Attachment C - 2023 Workshop Presentation — City Council and Concurrent Authorities, March 21, 2023

Annual City Council Planning Workshop
Wednesday, February 15, 2023 - 8:30 am to 3:30 pm
Civic Auditorium

ATTACHMENT C
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

ATTACHMENT C
Welcome
by Mayor
Kevin J.

Lincoln II

ATTACHMENT C
Public Comment

ATTACHMENT C
Comments from
City Manager
Harry Black

ATTACHMENT C
Workshop
Ground Rules
• Listen to understand
each
other’s point of
view.
• Seek consensus.
• Assume good intent.
• Speak up if course
cor
rection is needed.
• Stay focused.
• Items brought up but are
mor
e appropriate to be
discussed at another
time, will be parked in
the “bike rack” and
tracked separately for
follow up.

ATTACHMENT C
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.

ATTACHMENT C
Fiscal Update and
Long-Range Financial
Plan (L-RFP)
Kimberly Trammel, Chief Financial Officer

ATTACHMENT C
City of Stockton Funding
FY 2022-23 Budget =$899 Million
New
Services = 3%
Special Grants =
14%
Keep the Lights On = 36%
Restricted Funds = 47%

ATTACHMENT C
Long-Range Financial Plan
• Forecasts revenue & expenses
• 20-year forecast
• Only General Fund and related funds
• Supported by General Fund – Libr ary, 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

ATTACHMENT C
Major Areas of Forecast Volatility
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 →

ATTACHMENT C
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

ATTACHMENT C
Long-Range Financial Plan
Forecast Considerations
Economic Indicators
• Recession Risk is
Yello
w
• Inflation
• Interest Rates
• Savings &
Disp
osable Income

ATTACHMENT C
Economic Indicators
Savings & Disposable Income

ATTACHMENT C
Economic Indicators

ATTACHMENT C
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

ATTACHMENT C
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 o
n
l
ocal revenues as consumers seek
“experiences”
17 ATTACHMENT C
Long-Range Financial Plan
Forecast Considerations
Measure A Sales Tax
• Revenues $46 million
• Up for renewal by
A
pril 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.)

ATTACHMENT C
Long-Range Financial Plan
Pension Risks
• CalPERS approved 6.8% discount
r
ate 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

ATTACHMENT C
Long-Range Financial Plan
As of February 2023

ATTACHMENT C
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 leve
l
a
t the end of the
2 0-year period

ATTACHMENT C
Fiscal
Planning
• Updates to the model will continue with
budget
development
• Continue long-ter m financial planning
ap
proach with a focus on a strategic and
balanced approach to growth
• Maintain the City’s ability to recruit and retain
empl
oyees
• Plan for future CalPERS cost increases
• Catch-up on infrastructure and deferred
ma
intenance
• Maximize use of one-tim e and ongoing federal
and state funds
• Balancing act - priori tizing service demands
wit
hin available resources

ATTACHMENT C
Questions and
Comments on
the Fiscal
Update and
L-RFP

ATTACHMENT C
State and Federal
Legislative
Programs
Harry Black, City Manager
Alex Bailey, Program Manager

ATTACHMENT C
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

ATTACHMENT C
Legislative Advocacy
Programs
Scope
• Legislative Program Consultation - Annual Legislative P
rograms, 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

ATTACHMENT C
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.

ATTACHMENT C
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, environment
al
is
sues 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 d
evelopment and regulatory implementation, EJA
assists and positions clients for success

ATTACHMENT C
Legislative Program
Accomplishments in 2022
State Level
• Assisted the City by working with Big 13 Cities to secure an a
dditional $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 propose d
l
egislative bills.
• Supported mental health legislation and mitigated potential effects of SB 656 regarding Stockton East Water District.

ATTACHMENT C
City of
Stockton
Priorities
2023
State Level

1. Redevelopment and Blight Program: Reque st 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: Reque
st 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. M
LK, 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 - Per
shing 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.

