ATTACHMENT 1
CITY OF HERCULES FY 2024-2026 STRATEGIC GOALS UPDATE – October 2025 GOAL #1 – ADVANCE PROGRESS OF THE HERCULES HUB
OBJECTIVE
TACTICAL STEPS
TIMELINE
STATUS
DEVELOP REGIONAL PARTNERSHIPS
Participate and collaborate with other agencies, their boards and commissions, and other stakeholder groups to raise awareness of the Hercules Hub and regional transit-related issues, surface opportunities for partnership, and support appropriate transportation revenue-generating measures.
Ongoing
On Target – Staff has continued to collaborate with state and federal legislators, CCTA, CCJPA, WestCAT, MTC, and others to access project development funding (up to 30% design and NEPA clearance).
ENHANCE LOBBYING EFFORTS/CONTRACTS
Secure the services of a federal lobbyist as an advocate on behalf of the Hercules Hub.
Winter 2024
COMPLETE
CONTINUE TO KEEP THE COMMUNITY INFORMED
Utilize social media and other informational platforms to disseminate information regularly and when new developments occur.
Ongoing
On Target
INITIATE THE TRAIN STATION DESIGN
Secure sufficient grant funding to begin the station design.
Summer 2025
Ongoing
On Target – Staff is pursuing a design funding partnership through the Corridor ID Program and a Sustainable Transportation Planning Grant, administered by the California Department of Transportation (Caltrans). We have also applied for the Sustainable Transportation Planning Grant (STPG) to study the feasibility of additional transit modes, broadening the potential scope for funding.
GOAL #2 – TAKE STEPS TO ADDRESS THE CITY’S FISCAL SUSTAINABILITY
OBJECTIVE
TACTICAL STEPS
TIMELINE
STATUS
IMPROVE EFFICIENCY
THROUGH A BUDGET REVIEW
PROCESS
Continue to improve and create a more robust Capital Improvement Plan (CIP) with special attention to service delivery methodology, addressing deferred maintenance, and prioritizing projects.
Spring 2025; Ongoing
COMPLETE
EXPLORE REVENUE SOURCES TO MEET CURRENT AND FUTURE NEEDS Present to Council future revenue-generating options that include Sales Tax; UUT (Utility User Tax); Grant opportunities; General Obligation (GO) bonds; Lease Revenue/Certificate of Participation (COP) bonds; Real Property Transfer Tax Winter 2024
COMPLETE - A special meeting about revenue enhancements was conducted. A consulting firm has been engaged to evaluate the feasibility of a revenue enhancement ballot measure.
GOAL #3 – IMPROVE COMMUNITY TRANSPARENCY AND COMMUNICATION
OBJECTIVE
TACTICAL STEPS
TIMELINE
STATUS
IMPROVE COMMUNICATION ON THE PROGRESS OF STRATEGIC GOALS Provide quarterly updates at City Council meetings and post the progress to a dedicated strategic plan web page on the City’s website.
Fall 2024; Ongoing
COMPLETE
PROVIDE COMMUNITY ENGAGEMENT OPPORTUNITIES OUTSIDE OF COUNCIL MEETINGS Provide twice-a-year workshops/town halls to allow residents to connect with the City outside of Council meetings and the rigid public comment process.
Winter 2024; Ongoing
COMPLETE – Workshops and town hall meetings on the City’s financial condition, the budget, and Public Safety have been conducted
ENCOURAGE RESIDENTS TO BE MORE INVOLVED IN CIVIC AFFAIRS Evaluate and report back on ways to improve resident engagement.
Winter 2024
COMPLETE
GOAL #4 – CONTINUE INVESTING IN A WINNING TEAM AT CITY HALL
OBJECTIVE
TACTICAL STEPS
TIMELINE
STATUS
ADDRESS STAFF CAPACITY
Initiate a gap analysis of strategic goal priorities and staff capacity.
Spring 2025; Ongoing
On Target
Initiate a staffing comparison study of comparable cities (population, city services, department size, and total FTEs).
Spring 2025
COMPLETE
DEVELOP A SUCCESSION PLAN
Identify critical and vulnerable positions; Identify a talent pipeline; and identify employees in qualified positions who could temporarily fill the vacancy and potentially apply as candidates for the position should the need arise.
