implement initiativeDuration to Implement:•The time allocated to developing, testing and scaling initiatives. Timelines for initiatives range from 0 months – 2+ years.Quadrant DescriptionQuick Wins: •Short implementation duration and low potential costs; quick to build momentum within investment areasStrategic Investments:•Long duration to implement but low potential cost; these represent long-term, strategic investments for the CityGrowth Opportunities: •Long implementation duration and high potential costs; City should opportunistically pursue these as long-term strategic growth opportunitiesCatalysts:•Short implementation duration and high potential costs; City should pursue rapidly to activate priority focus areasDuration to ImplementShort LongPotential CostLowHighQuick WinsActivation Roadmap Implementation| Opportunity MatrixWhen considering Activation Roadmap implementation, it is important to align potential opportunities with City objectives. This matrix plots all proposed initiatives based on the effort required to complete said initiatives. Refining this analysis will help the City identify the impact of these initiatives.Strategic Investments Catalysts Growth Opportunities Indicator Range$ < $100,000$$ $100,000 - $500,000$$$ $500,000 - $1,000,000$$$$ $1,000,000 - $2,000,000$$$$$ > $2,000,000 Key:Initiatives are Grouped by Focus AreaInclusive Economy: People and BusinessSmart and Resilient InfrastructureStockton Branding 6 | City of Stockton Economic Development Strategic Action Plan DE LOI T TE | C I TY OF S TOC KTONActivation Roadmap Implementation| What’s Next? Defining a robust Activation Roadmap implementation plan is critical to ensuring community buy-in and fostering the success of prioritized initiatives over a five-year timeline. This timeline builds upon the framework outlined in the Roadmap; each of these next steps is dependent on the various identified components.Short Term (6 months)•Develop Activation Roadmap Implementation Plan to assign roles and responsibilities for prioritized initiatives; Build a core Implementation team that oversees strategic rollout•Secure “Quick Wins,”as identified in the opportunity matrix, to gain positive momentum for the City and lay the groundwork for long-term success •Consider “Catalyst” opportunities that require more investment but drive monumental changeMedium Term (6 – 12 months)•Implement results management approach for regular progress reporting, milestone and budget tracking, and risk monitoring; Develop public dashboards for consistent City and community reporting and consistent buy-in•Budget and plan for the implementation of priority “Growth Opportunities” and “Strategic Investments”•Scale early investments to drive transformational changes for the City of StocktonLong Term (1 – 5 years)•Launch priority “Growth Opportunities” and “Strategic Investments”based on work plans and staff capacity, as well as resources required•Utilize Project Management system through the Office of Performance and Data Analytics to track success against defined metrics•Iterate on defined initiatives and associated activities as necessary to realign Activation Roadmap based on lessons learned and resources available to the City 7 | City of Stockton Economic Development Strategic Action Plan AcknowledgementsThe Deloitte Team, on behalf of the City of Stockton, would like to recognize the notable contributions of the various partners that Deloitte engaged with while developing the Economic Development Strategic Action Plan. This includes local Stockton leaders within the Government, Education, Business, and Nonprofit sectors who participated in stakeholder interviews, Focus Groups, and the Greenhouse Lab session. Thank you!EL ECTED OF FICIAL S1. Stockton Mayor and City CouncilGOVER NMENT1. City of Stockton, CA2. Port of Stockton3. San Joaquin Council of GovernmentsEDU CATION1. CSU Stanislaus, Stockton Campus2. San Joaquin A+3. San Joaquin County Office of Education4. San Joaquin Delta Community College, Small Business Development Center5. Stockton Unified School District6. University of the PacificB U S I N E S S1. ASM Global2. BAC Community Bank3. BIA Greater Valley4. Cast Iron5. Grupe Huber Company6. H D Arnaiz Corporation7. San Joaquin Regional Transit District8. St. Joseph’s Medical Center9. Via Ventures10. Weberstown MallCO MMU NTITY -BAS ED O RGANIZATIO NS1. African American Chamber of Commerce of San Joaquin2. Central Valley Asian-American Chamber of Commerce3. Community Foundation of San Joaquin4. Downtown Stockton Alliance5. Greater Stockton Chamber of Commerce6. HATCH Workshop7. Housing Authority of San Joaquin8. Little Manila9. Miracle Mile Improvement District10. San Joaquin Business Council11. San Joaquin County Hispanic Chamber of Commerce12. San Joaquin Partnership13. San Joaquin County WorkNet14. Stockton Community Kitchen15. Third City Coalition16. United Way17. Visit Stockton City of Stockton
Economic Development Strategic Action Plan
Activation Roadmap
Prepared in partnership with Deloitte Consulting
DECEMBER 28. 2021
Community - Base d
O
rganizations
Education
Business
Residents
ATTACHMENT A
2 | City of Stockton Economic Development Strategic Action Plan Table of Contents| Activation Roadmap
Activation Roadmap
Executive Summary 3
Initiative Inventory 7
Execution Timeline 15
Implementation Considerations 18
Acknowledgements 22
Appendix 23
ATTACHMENT A
3 | City of Stockton Economic Development Strategic Action Plan Executive
Summary
ATTACHMENT A
4 | City of Stockton Economic Development Strategic Action Plan Over the last decade, Stockton, California has recovered from bankruptcy and shifted its narrative from economic uncertainty to one focused on lasting prosperity for all residents.
Stockton has made impressive strides. Notably, it has been ranked the 4 th most fiscally healthy
city in the United States and awarded as an “All-American City” three times over the last 10 years.
Given Stockton’s resources, rich cultural diversity and heritage, and strategic assets, the City has an opportunity to become a thriving, 21st- Century City for all. At the same time, during the past two years, Stockton has grappled with the profound health and economic impacts of COVID, whose consequences and recovery efforts will continue. Included in this document is the Economic Development Strategic Action Plan (EDSAP), developed by the City of Stockton with the support of Deloitte Consulting, using an inclusive, innovative activation approach to enable purposeful economic development results by residents, businesses, and public leaders. This Action plan, which seeks to support Stockton’s post-pandemic recovery, was anchored by six key goals:
• Tell the Stockton Story. Sto
ckton will become a community of choice for residents and visitors, and be rebranded as a best city in America to live, raise a family, and grow a business • Support Small Business. Sto cktonians will have all the resources and support they need to start and grow a small business
• Continue to Build a Thriving Entrepreneurship Ecosystem. Sto ckton will become a hub for innovation and entrepreneurship, developing the next generation of local entrepreneurs • Attract and Retain High Caliber Businesses. Sto ckton will attract multiple large businesses in t
he social sciences, healthcare, and utilities industries that provide high-paying jobs for residents • Make Data-Drive n Decisions. Stockton will incorporate data-driven decision-making to measure po
licy results and progress in executing the EDSAP initiatives • Define Our Role in Workforce Development. Sto ckton will become a local convener for community stakeholders to enhance Workforce Development Executive Summary| City of Stockton Economic Development Strategic Action Plan Figure 1. Stockton EDSAP Investment Areas and Initiatives To activate these goals, the EDSAP defines targeted investment areas and initiatives guided by a deep commitment to inclusionand equity; aligns targets with actionable and measurable outcomes; and organizes all initiatives into a strategic roadmap. Seven key investment areas were identified across Stockton,which are outlined in Figure 1. These investment areas tie together a detailed set of recommendations, broken down into actionable initiatives to activate Stockton’s core assets and accelerate economic success.
ATTACHMENT A
5 | City of Stockton Economic Development Strategic Action Plan Stockton is at a unique moment in time. In the wake of the COVID-19 pandemic, the City has an opportunity to leverage its resources to build a more resilient, inclusive, and prosperous economy for all Stocktonians. This EDSAP builds upon Stockton’s economic development goals and focuses on strategic investment in Stockton following a three-phased approach to analyze the current economic landscape; identify opportunities to activate key assets; and provide actionable recommendations to developthe Activation Roadmap. During Phase 1: Activate, working with the City, Deloitte carried out a series of stakeholder interviews with key community leaders to better understand the Stockton context. Phase 2: Build centered around three focus groups to validate data collection and preliminary insights. In Phase 3: Activate, Deloitte synthesized findings into prioritized initiatives through an all-day, interactive “Greenhouse Lab” session with City leaders.
