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HomeMy WebLinkAboutAgenda Report - October 19, 1994 (44)OR CITY OF LODI COUNCIL COMMUNICATION AGENDA TITLE: Vision 2000 Strategic Planning Effort Update MEETING DATE: October 19, 1994 PREPARED BY: City Clerk RECOMMENDED ACTION: None required. BACKGROUND INFORMATION: FUNDING: None required. JMP Mr. Jim Conklin will be present at the October 19, 1994 City Council meeting to give a brief status report on the Vision 2000 strategic planning effort update. nifer M. errin City Clerk APPRC'YE1 T11OMAti A PETERSON C ty Rtnnngoi �C October 7, 1994 Tom Peterson, City Manager City of Lodi P. 0. Box 3006 Lodi, CA 95241-1910 Dear Tom: BUSINESS COC,"` -.4,,l OFFICERS V I S ( O N Green tG.*Fritz* Con's' Jr Biw s Pacific SL Joseph's H"Nh%are Cop. rupe or Sto06sklent a the Kathleen Lagorio Janssen virgil Smith Michael Brown Stockton necord C. Joseph Crane The Brown Group. Inc Tom Matthews Union Sale Deposit Bank Manteca Big Valley Ford Stockton Lee Dempsey ole ttler Vice President Vaney Electric A. Te2Aert and Son. Inc. Thomas Shephard Stockton Rick Paulsen Neurndler and Beardslee Bob Eberhardt Loch News Sentinoi Stockton Bank of Stockton Dave Rea . SecrNEaf Stockton General MiMs $udy C Hank Foster Cra ompany Westside Bank A Stockton Tracy BLUEPRINT Chief Financial offer Dick Hames FOR THE FUTURE Lincoln October 7, 1994 Tom Peterson, City Manager City of Lodi P. 0. Box 3006 Lodi, CA 95241-1910 Dear Tom: Wil W As you hopefully are aware the Business Council has recently initiated an update of its countywide 1990 Vision 2000 strategic planning effort. I would request that time be made available on one of your October City Council agendas so that a representative of the Business Council and myself could present a five minute status report on this Vision 2000 update effort. Please be advised that, unlike the 1990 program, the Business Council is not requesting any financial contribution from the city but rather simply wishes to present the update program to the Council and hopefully receive an approval in concept regarding the program. The Business Council plans to raise the necessary funding completely from private sector funds. A total of $70,000 is anticipated for the project and $50,000 has already been raised through commitments by The Record, the San Joaquin Partnership. Bank of Stockton. Westside Bank (Tracy), Stockton Savings Bank, St. Joseph's Regional Health System, Anheuser-Busch. American Savings Bank, Teichert Construction and others. Please advise me as soort as possible at 477-8101 regarding the scheduling of this brief presentation. We hope to conclude the eight public sector presentations no later than October 31st. Sincerely, I/ JIM CONKLIN BUSINESS CO UNC'II. INC'. OE: SAN 10AQUIN ('00NTY 28U0 West March Lane. Serle 4.'3 Stockton. Cdklnrno ,95'19 (_1t)9 1 '),5 6 -.?-;80 F.t■ (209) 95t;- 1520 SUSINWOUNCIL DIRECTORS Marian Jacobs Ed Schroeder Manan AWOOs AdveRm kV Inc. SL Joseph's H"Nh%are Cop. Stockwn Stockton Kathleen Lagorio Janssen virgil Smith Ace Tomato C W.V Stockton necord Manteca Stockton Tom Matthews Paul Urndenstock Tracy Press Big Valley Ford TracyMe Stockton ole ttler Doug Urbick Farmers and Merchants Bank A. Te2Aert and Son. Inc. Lod Stockton Rick Paulsen Fred Weybret Paulsen Associates Loch News Sentinoi Stockton Lodi Dave Rea Bob Wheeler Stockton Savings and Loan General MiMs Stockton Lod Wil W As you hopefully are aware the Business Council has recently initiated an update of its countywide 1990 Vision 2000 strategic planning effort. I would request that time be made available on one of your October City Council agendas so that a representative of the Business Council and myself could present a five minute status report on this Vision 2000 update effort. Please be advised that, unlike the 1990 program, the Business Council is not requesting any financial contribution from the city but rather simply wishes to present the update program to the Council and hopefully receive an approval in concept regarding the program. The Business Council plans to raise the necessary funding completely from private sector funds. A total of $70,000 is anticipated for the project and $50,000 has already been raised through commitments by The Record, the San Joaquin Partnership. Bank of Stockton. Westside Bank (Tracy), Stockton Savings Bank, St. Joseph's Regional Health System, Anheuser-Busch. American Savings Bank, Teichert Construction and others. Please advise me as soort as possible at 477-8101 regarding the scheduling of this brief presentation. We hope to conclude the eight public sector presentations no later than October 31st. Sincerely, I/ JIM CONKLIN BUSINESS CO UNC'II. INC'. OE: SAN 10AQUIN ('00NTY 28U0 West March Lane. Serle 4.'3 Stockton. Cdklnrno ,95'19 (_1t)9 1 '),5 6 -.?