NOTICE OF SPECIAL MEETING
Pursuant to Section 54956 of the Government Code of the State of California, a Special meeting of the Tracy City Council is hereby called for:
Date/Time: Tuesday, May 16, 2023, 5:30 p.m.
(or as soon thereafter as possible)
Location: Tracy City Hall
333 Civic Center Plaza, Tracy, CA.
Government Code Section 54954.3 states that every public meeting shall provide an opportunity for the public to address the Tracy City Council on any item, before or during consideration of the item, however no action shall be taken on any item not on the agenda.
This meeting will be open to the public for in-person and remote participation pursuant to Government Code Section 54953(e)
For Remote Public Comment:
During the Items from the Audience, public comment will be accepted via the options listed below. If you would like to comment remotely, please follow the protocols below:
• Comments via:
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May 16, 2023 Special Meeting
1. Cal
l to Order
2. Ac
tions, by Motion, of City Council pursuant to AB 2449, if any
3. Ro
ll Call
4. I
TEMS FROM THE AUDIENCE - In accordance with Council Meeting Protocols and Rules of Procedure, adopted by Resolution No. 2019-240, and last amended by Resolution No. 2021-049, a five-minute maximum time limit per speaker will apply to al
l individuals speaking during “Items from the Audience/Public Comment”. For non- agendized items, Council Members may briefly respond to statements made or questions posed by individuals during public comment; ask questions for clarification; direct the individual to the appropriate staff member; or request that the matter be placed on a future agenda or that staff provide additional information to Council.
5. DI
SCUSSION ITEMS
5.A S
taff recommends that City Council conduct a workshop to review the City of Tracy’s Economic Development Strategic Plan and provide feedback.
6. C
ouncil Items and Comments
7. Adjournment
Mayor
P
osting Date: May 11, 2023
The City of Tracy is in compliance with the Americans with Disabilities Act and will make all reasonable accommodations for the disabled to participate in employment, programs and facilities. Persons requiring assistance or auxiliary aids in order to participate, should contact the City Manager’s Office at (209) 831-6000 at least 24 hours prior to the meeting.
May 16, 2023
Agenda Item 5.A
RECOMM
ENDATION
Staff recommends that City Council conduct a workshop to review the City of Tracy’s Economic Development Strategic Plan and provide feedback.
EXECUTIVE SUMMARY
On May 3, 2022, the City Council approved by Resolution 2022-054, a Professional Services Agreement (PSA) not exceeding $152,000 with consultant, AECOM Technical Services, Inc. (AECOM). AECOM prepared the Economic Development Strategic Plan and will be presenting their findings.
BACKGROUND AND LEGISLATIVE HISTORY
On January 20, 2022, the City issued a Request for Proposals (RFP) for professional services to prepare an Economic Development Strategic Plan (EDSP).
In the Summer of 2022, AECOM began their scope of work by conducting a site visit with key City staff members as well as initiate stakeholder interviews. As part of the stakeholder engagement, 30+ individual interviews were conducted, including but not limited to four of the sitting Council Members, and representatives from the workforce and education, transportation, tourism, and healthcare sectors.
In subsequent months, AECOM conducted extensive research on national and local real estate market data, for the industrial, commercial, residential, and hospitality sectors. AECOM is currently engaged in synthesizing the research and stakeholder input into draft business attraction, retention, and expansion strategies to specific applications for Tracy’s main business priority areas.
AECOM’s workplan is scoped to include a public workshop, which will provide an opportunity for AECOM to share their findings, proposed strategies, and action items to achieve the following five objectives:
1. To fost
er resilience through strategies that encourage economic inclusion and diversification to provide stability during downturns and minimize external threats.
2. Encourage investment of “catalytic” opportunity areas to create cohesive, mixed-use developments that incorporate well-designed “missing middle housing,” transit-oriented developments (TODs), commercial, and retail opportunities.
3. Promote growth through strategic infrastructure projects which build on unique assets and competitive strengths.
4. Encourage quality of life and place improvements through placemaking enhancements and diverse cultural amenities in order to attract businesses and the talented individuals who fuel them.
5. Strengthen organizational capacity to enhance resilience to changes in economic and business cycles, reduce economic disruptions, and expand market access.
Agenda Item 5.A
May 16, 2023
The intention of his workshop is for AECOM to present their preliminary findings with Council and the public and to serve as an additional opportunity for Council to provide feedback based on the presented material.