Throughout these phases, the project approach centered around three focus areas:
• Entrepreneurship, Future of Business, Inclusive Economy, and Future of Work; • Smart and Resilient Infrastructure; and,
• Image and Branding
Suc
cessfully delivering actionable initiatives in these three areas will require significant financial, physical, and institutional collaboration and investment from the City, existing partners and new entrants into the Stockton market.
Figure 2. Stockton EDSAP Approach
Executive Summary| City of Stockton Economic Development Strategic Action Plan As a part of the EDSAP, Deloitte Digital’s creative agency, HEAT, proposed brand positioning recommendations to rethink how the City “tells the Stockton story.” Addressing Stockton’s brand perception began with an extensive quantitative and qualitative research process, which led to defining a new mental model for the Stockton brand that enhances the impact of new experiences.
As a part of the HEAT Branding Process, our efforts included:
1. Identifying aspirations and pain points that impact economic development planning
2. Defining what is driving perception challenges and underlying opportunities; l
everaging winning strategies from other city branding efforts
3. Conducting deep dives into key constituent mindsets; exploring brand mission a
nd values; identifying key brand attributes for Stockton
4. Identifying 2-3 brand positioning direction options; discussing integration with i
nitiatives to drive believability and new experience
5. Providing marketing recommendations inclusive of activation strategies, cadence, and tactics
Relaunching the City’s brand will create a chance to reassess the City’s legacy and ensure the impact and future success of key EDSAP investment areas.
ATTACHMENT A
6 | City of Stockton Economic Development Strategic Action Plan As the City of Stockton looks to drive industry growth and economic vitality for its citizens, there needs to be a focused effort towards occupational intentionality. For example, Figure 4 shows the top five highest-paying jobs for Stocktonians in 2019. All have median earnings above Stockton’s 2019 median income. These jobs are high paying, and many do not require advanced degrees, yet they are not among Stockton’s most common jobs. The EDSAP initiatives seek to holistically rectify this gap.
Executive Summary| City of Stockton Economic Development Strategic Action Plan To inform initiatives and investment areas as part of ourthree-phased approach, including robust primary research, we employed Data USA to provide insights into Stockton’s economic, business, and labor trends. To help deliver such insights in a visual, interactive way, specialists from Deloitte and Datawheel joined MIT Media Lab Faculty Cesar Hidalgo to create Data USA—a destination and visualization engine that retrieves data from various US government data sources, organizes and analyzes it, and helps leaders visualize answers in seconds.
As shown graphically in Figure 3 at right, since 2013, there has been a shift from Sales and Office Occupations to more specialized occupations in Management, Business, Science, and Arts. Additionally, the labor force grew from 109k employees to 130k employees.
While this paints a picture of more specialized work, the most common job groups, by number of people living in Stockton, CA, are Office & Administrative Support Occupations, Sales & Related Occupations, and Material Moving Occupations, which is the same as reported in 2013. The shift in specialized occupations can be harnessed to provide Stocktonians with more head of household jobs.
Employment by Occupation, 2013 Employment by Occupation, 2019 While data demonstrates job growth and the opportunity for future prosperity in Stockton, the City of Stockton needs to focus on workforce development to prepare for the post- pandemic labor force.
Figure 3. Shifts in Stockton Employment by Occupation
Figure 4. Highest Paid Jobs for Stockton
Residents, 2019
In looking at the sectors impacted by COVID-19, Information Services and Financial Activities, among others, are underrepresented in Stockton but are stable and high earning potential opportunities.
However, jobs alone are no longer enough to attract today’s skilled laborers. It is vital to build out supporting attributes—through “Creative Placemaking”—such as downtown amenities, parks, and public infrastructure to support qualify of life and work-life balance.
Figure 5. COVID-19 Impact on Employment by Industry Sector, California
ATTACHMENT A
7 | City of Stockton Economic Development Strategic Action Plan Initiative
Inventory
ATTACHMENT A
8 | City of Stockton Economic Development Strategic Action Plan Strengthen local
business climate to
drive economic activity
Investment
Area 1
• US Bureau of Labor Statistics reports Stockton’s October 2 021 Unemployment Rate at 7.2%, 2.6% above the national r
ate, and dropping from 10% in December 2020, showing a
positive post-recovery trend.
• Due to COVID-19, occupations that afford a “work from home” option have an increased share of labor participation.
• Compared to the national average, Stockton, CA has a high num
ber of residents working in Farming, Fishing, &
Forestry (6.77 times), Material Moving (1.85 times), and Transportation Occupations (1.44 times).
For the City of Stockton to become a city of choice for all, community leaders identified the importance of
attracting new businesses to further diversity the
occupational opportunities for residents. This initiative focuses on specific efforts to support business
enablement, such as creating an inventory of ongoing
efforts to support collaboration and developing a
central hub to promote ease of information-sharing.
SUPPORTING DATA/RESEARCH:
INITIATIVES OUTCOMES METRICS RESOURCES
Build inventory of business
and workforce development
efforts to streamline initiatives
in Stockton and increase
collaboration
Create additional capacity,
align on key priorities, and
maximize impact among
various groups working
towards similar goals
• # of users and % increase
over time for centra
l
b
usiness hub
• # of business supported
through technica
l
a
ssistance, networking, and
financial assistance
Estimated Start-up Cost:
$A
Key Stakeholders:
City & State Entities,
Economic Development
Organization
Develop a central business
hub/case management
approach to guide businesses
through common processes
(i.e., permitting process,
starting a small business)
Make Stockton the most
accessible City in the region to
conduct business and create a
clear guide for new builders to
navigate permitting process
• 10% increase in unique
engagements among
workforce development
organizations over five
years
• # of new business licenses
Estimated Start-up Cost:
$-$$
Key Stakeholders:
City & State Entities,
Economic Development
Organization
Develop sector-specific
outreach strategy and
communications by identifying
criteria to attract desired
businesses to Stockton
Attract new businesses to
Stockton that will provide
residents with higher-
value/head of household jobs
and stimulate economic
growth
• Develop prospect list of
500
an
d substantial leads on at
l
east 1% of targets
Estimated Start-up Cost:
$-$$B
Key Stakeholders:
City & State Entities,
Economic Development
Organizations
Standup an equity initiative
focused on South Stockton
and explore opportunities to
grow business footprint
through Business & Innovation
Park and a Retail/Services
Attraction Plan
Identify business opportunities
and a set of businesses that
could enter South Stockton to
increase business traffic and
indirectly advance the
socioeconomic status of
Stocktonians
• Increase in household
income by census tract
• Increase in business sales
tax per census tract
Estimated Start-up Cost:
$$
B
Key Stakeholders:
Developers & Investors,
Economic Development
Organizations
Initiative 2022 2023 2024 2025 2026
Business Inventory
Central Business Hub
Attract Desired Businesses
South Stockton Initiative
2 - 3 Months
4 - 6 Months
Ongoing6 Months – 1 Year
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ Superscript Letter: Identifies potential funding sources on slide 30 1 – 2 Years
ATTACHMENT A
9 | City of Stockton Economic Development Strategic Action Plan Investment
Area 2
• In 2019, Stockton’s Median household income was $59.504, roughly $10,000 below national average.
• Based on US Bureau of Labor Statistics (May 2020) data, 72% o
f occupations are underrepresented in Stockton (as
compared to the US), 27% of which have a higher median
income than Stockton’s median income in 2019.
