Stockton 

 

 

 

 

 

 

Stockton General Plan 2040

Downtown Redevelopment Projects 

 

Open Window Project Master Development Plan.

  • “ In March 2015, the City entered into an agreement with Ten Space, a development company, for the exclusive right to negotiate to buy City-owned properties within a 15-acre area of Downtown Stockton” (Stockton 2018). 

  • “Formally called the Open Window Project, the Ten Space development company is working to renovate an assortment of existing structures and to reposition vacant opportunity sites for future development” (Stockton 2018). 

  • “The project’s goal is to provide opportunities for new retail, restaurants, and mixed industrial/art studio space, as well as to incorporate up to 1,400 new market rate housing units in the Downtown area” (Stockton 2018). 

  • “The structure of the project area is well suited to a dense and pedestrian-friendly environment with good access to public transportation, including the ACE train at Cabral Station” (Stockton 2018). 

Link to Ten Space website 

https://www.downtownstockton.org/businesses/ten-space/

 

 

STOCKTON NEEDS BALANCED GROWTH

  • “Prioritizing infill development is one strategy to efficiently use existing infrastructure networks in Stockton and avoid having to expand roadways, utilities, and services into new areas, even while accommodating new residents and attracting new jobs and visitors to the city” (Stockton 2018). 

  •  “Expanding infrastructure beyond the current urban limit incurs both up front and long-term maintenance costs that, if not adequately funded by development, can detract from existing neighborhoods”(Stockton 2018). 

  •  “As growth takes place, regularly monitoring its progress will help ensure that benefits are shared communitywide and that impacts can be mitigated” (Stockton 2018). 

 

“Aggressively facilitate the conservation and rehabilitation of older neighborhoods through the following approaches:

■ Utilize all federal, State, and local programs for conservation and rehabilitation projects.

■ Prioritize older disadvantaged neighborhoods for investment using funds such as the Community Development Block Grants.

■ Encourage   private investment in older neighborhoods.

■ Cooperate in joint public-private partnerships to invest in older neighborhoods” (Stockton 2018). 

 

GOOD EDUCATION AND TRAINING LEAD TO GOOD JOBS 

 

  • “Providing good jobs for Stockton residents requires making sure that there are a wide variety of jobs available and that community members have the education and skills needed to get those jobs” (Stockton 2018). 

  • “To attract new businesses, Stockton must offer a workforce that possesses the skills that employers need” (Stockton 2018). 

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POLICY CH-3.1 

Promote entrepreneurial development and small business expansion.  

 

Action CH-3.1A 

“Coordinate with the Small Business Development Centers and other agencies to provide well-tailored services and resources for small and minority-owned businesses” (Stockton 2018). 

 

Action CH-3.1B  

“Provide training, promotion, and technical, financial, and business assistance to small and minority-owned businesses” (Stockton 2018). 

 

POLICY CH-3.2  

“Encourage neighborhood-serving commercial uses in areas where frequently needed goods and services are not widely available, especially for those areas with no availability within a 2-mile radius” (Stockton 2018). 

 

Action CH-3.2B  

 “Consider options and develop an ordinance to restrict mini markets, gas stations, fast food restaurants, checkcashing establishments, and tobacco stores in areas with high existing concentrations of similar establishments, and continue to restrict over-concentrations of liquor stores through the City’s Alcohol Ordinance” (Stockton 2018).  

 

Action CH-3.2C  

“Work with regulators, service providers, and employers to ensure the provision of safe, affordable, and high-quality childcare services” (Stockton 2018). 

 

POLICY CH-3.3 

 

Action CH-3.3A 

“Collaborate with educational institutions, the San Joaquin County Economic Development Association, and workforce training agencies on programs that educate and train youth for the labor force” (Stockton 2018). 

 

Action CH-3.3B 

“Continue to work with the San Joaquin County Workforce Investment Board (WIB), the San Joaquin County Economic Development Association (EDA), and similar organizations to develop the workforce”(Stockton 2018). 

 

Action CH-3.3C  

Continue to work with community-based organizations that employ local Stockton youth to perform energy efficiency, alternative energy, and water conservation assessments and installations in local homes and businesses” (Stockton 2018). 

 

Stockton Economic Development Strategic Plan 2015

http://www.stocktongov.com/government/departments/econDev/default.html

 

ACTION ITEMS 

 

A.1 “Conduct “cluster mapping” process to identify existing firms, infrastructure, and institutional assets relevant to identified core businesses (building on existing resources/databases). Cluster mapping involves taking an inventory (and continually expanding a database) of existing Stockton firms that are relevant to each core business cluster. This is an essential first step in facilitating networking of firms in the core clusters”(Stockton 2015). 

A.2 “Facilitate and/or lead “network organizing” meetings for core businesses, based on potential participants identified during cluster mapping process” (Stockton 2015).  

 

 A.5 “Establish a City-facilitated group of executive level representatives of Stockton’s higher education institutions to “map” higher education resources relevant to business development and to formalize ways in which the institutions can serve as resources for economic development (e.g. offering institutional expertise on specific strategic priorities/ issues identified in this plan)” (Stockton 2015). 

 

ACTION ITEMS

 G.1 Prioritize revitalization of neighborhoods/subareas facilitate “shovel-ready” development via pre-entitlement, program EIR’s, etc. for key revitalization areas (Stockton 2015).  

 

 G.2 Implement retail tenant recruitment program, focusing on underserved areas of Stockton (Stockton 2015). 

 

G.3 Market publicly-owned opportunity sites in neighborhood areas and attempt to preserve key properties for preferred business types(Stockton 2015). 

 

 G.4 Facilitate neighborhood-level formation and use of Property Based Improvement Districts (PBID’s) or Business Improvement Districts (BID’s)(Stockton 2015). 

 

G.5 Use Lien Forgiveness Incentive Program (Residential and Commercial) as appropriate to reduce barriers to revitalization (Stockton 2015). 

 

G.6 Align Federal housing funds and Consolidated Plan with Economic Development Strategic Plan (Stockton 2015). 

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