HomeMy WebLinkAboutAgenda Report - March 31, 2015 B-01 SMAGENDAITEM B-�l
CITY OF LODI
COUNCIL COMMUNICATION
TM
AGENDA TITLE: City Council Goal Setting
MEETING DATE: March 31, 2015
PREPARED BY: City Manager
Introduction:
This goal setting process was originally conceived as an effort to flesh out the aspirational goals that
appear in Lodi's Comprehensive Annual Financial Report (CAFR). However, as current staff realized the
age of the goals, it became apparent that Council may want to reconsider its goals as well. The goals,
whether left intact or revised, could then be used by Council to inform their prioritization of project goals.
Discussion on March 31 will therefore start with a Council assessment of whether the existing goals
adequately capture the current Council's aspirations. If they do, Council can then discuss a number of
project specific goals and determine how those goals fit in to Council's aspirational goals. In the interest
of quality discussion, tonight's meeting will not exceed 3 1/2hours. Additional meetings will be scheduled
as necessary.
To inform the discussion, Staff requested that department heads and council members establish their
three top project priorities and submit them for inclusion in this staff report. Although perhaps arbitrary,
the three project limit is intended to force all involved to thin their list to an achievable level given current
budget realities. The projects can then be prioritized according to their importance and funding options.
Before we get there, however, it will be instructive to consider a brief history of Lodi's goals.
A Brief History of Lodi's Existing Goals:
Lodi's City Council considered its goals on an aspirational basis three separate times since the year
2000. As referenced, all of these goal sessions resulted in the setting of goals that were broadly
aspirational, such as "Ensure a high quality of life and safe environment" rather than a desire to
accomplish specific projects such as "Replace Fire Station 2." The first effort came in the form of
adopting a City Mission Statement and occurred in 2001 as part of the 2002 Budget adoption process. At
a shirtsleeve session on May 29, 2001, the Council revised its Mission Statement to read:
"The City of Lodi's purpose is to enhance the quality of life for Lodi residents, reflecting our high
community standards. "
The above statement of purpose was incorporated into the 2003 budget and has appeared on the cover
page of every budget since 2003.
The Council revisited its aspirations again as part of a 2003 Goal Setting effort over the course of several
sessions. Minutes from those meetings are attached. The goals were ultimately incorporated into Lodi's
APPROVED:
Ftephen Schwabauer, City#Aanager
City Council Goal Setting
March 31, 2015
Page 2
CAFR in 2003 and have also appeared in every CAFR since that date. They include four overarching
goals, each with their own subsets. The goals are "to ensure":
Goal A: A high quality of life and safe environment
Maintain City's sense of community
Provide for a balanced community
Provide resources to maintain City's infrastructure
Promote urban forestry
Encourage public art, cultural and recreational opportunities
Provide appropriate and sufficient City facilities
Continue to use partnerships and alliances to advance City's objectives
Goal B: An efficient and productive City organization
Develop short- and long-range operational plans
Develop effective records management program
Develop policies which provide timely and competent customer service
Enhance access to information through technology by implementation of an information
systems strategic plan
Provide employee training and education
Evaluate telecommunications opportunities
Attract, retain, and invest in a quality City workforce
Improve customer service
Goal C: Public trust
Promote public relations and marketing efforts
Ensure open, accessible public meetings
Goal D: Development of the Lodi economy for a fiscally sound City organization
Promote commercial and industrial economic base
Provide a balanced budget and adhere to adopted budget policies
Pursue efforts to be entrepreneurial
Available Resources:
Lodi's finances are clearly recovering after six difficult budget years. We have seen three years in a row
of increasing total revenue and three years in a row of increasing unrestricted reserves. However, even
with the backdrop of an improving economy, Lodi has still not recovered to its pre -Great Recession $44.5
million high revenue mark. As such, any funding choices would necessarily come at the expense of other
projects or other services currently provided.
It is important to note that City employees contributed significantly to the City's survival of the Great
Recession. Employee counts fell from a high of 480 to a low of 378. In addition, employee net pay
remains below 2008 levels by at least 7 percent in miscellaneous groups and 9 percent in public safety.
Further, the City is down seven sworn police officers and browning out Engine 1 regularly. Any priority
must therefore necessarily include consideration of those contributions.
The majority of the projects listed below have no current funding available. For those projects, and
projects that have partial funding, the City has little available resources to make them a reality in the near
City Council Goal Setting
March 31, 2015
Page 3
term. Given available resources Council may wish to consider prioritizing projects based on the value-
added concept so common in today's competitive State and federal grant environment. Put simply, a
project's priority could be imp -acted by its ability to pay for Itself either in the form of concrete and
measureable increased revenue, or in -the form of project contributions from third parties such as
business interests, non -profits or individuals.
Lodi recently closed its 2013/14 fiscal year with $8.9 million in unrestricted and undesignated General
Fund reserves. The lion's share of those reserves is subject to a Council Reserve Policy allowing half to
be used to meet an economic crisis and the other to fund a physical crisis. The Reserve Policy is
attached as Exhibit 1. That leaves Council $1.9 million in this fiscal year to address its General Fund
priorities. In addition, our budget traditionally sets aside $435,000 per year for capital maintenance and
$65,000 for Information technology upgrades or replacements. Community Development Block Grant
Funds for City projects add another approximately $600,000 to the mix. However, CDBG. dollars must be
spent in a target area or for the benefit of the target audience. Finally staff anticipates a one-time.
