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Home My WebLink AboutAgenda Report - August 15, 1984 (81)H SAN K AW IN (X71 MY SiIVjWjIC PLAN A copy of the proposed San Joaquin County Strategic Plan was presented for Council's perusal. San Joaquin County Supervisoi George Barber had attended an earlier Inforn-fil Infomational Meeting of the Council and review the proposed plan. Council was apprised that this process, linking the efforts of representatives of private enterprise with public sector administrators and elected officials. is a proven one and designed to produce several benefits. It will: ° Focus cammmity efforts on the key factors in San Joaquin's future ° Inprove carman i ca t i ons between the various City and County governments ° Inprove camm i ca t i ons between the business cormnm i t y and the public sector ° Develop an action plan and inplementation process for shaping San Joaquin's future ° Provide a business co mumity voice in the public sector planning process that is as acceptable and -` 2 - -- t -- - - - .. . - e As explained in the Project Overview, the strategic planning process was begun in San Joaquin County because of concern over the great mxamt of change experienced in the county in the past ten years. This change has been brought about by demographic shifts, changing industry and employment patterns and a deterioration in the County's goal of forming a partnership among the cities and unincorporated areas. These and other factors have contributed to a variety of problems such as deteriorating physical infrastructure. loss of businesses and jobs and so on. The amount of funds requested represents a per capita division, with the County being asked to represent the unincorporated areas and each incorporated city for their populations. The City of Tracy has already considered our request and allocated their share of the total budget of $165,000. In addition to requests of each of the cities and County, the private sector in each city has to provide funding on a similar basis. No single government could address all the demands for services its constituents might place upon it. Similarly. no plan could address every problem and set forth an implementable solution. It is through strategic planning that efforts are combined, a cammon view of the future is developed, and implementable solutions are identified. For these reasons. and with a sincere desire to contribute to the well-being of current and future residents of the city of Lodi and San Joaquin County. the management committee of the San Joaquin County Strategic Plan respectfully request your appropriation of $10.050.00. Mr. George A. Chimikius. Coordinator. addressed the Council regarding the matter, and responded to questions as were posed by the Council. Following discussion. on motion of Counci I Member Olson, Reid second, Council appropriated $10,050.00 for funding of the subject plan, contingent upon the private sectors participation for its projected commitment. and the participation of the other cities in the County. The motion was carried by the following vote: Ayes: Council Members - Olson, Pinkerton. Reid, and Snider (Mayor) Noes: Counc i 1 Mamie rs - I1 i nchman Absent: Council 1 hbTbers - None Further, following additional discussion, on motion of Council Member 01 son. Reid second, Council authorized the appropriation of these funds ($10,050.00) when they are ready to be dispersed to be made from the General Fin -id Operating Reserve. ;`he motion carried by the following vote: Ayes: Council Members - Olson. Reid and Snider (Mayor) Noes: Council Members - Hinchman, and Pinkerton Absent : t',ou nc i 1 6Vvbe rs - None ; CITY COUNCIL JOHN R (Randy) SNIDER, Mayor DAVID M 4!N<H064AN Mayor Pro Tempore E VE LYN.M. OLSON JAMES W PINKERTON, Jr FRED M. REID n CITY OF LODI CITY HALL, 221 WEST PINE STREET POST OFFICE BOX 320 LODI, CALIFORNIA 95241 (209) 334-5634 Septenber 5, 1984 Mr. George A. Chimiklis Coordinator San Joaquin County Strategic Plan 2700 Country Club Boulevard Stockton. CA Dear Mr. Chimiklis; HENRY A. CLAVES, Jr. City Manager ALICE M. REIMCHE City Clerk RONALD AA. STEIN City Attorney This letter will confirm the action taken by the Lodi City Council at its regular meeting of August 15. 1984 whereby the Council appropriated $10.050.00 from the General 1'=1ux Operating Reserve for funding of the San Joaquin County Strategic Plan. contingent upon the private sectors participation for its projected commitment and the participation of other cities in the County. Should you have any questions regarding the actions taken. please do not hesitate to call this office. Very truly yours. rxGL. r Alice M. Rei City Clerk AMR: j i `` Cru✓�l k4�c � �F Joaquin County Strategic Plan d , ,�E Sm - i@A for A 3mcceaaAd Tornavao J'r Cx� .