City Council Special
City of Stockton
Meeting Agenda - Final
City Council Special
Meeting
Stockton Memorial Civic Auditorium, 525 N.
Center Street, Stockton CA
8:30 AMWednesday, February 15, 2023
** SPECIAL WORKSHOP **
1. SPECIAL SESSION CALL TO ORDER / ROLL CALL
2. PUBLIC COMMENT
*Members of the public may only comment regarding items on this agenda.
3. ITEMS FOR DISCUSSION
3.1 23-0161 CITY COUNCIL GOAL SETTING AND PLANNING WORKSHOP Department: City Manager
PPT - 2023 Council Planning WorkshopAttachments:
4. ADJOURNMENT
CERTIFICATE OF POSTING
I declare, under penalty of perjury, that I am employed by the City of Stockton and that I caused this agenda to be posted in the City Hall notice case on February 9, 2023 in compliance with the Brown Act.
Eliza R. Garza, CMC
City Clerk
By: ________________________________
Deputy
1 February 15, 2023City Council Special Meeting Agenda - Final *Members of the public may only comment regarding items on this agenda.
The City of Stockton invites public comments in multiple forms. You provide your comments by using one of these methods:
1. e-Comment - follow the e-comment link on the City's agenda page stockton.granicusideas.com/meetings
2. Email - you may email your comments to [email protected]
3. Voicemail - you can leave a voice message by dialing (209) 937-8459.
4. In-Person Comments - a) Speakers must submit "request to speak cards" to the Clerk prior to the Public Comment portion of the agenda. No speaker cards will be accepted after the close of Public Comment. Please redirect any inquiries to [email protected]. b) Address only issues over which the meeting body has jurisdiction. c) Each speaker will be limited to one 3-minute comment opportunity. Donating time is not authorized. d) Your time will be displayed on the speaker podium for convenience. *All written and voicemail public comments received by the Clerk's Office 90 minutes prior to the meeting start time will be forwarded to the meeting body members as correspondence and attached the minutes. All comments received after that time will be forwarded as correspondence the following business day.
All proceedings before the City Council are conducted in English. The City of Stockton does not furnish language interpreters and, if one is needed, it shall be the responsibility of the person needing one.
In accordance with the Americans With Disabilities Act and California Law, it is the policy of the City of Stockton to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including those with disabilities. If you are a person with a disability and require a copy of a public hearing notice, or an agenda and/or agenda packet in an appropriate alternative format; or if you require other accommodation, please contact the Office of the City Clerk located at 425 North El Dorado Street, Stockton, California 95202 during normal business hours or by calling (209) 937-8458, at least 5 days in advance of the hearing/meeting. Advance notification within this guideline will enable the City/Agency to make reasonable arrangements to ensure accessibility.
Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the Office of the City Clerk located at 425 North El Dorado Street, Stockton, California 95202 during normal business hours or by calling (209) 937-8458. The Agenda is available on the City of Stockton Website: www.stocktongov.com.
CHALLENGING CITY DECISIONS: The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision. Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. If a person wishes to challenge the nature of the above section in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Stockton, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies.
2 City of Stockton
Legislation Text
File #: 23-0161, Version: 1
CITY COUNCIL GOAL SETTING AND PLANNING WORKSHOP
City of Stockton Printed on 2/9/2023Page 1 of 1
powered by Legistar™
3 Annual City Council Planning Workshop
Wednesday, February 15, 2023 - 8:30 am to 3:30 pm
Civic Auditorium
4 Mayor’s Welcome8:30
Public Comment8:40
Comments from the City Manager8:50
Fiscal Update and Long-Range Financial Plan 9:00
State and Federal Legislative Programs9:40
Economic Development Strategic Action Plan10:00
Government and Performance Accountability 10:30
Review Existing Strategic Goals & Accomplishments11:00
LUNCH12:00
Continue: Existing Strategic Goals & Accomplishments12:30 Discuss and Identify 2023 Priority Goals and Strategies1:30 Wrap-up3:30
TODAY’S AGENDA
5 Welcome
by Mayor
Kevin J.
Lincoln II
6 Public Comment
7 Comments from
City Manager
Harry Black
8 Workshop
Ground Rules
• Listen to understand
each other’s point of
view.
