Stockton Housing Strategy Downtown Housing... · 2010. 6. 29. · mixed-use projects; and •...

GGrreeaa tt ee rr DDoowwnntt oowwnnStockton Housing Strategy

August 23, 2007 • PUBLIC DRAFT

prepared for: Downtown Action Team Housing Subcommitteeprepared by: Stockton Community Development Department

with assisted from: RACESTUDIO and A. Plescia & Co.

Greater Stockton Downtown Housing Strategy

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Contents

Executive Summary

Introduction

Section 1: Fremont Park Neighborhood Pilot ProgramSection 2: Waterfront Master Development AreasSection 3: Creating Residential Community in Arts Neighborhood/Hospitality District (SOMA)Section 4: Residential Mixed-use OverlaySection 5: Infill Financial Incentive Program

Action Plan

Acknowledgements

Appendix Under Separate Cover


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Executive Summary

In spring 2007, the Greater Downtown Stockton Strategy (“Housing Strategy”) was initiated by theStockton Redevelopment Agency to establish action oriented steps to achieving new housingdevelopment in and around Downtown Stockton. On June 21, 2007, the Downtown Action Team(DAT’s) recommendations were presented to the City Council at a special meeting. The CityCouncil had requested an update in the implementation of recommendations within four monthsof commencing the study. Since the special meeting, the DAT Housing Subcommittee,consultants, City and Agency staff prepared this report to summarize recommendations.

Four Primary Recommendations

1. Fremont Park Neighborhood RenaissanceProgramUnderutilized commercial properties withinwalking distance of the downtown core createsopportunities for neighborhood creation. TheFremont Park Neighborhood Pilot Program is apart of the Neighborhood Improvement Programlaunched in 2006 by the Mayor and City Council.The Housing Strategy is consistent with theCity’s goal of developing revitalization andhousing strategies to meet the needs of theneighborhood through a community-basedplanning effort, creation of a master plan andsupporting environmental (CaliforniaEnvironmental Qauality Act (CEQA)) review anddocumentation.

2. Waterfront Master Development AreasFormerly an industrial waterfront, the StocktonChannel has become the focal point for initialrevitalization activities. A key recommendationis to prepare plans, infrastructure assessments,and a supporting environmental documentationfor the North and South Waterfront areas. Theintent is to “set the table” for new investment bydeveloping a comprehensive land use anddesign plan with related environmental reviewlevel (CEQA) entitlements; creating aninfrastructure and financing plan; andsequencing public and private investment tocreate a master planned waterfrontneighborhood that is an extension of downtown.

3. Hospitality District Housing StrategyStockton is also in the process of creating amulti-use downtown district, expanding nighttime entertainment and cultural uses in theDowntown Core Area. The Housing Strategyrecommends integrating hospitality, parking andtransportation, design, preservation and housingstrategies. This approach builds upon the bothinvestment in new community and entertainmentvenues and efforts by the Downtown StocktonAlliance to plan and manage a district that willbecome the principal urban playground for afuture metropolitan region of one million people.

4. Rewarding Good Behavior–Regulatory andFinancial IncentivesFor decades, suburban growth on Stockton’sfringes has enjoyed a district cost advantageover infill development. The Housing Strategyrecommends preparing a Residential Mixed-useOverlay that integrates more flexible standards,a streamlined review process and financialincentives for projects that implement GeneralPlan infill development polices. The HousingStrategy bundles financial incentives with theResidential Mixed-use Overlay. This includes anarray of Agency and City incentives that rangefrom active facilitation of new residential projectsto passive incentives that promote infilldevelopment through an alternativedevelopment fee schedule.

Exhibit A

Initial PhaseThe Housing Strategy recommends building on public investment on Stockton’s waterfront, initiating aneighborhood revitalization pilot project in the Fremont Park Neighborhood, and including housing as anintegral part of downtown’s Hospitality District planning.

Greater Downtown Stockton Housing Strategy


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Introduction

The Greater Downtown Housing Strategy was prepared to organize a wide rangeof planning, redevelopment, regulatory and financial actions to meet the City’shousing, neighborhood revitalization and downtown economic developmentobjectives. It represents the efforts of the DAT Housing Committee, input frommembers of focus groups and a community workshop.

PurposeIn 2007 the City Council directed staff to preparea strategy for implementing housing objectivesfor the greater downtown area. In particular, theCity wanted to better understand how tocoordinate its efforts to build new housing andrevitalize existing neighborhoods. This includedleveraging Agency and City-owned property,potential for financial and regulatory incentives,and connecting together existing programs toimprove the feasibility for projects thatimplement General Plan infill policies,reinvigorate downtown, and revitalizeneighborhoods.

ProcessThe planning process was initiated in March2007. The process included four main tasks:

• Assessing the real estate market andidentifying development opportunitysites;

• Developing case study blocks to identifyhousing product types appropriate forvarious locations in the downtown;

• Preparing economic feasibility analysisof various types of residential andmixed-use projects; and

• Developing an overall strategicframework for infill housing and mixed-use development.

The process yielded opportunity maps, marketopportunities summary, case studies report,financial feasibility studies, workshop summaryof neighborhood planning objectives, focus

group findings and preliminary concepts andstrategies presentation/slideshow for a CityCouncil Study Session in June 2007. Thesedocuments can be found in the Appendix to thisreport.

The Downtown Action Team (DAT) HousingSubcommittee acted as the advisory committeefor the City. The Housing Subcommitteesponsored a community workshop in May 2007that was attended by over 80 people. Staff andconsultants interviewed developers, real estatebrokers, property owners, and met with interestgroups to get a variety of perspectives on issuesand opportunities facing housing and mixed-usedevelopment in the downtown.

Organization of ReportThe report has five sections that are bracketedby the Introduction and Action Plan. The firstsection describes the features of a pilot programfor the Fremont Park Neighborhood. The secondsection outlines tasks for developing plans andCEQA documents for the WaterfrontNeighborhood. The third section identifies tasksfor integrating housing into the ArtsDistrict/Hospitality District. The fourth sectionprovides an overview of the features of aResidential Mixed-use Overlay as a regulatoryincentive. The fifth section describes a financialincentive program for infill housing and mixeduse development. Finally, the Action Planassigns key tasks, responsibility, and timing ofrecommended implementation activities for theHousing Strategy.

Exhibit B

Planning AreaApproximately 167 acres could be developed as housing over the coming decades. Clusters of opportu-nity sites are to be comprehensively planned as catalyst projects for improving downtown’s neighbor-hoods.


Exhibit C

Workshop Participants Define Neighborhoods and Related ObjectivesParticipants at the May 7, 2007 community workshop worked in teams defining the location and objec-tives for Downtown Stockton’s neighborhoods. The map above includes is based on their input and willbe used for shaping development criteria for downtown neighborhoods.



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Section 1: Fremont Park Neighborhood Pilot Program

The Fremont Park Neighborhood Pilot Program is a part of the NeighborhoodImprovement Program launched in 2006 by the Mayor and City Council. TheHousing Strategy articulates the City’s goal of developing revitalization andhousing strategies to meet the needs of the neighborhood through a community-based planning effort, creation of a master plan, applying incentives, andsupporting CEQA documentation.

