FINAL DESIGN REPORT MAY 4, 2015

EXECUTIVE SUMMARY  

INTRODUCTION  

We are the Global Urban Development Program: Stockton team, an international                     partnership of undergraduate and graduate students of different academic and geographic                     backgrounds. Our goal is to develop thoughtful and strategic solutions to revitalize South                         Stockton in partnership with the City of Stockton Planning Commission, Councilmember                     Michael Tubbs, and the Reinvent South Stockton Coalition (RSSC). 

Our Project is structured into four phases: two phases of Research and two of Design. Our                               first two phases developed a comprehensive understanding of South Stockton’s current                     conditions, identifying areas of strength, opportunities for development, weaknesses, and                   threats to progress, and established target goals to quantifiably measure the success of our                           design proposals.  

The second two phases focused on carving out said design proposals. This Final Design                           deliverable provides an understanding of Stockton’s site conditions, our approach to                     designing for said conditions, and the proposals we have selected which we believe                         contribute to accomplishing our established goals.  

 

RESEARCH PROCESS  

We started our research phase with Deliverable 1, Draft Research, in which we tried to                             identify key conditions and systemic challenges in Stockton. The work was distributed                       among team members, which were divided into 5 research groups, each covering one of the                             main topics in the city: Economic, Political/Legal, Cultural/Social, Environmental and                   Urban. Conclusions based on the aforementioned analysis were gathered in a SWOT Analysis                         (strengths, weaknesses, opportunities, threats). In Deliverable 2, Final Research, we                   refined our research to identify the most important target goals using SWOT and PESTEL                           Analysis. We focused more specifically on the current work of the RSSC and tried to come                               up with quantifiable goals in several Quality-of-Life indicators of the city: Place, Movement,                         Environment, Health & Safety, Community, Housing and Economic Development. Target                   goals were given feasible timescales (immediate, short-term, long-term) and were used as a                         basis for selecting design projects in the next phase. 

 

Portfolio of Target Goals from Final Research. 

 

(Table continued on next page) 

 

 

DESIGN PROCESS  

For the design phase of the project, we split up into four different teams in order to better                                   address specific issues: Industry Revitalization, Environmental Resiliency, Airport Way, and                   CSU Stockton. The two “macro” level teams focused on industry revitalization and                       environmental infrastructure/energy efficiency on a larger scale encompassing South                 Stockton, while the “micro” level teams worked towards designing specific uses for empty                         lots on Airport Way and planning for a potential CSU in South Stockton. Team members split                               up based on interest, with 3-6 people in each. Rather than working specifically within our                             disciplines, we used systems thinking, human-centered design, and holistic problem solving                     to better understand and attempt to tackle deeply rooted problems. By doing so, we heard                             from community members whose voices may have been unheard through a traditional                       approach, and tackled problems from a variety of angles, from zoning to an outreach plan.                             As team members were spread across Stanford, Stockton, and Ljubljana, meetings were                       held online and utilized collaborative tools like Google Drive and Bluejeans Conferencing. 

COMMUNITY ENGAGEMENT  

Coming up with solutions for Stockton required that each team do extensive research, but                           at the same time, we knew that in order to understand the whole picture, we needed to                                 ask the opinion of the people who actually lived in Stockton. Our community engagement                           activity was coordinated with the RSSC and was held on February 7, 2015. We wanted it to                                 be a session in which the citizens could offer their ideas and solutions for the problems we                                 were researching and act as a sounding board for any ideas we might have. One concern                               was to make sure that the activity did not just end up with us lecturing about problems the                                   city faces, but to encourage an open dialogue with the residents. The first half of the                               activity was a general discussion, in which three teams (Airport Way, Energy Efficiency, and                           CSU Stockton) each presented their topic and asked a question that everyone answered on                           sticky notes and discussed for a few minutes. After all the topics were introduced, all the                               participants introduced themselves. Then, the large group broke into smaller groups, and                       the participants were told to join the topic they were most passionate about. For the next                               45 minutes, participants talked about the specific topic they joined, and were also free to                             move around to other topics. All the participants stuck with their topics the whole time,                             and each of the teams got valuable ideas and feedback from the citizens. Factoring in the                               perspective of the citizens is important in making sure that our solutions meet community                           needs and are not just purely utilitarian solutions. Their input is taken into account in our                               proposals for each of the topics.  

 

Community engagement activity in South Stockton on February 7th, 2015. 

INDUSTRY REVITALIZATION  

The main goal of the Industry Revitalization team is to identify 3 industries to which                             Stockton has the most to offer and which could be positioned in the South Stockton area.                               The industries are strategically selected with regard to the resources, natural and                       otherwise, locally available. After the selection of industries, a detailed analysis was                       conducted into the internal incentives and external factors said industries find conducive.                       This entailed an overview of the current, potential, and required incentives and accounts                         for the external factors within the framework of PESTEL analysis. Urban and architectural                         plans and models were constructed in order to best cater to the needs of the industries;                               this point is crucial for the success of the project, as by far the greatest asset of the City is                                       the land which it can provide to potential investors in a fiscally attractive environment.  

Using the PESTEL framework an analysis was conducted of the macroeconomic factors                       affecting Stockton. This was then applied to the selection process for compatible industries                         in which industries were assessed. The industries were evaluated based on their fit in the                             South Stockton area. A matrix presenting mutually beneficial externalities was compiled to                       showcase the synergistic influences of the industries and the City with an emphasis on                           South Stockton. 

 

 

Rendering of proposed industrial development for South Stockton. 

ENVIRONMENTAL RESILIENCY  

The Environmental Resiliency team focused on energy efficiency modeling and program                     analysis in support of Stockton’s Climate Action Plan. To this end, an easily comprehensible                           “typical home” energy model was generated to demonstrate the current standards of a                         house typically encountered in South Stockton. The next step was to propose improvements                         that would make it comply with the standards imposed by regulations. Benefits of the                           improvements were quantified in terms of the average annual household electricity bill.                       The main goal was to create a program that would aim to find the capital required to                                 implement the changes proposed, in a way that would be financially sustainable and better                           meet stakeholder needs. In particular, the needs of South Stockton residents, many of                         whom have a low or moderate income. They would benefit from alterations to their homes                             with a small initial investment in terms of savings in energy costs and higher quality of life.   

During the community engagement, the team recognized deeply rooted problems such as                       unhealthy landlord/renter relationships, old housing stock, and budget constraints. As a                     result, working to improve home energy use in a way that benefits traditionally underserved                           communities requires rigorous and comprehensive problem solving. Key points discussed                   include lack of awareness of available resources, distrust, and the need for better-designed                         incentives. The implementation plan included a discussion of who the stakeholders are and                         what role they might play, existing outreach strategy, incentive programs, and funding in                         order to tackle some of the main concerns and challenges voiced at the community                           engagement. One idea to improve energy efficiency engagement involved retrofitting an old                       home into a demonstration center, bundling other services such as subsidized materials for                         home improvement, meeting spaces, community garden, etc.  

 

 

Possible home retrofit packages for an energy efficiency program in South Stockton.

AIRPORT WAY  

The Airport Way team focused on the vacant lots along South Stockton’s Airport Way, which                             many community members have described as a potential neighborhood center which is                       currently severely underdeveloped. The goals of the team were to reduce the number of                           vacant lots over the course of the next twenty years, to make the street safer for                               pedestrians and bicyclists, to increase the use of bikes and public transportation, to find                           options for financing the development, and to bring jobs to the area. 

Some potential programs the team considered were recreation areas for sports and                       afterschool activities, a public garden with adjoining market and restaurant, a grocery                       store, an after school activities center, a public park, a shared tool shed, and overall street                               infrastructure redesign. 

The team gathered information needed to produce designs on key plots, made the program                           list, consulted with local firm WMB Architects about zoning and building regulations, and                         participated in the community engagement session. 

 

 

Rendering of proposed community center on Airport Way in South Stockton. 

CSU STOCKTON  

The CSU Stockton team focused on the need for a public university in Stockton. To that                               end, they examined the California Public State University system as a whole, determined                         the financial feasibility of a CSU Stockton, and used CSU Stanislaus as a model to calculate                               necessary factors, such as the optimal square footage for the campus. The team chose two                             potential sites that seem the most realistic for a potential CSU institution: one along MLK /                               Highway 99, as seen below, and one in North Stockton.  

The team worked on individual projects such as engineering and design of the CSU, energy                             analysis of the campus buildings, financial feasibility and funding, and potential                     programs/courses that would meet the needs of the city and its economy. The team also                             looked at public relations to advocate for CSU Stockton. This preliminary analysis will                         hopefully serve as a stepping stone for the current bill under discussion in the California                             State Assembly.  

 

 

Proposed master plan for CSU Stockton on site in South Stockton. 

 

TEAM MEMBERS  

Organizers 

Derek Ouyang, age 23, graduated from Stanford University in 2013 with dual                       Bachelor’s in Civil Engineering and Architectural Design, and will return in the                       fall for a Master’s in Structural Engineering. He co-created the Global Urban                       Development Program in 2012. He was project manager of Stanford’s first-ever                     entry to the U.S. DOE’s 2013 Solar Decathlon and has been featured as an                           up-and-coming architect in the Los Angeles Times, in Home Energy magazine’s                     “30 under 30”, and at TEDxStanford. 

Sinan Mihelčič, age 32, graduated from Ljubljana University in Architectural                   Design. He co-created the Global Urban Development Program in 2012, both                     exploring digital collaboration tools in urban planning and architectural design.                   He established Skupina Štajn in 2008, an emerging young architectural studio in                       Kamnik, Slovenia. He is a technical assistant in architectural and urban planning                       studios at the Faculty of Architecture in Ljubljana, as well as a mentor to the                             AEC class at Stanford. 

Klemen Kušar, age 28, graduated from Ljubljana University in 2012 in                     Architectural design and in 2013 in Economics. In 2010 he was an exchange                         student at Aalborg University and attended a summer workshop for the renewal                       of favela Dona Marta in Rio de Janeiro. He participated in the Global Urban                           Development Program in 2012. In 2008 and 2010 he was awarded 1st and 2nd                           place in the Isover Multi-Comfort House Design, and in 2012 was awarded the                         University of Ljubljana Prešeren Prize for his master’s thesis about public                     participation in the process of gentrification of urban sprawl. He is author of                         several articles regarding this matter. 

Faculty Advisors 

John Barton received his BA and M. Arch degrees from U.C. Berkeley. He worked                           at a number of Bay Area firms before founding Barton Architect in 1990. John has                             taught design and architecture at U.C. Berkeley, Cañada College, San Jose State                       University and is currently the Director of the Architectural Design Program at                       Stanford University. John enjoys cooking, playing lacrosse, and reading good                   literature and history. He likes Saturdays when the Cal Bears play football.  

Glenn Katz is an instructor in the Civil & Environmental Engineering Department                       at Stanford University. He specializes in BIM education and was an AEC educator                         for Autodesk. He is the primary advisor for the Global Urban Development                       Program. 

Andreja Cirman, PhD, is Associate Professor at the Department of Money and                       Finance at the University of Ljubljana, Faculty of Economics (FELU) in Slovenia.                       For six years she had served as associate dean for academic affairs at FELU and                             since 2011 she serves as FELU MBA program director. Her main fields of expertise                           in research and teaching are housing, real estate and public finance. 

Mentors 

Mikko Tuovinen, age 28, graduated from the UEF with M.Sc (“Master of EU law”) degree. He is passionate about EU, energy, climate and competition                         policies, and he is a substitute Member of the Municipal Council of Liperi                         (Finland) and a substitute Member of the Technical Committee of Liperi. Mikko                       has held also other positions of trust and chaired many associations, primarily in                         Finland, and is doing an internship at the Court of Justice of the European Union.                             His role in GUDP is to help with anything related to public relations. 

Rob Best, age 26, is a Ph.D candidate in Sustainable Design and Construction                         program of the Civil and Environmental Engineering department at Stanford                   University. His research focuses on network planning, integration, and                 optimization of urban infrastructure systems. He has a B.S. in Engineering from                       Harvey Mudd College and an M.S. in Civil and Environmental Engineering from                       Stanford. He was the Design and Construction Manager for the Stanford Solar                       Decathlon Team, a student-driven project to build a net-zero energy home. Rob                       is also the Projects and Education Director for Engineers for a Sustainable World,                         a U.S. based nonprofit that advances project-based learning and knowledge                   sharing on sustainability and engineering nationwide. 