-;80 F.t■ (209) 95t;- 1520 VISION 2000 '95 Re -Look In 1990, the Business Council of San Joaquin County, the County and 7 cities joined forces to identify and analyze the crucial economic development issues facing our community. A total of $100,000 was raised for this effort from both the private sector ($71,500) and from the public sector ($28,500). The steps undertaken in the initial process included... A. Information Gathering (2 months) 1. Regional Economic Analysis 2. Stakeholder Interviews (100 each +/-) 3. Assets/Liabilities Analysis (Business Climate Report, Dec. '89) B. Synthesis (2 months) , 1. Target Industry & Analysis - Link Between Industry Needs & Community Resources 2. Key Issue Analysis - Identified Most Important Conclusions C. Process (2 months) 1. Community Leadership Workshops (3 each w/ 30 participants - Identifv Issues - Prioritize Action Agenda - Consensus Building; D. Strategy 1. Develop Draft Report & Distribute 2. Final Strategy & Implementation Plan October 17, 1904 Pai!e I The results of the above process culminated in the Vision 2000 Strategic Plan. Recommendations contained in the plan fell into three broad categories. These are as follows... A. Regional Growth Management Recommendations- - Broaden the role of the Council of Governments (COG) to include development of a regional growth management plan and process - Develop a regional Growth Management Strategy to guide public and private sector decisions as the County moves toward diversification. - Develop a regional infrastructure financing plan for industries targeted for attraction and expansion. OLitoc mes: - Strengthening of COG, recognition as a regional leader. - Passing of Measure "K" (1/2 % sales tax to fuel transportation enhancements) - GIMP (Habitat Management Plan - County wide mitigation guidelines) B. Human Resources Development Reggmmendations• - Establish a Regional Human Resources task force to expand on the work of the Vision 200 study. - Develop a human resources development strategy. - Concentrate on efforts to develop and maintain a quality work force. Outcomes: - Human Resources Task Force - Career Day (Excellent Adventure) - Incentives through the Private Industry Council (PIC) C. Economic Development Recommendations: - Create a regional marketing entity and a regional marketing program to promote San Joaquin County. - Coordinate existing economic development efforts in San Joaquin County. Develop a detailed economic development strategy for San Joaquin County. Outcome: - Establishment of the S.J. Partnership - Raising of over $5 million from the public and private sector to fund the Partnership - Enterprise Zones October 17, 1994 Page ' ..J A. Develop Desired Goals/Structure 1. Set Expectations 2. Evaluate Resource Requirements I Define Involvement of Various Parties Business Council, Conklin Marketing, ESG, Others 4. Develop Time -Frame 5. Solicit Investments in the Plan B. Data Gathering & Analysis 1. Regional Economic & Fiscal Analysis 2. Business Climate Analysis 3. Target Industry Analysis 4. Stakeholder Interviews C. Key Issue Analysis 1. Weigh & Prioritize Issues Identified 2. Incorporate new issues identified by the Vision 2004 Steering Committee D. Community Workshops 1. Expand Involvement 2. Communicate Successes/Progress E. Compile Results/Draw Action Plans 1. Assemble Data Obtained 2. Draw Conclusions 3. Draft & Final Reports F. Communicate Revisions 1. Publish Results 2. Mail to involved Parties 3. Speak to Various City Councils & County Board G. Follow -Through L Create Various Task Forces as Required to Address Recommendations. October 17, 1994 Page 3 VISION 2000 '95 Re -look The original Vision 2000 Plan was not an end product, but rather a beginning step in uniting the county. Like any good strategic planning process, it must have a life of its own and must constantly be re -addressed as the inevitable; change, occurs. It was decided two years ago at the Business Council retreat &.at it was time to re -address Vision 2000. Several major changes have occurred which include the implementations that resulted from the original plan along with a major shift