Objectives:• Approach neighborhood revitalization in a comprehensive manner• Engage the community in the process• Leverage public investment and City-owned property• Create opportunities for private investment• Have a catalytic effect on neighborhood revitalization• Unify City/Agency staff team and community around a common mission

1.1 Preparing a Master Plan and EIRThe Fremont Park Neighborhood is locatedbetween Miner Avenue on the south, Park Streeton the north, California Street on the east and ElDorado Street on the west. The study area islocated within the West End RedevelopmentProject Area, and consists of 16 city blocks, andapproximately 32 acres of land, with a largenumber of vacant or underutilized properties thathave been identified as available for infillhousing and mixed-use development. TheHousing Strategy recommends preparing aneighborhood master plan and supportingEnvironmental Impact Report (EIR) in order tofacilitate private sector investment thatimplements community objectives.

The master plan would identify challenges,assets, opportunities and constraints; vision forchange; and improvement plan for theneighborhood. Specifically the master planwould:

Analysis• Assess neighborhood needs;• Identify a Neighborhood Improvements

Plan including–assessing publicimprovement (streetscape) needs, andexisting capacity and future needs forpublic infrastructure (water, sewer,utilities) to accommodate plannedrevitalization activities;

• Identify opportunity sites; and

• Identify design and developmentobjectives.

Neighborhood and Development Plan• Include a Neighborhood Improvement

Plan including strategy for revitalizationactivities, housing rehabilitation andresidential/mixed-use infill development.

Implementation Plan• Use of City/Agency-owned property to

facilitate private development andinvestment; and

• Plan for the future of the existing PostOffice Building in terms of uses andtiming for development.

Certified Master EIR• Identify CEQA alternatives;• Define a development program and

project description; and• Result in a Certified Master EIR.

1.2 City-Owned LandThe master plan would leverage existing City orAgency owned property and/or property to beacquired/assembled by the City/Agency tocreate infill residential or mixed-usedevelopment opportunities within the FremontPark Neighborhood. This will require exploring:

Exhibit D

Left:

This preliminary carry-ing capacity analysisindicates the availablesites in the FremontPark Neighborhoodcould accommodatearound 139 new unitsof housing.

The vacant andunderutilized sites inthe area could accom-modate a variety ofhousing types includ-ing apartments,live-work lofts, townhous-es and duplexes.

Left:

New housing in theFremont ParkNeighborhood wouldmake the most out ofthe park as anaddress.

Housing can bedesigned to reflect theneighborhood’s archi-tectural variety and tofit into an area that isan important neigh-borhood-downtowninterface.


Fremont Park Neighborhood Carrying Capacity Analysis

Exhibit E

Above:

This plan view of the carrying capacity diagram illustrates how a variety of building types can fit into theFremont Neighborhood. This indicates apartments facing the park, rowhouse live-work along FremontStreet, and townhouse clusters with shared parking courts on one-half and quarter-block infill sites.


Fremont Park Neighborhood Carrying Capacity Analysis


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• Potential sites’ ability to accommodatedesirable projects in terms of size,density and configuration;

• Strategies related to acquisition andassembly of key properties;

• Pre-development activities such aspreparation of Phase I/II environmentalsite assessment; and

• Criteria for Request forQualifications/Proposals (RFQ/P) forearly phase (Phase 1) developmentsites.

1.3 Neighborhood Implementation StrategyPlan–Pilot ProjectPlanning for new infill housing and mixed-usedevelopment in the Fremont Park Neighborhoodprovides an opportunity to engage thecommunity to implement one of the initialneighborhood planning efforts described in Cityof Stockton Neighborhood ImprovementStrategic Plan (June 2007). Fremont ParkNeighborhood would be approached as a PilotProject that demonstrates how organizationaland planning approaches can further Stocktonneighborhoods’ aspirations.

OrganizationThe Stockton Neighborhood ImprovementStrategic Plan emphasizes communityparticipation and coordination of City staff anddepartmental resources. The Pilot Project can:

• Determine City and Agency staff needsand organization structure;

• Assure ongoing staff capacity, supportand commitment; and

• Assist in establishing a neighborhoodbased organizational structure in termsof neighborhood partners,representation and leadership.

Neighborhood Improvements PlanAn important outcome from the NeighborhoodImprovement Strategic Plan is development ofan implementation program for neighborhoodimprovements. Expected outcomes wouldinclude:

• Assess existing capacity and futureneeds for public infrastructure (water,sewer, utilities), and improvements such

as streetscape, school, park needsrelated to proposed build-out;

• Identify required community services tomeet the needs of existing/futureneighborhood residents; and

• Use of public investment, improvementsand actions as means to stimulateprivate sector capital investment.

1.4 Applying Mixed-use Infill OverlayFremont Park Neighborhood Pilot Programwould demonstrate the application of theResidential Mixed-use Overlay for infill housingand mixed-use development. This would includemeasures that reward good behavior in relationto proposed projects, improvements and/oractivities that are consistent with the approvedvision for revitalization of the Fremont ParkNeighborhood. These incentives could include:

• Application of flexible infill residentialand mixed-use development standardsand design guidelines that are context-based;

• The ability to provide certainimprovements such as parking andopen space on district approach; and

• Expedited development, design andbuilding review process.

1.5 Infill Financial Incentive ProgramIn addition to regulatory (zoning) incentives,proposed City of Stockton infill developmentfinancial incentives can be used to facilitate thedevelopment of desired new infill residential ormixed-use development, and revitalization(rehabilitation) of existing residential or mixed-use buildings. Incentives could include:

• Continued implementation of City ofStockton Housing Departmentincentives and programs related tohousing rehabilitation, production ofwork force housing, etc.;

• Disposition of City/Agency-ownedproperty to facilitate (economically)desirable infill residential and/or mixed-use development;

• Providing City/Agency financing forpublic infrastructure (water, sewer,utilities) and/or public improvements(e.g. streetscape); and


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• Establishing an alternative developmentfee structure (Public Facility Fees) for

qualified infill residential or mixed-usedevelopment.


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Section 2: Waterfront Master Development Areas

A key recommendation is to prepare comprehensive land use and infrastructureplans and supporting environmental clearances for the North and SouthWaterfront areas. The intent is to “set the table” for new public and privateinvestment by developing a land use and design plan with related CEQA-levelentitlements; creating an infrastructure and funding plan; and sequencing publicand private investment to create a master planned waterfront neighborhood thatis an extension of downtown.

Objectives:• Provide catalyst investments for revitalization of Stockton’s waterfront and adjacent

neighborhoods• Assess, plan, fund and implement public infrastructure• Utilize a public-private partnership approach to revitalization• Coordinate neighborhood-building strategies through a master implementation process• Position key properties and private investment opportunities for success• Accelerate implementation

2.1 Master Development Plans: Initial PhaseResidential and Mixed-use DevelopmentAreasThe proposed Waterfront Neighborhoodincludes channel edge lands between FremontStreet on the north, Highway 4 on the south,Center Street on the east and I-5 on the west.Later phases could include land west of I-5. TheWaterfront Neighborhood includes a study areathat has approximately 35 acres of opportunitysites on the north side of the channel and 58acres on the south – for a total of 93 acres. Ofthat total approximately 38 acres are owned bythe Agency and City in the WaterfrontNeighborhood. In addition, there areapproximately another 25 acres of potentialdevelopment sites located in the largely vacantWest Shore industrial site, west of the I-5freeway.