Dimitris Farmakis, age 29, graduated from Stanford University in 2012 with an                       M.S. degree in Civil & Environmental Engineering (previous degrees in Business                     and Operations Research). He participated with the Stanford team and took the                       1st place in the 24th Annual ASC Construction Management competition.                   Passionate about BIM and green architecture, after Stanford he founded his                     startup in Greece offering BIM consulting services and participated as a speaker                       in Design, Green Building and TEDx conferences in Greece. He occasionally                     teaches remotely at Stanford’s BIM courses as a guest instructor, and works in                         parallel with a Silicon Valley startup on developing the world’s first BIM based                         automated construction scheduler. 

Tina Vilfan, age 29, is writing her thesis on revitalisation of old town cores                           through temporary usage of space at the Ljubljana Faculty of Architecture. She                       has been working as an architect at Techline projekt d.o.o. for 5 years and has                             constructed, managed and built projects. For the past year she has been living in                           Copenhagen, Denmark where she worked at We Architecture and collaborated on                     several open architectural competitions. She joined the team with participation                   in the Global Urban Design Course in 2012. 

Naseem Alizadeh was born in 1975 and completed a Bachelor of Architecture at                         Cornell University (1998) and a Master of Architecture in Urban Design at Harvard                         University (2002). Her practice, Bureau for Architecture and Urbanism, was                   established in the year 2009. Development and design of environmentally                   responsible spaces, buildings, and products is the philosophy of Bureau for                     Architecture and Urbanism. 

City Partners

Michael Tubbs was elected in 2012 as the youngest City Councilmember in                       Stockton's history and one of the youngest elected officials in the nation. He                         represents the 6th District of the City of Stockton, the district he grew up in.  

Forrest Ebbs serves as the Planning Director for the City of Stockton, overseeing                         all current and advanced planning efforts, managing the Planning and                   Engineering Division staff, and creating new opportunities for hope and                   prosperity for the City of Stockton. 

Fred is the Administrator for STAND, a 25-year-old South Stockton neighborhood                     based nonprofit that works on Community Policing, Affordable Housing and                   Neighborhood Activities. Fred has studied and worked in international and                   community development for 38 years. Many like to believe that poverty and                       crime causes blighted neighborhoods. Wrong. The true cause is municipal neglect                     in the form of weak code enforcement, absent legal action against slumlords,                       and lack of public investment in housing in these areas. Our mission is to reverse                             this decline. 

Lange Luntao is the Youth Advisor for the Reinvent South Stockton Coalition and                         a college sociology teacher at Aspire Langston Hughes Academy in Stockton. The                       former Field Director of Councilmember Tubbs' successful campaign for City                   Council, he is an active supporter of civic and youth engagement efforts in his                           hometown of Stockton. 

Melanie Vieux is a principal architect at WMB Architects. She received her BArch                         in 1992 from the California Polytechnic State University at San Luis Obispo,                       California. She is working on the First Credit Union project in South Stockton. 

Doug Davis is a principal architect at WMB Architects. He received his BArch in                           1997 from the California Polytechnic State University at San Luis Obispo,                     California. He is working on the First Credit Union project in South Stockton. 

Students 

  Marveliz Santos, age 21, is a senior majoring in Environmental Systems                     Engineering at Stanford University. Having moved from the Dominican Republic                   to New York City as a child, Marv was inspired by the difference of her two                               homes to study the relationship between the built environment, the natural                     environment, and the communities that live within them. She hopes to bring                       some of the lessons learned working for NYC’s Department of Buildings and                       California’s Coastal Commission back to the Dominican Republic.   

Natalie Gonzalez, age 22, is a senior majoring in Architectural Design at                       Stanford University. Natalie was born and raised in the Colorado Rockies, which                       inspired her love of nature and desire to establish a more symbiotic relationship                         between humans and the earth. Next year she will continue her studies at                         Stanford through the Sustainable Design and Construction masters program and                   hopes to establish a sustainable, intentional community in the future. 

Mark Soendjojo, age 21, is a junior majoring in Civil Engineering Structures and                         Construction at Stanford University. Mark is from Temple City, a suburb near Los                         Angeles, where he was inspired by the development of various construction                     projects, like the build-out of the light-rail Metro Gold Line. He is particularly                         interested in private-public partnerships and transportation infrastructure, as he                 has worked on the Rental Car Center with the San Diego International Airport.                         He will be pursuing a master’s at Stanford.  

Christina Zhou, age 22, is a master’s student majoring in Environmental                     Engineering and Science at Stanford University. Christina hails from Port                   Washington, New York and has long been passionate about environmental issues,                     especially environmental justice, policy, and water resources. She is especially                   interested in sustainable solutions with powerful socio-economic benefits, such                 as affordability through energy efficiency and the role of vegetation to improve                       urban air quality and filter stormwater. 

Fotios Spartinos, age 25, is a master’s student in Environmental Fluid mechanics                       and Hydrology in the department of Civil Engineering at Stanford University.                     Fotios is from Agrinio, in Western Greece. He acquired his diploma in Civil                         Engineering from the Aristotle University of Thessaloniki. He is mainly interested                     in civil infrastructure development and managing risk for such systems and the                       numerical modeling of flows. In the past, he has been an intern for the                           Department of Works of the municipality of his home town.  

Hailey Lang, age 24, is a master’s student in Urban and Regional Planning at San                             Jose State University. A Stockton native, Hailey has always been interested in                       the development of her community and has completed a multi-year study of her                         own investigating the relationship between the foreclosure crisis and crime                   within Stockton. She is active in academic conferences, and recently won the                       best MA/MS student paper competition at the Association of Pacific Coast                     Geographers annual conference where she presented her research titled, “The                   Foreclosure and Crime Burden within Stockton, California”. She also interns with                     the City of Stockton Planning Department. 

Rok Perme, age 21, is a master student of architecture at the University of                           Ljubljana. He grew up and attained elementary and high school in Ljubljana,                       where he is now continuing his university education. Besides architecture he is                       interested in construction, real estate development and finance. In the school                     year 2015/2016 he is going to study in Muenchen, Germany as an exchange                         student. He played football (soccer) for 10 years on a high level, before he                           started studying.  

Martin Valinger Sluga, age 20, is an undergraduate student in Urbanism on the                         Faculty of Architecture at the University of Ljubljana, Slovenia. After applying                     to the university, Martin instantly found himself in the various disciplines of                       urban planning. He is particularly interested in sustainable urban development                   and design. Urban research and revitalization in relation to connected                   socio-economic factors are important to him as well. He is attending a student’s                         exchange in the Netherlands in September and will pursue a master's in Urban                         Design in a foreign country the following year.  

Matjaž Dolenc, age 25, graduated from Ljubljana University in 2014 with a                       Bachelor’s degree in Business and Economics and is currently attending the                     university for a Master’s degree in International Business. In 2012 and 2013, he                         participated in a student project which created a new regional development                     strategy for the Nova Gorica region in Slovenia, focusing on developing                     entrepreneurship, tourism and regional collaboration. From 2013 to 2014, he                   was a member of Ustvarjalnik, an initiative aimed at helping creative students                       develop their ideas, where he led entrepreneurship clubs at high schools in Nova                         Gorica, Slovenia. 

Črt Jaklič, age 23, is a masters student in architecture at the University of                           Ljubljana. Črt, a Mirna Peč native, now lives and studies in Ljubljana. He has a                             special affection for numbers, which resulted in various prizes at mathematical                     competitions in high school. Now he is deepening his interest in residential and                         public buildings and is preparing for his master’s thesis about primary schools. In                         his free time he enjoys hanging with friends, playing basketball, and sleeping.  

Matija Kuzman, age 23, is a masters student in architecture at the University of                           Ljubljana. He has lived in Ljubljana since birth and is now thinking about going                           abroad. His first destination is Istanbul, where he will study architecture at the                         Istanbul technical university next year. He is interested in architecture as well                       as urban design and interior design, and has yet to fully determine his career.                           His second interest is music; he has been playing in different bands and                         orchestras his whole life. He travels a lot and is interested in various cultures,                           especially different genres of music that emerged in every larger culture.  

Andrej Slemenjak, age 22, graduated from University of Ljubljana in Money and                       Finance. He attended primary and high school and grew up in Velenje, Slovenia.                         In his early years he was an active scout and trained handball and aikido. Andrej                             also participated in several international projects, including Euroscola project.                 Finance has been his great field of interest, but he enjoys in skiing, cycling and                             reading a good book. Currently, he is working for a business consulting company                         and a private equity fund.  

Lovro Kajapi is a Croatian student currently studying at the Faculty of                       Architecture in Ljubljana, majoring in Urbanism.  

Samantha Konec, age 22, is a master’s student in architecture at the University                         of Ljubljana. She comes from Tolmin, beautiful small town in Slovenia, and is                         currently living in Ljubljana but going abroad next year; she wants to finish her                           studies in Portugal. Beside architecture she is also very interested in product                       design; her first collection of sunglasses is just on its way to be presented in                             several optic stores and optic fairs in Milano and Paris. You can find her at                             different fitness centers teaching aerobics every afternoon, or maybe at some                     kite surfing spot every few months. Sport is her passion! 

Teodor Hribovšek, age 23, is a master’s student in architecture at the University                         of Ljubljana. He grew up in the alpine town of Kamnik. Soon he continued high                             school in Ljubljana where he attained classical education, including Latin and                     philosophy. It’s also when he showed keen interest in art and languages. Even                         though he followed his passion for architecture, he’s currently fluent in 3                       foreign languages. Later he studied abroad in Madrid and furthered interest in                       design and architectural composition. He would like to promote simple solutions                     and sustainable development to solve even the most complex problems and                     hopes to do so throughout his career.  

Žiga Hudournik, age 22, is a master’s student majoring in Bank and Financial                         Management, attending the Double Degree Program at the University of                   Ljubljana. His Bachelor studies include experiences from BI Norwegian Business                   School, a prestigious Triple Crown institution, where he plans on returning to                       finish his Master’s thesis. Žiga is currently employed as an analyst for a regional                           private equity fund and is also actively involved in startups. In 2013 through                         2014 he co-led the creation of a development strategy for the newly established                         Slovenian municipality of Ankaran. In 2010 he led the Slovenian Euroscuola                     project congregation in the European Parliament. He has served as the Slovenian                       industry representative for a EU-funded environmental cluster co-op project. He                   was a national champion competitive swimmer for over 10 years and still enjoys                         swimming as well as sailing, scuba diving, skiing and tinkering with his old-timer                         Jaguar.  

 

   

INDUSTRY REVITALIZATION 

 

INTRODUCTION   The main goal of the Industry Revitalization team was to identify 5 industries to which                             Stockton has the most to offer and which could be positioned in the South Stockton area.                               Due to the highly segmented nature of one of the industries, the choices were later on                               limited to 3 recommendations.   The industries are strategically selected with regard to the resources, natural and                       otherwise, locally available. After the preliminary listing of industries, a detailed analysis,                       presented in Deliverable 3, was conducted into the internal incentives and external factors                         said industries find conducive. This entailed an overview of the current, potential, and                         required incentives and accounts for the external factors within the framework of PESTEL                         analysis.   The aforementioned findings have been compiled and presented in a SWOT analysis format.                         Using the PESTEL framework an analysis was conducted of the macroeconomic factors                       affecting Stockton. This was then applied to the selection process for compatible industries                         in which industries were assessed. The industries were evaluated based on their fit in the                             South Stockton area. A matrix presenting mutually beneficial externalities was compiled to                       showcase the synergistic influences of the industries and the City with an emphasis on                           South Stockton. This matrix was presented in Deliverable 3 and formed the basis for final                             selection of the 3 industries. Urban plans and models have been constructed in order to                             best cater to the needs of these industries; this point is crucial for the success of the                                 project, as by far the greatest asset of the City is the land, which it can provide to                                   potential investors in a fiscally attractive environment.  Below we present the final 3 industry recommendations. These are assessed in terms of                           business environment, labour force and investment needs. A cursory environmental impact                     analysis is also included with each recommendation. Finally, we present a 10-year                       forecasting model for the growth of the selected industries as a means of showcasing the                             long-term economic benefits the aforementioned industries can bring to Stockton. 

FOOD PROCESSING 

 

Development strategy 

What to produce? Choosing the exact area in the food processing industry, where the city                             expects to achieve the highest results - the proximity of agricultural goods, along with the                             favorable climate, allows wide choice when deciding on the precise area of food processing                           to start the industry development in.  

Market Research and Business Planning: Examine whether there is a market for the                         product, obtaining ideas for fine-tuning of the product, decide how to distribute, price and                           promote your product; gather information on the industry, competitors and customers. 