$776,000 sales tax revenue increase in Fiscal Year 2015/16 that could be used to meet any of the below
priorities. Council has histofically restricted one-time dollars to one4ime needs suphas addressing
unfunded liabilities and capital maintenance. Staff recommends Council continue to hold that line.
Addressing ongoing operating costs, such as positions, with one4ime dollars exposes the City to losing
those positions again when the one-time dollars are fully expended.
Project Specific Goals:
CITY CLERK:
Replace e -Records system with updated records management system that would provide staff and
the public reliable access to City records. E -Records is frequently offline, particularly after hours or on
weekends when staff is not available to restart the system. Even when operable, search capabilities
are limited as some records no longer have full -text search capabilities, while recently -added records
no longer have field search capabilities.
Staff is exploring two different options to replace e -Records:
a. Microsoft SharePoint & Consultant — Cost estimate: SharePoint ($70,000 to $80,000)0n -going
cost: None (maintained by in-house staff).
b. E -Records Program — Cost estimate: Sample vendor — Laserfiche ($25,000 to $50,000*)
On-going cost: $6,000 to $8,000 annual maintenance.*
*Cost varies depending on how many public portal licenses are purchased.
Project is currently unfunded but could be funded equally between General Fund and Utility
Funds.
11. CITY COUNCIL
Mark Chandler
a. Economic development/jobs/business attraction
b. Workforce development
c. Infrastructure/utilities to industrial parcels
d. Downtown development/tourism/homeless solution
City Council Goal Setting
March 31, 2015
Page 4
Bob Johnson
a. Establish a funded economic development incentive program
b. Make Lodi's Fiber Optic System available to businesses
c. Indoor Recreation Facilities
Doug Kuehne
a. Incorporate more commercial and industrial land into the City limits (and get it shovel ready).
b. Beautify the downtown area (make it more inviting for more business to come to that area).
c. Incorporate the Goals of Vision 2020 into any future goals for the City (College presence,
Downtown Hotel, etc.).
JoAnne Mounce
a. East side improvement
b. Gang suppression
c. Downtown improvement
d. Homeless
Alan Nakanishi
Ill. COMMUNITY DEVELOPMENT:
a. Inspector Position: Add New Inspector Position to address increased inspection work load.
This item will be self-funded through application fees.
b. Industrial Annexation: Encourage and assist with Annexation of Industrial land in the
Southeast area of Lodi. This project will largely be self-funded by project applicants.
c. Second Gang Intervention Worker. Total cost of $88,000 with School District share of 50%
reducing City cost to $44,000.
IV. ECONOMIC DEVELOPMENT:
a. Facilitate the successful disposition and reuse of the General Mills property
No additional cost. This effort will be accomplished by existing staff.
b. Investigate the feasibility of operating a fiber network for Economic Development
The Electric Utility will contract with an industry professional to conduct an analysis. Estimated
cost range: $20,000-$50,000.
c. Establish a Downtown Property -Based Business Improvement District (PBID)
No additional cost. This effort will be accomplished by existing staff. Implementation of this
goal is expected to reduce City exposure to increased maintenance costs over time.
City Council Goal Setting
March 31, 2015
Page 5
V. ELECTRIC UTILITY
An organizational Checkup is being completed with the assistance of Hometown Connections,
the utility services subsidiary of the American Public; Power Association that provides public
power Wities with consulting support in the areas of organization assessment, strategic planning,
governance development, and staffing. This endeavor is a quick and cost-effective assessment of
utility management and operations, based on best practices in the public power sector. The
assessment addresses the following key areas:
Customer outreach &
communications
Customer service, including utility
billing
Utility programs
Power supply
Distribution operations
Employee safety
a Governance
0 Strategic planning
0 Rates
9 Administration, accounting &
finance
0 Technology
0 Human resources
The Organizational Checkup report will provide realistic recommendations and is the starting point
for EU's comprehensive strategic planning process that can be integrated into the City Council's
goals and objectives. The top three priorities that have been identified are as follows:
a. 10 -year Distribution System Maintenance CIP $20 million: Safety, reliability and
affordability are key components to operate an electric utility. In order to maintain our excellent
safety record, mitigate outages, and ensure cost effectiveness, EU staff has developed a 10 -
year Distribution System Maintenance Capital Improvement Plan (CIP) as part of the
department's financial model. Staff will continue to work toward completion of the tasks
outlined in the CIP at the lowest cost possible, along with updating the financial model and
reviewing the rate schedules on an annual basis to ensure funding is available while
maintaining credit worthiness. (See Exhibit 2, Electric Utility 1 0 -Year Cl P)
b. Increase Customer Relations and Marketing Efforts: The residents and businesses in Lodi
are the owners of the utility, and it is our responsibility and desire to become an "energy
partner"with our customer/owners. In order to do so, we must learn what they need and
provide the necessary information to assist them in understanding how to best utilize the
energy conservation programs designed to save energy and money while remaining compliant
with State and Federal mandates.
c. Succession Planning: The EU has a number of individuals eligible to retire in the next few
years, and there are very few qualified candidates in the electric utility industry. In preparation
for this a number of organizational changes have taken place over the past five years to
improve operational efficiency and establish career paths within the utility. This is an ongoing
effort that staff will continue to pursue and evaluate along with leveraging outside agencies for
support when needed.
V11. FIRE
a. Return Browned -Out Fire Engine I to Full Service: The total estimated cost of returning
the browned -out Engine 1 back to full service for one year is $365,000 in additional overtime.
