Manteca City Council
Goal Setting Workshop
March 3, 2022
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Agenda
• Workshop Reminders
• City Manager Responsibilities
• State of City Operations
• Review of Council’s Previous Goals, Ranking & Priorities • Council’s 2022 Goals & Ranking
• Department Presentations
• Council Discussion
• Next Steps
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Workshop Reminders
• Listen to understand each other’s point of view
• Assume good intent
• Stay focused
• Enjoy the process!
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City Manager Responsibilities
1. Support City Council with policy development & strategic vision
2. Support City Council with fiscal management
3. Oversee all City departments with policy development, operations, & fiscal management
4. Support service improvements that achieve efficiencies, manage risk, & promote customer service
5. Balance workload with Council policy – be clear about alignment, capacity, & resources in a manner that is easily understood
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State of City Operations
• The City has experienced a great deal of change and transitions, both economic and staffing. Recruiting and retaining qualified personnel has been particularly challenging during the ongoing COVID-19 pandemic, and the City has experienced high turnover. One consequence of this situation is the deferral of key initiatives (administrative, capital, strategic, etc.) that have now become urgent. • There is currently a talented and committed workforce in the organization that is high-performing, flexible, and facing an unprecedented volume of work and requests for service. • Staff is working to address Finance issues needing attention so the City can move forward towards financial stability.
• We are moving toward a focus on quality service-delivery, modernizing services, and improving customer service.
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State of City Operations
Continued
• Some key citywide functions have been overly decentralized and/or are non-existent (e.g. procurement management, prevailing-wage compliance and reporting, risk management, trainings and certifications, contract management, real estate/asset management, and process improvement). • Future workloads should continue to be evaluated against:
a) City policy and operational priorities
b) Budget forecast
c) Timing
d) Allowance for unanticipated initiatives
• Evaluation of city facilities and space needs for now and into the future ATTACHMENT 1
Council’s Previous Goals & Ranking
2020 GOALS:
• Quality of Life
• Organizational Health
• Infrastructure
2021 RANKING:
• Tier 1: Council’s Top Priorities
• Tier 2: Council’s Other Priorities
• As Resources Permit
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Council Priorities 2021
Tier 1 – Council’s Top Priorities:
• Emphasize business recruitment, retention, and marketing Downtown, at the Promenade, and throughout the City
• Improve financial systems and information
• Assess and meet new City facility needs
• Complete the Airport Way project
Tier 2 – Council’s Other Priorities:
• Coordinate on homelessness with the County and community partners • Proceed with the Navigation Center design and construction • Plan affordable housing on South Main Street
• Focus on City beautification, including trash and graffiti abatement • Improve workforce morale, productivity, and retention • Design a new website with a focus on transparency
• Complete Infrastructure Master Plan and funding assessment ATTACHMENT 1
Council Priorities 2021
Continued
As Resources Permit:
• Create an Economic Development Department
• Implement technology policies and procedures
• Develop a homelessness strategic plan
• Reorganize Development Services to reduce development cost and time • Design for Downtown revitalization
• Increase police patrol and traffic staffing
• Create a pension funding policy
• Ensure public safety transparency
• Adopt shelter municipal code amendments
• Establish a real property management system
• Explore feasibility of small business grants and loans programs ATTACHMENT 1
Council Priorities 2021
Continued
• Review and amend the sign ordinance
• Support Big League Dreams commercial expansion
• Plan for Downtown transit terminal and improved parking • Explore ACE Terminal opportunities and siting
• Ensure general plan adoption
• Seek diverse revenue streams
• Budget public engagement process
• Move towards green savings
• Complete technology strategic plan
• Electronic contract management
• Milo Candini infrastructure project completion
