Introduction

Tracy has long been known as a pleasant residential community, with a diverse array of entry-level, move-up, and luxury housing types. The City has an affordable lifestyle, a close-knit community, a pleasant "small town" center, a well-organized and business-friendly local government, and many other amenities. Yet, many of Tracy's residents commute to surrounding communities with stronger office and industrial economic bases and higher wage jobs. Some of Tracy's residents shop, dine, or seek entertainment opportunities away from the community. A more fully developed local economy, with expanded high wage job opportunities, a complete array of shopping and dining options, and a range of entertainment venues would enhance residents' overall quality of life. This enhanced level of economic development, particularly if it included substantial attraction of higher wage jobs, would also better balance jobs and housing.

To address these concerns and promote economic development within Tracy, the City has initiated a series of efforts in recent years, including:

• Report by the Tracy Tomorrow Economic Development Task Force
• Draft Business Attraction Strategy (BAE, 2000)
• Proposal for Tracy Gateway Jobs Opportunity Zone (October, 2001)
• Ongoing Business Retention and Attraction by City Economic Development Department
• Ongoing Work and Support for the San Joaquin Partnership (Bay Area Project)
• Tracy Economic Development Committee Goals and Objectives
• Downtown Incentive Zone and Streetscape Design Guidelines
• Several Surveys of the Local/Regional Labor Force, Demographics, etc.

Strategy Purpose

While the above efforts are bearing fruit, the City Council, Tracy Tomorrow Economic Development Task Force and Economic Development Committee recommended that the City combine various documents, goals, and initiatives currently underway into a single Economic Development Strategy. This Strategy responds to that recommendation. The Strategy is structured to serve as an overall guide to Tracy's economic growth for the next several years, and is designed to be updated over time to respond to Tracy's changing economy.

This Strategy was prepared by the City of Tracy Economic Development Committee, with assistance provided by Bay Area Economics (BAE) and the City of Tracy Economic Development Department. The Strategy is based on a compilation of goals, programs, and recommendations from analysis included in Appendix A.

Tracy's Vision For Economic Development

Vision Statement

Tracy seeks to create an integrated, balanced economy that benefits all residents and businesses by strengthening our positive business climate, proactively planning our future, and responding to economic opportunities. We will foster economic development through collaborative partnerships, sustainable fiscal management, and supportive City services.

This vision will guide Tracy's economic development strategy over the next several years. The vision recognizes that Tracy is part of the San Joaquin County economy; while at the same time is closely related to economic activities in the I-580/I-680 corridor (Tri-Valley area), Silicon Valley, and the Greater Bay Area region.

Summary of Economic Development Goals

The following summarizes the goals and strategies detailed in this document:

Goal 1: Diversify the Local Economy

To meet the present and future employment needs of residents, this goal seeks to increase employment opportunities for a wide range of skill levels and compensations.

Strategies:

• Target certain industries for attraction, including manufacturing; health care; professional; scientific and technical; finance and insurance; and information technologies.
• Augment and support attraction efforts from San Joaquin Partnership (Bay Area Project).
• Create marketing and communications program to promote Tracy to the region, the Bay Area, and the U.S.

Goal 2: Support and Promote Existing Businesses

A key element of Tracy's economy is its existing businesses. This goal seeks to assist and encourage existing businesses to expand within the community by facilitating the permitting process, helping to improve access to capital and investors, and broadening local sales capture rates, including business-to-business transactions.

Strategies:

• Strengthen and diversify the economic base to ensure a healthy and stable local economy.
• Continue to provide business assistance services.
• Explore creating a "Buy in Tracy" campaign.
• Spotlight local business success stories in local and regional publications.

Goal 3: Foster Supportive Business Environment

Tracy has long emphasized a supportive business environment with a consistent and predictable set of development standards. This goal continues that process by better communicating and educating applicants on these and other City services.