Following the Council workshop, AECOM will incorporate the feedback received, to be considered in the final EDSP, which is tentatively scheduled to be presented to City Council in the Summer of 2023. Adoption of the EDSP, will provide the City a roadmap for the future economic growth in Tracy, by defining the economic visions, strategic actions and best practices to achieve continued community prosperity, fiscal growth and industry diversification, while considering the City’s demographics, needs, and capitalizing strategically in the opportunities as the City plans its forward growth.
FISCAL IMPACT
There is no fiscal impact associated with this item.
CEQA DETERMINATION
A California Environmental Quality Act (CEQA) determination is not required of this item.
FOLLOW-UP
Staff will return to City Council to present the final Economic Development Strategic Plan in Summer 2023.
STRATEGIC PLAN
This agenda item supports the City of Tracy’s Economic Development Strategic Priority, 4.2, to develop an Economic Development Strategic Plan.
ACTION REQUESTED OF THE CITY COUNCIL
Staff recommends that City Council conduct a workshop to review the City of Tracy’s Economic Development Strategic Plan and provide feedback.
Prepared by: Joseph Viorge-K oide, Administrative Technician Reviewed by: Adriana Castañeda, Director of Mobility & Housing Sara Cow
ell, Director of Finance
Nancy Ashjian, Assistant City Attorney
Karin Schnaider, Assistant City Manager
Approved by: Midori Lichtwardt, Assistant City Manager ATT
ACHMENTS
Attachment A – AECOM Economic Development Strategic Plan PowerPoint Presentation Council
Workshop
May 2023
Tracy Economic
Development Strategic Plan
ATTACHMENT A
01 Strategy
Overview
02 Stakeholder
Engagement
03 Key
Observations:
Analysis +
Takeaways
04 Strategic
Framework+
Recommendations
05 Next Steps
+
Discussion
A G E N D A
Strategy
Overview
W H A T I S A N E C O N O M I C
D E V E L O P M E N T S T R A T E G I C
P L A N ?
Enables data-driven
decision-making,
which gives way to
measurable outcomes
Guides established,
Economic Development
Administration (EDA)
process
Builds stakeholder
consensus around
strategic priorities
Identifies partners for
implementation and
future collaboration
44 The EDSP DOES provide Tracy with a
strategic framework and roadmap to
guide economic development.
It DOES NOT provide be-all and
end-all solutions.
W H Y P L A N ? W H Y N O W ?
Guiding Principles Reflective of the City Council’s Economic Development Strategic Priority Goals ✓ Support local businesses impacted by Covid-19.
✓ Continue to support Valley Link.
✓ Continue to advance transit housing and economic development opportunities. ✓ Attract business and jobs that meet the needs and desires of the community. ✓ Develop policies to target new jobs in innovative industries. ✓ Pursue strategies for balanced and forward-thinking growth in the City. 5 Goals
6 Develop tactical
strategies/
recommendations and
supporting actions
5 Identify catalyst/
opportunity sites
where place-
based economic
development
makes most
sense
7 Identify
organizational
capacity needs
1 Identify local
industry clusters that
may align with those
positioned for growth
3 Understand gaps
in local market/
economy
4 Engage stakeholders
to help identify
community’s SWOT
2 Market and
land use
assessment
S T R A T E G Y
O V E R V I E W
6 S T R A T E G Y
O V E R V I E W
Engagement
• This series of meetings allowed
the Project Team to conduct a
SWOT analysis with over 50
individuals and more than 30
companies, agencies, and groups.
• City Council members were also
interviewed on a one-on-one
basis.
• Discussions focused on high-level
impressions, identification of issues,
challenges, and pathways for success,
as well as recommendations for
organizing the structure of economic
development in Tracy.
• Meetings were not recorded in order
to drive an open and honest
discussion.
Analysis and
Competitive
Assessment
• Real estate market and land use
analysis.
• Catalyst/Opportunity sites identified
for placed-based economic
development.
• Cluster analysis.
• Benchmark against
Bay Area/San Joaquin
County peers.
Strategic Plan
Framework
• Strategies were informed by the
Stakeholder Engagementand from
the technical analysis.
• Strategies are built on the
vision, mission, and goals of
the City and its Strategic
Priorities.