• Quarterly/annual progress reports
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2022 Council Goals
GOALS AVERAGE WEIGHTED
Stabilize City Finances 1.4 1
st
Expand Homelessness Solutions & Affordable Housing Options 2.8 2 nd
Economic Development & Vitality 3.6 3
rd
Invest & Update City Infrastructure & Facilities 3.8 4
th
Quality of Life 4.6 5
th
Organizational Health/Effectiveness 4.8 6
th
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2022 Council Ranking
• Priority I
Primary focus & staff to seek funding
• Priority II
Secondary focus (i.e. once Priority I tasks are accomplished, may be worked on simultaneously)
• Priority III
As time & resources allow
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Department Presentations:
• City Manager’s Office
• Recreation & Community Services
• City Attorney’s Office
• Development Services
• Information Technology & Innovation
• Human Resources & Risk Management
• Engineering
• Finance
• Police
• Fire
• Public Works
• Legislative Services/City Clerk
Department Presentations
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City Manager’s Office
Accomplishments
City Manager’s Office
• Researched formation of special districts, including Tourism Business Improvement District (TBID), Community Benefit District (CBD), and Property-Based Improvement District (PBID) • Development of cannabis program
• Purchased parcels at 124/126 Sycamore Ave., 105 Sycamore Ave., & 309 Yosemite Ave. • Formation of City Council Ad Hoc committees to deal with targeted specific issues • Implementation of a workplace cultural program
Homelessness
• Received a $2 million funding commitment from San Joaquin County for the purchase of 682 S. Main St. for the purpose of constructing a Navigation Center
• Advanced the conceptual site design and cost analysis for the Navigation Center and mixed use project at 682 S.
Main St.
• Researched various navigation center structure options and operational models • Expanded access to information on the City’s homeless programs and resources through an updated homelessness webpage and social media channels
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City Manager’s Office
Accomplishments, Cont.
Economic Development
• Developed recruitment plan with Retail Strategies
• Became a member of Team California for ICSC and other recruitments • Launched quarterly Economic Development newsletter
• Commercial expansion at Big League Dreams Sports Park and Loma Brewery ground lease agreement • Created Developer and Investor Resource Information webpage ATTACHMENT 1
City Manager’s Office
Priorities/Needs
City Manager’s Office
• Present and consider the formation of a special district, including Tourism Business Improvement District (TBID), Community Benefit District (CBD), and Property-Based Improvement District (PBID) • Bring forward a Community Benefit Agreement for adoption • Completion of the permit process for cannabis
• Tax measure exploration
• Continue to foster staff development and citywide culture and morale • Family Entertainment Zone development and plan
Homelessness
• Acquisition of 682 S. Main St. for a Homeless Navigation Center and mixed use project • Creation of a Homelessness Strategic Plan with Council Ad Hoc Homeless Committee • Release a request for proposals for the operation of the Navigation Center and assistance with facility design • Seek funding for the Navigation Center construction and ongoing operations • Continue to work with local officials, lobbyist, city council, and community partners on homelessness initiatives and opportunities
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City Manager’s Office
Priorities/Needs, Cont.
Economic Development
• Develop organizational chart for Economic Development functions • Access to reporting and data analysis tools (Tyler Technologies Socrata) • Fiber infrastructure expansion
• Revisit Economic Strategic Plan and develop a work plan for staff ATTACHMENT 1
Recreation & Community Services
Accomplishments
Programs
• Youth Enrichment
• Aquatics
• Sports
• Community Outreach
• Senior Center
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• Fund a full-time Recreation Coordinator position in the FY 22-23 budget • Complete new department logo design and begin implementation in printed promotional materials and staff shirts
• Complete the improvements to the Recreation lobby and offices • Anticipate the changing needs of the community and structure programs and facilities accordingly within COVID-19 guidelines
• Modify the Market on Maple event and add additional downtown events through partnerships with local businesses