Business Insurance, Regulations and Food Safety: Pay attention to the regulations and                       requirements that are related to the area of food processing industry and more specifically                           to the exact field of interest. 

Manufacturing Strategies: Decide on the various factors, including construction or rental                     cost, customer location, material availability, trucking access and zoning, production                   processes and procedures, etc. 

Marketing: In the first place, work on marketing strategy for the industry zone that will be                               developed in the city. Clustering brings many benefits to all the companies involved, and                           making connections between them is relevant for the development of both industry and the                           geographical area. Once the industry is established, promoting activities that will bring the                         products and their features closer to the public are needed. 

Distribution: Use the benefits the city’s position provides to the industry; investigating                       prospective buyers, determining customer needs and desires, demonstrating how your                   product meets customer needs, and making the sale and following up. 

 

Regulations and licensing 

The US food system is regulated by numerous federal, state and local officials. At the                             federal level, The Food and Drug Administration publishes the Food Code, which is a model                             set of guidelines and procedures that assists food control jurisdictions by providing a                         scientifically sound technical and legal basis for regulating the retail and foodservice                       industries. The Food Code is then used by regulatory agencies to develop or update food                             safety rules. There are 15 agencies sharing oversight responsibilities in the food safety                         system, although the two primary agencies are the U.S. Department of Agriculture (USDA)                         Food Safety and Inspection Service (FSIS), which is responsible for the safety of meat,                           

poultry, and processed egg products, and the Food and Drug Administration (FDA), which is                           responsible for virtually all other foods. The Food Safety and Inspection Service has                         approximately 7,800 inspection program personnel working in nearly 6,200 federally                   inspected meat, poultry and processed egg establishments.  

Besides the regulations on federal level, a number of U.S. states also have their own                             regulations and codes; meat inspection programs for example, which substitute for USDA                       inspection for meats that are sold only in-state. Certain state programs have been criticized                           for undue leniency to bad practices. However, other state food safety programs                       supplement, rather than replace, Federal inspections, generally with the goal of increasing                       consumer confidence in the state's produce. In addition to the US Food and Drug                           Administration, several states that are major producers of fresh fruits and vegetables                       (including California, Arizona and Florida) have their own state programs to test produce                         for pesticide residues. California has its own food codes that must be considered prior to                             any engagement in the industry. 

 

Employment  

In 2011, the U.S. food and beverage manufacturing sector employed about 1.5 million                         people, or just over 1 percent of all U.S. nonfarm employment. In almost 30,000 food                             manufacturing plants (as of 2007) located throughout the country, these 1.5 million workers                         were engaged in transforming raw agricultural materials into products for intermediate or                       final consumption. Meat and poultry plants employed the largest percentage of food and                         beverage manufacturing workers, followed by bakeries, and fruit and vegetable processing                     plants. (USDA, 2012) As food processing is still a relatively labor-consuming industry, there                         might be many career opportunities for locals. Processes tend to be less automatized,                         leading the industry to demand more highly educated professional profiles for their                       workers. 

Within the food processing industry, there are different processes and procedures that are                         to be respected, and that are related to the specific field of processing (for example,                             processing almonds differs significantly from the procedures that are to be used when the                           dairy products are concerned). Due to these differences, the number of workers and their                           professional profiles vary as well. In general, we can expect every middle size factory in the                               industry that would be located in this industrial area to employ 100-250 people. 

 

Industry size and value 

The US food industry represents around 16.5 million jobs, and the population spends around                           $1 trillion per year on food products. In total, food manufacturing accounts for 14% of all                               U.S. manufacturing employees. 

 

Investments  

The size and frequency of investments made in the food processing industry vary in                           dependability of the exact industry concerned (for example, Blue Diamond invested                     $31.78m in the equipment for the plant on 36.5 ha land related to almonds processing,                             providing approximately 300 jobs, directly and directly; due to more complicated                     procedures and regulations, the investments of similar size in dairy industry are almost 1.5                           times bigger, etc. ) 

 

Environmental effects 

The two major environmental issues concerning food processing plants are wastewater and                       solid waste. Because wastewater generation is the industry’s biggest area of concern, new                         clean technologies focus on source reduction, recycling and reuse of wastewater. The need                         for an effective water treatment system is therefore a must. Another problem is the                           discharge of large amounts of water; for example, one medium-sized plant can have a                           major effect on local water supply and surface water quality. Large food-processing plants                         will typically use more than 1,000,000 gallons of potable water per day.  

The quantity of solid waste varies by the type of food the industry produces, from rinds,                               seeds and skins in the fruit/vegetable industry to the fats and acids in the dairy industry.                               The most effective method to preserve the environment and reduce the disposal costs is to                             decrease the volume of waste material and by-products generated in the process. Common                         source reduction methods employed at most plants include improving good housekeeping                     practices, making process modifications, substituting more environmentally friendly raw                 materials, and segregating waste streams. If source reduction is not a viable solution,                         

1

alternatives such as using the food by-product as an animal feed or composting it should be                               used. The newest legislations are stipulating the presence of small recycling plants within                         the industrial zones, such as ReConserve Inc. in the southern (industrial) part of Stockton,                           specialized for the solid organic waste that the nearby plants produce.  

The food processing factories should also follow the major technological innovations in the                         industry, including those in clean technologies and processes. Clean technologies are                     

1 For more details, see http://www.unido.org/fileadmin/import/32129_25PollutionfromFoodProcessing.7.pdf ; useful also for examining ways of environmental protection.

defined as "manufacturing processes or product technologies that reduce pollution or                     waste, energy use, or material use in comparison to the technologies that they replace."   

2

 Clean technologies include: ● Advanced Wastewater Treatment Practices – use of wastewater technologies beyond   

conventional secondary treatment, ● Improved Packaging – use of less excessive and more environmentally friendly                     

packaging products, ● Improved Sensors and Process Control – use of advanced techniques to control                       

specific portions of the manufacturing process to reduce wastes and increase                     productivity, 

● Water and Wastewater Reduction (Closed Loop/Zero Emission Systems) – reduction                   or total elimination of effluent from the manufacturing process.   

3

Because the food processing industry has special concerns about the health and safety of                           the consumer, clean technologies are already being widely used. To run an environmentally                         friendly plant, the presentation of the technological solutions to the potentially established                       companies in South Stockton would be necessary as it would it be to inform them about                               their future possibilities. The city and their partners would have to exercise a strict control                             over the plants and the companies would have to carry out these regulations consistently. 

 

Differentiation 

For certain products in food processing industry, California and San Joaquin county have the                           the positive origin effect that can be evoked. For example, the world’s most famous and                             most dominant nuts (especially almonds and walnuts) come from this region. Furthermore,                       the citrus fruits are some of the world’s most succulent. 

“Know how” is present as well, due to the long tradition of excellence in the field of                                 agriculture and food industry in the state. Different professional profiles and education –                         having long experience in the activities related to the agriculture and food processing                         (directly or indirectly) make the Stockton area rich in experts, or at least experienced and                             knowledgeable locals. 

Affordable workforce: unlike many cities nearby, Stockton can offer a workforce whose                       prices enable investors to be competitive in the market. Numerous food processing                       companies are present in the state of California. The potential industry located in Stockton                           would be able to offer companies:  

2 http://www.sustainabletable.org/869/impacts-of-industrial-agriculture 3 http://www.unido.org/fileadmin/import/32129_25PollutionfromFoodProcessing.7.pdf

Good location: important for both transportation and distribution, and for quality of inputs;                         connection to major state roads (not only land ones; port and airport are located in the city                                 as well, and they have the capacity to accommodate such undertakings). 

Proximity of inputs: as the top 3 most important characteristics needed for successful                         establishment of industry in a certain area. 

 

TIRE RECYCLING  Tires are not desired at landfills, due to their large volumes and 75% void space, which                               quickly consumes valuable space. Tires can trap methane gases, causing them to become                         buoyant, or bubble to the surface. This ‘bubbling’ effect can damage landfill liners that                           have been installed to help keep landfill contaminants from polluting local surface and                         groundwater. California recycles almost 90% of all waste tires. The vast majority of the                           tires are processed for further use, also for export to Vietnam, Indonesia, and China where                             they are used as a fuel in their thermal power plants. The process of recycling (which is                                 divided in several sub-categories) is being done in special facilities where tires are                         shredded, stamped or cut.  

Industry overview  The industry shows great dynamics. The number of facilities involved in export shifts                         rapidly; some of existing facilities ceased operations, while others are expanding them.   Waste tires can be processed in several different ways, for: ● export: waste tires and processed TDF (tire derived fuel) ● reuse: retread ● ground rubber: paving, athletic fields, loose-fill play/ bark/ mulch ● ADC (alternative daily cover) ● civil engineering: landfill applications ● landfill disposal ● TDF 

      The graph above shows waste tire end-use trends by broad market category since 2002. In                             recent years, rapid and unprecedented growth in exports of tires to Pacific Rim nations was                             largely responsible for boosting the overall diversion rate beyond the 72-75 percent level                         (where it had hovered for more than 10 years). The decline in diversion in 2013 was also                                 due in part to a drop in sales of crumb rubber produced from California tires of about 25                                   percent, caused by competitive pressures and soft markets, exacerbated by lingering                     impacts from the collection revenue decline and tire supply shifts caused by the export                           surge.   

Supply and demand balance  California has a large, dynamic infrastructure for collecting and processing waste tires. In                         2013, the vast majority of tires generated in California flowed to one of 14 processors or to                                 one of four exporter facilities (i.e., facilities that primarily or exclusively ship baled or                           shred tires overseas). While export demand softened somewhat for a time in 2013 and                           crumb rubber sales were down, overall competition for whole tires remained strong and                         was apparently increasing again in 2014. Some established processors continue to be                       severely impacted by the trend, with lower volumes and profitability.   It should also be noted that a number of developers are investigating the potential to                             establish new facilities in California that could use significant quantities of                     

California-generated waste tires for crumb rubber production, pyrolysis, and other types of                       processes and technologies. So far, none of these proposed or discussed facilities has                         materialized on a commercial scale. However, if one were to be sited and compete for                             tires, it could have a significant impact on the supply-demand balance and could negatively                           affect existing firms involved in managing California scrap tires in terms of access to tires,                             collection revenues, and competition for sales. Given the current strong demand for                       California tires, such a venture would likely require attractive pricing to secure an                         adequate feedstock supply, which can be achieved through the grant program.   

Tire Incentive Program (TIP)   The TIP is focused on promoting feedstock conversion and market expansion by providing                         payments of 10 cents per pound to manufacturers of established products that increase                         sales, 20 cents per pound for manufacturers shifting feedstock from virgin rubber to crumb                           rubber for at least 5 percent of feedstock needs, and 20 cents per pound for manufacturers                               of compound plastic-rubber products (or other combinations of materials) or those using                       fine crumb rubber of 50 mesh or greater mesh size. This can result in a combined incentive                                 of up to 40 cents per pound to select manufacturers.   

What would the industry bring to Stockton?  The industry would turn one of the Stockton’s brownfields into their recycling facility and                           would enhance the overall look of the city. Through operating activities there are expected                           capital inflows to the city, which will also collect tax from industry’s revenue and other                             activities. Tire recycling would boost people’s perception of the importance of recycling                       and will decrease unemployment. One million invested in tire recycling facility creates, on                         average, 6 jobs. Thus, the median income will increase and create, through the job                           multiplier effect, other businesses, such as restaurants nearby. Tire recycling offers great                       synergies with the logistics. It may also be upgraded to tire manufacturing as described                           later.     

 This is how a typical tire recycling facility looks like from inside. Man on the picture is                                 loading the shredded tires. 

What would Stockton bring to the industry?  Stockton offers perfect positioning for such an industry due to its traffic connections. It also                             has access to a deep-water port, so TDF and other products can be transported to Asia with                                 more competitive prices. Stockton also offers land that is currently completely unused. As                         it is described in the document, the perfect location for such a facility has already been                               selected based on numerous parameters such as proximity of residential objects, traffic                       connections, and others. One of the most important factors is workforce. Tire recycling                         demands relatively unskilled workers and some with basic knowledge of operating heavy                       and light machinery.  

