Attachment A - 2025-2030 CEDS — City Council and Concurrent Authorities, February 18, 2025

San Joaquin County, California
2025-2030 Comprehensive
Economic Development Strategy

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Table of Contents Table of Contents
INTRODUCTION ........................................................................................................................... 2 CURRENT CONDITIONS ............................................................................................................... 6 Economic Environment ............................................................................................................ 6 Social Environment .................................................................................................................. 7 Physical Environment ............................................................................................................... 8 Development Opportunities ...................................................................................................... 9 S.W.O.T. .................................................................................................................................... 12 Strengths and Assets .............................................................................................................. 12 Weaknesses and Challenges .................................................................................................. 12 Opportunities ......................................................................................................................... 13 Threats................................................................................................................................... 13 STRATEGIC DIRECTION .............................................................................................................. 15 Implementation Strategies ..................................................................................................... 16 Implementation Team ............................................................................................................ 21 Performance Metrics .............................................................................................................. 22

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 1

THE UNITED STATE ECONOMIC DEVELOPMENT ADMINISTRATION (US EDA) The US EDA is an agency of the US Department of Commerce, its mission is to support the creation and implementation of economic development programs that create or retain full-time permanent jobs and income for the unemployed and underemployed in areas of economic distress. US EDA supports the efforts of regions and communities to devise and implement economic development programs through Comprehensive Economic Development Strategies (CEDS) and further provides investment (grants) in priority areas to ensure the strongest positive impact on sustainable regional economic growth and diversification. Funding is managed through competitive application processes based on specific evaluation criteria for individual funding programs.

THE COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY (CEDS)
The CEDS is both a document and a process. It is a process of establishing and maintaining a robust economic development system by helping to build regional capacity and programs that contribute to individual, business, and community success. Acceptance of this document by the US EDA allows the region and its communities to qualify for funding from the various US EDA grant programs. Funding may be sought from US EDA for the projects and priority programs identified in this document.

THE CEDS PROCESS
The CEDS process begins with the selection of a CEDS Committee that is responsible for convening the planning process and overseeing implementation of the plan. The committee must be representative of the economic development community within the region, including business, industry, government, service and nonprofit organizations, minority populations, and training and educational institutions.

THE CEDS DOCUMENT
The CEDS should be considered a living document. Written as a five-year plan, annual reports are submitted to US EDA during the interim years. These reports employ the evaluation framework to record and update progress toward meeting the region’s economic development goals, completing the priority projects in the CEDS, and adding any new challenges, opportunities, or priority projects.

The five-year CEDS includes a comprehensive summary of the region’s economy, including identification of regional strengths and weaknesses as well as opportunities and threats. A comprehensive action plan, founded on a regional vision and a set of goals and priorities, is also part of the five-year CEDS along with a framework for evaluating progress on implementation and achieving regional goals. The action plan consists of strategies and tasks intended to address the most critical needs and have the greatest potential to improve the region’s economy over the next five years.

This CEDS has been prepared in accordance with US Economic Development Administration (US EDA) guidelines.

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 2

INTRODUCTION
San Joaquin County in
Northern California's
Central Valley is
approximately 25 miles
south of Sacramento
and 60 miles east of
San Francisco. It is one
of California’s smaller
counties by area with a
total of 1,426 square
miles (U.S. Census
Bureau).

Eight incorporated
cities and several
unincorporated
communities make up
the environment of San
Joaquin County.
1 Escalon is located on the eastern side of the county at the intersection of State Highway 120 and the Burlington Northern Santa Fe (BNSF) railroad. Escalon’s economy is largely based on agriculture.

Lathrop is in the southern portion of San Joaquin County, centered between the Stockton, Manteca, and Tracy markets, and is located at the convergence of Interstate 5 (I-5), Interstate 205 (I-205), and State Highway 120 (SR-120). Historically, development occurred east of I-5 and north of SR-120, but the city is rapidly growing west of I-5 and south of SR-120 with new commercial and residential developments.

Lodi is the northernmost incorporated city in San Joaquin County at the intersection of State Highways 99 and 12. Lodi is best known for being the Central Valley’s center of wine grape production. Besides grape production, Lodi is home to several large manufacturing, service, and agricultural companies.

Manteca lies at a crossroads of State Highways 99 and 120; Interstate 5 runs along the western boundaries of the city. Rising housing prices in the Bay Area, the Highway 120 bypass, and a more favorable cost of living continue to make Manteca a good alternative for Bay Area commuters. The city’s economic base includes logistics, e-commerce, medical, and retail.

Mountain House was a planned community and census-designated place in San Joaquin County until voters approved incorporating in March 2024. Mountain House officially became a city on July 1, 2024, when the council was sworn in. Located on the western boundary of San Joaquin County,

1 Population data from U.S. Census Bureau, 2022 American Community Survey 5-Year Estimates

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 3 the city is easily accessible to the Livermore, Pleasanton, and Bay Area markets. The economic base includes professional scientific and technical services, health care and education.

Ripon in southeastern San Joaquin County borders Stanislaus County. State Highway 99 bisects the city and State Highway 120, which connects to Interstate 205 into the Bay Area, is about five miles to the north. Agriculture, particularly almonds, is the primary industry.

Stockton is the seat of San Joaquin County government and is in the center of the county where several highways intersect, including Interstate 5, and State Highways 99, 26, 88, and 4. The California Delta and several thousand miles of waterways also pass through the city. The Port of Stockton, located on the San Joaquin River, connects the city and surrounding area with the San Francisco Bay Area. Stockton’s economic base consists of manufacturing, logistics, e-commerce, medicine, education, and government.

Tracy, the second most populated city in San Joaquin County, is in the southwestern portion of the county, bordered by Interstate 205 on the north, Interstate 5 to the east, and Interstate 580 to the southwest. Tracy’s economic base consists of agriculture production and services, manufacturing, e-commerce, wholesale goods and logistics, and retail.

Historically, the San Joaquin Valley—and San Joaquin County—has been and still is the agricultural center of California. Today, both traditional and innovative agricultural practices are in use. The county has been successful in diversifying its economy by capitalizing on its locational assets; e.g., central location, available sites, and a transportation network that includes highways, rail, water, and airports. Today, San Joaquin County serves as the logistics center for products moving through Northern California and beyond, and new economic drivers like tourism and clean-green industries continue to diversify and strengthen the San Joaquin County economy.

Developing the CEDS
The San Joaquin County CEDS aligns with and
incorporates the activities, goals, and strategies of
the Northern San Joaquin region’s California Jobs
First Regional Investment Initiative and with local
city and county general plans’ goals for economic
growth.

PUBLIC PARTICIPATION
San Joaquin County Economic Development
Association (SJ EDA) held several listening sessions
throughout the county to understand each
community’s goals and priorities. Online surveys
were used to gather input from residents and
businesses to inform concerns and important
issues in the county.

North Valley THRIVE (NVT), a multifaceted coalition
of agencies, organizations, and groups working

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 4 throughout San Joaquin, Merced, and Stanislaus counties on the state’s Jobs First initiative also held listening sessions. The findings of community members participating in these sessions have been incorporated into the CEDS vision, goals, and strategies to broaden and diversify the public input process further.

Details about the public presentations, listening sessions, and survey findings are included in the Appendix.

CEDS COMMITTEE
The San Joaquin County Economic Development Association (SJ EDA), in cooperation with state and local agencies and organizations, serves as the One-Stop business resource for local and prospective businesses and the community. The SJ EDA also serves as the CEDS Committee. • Aaron Edwards – Second Vice President, District 1 Rep and Area Manager for Active Education • Steven Ding – District 4 Supervisor, Alternate Supervisor Rep • Ronnie Lozano – District 4 Representative and local business owner • K
im Parco – District 5 Rep, Secretary and VP/Commercial Banker for Oak Valley Community Bank • Roxanne Jewell-Richardson – Treasurer, District 3 Rep and Marketing Director Oakmont of Brookside • Robert Rickman – District 5 Supervisor, President
• Ann Rogan – District 2 Rep and Principal/ Independent Contractor for Edge Collaborative • Miguel Villapadua – District 1 Supervisor and SJ EDA First Vice President The CEDS committee is supported by a subcommittee consisting of the public/private San Joaquin Business Team.
• Luis Aguilar, City of Lodi Economic
Development
• Skip Allum, Caltrans
• Jorge Barerra, City of Tracy Economic
Development
• Joann Beattie, Manteca Chamber of Commerce
• Nancy Beckman, Visit Lodi
• Adam Brucker, San Joaquin County
Administration
• Shelley Burcham, City of Lathrop Economic
Development
• Kim Byrd, Miracle Mile Improvement District
• Alex Clifford, SMART/San Joaquin RTD
• Yvette Davis, SJC Council of Governments
• Kelly Donohue, Ripon Chamber of Commerce
• JP Doucette, Lodi Chamber of Commerce
• Brad Ecker, San Joaquin Partnership/Business
Council
• Robert Flores, Pacific Gas & Electric
• Les Fong, Cal Asian SBDC
• Jaylen French, City of Escalon Community
Development
• Barbara Harb, City of Manteca Economic
Development
• Heather Heinks, San Joaquin Valley Air
Pollution Control District
• Michael Huber, Downtown Stockton Alliance
• Pedro Mendez, CTE and Workforce
D
evelopment, San Joaquin Delta College
• Jordan Peterson, City of Stockton Economic
Development
• Thomas Pogue, Center for Business and
Policy Research, University of the Pacific
• Timm Quinn, Greater Stockton Chamber of
Commerce
• Wes Rhea, Visit Stockton
• Nicole Snyder, SJC EEDD/WorkNet, EDA,
RLF
• Richard Sokol, Stockton Airport
• Maria Valenzuela, Tracy Chamber of
Commerce
• Lisa Sunday Vela, San Joaquin County
Hispanic Chamber of Commerce
• Patricia Virgen, SJC EEDD/WorkNet, EDA,
RLF
• Craig Wafer, African American Chamber of
Commerce
• Jeff Wingfield, Port of Stockton
• Ken Zuidervaart, City of Ripon Planning

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ORGANIZATION OF THE CEDS
The San Joaquin County CEDS addresses economic challenges, identifies opportunities, and includes a plan for building and sustaining a resilient local economy with increased commerce and employment options. Organization of the CEDS document follows the U.S. Economic Development Administration’s guidelines.

Data analysis and discussion of the
economic, physical and social environments
of the region, county, and communities
An analysis of the internal and external
factors that affect the region’s economic
development competitiveness and potential
Built on data analysis and findings from the
SWOT, strategic objectives focus on
leveraging assets and opportunities, meeting
challenges, mitigating threats, and
stimulating economic growth and stability
Effectively implementing the strategies and
tactics is accomplished through the
coordinated efforts of local government,
workforce and education partners,
community organizations, businesses, and
other stakeholders

CURRENT

CONDITIONS
S.W.O.T.

STRATEGIC

DIRECTION

IMPLEMENTATION

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 6

CURRENT CONDITIONS
While historically the San Joaquin Valley and San Joaquin County have been the agricultural center of California, the county has been successful in diversifying its economy by capitalizing on its locational assets; e.g., central location, available sites, and multifaceted transportation network.

Today, San Joaquin County serves as the logistics center for products moving through Northern California and beyond, and new economic drivers like tourism and clean-green industries continue to diversify and strengthen the San Joaquin County economy.

A community's economic, physical, and social environments are connected and influence each other. Achieving a balance among these environments is necessary to create and sustain a socio- economically healthy community.
• The physical environment is the infrastructure (streets, utilities, development sites, etc.).
• The social environment consists of population, income, housing, health, and safety.
• The economic environment encompasses the industry
mix, employment and occupations which are all influenced by the physical and social characteristics.

The data and trends presented here are intended to describe the county’s economic, physical, and social environments in terms of how well they support sustainable economic development. A more detailed discussion and supporting data is included in the Appendix, Economic Conditions section.

Economic Environment
• Over the last five years, the county’s population over the age of 16 grew by 7.6%, yet the civilian labor force grew by 9%, resulting in an improved labor force participation rate. • The trajectory of unemployment, while always a little higher, follows the same path as the state. After the expected spike in 2020 due to the pandemic, the county recovered over the next two years. May 2024 data show county unemployment at 5.5% compared to state at

4.5%.
• There is double digit growth in the population aged 40 and over (workers heading toward retirement). Slower growth is seen than the younger cohorts (age 20-39). The source of future workers (population under the age of 19) has been and is expected to continue to decline ove r
th
e next four decades—a situation seen in many communities across the nation. • A declining talent pipeline and a growing aged (retired) population puts pressure on e
mployers’ ability to sustain or grow their operations and production levels and reduces the county’s attractiveness to potential new business. A declining younger population also negatively impacts communities’ ability to support an older, retired population. • The mean commute travel time of San Joaquin County resident workers is 34 minutes, yet about 22% of resident workers travel 60 minutes or more for work. According to the U.S.

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 7 Census data, those who commute out of San Joaquin County for employment are between the ages of 30 and 54, have annual earnings of $40,000 or more, and are employed in service industries.
• High school graduation rates are improving, from 84% in 2018 to 88% in 2023. The share o f
th
e county population with less than a high school education is also improving (from a high of 21% down to 19%). Population with a higher degree (bachelor or graduate) is increasing moderately.
• A gap of over 38,000 middle-skilled workers is estimated for the region, according to the Central Valley/Mother Lode Center of Excellence, which serves the San Joaquin, Tuolumne, Calaveras, Mariposa, Stanislaus, and Merced counties. Middle-skill jobs are those requiring some education or training beyond a high school diploma but less than a bachelor’s degree.

This supply/demand gap includes both new job openings and replacements. • Several of these middle-skilled jobs do not offer wages sufficient to support families, according to the Massachusetts Institute of Technology’s living wage estimates. • Most of San Joaquin’s business establishments and employment are in the population- serving industry sectors. These are businesses that provide goods and services to residents— retail, banking, medical and personal care. Unlike the traded sector (manufacturing, construction, agriculture, etc.) population-serving businesses tend to recirculate dollars within the local economy rather than import new dollars. Also, the local-serving industry sectors do not always offer higher skilled and higher paying jobs, but they are importan t
e
mployers in that this is often where people who are entering the workforce find employment a
nd gain basic employment skills.
• San Joaquin County’s economy is sustained by thousands of minority-owned businesses.

P
rograms and initiatives exist that support these businesses that are contributing to the economy, creating jobs and generating revenue.
• Small businesses dominate the county’s economy and employment choices; 72% of San J
oaquin businesses employ fewer than 10 people.
• The growth and decline of the county’s Gross Regional Product (GRP) mirrors that of the state.
• Travel related employment in San Joaquin County increased by just 8% (2018 to 2023).

However, travel-related spending increased 30% over the same time. This increase is mos t
l
ikely due to increased costs rather than visitors spending more.

Social Environment
• The slight population growth in San Joaquin County (1.3%) compares well to that of the state which essentially saw no growth over the last five years and continues to lose population.

Population growth in every city in the county was flat or saw slight gains. • The median age is slightly younger than that of the state (35 vs. 37 years). The largest age group of the predominately Hispanic population is under 19 but projections show this age group declining, which is not promising for a future workforce. • All three measures of income (median household, median family, and per capita) showed growth over the last five years. The source of this income is primarily from wages (80%), ye t

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 8 the share of income from retirement is increasing, which is indicative of an aging population.

The share of the population living in poverty is declining. • San Joaquin County is a highly diverse population, much more diverse and inclusive than the state as a whole.
• The value and appreciation of homes in San Joaquin County has consistently increased but then so have rental costs, which can be a burden on entry-level workers and first-time home buyer hopefuls. The share of owner-occupied housing units (vs. renter-occupied) is improving.
• San Joaquin County is experiencing an upward trend in unhoused population. The Regional Housing Needs Assessment estimates a total of 52,719 housing units are needed to meet demand over the next seven years.
• Similar to statewide estimates, 71% of the county’s population is living with at least one risk factor, according to the U.S. Census Bureau’s Community Resilience Estimates. Risk factors include poverty, language barriers, reliance on seasonal employment, disabilities, and access to transportation, health insurance, or broadband. • Residents have access to significantly fewer health care providers than the state average; 26% fewer primary care physicians and 34% fewer dentists than the state benchmarks. • There is an estimated unmet childcare need for over 50,000 children. The typical annual cost for childcare is $14,300 per child.
• Both violent and property crime are on the decline in San Joaquin County over the last five years.

Physical Environment
• Municipal services (water, solid waste, gas and electric) providers include jurisdictions and special districts. Planned investments for capital improvements will ensure a robust and resilient infrastructure exists to help attract private sector investment and provide a safe and resilient environment for residents, workers, and visitors. Capital improvement projects (summarized for each jurisdiction in the Appendix) include community parks and buildings, utility service and capacity upgrades, housing developments, commercial and industrial developments, streets and transit systems, and emergency and safety measures. • The transportation network in San Joaquin County includes an interstate highway, eight state highways, air service, deepwater port, passenger and cargo rail service, and public transportation.
• Downtowns in San Joaquin County offer a variety of atmospheres and environments including waterfronts, historic and entertainment districts, shopping and dining, public parks and plazas.
• The county offers hundreds of acres of open space and over 250 local and regional community parks and facilities that provide diverse recreational opportunities for residents and visitors.
• San Joaquin County faces some environmental risks, including severe heat, flooding, drought, wildfires, air quality issues, and potential for seismic activity. The San Joaquin

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 9 County 2023 Local Hazardous Mitigation Plan is organized to follow FEMA’s Local Mitigation Plan guidelines and most of the cities have established mitigation plans. • Priority development sites have been identified by the cities and county to significantly increase economic activity, resiliency, and create jobs. These development priorities are detailed in the Appendix and summarized in the following section.

Development Opportunities
The Economic Development Opportunity Areas (Areas) presented here are based on the jurisdictions’ long-term planning efforts and the sites’ development readiness (appropriate zoning, entitlements, and infrastructure). The physical and economic health of these Areas is essential to improving and sustaining San Joaquin County as a healthy community with balanced economic, physical, and social environments.