Developing Stockton’s workforce will build individual
and collective prosperity for the City. Stockton can serve as a convening partner for various workforce
development efforts in the City. Additionally, the City can support partners in equipping Stockton’s
workforce with the necessary tools to identify higher-
wage jobs. As partners develop career pathways for
residents, including youth labor participants, to foster job advancement, they should play a role in ensuring an equity lens for underserved communities.
SUPPORTING DATA/RESEARCH:
INITIATIVES OUTCOMES METRICS RESOURCES
Establish workforce alliance
with the County, local
businesses, community groups,
and educational institutions to
identify skills needed for the
future of work, advance
workforce development
opportunities, and support job
seekers through a case
management approach
Build and sustain high-impact
job pathways for students
entering the workforce and mid-
career professionals; Increase
job-ready candidates in the
Stockton job market
• # new jobs created an
d
r
etained
• Refined vision for workforce
development within Stockton
Estimated Start-up Cost:
$-$$$
AC
Key Stakeholders:
Education Organizations,
University & Colleges,
Economic Development
Organizations, Workforce
Development Organizations
Convene employers and other
partners to develop targeted
outreach strategies and realign
or distribute actionable
roadmaps for job seekers in
high-impact industries and
organizations
Foster both lateral and job
advancement to build strong
workforce in Stockton
• # employers engaged;
%
e
mployment rate
• % increase in family income
over time in under-resourced
neighborhoods
Estimated Start-up Cost:
$-$$
B
Key Stakeholders:
Workforce Development
Organization, University &
Colleges
Enliven Stockton Unified School
District’s Career Pathways
program by creating
internship opportunities to
expose Stockton’s youth to a
variety of vocational
opportunities
Create internship/educational
co-op track with public and
private partners to show youth
that there are many
opportunities
• # of internships created
• # of internships completed
• % of program participants
who accept a job offer
or
p
ursue continued education
Estimated Start-up Cost:
$$$I
Key Stakeholders:
Workforce Development
Organization, University &
Colleges
Develop local
workforce capacity to
build resident wealth
Initiative 2022 2023 2024 2025 2026
Workforce Alliance
Actionable Roadmaps
Career Pathways Internships
8 Months - 1 Year
Ongoing4 - 6 Months
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 6 Months - 1 Year Ongoing
Superscript Letter: Identifies potential funding sources on slide 30
ATTACHMENT A
10 | City of Stockton Economic Development Strategic Action Plan Create Innovation Hub
to build next generation
of entrepreneurs
Investment
Area 3
Stimulating Stockton’s entrepreneurship culture
creates additional career pathways for Stocktonians,
especially those from underserved communities. This
initiative focuses on catalyzing cross-cutting
innovation activities to build a culture of
entrepreneurship in the City, empowering the local
workforce, and developing a sense of ownership in
Stockton's prosperity.
INITIATIVES OUTCOMES METRICS RESOURCES
Invest in Stockton Innovation
Accelerator that will provide
workspace, trainings, and
mentorship support for
Stockton entrepreneurial
ventures
Provide comprehensive and
centralized resources to support
success of Stockton
entrepreneurs
• Increase in start-ups based in
Stockton
• Track new business ventures
operations semi-annually*
Estimated Start-up Cost:
$$$$-$$$$$
F
Key Stakeholders:
Innovation/Entrepreneurship
Organizations, University &
Colleges, Economic
Development Organizations
Create local Innovation
Challenge for entrepreneurs to
submit proposals to address a
key Stockton Challenge
Build Stockton’s reputation as a
hub for innovation through
galvanizing resources for
promising startups (ex: connect
with angel investors, increase
access to capital)
• % increase
in
par
ticipants/investors
• % increase in participants
from underserved
communities
• Funding awarded towards
entrepreneurship program
Estimated Start-up Cost:
$$
D
Key Stakeholders:
Innovation/Entrepreneurship
Organizations, University &
Colleges, Developer &
Investors
Establish annual
entrepreneurship summit and
awards program
Expand culture of
entrepreneurship in Stockton
and increase peer to peer
learning and funding sources
for aspiring entrepreneurs
• % increase
in
par
ticipants/investors
• % increase in participation
f
rom underserved
communities
• # of and % increase in new
v
entures started
Estimated Start-up Cost:
$$-$$$
Key Stakeholders:
Innovation/Entrepreneurship
Organizations
Support new ventures for
aspiring horticultural and
agricultural entrepreneurs
through city-wide incentives
(i.e., accelerator residence) and
grant programs
Develop pipeline of
entrepreneurs; Stimulate job
creation in Stockton
• % increase in horticulture,
and agricultural projects
launched
Estimated Start-up Cost:
$$-$$$
E
Key Stakeholders:
Innovation/Entrepreneurship
Organizations, Economic
Development Organizations
Initiative 2022 2023 2024 2025 2026
Innovation Accelerator
Innovation Challenge
Entrepreneurship Summit
Support Ventures
Ongoing1 - 2 Years
Ongoing4 - 6 Months
Ongoing8 Months - 1 Year
Ongoing4 - 6 Months
Metric Applies to all Initiative: *
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ • The Aspen Network of Development Entrepreneurs (ANDE), pa
rt of the Aspen Institute, has completed detailed research and findings on incubation and accelerators for early-
state innovators to bridge the “Pioneer Gap.”
• Targeted accelerator and innovation programs can help Stockton start-ups and early-stage entrepreneurs,
pr
oviding capabilities in: “(a) business development …; (b) infrastructure support …; (c) network support … and (d) financial support.”
SUPPORTING DATA/RESEARCH:
Superscript Letter: Identifies potential funding sources on slide 30
ATTACHMENT A
11 | City of Stockton Economic Development Strategic Action Plan Transform downtown
into a thriving,
connected City Center
Investment
Area 4
Embolden downtown Stockton as the central,
identifying hub for the City. Through infrastructure
improvements and placemaking efforts, downtown
Stockton can enable businesses to thrive, attract
residents and external visitors alike, and ultimately
improve the Stockton experience and brand. Bold
investments in this geography will help Stockton
improve its image while creating an environment
suitable for business and leisure, reducing costs, and
providing opportunities for revenue enhancements.
SUPPORTING DATA/RESEARCH:
Initiative 2022 2023 2024 2025 2026
DSA Ambassadors
Lighting infrastructure
Full spectrum development
Smart Corridor
Wayfinding/Smart Parking
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+
INITIATIVES OUTCOMES METRICS RESOURCES
Deploy additional downtown
ambassadors through funding
and formalized partnership
Enhance Downtown experience
through providing visitors and
businesses a resource to obtain
assistance, receive directions,
and report undesirable activity
• % increase in sales tax
revenue downtown
• % reduction in calls to
ambassador program
Estimated Startup Cost: $$$
Key Stakeholders:
Economic Development
Organizations
Identify lighting
infrastructure upgrades,
specifically, smart/connected
lighting and funding allocations
Improve perception of safety in
this geography; Increase
visitation (both residents and
visitors) in the Downtown
Stockton district outside
daylight hours
• # of proposed streetligh
t
re
trofits
• % of retrofits complete
• $ cost savings
• Additional Revenue
Estimated Start-up Cost:
$- $$
Key Stakeholders:
City & State Entities
Incentivize full-spectrum
housing development by
partnering with regional
developers and obtaining
brownfield redevelopment
grants
Increase commercial activity
Downtown; Increase residential
housing downtown; Bolster
feasibility for a Downtown
grocery store (long-term)
• % increase in population via
Census Tract data mapped to
downtown region(s)
• % increase in first time
homebuyers
• Standardize housing mix for
new developments
Estimated Start-up Cost:
$$$ - $$$$$
Key Stakeholders: City &
State Entities, Developers &
Investors, Housing
Organizations
Implement a smart,
multimodal corridor complete
with interconnected traffic
signals, vehicle detection, and
micro-mobility options, that
runs North-South through
downtown to South Stockton
Unlock state and federal funds
to provide equitable access to
Stockton’s downtown, while
enabling growth in both
downtown and south Stockton
• # of potential projects
identified
• % increase of identified
projects accelerated to
shovel worthy
Estimated Start-up Cost:
$$$$$
Key Stakeholders: City &
State Entities, Developers &
Investors
Accelerate deployment of
signage, and smart parking
infrastructure throughout
downtown
Enable pedestrian and vehicle
traffic among intra-downtown
destinations, and facilitate
movement to Stockton’s
downtown
• # of wayfinding kiosks/signs
deployed in downtown
Stockton
• Increase in parking usage
Estimated Start-up Cost:
$$$$ -$$$$$
Key Stakeholders:
City & State Entities
1 - 2 Years
6 Months
2 - 3 Years
3 - 4 Years
6 - 9 Months Ongoing
• Stockton's housing expense is 37% higher than the national average, driven in part by limited supply and high demand; growing business will require new housing stock.
