Internal Communication Plan
Overview
The Internal Communication Plan provides a framework for creating and distributing consistent communication to city employees. Developing a clear and consistent message is essential for effectively communicating within the organization. The success of this plan will be dependent upon the participation of leadership, departments and employees.
Each communication should be developed for the intended audience, avoiding acronyms and definitions that may not be clear. Communication focuses on conveying a clear message and identifying knowledgeable resources for follow up or questions.
This plan suggests that all City of Modesto employee messages are reviewed and approved by a department director prior to distribution.
General guidelines for communicating with employees are as follows:
• Establish a clear, consistent, and easily recognizable message • State any necessary action at the beginning of each message • Direct message to the audience
• Include department name, contact information, closing statement, and provide attachments and/or appropriate links
• Use all appropriate and available communication channels • Ensure timely and meaningful communication
• Listen and act on feedback
1. Purpose and Goals
The goal of this plan is to communicate with employees on as many platforms as necessary so that all employees receive consistent and timely communication . The Internal Communication Plan presents a framework for managing and coordinating internal employee communication for the City of Modesto. This plan ensures that City of Modesto provides relevant, accurate, and consistent information to its employees.
This plan identifies audiences, communication tools and channels, frequency, messages, feedback, and standards. The framework ensures that messages are employee-centric, relevant, and accurate while increasing engagement and awareness for employees. #15..
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Internal Communication Plan
March 5th 2020 – V1.7
2. Communication Standards
Each communication message should be consistent and standardized so that the message retains its intended meaning. Focused communication aims to clarify a few points rather than to cover an unlimited range of issues. The following five questions will help determine what to include in a message and what to forego:
1. What is the purpose?
2. Who is the audience?
3. When does it need to go out?
4. What is the most direct way to say it?
5. What action is required on the part of the reader?
3. Communication Channels
This plan identifies the following tools and communication channels available.
Appropriate communication channels should be used in order to increase the success rate of reaching all employees.
1. Email
2. CUE eNewsletter
3. Desk Phone
4. Cell Phone
5. Printed Material
6. Meetings, through the One-Minute Meeting
7. Daily Briefings
8. Digital Signage
9. Public Address (PA) System
10. StanAware
11. Internet/Intranet
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Internal Communication Plan
March 5th 2020 – V1.7
4. Feedback
Every communication should include a mechanism for feedback to a specified point of contact, normally the originator of the message or designee. Employee feedback should be solicited so that their questions can be documented and answered.
5. Confirmation
We will measure the success of message communication and understanding by first a sign-off from each supervisor that the message has been clearly communicated to each employee, and second, the action intended upon communicating the message was completed.
6. Frequency
Communication should be regular and as needed to ensure that employees are aware of critical and important information on a timely basis.
7. Future Communication Channels
The City will explore an Employee Communication System to supplement and improve employee communication. This will provide the organization the ability to distribute consistent employee communication on several platforms; PC’s, email, mobile devices, Intranet, etc.
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Internal Communication Plan
March 5th 2020 – V1.7
8. Revision History
Date of Change Responsible Summary of Change
6/20/19 Kevin Harless Draft
7/2/19 Thomas Reeves Updated Draft
7/27/19 Kevin Harless Updated Draft
8/19/19 Kevin Harless Updated Draft
11/1/19 Kevin Harless Updated Draft
3/5/20 Kevin Harless Final
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PROJECT NAME:
Project Lead:
Communication Goal:
•
•
Issue(s)/Major Challenge(s):
•
•
Target Audience(s):.
•
•
Strategies:
____________________________________________________________________________________________________ Key Messages:
Three to four simple, bulleted messages that the City wants everyone to know about the project. •
•
•
•
•
Tactics Checklist
Done Task Dates Responsibility
Collateral Materials
Fact Sheet
FAQs (internal and external)
Website pages specifically dedicated to the project
MINI COMMUNICATION PLAN TEMPLATE
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Done Task Dates Responsibility
Edit page for navigation; link to home page
Location:
Poster or Flyer?
Desired locations:
Display Ads
City Beat Newsletter
Bill Insert
Other
Media Relations:
Done Task Dates Responsibility
Media Advisory
Phone Call/Email to reporters
Other
Special Events/Announcement:
Done Task Dates Responsibility
Public meeting(s)
Formal presentations
Other
Public Agency/Elected Officials:
Done Task Dates Responsibility
Council Briefings
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Done Task Dates Responsibility
Community/HOA/Neighborhood Groups:
Done Task Dates Responsibility
In-person briefings with key neighborhood groups
Place articles in neighborhood newsletters
Other
Community Opinion Leaders:
Done Task Dates Responsibility
Conduct in-person briefings with community groups/leaders?
