\\cvcfilv02\pubwks$\WP\UTILITY RATES\W_WW\2023 W_WW Rate Increase\CCSetPH_WW Rates.docx 5/8/2023 Solids Handling Facility Improvements ($2,424,725) and recently accepted the Wastewater Rehabilitation Project Phase 9 ($1,686,099). These large projects total approximately $18,510,824. These current and projected capital expenditures coupled with inflation exceeding 5% per year is driving the recommended increase.
The current Proposition 218 water and wastewater rate plan expires December 31, 2023. Staff is currently working with a consultant to prepare an updated rate study to establish a rate plan for the next 5 years. The rate study and proposed rate plan will be brought before Council this summer for feedback and consideration.
The recommended rate adjustment for this next year (Exhibit A) reflect a recommended increase of 3 percent.
FISCAL IMPACT: Increased revenues are required to properly fund capital maintenance, to keep up with cost of service increases, and State mandated costs.
FUNDING AVAILABLE: Not applicable
________________________________________
Charles E. Swimley, Jr.
Public Works Director
CES/RAY/cd
Attachment
Exhibit A
City of Lodi -- Wastewater Utility
Current and Proposed Wastewater Rates
Current July 2023
Percent Increase 3.0
Flat Rates ($/month)
1 Bedroom 29.57 $ 30.45$
2 Bedroom 39.42 $ 40.60$
3 Bedroom 49.28 $ 50.75$
4 Bedroom 59.13 $ 60.90$
5 Bedroom 68.99 $ 71.05$
6 Bedroom 78.84 $ 81.20$
7 Bedroom 88.70 $ 91.35$
Mobile Homes
Any Size 29.57 $ 30.46$
Schools
Students per SSU 38.35 $ 39.50$
Usage-Based Rates (1)
Monthly Usage Charge ($/CCF) (1) 3.06 $ 3.15$ 3/4" Meter Charge per month 26.92$ 27.73$
1" Meter Charge per month 43.37$ 44.67$
1 1/2" Meter Charge per month 83.79$ 86.30$ 2" Meter Charge per month 131.78$ 135.73$
3" Meter Charge per month 246.20$ 253.59$
4" Meter Charge per month 408.60$ 420.86$
6" Meter Charge per month 814.28$ 838.71$
8" Meter Charge per month 1,301.27$ 1,340.31$
Notes:
(1) Winter water usage determined as average monthly usage from December through February.
AGENDA ITEM G-01
COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Public Hearing for May 17, 2023, to Consider Approving the Use of Equipment Identified as Military Equipment in Accordance with AB 481.
MEETING DATE: May 17, 2023
PREPARED BY: Chief of Police
RE
COMMENDED ACTION: Public Hearing for May 1 7, 2023, to Consider Approving the Use of Equipment Identified as Military Equipment in Accordance with AB 481.
B
ACKGROUND INFORMATION: O n September 30, 2021, the California Legislature adopted Assembly Bill 481 (“AB 481”), which requires law enforcement agencies to submit to the governing body an annual military equipment report for each type of military equipment approved by the governing body within one year of approval and annually thereafter for as long as the military equipment is available for use.
The
Lodi Police Department (“LPD”) is a law enforcement agency that must comply with AB 481. As defined by law, LPD currently uses military equipment in its operations and has now compiled a list of military equipment used by the Department in an Annual Military Equipment Report for public review and City Council consideration.
This Report should be reviewed in accordance with LMC 2.26.020(a)(1)-(4).
P
ursuant to AB 481, the report must be posted to LPD’s website 30 days prior to the first hearing. The report has been posted to LPD’s website since March 27, 2023, and is available here:
https://www.lodi.gov/1132/Military-Equipment-Policy. We now ask that the Council approve the use of equipment identified as military equipment in accordance with AB 481.
FI
SCAL IMPACT: Not applicable.
FUNDING AVAILABLE: Not applicable.
____________________ __________________
Sierra Brucia
Chief of Police
Policy
706
Lodi Police Department
Lodi PD Policy Manual
Copyright Lexipol, LLC 2023/03/16, All Rights Reserved.