• Conversion of public lighting to LED and creating smart lighting controls can reduce energy costs up to 50% and improve public safety perceptions.
• Further build-out of the public lighting system can enab le
m
ultimodal corridor development, and smart parking, with estimated potential revenue increases of 10-35%.
Superscript Letter: Identifies potential funding sources on slide 30
ATTACHMENT A
12 | City of Stockton Economic Development Strategic Action Plan Invest in Stockton’s
key assets to activate
public spaces and
attract activity
Investment
Area 5
• The Urban Land Institute (ULI) states 55% of US residents say access to green space is a top or high priority when
deciding where to live.
• National Recreation and Parks Association identify “quality parks and recreation” as one of the top three reasons that business cite in relocation decisions.
• Gensler survey of 350 private investors shows 73% believed that “open space could act as a crucial catalyst f
or
ec
onomic development.”
Supporting Stockton to be the best city in America to
live, raise a family, and grow a business requires
additional investment in its key assets and public
spaces. Expanding Stockton’s portfolio of public
spaces, beginning with beautifying existing spaces,
will support the creation of nationally renowned
recreation facilities and boost internal and external
perception in the process.
SUPPORTING DATA/RESEARCH:
INITIATIVES OUTCOMES METRICS RESOURCES
Implement new, well-lit park
improvements that create
usable space for the
community while inviting
visitors to engage across
socioeconomic boundaries
Improve internal perception of
Stockton and increase the
utilization of existing parks by
local and regional users
while increasing land values
adjacent to public spaces
• % increase in park event
permits requested
• % increase local land value
• % increase in local weekend
spending
Estimated Start-up Cost:
$$$ - $$$$$
Key Stakeholders:
City & State Entities,
Community Development
Organizations
Explore the creation of a special
services district (SSD) or an
entertainment overlay district
around Stockton’s Waterfront,
focused on infrastructure
development, art installation,
and entertainment/events
Through targeted measure,
activate Stockton’s natural
assets through public private
collaboration while increasing
outward appeal and investment,
and successful operation of a
sustainably financed SSD
• Number of events hosted
• Revenue from physical assets
(theater, arena) - # tickets
sold
Estimated Start-up Cost:
$$$
Key Stakeholders:
City & State Entities,
Economic Development
Organizations
Activate existing public
spaces such as Weber Point
Event Center, Janet Leigh Plaza,
Dean DeCarli Square,
Downtown Marina, the Joan
Darrah Promenade
Leveraging successes from
Investment Area 6, provide
citizens with a channel to City-
owned spaces for public use,
leading to improvements in
both internal and external
perception
• % of distinct Stockto
n
ne
ighborhoods with
ne
ighborhood councils
• % of neighborhood councils
with an ambassador
program
Estimated Start-up Cost:
$
Key Stakeholders:
Economic Development
Organizations, Neighborhood
Councils
Initiative 2022 2023 2024 2025 2026
Park Redevelopment
Special Services District
Activate Public Spaces
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 2 - 3 Years
6 months - 1 Year Ongoing
6 Months - 1 Year Ongoing
Superscript Letter: Identifies potential funding sources on slide 30
ATTACHMENT A
13 | City of Stockton Economic Development Strategic Action Plan Build unified
community to drive
ownership and pride in
Stockton’s identity
Investment
Area 6
Stakeholder interviews illuminated a gap that some
Stocktonians do not feel connected to a “unified”
Stockton, as the City includes a myriad of diverse
communities. This investment area builds cohesion
amongst various pockets of the City and supports
residents to develop ownership over their role in the
City’s future success.
INITIATIVES OUTCOMES METRICS RESOURCES
Launch neighborhood grants
competition program to
generate community
engagement and foster
innovative solutions to local
challenges
Create enthusiasm and
momentum among various
constituent groups; Build
community cohesion and pride
and begin formation of
neighborhood identities
• % increase in grants
competition ideas submitted
• # ideas activated from grants
competition
Estimated Start-up Cost:
$-$$$
Key Stakeholders:
City & State Entities,
Developers & Investors
Economic Development
Organizations
Create and institutionalize
weekly Stockton Saturdays
event (branded “farm to fork” or
“vineyard to glass”) with
Farmer’s Market, food trucks
and/or pop-up street vendors in
centralized Downtown hub
Celebrate Stockton’s local food
culture and promote pride in
one of Stockton’s greatest
assets, its people; Provide
opportunities to keep Stockton
residents in the City during
leisure time (long-term)
• % increase in vendors
engaged
• % increase in parking revenue
and visitor perception survey
for those who regularly atten
d
ev
ents
• Community perception survey
Estimated Start-up Cost:
$$
H
Key Stakeholders:
Economic Development
Organizations, Local
Business & Tourism
Initiative 2022 2023 2024 2025 2026
Neighborhood Grants
Competition
Stockton Saturdays
6 - 9 Months
6 Months - 1 Year
Ongoing
Ongoing
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ • According to the 2020 ULI study Creative Placemaking: “Creative pla
cemaking provides triple-bottom-line benefits—financial, s
ocial, and environmental—for all stakeholders. Developers and their partners report higher market values, lower turnover rates, faster approval cycles and lease-ups, greater community buy-in, and better branding and market recognition. Local governments see gains in job growth, improved public
safety, and increased tax revenues that pay for mor
e
r
esident services. And communities benefit from
com
munity cohesion and the creative energy and
aesthetics of vibrant new places that are enhanced with arts and culture.”
SUPPORTING DATA/RESEARCH:
Superscript Letter: Identifies potential funding sources on slide 30
ATTACHMENT A
14 | City of Stockton Economic Development Strategic Action Plan Promote a brand
celebrating Stockton’s
strengths that
resonates externally
Investment
Area 7
Stockton’s external brand perception is affected by the City’s challenges, including crime perception and
misinformation. Improving Stockton’s reputation, by
highlighting Stockton’s key attributes, will bolster pride among residents and aid in driving tourism from other
parts of the state and country. Initiatives in this
investment area span the digital and community
spheres, driving positive perception externally.