Conduct in-person briefings with businesses?
Other
Multimedia:
Done Task Dates Responsibility
Informational video segment 15sec/30sec/60sec/3min
Photography
Digital Billboard
Internal Communications:
Done Task Dates Responsibility
All employee email
CUE Newsletter
Social Media:
Done Task Dates Responsibility
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Done Task Dates Responsibility
Facebook Post
Twitter Post
Instagram Post
Blog Post
Other
Tactics – Phase 2:
Next phase of tactics to be determined once reaction from the audiences has been received and feedback reviewed. ____________________________________________________________________________________________________ ____________________________________________________________________________________________________ ____________________________________________________________________________________________________ ___________________________________________________________________________________________________ #15..
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MEDIA FLASH POLICY
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PUBLIC INFORMATION POLICY
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CITY OF MODESTO
STRATEGIC PLAN
2020-2025
The Strategic Plan
includes
Vision
Mission
Goals and
Strategies
STRATEGIC PLAN
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Page i
Modesto Strategic Plan 2020-2025 October 2019
Prepared for the City of Modesto by Management Partners #15..
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Table of Contents Page ii
Modesto Strategic Plan 2020-2025 October 2019
TABLE OF CONTENTS
Table of Contents
Message From The City Manager ................................................................................................................... 1 Strategic Plan Overview .................................................................................................................................. 2 City of Modesto Leadership............................................................................................................................ 3 Strategic Planning Process............................................................................................................................. 4 Vision................................................................................................................................................................ 6 Mission ............................................................................................................................................................. 7 Areas of Focus................................................................................................................................................. 8 Quality of Life Goals and Strategies............................................................................................................... 9 Goal A. Improve Community Safety .............................................................................................................10 Goal B. Invest in Beautification Efforts..........................................................................................................11 Goal C. Develop Homelessness and Housing Plan......................................................................................12 Goal D. Ensure Safe, Efficient, and Reliable Infrastructure...........................................................................13 Economic Vitality Goals and Strategies.......................................................................................................14 Goal E. Drive Economic Vitality....................................................................................................................15 Goal F. Build the Modesto Brand..................................................................................................................16 Goal G. Make Downtown a Destination........................................................................................................17 Service Delivery Goals and Strategies.........................................................................................................18 Goal H. Achieve Financial Sustainability ......................................................................................................19 Goal I. Promote Trust and Engagement .......................................................................................................20 Goal J. Build a High-Performance Organization ...........................................................................................21 Conclusion.....................................................................................................................................................22 #15..
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Page iii
Modesto Strategic Plan 2020-2025 October 2019
This Page Purposely Left Blank
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MESSAGE FROM THE CITY MANAGER Page 1
Modesto Strategic Plan 2020-2025 October 2019
MESSAGE FROM THE CITY MANAGER
To the Mayor and City Council, Community Members and
City Staff,
We are pleased to present the City of Modesto’s 2020 –
2025 Strategic Plan. The plan serves as a roadmap for Modesto’s promise as a place where our inclusive community can prosper, and innovation grows.
The attached document is the result of a year-long planning process that included the community, city management, and city staff.
Through the process, the Council and executive team identified ten long-range goals and specific strategies for reaching those goals.
Our vision, mission, and goals focus on engaging with and serving the community. The strategies implementation action plan allows us to proactively, efficiently, and effectively provide that service.
Respectfully,
Joe Lopez
City Manager
October 2019
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Strategic Plan Overview Page 2
Modesto Strategic Plan 2020-2025 October 2019
STRATEGIC PLAN OVERVIEW
The City of Modesto’s strategic plan contains the elements shown in the graphic below. Regular progress reporting is an important task that ensures plan implementation. In addition, Council agenda reports may reference the goals and strategies contained in this plan. These steps keep the Council and public informed of how well the plan is being implemented.