• Identified strategies will serve
as pathways to measurable
actions.
• Five Key Strategies: Diverse &
Resilient Economy, Real Estate &
Redevelopment, Core Infrastructure,
Quality of Life & Place, and
Organizational Capacity.
Developing the Framework
7 Stakeholder
Engagement
Summary
S T A K E H O L D E R E N G A G E M E N T
• Mayor + City Council
• City Departments
• Tracy Chamber of Commerce
• Workforce development and
education (Tracy Unified
School District)
• Real estate developers and
landowners (Prologis)
• Non-profit and social
assistance (San Joaquin
County Housing Authority)
30+
50+
• Large employers across
industries
• Small and medium
businesses across industries
• Local retailers
• Tourism industry
• Regional Economic
DevelopmentCorporation
(San Joaquin Partnership)
Listening tour
interviews conducted
Individual stakeholder
outreach meetings
9 S
W
O
T
Strengths
• Educated and skilled
labor force
• Proximity to Bay
Area, Stockton, and
Sacramento
• High-quality K-12
education system
• Diverse and
growing business
community
• Abundant buildable
land and infill
opportunities
• Active civic
organizations
• Walkable downtown
with excellent arts
center and growing
restaurant and
nightlife scene
• Airport and rail
infrastructure +
opportunities
for future
multi-modal
connectivity
• Economic development
remains top Council
priority
10 Weaknesses
• Limited professional and
technical jobs base
• Small daytime
population due to out-
commuting
• No higher education
institution and limited
workforce training
• Few midscale and
upscale retail and
restaurant options
• Low residential density
downtown limiting retail
and restaurant potential
• Lack of workforce
housing
• Lack of clear community
identity, especially
to visitors
• Limited staff
resources and
capacity to
support
economic
development
11 S
W
O
T
S
W
O
T
• Hybrid and remote work
enabling commuters
to spend more time
in Tracy
• Availability of new
federal infrastructure
funds
• Valley Link Rail and
transit-oriented
development
• Measure V funds for
parks and recreation
investment
• Moving ED functions
into new “Mobility and
Housing Department”
could help align ED
and workforce housing
strategies
12 Opportunities
S
W
O
T
Threats
• Build community
consensus on future
growth priorities
• Lack of affordable
housing options for
low- and middle-income
workforce
• Intense competition
from neighboring cities
for distinctive regional
retailers
• Continued decline of the
West Valley Mall
• Residential Growth
Ordinance limiting infill
development potential
13 Goals
Diverse & Resilient
Economy
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
S T R A T E G I C
D I R E C T I O N S
14 S T A K E H O L D E R E N G A G E M E N T
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
Diverse & Resilient
Economy
Cross-Cutting Themes
Tracy is experiencing “growing pains”
as it transitions from a traditionally
agricultural-focused Central Valley
community to a mid-sized city in the
Bay Area’s sphere of influence.
Continuing the single use land
consumption pattern in Tracy may
have significant negative
consequences.
To be competitive, Tracy needs to
change identified “perceptions”
based on stakeholder feedback.
15 Key Findings
S T A K E H O L D E R E N G A G E M E N T
Diverse & Resilient Economy
Tracy has a Bay Area labor force and a
Central Valley jobs base.
Tracy has emerged as a logistics hub,
but stakeholders do not want to see the
city defined by warehouses.
Several stakeholders suggested
healthcare as a desirable and realistic
growth industry for the city.
Stakeholders praised Tracy’s K-12
education system but noted a need for
more career and vocational training
opportunities.
16 Diverse & Resilient
Economy
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
Key Findings
S T A K E H O L D E R E N G A G E M E N T
Real Estate & Redevelopment
Tracy’s General Plan offers a clear
growth framework, implemented
through a streamlined, flexible
zoning code.
Some developer stakeholders with
experience working with the City’s
Development Services Department
report goo d levels of transparency
and predictability for thei r project
approval process.
The City’s primary big-box retail cluster
at I-205 is performing well, but the
West Valley Mall is in a troubling state
of decline.
17 Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
Diverse & Resilient
Economy
Key Findings
S T A K E H O L D E R E N G A G E M E N T
Real Estate & Redevelopment
Downtown has been on a positive
trajectory in recent years, but it lacks
residential and employment density to
support around-the-clock restaurants
and retail.