Published with permission by Lodi Police Department
Military Equipment - 1
Military Equipment
706.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
706.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):
Governing body – The elected or appointed body that oversees the Department.
Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).
• Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
Lodi Police Department
Lodi PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2023/03/16, All Rights Reserved.
Published with permission by Lodi Police Department
Military Equipment - 2
706.2 POLICY
It is the policy of the Lodi Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 706.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Lodi Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:
1. Publicizing the details of the meeting.
2. Preparing for public questions regarding the department’s funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
706.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:
See attachment: Military Equipment Inventory 2022.pdf
706.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
Lodi Police Department
Lodi PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2023/03/16, All Rights Reserved.
Published with permission by Lodi Police Department
Military Equipment - 3
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 706.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 706.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).
The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory. 706.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
Lodi PD Policy Manual
Copyright Lexipol, LLC 2023/03/16, All Rights Reserved.
Published with permission by Lodi Police Department
Attachments - 4
Attachments
Attachment
Lodi PD Policy Manual
Copyright Lexipol, LLC 2023/03/16, All Rights Reserved.
Published with permission by Lodi Police Department
Military Equipment Inventory 2022.pdf - 5
Military Equipment Inventory 2022.pdf
Military Equipment Inventory 2022.pdf
1 Memorandum
To: Chief Sierra Brucia
From: Captain Eric VerSteeg
Date: January 5, 2022
Re: Military Equipment Inventory
___________________________________________________________________________
The following inventory has been compiled in accordance with Lodi Police Department Lexipol Policy 706 and Government Code 7070-7072.
As of January 5, 2022, the Lodi Police Department owns and possesses the following items of equipment:
1. Equipment Description: Three (3) unmanned, remotely piloted aerial vehicles (DJI Maverick, DJI Matrice and DJI Phantom)
Purpose: Deployed to assist officers or incident commanders by providing an aerial view.
Deployment examples include but are not limited to searches for missing persons, major collision investigations, disaster management, crime scene documentation, and SWAT or other tactical operations. Operators shall have completed all required FAA and Department training. Unmanned aerial systems are used in accordance with Lodi PD Lexipol Policy 606.
Fiscal Impact: No known annual or maintenance costs. The Mavic was purchased for $7,299 and the Phantom for $6,740. The Matrice was purchased by the Lodi Police Foundation for $31,881.
2. Equipment Description: One (1) unmanned remote controlled Recon Robotics Throwbot
Purpose: Remotely controlled handheld robot that may be deployed during tactical operations to safely gather intelligence and reduce risk of contact with armed suspects. May be deployed by trained personnel at the direction of the incident commander.
Fiscal Impact: No known annual or maintenance costs. Purchase price of $17,833.
Lodi Police Department
Sierra Brucia
Chief of Police
2 3. Equipment Description: One (1) unmanned remote controlled Icor Technology Mini- Caliber (render safe robot) assigned to EOD
Purpose: Utilized by trained members of the Emergency Ordinance and Disposal team to locate and rend safe or transport potentially explosive ordinances. At the discretion of the incident commander, the robot may be used during tactical incidents such as for barricaded subjects, high risk warrant service and hostage rescue. Use of two way communications allows operators to speak with potentially armed suspects and provide opportunities for de- escalation, negotiations, or providing a view into the building for a tactical advantage.
Fiscal Impact: No known annual maintenance costs. Purchased by the Lodi Police Foundation for approximately $66,120.
4. Equipment Description: Two (2) iRobots Model BB2590
Purpose: Two remote controlled robots that can be outfitted for surveillance and/or bomb disposal. Robots were obtained through the 1033 program at no cost to the City. The department is in the process of returning the robots to the military.
Fiscal Impact: No costs associated with these items.
5. Equipment Description: One (1) Ballistic Armored Tactical Transport (BATT) rescue vehicle assigned to the Operations Division
Purpose: The BATT is an armored personnel carrier that provides protection against both small arms and rifle fire. It is equipped with emergency lighting and a public address system. Crisis incident negotiators use the public address system during high risk warrant services and other hazardous events. There is also attachable battering ram with an attachable device for deploying chemical agents. The BATT is designed for citizen and officer rescues, evacuations, and deployments of officers. It is also used during community events for parades, toy drives and National Night Out. During tactical or rescue missions, it is utilized at the request of the Incident Commander or SWAT commander. All sworn personnel receive training in its use and operation. Use of this vehicle is regulated under Lexipol policy 406.