• Seek consensus.
• Assume good intent.
• Speak up if course
correction is needed.
• Stay focused.
• Items brought up but are
more appropriate to be
discussed at another
time, will be parked in
the “bike rack” and
tracked separately for
follow up.
9 Guiding
Principles
established at
prior Council
Workshops
Implement Implement voter-approved decisions on taxes and other laws fully with integrity: honor voter intent
Measure Measure successes and communicate them to the community Foster
Foster performance management, customer service, and
continuous improvement while supporting the professional development of our employees
Maintain and
expand
Maintain and expand relationships with partner agencies, private sector, and organizations to extend capacity in carrying out and funding priority projects
Understand Understand the City’s financial outlook. Follow our long-term financial plan to ensure financial stability and sustainability.
Create
Create long-term vision while focusing on meeting day-to-day challenges. Place constituent needs and interest in the forefront.
Taking care of the “small things” that matter to the community.
Transparency
Operate in a transparent and open manner to earn and keep trust of our community. Maintain a culture of collegiality and respect among Council members and staff.
10 Fiscal Update and
Long-Range Financial
Plan (L-RFP)
Kimberly Trammel, Chief Financial Officer
Imelda Arroyo, Budget Officer
11 City of Stockton Funding
FY 2022-23 Budget =$899 Million
New
Services = 3%
Special Grants =
14%
Keep the Lights On = 36%
Restricted Funds = 47%
12 Long-Range Financial Plan
• Forecasts revenue & expenses
• 20-year forecast
• Only General Fund and related funds
• Supported by General Fund – Library, Recreation,
Marina, Entertainment Venues, Golf, etc.
• Measure W and Measure M sales tax
• Created during bankruptcy
• Based on a wide range of assumptions
• New assumptions = new outcome
• A tool for financial decision making
13 Major Areas of Forecast Volatility
11 Vacancy Savings
Cost Allocation Plan
Use of ARPA Funds
Economy/Pandemic
Sales Tax Revenue
Pension Costs
TOT Revenue
Fees/Other Revenue
Property Tax Revenue
COLAs/Benefits
Staffing Levels
Capital Spending
← Low Control High Control →
← Low Control High Control →
← Low Impact High Impact →
← Low Impact High Impact →
14 Long-Range Financial Plan
Forecast Considerations
• Economy/Global Dynamics
• Measure A
• Pension costs
• Increasing cost of current services
• Labor market pressures
• Catch-up with:
• Deferred infrastructure and
maintenance
• Workforce and service deficiencies
• Increase service delivery capacity
15 Long-Range Financial Plan
Forecast Considerations
Economic Indicators
• Recession Risk is
Yellow
• Inflation
• Interest Rates
• Savings &
Disposable Income
16 Economic Indicators
Savings & Disposable Income
17 Economic Indicators
18 Long-Range Financial Plan
Revenue Forecast – Total General Fund
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
00 02 04 06 08 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 LT Trend ST Trend Forecast
FY 2021-22
$297 million
Great Recession
FY 2012-13
$160 million
First full year of Measure A
FY 2014-15 $201 million
19 Long-Range Financial Plan
Revenue Forecast - Sales Tax
• Double digit growth in the last 2
years
• Projections flat for the next 2 years
• Top 10 businesses make up 35% of
tax revenues
• Initiatives to change tax structure
• There may be negative impacts on
local revenues as consumers seek
“experiences”
17 20
Long-Range Financial Plan
Forecast Considerations
Measure A Sales Tax
• Revenues $46 million
• Up for renewal by
April 2024
• If not renewed,
significant service
cuts will be needed
• If no cuts, fund balance
goes negative in 2028
($70)
($60)
($50)
($40)
($30)
($20)
($10)
$0
23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 Net Annual Impact of Assumption
Change (mil.)