�� ►0,OSO. I have enclosed ar. "irfor.raticr. rackage" that introduces tho pu-poce o`_ the Strategic Plan, the process w. will follow and its operctisns. If you have any further questions about the project, nleise contact us roc mtr Project Coordinator, Geese Chirrikli s, at 944-5721?. RECEIVED J J L 6 1984 IQ)CITY OF LODI Kftic Tim" DE►ARTMEW -Sine--rely, a ti / I- ta�� (QJ 2700 Country Club Boulevard 0 Stockton. California 95204 6",'^ i rt Manp.mem Cammitt" To: Infrastructure :ask F==. Participants T- •• • • v ✓ • • � ' `-• � A n J. Foster FiuetscAQi1. Chairman 'SF a ' �"� C cal �'e Barber Ran Coale � Stue Task Force Co-C:�airs Cart Sumon Doar Perticinant, Robert Cabral iconcosie Ttank you for your interest in the San Joaquin Edweed J. Craig Jona E.. Cr CrAmty St-ategic Plan. As you know, we are now at the -,tart F"mWes of Phase IT wt•,rxe we wil l begin work at the Task Force level. M�ieo W A. es Lop 71* key objective of your Task rorce will be to identify a JMOM* J"' R Uxkt set of external and internal factors that will have an impact pp Clem P"o upor. San Joaquin County. Fran this, we will begin to raon Carol" Rumail identify goals, objectives and strategies for inprovinq aur GeoqW w strengths while mitigating any weaknesses. Wayne Trevww As a met'ver of tie Inf rastructure :as3: Force SWnty. TuroM vnmb a. Wallace your cmtributicn will vita;ly affect the recmmrdaticns ChiMIMIS and strategies '117 STRA':'DGIC PLS will produce The mle Coordwww played by Infrastructure in the San Joaquin Cvanty cannot be separated Fran the resolution of arra major problem. Again, your input and ideas are necessary to the sucess of our nd ss i or . I have enclosed ar. "irfor.raticr. rackage" that introduces tho pu-poce o`_ the Strategic Plan, the process w. will follow and its operctisns. If you have any further questions about the project, nleise contact us roc mtr Project Coordinator, Geese Chirrikli s, at 944-5721?. RECEIVED J J L 6 1984 IQ)CITY OF LODI Kftic Tim" DE►ARTMEW -Sine--rely, a ti / I- ta�� (QJ 2700 Country Club Boulevard 0 Stockton. California 95204 } Public Sector Private Sector Stockton S 43,950 $41,570 Lodi 10,050 9,510-, Manteca 7,310 6,915 Tracy 5,420 5,125 Ripon 1,100 1,040 Escalon 890 840 County 31,280 --- $100,000 $65,000 =_____= ____== Attachment E gives the overall timeframe of the project. Benefits The Strategic Plan for San Joaquin County will: • Focus community efforts on the key factors in San Joaquin's future. • Improve communications between the various City and County governments. • Improve communications between the business community and the public sector. Develop plans and an implementation process for shaping San Joaquin's future. Overall strategic plan. This should be in • executive summary format. This will ensure broad communication within both the public and private sectors. Performance monitoring plan to track the progress of implementing the strategic plan. Procedure for updating the Strategic Plan. Relationship to Other Planning Efforts A number of important planning processes and economic development efforts are currently underway or being contemplated in San Joaquin County. It is important that this strategic plan process does not duplicate these processes and that the results from the Strategic Plan have an impact upon the County's plans and progress. It is important that representatives from each city, and the unincorporated areas throughout the County have input and involvement in the strategic plan. In order to bring together the efforts of the Strategic Plan and to ensure its success, an active, involved commitment from private and public sector representatives is vital. Project's Budget, Funding Sources and Schedule 'he strategic plan budget is $165,000. This figure includes the salary of the project coordinator, summer interns, adminjstrative support, overhead and fees for Arthur Andersen b Co.. This budget assumes a generous amount of support from the Sar Joaquin business community both in terms of time and support services. Funding for the project is proposed to cone from a broad base of the business community as well as the various local governments. Sources of funding is proposed to be allocated by population, across the various areas as follows: Joaquin County Strategic Plan STRATEGIES FOR A SUCCESSFUL TOMORROW PROJECT OVERVIEW JULY 1984 Joaquin County Strategic Plan &MMOn For A 3mcmand Tomonav N1a+ugement Committee J. Foster flwtsch Cha/pan George torpor Candace Dire Carl tort" Plobert Cabral bn Coate Edward J. Craig John [. Cyr OM ►agundes ' Garbare Foss Michael E. Locke Nsrcelo A. Lopes J.A. Loutsenhiser John R. Locke Glenn Page Gaye Pepsis Jowl Parkinson Carolyn assell George Sangster Jack Swder Larry Sorinl George Tabuchi Wayne ?revers. stoney Turoff Philip 6. Wallace George A. Chisiklis Coordinator Thank you for your interest in the San Joaquin County Strategic Plan. The Plan is being developed by a broad Lase of individuals fran the public and private sectors. The project is being directed by a Management Committee made up of individuals from the business community and from the different cities and county. What follows is an "information package" which