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Home My WebLink AboutAgenda Report - May 26, 2015 B-01 SMAGENDA ITEM 13601 CITY OF LODI COUNCIL COMMUNICATION TM AGENDA TITLE: City Council Goal Setting MEETING DATE: May 26, 2015 PREPARED BY: City Manager Background: At a special meeting on March 31 staff provided the Council with a brief history and an overview of the existing aspirational goals adopted by prior Council's. As indicated in the attached staff report (Exhibit 1), due to the age of the goals, it had become apparent that Council may want to reconsider them. Staff also discussed available resources and suggested project goals be prioritized according to their importance and options for funding. The Council and department heads then presented and discussed their current top project priorities. At the conclusion of the formal presentation, to simulate project prioritization based on limited resources meeting attendees were invited to participate in a sticker voting exercise which included placement of colored dots next to the projects listed on two poster boards placed at the front of the room. Council members each received four red stickers, members of the public received two blue stickers and department heads received two green stickers. Subsequent to the meeting, staff reviewed the poster boards, tabulated the votes and identified eight general project categories (Exhibit 2). The project categories include: Asset Preservation; Downtown; Economic Development; Fiscal Sustainability; Gangs; Homeless; Public Safety; and Other. The projects with the highest number of votes are within the categories of Public Safety, Downtown and Economic Development. Present Situation: Tonight's follow up meeting is to provide the Council the opportunity to set a new priority list, taking into consideration the input received from the Community and departments at the first meeting. �1 - Stephen c wabauer City Manager Attachments: Exhibit 1 — March 31 Staff Report Exhibit 2 — March 31 Voting Results APPROVED: Cjt=&Q�AA. Stephen Schwabauer, Ci y Manager Exhibit 1 AGENDA ITEM' f 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'/2 hours. 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: Stephen Schwabauer, City Manager 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 impacted 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 historically restricted one-time dollars to one-time needs such as addressing unfunded liabilities and capital maintenance. Staff recommends Council continue to hold that line. Addressing ongoing operating costs, such as positions, with one-time dollars exposes the City to losing those positions again when the one-time dollars are fully expended. Project Specific Goals: 1. 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. II. 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 III. 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: $20,000450,000. 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 utilities 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 • Governance • Strategic planning • Rates • Administration, accounting & finance • Technology • 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 10 -Year CIP) 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. VI. FIRE a. Return Browned -Out Fire Engine 1 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 40 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. VII. 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 VIII. 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/RMS system: Current Sungard OSSI system performs poorly. Estimated replacement cost: $1 million to $1.5 million one-time expense, or explore a lease purchase option. Possibly no additional annual maintenance costs. Source (partial): annual maintenance savings from termination of Sungard contract ($140,000), 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 ($150,000-$250,000 additional/year); new PD website ($25,000-$50,000 one-time); dash cameras ($200,000 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. XI. PUBLIC WORKS Public Works project priorities are detailed