HomeMy WebLinkAboutAgenda Report - May 17, 2023 H-01CITY OF
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CALIFORNIA
COUNCIL COMMUNICATION
AGENDA ITEM � l
AGENDA TITLE: Adopt Resolution Adopting the City Council Strategic Vision
MEETING DATE: May 17, 2023
PREPARED BY: City Manager
RECOMMENDED ACTION: Adopt resolution adopting the City Council Strategic Vision.
BACKGROUND INFORMATION: The City Council of the City of Lodi held a Council Retreat on April 11-12,
2023, to develop the City's Strategic Vision for the future. All of the
Council Members and the Mayor were in attendance. The City Manager,
City Attorney, City Clerk, Deputy City Manager and all Department Directors were in attendance as well. The
Retreat was professionally facilitated by Dr. Mike Mowery of Strategic Government Resources (SGR).
The retreat was structured to guide the City Council towards a common set of long-term goals. The process
included robust discussion on strategic questions to help the Council clarify what was important to them in
developing a cohesive, coherent and unified vision for the future. Details on the retreat and the results of these
discussions can be found in Exhibit A.
The Strategic Vision consists of eight Strategic Priorities identified by the City Council. These priorities were
developed after significant discussion by individual or paired Councilmembers with professional staff and will
serve as a common base for the City Manager and staff to develop workplans in alignment with the Council's
future vision for the City. Strategic Priorities are assigned numbers for reference purposes and Strategic
Milestones are assigned letters for the same reason. For example, Priority 5 is titled "Infrastructure" and
Milestone C under Priority 5 is "Address deferred maintenance". This does not mean Infrastructure is the 5th
priority as all priorities have equal importance. The labels allow for more streamlined communication and
reporting. A future item funding a deferred maintenance project would reference "Strategic Milestone 5-C"
allowing for easy aggregate reporting and researching of progress over the long term.
A good Strategic Vision can only be successful if it is widely communicated to those executing the vision (staff)
and progress is regularly reported to those who created the vision (Council). As such, per the recommended
resolution, the City Manager will be required to report not less than quarterly on Strategic Vision progress.
The Strategic Vision developed at the retreat follows. Priorities are numeric and bold. Milestones are
alphabetized under each priority.
APPROVED. -I Muer {May 11,202317;(11PPT)
Stephen Schwabauer, City Manager
Adopt Resolution Adopting the City Council Strategic Vision
May 17, 2023
CITY OF LODI STRATEGIC VISION
1. Downtown
Stretch Goal: Realize a lively mixed use, walkable commercial downtown district.
A. Expand opportunities for downtown living.
B. Preserve downtown historic character.
C. Ensure accessibility for multi -modal transportation and public safety.
D. Protect and promote the use of public facilities including the library, public safety building, and the city
administration building.
E. Expand the perimeter of downtown mixed-use zoning.
F. Adopt policies that incentivize the revitalization of buildings and infrastructure.
2. Economic Development
Stretch Goal: Raise the median income of Lodi residents to the top 25% of the State of California.
A. Develop a long-term economic development strategy.
B. Expand and diversify economic opportunities.
C. Implement Hydrogen training facilities.
D. White Slough Public Safety Training Facility.
E. City growth through East Side annexation.
F. Repurposing existing assets.
G. Attracting tech and non-ag jobs.
3. Fiscal Health
Stretch Goal: Create a fiscal structure to accomplish City Council Strategic Priorities.
A. Promote city's fiscal transparency and citizen's fiscal fluency.
B. Position Lodi to maintain a diversified revenue mix that reflects the economic prosperity of the
community.
C. Ensure elected leaders and staff retain focus on fiscal priorities.
D. Anticipate and advocate against unfunded mandates, while ensuring the city has funding amounts
equal to annual depreciation levels to maintain assets.
E. Improve pension as against average cities by 25%.
4. Housing
Stretch Goal: Ensure every socio-economic demographic and family structure can secure quality
housing within the community.
A. Develop new housing opportunities with market values aligned with current AMI and standard
housing/income ratios.
B. Create more residential opportunities downtown.
C. Ensure continued progress towards RHNA Goals.
D. Require a percentage of housing in new developments to be workforce housing.
E. Adopt standards and policies to promote housing for all economic levels.
F. Develop policies that will promote affordable housing by design; generational housing by design; and
diverse housing by design.
G. Consider ways to support the existence of an adequate number of rental properties.
Adopt Resolution Adopting the City Council Strategic Vision
May 17, 2023
5. Infrastructure
Stretch Goal: Develop and maintain a robust infrastructure to support a world-class city.
A. Invest in innovative infrastructure with a high ROI.
B. Adaptive reuse of existing properties.
C. Address deferred maintenance.
D. Ensure capacity for future growth.
E. Proactive infrastructure development for SOI and growth areas.
F. Ensure that funding for maintenance of future development projects is sustainable and self-supporting.
6. Parks
Stretch Goal: Develop a world-class revenue generating Parks System.
