Global Urban Development Program Round Two South Stockton Revitalization Deliverable 1: Preliminary Research Submitted November 17, 2014 Report: http://www.slideshare.net/GUDP/stockton-deliverable-1-preliminary-research-report Project Site: http://gudp.stanford.edu/index.php/round-two

11. •
•

21. •
•

26. Per 100,000 population Violent crime number Property crime number Total crime index*
Park 2,364 7,792 10,156
Weston ranch 2,022 6,664 8,686
Kennedy 358 3,355 3,714
Taft Mosswood 264 2,472 2,736
Stockton average 1,548 5,101 3,182
U.S. average 387 2,859 3,246

42. Potetial for seedling mortality:
low potential
moderate potential
high potential

52. Started as Yokuts village along
waterways
Developed as supply town to serve
gold-seekers
Grew in conjunction with waterways
Major hub for water and rail transit
(transport of agricultural products)
Downtown
1950
1968
1980
1998
2009

58. Metro Hopper’s Lack of Service to District 6

71. SWOT – Economic Analysis
Strengths Weaknesses Opportunities Threats
- Property tax rate
determined by local
government
- Low-built residential
housing gives ability to
plant small gardens in
backyard (self
sufficiency)
- Container unloading
possibilities in Stockton
Harbor
- Income up to 3x lower
than state average
- Payments stemming
from bankruptcy
- Low property value
- Corrupt law
enforcement
- High crime rate
- Potentially
contaminated industrial
sites
- Waterway connection to
Pacific
- Waterway depth
increased to 9m
- Good transit
connections (airport,
Amtrak)
- Highly fertile agricultural
land
- Possible external
financing of clean energy
programs (HERO
program)
- County or state
controlled taxation
(income, gas)
- Little financing available
from external sources
- Anti sprawl legislation
- Human capital flight
(brain drain)

72. SWOT – Political Analysis
Strengths Weaknesses Opportunities Threats
-Renewed commitment
to action and rebuilding
Stockton
-Community partners
-Failure to adequately
provide community
services.
-Community trust and
engagement
-Increased funding from
various sources
(Measure A, federal
grants, etc.)
-Newly elected city
council members
-Newly elected city
council members
Staying accountable with
new funding

73. SWOT – Cultural Analysis
Strengths Weaknesses Opportunities Threats
-Availability of young
work force that can
enhance making
changes
-Levels of poverty higher
up to 2 times than the
state average
-Relatively limited
amount of highly
educated people
-Benefits that can be
achieved and enhanced
by employing young
people that are currently
unemployed; using their
capabilities and seize
their ability to help and
contribute in the best
way possible...
-Developing stronger
incentives for formal and
informal education
-...
- ’Dark side of diversity’ -
Tensions among
different groups of
inhabitants (difference in
race, religion etc) may
result in raising the crime
rates and bigotry
-High levels of poverty
may be an obstacle for
fast development and
adoption of proposed
measures

74. SWOT – Environmental Analysis
Strengths Weaknesses Opportunities Threats
-Within the nation’s most
productive agricultural
region, California Central
Valley Region
-Temperate weather
minimizes heating needs
-Ample sunlight
Significant car emissions
due to urban sprawl
-Effects of statewide
drought
-Water related public-private
partnership
-Summer heat requires
much cooling energy
-Potential for widespread
solar power
-Lack of sufficient of
infrastructure provides
opportunity for new
environmentally friendly
developments
-Lack of financial
security/funds to
implement plans,
bankruptcy
-Economy as most
urgent need, less interest
in environmental pursuits
-Public
disinterest/unfamiliarity
with active transportation

75. SWOT – Technological Analysis
Strengths Weaknesses Opportunities Threats
-decent average
download/upload speeds
- Stockton police app;
easy procedure to report
crime
- excellent LTE coverage
- carbon emissions per
capita below the national
average
- 32% not connected to
the internet
- maximum
download/upload speeds
are far behind national's
figures
- no free public wifi in the
city/on the buses
- low innovation potential;
brain drain, low number
of tech incubators
- low percentage of
energy from renewables
- no smart parking
payment systems
- virtually no charging
stations for electric
vehicles in the city (less
emissions)
- digitalize the city
- cleaner city (Clean Up
Stockton app)
- less infrastructure with
smart parking systems
- abuse of the system
(surveillance, digital
payments)
- implementing new
technologies may
compromise city budget