21 Long-Range Financial Plan
Pension Risks
• CalPERS approved 6.8% discount
rate starting FY 2023-24
• Continuing historical trend would
hit 6% in 20 years
• Forecast assumes decline to 6%
over 10 years
10.50% last 5 yrs
8.65% last 10 yrs
7.49% last 20 yrs
8.86% last 30 yrs
Average Returns
22 Long-Range Financial Plan
As of February 2023
23 Long-Range Financial Plan
Increasing Service Delivery Capacity
• Going from
2 new FTEs per
year to 3 FTEs
drops the fund
balance to the
5% warning level
at the end of the
20-year period
24 Fiscal
Planning
• Updates to the model will continue with
budget development
• Continue long-term financial planning
approach with a focus on a strategic and
balanced approach to growth
• Maintain the City’s ability to recruit and retain
employees
• Plan for future CalPERS cost increases
• Catch-up on infrastructure and deferred
maintenance
• Maximize use of one-time and ongoing federal
and state funds
• Balancing act - prioritizing service demands
within available resources
25 Questions and
Comments on
the Fiscal
Update and
L-RFP
26 State and Federal
Legislative
Programs
Harry Black, City Manager
Alex Bailey, Program Manager
27 Legislative Advocacy
Programs
Objectives
• Advocate in Sacramento and Washington, D.C.
to accurately and persuasively present the
positions of the City of Stockton
• Establish relationships with key Legislators
and Staff
• Provide early intelligence on emerging issues
• Share knowledge of trade-offs impacting
legislative framing and funding
• Target funding allocations and grant
applications
• Achieve the priority State and Federal
objectives of the City
28 Legislative Advocacy
Programs
Scope
• Legislative Program Consultation - Annual Legislative Programs, government relations strategy and funding
strategy development
• Legislative Advocacy – Represent the City; review
executive proposals, legislation, administrative rules; provide regular reports; prepare letters and testimony; facilitate communication and meetings
• Funding Advocacy and Assistance – Advise and assist in the preparation of appropriations, earmarks and other
funding opportunities requests
• Political Reform (State Program) – Register on behalf of the City, and comply with all reporting requirements
mandated by the Lobbying Disclosure Act
29 Legislative Program
Timeline & Process
State Legislative Year: July 1 – June 30
Federal Legislative Year: October 1 – September 30
• Biweekly Meetings: On Team schedules throughout year. • October-December: Discuss City funding and policy
environment in preparation for new calendar year.
• November: Federal consultant trip to Stockton. Tours and meetings with Department Directors and CMO.
• January-February: State bill season. Conduct City staff brainstorming and planning session for appropriations.
• February-March: Develop funding and policy proposals to present to Council at Strategic Planning Workshop.
• March-April: Present Federal and State Legislative Advocacy Programs at Council meeting. Submit appropriation requests. • May: Federal One Voice projects proposed to SJCOG at annual trip to Washington, D.C.
30 State Level Advocacy
Emanuels Jones and Associates (EJA)
• Sacramento-based non-partisan government
relations firm established in 1987
• Consultant has provided state legislative advocacy
services to the City of Stockton since 2012
• Specializes in California local government issues, with experience in local government, municipal law,
municipal finance
• Expertise in areas of public works, transportation,
public safety, telecommunications, environmental
issues and community services issues
• Employs state-of-the-art bill tracking systems for
timely delivery of information to clients
• From policy review, strategic planning to legislative development and regulatory implementation, EJA
assists and positions clients for success
31 Legislative Program
Accomplishments in 2022
State Level
• Assisted the City by working with Big 13 Cities to secure an additional $1 Billion in Statewide Homeless Housing, Assistance, and Prevention Program funds.
• Assisted City staff with navigating the $20 Million appropriation to address improvements in the Miracle Mile District.
• Assisted City staff in securing $4 Million in additional funding for aquatics infrastructure repairs.
• Assisted in securing $1 Million in funding for homeless shelter navigation projects.
• Tracked and reported to the Cityon more than 2,500 proposed legislative bills.
• Supported mental health legislation and mitigated potential effects of SB 656 regarding Stockton East Water District. 32 City of
Stockton
Priorities
2023
State Level
1. Redevelopment and Blight Program: Request seed funding to establish a multi-year revolving fund to be used for blight elimination activities.
Investment will focus on the abatement of blight throughout the City for the purposes of revitalization and economic development opportunities.
