Manteca City Council
Goal Setting Workshop
February 15, 2023
Moving Manteca
into the FUTURE #teammanteca
Attachment 1
Agenda
• Comments & Welcome Message from the Mayor
• Workshop Reminders
• City Manager Responsibilities
• City Manager Reflection from prior goal session
• State of City Operations
• Review of Council’s Previous Goals, Ranking & Priorities, Things to Celebrate 2022! • Council’s 2023 Goals & Ranking
• City Focus 2023
• Department Presentations
• Next Steps
Attachment 1
Comments & Welcome Message from the Mayor
Attachment 1
Workshop Reminders
• Listen to understand each other’s point of view
• Assume good intent
• Stay focused
• Enjoy the process!
Attachment 1
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
Attachment 1
City Manager Reflection from prior goal session
Attachment 1
State of City Operations
• Staff is working to address financial matters needing attention so the City can move forward towards financial stability while addressing staff turnover, staff training opportunities and pivoting when needed to keep work moving.
• The City continues to experience a great deal of change and transitions, both economic and staffing. The City has experienced turnover in certain departments which can create a deferral of key initiatives (administrative, capital, strategic, etc.) that have now become urgent and staff is balancing urgent initiatives with day to day work.
• There is currently a talented and committed workforce in the organization that is highperforming, flexible, and facing an unprecedented volume of work and requests for service. • We are moving toward a focus on quality service-delivery, modernizing services, and improving customer service and how we respond to those we serve.
Attachment 1
State of City Operations
Continued
• Future workloads should continue to be evaluated against:
a) City policy and operational priorities
b) Budget forecast
c) Timing
d) Allowance for unanticipated initiatives
Attachment 1
Council’s 2022 Goals- Review
• Stabilize City Finances
• Expand Homelessness Solutions & Affordable Housing Options • Economic Development & Vitality
• Invest & Update City Infrastructure & Facilities
• Quality of Life
• Organizational Health/Effectiveness
Attachment 1
Councils 2022 Ranked Goals-Review
GOALS AVERAGE WEIGHTED
Stabilize City Finances 1.4 1st
Expand Homelessness Solutions & Affordable Housing Options 2.8 2nd Economic Development & Vitality 3.6 3rd
Invest & Update City Infrastructure & Facilities 3.8 4th Quality of Life 4.6 5th
Organizational Health/Effectiveness 4.8 6th
Attachment 1
Council’s 2023 Goals Provided to City Council for Ranking Stabilize City Finances
• The past couple of years the Finance Department has experienced tremendous staff turnover and the goal of 2023 would be to stabilize the department and get caught up on past audits, fee studies, and update policies and practices.
Expand Homelessness and Housing Options/Solutions
• Once funding has been acquired, work with City Council to formulate partnerships and implantation of the design and build process for 682 S. Main Street.
Economic Development & Vitality
• Continue to grow the Economic Development division within the city while focusing on business development and retention, downtown revitalization, community wide partnerships. Exploring ways to develop city-wide revenue streams.
Plan for Updating City Infrastructure & Facilities
• Work with City Council to initiate an updated facility needs/use study while setting shortterm and long-term goals and establishing potential funding sources.
Attachment 1
Council’s 2023 Goals Provided to City Council for Ranking Cont.
Expand Quality of Life Services
• Work with City Council to identify goals to retain a safe, clean, and healthy community.
Support Improvement of Organizational Health
• Council continues to support city staff’s cultural work that they have been working on the last couple of years. Consider exploring multiple year MOU/contracts for employees.
Environmental Sustainability
• City Council works with staff to protect our natural environment through sustainable goals and practices.
Social Justice Evaluation
• City Council dedicates themselves to building a fair, equal, and compassionate community that supports everyone the City of Manteca serves whether it be externally or internally.