The Appendix provides a more detailed profile of these Areas, along with the anticipated opportunities and challenges to achieving full potential. The focus on these Areas does not exclude other sites or areas from development or improvement which can be added in future CEDS updates to accommodate new opportunities.

DEVELOPMENT SIZE PLANNED USE(S)
Arena Garage (Stockton) 15,000 SF Food hall, micro-restaurant space Beckman Road (Lodi) 30 acres Commercial
Big League Dreams (Manteca) 38 acres Recreation, commercial Brownfield Sites (Stockton) Various Infill development
Central Lathrop (Lathrop) 1,520 acres Residential, commercial public facilities, parks Children’s Museum Property (Stockton) 0.77 acre Event space, classrooms, public art, amenities Christman Road (Tracy) 116 acres Highway-oriented commercial, light industrial Community Navigation Center (Manteca) 7.2 acres Mixed use, transitional and affordable housing Crossroads Industrial Park (Lathrop) 500 acres Industrial Downtown Manteca 210 acres Property and Business Improvement District (PBID) Downtown Stockton 200 acres Commercial, retail, entertainment, government Downtown Tracy 137 acres Retail, restaurant, office, residential Family Entertainment Zone (Manteca) 140 acres Regional entertainment and retail center Gateway Business Park (Lathrop) 168 acres Industrial, commercial, office, public facilities Grant Line Road (Tracy) 5 mi. corridor Retail and shopping centers Great Wolf Resort (Manteca) 29 acres Recreation, entertainment, lodging, commercial International Park of Commerce (Tracy) 1,800 acres Business park, office, commercial I-205 and West Valley Mall (Tracy) 740,000 SF Commercial, retail, multi-family residential Lakehouse (Lodi) 9 acres Resort hotel, residential, retail, commercial Liberty Business Park (Escalon) 150 acres Ag-related light industrial, commercial Lodi Energy Center (Lodi) 4.4 acres Hydrogen hub and distribution, R&D Manteca Crossing (Manteca) 13 acres Mixed use retail power center Market Mountain House 86,872 SF Retail, commercial, services Marketplace at Main (Manteca) 50 acres Fast and casual dining, neighborhood services

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DEVELOPMENT SIZE PLANNED USE(S)
Mossdale Village (Lathrop) 1,161 acres Village center, highway commercial, recreation Mountain Technology Center 500,000 SF Industrial, logistic facilities North Pointe (Ripon) 310 acres Commercial, technology, office, recreation North Shore/Marina District (Stockton) 77 acres Master planned residential, retail, recreation Northeast Industrial District (Tracy) 870 acres Logistic facilities, manufacturing, office, retail Prologis (Manteca) 278,213 SF Industrial building
Promenade Shops (Manteca) 65 acres Outdoor lifestyle center (retail, commercial, hotel) Reynolds Ranch (Lodi) 220 acres Master planned residential, retail, and office River Islands (Lathrop) 5,000 acres Master planned community, residential, commercial South Lathrop (Lathrop) 315 acres Commercial, limited industrial, open space South Pointe (Stockton) 9 acres Residential, commercial, recreation, government Stadium Center (Manteca) 420,000 SF Retail
Teen Impact Center (Stockton) 20,000 SF Community facility for workforce training, education) Tracy Boulevard (Tracy) 1 mi corridor Industrial, residential, transit-oriented uses Tracy Hills (Tracy) 2,761 acres Single-family residential, commercial Union Crossing (Manteca) 220,000 SF Regional retail center West 11th Street (Tracy) 3 mi. corridor Retail and shopping centers West Lathrop (Lathrop) 7,405 acres Employment center, housing, commercial West Side/Prologis (Tracy) 538 acres Commercial, healthcare

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 11

TARGET INDUSTRY SECTORS
San Joaquin County can boast of several competitive advantages for industry—central location, access to major markets, multimodal transportation hub, workforce, available and affordable real estate, and a welcoming business climate.

The San Joaquin Partnership, a private nonprofit corporation primarily funded by the cities, county, and member organizations, markets the county and its cities for business attraction, retention, and expansion. The Partnership works with local, regional and state economic development agencies and organizations to actively promote the county to the priority industry targets noted below.

A common theme of the county’s target industries is cutting-edge technology. From agriculture production and processing, to manufacturing, logistics, and healthcare companies are relying on advanced technologies to streamline operations and develop better products, which depends on a highly skilled workforce, market access, and often specialty sites and buildings.

These target industries align with the Northern San Joaquin Valley’s Jobs First priority industry sectors, which are carbon management, clean energy, advanced manufacturing, and ag tech.

Logistics & E-commerce
Agriculture
Healthcare
Industrial Construction
Renewable Energy
Advanced Manufacturing
Tourism
Common among
these industries is
the use of cutting-
edge technology and
reliance on a skilled
workforce.

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 12 S.W.O.T.

This assessment presents a summary of the county’s strengths and assets, weaknesses and challenges, external threats and economic development opportunities. These findings are a culmination of data and trends analysis and are the basis for the CEDS goals and strategies.

Supporting data presented in the Appendix includes Economic Conditions, Reference Documents, and Public Engagement, which summarizes the community surveys and stakeholder work sessions.

Strengths and Assets
• Central location and access to major markets
• Multifaceted transportation network for industry, residents, and commuters • Diverse industry clusters and strong minority-owned business community • Supportive community that backs small businesses, fosters growth and development • Market-ready industrial and commercial properties
• A dozen higher education institutions nearby, industry-specific career pathways and training • Improving educational attainment
• Community and regional parks and open space
• Favorable cost of living
• Declining crime rates
• I
mproving labor force participation
• GRP and employment recovery from pandemic
• Increases in travel-related employment and spending
• Population diversity
• Income growth
• Planned capital improvements in all aspects of community services • Several initiatives and programs in place to address homelessness Weaknesses and Challenges
• Aging population and no or little growth in talent pipeline • Barriers to employment (skills, childcare availability and cost, housing costs and availability) • Increasing costs are impacting the region’s affordability and its competitiveness as a place to do business, including (but not limited to) housing, rentals, childcare, homeowner and business insurance, wages, power, etc.
• Qualifying income for a traditional mortgage is far above the median household or family income

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 13 • Upward trend in the unhoused population
• Over 50,000 housing units needed to meet projected demand • Access to significantly fewer health care providers than the state average particularly impacting seniors and underserved populations
• Estimated shortage in meeting middle-skill workers
• Higher share of population-serving businesses vs. traded sector (manufacturing, ag, etc.) • Established image as an agricultural region can make it difficult to attract higher wage paying jobs in industry, technology, and services
• C
umbersome government regulations, outdated codes
Opportunities
• Near-term and long-term development sites identified and prioritized by jurisdictions; diverse sizes and uses will aid in diversifying the economy and provide new and diverse housing options
• Expand and diversify the economy by building on the county’s and the Port of Stockton’s i
nvestments in expanding the established clean and green industries sectors (solar and wind) • Build on the existing business startup and financing programs, and expand investment by minority and under-represented entrepreneurs
• Collaborate with local educational institutions and workforce programs to ensure a steady supply of skilled labor
• Capture workers commuting out of the county; housing shortages and increasing costs in Bay Area will continue to make San Joaquin County an attractive location for workers • Established plans to meet the needs for low-income and worker affordable housing • Developers are including onsite childcare facilities in low-income apartments • Expand on the traditional and innovative agricultural practices that are in use • Build on county’s existing reputation for ag and logistics • Capture Bay Area and Southern California businesses seeking lower costs areas • R
evitalize Downtowns with placemaking and amenities
• Regional collaboration for California Jobs First initiative • E
stablished partnerships to lead and support strategy implementation • I
mprovements to the reliability and safety of public transit system to improve accessibility and reduce traffic congestion
Threats
• Over 70% of the county residents have at least one resiliency risk factor (poverty, access to healthcare, uninsured, seasonal employment, language barrier, disability, etc.) making it difficult for them to absorb, endure, and recover from health, social, economic, or natural disasters

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 14 • Natural and weather-related dangers (increasing heat, flooding, severe to exceptional drought conditions, wildfires, air quality, potential for utility disruptions) • Compliance with state and federal regulatory environment can burden business development and small business success with additional costs, reduced profitability and competitiveness
• Agricultural water supply due to groundwater depletion exacerbated by droughts and climate change; historically, water reserves have been overdrawn at rates faster than nature can replenish
• Agricultural vulnerability. County’s economy is heavily reliant on agriculture, which is highly vulnerable to fluctuations in water supply and quality, changing weather patterns, and labor shortages

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 15

STRATEGIC DIRECTION
The San Joaquin County CEDS is focused on the following vision, goals, and objectives which serve as a guide for achieving economic growth and stability, decision-making, and use of resources.

VISION
San Joaquin County will be the agricultural heart of California with sustainable and abundant water resources, desirable and safe communities, a strong and globally connected economy, and thriving and pristine natural resources.
2 GOALS

1. Maintain a thriving business community and growing economy that provides well-paying jobs, a high quality of life, and a sound tax base.

2. Develop a diverse mix of businesses and industries for a balanced local economy.

3. Provide opportunities for expansion and development of businesses by ensuring availability of suitable sites, appropriate zoning, and access to infrastructure and amenities.

4. Support the continued financial growth of the agricultural sector and related businesses.

5. Provide a variety of tourism opportunities to market San Joaquin County as a tourist destination and expand the local economy.

OBJECTIVES

Economic diversification will reduce the county’s dependence on any one industry, e.g. agriculture or population-serving businesses, making the economy more resilient to external threats or upsets. Economic diversification requires a long-term commitment to implementation and investment.

2 San Joaquin County 2035 General Plan
Economic
Diversification
Talent
Development
Community
Development
Public Safety &
Environmental
Resiliency

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San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 16 Developing workforce talent and skills will ensure businesses and the regional economy remain competitive, adaptable, and resilient in the face of changing markets and global competition.

Community development will help foster inclusive growth, improve quality of life for residents and workers, and ensure sustainable economic and social progress. Community development is a multi-faceted undertaking that requires public/private collaboration and investment.

Public safety and environmental resiliency will ensure people, infrastructure, and the natural and built environments are safe, sustainable, and prepared for disruptions. A secure environment requires a comprehensive approach to planning, preparedness, policies, and public engagement.

Implementation Strategies
These interconnected objectives, strategies and
implementation tactics address the CEDS goals by
aiming to stimulate economic growth, diversify the
local economy, improve quality of life, and ensure the
long-term resilience and sustainability of the county's infrastructure and communities. Strategies are based
on economic conditions, SWOT analysis, stakeholder
priorities, and public engagement and are intended to
augment many of the activities and initiatives currently underway.

OBJECTIVE 1: Economic Diversification
STRATEGY: A. Prepare sites and buildings for
targeted industry sectors to ensure San Joaquin
County is a competitive location for the attraction of
new business investment and expansion.
• Continue efforts to plan and make infrastructure improvements in and around the prioritized Economic Development Opportunity Areas that will support manufacturing, industrial services, food processing, EV infrastructure, innovation and related activities. • Identify and pursue potential sources of funding.
• Consider jurisdictional and agency partnering on funding applications when appropriate. • Continue identifying vacant or underutilized buildings and sites that could help to revitalize industrial and commercial areas, downtowns, and retail centers.

STRATEGY: B. Aggressively market shovel-ready sites to the diverse targeted industries. • Continue actively participating with The San Joaquin Partnership and other marketing partners.
• To augment state and regional partners' marketing efforts, consider contracting with a lead generation service (e.g. ResearchFDI) to increase business investment prospects.

The San Joaquin County CEDS
strategies align closely with those
adopted by the Northern San Joaquin
Valley Jobs First Initiative, namely:
 Regional innovation ecosystem
 Small business and
entrepreneurship development
 Inclusive and equitable skills and
talent development
 Investment in climate-smart
infrastructure
 Placemaking and culturally
relevant amenities
 Social infrastructure for health
and well being
 Coordinated governance

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 17 • Investigate online site inventory apps that are preferred by corporate site selector to promote near-term opportunities (e.g. Location One Information System [LOIS]).

ST
RATEGY: C. Provide resources to support and sustain the region’s agriculture sector. • Stay engaged with regional and statewide economic development efforts to ensure the county’s ag sector is represented in discussion of planning efforts and funding allocations. • Invest in water management, distribution, and sustainability practices. • Facilitate public/private partnerships and support research and development of and access to
innovations for precision ag technology, tools, and methods. • Support efforts to diversify crops and create new markets. • Invest in logistics infrastructure to support distribution of local products. • Develop and promote training programs to equip workers with modern farming skills and assist workers in transitioning to more technology-driven processes.

STRATEGY: D. Provide tools and resources to encourage new entrepreneurs and help existing small business succeed and grow.
• Identify vacant or underutilized buildings that could create more opportunities fo r
e
ntrepreneurial growth and provide nontraditional workplaces. • Work closely with Workforce Development and educational partners to offer and promote academic programs that are of interest to small business owners. • Build on the existing entrepreneurial ecosystem to ensure entrepreneurs and small business owners can quickly find the support and resources they need to succeed. • Support current initiatives and identify new entrepreneurial programs that provide resources, training, and financing to small businesses and startups including targeted support and resources to better serve minority entrepreneurs overcome barriers to startup and success ;
e
.g., limited access to capital, networking opportunities, mentorship, access to government contracts.
• Continue to promote and expand existing Revolving Loan Funds and new funding mechanisms.
• Collaboratively plan and promote small business events (networking, workshops, trainings, and promotional events). Consider adding networking opportunities that connect minority business owners with policy makers and other business leaders in the community to help minority entrepreneurs navigate challenges specific to their industries. • Provide a liaison to help entrepreneurs through the business startup and permitting process.

OBJECTIVE 2: Talent Development
STRATEGY: E. Foster a strong business/education ecosystem through partnerships with business, colleges and universities throughout the region. • Through business outreach and assistance programs, involve industry in identifying the skills, training, certifications, and licenses required for their workers and new hires.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 18 • Consider establishing education/industry councils led by representatives of the targeted industries and minority business owners to gain insights into the skills, degrees, certifications n
eeded and potential barriers.
• B
uild partnerships between business, education, and workforce development to reshape training programs to respond to changing skills needs due to operations or technology innovations.
• Encourage and facilitate partnerships between business and vocational training institution s
to
offer apprenticeships, job shadowing, and mentorship programs.

STRATEGY: F. Build a pipeline of talented workers with the skills needed for manufacturing, logistics, clean energy, healthcare, service and hospitality. • Support public/private efforts to fund, build, and equip workforce and career training facilities.
• Support and promote the use of GoSanJoaquin (www.gosj.org) to businesses and job seekers.
• Expand existing and develop new career pathways and sector-b ased training programs that a
re aligned with industry needs.
• Encourage the inclusion of digital literacy programs to ensure workers are equipped with e
ssential technological skills including coding, cybersecurity, and data analysis. • Support housing and placemaking initiatives to attract and retain workers and professionals. • Promote a culture of lifelong learning and facilitate opportunities through workforce development, colleges, adult education, high schools, libraries, online academies, and career groups.

STRATEGY: G. Engage policy makers, businesses and educators in addressing challenges
faced by adult learners, minority students, and individuals transitioning careers or re-entering the workforce.
• Ensure there is access to quality affordable childcare throughout the county for workers and adult students.
• Ensure public transportation routes connect neighborhoods, housing developments, education locales, and job centers.
• Investigate replicating existing programs that assist adults entering or re-entering the workforce from self-employment, long-term unemployment, retirement, correction s
i
nstitutions, military service, etc.
• Incorporate programs that teach communication, critical thinking, problem-solving, teamwork, and leadership.

OBJECTIVE 3: Community Development
STRATEGY: H. Develop and improve public places that are attractive to residents, workers, and visitors.
• Identify funding to establish new or expand façade improvement programs that offer fi
nancing, grants, and design and technical assistance.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 19 • Continue to fund, promote, and identify locations for public art. • Continue efforts to provide a network of safe, family-friendly public parks, open spaces, pedestrian and bike paths.
• Plan and invest in streetscape improvements, urban landscaping, lighting and other safety enhancements, wayfinding and signage, etc.

STRATEGY: I. Revitalize downtowns to benefit the local area and businesses, increase property values and attract further investment.
• Consider the feasibility of establishing (or expanding an existing) property-based improvement or similar district to create a sustainable, stable funding source for needed improvements, services, and cooperative marketing in downtowns. • Create live-work spaces to attract entrepreneurs, professionals, artists, and customers to downtown.
• Identify opportunities to expand options for housing in and around downtowns to increase the number of people frequenting downtown 24/7.
• Improve walkability and pedestrian amenities with wider sidewalks, shaded walkways, safe crossings, benches and other outdoor seating areas, parks and parklets. • Ensure there are sufficient public transportation options that enable people to easily and safely travel to downtown, including bike lanes and parking.

STRATEGY: J. Foster an environment of cultural respect, inclusion, and awareness. • Support and fund multicultural festivals, exhibitions, museums, and events that showcase the arts, music, dance, food, and customs of different cultures; e.g., concerts and performances, craft fairs, food festivals, parades, film screenings, language classes. • Support local artisans and cultural entrepreneurs by creating spaces for them to work, perform, and sell products.
• Launch awareness campaigns to educate the public about the history, customs, and contributions of different cultural groups.
• Encourage governments, businesses, and institutions to adopt policies that reflect cultural diversity and inclusion e.g., equal opportunity employment, supporting minority-owned businesses, providing platforms for diverse voices.

Objective 4: Public Safety and Environmental Resiliency STRATEGY: K. Invest in sustainable infrastructure for public safety and a resilient environment.
• Work closely with special districts and other service providers to construct and retrofit public infrastructure and buildings to be resilient to natural disasters such as earthquakes, floods, fires, and storms; e.g., strengthen roads and bridges, retrofit buildings, reinforce critical utilities.
• Implement green infrastructure solutions, such as permeable pavements, rain gardens, and urban forests, to mitigate the impact of flooding, improve stormwater management, and reduce heat island effects.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 20 • Provide funding assistance to help homeowners with retrofitting and construction upgrades. • Adopt land use practices that promote sustainable agriculture, forestry, and urban development that guard against environmental vulnerability.