in Exhibit 3 and are categorized as follows: i. Facilities iv. Fleet ii. Streets v. Transit iii. Utilities vi. White Slough Conclusion: 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. Stephen Schwabauer City Manager Attachments: Exhibit 1 — General Fund Reserve Policy Exhibit 2 — Electric Utility 10 Year CIP Exhibit 3 — Public Works Project Priorities EXHIBIT 1, Page 1 of 3 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 HL RAN City Clerk ne ,;,re�istg document is certified V-) be a correci c copy of the original on fife in tine City Clerk's Office. Jennifer M. Robison f Lodi .Assistant City Clerk, City rated: 2010-86 EXHIBIT 1, Pa a of 3 r City of Lodi 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. EXHIBIT 1, Page 3 of 3 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. Assigned 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. EXHIBIT 2 Lodi Electric Utility 10 -Year Capital Improvement Program 1e, SMt,Wwp ,�tnA� ",... �.,, ,s.� w.:.1.,>r .�.-, {f.� , �.. .. , . .,...- , �.�s....1 .t; 13114 14115 15116 16117 17118 18119 19120 20121 21122 22123 23124 Distribution Capacity Program $ - $400,000 $ 400,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 12W Underground Improvements (inc cable replacement) $ 125,000 $ 500,000 $ 480,000 $ 480,000 $ 480,000 S 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 460,000 Streetlight Grounding and Fusing $ 250,000 $ 507,160 $ 240,D00 $ 240,000 $ 240,000 S - 230 kV Interconnection $ 50,000 S 250,000 $ 250,000 $ 50,000 $ 50,000 $ - 12 kV Overhead Maintenance (inc reconductor and pole replacement) $ 10,000 $ 750,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 S 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,0013 Ops Center Ergo Imp $ - $ Substation Improvements: $ $ _ ' Rpl BK2 @ Killelea S 1,200,000 Rewind old BK2 $ - $ 600,000 $ - Battery @ Industrial $ 35,000 $ ' Replace 60kV PCV Oil Breaker wfSF6 breaker $ 65.000 $ 65,000 $ Replace McLane OCB 6021 vdSF6 Breaker $ 55,000 $ ' Rpl Killelea BK1 with rewound bank S 160,000 $ - Rewind old Killelea Bi$ 600,000 $ - Rpl Henning OCB 6041 w/SF6 Breaker $ 65,000 $ - Rpl 5-12kV breakers and bus be @ McLane $ 125,000 $ New Corp Yard @ Industrial $ - $ - $ - MSC Imp $ - $ 100,000 $ 100,000 $ 150,000 S 100,000 $ 250,000 $ 250,000 $ - ISO Equip Move (annex project) - $ 629,200 Annex Chiller $ 544,150 Other TOTAL $ 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 $ $30,000 $ 930,000 i :. n ,. slis..t.17 5 16/16 13114 141t5 4 16!17 17/18 18H9 19/20 20121 21122 8112 2 22/23 23124 Vehicles/Rolling Stock $550.000. $ 165,000 $ 335,000 $ 225.000 $ 60,000 $ 400,000 $ 450,000 S 415,000 $ 475,000 $ 100,000 $ 100,000 TOTAL CAPITAL 5.1,035,000.;..3,151,310.5...3,395,000 $ ..2,325,000 $'3,009,200 5,:1,745,000..$ 1,755,000 $'1,595,000 $'1,405,000; 51,030,000.$;.1,030,000 EXHIBIT 3 _..... _ .... ....... ._....Category ............_....._ -..... .__...... _ PM] Ptolect Titleeei ............. -._............. . ) m�deC FY75/75 FY76117 Funding Soume(s) Funding Availability FaNlHles 9u INm Malntemrws HWchns Street Root RetabA4aeon _......_ Rehab exsing,,, finemultiphasad schedule 7 _E 170000 S 60000 General Fur; Pend rg_ , - Fire Station No. 1 Khdxn remodel _ , -._- _--__ R dol axis6ng kitchen - 2 .._ 5 ., 50000 w- Ga rel F rid , , P nd a8 ... Hall Awning Replacement ._.... .. Rpl . exserg Awnirgs _.._._ :.-__._..3 E _ 70000 .... ... Ge_ ..IFund ...�.... _...P ndgg _.. ... .... .... ,,,,,,_C.ty iCapml Pmesb Resurface Finance Parking Lot 'Remove existing AC and replace with new AC and new ADA parking stalls : 1 $ 150,00D General Fund Pending Hutchins Street Square North Entrance ADA lmprovernents install ADA stags 1 $ 250,000 CDBG _.._..._.........._..,.__..._._..._.........__._........ Available --- -- ----- ........__._..............__.._....................._...._.............................._..._.."'__..__......._......_.._.................__.iiappro!.pelle.^gbt_................_....__...............--._.................._.._.................:.___-.................._-.........................._...................;........._........__. ........ � Resurface City Hall Parking Let (between Walnut & Oak) ;Resurface existing AC or udlitze micowrfacing to rehab paved surface. 2 S 70000 General Fund/CDBG Paring Resurface Huthlm Steel SqreParldng Lots 'upgrade ADA stalls RanovateauTfam _ofmdh and south parking bte _ .... -_.._..3 -_..... $_. 725,000......... GammlFnd......__.... ............Pending -...... Streets Street Maintenance Church Street Resurfacing (Lodi to Kettiemon) ;Resurface street using cape seal or micro sealing - including the installation of ADA tided 1 5 200,000: Street Fund / Gas Tax — Available 2015CpeS,I iResurfaw variouastrasts using_rubberized .cape set(S MP)__ -. ... -. _- 2 E 100,000E ._. _5 900000 M reK/Ga Tax A Ibl .. _ .... _.__ .._....._ Butch Stre tit rte nB (Kalil man la toH may La ) ..._.......... _ -... R rfa Huth Str t pia ds rb rg„__ tided ........ 3 ,, , _, .... __.._ .. 7000000 .__...., Net ide __.. ._.... ._......... Revarse Frentagra Wali Re ge palm Repair broken/dela fated reverse frontage wall locations, Ma pair nanous p P) 4 $ 50.000 E 50.000 Street Fund Available Caudal ProteGs Harney Lana Grade Separation !Construct four lane overhead structure at UPRR crossing of Harney Lara and Available :widen roadway te four lanes from Hutchins to Stockton Streets 1 S 16,000,000 Various Sources : Lockeford Street Improvements(Stockton Street to Cherokee Lam) lVV&n Lockeford Street to 3 lanes - install traffic signal at Stockton& Lmkeford: Street 2 -........ - 51500000: -- _ ----- RSTP Pegg . --'........:. ... ............ . Lower Sacramento Road Surface Repa rs l(etllaman Lane m Ta ion Road) ( y _ Repair / re sting mbbenzed e nt surface that has begun m revel pair placeaxi pavame 3 $ 350.000: Not Identified Not Available ;duo to hgh Da/fic volumes in ftarea .__...... ............. ... ........ _1. __. _ ... Alley Improvements --- Resurface alleys based oncondreon8 location restiva to future meter program 3 $ 125.000 CDBG Available ...... ..... _........ _._.___..... _ - _..-...... ......... .Project kxration_.__........ .. ... _..._... _.... .__...... .. __...... ____.... ......... ___.....__..__._.._.:...._...._. __...._.._._.._...._......_._._.....__.._....._..___...__._.__.................__.__.___..__.__.........._..___..._...__......__.__-_._..;._..._...............____.___.._.___.............__.....__......__.....____.._...._.........._........__.____..___------.._._... TrafieSianals Left Tum Pl;immat Ham Lamand Lockefard, Tokay, and Vine Sheets :Muddy traffic signasatthe intemaLtionsof Ham Lam and Lockeford, Tokay 7 $ 400000 ......_.....__.._...........__._......_.._...._...._..__.........._._._..._.......-.._.,.- Gas Tax Available _.. - ..... ..__. /MIs 'and V m Street te add a loft tum base Install Tretfic Sgml at Ha Lam arM Mills Avenue .-. _..._. - - ... 2 --3 _- 5 ... 40000 S 340000':_ .. Gas Taz / TOA streets ___, -... ..Ave slow _.. ___. _ .__.... _ _.._HAUL ___-. .__..._. _._ _ _. Gull Victor f ...__.. Insteli Traffic Signal at Guild and Victor Road $- 40.000 $ 400ODD Impact Fees A I ble _. _. ._.... Insall Traffic Signal at Tumor Roadand CaliforniaStreet ....- .. 4 _........ ... _. ....... ._.. 5.. 350000' ... Measure K/TDAStretkQrrpact Fee .. ... ._...A labl----__„ _... .,_,Turner/Caldecote „_ .. ...._...... _.... _.._. .. Sidewalk Maintenance Grinding, patching. replacement .Continua wnaying City sidewalks for offset rested trip hazerde. Grinding & Available replacement workpadormedbywntra m-patchingby Cityssft, 1 S 50,000 $ 50.DDO TDA /MeawreK ._....._.._-__.'___.............._......_.._"'_.'.._____.._....__.. .._.__..__....-------- _._..__..,_.._..........__.._...-.---..___------.._..____......_.........._.....;__-__._.. RamPs.. _.____._----------- ----------- ADA?..Ps atranpus 1.ooeom_...............__..........._....__............_._..._._.__... _...._.__._..................____._..._...._._....__.._._............__..............._..._.__....._.___..__........_.._..__.............._......... .. _ ?.. 125,000; CDBG - : Avaisbla __.. ....... _.. .. ...... _.._. ...____... .............._..-_......._..__.._._.._.............