FY 2024-25 OBJECTIVE:
COU
NCIL PRIORITY GOALS:
FY 2024-25 PLANS: FY 2024-25 METRICS:
One Page Solutions LLC
© C
opyright 2004-20 Format Only
STRATEGIES: (Captain)
‘How’ we will Win...
Upd
ated: 3/15/2024
5. Fiscal Sustainability (Kim Trammel)
a)
Continue learning from the past
b) Mitigate risk
c) Optimize resources through innovative business practices d) Optimize city workforce, recruitment, retention, training, and development
e)Continue to evolve the City’s diversity, equity, and inclusion (DEI) efforts
4. Thriving and Healthy Neighborhoods (Kris Farro)
a) Establish a City integrated team approach, e.g.cross- departmental team to optimize clean, sustainable, and safe neighborhoods
b) Increase placemaking, space activation, and community engagement
c) Optimize alignment of youth programs by prioritizing community interests and needs
d) Optimize overall community well-being with an equity lens e) Continue to evolve the City’s diversity, equity, and inclusion (DEI) efforts
f) Expand sustainability and environmental strategies
a) Reimagine Stockton Police Department (SPD)
b) Increase community partnerships, engagement, and recruitment c) Continue data driven strategies and tactics
d) Reduce violent crime
e) Further address quality of life issues by restoring previously shuttered fire companies
1. Safer Streets (Chief Stanley McFadden/Chief Richard
Edwards)
2. Growing Economy (Stephanie Ocasio/Carrie Wright)
a) Grow jobs
b) Continue to implement the Economic Development Strategic Plan c) Continue to transform the overall development process d) Increase small business development with an equity lens e) Foster and support inclusive entrepreneurship
‘What’ is Winning …
Provide an exceptional level of customer
ser
vice to the Stockton community
through accountable, innovative, efficient,
and effective management of City
resources to achieve our vision for
Stockton.
Work with partners to
imp
rove quality of life,
increase literacy, develop
the workforce, and
expand youth
programming
Focus on crime reduction
in
focus areas
Develop solutions to
add
ress homelessness,
including increasing the
affordable housing
supply
Leverage city and partner
res
ources in impacting
overall public health,
community wellbeing,
and community resiliency
Prioritize inclusive
eco
nomic development to
grow the local economy
and create employment
opportunities for
residents
3. Housing Opportunities for All (Stephanie Ocasio/Carrie Wright) a) Continue to transform the overall development process b) Optimize partnerships and linkages
c) Increase investment in high impact affordable and market rate housing strategies with a focused provision for the workforce accommodation
d) Optimize performance-based, equity-informed distribution of available city funds, e.g.grants
1a) Reduce nonfatal injury shootings and identify impact of Ceasefire strategy by 5% 1b) Increase the number of overall engagements and interventions (Y/N) 1c) Establish a baseline number of calls for service diverted to CMC through mobile crisis intervention program ( CareLink) or increase the number of calls for service diverted to CMC by 5%
1d) Increase overall number of applicants to SPD by 5% 1d) Increase the successful completion of OVP wraparound services by 5% 1e) Increase average PCI of city roads by 5%
2a) Increase social media engagement and followers across channels 5% increase 2b) Increase city website traffic and engagement 5% increase 2c) Increase the percentage of building permit projects that receive reviews completed within the published timeframe by 75%
2d) Expand meaningful linkages and partnerships with various small business partners (Y/N)
2e) Increase the total number of visitors to City venues by 5%. 3a) Increase the percentage of housing permit projects that receive reviews completed within the published timeframe by 75%
3b) Increase overall grant acquisition rate by 5%
3c) Increase Shelter Bed Capacity by 15%
3d) Maintain the implementation of the existing equity-informed model for allocating City funds (Y/N)
4a) Improve Stockton's livability indicators, i.e. vacant properties, abandoned cars, graffiti, weed abatement, per capita code enforcement, trash and illegal dumping (Y/N) 4b) Enhance community cohesion through increased participation in City produced and sponsored events (Y/N)
4c) Increase community center, library, and community-based organization utilization (Y/N)
4d) Emphasize education, awareness, and investment to positively impact community wellbeing (Y/N)
4e) Increase multilingual programming and services (Y/N) 4f) Expand the City’s environmental and sustainability portfolio that includes the improvement in the city's tree canopy (Y/N)
5a) Refresh long range financial plan and increase fiscal transparency (Y/N) 5a) Clean/unmodified audit opinions (Y/N)
5b) Increase Center for Internet Security (CIS) Controls Self Assessment Tool (CSAT) overall cyber security maturity score by 10%
5c) GFOA Certificate of Achievement for Excellence in Financial Reporting for FY23- 24 ACFR and Distinguished Budget Presentation Award (Y/N) 5d) Increase workforce retention and recruitment (Y/N)
5e) Develop diversity, equity, inclusion human capital management roadmap (Y/N) Build upon Ceasefire Strategy to reduce shootings and homicides and the city’s crime prevention strategies and tactics through partnership between SPD and OVP Emphasize use of SPD's ICAP and OVP's case management systems Continue case management and wrap around support for h igh-risk population Expand Fire Investigation program and partnerships to reduce the incidence of arson fires Increase community partnerships with a special needs' registry focused on youth and elderly
Utilize Community and Youth Advisory Boards to empower the community Evolve the City Manager’s Review Board initiative and calibrate the CareLink program Reopening of Truck 7
Implement the Economic Development Strategic Plan incl uding but not limited to invigorating entrepreneur ecosystem, expanding business façade improvements, and continuing the Stockton re branding initiative
Implement workforce development programming including youth employment and development through strengthening partnerships with local education institutions Increase space activation through closing the fiber ri ng, enhanced small business support, and availability of customer self service solutions Complete Development Code (Stockton Municipal Code Tit le 16) overhaul to streamline and clarify the development process
Continue to shorten transaction/cycle process times in permit application processing
Provide ongoing support and commitment to adopted home lessness plans Increase overall program impact and effectiveness emph asizing data informed decisions
Complete Housing Action Plan to facilitate and incenti vize increased production of market rate and below market rate housing
Complete the current pipeline of inflight homeless hou sing projects Launch an outdoor mural program through Stockton Arts Commission Produce an annual Citywide community cohesion project
Expand access to resources for youth to enable career development Increase multilingual materials
Expand sustainability/environmental portfolio to inclu de TCC Round 4 implementation, Climate Action Plan update, and equity informed sustainable transportation pilot program
Enhance efforts to support community-based organizatio ns capacity building Expand Clean City initiative and access to related dat a Launch Citywide illegal dumping prevention and mitigat ion efforts Launch a mobile recreation and library program
Improve parks and related infrastructure
Upgrade bond rating and enhance financial reporting
Maximize City revenue sources
Begin ERP system Phase 4 (Utility Billing) planning an d preparation Enhance use of Long-Range Financial Plan in decision m aking Continue to operationalize centralized grants administ ration and coordination Expand recruitment efforts, retention plan, and workfo rce planning and development
Optimize organizational Cyber Security maturity for co ntinued protection of digital assets
One Page Strategic Plan® (OGSP®) FY 2024-25
Vision: Stockton will become the best city in America to live, raise a family, and grow a business.
ATTACHMENT A