2. Waterway Improvements: Seek funding to address clean-up of water and debris removal in and around waterways of Mormon Slough and Dean DeCarli Plaza in downtown Stockton.
3. Fiber Master Plan: Request funding for construction of backbone fiber and ethernet infrastructure to support traffic operations. Funding would bring additional capacity and provide needed fiber dependence without reliance on utility providers.
4. Public Park Improvements-Van Buskirk Park: Request funding for improvements to Van Buskirk Park. First phase of project would include site grading and preparation, addition of basketball courts, community garden, skate park, and parking.
5. Pedestrian and Traffic Safety - Dr. MLK, Jr. Blvd. Underpass: Seek funding to obtain environmental clearance and design for roadway reconstruction under the Union Pacific Railroad Underpass on Dr. MLK, Jr. Boulevard. Built in the 1930s, the heavily-traveled underpass is antiquated and does not support accessibility standards for vehicles, bikes and pedestrians.
6. Pedestrian and Traffic Safety - Pershing Avenue: Seek funding for Precise Roadway Plan and environmental clearance to address need for a Complete Streets concept. Funding will optimize accessibility for motor vehicles and pedestrians.
33 State Environment
Legislative Threats
• Taxpayers’ Protection and Government
Accountability Act – November 2024 Ballot
• State Budget Shortfall
• HHAP Funding – Budget Trailer Bill Language
on Accountability and Transparency
• AB 52 (Grayson) expansion of Sales Tax
Exemption – a redo of AB 1951
• Note: Last day to introduce new bills in State Legislature is February 17
34 Federal Level Advocacy
Summit Strategies Government Affairs
• Washington, D.C. based national strategic government
affairs consulting firm established in 2015
• Specializes in federal and state lobbying, legislative and regulatory monitoring, public policy analysis and
development, grant support and coalition building
• Summit’s practice includes municipal and county
governments, parks and recreation districts, port
authorities, freight rail and transportation agencies,
environmental entities throughout the United States
• Areas of Expertise
• Transportation
• Economic Development
• Environment, Energy & Natural Resources
• Technology
• Labor
• Taxes & Trade
35 Legislative Program
Accomplishments in 2022
Federal Level
• Assisted City staff with preparing Federal Transportation Grants, including Safe Streets and Roads for All and Rebuilding American Infrastructure with Sustainability and Equity (RAISE), and educated delegation on projects.
• Worked with delegation to expedite permitting of the
Alexandria and Five Mile Slough Culvert Replacement project. • Worked with City staff to submit Congressionally-directed spending requests and advocated for requests with delegation.
Awarded project: $1 Million for Youth Workforce Development. • Coordinated meetings and managed Capitol Hill visits for Mayor and Councilmembers during One Voice visit to Washington, D.C. in May 2022.
• Met with City Department Directors to learn about City priorities, reviewed federal programs and monitored federal grant opportunities for alignment with City needs.
36 City of
Stockton
Priorities
2023
Federal Level
1. Public Park Improvements - Van Buskirk Park: Request funding for improvements to Van Buskirk Park. First phase of project would include site grading and preparation, addition of basketball courts, community garden, skate park, and parking.
2. Redevelopment and Blight Program: Request seed funding to establish a multi-year revolving fund to be used for blight elimination activities.
Investment will focus on the abatement of blight throughout the City for the purposes of revitalization and economic development opportunities.
3. Fiber Master Plan: Request funding for construction of backbone fiber and ethernet infrastructure to support traffic operations. Funding would bring additional capacity and provide needed fiber dependence without reliance on utility providers.
4. Pedestrian and Traffic Safety - Multiple Sites: Seek funding for various Stockton roadway areas to optimize accessibility for motor vehicles, bicycles and pedestrians. Roadway infrast ructure improvements include Precise Roadway planning as well as intersection, sidewalk, and curb repairs, bicycle lanes, ADA wheelchair ramps, streetlights, and traffic signal modifications.
5. Emergency Preparedness and Community Resiliency: Request funding for solar and battery storage systems to be installed at critical municipal facilities, such as City Hall, EOC, and community centers. These systems will bolster the resiliency of facilities that are vital during emergencies/ disasters by ensuring public safety service remain online during power outages.
