STRATEGIES: (Captain)
‘How’we will Win …
1. Safer Streets (Interim Police Chief James Chraska)
a)Reduce violent crime
b)Increase community partnerships & engagement
c) Increase data driven strategies & tactics
d)Reduce property crime
2. Growing Economy (Stephanie Ocasio/Carrie Wright)
a)Grow jobs
b)Increase economic development incentives
c) Reduce the barriers to entry
d)Increase small business development
e)Foster and support entrepreneurship
3. Housing Opportunities for All (Carrie Wright/
Stephanie Ocasio)
a)Reduce the barriers to entry
b)Optimize partnerships & linkages
c) Increase investment in high impact affordable and market rate housing strategies
d)Optimize performance-based distribution of available city funds, e.g. grants
4. Thriving and Healthy Neighborhoods (John Alita)
a)Establish a City integrated team approach, e.g. cross- departmental team, to optimize clean and safe
neighborhoods
b)Increase placemaking and space activation
c) Increase community engagement
d)Positively impact overall community well-being
5. Fiscal Sustainability (Jay Kapoor)
a)Continue learning from the past
b)Mitigate risk
c) Optimize resources through innovative business practices FY 2021-22 OBJECTIVE:
‘What’ is Winning …
Provide an exceptional level of customer service to
the Stockton community through accountable,
innovative, efficient, and effective management of
City resources to achieve our vision for Stockton.
FY 2021-22 PLANS:
• Build upon Ceasefire Strategy to reduce shootings and homicides • Build out our community infrastructure with an emphasis on high-risk population through a focus on equity
• Emphasize multi-lateral and two-way communications to further community engagement, conversation, and trust building
• Build on Intelligence, Communication, and Planning (ICAP) • Reactivate the Neighborhood Enhancement Program (NEP) • Leverage our maritime and agricultural assets
• Leverage our logistics and multi-modal transport assets • Discover and take advantage of right-of-way monetization opportunities • Establish industry partnerships
• Optimize workforce development support
• Adopt and launch City of Stockton Strategic Economic Development Action Plan
• Provide ongoing support to City/County joint efforts on housing and homelessness
• Reinvent our distribution of state and federal funds to be more performance- and outcomes -based
• Enable access to housing opportunities through education and awareness • Identify and remediate barriers
• Leverage data to mobilize service response
• Produce an annual citywide community cohesion project • Leverage anticipated Smart Cities efforts to create technology and connectivity opportunities
• Emphasize community outreach through surveys, focus groups, and resident engagement.
• Increase access to programs, tools and resources for youth to enable career development
• Optimize community center utilization
• Develop sustainability strategy building on existing efforts • Upgrade bond rating
• Continue commitment to L-RFP
• Initiate revenue maximization project
• Continue implementation of new ERP system
• Continuous pursuit of opportunities for greater efficiency • Optimize City workforce retention, development, and recruitment.Updated: 2/2/2022 Vision: Stockton will become the best city in America to live, raise a family, and grow a business.
COUNCIL PRIORITY GOALS (Tier 1 & 2):
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1a. Focus on COVID response and
recovery
1b. Develop solutions to address
homelessness, including increasing the
affordable housing supply
2. Focus on crime reduction in focus areas
3. Prioritize resource allocation to focus
areas within Council Districts
4. Prioritize Economic Development
1. Develop business incentives and tools for
underserved neighborhoods
2. Work with education partners to improve
quality of life, increase literacy, and develop
the workforce
3. Engage private employers and the business
community in workforce development and
job placement (including people with
criminal records) and develop an
employment pipeline for Stockton residents
to Stockton employers
FY 2021-22 METRICS:
1a) Reduce homicides and non-fatal injury shootings – 5% reduction 1a) Establish Crimes Against Persons (NIBRS) baseline
1b) Increase number of engagements and interventions (Y/N) 1c) Emphasize use of SPD's ICAP and OVP's life coaching and case management system (Y/N)
1d) Establish Crimes Against Property (NIBRS) baseline
1d) Establish Crimes Against Society (NIBRS) baseline
2a) Stabilize small businesses through COVID recovery efforts (Y/N) 2b) Develop economic development toolkit (Y/N)
2c) Reduce average duration for building permit project reviews, target – 25% reduction
2d) Establish meaningful linkages and partnerships with various small business partners (Y/N)
2e) Establish the City’s first Smart Cities initiative (Y/N) 3a) Increase residential permits, target – 10% increase 3b) Establish and enhance partnerships and linkages (Y/N) 3b) Establish baseline measurement through HMIS for the time between assessment for services and placement into a transitional or permanent housing program (Y/N)
3c) Transform data-rich environment to useful insights (Y/N) 3d) Establish performance-based distribution model for available city funds, e.g. grants (Y/N)
4a) Improve Stockton's livability indicators, i.e. vacant properties, abandoned cars, graffiti, weed abatement, per capita code enforcement, and trash (Y/N)
4b) Enhance community cohesion through increased participation in City produced and sponsored events (Y/N)
4c) Increase community center utilization and library circulation (Y/N) 4d) Emphasize education, awareness, and investment to positively impact community well-being (Y/N)
4d) Establish sustainability portfolio (Y/N)
5a) Refresh long range financial plan (Y/N)
5a) Increase fiscal transparency (Y/N)
5b) Clean/unmodified audit opinions (Y/N)
5c) GFOA Certificate of Achievement for Excellence in Financial Reporting for FY21-22 CAFR (Y/N)
5c) GFOA Distinguished Budget Presentation Award (Y/N)
5c) Increase workforce retention and recruitment (Y/N)
One Page Strategic Plan® (OGSP®) DRAFT FY 2021-22
ATTACHMENT A