Strategies:

• Communicate permitting and licensing procedures and fees through a single Handbook document.
• Maintain centralized economic development and land info system.
• Work to retain a competitive "cost of doing business in Tracy" relative to the Bay Area and Central Valley regions.

Goal 4: Ensure Adequate and Balanced Land Supply

Tracy is currently in the process of updating its General Plan. This goal seeks to support continued growth management and ensure an adequate, balanced supply of all land uses for future economic development.

Strategies:

• Monitor current and future land supply needs for industrial, office, and retail growth.
• Participate in General Plan Update.

Goal 5: Support Key Economic Assets

Tracy has several key economic assets that should be supported and enhanced to further support economic growth including the airport, infrastructure, community facilities, and cultural events.

Strategies:

• Support Airport Master Plan to establish long-term viability and increased business services.
• Encourage transit-oriented development.
• Manage capital improvements to ensure sufficient infrastructure and services for economic sustainability.
• Support I-205, I-580, I-5 infrastructure as key to economic development growth in area.
• Support continued maintenance of community facilities to enhance Tracy's quality of life.
• Support established cultural events and festivals.
• Support development of range of housing products including executive, senior housing, affordable housing, and luxury/move-up units.
• Encourage creative reuse of major obsolete structures.

Goal 6: Support Key Economic Activity Centers

Each of Tracy's key economic activity centers has been the focus of planning efforts and implementation initiatives. This goal seeks to support these efforts and position each activity center to create a complementary system of distinct nodes.

Strategies:

• Downtown
• Northeast Industrial Area
• Stonebridge Business Park - ISP North
• Industrial Specific Plan - South
• I-205 Specific Plan Area
• Tracy Gateway Business Park
• Existing City Infill
• Patterson Pass
• Tracy Hills
• Future Development

Goal 7: Prepare A Competitive Workforce

The Tracy Tomorrow process identified a series of steps to coordinate local education improvement. In addition, this goal focuses on identifying and improving workforce training to support business expansion and attraction.

Strategies:

• Create ongoing collaborations with the Tracy Unified School District, Economic Development Committee, City Economic Development staff, TIEP, WorkNet, EDD, and the Tracy Learning Center.
• Seek to attract expanded higher education opportunities.

Goal 8: Monitor Economic Conditions and Respond to Opportunities

One of the key recommendations of this Strategy is to create and implement an ongoing monitoring system to track economic vitality, identify changing conditions, and respond rapidly to new economic development opportunities.

Strategies:

• Create database of economic conditions and indicators.
• Publish annual reports of recent economic trends (e. g., "State of the City").
• Track regional, state, and national economic trends to identify new opportunities.
• Benchmark economic climate/ conditions through the use of surveys, etc.

Goal 1: Diversify the Local Economy

Tracy has a high-skilled and educated labor force, yet the majority of these workers out-commute daily to the Bay Area for jobs. One of the key challenges facing Tracy over the next several years will be to reduce the number of residents commuting to employment centers in the I-580/I-680 corridor, Silicon Valley, and other locations in the Bay Area.

Strategy #1: Target Emerging and Growth Industries for Attraction

Over the past decade, Tracy has attracted increased interest from a variety of higher-wage employers responding to Tracy's competitive strengths such as affordable and available land, available labor force, and community amenities. Tracy has increasingly attracted companies that are part of the emerging "knowledge-based" economy centered in the nearby Bay Area.

Based on Tracy's competitive position and relative strengths, compared to the Bay Area, the following North American Industry Classification System (NAICS) industry sectors and those identified in Table 17 are recommended for increased targeting to promote a diversity of jobs. The following NAICS sectors represent a broad array of industries and companies, which are further defined by sub-sectors, industry groups, etc.