The cost to hire nine firefighters (one captain, engineer, and firefighter for three shifts) is
estimated at $1.3 million annually.
City Council Goal Setting
March 31, 2015
Page 6
b. Increase Lodi Fire Department Staff professional development and succession
planning programs: The fire department staff strives to remain at the leading edge of the fire
profession and going beyond the minimum standards to exceed departmental expectations.
This can only occur with the continued education, training, professional development and
succession programs.
i. 2/3 of the command staff will retire in the next 5 years
ii. Over half of the Captain/supervisors will retire in the next 5 to 10 years
iii. 50% of the Department will assume new positions and responsibilities
c. Explore, evaluate and implement a comprehensive asset management and savings plan:
i. Communications: Complete the radio inventory and follow through with the
purchase/installation of all front-line and reserve apparatus with APEX dual -radios. Total
cost for upgrades on the communication systems is $75,600.
ii. Self -Contained Breathing Apparatus (SCBA) and other imperative safety equipment:
Within the next 5 to 10 years the City of Lodi Fire Department will have to replace over 4C
SCBA equipment pieces. Each device can range between $6,000 - $8,000 (a total cost
of replacement between $240,000 and $320,000).
iii. Develop adequate funding for facilities maintenance, replacement and repair is essential
to the safety and well-being of all Lodi Fire Department personnel.
Vil. INTERNAL SERVICES DIVISION
a. Complete Implementation of Tyler and add Functionality: Funded
b. Develop and Implement Comprehensive Budget and Financial Policy: Unfunded
i. IT ($4 million at 6/30/14)
ii. Vehicles ($2.4 million at 6/30/14)
iii. OPEB ($16.9 million at 1/1/14)
iv. Buildings (See Exhibit 3, Public Works Project Priorities)
v. PERS ($93.9 million at 6/30/13)
c. Develop City-wide Information Technology Strategic Plan: Unfunded
Vill. LIBRARY
a. Redesign children's area. At present, children's picture books are located in five sections of
the children's area, and we need interesting/fun structures within the children's section to
attract children's attention in that area and to stimulate their tactile senses and imagination.
The redesign is estimated to cost $22,000.
b. Digitize Lodi News: Digitize the Lodi News Sentinel newspapers from 1880 to present.
Currently, these newspapers are on 600 roles of microfiche, and our microfiche reader does
not work properly. Replacement of the microfiche reader would cost $7,000 while digitizing the
newspapers would cost $30,000 and the newspapers would be available online, anywhere in
the world. It would provide all of Lodi's history to its citizens for access in their homes, and
would save countless hours of staff having to look up information on microfiche.
City Council Goal Setting
March 31, 2015
Page 7
c. Security: Enclose the Library's back door and the book drop to protect the space from drug
use and criminal activity. Cost approximately $6,000.
IX. PARKS AND RECREATION
a. Continue phased roof restoration project at Hutchins Street Square: Total remaining
cost: $288,000 to protect a $15 million asset for the next 10-15 years. Roof sections A&B
completed (Phase 1). Phase 2 needed (Area C, $165,000), then Phase 3 (Area E, $58,000),
Phase 4 (Area D, $45,000) and Phase 5 (F&G, $20,000). Cost estimates provided by the
Garland Company (site visit Nov. 2013, report updated Feb. 10, 2014).
b. Funding for erosion study/mitigation at Lodi Lake Park and grant writing: Focus would
be two areas: Pigs Lake/Nature Area and portion between Rotary and Youth Area locations.
Goal would be to determine cause of excessive erosion and mitigation measures that may be
eligible for grant funding. Estimated to cost up to $50,000, but that likely would not include any
significant mitigation measures. Having the study/solution to back a grant application is our
best opportunity to receive outside funding. The City submitted applications for State grant
funding in 2008 and 2011 without success.
c. Parking lot maintenance/resurfacing (in order of priority):
i. Softball Complex (2 -inch Petromat Overlay) - $130,000
ii. Salas Park (2 -inch Petromat Overlay) - $300,000
iii. Katzakian Park (Slurry/Re-Paint) - $15,000
iv. Grape Bowl North Lot (Slurry/Re-Paint) - $120,000
v. Kofu Baseball/Skate Park Lot (2 -inch Petromat Overlay) - $50,000
vi. Nature Area paved path slurry seal - $20,000
d. Playground equipment replacement: $25,000 would be sufficient seed money for a
community build program at Candy Cane Park. The only playground apparatus at that park is
deteriorating and needs new path of travel, plus replacement. $25,000 would pay for materials
and site supervisor, with community providing labor. Overall, $100,000 would assist with
Candy Cane and demolition of existing south playground area at Emerson Park, which is not
ADA accessible and equipment is deteriorating, and replacement playground equipment.
X. POLICE
a. Increase sworn and civilian staffing: (add 8 sworn + 5 civilian staff) — Sworn increases
include one (1) sergeant (Professional Standards Officer — IA, training, backgrounds, internal
audits, policy revision, etc. — replacing a PT civilian position); one Corporal (PIO, public affairs,
digital media, community policing); and six (6) police officers (patrol, traffic, investigations, and
downtown bike patrol). Estimated additional sworn cost: $1.2 million. Civilian increases
include one (1) additional Dispatch/Jail Supervisor; one (1) Crime Analyst (replacing a PT
civilian position); one (1) Community Services Officer for crime prevention, neighborhood
watch, business watch, etc.; one (1) additional Records Clerk; and (1) additional Assistant
Animal Services Officer. Estimated civilian cost: $425,000. Estimated total (sworn &
civilian based on 2014-15 compensation): $1,625,000. Source: General fund.