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City of Modesto Leadership Page 3
Modesto Strategic Plan 2020-2025 October 2019
CITY OF MODESTO LEADERSHIP
CITY COUNCIL
Ted Brandvold,
Mayor
Mani Grewal,
District 1
Councilmember
Tony Madrigal,
District 2
Councilmember
Kristi Ah You,
District 3
Councilmember
Bill Zoslocki,
District 4
Councilmember
Jenny Kenoyer,
District 5
Councilmember
Doug Ridenour,
District 6
Councilmember
Executive Team Joseph Lopez, City Manager
Caluha Barnes, Deputy City Manager
Scotty Douglass, Deputy City Manager
Adam Lindgren, City Attorney
Stephanie Lopez, City Clerk
Galen Carroll, Chief of Police
Rick Armendariz, Assistant Police Chief
Alan Ernst, Fire Chief
DeAnna Christensen, Director of Finance
Jaylen French, Community and
Economic Development Director
Bill Sandhu, Public Works Director
Laurie Smith, Parks, Recreation and
Neighborhoods Director
William Wong, Director of Utilities
Norma Santoyo, Human Resources
Director
Charlie Haase, Chief Information Officer
Thomas Reeves, Community and
Media Relations Officer
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Strategic Planning Process Page 4
Modesto Strategic Plan 2020-2025 October 2019
STRATEGIC PLANNING PROCESS
The Strategic Plan was built
using input from an array of
stakeholders representing
diverse interests including
the City Council, members of
the City’s Advisory Boards
and Commissions,
community members and
City staff.
Strategic planning plays an important role in the City’s policy development and prioritization processes and has included the creation of annual action plans since FY 2008-09. The City’s FY 2018-19 budget includes five overarching goals, the first of which is the adoption of an updated strategic plan. The City’s prior strategic plan was adopted by the City Council in March of 2015 and served as a roadmap for FY 2015-16 through FY 2018-19.
The City of Modesto engaged Management Partners to assist with the development of the strategic plan. To update the plan, a wide range of stakeholders were invited to provide input and develop goals and strategies.
Stakeholders included the following:
• City Council
• Members of Citizen Advisory Boards and Commissions
• Community members
• City Staff
CITY COUNCIL AND CITY MANAGER INTERVIEWS
Management Partners conducted one-on-one interviews with each member of the City Council and the City Manager. These interviews clarified the overall direction for the strategic plan and offered insights into the City Council’s and the City Manager’s assessment of the City’s strengths, limitations, opportunities, and threats (SLOT); their key priorities for the next five years; and their expectations for the strategic planning process.
A STRATEGIC PLAN
ENSURES MODESTO IS
PURSUING ITS GOALS
WITH INTENTION AND
PURPOSE.
697 community members
provided their opinions and
vision for the future as part of
an online community survey.
7 Town Hall meetings were
attended by Modesto
residents and led by City Staff
between March 21st and April
17th, 2019.
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Strategic Planning Process Page 5
Modesto Strategic Plan 2020-2025 October 2019
CITY BOARDS AND COMMISSIONS FOCUS GROUPS
Management Partners convened a series of focus groups with the chairs and vice-chairs of the Modesto’s Citizen Advisory Groups. Community leaders were asked to share their input on Modesto’s key accomplishments, its major challenges, and their thoughts about the future for the City. The focus group format allowed for a synergy of ideas and inclusion of different perspectives.
ONLINE COMMUNITY SURVEY
The City partnered with California State University (CSU) Stanislaus to design and conduct an online community survey in the spring of 2019.
Residents were asked to provide their opinions on Modesto as a place to live, their satisfaction with City services, and their priorities for the City’s future.
STAFF QUESTIONNAIRE
The City’s executive team was invited to respond to a survey to provide their input. Like the individual interviews with the City Council and City Manager, the purpose of the questionnaire was to solicit the team’s input about the City’s strengths, limitations, opportunities, threats, and obtain information about major ongoing and future projects and initiatives.
TOWN HALL MEETINGS
Based on information gathered during the focus groups and via the online survey, City staff facilitated a series of seven town hall meetings, one in each City Council district, as well as an additional meeting for community members unable to attend in their district. These meetings were designed to elicit community feedback on the City’s strengths, its needs for the future, and potential strategic goals.
STRATEGIC PLANNING WORKSHOPS
Finally, the City of Modesto leaders participated in two full-day strategic planning workshops. In the first workshop, executive staff developed the major components of the strategic plan, including drafts of the vision and mission statements and the strategic plan areas of focus, goals and strategies. The second workshop engaged the Council to review and refine the vision, mission, goals and strategies for the City for the next five years.
The outcomes of the Council workshop led to the vision, mission, goals and strategies reflected in this document.