6. Public Asset Investment – Pixie Woods: Foster youth development through recognized local attraction, Pixie Woods. Seek funding for capital improvements, equipment replacement and enhancement, landscaping, and ADA-compliant upgrades to increase user appeal and safety. 37 Questions and
Comments on
2023 Legislative
Advocacy
Programs
38 Economic
Development
Strategic Action Plan
Carrie Wright
Director of Economic Development
39 EDSAP
Background
Council Approval: January 24, 2022
Supports Stockton’s post-pandemic recovery
• Anchored by Six Key Goals
Seven Investment Areas, three Focus Areas
• Economy & Business
• Infrastructure
• Image & Branding
Interdepartmental Collaboration
Exploration of Data Tools & Resources
40 Investment Area #1
Milestones
Launched Façade Improvement Program
Executed Chamber support contracts
San Joaquin County / Team California Event
Retail Strategies contract executed
Next Steps
Robust Small Business Week in May
Promote City-funded Chamber programs
StrengthenLocalBusiness
Climate
41 Investment Area #2
Milestones
Community Economic Resilience Fund
(CERF) participation
$5 million for Northern San Joaquin Valley
Youth Employment and Development
California For All Youth Workforce
Development Grant contracts approved for
external subrecipients (CMO)
Next Steps
Participate in Workforce Development
Board and present at Builder's Exchange
Youth Employment and Development
Citywide internal summer internship program for
youth (HR)
Develop Workforce Capacity
42 Investment Area #3
Milestones
Executed contracts with Entrepreneurship Grant
recipients
Won the Audrey Nelson Award from the
National Community Development Association
Built deeper connections to Wine Industry
Next Steps
Implement SBA Earmark Grant
Complete National League of Cities
Inclusive Entrepreneurship Program
Planning for Pitch Event in the Fall
Innovation Hub /
Entrepreneurship
43 Investment Area #4
Milestones
South Pointe clean-up grant and
activities
Negotiations & DDA development
Shape Stockton (CDD)
Parking infrastructure
improvements
Miner Street Improvements (PW)
Next Steps
Caltrans Sustainable Transportation
Grant Application
USDOT RAISE Grant Application (PW)
EPA Planning Activities
North Shore Area-Wide Plan
Downtown Infrastructure Analysis
South Shore Site-Specific Reuse
Transform Downtown
44 Activate Public Spaces
Investment Area #5
Milestones
International Award-winning
Stockton Flavor Fest
• Van Buskirk Conceptual Plan
approved by Council (CSD)
• Uplift Downtown
• Arena Video Boards RFP
• Painting, lighting, landscaping and
power-washing
Next Steps
Issue RFI for City owned sites
Food Truck Ordinance (CDD)
Bring Victory Park design work
to Council for approval (CDD
and CSD)
45 Investment Area #6
Milestones
Website Contract executed
(CMO)
Consolidated Special Events
Next Steps
2023 Flavor Fest
Planning Neighborhood
Cohesion event (CSD)
Revamp Activity Guide to be
more user-friendly,
accessible, comprehensive
and inclusive (CSD)
Unify Community
46 EDSAP
Promote Brand
Investment Area #7
Milestones
Research and Discovery for Marketing:
10 stakeholder interviews
Online survey
Digital footprint audit
Sponsored 10+ Community Events
$5.25M for South Pointe clean-up
Next Steps
Continue Marketing Campaign
Submission of Logos Round 1
Community Feedback Sessions
Video production
47 Questions and
Comments on
the Economic
Development
Strategic Action
Plan
48 Government
Performance and
Accountability
Katie Regan, Director of the Office
of Performance and Data Analytics
49 FY 2022-23 METRICS:
1a) Reduce homicides and non-fatal injury shootings – 5% reduction
1a) Reduce Crimes Against Persons – 5% reduction
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) Reduce Crimes Against Property – 5% reduction
1d) Reduce Crimes Against Society – 5% reduction
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) Expand the City’s Smart Cities initiatives (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) Expand the City’s environmental and 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)
FY 2022-23 PLANS:
• Build upon Ceasefire Strategy to reduce shootings and homicides • Build on Intelligence, Communication, and Planning (ICAP) • Pursue pre-pandemic community engagement and outreach • Enhance case management and wrap-around support services for high-risk population