City Council Goal Setting
March 31, 2015
Page 8
b. Replace CAD/RIVIS system: Current Sungard OSSI system performs. poorly. Estimated
replacement cost: $1 million to $1.5 mHlion one-fime- expense, or -explore a lease purchase
option. Possibly no additional annual maintenance costs, Source (partial): annual
maintenance savings from termination of Sungard contract (4140,000), plus savings from
now -defunct prisoner transportation program (-$50,000, or combined total of approximately
$190,000/year).
c. Equipment -and technology replacement and enhancements: Increase annual vehicle
replacement fund contribution to $300,000 (additional $250,000 -annually); establish an
internal service fund for computer and equipment replacements (-$150,00042.50,000
additional/year); new PD website (-$25,000-$50,000 one-time); dash cameras ($2001000
one-time); body cameras ($90,000 one-time, plus $40,000 annually); implement digital video +
evidence storage (additional -$100,000-$150,000/year); additional training (additional
$50,000/annually); firearms replacement ($50,000 one-time). Total first year cost: $865,000-
$1,040,000. Estimated additional annual cost: $590,000-$740,000. Source: General fund.
X1. PUBLIC WORKS
Public Works project priorities are detailed in Exhibit 3 and are categorized as follows:
i. Facilities
ii. Streets
iii. Utilities
Conclusion:
iv. Fleet
v. Transit
vi. White Slough
As Council can see, Lodi's needs far exceed available resources. It is hoped that this session can serve
as a framework for setting forth a roadmap for Lodi's most important projects while at the same time
finding some projects we can take off the list.
tepher�Schwabauer
C
ity Manager
Attachments:
Exhibit 1 - General Fund Reserve Policy
Exhibit 2 - Electric Utility 10 Year CIP
Exhibit 3 - Public Works Project Priorities
RESOLUTION NO. 2010-86
A RESOLUTION OF THE LODI CITY COUNCIL
ADOPTING A GENERAL FUND RESERVE POLICY
WHEREAS, maintaining General Fund reserves is fiscally prudent; and
WHEREAS, reserves can mitigate the financial exposure of catastrophic events
and actions from outside entities that affect our revenue streams; and
WHEREAS, reserves reflect positively on the creditworthiness and prudent
management of the City; and
WHEREAS, the City of Lodi Budget and Finance Committee has drafted the
attached General Fund Reserve Policy for Council adoption.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Lodi
does hereby approve the General Fund Reserve Policy attached as Exhibit A.
Dated: June 2, 2010
------------
I hereby certify that Resolution No. 2010-86 was passed and adopted by the City
Council of the City of Lodi in a regular meeting held June 2, 2010, by the following vote:
AYES: COUNCIL MEMBERS — Hansen, Hitchcock, Johnson, Mounce,
and Mayor Katzakian
NOES: COUNCIL MEMBERS — None
ABSENT: COUNCIL MEMBERS — None
ABSTAIN: COUNCIL MEMBERS — None
R&ANHL
City Clerk
n'e
�je i0reg�,)jng document is certffiledtc) bc a co c�.
,;opy of the original on file in the City Clerk7s office.
Jennifer M. Robison
.Assistant City Clerk, City of Lodi
3y: lo
)ated:
Al 1 2010-86
City of Lodi EL ;_ I __1 TF
General Fund Reserve Policy
Purpose of Reserve Policy
Adequate designations of reserves ---funds set aside for various legitimate
purposes --- are critical to the successful and stable, short- and long-term
operation of the City of Lodi. Adequate reserves in the General Fund ensure that
the City is able to respond to emergencies and continue providing services to the
citizens of Lodi. Adequate reserves ensure that the City will have sufficient
funding available to meet its operating, capital and debt service obligations.
Pursuant to Statement No. 54 of the Governmental Accounting Standards Board
(GASB) — Fund Balance Reporting and Governmental Fund Type Definitions,
unrestricted fund balance is composed of funds that may be classified as
committed, assigned or unassigned. Committed fund balance represents those
funds that are constrained by a limitation imposed by the governing body of a
government upon itself as to the use of those funds. Assigned fund balance
represents the City Council's intention to use funds for a specific purpose.
Unassigned fund balance represents the remainder of fund balance after
accounting for all reserved amounts. Provisions of GASB Statement No. 54 are
effective for reporting periods beginning after June 15, 2010.
Beginning with the budget for Fiscal Year 2010/11, the following General Fund
Reserves shall be funded, as funding is available.
Committed Fund Balance
General Fund Reserve — Catastrophic Reserve
To maintain the ability of the City to meet operational expenses during
times of declared emergency or major catastrophe, the City shall
maintain a committed General Fund balance of a minimum of 8% of
annual General Fund revenues. It is recognized that during a time of
emergency, the City will need to expend more resources than normal
operations dictate to meet the community's needs. In addition to an
increased level of expenditure, the tax base of the City may be
impaired after a major catastrophic event. This reserve shall be
exclusive of all other reserves. This reserve may only be drawn upon
pursuant to an emergency as declared under the Lodi Municipal Code.
If the General Fund — Catastrophic Reserve amount falls below 5% of
annual revenue, the City Manager shall prepare a plan within three
months of approval of the Comprehensive Annual Financial Report
(CAFR), commencing with the CAFR for FY 2009/10, to restore the 5%
level within 12 months and the 8% level within 24 months.