Attachment 1
2023 Top Ranking Goals
GOALS AVERAGE WEIGHTED
Stabilize City Finances 1 1st
Economic Development & Vitality 3 2nd
Expand Homelessness Solutions & Affordable Housing
Options 3.2 3rd
Plan for Updating City Infrastructure and Facilities 4.2 4th Expand Quality of Life Services 4.8 5th
Attachment 1
Council Priorities 2022 Review of Work Plan
At this time City Council will review the 2022 Work Plan Attachment 1
Things to Celebrate 2022
• City Manager’s Office
• Homeless & Housing
• Acquisition of 682 S. Main Street for a Homeless Navigation Center and mixed use project • Recreation
• Organized the inaugural season of the Jr. Giants program collaborating with the San Francisco Giants. The program served over 400 children and was offered free of charge. • Completed renovations at the Senior Center including kitchen remodel, new roof and HVAC system and upgrading technology.
• City Attorney’s Office
• Drafted and negotiated the new RIMS contract for the Manteca Police Department • Drafted the flag policy in response to the City of Boston Supreme Court case • Development Services
• Multiple Planning Project Approvals
• Large increases in building permits issued.
• Planning- 5,490 approved units not yet ready to build • Information Technology & Innovation
• Implemented Manteca.gov domain name for e-mail addresses and City website • Completed new city Granicus website
Attachment 1
Things to Celebrate 2022 Cont.
• Human Resources & Risk Management
• Completed eight (8) Memorandum of Understanding negotiations for 2022-23 • Coordinated City wide bus tour as part of onboarding
• Engineering
• Airport Way Pavement Improvement & Library Parking Lot • Main Street Traffic Signal Coordination and Optimization Project • Finance
• Completed the FY 2020 Audit
• FY 2022 Budget 101 video was submitted for an award through California Public Information Officials (CAPIO) • Police
• In 2022 the Manteca Police Department handled 44,794 calls for service. This was a 2.5% decrease over the same time in 2021
• Added Lathrop Police Department to our Regional SWAT team. With the addition of Lathrop PD, we acquired five (5) additional operators and they are in the process of purchasing equipment including an armored vehicle.
Attachment 1
Things to Celebrate 2022 Cont.
• Fire
• Began Advanced EMT skills by providing Narcan and Epinephrine • Began process of moving Fire Prevention to Sycamore Street. Move is delayed due to unforeseen events • Public Works
• Operations & Maintenance
• Installation of 1400 cubic yards of playground safety surfacing to maintain ATSM safety standards • Solid Waste
• Operation of the Turbo food separator at the County’s transfer station • Transit
• Deployment of the ITS program and equipment in buses to improve rider experience • Water Resources
• Water
• Rehabilitation of Well 14 that yielded water production increase • Wastewater
• Full implementation of the Fats, Oils, and Grease (FOG) Program • Legislative Services/City Clerk
• Conducted the first district elections
Attachment 1
City Focus 2023
• Quality over Quantity
• Focus on taking care of our employees
• Set obtainable goals
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Attachment 1
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
*At this time City Council will be directed to the Ranking Sheets to follow with department
presentations and ranking options.
Attachment 1
City Manager’s Office
Priorities/Needs 2023-2024 Future Focused
Toni Lundgren, Interim City Manager will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
City Manager’s Office
• Tax measure exploration for 2024
• Implement and Adopt the City of Manteca Cannabis Program • Bring 3 Cannabis Community Benefit Agreements for adoption • Fill vacant director positions
• Revise property tax sharing agreement with San Joaquin County • State of the City
Homelessness
• Develop a strategic plan on homelessness outlining long term goals and priorities that includes community buy-in and best practices.
• Develop a scope of work and find a service provider for the upcoming Low Barrier Navigation Center planned for 682 Main Street.
• Establish 555 Industrial Park Drive as a fully operational site with dormitories and services. • Provide the community with educational workshops to learn more about the City’s response and how to support.
Attachment 1
City Manager’s Office
Priorities/Needs, 2023-2024 Future Focused Cont.