A. Fully staffed to annual benchmarks.
B. Acquire Mokelumne River Nature Area to expand Lodi Lake.
C. Build an indoor sports facility.
D. Expand HSS Facilities.
E. Create a dedicated fund to improve event -based facilities.
7. Public Safety
Stretch Goal: Create the best trained police and fire departments in the State of California.
A. Reach and maintain full staffing.
B. Create an outdoor training facility.
C. Institute the ALS Program.
D. Combine fire base workforces in North County.
E. Create Revenue generating services in public safety.
F. Meeting ISO Measurements in response time.
G. High levels of community involvement by public safety employees.
8. Public Well-being
Stretch Goal: Be a recognized leader in generating a happy, healthy, high quality of life for all.
A. Increase opportunities for physical, recreational, and cultural activities.
B. Partner with other public/private entities to provide outreach, education, and activities to engage diverse
cultures and communities.
C. Provide opportunities for access to mental health and substance abuse treatment.
D. Focus on youth education and mentorship to foster positive life -choices.
In reviewing the initiatives and milestones subsequent to the Council retreat, City staff has identified one
initiative and three milestones of particular concern as written. The are initiative 6. Parks and milestones 2.0
under initiative 2. Economic Development and 7-D and 7-E under initiative 7. Safety. Discussion of the
concerns follows.
Initiative 6. Parks
The City of Lodi maintains _ acres of parks spread across _ neighborhood and regional parks, _ acres of
Adopt Resolution Adopting the City Council Strategic Vision
May 17, 2023
nature area and multiple facilities, including the crown jewel Hutchins Street Square. These facilities and park
infrastructure already serve the community and visitors and are in dire need of additional attention. Maintaining
base level operations in General Fund supported services within the City, including Police, Fire, Library, and
Parks Recreation and Cultural Services has left a short fall in maintenance and operations funding for parks.
In the recommended FY 2023-24 budget, the PRCS operations require over $500,000 in deficit spending to
just maintain current service levels.
On top of operations challenges, there are $10's of millions in deferred maintenance obligations in parks and
that number grows each year as new infrastructure is added and inadequate funding to address deferred
maintenance is provided. It was in Fiscal Year 2022 that the City initiated a $400,000 annual contribution to
parks capital to be used for maintenance. This amount is far short of the needed value to properly maintain
existing parks infrastructure. Prior to FY 2022, any maintenance was either not completed due to lack of
resources, or funded only from salary savings due to vacancy. Those same salary savings also contributed to
the deferred maintenance backlog as less labor was available to perform the needed periodic maintenance on
the system to ensure its continued viability.
Milestones 6-B and 6-C are also more tactical than strategic as each calls out a specific project that is still a
possibility within a broader milestone objective that staff can build a workplan towards accomplishing.
The Council developed milestones under initiative 6 — Parks are not realistic given the city's existing revenue
constraints. As such, staff is presenting two alternatives to the City Council for consideration.
Alternative 1: Adopt the initiative and milestones as developed at the retreat but recognize staff's pro. osed
work Ian will make little to no progress towards the milestones.
Should Council accept this alternative, staffs proposed workplan for the Fiscal Year 2023-24 budget year, and
the foreseeable future, makes little progress.
Strategic Initiative 6 Proposed Work Plan: In consideration of City Council Strategic Initiatives
3, 5 and 6, City Staff has prioritized parks efforts in other areas, including but not limited to
addressing deferred capital and maintenance needs, evaluating service levels and maintaining
existing staffing over facility expansion. Efforts will increase on milestones contained under
Strategic Initiative 6 subsequent to development and funding of a working and sustainable
financial plan for basic parks operations. This sustainable plan may include service or
facility modifications, including reductions, and ongoing reallocation of resources from
existing City services to Parks, increased or new fees at parks facilities or for parks
programs, new revenue streams (including adjustments to existing taxes or new taxes),
or any combination of these options.
Alternative 2: Accept revisions to milestones under Strategic Initiative 6.
The City Manager at the recommendation of the Parks, Recreation and Cultural Services Director makes the
following suggestions to revise the strategic initiative 6 so that it addresses both current resource realities and
Council's desires to pay special attention to certain elements within the park system.
6. Parks
Stretch Goal: Develop a world-class revenue generating Parks System.
A. Fully staffed to annual benchmarks.
B. Acct ife Mokelumne River to Expand, develop and maintain Lodi Lake to excellent standards.
Adopt Resolution Adopting the City Council Strategic Vision
May 17, 2023
C. aq Develop and maintainsports/recreational facilities for City and public use including an indoor sports
facility.
D. Expand, develop and maintain HSS Facilities to excellent standards.
E. Create a dedicated fund to improve event -based facilities.
Milestone 2-C
Milestones 2-C resides under the Strategic Initiative 7 — Economic Development and reads:
"Implement Hydrogen training facilities."