This reserve is not intended for normal unanticipated expenditures and
shall be funded before all other committed General Fund reserves.
General Fund Reserve — Economic Reserve
To maintain the City's economic viability and to meet seasonal cash
flow shortfalls, the City shall maintain a committed General Fund
Reserve — Economic Reserve balance of a minimum of 8% of annual
General Fund revenues. Although 8% is the minimum, because this
reserve is intended to levelize economic cycles from year to year, the
reserve should have a higher amount to cushion the cyclical effects of
the economy. This reserve shall be exclusive of all other reserves.
Funding may only be disbursed based upon a resolution of the City
Council.
Funding of the General Fund Reserve — Economic Reserve will begin
in the fiscal year following full funding of the General Fund Reserve —
Catastrophic Reserve. Provisions below regarding action required if
the General Fund Reserve — Economic Reserve falls below 5% of
General Fund revenues shall only apply after the reserve has been
funded at the minimum 8% level.
Once fully funded, if the General Fund Reserve — Economic Reserve
falls below 5% of annual revenue, the City Manager shall prepare a
plan within three months of approval of the Comprehensive Annual
Financial Report, commencing with the CAFR for FY 2009/10, to
restore the 5% level within 24 months and 8% within 48 months.
Once fully funded, in no case shall the General Fund Reserve -
Economic Reserve fall below 5% of annual General Fund revenue for
greater than a continuous 24 -month period.
Asstgned Fund Balance
Once Committed Reserves are fully funded, the City Council may establish
Assigned Reserves for designated purposes. Assigned Reserves reflect
Council's intent as to the use of funds. Once assigned, funds may only be
released by resolution of the City Council.
Lodi Electric Utility 10 -Year Capital Improvement Program
Distribution Capacity Program
12kV Underground Improvements (inc cable replacement)
Streetlight Grounding and Fusing
230 kV Interconnection
12 kV Overhead Maintenance (inc reconductor and pole replacement)
Ops Center Ergo Imp
Substation Improvements:
RpI BK2 @ Killelea
Rewind old BK2
Battery @ Industrial
Replace 60kV PCV Oil Breaker w/SF6 breaker
Replace McLane OCB 6021 w/SF6 Breaker
RpI Killelea BK1 with rewound bank
Rewind old Killelea BK1
Rpl Henning OCB 6041 w/SF6 Breaker
RpI 5 - 12kV breakers and bus tie @ McLane
New Corp Yard @ Industrial
MSC Imp
ISD Equip Move (annex project)
Annex Chiller
Other
TOTAL
Vehicles/Rolling Stock
TOTAL CAPITAL
13/14 14/15 15/16
$ - $ 400,000 $ 400,000 $
$ 125,000 $ 500,000 $ 480,000 $
$ 250,000 $ 507,160 $ 240,000 $
$ 50,000 $ 250,000 $ 250,000 $
$ 10,000 $ 750,000 $ 325,000 $
$ 1,200,000
$ 35,000
$ 65,000
16/17 17/18 18/19 19/20 20/21 21/22 22/23 23124
250,000 $ 250,000 $ 250,000 $ 250,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000
480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000
240,000 $ 240,000 $ -
50,000 $ 50,000 $ -
325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000
600,000 $
$ 65,000 $
55,000 $
$ 160,000 $
$ 600,000 $
$ 65,000 $
$ 125,000 $
$ - $ 100,000 $ 100,000 $ 150,000 $ 100,000 $ 250,000 $ 250,000 $
$ 629,200
$ 544,150
$ 50,000
$ 485,000 $ 2,986,310 $ 3,060,000 $ 2,100,000 $ 2,949,200 $ 1,345,000 $ 1,305,000 $ 1,180,000 $ 930,000 $ 930,000 $ 930,000
13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23124
$ 550,000 $ 165,000 $ 335,000 $ 225,000 $ 60,000 $ 400,000 $ 450,000 $ 415,000 $ 475,000 $ 100,000 $ 100,000
$ 1,035,000 $ 3,151,310 $ 3,395,000 $ 2,325,000 $ 3,009,200 $ 1,745,000 $ 1,755,000 $ 1,595,000 $ 1,405,000 $ 1,030,000 $ 1,030,000
Estimated Costs
Category
Project Title
Project Title
Project Description
Recommended
FY 15/16
FY16/17
Funding Source(s)
Funding Availability
Priorities
Facilities
Builiding Maintenance
Hutchins Street Roof Rehabilitation
Rehab existing roof in a multi phased schedule
1
$ 170,000
$ 60,000
General Fund
Pending
Fire Station No. 1 Kitchen remodel
Remodel existing kitchen
2
$ 50,000
General Fund
Pending
City Hall Awning Replacement
Replace existing Awnings
3
$ 10,000
General Fund
Pending
Capital Promects
Resurface Finance Parking Lot
Remove existing AC and replace with new AC and new ADA parking stalls
1
$ 150,000
General Fund
Pending
Hutchins Street Square North Entrance ADA Improvements
Design and construct ADA modifications to North Entrance. - install ADA stalls
1
$ 250,000
CDBG
Available
in north parking lot
Resurface City Hall Parking Lot (between Walnut & Oak)
Resurface existing AC or utilitize microsurfacing to rehab paved surface,
2
$ 70,000
General Fund / CDBG
Pending
upgrade ADA stalls
Resurface Hutchins Street Square Parking Lots
Renovate surface of north and south parking lots
3
$ 125,000
General Fund
Pending
Streets
Street Maintenance
Church Street Resurfacing (Lodi to Kettleman)
Resurface street using cape seal or micro sealing - including the installation of
1
$ 200,000
Street Fund Gas Tax
Available
new ADA ramps as needed.