The Housing Strategy recommends the City andAgency prepare master plans for the NorthShore and South Shore areas. The plans wouldestablish a land use (residential and mixed-use)and development program for each area,including identification of building densities,prototypes, build-out projections, initialdevelopment opportunities, integration ofcommercial uses with residential/mixed-usedevelopment. In addition, it would address

issues related to environmental conditions,public infrastructure and public improvements.

North ShoreThe Housing Strategy builds upon the successof the City’s investment in the North Shore area,with the Stockton Arena, Ballpark, SheratonHotel, and waterfront restaurants. Furtherinvestments can continue to contribute to thearea’s positive influence, and help facilitateprivate sector investment in contiguousneighborhoods. The Housing Strategyemphasizes:

• Use of City/Agency-owned property tofacilitate private development andcapital investment;

• Building on the synergy from theexisting Event Center, entertainmentand sports facilities;

• Enhancing linkage and connectionsbetween neighborhoods and waterfront,with neighborhood servingcommercial/retail uses as catalyst forFremont Street and WeberNeighborhood investment;

• Enhancing public access to thewaterfront, and create public pedestrianaccess to waterfront (e.g. river walk);

• Assessing existing capacity and futureneeds for public infrastructure (water,


Exhibit F

Waterfront Neighborhood Carrying Capacity Analysis: Residential Mixed-use Emphasis Option

This carrying capacity analysis for theWaterfront Neighborhood emphasizesdevelopment of residential and mixed-use projects. It assumes the entirearea is master planned as centralCalifornia’s most exciting in-townwaterfront community of over 1,000new houses.

Features:• Extends streets and neighborhood

connections to the water;• Live-work and mixed-use buildings

face busy streets and the water; and• Ironworks become a mixed-use cul-

tural attraction to the North Shore.


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sewer, utilities) to accommodateplanned development; and

• Assessing environmental conditions inrelation to physical suitability of propertyfor development.

South ShoreA number of catalyst projects currently beingplanned for this area, including the South PointeCondominium Project, a waterfront promenade,marina, and visitor boating docks. For the SouthShore, the Housing Strategy emphasizesunifying a variety of development opportunitiesinto a neighborhood. It does this by:

• Using of City/Agency-owned property tofacilitate private development andcapital investment;

• Building on the South PointeCondominium Project as example of awater-oriented residential development;

• Exploring potential redevelopment ofcertain Stockton Unified School District(SUSCD) owned property;

• Integrating commercial development inthe context of desired residential andmixed-use development;

• Assessing existing capacity and futureneeds for public infrastructure (water,sewer, utilities) to accommodateplanned development; Weber Avenue

improvements (utilities, lighting, etc.);and

• Assessing environmental conditions inrelation to physical suitability of propertyfor development.

2.2 Master Environmental Impact Reports(EIRs)The Housing Strategy recommends preparationof a master Environmental Impact Report (EIR)for the Waterfront Neighborhood Master Plan inaccordance with the California EnvironmentalQuality Act (CEQA). The intended approachwould result in a program level EIR to be usedas the required environmentalreview/documentation necessary for proposedredevelopment and/or new developmentactivities that are consistent with the WaterfrontNeighborhood Master Plan. By preparing aMaster EIR, the City can:

• Fast-track projects consistent with theWaterfront Neighborhood Master Plan;

• Use the Master Plan as a basis forprogram description assessed in MasterEIR, including planned land uses andprojected development program; and

• Have a description of proposeddevelopment to be flexible in regard to aresidential and mixed-use developmentprogram.

Exhibit G


Waterfront Neighborhood Carrying Capacity Analysis: Commercial Mixed-use Emphasis Option

This carrying capacity analysis forthe Waterfront Neighborhoodemphasizes development of com-mercial and mixed-use projects. Itassumes the entire area is masterplanned as central California’s mostexciting in-town mixed-use water-front address with over 550 newhouses and 1,600 jobs.

Features:• Extends streets and neighborhood

connections to the water;• Commercial uses are located

along the waterfront and freeway;and

• Provides shared parking foremployment uses.

Exhibit H


Waterfront Neighborhood CarryingCapacity Analysis: Residential Mixed-useEmphasis Option

Waterfront Neighborhood CarryingCapacity Analysis: Commercial Mixed-useEmphasis Option


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Section 3: Creating a Residential Community in the Arts Neighborhoodand Hospitality District (SOMA–South of Miner Area)

The Housing Strategy recommends integrating hospitality, parking andtransportation, design, preservation and housing strategies. This approach buildsupon the both investment in new community and entertainment venues andefforts by the Downtown Stockton Alliance (“Alliance”) to plan and manage adistrict that will become the principal urban playground for a future metropolitanregion of more than one million people.

Objectives:• Integrate quality urban residential and mixed-use uses into the Arts Neighborhood and Hospitality

District• Make the Arts Neighborhood and Hospitality District an exciting residential neighborhood with

various urban housing lifestyle choices• Coordinate public and private investment in support of creating a variety of residential product

types and housing choices

3.1 Housing as Part of the SOMA Plan (ArtsNeighborhood/Hospitality District)The South of Miner Area (SOMA) is located inthe Historic Downtown Stockton centralbusiness district, between Miner Avenue on thenorth, Center Street on the west, Highway 4 onthe south, and Stanislaus Street on the east.This area is the location of City and Countygovernment, entertainment uses, and a sizeablenumber of underutilized late 19th century/early20th century buildings. The Alliance hasprepared a Hospitality Zone Assessment thathas outlined a variety of planning andimplementation activities that supportentertainment and cultural objectives for thearea with a focus on programming andmanagement. The Housing Strategyacknowledges the importance of coordinatedplanning effort for this part of downtown, withhousing complementing the other entertainment,dining, and retail objectives.

The Housing Strategy emphasizes quality urbanresidential and mixed-use development as anintegral part of, and a contributor to thesuccessful implementation of the planned ArtsNeighborhood and Hospitality District in SOMA.The Housing Strategy assumes housing in thisarea needs to:

• Be integrated as part of hospitality,arts/entertainment, parking, transit andpark/open space planning;

• Reflect a variety of housing needs–market rate, work force, art’s lofthousing, affordable housing on either anownership or rental basis;

• Respond to various opportunities todevelop residential or mixed-useprojects through new construction,rehabilitation and/or adaptive reuse;

• Be pursued through partnerships withthe Downtown Stockton Alliance,property owners, non-profit artorganizations, developers; and

• Be phased and coordinated with otherpublic and private investmentopportunities.

3.2 Arts Neighborhood/Hospitality DistrictDevelopment ProgramThe Housing Strategy recommendsimplementation of the Arts Neighborhood andHospitality District in a manner that helps createthe type of environment that is conducive to, andsupports the development of quality urbanresidential and mixed-use development, andattracts private sector capital investment andpotential downtown residents.

SOMA as Stockton’s Loft District:Hospitality/Cultural/Arts Facilities

Exhibit I


South of Miner Area (SOMA)

The Housing Strategy recom-mends that housing beplanned as an integral part ofthe Hospitality District. Thisdiagram illustrates the exist-ing mix of uses that would beattractive to new downtownresidents.

Left:

This analysis of a Main Street block illus-trates how two historic buildings could berenovated as part of an artist housing andstudios project.

It features:• New loft/live-work buildings;• Renovated hotel and commercial build-

ings;• Small arts plaza; and • Ground floor commercial and arts uses

in storefronts.