Spring 2026
On Target
Create a succession development plan with training and learning opportunities that are aligned with the successor position.
On Target
INVEST IN ONGOING STAFF EDUCATION AND TRAINING THROUGH CONFERENCES AND OTHER LEARNING TOOLS Survey staff to assess service and/or training gaps in each department and the City organization as a whole.
Spring 2026
On Target
Develop and implement a Citywide organizational training and development plan for FY 26/27.
Spring 2026
On Target
Identify training opportunities/conferences, including complimentary webinars, for each department.
Spring 2025; Ongoing
On Target
BUILD A HIGH-PERFORMANCE CULTURE THAT BOTH YIELDS EFFICIENT RESULTS AND INCREASES STAFF RETENTION Define and integrate high-performance culture standards into the City’s performance planning and evaluation framework.
Spring 2026
On Target
Establish department-level efficiency metrics and incorporate them into annual performance evaluations.
Spring 2026
On Target
Develop retention benchmarks and identify barriers and opportunities through exit data, engagement surveys, and performance trends.
Spring 2026
On Target
GOAL #5 – PLAN AND FUND MAJOR INFRASTRUCTURE
OBJECTIVE
TACTICAL STEPS
TIMELINE
STATUS
IDENTIFY AND SET PRIORITIES RELATED TO MAJOR INFRASTRUCTURE Review and refine policy for prioritizing capital projects as part of the budgeting process.
Spring 2025
COMPLETE - The budgeting priority process for major infrastructure projects now ensures that investments align with community needs, financial constraints, and long-term strategic goals. The key prioritization principles include Alignment with City Goals & Strategic Plans, Funding Availability, Urgency, Impact on Community & Equity Considerations, and Project Readiness
CONTINUE PROGRESS ON THE CAPITAL IMPROVEMENT PLAN
Continue to update the City Council on progress during the mid-year CIP progress report process.
Spring 2025
COMPLETE
DEVISE A PLAN FOR FUNDING THE PARKS AND RECREATION FACILITIES MASTER PLAN Identify grant opportunities, sponsorships, partnerships, and available Capital Improvement funds for projects called out in the 5–year Park Master Plan Action Plan.
Ongoing
On Target – Staff has submitted an application to the California Department of Parks and Recreation, Office of Grants and Local Services (OGALS), for the Land and Water Conservation Fund. The application is due in August of 2025. If successful, the City could receive up to $3M to help implement the Park Master Action Plan
DEVISE A PLAN FOR FUNDING FACILITIES ASSESSMENT AND MAINTENANCE Maintain and refine the recently established Facility Replacement Fund to address the backlog of large unfunded maintenance and infrastructure projects.
Spring 2026
On Target
GOAL #6 – DEVELOP A COMPREHENSIVE LAND-USE STRATEGY
OBJECTIVE
TACTICAL STEPS
TIMELINE
STATUS
COMPLETE THE HOUSING ELEMENT CERTIFICATION PROCESS AND BEGIN IMPLEMENTATION Work with the State Department of Housing and Community Development to complete the review and certification of the Housing Element.
Spring 2025
COMPLETE
UPDATE THE GENERAL PLAN
Secure the services of a consultant to update the General Plan, which will include land-use strategies for the redevelopment of shopping centers and commercial sites with mixed-use.
Fall 2025
On Target
Complete the General Plan update.
Spring 2027
On Target
UPDATE COUNCIL AND COMMUNITY ON AFFORDABLE HOUSING PROGRESS AND RHNA 3 OBLIGATIONS Continue annual reporting to the City Council on the status of development projects and Housing Element RHNA (Regional Housing Needs Allocation) progress.
Ongoing
COMPLETE
GOAL #7 – DEVELOP A COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
OBJECTIVE
TACTICAL STEPS
TIMELINE
STATUS
DEVISE STRATEGIES TO EXPAND RETAIL AND ATTRACT BUSINESSES Develop an Economic Development strategy.
Spring 2026
On Target
Continue to implement the Business Attraction Grant program Ongoing
On Target