Tire manufacturing   A possible alternative or even upgrade from tire recycling is tire manufacturing. The                         demand of tires in the US was at 288 million units in 2013 (market size of ca. $40 billion), of                                       which 152 million units were imported. The industry is very competitive, with the four                           biggest companies (Dunlop, Firestone, Michelin, Goodyear) having a market share of 83%.                       Future projections suggest there will be a strong demand of tires in the next years, mostly                               due to the recovery of American automobile industry. Some tire makers have already taken                           into account future trends and invested heavily in the new production facilities in the US                             which can be seen in the graph below.   

 

 New investments in tire manufacturing from 2012 - 2013     The top states by daily production are Oklahoma (89k), South Carolina (84k), North Carolina                           (73,2k), Alabama (46,8k), and Mississippi (42k).  Stockton may have a huge competitive advantage in tire supplying, having in mind there are                             13 million automobiles registered in California. Also, Stockton’s unique location allows                     export of tires to the west coast of Canada, Japan and Australia with lower costs and more                                 competitive prices.  The US produces mostly tires for trucks, buses and off-road vehicles, which are, due to                             their dimensions, more difficult to ship, but can be sold at the higher margins,                           compensating the relatively expensive domestic workforce. A typical manufacturing facility                   with 1,000 employees produces 16,000 tires daily. Much like the tire recycling, tire                         manufacturing offers important synergies with logistics, too.    

Environmental effects  

Due to the large volume produced, tires that are no longer suitable for use on vehicles are                                 among the largest and most problematic sources of waste in the world today. Although 42                             states in U.S. regulate the disposal of tires to some degree, discarded tires still present a                               serious environmental concern. From ca. 5 million tire waste that is generated annually,                         only 35 percent of rubber from these tires is recycled. This means tons of tire waste goes                                 into already overcrowded landfills that are still being tolerated by the majority of states.                           Due to the fact that tires contain a number of components that are ecologically                           problematic, toxin release is the second major problem. Toxins, heavy metals and oils that                           are released from decomposition, incineration or fire can pollute the groundwater, air and                         

soil. To avoid these, each site should be individually assessed determining if the shredding                           is appropriate for given conditions. Another problem which doesn't necessarily reflect as an                         environmental but more of a health issue, is the fact that waste tires can become a                               breeding ground for pests (e.g. mosquitoes).   

Tire shredding and the production of scrap tires is therefore the most environmentally safe                           solution in disposal of worn-out tires. Tire scraps can be used in a number of productive                               applications, such as tire-derived fuel, civil engineering applications and ground rubber                     applications. Due to the unpleasant smell of shredded rubber, the tire shredding plant                         

4

should be located in the suitable industrial zone. Another regulation for this kind of industry                             is the presence of a “dumping ground” or warehouse with sufficient ventilation, the                         capacity of which is suitable to the quantity of tire scrap the plant produces. A sufficient                               logistics center and transportation system for the regular removal of material is essential. 

 

LOGISTICS  The logistics industry is a key element of the modern economy and its importance is set to                                 increase as globalization continues and trade increases. It is a highly location-specific                       industry and is very competitive in the United States, yet companies on the logistics market                             have access to the world’s largest consumer market.   The industry is divided into many subsectors:  

● logistics services ● air and express delivery services ● freight rail ● maritime ● trucking 

   

Industry size and value  The U.S. logistics and transportation spending totaled $1.35 trillion in 2013, and                       represented 8.5 percent of the gross domestic product (GDP). While many businesses                       perform this function in-house, others do not; instead, they outsource it to third-party                         logistics (3PL) businesses. This subsector represented 10.6 percent of the industry in 2013                         and has been steadily growing in recent years; market size has increased from $127.3 billion                             in 2010 to $146.4 billion in 2013.  

4 http://www.epa.gov/waste/scrap_tires

Investment  Investments in the industry vary in size significantly; they can range from a small                           warehouse unit to a large distribution center worth hundreds of millions of dollars. There                           have recently been logistics investments nearby. In Tracy, Amazon recently opened a 1                         million sq. ft. fulfillment center, creating over 1500 jobs. On average, a $1 million dollar                             investment in the industry generates 3.8 jobs. The type of investment most suited to                           Stockton is a distribution center or warehousing facilities. However, as clustering is                       beneficial to the development of the involved companies and results in a faster growth                           rate, attempting to achieve this in Stockton would be advisable.   

Regulation  The logistics industry in the United States is regulated in a similar manner as throughout the                               developed world. There are many regulations applying to the transportation of goods and                         the transportation sector in general, from hours of service limits to shipping container                         sizes. Customs procedures also have a high impact on the logistics industry in terms of                             international trade.   

What would Stockton bring to the industry?  Choosing the right location is key when planning logistic centers. Stockton’s location is                         ideally suited for logistics; it is close to fast-growing large population centers such as the                             Bay Area and Greater Sacramento, it has relatively inexpensive and adequate land, it has                           excellent access to highways and railways, with intermodal yards, a deep-water port and an                           airport. The Central Valley’s suitability for logistics operations has not gone unnoticed;                       logistics jobs have been steadily shifting there from the Bay Area, primarily due to lower                             costs. The annual warehouse operating costs in Stockton are estimated at $18.5 million,                         which compares favorably with Bay Area locations such as Richmond ($21.6 million) and                         Oakland ($20.6 million). The main advantage Stockton has in comparison with other Central                         Valley cities is its deep-water port, which other cities in the area lack. Another important                             factor is the workforce. Logistics companies have a need to employ a range of diverse                             profiles; however, a large share of jobs in the logistics industry require little to no                             experience.

 

What would the industry bring to Stockton?  Besides filling vacant lots and increasing economic activity, the industry would decrease                       unemployment, as locals can fill most of the new job positions, also increasing median                           incomes in the city. The Bureau of Labor Statistics estimates employment in the area of                             logistics may increase by 21.9 percent between 2012 and 2022, with 27,600 new jobs                           added. The employment characteristics of the logistics industry make it especially suitable                       for Stockton. Logistics companies have a need to employ a range of diverse profiles,                           blue-collar and white-collar workers alike. For example, a distribution center requires                     skilled managers but also warehousing staff such as material handlers; positions, which                       have low job requirements, where no specialized skills or special licenses and certifications                         are necessary. As Stockton has a relatively less educated workforce than the California                         average, this represents an opportunity to increase the income of the most at-risk members                           of the community.  New jobs in the logistics industry would also create new jobs elsewhere in the city economy                               due to the job multiplier effect, from suppliers, subcontractors to the services sector,                         which would benefit from an increased disposable income. Altogether, one new logistics job                         results in 3.47 new jobs elsewhere in the economy. While a $1 million investment generates                             on average 3.8 direct jobs, due to the job multiplier effect, 13.2 other jobs are also                               created in the economy. Furthermore, as operational experience is valued in the field and                           many companies promote from within, the resulting increased career opportunities for                     lower-paid workers also positively affect the local community.  There is a long-term trend towards the creation of more high-skilled jobs in the logistics                             industry, especially as companies start to make better use of information systems and apply                           technological innovations to warehouse management and delivery systems. This represents                   a unique opportunity for Stockton, should the proposed California State University campus                       come to fruition, as the university could help the city provide a high-skilled workforce for                             the industry in the long run through cooperation, the development of relevant study courses                           and specialized logistics training. 

 

Environmental effects 

Environmental requirements and industry regulations among developed countries don’t                 differ much one from another, so the environmental effect has been overlooked from the                           point of developed countries as investment countries.  

The issue with the environmental effects of FDI (foreign direct investment) is the transfer                           of polluting industries and dividing those into positive and negative effects.                     Correspondingly, the standards for the formation of environmental effects should be split                       

into two specific areas, where environmental standards influence the capital inflow among                       countries, and pollution industries of high standard areas invest to slightly lower standard                         areas, which contribute to transferred pollution. 

There are many different impacts of the logistics industry on the environment. Firstly,                         there is an impact while occupying land due to transport and storage, such as                           transportation access, site, ground and material storage transportation and handling                   facilities. Goods transportation consumes fuel the same as transport and storage                     equipment. Material consumption and processing waste due to reverse logistics is also                       problematic. All of these generate waste on different levels. There is also the possibility of                             production loss and waste due to distribution processing. The way to fix these issues is                             introduction to advanced logistics technology. This includes promotion of development of                     green logistics, making efficient forward logistics and smooth reverse logistics in order to                         form a positive environmental impact of the whole logistics process.   

INDUSTRY GROWTH FORECAST  In order to present the long-term economic benefit of the selected industries to the City, a                               projection of growth was computed with regard to relevant revenue and cost drivers of                           each of the industries. Results in the form of yearly growth figures are summarized in the                               graph below. 

Food processing  A dominant part of the proposed food processing industry is almond and other nut                           production, of which over 70% of the world’s total output is produced in California and                             shipped globally, the proxy for the primary revenue driver is world GDP growth. Costs of the                               industry are mostly dependant on input prices of raw material; these were proxied by                           traded futures contracts on orange juice and almonds.  Projected growth closely follows the world GDP forecast and is expected to average                         between 3.5% and 4%. 

Tire recycling  Due to low procurement costs and plentiful supply the main growth drivers in this industry                             are revenue based. Since the vast majority of revenue in this industry is created – directly                               or indirectly - through sales to the Chinese energy market, the base proxy for revenue                             growth used is the Chinese energy demand chain index. This is further adjusted for                           petroleum fuel prices to account for transport costs in the form of crude oil price forecasts.                               

Chinese industrial ecological legislature is also taken into account to control for emission                         regulation constraints.  

The industry is characterised by high potential growth, which is set to increase in the first                               5-year period, driven by the prevailing energy demand growth factor. In the second 5-year                           period the growth starts to taper off with the energy demand index due to lower Chinese                               economy growth rates and further augmented with implantation of emission control                     regulations. 

Logistics 

The logistics industry presents significant revenue as well as cost driver effects. As in most                             service industries, revenues are heavily dependant on current economic activity in the                       relevant market. For this reason the primary revenue driver proxy is real US GDP growth.                             The primary cost driver in the logistics industry is the cost of fuel. As such the proxy chosen                                   is real US petroleum price growth, which is itself highly correlated with the price of crude                               oil. 

Growth in this industry is highly correlated with real US GDP growth as is stated above and                                 is as such expected to remain in the 2% to 3% range for the forecasting period. 

INDUSTRIES LOCATIONS  

 

Industries locations in South Stockton 

 

The implementation of selected key industries in South Stockton was made upon: 

● existing land use (General Plan of Stockton), 

● location of existing nearby industries, 

● location of existing industries in Stockton with similar program, 

● public transport/cycling accessibility, 

● spatial needs of industry, 

● transportation requirements, 

● technology requirements, 

● agricultural preservation limitations, 

● South Stockton Land Use Strategy (mentioned later), etc. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Market research 

 

Although the above mentioned factors are those upon which the relevant selection should                         be made, the selection is of purely informative nature and for the purpose of the project.                               Selected sites can only serve as a direct referential case. Due to limited sources, land value                               of vacant lots, the cost of taxes and market value in the future were the only relevant                                 factors that were not taken into account entirely. The research was based on the                           assumption that the city would offer the vacant lots they own (to potential investors and                             buyers) for low purchase price or "pro bono". Low industrial property taxes and work costs                             would aid to the willingness of investors to purchase this kind of land and the benefit from                                 the city's point of view would be the revitalization of brownfields and other degraded                           industrial sites.  

To include the above mentioned factors, a broader and more detailed research has to be                             made. This would create a relevant and more accurate financial plan. Within the context of                             our project this was not possible, so we compared the value of selected parcels to those                               industrial lands in South Stockton that are currently on market, to try to appraise the                             approximate value of lands. From the below table we can conclude that the prices for                             vacant lots are extremely variable and can differ depending on their location, surrounding                         environment, property type and the valuation of appraiser. The growth of land values is not                             necessary proportional with the size of the parcel. 

 

Location  Area  Land Value 

3817 Farmington Rd.  4 ha  $ 650,000 

2025 E Weber Ave.  5 ha  $ 975,500 

Airport Way & Sperry Rd.  6 ha  $ 1,250,000 

715 W 8th St.  7,5 ha  $ 1,750,000 

4100 S Highway 99  9 ha  $ 2,100,000 

Airport Way & Zephyr St.  12,5 ha  $ 2,000,000 

3158 Acres El Pinal Dr.  14,5 ha  $ 2,300,000 

Land value for different vacant lots in South stockton (source: http://www.landandfarm.com) 

SOUTH STOCKTON LAND USE STRATEGY 

 

Directions of land use development 

The aforementioned industries and their locations were also selected based upon a                       strategy, which would bring more systematic and judicious development in pursuit of more                         coherent and heterogeneous land use.  