STRATEGY: L. Reduce risk and prepare for disasters.
• Regularly update community response emergency plans.
• Invest in an efficient and redundant communications and early warning system for natural disasters that reaches all parts of the county and all populations. • Conduct public education campaigns to ensure community members are aware of the plans, procedures, evacuation routes, and resources available to them.

STRATEGY: M. Build capacity.
• Support and help fund local initiatives and community organizations that are serving vulnerable populations.
• Encourage corporate social responsibility and facilitate opportunities for private sector and volunteers to collaborate with local government on projects; e.g. parks and downtown clean- up, youth mentoring, neighborhood watch programs, etc.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 21 Implementation Team
Implementation requires a team of dedicated professionals and involves elected officials, staff of each jurisdiction, partner agencies and organizations. Implementing partners are listed below. • California Central Valley EDC
• California State University Stanislaus,
Stockton Campus
• Central Valley/ Mother Lode Center of
Excellence
• Chambers of Commerce
• Cities of Escalon, Lathrop, Lodi, Manteca,
Mountain House, Ripon, Stockton, and Tracy
• County of San Joaquin
• Downtown Stockton Alliance
• Head Start San Joaquin
• Lodi Airport
• Miracle Mile Improvement District
• Port of Stockton
• San Joaquin Adult Education Consortium
• San Joaquin Community Foundation
• San Joaquin Continuum of Care
• San Joaquin County Council for the Quality
Education and Care of Children
• San Joaquin County Council of Governments
• San Joaquin County Office of Education
• San Joaquin County Raising Quality!
Consortium
• San Joaquin Delta College
• San Joaquin Regional Transit District
• San Joaquin Valley Air Pollution Control
District
• San Joaquin County WorkNet
• Small Business Development Centers
• South San Joaquin Irrigation District
• Stockton Metropolitan Airport
• The San Joaquin Partnership
• Tracy Earth Project
• Tracy Municipal Airport
• United Way, San Joaquin County
• University of the Pacific
• Utility Providers (East Bay Community
Energy, Modesto Irrigation District, Lodi
Electric Utility, Pacific Gas & Electric)
• Visit Lodi
• Visit Stockton

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Page 22 Performance Metrics
Performance metrics are essential for assessing long-term sustainability in economic development. The recommended metrics below provide a clear, measurable, and objective way to track progress, evaluate policies, identify areas for improvement and guide resource allocation.

PERFORMANCE METRIC BASELINE YR
1 YR
2 YR
3 YR
4 YR
5 Acres or square feet of market- and investment-
ready industrial, commercial, residential land
Dollars invested in infrastructure improvements
Dollars invested in improving streetscapes,
facades, public art, other amenities
Retail vacancies
Sales tax revenue
TOT revenue
Number of lodging rooms
Business startups and 5-year success rate
Minority-owned businesses
Employment by industry sector
Pathways and CTE enrollment
Pathways and CTE completions
Educational attainment
Graduation rate
Median household income
New housing units for low- and moderate-
income
Increased ridership in public transportation

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 1

Appendix Table of Contents
Economic Conditions .................................................................................................................... 2 Economic Environment .................................................................................................................. 3 Labor Force ............................................................................................................................... 3 Industry and Jobs ....................................................................................................................... 9 Social Environment ....................................................................................................................... 13 Population ................................................................................................................................ 13 Wealth...................................................................................................................................... 14 Housing .................................................................................................................................... 16 Health and Safety ..................................................................................................................... 19 Physical Environment ................................................................................................................... 22 Planned Capital Improvements .................................................................................................. 23 Infrastructure ............................................................................................................................ 28 Environmental Threats .............................................................................................................. 31 Economic Development Projects ............................................................................................... 33 Public Engagement ........................................................................................................................... 39 Community Workshops ............................................................................................................. 39 Resident Survey ........................................................................................................................ 41 Business Survey ........................................................................................................................ 45 Reference Documents ...................................................................................................................... 47

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 2 Economic Conditions
San Joaquin County in
Northern California's Cen-
tral Valley is approximately
25 miles south of Sacra-
mento and 60 miles east
of San Francisco. It is one
of California’s smaller
counties by area with a
total area of 1,426 square
miles (U.S. Census Bu-
reau).

Eight incorporated cities
and several unincorpo-
rated communities make
up the environment of San
Joaquin County.
1 Escalon (population
7,355) is located on the
eastern side of the county at the intersection of State Highway 120 and the Burlington Northern Santa Fe (BNSF) railroad. Escalon’s economy is largely based on agriculture.

Lathrop (population 39,800) is in the southern portion of San Joaquin County, centered between the Stockton, Manteca, and Tracy markets, and is located at the convergence of Interstate 5 (I-5), Interstate 205 (I-205), and State Highway 120 (SR-120). Historically, development occurred east of I-5 and north of SR-120, but the city is rapidly growing west of I-5 and south of SR-120 with new commercial and residen- tial developments.

Lodi (population 67,680) is the northernmost incorporated city in San Joaquin County at the intersection of State Highways 99 and 12. Lodi is best known for being the Central Valley’s center of wine grape pro- duction. Besides grape production, Lodi is home to several large manufacturing, service, and agricul- tural companies.

Manteca (population 91,060) lies at a crossroads of State Highways 99 and 120; Interstate 5 runs along the western boundaries of the city. Rising housing prices in the Bay Area, the Highway 120 bypass, and a more favorable cost of living continue to make Manteca a good alternative for Bay Area commuters. The city’s economic base includes warehousing and logistics, medical, and retail.

Mountain House (population estimate 28,500) was a planned community and census-designated place in San Joaquin County until voters approved incorporating in March 2024. Mountain House officially be- came a city on July 1, 2024, when the council was sworn in. Located on the western boundary of San Joaquin County, the city is easily accessible to the Livermore, Pleasanton, and Bay Area markets. The economic base includes professional scientiﬁc and technical services, health care and education.

Ripon (population 16,070) in southeastern San Joaquin County borders Stanislaus County. State High- way 99 bisects the city and State Highway 120, which connects to Interstate 205 into the Bay Area, is about ﬁve miles to the north. Agriculture, particularly almonds, is the primary industry.

Stockton (population 319,540) is the seat of San Joaquin County government and is in the center of the county where several highways intersect, including: Interstate 5, and State Highways 99, 26, 88, and 4.

The California Delta and several thousand miles of waterways also pass through the city. The Port of

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 3 Stockton, located on the San Joaquin River, connects the city and surrounding area with the San Fran- cisco Bay Area. Stockton’s economic base consists of manufacturing, logistics, e-commerce, medicine, education, and government.

Tracy (population 98,578), the second most populated city in San Joaquin County, is in the southwest- ern portion of the county, bordered by Interstate 205 on the north, Interstate 5 to the east, and Interstate 580 to the southwest. Tracy’s economic base consists of manufacturing and logistics, e-commerce, wholesale goods, retail trade, and services.

Historically, the San Joaquin Valley—and San Joaquin County—has been and still is the agricultural cen- ter of California. To day, both traditional and innovative agricultural practices are in use. The county has been successful in diversifying its economy by capitalizing on its locational assets; e.g., central location, available sites, and a transportation network that includes highways, rail, water, and airports. Today, San Joaquin County serves as the logistics center for products moving through Northern California and be- yond, and new economic drivers like tourism and clean-green industries continue to diversify and strengthen the San Joaquin County economy.

Achieving a balance among the economic, physical, and social environments is necessary to create and sustain a socio-economically healthy community. A community's economic, physical, and social envi- ronments are connected and inﬂuence each other. For example, • The physical environment is the infrastructure
(streets, utilities, development sites, etc.).
• The social environment consists of population,
income, housing, health, and safety.
• The economic environment encompasses the in-
dustry mix, employment and occupations which
are all inﬂuenced by the physical and social char-
acteristics.

The data and trends presented here are intended to de-
scribe the county’s economic, physical, and social envi- ronments in terms of how well they support sustainable
economic development.

Economic Environment
This section presents data trends, comparisons, and forecasts on the economic elements of San Joaquin County’s environment.

Labor Force
Over the last ﬁve years, the county’s population over the age of 16 grew by 7.6%, yet the civilian labor force grew by 9%, resulting in an improved labor force participation rate (60% to 61%).

The trajectory of unemployment, while always a little higher, follows the same path as the state. After the expected spike in 2020 due to the pandemic, the county began to recover over the next two years.

May 2024 data show the state and the county recovering from a slight increase in 2023.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 4

Figure 1. San Joaquin County Labor Force. Source: U.S. Census Bureau, American Community Survey

UNEMPLOYMENT TRENDS

Figure 2. California EDD, Labor Market Information Division as of June 2024

TALENT PIPELINE
Overall labor force stats show growth, looking at the population by age group shows the growth of the talent pipeline is in older workers (age 40 and over), and slight growth in the younger cohorts (age 20-39).

The source of future workers (population under the age of 19) has been and is expected to continue to decline over the next four decades. Workers heading toward retirement continue to grow, a situation seen in many communities across the nation.

A declining talent pipeline and a growing share of retiring workers puts pressure on employers’ ability to sustain or grow their operations and production levels. This situation also negatively impacts communi- ties’ ability to support an older, retired population.

60.0%

60.5%

61.0%

61.5%

62.0%
0 100,000
200,000
300,000
400,000
500,000
600,000
700,000
2018 2019 2020 2021 2022
Population age 16+ Civilian labor force Participation Rate

6.0%

4.1%

11.5%

10.1%

8.6%

7.3%

5.3% 4.3%

6.2%

4.8%5.5% 4.5%
San Joaquin County State of California
2019 2020 2021 2022 2023 May 2024

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 5

Figure 3. U.S. Census Bureau, American Community Survey Table S0101; Projections from Department of Fi- nance Report P2-B

COMMUTE PATTERN
The mean commute travel time of San Joaquin resident workers is 34 minutes. This has remained con- sistent over the last ﬁve years. About 22% of resident workers travel 60 minutes or more for work. Figure 4 shows that the share of county residents commuting out of San Joaquin County decreased slightly over the last ﬁve years and concurrently the share living and working in the county has increased. Ac- cording to the U.S. Census data, those who commute out of San Joaquin County for employment are between the ages of 30 and 54, have annual earnings of $40,000 or more, and are employed in service industries.

Figure 4. San Joaquin County residents' commuting trend. U.S. Census Bureau, 5-Year American Community Survey Table S0801

EDUCATIONAL ATTAINMENT
San Joaquin County Office of Education (SJCOE) has more than 14 school districts, 240 public and char- ter schools, and over 140,000 students. SJCOE offers innovative programs that support students and adult learners in career technical education (CTE) and pathways that prepare students to enter current or emerging high-skill, high-wage, and/or high-demand occupations. Skills in 58 career pathways are or- ganized into 15 industry sectors.

The special education division coordinates programs and services for students with special needs in the San Joaquin County Special Education Local Plan Area (SELPA), including more than 800 students in SJCOE programs.
-5.7%

8.5% 41.7%

62.2%
0 50,000
100,000
150,000
200,000
250,000
300,000
Talent Pipeline
Age 0-19
Prime Workers
Age 20-39
Experienced Workers
Age 40-59
Retiring Soon
Age 60-79
2020 2030 2040 2050 2060
71% 71% 71% 72% 73%
29% 29% 28% 28% 27%
2018 2019 2020 2021 2022
Residents working in SJ County Residents working outside of SJ County

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 6 The share of the county population with less than a high school education is starting to improve (from a high of 21% down to 19%). Those with a higher degree (bachelor or graduate) is also starting to improve.

There has been little change in the portion of the population with some college or a two-year degree.

However, training programs that are certiﬁcate based and other forms of skills training are not reﬂected is these data and, therefore, mid-level skill sets may be under-represented. Data on Career Technical Education (CTE) is presented further in this section.

EDUCATIONAL ATTAINMENT SAN JOAQUIN COUNTY CALIFORNIA
2018 2019 2020 2021 2022 2022
Population over 25 yrs. 458,237 467,455 475,460 488,393 495,879 26.8m Less than High School 21.1% 20.7% 19.9% 19.7% 19.8% 15.6% High School or Equivalency 28.2% 28.3% 28.4% 28.8% 28.4% 20.4% Some College 22.9% 22.8% 23.1% 22.6% 22.2% 20.1%
Associate Degree 9.3% 9.4% 9.4% 9.5% 9.4% 8.0%
Bachelor's Degree 12.6% 12.9% 13.0% 13.1% 13.8% 22.1%
Graduate or Professional 5.9% 5.9% 6.2% 6.3% 6.5% 13.8% Figure 5. U.S. Census Bureau, American Community Survey 5-Year Estimates, Table S1501

High school graduation rates, as shown below, are also improving in San Joaquin County.

SCHOOL YEAR TOTAL ENROLLED 5-YEAR COHORT

GRADUATION RATE
2018 11,334 84.2%
2019 11,890 85.4%
2020 12,048 87.1%
2021 12,470 86.5%
2022 12,148 85.0%
2023 12,483 87.7%
Figure 6. California Department of Education DataQuest, May 2024; Five-Year Cohort Graduation Rate for all schools in San Joaquin County

HIGHER EDCUATION
County residents can now learn about and access technical education, training opportunities, and jobs through GoSanJoaquin (www.gosj.org) which was recently launched by the San Joaquin County Office of Education. This site has resources for high school students, adult learners, and employers including in- formation about the county’s leading industries.

Training and ongoing education is also available through the d ozen higher education institutions serving San Joaquin County and located within 50 miles. Three campuses are located within the county. • University of the Paciﬁc: average enrollment of 6,200 and offering courses and degrees in sci- ences, business, communications, information technology, engineering, health and more • California State University Stanislaus, Stockton Campus: enrollment of about 1,000 offers de- grees and credentials in business, criminal justice, teaching, physical and social sciences

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 7 • San Joaquin Delta College: has an average enrollment of 16,000 and offers two-year degrees and certiﬁcations sciences in business, information technology, construction trades, engineer- ing, health, protective services and mechanic technologies. Data on enrollment and comple- tions for what are typically mid-level skills is presented in Figure 7.

STRONG WORKFORCE PROGRAM ENROLLMENT

AVERAGE
ANNUAL
CHANGE
2017-18 2018-19 2019-20 2020-21 2021-22
Statewide 1,015,923 1,014,576 1,008,154 901,435 838,713 -3.49% San Joaquin Delta College 14,539 14,904 16,058 14,362 12,729 -2.49%

EARNED DEGREE OR CERTIFICATE
Statewide 69,397 75,382 77,754 79,883 80,082 3.08%
San Joaquin Delta College 1,095 1,111 884 936 1,120 0.46% Figure 7. Career Technical Education performance. Source: California Community Colleges Chancellor's Office, Launchboard hosted by Cal-PASS Plus

PROJECTED SKILLS GAP
A gap of over 38,000 skilled workers is estimated for the region (Figure 8). In 2024 the Central Valley/ Mother Lode Center of Excellence, which serves the San Joaquin, Tuolumne, Calaveras, Mariposa, Stan- islaus, and Merced counties, examined the potential of workers to ﬁll middle-skill jobs (those requiring some education or training beyond a high school diploma but less than a bachelor’s degree) in each of the ten priority industry sectors. This demand includes new job openings and replacements.

INDUSTRY SECTOR ANNUAL
DEMAND

CERTIFICATE

AWARDS GAP
Health 9,687 2,007 7,680
Business, Entrepreneurship 7,559 971 6,588
Energy, Construction, Utilities 5,044 326 4,718
Advanced Transportation, Logistics 4,945 244 4,701
Retail, Hospitality, Tourism 4,592 623 3,969
Education 2,991 523 2,468
Ag, Water, Environmental Technology 2,885 401 2,484
ICT/Digital Media 2,657 303 2,354
Advanced Manufacturing 2,515 189 2,326
Public Safety 1,510 494 1,016
TOTAL 44,387 6,081 38,306
Figure 8. North Central Valley/Northern Mother Lode Subregional 2023 Labor Market Overview, prepared by the Central Valley Mother Lode Center of Excellence

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 8

EMPLOYMENT AND WAGE TRENDS
Several of the mid-skill level occupations listed in Figure 10 are not offering wages sufficient to support families (Figure 9).

FAMILY STRUCTURE SAN JOAQUIN COUNTY

LIVING WAGE

CALIFORNIA

LIVING WAGE
1 Adult

No children $48,818 $56,826
1 child $85,238 $99,757
2 children $109,450 $128,086
3 children $148,346 $170,893
2 Adults / 1 Working

No children $67,018 $75,608
1 child $82,098 $91,749
2 children $92,477 $102,128
3 children $101,712 $113,381
2 Adults / 2 Working

No children $33,509 $37,794
1 child $47,882 $54,517
2 children $60,174 $69,181
3 children $72,571 $83,699
Figure 9. Living Wage (required annual income before taxes, assumes employment at 2080 hours per year). Source: Massachusetts Institute of Technology, data as of May 2024

OCCUPATION

EMPLOYMENT WAGES
2023

AVERAGE
ANNUAL
CHANGE
2019-2023
2023

AVERAGE
ANNUAL
CHANGE
2019-2023
Architecture and Engineering 2,200 3.9% $99,669 2.2%
Arts, Design, Entertainment, Sports, Media 1,890 2.6% $64,238 4.0% Building/Grounds Cleaning, Maintenance 7,030 4.9% $43,575 6.3% Business and Financial Operations 10,350 6.7% $82,618 2.6% Community and Social Services 4,080 2.6% $70,084 6.6%
Computer and Mathematical 2,600 9.9% $101,279 5.0%
Construction and Extraction 11,810 3.1% $66,671 3.3%
Education, Training, and Library 16,880 -2.3% $73,802 3.6% Farming, Fishing, and Forestry 6,550 -3.3% $38,341 7.1% Food Preparation and Serving-Related 21,440 0.5% $36,394 5.4% Healthcare Practitioners and Technical 13,810 1.1% $117,406 3.3%

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 9

OCCUPATION

EMPLOYMENT WAGES
2023

AVERAGE
ANNUAL
CHANGE
2019-2023
2023

AVERAGE
ANNUAL
CHANGE
2019-2023
Healthcare Support 14,910 31.0% $38,746 0.3%
Installation, Maintenance, and Repair 10,310 0.6% $63,217 4.2% Legal 1,040 3.6% $118,164 7.4%
Life, Physical, and Social Science 2,300 7.7% $88,921 5.7% Management 13,440 6.8% $123,341 1.6%
Oﬃce and Administrative Support 29,280 -3.7% $50,573 4.9% Personal Care and Service 3,840 -13.9% $40,439 9.4%
Production 16,100 1.7% $47,021 3.7%
Protective Service 7,230 2.4% $64,583 1.8%
Sales and Related 20,430 -1.4% $46,466 3.9%
Transportation and Material Moving 51,980 11.3% $47,461 2.4% Figure 10. Occupational Employment and Wages. Source: California Employment Development Divi- sion Labor Market Information, OWES Employment and Wage Statistics Industry and Jobs

INDUSTRY MIX
Three groups of industries comprise a local economy. First are the goods-producing or traded sector.

