1. Stockton Redevelopment Agency August 22, 2006 Agenda Item 8.01

2. Gordon Palmer - Introduction  Introduction  Continuing the Momentum  Assets and Challenges

3. Don Geiger – Background Early catalyst projects (1997 – 2001) First Strategic Action Plan (2001 – 2006)

4. Planning Process  Waterfront Revival Task Force (1995)  Waterfront Committee (1996 – 2003)  Downtown Action Team (2001 – present)  2001 Strategic Plan  2006 Update

5. Catalyst Projects (1997 – 2001) Weber Point Events Center DeCarli Plaza

6. Accomplishments in Downtown – 2001 Action Plan Stockton Arena OpeningBallpark Opening

7. Opening of City Centre Cinema and Retail Bob Hope Theatre Renovation Recent Accomplishments in Downtown – 2001 Action Plan

8. Downtown Art Walk Asparagus Festival Recent Accomplishments in Downtown – 2001 Action Plan Music in the Square

9. Work Net Office Project Council of Governments Office Project Recent Accomplishments in Downtown – 2001 Action Plan

10. Digital security camera system installed throughout Downtown Weber Avenue Streetscape Improvements Recent Accomplishments in Downtown – 2001 Action Plan

11. Cabral Rail Depot Renovation Downtown Transit Center

12. Recent Accomplishments in Downtown – 2001 Action Plan Hotel Stockton Renovation

13. Dan Iacofano - MIG Strategic Planning Process Assets Liabilities Future Vision Hierarchy Concepts

14. Objectives of Strategic Planning…  Build upon existing planning efforts  Align future visions and goals  Identify top priorities  Identify key steps toward implementation  Develop mechanisms for assessing progress

15. Downtown Assets  Strategic Location

16. Future Vision! … It Keeps Us On Course!

17. Downtown Assets  Government Center

18. Downtown Assets  Public Amenities

19. Downtown Assets  Development Opportunities

20. Downtown Challenges  Unfulfilled Housing Demand

21. Downtown Challenges  Public Perception

22. Downtown Challenges  Need for Additional People Generators

23. Downtown Challenges  Continue to meet Parking Requirements and Circulation Needs

24. Future Vision for Downtown Strong Government Center Stockton Events Center Continues to Attract Visitors Downtown Stronger Residential Presence Infill and Mixed-Use Development Transit-Oriented and High-Density Development Waterfront and Marina as Important Destinations Central Retail and Entertainment Corridor Weber Avenue as a Primary Pedestrian Spine

25. Downtown Land Use Concept

26. Strategy Hierarchy Primary Development Strategies

27. Strategy Hierarchy Primary Development Strategies Secondary Strategies

28. Strategy Hierarchy Primary Development Strategies Secondary Strategies Supporting Strategies

29. Downtown Development Concept

30. Detailed Action Plan Time Frame Lead Responsibility Funding Sources* ACTIONS A 1 A 2... A n For each strategy... y

31. Duane Isetti – Primary Strategies Office Development Restaurant/ Entertainment Residential

32. Detailed Action Plan Housing: Workforce and Market-Rate  Support the redevelopment or construction of a diversity of housing types within the Downtown to provide affordable and workforce housing to meet the needs of current and future residents.  Develop programs to encourage private investment in market-rate housing units within Downtown.

33. Detailed Action Plan Restaurant/Retail, Arts and Entertainment  Promote Downtown and its waterfront as a place for restaurant/retail, entertainment, conferencing/meetings, arts and cultural activities.  Encourage a diversity of uses that contribute to an active and distinct Downtown while providing for a range of users’ needs.  Designate an arts and entertainment district to create a critical mass of activity and minimize potential land use conflicts.

34. Detailed Action Plan Office  Promote Downtown as a regional center for finance, other professional offices and commerce. Develop and support attractive office space with conveniently located parking and transit service.  Increase and strengthen the presence of government functions within the Downtown. Create a distinct and vital Government and Institutional Center, including court office and potential office space for CSU Stanislaus-Stockton.

35. Jeroen Gerrese – Secondary and Supporting Strategies Safety and Security Transportation, Circulation, & Parking Community Design Identity & Marketing Historic Preservation Infrastructure Organizational Development

36. Detailed Action Plan Safety and Security  Support the continuation of safety and security improvement tools, organizations and processes.

37. Detailed Action Plan Transportation, Circulation and Parking  Balance needs of vehicle traffic and circulation with pedestrian movement.  Improve access in and out of Downtown and the Region  Provide adequate parking to match demand and evenly distribute safe and clean parking facilities throughout the Downtown.

38. Detailed Action Plan Waterfront Development  Marina Development  Sheraton Hotel & Conference Center  Pedestrian Promenade  Morelli Boat Launch  Destination Restaurants

39. Detailed Action Plan Community Design  Create a pleasant urban identity and pedestrian- friendly atmosphere.  Attract well-designed projects that maintain Downtown’s high-quality design standard. Regulatory Framework  Revise and adopt new land use policies to encourage development in the Downtown.

40. Detailed Action Plan Downtown Identity, Marketing and Communications  Develop a comprehensive public relations and communications effort, marketing Downtown Stockton as a lively, dynamic, multi-use activity center for locals, regional residents and tourists.

41. Detailed Action Plan Organizational Development  Provide a sound organizational structure to ensure implementation of the Downtown Action Strategy and ongoing Downtown development.

42. Detailed Action Plan Adequate Infrastructure  Ensure the provision of adequate infrastructure, including a wireless internet network, to support development. Practical Historic Preservation Program  Preserve the integrity and character of Stockton’s historic past while meeting the changing needs of Downtown.

43. Tom Shephard - Implementation Role of DAT Subcommittees Policy considerations Public/Private Partnerships

44. Establish Downtown Action Team Subcommittees to pursue initiatives and strategy assignments

45. Bring back policy recommendations for Agency consideration and Approval Entertainment District “Live Entertainment” Ordinance Infill residential incentives Parking and traffic management Downtown “Branding” Downtown marina & pedestrian links

46. A successful strategy comes from a successful partnership Over ten years of cooperation and consensus Active participation from every key stakeholder in Downtown Singular focus on success and a shared vision

47. Gordon Palmer - Summary Recommend Agency receive and accept 2006 Update Direct staff to work with Subcommittee Structure Monitor progress quarterly

48. Stockton Downtown Strategic Action Plan August 22, 2006