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State of the City Address – February 28, 2007
Mayor Edward Chavez
It’s Your City – Take Ownership
Good afternoon. It is my honor and pleasure to welcome you
to this year’s State of the City event and share with
you some accomplishments from the past year as well as a vision
for this coming year and the future.
First of all, my thanks to the sponsors for their outstanding
support in making this annual event a success; the greater
Stockton Chamber of Commerce, especially Doug Wilhoit, Heidi
Altamirano and the other Chamber staff; the management and
staff of the Stockton Arena; and the City of Stockton staff ….
All of who worked tirelessly to bring this event together.
We are again gathered in the Stockton Arena for the Annual
State of the City. You will notice that this year there has
been some changes. Along with a different menu, we have opened
this event to those who may only want to be here for the presentation
portion.
At this time, I would also like to introduce my colleagues
on the City Council:
- Vice-Mayor Leslie Barranco Martin
- Councilmember Steve Bestolarides
- Councilmember Dan Chapman
- Councilmember Clem Lee
- Councilmember Susan Talamantes Eggman
- Councilmember Rebecca Nabors
- And our City Manager, Gordon Palmer
Last week the City Council met in a special session to conduct
our goal setting for this year. Much of what I will share
with you today is connected to and related to those goals.
They, in turn, are the basis for supporting objectives generated
by staff and for the subsequent budget.
I will tell you that it is a pleasure to work with our Councilmembers.
While we do not always agree on every issue, we respect each
other’s opinions and views, and share a cohesive and
professional working relationship. This has allowed us to focus
our attention on the business of the City and to develop consensus
on the proposed Council goals for this year. While the Council
still needs to formally approve these goals in the near future,
and to concur with the objectives and activities, they are
as follows:
- Reduce crime and improve safety.
- Maintain an open and thorough process for monitoring the
fiscal health of the City.
- Articulate a vision for the ongoing revitalization of downtown
and the waterfront, and continued infrastructure, economic
development, and redevelopment initiatives throughout the
City.
- Develop a long-term vision for Stockton to provide for
viable development and economic growth with regional consideration.
- Evaluate the integration of technology in the delivery
of services.
- Develop a housing strategy to meet the diverse needs of
the community.
As in the past, the business of the City, the strategies,
and the work of City departments all go toward achieving those
goals. By way of example, last year at the State of the City,
I proposed some strategies that were subsequently approved
by council.
Let me share some of what has been transpiring in those areas.
First of all, the Mayor’s Task Force on Persons with
Disabilities was approved in June, 2006. The Task Force has
met numerous times and conducted a Learning Disability Fair
in December, which brought over 60 agencies together from throughout
the State for a three day event. They have established lines
of communication and partnerships with the City, the County,
SJRTD, and agencies that serve individuals with disabilities.
The Task Force additionally has served as a forum for residents
to come forward and discuss issues pertaining to disabilities
and the Americans with Disabilities Act. Some members of the
Task Force are with us today, and I would like to ask them
to stand so that we may recognize and thank them. Certainly,
these individuals personify what Churchill once said. “We
make a living by what we get; we make a life by what we give.” They
have given much in terms of time, talent and resources to make
things better.
The Easter Seals building was another issue addressed by the
Council. This community was faced with the potential of losing
warm water therapy services for those with debilitating illnesses.
It was important to the Council that a resolution be created,
and with the assistance of City funding, Service First has
taken over the building with the commitment of continuing the
therapy.
The Strong Neighborhoods Initiative was also approved by Council
this past year, allowing the City to leverage its redevelopment
tax increment in three areas: South Stockton, Midtown, and
North Stockton. Approximately 114 million dollars was bonded
allowing us to fund projects such as: street lighting improvements
and security cameras; traffic calming measures; traffic light
preemptive systems; curb, gutter, and sidewalk repairs; street
repair and resurfacing; Airport Way neighborhood service center
and beautification; public art; infrastructure improvements
to numerous parks; renovations at several community centers;
a proposed community center at university park; renovations
to fire stations; and over 23 million dollars toward affordable
housing projects involving 518 housing units. I am very proud
of the work staff has done relative to the Strong Neighborhoods
Initiative. We are finally in a position to invest in areas
that have typically been neglected over time. It is my hope
that these investments will allow us to leverage even more
tax increment in the next couple of years.