Many stakeholders highlighted a need
for more affordable and workforce
housing in the community.
18 Key Findings
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
Diverse & Resilient
Economy
S T A K E H O L D E R E N G A G E M E N T
Core Infrastructure
The City has adopted the use of
InfrastructureMaster Plans, a systematic
approachto planning and fundingfuture
infrastructureneeds.
City engineers reportthat Tracy’sutilities
have capacityfor growth contingenton
planned investmentsassociatedwith
InfrastructureMasterPlans.
Tracy has two underutilizedairport
propertiesthat the City is interestedin
evaluatingfor logisticsand R&D uses.
Tracyhas considerablerailinfrastructure
owned by Union Pacific.
19 Key Findings
Core
Infrastructure
Real Estate &
Redevelopment
Quality of Life
& Place
Organizational
Capacity
Diverse & Resilient
Economy
S T A K E H O L D E R E N G A G E M E N T
Quality of Life & Place
Maintainingand improving Tracy’squality
of life is a priorityfor residents.
Stakeholdersare eager to see more
retail, restaurant,and entertainment
opportunitiesin the city.
Tracy could be doing more to convey
a distinct sense of place, especially in
its gateways and edges.
20 Quality of Life
& Place
Key Findings
Real Estate &
Redevelopment
Core
Infrastructure
Organizational
Capacity
Diverse & Resilient
Economy
S T A K E H O L D E R E N G A G E M E N T
Organizational Capacity
Economic developmentis a clear priority
for City leadership.
Economic DevelopmentDivision staff are
visible in the communityand proactivein
pursuing prospectivecompanies.
There could be greatercoordination
and more strategicdistributionof
responsibilities between the Economic
DevelopmentDivision and the Tracy
Chamber of Commerce.
21 Key Findings
Organizational
Capacity
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Diverse & Resilient
Economy
Key
Observations -
Clusters
T A R G E T C L U S T E R S
Key Definitions
23 Location Quotient: compares the concentration of an
industry within a specific area (e.g., Tracy) to the
concentration of that industry nationwide (e.g., U.S.).
Target Clusters: recommended economic development
business attraction and recruitment focus areas.
Recommendations are based on existing strengths in
local concentrations of businesses and emerging or
growing global market opportunities.
T A R G E T C L U S T E R S
Industry Recommendations
Advanced
Manufacturing
Semiconductors & Electric
Vehicle Components
Electric vehicle and component
manufacturing, and chip and
chip-adjacent manufacturing.
Jobs: 47
Location Quotient: 0.75
Healthcare Services
Hospitals, clinics, in and
out-patient care.
Jobs: 2,885
Location Quotient: 0.59
Computer Systems
Design, Data Processing,
& Related Services
Software, programming,
and other computer
related services.
Jobs: 103
Location Quotient: 0.22
Insurance Services
Medical, life, property, and all other insurance carriers.
Jobs: 490 • Location Quotient: 0.50
Architectural & Engineering Services
Provision of engineering, architecture, and landscape
architecture services.
Jobs: 239 • Location Quotient: 4.29
Management, Scientific, & Tech Consulting
Providers of consulting services related to management, the sciences, and information technology.
Jobs: 901 • Location Quotient: 0.62
Electrical Equipment,
Appliances, & Components
Electrical equipment, appliances,
and component manufacturing –
consumer and commercial.
Jobs: 127
Location Quotient: 0.55
Education
Services & R&D
K-12, higher education,
and research and
development facilities and
laboratories.
Jobs: 490
Location Quotient: 0.61
Professional ServicesCommunity Technology
24 Key
Observations -
Land Use /
Real Estate
R E A L E S T A T E D E M A N D M O D E L
26 Status Quo or “Business as Usual” Managed Growth Scenario ×Industrial (warehouse) uses will
continue current growth trajectory
(~8 million SF)
×Slow growth for retail and office
sectors
×Commercial trade areas are limited
in reach
✓Will improve mixed-use offerings in
Tracy
✓Will minimize land consumption by
single real estate sector
✓Will create demand for broader
commercial real estate offerings
across industrial, retail, and office
Key Takeaways
Key
Observations -
Catalyst /
Opportunity
Sites
27 C A T A L Y S T / O P P O R T U N I T Y S I T E S
8 Key Areas (see MAP in Appendix)
• Area 1 – West Side / Prologis
• Area 2 – Airport / Transit for Housing and Economic Development • Area 3 – Chrisman Road Property / East Side
• Area 4 – Downtown
• Area 5 – Commercial Corridors
• Area 6 – NE Industrial
• Area 7 – Commercial near I-205 / West Valley Mall
• Area 8 – Tracy Hills
28 Key
Observations -
Gaps
29 Diverse & Resilient Economy
• The cluster analysis portion of the strategy identified gaps across many potential target industries.