• Implement case management system for increased data collection, analysis, and reporting
• Expand of the Fire Investigation program to reduce the incidence of arson fires
• Implement the Economic Development Strategic Plan including but not limited to invigorating entrepreneur ecosystem, expanding business façade improvements, and launching Stockton re-branding initiative
• Launch workforce development programming including youth employment and development
• Increase space activation through expanded free Wi-Fi, closing the fiber ring, enhanced small business support, and availability of customer self-service solutions
• Increase Cyber Security maturity for continued protection of digital assets
• Improve usability of the Development Code (Stockton Municipal Code Title 16) emphasizing plain language
• Continue to shorten transaction/cycle process times in permit application processing
• Provide ongoing support and commitment to the CoC Homeless Strategic Plan
• Increase overall program impact and effectiveness emphasizing data-informed decisions
• Identify strategies to facilitate and incentivize increased production of market rate and below market rate housing
• Pursue pre-pandemic engagement emphasizing programming for children and families
• Produce an annual citywide community cohesion project • Collaborate with San Joaquin Delta College to reinstate the Emergency Medical Technician and Fire Technology programs • Increase access resources for youth to enable career development • Expand sustainability and environmental strategy including a major green, energy efficiency initiative
• Enhance efforts to support community-based organizations capacity building
• Expand Clean City initiative and access to related data • Upgrade bond rating
• Enhance financial reporting
• Maximize City revenue sources
• Implement Payroll and Utility Billing phases of the ERP system • Enhance use of Long-Range Financial Plan in decision making • Implement centralized grants administration and coordination • Optimize City workforce retention, development, and recruitment STRATEGIES: (Captain)
‘How’ we will Win …
1. Safer Streets (Chief McFadden)
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
(Kris Farro)
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 (Kim Trammel)
a)Continue learning from the past
b)Mitigate risk
c) Optimize resources through innovative
business practices
FY 2022-23 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.
One Page Strategic Plan® (OGSP®) DRAFT FY 2022-23
Updated: 06/29/2022
Vision: Stockton will become the best city in America to live, raise a family, and grow a business.
COUNCIL PRIORITY GOALS (Tier 1 & 2):
One Page Solutions LLC
© Copyright 2004-20 Format Only
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, develop the workforce,
and expand youth programming
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
50 FY 2022 – 2023 OGSP Metric Progress-to-Date
Safer Streets
51 Safer Streets Cont.
FY 2022 – 2023 OGSP Metric Progress-to-Date
52 Growing Economy
FY 2022 – 2023 OGSP Metric Progress-to-Date
53 Growing Economy Cont.
FY 2022 – 2023 OGSP Metric Progress-to-Date
54 Housing Opportunities for All
FY 2022 – 2023 OGSP Metric Progress-to-Date
55 Thriving & Healthy Neighborhoods
4a) Improve Stockton’s livability indicators
FY 2022 – 2023 OGSP Metric Progress-to-Date
56 Thriving & Healthy Neighborhoods Cont.
FY 2022 – 2023 OGSP Metric Progress-to-Date
57 Fiscal Sustainability
FY 2022 – 2023 OGSP Metric Progress-to-Date
58 Questions and
Comments on
Government
Performance and
Accountability
59 Review Existing
Strategic Goals &
2022 Accomplishments
Harry Black, City Manager
Katie Regan, Director of the Office
of Performance and Data Analytics
60 2022 -23 TIER 1 GOALS
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
61 1a. Focus on COVID response and recovery
2022 Accomplishments
5,200+ Families | $40M+
Emergency Rental
Assistance 1
43,000+
Meals/bags of
food distributed 2
$2.2M+
Allocated to 11,700
customer
past due sewer bills3
10,090
COVID-19 tests
provided at city kiosk 5
$1.6M+
Applied for and allocated
to 4,182 customer past
due water bills3
7,500
Rapid antigen made
available for city
employees4
62 1b.