Financial Impact: Annual maintenance costs vary, typically about $3,000 per year.
Purchase price of $248,400 with $50,000 paid for by a Homeland Security grant and the remainder by the Lodi Police Foundation.
6. Equipment Description: One (1) Ford Expedition modified with the ability to operate as a mobile Command Post
Purpose: This vehicle contains a radio, computer, a scribing station and monitors for viewing footage from the UAS. It is assigned to the Patrol Watch Commander during daily duties, but also provides support during major incidents or searches for missing persons. It may be used by any sworn officer with a standard driver’s license.
3 Financial Impact: Annual maintenance costs typically associated with a patrol vehicle including regular service and repair or replacement of worn or damaged parts. Purchase price of vehicle, equipment and installation totaling $72,303.
7. Equipment Description: One (1) Mobile Operations Center; a truck/trailer combination equipped with radios, computers and telephones for major incidents or special events.
Purpose: The Mobile Operations Center (MOC) is deployed 3-5 times per year. It was purchased in 2001in partnership with the Lodi Fire Department, though use, maintenance and upkeep have become the primary responsibility of the Police Department. It is deployed during special events such as the 4th of July event at Lodi Lake and during the Grape Festival. As a Command Post, it has room for multiple dispatchers, Commanders and other personnel during major incidents that are typically extended in nature. It is also equipped with air conditioning, a bathroom and a small conference room. It is only driven by officers trained in its use who also maintain a valid Class A license.
Financial Impact: Annual maintenance costs are approximately $1,000 per year. Purchase price of $172,235.
8. Equipment Description: Fifty six (56) .223 Colt AR-15 rifles assigned to all officers ranked Lieutenant and below, with the exception of officers assigned to SWAT.
Purpose: These semi-automatic rifles are a lethal weapon option designed to stop a deadly encounter. Rounds fired from these rifles are able to penetrate body armor on suspects, and aid officers in situations that may require accurate and effective fire at a long range.
Rifles may only be used by officers who have completed a POST certified 16 hour tactical rifle course. Use of these firearms is governed by Lexipol Policy 305 (Firearms) and Lexipol Policy 300 (Use of Force).
Financial Impact: There are little to no annual maintenance costs. Purchase price of $22,505.
9. Equipment Description: Fifteen (15) .223 Colt M-4 rifles assigned to SWAT
Purpose: These short barreled semi-automatic rifles are assigned to members of the SWAT team. The shorter length allows for facile movements within a building during tactical operations. They are utilized during situations when accurate fire may be required.
Financial Impact: There are little to no annual maintenance costs. Purchase price of $14,418.
10. Equipment Description: Twenty three (23) CTS noise-flash diversionary devices (flash- bangs) assigned to SWAT and eighteen (18) CTS training noise-flash diversionary devices (“flashbang training fuse”) assigned to SWAT
Purpose: A noise-flash diversionary device creates a bright flash and loud sound to temporarily distract nearby subjects by temporarily overwhelming their hearing and vision.
These devices allow officers to quickly take control during volatile and high-risk operations.
Additional devices are for training purposes only. These devices may only be used by officers trained in their proper use at the direction of the SWAT or Incident Commander.