• Manufacturing – Sub-sectors may include: Printing and related support activities, Plastics, Fabricated Metal Products, Computer and Electronics Products, Transportation Equipment, Electrical Equipment and Component Manufacturing.
• HealthCare – Sub-sectors may include: Pharmaceuticals, Medical Devices, Ambulatory/Health Care Services, Nursing and Residential Care Facilities, and Medical and Diagnostic laboratories.
• Professional, Scientific, and Technical Services Sub-sectors may include: Offices of lawyers, engineering services, architectural services, advertising services and misc. consulting services. The industries within this sector are defined by the expertise and training of the service provider.
• Finance and Insurance Sub-sectors may include: Monetary authorities – banking etc., insurance carriers and related activities, funds, trusts, and other financial vehicles.
• Information Sub-sectors may include: Publishing industries, motion picture and sound recording Industries, broadcasting and telecommunications, information services and data processing services.

Due to a strategic West Coast location, good transportation access, labor availability and operating cost structures, Tracy and the Central Valley will continue to be a target for additional warehouse, distribution and logistics companies. Although these industries are not an active target for Tracy, they continue to be an integral part of the local economy.

The NAICS sectors recommended above should be flexible enough to respond to market changes and opportunities. These market changes could include the identification of additional labor skills (segments) in the community, new growth industries/companies within each sector, as well as regional partnerships, incentives and geographic advantages. For example, since a majority of the businesses relocating to Tracy are from the Greater Bay Area, the City of Tracy will concentrate its attraction efforts in that geographic area. Additionally, with the San Joaquin Partnership targeting large industrial clients, a strategic focus for Tracy will be to target medium to small (100 employees and under) businesses within the NAICS sectors above. Another point of attraction is that there is no Utility Users Tax in Tracy. The City continues to highlight this information in its marketing materials, including a recent mailing to manufacturers in the Bay Area. Additionally, any incentives available to the Tracy Gateway Project as part of the Jobs Opportunity Zone may help to define other target industries.

Actions

• To target these industries, City staff will follow a systematic outreach program, contacting and visiting Bay Area and northern California companies in these industries. City staff will coordinate these efforts with the San Joaquin Partnership, which has established an existing network of clients and contacts in the Bay Area as part of its Bay Area Project.

  Measurables

  • Contact and visit (where applicable) 100 companies annually from industry sectors outlined.
  • Make effort to coordinate marketing reach/advertising campaigns with available and entitled property.
  • Industry/sector targets should focus on those companies with 100 and fewer employees (SJP targets larger size companies).
• In addition, the City should encourage mix of commercial/industrial real estate development products to meet the needs of the target industries. Real estate development should include a balance of:
  • Class A Office – This type of space is typically steel framed building with glass or stone façades, such as multi-story corporate headquarters locations. Class A office space serves high tech companies, as well as financial services and related office-based functions.
  • Tech/Flex – This type of space is typically found in larger floor-plate buildings of one to two story tilt-up constructions with office areas in front of the building and manufacturing/processing area in the rear. Some tech/flex buildings have roll-up doors for shipping products made on-site. This type of space is appropriate for communications and call centers/customer service centers.
  • Professional Manufacturing – This type of space is production-oriented, and is typically located in industrial parks. As new manufacturing functions are attracted to Tracy, existing industrial spaces and warehouse/distribution facilities may be converted to this product type.

  Measurables

  • Work with industrial and commercial developers within each activity center to gain approval and entitlements for development based on the unique strengths and development guidelines for each area. Areas such as NEI, Gateway, South ISP, I-205, Infill, Tracy Hills, etc.

Strategy #2: Augment and Support Attraction Efforts of San Joaquin Partnership

The City works directly with the Partnership on a variety of activities to target businesses, including the Bay Area Project, an initiative to bring higher wage/higher skill positions and businesses to San Joaquin County, and with cooperative advertising and marketing activities in target areas.

Actions

• The City of Tracy will continue to actively support the efforts of the San Joaquin Partnership to bring jobs to Tracy and the region.

  Measurables

  • Participate in trade shows or economic development conferences where applicable.
  • Participate in annual broker presentation
  • Review and update industrial and commercial fees and assessment information sent to SJP on a frequent basis.
  • Participate in annual co-op advertising program.