• Update picnic rental and park reservation procedures and fees • Continue staff development through CPRS trainings and conference • Modify Northgate Park and softball fields into a sports and multi-use complex • Update current park ordinances and policies
• Meet at least quarterly with Parks Planning & Project Superintendent to discuss upcoming park development and needs that were identified in the Master Plan Recreation & Community Services
Priorities/Needs
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City Attorney’s Office
Accomplishments
• Established the first in-house City Attorney and legal team • Grand Jury Report and Council Policies
• Ordinances
• Code Enforcement
• 8102/WVRO/GVRO Petitions
• In-House Labor Negotiations
• Trainings
• Loma Brewery Agreement
• Eminent Domain vis-a-vis McKinley Interchange
• Mutual Aid Agreements with CalTrans and County on Homeless Matters • Manage Outside Counsel
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City Attorney’s Office
Priorities/Needs
• Continue to bring more work into the City Attorney’s Office (CAO), including, but not limited to:
a) Arbitrations
b) Non-insurance complaints
c) Code Enforcement matters (quality of life and new ordinances) d) All labor negotiations & related personnel administrative matters e) Mediations
f) Outside counsel as safety/expertise net, not day-to-day g) Staff all publicly noticed meetings and commissions
• As of now, CAO does not anticipate spending the entirety of its FY21-22 budget, due to bringing more work in-house and the success of both the City Attorney (CA) and Deputy City Attorney (DCA) roles, and working with HR to minimize risks on personnel matters and other departments’ high risk matters
• Mid-year budget review showed the CAO has used less than 3% in Professional Services and less than 20% in Legal Services • Therefore, the CAO will ask to bring more work in-house through a third attorney via a reallocation of FY 21-22 budget • Accordingly, the CAO is asking for a reallocation of funding to bring in an Assistant City Attorney (ACA) during FY 21-22:
- ACA to focus on Development Services, Engineering, Planning Commission, and Labor Negotiations/Arbitrations - DCA to focus on Code Enforcement matters and assist CA and ACA on new responsibilities brought into the CAO ATTACHMENT 1
Development Services
Accomplishments
Notable Projects
• Great Wolf Lodge
• Office Tenant
Improvement
• Griffin Park Subdivision
• North Main Commons
Subdivision
• Cerri Subdivision
Building Division
Building Permits
• Permits Issued: 4,584
• Single-Family Dwelling
Permits Issued: 695
• Multi-Family Dwelling
Permits Issued: 144 units
• Total Project Valuations:
$358,782,806
• Square Footage Constructed:
3,383,124
Notable Projects
• Rotten Robbie Gas Station
• BEST Office Building
• CenterPoint South
Industrial
• Tesoro Solar & Storage
• Manteca Medical Building
• Paradise Villas
• Thomas Street
Subdivision
• Chevron Gas Station
Planning Division
Approved Entitlements
• General Plan Amendment (1)
• Large Family Day Cares (2)
• Minor Plan Modifications (2)
• Minor Zone Modifications (3)
• Municipal Code Amendments
(4)
• Planned Development (1)
• Use Permits (5)
• Site Plan and Design Review
(9)
• Temporary Use Permits (20)
• Tentative Parcel Maps (3)
• Tentative Subdivision Maps (2)
• Rezone (2)
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Development Services
Priorities/Needs
• Complete the General Plan Update
• Begin process for a comprehensive Development Code Update • Implement new permitting software
• Complete department succession plan
• Continue updating Planning Division operating procedures • Implement an affordable housing strategy
• Select and fund a consultant to create the Downtown Specific Plan • Complete the Climate Action Plan Update
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Information Technology & Innovation
Accomplishments
• Completed Backup Expansion
• Virtualized WQCF and Water SCADA servers and isolated Water SCADA PLCs from the rest of the City’s network
• Refined Council Chamber’s upgrades
• Recruiting for/filled IT positions
• Upgraded Kronos/Telestaff
• Upgraded Police Enterprise Tyler/New World System (HF5) • Website upgrade – Wireframe complete/GovDelivery
• GIS: PD-map out all schools for Active Shooter, Fire-Santa Routes, Utilities Collection, Public Works Viewer-Publishing services to Boss811
• Completed Gallagher cardkey installations at Development Services, Engineering, and Human Resources
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Information Technology & Innovation
Accomplishments, Cont.