Staff is concerned with this milestone for two reasons. First, Lodi is part of a collaborative partnership with
multiple agencies as it relates to the development of hydrogen facilities. Actual planning, construction and
implementation of such a project will depend on the efforts of multiple agencies; not just Lodi. Many external
agencies, some of which the City has longstanding partnerships with, and others with which partnerships are in
the fledgling stages, will each play a significant role in the project. Second, the cost to implement the project is
well outside a reasonable level the City could conceivably afford. Initial work on the project is currently
proposed and estimated at $230 million with significant efforts in progress to secure necessary funding at both
the State and Federal level.
Staff is also proposing to change the label from "training facilities" to "hub project". The project itself is much
more than training facilities. By labeling it a "hub project", the City recognizes the significance of this proposed
project as the center of a multi use cooperative that will incorporate water reuse, hydrogen production and
storage, natural gas and hydrogen blended power generation, hydrogen fueling as well as training facilities and
RD&D - all with significant environmental and economic development benefits.
For these reasons, staff suggests an alternate milestone 2-C to read:
' ,:Rple,ment Continue to support Hydrogen Hub Project
Milestones 7-D and 7-E
Milestones 7-D and 7-E reside under the Strategic Initiative 7 — Public Safety and are highlighted below with
suggested modifications for 7-D and suggested replacement alternatives for 7-E. Explanations for the
suggested alternatives follows.
7. Public Safety
Stretch Goal: Create the best trained police and fire departments in the State of California.
A. Reach and maintain full staffing.
B. Create an outdoor training facility.
C. Institute the ALS Program.
—Consider strategic reeional partnerships with surrounding
agencies to enhance fire and emergency response services.
F. Meeting ISO Measurements in response time.
G. High levels of community involvement by public safety employees.
Milestone 7-D
Staff interprets the purpose of the milestone is to improve fire and emergency services within Lodi. There are
many potential ways to achieve this objective, one of which may be to combine fire base workforces in North
County. Others could be enhanced partnerships through strengthened training, Mutual Aide or shared service
agreements, or greater partnership for education and volunteerism in the community, and there are many other
Adopt Resolution Adopting the City Council Strategic Vision
May 17, 2023
possibilities. The suggested alternative language would still require staff to explore enhancements to fire and
emergency response services and discuss partnerships with surrounding agencies. The changed language
puts the implementation plan in the hands of staff while maintaining the strategic vision of the Council without
dictating the final result.
Milestone 7-E
Staff is concerned with creating a revenue generating goal for public safety. Public safety operations are not a
business. Revenue generating options are actually net losses to the organization. For instance, the City
receives less revenue for each traffic ticket written than the cost of the officer's time just to write the ticket.
This does not include vehicle wear and tear, court time, travel to and from court, tracking and administration,
and other ancillary costs. Additionally, the City cannot profit off some residents at the expense of others when
developing new programs meaning any revenue generating program necessarily operates at breakeven and
typically a loss. This concept applies to both police, fire and medical response elements of public safety when
administered by a municipal agency. If this milestone were to be approved as is, it is important to note that
revenue generating services may expand service but will require additional financial resources from the City
above those already allocated to safety. This means new general revenue sources or reallocation of existing
resources.
Public safety is a core service the City provides and must maintain a strict policy of neutrality in service
implementation. If we are measuring revenue generation for safety services, incentive is created for both
management and employees to put effort towards revenue generating activities and programs as opposed to
core crime fighting or public health services. This runs contrary to the goal of providing neutral service as it
creates incentive to prioritize interactions with citizens or residents that would generate revenue as opposed to
provide the best public safety outcome.
Council's stretch goal for Initiative 7 is to "create the best trained police and fire departments in the State of
California." None of the milestones address training. Staff recommends as an alternative:
7.E — Research, develop and/or promote advanced training programs for police and fire personnel based on and
exceeded best practices for service delivery and effecting public safety outcomes.
Additional Safety Milestone 7. H
In addition, staff has one additional suggested safety milestone to address strategic safety issues within the
community. In particular, issues related to the unsheltered population, Fentanyl and animal services are high
priority in the current environment. As such staff suggest consideration of the following milestone:
7.1-1 — Enhance programs to address strategic safety problem areas in the community, such as the unsheltered
population, Fentanyl crisis, and animal services.
FISCAL IMPACT: There is no fiscal impact to adopting the Strategic Vision. Strategic Priorities and
Milestones each have many potential strategies with varying costs. The City Manager
will communicate potential fiscal impact to each workplan item as it is brought forth for
Council consideration in the future.
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$0P Schwa w v (May, 11, 202317:011
Steve Schwabauer, City Manager
Exhibit A: City of Lodi Council Retreat
Exhibit B: Resolution Adopting the City Council Strategic Vision
S
4M
City of Lodi Council Retreat
Final Report
April 21, 2023
Introduction
Exhibit A
The City Council of the City of Lodi held a Council Retreat on April 11-12, 2023, to develop the City's
Strategic Vision for the future. All of the Council Members and the Mayor were in attendance. The City
Manager, the Assistant City Manager, and the Department Directors for the City were also in attendance.
The retreat was facilitated by Strategic Government Resources (SGR.) The facilitator for SGR was Dr.
Mike Mowery, SGR's President of Leadership Development and Strategic Foresight.