The success of the City in terms of economic viability is
reliant on a number of partners with whom we work on an ongoing
basis. I applaud the efforts of the San Joaquin Partnership
and the Business Council. An example of those collaborations
is seen in the decision by U.S. Gypsum to build their state-of-the-art
wall board plant at the port, thereby infusing hundreds of
millions of dollars into our city and region.
The success of the Port of Stockton is also success for our
city. In 2006, the Port had a record-setting year in ship calls,
private sector investment, infrastructure development, and
job growth. Lowe’s Building Supply signed a lease to
establish a new distribution center, investing more than 30
million dollars; Ferguson Plumbing Supply began construction
of a 650,000 square foot distribution center; and the Port
recently approved a 100 million dollar project with Pacific
Ethanol to build a plant. It is estimated that nearly 400 jobs
were created in 2006, generating more than 17 million dollars
in new income and benefits. These are family-wage jobs that
allow the purchase of homes and spending in our local economy.
Again, it takes a concerted effort by many, including our City
staff, to produce these results.
For those who do not know, we are also partnering with the
Census Bureau in being one of only two pilot sites across the
Country in preparation for the 2010 census. This equates to
almost 4,000 good paying jobs for the next few years. Their
work will also determine future funding based on census data.
Continued economic development enhances the quality of life
and supports continuation and expansion of City services. While
housing starts are notably down, commercial projects are up,
with 37 in the pipeline. Examples are the Weston Ranch Towne
Center on 60 acres and some 600,000 square feet; the Origone
Power Center at Hammer and 99 on 50 – 60 acres with 500 – 600,000
square feet; and, the life-style center, Stonecreek Village,
a wonderful infill project with 150,000 square feet at Pacific
and Robinhood. I applaud Jay Allen and Stone Brothers for their
commitment to Stockton and all they have done in that area.
I particularly look forward to the day the old Lyon’s
restaurant comes down and we have an Elephant Bar.
The Enterprise Zone has been expanded to include Rough & Ready
Island with the reapplication process beginning next month.
The employment picture is also looking more positive with our
unemployment rate at 6% rather than double digits. At a recent
job fair held at the Fairgrounds, there were approximately
1,000 jobs available and 40% of the positions were filled.
Another outstanding partner in the continued redevelopment
of downtown is the Downtown Stockton Alliance. Their efforts
helped make downtown cleaner and safer. We look to them to
work with us in making downtown a center for jobs, entertainment,
and culture. Beyond that, it is critical that housing strategies
be developed. I will speak to that in a few moments.
Since the Alliance began ten years ago, there are lower crime
rates downtown, a 400% increase in businesses downtown, a 99%
increase in property values and a 35% increase in ground-floor
lease rates. The Alliance is currently working on a renewal
plan for the next ten years which will allow them to work on
making downtown Stockton even more vibrant.
As we talk about downtown Stockton, I cannot fail to mention
one of our key partners … the County of San Joaquin.
I thank the members of the Board here with us today. I believe
I speak for the Council as a whole when I say our wish is to
work cooperatively with the Board on the many issues that face
us. Land use issues, the airport, general plans, the jail,
and emergency dispatch are certainly very important. I believe
we have more things in common than there are differences, and
my hope is that we build on those commonalities. The City Manager
and I have recently renewed meetings with Chair of the Board,
Victor Mow, and the County Administrator, Manuel Lopez, and
we thank them for that. An example of the cooperation that
exists is the County Administration building project …..
The County has committed to being downtown and the City has
donated lot “ I “, which is bounded by San Joaquin,
Sutter, and Weber. While the City Manager and I have expectations
of staff, I believe it is important for me, on behalf of the
Council, to publicly direct our staff to work cooperatively
with County staff and take every opportunity to move issues
along in a positive and expeditious manner. I would also encourage
my colleagues to engage the Board Members, whether in formal
or informal settings. We, our respective jurisdictions, and
our residents have so much to gain by working cooperatively
that we should not lose any opportunity.
