city commission strategic planning workshop · 29/5/2020  · road map for the day strategic...

May 29, 2020

City Commission Strategic

Planning Workshop

Tony Delgado

City Manager

Welcome and Update from May 12 & 13

Dr. Craig S. Collins

Facilitator

Agenda and Concluding Processes

Road Map for the Day

STRATEGIC THOUGHT + STRATEGIC COMMUNICATION + STRATEGIC PREPARATION =

STRATEGIC PLANNING

10:00 a.m. – 10:10 a.m. Welcome and Update from May 12 & 13 - Tony Delgado, City Manager

10:10 a.m. – 10:15 a.m. Agenda and Concluding Processes - Craig S. Collins, Ed.D., Facilitator

10:15 a.m. – 12:00 p.m. Target Area 7: Resiliency Plans - Tony Delgado, City Manager; Shawn Sherrouse, Deputy

City Manager; Audrey J. Cain, Emergency Manager

Target Area 5: Catalyst Funds (Conclusion to 5/13/2020) - Nicole Travis, Director of

Community & Economic Development; Jason Willey, Manager of Special

Projects

12:00 p.m. – 12:30 p.m. Lunch

12:30 p.m. – 1:00 p.m. Open Discussion

1:00 p.m. – 5:00 p.m. Prioritization of Initiatives &Recommendations for Action Timelines – Target Areas (1 – 8)

5:00 p.m. Wrap-Up/Next Steps - Tony Delgado, City Manager; Craig S. Collins, Ed.D., Facilitator

RESILIENCY PLANS – TA 7

Presented by:

Tony Delgado, City Manager

Shawn Sherrouse, Assistant City Manager

Audrey J. Cain, Emergency Manager

Emergency Management Program

• Prior to the City of Lakeland hiring an Emergency Manager

o Reason for hiring an Emergency Manager

• Hiring and Onboarding of Emergency Manager - January 27, 2020

• Ongoing Coordination with Department Heads

Progression of the COL Emergency Manager Position

• Current COL Plans

o Emergency Operations Plan

o Communications Plan

• Drafted Plans

o Comprehensive Emergency Management

Plan

o Pandemic, Biohazard and Influenza Plan

- Impactful processes to implement

additional protection, mitigation and

responsiveness to COVID-19

Emergency Manager

COVID-19 – Pandemic Draft Plan

• Identified uses of CDC Guidelines

• Priority Service Levels prior to and during pandemic

Priority Service Level 1 Services needed to protect against threats to public health, safety or welfare are supported OR Services needed that have a direct economic impact on the community, are constitutionally or statutorily mandated within set timeframes, or services which should be performed to prevent potential civil disorder if not performed within 72 hours

Priority Service Level 2 Regulatory services required by law, rule or order that can be

suspended or delayed by law or rule during an emergency OR All other services that could be suspended during an emergency and are not required by law or rule

Priority Service Level 3 All normal, regular services are supported

City Management

• City’s Role in Facilitating a Response to an Event

o Stakeholders

o Partners

o County responsibility versus the City

• Policy

o Whole community expectations

o Procedures and changes

• Managerial

o Carry out the policies established

o Operational – actions taken

City Management

ECONOMIC DEVELOPMENT

AND CATALYST FUNDS – TA’S

2 AND 5

Presented by:

Nicole Travis, Director of Community &

Economic Development

Jason Wiley, Manager of Special Projects

Additional Discussion:

• Average Wage (average household income)

versus Area Median Income (AMI).

• PEACE Affordable Housing Trust Fund

Commitment

LUNCH

OPEN DISCUSSION

PRIORITIZATION OF INITIATIVES

AND RECOMMENDATIONS FOR

ACTION TIMELINES

INFRASTRUCTURE – TA 1

Strategic Objective:

Determine proactive means to fund and shift

the traffic and transportation needs for the next decade.

• Data collection/Behavioral Shift

• Marketing (dates)/Messaging

• Safety/Growth

• Advocacy

• Explore alternative opportunities for funding and

redistribution of existing funds; redeploy lesser use

priorities within CIP. (millage increase?)

• Become a beta site for a medium sized city for a project

like "CRUISE."

• Move as a city to become an early adaptor for

autonomous vehicle use and growth.

• Use dedicated city plan to accomplish transportation

catalyst changes that would not get funded otherwise.

• Support means for people mobility.

Strategic Initiatives:

ECONOMIC DEVELOPMENT – TA 2

Sub-Category 1: Economic Development

Create investment opportunities to attract companies who provide jobs at 115 + % AMI.