Economic Development
• Begin the disposition process (complying with the Surplus Land Act) of certain city-owned properties in preparation for marketing and promoting these properties to national retailers at trade-shows and through a targeted marketing efforts. • Receive majority voter approval from downtown Manteca property owners for the creation of a formal Downtown Manteca Special Assessment Property Based Improvement District (PBID) and begin the process of creating formal non-profit organization to manage the new PBID.
• Utilize LATA grant funding to write and publish an RFP seeking a consultant to develop a Broadband/Fiber Master Plan, award the contract, and begin the planning process.
• Market and promote the FEZ for development opportunities that increase tourism, improve the quality of life for Manteca residents, and generate tax revenue for the City.
• Distribute a retail and entertainment survey to the community seeking feedback on the retailers and entertainment uses most desired by the Manteca community and use the survey results as a guide for business attraction efforts.
Attachment 1
Brandy Clark, Recreation Manager will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• Seek additional community partnerships, collaborations and grant funding. • Create new and enhance existing community events.
• Update Department Master Plan.
• Expand departments multi-media and increase social media presence. • Establish easier accessibility to the Department’s information and resources. • Complete Recreation staff reorganization plan subject to budget process.
Recreation & Community Services
Priorities/Needs 2023-2024 Future Focused
Attachment 1
City Attorney’s Office
Priorities/Needs 2023-2024 Future Focused
David Nefouse, City Attorney, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• Look into how we can remedy and/or improve upon past agreements/policies/courses of action/municipal code sections, both internally and/or vis-à-vis our relationships with other entities; • Municipal Code Review and Revisions;
• Review and Revise City Contract templates;
• Continue to conduct relevant, citywide trainings
• Stay on top of matters and/or improve relationships in our adjoining and/or participatory government agencies including SJAFCA, SSJID, SJCOG, and other cities and entities within the County; • Continue to get to know City staff and the pertinent City history as it relates to legal matters; and • Work with the City Manager’s Office to help effectuate efficient City Council meetings.
Attachment 1
Development Services
Priorities/Needs 2023-2024 Future Focused
Chris Erias, Director of Development Services, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• Implement an affordable housing strategy
• Select and fund a consultant to create the Downtown Specific Plan • Complete the General Plan Update
• Begin process for a comprehensive Development Code Update • The Development Code Update will proceed once the General Plan Update is adopted. • Complete staff succession plan
• Continue updating Planning Division operating procedures • Implement new permitting software
Attachment 1
Information Technology & Innovation
Priorities/Needs 2023-2024 Future Focused
Pennie Arounsack, Director of Information Technology and Innovation, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• Analyze and implement recommended cybersecurity measures • Upgrade Disaster Recover (DR) site hardware
• Replace Spam Filter
• Implement Data Loss Prevention (DLP)
• Immutable backup repository
• High availability internet connections
• IT Server Room/Data Center
• Backup generators
• Complete fiber upgrades
• Upgrade remaining end-of-life switches
• Add redundancy to DOJ/CLETS connection
• Complete implementation of data analytics dashboard
• Complete migration from ArcGIS v10.6 to v10.9
• Publish GIS HUB
• Streamline map requests and GIS layer updates
• Implement Accela permitting system
Attachment 1
Information Technology & Innovation
Priorities/Needs 2023-2024 Future Focused Cont.