in the economy. Our goal is to produce a document that can provide guidance and direction for the next several years. To successfully accomplish this, we have entered into a contract with Economic Strategies Group (ESG) to perform the data collection and analysis. Jack Tomasik is the principal in ESG and was the individual responsible for the original Vision 2000 report under Mountain West/Coopers & Lybrand. Jack has completed approximately 25 plans since our original report was concluded and is currently performing the same service for Contra Costa County. Due to his concurrent involvement in the East Bay, we were able to negotiate an extremely reasonable rate for their work. The process will somewhat mirror the initial tasks and a complete breakdown is included in the description of ESG's work. The major categories include... Economic & Fiscal Analysis Business Climate Analysis Stakeholder Interviews Key Issue Analysis Community Workshops Strategy & Implementation Plan (Draft & Final) We believe that a key unifying element in the process is the interviews. Through these. we will try to expand and enhance upon the information developed during the previous report. Our goal is to get as much representation from each of the different interest groups (Stakeholders) as possible. In addition to ESG's work. there is a substantial amount of coordination that must occur to pull off each of the required steps. Conklin Marketing has been retained to provide a portion of this coordination et',ort. Jim Conklin was instrumental in the coordination of the initial process and will bring valuable insight into the details of the process. A list of his his proposed services is included for reference. l)C)uDcJ ').:904 Producing a quality, effective report will not be inexpensive. Combining costs for the above consultants along with printing and mailing could total nearly $70,000 (see budget). The Business Council does not have an allotted budget for this expense. We have therefore been soliciting sponsorships from local businesses and have commitments of nearly $50,000 to date. In addition, the San Joaquin Partnership is considering additional financing as well. We sincerely feel that there is a strong need for re -unification in the county and that the Vision 2000 Re -Look can provide the "Wake-up Call." Doug Urbick John Nunn October 9, 199-4 r� VISION 2000 '95 Re -look 1. To position Vision 2000's recommendations and findings as the most legitimate public/private sector cooperative effort to date. 2. To emphasize that Vision 2000 is not a study: rather a process that has, to date, done its best to accommodate all stakeholders. 3. To position Vision 2000 as the agenda maker for San Joaquin's future. 4. To insure that the Vision 2000 Steering Committee is perceived as truly representative and responsive to the community's needs. 5. To keep Vision 2000 free from politics, positioning it as factual, objective and striaght shooting. 6. To think multi-level marketing. Everyone benefits from buying in. Everyone loses (upstream and downstream) if Vision 2000 does not create change. 7. To "keep the Vision Alive." The findings and recommendations and process of Vision 2000 must generate a refined set of community and Business Council goals and objectives. VISION 2000 r95 Re -Look Steering Committee - Raster *Pon Addington The Business Couocil. Inc. Bill Atchley University of the Pacific George Barber Board of Supervisors George Brown Jardine Insurance Brokers Joan Dansh Mayor - City of Stockton Dare Ennis Councilmember - Mayor pro -tem 'Fritz Grupe The Grupe Company Joe Harrington Lodi Memorial Hospital Darlene Hill Mayor - City of Lathrop Dorothy Indelicato Delicato Vineyards Brent Ives Tracy City Councilmember *Kathleen Lagorio Janssen Ace Tomato/Lagorio Communications Ken Lam Centro Mart John Ledbetter Vino Farms, Inc. Mike Locke San Joaquin Partnership Marcelo Lopez Private Industry Council Phil Loughlin Delta College Terry Mack Tracy Community Memorial Hospital Steve Mann Lodi City Councilmember - Mayor pro -tem *Tom Matthews Tracy Press Brace Mettler San Joaquin County Farm Bureau Paula McCloskey Stockton Chamber of Commerce *John Nunn (Co -Chau) American Savings Leroy Ornellas San Joaquin County Ag. Advisory Board Curt Pernice Ripon City Councilmember Bill Perry Manteca City Counciimember Ed Schroeder St. Joseph Medical Center *Tom Shephard Neumiller do Beardslee Virgil Smith The Record *Steve Stocking Sierra Club, Delta