ATTACHMENT C
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

ATTACHMENT C
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 a
nd
de
velopment, 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 Experti
se
• T
ransportation
• Economic Development
• Environment, Energy & Natural Resources
• T
echnology
• Labor
• Taxes & Trade

ATTACHMENT C
Legislative Program
Accomplishments in 2022
Federal Level
• Assisted City staff with preparing Federal Transportation Grants, including Safe Streets and Roads for All and Rebuilding A
merican Infrastructure with Sustainability and Equity (RAISE), and educated delegation on projects.
• Worked with delegation to expedite permitting of the
A
lexandria and Five Mile Slough Culvert Replacement project. • Worked with City staff to submit Congressionally-directed s
pending 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.

ATTACHMENT C
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: Reque
st 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.

4. Pedestrian and Traffic Safety - Mult
iple Sites: Seek funding for various
Stockton roadway areas to optimize accessibility for motor vehicles, bicycles and pedestrians. Roadway infrastructure 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: R
equest 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 – Pix
ie 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.

ATTACHMENT C
Questions and
Comments on
2023 Legislative
Advocacy
Programs

ATTACHMENT C
Economic
Development
Strategic Action Plan
Carrie Wright, Economic Development

ATTACHMENT C
EDSAP
Background
 Council Approval: January 24, 2022
 Supports Stockton’s post-pan demic recovery
• Anchored by Six Key Goals
 Seven Investment Areas, three Focus Areas
• Economy & Business
• Infrastructure
• Image & Branding
 Interdepartmental Collaboration
 Exploration of Data Tools & Resources

ATTACHMENT C
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

ATTACHMENT C
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
y
outh (HR)
Develop Workforce Capacity

ATTACHMENT C
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

ATTACHMENT C
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
Gr
ant Application
 USDOT RAISE Grant Application (PW)
 EPA Planning Activities
 North Shore Area-Wide Plan
 Downtown Infrastructure Analysis
 South Shore Site-Specific Reuse
Transform Downtown

ATTACHMENT C
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)

ATTACHMENT C
Investment Area #6
 Milestones
Website Contract executed
(CMO)
Consolidated Special Events
 Next Steps
 2023 Flavor Fest
 Planning Neighborhood
C
ohesion event (CSD)
 Revamp Activity Guide to be
more user-friendly,
accessible, comprehensive
and inclusive (CSD)
Unify Community

ATTACHMENT C
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

ATTACHMENT C
Questions and
Comments on
the Economic
Development
Strategic Action
Plan

ATTACHMENT C
Government
Performance and
Accountability
Katie Regan, Office of Performance
and Data Analytics

ATTACHMENT C
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 suppor t services for high-risk population
• Implement case management system for increased data collection, analys
is, and reporting
• Expand of the Fire Inves tigation program to reduce the incidence of arson fires
• Implement the Economic Development Strategic Plan including but not li
mited to invigorating entrepreneur ecosystem, expanding business façade improvements, and launching Stockton re-branding initiative
• Launch workforce development programming including youth employ
ment and development
• Increase space activation through expanded free Wi-Fi, cl osing the fiber ring, enhanced small business support, and availability of customer self-service solutions
• Increase Cyber Security maturity for continued protection of digital asset
s
• Improve usability of the Development Code (Stockton Municipal Code Ti
tle 16) emphasizing plain language
• Continue to shorten transaction/cycle process times in permit applic
ation processing
• Provide ongoing support and commitment to the CoC Homeless Str
ategic Plan
• Increase overall program impact and effectiveness emphasizing data-i
nformed decisions
• Identify strategies to facilitate and incentivize incr eased 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 projec t • Collaborate with San Joaquin Delta College to reinstate the Emer
gency Medical Technician and Fire Technology programs
• Increase access resources for youth to enable career development • Expand sustainability and environmental strategy including a major green, ener
gy efficiency initiative
• Enhance efforts to support community-based or ganizations 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 Fi nancial 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 &
engage
ment
c) Increase data driven strategies & tactics
d)Reduce property crime

2. Growing Economy (Stephanie
Ocas
io/Carrie Wright)
a)Grow jobs
b)Increase economic development
incenti
ves
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
affordabl
e and market rate housing
strategies
d)Optimize performance-based distribution
of avail
able city funds, e.g. grants

4. Thriving and Healthy Neighborhoods
(Kris Farro)
a)Establ
ish a City integrated team
approa
ch, e.g. cross-departmental
team, to optimize clean and safe
neighborhoods
b)Increase placemaking and space
activati
on
c) Increase community engagement
d)Positively impact overall community well-
being

5. Fis
cal Sustainability (Kim Trammel)
a)Continue learning from the past
b)Mitigate risk
c) Optimize resources through innovative
busine
ss 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
,
a
nd expand youth programming

ATTACHMENT C
Next48Back
FY 2022 – 2023 OGSP Metric Progress-to-Date
Safer Streets

ATTACHMENT C
Next49Back
Safer Streets Cont.

FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT C
Next50Back
Growing Economy
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT C
Next51Back
Growing Economy Cont.

FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT C
Next52Back
Housing Opportunities for All
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT C
Thriving & Healthy Neighborhoods
Next53Back
4a) Improve Stockton’s livability indicators
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT C
Next54Back
Thriving & Healthy Neighborhoods Cont.

FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT C
Next55Back
Fiscal Sustainability
FY 2022 – 2023 OGSP Metric Progress-to-Date

ATTACHMENT C
Questions and
Comments on
Government
Performance and
Accountability

ATTACHMENT C
Review Existing
Strategic Goals &
2022 Accomplishments
Harry Black, City Manager
Katie Regan, Office of Performance
and Data Analytics

ATTACHMENT C
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
58 ATTACHMENT C
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
59 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

ATTACHMENT C
2022 Accomplishments Notes
Reference 2022 Detail 2021 Detail
1 Emergency
Rental
Assistance
The program is in the wind-down stage after
successfully distributing nearly $40 million to
more than 5,200 families. Funding for eviction
prevention services in ongoing.
3917 households have received funding; More
than $35 million has been disbursed on behalf of
eligible households
2 Meals/food
distributed
• 14,557 congregate meals distributed to
seniors
• 8,444 supper meals provided to youth
• Hot meals to high-risk individuals: 1297
• Groceries to high-risk families: 1070
• 8,740 Brown Bags distributed to seniors
• 1,755 bags of fruits and vegetables distributed
in our Mobile Farmers Market program
• 8,129 Food for You boxes of shelf-stable food
distributed
• 11,000+ meals distributed with food program
partners
• 16,740 congregate meals distributed to
seniors
• 1,485 bags of fruits and vegetables distributed
in Mobile Farmers Market program
• 10,906 Food for You boxes of shelf stable
food distributed
• 3,901 supper meals provided to youth
3 Past due
water and
sewer bills
State Water Board Water and Wastewater
Arrearage Payment Program to cover past due
water bills from residential and commercial
accounts accrued during the COVID-19
pandemic. Received over $2.2M in Wastewater
Arrearage Payment Program funding accounts.

Funds were applied to over 11,700 accounts.

Received over $1.6M in Water Arrearage
Payment Program funding accounts. Allocated
funds to eligible customers (4,182).

Submitted application to the State Water Board
Water and Wastewater Arrearage
Payment Program to cover past due water bills
from residential and commercial accounts
accrued during the COVID-19 pandemic
emergency totaling $1,623,889.31

ATTACHMENT C
Reference Detail
4 COVID-19 rapid antigen
tests
2022: The City of Stockton provided COVID-19 rapid antigen tests for City employees’ use while at work and after a potential COVID exposure. 7,500 tests total, approximately 4/employee
5 COVID-19 Tests 2022:
2021: Curative Kiosk set up and testing began January 10, 2022 2021 City Flu Shot Clinics
• September 29, 2021: 98 flu shots, 11 COVID-19 vaccines • November 24, 2021: 27 flu shots, 34 booster shots, 13 booster/flu shots Stribley Community Center vaccination events open to the public (173 days open in 2021)
• 22,413 total vaccinations (1
st dose, 2nd dose, boosters) administered:
• 8,926 Moderna
• 13,301 Pfizer
• 186 J&J
2022 Accomplishments Notes

ATTACHMENT C
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
62 5,200+ Families | $40M
Emergency Rental
Assistance 1
$10M+
Affordable Housing
NOFA with 7 approved
applications 6
2022 Accomplishments