The development of the three main land uses in the city (residential, commercial,                         industrial) would focus on infill, revitalization and mixed use, avoiding segregation of                       program and low-density area. Commercial development would be concentrated along                   three city major paths, connecting the city's southern part and downtown, while providing a                           break through industry zone on the south (for possible future residential development).                       Residential land use development would concentrate on the future connections between                     certain neighborhoods providing a more compact shape, while the industry development                     would concentrate on continuation of the outlined direction, but at the same time allowing                           potential residential development on the degraded sites. The long red vector between the                         two industrial (blue) vectors on the south is the area of Airport Way. Currently the area                               intersects with industrial land use in the south, but in the further development we would                             combine the two separated industrial areas with a commercial longitudinal line in between                         them. This would also benefit the nearby residential part to have more areas of mixed use                               as the opposite of the already existing singular use sites. The industrial parts would                           continue to develop to the southwest of South Stockton, along the main railway in the south                               

and towards main port, thus creating the space for the development of the residential sites                             inside the existing boundaries. These would be intersected by the commercial use roads and                           streets. 

The strategy could be developed in a real development plan of South Stockton as actual                             mapping of several regions' growing boundaries. The plan would show detailed typological                       examples of how to efficiently develop new factories within the area and would analyze the                             benefits of this to the overall city land use. Collaboration and correspondence with the                           present and future work of Stockton’s Planning Commision, Economic Development                   Commission and Planning Staff would be crucial to create an effective and comprehensive                         strategy. 

CSU STUDY PROGRAMMES  

During the fourth phase of our project, members of the Industry Revitalization team                         considered the idea of connecting with the CSU team (see later section), creating several                           study and educational programs which the CSU could offer the students. These programs                         would serve as a direct connection with the proposed industries and would be designed in a                               way that students from CSU would be most suitable for the jobs. Graduated students would                             have a chance to be employed by one of the companies that would establish itself in the                                 city or would be offered a working experience during the course of the study. 

There are several benefits of this kind of collaboration. Firstly, apart from the jobs in the                               industries which would employ the majority of workforce with lower education (eg.                       manufacturing), industries would also generate jobs which would demand a personnel with                       higher (or technical) education. Higher paid jobs would also be beneficial for the industries                           and the city itself, considering the benefits of the aforementioned "Job Multiplier Effect".                         Another benefit of collaboration would be the employment of young personnel from city's                         own student base (county, city or local area), thus benefiting the city's demographic and                           educational parameters.  

Suitable professions for proposed industries: 

● Information Technology, ● Logistics, ● Operational Management, ● Business administration, ● Environmental Research, ● Food Technology, ● Biotechnology, ● Agricultural technology, etc 

ENVIRONMENTAL RESILIENCY  

OVERVIEW  

Of the measures in Stockton’s Climate Action Plan, projected voluntary residential energy                       efficiency savings account for 30-32% of total local reductions. This is both a daunting                           challenge and an enormous opportunity to reduce energy bills, improve comfort/health,                     and encourage clean energy jobs. Many inefficient homes are located in South Stockton,                         simply as a result of the old housing stock, providing a unique opportunity to address many                               issues while tackling Stockton’s climate goals. 

In this section, a simplified model home will present savings values that make sense to                             people per home rather than per city. Additionally, funding and financing options,                       stakeholder goals and outreach strategies will be discussed. In particular, energy efficient                       demonstration centers will be reviewed as an approach to improve outreach efforts while                         serving community needs in a more accessible way, with case studies highlighting notable                         examples. 

 

 

   

COMMUNITY ENGAGEMENT  

This work was guided heavily thanks to feedback from the Community Engagement                       workshop. Attendees cited the poor state of homes, inaccessibility of outreach, disconnect                       in incentives, inability to pay upfront, and lack of trust as barriers to acting on, or even                                 caring about energy efficiency to save bills, let alone environmental friendliness. These                       considerations guided the team’s problem solving approach, and shaped our final proposal.  

 

 

 

MODELLING APPROACH  

In order to best illustrate the benefits of improving existing houses in terms of energy                             efficiency, a “typical” home was modeled. The house was assumed to be built in the 1970’s                               or earlier, before energy codes were developed, with dimensions and construction typical                       of a home one might find in South Stockton. While not all homes fall into this category, a                                   sizeable portion of homes in South Stockton belong to this aging housing stock, with high                             energy consumption and poor indoor air quality.  

 

Baseline House Dimensions 

Floor Area   1064  square feet 

Ceiling Height  9  feet 

Stories  1   

Window area   143  square feet 

Gross wall area estimate  1468  square feet 

 

 

A reference floorplan from a recently constructed home was used to design the house, and                             its Title 24 energy performance was compared with the baseline old home and old home                             with energy saving upgrades.The following energy upgrades were applied to the home                       individually and in combination with one another, and evaluated in terms of performance                         and cost effectiveness: 

 

 

 

Measure  Improvement  Construction Cost 

Window film  Windows: R 1 -> R 5  1-2 years 

Air sealing  Infiltration: 1 ACH -> 0.6 ACH  1-2 years 

Insulation  Wall: R5 -> R15 Roof: R15 -> R40 

1-3 years 

 

For each case, energy performance, cost savings, and construction cost were estimated.                       The cases above have been chosen in order to illustrate the impact of small changes that                               can be easily carried out, and their combined impact if all are implemented. As seen in the                                 chart below, though not all of the following measures are modeled, many are simple to                             install and/or require very little payback.   

Measure Typical difficulty Typical Payback

Seal small air leaks  Average homeowner  1-2 years 

Insulate water heater  Average homeowner  1-2 years 

Energy-saving showerhead  Average homeowner  1-3 years 

Seal large air leaks Skilled homeowner 1-2 years

Seal ducts  Skilled homeowner  1-2 years 

Thermostat  Skilled homeowner  1-2 years 

Heating tune-up  Expert technician  1-3 years 

Ceiling Insulation Skilled homeowner 3-7 years5

 

5 https://www.xcelenergy.com/staticfiles/xe/Marketing/Files/SmartEnergyGuide.pdf

RESULTS 

As expected, many of the improvements we tested were reasonably priced with significant                         energy savings without too much additional cost. Simply by applying these three measures                       alone, without changing any appliances or lights, about 30% energy savings are possible. A                           new house, on the other hand, uses about half of the energy that the old house uses with                                   additional low-cost measures, such as water heater insulation/maintenance, thermostat                 controls, energy saving showerheads, radiant barriers, and duct sealing.   

One key finding evident from these figures is the significance of labor costs relative to                             material costs. With the exception of window film, the majority of costs in all cases was                               the labor component. This is especially true for sealing leaks, which has an extremely low                             material cost. 

 Energy Assistance Programs 

Name  Sponsor  Benefits  Requirements San Joaquin County Weatherization Program 

San Joaquin County Human Services Agency 

Free weatherizations - measures include insulation, repairs, improved appliances, etc. 

A member of the household receives temporary Aid for Needy Families (TANF), Food Stamps, SSI or SSP, Veterans and Survivors Pension or if the household income does not exceed a certain amount  http://www.benefits.gov/benefits/benefit-details/1844 

Energy Savings Assistance Program 

PG&E  Repair or replacement of refrigerators, furnaces or water heaters, insulation/ caulking, lighting, showerheads, etc 

Home 5 years or older, meets CARE guidelines http://goo.gl/8zvcu3 Valid through May 2015 

Energy Upgrade California - whole house  

PG&E  Up to $2500 in rebates  PG&E Customers with single family homes  Choose measures from a menu of options  

Appliance rebates  

PG&E  Depends on the appliance 

Purchase of Energy Star or approved appliance 

 Energy Efficiency Financing Options 

Program type    Pro  Con 

PACE (HERO, Figtree)  Approved in Stockton No upfront cost- pay with additional property taxes Vetted contractors (3 in Stockton) Choice of payback (5/10/15/20 years) 

Higher property tax bills  Must pay property tax (ineligible to renters) 

On-bill financing  No upfront cost - pay using portion of energy savings Financing can stay with the property 

Not available Risk for utility if bills are not paid 

Loan (i.e. from the Golden State Finance Authority) 

Up to $50,000 financing, 6.5% interest for 15 yr loan Partner with approved contractor 

Only one Stockton based contractor No flexibility for 

http://www.chfloan.org/programs/energy/overview.shtml 

loan length 

Crowdfunding (VillagePower Finance, Mosaic, Kickstarter)

Community buildingMore flexible Sense of ownership

Requires strongcommunity partner 

STAKEHOLDER ANALYSIS 

The table below outlines some of the key considerations of the main stakeholders affectedby or driving energy efficiency.  

Group  Goals  Barriers  Current State 

Residents(renters and landlords + homeowners)

 

Affordable energy bill Comfortable and healthy home 

Low maintenance 

Working during daytime Upfront cost  Landlord/renterrelationship, disconnect in incentives 

Poor housing stock 

Limited idea of energy incentive availability 

Utility 

 

Provide reliable energy supply  Customerrelations  Comply with regulations

Difficulty reaching residents  Not trusted bycommunity  Funding programs- costly

Limited community presence (uses contractors and partners)  

Community Groups 

Serve community  Have enoughresources to do so 

Limited network of nonprofits 

Limited resources for large projects 

Church community strong 

Contractors 

 

Consistent work  Increase # jobs Customer 

Business mostly word of mouth - need goodreputation  

Many affiliated with PG&E or PACE 

relations 

Bank orLender 

Return on investment Social Responsibility 

Unclear payback times - each housedifferent  Many small borrowers to keeptrack of 

See table above on financing options Banks currently not very engaged 

Potential partnership with credit union 

DEMONSTRATION HOME CASE STUDIES 

Center for Sustainable Engagement and Development

New Orleans, Louisiana  

This proposed demonstration home, educational center, and             office for the CSED began soliciting funding through Kickstarter                 in 2014. The house is a refurbished 100-year-old historical home, now converted into a                           6

demonstration home with windows into energy efficient construction elements and a                     community garden. While there are limited updates on the center’s current status, this                         project is especially fascinating because it also aspires to bring the neighborhood together                         rather than simply serving as a museum. The organization provides simple home energy                         retrofits, blight restoration, and home improvement, while also promoting community                   gardens and wetland sustainability.  

Demonstration Home

Chula Vista, California 

On the other end of the spectrum, the Chula Vista                   demonstration home is simply a modified house with tours.                 With that said, this simplicity can be effective, as 25% of tour                       participants were inspired to sign up for an energy assessment                   with a contractor after the tour.   7

6 https://www.kickstarter.com/projects/312337143/the-center-a-sustainable-historic-house/description 7http://energy.gov/eere/better-buildings-neighborhood-program/innovative-home-tours-help-homeowners-understand-energy

 

SDG&E Energy Innovation Center 

San Diego, California 

While the Energy innovation Center isn’t a home (rather, it is a                       renovated grocery store with double LEED certification), it               provides a valuable resource for both homeowners and               businesses seeking energy efficient solutions . Features include             8

the building itself, smart home, interactive displays,             demonstration kitchen, produce garden, and solar parking . Key services include tours,                     9

seminars, and a library with books and tools. While the center highlights technologies that                           are out of reach for many residents in its focus on the cutting edge rather than                               affordability, it remains useful as a demonstration and an inspiration/resource for residents                       hoping to improve their home energy use.  

 

Ecoworks Center 

Detroit, Michigan 

The Ecoworks Center is similar in some respects to the CSED in New Orleans, as it is also an                                     energy efficient home for the nonprofit Ecoworks and the community. Key programs include                         education, social enterprise, job training, consulting, and policy advocacy . Environmental                   10

sustainability, economic empowerment, and job training are key priorities of the                     organization, and these three tenants (Eco(nomy) + Work) are what its name is based upon.                             Two programs in particular include the Youth Energy Squad, which works with schools to                           improve energy use and add STEM programming, and the incubation of the social enterprise                           Reclaim Detroit, which salvages material from blight redevelopment projects and sells them                       as furniture or housewares. As for the building itself, it is a state-designated energy                           demonstration center that offers tours.  

8 http://www.sdge.com/eic 9http://www.sdge.com/newsroom/press-releases/2012-07-23/sdge-hosts-70-middle-school-teachers-green-boot-camp 10 http://warmtraining.org/wordpress/home/

 

POTENTIAL FOR DEMONSTRATION HOME IN SOUTH STOCKTON 

Retrofitting and operating a demonstration home may be a useful way to tackle many of the                               barriers discussed during the stakeholder analysis. The overall vision for such a home in                           South Stockton would be to be a community center bringing people together to improve                           their homes and household well-being, with a physical demonstration of how it can be                           done. Ideally the house would be old and inefficient but still functioning so that the                             transformation can be economically feasible.  