25 chairs and vice-chairs of
Modesto’s 18 boards and
commissions offered their
ideas during focus groups
held in February 2019.
18 members of the City’s
management team shared
Strengths, Limitations,
Opportunities, and Threats via
a survey.
25 members of the City’s
City Council, executive
leadership, and management
team attended full-day
strategic planning workshops
on June 27th and August 6th,
2019.
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Vision Page 6
Modesto Strategic Plan 2020-2025 October 2019
VISION
The vision statement is an
aspiration with a focus on
the future. It is a statement
of where the organization is
going.
Modesto is an inviting
and safe community with
thriving neighborhoods.
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Mission Page 7
Modesto Strategic Plan 2020-2025 October 2019
MISSION
A mission is a statement of
the purpose of the
organization. It fundamentally
defines what the organization
stands for and what it will do.
We are committed to the
delivery of exceptional
public services and
building partnerships
that promote economic
prosperity and engaged
neighborhoods.
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Areas of Focus Page 8
Modesto Strategic Plan 2020-2025 October 2019
AREAS OF FOCUS
The Strategic Plan contains three overarching areas of focus. A summary of the identified areas of focus, along with their definition statement is provided below.
QUALITY OF LIFE Engage partners across the community to ensure the safety, resilience, and attractiveness of Modesto.
ECONOMIC
VITALITY
Retain and attract residential, commercial, and industrial development to meet the community’s needs today and for the next generation.
GOVERNANCE AND
SERVICE DELIVERY
Build community trust in City government through
responsive, transparent and efficient service delivery.
Governance and
Service Delivery
Quality of
Life
Economic
Vitality
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Quality of Life Goals and Strategies Page 9
Modesto Strategic Plan 2020-2025 October 2019
QUALITY OF LIFE GOALS AND
STRATEGIES
ENGAGE PARTNERS ACROSS THE
COMMUNITY TO ENSURE THE SAFETY,
RESILIENCE, AND ATTRACTIVENESS OF
MODESTO.
Goal A. Improve community safety and quality of life through a combination of prevention and intervention efforts that address safety and its underlying issues.
Goal B. Increase pride in Modesto’s diverse neighborhoods and business districts through beautification efforts and by investing in community assets and amenities.
Goal C. In partnership with public agencies and other key stakeholders, develop and implement a comprehensive housing and homelessness action plan.
Goal D. Provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance and sustainability efforts.
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Quality of Life Goals and Strategies Page 10
Modesto Strategic Plan 2020-2025 October 2019
GOAL A. IMPROVE COMMUNITY SAFETY
Improve community
safety and quality of
life through a
combination of
prevention and
intervention efforts
that address safety
and its underlying
issues.
STRATEGIES
1. Develop and implement a Public Safety Strategic Plan.
2. Engage staff and local organizations in public safety efforts.
3. Utilize public safety and quality of life key performance indicators to identify, analyze, and report on trends.
4. Establish a quality of life task force to tackle chronic problem areas.
5. Utilize technology to pinpoint hot spots and monitor impact.
6. Motivate and encourage staff and community members to identify and mitigate blight issues.
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Quality of Life Goals and Strategies Page 11
Modesto Strategic Plan 2020-2025 October 2019
GOAL B. INVEST IN BEAUTIFICATION EFFORTS
Increase pride in
Modesto’s diverse
neighborhoods and
business districts
through beautification
efforts and by
investing in
community assets and
amenities.
STRATEGIES
1. Evaluate the City’s property maintenance and nuisance abatement codes as well as the code compliance process.
2. Determine priority areas for proactive code enforcement.
3. Evaluate current waste removal and city beautification policies and procedures.
4. Establish and implement a comprehensive citywide recycling and compost plan.
5. Develop a new solid waste plan increasing availability of bulky item pick up.
6. Create and implement a comprehensive tree health, maintenance, and replacement program and education campaign.
7. Create an inventory of City owned vacant or underutilized properties and develop a real estate disposition plan.
8. Review and update the Tuolumne River Regional Park Master Plan.
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Quality of Life Goals and Strategies Page 12
Modesto Strategic Plan 2020-2025 October 2019
GOAL C. DEVELOP HOMELESSNESS AND HOUSING
PLAN
In partnership with
public agencies and
other key
stakeholders, develop
and implement a
comprehensive
housing and
homelessness action
plan.
STRATEGIES
1. Develop and implement a comprehensive homelessness action plan that reduces encampments in public spaces, ensures the provision of supportive services, and identifies strategies for permanent housing.