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The existing building stock and the potential forconcentrating food and entertainment usesmake the SOMA the “loft district” for Stocktonand the metropolitan area. The success of thishousing market opportunity depends on:

• Recognizing the area’s existing historicarchitecture, street pattern, and uniquecultural resources

• Supporting a variety of cultural facilities,programs and events;

• Creating an active lifestyle district with amixture of daytime and night-timeactivities for visitors and residents;

• Facilitating community-based arts, artistloft housing, studios/exhibition spaceand restaurants/watering holes; and

• Promoting mixed-use development withresidential uses on upper levels ofmixed-use buildings.

Merchandizing Strategies: NeighborhoodServicesSuccessful historic Central Business Districtsmaintain the “street level” charm and retailcontext, even though retail uses may haveceased to be the primary use. This provides abuilding pattern where ground floor activities canprovide “wateringholes”, restaurants, shoppingand services for residents - which are importantfor the long term viability of attracting aresidential population in downtown. Supportingthis will require:

• Development of an overall retailtenanting strategy to identify theappropriate type, mixture of ground floorcommercial/retail uses that support bothresidents of, and visitors to the ArtsNeighborhood and Hospitality District;

• Preparation and implementation of aprogram for retention of existing(including expansion) and attraction ofnew commercial, retail and restaurantuses; and

• Working with property owners anddevelopers to facilitate occupancy ofappropriate commercial/retail uses.

Variety of Housing Choices: ResidentialDevelopment ProgramThe variety of housing types and tenure(ownership or rental) choices will add to the

vitality and population of the downtown. TheHousing Strategy recommends:

• Facilitating development of market rate,work force and affordable housingopportunities;

• Development of artist’s loft stylehousing;

• Adaptively reusing historic building stockwhere physically and economicallypractical; and

• Supporting development of bothownership and rental housing.

Neighborhood Access: Parking andTransportationOne of the competitive advantages of living inthe downtown is its terrific regional access viatrains, buses and highways. As the metropolitantransit hub, it offers an opportunity for “car-free”living and interregional commuting. The HousingStrategy recommends promoting:

• The downtown’s regional accessopportunities;

• The downtown’s variety of transportationoptions–bicycle, pedestrian andautomobile modes;

• Downtown as a pedestrian friendly,walk-able district with appropriatesidewalk, street lighting, andlandscaping improvements; and

• A district approach to parking to supportthe desired residential and mixed-usedevelopment including on-street, off-siteand joint use/shared parking solutions.

3.3 Action PlanImplementation of housing in the downtownrequires planning that includes various pre-development, financial and development actionsto support/facilitate desired quality urbanresidential and mixed-use development. TheHousing Strategy assumes new construction,rehabilitation and/or adaptive reuse of existingbuildings will require a proactive approachincluding:

• Assessing existing capacity and futurepublic infrastructure (water, sewer,utilities) needs to accommodate plannedresidential and mixed-use development;


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• City/Agency financing of publicimprovements (e.g. streetscape,parking) to support desired residentialand mixed-use development;

• Conducting pre-development activities(e.g. site assembly, Phase I/IIenvironmental site assessment) to helpposition certain properties and/orbuildings for redevelopment;

• Development of a phasing plan forpublic investment (e.g. installation ofpublic infrastructure improvements)coordinated with proposed privatesector capital investment; and

• City of Stockton Housing Departmentincentives and programs related tohousing rehabilitation and production ofwork force housing.


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Section 4: Mixed-use Overlay

The Housing Strategy recommends preparing a Mixed-use Residential Overlayzoning designation that integrates more flexible standards, a streamlined reviewprocess and financial incentives for projects that implement General Plan infillpolices.

Objectives:• Implementation of City of Stockton General Plan (currently being updated with adoption

anticipated in December 2007) infill development polices, goals and objectives• Incentives for projects that implement the community’s housing objectives; rewarding good

behavior• Emphasis on high quality, well designed “urban” housing• Flexible standards for diverse types of infill development, product types and building programs

4.1 Residential Mixed-use Overlay ZoningThe Housing Strategy recommends establishinga new residential mixed-use overlay zoningdesignation that is applicable to “opportunityareas” as designated in the adopted City ofStockton General Plan. The overlay wouldprovide a flexible set of standards, guidelines,streamlined approval and incentives to facilitatequality urban residential and mixed-use infilldevelopment.

Implements General Plan PoliciesThe Draft General Plan Update includes a seriesof policies that are targeted to facilitation of infillhousing. The Land Use, Housing, and Districtsand Villages Elements include polices that canbe implemented by recommendations in theHousing Strategy. The Housing Strategy:

• Facilitates infill development policies,goals and objectives established in theCity of Stockton General Plan;

• Recommends a residential mixed-useoverlay zone that aligns with planningdistricts designated in the City ofStockton General Plan; and

• Supports City of Stockton General Plandesignated “opportunity areas”.

Residential Mixed-use Overlay DistrictA residential mixed-use overlay provides analternative to existing “absolute” standards byproviding flexibility to fit new projects into urbanneighborhoods with an emphasis on context.The Residential Mixed-use Overlay would:

• Be coordinated with financial andprocess incentives to reward projectsthat meet policy and neighborhoodobjectives;

• Retain existing underlying zoningdesignations;

• Have simplified standards andguidelines established specifically toaccommodate desired urbaninfill/downtown residential and mixed-use development–not a modified versionof existing “edge” developmentstandards and guidelines; and

• Use a context-based review approachthat fits housing and mixed-use projectsinto urban neighborhoods.

Flexible Context-based and District ApproachThe overlay would encourage quality design andallow certain development standards to be metoff-site. This approach assumes:

• Allowing a district approach to meetingparking and open space requirements,including the ability to meet certainrequirements off-site (e.g. parking, openspace);

• Flexibility in building setback, height anddensity standards to accommodateurban scale residential and mixed-usedevelopment;

• Flexibility in standards in order topromote/support a variety of buildingtypes and housing product types; and

• Flexibility in public infrastructure (water,sewer, utilities) and improvement


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(streets, sidewalks, street lighting, etc.)requirements in relation to specificdemand created by infill development.

Design ConsiderationsThe Residential Mixed-use Overlay wouldsupport General Plan policies requiring newdevelopment be compatible in terms ofcharacter with existing neighborhoods. Overlaystandards, guidelines and review process wouldstress design that responds to neighborhoodcontext, desire to increase density of infill andprovide a variety of housing types. The overlaywould emphasize:

• Achieving compatibility of different typesof land and building uses;

• Minimizing potential impacts onresidents;

• Integration of street pedestrianenvironment with residential and mixed-use development; and

• Compatibility of uses in terms of buildingscale, height, design, etc.

4.2 Rewarding Good Behavior–IncentivesThe Residential and Mixed-use Overlay wouldbe accompanied by a review process andpotential for financial incentives. Projects thatsupport housing and mixed-use developmentobjectives in the overlay zone would be eligiblefor incentives.

Streamlined Review ProcessThe Housing Strategy stresses reducing theprocessing time and steps following the overlaystandards and guidelines. The overlay processshould:

• Expedite development, design andbuilding review process for projects thatmeet established standards andguidelines;

• Have adequate staff capacity andsupporting organizational structure withassurance for ongoing staff support andcommitment; and

• Increase administrative levels of review,while decreasing uncertain, timeconsuming discretionary actions, forsmall development projects that meetdesired criteria.