INITIATIVES OUTCOMES METRICS RESOURCES
Revitalize Stockton's online
presence through social content
creation and targeting,
enhanced website
approachability and a monthly
newsletter, Search Engine
Optimization
Improve the City’s digital
footprint to bolster perception
internally and externally
• Search volume and % increase
annually
• # site visits
• % increase in organic online
mentions and positive
sentiment annually
• % increase in follow count and
engagement rate annually
Estimated Start-up Cost:
$$
Key Stakeholders:
Digital strategy specialists,
City & State Entities
Launch state-facing activities
in Sacramento to attract
funding for City of Stockton
Foster Stockton visibility at the
state-level to build momentum
around prioritized investment
areas and fund key projects
• % increase in state funding
allocated to Stockton
programs
Estimated Start-up Cost:
$$
Key Stakeholders:
City & State Entities
Facilitate frequent “Stockton
Style” cultural events through
community partnerships to
create quintessentially Stockton
dishes, art, and music
Create a culture of City pride
around key attributes, such as
diversity, history, resilience, and
grit
• Event attendance volume (pre-
registration/QR code tracking)
and % increase
Estimated Start-up Cost:
$
Key Stakeholders:
Economic Development
Organizations, Local
Business & Tourism,
Community Development
Organizations
Launch City marketing
campaign to increase
engagement around priority
events and attractions
Build internal and external
awareness around major proof
points of City attractiveness
• Qualitative and quantitative
data captured through bran
d
aw
areness and perception
surveys
• % increase in positive online
City reviews
Estimated Start-up Cost:
$$-$$$
Key Stakeholders: Local
Business & Tourism,
Advertising Agency
Initiative 2022 2023 2024 2025 2026
Online Footprint
State-Facing Activities
“Stockton Style”
Marketing Campaign
1 Year
6 Months
Estimated Cost: $ = <100k, $$ = $100-500k, $$$ = 500k-1m, $$$$ = 1-2m, $$$$$ = 2m+ 6 Months Ongoing
Ongoing
6 Months Ongoing
Superscript Letter: Identifies potential funding sources on slide 30
ATTACHMENT A
15 | City of Stockton Economic Development Strategic Action Plan Execution
Timeline
ATTACHMENT A
16 | City of Stockton Economic Development Strategic Action Plan 2022 2023 2024 2025 2026
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Execution Timeline| Proposed Roadmap to 2026
Innovation Hub
Creation
Local Business Climate
Develop Workforce
Transform Downtown
Invest in Key Assets
Unify Community
Promote Brand
Initiative: Smart Corridor
Initiative: Workforce Alliance*
Initiative: Neighborhood Grants Program*
Initiative: Restore Public Parks
Initiative: Stockton Saturdays*
Initiative: Smart Parking and Wayfinding
Initiative: Revitalize online footprint
Initiative: Stockton Style*
Initiative: State-facing activities*
Initiative: Entrepreneurship Summit*
Initiative: DSA Ambassadors*
Initiative: Innovation Challenge*
Initiative: Support Ventures*
Initiative: Special Services District*
Initiative: Activate Public Spaces*
Initiative: Lighting Infrastructure
Initiative: Full-spectrum Development
Initiative: Actionable Roadmaps*
Initiative: Marketing Campaign*
Key Startup Phase * Ongoing Activity after Startup Phase Initiative: Innovation Accelerator*
Initiative: Business Inventory
Initiative: Central Business Hub*
Initiative: Attract Targeted Businesses*
Initiative: South Stockton Initiative
Initiative: Career Pathway Internships*
ATTACHMENT A
17 | City of Stockton Economic Development Strategic Action Plan Inclusion Awareness Engagement Pride Advocacy
Current Mindset
“I believe Stockton has potential, but the
City feels stagnant and there’s not much I
can do about it”
“Among the perception of crime, lack of
opportunities and amenities, and
homelessness, Stockton has many challenges
to tackle”
“There’s not much going on in Stockton, so I
primarily look to surrounding cities to fulfill
my needs”
“Stockton is my home, but it’s certainly
not my favorite city”
“I rarely invite my family or friends to
Stockton because there isn’t much to
see or do”
Desired Perception
Shift
“My city is being reborn and I’m excited to
contribute to this journey”
“I can envision Stockton becoming the city for
me and my family”
“Stockton has everything I need to live
happily, raise a family proudly, and grow a
business successfully”
“Stockton is my city of choice and there’s
no place I’d rather be”
“I sing the City’s praises to non-
residents incessantly; I can’t wait for
my friends to visit”
Communications
Objective
Inform residents of intent to “relaunch”
Stockton and solicit collaboration
Introduce Stockton’s 2026 vision and build
excitement around the City’s future
Entice the rediscovery of, immersion into
Stockton and its communities
Celebrate the unique attributes that
make Stockton, Stockton
Prompt residents to share love and
pride in Stockton to drive tourism
Proposed Initiatives
• Establish workforce alliance with the
C
ounty, local businesses, community
groups, and educational institutions
to identify skills needed for th
e
f
uture of work.
• Revitalize Stockton's online presence
a
nd drive engagement through social
c
ontent creation and targeting,
en
hanced website approachability
and a monthly newsletter, Search
Engine Optimization
• Launch City marketing campaign to
increase engagement around priority
events and attractions
• Create a special services district (SSD)
around Stockton’s Waterfront
• Implement a smart, multimoda
l
corri
dor, and accelerate deployment of
signage and smart parking
i
nfrastructure throughout Downtown
• Create local Innovation Challenge for
en
trepreneurs to address key Stockton
Challenges
• Support new ventures for aspiring
wine, horticultural, and agricultural
entrepreneurs
• Implement park improvements to
support cross-City engagement
• Launch neighborhood grants
competition program to bu
ild
c
ommunity cohesion
• Create and institutionalize Stockton
Sa
turdays events in Downtown
• Facilitate frequent “Stockton Style”
cultural events through
community partnerships to create
quin
tessentially Stockton dishes, art,
a
nd music
• Activate existing public spaces to
increase community engagement
and internal/external perception
• Establish annual entrepreneurship
summit and awards program
• Launch state-facing activities in
Sacramento to attract funding
for City of Stockton
• Urge residents to amplify
positive Stockton experiences
within their communities a
nd
a
mong non-residents
Marketing Channels OLV, Social, OOH, Website, Print, Local Influencer, Community Events/WOM
TV, OLV, Social, OOH, Radio, Website, Print,
Local Influencer, Community Events/WOM,
Display
Social, Radio, Website, Local Influencer,
Community Events/WOM, Newsletter, Search
Search, Social, WOM, Earned Media,
Statewide Outreach Social, Visit Stockton
Key Performance
Indicators
Attendee Volume & Participation,
Sentiment & Emotion Analysis,
Community Champion Buy-In
Search Volume, Site Visits, Organic Mentions,
Vid/Influencer Engagement & Completion
Rate, Event Attendee Volume, Brand
Awareness Survey
Search Volume, Site Visits, Organic Mentions,
Vid/Influencer Engagement & Completion
Rate, Event Attendee Volume & Participation
Organic Mentions & Sentiment, Search
Volume, Online City Reviews, Brand
Perception Survey
NPS, Organic Mentions & Sentiment
Orchestrating the roll-out of the Stockton Communications Plan involves obtaining brand buy-in from key community champions in the Inclusion phase, meeting residents in their current state (Awareness phase), and then eventually supporting residents to become their brand champions (Advocacy phase). Each phase highlights residents’ current mindsets and desired perception shifts and aligns them with supporting objectives and activities, roll-out communications channels, and measurements of success.
Execution Timeline| Proposed Communication Plan
ATTACHMENT A
18 | City of Stockton Economic Development Strategic Action Plan Implementation
Considerations
ATTACHMENT A
19 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Community Ownership: To fully integrate initiatives and receive an optimal outcome, Stockton residents and local organizations must feel a sense of ownership over key initiatives and next steps.
City Sponsored: For implementation success, the City of Stockton must prioritize and fully own the Activation Roadmap.
This ownership will require socializing the plan to various City departments and soliciting—then incorporating—feedback on key initiatives as appropriate.
Iteration: The Activation Roadmap is iterative; quick wins will help determine future investment priorities and decisions. Approaching implementation with this mindset will be critical for success.
Accountability: Defining a project management approach for the Activation Roadmap will allow key City owners to track progress against defined milestones and associated metrics. Through this process, the City can hold itself accountable to ultimately activate long-term success for Stockton.
Activation Roadmap Implementation| Key Principles
Several tenets, including City ownership, accountability, community ownership, equity, and iteration will allow Stocktonians—both residents and local organizations—to unify around a core vision for success and provide an equitable foundation for successful Activation Roadmap implementation.