77. Opportunities Threats
-Empty lots along Airport
Way could transform the
area
-Connect eastern and
western part of D6
(bridge over the railway)
-Encourage walking
areas and green spaces
-Encourage mixed use
space
-Sacrificing community
intimacy for urban vitality

78. Overall Opportunities
I. Community Centers &
Youth Opportunities
II. Law Enforcement &
Community Engagement
III. Walkability & Urbanization

79. Overall Threats
I. Monetary Resources
II. Informal Institutions of
Power
III. Smart Planning vs. Needs
of the Community

82. Background
● Great Depression
● 50% population 1970
● 75% below poverty
line
● Crime and drugs
● Endangered national
historic district
Program and Strategy
● police-residents
● -business owners
● Five Safety Sectors
● Regular local meetings
● Volunteers conducting
patrols
● Drug Elimination Task
Force
● CPTED
● Funding
Program impact
● Crimes declined by
22%,15%
● Abandoned places
transformed and
redeveloped
● Business investors
started coming in

84. Background
● Public housing East
Lake Meadows
● crime rates 18 times
the national average
● 59% on welfare
● 5% of fifth graders
achieved state
standards in
mathematics
Program and Strategy
● mixed income
apartments
● local community
● Cradle-to-college
education
● safe and affordable
housing
● private and public
partnerships
Program impact
● Violent crime 95%
● welfare support
59% - 5%
● Educational
attainment
● influx of higher
income individuals
● exclusion of those
with criminal
records

86. Background
● Northern California,
just east of
Sacramento
● incorporated in 2003
● population is 65.000 +
50.000 commuters
Program and Strategy
● Growing Strong
Neighborhoods
programme
● crime prevention through
environmental design
● encouraging residents
and business owners to
enhance their homes,
property, street, and
community
Program impact
● program changed
face of the city
● improvement of
quality of life
● increase property
values
● improvements in
the real estate
market

88. Program and Strategy
● driving force - Sergio
Fajardo, a mayor who
reclaimed city streets
by investing in urban
projects in the city’s
worst areas
● education - central axis
of fight against social
inequality
● public space
Program impact
● 120 schools and
nine “library parks.”
● ‘Now we are seen
as a modern city
with enormous
potential and great
human capital’
● named the world’s
most innovative city
Background
● 20 years since drug
kingpin Pablo
Escobar was gunned
down
● drug trafficking
● 25%formal
urbanisation, 75%
informal urban sprawl
● the impact of the past
is still felt in public
murals and
monuments

89. Background
● Low income
● Population declined
● Crime and drugs
● Abandoned
● Ethnicity
Program and Strategy
● Local community
● Communication
● Crime prevention
Through
Environmental Design
● Funding
● Education
Program impact
● Safety
● Property value
● Income
● Quality of life

90. 1. How is the education system funded? Is this funding source separate or included within the
Community Services portion of the budget?
2. Does the city have a register of active businesses we could access (Economic Development
Department)?
3. Exactly what factors weighing in to making the area more friendly to potential investors and
businesses (tax breaks etc.) are under the control of the local government as opposed to county
and state?
4. Would the city be willing to provide the land it owns as an incentive for new businesses
(manufacturing etc.) in combination with minimizing the tax burden for said businesses?
5. Does the local government have any experience with public private partnerships?
6. What is the role of county and state governments in the decision-making process regarding the
potential realisation of our project, if any?
7. How would the city characterize your relationship with the county and state governments?
8. What is the city’s view on the water privatization project? What lessons has the government learned
from it and has it affected your willingness to partner with the private sector in the future?
9. Are crime rates continuing to drop in 2014?