• Increased bandwidth to the following sites: DS & Station 5 (BM & Station 3 in progress) • Created Laserfiche Forms
• Upgraded City Hall datacenter to VMware 7 with no downtime • Decommissioned legacy Sonicwall VPN and moved all staff/vendors to new system • Konica copier deployment in several departments
• Replaced Sophos AV with Crowdstrike
• Completed Police IAPro and BlueTeam server upgrade
• Upgraded/consolidated Fire Department’s file servers
• Installed new network switches at Fire Station 1, Well 19, HR, Solid Waste, Vehicle Maintenance, and Trees
• Upgraded VPN servers for City and PD laptops (NetMotion) ATTACHMENT 1
Information Technology & Innovation
Priorities/Needs
• Fill vacant positions
• Complete website upgrade/implement data analytics
dashboard
• Commission an IT Strategic Plan
• Analyze and implement recommended cybersecurity
measures
• Upgrade wireless infrastructure to fiber ENS
• Upgrade City Hall campus and remote site fiber
• Upgrade Disaster Recovery (DR) site hardware
• Implement Endpoint Detection and Response to desktops and servers
• Implement new spam and threat protection for email
service
• Implement Data Loss Prevention (DLP)
• Launch new 10.9 GIS Viewer
• Retire outdated GIS infrastructure
• Streamline map requests and GIS layer updates
• IT policy review and refinement
o Data Sharing/Release
o Security
o Destruction
• Working with multiple departments on streamlining
business processes
o On-boarding and off-boarding
o Budgeting for hardware/software
• Build more Laserfiche forms (VPN, cellphone sync,
computer loan, etc.)
• IT Server Room
• Backup generators
• Immutable backup repository
• High availability internet connections
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Human Resources & Risk Management
Accomplishments
• Relocated to the annex building
• Launched 49 full time recruitments
• Conducted 31 oral boards
• Hired 35 full time employees
• Added two HR Technicians to the department
• Implemented Roth IRA option for employees
• Continued updates to COVID-19 policies and regulations throughout pandemic • Processed 33 Workers Compensation, 41 liability and 9 vehicle claims • 17.65% reduction of Workers Compensation claims
• Restructured Citywide safety training modules
• Completed 2021 labor negotiations
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Human Resources & Risk Management
Priorities/Needs
Human Resources
• Support and ensure workers’ well being
• Attract and retain top talent through enhanced
recruiting tactics
• Assist with implementation of workplace culture
assessment
• Build critical skills and competencies
• Guide department and City through change of
leadership
• Open internal communication amongst City staff
• Complete job analysis’ prior to positions being
adopted in the budget
• Labor negotiations
Risk Management
• Assist in the review of all contracts and insurance
requirements to mitigate risk and limit the City’s
exposure
• Provide indemnification waivers to release City from
outside liabilities
• Maintain control over the claims process to assure that claims are being settled on a consistent and fair basis and in the City’s best interest
• Coordinate, oversee and ensure all employees are
properly safety trained for their position
• Analyze and review insurance trends to mitigate risk and exposure
• Guide employees through the Workers Compensation
process
• Maintain up to date policies and procedures in relation to COVID-19
• Revising and updating Citywide rules and policies
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Engineering
Accomplishments
• SR120/Union Rd. Diverging Diamond Interchange ($32M) & received APWA 2021 Project of the Year Award
• Installed Infrastructure for new developments including plan check, project approvals and inspection services ($41M)
• Completed in-house design for Airport Way Phase I pavement improvement project • Pavement improvements: Mayors Parks ($2.4M) & Springtime Estate subdivisions ($2.6M) • SR120/McKinley Ave. Interchange Project: Design and R/W certificate o Secured $12.3M State Funding (STIP) and $7.7M Local Grant (Measure K) • Traffic calming projects
o Doctors’ Hospital for LED flashing beacons, new signs, and bus stop relocation o Second traffic lump system installation at Hacienda Ave. • TCP Mitigation Project for five water wells ($14M)