2015 Cape Seal
Resurface various streets using rubberized cape seal (See Map)
2
$ 100,000
$ 900,000
Measure K Gas Tax
Available
Hutchins Street Resurfacing (Kettleman Lane to Harney Lane)
Resurface Hutchins Street, replace median curbing as needed
$ 1,000,000
Not Identified
Not Available
Reverse Frontage Wall Repairs
Repair various broken / delapitated reverse frontage wall locations ( See Map)
4
$ 50,000
$ 50,000
Street Fund
Available
Capital Promects
Harney Lane Grade Separation
Construct four lane overhead structure at UPRR crossing of Harney Lane and
widen roadway to four lanes from Hutchins to Stockton Streets
1
$ 16,000,000
Various Sources
Available
Lockeford Street Improvements (Stockton Street to Cherokee Lane)
Widen Lockeford Street to 3 lanes - install traffic signal at Stockton & Lockeford
2
$ 1,500,000
RSTP
Pending
Street
Lower Sacramento Road Surface Repairs (Kettleman Lane to Taylor Road)
Repair / replace existing rubberized pavement surface that has begun to ravel
3
$ 350,000
Not Identified
Not Available
due to high traffic volumes in the area
Alley Improvements
Resurface alleys based on condition & location relative to future meter program
3
$ 125,000
CDBG
Available
project locations
Traffic Signal
Left Turn Phases at Ham Lane and Lockeford, Tokay, and Vine Streets
Modify traffic signals at the intersections of Ham Lane and Lockeford, Tokay
1
$ 400,000
Gas Tax
Available
and Vine Street to add a left turn phase.
Harney / Mills
Install Traffic Signal at Harney Lane and Mills Avenue
2
$ 40,000
$ 340,000
Gas Tax / TDA Streets
Available
Guild Victor
Install Traffic Signal at Guild and Victor Road
3
$ 40,000
$ 400,000
Impact Fees
Available
Turner / California
Install Traffic Signal at Turner Road and California Streel
4
$ 350,000
Measure K / TDA Streets / Impact Fees
Available
Sidewalk Maintenance
Grinding, patching, replacement
Continue surveying City sidewalks for offset related trip hazards. Grinding &
replacement work performed by contractors - patching by City staff.
1
$ 50,000
$ 50,000
TDA / Measure K
Available
Ramps
Install ADA ramps at various locations
2
$ 125,000
CDBG
Available
Gap Closures
Install sidewalk at various locations were none exist
3
$ 50,000
$ 50,000
TDA
Available
Downtown Maintenance
Upgrade Lighting on School Street
Retrofit tree uplights
1
$ 150,000
Public Benefits/General Fund
Available
Sidewalk pressure cleaning Project
Annual /semi annual pressure cleaning of existing surface to remove gum,
2
$ 10,000
$ 10,000
General Fund
Pending
stains, etc.
Downtown street paver maintenance
Annually remove and reset settled pavers and re -sand as needed
3
$ 50,000
$ 50,000
General Fund
Pending
Utilities
Water/Wastewater/Storm
Vinewood Park & Shady Acres Stormwater Pump Replacement
Stormwater pumps at these locations are old and subject to frequent failure
1
$ 400,000
Stormwater
Available
thereby requiring replacement.
Shady Acres Stormwater Pump Station Trash Handling Facility
Install centrifugal separator to remove trash and organic debris from the
2
$ 900,000
Stormwater
Available
pumped discharge to the Woodbridge Irrigation District canal.
Wastewater Main Rehabilitation
Project consists of continuation of multi-year program to line old wastewater
1
$ 2,000,000
Wastewater
Available
collection pipes.
Fleet
Shop and CNG Fueling
Upgrade CNG fueling facilities
Replace old compressor control panel, replace fast -fill dispensers and activate
1
$ 250,000
TDA
Available
slow -fill dispensers.
Purchase and Install lifts for new buses
Purchase and install into the shop floor a new lift system that will facilitate
servicing the new buses that are too low to the ground for the existing portable
2
$ 100,000
TDA
Available
lift equipment.
Transit
Transit
Automatic Vehicle Locator (AVL) System
Install automative vehicle locator equipment on 5 buses to facilitate tracking and
1
$ 300,000
$ 110,000
Prop 1 B / TSSSDRA
Available
scheduling of fixed route and Dial -A -Ride services.
Acquire secured parking lot for transit buses
Assess feasibility of acquiring a secured parking lot for transit buses near the
multi -modal station or parking structure. Proceed with acquisition and
2
$ 30,000
TDA
Available
development of the site.
Bus Stop Improvement Projects
Continue improving bus stops and bus stop accessibilty at various locations
3
$ 150,000
$ 150,000
FTA I TDA
Available
along the fixed route system.
White Slough
Capital Pro'ects
Structural Concrete Corrosion Repair
Structural concrete facilities constructed in 1967 are corroded and reinforcing
steel is exposed requiring at the headworks and the influent channels to the
1
$ 2,500,000
Wastewater
Available
primary clarifiers. Immediate repairs are required '
Supplemental Dewatering Screw Press
Two existing rotary fan press dewatering units do not provide sufficient
2
$ 1,300,000
Available
redundancy in the solids handling operation. A third unit is needed.