ATTACHMENT C
Reference 2022 Detail 2021 Detail
6 Affordable
Housing NOFA
Seven (7) Affordable Housing applications were
approved by Council on July 26 for a recommended
total of $10.3M
• Sonora Square ($1.4M) – New
Construction/Adaptive Reuse 37 units
• Sierra Vista Apartments Phase III ($2.2M) – New
Construction/Preservation 73 units
• Casa de Mariposa ($600,000) – New Construction
71 units
• Park-Center Apartments ($2.2M) – New
Construction/Adaptive Reuse 50 units
• Fontana Towers ($2.2M) – New Construction 105
units
• Grand View Village ($770,000) – New
Construction 74 units
• Shared Housing Infill for Homeless ($816,621) –
New Construction 30 units
Nine (9) Affordable Housing applications were
approved by Council on June 22 for a recommended
total of $8.4M
• Town Center Studios ($700,000) – Rehabilitation
40 units
• Sierra Vista Apartments ($793,286) – Preservation
74 units
• Sonora Square ($456,714) – New Construction 37
units
• Liberty Square ($600,000) – New Construction 31
units
• Shared Permanent Housing for Homeless ($1M) –
New Construction 30 units
• Grand View Village ($2M) – New Construction 75
units
• The Hunter House ($1.2M) – New Construction
120 units
• La Passeggiata ($600,000) – New Construction
94 units
• Fontana Towers ($1.04M) – New Construction 105
units
7 Homekey
awards
• Awarded $4,072,280 for Villa d'Flore
• Supported HASJC's successful application for
$24.98M for Calaveras Quarters
Awarded $3,609,091 for Town Center Studios
8 HHAP grant
funds
During 2022, City submitted (and received) a HHAP
3 base award of $7,893,270; and submitted for a
HHAP 4 base award of $6,196,518. Total = $14M
2022 Accomplishments Notes

ATTACHMENT C
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
64 2022 Accomplishments

ATTACHMENT C
Reference 2022 Detail 2021 Detail
9 Fees waived Stockton Economic Stimulus Plan (SESP Fee Waiver Program)
• Single Family Residential - $9,043,502 in fees
waived in 2022 ($42.3M since program
inception)
• Multi-Family Residential - $116,981 in fees
waived in 2022 ($7.8M since program
inception)
Stockton Economic Stimulus Plan (SESP Fee
Waiver Program)
• Single Family Residential - $10,546,808 in
fees waived in 2021 ($33.3M since program
inception)
• Amount waived per unit: Single-Family
Residential (SFR) - $19,246
• Multi-Family Residential - $2,365,440 in fees
waived in 2021 ($7.7M since
program inception)
• Amount waived per unit: Multi-Family
Residential (MFR) - $14,080
10 HOT Team HOT Team continues educating the homeless
about COVID-19, fire prevention, and unified
homeless outreach resources
• Made 862 Fiscal year contacts (21/22),
• 1,182 Annual contacts (2022)
• Made 1,034 Contacts in 2021
2022 Accomplishments Notes

ATTACHMENT C
LUNCH
BREAK

ATTACHMENT C

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
67 2022 Accomplishments

ATTACHMENT C
Reference 2022 Detail 2021 Detail
11 Violent
Crime
There was a total of 3,751 total violent crimes in
2022
• 1.9% decrease from 3,824 in 2021.

There were 3,694 total violent crimes in 2021
• 8% decrease from 4,023 in 2020
12 911 Calls City Telecommunication Center handled 657,793 requests for service
• 247,648 9-1-1 calls (total)
• 373,710 calls for service created (total)
• 198,454 dispatched calls for service
(total) 544 daily average
• 4,161 court work requests processed for DA’s
office
• 1,708 total hours spent
City Telecommunication Center handled 654,463
requests for service
245,073 911 calls (total)
382,792 calls for service created (total)
208,571 dispatched calls for service (total) 571
daily average
4,448 court work requests processed for DA’s
office
1,883 total hours spent
2022 Accomplishments Notes