• Awarded Water & Wastewater Masterplan & WQCF Bar Screen projects ATTACHMENT 1
Engineering
Priorities/Needs
• SR120/McKinley Interchange Project construction ($34M) • Main St. Traffic Signal Coordination and Optimization Project ($62K) • Airport Way Pavement Improvement & Rehab Project Phase I ($5M) • North Manteca Trunk Sewer & Reclaimed Water Line: WQCF to Golf Course ($20M) • SR99/120 Improvement Project Phase IA – Partnership with Caltrans • Pavement Condition Index map update for new pavement projects • Citywide Cast-In-Place-Pipe Sewer Pipes Liner project – Design • New Diverging Diamond Interchange (DDI) projects
o Airport Way DDI Project Study Report (PSR): $250k grant o Main St. DDI PSR: $250k grant
• Milo Candini Extension project (in-house planning and preliminary design) • Funding Opportunity: Infrastructure Investment and Jobs Act • Water Master Plan & Water Rate Study ($1M)
• Wastewater Master Plan & Sewer Rate Study ($1.2M) & Reclaimed Water Master Plan Update ATTACHMENT 1
Engineering
Priorities/Needs
• FCOC Capacity Analysis and recommended improvement project ($5M) • Complete PFIP update for sewer, water, storm and transportation • Storm Drain Zone 36 & 39 design, environmental, permitting and construction ($20M) • WQCF capacity improvements: bar screen ($1.1M) and system upgrade ($7.5M ARPA) • Well 29 TCP ($2.5M)
• Highway Safety Improvement Program (HSIP) - federally funded projects o Citywide Traffic Signal ($2.4M), Traffic Signs ($2.2M) Improvements o Fiber Optic System Installation Phase I ($250k)
o Main St & Yosemite Ave Improvement Design and Construction ($2.9M) o Local Roadway Safety Plan (LRSP) for future federal funding eligibility • Senior Engineer class/compensation adjustment
o Conducted two separate recruitments in 2021, zero hires o Engineering currently has 4 vacant senior positions
• Facility expansion to accommodate 24 FTEs (currently approved staffing) o 15 of the 24 positions are currently filled, recruitments for the vacancies ongoing ATTACHMENT 1
Finance
Accomplishments
• Nearing completion of FY 2020 audit
• Started FY 2021 audit
• Council adopted FY 2022 budget and three corrections
• Processing FY 2022 mid-year budget for council consideration • Implemented IVR payment system
• Partnered with HdL Companies for TOT administration services ATTACHMENT 1
Finance
Priorities/Needs
• Complete FY 2020 & FY 2021 audits
• Create savings through debt refunding
• Address pension & OPEB (analysis & solutions)
• Budget development (in-house and ClearGov
Software Suite)
• Launch transparency website
• Fill vacancies for vital positions
• Professional audit services RFP
• Staff development & training
• Evaluate department policies & procedures
• Enhance customer experiences
• Build relations with other departments & public
• Evaluate revenue stream options
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Police
Accomplishments
• In 2021, MPD handled 45,959 calls for service; 3.9% increase from 2020 • MPD made 1,761 arrests in 2021; 11.53% increase from 2020 • The Street Crimes Unit made 82 arrests and seized 52 grams of heroin, 245 pounds of processed marijuana, 18,738 marijuana plants, 2,688 grams of methamphetamine, 35 firearms, and $355,293 dollars in cash and property
• For 2021, Manteca officers have been successful in confiscating 220 firearms • Obtained additional UAS (drones) and software platforms to supplement/assist SWAT, patrol, and search & rescue operations
• Organized Retail Crime pilot program now a permanent position • Compliant with Racial Identity Profiling Act (AB953)
• Ongoing presence at community events: Street Faire, Pumpkin Faire, Christmas in the Park ATTACHMENT 1
Police
Priorities/Needs
• Obtain funding for acquisition of RIMS to replace TylerNew World • Fill vacant special-assignment positions:
o Street Crimes Detective (backfill vacant position)
o School Resource Officer (backfill vacant position)
o Community Resources Officer (backfill vacant
position)
o Traffic Officer (backfill vacant position)
o General Crimes Detective (backfill vacant
position)
• 2022-2023 Position request/needs:
o FTE Lieutenant position for the Services Division