intro- duces the purpose of the Strategic Plan, the process we will follow and its operation. If you have any further questions about the project, please contact our Project Coordinator, George Chimiklis, at (209) 944-5728. Sincerely, The Management Committee of The San Joaquin County Strategic Plan 2700 Country Club Boulevard + Stockton, Caltfomla 95204 SAN JOAQUIN C=M STRATEGIC PLAN "STRATEGIES FOR A SUCCESSFUL TOMORROW" PROJECT OVERVIEW SAN JOAQUIN COUNTY STRATEGIC PLAN "STRATEGIES FOR A SUCCESSFUL TOW..RROW" Background Over the past five to ten years San Joaquin County has experienced a great deal of change. This change has been brought about by demographic shifts, changing industry and employment patterns and a deterioration in the County's goal of forming a partnership among the cities and unincorporated areas. These and other factors have contributed to a variety of problems such as deteriorating physical infrastructure, lost of businesses and jobs and so on. There is a concern that the County is fragmented with many business organizations and different points of view. Out of these concerns and issues came the idea for the development of a strategic plan for San Joaquin County. The plan will look at demographic and social trends as well as economic and fiscal issues. The efforts of this project will represent the ideas of many representatives from city and county government, businesses, organizations and individua's within San Joaquin County. Methodology The San Joaquin Strategic Plan is being developed using strategic planning concepts developed by Arthur Andersen b Co. and successfully applied in cities and counties throughout the Nation. The San Joaquin Strategic Plan will be conducted in four distinct phases as illustrated by Attachment A. The identification of each phase and the associated objectives are as follows: Phase I - Organization and External Scan To finalize project objectives, scope and work approach. To organize the project so as to facilitate effective group dynamics and decision mak- ing. The project team assignments, time- frames and reporting mechanisms must be mutually acceptable to all teams members. To obtain an understanding of the trends which are most likely to impact San Joaquin County in the future. To obtain concurrence on the key external factors and issues to be addressed`. Phase II - External and Internal Analyses To obtain an understanding of each external factor and issue being addressed, and the nature and scope of the effect on San Joaquin County. To obtain an understanding of the internal strengths and weaknesses of San Joaquin County and how it compares to other metro- politan areas in that regard. To narrow the scope of the issues for which goals, objectives and strategies will be established. Phase III - Goals, Objectives and Strategies To set realistic goals and objectives based on an understanding of the key issues, to include: Desired long-term results Quantifiable targets for each area reviewed To prioritize objectives and goals to be addressed. To identify potential action plans (strategies) to achieve desired goals for each strategic area. Phase IV - Plan Development. Implementation and Monitoring To develop individual strategies and consolidate them into an overall strategic plan. To develop a mechanism for monitoring perfor- mance, reporting progress and updating strategies, as appropriate. In summary, the first step in the process is to analyze the factors shaping the future of the county with particular emphasis on the economic, demographic, fiscal and social trends. From this &nalysis the six or seven key issues shaping the future of San Joaquin County in the next 10 20 years are identified. Once a broad consensus about the issues is reached, task forces are formed to analyze each of the issues in detail. The task forces develop goals, objectives and strategies to deal with the issues. More importantly, an implementation plan will be developed along with a process to ensure that the plan is monitored and revised as necessary. Organization The San Joaquin County Strategic Plan is comprised of a broad base of interests from both the public and the private sectors. The project is directed by a Management Committee (see Attachment B) made up of individuals from the business community and from the different cities and County. The Committee is chaired by J. Foster Fluetsch, Chairman of the Board of American Savings and Loan Association. Consulting assistance is provided by Arthur Andersen b Co. (see Attachment C for the overall project organization). At the end of Phase I. the key strategic issues identified as having the biggest impact upon the County were defined. The issues identified include economic development. housing, education, quality of life and public sector financing. A task force is being formed for each strategic issue. Each task force is co-chaired to ensure a broad representation of the County and mix of private and public sectors. Attachment D