Keeping the discussion on downtown, it appears we are finally
on the verge of bringing to Council an updated Special Events
Ordinance. Unfortunately, this issue has taken a while to develop.
The benefits of the proposed ordinance include combining various
applicable ordinances into one for ease of use; listing all
requirements under one single SMC section; establishing specific
due dates; easing insurance requirements; providing an appeal
process; setting the stage for one stop shopping and providing
an option for electronic filing via the internet.
The goal of further redevelopment downtown must include a
comprehensive plan creating a hospitality zone or an entertainment
district. This is vital in complementing all that has been
invested and taken place. Rather than a six month time line,
I would like to have an action plan in four months detailing
potential areas, uses and strategies that will help us attract
art and entertainment venues.
There are some forty five projects basically located downtown,
along the Channel, and Midtown on which City staff is working.
These were reviewed with the Council last week at the goal
setting session. At times, because of the number, complexity,
and magnitude of the projects, there tends to be a perception
that momentum has slowed down, and we are not putting enough
emphasis on these projects. This is certainly not true; but,
if anything, the Council should prioritize projects and attach
reasonable but aggressive timelines. We saw one example of
this last week when the Council approved a site and feasibility
study for downtown housing, but shortened the contract period
in order to get the information and start taking action. In
my mind there are some of the 45 projects that need to proceed
quickly. There is tentative agreement on the retail pads by
the arena; this needs to happen to again complement the ballpark,
arena, and the hotel due to be completed this fall. I would
expect a work plan to come to Council in the next couple of
months for approval.
The Downtown Marina Project also needs to be a high priority
so that construction can commence this year. I will ask that
council be given periodic updates on this so we can make the
appropriate legislative contacts, if necessary. I have already
mentioned the County Administration building and look forward
to activity at that site soon. Similarly, I talked about the
entertainment district and would expect proposals brought to
Council mid-year.
Housing is the next critical element to the renaissance of
downtown. Urban core housing is the trend among cities across
the nation and will help create a vibrant “24 hour” downtown.
We need to be aggressive and facilitate housing opportunities
now. Obviously, the market is not where it was a couple years
ago, but we must be optimally positioned as it rebounds. As
mentioned, we approved the study last week. We will be looking
at sites, types of housing desired by the market, prices, phasing
of projects, assembling properties, the need for potential
variances, and possible subsidy until market forces take over.
The City of Stockton has committed significant amounts of
funding and resources toward revitalization of downtown Stockton.
The projects, as you all know, that have been part of our renovation
have included the Bob Hope Theatre, Hotel Stockton, DeCarli
Plaza, Weber Point Events Center, the Cineplex, the ballpark,
and this arena. Coupled with this, Regent Development is investing
over 50 million dollars of private funding in building the
Sheraton Hotel currently under construction.
Again, there have been tremendous efforts made toward turning
downtown Stockton into a destination area where people want
to be. The study, due in four months, will be the next major
step in ensuring we keep moving forward. We will also have
to explore ways to make infill projects easier to do, whether
they are affordable or market rate housing units. To that end,
the infill Council of the BIA of the Delta is working with
staff to propose changes to the Development Code that will
promote development of infill projects along with possible
incentives. We currently have standard infill incentive provisions
such as use permit fee reductions, density bonuses, variances,
and waivers. Proposed incentives should come to us at the same
time we receive the downtown housing study.
The need to create a refined process in developing downtown
highlights the need to assess how we go about the business
of processing developments and projects generally. The City
Manager, Councilmember Bestolarides and I are meeting next
week with the BIA for a presentation of the matrix program
from Sacramento. On the same day, we will meet with a representative
from Sacramento for further discussions.
You may recall that two years ago, an ad hoc committee was
formed to review the Permit Center and provide recommendations.
Their work was completed and forwarded to the Council Community
Planning/ Development Committee. As part of their review process,
the committee and staff have been informed about a process
in Sacramento called the matrix program which streamlines development
processes and procedures.