2. Conduct a housing market analysis and implement a
comprehensive housing strategy to position the City of Modesto to leverage alternative revenue sources (i.e., other government grants, loans, private and nonprofit funds).
3. Establish and implement policies that encourage the development of workforce affordable housing.
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Quality of Life Goals and Strategies Page 13
Modesto Strategic Plan 2020-2025 October 2019
GOAL D. ENSURE SAFE, EFFICIENT, AND RELIABLE
INFRASTRUCTURE
Provide safe, efficient, and
reliable infrastructure
through proactive
community investment,
maintenance and
sustainability efforts.
STRATEGIES
1. Create and implement a comprehensive street and road maintenance plan.
2. Develop a comprehensive public transit plan.
3. Collaborate with the Altamont Commuter Train (ACE) to complete service improvements and station enhancements in Modesto.
4. Develop and implement a strategy to resolve illegal dumping and related nuisance abatement services.
5. Establish a plan to increase frequency of forestry and solid waste services in high-traffic areas.
6. Establish and implement an annexation policy that aligns with the City’s long-term financial sustainability principles (including a robust review of the short- and long-term revenue and
expenditures).
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Economic Vitality Goals and Strategies Page 14
Modesto Strategic Plan 2020-2025 October 2019
ECONOMIC VITALITY GOALS AND
STRATEGIES
RETAIN AND ATTRACT RESIDENTIAL,
COMMERCIAL, AND INDUSTRIAL
DEVELOPMENT TO MEET THE COMMUNITY’S
NEEDS TODAY AND FOR THE NEXT
GENERATION.
Goal E. Drive the success of a vibrant and economically sustainable business climate.
Goal F. Build and promote a recognizable and desirable identity for the City of Modesto.
Goal G. Make downtown Modesto a regional destination.
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Economic Vitality Goals and Strategies Page 15
Modesto Strategic Plan 2020-2025 October 2019
GOAL E. DRIVE ECONOMIC VITALITY
Drive the success of a
vibrant and
economically
sustainable business
climate.
STRATEGIES
1. Update the General Plan consistent with city vision.
2. Develop a citywide business incentive plan that fosters economic diversification (i.e., infrastructure investments, business attraction, retention and grow local entrepreneurs).
3. Collaborate with local hospitals and medical providers to create a medical district.
4. Develop public-private partnerships with local firms and educational institutions.
5. Collaborate with universities and colleges to offer educational and vocational services to train and develop current and future residents to meet local business workforce needs.
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Economic Vitality Goals and Strategies Page 16
Modesto Strategic Plan 2020-2025 October 2019
GOAL F. BUILD THE MODESTO BRAND
Build and promote a
recognizable and
desirable identity for
the City of Modesto.
STRATEGIES
1. Develop and implement a City of Modesto communication plan and branding campaign.
2. Engage and train the community to serve as ambassadors of Modesto’s “brand.”
3. Engage stakeholders and develop a comprehensive community marketing strategy.
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Economic Vitality Goals and Strategies Page 17
Modesto Strategic Plan 2020-2025 October 2019
GOAL G. MAKE DOWNTOWN A DESTINATION
Make downtown
Modesto a regional
destination.
STRATEGIES
1. Create a downtown economic development strategy (including infill housing, mixed-use development, business retention and attraction, and placemaking).
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Service Delivery Goals and Strategies Page 18
Modesto Strategic Plan 2020-2025 October 2019
SERVICE DELIVERY GOALS AND
STRATEGIES
BUILD COMMUNITY TRUST IN CITY
GOVERNMENT THROUGH RESPONSIVE,
TRANSPARENT AND EFFICIENT SERVICE
DELIVERY.
Goal H. Achieve long-term financial sustainability.
Goal I. Promote trust and engagement between the community and the City.
Goal J. Build a high-performance organization.
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Service Delivery Goals and Strategies Page 19
Modesto Strategic Plan 2020-2025 October 2019
GOAL H. ACHIEVE FINANCIAL SUSTAINABILITY
Achieve long-term
financial sustainability.
STRATEGIES
1. Pursue new and alternative revenue sources.
2. Apply private and public sector best practice financial strategies.
3. Address the City’s pension liability and healthcare costs in alignment with long-term financial goals.
4. Conduct a comprehensive review of the City’s organization structure to ensure efficient and effective operations and service delivery.