4 Financial Impact: There are no annual maintenance costs. Purchase price of $776 and $693 for the training devices.
11. Equipment Description: Tear Gas
Five (5) 37 mm Ferret CS gas - $134
Nineteen (19) Flameless-smoke tri-chamber CS gas - $665 Five (5) Stinger .32 caliber rubber ball CS gas - $240 Sixty (60) 40 mm CS Ferret Liquid Barricade gas - $1,260 Fifty (50) 12 gauge Ferret Liquid Barricade Penetrator CS gas - $341 Forty five (45) 12 gauge Ferret Powder CS gas - $391
Eighteen (18) 37 mm short range CS rounds - $450
Nineteen (19) 37 mm direct impact CS projectiles - $608 Two (2) 37 mm barricade penetrating CS projectile - $54 Two (2) Rubber baton projectiles - $58
One (1) 40 mm Ferret CS projectile - $21
One (1) .32 caliber stinger rubber ball projectile - $55 Twelve (12) OC rubber ball grenade - $629
Seven (7) smoke canisters - $372
Purpose: These devices are assigned to the Mobile Field Force Team and the SWAT Team. They are deployed at the discretion of the Incident Commander or team commanders by personnel who have received POST certification in their use. Use of these agents is regulated in Lexipol policies 415 (Mobiles Field Force), 405 (SWAT/CINT), and 303 (Control Devices and Techniques). Situations for tear gas use may include but not be limited to riots or civil unrest, circumstances that require a tactical advantage, and to subdue dangerous or combative individuals.
Financial Impact: There are no annual maintenance costs. These devices expire after 5 years. Purchase price listed with each item. Price represents total purchase price of that type of item, not individual unit cost.
12. Equipment Description: Projectile Launch Platforms
One (1) 37 mm SL-6 Penn Arms Multi-Shot Projectile Launcher assigned to SWAT One (1) LMT single tube 40 mm launcher assigned to Mobile Field Force
Purpose: Projectile launchers are used to deliver tear gas devices from a distance. They are only to be used by designated personnel who have received POST certification in their use.
Financial Impact: There are no annual maintenance costs. Purchase price of $857 for the LMT launcher. The SL-6 was purchased over 25 years ago, unknown purchase price.
13. Equipment Description: Kinetic weapons - twenty seven (27) orange Remington 870 12 gauge shotguns
Purpose: These firearms are only used for firing bean-bag rounds. Each patrol vehicle is assigned this kinetic weapon as a less-lethal force option that can be deployed from a distance, reducing the likelihood of injury to both officer and suspects. These may be used
5 by trained personnel to help subdue violent subjects. Use of these weapons is regulated by Lexipol policy 305 (Firearms).
Financial Impact: There are no annual maintenance costs. Purchase price of $13,504.
AGENDA ITEM G-02
COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Public Hearing to Consider Introducing an Ordinance Amending Lodi Municipal Code Chapter
13.20 – “Electrical Service” by Repealing and Reenacting Article III “Rates” in its Entirety M
EETING DATE: May 17, 2023
P
REPARED BY: Electric Utility Director
RE
COMMENDED ACTION: Public hearing to consider introducing an ordinance amending Lodi Municipal Code Chapter 13.20 – “Electrical Service” by repealing and reenacting Article III “Rates” in its entirety.
BACKGROUND INFORMATION: Lodi Electric Utility (LEU) maintains a financial planning model which identifies the necessary rates and charges to be collected to ensure sufficient revenue requirements to cover the cost of providing electric service to Lodi residents and businesses.
I
n 2015, LEU implemented a 5 percent rate increase across all utility rate classes to address deferred maintenance and capital infrastructure needs of the utility. At that time, staff recommended annual inflationary increases of no more than 2 percent through 2019 to be brought back to the City Council for consideration if the need arose. At that same time, City Council expressed a preference for smaller, inflationary increases.
I
n 2017, LEU returned to the City Council with an updated financial forecast through 2025 and a 2 percent rate increase was approved to meet debt service coverage requirements, gradually close the annual projected deficit for non- power supply costs, sufficiently fund deferred capital maintenance, and meet reserve targets set forth by City Council policy and contractual requirements.
B
ased on the utility’s most current financial forecast through 2030, it is projected that LEU reserves will fall below City Council approved reserve targets by 2024 with projected annual deficits ranging from $1.2 million to $3.8 million annually.
Reserves have been steadily declining since 2020 for a number of reasons including the COVID pandemic, energy market instability and supply chain disruption. Approximately $2M was used in 2020 to provide utility bill relief in the form of bi ll credits during a period when customers were severely financially impacted by job losses/layoffs during COVID and $4.5M in reserves was used in 2021 and 2022 to mitigate rising energy prices that would have otherwise been passed on to customers through the Energy Cost Adjustment. Finally, since 2017, LEU has seen a significant increase in material costs associated with capital maintenance and infrastructure projects due to supply chain constraints with price increases ranging from 150 percent to over 200 percent.