IncentivesThe Housing Strategy recommends thatregulatory (zoning) and financial incentives workas an integral part of an overlay. The ResidentialMixed-use Overlay should:

• Increase residential densities forprojects that implement communityobjectives;

• Provide flexible (reduced) standards forbuilding setbacks, building height,parking, open space, etc.;

• Provide alternatives for publicinfrastructure and improvementrequirements related to demand createdby proposed development by allowingparticipation in district-wide solutions;

• Allow parking and open spacerequirements to be reduced or providedon a district basis (off-site); and

• Have an alternative development feestructure (Public Facility Fees) forqualified infill residential or mixed-usedevelopment that meets thecommunity’s objectives.


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Section 5: Infill Financial Incentive Program

The Housing Strategy bundles financial incentives with the Residential Mixed-use Overlay. Thisincludes an array of Agency and City incentives that range from active facilitation of newresidential and mixed-use projects to passive incentives that promote infill development byreducing fees.

Objectives:• Leverage City and Agency assets to support public policy objectives for downtown

residential/mixed-use development and neighborhood revitalization• Enhance financial feasibility of desirable infill/downtown residential and mixed-use development• Create opportunities for private sector capital investment• Provide a wide spectrum of incentives that can support a variety of project uses, types and

conditions

5.1 Financial Incentive ProgramThe City of Stockton is already engaged in anumber of programs and activities to financiallyassist the development of infill/downtownresidential and affordable housing through itsRedevelopment, Community Development andHousing departments. The City should arrangethese existing tools into a “state-of-the-art”program that provides a wide range of incentivesto assist/facilitate a variety of residential andmixed-use development through a combinationof new construction, rehabilitation and adaptivereuse.

Agency Acquisition/Assembly of PropertyThe Housing Strategy recommends using theAgency and City-owned property to facilitatedevelopment of new neighborhoods andrevitalization of existing neighborhoods. TheHousing Strategy recommends:

• Acquisition and assembly of strategicallylocated properties that supportneighborhood revitalization objectives;

• Conducting predevelopment activities tohelp position the sites for developmentsuch as assessment of environmentalconditions (e.g. Phase I/II environmentalsite assessment) and implementingremediation/clean-up activities wherepractical and feasible; and

• Using City and Agency owned propertyto facilitate (economically) developmentof catalyst projects (residential andmixed-use) through disposition toprivate sector partners.

City/Agency Financed InfrastructureThe Housing Strategy recommendsdevelopment of infrastructure plans and projectsthat help make sites ready for new infill housingand mixed-use development. This includes:

• Assessing existing capacity and futureneeds for public infrastructure (water,sewer, utilities) related to plannedresidential and mixed-use development;

• Establishing criteria related to priorityallocation of City of Stockton CapitalImprovement Program (CIP) funding forfinancing of public infrastructure andpublic improvements;

• Establishing public infrastructure andimprovements as priority in theapplicable five-year implementation planfor allocation of redevelopment taxincrement funding; and

• Using City and Agency funded publicinfrastructure and improvements tofacilitate, support and accommodatedesirable residential and mixed-usedevelopment.

Alternative Development Fee StructureGenerally, infill housing and mixed-usedevelopment places a lower demand on publicinfrastructure and services. The HousingStrategy recommends establishment of analternative (reduced) development fee schedulefor infill housing and mixed-use development.This will require:

• A nexus study to determine the extent ofpublic infrastructure and improvements


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necessary to accommodate desirableinfill/downtown residential and mixed-use development; and

• The nexus study to be used to establishan “alternative” development feestructure (Public Facilities Fees) forinfill/downtown residential and mixed-use development.

City of Stockton Housing Department Programs(create affordable housing opportunities)Existing and new programs can be appliedstrategically, contributing to affordable and otherhousing objectives for neighborhoods. TheHousing Strategy recommends:

• Continuing implementation of existingprograms that help create affordablehousing opportunities such as the DownPayment Assistance Program,Emergency Repair Program, HousingRehabilitation Program, NeighborhoodImprovement Funds, HousingReconstruction Program, and RentalHousing Program; and

• Pursuing new programs that couldassist in creating/increasing ownershipopportunities.

Pursue Grants, Loans and Tax CreditsA variety of state and federal grant programscan be used to support the Housing Strategy.This includes pursuing various federal and stategrant, loan and tax credit programs that couldfinancially assist the development of desirableinfill/downtown residential and mixed-usedevelopment. Examples include, but are not belimited to:

• Proposition IC;• California Infrastructure Bank (I-Bank);• New Market Tax Credits; and• Historic Preservation Tax Credits.

Parking District: In-lieu FeeParking can be a costly feature for housing,particularly in a downtown setting where landand construction costs are higher than in“greenfield” development areas. In addition,many infill and downtown projects appeal toresidents that do not want or need suburbanparking facilities. The Housing Strategyrecommends:

• Viewing provision of parking fordowntown residential and mixed-usedevelopment on a “district” basis;

• Using a district approach to sharedparking to help achieve certaindowntown revitalization objectivesincluding supporting existing and newcommercial, retail, and restaurantbusinesses, facilitating desirableresidential and mixed-use development,and enhancing financial feasibility ofresidential and mixed-use development;

• Allowing parking to be on-site, off-site(including on-street) and/or through jointuse and shared parking solutions; and

• Allowing an in-lieu fee program forparking where the City can use therevenue for constructing, operating andmaintaining parking facilities at areduced cost to developers.


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ACTION PLAN

The Action Plan describes tasks, responsibilities, phasing and scheduling of activities necessaryto implement the Housing Strategy. This includes development of financial incentives, planning,regulatory incentives, redevelopment, infrastructure and neighborhood revitalization activities.

Objectives:• Make available certain financial incentives to assist in the economic feasibility of planned

development• Complete planning and environmental review/documentation in initial priority areas to establish

basic land use entitlements• Create development standards that facilitate desirable “urban” downtown housing and mixed-use

development• Complete various predevelopment activities to help position designated properties/buildings for

redevelopment, rehabilitation or adaptive reuse• Assess, plan, fund and implement public infrastructure and improvements needed to

accommodate planned development• Use the indicated implementation activities to help achieve community’s objectives for

revitalization of the downtown core and its surrounding neighborhood

OverviewThe Housing Strategy includes a recommendedAction Plan which is organized around fourprimary areas of implementation actionsincluding: 1) Planning and Predevelopment; 2)Redevelopment; 3) Regulatory; and 4) FinancialIncentives.

The specific recommended implementationaction items are presented in the attached table.For each category there are specificimplementation action items listed including thecorresponding objective(s), responsible parties,phasing (by fiscal year) and tentative schedulefor completion. In terms of phasing, there arethree phases:

• Phase One (Fiscal Year 2007/08;• Phase II (Fiscal Year 2008/09); and• Phase III (Fiscal Year 2010/12).

Planning and Predevelopment ActionsThe recommended planning andpredevelopment actions are intended to result inpositioning certain priority areas for desiredurban residential and mixed-use development byestablishing the underlying land useentitlements, determining the extent ofpotentially required public infrastructure andcompleting the required environmental review.