Equity: For the Activation Roadmap to support ALL residents and communities within Stockton, the City must commit to applying an equitable and inclusive lens with the implementation of each initiative. Organizations rooted in Stockton’s diverse communities must have a seat at the table throughout each initiative's implementation to accomplish this goal.
ATTACHMENT A
20 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Business Inventory
Central Business Hub
Attract Desired Business
South Stockton Taskforce
Workforce Alliance
Actionable Roadmaps
Career Pathway Internships
Innovation Accelator
Innovation Challenge
Entrepreneurship Summit
Support Venture
DSA Ambassadors
Lighting Infrastructure
Full-spectrum Development
Downton Public Infrastructure
Wayfinding/Smart Parking
Park Redevelopment
Special Services District
Activate Public Spaces
Neighborhood Grant Competition
Stockton Saturdays
Online Presence
State-facing Activities
Stockton Style
Marketing Campaign
Descriptions of Axes
Potential Cost:
• Identified cost range to implement initiative
Duration to Implement:
• The time allocated to developing, testing and scaling initiatives.
Timelines for initiatives range from 0 months – 2+ years.
Quadrant Description
Quick Wins:
• Short implementation duration and low potential costs; quick to build momentum within investment areas
Strategic Investments:
• Long duration to implement but low potential cost; these represent long-term, strategic investments for the City Growth Opportunities:
• Long implementation duration and high potential costs; City should opportunistically pursue these as long-term strategic growth opportunities
Catalysts:
• Short implementation duration and high potential costs; City should pursue rapidly to activate priority focus areas
Duration to ImplementShort Long
Potential CostLow High
Quick Wins
Activation Roadmap Implementation| Opportunity Matrix
When considering Activation Roadmap implementation, it is important to align potential opportunities with City objectives. This matrix plots all proposed initiatives based on the effort required to complete said initiatives. Refining this analysis will help the City identify the impact of these initiatives.
Strategic Investments
Catalysts Growth Opportunities
Indicator Range
$ < $100,000
$$ $100,000 - $500,000
$$$ $500,000 - $1,000,000
$$$$ $1,000,000 - $2,000,000
$$$$$ > $2,000,000
Key: Initiatives are Grouped by Focus Area
Inclusive Economy: People and Business Smart and Resilient Infrastructure Stockton Branding
ATTACHMENT A
21 | City of Stockton Economic Development Strategic Action Plan DELOITTE | CITY OF STOCKTON
Activation Roadmap Implementation| What’s Next?
Defining a robust Activation Roadmap implementation plan is critical to ensuring community buy-in and fostering the success of prioritized initiatives over a five-year timeline. This timeline builds upon the framework outlined in the Roadmap; each of these next steps is dependent on the various identified components.
Short Term
(6 months)
• Develop Activation Roadmap
Imp
lementation Plan to assign
roles and responsibilities for
prioritized initiatives; Build a
core Implementation team that
oversees strategic rollout
• Secure “Quick Wins,” as
ide
ntified in the opportunity
matrix, to gain positive
momentum for the City and lay
the groundwork for long-term
success
• Consider “Catalyst”
opportu
nities that require more
investment but drive
monumental change
Medium Term
(6 – 12 months)
• Implement results management
approa
ch for regular progress
reporting, milestone and
budget tracking, and risk
monitoring; Develop public
dashboards for consistent City
and community reporting and
consistent buy-in
• Budget and plan for the
implem
entation of priority
“Growth Opportunities” and
“Strategic Investments”
• Scale early investments to drive
transformational changes for
the City of Stockton
Long Term
(1 – 5 years)
• Launch priority “Growth
Opp
ortunities” and “Strategic
Investments” based on work
plans and staff capacity, as well
as resources required
• Utilize Project Management
syste
m through the Office of
Performance and Data Analytics
to track success against defined
metrics
• Iterate on defined initiatives
and as
sociated activities as
necessary to realign Activation
Roadmap based on lessons
learned and resources available
to the City
ATTACHMENT A
22 | City of Stockton Economic Development Strategic Action Plan Acknowledgements
The Deloitte Team, on behalf of the City of Stockton, would like to recognize the notable contributions of the various partners that Deloitte engaged with while developing the Economic Development Strategic Action Plan. This includes local Stockton leaders within the Government, Education, Business, and Nonprofit sectors who participated in stakeholder interviews, Focus Groups, and the Greenhouse Lab session. Thank you!
ELECTED OFFICIALS
1. Stockton Mayor and City Council
GOVERNMENT
1. City of Stockton, CA
2. Port of Stockton
3. San Joaquin Council of
Govern
ments
EDUCATION
1. CSU Stanislaus, Stockton Campus
2. San Joaquin A+
3. San Joaquin County Office of Education
4. San Joaquin Delta Community College,
Sma
ll Business Development Center
5. Stockton Unified School District
6. University of the Pacific
BUSINESS
1. ASM Global
2. BAC Community Bank
3. BIA Greater Valley
4. Cast Iron
5. Grupe Huber Company
6. H D Arnaiz Corporation
7. San Joaquin Regional Transit District
8. St. Joseph’s Medical Center
9. Via Ventures
10. Weberstown Mall
COMMUNTITY -BASED
ORGANIZATIONS
1. African American Chamber of
Com
merce of San Joaquin
2. Central Valley Asian-American
Cha
mber of Commerce
3. Community Foundation of San
Joa
quin
4. Downtown Stockton Alliance
5. Greater Stockton Chamber of
Comme
rce
6. HATCH Workshop
7. Housing Authority of San Joaquin
8. Little Manila
9. Miracle Mile Improvement District
10. San Joaquin Business Council
11. San Joaquin County Hispanic
Cha
mber of Commerce
12. San Joaquin Partnership
13. San Joaquin County WorkNet
14. Stockton Community Kitchen
15. Third City Coalition
16. United Way
17. Visit Stockton
ATTACHMENT A
23 | City of Stockton Economic Development Strategic Action Plan Appendix
ATTACHMENT A
24 | City of Stockton Economic Development Strategic Action Plan Investment Area Initiatives Supporting Data/Research Data USA Profiles (see following slides) + Relevant Linking Notes
Business Inventory
Central Business Hub
Attract Targeted Businesses
South Stockton Initiative
• US Bureau of Labor Statistics reports Stockton’s October 2021 Unemployment Rate at 7.2%, 2.6% above the national rat e,
a
nd dropping from 10% in December 2020, showing a positive post-recovery trend. • Due to COVID-19, occupations that afford a “work from home” option have an increased share of labor participation. • Compared to other places, Stockton, CA has an unusually high number of residents working in Farming, Fishing, & Forestry (6.77 times higher than expected), Material Moving (1.85 times), and Transportation Occupations (1.44 times).
There is the opportunity to attract new business in
emerging occupations in Management, Business,
Science, and Arts, in industry sectors such as Trade
& Logistics, Manufacturing (advanced), and
Technology, among others.
See: Economic, Occupations, Industry Profiles
Workforce Alliance
Actionable Roadmaps
Career Pathway Internships
• In 2019, Stockton’s Median household income was $59.504, roughly $10,000 below national average. • Based on US Bureau of Labor Statistics (May 2020) data, 72% of occupations are underrepresented in Stockton (as compared to the US), 27% of which have a higher median income than Stockton’s median income in 2019.
There is the opportunity to diversify the
workforce. As one example, Information Services
and Financial Activities, among others, are
underrepresented in Stockton but are stable and
high earning potential opportunities.
See: Economic, Occupations, Industry Profiles
Innovation Accelerator
Innovation Challenge
Entrepreneurship Summit
Support Ventures
• The Aspen Network of Development Entrepreneurs (ANDE), part of the Aspen Institute, has completed detailed research and findings on incubation and accelerators for early-state innovators to bridge the “Pioneer Gap.” • Targeted accelerator and innovation programs can help Stockton start-ups and early-stage entrepreneurs, providing capabilities in: “(a) business development …; (b) infrastructure support …; (c) network support … and (d) financial support.” The start-up ecosystem and supporting
infrastructure can support bridging the “Pioneer
Gap” and enable new business growth and absorb
new workforce talent/skills, as linked to the
“Develop Workforce” investment area.