T
o provide the additional needed revenue to close projected deficits and maintain a financial reserve that meets City Council approved reserve targets in accordance with the City’s adopted Budget and Fiscal Policy, LEU is proposing a 2 percent increase in Fiscal Year 2023/24 and an additional 2 percent increase in Fiscal Year 2024/25. LEU reviews the Handy Whitman Index (HWI) to evaluate cost trends. The HWI, published since 1924, calculates cost trends for various types of utility construction and provides an index relative to the electric industry and even more specific to electric distribution systems. LEU has not requested an inflationary base rate increase since 2017. These proposed revenue increases of approximately 2 percent per year will help address inflationary trends since 2017 but to a lesser extent than those indicated on average by the HWI for the same period – (4.9% in 2018; 3.4% in 2019; 5.7% in 2020; 4.8% in 2021; 11% in 2022).
Public Hearing to Consider Introducing an Ordinance Amending Lodi Municipal Code Chapter 13.20 – “Electrical Service” by Repealing and Reenacting Article III “Rates” in its Entirety
May 17, 2023
LEU is proposing to collect the additional needed revenue through an increase to the monthly customer charge which is intended to cover the fixed costs of the utility – those costs that do not change based on the amount of energy a customer uses. LEU’s annual budget is approximately $100 million; of which, approximately $14 million is attributed to fixed costs.
LEU currently collects less than 30 percent of its fixed costs through monthly customer charges. The remainder is collected through variable energy rates. Increasing the monthly customer charge will help ensure better alignment of costs and charges as well as ensure revenue stability for the utility moving forward. Below is a summary of the proposed changes:
Current (Monthly) Proposed (FY 24) - 8/1/23 Proposed (FY 25) - 7/1/24 Fixed
Charge
Avg Bill
Fixed
Charge
Avg Bill
Increase
Fixed
Charge
Avg Bill
Increase
Residential
$10.20
$125
$14.50
$129.30
$4.30
$19.50
$134.30
$5.00
EV (Separate
Meter)
$3.00
$54
$4.50
$55.50
$1.50
$6.00
$57.00
$1.50
Small
Commercial
(Single Phase)
$7.50
$115
$15.50
$123.00
$8.00
$20.50
$128.00
$5.00
Small
Commercial
(Three Phase)
$11.09
$266
$23.50
$278.41
$12.41
$31.50
$286.41
$8.00
Medium
Commercial
$60.38
$4,855
$77.00
$4,871.62
$16.62
$103.50
$4,898.12
$26.50
Large
Commercial/
Industrial
$137.23
$74,880
$235.50
$74,978.27
$98.27
$316.50
$75,059.27
$81.01
City
$10.20
$483
$20.00
$492.80
$9.80
$27.00
$499.80
$7.00
In addition, similar changes are proposed to the current mobile home park rates for tenants in conjunction with changes to the master metered customer rates to ensure mobile home parks have equitable cost recovery for both tenants and park owners. Those changes include eliminating the monthly pad discount of three dollars per month provided to mobile home park owners and increasing the monthly per pad fixed customer charge to the mobile home parks from $1.02 to $1.52 in Year 1 and $1.84 in Year 2. This will ensure adequate collection of costs from the mobile home park as LEU’s custom er and also provide for collection of costs from tenants by the master metered customer to maintain their park’s distribution system which is owned and maintained by the individual mobile home park owner(s) .
Approving incremental adjustments such as this will help avoid future potential rate shock while maintaining the financial integrity and bond rating of the City’s Electric Utility. Failure to approve the proposed rate increases subjects LEU to system reliability issues resulting from potential delays associated with capital maintenance; an inability to meet reserve requirements; and possible downgrading by rating agencies resulting in future higher borrowing costs – including those associated with the financing needed for the 230 kV Interconnection Project. In addition, LEU’s ability to transact in the energy markets through Northern California Power Agency is dependent on its ability to meet contractual program reserve requirements as well as maintain sufficient credit with the California Independent System Operator.
Information on the proposed rate adjustments was provided to the Risk Oversight Committee on March 30, 2023.