The recommended action items are primarilyrelated to: 1) preparing master plans for certaindesignated initial downtown residential/mixed-use priority areas (North Shore, South Shoreand Fremont Park); 2) preparing specific plansfor certain neighborhoods surrounding thedowntown core (Monte Diablo, the Peninsula,Midtown West/Weber Neighborhood); 3)coordinating with other downtown planningefforts underway by the City of Stockton relatedto a proposed hospitality/entertainment/artsdistrict and marketing/branding of the City. TheCity is also in the process of restructuring theplanning/building department permit processing,and building fee structure – which creates theopportunity to integrate solutions that addressthe unique challenges of infill and mixed useresidential development.

The recommended planning efforts include anassessment of existing public infrastructurecapacity and future needs to accommodateplanned development, andpreparation/processing of the appropriateenvironmental review/documentation inaccordance with the California EnvironmentalQuality Act (CEQA).

Redevelopment ActionsThe recommended redevelopment actions areintended to address specific redevelopment


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(new construction, rehabilitation and adaptivereuse of historic buildings) activities in thedowntown core and surrounding residentialneighborhoods.

The recommended action items are primarilyrelated to: 1) establishing certain masterdevelopment areas; 2) pursuing of privateredevelopment of City and Agency ownedproperty (e.g. Southpointe Project, MagnoliaPlace, Henrey Building); 3) providing Agencypublic financing assistance for public-privateredevelopment projects; 4) pursuing potentialacquisition, rehabilitation and/or adaptive reuseof existing hotels and historic buildings in the“South of Miner Avenue” or SOMA District andexisting Victorian housing in the Cabral StationNeighborhood. Specific examples of potentialCity-owned, historic buildings in the downtownarea (SOMA District) include the Hotel Terry,Earle Hotel, La Verta and Chargin Building.

Related to the acquisition and disposition of Cityand Agency owned properties, the HousingStrategy recommends that the Agencyundertake certain predevelopment actions (e.g.Phase I/II environmental site assessment,remediation/clean-up activities) to help positionsuch properties for private redevelopment.

In addition, the Housing Strategy acknowledgesthe proposed merger of the West EndRedevelopment Project Area and Rough &Ready Island/Port Redevelopment Project Areawhich is currently underway. This effort isintended to increase the financial capacity(redevelopment tax increment funding) for theAgency for financing eligible redevelopmentprojects and activities.

Financial Incentive ActionsThe City of Stockton is already engaged in anumber of programs and activities to financiallyassist the development of infill/downtownresidential and affordable housing through itsCommunity Development, Housing andRedevelopment departments. Therecommended financial incentive actions areintended to arrange the existing andrecommended tools into a “state-of-the-art”program that provides a wide range of incentivesto assist/facilitate a variety of residential andmixed-use development through a combination

of new construction, rehabilitation and adaptivereuse.

The recommended action items are primarilyrelated to: 1) establishing alternative (reduced)development fees and Public Facility Feesrelated to infill residential and mixed-usedevelopment; 2) pursuing federal and state loan,grant and tax credit funding to financially assistcatalyst infill residential and mixed-useredevelopment; 3) continuing the existing City ofStockton Housing Department affordable andwork force housing programs; 4) establishingpriorities for use of City Capital Improvement(CIP) funding for financing of publicinfrastructure related to residential and mixed-use development and providing redevelopmentfunding to financially assist projects in need ofsubsidy; and 5) pursuing joint use of CentralParking District spaces for accommodating on-site parking requirements for residential andmixed-use development.

Regulatory ActionsThe recommended regulatory actions areintended to address establishing the appropriateguidelines, standards, process andadministrative capacity to facilitate residentialand mixed-use development.

The recommended action items are primarilyrelated to: 1) amending the existing City ofStockton infill development guidelines to addcertain incentives; 2) establishing flexibledevelopment standards and public infrastructurerequirements; 3) adopting a new streamlinedplanning and building review/approval process;4) establishing an “infill developmentcoordinator” position to function as a single pointof contact for infill residential and mixed-usedevelopment; and 5) implementing City ofStockton General Plan policies that support infilldevelopment in designated opportunity areas.

In addition the Housing Strategy recommendsestablishing a new Residential and Mixed-UseOverlay zoning designation in certain designatedareas e.g. SOMA District which would providefor the type of design guidelines, developmentstandards and public infrastructure/improvementrequirements that could accommodate thedesired type of infill residential and mixed-usedevelopment; including the ability to provide


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required parking and open space on a districtbasis.Implementation PrinciplesThe following are recommended principles thatprovide a framework for public investment andactions to be undertaken by the City of Stocktonrelated to carrying out the Housing Strategy.

Geographic Location• Redevelopment activities should be

located in a manner that provides forconnections and linkages to thedowntown core and surroundingestablished residential neighborhoods.

• Redevelopment activities should belocated near and build on existingassets or other key planneddevelopment.

• Initial redevelopment activities should belocated in focused areas of downtownStockton including North Shore, SouthShore and Fremont Park.

Leverage of City Assets• The City should use its existing assets

(land, parking, public financing) tocreate redevelopment opportunities.

• The City should use publicly-owned landas catalyst for new development sites tohelp stimulate downtown rejuvenationand neighborhood revitalization.

• The City should use proposed assets(i.e. public improvements, parking, etc.)to facilitate planned privateredevelopment.

District-Based Infrastructure• Public financing mechanisms should be

used to assist in the financing andinstallation of planned publicinfrastructure improvements toaccommodate planned public or privateredevelopment.

• Public infrastructure and improvements(streets, parks, parking, etc.) should beinstalled on a district basis in designatedfocused areas the City is attempting topromote redevelopment andrevitalization activities.

• Installation of public infrastructure andimprovements should be used as a toolto help stimulate private sector interestin new development activities.

Focus Areas• Sites and/or existing buildings being

positioned for private redevelopmentshould be concentrated in order tocreate synergy and achieve greaterbenefit from potential public investment.

• Catalyst redevelopment sites should beconcentrated in order to create thedesired identity of an area designatedfor retail, residential and/or mixed-usedevelopment.

• Catalyst redevelopment sites should beconcentrated in order to create thepotential for greater value ofdevelopment for the private sector.

Coordination of Public and Private Investment• Financing of public investments should

be used as a means to facilitate privatesector investment

• The City should partner with the privatesector in coordinating the location andtiming of public and private investments

• The City should coordinate publicinvestment with private sectorinvestment in order toleverage/maximize the potential publicbenefit from its investment

ScheduleThe Action Plan identifies an initial Five-Yearplan of initiatives and activities that will result inthe direct production of housing units, or moreimportantly, provide the initial steps toencourage a sustained, market-driven approachto infill housing and mixed-use development. Asimplementation will be phased, examples ofmilestones are, as follows:

Phase I – 2007 to 2008 Complete Master Plans (Waterfront,

Fremont Park) Complete infrastructure assessments

(Waterfront, Fremont Park) Complete environmental impact report

(Merged Waterfront RedevelopmentArea)

Pilot neighborhood plan (Fremont Park) Approve Residential Mixed-use Overlay Approve financial incentives package

Phase II – 2009 to 2010


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Expand neighborhood planning(Midtown West)

Completion of initial catalyst projects(South Pointe, Henery, Magnolia Place)and commencement of unit sales

Establish development partnerships,and pursue entitlements for catalystsites (Waterfront, Fremont Park sites)

Continue Master Planning (Peninsula,Monte Diablo)