DSA Ambassadors
Lighting Infrastructure
Full-Spectrum Development
Smart Corridor
• Stockton's housing expense is 37% higher than the national average, driven in part by limited supply and high demand; growing business will require new housing stock.
• Conversion of public lighting to LED and creating smart lighting controls can reduce energy costs up to 50% and improv e
p
ublic safety.
• Further IoT build-out of the public lighting system can enable multimodal corridor development, and smart parking, with estimated potential revenue increases of 10-35%.
Infrastructure and program investments in
housing and to improve quality of life are critical
enablers to grow and expand business and the
economy more broadly–-making Stockton one of
the best cities to work and live in the United
States. Affordable housing stock must be
increased, and improved lighting/parking can
reduce costs and enhance revenues, while
improving public safety perception. Investments in
parks and open space not only improve quality of
life, but also will support business attraction
efforts.
Smart Parking and Wayfinding
Restore Public Parks
Special Services District
• The Urban Land Institute (ULI) states 55% of US residents say access to green space is a top or high priority when deciding where to live.
• National Recreation and Parks Association identify “quality parks and recreation” as one of the top three reasons that business cite in relocation decisions.
• Gensler survey of 350 private investors shows 73% believed that “open space could act as a crucial catalyst for economi c
d
evelopment.”
Neighborhood Grants Program
Stockton Saturdays
• According to the 2020 ULI study Creative Placemaking: “Creative placemaking provides triple-bottom-line benefits—financial, social, and environmental—for all stakeholders. Developers and their partners report higher market values, lower turnove r
r
ates, faster approval cycles and lease-ups, greater community buy-in, and better branding and market recognition. Local governments see gains in job growth, improved public safety, and increased tax revenues that pay for more resident services. And communities benefit from community cohesion and the creative energy and aesthetics of vibrant ne w
pl
aces that are enhanced with arts and culture.”
Investments in soft infrastructure and cultural
programming enhances Stockton as a place and
brand, yielding a range of benefits grouped under
“creative placemaking.”
Revitalize Online Footprint
State-Facing Activities
Stockton Style
Marketing Campaign
Research and Data | Context & Approach
Innovation Hub
Creation
Local Business Climate
Develop Workforce
Transform Downtown
Invest in Key Assets
Unify Community
Promote Brand
A robust process of assessment and stakeholder consultation helped define and prioritize investment areas and initiatives. Secondary research and data were used to understand the context of Stockton’s evolving economy, occupations, industry, and specialization. While some investment areas and initiatives can be more directly linked to support the requirements of business, workforce, and residents for Stockton’s post-COVID growth, others are “place-making” initiatives that drive broader economic and social impacts. The table below summarizes Investment Areas, Initiatives, Supporting Data/Research, and Data USA Profile considerations.
ATTACHMENT A
25 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Economy
Median Household Income
2019 VALUE: $59,504 1 YEAR GROWTH: 9.59%
Households in Stockton, CA have a median annual income of $59,504, which is less than the median annual income of $65,712 across the entire United States. This is in comparison to a median income of $54,297 in 2018, which represents a 9.59% annual growth.
The following chart shows how the median household income in Stockton, CA compares to that of its neighboring and parent geographies.
Source: the Census Bureau ACS 1-year Estimate.
Income by Location
HIGHEST MEDIAN HOUSEHOLD INCOME (TOTAL)
1. Census Tract 31.14 ($105,766)
2. Census Tract 40.02 ($101,319)
3. Census Tract 32.08 ($99,975)
The
following map shows all of the places in Stockton, CA colored by their Median Household Income (Total).
Source: the Census Bureau ACS 5-year Estimate.
Median household income in Stockton, CA is $59,504. In 2019, the place with the highest median household income in Stockton, CA was Census Tract 31.14 with a value of $105,766, followed by Census Tract 40.02 and Census Tract 32.08, with respective values of $101,319 and $99,975.
Males in California have an average income that is 1.26 times higher than the average income of females, which is $64,688. The income inequality in California (measured using the Gini index) is 0.497, which is higher than the national average.
The economy of Stockton, CA employs 130k people. The largest industries in Stockton, CA are Health Care & Social Assistance (20,865 people), Retail Trade (15,586 people), and Transportation & Warehousing (13,392 people), and the highest paying industries are Utilities ($76,760), Public Administration ($56,892), and Finance & Insurance ($44,733).
ATTACHMENT A
26 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Occupations
Employment by Occupation, 2013 Employment by Occupation, 2019 Employment by Occupations
2019 VALUE: 130K 1 YEAR GROWTH: 1.12% (From 2018 to 2019, employment in Stockton, CA grew at a rate of 1.12%, from 129k employees to 130k employees.) Most Common
The most common jobs held by residents of Stockton, CA, by number of employees, are Office & Administrative Support Occupations (15,162 people), Sales & Related Occupations (12,613 people), and Material Moving Occupations (8,808 people) Most Specialized
Compared to other places, Stockton, CA has unusually high number of residents working in Farming, Fishing, & Forestry (6.77 times higher than expected), Material Moving (1.85 times), and Transportation Occupations (1.44 times).
Highest Paid
By median earnings, Health Diagnosing & Treating
Practitioners & Other Technical Occupations ($110,413), Life, Physical, & Social Science ($109,464), and Law
Enforcement Workers Including Supervisors ($100,951).
ATTACHMENT A
27 | City of Stockton Economic Development Strategic Action Plan Data USA| Stockton Data Profile: Industry
Employment by Industry, 2013 Employment by Industry, 2019 Most Common
The most common industries in Stockton, CA, by number of employees, are Health Care & Social Assistance (20,865 people), Retail Trade (15,586 people), and Transportation & Warehousing (13,392 people).
Most Specialized
Compared to other places, Stockton, CA has an unusually high number of Agriculture, Forestry, Fishing & Hunting (3.87 times higher than expected), Transportation & Warehousing (2.12 times), and Public Administration (1.35 times) industries.
Highest Paid
The highest paying industries in Stockton, CA, by median earnings, are Utilities ($76,760), Public Administration ($56,892), and Finance & Insurance ($44,733).
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28 | City of Stockton Economic Development Strategic Action Plan Data USA & BLS| Stockton Data Profile: Occupation Deep Dive and COVID-19 Source: the DOL Unemployment Insurance Weekly Claims Data Unemployment insurance weekly claims by state.
Aggregated Through Data USA
Unemployment Insurance Claims Employment by Industry Sector (Seasonally Adjusted) Source: the Bureau of Labor Statistics Current Employment Statistics (CES). Aggregated through Data USA When reviewing the U.S. Bureau of Labor Statistics occupation report for Stockton-Lodi, CA, the location quotient provides further insights into potential opportunities for Stockton to invest.
For clarification, the location quotient represents the ratio of an occupation’s share of employment in each area to that occupation’s share of employment in the U.S. For example, an occupation that makes up 10 percent of employment in a specific metropolitan area compared with 2 percent of U.S. employment would have a location quotient of 5 for the area in question.
The table to the right identifies all major occupation categories that have a location quotient below 1.0 and thus a theoretical opportunity for increased participation, in line with economic development trends. The line items highlighted in green are major occupation categories with an annual median wage greater than Stockton’s 2019 average.