describes the task forces and lists the Chairmen. Throughout the remainder of the project the task force is responsible for the development of the specific goals, objectives and strategies for that issue. Each task force will be composed of a committee of public and private sector representatives. The need for active participation on the part of the business com- munity is critical to the success of the project. Their purpose is to provide an objective and diverse look at the issues, and to assist in the collection and analysis of data specific to their field of experience and expertise. Having the project structured in this way serves to provide broad business comtunity participation and commitment to the strategic plan. This project organization also provided the level of resources required to effec- tively analyze and plan for a diverse range of major planning issues. End Products This section identifies the major products to be produced: Phase I - Organization and Environmental Scan Preliminary statement of objectives A detailed work program Identification of the key strategic areas requiring in-depth analysis List of the several major issues to be studied by selected Task Forces (See Phase II) Phase IT - External and Internal Analysis For each key issue the following products will be prepared: Detailed external analysis of each issue, identifying the key threats and opportunities facing San Joaquin County. Detailed internal analysis, identifying the key strengths and weaknesses for which goals, objectives and strategies will be developed. Revised Statement of Objectives. Phase III - Goals, Objectives and Strategies For each key issue the following products will be prepared: Initial statement of overall goals and objectives. Summary of the interrelationship between the goals and between the issues. Prioritized list of potential strategies for each key area. This includes identification of the important financial, policy and legislative implications for the key strategies, along with the resources needed to implement them. Phase IV - Plan Development, Implementation and Monitoring An implementation plan for each key strategy which includes: Tasks to be accomplished Assigned responsibilities Critical milestones Key deliverables Other critical data to assist in controlling the effort Overall strategic plan. This should be in executive summary format. This will ensure broad communication within both the public and private sectors. Performance monitoring plan to track the progress of implementing the strategic plan. Procedure for updating the Strategic Plan. Relationship to Other Planning Efforts A number of important planning processes and economic development efforts are currently underway or being contemplated in San Joaquin County. It is important that this strategic plan process does not duplicate these processes and that the results from the Strategic Plan have an impact upon the County's plans and progress. It is important that representatives from each city, and the unincorporeted areas throughout the County have input and involvement in the strategic plan. In order to bring together the efforts of the Strategic Plan and to ensure its success, an active, involved commitment from private and public sector representatives is vital. Project's Budget, Funding Sources and Schedule The strategic plan budget is 5165,000. This figure includes the salary of the project coordinator, summer interns, administrative support, overhead and fees for Arthur Andersen b Co.. This budget assumes a generous amount of support from the San Joaquin business community both in terms of time and support services. Funding for the project is proposed to come from a broad base of the business community as well as the various local governments. Sources of funding is proposed to be allocated by population, across the various areas as follows: Attachment E gives the overall timeframe of the project. Benefits The Strategic. Plan for San Joaquin County will: Focus community efforts on the key factors in San Joaquin's future. Improve communications between the various City and County governments. Improve communications between the business community and the public sector. Develop plans And an implementation process for shaping San Joaquin's future. Public Sector Private Sector Stockton $ 43,950 $41,570 Lodi 10,050 9,510 Manteca 7,310 6,915 Tracy 5,420 5,125 Ripon 11100 1,040 Escalon 890 840 County 31,280 --- $100,000 $65,000 asussaS =Susan Attachment E gives the overall timeframe of the project. Benefits The Strategic. Plan for San Joaquin County will: Focus community efforts on the key factors in San Joaquin's future. Improve communications between the various City and County governments. Improve communications between the business community and the public sector. Develop plans And an implementation process for shaping San Joaquin's future. Provide a business community voice in the public sector planning process that is as acceptable and