Sacramento defines it as a new approach to the development
process based upon development type or product. The goals include
reorganizing around the concept of an empowered staff working
as a team on specific development types and rethinking traditional
methods in which the business of development is processed.
The objectives of matrix are to realign the architectural design
and review processes, and implement a front-loaded review process,
a system that is suited to the special needs of big projects.
The underlying principles are to get the customer ….
In my mind, whether it is a rehab job, infill project or big
development …. To success; value customers and co-workers;
and promote safety, livability, and economic vitality. According
to Sacramento, the benefits are numerous: such as improved
levels of code compliance; improved levels of customer service;
single point of contact; customer fit processes; and tools
of transparency. Are these not the very same goals, objectives,
principles, and benefits we would want for our City and our
customers? Woody Allen once said that eighty percent of success
is showing up. Well, I just don’t want to show up ….
I propose we shoot for one hundred percent success and look
for those models that we can replicate or modify to our needs
and make our processes successful.
I will be asking the Community Planning/ Development Committee
to come to Council with recommendations on how we can incorporate
a similar matrix type process in our city. My timeline right
now is 60 to 90 days, but Councilmember Bestolarides and I
will be in contact further on this. We need to be ready not
only when our downtown study is done, but to also manage and
appropriately handle the multitude of other projects. Sacramento
also has what it calls a common sense policy. Now, I know some
of you are probably thinking …. What an oxymoron ….
City Government and common sense. In implementing the matrix
program, the common sense policy is applied as a resource and
utilized when appropriate. We will obviously weigh the benefits
and potential costs, if any. But, I am reminded of what John
f. Kennedy said, “There are risks and costs to a program
of action; but, they are far less than the long-range risks
and costs of comfortable inaction.”
In my mind’s eye, I feel we are a little disjointed
in how we address housing. We have housing in redevelopment
areas in one location, affordable housing in another and other
housing developments someplace else. Possibly, under a matrix
type approach we can restructure and create teams that would
be similar to the Economic Review Committee whose role would
be to make projects successful. And we should not overlook
technology as a vehicle to enhance service delivery. I am excited
about the prospect of improving our ability to serve and look
forward to working with the City Manager.
Let me now turn to address the issue of crime. As I mentioned
earlier, this is the highest priority for the Council in its
goals. There are those who prefer to theorize about the issue
and expect all solutions will stem from government. It is extremely
important that we all know and accept that crime, gangs, and
drugs are not just law enforcement problems. They are community
problems. We must realize that crime is the result of other
very significant issues: drug addiction, including drug babies,
mental health, breakdown in the family structure, generational
gang families, illiteracy, poverty, low self esteem; and the
list goes on. I bring these up, not to make excuses for what
the City may or may not be doing; but, rather to put it in
proper perspective. Crime affects our entire community and
we must not only be concerned … we must all be part
of the solution. It is your City … take ownership.
In 2005 the City Council approved an eight-point Crime Suppression
Initiative that included additional funding for enforcement
and created a Blue Ribbon Committee. That committee met for
a number of months and generated some 30 recommendations in
three general categories … enforcement, prevention and
rehabilitation. Included were support for increased jail capacity,
expanding the Outreach Worker Program that deals with gangs
and at risk youth, increasing gang/ drug/ and mental health
outreach programs, expanding re-entry programs for those who
have been incarcerated, increasing street lighting and security
cameras, utilizing faith based institutions for intervention/
prevention services and rehabilitation support.
We have an outstanding Police Department with a highly qualified
and extremely competent Chief in Wayne Hose, management staff,
and personnel throughout the organization. Just recently, the
Chief reported on crime for 2006. Compared to 2005, there was
a 2% increase in violent crime, a 4.5% increase in property
crime, and a total increase of 4.1% in part one crimes. This
trend is much more positive than the double digit increases
during the middle of last year. For the month of January, 2007,
violent crime was down 4%, property crimes down 6.1%, and total
part 1 crimes down 5.7%. These are the kinds of results we
all want to see and maintain.