Strategy #3: Create Marketing and Communications Program

Marketing Tracy is very important to citywide economic development attraction efforts. Although part of the governmental organization of San Joaquin County, Tracy is also directly linked to the employment centers to the west in Alameda County and Contra Costa Counties, and to the southwest in Santa Clara County. Beyond the Bay Area, Tracy can also market its competitive strengths to national and international companies seeking a California location, a safe and pleasant community, and an educated labor force.

Actions

• Update and publication of the Tracy Advantage brochure (in cooperation with the San Joaquin Partnership)

  Measurables

  • Work with SJP to ensure successful completion each year.
• Implement annual direct mail campaign to target industry sectors identified in Goal 1

  Measurables

  • A goal of 300 direct mail pieces per year
  • Periodically follow up with direct mail contacts with updated material (housing, labor, etc.)
• Publication of the Chamber of Commerce's annual Fact Book

  Measurables

  • Work with Chamber to complete annual fact book
• Distribution of press releases; and update of a marketing package promoting Tracy's commercial and industrial businesses.

  Measurables

  • Annually update marketing information packets and make sure to distribute news announcements to appropriate outlets.
• Enhancement of the City of Tracy's economic development website content and functionality. Actions underway include incorporating detailed information about specific activity centers in Tracy, news of retail business openings, a database of available commercial and industrial land and properties.

  Measurables

  • Ongoing – Develop and implement interactive commercial and industrial property listings feature on city website (2002-2003).
  • Continue to update and enhance, where appropriate, the City's web site and information.
• Preparation of a coordinated media and press campaign to promote Tracy's available business parks, skilled workforce, and livable community attributes to Bay Area companies.

  Measurables

  • Goal of one co-op advertising placement in target Bay Area publication annually with SJP.
  • Annual co-op advertising with local industrial and commercial developers.(ongoing)
  • Issue announcements for industrial, commercial and retail development projects, as well as for survey data that illustrates the positive developments in the City.
• Production of new and revised collateral materials promoting specific aspects of Tracy to target industries. (housing, labor, partnerships, etc.)

  Measurables

  • Review on semi-annual basis
• Completion of additional City economic development staff per the Tracy Tomorrow recommendation.

  Measurables

  • Completed with hiring of economic development management analyst

This document does not recommend additional actions at this time, but instead encourages full City support of those actions underway. When the marketing and communications program has been fully implemented, City staff and the Economic Development Committee should assess their effectiveness and continue to fine-tune them.

Goal 2: Support and Promote Existing Businesses

A key element of Tracy's economy is its existing business. This goal seeks to assist and encourage existing business to expand or grow, improve access to capital and investors, and broaden local sales capture rates including business-to-business transactions.

Strategy #1: Strengthen and Diversify the Local Economic Base

Tracy has been very successful developing region-serving retail facilities, including the West Valley Mall and other power centers. Additional efforts, though, should be developed to broaden the range of retail goods and services found in Tracy. (i.e. fine dining, contemporary home furnishings, etc.)

Actions

The following actions seek to strengthen and diversify Tracy's retail base:

• Analyze Tracy retail sales and identify additional supportable retail space by type of goods. Additional retail may include targets such as fine dining and sit down restaurants on local, regional, and national level.

  Measurables

  • Maintain database of retail vacancy rates, lease rates, sales tax revenue, etc. for activity centers such as infill, I-205 and downtown. Annually review the data to ensure a broad mix of retail, sales tax revenue for City.
• Identify potential stores that fit Tracy's demographic and market conditions and include this information in Tracy's marketing materials.

  Measurables

  • Create list of targeted retailers for outreach campaign. Forward these retailers info on community and demographics on periodic basis.
• Continue monitoring local retail base/mix to target a broad array of retail tenants.