One disclaimer: for an endeavor like this to succeed, it is necessary to have the backing or                                 ownership of a dedicated group of people, perhaps in an existing or newly formed                           community group. This upgraded house could play a natural role as an office for the group                               and home base in the neighborhood. Additionally, some funding is necessary to get a                           project like this off its feet - a crowdsourcing effort like the CSED in New Orleans may be                                   one approach, while sustaining the house and its programs will require strategic                       partnerships with companies, e.g. PG&E.  

One especially useful resource would be access to shared and/or subsidized resources, such                         as caulk guns, insulation rolls or blowers, window film squeegees, and safety equipment, as                           well as non-efficiency related home improvement supplies. Considering the substantially                   lower cost of materials versus labor, as well as the inability of many residents to be home                                 during working hours for contractors, this seems like a potential solution to meet the needs                             of those interested in making basic home improvements. At the same time, contractors                         interested in building relationships with residents can assist with training and the easier                         upgrades so that they are the first to call when residents want further efficiency upgrades.  

Finally, while this would ultimately be up to the party managing the demonstration home,                           effective programming will be necessary to serve community needs and attract visitors. An                         

element of fun would make the center more attractive for children and adults, especially                           with interactive exhibits and hands-on experience. Using programming, such as job training                       and youth programs, to serve other existing community needs is also essential. There are a                             wide range of opportunities to build energy through a center like this, and finding one that                               is congruous with the needs of the neighborhood and the goals of the organization is a                               worthwhile challenge. 

 

CONCLUSION  

The simplified model detailed above, while not perfect, demonstrates that many home                       energy retrofits are within reach, especially if carried out by the homeowner. Though a                           targeted analysis is still necessary for effective efficiency upgrades, older houses may share                         many of the same problems, and may actually be similarly responsive to these                         improvements. 

Two of the key challenges identified during the community engagement included the                       inability of residents to pay for long-term savings upfront, and the lack or ineffectiveness of                             communication regarding potential efficiency opportunities. The disconnect in incentives                 between renters and landlords is strong, especially given the prevalence of “slumlords” and                         the shorter term mindset that typically comes with renting rather than buying a home.                           Unfortunately, a program that addresses both this and the high upfront costs does not                           currently exist in Stockton - PACE programs require home ownership, while rebates don’t                         eliminate first costs. PG&E does have a fairly comprehensive outreach strategy for its low                           income energy savings assistance (ESA) program, but it has yet to fully reach its audience.                             These include some elements of Community Based Outreach, which uses local community                       networks to encourage participation in efficiency programs, and holds promise in building                       trust and reaching previously unreachable audiences .  11

As a means to bridge the cost and outreach barriers, while meeting other needs, a                             demonstration home may be a promising approach. While far from the easiest solution, with                           sufficient drive, an aging and inefficient house can be transformed into a home for a                             community group, and a center for the neighborhood, supporting both electrical energy as                         well as the people’s. Partnerships with other community groups or churches, companies,                       and existing institutions such as the Energy Training Center and Venture Academy could be                           extremely valuable for educational, job training, and outreach purposes. This has great                       potential for overlap with the Airport Way and CSU proposals (see later sections) - a                             community garden, youth programs, and workshops can bring energy and life to the center.  

11 http://web.mit.edu/energy-efficiency/docs/theses/mcewen_thesis.pdf

AIRPORT WAY 

INTRODUCTION 

 

In researching South Stockton’s current condition as a region and a community, we have                           come across the need for a physical hub: a central location that meets the regular needs                               and is at a walking distance of its community members. When considering appropriate                         locations within South Stockton, the first to come up is generally Airport Way. Airport Way                             is a centrally situated, highly trafficked street, stretching from E Harding Way and leading                           to Stockton’s increasingly popular Stockton Metropolitan Airport (SCK). 

We have found that Airport Way contains the infrastructural traits and the development                         potential to lead South Stockton into a more sustainable future. In our deliverable, we                           established a goal of repurposing all of Stockton’s nineteen currently vacant lots, adding a                           2-mile bike lane from E. Miner Avenue to Stockton Airport, and reducing the amount of                             time necessary to reach a food market to less than five minutes. 

South Stockton has experienced tensions between authoritative bodies and members of the                       community because of the lack of representational governance and policing. Physical and                       cultural barriers prohibit interactions between the more affluent populations in North                     Stockton and the comparatively impoverished populations found in South Stockton. 

The area around Airport Way is comprised primarily of suburban single-family homes with a                           large percentage of youth and families. A voiced concern from the community is the lack of                               safe and edifying activities with which to occupy the youth that alternatively looks to crime                             and vandalism as a reasonable occupation. Among the budget cuts that arose from                         Stockton’s bankruptcy were all public after-school programs. Our proposal provides                   educational and youth-engaging programs that should alleviate the effects of this loss. 

Financial Center Credit Union is building a new branch on Airport and 10th. In addition to                               the Credit Union’s expected returns on this investment, this program offers a significant                         improvement for the local residents’ quality of life and has therefore experienced a                         positive reception from the community where other developments have not. When the                       community understands a project as beneficial to its members, it respects and supports its                           development and life.   

Yet, in the absence of personal experiences regarding daily life in South Stockton, we led a                               Community Engagement Workshop/Session in which we seeked the community’s input in                     identifying “what’s working, what’s not working, and the visible opportunities for                     improvement”. The community’s input was invaluable in providing us with an understanding                       of the human experiences that these statistics represent. 

The function of this deliverable will therefore be to combine the research and analysis we                             have performed with the community’s take and a selection of relatable case studies to                           develop a reasonable proposal that will meet the needs of the community while appealing                           to those in positions of power.  

Strategy Along Airport Way  Based on our past research and responses from the RSSC Community Survey as well as our                               Community Engagement Session, we found that South Stockton would benefit immensely                     from basic infrastructure and business development as well as more community amenities.                       While currently representing the general blight and overlooked nature of the area, the                         empty lots along Airport Way are perfect starting points for large scale change. Because                           Airport Way is currently a busy throughway street connecting South Stockton to the rest of                             Stockton, the empty lots offer ample opportunity for commercial development to capitalize                       on the passing traffic that otherwise speeds through while serving the community at large.    Because Airport Way is currently vastly underdeveloped, potential developers claim that                     South Stockton lacks the market for successful business, which largely ignores the impact of                           passing traffic. Rancho San Miguel is just one attestment to the untapped markets along                           Airport Way, and hopefully the new Credit Union will further demonstrate the potential                         within an often overlooked community. However, development along Airport Way clearly                     needs more incentive to get started, and the community can help catalyze that process                           while also using the lots as assets and solutions to widespread resident needs.    With this in mind, we approach Airport Way with long term and short term goals and see                                 how those can coalesce to best facilitate a natural progression of development. In the long                             term, we consider what a fully developed Airport Way would ideally look like and how it                               connects to the surrounding community as well as Stockton at large. On a more immediate                             scale, we consider how to most effectively use the assets that already exist to benefit the                               community now while creating a framework that encourages and initiates sustained                     progress in the long term. 

 Program distribution map 

MASTER PLAN 

 Master plan with potential volumes of structures and program division 

SHORT TERM: TEMPORARY USE CONCEPT   Incorporating temporary structures and uses into vacant lots along Airport Way can act as a                             catalyst to promote growth and vitality in South Stockton. Though currently ignored, the                         empty lots along Airport Way offer many opportunities for immediate as well as long-term                           innovation and development. In particular, a focus on community based and initiated                       programs and activities will both enliven the area and give residents more spaces to gather                             and call their own, thus producing immediate results while priming the area for more                           established uses later on. Farther into the future, each function can be filled with a more                               permanent structure or program, but prototyping those uses on a smaller scale will help                           them develop and blossom during the planning phases for long term solutions.    From our research and talking with residents at the Community Engagement Session, the                         empty lots along Airport Way should be resources rather than deterrents in the community                           that can serve as hubs of activity both for residents and passersby. Since Airport Way is                               currently underused and not frequented even by locals, temporary structures and programs                       can serve as a low-stakes means to attract more activity and bring the community into                             those spaces. Youth especially need more safe places to go after school for educational and                             physical engagement, so ideally each design can serve the community as a whole with                           special attention towards youth empowerment.    Another common complaint and addressable need in the community is the lack of access to                             food, especially fresh vegetables. Though not even a full grocery store, Rancho San Miguel                           remains the largest food market for miles. In a largely walking community, residents’ diets                           are dictated largely by the limited options available, which lack affordable fresh produce.                         Given the favorable climate and surrounding agricultural success, home-grown food could                     be an incredible supplement for the community at large. Community gardens offer a                         glorious marriage between practical and affordable food supplementation, community                 enhancement, and educational engagement that also provide beautiful open space that                     residents themselves manage and value.  Keeping these drivers in mind, we are considering the following potential temporary uses                         along Airport Way: ● Community Garden(s): for residents that also include an educational element                   collaborating with schools to engage and expose students to affordable, nutritious food ● Farmer’s Market space in/near community garden ● Tool Sharing/Fix It Center: space for tools to be used by community and days to                             bring items to be fixed ● Flea Market/Trading Center ● Art Display and Creation Space 

 

  Benefits of Gardening for Children  Research shows that gardening provides an array of engagement and educational                     opportunities for children “including designing, planting and maintaining gardens;                 harvesting, preparing and sharing food; working cooperatively in groups; working                   cooperatively in groups; learning about science and nutrition and creating art and stories                         inspired by gardens” (Yost).    Research-proven benefits include: ● Lifelong benefits from interactive knowledge of healthy foods, outdoor physical                   activity, and positive social interactions ● Positive social and interpersonal skills gained from bonding through communal effort ● Community growth ● Healthy eating habits and hands on nutritional education ● Increase in science achievement and positive attitude towards learning ● Higher self-efficacy and enhanced environmental stewardship and value ● Opportunities for special populations including children with learning disabilities and                   juvenile offenders to engage in positive cooperative effort    

Volumetric Representations 

 

 City Funding  Under protection of chapter 9 of the federal bankruptcy code, the city of Stockton has a                               balanced budget in the size of $632,564,874, of which is 22% planned for utilities, following                             with 17% for police, as it can be seen in pie chart below. 

 City Budget Distribution 

Under its current budget plan, Stockton allots 3% ($21.6 million) to economic development and a mere 1% to community development. This represents a great challenge for our design efforts. 

The five-year Capital Improvement Program (CIP) cost projections for fiscal years 2014-19                       total $738 million of which $81.5 million is proposed in the FY 2014-15 Annual Budget.                             However, of this amount only $2.775 million or 0.4% is funded from the General Fund. The                               CIP budget for next year is almost entirely made of transportation and utility                         improvements. These categories count for the majority of the five year CIP project list as                             well. This is reflective of the poor condition of the General fund and the lack of new                                 development mitigation fees. Included in the five year plan are projects totalling $347                         million which have identified funding sources and $391 million with unidentified funding                       sources. This latter amount represents improvements that are needed but cannot be funded                         at this time. Capital improvements funding sources include city funds, federal/state funds,                       sales tax measure K, city enterprise funds, public facility fees, and other revenue (e.g. boat                             launching facilities). 

 Cost Estimations 

“The total cost estimation for each proposed lot development includes the cost of direct                           construction, the cost of site development (e.g. sidewalks, underground utilities), indirect                     costs (e.g. marketing, managements, insurance, financing, and closing costs), and permit                     fees. Doug Davis, Principal Architect at WMB Architects, provided us with the direct                         construction and site development cost rates of the Federal Credit Union project as                         comparable rates. We use the City of Stockton permit fee estimator to calculate permit                           fee. The Economic Impact Study of the Proposed Housing Development in Stockton,                       California, approximates $62,706 in soft costs for a 2,070 Foot New Home. We will use this                               same relationship to approximate our soft costs. 

It is also worth mentioning that these are city-owned lots thereby eliminating land costs. 

 Environmental Conditions  We have proposed three fairly large green spaces, ranging between 2500 to 4500 sqft. The                             proposed green spaces lie on currently paved lots. Depavementation is a relatively simple                         process. Given our interest in involving the community as much as possible with the                           revitalization of Airport Way we proposed to have the community involved in the depaving                           of these three lots. The simplest approach would be two rent a Skidsteer or Bobcat with                               breaker attachment. Home Supply, a tool rental shop about 3 miles north of our site rents                               Bobcats at $235.00 per day and attachable Breaker for an additional $140.00 per day. We                             will allocate one day per lot and given the Stocktonite familiarity to construction, hope to                             engage the community in the physical labor required.  

