The City faces increasing demands related to infrastructure maintenance, housing affordability, public safety, and fiscal sustainability. Population growth, aging assets, grant dependency, and economic transition require strategic coordination and long-term planning.
This plan responds to: Infrastructure repair backlogs - Public safety staffing pressures - Housing supply constraints - Downtown revitalization needs - Community expectations for accountability
Strategic Priority Areas
1.Public Safety and Quality of Life
2.Infrastructure and Transportation
3.Economic Development
4.Parks and Community Services
5.Fiscal Sustainability
6.Governance and Engagement
The City of Merced is committed to fostering a safe, vibrant, and inclusive community where residents and businesses can thrive.
2026/2027
MERCED CITY COUNCIL GOALS AND PRIORITIES
Public Safety and Quality of Life
Enhance safety in neighborhoods, parks, and public spaces.
Lead Departments: Fire, Police, Public Works, Parks & Community Services Objectives Performance Measures
Improve lighting and visibility – Complete the Safe Streets Project; identify funding to expand streetlight upgrades; pilot solar lighting in underserved areas (including bike paths); provide a Council update within 3 months.
Reduce vandalism and graffiti – Maintain graffiti abatement services; expand City-sponsored art as a deterrent; identify new locations for public art installations.
Strengthen emergency response – Maintain public safety staffing; implement ALS citywide by July 1, 2026; pursue funding for facilities and equipment; expand community engagement; evaluate and enhance patrol presence in parks and key areas (e.g., Park Rangers, Downtown patrols).
Crime Statistics
Lighting Coverage
Graffiti Removal Response Time
Key Focus Areas
Fire Station 56 - Implement Finance Plan
SAFER Grant Expiration
Fire Station Upgrades
Police Station Upgrades
CAD and Radio System Upgrades
Reduce Overtime Costs for Community Events
Graffitit Abatement
Continue Public Art Program
Code Enforcement
Animal Control
Infrastructure and Transportation
Maintain and Modernize Streets, Sidewalks, and Utilities Lead Departments: Engineering, Public Works, Finance
Objectives Performance Measures
Reduce road and sidewalk deterioration: Maintain pothole reporting via the Merced Connect App; utilize Zipper for repairs; continue Capital Improvement Program projects; launch the traffic safety community portal; complete the countywide Pavement Condition Survey to guide future investments.
Improve drainage systems: Identify funding for a Storm Drain Master Plan; prioritize Bear Creek improvements and related infrastructure investments.
Enhance pedestrian and cyclist safety: Partner with school districts on a citywide Active Transportation Plan (ATP); implement funded CMAQ projects (e.g., Melody Lane, M St. Frontage, Scholars Lane); advance remaining priority projects.
Pavement condition index
Complaint reduction
Project completion rates
Key Focus Areas
Long Term Funding for Maintenance
Pavement Rehabilitation Program Implementation
Improve Drainage
Maintenance - Address Potholes and Other Needs
Water and Sewwer Line Projects
Traffic Safety - Evaluate Traffic Safety Issues - M St.
Corridor
Housing and Economic Development
Support housing development and sustainable economic growth.
Lead Departments: Development Services, Economic Development Objectives Performance Measures
Encourage diverse housing development: Maintain infill incentives and pre-approved plans (ADUs, cottage homes, duplexes, triplexes); implement Housing Element zoning updates; leverage HUD and other funding programs; streamline permitting through Tyler; modernize engineering standards and city codes to accelerate project delivery.
Support workforce development and job creation: Maintain an inventory of available properties and respond to regional/state opportunities; strengthen partnerships with local businesses and workforce agencies; collaborate with UC Merced and Merced College; expand small business startup support and training.
Revitalize and strengthen Downtown: Partner with the Merced Downtown Partnership and Merced Main Street Association; implement Special Events Ordinance updates; evaluate parking and circulation improvements; maintain a safe, business-friendly environment; explore EV charging at city facilities to attract visitors.
Housing units entitled or approved
for development
Development permits issued
Annual GP and HE reports
Events held with partners including
workforce partners and educators
New businesses opened or expanded
Key Focus Areas
TOD Projects
Continued Investment in Affordable Housing
Information on Housing Compliance & Future Planning
Downtown Revitalization, Entryway - MLK, Rarking
Enhancements, Roadway Abandonments
Disposal of Surplus Property
Forward Facing EV Chargers
Parks & Community Services
Strengthen community spaces and programming
Lead Departments: Parks & Community Services, Public Works, Engineering Objectives Performance Measures
Improve park facilities: Complete the PROS Plan (Spring 2026) to guide investments; pursue grants and funding for implementation; expand park lighting (including solar pilots); advance priority projects (Joe Herb Park, Applegate Park courts, CP42 North & South).
Increase community-led events: Promote use of City facilities; evaluate a large-scale event at Applegate Park; support Parks and Community Services staffing and programming.
Enhance maintenance accountability: Publish maintenance schedules; continue use of the Engage Merced App; implement CP42 maintenance and operations through JPA.
Park condition ratings
Event participation
Maintenance response time
Key Focus Areas
Better Lighting for Public Safety
Response to Cleaning and Maintenance
Investment in Additional Park Amenities -
restrooms, drinking fountains, courts
Evaluate Concept of Park Rangers
Applegate Zoo - Kiddieland Parking Area
Bellevue Ranck Parks
Creek Ambassadors - Cleanup
Fiscal Sustainability
Ensure long-term financial stability
Lead Departments: Finance, City Administration
Objectives Performance Measures
Advance sustainable funding sources: Implement the SAFER grant transition plan; explore sustainable funding options, including community support and potential extension of
County funding for Fire and EMS. Collaborate with
educational institutions and community partners to identify and develop additional funding opportunities.
Increase diversified revenue: Advance the Station 56 finance plan (federal earmarks and HUD 108 loan); pursue annexation of county islands; explore extension of City–County property tax agreements; evaluate updates to code enforcement fines.
Reserve levels
Revenue growth
Grant success rate
Key Focus Areas
Increase Revenue - New Sources, Flexibility to Address All Needs Expand Grant and Unique Funding Opportunities
Governance and Engagement
Promote ethical, transparent, and responsive government Lead Departments: City Manager, City Clerk, City Attorney Objectives Performance Measures
Improve public communication: Implement AB 707 and AB
827 requirements; provide fiscal and ethics training (AB 1234); expand community engagement and polling efforts.
Strengthen compliance systems: Improve records
archiving; update the Legislative/Staff Report (LSR)
process; enhance administrative report training; implement Project Champion oversight for capital projects.
Public satisfaction surveys
Complaint resolution time
Meeting participation
Expand community participation: Expand use of social
media platforms; provide training for boards and
commissions; evaluate participation and effectiveness.
Key Focus Areas
Ethical Leadership
Open - Transparent Government
Public Engagement
ERP Project Implementation and Modernization
Merced Connect App - More Accountability and Responsiveness