Information was also made available to the public on LEU’s website and via a public hearing notice published on April 22, 2023. It is recommended the first year’s increase take effect August 1, 2023 with the second year increases effective July 1, 2024 with the start of the Fiscal Year.
FISCAL IMPACT: The proposed rate increase is anticipated to generate an additional $25 million in rate revenue through 2030. Actual additional revenue realized will depend on customer growth.
FUNDING AVAILABLE: Not applicable.
________________________________________
Jeff Berkheimer
Electric Utility Director
AGENDA ITEM H-01
COUNCIL COMMUNICATION
APPR
OVED: ________________________________
Stephen Schwabauer, City Manager
AGENDA TITLE: Adopt Resolution Adopting the City Council Strategic Vision M
EETING DATE: May 17, 2023
P
REPARED BY: City Manager
RE
COMMENDED ACTION: Adopt resolution adopting the City Council Strategic Vision.
B
ACKGROUND 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).
T
he 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.
T
he 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 5 th
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.
T
he Strategic Vision developed at the retreat follows. Priorities are numeric and bold. Milestones are alphabetized under each priority.
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.C 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 proposed workplan will make little to no progress towards the milestones.
Should Council accept this alternative, staff’s 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. Acquire Mokelumne River Nature Area to Expand, develop and maintain Lodi Lake to excellent standards.
Adopt Resolution Adopting the City Council Strategic Vision May 17, 2023
C. Build an Develop and maintain sports/recreational facilities for City and public use including an indoor sports facility.
D. E xpand, 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:
“Implement Continue to support Hydrogen Hub Project training facilities.”
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.
D. Combine fire base workforces in North County. Consider strategic regional partnerships with surrounding agencies to enhance fire and emergency response services.
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.
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.H – 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.
_______________________________________
Steve Schwabauer, City Manager
Exhibit A: City of Lodi Council Retreat
Exhibit B: Resolution Adopting the City Council Strategic Vision 1 Exhibit A
City of Lodi Council Retreat
Final Report
April 21, 2023
Introduc�on
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 atendance. The City Manager, the Assistant City Manager, and the Department Directors for the City were also in atendance.
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 direc�on and priori�es, and that it is the responsibility of the staff to create a strategic workplan that is in alignment with and suppor�ve of the Council’s strategic vision. Because of that, SGR facilitates a process that enables the Council to set strategic priori�es and milestones and relies upon the staff to create ini�a�ves that will be executed to move the organiza�on forward in alignment with the Council’s vision.
This process includes having discussions about strategic ques�ons 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 priori�es and milestones developed during the retreat.
2 Reputa�onal Drivers
Par�cipants discussed the ques�on, “What do we want to be known for in the future?” A�er discussing this ques�on 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 reputa�on 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 ameni�es and educa�onal programs. • Engaged ci�zens and high levels of civic pride.
• Good for business.
• Strategic development and growth.
2. Lodi will have a reputa�on 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 communica�on and outreach to ci�zens.
• Well-trained staff and Council.
• Innova�ve with private/public partnerships.
Pressing Needs
The par�cipants 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 ques�on in small groups. Below are the things that they iden�fied.
• Homelessness.
• Affordable places to live.
• Comprehensive plan for downtown revitaliza�on.
• Plan for economic development.
• Easier for businesses to renovate their proper�es.
• Infrastructure maintenance and development capacity.
• High quality of life.
• Not having to leave the city for ameni�es.
• Traffic enforcement.
• Literacy needs.
• Advance life support needs, especially for the elderly, children, and the homeless. • Genera�onal housing.
• Dealing successfully with technological advancements, such as the digitaliza�on of city services. • Fentanyl crisis.
3 SWOT Analysis
Par�cipants were asked to conduct a modified version of a SWOT Analysis. They did not address the Strengths and Weaknesses of the organiza�on, but instead, focused their aten�on on the future by discussing great opportuni�es on the horizon, as well as some of the threats to those opportuni�es as they perceive them. Below is a summary of the lists that the groups developed.
Opportuni�es
• 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 ameni�es.
• Generate revenue through some city services.
• Strengthening the City’s rela�onship 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. • Genera�onal brain-drain.
• Revenue constraints.
• Limited amount of staff �me to invest in projects.