Potential Partnerships: KaBOOM! KaBOOM strives to bring play to more communities around the United States through                         community-built playgrounds. As a nonprofit, they partner with companies such as Disney                       and Snapple to help communities fund and eventually build playgrounds often coupled with                         community gardens. Their main initiative, Build it with KaBOOM, provides selected                     communities with most of the funding and full logistical support to plan a playground in two                               months and build it together as a community in one 6 hour Build Day. KaBOOM also has a                                   variety of Build it Yourself grant options that offer some financial support - often through a                               match program - and basic logistical assistance from KaBOOM staff while the applicant                         community decides the timeline and organizes the playground construction.

In either scenario, a partnership with KaBOOM is an incredible opportunity for the                         community to unite towards a common goal and build something together. The program                         itself provides a cohesive infrastructure for other community-initiated projects as well as                       access to other resources and contacts that can help in future endeavors. 

SELECTED EXAMPLE PROJECTS  

Temporary Use Concept 

 Temporary structures can serve as immediate, interchangeable amenities initiated from                   within the community that also increase resident interactions and provide useful programs                       on the many empty lots along Airport Way. Home Depot sheds and shipping containers offer                             immediate opportunities to construct temporary programs such as tool and supply support                       for a community garden, weekend flea markets, or community art creation and display                         spaces. Shipping containers can even be stacked and connected into larger buildings or                         even play structures.

Community Built Design

Another alternative is a community-built structure on a trailer chassis. The simple                       construction using 2x4s and plywood could easily be built by community members in a day                             and offer an opportunity for community engagement while the structure is assembled. A                         self-constructed structure would give a greater sense of agency and ownership to                       community members that would hopefully induce respect and appreciation for the shared                       space. Plus, the same basic construction can serve any purpose, filling the interior program                           with tools, art, educational programming, etc.  Eventually, the temporary programs will be replaced by more permanent structures filling a                         similar function. However, the ease of construction, accessibility, and mobility of                     

temporary structures allows them to be quickly organized by and for the community                         without waiting on months of planning, paperwork, permits.

Community Center Project  In response to the feedback received at our Community Engagement Sessions, we have                         included a Community Center Project in our Airport Way Development plans. The residents                         we spoke to longed for a centrally located recreational space for its underserved                         community members. Due to the local economic crisis, public school after-school programs                       have been cancelled, leaving schoolchildren of all ages without particularly edifying                     activities to pursue outside of school hours. Soccer and basketball are sports of great and                             growing popularity among the young population. Families of children interested in sports                       must purchase memberships to sports clubs at least a mile away. Our workshop participants                           highlighted the dangerous route young children must walk through to reach these sports                         clubs.  Our community center proposal aims to meet these needs and potentially cater to this                           market. 

Community Center Floorplan with Site

The proposed community center floor is composed of various versatile spaces surrounding                       an open courtyard. The largest is a two-floor sports hall. This would be the only two-story                               space, having one of its floors below ground. Other proposed programs for the spaces above                             include a Cafe/Community Kitchen, a Library of Things, a senior citizens day center, and a                             smaller gym/studio.

Community Center Section Below are a few renderings of the Community Center project.

Interior Rendering 

 

Community Center Courtyard, night

Community Center Courtyard, evening 

 

Community Center Amphitheater

Community Center Structural Layering

Roof Detail

Pedestrian Friendly Crosswalk

Corner View 

CSU STOCKTON INTRODUCTION  

Stockton is the largest metropolitan area in             California without a public university.         Stockton does have multiple higher         education institutions, like the University         of the Pacific (UOP), a well-regarded           private university, and the San Joaquin           Delta College (SJDC), a community college,           but no CSU. Both Sacramento State and             CSU Stanislaus, the two closest CSUs, are             about an hour away from Stockton by car,               as can be seen in the figure on the right.                   This commute back and forth can be             draining for students, who can otherwise           use this time and effort to focus on their                 studies. Having a CSU in Stockton would             not only make it easier for students to go                 to school, and potentially save money by             living at home, but it would also serve as a                   source of pride for the city. During the               community engagement activity held on February 7th with the help of the RSSC, Hector,                           one of the members with the RSSC, noted how having a physical campus in the city would                                 serve as a psychological role in reminding parents and students alike the usefulness of                           higher education. Indeed, the physical presence of the university could serve as motivation                         for students to go to a university that they see every day and makes the goal of going to                                     college much more tangible.    Similarly, having a CSU in Stockton would have a significant economic impact. For example,                           CSU Stanislaus has an annual spending of around $150.2 million, which generates around                         $169 million for the regional economy and around $269 million for California’s economy .                         12

This impact translates to supporting more than 2000 jobs in the region and around $8                             million in local tax revenues. These positive results greatly benefit Turlock, the home of                           CSU Stanislaus, which has a population of around 70,000. Imagine the potential benefits for                           a city with more than quadruple the population of Turlock. Having a CSU in Stockton will                               also help mitigate the ‘brain drain’ that happens when the students go to other cities for                               higher education and do not come back to Stockton. 

12 http://www.calstate.edu/impact/campus/stanislaus.html

URBAN ANALYSIS 

With regards to possible locations for CSU Stockton, we looked at four sites and weighed                             the pros and cons of each location. We narrowed it down to two sites: the MLK and Highway                                   99 site and the North Stockton site. The benefits and issues are discussed below and also                               within our decision matrix. The two campus maps also show where we envision the location                             and orientation of the buildings of the main campus would be.  With regards to the size and costs of CSU Stockton, we used CSU Stanislaus as our model for                                   determining the necessary space for the campus, as we expect CSU Stockton to be more                             similar to Stanislaus than Sacramento State. The current number of full-time students at                         CSU Stanislaus is around 8900 full-time students, with a capacity of 12,000 full-time                         students, and the corresponding land usage was found on the master plan. The campus of                             CSU Stanislaus is around 228 acres, with more than 50% of those acres left as open space .                                 13

Since the space in the chosen lots is limited, we plan to have CSU Stockton built in phases.                                   Phase 1 would accommodate 10,000 full-time students, and Phase 2 would accommodate                       the anticipated growth. Using CSU Stanislaus as a reference, CSU Stockton at its maturity                           should have around 35,000 students. This number was calculated using a ratio of Turlock’s                           population compared to Stockton’s population.  

 MLK / Highway 99 Campus Plan  

13https://www.csustan.edu/sites/default/files/FS/Publications/PhysicalMasterPlanUpdate/8-CampusMasterPlanFinalNarative.pdf

As can be seen in figure above, the proposed campus in the MLK / Highway 99 site is laid                                     out in a radial fashion, with the parking and administration near the top. The instructional                             classrooms take up the middle, with the dorms to the south. The green belt that stretches                               to the bottom with the library is meant to serve as a green park pathway between the                                 campus and the southern residential area, connecting it with South Stockton. The belt                         would have biking and walking paths, picnic areas, and other recreational spots. The                         benefits of this location are that it is centrally located, close to residential areas, and the                               lot currently has no coherent use, besides the house in the middle. To address the issue of                                 the house, the alternative campus design seen in the figure below leaves the house intact,                             while also condensing the various building functions. This alternative location also has                       green belts going across the city, to better integrate it with the rest of the city, like how                                   the left belt could go to downtown and the waterfront. Another drawback is that there is                               not much room for expansion, as this proposed campus design is for supporting the                           maximum capacity of Phase 1.  

 

 MLK / Highway 99 Alternative Location  

MLK / Highway 99 Alternative Location integration into the city by existing green belt   

 North Stockton Location  

The North Stockton location seen in the figure above is ideal in that there is a lot of room                                     for expansion to the right, as the lots are empty and CSU Stockton’s student population is                               expected to increase steadily. This location also has a green belt, but it does not connect it                                 to other parts of the city. The green belt just serves as a temporary boundary for Phase 1 of                                     the campus. The area is safer than the MLK site, due to its location in North Stockton.                                 However, the location is removed from the rest of the city, and we envision the focus of                                 CSU Stockton to help out South Stockton. As many existing higher education facilities                         already are situated in central / north Stockton, we want to ensure that this public                             university is geared toward those who cannot go to the other universities within Stockton.                           Also, the accessibility of this location is not ideal, in that it can only be reached by car,                                   with no transit options nearby.  The corresponding table, seen below, is the decision matrix with which we used to pick our                               locations within Stockton. We started off with four locations, and narrowed it down to two                             for our final report. We took into consideration factors like the size of the available land,                               whether it was accessible via public transit, and if there was adequate room for expansion.                             The factors are ranked by their importance in the order they appear on the table, with the                                 more important ones being closer to the top. In the end, MLK / Highway 99 and the North                                   Stockton location both had six +’s, whereas the other two locations only had 3 +’s each.  

  Location 1: MLK + H99 

Location 2: Airport Way 

Location 3: R4 + FW5 

Location 4: North Stockton 

Location  +  -  o  o 

Accessibility  +  -  +  + 

Size  o  +  +  + 

Public transport  -  +  +  + 

Surrounding areas  +  -  o  o 

Safety  o  o  -  + 

Infrastructure  +  o  -  o 

Place for expansion 

o  +  o  + 

Nearby residents  +  -  o  + 

Close to services  +  o  -  o 

Decision Matrix of Four Locations 

(+ means good, o means neutral, - means bad / parameters that are higher are more important)  

One issue that all the sites share is the limited amount of space available for the campus                                 and future expansions. Most of the other CSUs when they were established did not face this                               problem, because they tended to be established first, and then the community would                         coalesce around the university, as in the case of CSU Stanislaus. CSU Stanislaus has a                             campus that is mostly left as open space. In order the maximize the limited space, CSU                               Stockton could reduce the percentage of open space on the campus. Similarly, the green                           belts can serve as vital open space without having a sprawling campus. The CSU could also                               take advantage of nearby parks for open spaces, like how the MLK site is near the county                                 fairgrounds. Maximizing the infill development also serves as a model for the city, as it                             struggles to promote infill development and deal with urban sprawl.  

Instructional GSF  623,482  Instructional GSF / student  51.96  gsf / student 

Library  123,319  Library / student  10.28  gsf / student 

Housing / Dining  226,292  Housing / Dining / student  18.86  gsf / student 

Administrative / Student Services  227,642  Administrative / student  18.97  gsf / student 

Other Support  66939  Other Support / Student  5.58  gsf / student 

Parking spots  2908  Parking / student  24.23%   

# of beds  656  Beds / students  5.47%   

(Source: CSU Stanislaus Campus Master Plan, CSU Five Year Capital Improvement Program ) 14

 

Based on the values found on CSU Stanislaus’s master plan, we calculated the gross square                             foot per student, as well as the percentage of parking spots and number of beds compared                               to students. For reference, gross square foot refers to the total square feet of the building,                               including the mechanical cores and other non-usable areas. Similar to CSU Stanislaus, we                         expect most of the students at CSU Stockton to be from the city or region, thus minimizing                                 the need for housing on campus. CSU Stanislaus estimates that around 10% of the students                             live on campus, with the rest commuting to school. CSU Stockton is targeted for the                             Stocktonians, so housing is not expected to be a priority for the first few years of the                                 university.  Thus, using the number of square foot per student from CSU Stanislaus, we can approximate                             the necessary gross square footage for Phase 1, as well as the necessary parking spots and                               number of beds. The total gross square footage necessary for the Phase 1 buildings comes                             out to 1,056,395 gsf. 

14 http://www.calstate.edu/cpdc/Facilities_Planning/2014-15-Five-Yr-CapImprovementPgmBk.pdf

 

Instructional  519,568.33  gsf 

Library  102,765.83  gsf 

Housing / Dining  188,576.67  gsf 

Administrative / Student Services  189,701.67  gsf 

Other Support  55,782.50  gsf 

Parking spots  2423   

# of beds  546.7   

Grand total  1,056,395  gsf 

 

CONSTRUCTION BUDGET  With regards to the construction budget, we used the CSU’s own estimate for construction                           costs per gross square foot to calculate the total costs of the necessary structures for the                               campus.  