SGR's approach is built around the tenet that in the Council/Manager form of government, it is the
responsibility of the Council to create a strategic vision, which is about direction and priorities, and that
it is the responsibility of the staff to create a strategic workplan that is in alignment with and supportive
of the Council's strategic vision. Because of that, SGR facilitates a process that enables the Council to set
strategic priorities and milestones and relies upon the staff to create initiatives that will be executed to
move the organization forward in alignment with the Council's vision.
This process includes having discussions about strategic questions to help the Council clarify what is
important to them and develop a cohesive and coherent unified vision for the future. Below is a
summary of these discussions as well as the strategic priorities and milestones developed during the
retreat.
Reputational Drivers
Participants discussed the question, "What do we want to be known for in the future?" After discussing
this question in small groups, each group shared their ideas with the larger group. The ideas that were
shared fall roughly into two main categories.
1. Lodi will have a reputation for being a great place to live and do business.
• Safe city that is a great place to live.
• Inclusive and welcoming of people and new ideas.
• High quality of life with great amenities and educational programs.
• Engaged citizens and high levels of civic pride.
• Good for business.
• Strategic development and growth.
2. Lodi will have a reputation for being a well-run city.
• Fiscally responsible, providing excellent municipal services.
• High level of customer service.
• Trusted and Trustworthy.
• Visionary.
• Transparent.
• Data driven government.
• Excelling in communication and outreach to citizens.
• Well-trained staff and Council.
• Innovative with private/public partnerships.
Pressing Needs
The participants were asked to discuss what they perceived to be the pressing needs of residents both
now and as the city moves into the future. They discussed this question in small groups. Below are the
things that they identified.
• Homelessness.
• Affordable places to live.
• Comprehensive plan for downtown revitalization.
• Plan for economic development.
• Easier for businesses to renovate their properties.
• Infrastructure maintenance and development capacity.
• High quality of life.
• Not having to leave the city for amenities.
• Traffic enforcement.
• Literacy needs.
• Advance life support needs, especially for the elderly, children, and the homeless.
• Generational housing.
• Dealing successfully with technological advancements, such as the digitalization of city services.
• Fentanyl crisis.
2
SWOT Analysis
Participants were asked to conduct a modified version of a SWOT Analysis. They did not address the
Strengths and Weaknesses of the organization, but instead, focused their attention on the future by
discussing great opportunities on the horizon, as well as some of the threats to those opportunities as
they perceive them. Below is a summary of the lists that the groups developed.
Opportunities
• Hydrolyzer.
• Tourism.
• City Size.
• Housing and Business Development.
• Water Supply.
• Green Power.
• Workforce development.
• Wine/Ag.
• Quality of life.
• Assets such as Lodi Lake.
• Drawing people to Lodi with quality amenities.
• Generate revenue through some city services.
• Strengthening the City's relationship with the County.
• Expanding and developing assets.
Threats
• Limited funding for the Hydrolyzer.
• Limited services for tourism.
• Limited infrastructure to accommodate development needs.
• State Legislature response to the drought could affect water supply.
• Generational brain -drain.
• Revenue constraints.
• Limited amount of staff time to invest in projects.
• Skeleton crew staffing.
• Community pushback on fees.
Strategic Priorities
The Council was asked to identify their top priorities as a governing board. This was done through
having a series of discussions between the Council members so that the list of priorities was a unified,
collective list of priorities that the whole council agreed upon. The Council identified 8 Strategic
Priorities. They are listed in alphabetical order below.
1. Downtown
2. Economic Development
3
3. Fiscal Health
4. Housing
S. Infrastructure
6. Parks
7. Public Safety
8. Public Well-being
Strategic Priorities and Milestones
Participants were asked to identify Milestones for each of the Strategic Priorities. Milestones help
answer the question, "What do you mean by that?" They help clarify the Council's intention and help
the Staff to know that they are moving in the right direction to fulfill the Council's priorities in a timely
fashion. Neither Priorities, nor Milestones, are typically items that can be completed in the short-term.
These are long-term priorities and "objectives" that can take years and decades to accomplish.
Below is the list of Milestones for each of the Strategic Priorities that the Council developed. Also,
included below is one Stretch Goal developed for each Strategic Priority. A Stretch Goal is one which the
Council would consider the ideal long-term result of their efforts.
1. Downtown
Stretch Goal: Realize a lively mixed use, walkable commercial downtown district.
A. Expand opportunities for downtown living.
B. Preserve downtown historic character.
C. Ensure accessibility for multi -modal transportation and public safety.
D. Protect and promote the use of public facilities including the library, public safety building, and
the city administration building.
E. Expand the perimeter of downtown mixed-use zoning.
F. Adopt policies that incentivize the revitalization of buildings and infrastructure.
2. Economic Development
Stretch Goal: Raise the median income of Lodi residents to the top 25% of the State of California.