Sierra Group *Doug Urbick (Co -Chair) Teicbert Construction Rick Wentworth S.J. County Schools *Fred Weybret Lodi News Sentinel 19t 1 Direction/Focus Meeting Early October Review Workshop --/Key Issues Late November Review Draft Report Mid January Review Final Report Mid February 0 Executive Committee October 7.1994 Ronald S. Addington E wcutive Director Business Council, Inc. of San Joaquin County 2800 W. March Larne, Suite 473 Stockton, CA 95219 Dear Mr. Addington: 'Ibis Is a contract for FSG to assist the Business Council of San Joaquin County in updating its economic development strategy. Vision 2000. WORKSCOPE Stakebolder Interviews. ESG will work with The Sart Joaquin Business Council in identifying the players who need to be interviewed. The stakeholders should be those who will really take responsibility for implementing the strategic plan update. or who would actively work against economic development issues. Assuming that the Business Council handles logistics, ESG will spend nine person -days interviewing stakeholders in a focus group setting — three to eight individuals with common interests — for one and one-half hours each. This format will enable us to interview 100 to 200 individuals in three days. We will discuss their perceptions of the economic issues. the goals their group has regarding economic development. the economic development projects they believe are worthwhile and necessary. and any other related issues that are important to them. We will follow-up with one person -day of telephone interviews with key individuals who may have been missed. or to discuss key topics in mote length. We will transcribe our stakeholder interview notes and sot them by issue. making explicit identification of alliances and conflicts among stakeholder groups. These interviews provide the basis for developing a strategic plen that responds to the economic development constituency. Timing: September/October. Fee: 57.500. Economic & Fiscal Analysis. Ile purpose of this task is to provide the 'wake-up call' — to motivate the need for economic development actions. We will review the county economy and sub -regional economies to identify are trends that have occured in the four years since the first strategy was prepared. We will show how the County's sluggish economy has affected key stakeholder groups. to particular. we will show how economic performance and population growth has affected the revenue base and fiscal conditions for the County and all of its cities. We will prepare an easily -digested. visually -oriented economic analysis that is suitable for widespread distribution. Tuning: November. Fee: 57.000. Business climate analysis. ESG will update the strengths and weaknesses of San Joaquin County and all cities as a business site location. Based on the stakeholder interviews, additional telephone interviews. the quesdonnai= provided to the Partnership fivm ESG to distribute to the cities, secondary data. and previous ESG local economic development strategies, we will provide a comparative analysis of San Joaquin Couate nty/cities with nearby economic development competitors, and with key out-of-st competitors We will evaluate some forty-five business climate factors in three key categories: Pure location Factors — geographic location. consumer and business markets. transportation. and real estate availability and costs. Humans Resource Factors — demographic growth, labor markets, labor quality, education and training systems, and quality of life factors. E& Economic $hrllrgirs GO -011P • Finance and Public Sector — capital availability, public sea oc investmenm and public sector costs. Dovetailing on other projects that we will be completing in your time5ame. ESG will compote San Joaquin County. Stockton. Lodi. Tracy. Manteca. Ripest. EscaWu and Lathrop to Bay Area. Cental Valley. and out-of-state competitom These include Sarna Clara. Alameda, Contra Costa and Solano Counties in the Bay Area; Sacramento and StanFslauts Counties in the Cental Valley. and mean Rat. Salt Lake City, Phoenix. Denver. and Albuquerque. We will prepare an easy -to -mad. graphically oriented report for stakeholder dismbttion. It will highlight the main business climate strengths and weaknesses. drawing conclusions for economic development marketing and for necessary community improvements. Tuning- November. Fee: $5.000. Target Industry Analysis. Based on the business climate analysis, we will update the target industries for San Joaquin County. 