  Construction Costs per GSF for CSUs General Contractor 

Costs 

Classroom  $352  $182,888,052.2 

Library  $311  $31,960,173.13 

Housing / Dining  $274  $51,670,007.58 

Administration  $354  $67,154,391.18 

Structure and surface per parking space 

$19,278  $46,710,594 

Grand Total    $380,383,218.1 

Including Site Work  Site Work assumed to be 3% of building costs  $391,794,714.6 

(Source: CSU Cost Guide ) 15

 Thus, adding up the values in the table above, the estimated total for phase 1 of CSU                                 Stockton comes out to roughly $400 million. This cost estimate is lower than the $450                             million recorded in Deliverable 3. The reason for the discrepancy is due to the fact that we                                 

15 https://www.calstate.edu/cpdc/Facilities_Planning/CostGuideforStateandNonStateBuildings.pdf

took out the cost per bed, as we presumed that was already covered by the housing / dining                                   costs per gross square foot.  

SCHEDULING  The schedule seen in the table below regarding the construction of these buildings are                           approximated using values from Stanford University’s Department of Project Management.                   With this knowledge, we made a rough preliminary schedule for the construction of CSU                           Stockton.  

Sample Project Type  Typical Project Duration 

Typical Construction Duration 

Large science / medical (project  (>25,000 sf) 

 3-5 years   2-3 years 

Large office / classroom (project (>25k sf) 

 3-4 years   1-2 years 

 Large housing project (>25k  (sf)   2-3 years   1-2 years 

(Source: Stanford University, Schedule Development ) 16

 We made a rough outline of the possible project schedule, starting from the feasibility                           schedule to the closeout. The entire schedule ends up taking around 12 years. The                           construction period was approximated using the groundbreaking to opening schedule                   provided by CSU Stanislaus and UC Merced, two nearby higher education fixtures that both                           took around five years to construct . Most likely, the construction schedule will not take                           17

this long, as there is a significant portion of the schedule left as contingency. Indeed, this                               schedule tends to err more on overestimation than minimizing the time necessary to build a                             college campus from scratch.  

 

16 http://lbre.stanford.edu/sites/all/lbre-shared/files/docs_public/PDP_BrochureAugust2010_f_schedule.pdf 17 http://2020project.ucmerced.edu/sites/2020project.ucmerced.edu/files/documents/revisedlrdp_with_amendment3.pdf

Preliminary Schedule Breakdown    

ENERGY CONSUMPTION  Another important aspect of the campus is the expected energy usage of the buildings.                           Using an energy modeling software called eQuest, we were able to come up with rough                             approximations of the energy usage for the various building uses and for the different                           locations. eQuest is a free, well-regarded building energy-modeling software used by many                       in the industry and funded by organizations like the US Department of Energy. The                           assumptions are noted in the parentheses with each table.  

MLK Highway 99 Classroom  Electricity  Natural Gas 

Yearly Energy Usage  419,660 kWh  3302 therms 

Bill  $62,792  $1988 

Total Bill  $64,780   

(12 buildings without expansion, 90% occupancy load, 70 ft by 210 ft, Mon-Fri, 8 am - 9 pm,  15 ft floor to ceiling height, steel construction)  

MLK Highway 99 Housing  Electricity  Natural Gas 

Yearly Energy Usage  181,200 kWh  0 

Bill  $26,929   

Total Bill  $26,929   

(8 dorms without expansion, 90% occupancy load, 70 ft by 110 ft, 10 ft floor to ceiling height, wood construction, electric resistance heating)  

MLK Highway 99 Administrative  Electricity  Natural Gas 

Yearly Energy Usage  520,850 kWh  2061.8 therms 

Bill  $86,276  $1305 

Total Bill  $87,581   

(Administrative: 60 ft by 265 ft, 4 buildings without expansion, 8 am - 5 pm, weekdays, 90% occupancy, 10 ft floor to ceiling height, steel construction)  

MLK Highway 99 Library  Electricity  Natural Gas 

Yearly Energy Usage  1,200,800 kWh  10,179 therms 

Bill  $195,832  $5748 

Total Bill  $201,580   

(Library: 70 ft by 475 ft, 1 building, 8 am - 5 pm, operating everyday except holidays, 90% occupancy, 12 ft floor to floor height, steel construction)  

Total Energy Bill  (MLK Highway 99)  Electricity Bill  Natural Gas Bill 

Housing  $215,432  $0 

Classroom  $753,504  $23,856 

Administrative  $345,104  $5220 

Library  $195,832  $5748 

Total  $1,509,872  $34,824 

Grand Total (per year)  $1,544,696 

 

North Stockton Classroom  Electricity  Natural Gas 

Yearly Energy Usage  817,310 kWh  6018.2 therms 

Bill  $121,398  $3483 

Total Bill  $124,881   

(Classroom: 6 buildings, 90% occupancy load, 70 ft by 412 ft, Mon-Fri, 8 am - 9 pm, 15 ft floor to ceiling height, steel construction)  

North Stockton Housing  Electricity  Natural Gas 

Yearly Energy Usage  364,060 kWh  0 

Bill  $53,533   

Total Bill  $53,533   

(Housing: 4 dorms, 90% occupancy load, 70 ft by 225 ft, 10 ft floor to ceiling height, wood construction, electric resistance heating)  

North Stockton Administration  Electricity  Natural Gas 

Yearly Energy Usage  1,081,600 kWh  3341.2 therms 

Bill  $175,767  $2005 

Total Bill  $177,772   

(Administrative: 60 ft by 525 ft, 2 buildings, 8 am - 5 pm, weekdays, 90% occupancy, 10 ft floor to ceiling height, steel construction)  

North Stockton Library  Electricity  Natural Gas 

Yearly Energy Usage  1,200,800 kWh  10,179 therms 

Bill  $195,832  $5748 

Total Bill  $201,580   

(Library: 70 ft by 475 ft, 1 building, 8 am - 5 pm, everyday except holidays, 90% occupancy, 12 ft floor to floor height, steel construction) 

 

Total Energy Bill  (North Stockton)  Electricity Bill  Natural Gas Bill 

Housing  $214,132  $0 

Classroom  $728,388  $20,898 

Administrative  $351,534  $4010 

Library  $195,832  $5748 

Total  $1,489,886  $30,656 

Grand Total (per year)  $1,520,542   

 The total energy consumption of the MLK / Highway 99 and the North Stockton location                             differ by around $20,000, meaning that even with different locations and building                       orientations, the energy consumption is similar for both campus. It shows that the                         methodology is consistent for measuring the energy emphasis.  

Cross-sectional view of the classroom (left) and administration (right).  We also made some architectural sections for the buildings, as seen in the figures above, to                               determine the spaces within the building. For the classroom, we envision a three-story                         building 70 feet across. On both ends of the building are classrooms 30 feet in length, with                                 a 10 feet long hallway in the middle. Similarly, the administration building is three stories                             and 70 feet across. The closed offices on either side are 20 feet long, with open offices /                                   hallway in the remaining middle 30 feet.  

PROGRAMS 

 With regards to the majors and programs to be offered by CSU Stockton, we anticipate it                               will have similar offerings to CSU Stanislaus. The rough breakdown by major would be: 10%                             agriculture, 30% arts / humanities / social sciences, 20% business, 10% education, 15%                         health professionals, 4% law and legal studies, and 11% STEM majors . Another estimation                         18

by the San Joaquin Delta College forecasts that the sectors expected to grow in the San                               Joaquin County include computer networking and computer science, health science,                   nursing, and sustainability-related majors . Thus, it seems prudent for CSU Stockton to                       19

build science and laboratories in future phases to accommodate the expected growth in the                           healthcare and technology sectors.  

BUDGET / FINANCIAL AID  The initial financing for a CSU would come from both the state and from the local                               community. With regards to the structures, only the buildings with direct links to education                           are funded by the state, like the classrooms, labs, offices, and gyms. Other buildings, like                             the residence and dining halls, student union, and parking structures, are not funded by the                             state . These are funded partly by the students through their payments in room and board.                             20

After the university is up and running, the tuition and other fees paid by the students will                                 help finance the university as well.  The campus budget of CSU Stanislaus for the 2014-15 school year is $96,859,774, which is                             on the lower side of the statewide CSU budgets . Though we do not have any concrete                               21

number for the expected budget of CSU Stockton, we would expect it to be lower than $90                                 million for the first few years, as it takes root and slowly grows in student population.  Financial aid will be important for CSU Stockton. At Stanislaus, 88% of the full-time                           undergraduates were determined to have a financial need. Of the undergraduates that                       were determined to have financial need, 91% of them received financial aid . The average                           22

full-time undergraduate for the 2010-2011 academic year at CSU Stanislaus has a financial                         aid package of around $8000, which does not include any private alternative loans.                         Stanislaus also offers need-based gift awards, with the average amount awarded to                       undergraduates coming to about $6700. The average need-based loan for a student was                         around $4300. There were also awards for students who had no financial aid need and still                               received non-need-based aid, with an average of $1000 given to undergraduates. The                       estimated percentage of students who borrowed through all of the loan programs is around                           18%. 

18 https://secure.csumentor.edu/campustour/undergraduate/17/CSU_Stanislaus/CSU_Stanislaus3.html 19 http://www.deltacollege.edu/org/fmp/documents/EDMASTERPLANDRAFTMARCH2010.pdf 20 https://www.calstate.edu/cpdc/Facilities_Planning/Cost_Guide_CCCI_5565_EPI_2928.pdf 21 https://www.csustan.edu/sites/default/files/Budget/2014-15_university_budget.pdf 22 https://secure.csumentor.edu/campustour/undergraduate/17/CSU_Stanislaus/CSU_Stanislaus4.html

 The tuition rate for the CSU system is the same: $5472 per academic year for                             undergraduates enrolled in more than 6 units per term and $3174 for those taking 6 or                               fewer units . There are also mandatory fees that students must pay that are dependent on                             23

the campus. For Stanislaus, the mandatory fees for the 2014-2015 school year are $1214.  We expect a majority of the students to utilize financial aid, as the targeted population of                               Stockton generally is of lower-income.  The credit union expected to open along Airport Way can serve as another way for students                               to finance their education. Generally, credit unions offer personal loans of up to $50,000                           with terms up to 72 months, with corresponding higher APR rates based on the duration of                               the loan . 24

 

PUBLIC RELATIONS PLAN  The idea for a CSU Stockton is important for the city, but the message must also be                                 communicated with the local community. The first step to advocating for a CSU in Stockton                             would be to raise awareness about the benefits and opportunities that come from having a                             college degree. Without the residents seeing why higher education is important, the CSU                         will not be fully utilized by the people it is meant to benefit. As noted earlier in our                                   introduction, having a CSU in Stockton will serve as a tangible model for the community.                             CSU Stockton would start off attracting local high school students and be primarily a                           commuter-based institution. CSU Stockton staff could also promote the university by                     attending college fairs at the local high schools and by informing high school counselors                           about opportunities at CSU Stockton. The university could also partner with other                       universities, like UOP and SJDC, to help Stocktonian seniors decide which institution is the                           best fit for them. The universities could also allow transfer of credit between the schools,                             which would be beneficial for all involved. For example, UOP students could take summer                           classes at CSU Stockton, and thus save money, or CSU Stockton students could take                           high-level science courses at UOP so they can be exposed to STEM fields.   

CONCLUSIONS  We also looked at how our section linked to the other three topics. For the industry team,                                 having a CSU would help with the internal development of the businesses within the city,                             with programs like the CSU Study program. To promote environmental resiliency, the CSU                         could offer majors dealing with sustainability and promote green research. Lastly, the                       

23 http://www.calstate.edu/budget/student-fees/mandatory-fees/1415-feeschedules.shtml 24 http://www.fccuburt.org/loans-credit/loans/personal-loans.html

establishment of a CSU in Stockton could lead to the long-term development in Stockton,                           especially in the empty lots along Airport Way.  We hope our analysis on the feasibility of a CSU in Stockton will help the decision-makers                               with giving California’s largest metropolitan area without a public university its own CSU.                         We understand that the process for creating a new CSU requires much more work, but this                               will hopefully serve as a baseline for any future studies. There is a current bill in the                                 California State Assembly that would look into the feasibility of a CSU in Stockton,                           sponsored by Assemblywoman Susan Eggman (D-Stockton). The bill has now been amended                       to put the role of determining feasibility with the Legislative Analyst’s Office, instead of                           making a site-specific CSU bill . Thus, instead of looking specifically at Stockton, the bill                           25

would call for seeing which part of the state needs a CSU. Eggman believes this impartial                               analysis will show that Stockton needs a CSU. If Stockton does get chosen to receive a CSU,                                 this preliminary study can hopefully help the researchers with choosing a location.   

25 http://www.recordnet.com/article/20150401/NEWS/150409995