Phase III - 2010 to 2012 Complete construction of initial

Waterfront and Fremont Parkdevelopments

Construct Stockton Channel Riverwalk Construct Miner Avenue Streetscape

improvements

PartnershipsThe successful implementation of the HousingStrategy requires a significant and sustainedcommitment of resources from the City ofStockton, the Redevelopment Agency, and a

host of institutional and private sector partners.These partnerships include:

Public Sector/Institutional Partners• City of Stockton• Stockton Redevelopment Agency• Central Parking District• Stockton Unified School District• San Joaquin Regional Transit District• San Joaquin Regional Rail Commission• San Joaquin Council of Governments• University of the Pacific• CSUS – Stanislaus/Stockton

Private Sector Partners• Downtown Stockton Alliance• BIA of the Delta• Private developers• Non-profit developers• Property owners• Real estate brokers• Lenders• Residential serving businesses


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Downtown Stockton Housing StrategyDraft Implementation Action Plan

Implementation Action Objective Responsibility Phasing/Schedule

A. Planning & Predevelopment Actions

A1. Prepare Waterfront DistrictMaster Plans to guidedevelopment of newneighborhoods on the North andSouth Shore of the StocktonChannel, including:

• Land Use Plan• Infrastructure Assessment• Environmental Impact

Report

Prepare Master Planfor North and SouthChannel Districtsthat creates a visionfor transition ofindustrial propertiesto aresidential/mixed-usedistrict.

Eliminate constraintsto development

Streamlinedevelopmentapprovals

Identify fundingmechanisms forinfrastructuredevelopment

Lead: Redevelopmentstaff

Coordination:

Community residents/businesses/communityorganizations &property owners

CommunityDevelopmentParks and RecreationPublic Works

Phase I (2007/08)

Authorize Request forProposals (RFP) andconsultant contractamendments 8/28/07

Targeted completion:Consideration by CityCouncil by August2008

Ongoing environmentalsite assessment andremediation activities

A2. Prepare Fremont ParkNeighborhood Plan to guide guiderevitalization of existing residentialneighborhood in close proximity tothe downtown core area.

Prepare aneighborhood planfor the Fremont ParkDistrict, with anoverall objectives of:

• Master plan• EIR• Assess

Neighborhood needs

• Identifycatalystprojects andactivities

Lead: Redevelopment

Coordination:Community residents/businesses/communityorganizations &property owners


Phase I (2007/08)

Authorize RFP andconsultant contractamendments 8/28/07

Target for Completionby August 2008


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A3. Monte Diablo Specific Plan,Infrastructure Assessment &Environmental Impact Report(Property located betweenFremont Street terminus and LouisPark)

Preparecomprehensive planthat includes landuse, circulation,open space, publicfacilities, phasing,and financing forapproximately 85acre property

Lead: PropertyOwners

Coordination:RedevelopmentCommunityDevelopment

Phase II (2008/09)

Fall 2007, schedulemeetings with keyMonte Diablo propertyowners establish apublic/private processfor planning andredevelopment of the85-acre site on thenorth bank of theStockton Channel

A4. Waterfront West SpecificPlan, Infrastructure Assessment &Environmental Impact Report(Peninsula property located westof I-5)

Preparecomprehensive planthat includes landuse, circulation,open space, publicfacilities, phasing,and financing forapproximately 25acre waterfrontproperty

Lead: PropertyOwners


Phase I (2007/08)

Fall 2007, schedulemeetings with keyPeninsula propertyowners to establish apublic/privatepartnership forplanning andredevelopment of the25-acre site located onthe south bank of theStockton Channel

Ongoing environmentalsite assessment andremediation activities

A5. South of Miner Avenue(SOMA) Entertainment Mixed-Use

Coordinateresidentialdevelopment as partof SOMAentertainment district

a. Adopt mixeduse policies

b. Assist withinitial,catalystprojects

c. CoordinatewithHospitalityDistrictstakeholders

Address parkingissues

Lead: Redevelopment

Coordination:Property ownersBusinessesCommunityDevelopment

Phase II (2008/09)

Fall 2007, Identifypotential sites in theSouth of Miner Area(SOMA) fordevelopment of lofthousing projects,including reuse ofhistoric buildings.

A6. Waterfront ReconnectionStudy

Prepare conceptplan for river trailconnectingDowntown to LouisPark

Lead: CommunityDevelopment

Phase II (2008/09)

Pursue grant fundingin 2007/08


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Downtown to LouisPark

Coordination:Property ownersPublic WorksRedevelopmentConsultant

in 2007/08

Undertake/completestudy in 2008/09timeframe

A7 Prepare Midtown West/WeberNeighborhood Plan

Prepare aneighborhood planfor the MidtownWest/WeberNeighborhood, withan overall objectivesof:

• Master plan• EIR• Assess

Neighborhood needs

• Identifycatalystprojects andactivities

Lead: Redevelopment

Coordination:Community residents/businesses/communityorganizations &property owners


Phase III (2009/2010)

A8 Coordination with relatedplanning studies including thedevelopment of a downtownhospitality district, and marketingand branding effort sponsored bythe Downtown Stockton Alliance

Ensure that infillhousing strategy isintegrated withefforts to create adowntownentertainmentdistrict, as well asefforts to market andbrand the City ofStockton

Lead: RedevelopmentCoordination:Downtown Alliance

Phase I (2007/08)

Preparation of “masterimplementationschedule” thatcoordinates eachefforts implementation– create perception ofseamless approach

B. Redevelopment Actions

B1. Master Development Areas

Creation of MasterDevelopment Areasas necessary toencourage propertyowner participation inredevelopmentefforts, including:

• Arena WestMDA

• WashingtonStreet MDA

• Block 73MDA

Peninsula MDA

Lead: RedevelopmentPhase I (2007/08)


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B2. Pursue development ofRedevelopment Agency Ownedproperty

Negotiate Dispositionand Developmentand Purchase andSales agreementsfor catalyst housingor mixed-useprojects.

• SouthpointeProject

• MagnoliaPlace

• HistoricHeneryBuilding

Lead: Redevelopment

Phase I (2007/08)

SouthpointeAgreement:consideration by CityCouncil within sixmonths

Magnolia PlaceAgreement:consideration by CityCouncil within sixmonths

Henery BuildingAgreement:consideration byRedevelopmentAgency within sixmonths

B3. Pursue rehabilitation andadaptive reuse of historicCity/Agency owned propertylocated in the SOMA District

Prepare physical andfinancial feasibilitystudies forCity/Agency ownedproperties

Lead: Redevelopment

Phase I (2007/08)

City Council policyconsideration inSeptember 2007

Completion studieswithin six months

B4. Public/Private InfillDevelopment Projects

Continue toassist privatedevelopersseekingCity/Agencyassistance todevelopresidential infillprojects,includingidentification offinancialincentives andother publicassistance.