• Though the Bay Area is home to a plethora of Fortune 500 firms in the innovation and technology sector, Tracy
needs to close the gap in leveraging such opportunities. • Healthcare access is another fundamental gap that
needs to be addressed in Tracy.
G A P S
30 Diverse & Resilient
Economy
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
• Retail opportunities in Tracy have not followed the typical “retail follows rooftops” adage. Tracy needs to evaluate beyond its borders.
• There is a clear gap in provision of higher education in Tracy.
Organizational
Capacity
G A P S
31 Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
Diverse & Resilient
Economy
Real Estate & Redevelopment
• Current efforts to create a Downtown SpecificPlan
should align with the Economic Development Strategy.
• Other than the Downtown core, there is not a genuine
mixed-use development in Tracy.
• West Valley Mall is holding back Tracy from realizing its full economic and fiscal benefits.
• Working with and forging stronger relationships with
the local and regional real estate community, including developers, lenders, and brokers, will need to be a
primary focus for Tracy.
Core Infrastructure
• Our experience highlights higher return on investment at opportunity sites that are targeted for strategic
developments via a public-private partnership approach
to infrastructure financing. Coordination with catalyst / opportunity sites is one example of high-impact
infrastructure.
G A P S
32 Core
Infrastructure
Real Estate &
Redevelopment
Quality of Life
& Place
Organizational
Capacity
Diverse & Resilient
Economy
• The deployment of smart infrastructure makes local
economies more efficient and resilient. Tracy needs to
employ smart technologies.
• The time is now for Tracy to ensure maximum
economic and strategic benefits from Valley Link Rail
project.
Quality of Life & Place
• Tracy will need to enhance its portfolio of
destination-oriented amenities and offerings
specifically in the arts and culture, restaurant, and
entertainment sectors.
• Tracy needs to work on enhancing its sense of place
and unique identity.
G A P S
33 Quality of Life
& Place
Real Estate &
Redevelopment
Core
Infrastructure
Organizational
Capacity
Diverse & Resilient
Economy
• Housing supply and affordability are in crisis across the Northern California Megaregion and beyond,
including Tracy. Workforce housing is essential to
economic development success.
• While it is beneficial for Tracy to think outside of its jurisdictional borders, there is still a need to balance a more aggressive local approach with the
opportunity to optimize regional, collaborative
efforts.
• Ideally, Tracy would have at least two FTEs and one
or two junior level FTEs to support future
economic development efforts.
Organizational Capacity
• Tracy needs a more cohesive structural approach
to help organize its economic development
efforts. Our experience reinforces the importance
of staying competitive by hiring staff that directly
addresses major gaps in efforts. One specific area
of need is business retention and expansion.
G A P S
34 Organizational
Capacity
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Diverse & Resilient
Economy
Strategies
36 Goals
Diverse & Resilient
Economy
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
S T R A T E G I C
D I R E C T I O N S
Diverse & Resilient Economy
Purpose
To foster resilience through strategies
which encourage economic inclusion
and diversification.
Competitive Assessment
Data analysis tasks identified a need to
develop and grow opportunities across
all industry clusters and opportunities
to expand workforce development
efforts by leveraging regional partners,
including the San Joaquin Partnership.
• Proactively communicatethe Tracy
value proposition through an
enhanced marketing program.
• Develop a robust business
retention and expansion (BRE)
program to grow local businesses
already present in Tracy.
• Engage in a targeted approach to
business attraction and recruitment
across all target industries.
• Support local small businesses with
targeted programs and resources.
• Consider re-evaluating incentive policy
tailored to target industries.
Background
Comments during the listening tour
pointed out a need to diversify beyond
“warehouse.”
Strategies
S T R A T E G I E S
37 Diverse & Resilient
Economy
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
• Encourage the growth of
entrepreneurship and innovation
through policies and programs.
• Reignite conversations with
healthcare providers and stakeholders
in Bay Area.