Strategic Objective:

• Increase from 115% to a much larger percentage of average

wage to receive incentives.

• Alignment to further job creation, hiring within the Lakeland

community.

• Investigate and further identify commercial P3

opportunities.

• Continue to grow and expand business at K L A L.

• Leverage city resources to gain high-wage jobs with

increased focus on supporting education.

• Partner with our K-12 schools (public and private) to

advocate for better funding for teachers and facilities.

Strategic Initiatives:

ECONOMIC DEVELOPMENT – TA 2

Sub-Category 2: Innovation District

Create a plan to help implement the vision

of the Innovation District.

Strategic Objective:

Strategic Initiative:

• Support the structure and growth of the

Innovation District via but not limited to

specific incentives.

ECONOMIC DEVELOPMENT – TA 2

Sub-Category 3: Education

Identify tangible methods to support and

strengthen education in Lakeland.

Strategic Objective:

Strategic Initiatives:

• Leverage City resources to gain high wage-

jobs with increased focus on supporting

education.

• Partner with our K-12 schools (Public and

Private) to advocate for better funding for

teachers and facilities.

• Work with PCSB District to build FIRE/EMT

Academy and criminal justice academy at

one of the Lakeland area high schools. i.e.

LHS KHS LGHS GJHS.

AFFORDABLE HOUSING – TA 3

Strategic Initiatives

Nothing Identified

Strategic Objective:

Strategic Initiatives:

• Improve skills and provide training to enhance

income of existing workers.

• Attract P3 to create more affordable workforce

housing.

• Provide adequate inventory of affordable

housing or all segments of our population.

• Create a sustained effort to increase our median

income. Restructure incentives for higher wage

jobs.

• Partner with developers to create affordable

housing through incentives, infrastructure, and

land.

CITY HALL COMMUNICATION – TA 4

Strategic Initiatives

Collaborative environment within City Hall,

Commission and Community.

Strategic Objective:

Strategic Initiatives:

• Seed future City employee prospects by

reaching its seniors.

• Expand our internship program to include

year-round opportunities for both

secondary and post-secondary students.

• Continue to develop emerging

leaders/talent within City Hall.

• Continue succession planning for pipeline

improvement in City Hall.

Strategic Initiatives (cont’d):

• Provide practical evaluation tools to finely

tune employee progress and growth

aligned with the City’s Mission, Vision, and

Goals.

• Develop internal 1:1 mentoring programs

for staff.

• Ensure measurable systems for effective

2-way communication.

• Conduct quarterly anonymous surveys of

City staff. Use standard questions to track

trend, some modifiable questions for timely

topics, and freeform space to get specific

feedback.

• Create a "culture" ceremony planned and

executed by best City Values cheerleaders:

➢Speeches

➢Lexicon

➢Symbol

Strategic Initiatives (cont’d):

CATALYST FUNDS – TA 5

Strategic Initiatives

Maintain balance of catalyst funding to be

utilized for catalyst projects.

Strategic Objective:

Strategic Initiative:

• Pursue two pedestrian walkways and Oak Street garage by July 1 – cost proposals.

PARKS AND RECREATION – TA 6

Strategic Initiatives

Create revenue sources that help to more

aggressively raise funds for future park

needs via Municipal Service Taxing Unit,

commercial impact fees, or land provision.

Strategic Objective:

Strategic Initiatives:

• Maintain dialogue and collaboration with

Bonnet Springs Park leadership for

longstanding partnership.

• Pursue opportunities to partner with PCSB

to co-locate parks with new schools

(particularly in SW Lakeland)

• Approach PCSB to talk about partnership on

their land in SW Lakeland (similar to

Fletcher Park at LHS)

Strategic Initiatives (cont’d):

• Create policy to include park space and/or

athletic fields with warehouse/industrial

development in SW Lakeland.

• Initiate revenue streams and/or support for

"park land" in SW Lakeland.

• Solicit support from commercial

partnerships, leveraging development

investment for support of parks and

recreation.

• Develop a plan for a park in SW Lakeland.

RESILIENCY PLANS – TA 7

Strategic Initiatives

Determined in morning session and will be

added to PPT later.

Strategic Objective:

Strategic Initiatives:

Determined in morning session and will be

added to PPT later.

PUBLIC SAFETY – TA 8

Strategic Initiatives

Determined in morning session and will be

added to PPT later.

Strategic Objective:

Strategic Initiatives:

Determined in morning session and will be

added to PPT later.

WRAP-UP/EVALUATION/NEXT STEPS