__ilMtall Gap Cbwres re sHe Ik tvado b loom mneeztst -----�- 3 5 SO,f%70 E SO DOD TDA Ayaisble -------- ___„ -_, ._,-_ -Oowntawn Malm ni nce Upgrade Lighting on School Street ,,,Install 'Retrofit tree upbghts 1 $ 150,000 Public Benefds/Gemral Fund . Avallebla Sidewalk pressure Leaning Project :Annual/sem annual pressure Leaning of existing surface to remove gum 2 $ iD,000 $ 10,000'; General Fund Panting ..... :.. ___...__. __..__.... _..._ - ma nnce - - Downtown idmn pav teha stairs, tc .. .._ ._._ _.. _ ...__..__ _ Annually - ..and ret llI d pa rs ridre-hand as tad ....._..... ._. 3 _.._ __ ...._.... S 50000 S _...... 50000. _... General Fund ...___ _. _.. Pending Utilities WaleWA tewalar/Storm Vine—d Park& Shady Aces Stemrvster Pump Replacement .Sternwater pumps at these locations are old and subjeclto frequent failure 1 $ 400.000 StermwaterAvailable jthereby requ,'nrg replaeemant ._. .. .....__....... ......................................... .. _..... .... ...... .... ... .. ............. ___ __ Shady Aces Stermwater Pump Station Trash HarMling Facility Imhli centrifugal separator to remove trash and organic dabds fromthe 2 $ 900000 : Stommater Available pumped discharge to the V bodbddge lmgation District mml. Wastewater Main Rehabilitation ; Project consists of continuation of mul4year program to line old wastewater 1 $ 200000D, Wastewater Available Fleet :Shooand CNG Fueling Upgrade CNGfueling facilities - - mllacio PPe _ ...... Replam old compressor control parol, replace fastAll dispensers and activate ... 1 _ _. $ 250000 ..... __... _.._._.. TDA _.._ .....__ Available ------- .yew-fi0 dis�e :. rs_----------------------- .____....__...-..._._..___;....._......__..._._......_---- .._..___..........._------ __--------------- __._......._--- ._.._..----- ----- _._.._..._.__._....__........__._.,.,.._............_._..______._... .__.._..__.._....._....._.__........_..____._._....___..__.._..._._ ----------------- __...._.._.........._.-------_.._.___..__._.__ Purdnase and Instill l'dts for new buses lPu cla se and install into the shop floor a new lift system that will facilifata ':, Available :servicing the new buses that are tic low to the ground for the existing portable : Idt ego pment ...._..__......_. 2 _..._.. ._._.... $ 100,000 .__....., :-- TDA _-- ..... .._....... .. ......... ..._..... - ... .._... ... Tnnslt-_.__..Trentit .._..._............ .-Autormlx VemGa Lomter(AVL)SYstam. ___._.... .___.__... _ Install autemabve vehicle lumber equipment on 5 buses to facilitate backing and: 1 S 30CDDO $ 110000': Prop 1B I TSSSDRA Available Ischeduing of fixed routeand Dial -Ride services. Acquire secured parking lot for transit buses 'Assess feasibility of acquiring a secured parking lot for transit buses mar the multi -modal station or parking structure. Proceed with acquisition and : 2 $ 30,DDO TDA Available !devabpmem o/lhe- -- _ BusStepImprovementPm)acts !Continue improving bus stops and bus stop awessibilty at various bcatom 3 $ 150.000 $ 150,OOD'', FTA/TDA Available :along the feed mule system.. ..... - _.... .. ._ ................. _-.. .. ......___-__....... - .... ... WtItleSlouBh PreeGs Structural Concato Cortosion Repair are corroded and elconcate facfdsswnstructedrks Seel :Caooal uentc-helstorcing and the steel is exposed requiring at the headwods and the m6uant dsnmte ro the - is 1 $ 2,500 000 Wastewater Available 1primary Gasifiers. Immediate remiss are required. Supplemental Dewatering Screw Press iTvm existing rotary fan press dewatering oohs do not provide sufficient : 2 S 7,300,000 Available redundznry in tha,sol'xls handl ng operation Alh'rd unhsmeded .__.................__._......... .... .___..... ... ......... __.... .. ........_... ._.... .... .. _.._..... ._.................--"UMawolet (UV) Disinfection FaGl'Aas Upgrade ---- --- � UV facilities are 10 years old and are maintenance We— and 'mficietfrom - '� Available :. apowercorvwmpeonpmspecb've. Replacmgtm UV rats and bulbs well lower-. 4 S 2,000,000 Wastewater mintananpeandp.0 Mcirdt,._. -.