ATTACHMENT C
Reference 2022 Detail 2021 Detail
13 Fire
inspections
2022: Fire Inspections
• 119 School Inspections (Fire)
• 32 Hood and Duct Inspections
• 263 Underground Fire Line/Hydrant
Inspections
• 1122 Fire Sprinkler Inspections
• 280 Fire Alarm Inspections
• 26 Special System Inspections
• 802 Building Permit Final Inspections
• 385 Weed Inspections
• 1624 Residential Occupancy Inspections (Not
Hotel/Motel)
• 299 Assembly Occupancy Inspections
• 312 Special Inspections (Fireworks, Festivals,
Tents)
• 1931 Fire Operational Permit Inspections
• 1107 Fire Operational Permit Re-Inspections
• 60 Community Care License Inspections
• 39 Hotel/Motel Inspections
• 386 New Fire Operational Permit Inspections
• 1935 R-2 Inspections
Total 10,722
Fire Inspections
Conducted 122 school inspections.
52 Hood and Duct Inspections.
171 Underground Fire Line/Hydrant Inspections.
1,290 Fire Sprinkler Inspections.
188 Fire Alarm Inspections.
53 Special System Inspections.
528 Building Permit Final Inspections.
123 School Inspections
1,082 Weed Inspections.
1,936 Residential Occupancy Inspections (Not
Hotel/Motel).
206 Assembly Occupancy Inspections.
528 Special Inspections (Fireworks, Festivals,
Tents).
2,165 Fire Operational Permit Inspections.
1,732 Fire Operational Permit Re-Inspections.
69 Community Care License Inspections.
31 Hotel/Motel Inspections.
586 New Fire Operational Permit Inspections.
Total: 10,862
2022 Accomplishments Notes

ATTACHMENT C
Reference 2022 Detail 2021 Detail
14 Youth
programming
Awarded $692,010 Outdoor Equity Program grant
from the California Department of Parks and
Recreation for new outdoor youth programming
Launched SPD’s Youth Engagement Strategy
• Hosted a youth focused virtual engagement
• Held 3 volunteer efforts (Youth and SPD staff
working together)
15 PD & Fire
training
• 179 Fire personnel trained
• 30,287 total hours of training (175
hours/member)
• Not included in total: 31 recruits trained
in three (3) separate training academies
for a cumulative total of 17,982 hours
+ ten (10) additional recruits for the City
of Lodi and Tracy
• 2,320 aggregate SPD officers attended multiple
day-long trainings
• 18,560 total hours of training provided by
the Training Section
• Not included in total: 145 employees
attended training/ schools offsite; 386
employees attended virtual/online
training; 55 officers trained in Procedural
Justice; Completed the California
Commission on Peace Officer Standards
and Training 2020 – 2022 Perishable
Skills and Continuing Professional
Training Cycle with all officers receiving
required training. (13 officers who are on
long term disability or administrative
leave were not counted)
• 172 firefighters trained
• 20,886 total hours of training (122 hours per
FF)
• 1,401 aggregate police officers attended multiple
day long trainings
• 11,208 total hours of training provided by the
Training Section
2022 Accomplishments Notes

ATTACHMENT C
Reference 2022 Detail 2021 Detail
16 Abandoned
vehicles
1,527 private property abatements by Code
Enforcement
403 Right-of-way abatements by SPD Traffic
• Registration expired over 6 months: 345
• Not moved in 72 hours: 42
• Non-Motive: 16
736 private property abatements by Code
Enforcement
644 Right-of-way abatements by SPD Traffic
17 Graffiti • 826,233 square feet abated on private property by Code Enforcement
• 205,600 square feet abated on public property by
Public Works
• 775,151 square feet abated on private property by
Code Enforcement
• 316,900 square feet abated on public property by
Public Works
2022 Accomplishments Notes

ATTACHMENT C

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
72 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

ATTACHMENT C
Reference 2022 Detail 2021 Detail
18 Volunteers Annual Coastal Cleanup 2022 event
• Number of Volunteers – 320
• Estimated Weight of Garbage Collected - 5,141 lb.
• Estimated Weight of Recyclables Collected - 250 lb.
• Total Miles Cleared – 33
• Bags Used – 429
Clean City Initiative volunteer-assisted Community Cleanup and Beautification events details:
•11 events
•409 volunteers
•38 trees planted
•65 litter bags collected
•.28 tons of trash collected
Coordinated over 200 volunteers from
Amazon, Puentes, community faith-
based organizations, and Stockton
residents for park improvement and
clean-up projects at American
Legion, Atherton, and Laughlin Parks.
19 Playground
fall surfacing
2022: Replenished 786 cubic yards of engineered wood fiber fall surfacing in playgrounds at 26 City parks.