Real Estate & Redevelopment
Encourage investment of “catalytic”
opportunity areas.
Data analysis has shown there is potential
to leverage demand in key commercial
sectors, such as retail. Data also shows
extensive land-consumptivepattern in
Tracy of large-formatwarehouses and
single-family residential developments.
• Unlock the development potentialof
catalyst/ opportunitysites.
• Optimize the developmentpotential of
underperforming, underdeveloped,
and underutilizedproperties in need of
development/ redevelopment.
• Continue to focus on HousingElement
of the General Plan to ensure future
supply of workforcehousing needs.
• Considerfull rangeof transit housing
and economic development options
near potentialValleyLink transit
stations.
The listening tour identified concerns
related to the increased cost of housing.
Tracy had traditionally been seen as a
relatively affordable place to own a home.
S T R A T E G I E S
38 Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Organizational
Capacity
Diverse & Resilient
Economy
Purpose Competitive AssessmentBackground
Strategies
Core Infrastructure
Promote growth through strategic
infrastructure projects which build
on unique assets and competitive
strengths.
Assessment-related research found
that post-Covid economic
development site selection will rely
heavily on the provision of the highest
quality infrastructurein environments
full of amenities.
• Assess vulnerability of infrastructure
in key redevelopment areas where
higher intensity uses are envisioned.
• Support execution of Valley Link Rail
project. Initiate planning for last-mile
infrastructure improvements near
future Valley Link Transit stations.
• Ensure capital improvements in
Tracy have a high-impact on local
economy.
• DeploySmart City infrastructure
elements in future capital
improvement
projects.
Most listeningtour interviews
overwhelmingly believeValleyLink will
be a benefit to the community.
S T R A T E G I E S
39 Core
Infrastructure
Real Estate &
Redevelopment
Quality of Life
& Place Organizational
Capacity
Diverse & Resilient
Economy
Purpose Competitive AssessmentBackground
Strategies
Quality of Life & Place
S T R A T E G I E S
Encourage quality of life and place
improvements through placemaking
enhancements and diverse cultural
amenities in order to attract
businesses and the talented
individuals who fuel them.
Data analysis revealed the City does
relatively well in retail performance;
however, commercialtrade areas are
limited to Tracy.
• StrengthenTracy’s culturalvitality
by continuingto promote the arts,
music, festivals, and sports and
leisure activities.
• BeautifyTracy’s principal commercial
corridors by employingthe full realm
of “complete streets”enhancement
possibilities.
• Elevate tourism activityby
improving destination-oriented
offeringsin Tracy.
• ImproveTracy’s sense of place by
commissioning a gateway master
improvementsplan.
The listening tour identified Tracy as a
nice place to live and work. As Tracy
transitions from a bedroom
community to an inland destination,
its quality of life offerings need to
follow suit.
40 Quality of Life
& Place
Real Estate &
Redevelopment
Core
Infrastructure
Organizational
Capacity
Diverse & Resilient
Economy
Purpose Competitive AssessmentBackground
Strategies
Organizational Capacity
S T R A T E G I E S
Strengthen organizational capacity to
enhance resilience to changes in
economic and business cycles, reduce
economic disruptions, and expand
market access.
The benchmark portion of the
competitive assessment revealed
understaffing of economic
development efforts relative to
benchmark and surrounding
communities.
• Grow economic development
capacity within Tracy.
• Leverage collaboration with public
and private economic development
partners.
• Align internal ED efforts with other city
planning efforts to ensure maximum
capacity.
There was some concern with a lack of
economic development structure and
organizational capacity.
41 Organizational
Capacity
Real Estate &
Redevelopment
Core
Infrastructure
Quality of Life
& Place
Diverse & Resilient
Economy
Purpose Competitive AssessmentBackground
Strategies
Next Steps
N E X T S T E P S
May: Submit FINAL Strategies Section to Staff
(Strategies, Supporting Actions, Best Practices, Partners, and Metrics) June: Submit DRAFT and FINAL Strategy Report
June-July: Final Presentation and Adoption
43 Timeline of Key Events
Discussion
Chris Brewer
Principalin Charge
[email protected]
Luis Nunez
ProjectDirector
[email protected]
713-248-3199
Appendix
48 O P P O R T U N I T Y S I T E S
General Plan Land Use 2022