5. Review and update the citywide capital improvement plan and deferred maintenance needs.
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Service Delivery Goals and Strategies Page 20
Modesto Strategic Plan 2020-2025 October 2019
GOAL I. PROMOTE TRUST AND ENGAGEMENT
Promote trust and
engagement between
the community and the
City.
STRATEGIES
1. Develop and implement a broad community engagement plan to enhance public dialogue and trust.
2. Evaluate the effectiveness of the City’s open government/ transparency program.
3. Develop a comprehensive neighborhood capacity-building strategy.
4. Collaborate with community and civic organizations.
5. Develop a multi-lingual communications plan.
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Service Delivery Goals and Strategies Page 21
Modesto Strategic Plan 2020-2025 October 2019
GOAL J. BUILD A HIGH-PERFORMANCE
ORGANIZATION
Build a highperformance
organization.
STRATEGIES
1. Develop an innovation and efficiency plan that utilizes private sector best practices.
2. Formalize the City’s performance management system.
3. Streamline the development review process.
4. Commission a comprehensive review of City codes.
5. Implement the organizational workforce development and talent management plan.
6. Attract and retain high performance employees.
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Conclusion Page 22
Modesto Strategic Plan 2020-2025 October 2019
CONCLUSION
This strategic plan is designed to guide the work and
future of the City of Modesto. The plan articulates the organizational vision and mission of the City of Modesto and establishes a goals and strategies as a guide for
decision making.
An accompanying implementation action plan sets forth
timelines and assignments for implementing the
strategic plan.
City of Modesto
Project Team
Joe Lopez
City Manager
Caluha Barnes
Deputy City Manager
Edgar Garcia
Management Analyst
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EMERGENCY OPERATIONS PLAN — PUBLIC ALERTING
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EMERGENCY OPERATIONS PLAN — PUBLIC INFORMATION
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EMERGENCY OPERATIONS PLAN — ROLES
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CITY OF MODESTO
COUNCIL AGENDA REPORT
DATE OF MEETING:
January 25, 2022
Date: December 29, 2021
TO: Mayor and City Council
THROUGH: Joseph P. Lopez, City Manager
FROM: Brandon Gillespie, Chief of Police
SUBJECT: Park Ranger Pilot Program
CONTACT: Brandon Gillespie, Police Chief, [email protected], 209-572-9500 DESCRIPTION:
Consider approving an eighteen (18) month Park Ranger pilot program to allocate and hire four (4) full time Police Cadet II’s to serve as Park Rangers to patrol and conduct outreach in city parks, trails and open spaces, for a total amount not to exceed $623,708, amending the Position Allocation for Fiscal Year 2021-22 as adopted in the Operating Budget, and introducing an Ordinance amending Section 1-2.10 of the Modesto Municipal Code relating to issuance of citations by designated employees, to include Park Rangers and Police Cadet II’s. (Funding Source: American Rescue Plan Act).
STRATEGIC PLAN ELEMENT:
This item is related to the 2020-2025 Strategic Plan goal of improving community safety and quality of life through a combination of prevention and intervention efforts that address safety and its underlying issues.
BACKGROUND:
The City of Modesto owns, operates and maintains 76 parks for the community to enjoy and in which many recreate. Features of the City parks include more than 500-acres of turf, seven (7) splash grounds, one (1) wading pool, 44 tennis courts, eight (8) lighted ball fields, 18 group picnic sites, and more than 17-miles of paths.
For many years, community complaints, departmental reports, and police calls for service have identified consistent issues in city parks, trails and open spaces, to include the following:
Vandalism; to include damaged restrooms, arson, damaged electrical boxes, broken and removed signs, graffiti to structures and plants, and damage to fences and gates.
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City Council, January 25, 2022
Park Ranger Pilot Program
Illegal Camping and Trespassing; to include unlawful encampments at all times of the day and trespassing during hours parks are closed. Drug use; to include open usage and paraphernalia left behind. Animals; to include dogs off-leash and failure to clean up after dogs. Damage to natural habitat; to include motorized vehicles in prohibited areas, trash and hazardous material being dumped into rivers and open spaces, and digging into riverbanks, trails and hillsides.
Enforcement Response; Police unable to respond to minor park issues or are delayed in response.
The police department received 6,331 calls for service (CFS) in city parks in 2019, 6,389 CFS in 2020, and 4,435 CFS through July of 2021. Three hundred and eighty more incident reports have also been reported to the police department in 2021 through the GoModesto App (as of October 12, 2021).