  Measurables

  • Monitor vacancies and sales tax info on quarterly basis. Update database to monitor balanced mix of offerings

While successful at attracting light industrial, warehouse and logistics firms to the area, additional efforts to develop high wage/higher-skill employment opportunities in the community are important, matching these emerging skill sets with local employers where applicable (Chamber job line).

Actions

• Conduct demographic/community surveys to assess the current employment skills within Tracy

  Measurables

  • Complete 2002 labor market survey. Once implemented, will benchmark results with 1999 survey responses.
• Match the demographics/skill set in our community with local growth companies

  Measurables

  • Upon completion of the 2002 labor market survey, ED Staff will share results with local businesses
• Continue to monitor efforts in order to develop a broad array of industrial tenants.

  Measurables

  • Ongoing

Strategy #2: Continue to Provide Business Assistance Services

The City of Tracy Economic Development Department provides a range of services to existing and new businesses interested in expanding or relocating to Tracy. Services include visitation of existing businesses to conduct outreach and resolve issues, tours and marketing to potential business relocations.

Actions

• City staff will continue to act as a facilitator for public-support financing (SBA, etc.), infrastructure improvement programs, and the creation of promotional materials. These activities should continue to be fully supported by the City's budget process to ensure continued assistance to the Tracy business community.

  Measurables

  • Send out information on Manex, a business consultancy that assists also with employment training among other things; and California Communities, the facilitator of industrial development bonds for manufacturing, to Tracy businesses, as well as to those businesses targeted by the outreach campaign for relocation.
• Continue retention visitation program

  Measurables

  • 12 industrial businesses will be visited per year by staff and/or EDC members. Any issues within those meetings will be addressed. Ongoing.
  • Expand EDC retention visitation program to include commercial and other businesses.

Strategy #3: Explore "Buy in Tracy" Campaign

This concept, which promotes local purchases of goods and services to retain spending within a community, has been implemented by economic development agencies and partnerships around the U.S. The focus can be on one type of good, such as locally grown produce or locally manufactured business supplies, or can be more broadly implemented to raise general consumer and business awareness of the array of locally produced items.

The Tracy Chamber of Commerce Directory is a strong step towards promoting locally available goods and services.

Actions

• Create publicity campaign to stimulate media interest in companies located in Tracy.

  Measurables

  • Actively support existing companies by generating local press releases about their business. (authorized and when appropriate)
• Develop a "matching" service to foster B2B purchasing.

  Measurables

  • Work with Chamber to set up program that enables businesses to share information about their services.
• Consider purchase policy to support competitive bid process for local businesses.

  Measurables

  • New purchase policy adopted in 2002

Strategy #4: Spotlight Local Success Stories in Local and Regional Publications

This strategy involves an ongoing effort to promote local business successes in local and regional newspapers and other publications.

Actions

• Initiate a City-or Chamber-sponsored local newspaper column with "spotlight" profile of local success stories. The stories could also be sent as press releases to regional publications.

  Measurables

  • Submit press releases about local businesses when appropriate (part of retention visits).
• Work with Chamber to award Tracy Business of the Year, sponsored by Chamber of Commerce, with press releases for nominations and award announcement(s).

  Measurables

  • Ongoing
• Release press announcements/articles profiling continued EDC retention visits to local companies.

  Measurables

  • Present results of retention visit to EDC and survey whether the business is worthy of a press announcement, either because of their length of time in the city or a change in their business structure.

Goal 3: Foster Supportive Business Environment

Tracy has long emphasized a supportive business environment with a consistent and predictable set of development standards. This goal continues that process by improving City services and coordinating other economic development partnerships.

Strategy #1: Communicate Permitting and Licensing Procedures and Fees

Businesses in many communities often perceive that the process to obtain a license for business operations or a permit for construction from local governments is complex or unclear. Sometimes this perception can also include the costs of various fees and permits. These perceptions can arise from a lack of communication, and can be resolved by creating a document that explains the procedures and fees and the reasons why they are necessary under California and Tracy's regulatory systems. This strategy seeks to improve the communication of City government processes affecting businesses in Tracy.