Ultraviolet (UV) Disinfection Facilities Upgrade
UV facilities are 10 years old and are maintenance intensive and inefficient from
a power consumption perspective. Replacing the UV racks and bulbs will lower
4
$ 2,000,000
Wastewater
Available
maintenance and powers costs.
Coarse Screening Facilities
Current industry standards for wastewater treatment facilities include coarse
and fine screening upstream of the primary clarifiers. The existing band
screens are not well suited to perform both coarse and fine screening and,
therefore are subject to frequent breakdown and are maintenance intensive.
2
$ 3,500,000
$ 3,000,000
Wastewater
Available
This project would add coarse screening, new headworks and unattended
septic dumping facilities upstream of the existing headworks..
Supervisory Control and Data Acquisition (SCADA) and Instrumentation
Improving plant operations relilability during unmanned operations periods
Facilities Upgrades
requires additional and current technology upgrades in the areas of data
3
$ 4,000,000
Wastewater
Available
process and electrical intrumentation and controls,
Projects (General Fund)
Cost
Economic Development/jobs/business attraction
TBD
Workforce Development
TBD
infrastructure/utilities to industrial parcels
TBD
Downtown Development/tourism/homeless solution
TBD
Economic Development Incentive Program
TBD
Make Lodi's Fiber Optic System Available to Business
TBD
Indoor Recreation Facilities
TBD
Annex and make "shovel ready" commercial and industrial land
TBD
Downtown Beautification
TBD
Incorporate the Goals of Vision 2020 into future City goals
TBD
Eastside Improvement
TBD
Gang Suppression
TBD
Downtown Improvement
TBD
Homeless
TBD
$25,000 to
E -Records System ($6,000 to $8,000 annual maintenance)
$80,000
Second Gang Intervention Worker (ongoing cost)
$44,000
Downtown Property -Based Improvement District (ongoing cost)
TBD
Returned Browned -Out Fire Engine 1 to Full Service (ongoing cost)
$1,665,000
Lodi Fire Department Staff professional development and succession planning
TBD
$75,600 to
Explore, evaluate and implement a comprehensive asset management and savings plan
$395,000
Develop and Implement Comprehensive Budget and Financial Policy
Information Technology
$4,000,000
Vehicles
$2,400,000
OPEB
$16,900,000
PERS
$93,900,000
Develop City-wide Information Technology Strategic Plan
TBD
Redesign Children's Areas
$22,000
Digitize Lodi News
$30,000
Security
$6,000
Continue Phased roof project at HSS
$288,000
Funding for erosion study/mitigation at Lodi Lake Park and grant writing
$50,000
Parking lot maintenance/resurfacing (in order of priority)
Softball Complex (2 -inch Petromat Overlay)
$130,000
Salas Park (2 -inch Petromat Overlay)
$300,000
Katzakian Park (Slurry/Re-Paint)
$15,000
Grape Bowl North Lot (Slurry/Re-Paint)
$120,000
Kofu Baseball/Skate Park Lot (2 -inch Petromat Overlay)
$50,000
Nature Area paved path slurry seal
$20,000
Playground equipment replacement
$25,000 to
$100,000
Increase sworn and civilian staffing
$1,625,000
$1 million
Replace CAD/RMS System
to $1.5
million
Hutchins Street Roof Rehabilitation
$230,000
Fire Station No. I Kitchen remodel
$50,000
City Hall Awning Replacement
$10,000
Resurface Finance Parking Lot
$150,000
Resurface City Hall Parking Lot (between Walnut & Oak)
$70,000
Resurface Hutchins Street Square Parking Lots
$125,000
Hutchins Street Resurfacing (Kettleman Lane to Harney Lane)
$1,000,000
Lower Sacramento Road Surface Repairs (Kettleman Lane to Taylor Road)
$350,000
Upgrade Lighting on School Street
$150,000
Sidewalk Pressure Cleaning Project
$20,000
Downtown street paver maintenance
$100,000
SUBJECT:
PUBLISH DATE:
Please call to confirm receipt of this item 333-6702
and fax -a proof be gre publication to 333-680 7 -
AD INSTRUCTIONS
LODI CITY COUNCIL GOAL SETTING MEETING
SATURDAY, MARCH 14,2015
SATURDAY, MARCH 28,2015
TEAR SHEETS WANTED: One (1)
SEND AFFIDAVIT AND BILL TO: JENNIFER M. FERRAIOLO
LNS ACCT. #0510052 CITY CLERK
City of Lodi
P.O. Box 3006
Lodi, CA 95241-1910
DATED: TUESDAY, MARCH 4,2015
ORDERED BY: JENNIFER M. FERRAIOLO
CITY CLERK
-1� A
PAMELA M. FARRIS
DEPUTY CITY CLERK
ELENA STODDARD
ADMINISTRATIVE CLERK
Please verify receipt and provide a proof BEFORE publication
Emailed to the Sentinel at dorar@lodinews.com at 4� (time) on (date)
CONFIRMATION BY Email confirmation received448 ei;, f 'w
'Nor
brds/posting)publishadvin.doe
0 F
E17 0
041FO;
LODI CITY COUNCIL
GOAL SETTING MEETING
The Lodi City Council invites members of the public to attend
the March 31, 2015, Goal Setting Meeting, at which citizens
will be encouraged to participate as City Council
sets its goals and priorities.
Time: 6:00 p.m.