A. Develop a long-term economic development strategy.
B. Expand and diversify economic opportunities.
C. Implement Hydrogen training facilities.
D. White Slough Public Safety Training Facility.
E. City growth through East Side annexation.
F. Repurposing existing assets.
G. Attracting tech and non-ag jobs.
3. Fiscal Health
4
Stretch Goal: Create a fiscal structure to accomplish City Council Strategic Priorities.
A. Promote city's fiscal transparency and citizen's fiscal fluency.
B. Position Lodi to maintain a diversified revenue mix that reflects the economic prosperity of
the community.
C. Ensure elected leaders and staff retain focus on fiscal priorities.
D. Anticipate and advocate against unfunded mandates, while ensuring the city has funding
amounts equal to annual depreciation levels to maintain assets.
E. Improve pension as against average cities by 25%.
4. Housing
Stretch Goal: Ensure every socio-economic demographic and family structure can secure quality
housing within the community.
A. Develop new housing opportunities with market values aligned with current AMI and standard
housing/income ratios.
B. Create more residential opportunities downtown.
C. Ensure continued progress towards RHNA Goals.
D. Require a percentage of housing in new developments to be workforce housing.
E. Adopt standards and policies to promote housing for all economic levels.
F. Develop policies that will promote affordable housing by design; generational housing by design;
and diverse housing by design.
G. Consider ways to support the existence of an adequate number of rental properties.
5. Infrastructure
Stretch Goal: Develop and maintain a robust infrastructure to support a world-class city.
A. Invest in innovative infrastructure with a high ROI.
B. Adaptive reuse of existing properties.
C. Address deferred maintenance.
D. Ensure capacity for future growth.
E. Proactive infrastructure development for SOI and growth areas.
F. Ensure that funding for maintenance of future development projects is sustainable and self-
supporting.
6. Parks
Stretch Goal: Develop a world-class revenue generating Parks System.
5
A. Fully staffed to annual benchmarks.
B. Acquire Mokelumne River Nature Area to expand Lodi Lake.
C. Build an indoor sports facility.
D. Expand HSS Facilities.
E. Create a dedicated fund to improve event -based facilities.
7. Public Safety
Stretch Goal: Create the best trained police and fire departments in the State of California.
A. Reach and maintain full staffing.
B. Create an outdoor training facility.
C. Institute the ALS Program.
D. Combine fire base workforces in North County.
E. Create Revenue generating services in public safety.
F. Meeting ISO Measurements in response time.
G. High levels of community involvement by public safety employees.
8. Public Well-being
Stretch Goal: Be a recognized leader in generating a happy, healthy, high quality of life for all.
A. Increase opportunities for physical, recreational, and cultural activities.
B. Partner with other public/private entities to provide outreach, education, and activities to
engage diverse cultures and communities.
C. Provide opportunities for access to mental health and substance abuse treatment.
D. Focus on youth education and mentorship to foster positive life -choices.
SGR Recommendations
1. SGR recommends that the City Council formally adopt these Strategic Priorities and Milestones
as their Strategic Vision at an upcoming regular City Council Meeting, and that the staff develop
a workplan or strategic plan that is in alignment with the Council's Strategic Vision.
2. SGR recommends that the City hold an annual Council Retreat with the Department Directors to
review the progress that is being made on the Strategic Vision and to address any adjustments
that need to be made to the Strategic Vision and Milestones.
0
RESOLUTION NO. 2023-98
A RESOLUTION OF THE LODI CITY COUNCIL ADOPTING CITY COUNCIL
STRATEGIC PRIORITIES AND MILESTONES TO BE COLLECTIVELY KNOWN
AS THE CITY'S STRATEGIC VISION
WHEREAS, the Lodi City Council held a Council Retreat at Hutchins Street Square on
April 11-12, 2023; and
WHEREAS, these professionally -facilitated public meetings included robust discussion
amongst Council with input from Department Directors, the City Manager, Deputy City Manager,
and appointed staff; and
WHEREAS, by adopting these goals, the City Council acknowledges its primary
responsibility to create a Strategic Vision about the future direction and priorities for the City and
it is the responsibility of City Staff (led by the City Manager) to develop a strategic workplan in
alignment with and supportive of the Strategic Vision; and
WHEREAS, the City Council recognizes the importance of a unified Strategic Vision
coming from the entire Council; and
WHEREAS, the eight strategic priorities contained within the Strategic Vision collectively
represent the priorities of the City Council and should be utilized by staff as the foundation upon
which future workplans are based and resource allocation decisions are made; and
WHEREAS, the City Council recognizes that all eight priorities are equally important and
the strategic priorities have been assigned a number by their alphabetical order for reference only
without regard to weight or importance; and
WHEREAS, the City Manager is directed to report not less than quarterly on the progress
towards achievement of the milestones within the Strategic Vision.
NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby adopt the
City Council Strategic Vision and the Strategic Priorities and Milestones therein. The Strategic
Priorities and Milestones are:
1. Downtown
Stretch Goal: Realize a lively mixed use, walkable commercial downtown district.
A. Expand opportunities for downtown living.
B. Preserve downtown historic character.
C. Ensure accessibility for multi -modal transportation and public safety.
D. Protect and promote the use of public facilities including the library, public safety
building, and the city administration building.