Actions

• Creation of a Handbook that outlines the procedures for obtaining business licenses and building permits in Tracy, as well as fees charged by the City of Tracy. The Department of Engineering Services (DES) and Economic Development should jointly produce this document.

  Measurables

  • Draft document completed
  • Ongoing updates based on process changes

Strategy #2: Maintain Centralized Economic Development and Land Information System

The City's economic development staff is currently in the process of updating and expanding a database of available land and property for commercial and industrial uses.

Actions

• The Department plans to post this information on the City's web site as a tool to help businesses seeking to collect information on the area.

  Measurables

  • Create database of industrial and commercial properties – expected to be completed 2002-2003. Ongoing updates.
• Additionally, staff will work with DES to post information from the above-recommended Handbook to the web site.

  Measurables

  • Once finalized, handbook will be posted on website – expected completion is Fall 2002

Strategy #3: Work to Retain a Competitive "Cost of Doing Business in Tracy"

Many aspects of the cost of doing business in Tracy are not directly controllable by local government, but are instead governed by state and federal regulations. For example, development impact fees are governed by state law and must be set according to their "nexus," or relationship, to infrastructure provided to new development projects.

Actions

• While it is difficult for cities to influence business costs, this strategy recommends continued monitoring and evaluation of these costs to understand Tracy's competitive position vis-à-vis cities in the Bay Area and Central Valley.

  Measurables

  • Support and publish (when appropriate) the SJP Paragon Report, the annual business cost comparison between San Joaquin County and the Bay Area.
  • Highlight competitive advantages in marketing material
  • Research neighboring jurisdictions' fees for comparison purposes (ongoing)

Goal 4: Ensure Adequate and Balanced Land Supply

Tracy is currently in the process of updating its General Plan. This goal seeks to support continued growth management and ensure a balanced supply of all land uses for future economic development.

Strategy #1: Monitor Available Land Supply

This strategy seeks to identify and monitor the amount of land supply for office, industrial, and retail growth in Tracy. Limiting the supply of land can inhibit growth and constrain competitive advantages, while creating an oversupply of land can work to depress prices.

Actions

• Tracy will monitor the balance of entitled and improved land supply for office, industrial and retail.

  Measurables

  • Keep updated database of entitled and improved land. Annually monitor mix of entitled and improved land, as well as underlying zoning. Ongoing as part of the available property listings on the website.

Strategy #2: Participate in General Plan Update

Tracy's General Plan update is currently underway, and will seek to address long-term future land use needs that define the evolving Tracy community.

Actions

• Economic development representatives are recommended to participate in the General Plan process to link economic development to land use considerations.

  Measurables

  • ED Staff will be part of the General Plan process
• To further strengthen the connection between economic development goals and the General Plan, this strategy also recommends creating an Economic Development Element as part of the General Plan. This approach would state long-term goals and policies to foster economic development in Tracy.

  Measurables

  • ED Staff plans to develop an element for the General Plan

Goal 5: Support Key Economic Assets

Tracy has several key economic assets that should be supported and enhanced to spur economic growth including the airport, infrastructure, community facilities, and cultural events.

Strategy #1: Support Airport Master Plan to Establish Long-Term Viability

Tracy is uniquely positioned to potentially attract companies that seek air transportation access. Through the Airport Advisory Committee (AAC), Tracy is in the process of creating a strategic plan to reposition the Tracy Municipal Airport in order to enhance economic development opportunities and provide a high quality, cost-effective asset to the community. The plan focuses on community relations, economic development, financial management, and airport enhancements to increase airport use and position Tracy Municipal Airport as a destination airport.

Actions

• Possibly expand services to private business, freight medical services, training, and recreational flying.