They generate income primarily from outside the area; e.g., manufacturing, construction, wholesale trade, and transportation. Traded sector businesses also tend to offer higher wages which adds to in- come security and greater disposable income which beneﬁts local businesses.

Most of San Joaquin’s business establishments and employment are in the population-serving sector.

These are businesses that provide goods and services to residents, they include retail, banking, medical and personal care. Unlike the traded sector, these businesses tend to recirculate dollars within the local economy.

Like the traded sector, the visitor-serving industries (lodging and a portion of recreation, restaurants and retail) import dollars into the economy. While the visitors and local serving sectors do not always offer higher paying or more-skilled jobs, they are important employers in that this is often where people who are entering the workforce can ﬁnd employment and gain basic employment skills.

INDUSTRY SECTOR ESTABLISHMENTS EMPLOYMENT
Traded Sector 35.5% 34.4%
Population Serving 59.7% 58.8%
Visitor Serving 4.8% 6.8%

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 10

INDUSTRY SECTOR ESTABLISHMENTS BY

INDUSTRY

EMPLOYMENT BY

INDUSTRY
Accommodation and food services 1,264 19,752
Admin, support, and waste management services 684 12,788 Agriculture, forestry, ﬁshing, and hunting 72 1,386
Arts, entertainment, and recreation 144 1,371
Construction 1,274 12,784
Education 141 4,185
Finance and insurance 590 6,236
Health care and social assistance 1,560 29,331
Information 141 1,725
Manufacturing 535 18,924
Other services, ex public administration 1,171 7,006
Professional, scientiﬁc, and tech services 890 5,289
Real estate and rental and leasing 692 4,215
Retail trade 1,623 27,892
Transportation and warehousing (logistics) 1,298 30,077 Utilities 17 222
Wholesale trade 594 13,165
Figure 11. Source: U.S. Census, County Business Patterns, 2021

BUSINESSES BY SIZE
Typical of rural communities and regions, small
businesses dominate the economy and em-
ployment choices. Small businesses are es-
sential to local economies in that they
• encourage innovation and adapt
quickly to changing market demands
• support economic growth, community
development, meet consumer needs
• often support and participate in local
charities, schools and events
• contribute to the unique character of
their communities by offering products
that reﬂect local tastes, preferences,
and cultural heritage, which can be a
draw for tourism and local pride

GROSS REGIONAL PRODUCT (GRP)
Figure 13 is an indicator of the health of the local economy in relation to the state. Data compares the change in the county’s Gross Regional Product (GRP) to the state from 2018 to 2022. The GRP is the total value of goods produced and services provided. The growth and decline of the county’s GRP mirrored Less than 5
53%
5 to 9
19%
10 to 19
13%
20 to 49
9%
50 to 99
3%
100+
3%
Figure 12. Distribution of businesses by employment size.

Source: U.S. Census County Business Patterns, 2021

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 11 that of the state until recently. The decline from 2021 to 2022 in San Joaquin (-2.2%) is signiﬁcant when compared to the state’s growth (0.7%).

Figure 13. Gross Regional Product (GRP) percent change year-to-year. Source: Bureau of Economic Analysis inﬂation adjusted data collected June 2024

VISITOR SPENDING
Travel related employment increased by just 8% (2018 to 2023). However, travel-related spending in- creased 30% over the same time. While this may be an indication of travelers spending more it is more likely due to increased costs.

TRAVEL-RELATED
SPENDING ($M)

TRAVEL RELATED

EMPLOYMENT

EARNINGS IM-

PACTED BY TRAVEL
($1M)
Accommodations, Food Service $566 6,100 $280
Arts, Entertainment, Recreation $124 2,220 $65
Local/Air Transportation, Gas $198 830 $30
Retail Sales $159 790 $35
Total $1,047 9,940 $411
Figure 14. San Joaquin County Visitor Spending. Source: Economic Impact of Travel in California 2013- 2023; Visit California

The San Joaquin Partnership, a private nonproﬁt corporation primarily funded by the cities, county, and member organizations is the group responsible for marketing the county and its cities for business at- traction, retention, and expansion. The Partnership works with local, regional and state economic devel- opment agencies and organizations to actively promote the county to the priority industry targets noted below.

A common theme of all these target industries is cutting-edge technology. From agriculture production and processing, to manufacturing, logistics, e-commerce, and healthcare companies are relying on ad- vanced technologies to streamline operations and develop better products, which depends on a highly skilled workforce and often specialty sites and buildings.

4.0% 3.0%
-0.8%

7.7%
-2.2%-4.0%
-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%
2018 2019 2020 2021 2022
san joaquin california

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 12 Logistics and E-commerce has always been a growing and important industry in San Joaquin County due to the advantages of the multimodal transportation hub and central location which are critical to not just distribution employers like Amazon and FedEx but manufacturers, ag producers, and food pro- cessors. Overall, this industry sector is on a path of robust growth and signiﬁcant transformation due to technological innovation, sustainability efforts, and evolving global supply chain strategies.

Healthcare in San Joaquin County consists of primary health care, specialty care, behavioral health, and acute care hospital services. The county's expertise in all aspects of health care services is a major factor in attracting health care professionals and supporting industries such as health technology, prod- uct manufacturing, and distribution. Technological innovation and increased demand due to an aging population are critical drivers to growth in this industry.

Agriculture in San Joaquin County is a $3 billion industry. Production includes a diverse crop mix wine grape vineyards, nuts, citrus, vegetables, and grains. The agricultural production industry in California's Central Valley is poised for growth driven by technological advancements, sustainability practices, and adaptive strategies to tackle water scarcity and labor challenges. Opportunities exist in using sustaina- bility practices and technology to enhance precision agriculture, improve water conservation, soil health, and crop management and yield.

Industrial Construction industry has been active and successful in San Joaquin County resulting in de- velopable land, industrial parks and build-to-suit spaces suitable for a diversity of industries. This indus- try is expected to experience moderate but sustained growth in the next few years supported by federal investments and sector-speciﬁc expansions, barring any economic uncertainties or further cost pres- sures. Initiatives such as the CHIPS Act and other infrastructure investment programs are directing bil- lions of dollars towards the construction of semiconductor plants, clean energy projects, and transpor- tation infrastructure, signiﬁcantly boosting industrial construction activities. Institutional construction (healthcare and education) is also projected to see steady growth.

Renewable and Green Energy encompasses sectors involved in the production and distribution of en- ergy from sources that are naturally replenishing, have a minimal impact on the environment, reduce greenhouse gas emissions, and promote a more sustainable and environmentally friendly energy infra- structure. Primary components of the renewable or green energy industry are solar, wind, hydropower, geothermal, biomass, hydrogen fuel, energy storage and efficiency.

Advanced Manufacturing is typically deﬁned as ﬁrms that use innovative technologies that improve products or processes; e.g., artiﬁcial intelligence, robotics, advanced materials, laser machinery. While many manufacturing ﬁrms today could be considered “advanced” the industry sectors that are most of- ten associated with the term are automotive, medical devices, pharmaceuticals, energy equipment, and scientiﬁc instruments.

Tourism contributes to economic growth and can be a catalyst for economic development. Tourism generates direct and indirect employment opportunities; generates revenue for businesses and govern- ments through sales and other taxes; supports infrastructure improvements that beneﬁt both visitors and residents; diversiﬁes local economies; promotes the preservation of culture, history, and natural resources. Communities in San Joaquin County are investing in this industry by adding amenities to their downtowns, promoting local wineries, and developing destination attractions, and improving parks, trails, and open spaces.

REAL ESTATE COSTS
Sale prices of industrial and commercial properties in San Joaquin are much lower than in Sacramento or the East Bay. On average, industrial properties in Sacramento and the East Bay sell for 40% to 100% more than in San Joaquin. Commercial properties in Sacramento are closer to San Joaquin prices but still higher. Commercial properties can be as much as 160% more in the East Bay than in San Joaquin.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 13 Differences in lease prices between these markets is less dramatic which may be related to the availa- ble inventory or market demand.

SAN JOAQUIN
COUNTY SACAMENTO EAST BAY2

MEDIAN SALE PRICE (PER SF)
Industrial Building $125.00 $179.50 (+43%) $250.00 (+100%) Class B or C Oﬃce $242.50 $283.50 (+17%) $449.00 (+85%) Retail Building $164.00 $193.50 (+18%) $425.00 (+159%)

MEDIAN LEASE PRICE (PER SF/NNN)
Industrial Building $15.30 $14.70 (-4%) $19.80 (+25%)
Class B or C Oﬃce $17.70 $21.00 (+18%) $25.20 (+42%)
Retail Building $19.14 $17.76 (-7%) $38.10 (+100%)
Figure 15. Comparative cost of real estate. Source: LoopNet, data gathered July 2024 Social Environment
This section presents demographic and socio-economic data.

Population
Overall population growth in San Joaquin County (1.3%) compares well to that of the state which essen- tially saw no growth over the last ﬁve years and has continued to lose population. Every city in the county was ﬂat or gained population. The median age is slightly younger than that of the state (35 vs. 37 years). The largest age group of the predominately Hispanic population is under 19 but projections show this age group declining (Figure 3) which is not promising for a future workforce.

GROWTH

POPULATION GROWTH

AVERAGE
ANNUAL
GROWTH
2018 2019 2020 2021 2022

State of California

0.1%
San Joaquin County 732,212 742,603 751,615 771,406 779,445 1.3% City of Escalon 7,509 7,538 7,553 7,458 7,456 -0.1%
City of Lathrop 21,393 22,341 23,863 28,078 29,633 7.7% City of Lodi 65,006 65,846 66,562 66,107 66,509 0.5%
City of Manteca 77,073 79,129 81,078 82,408 83,897 1.8% City of Mountain House n/a n/a n/a n/a n/a n/a
City of Ripon 15,367 15,777 16,049 15,961 16,092 0.9%
City of Stockton 306,283 309,228 311,103 317,818 320,030 0.9% City of Tracy 88,806 90,675 91,462 92,792 94,027 1.2%
Figure 16. U.S. Census Bureau, American Community Survey; 5-Year Estimates, Table DP05

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 14

DIVERSITY

SAN JOAQUIN COUNTY CALIFORNIA
2018 2019 2020 2021 2022 2022
White (not Hispanic) 32.5% 31.8% 30.7% 29.6% 28.7% 35.2% Hispanic (any race) 41.1% 41.4% 41.7% 42.3% 42.5% 39.7% Black, African American 6.8% 6.7% 6.8% 6.7% 6.7% 5.3%
Asian, Hawaiian, PI 15.0% 15.2% 15.5% 16.1% 16.7% 14.9% Other or Multiple Races 4.6% 4.9% 5.3% 5.3% 5.4% 4.9%
Figure 17. U.S. Census Bureau, American Community Survey; 5-Year Estimates, Table DP05

AGE
2018 2019 2020 2021 2022
Age 0-19 30.3% 29.9% 30.1% 29.9% 29.5%
Age 20-29 14.2% 14.1% 14.1% 13.7% 13.9%
Age 30-39 13.3% 13.5% 13.3% 13.0% 13.8%
Age 40-49 12.6% 12.5% 12.7% 12.6% 12.7%
Age 50-59 12.1% 11.8% 11.8% 11.8% 11.8%
Age 60-69 9.4% 9.6% 9.6% 9.8% 9.7%
Age 70-79 5.2% 5.5% 5.4% 5.4% 5.7%
Age 80+ 2.9% 3.1% 2.9% 2.8% 3.0%
Median age (years) 34.1 34.3 34.4 34.6 34.8
Figure 18. U.S. Census Bureau, American Community Survey; 5-Year Estimates, Table S0101 Wealth
All three measures of income (median household, median family, and per capita) showed growth over the last ﬁve years. The source of this income is primarily from wages (80%), this has remained con- sistent since 2018. The share of income from retirement increased (18% to 23%), which is indicative of an aging population.

There are signs of improvement; e.g., the share of income from Supplemental SSI and Public Assistance was down slightly (1%) and the share of the population living in poverty is declining.

The overall cost of living in San Joaquin County compares favorably with the state. The largest cost fac- tors are housing and transportation.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 15 INCOME

Figure 19. U.S. Census Bureau, American Community Survey 5-Yr Estimates, Table DP03

SOURCES OF INCOME

Figure 20. U.S. Census Bureau, American Community Survey 5-Yr Estimates, Table DP03

POVERTY

Figure 21. U.S. Census Bureau, American Community Survey 5-Yr Estimates, Table DP03

7.1%

6.5%

5.9%
$0
$20,000
$40,000
$60,000
$80,000
$100,000
Median Household Income Median Family Income Per Capita Income 2018 2019 2020 2021 2022
0%
20%
40%
60%
80%
100%
Wages Social Security Retirement Supplemental SSI Public Assistance 2018 2019 2020 2021 2022
13%
16%
10%
13%
Families in Poverty People in Poverty
2018 2019 2020 2021 2022

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 16

COST OF LIVING

Figure 22. Source: Sperling's Best Places, (www.bestplaces.net) May 2024

Housing
The affordability of housing in San Joaquin County as compared to the state is evidenced in the data pre- sented here. The value and appreciation of homes has consistently increased but then so have rental costs, which can be a burden on entry-level workers and the ﬁrst-time home buyer hopefuls.

Vacancies (as a percentage of housing units) have remained stable. The share of owner-occupied hous- ing units (vs. renter-occupied) is improving.

The median age of homes is San Joaquin County is just 39 years, seven years younger than the statewide median age (46 years).

HOUSING MIX

2018 2019 2020 2021 2022
AVG
ANNUAL
CHG
Total housing units 241,005 243,260 245,192 249,018 252,327 0.9% Occupied units 226,727 228,567 231,092 234,662 237,423 0.9% Owner-occupied 55.6% 56.6% 57.7% 59.1% 60.0% 1.6%
Renter-occupied 44.4% 43.4% 42.3% 40.9% 40.0% -2.0%
Median owner-occupied $313,800 $342,100 $367,900 $391,500 $462,000 9.4% Median rent $1,159 $1,208 $1,286 $1,387 $1,542 6.6%
Figure 23. U.S. Census Bureau, American Community Survey 5-Yr Estimates, Table DP04

HOUSING NEED
The housing units needed in each city and the unincorporated county is presented below. The county and cities’ plans for addressing the need follow Figure 24. 0 50
100
150
200
250
Overall Housing Healthcare Utilities Transportation
San Joaquin California US

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 17

JURISDICTION TOTAL ALLOCATION LOW
INCOME

MODERATE
INCOME
ABOVE

MODERATE
Escalon 367 0.7% 146 66 155
Lathrop 8,402 15.9% 3,884 1,342 3,176
Lodi 3,909 7.4% 1,533 706 1,671
Manteca 8,306 15.8% 3,654 1,381 3,270
Ripon 1,424 2.7% 565 255 604
Stockton 12,673 24.0% 4,014 2,572 6,088
Tracy 8,830 16.7% 4,873 1,175 2,782
Unincorporated 8,808 16.7% 2,969 1,734 4,105
County Total 52,719 100.0% 21,637 9,231 21,851
Figure 24. San Joaquin Council of Governments Regional Housing Needs Assessment 2023-2031

• San Joaquin County is seeing signiﬁcant growth in housing developments, particularly in the cit- ies. New investments by major developers include a mix of family-friendly, workforce affordable, luxury homes, and modern neighborhood amenities to cater to diverse lifestyles. County invest- ment of $1.5 million has triggered $70 million for new housing units. • The City of Escalon has one approved, to be built Senior Apartment Housing Development con- sisting of 16 units and one proposed 73-unit single family home subdivision, which is currently seeking entitlements.
• The City of Lathrop, through its 6th Cycle Housing Element Report, has outlined a local program to address housing development objectives. Multiple projects—River Islands, Stanford Cross- ing, Eagles Landing, Del Webb, and Mariposa, are at various stages of development that will ac- count for 17,388 single family homes at full build out; and the Escala development will provide 195 multi-family residential units. The Mossdale Landing West development is currently under planning review for an additional 829 single family lots. • The City of Lodi’s Lakehouse Mixed Used Development is planned as a resort hotel, 150-unit res- idential apartment complex, and approximately 18,500 square feet of retail and commercial spaces on North Lower Sacramento Road.
• The City of Manteca is updating its zoning code to guide future development. This update will help facilitate housing production in Downtown Manteca and along existing, developed mixed- use corridors. Additionally, ﬁve affordable housing projects are in various states of development in Manteca. In total 754 affordable housing units are seeking ﬁnancial support from the city to make their projects viable. (1) 103 units on Airport Way; (2) 100 units on Yosemite & Sycamore; (3) 264 units on Yosemite; (4) 264 on S. Airport; and (5) 100 units on N. Main. • The Mountain House community has seen signiﬁcant residential development over the past decade. The community has built out the ﬁrst six neighborhoods, each with a neighborhood center that includes a park, school, and small commercial area. Two neighborhoods south of Grant Line Road have constructed 631 of the 2,200 units planned adjacent to the Delta College South Campus with the balance in the construction or planning stages. Construction began in 2024 on three of four new neighborhoods north of Byron Road, which will accommodate an esti- mated 15,000 new residents. South of the Town Center is Aviara, a 304-unit apartment complex with full amenities, helping to ﬁll the high demand for quality rental housing. An additional 172 townhome style apartment units are underway next to Aviara.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 18 • Ripon’s North Pointe is a 310-acre mixed use and residential development. • In the City of Stockton, Neighborhood Action Plans are being created for South Airport Way, Lit- tle Manila/Gleason Park, and Cabral/East Cabral Station to encourage and remove barriers for new housing. The Plans, currently in draft form, include an assessment of existing conditions, identify speciﬁc vacant sites for new housing, and provide examples of the types of units that should be constructed.
• City of Stockton has also drafted a Housing Action Plan, an original planning document that cre- ates a user manual to encourage housing development of all types in Stockton and will serve as a strategic plan to identify housing priority sites and outline recommendations for further action. • The City of Tracy has a pipeline (approved and under construction) of 4,260 housing units; an- other 4,800 units have been approved or are under city review. Development at Tracy Hills on the southwest side of the city is focused on higher-end single family residential and some commer- cial development. The City of Tracy also has seven publicly assisted housing development pro- jects with 659 units set aside as affordable for lower income households. • The Tracy Senior Living Project Phase I is rehabilitation of existing, vacant public housing build- ings that will be converted into a three-story, garden-style apartment complex of 55 units equipped with a leasing office, community room, computer room, laundry facility, outdoor pic- nic area, and on-site parking space. This is an affordable senior housing project to which the city has committed $4,000,000 in Low to Moderate Housing Successor funds and a $1,107,490 loan ﬁnanced through the HOME Investment Partnership Program.