Recommended Priorities/Needs 2023-2024 Future Focused
• Commission an IT Strategic Plan
• Commission Fiber Master Plan
• IT policy review and refinement
• Data sharing/release
• Security
• Destruction
• Working with multiple departments on streamlining business processes • Laserfiche licensing/forms
Attachment 1
Human Resources & Risk Management
Priorities/Needs 2023-2024 Future Focused
Human Resources
• Fill vacant director positions
• Complete payroll/HR merger
• Finalize and implement updated Rules &
Regulations/policies
• Implement internship program
• Host job fairs
• Conduct “stay” interviews
• Labor negotiations for eight units
Risk Management
• ADA Transition plan
• Work in conjunction with Public Works to
update IIPP (Injury Illness Prevention
Program)
• Work with Public Safety to conduct interactive
safety trainings
• Active Shooter Training
• Great Shake Out
• Provide safety specific training in an effort to
reduce work comp injuries
• Annual Health & Safety Fair
Dawn Cortesi, Interim Director of Human Resources, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
Attachment 1
Engineering
Priorities/Needs 2023-2024 Future Focused
Kevin Jorgensen, Director of Engineering, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• SR120/McKinley Interchange Project construction ($34M) • Water/Wastewater Master Plans & Rate Studies ($2M)
• WQCF interim capacity improvements ($8M ARPA) – Design • WQCF unfunded interim capacity improvements ($25M)
• PFIP update for sewer, water, storm and transportation • Storm Drain Zone 36/39 design, environmental, permitting, & construction ($23M) • Citywide Cure-In-Place-Pipe Sewer Pipes Liner Project ($9M) • Pavement Maintenance ($5M)
• Well 29 TCP Mitigation ($2.5M) – Design
• Nile Garden School Well 30 Water Supply Project ($5M State Grant) - Design • Airport Way/120 DDI Project Study Report (PSR) ($250k grant); Environmental Document ($2M Measure K) Attachment 1
Engineering
Priorities/Needs 2023-2024 Future Focused Cont.
Recommended Priorities/Needs 2023-2024 Future Focused
• Main Street/120 DDI Project Study Report ($250k grant); Environmental Document ($2M Measure K) • SR99/120 Improvement Project Phase IA – Partnership with Caltrans ($65M) • French Camp Outlet Canal (FCOC) Capacity Analysis and recommended improvements project ($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 • Potential CIP’s Pavement Restoration: Lathrop Rd. (Union to Hwy 99); Louise Ave. (Main to Hwy 99); Shasta Park area streets; Yosemite Ave. (UPRR to Airport); Industrial/Spreckels (Main to Yosemite); Airport Way widening (Wawona to Crom); Woodward Ave. (Main to Pillsbury)Funding Opportunity:
Infrastructure Investment and Jobs Act
• Funding Opportunities: Infrastructure Investment & Jobs Act; Federal Build Back Better, Urban Communities Drought Relief Grant; Clean California Local Grant • Sales tax measure to invest/update City Infrastructure & facilities Attachment 1
Finance
Priorities/Needs 2023-2024 Future Focused
Jared Hansen, Deputy Finance Director, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• Complete FY 2021 Audit
• Complete FY 2022 Audit
• Complete FY 2023 Audit
• Fill vacancies for vital positions
• Monitor fund balances
• Evaluate department policies & procedures
• Enhance customer experiences
• Evaluate revenue stream options while working with the City Manager’s Office Attachment 1
Police
Priorities/Needs 2023-2024 Future Focused
Stephen Schluer, Interim Chief of Police, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• New Position requests by budgetary request, measure M, COPS grant, sales tax measure • FTE (6) six police officers – (2) for patrol, (2) for SCU, (1) for ORC, (1) traffic/DUI Officer • FTE Lieutenant position for the Services Division
• FTE Rescue Coordinator (Animal Services)
• Switch from part-time to 1400-hour employee
• FTE Code Enforcement Aide
• Switch from part-time to 1400-hour employee
• FTE Code Enforcement Officer
• Reduce crime and increase the public’s safety through proactive policing by implementing the following objectives:
• Continue to provide timely response to all requests for police services • Maintain a proactive zero-tolerance approach to gang and drug enforcement • Change Patrol schedule to a “Team Concept” that will be implemented in July 2023 • Improve mental and physical wellness in the workplace culture of the Police Department • Cordico App for First Responder
• Secure Grant Funding to cover all or partial costs
Attachment 1
Police
Priorities/Needs 2023-2024 Future Focused Cont.