E. Expand the perimeter of downtown mixed-use zoning.
F. Adopt policies that incentivize the revitalization of buildings and infrastructure.
2. Economic Development
Stretch Goal: Raise the median income of Lodi residents to the top 25% of the State of
California.
A. Develop a long-term economic development strategy.
B. Expand and diversify economic opportunities.
C. Continue to support Hydrogen Hub Project.
D. Complete development of White Slough Public Safety Training Facility.
E. Grow the City through East Side annexation.
F. Repurpose and revitalize existing assets.
G. Attract tech and non -agriculture jobs.
3. Fiscal Health
Stretch Goal: Create a fiscal structure to accomplish City Council Strategic Priorities.
A. Promote City's fiscal transparency and citizen's fiscal fluency.
B. Position Lodi to maintain a diversified revenue mix that reflects the economic
prosperity of the community.
C. Ensure elected leaders and staff retain focus on fiscal priorities.
D. Anticipate and advocate against unfunded mandates, while ensuring the City has
funding amounts equal to annual depreciation levels to maintain assets.
E. Improve pension funding as against average cities by 25%.
4. Housing
Stretch Goal: Ensure every socio-economic demographic and family structure can
secure quality housing within the community.
A. Develop new housing opportunities with market values aligned with current Area Median
Income (AMI) and standard housing/income ratios.
B. Create more residential opportunities downtown.
C. Ensure continued progress towards Regional Housing Needs Assessment (RHNA)
Goals.
D. Require a percentage of housing in new developments to be workforce housing.
E. Adopt standards and policies to promote housing for all economic levels.
F. Develop policies that will promote affordable housing by design; generational housing by
design; and diverse housing by design.
G. Consider ways to support the existence of an adequate number of rental properties.
5. Infrastructure
Stretch Goal: Develop and maintain a robust infrastructure to support a world-class city.
A. Invest in innovative infrastructure with a high Return on Investment (ROI).
B. Promote adaptive reuse of existing properties.
C. Address deferred maintenance.
D. Ensure capacity for future growth.
E. Proactive infrastructure development for Sphere of Influence (SOI) and growth areas.
F. Ensure that funding for maintenance of future development projects is sustainable and
self-supporting.
6. Parks
Stretch Goal: Develop a world-class revenue generating Parks System.
A. Fully staffed to annual benchmarks.
B. Expand, develop and maintain Lodi Lake to meet or exceed industry standards.
C. Develop and maintain sports/recreation facilities for City and public use, including an
indoor sports facility.
D. Expand, develop and maintain Hutchins Street Square Facilities to meet or exceed
industry standards.
E. Create a dedicated fund to improve event -based facilities to meet or exceed industry
standards.
7. Public Safety
Stretch Goal: Create the best trained police and fire departments in the State of
California.
A. Reach and maintain full staffing.
B. Create an outdoor training facility.
C. Institute the Advanced Life Support (ALS) program.
D. Build strategic regional partnerships with surrounding agencies to enhance fire and
emergency response services.
E. Research, develop and/or promote advanced training programs for police and fire
personnel based on or exceeding best practices for service delivery and effecting public
safety outcomes.
F. Meet International Organization for Standardization (IOS) Measurements in response
time.
G. Ensure high levels of community involvement by public safety employees.
H. Enhance programs to address strategic safety problem areas in the community, such as
the unsheltered population, Fentanyl crisis, and animal services.
8. Public Well-being
Stretch Goal: Be a recognized leader in generating a happy, healthy, high quality of life
for all.
A. Increase opportunities for physical, recreational, and cultural activities.
B. Partner with other public/private entities to provide outreach, education, and activities to
engage diverse cultures and communities.
C. Provide opportunities for access to mental health and substance abuse treatment.
D. Focus on youth education and mentorship to foster positive life -choices.
Dated: May 17, 2023
I hereby certify that Resolution No. 2023-98 as passed and adopted by the City Council
of the City of Lodi in a regular meeting held May 17, 2023, by the following votes:
AYES: COUNCIL MEMBERS — Bregman, Craig, Nakanishi, Yepez, and Mayor Hothi
NOES: COUNCIL MEMBERS — None
ABSENT: COUNCIL MEMBERS — None
ABSTAIN: COUNCIL MEMBERS — None
PAMELA M. FARRIS
Assistant City Clerk
2023-98
City Council Strategic
Vision
CITY OF
A L I F0 R N IA
• Background
• Process
• How to Read the Strategic Vision
• Strategic Imperatives
• Summary and milestone detail
• Discussion of staff concerns and potential alternatives
and additions
•Next Steps
• Questions
• Public Comment/Feedback
• Council Deliberation
• Recommendation to adopt the Strategic Vision,
including Imperatives and milestones within
age
•The City Council last approved a Strategic
Plan or Strategic Vision nearly 8 years
ago.
• Since November 2020J. 3 new Council
members have been elected and 1 has
been appointed.