AFFORDABILITY

TRADITIONAL SF HOME FIRST-TIME BUYER
San Joaquin
County California San Joaquin
County California
First Quarter 2024 26.0% 17.0% 44.0% 31.0%
First Quarter 2023 27.0% 20.0% 47.0% 36.0%
Median Home Price $535,000 $814,280 $454,750 $692,140
Minimum Qualifying Income $136,800 $208,400 $91,500 $139,500 Figure 25. The percentage of households that can afford to purchase a median priced home based on tra- ditional assumptions. Source: California Association of Realtors (May 2024).

RENTAL COSTS
SAN JOAQUIN CO. CALIFORNIA
Studio $1,040 $1,540
1 Bedroom $1,160 $1,730
2 Bedroom $1,510 $2,150
3 Bedroom $2,150 $2,870
Figure 26. Source: Sperling's Best Places, (www.bestplaces.net) May 2024

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 19

APPRECIATION

Figure 27. Source: Sperling's Best Places, (www.bestplaces.net); May 2024 Health and Safety

AT-RISK POPULATION
Recognizing that some groups are less likely to have the capacity and resources to overcome obstacles presented during a perilous event, the Census Bureau’s Community Resilience Estimates (CRE) measures the capacity of individuals and households to absorb, endure, and recover from the health, social, and economic impacts of a disaster such as a ﬂood, earthquake, or pandemic so that communi- ties can facilitate disaster preparedness.

Risk factors include living below poverty level, no vehicle access, no health insurance, no broadband access, single or no caregiver households, language barriers, reliance on seasonal employment, house- holds with persons age 65+ living alone, and households with disabilities.

SAN JOAQUIN

COUNTY CALIFORNIA
Population with 0 Risk Factors 28.9% 28.9%
Population with 1-2 Risk Factors 52.2% 51.0%
Population with 3+ Risk Factors 18.9% 20.0%
Figure 28. U.S. Census Bureau, 2019 Community Resilience Estimates for Equity and Disasters

UNHOUSED POPULATION
The San Joaquin Continuum of Care (SJCoC) provides leadership, resources, and facilitates community planning, design, and implementation of programs critical to ending homelessness in San Joaquin County. The SJCoC conducted a Point-in-Time (PIT) count of both sheltered and unsheltered homeless persons on January 29, 2024. Data was gathered by over 300 volunteers through surveys, observations, and supportive service events. SJCoC found 4,723 homeless individuals living in San Joaquin County. Of those, 1,254 (27%) were sheltered and 3,469 (73%) were unsheltered—a 104% increase from 2022.

This upward trend in the unsheltered population in San Joaquin County can be in part attributed to the impacts of the COVID-19 pandemic but also to availability of affordable housing and barriers to

12.0% 14.6%

61.6% 52.4%
193.1%
134.9%

0.0%

50.0%
100.0%
150.0%
200.0%
250.0%
San Joaquin County California
Last 12 Nonths Last 5 Years Last 10 Year

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 20 obtaining stable housing, including lack of income, lack of recent housing and employment history, criminal history, physical and mental health challenges, and struggles with substance abuse.

San Joaquin County, SJCoC, and the City of Stockton recently approved a regionally coordinated Home- less Action Plan to make homelessness rare, brief, and non-recurring. Several programs underway to address the complex issue of homelessness are highlighted here. • San Joaquin County funded a Homeless Leadership Forum, facilitated by United Way, San Joaquin County, and Health Care Services; appointed an Interim Program Administrator of Homeless Initiatives; created a Community Assessment, Response and Engagement (CARE) Team; and transitioned its Neighborhood Preservation division to the Human Services Agency • San Joaquin County funded several projects (Home Key, Room Key, and emergency shelter beds) thereby adding 1,000 new beds and doubling capacity • The San Joaquin Community Assessment, Response, and Engagement Services (CARES) multi- disciplinary team actively conducts outreach to the unhoused population throughout San Joaquin County to connect people with the support resources available • City of Stockton created a Homeless Strategic Initiative Manager position in 2023; supported and received three Homekey Awards creating more than 100 housing units; funded a navigation center and the Pathways project at St. Mary's Community Services that will net more than 400 beds for unsheltered homeless
• City of Lodi added over 100 permanent/transitional housing units and shelter beds; partnered with social service providers to aid 330 families with rental assistance; has plans for 108 addi- tional affordable housing units for seniors and Veterans; intends to open a permanent Access Center and Emergency Shelter by Fall 2025
• City of Tracy created a Homeless Services Division in June of 2022; opened a 48-bed shelter in November 2022; added 38 beds to the shelter in December 2023; construction will begin on a 70-bed Navigation Center in 2024
• City of Manteca opened two, 25-bed dormitory modular units for overnight use; His Way Refuge Center is the current provider of the city’s unsheltered emergency center; plans are to complete the Manteca Navigation Center with mixed-use/affordable housing components

HEALTH CARE
Health care access and quality are signiﬁcant components of the so- cial determinants of health. For people without health insurance and/or those who reside in locations lacking providers, access to and the qual- ity of health care may be a problem. Quality health care is essential for preventive care and treatment of chronic illnesses and can improve the quality of life, reduce premature death, and increase life expectancy.

San Joaquin County’s 2022 Community Health Needs Assessment (CHNA) is unique in that all its non-proﬁt hospitals, the local health de- partment and key stakeholders joined to support one countywide as- sessment. Nine health needs were identiﬁed (Figure 29).

This CHNA report placed particular emphasis on the health issues and contributing factors that impact underserved populations including seniors and neighborhoods that often have poorer access to health care.

Figure 29. Primary health needs
identiﬁed in the 2022 San
Joaquin County Community
Health Needs Assessment.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 21 Key ﬁndings and disparities regarding access to health care in San Joaquin County include: 3 • Residents have access to signiﬁcantly fewer health care providers than the state average; 26% fewer primary care physicians and 34% fewer dentists than the state benchmarks. • Pregnant and postpartum mothers and their babies in experience signiﬁcantly worse outcomes in San Joaquin County compared to state including infant deaths, low birth weight, and preterm births.
• The percentage of mothers receiving prenatal care in the ﬁrst trimester in the county is signiﬁ- cantly worse than the state benchmark.
• The county has a comparable percent of insured children and adults than the state, but dispari- ties exist; Hispanic children are more likely to be uninsured than White children, and Hispanic, Asian, Black and Multiracial adults are more likely to be uninsured than White adults.

SAN JOAQUIN COUNTY CALIFORNIA
2018 2019 2020 2021 2022 2022
Private or Public Insurance 92.5% 93.6% 93.7% 93.6% 93.5% 93.5% No Insurance 7.5% 6.4% 6.3% 6.4% 6.5% 6.5%
Figure 30. Share of civilian, non-institutionalized population with insurance. Source: U.S. Census Bureau, American Community Survey 5-Year Estimates Table DP03

CHILDCARE
San Joaquin County Council for the Quality Education and Care of Children (CQECC) serves as the plan- ning body for childcare in San Joaquin County. Childcare services are offered throughout the county, in- cluding the rural areas, through the state, local and federally subsidized programs. Several organiza- tions, including CQECC, San Joaquin County Raising Quality! Consortium, and Head Start San Joaquin, meet regularly to discuss needs related to the workforce training and professional development oppor- tunities, and share challenges, successes, resources, and legislative updates.

At the time the Needs Assessment was published (2022), there was an unmet need for over 50,000 chil- dren. The typical cost for childcare in San Joaquin County is $14,300 per child (according to Massachu- setts Institute of Technology cost of living estimates).

Currently, low-income housing developers are including childcare facilities on the site of new apartment complexes.

CRIME
Both violent and property crime are on the decline in San Joaquin County over the last ﬁve years. The rate of property crime in the county compares favorably with the state data (19.9 vs. 23.5 statewide). Vi- olent crime is slightly higher in the county compared to the state (6.8 vs. 5.0 statewide).

The expertise and specialization to address safety issues is often beyond the capability of the frontline uniformed Patrol Deputy. To address this challenge, the San Joaquin County Sheriff’s Office established the Special Services Division (SSD). The SSD contains four key units:
• Community Revitalization Unit (CRU) addresses community blight-related issues within the county including Homeless Outreach, Abatement, Illegal Dumping, and other quality of life is- sues

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 22 • The Ordinance Compliance Unit (OCU) is responsible for ensuring that legal commercial canna- bis operations comply with county ordinances and California state laws. • The Agriculture, Gang, and Narcotics Enforcement Team (AGNET) is a hybrid unit of detective- level personnel who proactively investigate and mitigate agricultural-related crimes, gang activ- ity, and street-level narcotics sales and possession; the unit is also responsible for general en- forcement within high crime areas within the county and is commonly assigned to locate and apprehend wanted persons from high proﬁle or violent related crimes • Deputies in the Homeless Outreach unit proactively identify problems in homeless encamp- ments including trespassing, property destruction, mental health issues, and improperly dis- carded garbage, drug, and medical waste

Figure 31. Crimes per 1,000 population. Source: California Department of Justice, Office of the Attorney Gen- eral, May 2024
Physical Environment
This section presents data and information on the physical environment of the county, cities, and region.

The physical environment includes infrastructure, sites and buildings for job-creating industry, and the region’s susceptibility to natural disasters.

The county and cities continue to invest in physical infrastructure to expand services to new developing areas, replace deﬁcient equipment, and maintain and enhance existing services. Many of these im- provements were ﬁnanced using federal and state grant and low-interest loan programs which are sum- marized below.
• $19,845,541—American Rescue Plan Act (ARPA) funds supporting business façade improve- ment program, animal shelter facility upgrades, Adventist Health Arena scoreboard, city hall HVAC upgrades, Miracle Mile Improvement District traffic and safety improvements, vehicles and equipment to support the Clean City initiative, emergency generators, digital traffic cam- eras, ﬁber master plan and construction, vaccination incentives, utility debt relief, small busi- ness assistance, Lodi Access Center, long-term broadband project, employee leave expenses, a downtown parklet grant program that provided support for businesses and to expand outdoor dining and enhance attractiveness, tourism attraction initiatives to draw visitors to the region • $10,641,342—Federal Transit Administration formula grants • $11,318,334—Matching State Transportation Development Act funds to support all aspects of the city’s transit operation, including a purchase of 18 buses

8.1 30.2

8.0 28.8

7.3 23.7

7.0 22.7

6.8 19.9

0.0 5.0

10.0 15.0

20.0 25.0

30.0 35.0
Violent Crime Property Crime
2018 2019 2020 2021 2022

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 23 • $5,236,338—Department of Toxic Substances Control under the Equitable Community Revitali- zation Grant Program to clean-up the nine-acre city-owned site known as South Pointe, located on the south shore of the waterfront
• $4,529,789—Community Development Block Grant (CDBG) funding for public programs and projects that expand food distribution, youth education, senior and special needs, and home- less services to low-moderate income population, food insufficiency, rental assistance, family support services, housing repair program, workforce development, fair housing, public infra- structure, and small business assistance
• $1,258,074—Caltrans in partnership with San Joaquin Council of Governments to create a Downtown Multimodal Transportation Network Plan; Caltrans Low Carbon Transit Operations Program funded a free K-12 student fare program; Caltrans State of Good Repair Program funded various facility repairs at the Lodi transit station and downtown parking structure • $1,000,000—Small Business Administration for the Resurgent Stockton project to rehabilitate city-owned ground-ﬂoor commercial space at Arena Garage into a food hall/micro-restaurant space
• $963,946—U.S. Department of Treasury Direct Programs, California State Water Resources Control Board, COVD-19 Coronavirus State and Local Fiscal Recovery Funds, COVID-19 Relief Fund, COVID-19 CARES Act Cash/Material Aid, Telephone Reassurance Services • $635,108–—U.S. Department of Transportation Pass-Through Programs, State of California Of- ﬁce of Traffic Safety, Highway Planning and Construction • $443,952—Housing and Urban Development (HUD) for COVID-19 Relief Funding Small Business Forgivable Loan Program to help retain jobs held by low-income workers, ADA improvements to remove architectural barriers at city owned facilities
• $318,012—U.S. Department of Justice Direct Programs, Public Safety Partnership and Commu- nity Policing Grants
• $31,842—U.S. Department of Transportation Pass-Through, State of California Office of Traffic Safety, National Highway Safety Administration State and Community Highway Safety Planned Capital Improvements
The County and Cities of San Joaquin are planning and investing in capital improvements that will en- sure a robust and resilient infrastructure exists to help existing businesses expand, attract private sector investment, and provide a safe and quality environment for residents, workers, and visitors. The capital improvement projects summarized here are planned or underway and will serve to revitalize areas within the jurisdictions, including housing developments, community parks, and commercial and indus- trial developments in the Economic Opportunity Centers which are presented at the end of this chapter.

COUNTY OF SAN JOAQUIN
• New construction and facility planning (DA office tenant improvements and renovations, medi- cal examiner facility replacement, emergency medical services warehouse, sheriff’s office, de- tention, classrooms and training facilities, evidence and property room, public defender re- placement facility, transfer station replacement facility, Hazelton complex facility, registrar of voters facility, youth recreation complex, office of emergency services facility) • Existing facility improvements (ARPA funded parks improvements, behavioral health services roof and siding replacement, jail central controls, and other necessary upgrades)

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 24 • Design and demolition of former courthouse structure to prepare for site reuse • Parks and recreation (needs assessment and design South County Park, recreational complex construction, water and sewer related projects within the county parks system)

ESCALON
• Wastewater Treatment Plant Upgrade to ensure efficiency in plant operations and better ability to accommodate domestic and industrial ﬂows
• Sewer Line Upgrade from Wastewater Treatment Plant to city limits to right-size and improve line quality
• Surface Water Conveyance connecting the existing Nick DeGroot Surface Water Treatment Plant conveyance lines to the City of Escalon to provide an alternate water supply and reduce the reli- ance on groundwater
• Community buildings and facilities (new construction and improvements) • Streets (reconstruction, overlays, traffic signals)
• Parks (facility renovations, new and renovations to sports ﬁelds, parking lot improvements, walkways, lighting, fending and other amenities)
• Water (wells, waterline replacement, meter replacements, production and storage projects) • Sewer and Storm Drains (wastewater reuse and connection, treatment plan upgrades, improve or replace lift stations, trunk lines, treatment pond, pipes, values, pump station, storm sewer extension, drain inlets)

LATHROP
• Regulatory compliance and improvements (drought-resistant landscaping, striping and pave- ment markings, safe and sustainable water, supply, storm and sewer systems) • Drainage improvements (planning, design and installation of improvements necessary for oper- ational efficiencies and resiliency)
• Wastewater improvements (to ensure public health, safety and capacity of the city's water, wastewater and recycled water systems)
• Recycled water system (improvements to the recycle facilities to meet compliance require- ments of the State Water Resource Control Board)
• Streets (improvements, replacements, realignments, design and construction of roadways, bridges, and intersections to accommodate bike lanes, sidewalks, shoulders, traffic calming and safety, signs and traffic signal upgrades, interchange work, street paving and rehabilitation, and micro seals)
• Water (ground water treatment improvements and replacements to comply with legislation and ensure public health and safety)
• General government and public safety (infrastructure master plans, police training facility, citywide surveillance system for crime prevention and public safety, drought-tolerant landscap- ing, corporate yard improvements, capital facilities fees update, cathodic protection systems maintenance and upgrades, citywide ﬁber optics improvements, ADA improvements, public transit, animal shelters)

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 25 • Parks and recreation improvements and new amenities (safety features, walkways, picnic ta- bles, benches, barbeque, waste receptacles, play structures, rubberized surfacing, tree re- moval, perimeter fences, community center and public venue, dog park facilities, trails, ﬁtness stations, new park design concepts, sports ﬁelds/courts) LODI
• Water (repairs and upgrades to wells, treatment and delivery systems) • Wastewater (repair and upgrade delivery and treatment systems, expand capacity) • Storm Drains (add or upgrade equipment and facilities to accommodate necessary capacity) • Streets (improve traffic ﬂow and safety through street widening, repairs and upgrades, medians, traffic signals, lights, and sidewalks, refresh striping and markings) • Parks (tree trimming and removal, demo and construct recreational amenities, add ADA acces- sible pathways, playground equipment, renovate community park buildings and parking lots, fencing, lighting)
• Transit (station repair and reconstruction to improve integrity and aesthetics, upgrade surveil- lance systems to improve, public safety)
• Electric Utility (upgrade system efficiency, undergrounding, expand service for new develop- ment, construct a new 230/60kV substation as part of the Northern San Joaquin Transmission Project to improve system capacity, reliability, and safety) • Community Improvement (bicycle facilities and trails, assistance and shelter for unsheltered persons, develop a community Access Center to facilitate services delivery during emergencies, pool renovations to meet county health department standards, public art, animal shelter con- struction, facility improvements at city hall, ﬁre and police departments)