Replenished 1373 cubic yards of
engineered wood fiber fall surfacing in
playgrounds at 43 City parks.
20 Street
Sweeping
Study
Concluded the data collection phase of the Street Sweeping Study.
• An estimated 416 curb miles were swept during the study events
• 13,185 gallons of debris were assessed with an estimated 3,689 gallons trash found for an overall average trash content of 28%.
• % trash content varied considerably by season, primary PLU type, and route, ranging from 7% - 70%.
• 108.5 curb miles were visually analyzed during street sweeping with an estimated 4.7 miles missed due to obstacles, primarily cars.
2022 Accomplishments Notes

ATTACHMENT C
Reference 2022 Detail 2021 Detail
21 Water
treatment
• Delta Water Treatment Plant produced 10.5 billion
gallons of drinking water
• Regional Wastewater CF treated 8.7 billion gallons
of wastewater in compliance with NPDES
discharge permit
• Delta Water Treatment Plant produced 8.9 billion
gallons of drinking water
• Regional Wastewater CF treated 9.2 billion gallons
of wastewater in compliance with NPDES
discharge permit
22 Trees
planted
• Planted 65 park trees at Louis, Oak and Sherwood
Parks.
• Planted 8 trees for Arbor Day as part of the
Transformative Climate Communities Grant at
Stribley Park.
• 30 heritage oaks planted
2022 Accomplishments Notes

ATTACHMENT C
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
75 2022 Accomplishments

ATTACHMENT C

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
76 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

ATTACHMENT C
Reference 2022 Detail 2021 Detail
23 Wastewater
bills
Registered as a participant in the State’s Low
Income Household Water Assistance Program
(LIHWAP) which aids wastewater customers. In
2022 the wastewater bills of 103 customers was
paid by the state for a total of $114,697
2022 Accomplishments Notes

ATTACHMENT C

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
78 2022 Accomplishments
Commercial Façade
Improvement Program
1 project in Downtown Core 25

ATTACHMENT C
Reference 2022 Detail 2021 Detail
24 Brownfield
clean-up
South Pointe – Staff procured a $5.25 million
grant to complete brownfield clean-up work,
making the project viable. A term sheet has been
finalized with the developer and staff is working
to complete the Disposition Development
Agreement and CEQA work is beginning.
25 Commercial
Façade
Improvement
Program
Under the existing Commercial Facade
Improvement Forgivable Loan Program, there
were $43,025.85 in disbursements for 1 project
in the Downtown Core during 2022.

Built the foundation for the 2-million-dollar
facade program.

Waterfront Warehouse project at 445 W. Weber
Avenue, completed in 2021.

One Active project for 2022 and six other
potential projects have been identified.
• Active project: Ruhl Building Facade –
$37,900
2022 Accomplishments Notes

ATTACHMENT C

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
80 2022 Accomplishments

ATTACHMENT C
Reference 2022 Detail 2021 Detail
26 Entrepreneur
ship NOFA
Released on May 16, 2022, for up to $285,000. 81
applications were received between entrepreneurs
and business services and 17 were selected.
27 Small
Business
Week
Stockton Small Business Week - Completed a
successful campaign during the first week of May,
which included 8 events. Gained 280+ social
followers and reached 11.9k accounts.

Coordinated 17 Events for Small Business Week and
hosted the following 3:
• Two (2) SizeUp Stockton Overview Webinars
• City of Stockton Business Resources Webinar
2022 Accomplishments Notes

ATTACHMENT C

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
82 2022 Accomplishments

ATTACHMENT C
Reference 2022 Detail 2021 Detail
28 Artists and
Arts Nonprofit
Grant Program
The City dispersed $99,000 (35 artists and 6
nonprofits) for the Artists and Arts Nonprofit Grant
Program.

The Artists and Arts Nonprofit Grant Program
launched on October 18 and has been extended to
January 15, 2022, administered by CSD.
2022 Accomplishments Notes

ATTACHMENT C

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

1. Develop business incentives and tools for
underserved neighborhoods
85 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

ATTACHMENT C
Reference 2022 Detail 2021 Detail
29 Stockton
Community
Kitchen
The "Stockton Community Kitchen" was recognized
by the National Community Development Association
(NCDA) and received the Audrey Nelson Community
Development Achievement Award at the NCDA 2023
Winter Meeting (1/27/2023).
30 Nonprofit
Capacity
Building
United Way launched the Nonprofit Enterprise
Support Team (NEST), providing support to
nonprofits to enhance capacity. The City sponsored
15 nonprofits with ARPA funding as part of the first
cohort of nonprofit capacity building.
2022 Accomplishments Notes