• Skeleton crew staffing.
• Community pushback on fees.
Strategic Priori�es
The Council was asked to iden�fy their top priori�es as a governing board. This was done through having a series of discussions between the Council members so that the list of priori�es was a unified, collec�ve list of priori�es that the whole council agreed upon. The Council iden�fied 8 Strategic Priori�es. They are listed in alphabe�cal order below.
1. Downtown
2. Economic Development
4 3. Fiscal Health
4. Housing
5. Infrastructure
6. Parks
7. Public Safety
8. Public Well-being
Strategic Priori�es and Milestones
Par�cipants were asked to iden�fy Milestones for each of the Strategic Priori�es. Milestones help answer the ques�on, “What do you mean by that?” They help clarify the Council’s inten�on and help the Staff to know that they are moving in the right direc�on to fulfill the Council’s priori�es in a �mely fashion. Neither Priori�es, nor Milestones, are typically items that can be completed in the short-term.
These are long-term priori�es and “objec�ves” that can take years and decades to accomplish.
Below is the list of Milestones for each of the Strategic Priori�es 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 opportuni�es for downtown living.
B. Preserve downtown historic character.
C. Ensure accessibility for mul�-modal transporta�on and public safety.
D. Protect and promote the use of public facili�es including the library, public safety building, and the city administra�on building.
E. Expand the perimeter of downtown mixed-use zoning.
F. Adopt policies that incen�vize the revitaliza�on 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 opportuni�es.
C. Implement Hydrogen training facili�es.
D. White Slough Public Safety Training Facility.
E. City growth through East Side annexa�on.
F. Repurposing exis�ng assets.
G. Atrac�ng tech and non-ag jobs.
3. Fiscal Health
5 Stretch Goal: Create a fiscal structure to accomplish City Council Strategic Priori�es.
A. Promote city’s fiscal transparency and ci�zen’s fiscal fluency.
B. Posi�on 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 priori�es.
D. An�cipate and advocate against unfunded mandates, while ensuring the city has funding amounts equal to annual deprecia�on levels to maintain assets.
E. Improve pension as against average ci�es 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 opportuni�es with market values aligned with current AMI and standard housing/income ra�os.
B. Create more residen�al opportuni�es downtown.
C. Ensure con�nued 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; genera�onal housing by design; and diverse housing by design.
G. Consider ways to support the existence of an adequate number of rental proper�es.
5. Infrastructure
Stretch Goal: Develop and maintain a robust infrastructure to support a world-class city.
A. Invest in innova�ve infrastructure with a high ROI.
B. Adap�ve reuse of exis�ng proper�es.
C. Address deferred maintenance.
D. Ensure capacity for future growth.
E. Proac�ve infrastructure development for SOI and growth areas.
F. Ensure that funding for maintenance of future development projects is sustainable and self- suppor�ng.
6. Parks
Stretch Goal: Develop a world-class revenue genera�ng Parks System. 6 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 Facili�es.
E. Create a dedicated fund to improve event-based facili�es.
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. Ins�tute the ALS Program.
D. Combine fire base workforces in North County.
E. Create Revenue genera�ng services in public safety.
F. Mee�ng ISO Measurements in response �me.
G. High levels of community involvement by public safety employees.
8. Public Well-being
Stretch Goal: Be a recognized leader in genera�ng a happy, healthy, high quality of life for all.
A. Increase opportuni�es for physical, recrea�onal, and cultural ac�vi�es.
B. Partner with other public/private en��es to provide outreach, educa�on, and ac�vi�es to engage diverse cultures and communi�es.
C. Provide opportuni�es for access to mental health and substance abuse treatment.
D. Focus on youth educa�on and mentorship to foster posi�ve life-choices.
SGR Recommenda�ons
1. SGR recommends that the City Council formally adopt these Strategic Priori�es and Milestones as their Strategic Vision at an upcoming regular City Council Mee�ng, 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.
RESOLUTION NO. 2023-____
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. 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.
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.
Dated: May 17, 2023
========================================================================
I hereby certify that Resolution No. 2023-___ 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 –
NOES: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
PAMELA M. FARRIS
Assistant City Clerk
2023-___