o FTE two Patrol Officers
o FTE Code Enforcement Officer
o FTE convert P/T Code Enforcement Aide to F/T
o FTE two Police Officers (Detectives for Street
Crimes Unit)
o FTE Community Service Officer (Traffic)
o FTE Organized Retail Crime Detective (2nd)
o FTE Traffic/DUI Officer
• Fill all existing vacant sworn and non-sworn positions by July 2022 • Fill Crime Analyst position & implement intelligence-led policing • New Police Department facility to adequately house a department for our size and needs while planning for future growth
• Progress to a 5 beat minimum for all patrol shifts 24/7 • Develop mental and physical wellness in the workplace culture of the Police Department ATTACHMENT 1
Fire
Accomplishments
• Filled vacant positions for a Firefighter and Fire Chief • Purchased four new emergency response vehicles for Battalion Chiefs to replace aging administrative fleet • Took delivery of a new Type 1 fire engine
• Responded to over 10,000 calls; up from 9,059 last year • Conducted a department wide discussion of cultural values and reaffirmed the importance of Professionalism, Respect, Integrity, Dedication and Excellence (P.R.I.D.E.) • Reclassified Administrative Assistant to Executive Assistant • Increased presence and education on social media
• Purchased the City’s first Aerial Tiller Truck
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Fire
Priorities/Needs
• Maintain adequate staffing levels to meet the needs of the community by hiring the following positions:
o 3 Firefighters
o Administrative Captain
• Maintain modern and effective emergency response equipment with the purchase of a Type 1 Engine • Assure a safe and efficient workplace by addressing long-term building concerns:
o Secure design for complete rebuild of Fire Station 3
o Extensive facelift/remodel of Fire Station 2
• Institute a comprehensive Firefighter Wellness Program • Secure additional office space for Fire Prevention Division:
o Rebuilding city classroom at Fire Station 1 (relocation of Fire Prevention to the existing small classroom inside fire station)
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Public Works
Accomplishments
Water & Wastewater Resources Division
• Water Division met 99.5% of annual goals by maintaining 40 psi pressure rating; replaced 2,000 water meters; collected routine water quality samples for analysis, marked services for Underground Service Alert (USA); reduced non-revenue water losses; responded to all emergency after-hours calls within one hour; adhered to USA’s 72-hour required noticing before excavation • Water Division produced and distributed 4.80 billion gallons of water in total; 2.65 billion gallons of groundwater and 2.15 billion gallons of surface water
• Wastewater Division met 99.6% of annual goals by reducing permit violations; cleaned 200,000 feet of sewer mains; used CCTV to inspect 125,000 feet of sewer mains for potential defects; every lift station was cleaned quarterly; the Regional Board’s physical audit of the sanitary sewer plan was completed • Wastewater Division’s laboratory passed State Certification Audit • Obtained reimbursement for unpaid utility bills due to COVID-19 impacts from California State Water Resources Control Board
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Public Works
Accomplishments, Cont.
Solid Waste Division
• Conducted Solid Waste Rate Study
• Introduced and began implementation of SB 1383 requirements • Procured Mega-Thor Turbo Food Separator as part of SB 1383 programming • Identified shortfall of revenue from previous fiscal years and made adjustments • Established a collaborative partnership with San Joaquin County Household Waste Facility Transit Division
• Transit Divisions most recent Federal Transit Administration (FTA) Triennial Review with no deficiencies found • Received the LCTOP award, allowed the City to offer free rides for all Manteca Unified School District High School students
• Acquired 2 of 3 parcels for the Transit Parking Lot Expansion Project to support ACE Train • Welcomed a new 35’ CNG Transit Bus to its fleet for the local fixed route system • Reviewed and provided comments on the 30% design plan submittal for the Parking Lot Expansion Project ATTACHMENT 1
Public Works
Accomplishments, Cont.