__... _..._..... ;..... ... _...... _... ... _... ._.... _.... --Coaree ScreemgFacilitias--- - - Current industry standards for stewata tre em tfadlN Gude ooarsa and fine screening upstream of the primary clarfiers. Ths existing band scmensam, cot well suited to perform both warse and fico screening and. tlrerefare are wbjadte frequent breakdown and are nainterence, intensive 2 $ 3,500,000 S 3,OD0,000: Wastewater Available !This project would add wase screening, mw head- ks and unattended l septic dumping facifNas upstream of the existing roadworks.. Supervisory Control and Data Acquisition (SCADA) and Instrumentation I Impreving plant operatom relibbil'dy during unmanned operations periods Wastewater Available Facilities Upgrades :requires additional and current technology upgrades in the amas elders 3 S 4,000,000 ss and electrical i—mentation and contros EXHIBIT 2 March 31, 2015 Council Goal Setting -Voting Results By Category Economic Development Cost Council Votes Total Votes RANK* Economic Development/jobs/business attraction TBD 1 2 3 3 5 4 Infrastructure/utilities to industrial parcels TBD 1 4 2 Economic Development Incentive Program TBD 1 2 8 Make Lodes Fiber Optic System Available to Business TBD 0 3 3 Annex and make "shovel ready" commercial and industrial land TBD 3 7 9 Incorporate Goals of Vision 2020 into future City goals TBD 1 1 0 9 Infrastructure to General Plan Undeveloped Areas— TBD 0 0 Downtown Downtown Development/tourism/homeless solution"' TBD 2 3 4 (duplicate) TBD Downtown Improvement TBD 1 2 8 Downtown Property -Based Improvement District TBD 1 3 5 Homeless Downtown Development/tourism/homeless solution"" TBD 2 3 Homeless TBD 1 1 Public Safety 1 1 9 Gang Suppression" TBD 2 2 7 Second Gang Intervention Worker— $44,000 0 3 5 Return Browned -Out Fire Engine 1 to Full Service $1,665,000 1 1 10 Lodi Fire Department staff professional development and succession planning TBD 0 0 Increase sworn and civilian staffing $1,625,000 0 7 1 Gan s Gang Suppression— TBD 1 1 Second Gan Intervention Worker— $44,000 2 2 Fiscal Sustainability 9 Explore, evaluate and implement a comprehensive asset management and savings plan $75,600 to $395,000 1 1 Develop and implement comprehensive budget and financial policy 0 3 6 Information technology $4,000,000 0 1 10 Vehicles $2,400,000 0 0 OPEB $16,900,000 0 0 PERS $93,900,000 1 1 9 Develop City-wide Information Technology Strategic Plan TBD 0 0 Asset Preservation Continue Phased Roof project at HSS $288,000 0 1 10 Funding for erosion study/mitigation at Lodi Lake Park and grant writing $50,000 0 1 10 Fire Station No. 1 kitchen remodel $50,000 0 1 10 Other Indoor Recreation Facilities TBD 0 1 10 Eastside Improvement TBD 1 2 8 E -Records System $6,000 to $8,000 annual maintenance $25,000 to $80,000 0 3 6 'Rank weighting by ratio of Council votes to total votes Goal recommended by a citizen at the 3/31 meeting —Goal is repeated in more than one category ydF SUBJECT: Please call to confirm receipt of this item 333-6702 and fax a.groo'lie -ore pub l c ion to 333-6807 AD INSTRUCTIONS LODI CITY COUNCIL GOAL SETTING MEETING PUBLISH DATE: SATURDAY, MAY 9, 2015 SATURDAY, MAY 23, 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, MAY 5, 2015 ORDERED BY: JENNIFER M. FERRAIOLO CITY CLERK 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 (time) on (date) ONFIRMA'TION BY _ _ Phoned to confirm receipt of all pages at (time) _ --?MF _--ES brds/posting/publishadvin. doe g(IF.0 LODI CITY COUNCIL GOAL SETTING MEETING The Lodi City Council invites members of the public to attend the May 26, 2015, Goal Setting Meeting, at which citizens will be encouraged to participate as City Council prioritizes its goals. Time: 6:00 p.m. — 9:00 p.m. Date: Tuesday, May 26, 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. CONSEJO MUNICIPAL DE LODI REUNION PARA ESTABLECIMIENTO DE METAS EI consejo municipal de Lodi invita a los miembros del publico a asistir el reuni6n 26 de mayo 2015, Establecimiento de Metas, en que los ciudadanos se les animarci a participar como el consejo municipal priorizan sus metas. Tiempo: 18:00 — 21:00 Fecha: martes, el 26 de mayo 2015 Ubicaci6n: Hutchins Street Square (Sala de Cottage/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.