Develop solutions to address homelessness,
including increasing the affordable housing
supply
$29M
Additional Homekey
awards to support
permanent housing 7
605
New housing units on issued building
permits, including 53 low -income units
and 60 accessory dwelling units
$14M+
HHAP grant funds allocated,
received, and applied for to
address homelessness 8
5,200+ Families | $40M
Emergency Rental
Assistance 1
$10M+
Affordable Housing
NOFA with 7 approved
applications 6
2022 Accomplishments
63 1b.
Develop solutions to address homelessness,
including increasing the affordable housing
supply
46% Reduction
Average building permit plan
check duration (8.9 working
days down from 16.4)
$116K+ Fees Waived
Multi-Family Residential 9
$9M+ Fees Waived
Single-Family
Residential 9
1,182
HOT Team
contacts made 10
Housing Action Plan
Contract awarded
Housing Element
Contract awarded
2022 Accomplishments
64 LUNCH
BREAK
65 2. Focus on crime reduction in focus areas
918
Firearms seized
2% Decrease
Violent Crime 11
245K+
911 Calls 12
150+
Business Watch,
Neighborhood Watch,
and Community
Meetings
1M+ Square Feet
Graffiti removed 17
1,900+
Vehicles abated 16
48,000+
Hours of internal
PD & Fire
training15
$690K+
Outdoor Equity
Program Grant for
youth programming 14
10,000+
Fire
inspections 13
2022 Accomplishments
66 3. Prioritize resource allocation to focus areas
within Council Districts
11 Parks with repaired
playground structures
6,720
Free bulky
waste pick -ups
73 Trees
planted22
654
Water meters
replaced
10.5B
Gallons of
drinking water
produced21
700+
Volunteers
coordinated for
Coastal Cleanup 18
768 Cubic Yards
Playground fall
surfacing
replenished 19
416
Curb miles swept in
Street Sweeping
Study20
2022 Accomplishments
67 37
Speed cushions,
humps, tables installed
56 ADA curb ramps
installed
93,000
Pounds of e-
waste recycled
110
Locations with
replaced sidewalk
1,200 Feet
Centerline
striping
1000+
Sidewalk tripping
hazards addressed
2000+
Traffic signal &
street light work
orders closed
3200+
Signs installed
3. Prioritize resource allocation to focus areas
within Council Districts
2022 Accomplishments
68 3. Prioritize resource allocation to focus areas
within Council Districts
640,000 Sq. Yds.
Roadway cracks sealed
1M+ Square Feet
Graffiti removed 17
2,400+ Tons
Trash removed
8,373
Potholes filled
2022 Accomplishments
2975
Tires removed
from the street
445
Dead or hazardous
trees removed
1,995
Illegally dumped
mattresses
removed
954
TVs removed
from the street
103
Wastewater
customers’
bills paid 23
69 4. Prioritize Economic Development
1,300+
Vendors registered &
validated through
online vendor portal
3,300+
New business
licenses
7,000+
Over-the-Counter
permits issued
$1.1B
2022 Total permit
valuation (up 39%)
$5.25M
Grant funding to
complete Brownfields
clean-up24
2022 Accomplishments
Commercial Façade
Improvement Program
1 project in Downtown Core 25
70 4. Prioritize Economic Development
82 Events and meet
and greets
57 Economic Review
Committee Meetings
8 Events for Small
Business Week 27
12,000+
Attendees at
Stockton Flavor Fest
$1M
US Small Business
Administration Grant
$285,000
Entrepreneurship
funding awarded 26
2022 Accomplishments
71 4. Prioritize Economic Development
225,000+
Attendees at 137 events at
the Bob Hope and Arena
1600+
Public and team
events at Oak Park
Ice Rink
66 Ports home games and
special events at Banner
Island Ballpark
41 Artists and Arts
Nonprofit Grant
recipients 28
28 Ribbon cuttings
2022 Accomplishments
72 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 2022-23 TIER 2 GOALS
73 1. Develop business incentives and tools for
underserved neighborhoods
2022 Accomplishments
Stockton Community Kitchen
National Community Development
Association (NCDA) recognition 29
15 Nonprofits
Sponsored for
capacity building 30
$5.25M
Grant funding to
complete Brownfields
clean-up24
Commercial Façade
Improvement Program
1 project in Downtown Core 25
74 2.