There are a lot of things happening to combat and reduce crime
in Stockton. Many in our community only know what the media
presents. Well, let me assure you, there is a whole lot more
being done. Just because you do not see or read about the positive,
aggressive, and successful efforts being done, doesn’t
mean they are not happening.
To be sure, we must continue to do all we can to give
the Police Department the tools to do their job. Having said
that, we cannot arrest our way out of the crime problem. We
need a larger jail facility because we have not kept pace with
the overall growth in our county. The County has engaged an
updated Jail Needs Study which should be out in several months.
We, at the City level, will work with and support the County
in their efforts on the County Jail. The majority of those
incarcerated are by City Police Departments, and the largest
numbers of those are by the Stockton Police Department. I extend
my commitment, and that of the Council, to support and explore
ways to work with the County to increase facilities. It is
important to note that building a larger jail is only part
of the equation; staffing, operations, and maintenance are
very costly and need to be part of the solution.
At our recent goal setting session, the Chief briefed us on
some new strategies he is implementing to recruit and retain
Police Officers. This is a State-wide issue, but we were encouraged
with his report to enhance recruitment efforts, shorten the
testing and background process, and provide incentives to attract
officers. The Budget and Finance Committee recently reviewed
the addition of 16 more Police Officers in next year’s
budget. This will be brought to full Council during the budget
process. As a Council, we will provide the Chief and the department
the funding needed to recruit and add more personnel. I am
asking the City Manager to have the Chief develop a strategy
for hiring additional Police Officers for the next five years
so that the Council has a clear understanding of the resources
required and the associated costs. This should be done in conjunction
with this year’s budget cycle so we have a global perspective
for future years.
In reviewing the report that was done by Anthony Braga last
year, a number of the key recommendations have been implemented
or are in the planning stages. These include hiring of more
Police Officers, concentrating on violent crime hot spots,
expanding the Gang Violence Units, and reinstituting Operation
Peacekeeper which brings a broad spectrum of law enforcement
in face to face meetings with the more violent gang members.
A few months ago, the Council approved increased funding for
more outreach workers that will be out on the streets and neighborhoods
interacting with gang members, defusing potential problems,
and providing references to needed social services.
A few weeks ago, it was brought to my attention that Metro
Air Support, the non-profit organization that maintains and
flies a helicopter in support of Stockton P.D. needed funding.
I have met with Metro Air, and am asking the City Council for
support in funding 40 thousand dollars for the remainder of
this fiscal year for the helicopter program. This will provide
a definite revenue stream and allow them to stay in the air
as we assess their services further and determine future agreements.
A helicopter provides expeditious support to units in the field
and has tremendous potential as a tool for law enforcement.
We have provided additional tools to the Police Department
in the form of a Street Racing Ordinance; an updated Graffiti
Ordinance; a Community Safety Ordinance that targets locations
and property owners that allow illegal activity such as gangs,
drug sales, and prostitution. The Police Department has been
active in conducting a number of missions toward parolees,
probationers, sex offenders, illegal racing, and illegal cars.
All of these are meant to add to our tool box of strategies
in creating a safer City and adding to the quality of life.
The Community Partnership for Families has been in existence
for several years providing services through the neighborhood
service centers. C.P.F. is a coalition of neighborhood groups,
schools, social service agencies, criminal justice agencies,
City and County government, and the business community. C.P.F.
works on building strong and resourceful families with a particular
focus on building financially self-sufficient families. Additionally,
they have a track record of working successfully to reduce
juvenile crime and delinquency. Over a one year period a total
of 905 families were assisted at four resource centers. In
working with those families, there was a 47.5% decrease in
cps interventions; a 71.4% decrease in juvenile arrest rates;
and a decrease in unexcused school absences and suspensions.
The Community Partnership for Families is a viable entity in
reducing crime. As such, I am recommending that funding to
them from the City be increased to a total of $150,000. Again,
we must capture those assets in our community that have taken
ownership and are producing results.