• A Strategic Vision provides the City
Manager and staff a basis on which to
operate and make resource allocation
decisions in alignment with City Council
imperatives and milestones.
•City staff contracted with Strategic Government
Resources (SGR) for Strategic Vision services.
• At public meetings held April 11 and 12 at HSS,
SGR conducted Strategic Visioning sessions with
Council, appointed staff and Department Heads.
• Robust discussion on major issues, strategy,
resources and direction of the City were held.
• City Council coalesced on a cohesive, coherent
and unified vision for the City's future.
• SGR compiled notes from the session and
drafted a Strategic Visioning document.
• Both SGR and staff recommend the Council
formally adopt the Strategic Vision.
• Three components
• Imperatives (numeric) — these are the highest priority focus
area for the City.
• Stretch goal — this would be the ideal result at some point in
the future (10-15+ years) that would show the City has made
ideal progress under the imperative.
• Milestones (alphabetic) — these are the smaller milestones, or
progress markers, that the City will work towards in the short
term to achieve the Stretch goal.
• Numeric or alphabetic assignments do not denote
priority.
• Initiatives are numbered based on alphabetical order.
• Milestones are alphabetically lettered based on the order
presented during the Strategic Vision sessions.
1. Downtown
2. Economic Development
3. Fiscal Health
4. Housing
5. Infrastructure
6. Parks
7. Public Safety
8. Public Well -Being
1. Downtown
Stretch Goal: Realize a lively mixed use, walkable
commercial downtown district.
A. Expand opportunities for downtown living.
B. Preserve downtown historic character.
C. Ensure accessibility for multi -modal transportation and
public safety.
D. Protect and promote the use of public facilities including
the library, public safety building, and the city
administration building.
E. Expand the perimeter of downtown mixed-use zoning.
F. Adopt policies that incentivize the revitalization of
buildings and infrastructure.
2. Economic Development
Stretch Goal: Raise the median income of Lodi residents
to the top 25% of the State of California.
A. Develop a long-term economic development strategy.
B. Expand and diversify economic opportunities.
C. Implement Hydrogen training facilities.
D. White Slough Public Safety Training Facility.
E. City growth through East Side annexation.
F. Repurposing existing assets.
G. Attracting tech and non-ag jobs.
• Staff Concern: Milestone 2.0
• Current: "Implement Hydrogen training facilities."
• Alternative: "I-1--ent Continue to support Hydrogen Hub
PM ect 4aumu.
• Staff is concerned the City is a small player in the
implementation of the project both in terms of operations,
execution and funding.
• The project is much broader than'st training facilities
which is only a small component,��nce the suggested "Hub
Project" label.
• The alternative reco nizes the project and its importance
but also recognizes the City's nonprimary, non lead role in
its implementation.
3. Fiscal Health
Stretch Goal: Create a fiscal structure to accomplish City
Council Strategic Priorities.
A. Promote city's fiscal transparency and citizen's fiscal
fluency.
B. Position Lodi to maintain a diversified revenue mix that
reflects the economic prosperity of the community.
C. Ensure elected leaders and staff retain focus on fiscal
priorities.
D. Anticipate and advocate against unfunded mandates,
while ensuring the city has funding amounts equal to
annual depreciation levels to maintain assets.
E. Improve pension as against average cities by 25%.
4. Housing
Stretch Goal: Ensure every socio-economic demographic and family
structure can secure quality housing within the community.
A. Develop new housing opportunities with market values aligned with
current AMI and standard housing/income ratios.
B. Create more residential opportunities downtown.
C. Ensure continued progress towards RHNA Goals.
D. Require a percentage of housing in new developments to be
workforce housing.
E. Adopt standards and policies to promote housing for all economic
levels.
F. Develop policies that will promote affordable housing by design;
generational housing by design; and diverse housing by design.
G. Consider ways to support the existence of an adequate number of
rental properties.
5. Infrastructure
Stretch Goal: Develop and maintain a robust
infrastructure to support a world-class city.
A. Invest in innovative infrastructure with a high ROI.
B. Adaptive reuse of existing properties.
C. Address deferred maintenance.
D. Ensure capacity for future growth.
E. Proactive infrastructure development for SOI and
growth areas.
F. Ensure that funding for maintenance of future
development projects is sustainable and self-
supporting.
6. Parks
Stretch Goal: Develop aworld-class revenue
generating Parks System,
A. Fully staffed to annual benchmarks.
B. Acquire Mokelumne River Nature Area to expand
Lodi Lake.
C. Build an indoor sports facility.
D. Expand HSS Facilities.
E. Create a dedicated fund to improve event -based
facilities.
•Staff has concerns with SI 6 as written.
• SI 6 does not address existing parks infrastructure,
maintenance, staffing, funding or operational
challenges.
• FY 23-24 budget requires over $500,000 in deficit
spending to maintain current service levels.
• 3-4 year trajectory to deplete all reserves.
• $10's of millions in deferred maintenance system wide.
• Focus on SI 6 milestones as written necessarily requires
taking resources from current parks operations or
reallocation of resources form other City services
resulting in parks service reductions or other General
Fund service reductions.