Work with education partners to improve
quality of life, increase literacy, and develop
the workforce
8,661
Times adults participated
in sports leagues
14,690
Times youth participated
in bi-monthly
afterschool programs
2,501
Times youth participated
in weekly day camps
920,081
Items checked out and
renewed from Stockton -
San Joaquin libraries
173,272
Library digital
downloads
518,479
Library visitors
$25K
Grant to provide
free swim lessons
2022 Accomplishments
75 2.
Work with education partners to improve
quality of life, increase literacy, and develop
the workforce
$10M
State Library grant to
assist with Chavez
Library renovation
2000
Individuals received
Chromebooks with
hotspots and tablets 31
520
Attendees at 1
Drive-in and 4
Outdoor Movies
14,015
New library
cards issued
17,000
Attendees at 4th of
July Celebration
320
Attendees at 2
Traveling Concerts
in the Park
$690K+
Outdoor Equity
Program Grant for
youth programming 14
2022 Accomplishments
76 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
$2.6M+
CAForAll funds
awarded to youth
workforce programs
to employ 200+
youth32
$1.7M
CAForAll funds
allocated toward pilot
City Summer Jobs
Program to employ
100+ youth 32
$500,000+
Allocated to workforce
development through
Rising Sun Center for
Opportunities and
other partners 33
2022 Accomplishments
200+
Stockton
residents hired
by the City 34
77 Community Survey
Feedback
Harry Black, City Manager
Katie Regan, Director of the Office
of Performance and Data Analytics
78 79
80 81
Overall quality of life: Over 70% of respondents reported excellent or fair quality-of-life in Stockton and are likely or neutral to be living in Stockton 5 years from now.
82 83
Satisfaction with life in Stockton: Most respondents reported excellent or fair satisfaction with almost 90% of the following categories.
Overall safety and cleanliness are the two are areas where most respondents are not satisfied.
84 85
About 7 out of every 10 respondents reported excellent or fair handling the COVID-19 response and recovery by the City.
Tier 1
Council Goal 1a. Focus on COVID response and recovery
Council Goal 1b. Develop solutions to address
homelessness, including increasing the affordable
housing supply
Responses indicate the community would support continued effort toward this Council goal.
86 Based on responses, continued focus on crime reduction is warranted.
Tier 1
Council Goal 2. Focus on crime reduction in focus areas Based on responses, continued focus on economic development is warranted.
Council Goal 4. Prioritized Economic Development
87 Based on responses, continued focus on Tier 2 Council goal 3 is warranted.
Tier 2
Council Goal 3. Work with education partners to
improve quality of life, increase literacy, develop the workforce, and expand youth programming
88 75% of respondents chose youth programming,
homelessness and housing solutions, and crime reduction as one of their top priorities.
89 When asked about other priorities, respondents reiterated their prioritization of homelessness, crime, and cleanliness. 90 General Discussion:
A Quick Look Back
A Quick Look Forward
Harry Black, City Manager
91 FY 2021-22 OBJECTIVE:
‘What’ is Winning …
Provide an exceptional level of customer service to the Stockton community through accountable, innovative, efficient, and ef fective management of City resources to achieve our vision for Stockton.
One Page Strategic Plan® (OGSP®) DRAFT FY 2022-23 Worksheet Vision: Stockton will become the best city in America to live, raise a family, and grow a business.
FY 2022-2023
COUNCIL PRIORITY GOALS (Tier 1 & 2):
1a.Focus on COVID response and recovery
1b.Develop solutions to address
homelessness, including increasing the
affordable housing supply
1. Focus on crime reduction in focus areas
2. Prioritize resource allocation to focus areas
within Council Districts
3. Prioritize Economic Development
1. Develop business incentives and tools
for underserved neighborhoods
2. Work with education partners to improve quality
of life, increase literacy, develop the workforce,
and expand youth programming
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 2023-2024
PROPOSED COUNCIL PRIORITY GOALS (Tier 1 & 2):
92 75% of respondents chose youth programming,
homelessness and housing solutions, and crime reduction as one of their top priorities.
93 When asked about other priorities, respondents reiterated their prioritization of homelessness, crime, and cleanliness. 94 95