MANTECA
• General (vehicle replacement, ﬁber optic cabling, software and equipment replacement for city departments and processes, replace environmental management systems, building repairs and maintenance to ensure public safety and to meet state and federal standards and requirements) • Parks, Recreation, Community Services (building and facility repairs and improvements, grounds improvements, pathways and walkways, add or upgrade amenities, playground and shade structures, update landscaping to lower water use greenery, feasibility study for potential locations for new recreation facilities,
• Public Safety (ﬁre and police software upgrades, vehicles and equipment, communication and safety equipment and software, building improvements and expansions, ﬁre station construc- tion, establish an Emergency Operations Center, construct a public safety training facility) • Public Transit (vehicles and equipment, additional transit shelters and amenities, safety equip- ment)
• Public Utilities (remove and replace aged gravity sewer pipeline along city’s central sewer sys- tem deeper and at a steeper slope; construct new drain lines to improve storm water manage- ment and reduce ﬂooding; process improvements to increase wastewater capacity and sewage treatment; replace water lines to meet current standards, improve reliability, and accommodate growth; vehicles and equipment for water, wastewater, solid waste, and storm drain systems for efficient and safe processing and delivery, communications and software upgrades)

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 26 • Transportation (convert existing overcrossing at Airport Way & SR120 to a diverging diamond in- terchange to improve safety and accommodate expected growth from new commercial devel- opments; improve traffic ﬂow and safety through several street widening projects, road exten- sions, pavement repairs and upgrades, median and intersection improvements, traffic signals, lights, and sidewalks, refresh striping and markings)

MOUNTAIN HOUSE
• Roads (extension of Mountain House Parkway north across Byron Road and a new consolidated railroad crossing, landscaping, pedestrian and traffic safety projects, ﬁber optic installations, pavement repairs, tree removal and replacement, equipment and ﬂeet purchase and replace- ment, sidewalk repairs)
• Buildings and Facilities (catalog and record into GIS, assess for repairs) • Parks (assess facilities, equipment and buildings for repair and maintenance, create a prioritized list of needed equipment, upgrades, redesign, etc. necessary for safety) • Water (treatment facility repairs and equipment purchases, drill wells to establish an emergency Aquifer Storage and Recovery (ASR) reservoir, replace water meter units with cellular-based transmitters, drought contingency planning)
• Wastewater (facility and equipment repairs, new equipment purchases) • Stormwater (facility repairs and upgrades, install full capture systems) RIPON
• General (equipment and vehicles repair and purchase, GIS system upgrade, landscaping, sign- age, parking lots, fending)
• Parks (parking lots, community center improvements, sports ﬁeld and courts resurfacing, play- ground equipment, vehicles and equipment purchases, irrigation controls) • Streets and Roads (overlays, reconstruction and repair, landscaping, lighting, traffic signals) • Water and Sewer (equipment and vehicle purchases, wells, system upgrades)

STOCKTON
• Buildings and Structures (rehabilitation of Arena Garage, modernize the Corp Yard Facility, ﬁber optic upgrades to public facilities, purchase zero emission Public Works equipment, historic preservation, building retroﬁtting, new construction, expansion, replacement, improvement of recreation centers, ﬁre stations, community centers and other city buildings, facilities and structures)
• Community, Parks and Open Spaces (Teen Impact Center, improvements to playgrounds, park and recreation facilities, sports ﬁelds and city swimming pools, comprehensive bicycle system, including Banner Island Ballpark, Civic Auditorium, Delta Aquatic Center) • Water Supply (improvements and repairs to infrastructure supporting the city’s current and fu- ture water utility system including the Delta Water Treatment Plant (DWTP) • Sanitary Sewer and Wastewater (modiﬁcations to the Regional Wastewater Control Facility to replace equipment and processes that are 40 to 70 years old and beyond their useful life; Lin- coln and Church Streets sewer and lift station; Channel (Smith Canal) storm drain pump station;

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 27 French Camp reservoir and pump station; improvements to ensure the integrity of the city’s wa- ter transportation system, fortifying or replacing aging sewer mains, preventing sewage dis- charge into the fresh water surrounding deltas and protecting the environment) • Storm Drainage and Watershed (infrastructure improvements to prevent stormwater runoff from discharging pollutants into local waterways)
• Street and Transportation (STAA terminal access route improvements, road diets, street paving and rehabilitation, streetscape, sidewalk and curb ramps, bridge repair, traffic calming, safe routes to schools, pedestrian safety, bicycle improvements, and traffic signals) • Brownﬁelds efforts to assess, investigate, and clean up inﬁll sites • General (food desert mitigation, vehicle replacement, ﬁber optic cabling, urban forestry to build upon the work conducted under the Transformative Climate Communities grant to provide re- sources to improve the urban tree canopy, EV charging stalls, zero emission equipment) • Public Utilities (downtown utility infrastructure improvements) TRACY
• Several Infrastructure Master Plans have been or are currently being updated. These plans will guide the city’s capital investments, ensure infrastructure is in place to meet increasing needs from population growth, and protect public safety. Completed plans are Parks, Recreation and Trails; Public Facilities; and Public Safety and Water System. Plans underway are Transportation, Storm Drainage, and Wastewater.
• Street, Roads and Bridges (I-580 Patterson Pass Road/International Parkway Interchange Diverg- ing Diamond Interchange [DDI], traffic and crosswalk signal installation and upgrades, intersec- tion improvements, traffic management software upgrade, pedestrian and bikeway improve- ments, sidewalk and pavement patching and markings, street lights, building and equipment replacement and upgrades, roadway and bridge widening and traffic calming measures) • Sanitary Sewer and Wastewater (improvements to ensure the reliability and capacity of city’s system includes a Wastewater Master Plan, new or upgrades to sewer connections, storm drains, new equipment installation and upgrades, system software and hardware upgrades, se- curity)
• Airport and Transit (new buses, bus stop and transit station improvements, transit station secu- rity, Airport Master Plans, storage and maintenance facility, plan for implementing Intelligent Transportation System (ITS) technology, pavement and runway repairs) • Community Facilities and Parks (repairs and upgrades to public pool, Grand Theater, and Aquat- ics Center, emergency housing construction, safety and user amenities to community parks, construct a multi-generational recreation center)
• Public Safety (ﬁrearms training and classroom facility construction, radio communication tow- ers, ﬁre training site improvements, facility and equipment improvements, fencing, cameras and lighting improvements, new ﬁre engines)
• Commercial Corridors (landscaping and tree removal, signage and wayﬁnding)

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 28 Infrastructure

TRANSPORTATION
Air. The Stockton Metropolitan Airport (SCK) serves as a logistics hub for cargo transport and a low-cost alternative for general aviation and commercial ﬂights to Phoenix and Las Vegas. Other general aviation airports in the county include Lodi Airpark and Tracy Municipal Airport. Four international airports are easily accessible, Sacramento (SMF), Oakland (OAK), San Jose (SJC), and San Francisco (SFO) are lo- cated less than 100 miles from Stockton.

Port. The Port of Stockton is a major deepwater inland port located on the Sacramento-San Joaquin Delta only seventy nautical miles from the Paciﬁc Ocean. The Port specializes in both dry and liquid bulk cargo, offers domestic and international distribution by ship, rail, and truck, logistics facilities, state of the art cargo handling equipment, and over 400 acres of land approved for new development. As the Delta provides drinking water for Californians and is a habitat for varieties of ﬁsh, birds, and wildlife, Port officials work closely with local, state, and federal agencies to plan and implement programs to identify and reduce environmental impacts from operations.

Rail service in San Joaquin County is provided by Burlington Northern Santa Fe and Union Paciﬁc Rail- road, both operate well connected intermodal rail facilities for distribution in and out of San Joaquin County.

Truck service is available from dozens of national carriers and third-party logistic providers located throughout the county offering a wide variety of goods movement services.

Passenger Train and Bus Service is available through Greyhound and Amtrak, both stop in Stockton.

Amtrak offers an Oakland-Stockton-Fresno-Bakersﬁeld route, and a Sacramento-Stockton-Fresno-Bak- ersﬁeld route. The Altamont Corridor Express (ACE) is a commuter rail service connecting Stockton and San Jose during peak hours. Valley Link is a planned passenger rail service offering transportation be- tween Mountain House and the Dublin-Pleasanton Bay Area Rapid Transit (BART) station. Estimates are that service will be available in 2028.

Public Transportation is provided by San Joaquin Regional Transit District (SJRTD) in Stockton, intercity routes throughout the county, and subscription commuter routes to Livermore, Pleasanton, Sacra- mento, and Santa Clara County. The cities of Lodi, Escalon, Manteca, Tracy and Ripon operate separate bus systems. “Van Go” s a dial-a-ride service available throughout the county.

PUBLIC SERVICES
Water. South San Joaquin Irrigation District (SSJID) provides irrigation and domestic water for communi- ties in and around southern San Joaquin County (cities of Escalon, Manteca, and Ripon) through hun- dreds of miles of tunnels, canals, pipelines, and similar facilities that allow for water conveyance and irrigation deliveries.
• Escalon is connected to a surface water treatment plant and is considering a distribution pro- ject and associated rate study pending funding (grants and loan programs), acquiring property for ﬂow control facility; anticipated construction in 2026. • Lathrop’s water supply is from groundwater and surface water sources. Groundwater from four wells located within city limits is treated at the Louise Avenue Water Treatment Facility (LAWTF); a ﬁfth well (Well 9) has been offline since 2018 due to water quality concerns. Surface water is treated and delivered by the SSJID to the city’s water service area.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 29 • Lodi's surface water treatment plant provides approximately 50% of the city’s drinking water.

Twenty-ﬁve computer-controlled wells, located throughout the city, provide high quality ground- water. The wells operate automatically on water pressure demand so that when water use in- creases, more wells are started. Nine wells are equipped with Granular Activated Carbon (GAC) ﬁltration units to ensure high quality water.
• Manteca’s potable water supply includes purchased treated surface water from SSJID conveyed from the Stanislaus River and groundwater pumped by the city from city-owned and operated wells. The city uses irrigation wells and recycled water from the city’s Wastewater Quality Con- trol Facility (WQCF) for non-potable uses (landscaping and irrigation). The city’s allocation from SSJID is expected to increase by 60 percent around 2040 because of a planned expansion of the surface water treatment plant. The city plans to upgrade its water system to allow utilization of the full allotment of this treated surface water.
• Mountain House water system consists of one water treatment plant, three storage tanks, three booster pump stations, and approximately 74 miles of pipelines. The current water supplies are purchased from the Byron Bethany Irrigation District (BBID); the primary source is the State Wa- ter Project (SWP), which diverts surface water from the Sacramento-San Joaquin Delta (Delta).

The City is looking at alternative water supply sources to enhance its water service reliability es- pecially as the community continues to develop and demand increases. A fully developed com- munity which is expected in 2040, is estimated to increase demand by approximately 105%. • Ripon’s drinking water originates from ﬁve groundwater wells on the west and east side of High- way 99. Wells tap aquifers approximately 125 to 500 feet below the surface. Water is pumped from the wells directly into the city’s water distribution system. The maximum pumping capacity from all wells is 7,350 gallons per minute (gpm); the city also has two elevated storage tanks with a combined storage capacity of 4 million gallons that can provide an additional 10,000 gpm to support peak demand or ﬁreﬁghting needs.
• Stockton uses a combination of water sources including water from the Sacramento-San Joaquin Delta and Mokelumne River treated at the city’s Delta Water Treatment Plant; water from the Stanislaus River via New Melones Reservoir and the Calaveras River via New Hogan Reser- voir which is treated and delivered by Stockton East Water District; and local groundwater from wells owned and operated by the city.
• Tracy’s water supply includes the Stanislaus River, the Delta-Mendota Canal, and groundwater pumped from wells. The City has participated with the cities of Manteca, Lathrop, Escalon, and the SSJID to bring high quality Sierra water from the Stanislaus River which has increased the reliability of water supplies by having a third source and redundancy in treatment facilities. This source comprises the majority of water consumed in the city and is the only supply source used during the winter months.
• County of San Joaquin largely depends on groundwater for its water supply, which is pumped by domestic water wells. The county operates and maintains about 52 domestic water wells with appurtenances. 66 miles of water distribution systems, and 30 independent water systems.

Solid Waste is a division of the San Joaquin Public Works Department which oversees the operations of several solid waste facilities and sanitary landﬁlls, administers state mandated waste diversion pro- grams, and conducts outreach to the public regarding the health and safety of the public and the envi- ronment. Programs include commercial recycling, landﬁll diversion for a wide variety of products (agri- culture plastics, tires, oil, sharps, medicines, appliances, etc.). The facilities are in key locations to serve residents and businesses.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 30 ENERGY
Electric and Natural Gas power throughout the county is provided primarily by Paciﬁc Gas & Electric (PG&E). PG&E’s Northern San Joaquin 230 kV Transmission Project a series of electrical upgrades planned for Northern San Joaquin County that will help provide safe and reliable electric service. The project includes a new substation that will be constricted by Lodi Electric Utility. The California Public Utilities Commission (CPUC) is currently conducting an environmental review.

In 2024 the city of Stockton chose East Bay Community Energy (EBCE) as its new electric provider. EBCE operates a community choice aggregation program, which offers local governments more control over energy rates and sources, aiming to provide greener and more cost-effective energy solutions.

Lodi Electric Utility, a department within the City of Lodi, provides service within the city boundaries.

Electric utility service in the City of Mountain House is provided by Modesto Irrigation District (MID).

Solar: San Joaquin County is actively participating in the development and expansion of solar energy.

The county is installing solar panels across various county-owned facilities, a move expected to save $142 million over the next 25 years. This project includes installing solar panels on 12 buildings, includ- ing the Stockton Metropolitan Airport and San Joaquin General Hospital, and is projected to reduce greenhouse gas emissions signiﬁcantly. These initiatives reﬂect the county's strategic push towards sustainable energy solutions, aligning with broader state goals to increase renewable energy capacity and reduce dependence on non-renewable power sources.

Wind: San Joaquin County is part of the broader California wind energy landscape due in part to its geo- graphic and climatic conditions which are suitable for wind energy production. Wind energy develop- ment in and around San Joaquin County is primarily in nearby regions like the Altamont Pass, which is part of a broader area that includes parts of San Joaquin, Alameda, and Contra Costa Counties. There is a growing interest and support for wind energy in the county, aligning with California's aggressive renew- able energy goals. Currently residents and businesses in San Joaquin County can take advantage of small-scale installations or broader regional wind energy projects supported by incentives and rebates to reduce the cost of installing wind turbines and generators.

TELECOM
The market in San Joaquin County is competitive which helps ensure better service quality and pricing.

There are 17 internet providers covering nearly all the county and ﬁxed wireless and satellite services that cater to areas that might not have access to wired internet. Key providers include Spectrum, Xﬁnity, Frontier, and AT&T, each offering distinct plans based on speed and technology (cable, DSL, ﬁber, and ﬁxed wireless). The average home can get speeds up to 2,604 Mbps which is an exceptionally high inter- net speed and more than adequate for residential and commercial needs. Typical home internet speeds range from about 50 Mbps to 1,000 Mbps (1 Gbps).

The City of Manteca developed a ﬁber master plan and adopted policies to facilitate a robust ﬁber and wireless infrastructure, worked successfully with providers to extend high speed wireless connectivity for Smart City applications. The next phase will produce a pilot segment of a new ﬁber network for un- derserved residents and businesses, areas identiﬁed from the CPUC’s Local Agency Technical Assis- tance (LATA) grant program. This will increase opportunities for new hi-tech manufacturing, startups and other living wage jobs.

PUBLIC SPACES
The cities in San Joaquin County maintain hundreds of acres of open space and over 250 local commu- nity parks and facilities. The variety of community and regional parks provide recreational opportunities

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 31 for residents and visitors. Notable parks are the Regional Sports Complex, Micke Grove Park, Shumway Oak Grove Regional Park, Dos Reis Park, Westgate Landing, Mossdale Crossing Regional Park, Stillman Magee Regional Park, Woodbridge Wilderness Area, and about a dozen community parks throughout the county. These parks offer amenities such as campgrounds, picnic areas, boat launching facilities, and scenic natural environments suitable for outdoor activities.

Environmental Threats
San Joaquin County faces signiﬁcant environmental risks, including severe heat, ﬂooding, drought, wild- ﬁres, air quality issues, and potential for seismic activity. The San Joaquin County 2023 Local Hazardous Mitigation Plan is organized to follow FEMA’s Local Mitigation Plan guidelines. Additionally, most of the cities have established plans that describe the actions taken to mitigate threats and respond to natural disasters.

HEAT
San Joaquin County is considered to have severe risk from heat. A hot day in San Joaquin County is con- sidered to be one with a “feels like” temperature of 102ºF and, due to a changing climate, San Joaquin County is expected to experience more days above 102ºF in the next 30 years.4 An area’s heat trends are primarily determined by its latitude, exposure to sunlight, elevation, and climate, but there are other fac- tors that can exacerbate heat and its effects including but not limited to construction materials used, city design, distance to water and vegetation, vehicle and industrial operations that release heat as a byproduct.

FLOODING
San Joaquin County has a minor to moderate risk of ﬂooding; approximately 63% of all properties in San Joaquin County have a risk of ﬂooding over the next 30 years.5 The risk assessment considers all major ﬂood types and sources (tides, coastal surges, rains, and rivers) and uses historical ﬂooding events and anticipated environmental changes to calculate risk. To help mitigate the risk and safeguard the wellbe- ing of its residents several resources are available on the County’s Water Resources webpage to monitor current ﬂood conditions and forecasts, as well as access information on preparedness and insurance.