ATTACHMENT C

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
87 920,081
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

ATTACHMENT C

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
88 $690K+
Outdoor Equity
Program Grant for
youth programming 14
2022 Accomplishments

ATTACHMENT C
Reference 2022 Detail 2021 Detail
31 Digital
Divide
Recipients received:
• 1550 chrome books with an associated 1550
hotspots (1 chrome book and 1 hotspot to each of
the 1500 recipients)
• 500 tablets
2022 Accomplishments Notes

ATTACHMENT C

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
90 2022 Accomplishments
200+
Stockton
residents hired
by the City 34

ATTACHMENT C
Reference 2022 Detail 2021 Detail
32 Californians
ForAll
City executed grant agreement with State in
June 2022 and subsequently issued an RFP and
identified subgrantees to implement workforce
programs. Council approved contracts on
February 7, 2023. City staff began planning for a
Summer Jobs pilot program for youth that will
offer a 5-week opportunity for high school-aged
youth to work within the City.

Using federal stimulus dollars, the State
proportionately awarded grants to the 13 largest
cities in California based on population, resulting
in a $4,355,097 grant for Stockton.
33 Rising Sun
Center for
Opportunities
• Rising Sun trainees: 25 youth workforce
participants have completed energy and water
saving training. Spent $30K
• GRID trainees: 8 trainees in solar installation
skills (hands-on training) and additional
training in job readiness skills (resumes,
interview skills, etc.) Spent $32,287
• Insight Garden Program: 46 enrolled
participants in programming, teaching life
skills including interpersonal communication,
leadership development, community-building,
and emotional processing. Spent $10K
• San Joaquin Regional Transit District: 3
enrolled apprentices in bus mechanic training.

Spent $19,712. This program is no longer
active in TCC Round 3.
$541,724 allocated as part of TCC grant.
• Rising Sun Center for Opportunity - $170,675
• GRID Alternatives North Valley - $48,815.60
• Insight Garden Program - $87,476.90
• San Joaquin Regional Transit District -
$234,757.00
34 Stockton
residents
hired by the
City
Throughout 2022, the City hired 213 Stockton
residents:
• 202 new hires
• 11 re-hired
2022 Accomplishments Notes

ATTACHMENT C
Community Survey
Feedback
Harry Black, City Manager
Katie Regan, Office of Performance
and Data Analytics

ATTACHMENT C
93 ATTACHMENT C
94 ATTACHMENT C
95 ATTACHMENT C
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.
96 ATTACHMENT C
97 ATTACHMENT C
Satisfaction with life in Stockton: Most respondents reported excellent or fair satisfaction with almost 90% of the following categories.
98 Overall safety and cleanliness are the two are areas where most respondents are not satisfied.

ATTACHMENT C
99 ATTACHMENT C
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
100
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.

ATTACHMENT C
Based on responses, continued focus on crime reduction is warranted.

Tier 1
Council Goal 2. Focus on crime reduction in focus areas 101
Based on responses, continued focus on economic development is warranted.

Council Goal 4. Prioritized Economic Development

ATTACHMENT C
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
102

ATTACHMENT C
75% of respondents chose youth programming,
homelessness and housing solutions, and crime reduction as one of their top priorities.
103

ATTACHMENT C
When asked about other priorities, respondents reiterated their prioritization of homelessness, crime, and cleanliness. 104

ATTACHMENT C
General Discussion:

A Quick Look Back
A Quick Look Forward
Harry Black, City Manager

ATTACHMENT C
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
w
ithin Council Districts

3. Prioritize Economic Development

1. Develop business incentives and tools
fo
r underserved neighborhoods

2. Work with education partners to improve quality
of life, increase literacy, develop the workforce,
and expand youth programming

ATTACHMENT C
75% of respondents chose youth programming,
homelessness and housing solutions, and crime reduction as one of their top priorities.
107

ATTACHMENT C
When asked about other priorities, respondents reiterated their prioritization of homelessness, crime, and cleanliness. 108

ATTACHMENT C

City Council and Concurrent AuthoritiesMarch 21, 2023

City Council and Concurrent Authorities
March 21, 2023