objective as possible. The Strategic Plan is not a document that will sit on the shelves of city officials or business executives. It can be a road map that will indi- cate actions that, if taken, can make San Joaquin a better environment. The completion of the strategic plan will be the beginning of a focused, concerted business and public sector effort helping to shape the future of San Joaquin County. Key Success Factors In order to make the project a success, there must be: • Strong leadership • Active participation from the business community, public sector and other County representatives Effective management and coordination • Public sector support • Sufficient resources • A commitment to, and a process for implementation The Management Committee has been providing strong and effective leadership. They and several other business and civic leaders are actively involved with the project. Throughout the life of the project this kind of involvement is critical. As the project progresses, such involvement by others throughout the community will be equally important. The project's goals and methodology have been communicated to several of the largest businesses in San Joaquin County. This communication must expand to include all of the major business organizations as well as each of the city offices. Increased communication and cooperation between each of r the cities and the unincorporated areas is a major goal and a vital concern of the plan. Public sector support has been actively, and fairly successfully, solicited. Each City Hall has been contacted and has agreed to some level of support. Overall, reception to the project has been extremely positive and good lines of communication have been opened. The overall success of the Strategic Plan hinges upon the implemen- tation process. To insure successful implementation, such strategies must be developed early. From the beginning stages of the plan, every effort has been made to develop a process that will enable future implementation. PHASE I SAN JOAQUIN COUNTY STRATEGIC PLAN FOUR PHASE APPROACH PHASE II PHASE III Attachment A PHASE IV ORGANIZATION EXTERNAL GOALS, PLAN AND AND OBJECTIVES DEVELOPMENT, ENVIRONMENTAL INTERNAL AND IMPLEMENTATION SCAN ANALYSIS STRATEGIES AND MONITORING Attachment B SAM JOAQUIN COUNTY STRATEGIC PLAN MANAGEMENT COMMITTEE LIST J. Foster Fluetsch J.A. Loutzenhiser Chairman of the Board Plant Manager American Savings and Loan Owens-Illinois Association Glass Container Division George A. Barber County Board of Supervisors Candace Blue Project Step Women's Center of San Joaquin County Carl A. Burton Past President San Joaquin County Economic Development Bob Cabral San Joaquin Ccunty Farm Bureau George A. Chimiklis Economic Development Coordinator San Joaquin County Economic Development Association Ron Coale Councilman City of Stockton Ed Craig Owner Bailey's Nursery, Inc. John E. Cyr President John Cyr Realtors, John Lucke American Savings and Loan Association Glenn Page Mountain Valley Express County Chamber of Commerce Gaye Papais Associate Planner Community Develop-ent Department City of Lodi Jim Parkinson Vice Mayor City of Stockton Carolyn Russell Corporate Communications The Grupe Company George Sangster Economic Development nirector Greater Stockton Cha. , of Commerce Larry Sorini Field Representative Senator John Garamendi George Tabuchi County Industrial Inc. Revolving Fund Dena Fagundes Acting Manager Tracy Chamber of Commerce Barbara Fass Stockton City Council Michael E. Locke City Manager City of Tracy Marcelo A. Lopez Director PIC/DET Wayne Trevena Commercial Associate Moss, Craig b Wiggins Sidney Turoff Professor, Business Administration School of Business and Public Administration University of the Pacific Philip B. Wallace Western Empire Investment Co. ATTACHMENT C SAN JOAQUIN COUNTY STRATEGIC PLAN "STRATEGIES FOR A SUCCESSFUL TOMORROW" PROJECT ORGANIZATION BUSINESS AND CIVIC LEADERS MANAGEMENT COMMITTEE PROJECT MANAGEMENT ARTHUR ANDERSEN & CO, COORDINATOR: GEORGE CHIMIKLIS TASK TASK TASK TASK TASK FORCE I FORCE I I FORCE I FORCE I I FORCE I 1 2 3 4 5 SAN JOAQUIN COUNTY STRATEGIC PLAN TASK FORCES ORGANIZATION HOUSING EDUCATION INFRASTRUCTURE QUALITY OF LIFE • JOHN CYR • CARL BURTON • GEORGE BARBER • GAYE PAPAIS • DEAN 14CNEILLY RON COALE ECONOMIC DEVELOPMENT • CANDACE BLUE • SID TUROFF -----------------------�----------•- • WAYNE TREVEMA RICUITURE SMALL BUSINES INDUSTRY • ED CRAIG -BARBARA FASS HIKE LOCKE SAN JOWIN COUNTY STRATEGIC MAN *STRATEGIES FOR A SUCCFSSFUL 1OMORRON' QYERJU u ROJECT k IM L MAY .JUNE .JUT Y AUG SF* T OCT Nov DEC JAM FE• PHASE I 1. PROJECT ORGANIZATION AND ADMINISTRATiOM 2. ENVTRONNENTAI SCAN PHM 11 1. EXTERNAL ANALYSIS 2. INTERNAL ANALYSIS rI�ASE i I i 1. GOALS AND OIJECTIYES DEVELOPMENT 2. STRATEGY IDENTIFICATION pKk% I 1. PLAN DEVELOPMENT AND IMPLEMENYATION 2. MOMITORING PLAN MEETINGS: MANAGEMENT COMMIT TEE TASK FORCES STRATEGY BRAINSTORMING COMMUNITY FORUMS PRESS CONFERENCE A ♦ Ir ♦ ♦ ♦ ♦ d ® • A ♦ A