Lead: Redevelopment

Phase I (2007/08)

Implement on a caseby case basis basedon project needs andCity/Agency fundingavailability

B5. Administrative – createfinancial capacity

Create financialcapacity throughcompletion ofMerger of West EndRedevelopmentArea with Rough &Ready Island/Port

Lead: Redevelopment

Coordination:Port of StocktonDowntown Alliance

Phase I (2007/08)

Process to mergeredevelopment areasin progress; projectcompletion by mid2008


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B6. Cabral Station Neighborhood

Acquisition andrehabilitation ofhistoric Victorianresidences in area ofCabral (ACE Rail)StationNeighborhood

Lead: SJ RegionalRail Commission


Phase I (2007/08)

C. Financial Incentive Actions

C1. Amend City’s developmentfee schedule for BuildingDepartment Fees

Amendment of City’sdevelopment feeschedule to reducefees for qualified infillresidential and mixeduse developmentwithin establishedredevelopment areas

Lead: Redevelopment

CoordinationCommunityDevelopmentPublic WorksMunicipal Utilities

Phase I (2007/8)

Targeted completion:City Councilconsideration within 60days

C2. Amend City’s Public FacilityFee Guidelines for Public FacilityFees

Amend City’sguidelines to reducemost Public FacilityFees for qualifiedinfill residential andmixed usedevelopment withinestablishedredevelopment areas

Lead: Redevelopment

CoordinationCommunityDevelopmentPublic WorksMunicipal Utilities

Phase I (2007/8)

Targeted completion:City Councilconsideration with 60days


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A) Apply forProposition 1C grantfunding to assist withfinancing foradaptive reuse ofhistoric buildings,such as the HeneryBuildingCondominium project

Lead: Redevelopment

Coordination:Housing Department

Phase I (2007/08)

Anticipate applicationsubmittal in Fall 2007,upon issuance of HCDguidelines issued.

B) Pursue HistoricPreservation TaxCredits to helpfinance rehabilitationof historic buildings

• HeneryBuilding

• Residentialhotels

• Formerwarehouseor retail

Lead: Redevelopment

Coordination:CommunityDevelopmentState Office of HistoricPreservation (SHPO)

Phase I (2007/08)Review HeneryBuilding with State Offto determine eligibilityfor tax credits.

C3. Apply for State programs tofund catalyst project

C) Pursue StateProposition 40 fundsfor residential relatedparks development

• FremontParkimprovements

• StocktonChannelRiverwalk

• WaterfrontParks

Oak Park catalysthousing project

Lead: Redevelopment

Coordination:Parks and Recreation

Phase I (2007/08)

Ongoing

C4. City of Stockton HousingDepartment Programs

Continue existingand pursue newaffordable housingprograms can beapplied strategically,contributing to thehousing objectivesfor theneighborhoods

Lead: HousingDepartment

Coordination:Redevelopment

Phase I (2007/08)


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C5. Parking District In-Lieu Fee

Pursue using jointuse of CentralParking Districtspaces as a way toprovide parking forinfill residential andmixed-usedevelopment at littleor no cost.

Lead: Central ParkingDistrict

CoordinationRedevelopment

Phase I (2007/08)

C6. Federal Grants

Pursue New MarketTax credits forcatalyst mixeduse/ownershiphousing project.

Pursue use of CDBGfunds to assist withdevelopment ofmixed-incomehousing project

Lead: Redevelopment


Phase I (2007/08)

Program guidelinesanticipated in Fall 2007

A) Establish ageneral fundallocation with theCity’s CapitalImprovementProgram to assistwith financing ofinfrastructure relatedto proposed infillresidential andmixed-usedevelopment for infillhousing

Lead: Redevelopment

Coordination:Housing DepartmentPublic Works Dept.Municipal UtilitiesDept.

Phase II (2008/09)

City Council review ofproposal as part of FY08/09 City budgetprocess

C7. Local funds (City/Agency)

B) Considerallocating a portionof redevelopment taxincrement set asidefunds to createaffordable ownershiphousing withinmixed incomeprojects

Lead: Redevelopment


Phase II (2008/09)

Review proposal aspart of 08/09 budgetprocess


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C) Write down thecost of City/Agencyland contributed toan infill housing andmixed usedevelopment project,as a way of assistingdevelopment wheresubsidies arenecessary.

Lead: Redevelopment


Phase I (2007/08)

Implement on case bycase basis, based onproject need andCity/Agency fundingavailability.

D. Regulatory Actions

D1. Amend City’s InfillDevelopment Guidelines

Amend existingSection 16-330 toadd new infilldevelopmentguidelines andincentives for infillresidential and mixeduse developmentwithin the City’sestablishedredevelopment areas


Coordination:Redevelopment staff

Phase I (2007/08)

City Council action on8/28/07 to approvescope of work forpreparation of new infillguidelines

Targeted completion:within six months

D2. Adoption new streamlinedprocess for Infill Development

Goal of reorganizingthe existing projectentitlement, andbuilding departmentreview for infillresidential projects;part of broaderprocess restructuring


CoordinationRedevelopmentHousing DepartmentInfill Council of theDelta

Phase I (2007/08)

Target for completion:within six months

D3. Appoint Infill Coordinator as“single point of contact” forresidential infill development

Issue to beaddressed as part ofCommunityDevelopmentDepartmentsrestructuring process


CoordinationRedevelopmentHousing DepartmentInfill Council of theDelta

Phase I (2007/08)

Target for completion:Issue to be addressedas part of theCommunityDevelopmentDepartmentsrestructuring processto be considered byCity Council within sixmonths

D4. Prepare Overlay for SOMADistrict South of Miner Avenue

Preparecomprehensive planthat includes landuse, circulation,open space, publicfacilities, phasing,and financing


Coordination:RedevelopmentAlliance

Phase III (2010/11)

Targeted completion:Consideration by CityCouncil in 2010


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CommunityDevelopment

D5. Implement General PlanUpdate policies

Implement GeneralPlan policies that areintended to supportinfill development indesignated“opportunity sites”



Phase I (2007/08)

D6. Establish “flexible” contextbased development standards andpublic infrastructure/improvementrequirements

Prepare flexibledevelopmentguidelines as part ofsubject “Overlay”,including ability toprovide for parkingand open space ondistrict basis



Phase I (2007/08)

Targeted completion:Consideration by CityCouncil within sixmonths


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Acknowledgements

City of Stockton City Council/ Redevelopment Agency of the City of Stockton

Mayor Edward J. ChavezVice Mayor Gary S. Giovanetti, District 5Councilmember Steve J. Bestolarides - District 1Councilmember Dan J. Chapman - District 2Councilmember Leslie Baranco Martin, District 3Councilmember Clem Lee, District 4Councilmember Rebecca G. Nabors - District 6

Downtown Action Team Housing Subcommittee and Focus Groups

Name RepresentingKathy Miller Downtown Stockton AlliancePeggy Massey Downtown Stockton AllianceTom Bowe WMB ArchitectsDon Geiger BGRNCarol Ornelas Visionary HomesKen Brown KencorTom Shephard Neumiller & BeardsleeJeroen Gerrese Regent DevelopmentRoberto Delez Property ownerTaste of Brittany BusinessDennis Braun Keller Williams RealtyMahesh Ranchhod American-USA Homes LLC/BIALaurie Montes HousingJerry Scharlin RedevelopmentPaul Blumberg RedevelopmentBob Bressani HousingLorre Islas HousingKevin Doherty DeveloperJaclyn R. Utzerath BIA of the DeltaBob Holmes Regis HomesDave Swanson Swanson’s PropertiesGary Giovanetti MAGGreg Culhane Property ownerJulie Cosgrove BrokerStuart Rikard DeveloperDennis Braun BrokerMahala Burns BrokerLinda Derivi ArchitectMike McMinn Property owner, developerAlex Toccoli General contractorWendy Saunders New Faze DevelopmentThomas Reeve ACE Rail

Consultants

Bruce Race, FAIA, AICP RACESTUDIOAndy Plescia A. Plescia & Co.

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