There are two additional strategies that I am proposing. The
first, a Community Gang Prevention Task Force that would utilize
existing law enforcement resources; a renewed Operation Peacekeeper
effort; outreach workers; and expand to include parents, community
service organizations like the community partnership for families,
faith-based organizations, and schools. San Jose has had a
similar model for several years and with very positive results.
Working together, the Task Force can and must develop and coordinate
programs to prevent, intervene, and suppress gang activity
and crime in response to changing needs. Collaboration is the
key ingredient with a focus on youth, families, and outcomes.
I believe we have a number of resources throughout our City
and we need to make the best use of them.
I have had the opportunity and pleasure to meet with pastors
and ministers on a quarterly basis over the past two years.
A lot of our discussions have centered on the issues of crime,
gangs, drugs, and what some of their ministries are doing.
We would be negligent if we did not incorporate the services
of programs like Point Break Adolescent Services, Victory Outreach,
New Harvest Men’s Transitional Program, Hope’s
Angels, and the Stockton Leadership Foundation. For too long
we have fallen back on the separation of church and State as
the reason why we cannot support prevention and intervention
programs that are run by the faith community. That thinking
must stop; there are ways; other cities have found them. The
Stockton Leadership Foundation is new to Stockton and fashioned
after a similar effort in Fresno. It is a faith-based organization
comprised of civic, business and religious leaders devoted
to the improvement and transformation of Stockton into a community
of hope and charity. I know there are a number of ministers
in attendance today. You understand this is your City and I
ask that you stand with me to show that you also take ownership.
Thank you … and please, anyone else who wants to take
ownership can stand as well.
The second strategy would work hand in hand with the community
Gang Prevention Task Force and focus on strengthening our neighborhoods.
This is not to be confused with the Strong Neighborhoods Initiative
that addresses infrastructure and capital projects. The Strong
Neighborhoods, or “Neighborhood Renaissance” as
Councilmember Lee calls it, would be built by developing community
leadership and working collaboratively with residents to achieve
delivery of City services and neighborhood priorities. Staff
has already taken a look at what San Jose has done in building
strong neighborhoods, and I truly believe staff understands
what the Council is hoping to achieve. The organizing model
and strategy are in place for us to replicate or modify accordingly.
Strong neighborhoods will be healthy neighborhoods with residents
willing to take ownership … yes, I said, “ownership.”
Citizen participation is critical in developing clear priorities
with two-way accountability. I have discussed this with the
City Manager and we realize the City would have to hire community
organizers that would work with various City departments, social
service agencies, and, more importantly, the neighborhoods.
As Councilmember Eggman has indicated to me, the goal is to
create healthy neighborhoods with a strong healthy quality
of life for all residents. Indicators could well be, ownership,
of course, reduced crime, safe gathering places, identity,
and the provision of adequate services (housing, human services,
schools, etc.)
I mentioned that staff has already started some preliminary
work on this. I am asking the City Council to support me in
directing the City manager to develop a model and an implementation
plan, and to bring an initial presentation to Council within
90 days. This plan should encompass both the Community Gang
Prevention Task Force model and strong neighborhoods. Both
of these strategies are intended to focus on and reduce crime
and create a safer community, neighborhood by neighborhood.
Elected officials are subject to criticism regardless of what
they do or not do. That is the nature of the position. This
Council is not sitting on its hands and letting opportunities
for our city go by. Significant efforts have gone into rectifying
some legal, contractual and construction issues this past year.
The vision of continued redevelopment in downtown, enhancing
economic development, creating more affordable housing, and
having a good quality of life and a safe community is strong.
The strategies with the corresponding timelines will get us
there. I will not bankrupt this City in an attempt to achieve
some perceived legacy, nor will I tie the hands of future Councils
to fiscally manage this City. The goals and priorities will
be balanced with whatever financing means can be structured
to achieve them. For those who cannot or do not accept this,
I do not apologize nor make excuses.
As I look around this arena, I see those who have supported
this city and want the best for our residents. I ask you to
stay the course. Remember this is your city … be part
of the solution … take ownership.
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Stockton,
CA 