In the early 1900s, many natural wetlands in the San Joaquin Valley were drained for agricultural use. A system of levees was built to prevent ﬂooding the natural wetlands. These levees are monitored and maintained by reclamation districts. One way San Joaquin County works to reduce ﬂooding risks is by participating in the National Flood Insurance Program (NFIP) Community Rating System (CRS). This pro- gram rewards communities that go beyond minimum NFIP ﬂoodplain management requirements to re- duce the risk from ﬂooding. The County has a CRS classiﬁcation of 7 which means that County residents with properties in areas with a high level of ﬂood risk receive a 15% discount on their ﬂood insurance premiums each year. A 5% discount applies in lower risk areas.

In the San Joaquin Valley, there are four major rivers (the Stanislaus River, Tuolumne River, Merced River, and Mokelumne River) and smaller tributaries that ﬂow into the San Joaquin River. Melting snowpack from the Sierra Nevada and rainwater is carried through these rivers until they drain into the San Joaquin Delta. Historically, there have been levee failures in the Delta; however, due to intensiﬁed rehabilitation and maintenance efforts, there have been only 22 failures in the Delta since 1990 (San Joaquin County General Plan).

Currently there are two active Flood Control Zones in the County. Zones 9 (areas east of the City of Stockton) includes 107 miles of channels and 216 miles of levees which were constructed as part of State or Federal ﬂood control projects. Additional channels exist on unimproved waterways that carry

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 32 storm runoff. Zone 10 (areas northwest of the City of Lodi) is approximately 5.3 miles of a levee system along the Mokelumne River. Vicinity maps of each Zone are available on the District’s website.

DROUGHT
California’s severe drought has been a decades-long health and economic problem for residents, farm- ers and ranchers, and any business that uses water as a primary input. The National Integrated Drought information System (www.drought.gov) t racks the severity of drought conditions. Since 2021 most (often all) of the land area in San Joaquin County has been in severe to exceptional drought conditions.

WILDFIRES
Related to drought and climate change are wildﬁres. San Joaquin County is considered to have a moder- ate risk of wildﬁres over the next 30 years. Almost 130,0000 properties (54% of all properties) in the county that have some risk of being affected by wildﬁre over the next 30 years. 6 Nearly 13,000 acres
burned in San Joaquin County from 2018 to 2023. The most signiﬁcant ﬁre damage was in 2018 when the Waverly Fire burned over 11,000 acres. In addition to damaging properties, wildﬁre can also cut off access to utilities, emergency services, impacts evacuation routes, and may impact the county’s overall health and economic well-being.

According to CalFire, recent (2024) rainfall has reduced the risk of large ﬁres for now. While the number of ﬁres in the state is typical of the ﬁve-year average, the number of acres burning is much higher. Cli- mate predictions indicate above normal temperatures which may result in higher risk of ﬁres.

AIR QUALITY
The San Joaquin Valley Air Pollution Control District (District) includes eight counties in the Central Val- ley, from San Joaquin south to Kern County. Primary contributors to air quality problems in the region are population growth, wind patterns, emissions from traffic, farm equipment, and wildﬁres. Geography is also a factor in the Valley’s air quality. Surrounding mountain ranges can cause air pollutants to concen- trate in the valley and be trapped if prevailing winds are not able to rise over the mountain ranges. All these factors combine to make it difficult to meet federal air quality standards for Ozone (smog) and Par- ticulate Matter (PM). The District is continuously investing in projects to help reduce emissions. 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 Alameda
Amador
Calaveras
Contra Costa
Sacramento
San Joaquin
Stanislaus
Toulome
2018 2019 2020 2021 2022 2023
Figure 32. Acres burned in San Joaquin and surrounding counties. Source: CalFire Incident Reports

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 33

Figure 33. Number of "good air days" in San Joaquin County compared to the San Joaquin Valley. Source: San Joaquin Valley Air Pollution Control District, web-based Archived Air Quality (WAAQ) System

SEISMIC STABILITY
San Joaquin County is situated within a seismically active region, and there is a high probability of expe- riencing signiﬁcant earthquakes. According to the U.S. Geological Survey, there is a 79% chance of a major earthquake (magnitude 6.7 or greater) occurring in the next 50 years.7 Of particular concern is the vulnerability of the Delta levees to earthquake shaking. A strong earthquake centered in or adjacent to the Delta region could cause widespread levee failure, which, in turn, would likely disrupt or terminate water supplies to agricultural and residential areas throughout the central valley and southern Califor- nia.

The San Joaquin County Office of Emergency Services provides resources and guidance to residents on mitigating their risk and preparing for potential earthquakes.

Economic Development Projects
San Joaquin County and Cities identiﬁed priority economic development projects and approximately 24,000 acres of distinct Economic Opportunity Areas (Areas) and that are or can be developed or further developed to retain and create jobs and signiﬁcantly increase economic activity and resiliency. These priorities are based on the jurisdictions’ long-term planning efforts and the sites’ development readiness (appropriate zoning, entitlements, and infrastructure) and potential for new and in-ﬁll development, revi- talization and enhancement of space for industrial, commercial, retail and visitor use. The focus on these Areas does not exclude other sites or areas from development or improvement which can be added in future CEDS updates to accommodate new opportunities.

The economic health of these Areas is essential to improving and sustaining the county and cities as safe, healthy communities with balanced economic, physical, and social environments. Improvements to the Areas will result in
• a county that is more competitive and attractive to employers and workers • added resiliency to economic and natural threats
• more economic diversity and employment options for area workers • increased business activity which will generate additional revenue for the jurisdictions through sales, property and lodging taxes
The primary Economic Opportunity Areas that have been identiﬁed by each jurisdiction are described here along with the anticipated opportunities and identiﬁed challenges to achieving their full potential. 0 50
100
150
200
250
300
350
2018 2019 2020 2021 2022
San Joaquin County San Joaquin Valley

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 34

SAN JOAQUIN COUNTY
San Joaquin County has 21 designated Federal Opportunity Zones, which cover a total of approximately 50,300 acres. These zones are spread across various areas in the county, including Stockton, Lodi, and Tracy. The county actively promotes the Opportunity Zones to encourage long-term investments in low- income and economically distressed communities by offering tax incentives to investors.

ESCALON
Liberty Business Park—Construction is slated to start on 150 acres of undeveloped rail-served land in the northwest corner of Escalon adjacent north of State Route 120. This project will provide shovel- ready sites to a range of rail-oriented industrial operations, office and commercial uses. A 38-acre par- cel north of the Plan Area is designated “Future Industrial Reserve” for annexation by the city for future industrial expansion. The Speciﬁc Plan, completed in 2007, presents the project goal as providing space for light industrial and commercial operations related to agriculture, food processing, and associated industries. The development provides an opportunity to establish a quality visual gateway to the city and will allow agricultural production to continue. One or more north/south connector roadways will be needed as will funding for planning and completing infrastructure improvements.

LATHROP
The Central Lathrop Speciﬁc Plan provides for a two-phased development of 1,521 acres south of the northern city limits, west of I-5, and east of the San Joaquin River. Phase I is 797 acres south of Dos Reis Road for residential, commercial, public facilities, and parks. Phase 2 is 724 acres north of Dos Reis Road for industrial, open space, and park along the Mossdale Tract levee.

Crossroads Industrial Park, located at the northeast intersection of I-5 and SR 120, includes 10.8 mil- lion square feet of existing industrial buildings with an additional 448,904 square feet available for new industrial development.

Lathrop Gateway Business Park is located east of the I-5 freeway and north of SR120 between two UP Railroad tracks. The park consists of 1.8 million square feet of existing industrial buildings with 1.2 mil- lion square feet available for new industrial development.

Mossdale Village is a pedestrian-oriented development located west of I-5 and east of the San Joaquin River. Over 1,000 acres are designed for a village center, service and highway commercial, recreational uses, and open spaces.

River Islands is a two-phased master planned waterfront community with 4,000 homes built and single- family residential permits being issued at an average of 600 per year. Commercial development is antic- ipated to begin 2025.

South Lathrop Park includes 2.7 million square feet of existing industrial buildings. The developers are moving forward on plans for an additional 2.1 million square feet of new industrial construction.

West Lathrop is 7,405 acres in the western portion of the city near I-5, I-205 and SR 120 interchanges with rail lines passing through the site. The West Lathrop Speciﬁc Plan is the overall document that in- cludes design and development as outlined in the subsequent speciﬁc plans created for River Islands, Mossdale Village (1,611 acres), River Islands and Southeast Stewart Tract (5,794 acres). In addition, a train station is planned for a future passenger rail system (Valley Link) that will provide direct connectiv- ity to the BART system to offer public transit between the northern Central Valley and the San Francisco Bay Area.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 35 LODI
Beckman Road includes two sites for commercial development. Beckman and E. Kettleman Road is

23.07 acres (ﬁve parcels) with direct access to Highway 99. Beckman Road and E. Vine Street is 6.9 acres (three parcels) also with direct access to Highway 99.

Lakehouse Mixed Used Development is planned as a resort hotel, 150-unit residential apartment complex, and approximately 18,500 square feet of retail and commercial spaces on North Lower Sacra- mento Road. The hotel portion of the development is intended to meet growing demands for accommo- dations stemming from the wine and related tourism industries. The undeveloped project site is located in the northwestern portion of the city at the intersection of two minor arterial streets, Lower Sacra- mento and Turner Roads.

Lodi Energy Center (LEC) is a public-private Tier 1 project in the State’s federal hydrogen hub project which was recently funded with $1.2 billion from the Infrastructure Investment and Jobs Act (IIJA). The LEC is an existing natural gas electric generation facility that is capable of transitioning to a hydrogen- powered facility that will enable power production for industrial uses and truck traffic along adjacent I-5 and Highway 99 corridors. The LEC is shovel-ready to operate at a 45% blend of hydrogen today and 100% hydrogen by 2028. The project will also include research and development opportunities on the transmission of hydrogen across our state’s existing natural gas pipeline system, offer training programs to support the workforce of the future, create up to 200 construction jobs, support power reliability and sustainability.

Reynolds Ranch, located at the southwest quadrant of Harney Lane and Highway 99, is part of a 220- acre mixed use, master planned community of 580 homes and, at full build out, over 499,000 square feet of retail space and 200,000 square feet of office space. The center is currantly anchored by several large national retailers.

MANTECA
Big League Dreams is one of eleven well-known similar facilities located throughout the western United States. The 38-acre Manteca location includes a 20,000 square foot soccer pavilion, ﬂag foot-ball ﬁelds, batting cages, a Stadium Club restaurant, and several other visitor amenities. The facility houses local leagues, draws visitors for multi-day tournaments and special events. The facility started a remodeling process in 2022 and now receives 825,000 visits each year.

Community Navigation Center: South Main Street is the site of a 7.2-acre shovel-ready mixed use pro- ject that will contain a low barrier navigation center for the unsheltered population, transitional housing, affordable housing, parks, and commercial development opportunities, pending ﬁnancing.

Downtown Property and Business Development District (PBID) was passed in July 2024 that is expected to yield $184,555 annually to support the downtown. Over 60% of the 111 parcel owners voted in favor of forming the district which will be managed by a newly created nonproﬁt.

Family Entertainment Zone (FEZ), located on Daniles Street adjacent to the Great Wolf Lodge and in close proximity to Highway 120, is the city’s major development area that is expected to create job op- portunities and increased revenue for the city. The city is working with developers (Hunden Partners) to create a 140-acre master planned commercial retail and recreation area that will attract new business and attract visitors.

Great Wolf Resort opened in 2020 and remains the second largest employer in Manteca. This six-story, 500-room hotel includes a 95,000 square foot indoor water park, pool, and other entertainment venues for guests. It also houses a family entertainment center for the public that includes restaurants, play ar- eas, arcade, and a bowling center. This $180 million investment provides 250 full-time jobs and another 250 part-time jobs. Great Wolf generated 1.4 million visits in 2023.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 36 Manteca Crossing is a 13-acre planned mixed-use Regional Power Center located on Airport Road and SR 120 with space for lease and build-to-suit
Marketplace at Main is a 50-acre planned commercial development targeting fast and casual dining restaurants, service stations, ﬁnancial institutions, and neighborhood retailers.

Prologis Manteca 2 is a 278,213 square foot speculative industrial building with approximately 178 auto staffs and 83 truck trailer stalls.

Promenade Shops at Orchard Valley was recently sold. Plans are to turn the former outdoor lifestyle center into a mixed-use development.

Stadium Center on Daniels Street at the Airport Road and SR 120 interchange is adjacent to the 38-acre Big League Dreams facility. This Power Center offers 420,000 square feet of prime retail space amid doz- ens of national retailers.

Union Crossing is a planned mixed use Regional Power Center located at Union Road and SR 120 that will add over 220,000 square feet for national and regional retailers.

MOUNTAIN HOUSE
The Mountain Technology Center is a new building complex that consists of ﬁve core and shell light in- dustrial logistics structures with a total area of over 500,000 gross square feet.

Market Mountain House is a new 86,872 square foot retail plaza located adjacent to Byron Road at Mountain House Parkway. The center is anchored by Safeway Grocery & Fuel and includes a developing collection of restaurants, shops, and services conveniently accessible to meet local demand.

RIPON
North Pointe—A 310-acre mixed use developed in northern Ripon for commercial, technology, office, recreation, entertainment, and residential uses. Land use and transportation planning focuses on alter- nate modes of transportation (walking, bicycling, public transit) to minimize vehicle miles.

STOCKTON
Arena Garage Commercial Development project will rehabilitate the city-owned ground-ﬂoor com- mercial space at the Arena Garage into a food hall/micro-restaurant space.

There are a number of inﬁll Brownﬁeld Sites within the City of Stockton, some of which are city-owned, that need to be assessed and investigated in order to initiate clean-up activities and transform them into productive assets.

Adjacent to the Children’s Museum is a vacant city-owned site within the city’s Commercial Downtown zoning district. The City has targeted this site for revitalization that would provide additional community open space and complement the Children’s Museum. Within the vicinity are several community assets including a promenade, open public spaces, retail, restaurants, marina, and transit services.

Downtown Stockton wayﬁnding signs, infrastructure modernization and revitalization for the downtown core, waterfront, and the South Shore is one of the city’s primary goals. A recently completed infrastruc- ture analysis details utility and infrastructure improvements that would help facilitate inﬁll projects on underutilized parcels.

North Shore/Marina District and Shoreline Restoration is an initiative to revitalize underutilized space along the north shore of the Stockton Channel from abandoned and vacant properties into a distinctive,

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 37 walkable waterside destination with public and recreational amenities, housing, retail and entertain- ment, and commercial uses.

South Pointe Redevelopment is a multi-phased, mixed-use development that will transform vacant and former industrial land into high-density residential, commercial and offices, visitor and recreational amenities, and community-serving facilities.

Teen Impact Center Activation to transform the underutilized space into community-serving facilities that could include workforce development and training opportunities.

Stockton is using a Data-Driven Market Analysis and Attraction Strategy that incorporates data-driven decision-making to measure policy results and progress in executing the initiatives detailed in the Eco- nomic Development Strategic Action Plan.

Stockton aids and encourages the local entrepreneurial spirit by providing support for programs and ac- tivities such as 1) the Stockton Community Kitchen Incubator, a culinary incubator established in 2020 to support food entrepreneurs by providing space and mentors to help aspiring entrepreneurs gain skills and business expertise; 2) during Small Business Week the city and partner organizations plan and pro- mote special events, social media, and business training; 3) Art Festival that showcases local talent and juried artists from across the nation; and 4) Intern and Apprenticeship programs that provide train- ing and experience for parttime and volunteer positions.

TRACY
The Chrisman Road property’s (+/-116 acres) prevailing use is agricultural and highway-oriented com- mercial and light industrial areas west of Chrisman Road. Because of access constraints, this area is viewed as a longer-term development opportunity. The General Plan identiﬁes a future Chrisman Road interchange on I-205 and proposals to introduce commuter rail service through downtown (Valley Link) would encourage development of multi-family housing.

Downtown Tracy includes 137.5 acres of retail, restaurant, and office uses anchored by the Tracy Transit Center and the Grand Theatre. The Union Paciﬁc Railroad controls considerable vacant land and railroad right-of-way on the southern edge of downtown. Residential districts adjacent to downtown are deﬁned by signiﬁcantly older (pre-1940) construction. Downtown Tracy includes opportunities to sup- port higher density residential and mixed-use development along key arterials and side streets. Loss of surface parking may dictate eventual need for structured parking. The city is in the process of developing a Downtown Tracy Speciﬁc Plan with a focus on attracting residential development which will provide built-in support for retail, entertainment, and new transit stations.

International Park of Commerce is an 1,800-acre full-entitled master planned business park being marketed by Prologis; the site offers approximately 28 million square feet of industrial space and 2.5 million square feet of office space. Commercial sites exist along the 11 th Street Business Loop commer-
cial corridor
I-205 and West Valley Mall area serves as the primary commercial node in Tracy with some recently built apartment complexes. With its direct access from I-205, retail offerings include a mix of national big-box retailers (Home Depot, Target, Walmart, etc.) and national chain restaurants. While the district has a mixed-use ﬂavor, it remains focused on cars, with limited pedestrian access. A proposal for Valley Link Commuter rail service includes the option of a new transit station in this area, possibly leveraging the West Valley Mall 740,000 square foot site. Existing infrastructure capacity and potential for using zoning overlays and other tools need to be studied for successful reuse.

The Northeast Industrial District is approximately 870 acres and includes large logistics and e-com- merce facilities and major distribution operations associated with Amazon, Crate & Barrel, Home Depot, and similar Fortune 500 companies. Also located along the corridor is Leprino Foods (a food

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 38 manufacturer and major employer), and a former retail outlet mall that has been repositioned for retail and office use. The site has visibility from I-205. West of this site is a compact and dense business park on Holly Drive with service businesses and highway-oriented commercial uses including hotels. The area is approaching build-out, as development to the north of I-205 is constrained by ﬂood plains. Op- portunities exist to develop and redevelop underperforming, underdeveloped and underutilized proper- ties.