  Measurables

  • Assist with business outreach when applicable
  • Include updated material on airport in business outreach packets.
• Evaluate the possibility of runway expansion at the current location.
• Evaluate the best use for the New Jerusalem airport.
• Develop a funding mechanism to finance airport capital improvements and create better operating performance.
• Make the airport more visible, accessible and user-friendly through improvements to physical appearance and user facilities (including signage and airport amenities).
• Stimulate investment by holding special events and marketing activities such as air shows, hosting youth organizations, and initiating an Open House event.

  Measurables

  • See Airport Strategic Plan

Strategy #2: Encourage Transit-Oriented Development

Tracy benefits from transit services provided by the ACE train, linking commuters to jobs throughout the region and beyond. To further enhance the connections between transit and land use, Tracy should encourage a transit-oriented development.

The City is currently considering developing a new multi-modal station at 6th and Central in downtown Tracy, creating a strong opportunity to establish a transit-oriented development plan and stimulate denser downtown development.

Actions

• Conduct a local planning process to identify development opportunity sites related to transit.

  Measurables

  • Support the marketing of transit-oriented development
  • General Plan update
• Explore market potential for compact housing and new mixed use transit-oriented development.

  Measurables

  • General Plan update

Strategy #3: Manage Capital Improvements to Ensure Sufficient Infrastructure/Services

The City of Tracy has successfully conducted strategic capital improvements planning as it has grown and developed. However, the challenge for Tracy, as well as for most California cities, is to continue to secure funds sufficient to build adequate new infrastructure and provide public services.

The existence of adequate infrastructure consistent with projected growth is probably the single most important component in the implementation of an Economic Development Strategy. Infrastructure in this context includes the broadest range of water capacity, wastewater management, storm water management, transportation and communication. The ability to cost effectively and efficiently meet basic service requirements in an environmentally sensitive manner is the ever-increasing challenge.

The challenges include scarcity and competition for funds, regulatory requirements, environmental issues from water quality standards to air quality objectives, and the competing interests to balance housing, social, and economic needs.

Potable Water Resource Development and Delivery

The most crucial infrastructure element for sustainable economic development is adequate long-term potable water supplies to meet the needs of a variety of employment users from office (i.e. employees) to process water utilized in products, cooling and processing. The most sensitive of these potential employers being biotechnology, research and development, electronic components manufacturing, as well as added value food product development and manufacturing.

It is essential that long-term water supplies be secured in addition to cost effective means of treatment conveyance and delivery.

Wastewater Management

Crucial to attracting diversified employment opportunities is the ability to provide wastewater capacity, treatment and disposal at a competitive price. While the San Joaquin Delta system provides a discharge point for treated effluent, its dual role as a potable water supply and habitat for threatened species creates a sensitive environment.

The provision of wastewater capacity consistent with evolving standards on the Delta will continue to challenge the cost efficiencies of full Delta discharge. Options for recycling water, land application of treated effluent and searching for new methodology is essential if Tracy is to remain competitive to a wide range of business attraction opportunities while maintaining a cost competitive position for capital finance.

Storm Water Management

While the City of Tracy is in a rain shadow (9-10 inches of rain per year), due to topography, soil condition and high water table, the collection and discharge of storm water through a terminal system creates a high capital cost.

The storm water management issue is further complicated by Federal EPA regulations on the discharge of contaminates. The integration of municipal drainage systems with historic agricultural drainage systems is important to manage capital cost passed on to business and industry.

In any Economic Development Strategy, an efficient and cost effective infrastructure element is critical to attract and sustain economic growth. While resource development is critical, equally important are capital costs, methods of cost/benefit distribution and the ongoing maintenance and operating expense.

To broaden the opportunity for financial participation at the Federal, State and local levels, a planned, organized and committed approach is required.

Actions

• Encourage the management of fiscal policy and capital improvements to promote economic sustainability.
• Continue to plan infrastructure standards and financing.
• Continue to work with developers relative to comprehensive financing options.
• Explore and implement a collaborative process of public-private interaction in an organized process to maximize funding opportunities.