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