• Alternative 1. Adopt as written, but accept a workplan
that makes no progress.
• Strategic Initiative 6 Proposed Work Plan: In consideration of
City Council Strategic Initiatives 3, 5 and 6, City Staff has
rioritized arks efforts in other areas includingbut not
rmited to parks
deferred capital and maintenance
needs evaluating service levels and maintainingexisting
staffing over facilityexpansion. Efforts will incrase on
milestones containd under Strategic Initiative 6 subsequent n
t
to development and fundingof a working and sustainable
financial plan for basic parks operations. This sustainable
plan may include service orfacility modications includingf
reductions, and ongoing reallocation of resources from
existing City services to Parks, increased or new fees at parks
facilities or for parks programs, new revenue streams
(including adjustments to existing taxes or new taxes), or
an combination o these options.
Y f p
Alternative 2. Consider changes to SI 6 as follows:
6. Parks
Stretch Goal: Develop a world-class revenue generating Parks System.
A. Fully staffed to annual benchmarks.
B. AG�P%1.11 . Mekelurnne River Nature Are Expand, develop an�rp
Tf aiTtaiiTj L•4. i Lp�.e to ey..celleTtld
G. Build ars Develop and maintainsports/recreational facilities for Ci
and public use including an indoor sports aci ity.
D. Expand, develop and maintain HSS Facilities to excellent standards.
E. Create a dedicated fund to improve event -based facilities.
These changes recognize the projects and priorities Council identified
but recognize the realities of the City's overall budget and parks funding.
7. Public Safety
Stretch Goal: Create the best trained police and fire
departments in the State of California.
A. Reach and maintain full staffing.
B. Create an outdoor training facility.
C. Institute the ALS Program.
D. Combine fire base workforces in North County.
E. Create Revenue generating services in public safety.
F. Meeting ISO Measurements in response time.
G. High levels of community involvement by public
safety employees.
• Staff Concern: Milestone 7.D
• Current: "Combine fire base workforces in North County."
• Alternative: "Consider strategic regional partnerships with
surrounding agencies to enhance fire and emergency
response services."
• Staff is concerned that the original milestone is a
tactical position and not strategic.
• The alternative recognizes the objective of improving
City and regional emergency response services but
allows the City to explore alternative means to
accomplish the same milestone.
• Staff Concern: Milestone 7.E
• Current: "Create revenue generating services in public safety."
• Alternative: Eliminate this milestone.
•Staff is suggesting elimination of this milestone because
public safety is a true service and not a business or
enterprise that generates revenue.
• Services that provide the best safety outcomes are not
revenue generating and if revenue is generated, it is not
to cost recovery.
• Targeting revenue generation has significant potential
unintended consequences that may result in public
relations challenges and or reduce public safety
effectiveness.
•Staff Concern: Stretch goal is to have the best
trained workforce in the state but no milestone
addresses training.
• Alternative New milestone:
• TE "Research, develop and/or promote advanced
training programs for police and fire personnel based on
and exceeded best practices for service delivery and
effecting public safety outcomes."
• This milestone would recognize the need to
maintain staff skills and continue to push the
departments forward with innovative new training.
•Staff Concern: Current significant safety issues are
not addressed
• Alternative New milestone:
• TH "Enhance programs to address strategic safety
problem areas in the community, such as the
unsheltered population, Fentanyl crisis, and animal
services.
• These three areas have created significant impact
on Lodi's community and are in need of specific
attention from fire and/or services.
8. Public Well -Being
Stretch Goal: Be a recognized leader in enerating a
happy, healthy, high quality of life fora .
A. Increase opportunities for physical, recreational, and
cultural activities.
B. Partner with other public/private entities to provide
outreach, education, and activities to engage diverse
cultures and communities.
C. Provide opportunities for access to mental health and
substance abuse treatment.
D. Focus on outh education and mentorship to foster
positive li e -choices.
1A
• Adoption of Strategic Vision including imperatives and
milestones.
• Inclusion of FY 2023-24 Strategic Vision Workplan in FY 2023-24
budget
• Draft in progress based on the draft Strategic Vision presented tonight.
• Will be distributed to Council in advance of the first budget hearing
June 7
• Ongoing quarterly reporting to City Council via consent calendar
p
u dates.
• First report due October 2023 based on activity from adoption through
September 30.
• Future reports every January, April, July and October.
• FY 2023-24 Mid Year, FY 2024-35 budget and forward
• Budgets built and based upon Strategic Vision, including workplan and
performance measures interwoven throughout.
Questions?
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47
•
I
• Adopt a resolution adopting the City Council
Strategic Vision including underlying imperatives
and milestones.
• Consider Alternative SI 2.0 (Hydrogen Hub)
• Consider Alternative SI 6 — Parks
• Consider Alternative SI 7.D (regional partnerships in
safety)
• Consider Eliminating SI 7.E (revenue generation in public
safety)
• Consider adding new SI 7 milestones:
• E New training initiatives
• H Address strategic problems of unsheltered population,
Fentanyl and animal services