A one mile stretch of Tracy Boulevard between Valpico Road and Linne Road supports industrial ac- tivity surrounded by residential use. There is potential for transit-oriented development in proximity to the ACE commuter rail station and park/ride facility located on Linne Road at Tracy Boulevard, and com- munity-oriented retail adjacent to the north, but there is no higher density transit-oriented housing at the site. Municipal infrastructure is not available to the airport or adjacent sites and would be needed to support aviation-linked development (such as advanced manufacturing for aviation). Several quarries remain in operation in the area. Additional assessment needs to be conducted to evaluate future land use transitions.

Tracy Hills is an expansive 2,761 acres on the southwest side of the city with excellent interstate access via I-580. Current development is focused on higher-end single family residential development, with plans for commercial development. There is an opportunity to balance single-family versus multi-family housing in the small area plan, and to increase retail offerings for south side residents. Access between Tracy Hills and the rest of the City of Tracy is constrained, with one primary route, Corral Hollow Road.

West 11th Street and Grant Line Road, two commercial corridors, include standalone retail buildings and larger community-oriented shopping centers. Retail occupancies are currently positive, but there are notable vacancies; e.g. former grocery stores. Supporting reinvestment of existing older corridor shopping centers remains a priority as the city’s population expands and new retail locations emerge.

The West Side/Prologis area is about 538 acres identiﬁed for commercial and health care develop- ments. While highly visible land on I-205 is undeveloped, at current rates of development, this sub-area will be built-out within 10 years. Additional vacant land remains within the sphere of inﬂuence generally south of Schulte Road, but sites are being developed. Current demand for logistics and e-commerce facilities will put pressure on sites zoned for office use, as the sphere of inﬂuence includes more intense manufacturing activities.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 39

PUBLIC ENGAGEMENT
The public participated in the CEDS preparation by attending community workshops and completing online surveys. A summary of the outcomes of these events is presented here.

San Joaquin County Economic Devel-
opment Association (SJ EDA) held
several listening sessions throughout
the county to understand each com-
munity’s goals and priorities. Online
surveys were used to gather input
from residents and businesses to in-
form concerns and issues important
in the county. Participation in the
CEDS process was promoted through
local media, social media, and a pro-
ject-speciﬁc website.

North Valley THRIVE (NVT), a multi-
faceted coalition of agencies, organi-
zations, and groups working through-
out San Joaquin, Merced, and Stani-
slaus counties on the state’s Jobs
First initiative also held listening sessions. The ﬁndings of community members participating in these sessions have been incorporated into the CEDS vision, goals, and strategies to broaden and diversify the public input process further. The San Joaquin County stakeholders participating in these regional sessions included:
• 44 community, philanthropic, and environmental justics organizations • 21 employers, business associations, and labor organizations • 7 government and economic development agencies
• 7 education and training providers
Community Workshops
Four public workshops were held during the month of July at four different locations throughout the county for the convenience of attendees. Participants provided input on their city’s priority initiatives, unique opportunities, challenges, and key issues faced by businesses. A summary of these discussions is presented here.

OPPORTUNITIES
• Proximity to Bay Area and tech businesses (business attraction) • Workforce re-entry programs
• Multi-faceted transportation network
• Expanded hospitality industry, special events
Figure 34. San Joaquin County's CEDS website promoted public participation through surveys and workshops.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 40

CHALLENGES
• Government regulations and slow response time
• Workforce (skills including managerial and soft skills, retention, wages) • Cost of doing business and development
• Small business assistance
• Outdated municipal codes
• Barriers to employment (training, childcare, housing) • Homelessness
• Law enforcement officers
• Negative image, perception

PRIORITY INITIATIVES
• Workforce development (train-
ing, soft skills, and career path-
ways)
• Quality of life (inclusive for all
populations, available through-
out the county)
• Diversifying economy
• Site and infrastructure develop-
ment
• Quality of Life (access to
healthcare, safety, recreation,
parks and open space)
• Housing (low-income and worker affordable)
• Small business support (entrepreneurial programs, ﬁnancing, shared workspace)Ap • Business retention and attraction
• Downtown revitalization including façade improvement programs

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 41 Resident Survey
Over 460 residents from throughout San Joaquin County responded to an online survey to share their opinions of the county as a place to live and work and provided suggestions for improvements. Re- spondents include both new and “born and raised” residents; respondents’ average length of residency is 23.5 years.

Figure 36. Most popular or most used community services

Local parks and playgrounds
Library
Youth sports or recreation programs
Public transportation
Child and/or after-school care
Senior center/services
Food banks or meal services
Preventative health care
Financial aid for education
Financial assistance for utilities
Job search assistance
Housing assistance
Crisis intervention or support
Vocational counseling
Job training
Supplemental income assistance
Prenatal education/services
Legal aid
Figure 35. Reasons residents chose to live or choose to stay in San Joaquin County.

Other
EmploymentFamily Housing Schools

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 42 The following services were identiﬁed as ones that should be increased or are lacking in respondents’ neighborhoods.
• Public Safety and Law Enforcement: neighborhood policing, addressing roaming or neglected dogs, abandoned cars, illegal dumping, enhancing neighborhood watch programs, increased police presence, more police patrols, enforcement of traffic laws, reducing panhandling and street crimes, crime prevention
• Homelessness Solutions: more and larger scale shelters and services offering rehabilitation, medical services, retraining, and family reconnections; outreach programs, assistance with substance abuse treatments and mental health care; address cleanliness of parks and streets by reducing illegal dumping and homelessness in public spaces • Community Infrastructure and Development: recreational space: new parks, trails, water parks, and large event centers to provide family-friendly activities, dog parks, pickleball courts, and safe walking/biking trails
• Corporate and Educational Growth: bring high-paying jobs and reduce commuting, expand the Delta College campus to offer UC/CSU extensions and support higher education in Tracy to fos- ter economic growth
• Transportation Improvements: public transit connections, including links to BART, high-speed rail, and better bus services
• Green Initiatives: solar-powered air puriﬁers, organic community gardens, and more hydrogen fueling stations to tackle environmental issues such as climate change and pollution • Youth and Family Programs: recreational centers for youth, after-school programs, nature trails, soccer ﬁelds, and family-friendly businesses
• Career Development for Youth: vocational training for high school students and assistance in certiﬁcations for adults needing to adapt to changing job markets • Health and Emergency Services: medical facilities, a 24-hour Kaiser hospital, additional emer- gency services, accessible healthcare providers
• Senior Support Services: affordable housing, senior transportation, home repair assistance, and healthcare services catering to the elderly
• Affordable Housing and Economic Assistance: affordable housing for low-income families, ﬁ- nancial aid for utilities and rent, services for job seekers, especially for those over 60, and career training for people with outdated qualiﬁcations
• Neighborhood Engagement: garage sales, neighborhood meetings, block parties, and neighbor- hood beat cops to strengthen community ties and relationships with local authorities • Mental Health and Disability Services: greater support for mental health programs, day pro- grams for the disabled, training centers for neurodiverse young adults transitioning from high school
• Environmental Concerns: services to manage ﬂoods, extreme heat, and environmental toxins affecting the land, water, and air

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 43

Favorite things about living in San Joaquin County
• Proximity to Major Cities: Many residents appreciate being within a few hours' drive of places like San Francisco, Sacramento, Lake Tahoe, and Yosemite. This location provides the best of both worlds: living in a quieter area but having access to big-city amenities. • Affordability: Compared to the Bay Area or Sacramento, the cost of living is often more manage- able, particularly in terms of housing. Affordable homes allow people to live more comfortably and even own property, which can be difficult in larger, more expensive regions. • Agriculture and Fresh Produce: Region's agricultural roots, fresh produce, and farmer's markets are widely cherished. People enjoy the availability of fresh, locally grown fruits and vegetables.

K-12 education
Personal safety
Property safety
Childcare
Homlessness
Housing
Broadband
Attractiveness
Historic preservation
Parks, Open space
Employment opportunities
Natural disaster response
Traffic
Road conditions
Pedestrian friendly
Downtown vitality
Healthcare
Shopping
Senior services
Government stability
Skills training
Access to elected officials
Community events
Community attributes rated by survey respondents
Excellent Fair Poor

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 44 • Small-Town Charm: Strong sense of community, especially in smaller towns within the county.

Many people appreciate the friendly atmosphere, less crowded areas, and the "small town" vibe that offers a peaceful living environment.
• Diversity: Residents highlight the diversity of the population and how everyone celebrates each other's cultures and traditions. This blend of different cultures contributes to the area's vibrant character, including local food scenes with authentic offerings like wood-ﬁred pizza and Mexi- can food stands.
• Weather: The mild climate, fresh air, and even the occasional Delta breeze are common high- lights for people living in this area, allowing for outdoor activities and a comfortable lifestyle. • Community Services and Family Life: People also love the family-oriented nature of the area.

Many appreciate the balance of family time, affordable living, and the support that the commu- nity provides, including resources and community events that help foster relationships.

Least favorite things about living in San Joaquin County and the most critical problems or challenges that need to be addressed to ensure economic prosperity in San Joaquin County. • Crime and safety: gang activity, increasing crime rates • Homelessness: an overwhelming issue, encampments and garbage on the streets affecting public safety
• Traffic: congestion related to commuting to Bay Area, need for more public transportation infra- structure, road quality and maintenance
• Jobs: lack of local high-paying jobs, jobs outside of the warehouse and logistics industries • Housing: high cost and insufficient affordable housing options for both the homeless and mid- dle-class families, too much residential expansion without adequate infrastructure • Government and Leadership: frustrated with local government dysfunction, corruption, in- ﬁghting is holding back progress, lack of vision for handling major issues such as crime, home- lessness, and infrastructure; need better planning and support for small businesses, an empha- sis on reviving shopping malls and bringing in diverse industries for sustained growth • Environmental and Public Health: air quality from local traffic and agricultural activities; heat, dust, and poor air quality during certain times of the year make it difficult for people to enjoy out- door spaces; need more green spaces, parks, and public recreation areas, clean up trash • Community and Youth Services: need more family-friendly activities, youth programs, and safe spaces for teenagers and children, including afterschool programs, sports ﬁelds, and commu- nity centers

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 45 Business Survey
The eighty-two businesses responding to the survey come from each of the eight cities in San Joaquin County and include a range of industries, i.e., agriculture, business and personal ser- vices, retail, lodging, manufacturing, healthcare and education.

Only ten businesses indicated they plan to decrease the num- ber of employees over the next year. Most (85%) will maintain or increase their employment level.

Critical issues facing these businesses are:
• Financial—cash ﬂow, obtaining ﬁnancing, declining or
slow sales, higher operating costs, and general eco-
nomic conditions
• Competition
• Obsolete equipment, inventory
• Finding and retaining workers
• Need room to expand
• Regulations

Businesses cited the following advantages to doing business in San Joaquin County. • Community Support and Engagement: a strong network of support through chambers of com- merce, non-proﬁts, and other local organizations; sense of community and camaraderie, partic- ularly for family businesses and small enterprises, fosters a positive environment for growth. • Opportunities for Growth: population size and diverse demographics create opportunities for businesses to thrive, particularly in emerging markets and services like food trucks, retail spaces, and mom-and-pop shops
• Location and Accessibility: central location within California makes it a strategic hub, providing easy access to major cities like San Francisco and Sacramento, beneﬁcial for distribution, logis- tics, and expanding businesses; also beneﬁt of strong infrastructure, including two intermodal railways, transportation pathways, an inland port, and an airport, supporting logistics and trade operations
• Cost of Living and Real Estate: relatively lower cost of rent and real estate compared to the Bay Area provides an attractive environment for businesses looking to expand or relocate • Diverse and Growing Workforce: a large and varied talent pool for businesses, region’s agricul- tural roots provide opportunities for both labor and partnerships with the local ag industry, work- force and education infrastructure provide opportunities to support business growth and devel- opment
• Business-Friendly Environment: business-friendly environment that supports long-term suc- cess, support from local government and institutions, particularly in areas like workforce devel- opment, incentives, and infrastructure investments
• Arts, Culture, and Creativity: adds to appeal, creating a rich cultural environment that attracts both residents and visitors
1929-
1990
1990's
2000's
2010's
2020's
Figure 37. Business respondents are a
mix of long-established and newer busi-
nesses.

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 46 Businesses cited the following disadvantages to doing business in San Joaquin County. • Crime and Safety: theft, vandalism, and the presence of homeless individuals are signiﬁcant threats to businesses, particularly small businesses; these issues affect public spaces, in- crease security costs, and deter both customers and employees; also concerned about unli- censed businesses cutting into market share
• Cost of Doing Business: rising costs in rent, insurance, wages, materials, and utilities like PG&E are making it harder for businesses to operate; higher operational costs due to overregulation and government compliance requirements
• Workforce Challenges: attracting and retaining reliable employees, more competition with other businesses, the availability of skilled labor, and people not wanting to work due to government beneﬁts or low incentives; lack of employment and services for youth is seen as a hindrance to building a strong local workforce
• Government and Bureaucracy: frustration with bureaucratic red tape, delays in the permitting process, lack of grants or funding for small businesses, burdensome regulatory compliance • Economic Conditions: limited income of many residents impacts sales and business growth, especially for businesses offering luxury or non-essential services; economic inﬂation and un- certainty make it challenging for businesses to maintain cash ﬂow and invest in growth • Competition: tough competition from larger corporations, illegal or unlicensed operators, out- of-county businesses coming in and offering lower prices; new approaches to business or eco- nomic development are difficult to implement
• Community Perception and Communication: negative perception of areas like Stockton, both locally and from the outside, which makes it difficult to attract customers and investors; frustra- tion with the lack of communication between city officials and businesses, difficulty in getting the word out about available resources and programs
• Infrastructure and Logistics: transportation and commuting difficulties in and out of town, con- cerns that they limit growth and access for both employees and customers, lack of affordable warehouse and office space is a challenge for businesses looking to expand

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 47

REFERENCE DOCUMENTS

DATE TITLE JURISDICTION/AGENCY
2024 Lathrop Active Transportation Plan City of Lathrop 2024 Manteca Citywide Fiber Master Plan City of Manteca 2024 Wildﬁre Mitigation Plan Lodi Electric Utility
2024 North Shore/Marina District Area Wide Plan City of Stockton 2024 City of Tracy Housing Element Update City of Tracy 2024 San Joaquin County Homelessness Point in Time Count San Joaquin Continuum of Care 2023 Five Year Capital Improvement Plan (2023-2028) San Joaquin County 2023 Regional Housing Needs Assessment 2023-2031 San Joaquin County 2023 Capital Improvement Plan City of Lathrop
2023 Local Hazard Mitigation Plan San Joaquin County
2023 Downtown and South Shore Infrastructure Analysis City of Stockton 2023 Economic Development Strategic Plan City of Tracy
2023 Capital Improvement Plan City of Lodi
2023 Operating Budget Mountain House CSD
2023 Adopted Budget City of Ripon
2023 Housing Element Update City of Lodi
2022 Community Health Needs Assessment San Joaquin County 2022 Continuum of Care Report San Joaquin County
2022 Quality Education & Care of Children Needs Assessment San Joaquin County 2022 Farm to Fork, San Joaquin County Crop Report San Joaquin County 2022 General Plan Update City of Lathrop
2022 Water Master Plan So. San Joaquin Irrigation District 2022 Capital Improvement Plan City of Stockton
2022 Capital Improvement Plan San Joaquin County
2021 Water Master Plan Update City of Stockton
2021 Operating and Capital Budget City of Tracy
2021 Ten-Year Facility Master Plan San Joaquin County
2020 River Islands Speciﬁc Plan City of Lathrop
2019 Capital Improvement Plan City of Manteca
2018 Deﬁning Tracy’s Labor Force to Attract Tech Business City of Tracy 2017 Bicycle Master Plan City of Stockton
2016 2035 General Plan San Joaquin County
2015 South Lathrop Speciﬁc Plan City of Lathrop
2012 Bicycle Master Plan City of Lodi
2012 Storm Drainage Master Plan City of Lodi
2012 Wastewater Master Plan City of Lodi
2012 Water Master Plan City of Lodi

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 48

DATE TITLE JURISDICTION/AGENCY
2010 Lathrop Gateway Business Park Speciﬁc Plan City of Lathrop 2009 Crossroads Industrial Park Speciﬁc Plan City of Lathrop 2007 Liberty Business Park Speciﬁc Plan City of Escalon 2004 Central Lathrop Speciﬁc Plan City of Lathrop
2004 Mossdale Village Speciﬁc Plan City of Lathrop
2002 West Lathrop Speciﬁc Plan City of Lathrop

ATTACHMENT A
San Joaquin County 2025-2030 Comprehensive Economic Development Strategy Appendix Page 49

ENDNOTES
1 Annual Estimates of the Resident Population for Incorporated Places in California: April 1, 2020 to July 1, 2023 (SUB-IP-EST2023-POP-06); U.S. Census Bureau, Population Division; Release Date: May 2024 2 East Bay communities included for comparison are Oakland, Fremont, Livermore, Pleasanton, Hayward 3 2022 San Joaquin County Community Health Needs Assessment 4 Source: Riskfactor.com; a tool created by the nonproﬁt First Street Foundation to help agencies and individ- uals understand the risk and impact of natural disasters. A “feels like” temperature considers different com- binations of environmental data like the ambient air temperature, relative humidity, and wind speed to deter- mine how weather conditions feel to bare skin.
5 Source: Riskfactor.com
6 Source: Riskfactor.com; a tool created by the nonproﬁt First Street Foundation to help agencies and individ- uals understand the risk and impact of natural disasters. 7 Source: California Earthquake Authority

ATTACHMENT A

City Council and Concurrent AuthoritiesFebruary 18, 2025

City Council and Concurrent Authorities
February 18, 2025