Recommended Priorities/Needs 2023-2024 Future Focused
• Continue to utilize the crime analyst in criminal intelligence and designated policing. • Complete Strategic Plan for Police Department
• Continue to build relationships in the community through community oriented policing, community involvement and outreach.
• Continue to provide excellent customer service to the public while striving to better our relationship on a daily basis by concentrating on our daily contacts with the public. • Continue to seek federal and state funds to provide equipment and manpower at little or no cost to the city.
Attachment 1
Fire
Priorities/Needs 2023-2024 Future Focused
Dave Marques, Fire Chief, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• Complete overhaul of communications infrastructure
• Purchase (2) Type 1 Fire Engines (up from 1 Engine requested in 22) at approximately $1.2 million each with potential funding from AFG Grant
• Hire six (6) Firefighters (up from three (3) requested in 22) in anticipation of New Tiller Truck arrival in 2024 by budgetary request, Measure M, SAFER grant, sales tax measure • Prevention vehicle
• Equipment for the new Aerial Tiller Truck
• Apply for more grants (SAFER & AFG Grant)
• Hire one (1) Administrative Captain
• Complete deferred maintenance at Fire Station 1 and 3 • Drought Tolerant landscaping at Station 1, 3 and 4
Attachment 1
Public Works
Priorities/Needs 2023-2024 Future Focused
Carl Brown, Director of Public Works, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
Water Resources:
• Water:
• Conservation
• Replacement of well motor variable frequency drives that beyond lifecycle • Upgrade water bacteriological sampling stations
• Implement automated meter reading infrastructure and software • Wastewater:
• Comply with new TNI Standards
• Install Smart Lids on sanitary sewer maintenance holes to prevent sanitary sewer overflow
• Start up and program optimization of Glycerin System
Attachment 1
Solid Waste Division
• Implementation of new Solid Waste Rates
• Deploy commercial food waste and food recovery programs • Implement weekly collection of trash, recycling, and organics • Reduce recycling contamination through robust education and outreach programs • Provide excellent level of service through quick response, program updates, and community interaction
Transit Division
• 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 in anticipation of ACE • Provide outstanding trip experiences for Fixed Route Services and Dial-A-Ride/Paratransit for all passengers taking the local transit system
Public Works
Priorities/Needs, 2023-2024 Future Focused Cont.
Attachment 1
Operations & Maintenance Division
• Continue to upgrade and renovate aging City facilities that include building, parks, public spaces, and more
• Implement increased level of Golf Course maintenance utilizing the updated fees • Continue conversion of small fossil fuel engines to electric • Additional landscape renovations to capture water conservation • Perform large scale asphalt repair on key roadways
• Replacement of aging and non-compliant equipment to increase efficiency and productivity • Establish a qualified, fully staffed Urban Forestry Division to properly maintain the City’s urban Public Works
Priorities/Needs, 2023-2024 Future Focused Cont.
Attachment 1
Legislative Services/City Clerk
Priorities/Needs 2023-2024 Future Focused
Cassandra Candini-Tilton, Director of Legislative Services/City Clerk, will provide an update on department current operations and staffing.
Recommended Priorities/Needs 2023-2024 Future Focused
• Records Management CIP (estimated closure June 30, 2023) • Review and dispose of all offsite records’ boxes for all departments: destroy records that have met retention and store permanent and vital records at Corodata records storage facility. • Requesting $20,000 for scanning of permanent records and storage.
Attachment 1
Next Steps
• Compile Council’s ranking on department’s priorities/needs update Work Plan • Develop a 2023 Goals & Priority Work Plan
• Goals & Priority Document used as guidance for FY 2023 work load • Incorporate priorities into the budget process
• Provide regular updates to Council
• Council Comments
• Closing
Attachment 1
Thank you!
#teammanteca
Attachment 1