Additionally, the City Parks and Recreation Department (PRN) experienced 24 incidents at PRN facilities in FY20, 29 in FY21 and 12 incidents in this fiscal year (through September 2021). Of these 65 incidents, 18 have resulted in property damage and the city has spent nearly $60,000 in restroom vandalism repairs alone. This cost does not include the more than 1,400 hours of staff time needed to make these repairs. Many of both the calls for service and the incidents involve individuals experiencing homelessness. A segment of the City’s homeless population visits the City’s parks every day, including to access bathrooms. For this reason, the City’s parks can be a valuable location for service providers to make initial contact with individuals experiencing homelessness.
DISCUSSION:
The City of Modesto strives to be an inviting and safe community with thriving neighborhoods.
Ensuring city parks, open spaces, and trails are safe and attractive place for our citizens to enjoy helps achieve this vision. The Modesto Police Department responds to approximately 300-400 calls for service throughout the city each day and does not have the staffing resources to provide a sustained presence in city parks to conduct outreach and enforcement duties in an effort to connect individuals to services and abate illegal or prohibited activity. Police officers are dispatched to calls for service based on threat level and this can result in long delays for park calls since they are often related to low-level crimes and/or quality of life issues.
To help achieve a sustained presence in our city parks, trails, and open spaces, the Modesto Police Department recommends implementing an 18-month Park Ranger pilot program. The program would add and utilize four (4) full time Police Cadet II allocations that would be assigned as Park Rangers for the duration of the pilot program. Park Rangers duties would include but are not limited to:
Providing a regular and sustained presence in any city parks Acting as city ambassadors to the public
Providing outreach and resources to those experiencing homelessness Educating community members on laws and local ordinances Enforcing laws, city ordinances, and rules and regulations within city parks #16..
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City Council, January 25, 2022
Park Ranger Pilot Program
Working closely with community groups and city staff to identify issues, concerns, and trends in assigned areas
In addition to salary costs, the proposal includes the purchase of two pickup trucks for use by the Park Rangers as well as costs associated with training, uniforms, equipment, overtime and supplies. During this pilot program, the Park Rangers will collect data during their patrols, which includes but is not limited to, the number of contacts made, number of citations and warnings given, and number and types of calls for service.
The Park Ranger’s will primarily focus will be on outreach, community engagement, and education, but will have the enforcement authority to issue citations for violations of State law or any violation of the City of Modesto Municipal Code. To provide this authority, the Modesto Police Department requests amending MMC 1-2.10- Issuance of Citations by Designated Employees, to allow the positions of Police Cadet II and Park Ranger to issue citations. Park Rangers’ outreach efforts will focus on informing homeless individuals about available services in the community, and providing connections to service providers. Park Rangers will also be able to use their vehicles to voluntarily transport individuals experiencing homelessness to locations where they can directly access services.
FISCAL IMPACT:
Funding for this action was already approved via the ARPA spending plan by council via Council Resolution 2021-194. Costs are outlined below and broken down by fiscal year (these breakdowns are estimates and subject to change based on timelines for hiring and purchasing):
Description FY 21-22 (6 months) FY 22-23 (full FY) Total Four (4) Full-Time Cadet II
Allocations
$133,903 $267,805 $401,708
Purchase of two (2) extended
cab trucks
$150,000* $0 $150,000
Training, uniforms, equipment,
overtime and supplies
$24,000 $48,000 $72,000
TOTALS: $307,903 $315,805 $623,708
*FY timing is dependent on purchasing timeline/bid process.
COMMITTEE RECOMMENDATION:
This item was presented to the Safety and Communities Committee on October 11, 2021 and was recommended to forward to Council for approval.
RECOMMENDED COUNCIL ACTION:
Staff Recommendations:
Resolution approving an eighteen (18) month Park Ranger pilot program to hire four (4) full time Police Cadet II’s to serve as Park Rangers to patrol and conduct outreach in city parks, trails and open spaces, for a total amount not to exceed $623,708.
Resolution amending the Position Allocation for Fiscal Year 2021-22 as adopted in the Operating Budget.
Motion introducing and waiving the first reading of an Ordinance amending Section 1-2.10 of Title 1, “General Provisions,” Chapter 2, “Penalty Provisions,” of the Modesto Municipal Code, relating to issuance of citations by designated employees, to include Park Rangers and Police Cadet II’s.