Date: Tuesday, March 31, 2015
Location: Hutchins Street Square (Cottage/Pisano Room)
125 South Hutchins Street
Please call the City Clerk's Office at 333-6702
if you have any questions regarding this matter,
OF
CONSEJO MUNICIPAL DE LODI
REUN16N PARA ESTABLECIMIENTO DE METAS
El consejo municipal de Lodi invita a los miembros del pOblico a asistir
el reuni6n 31 de marzo 2015, Establecimiento de Metas, en que
los ciudadanos se les animarci a participar como el consejo municipal
establecen sus objetivos y prioridades.
Tlempo: 18:00
Fecha: martes, el 31 de marzo, 2015
Ubicaci6n: Hutchins Street Square (Sala de Coftage/Pisano)
125 South Hutchins Street
Por favor Ilame a la Oficina del Secretario Municipal al 333-6702 si tiene
alguna pregunta con respecto a este asunto.
IONLOF POSTING
On Monday, March 30, 2015, in the City of Lodi, San Joaquin County, California,
a copy of the March 31, 2015, City Council Special Meeting agenda (attached
and marked as Exhibit A) was posted in the lobby and at the entrance of
Hutchins Street Square, 125 S. Hutchins Street, Lodi, California.
I declare under penalty of perjury that the foregoing is true and correct.
Executed on March 30, 2015, at Lodi, California.
Posted by:
(Signature)
Elena Stoddard
Administrative Clerk
ORDERED BY:
JENNIFER M. ROBISON
CITY CLERK
311GUS T* PM
(Date)
LODIMYCOUNGOL
Hutchins Street Square
125 South Hutchins Street, Lodi
AGENDA — SPECIAL MEETING
Date: March 31, 2015
Time: 6:00 p.m. — 9:30 p.m.
For information regarding this Agenda please contact:
Jennifer M. Ferralolo
City Clerk
Telephone: (209) 333-6702
A. Call to Order / Roll Call
B. Topic(s)
B-1 City Council Goal Setting (CM)
C. Adjournment
EX
E,1H'j,B1T
Pursuant to Section 54956.2(a) of the Government Code of the State of California, this agenda was
posted at a place freely accessible to the public 24 hours in advance of the scheduled meeting.
7� 112mi �00VRVSW
r 7-.i�nifer M. Fifelolo
ty. Clerk
V�,
All staff reports or other written documentation relating to each item of business referred to on the agenda am on file
in the Office of the City Clerk, located at 221 W. Pine Street, Lodi, and are available for public inspection. If
requested, the agenda shall be made available in appropriate alternative formats to persons with a disability, as
required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S. C. Sec. 12132), and the, federal rules
and regulations adopted in implementation thereof To make a request for disability -related modification or
accommodation contact the City Clerk's Office as soon as possible and at least 72 hours prior to the meeting date.
Language interpreter requests must be received at least 72 hours in advance of the meeting to help ensure
availability. Contact Jennifer M. Ferraiolo at (209) 333-6702. Solicitudes de interpretaci6n de idiomas deben ser
recibidas por lo menos con 72 horas de anticipaci6n a la muni6n pare ayudar a asegurar /a disponibilidad. Llame a
Jennifer M. Ferraiolo (209) 333-6702.
J:NCITYCLRK\FORMSkagnO3-31-15.doe 3124/15
PROOF OF PUBLICATION
(2015.5 C.C.C.P.)
STATE OF CALIFORNIA
County of San Joaquin
I am a citizen of the United States and a resident
of the County aforesaid: I am over the age of
eighteen years and not a party to or interested
in the above entitled matter. I am the principal
clerk of the printer of the Lodi News -Sentinel, a
newspaper of general circulation, printed and
published daily except Sundays, Mondays and holidays,
in the City of Lodi, California, County of San Joaquin
and which newspaper had been adjudicated a
newspaper of general circulation by the Superior
Court, Department 3, of the County of San Joaquin,
State of California, under the date of May 26th,
1953. Case Number 65990; that the notice of which
the annexed is a printed copy (set in type not
smaller than non-pareil) has been published in
each regular and entire issue of said newspaper
and not in any supplement thereto on the following
dates to -wit:
March 14th, 28th
all in the years 2015
I certify (or declare) under the penalty of pedury
that the foregoing is true and correct.
Dated at Lodi, California, United Sates of America
thiS 28th day of March 2015.
.............
Signature
This space is for the County Clerk's Filing Stamp
Proof of Publication
Lodi City Council Goal Setting Meeting
LODICITY COUNCIL
GOAL,SETTING MEETING
public to
The Lodi City OwwwaWn.6mbers of the
the March 3146118 g Meeting, - at which didi"
will be encourage to par t icipate as City Council
sets its goals and priorities.
Time: 6:00 O.M. - I .
J I . tq W I . -1 , , 111!1
Date- Tuesday,. MhrF"h' 31, 2015, -1
Location.
Ottage/PlsanL Room)
Please call the City Cldrk's OffiGe at -333-6702
if you have any questions regarding this matter.
CONSEJO WUNICIPAL DE LODI
REumitlN PARA ESTABLECIMIeNT.0 DE METAS
El con84qjr"jG1pW,& W..d11n46_,0.W_ low -001
t6AW-, - 6t 4.im
An..
10 1. vrg"
Tiempo: 18:00
Fecha: mirtes, el 31 de ;�aizo 2015
Ubicaci6n: H la:de Cottaje�Pis ano)
u
Por favor liame a 1'1�ocina del Sec 0�ewio Mu
PICW all 333-6702 si tiene
a1guna FA"Qtacon.resp6ft