Occupation Title Est. total employment Location Quotient Annual median wage Management Occupations 10,070 0.71 $105,910
Healthcare Practitioners and Technical Occupations 13,550 0.89 $89,920 Architecture and Engineering Occupations 1,820 0.41 $88,670 Legal Occupations 770 0.37 $88,610
Computer and Mathematical Occupations 1,720 0.21 $78,340 Business and Financial Operations Occupations 8,690 0.58 $66,250 Construction and Extraction Occupations 9,810 0.93 $57,780 Community and Social Service Occupations 3,770 0.95 $54,450 Installation, Maintenance, and Repair Occupations 9,440 0.97 $53,280 Arts, Design, Entertainment, Sports, and Media Occupations 1,350 0.41 $48,620 Office and Administrative Support Occupations 28,220 0.85 $41,220 Production Occupations 13,040 0.86 $37,690
Building and Grounds Cleaning and Maintenance Occupations 6,050 0.83 $31,860 Sales and Related Occupations 20,090 0.86 $31,510
Personal Care and Service Occupations 3,430 0.71 $31,100 Food Preparation and Serving Related Occupations 18,670 0.93 $28,620 Below is relevant content from Data USA used to support decision making throughout the engagement relating to the COVID-19 pandemic and the associated employment impact on California’s industries and labor force.
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29 | City of Stockton Economic Development Strategic Action Plan Marketing Terms Glossary
Below is an explanation of the marketing terms and abbreviations identified on Page 17 NPS: Net Promotor Score. measures customer experience and predicts business growth. This proven metric transformed the business worldand now provides the core measurement for customer experience management programs the world round.
OLV: Online Video. A marketing tactic that used by developing engaging ad format for broad brand awareness campaigns.
OOM: One-to-one Marketing. Also known as personalized marketing or individual marketing, this is a marketing strategy by which companies leverage data analysis and digital technology to deliver messages and product offerings tailored to customers.
Social: Social Media. Interactive technology delivered through websites and applications that enable users to create and share contentor to participate in social networking.
WOM: Word of Mouth. Marketing that is driven when consumer's interest in a company's product or service is reflected in daily dialogues.
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30 | City of Stockton Economic Development Strategic Action Plan Investment Areas| Potential Funding Sources
Below is a list of all potential funding sources identified through the EDSAP development processes. These funding sources will be further developed in the Economic Development Toolkit.
Identifier Potential Funding Source
A Coronavirus Local Fiscal Recovery Fund – Messaging and Public Outreach B Coronavirus Local Fiscal Recovery Fund – Counseling
C Coronavirus Local Fiscal Recovery Fund – Educational Services D Coronavirus Local Fiscal Recovery Fund – Negative Economic Impacts E Coronavirus Local Fiscal Recovery Fund – Economic Development F CARES CESF - Training
G Coronavirus Local Fiscal Recovery Fund – Affordable Housing Development H Coronavirus Local Fiscal Recovery Fund – Outdoor Spaces I City of Stockton Internship Program
J City of Stockton Public Facilities Fees
K San Joaquin Councils of Government
L City of Stockton General Fund
M California Clean Fund
N HUD Neighborhood Stabilization Program Grant
Source Example
Cost: $$$BL
The example above indicates that the Coronavirus
Local Fiscal Recovery Fund – Counseling AND City of
Stockton General Fund
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31 | City of Stockton Economic Development Strategic Action Plan Metric Sources| Stockton Open Data
Deloitte utilized many data sources for potential metrics, and ultimately identified three tiers throughout the process: 1. Metrics currently captured through the Stockton Open Data; 2. Leading Practice Metrics identified by Deloitte’s Data Advisory team; 3. New metrics developed organically though net new initiatives. The list below highlights the metrics defined through Stockton’s current data management efforts. The sources below outline where Stockton Open Data isrelevant INVESTMENT AREA 1: STREGTHEN LOCAL BUSINESS CLIMATE TO ECONOMIC ACTIVITY
1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2D
2. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.a.2
3. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.1
4. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2a2.7 INVESTMENT AREA 2: DEVELOP LOCAL WORKFORCE CAPACITY TO BUILD RESIDENTIAL WEALTH
1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Grow Jobs, ID: 2.a2.1 and 2.a.2.2 INVESTMENT AREA 3: CREATE INNOVATION HUB TO BUILD NEXT GENERATION OF ENTREPRENURS
1. FY 2020 – 2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.2 INVESTMENT AREA 4: TRANSFORM DOWNTOWN INTO A THRIVING, CONNECTED CITY CENTER
1. FY2020-2021 One Page Strategic Plan – see metrics under Growing Economy Increase Small Business Development, ID: 2.d.4
2. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods Establish a City Integrated Team Approach, ID: 4.a.9 INVESTMENT AREA 5: INVEST IN STOCKTONS KEY ASSETS TO ACTIVIATE PUBLIC SPACES AND ATTRACT ACTIVITY
1. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods, ID: 4a.47
2. FY2020-2021 One Page Strategic Plan – see metrics under Thriving and Health Neighborhoods, ID: 4b
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32 | City of Stockton Economic Development Strategic Action Plan References
Aspen Network of Development Entrepreneurs and Village Capital, & Pontencia Ventures. (2003, July). Bridging the “Pioneer Gap”: The Role of Accelerators in Launching High-Impact Enterprises.
The Aspen Network of Development Entrepreneurs. https://www.aspeninstitute.org/wp- content/uploads/files/content/docs/ande/Bridging%20the%20Pioneer%20Gap%20The%20Role%20of%20Accelerators%20in%20Launching%20High%20Impact%20Enterprises%20.pdf Barua, A. The tech workforce is expanding—and changing—as different sectors battle for talent. Deloitte Insights. https://www2.deloitte.com/us/en/insights/economy/spotlight/tech-workforce- expanding.html
Bureau of Labor Statistics. May 2020 Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates Stockton-Lodi, CA. https://www.bls.gov/oes/current/oes_44700.htm Bureau of Labor Statistics.Labor Force Statistics from the Current Population Survey. https://www.bls.gov/cps/ Bureau of Labor Statistics. Databases, Tables & Calculators by Subject. (2021, November). Bureau of Labor Statistics. https://www.bls.gov/data/#employment Carr, T. (2021, July 2). Online Video Advertising Guide: How to Use Video to Drive Business Results. Criteo. https://www.criteo.com/blog/online-video-advertising- guide/#:%7E:text=Online%20video%20(OLV)%20advertising%20is,features%20and%20full%2Dfunnel%20measurement Cost of Living in Stockton, CA | PayScale. (2021a). Payscale. https://www.payscale.com/cost-of-living-calculator/California-Sacramento Is Your Company Ready for One-to-One Marketing?(2014, August 1). Harvard Business Review. https://hbr.org/1999/01/is-your-company-ready-for-one-to-one-marketing Karthik Ramachandran and Jeanette Watson,Tech looks to analytics skills to bolster its workforce: Addressing the analysis talent shortage, Deloitte Insights, March 10, 2021.View in Article Li, J. (2021). Stockton, CA. Data USA. https://datausa.io/profile/geo/stockton-ca#about McCormick, Kathleen, Juanita Hardy, and Marilee Utter. Creative Placemaking: Sparking Development with Arts and Culture. Washington, D.C.: Urban Land Institute, 2020.
Newcombe, T. (2021, April 23). 5 Strategies for Rethinking Smart City ROI (Contributed). GovTech. https://www.govtech.com/smart-cities/5-strategies-for-rethinking-smart-city-roi-contributed.html Stockton Unified School District. (2019).Career Pathways: Career Technical Education Brochure].
US Census Bureau. (2021, December 15). American Community Survey (ACS). Census.Gov. https://www.census.gov/programs-surveys/acs/ Urban Land Institute. The Case for Open Space: Why the Real Estate Industry Should Invest Parks and Open Spaces. Washington, DC: Urban Land Institute, 2018.
What Is Net Promoter?(2021). Net Promoter Network. https://www.netpromoter.com/know/ What Is Social Media Marketing?(2021, July 29). Investopedia. https://www.investopedia.com/terms/s/social-media-marketing-smm.asp What Is Word-of-Mouth Marketing?(2021, March 29). Investopedia. https://www.investopedia.com/terms/w/word-of-mouth-marketing.asp
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Community - Base d
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rganizations
Education
Business
Residents
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