Operations & Maintenance Division
Completed Northgate Park Picnic Area Renovation Project Completed BMX Track Renovation Project
Completed Phase I & II of Park Central Irrigation Controller Upgrades to improve water conservation Completed Manteca Park Municipal Golf Course Fee Study Facility Maintenance completed several renovation projects ATTACHMENT 1
Public Works
Priorities/Needs
Department Wide
• Develop a master plan and funding strategies for a new City of Manteca Corporation Yard • Fill all current department vacancies
• Develop future staffing strategies to meet projected community growth demands and divisional needs • Utilize market pay surveys for better analytics to improve recruitment, retention and succession planning Water & Wastewater Resources Division
• Water & Wastewater Master Plans
• Water & Wastewater Rate Studies
• Design and install 1, 2, 3-TCP treatment system for Well 29 • Upgrade automated water meter infrastructure
• Repair corrosion and paint exterior of existing water tanks • Complete Bar Screen Construction Project at WQCF
• Continue to provide CNG for Fleet
• Maximize reuse of treated municipal wastewater for beneficial uses in Manteca (181.04 million gallons of recycled water was delivered last year)
• Upgrade Water Quality Control Facility treatment system with implementation of glycerin dosing and improved activated sludge handling
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Solid Waste Division
• Continue implementation of SB 1383 and Manteca’s Construction and Demolition Ordinance • Secure contracts for diversion and processing of organic waste streams and recycling materials • Purchase and install routing software and upgrade existing radio system to improve communication and service efficiencies
• Renovate solid waste office building
• Expand Solid Waste staff and Capital Outlay as the City grows Transit Division
• Continue to meet with Transit Operations contractor (National Express) to determine a competitive compensation structure for the City’s transit drivers
• Locate and acquire property for Manteca’s transit bus facility yard • Continue working with San Joaquin Regional Rail Commission (SJRRC) to complete design plans for the Parking Lot Expansion Project at the transit facility
• Develop a memorandum of understanding that defines roles and responsibilities between City of Manteca and SJRRC for the Manteca Station Improvements and the Parking Lot Expansion Project Public Works
Priorities/Needs, Cont.
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Operations & Maintenance Division
• Complete Senior Center Kitchen Upgrade Project
• Complete Replacement of Golf Course Driving Range Safety Netting • Replace Roof and HVAC at Senior Center
• Implement a Planned Fleet Replacement Program
Public Works
Priorities/Needs, Cont.
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Legislative Services/City Clerk
Accomplishments
• Records Management (Laserfiche Project)
o Configured File Plans for the Office of the City Attorney, Development Services, Economic Development, Information Technology and Innovation, and Recreation & Community Services o Configured electronic forms for business license applications and Public Records Act requests o Updated Retention Schedule with current record retention timeframes and codes • City Council District Formation
o Completed after final approval at the City Council Meeting on 1/18/2022 • Processed:
o 325 Public Records Requests/Subpoenas
o 173 Resolutions
o 15 Ordinances
o 273 Contracts
o 61 Regular and/or Special Council Meetings
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Legislative Services/City Clerk
Priorities/Needs
• General Municipal Election November 2022
o Two City Council seats and Mayor’s seat up for election First Municipal Election with district formation
• Records Management CIP
o Creating efficient citywide records management
Complete final departments’ configuration
Launch Citywide public portal
Launch electronic Business License and Public Records Request forms on City website Launch Citywide contract management electronic routing • Increase elections budget to cover the costs of the 2022 General Election o Actual costs of the 2022 General Election for two Council seats and a ballot measure were $160,984.94 o Staff will not have estimates from SJROV until early May. Staff requests a high estimate of $245,000.00 to be placed aside for the 2022 General Election
• Records Management CIP
o Staff is requesting for Council to keep the earmarked $100,000.00 to fully complete the Records o Management CIP by 6/30/2023
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Council Discussion on Priorities
• Discussion on priorities
• Staff response and discussion
• Council to complete department priority ranking sheets ATTACHMENT 1
Next Steps
• Compile Council’s ranking on department’s priorities/needs • Develop a 2022 Goals & Priority Document
• Goals & Priority Document used as guidance
• Incorporate priorities into the budget process
• Provide regular updates to Council
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Thank you!
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