'These will be compared to target industry ratings for two coml -ritr - des in the Bay Area. ESG will .deliver tabled information on target industries, but will not sport. Timing: November. Fee: N/A. Key Issues. Combining the stakeholder interviews. the economic analysis, and the business climate analysis. we will summarize the key economic development issues — the problems that r --cd to be addressed, possible opportunities and constraints. business climate conclusions relative to marketing and community improvements, and how a strategy can help achieve the goals of key stakeholder groups. This will be prepared in an easy -to -read report for widespread distribution. Timing: November. Fee: f $3,000. Participating in a Community Ltadership Workshop. ESG will participate in two community leadership workshops (to be scheduled the same day, or consecutive days). which will be led by another facilitator. We will observe and take notes to assist us in preparing the final strategic plan. Tuning: December. Fee: $1,500. Strategy & ImpLmentation Plan. FSG will update the economic development implementation plan, bringing it to the detail that is possible. After the workshop, we will prepare an outline of the plan and review it with the steering committee. Then, based on the outline approved by the steering committee, we will prepare a draft plan. We will review it with the steering committee in one iteration, and then prpeare the final plan. The implementation plan will address business development. community improvements. and organization. Working with the detail available within this budget, we will be as specific as possible regarding specific projects, specific timing. specific roles. and specific budgets/funding sources. The final plan will be prepared in an easy -to -read format for widespread distribution. Timing: December- February. Fee: $6,000. Steering Committee Meetings. ESG will attend two steering committee matings over the course of the project- Key review dates: (1) economic analysis. business climate analysis/key issues, community leadership workshops, and (2) one review meeting for the strategy/implementation plan. Tuning: December and January. Fee: 51,000. SCHEDULE ESG will complete the work by March, 1995, but will submit a draft plan for stakeholder review by January 15. 1995. It is the responsibility of the Business Council to ensure that stakeholders understand that there will be a single revision of the implementation plan. Eeonornie Slmtegies Group r COMPENSATION AND PAYMENT Thu is a fixed fee contract of 531.000. with budges far scraf separate tasks. We will submit moaMly invoices, reflecting progress billings for time and expenses actually expended. Invoices aro due and payable upon receipt, and we will charge 1.5% monthly interest for all payments made atter 30 days of receipt If you are in agreement with the tam and conditions of Mus cona-Act, please sign sad dam in fife space provided below. Ron. Mike Skaggs and I are looking forward to woriong with you, other members of the Busiass Council. and the San Joaquin Parmasdip. Sincerely. E(- �?7� 7 L . •Jack Tomasik Date President Ronald S. Addington Date Executive Director Business Council. Inc, of San Joaquin County VISION 2000 The Re -Look BUDGET Gaebler Critical Issues (paid) Vision 2000 Update Economic Strategies Group Conklin Marketing Printing/Mailing/Etc. Workshops Miscellaneous (5% Contingency) Total BUSINESS SPONSORS onfrrmed to Date $ 6,500 $ 31,000 20,000 5,000 3,500 3,500 $ 69,500 Bank of Stockton $ 6,500 Stockton Savings 6,500 American Savings 6,500 San Joaquin Partnership 5,000 St. Joseph's 5,000 Anheuser-Busch, Inc. 5,000 The Record 5,000 The Grupe Company 5,000 Teichert Construction 2,500 Union Safe 1,500 Westside Bank 1,000 $49,500 VISION 2000 '95 RE -LOOK 10/7/94 Name Jul '94 Aug '94 Sep'94 Oct'94 Nov'94 Dec'94 Jan'95 Feb'95 Mar'95 26 3 10 17 24 31 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 5 12 19 26 5 1219 26 2 Campaign Preparation/Fundraising Business Council Board Approval S J Partnership Endorsement Buy -in Presentations to Cities/Counties Data Collechon Economic & Fiscal Analysis Business Climate Analysis Stakeholder Interviews Key Issues Analysis Community Workshops Strategy -8 -Implementation Plan EM - Initial Draft Final Report Print & Distribute Report Steering Committee Meetings 8 Initial Focus Meeting Review Workshop Information Review Draft Report Review Final Report A