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City Council, January 25, 2022
Park Ranger Pilot Program
Approved by:
Brandon Gillespie, Chief of Police
Joseph P. Lopez, City Manager
Attachments:
1. Resolution
2. Resolution – Amending Position Allocation
3. Ordinance
4. MMC Section 1-2.10- Redline Version
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MODESTO CITY COUNCIL
RESOLUTION NO. 2022-XX
RESOLUTION APPROVING AN EIGHTEEN (18) MONTH PARK RANGER PILOT PROGRAM TO HIRE FOUR (4) FULL TIME POLICE CADET II’S TO
SERVE AS PARK RANGERS TO PATROL AND CONDUCT OUTREACH IN
CITY PARKS, TRAILS AND OPEN SPACES, FOR A TOTAL AMOUNT NOT TO EXCEED $623,708
WHEREAS, the City of Modesto operates and maintains 76 parks within the city park system for the community to enjoy and recreate in; and WHEREAS, for many years, community complaints, departmental reports, and police calls for service have identified consistent issues in city parks, open spaces, and trails within the city to include the following: vandalism, illegal camping and trespassing, drug use, dogs off leashes and failure to clean up after dogs, damage to natural habitat and delayed enforcement response times; and WHEREAS, the City of Modesto strives to be an inviting and safe community with thriving neighborhoods. Ensuring city parks, open spaces, and trails are safe and attractive place for our citizens to enjoy helps achieve this vision; and
WHEREAS, to help achieve a sustained presence in our city parks, trails, and open spaces, the Modesto Police Department recommends implementing an eighteen (18) month Park Ranger pilot program; and
WHEREAS, the program would utilize four (4) full time cadets who would be assigned as Park Rangers for the duration of the pilot program; and WHEREAS, the enforcement authority of the Park Rangers would be limited to the issuance of citations for violations of state law or any violation of the City of Modesto Municipal Code.
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NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves an eighteen (18) month Park Ranger pilot program to hire four (4) full time police cadet II’s to serve as park rangers to patrol and conduct outreach in city parks, trails and open spaces, in an amount not to exceed $623,708.
The foregoing resolution was introduced in a regular meeting of the Council of the City of Modesto held on the 25th day of January 2022, by Councilmember ________, who moved its adoption, which motion being duly seconded by Councilmember ______, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST: _____________________________
DANA SANCHEZ, Interim City Clerk
(SEAL)
APPROVED AS TO FORM:
BY: _________________________________
JOSE M. SANCHEZ, City Attorney
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MODESTO CITY COUNCIL
RESOLUTION NO. 2022-XX
RESOLUTION AMENDING THE POSITION ALLOCATION FOR FISCAL
YEAR 2021-22 AS ADOPTED IN THE OPERATING BUDGET
WHEREAS, a Position Allocation for the City of Modesto was adopted by Modesto City Council on June 23, 2021, as part of the Annual Budget of the City of Modesto for Fiscal Year 2021-22, and
WHEREAS, classification studies are conducted to ensure that a classification system is equitable and consistent within an organization and that positions are correctly classified, and
WHEREAS, per Personnel Administrative Order 2.2-87-12, a classification study may be conducted in response to a reclassification request, to develop/revise a classification specification, or to assist in a reorganization, and WHEREAS, classification studies were conducted by Human Resources to determine appropriate classifications, and
WHEREAS, position changes will be effective the first day of the pay period upon adoption, unless otherwise noted.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Modesto that it hereby approves amending the Position Allocation and the Fiscal Year 2021-22 Operating Budget for various departments as follows:
1. Allocate four (4) Police Cadet I/II positions in the Park Ranger Program Division (19225) of the Modesto Police Department.
The foregoing resolution was adopted at a regular meeting of the Council of the City of Modesto held on the 25th day of January 2022, by Councilmember _______, who moved #16..
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its adoption, which motion being duly seconded by Councilmember _______, was upon roll call carried and the resolution adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ATTEST:
DANA SANCHEZ, Interim City Clerk
(SEAL)
APPROVED AS TO FORM:
By: ___________________________________
JOSE M. SANCHEZ, City Attorney
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ORDINANCE NO. _____
ORDINANCE AMENDING SECTION 1-2.10 OF TITLE 1, “GENERAL
PROVISIONS,” CHAPTER 2, “PENALTY PROVISIONS,” OF THE MODESTO
MUNICIPAL CODE, RELATING TO ISSUANCE OF CITATIONS BY
DESIGNATED EMPLOYEES, TO INCLUDE PARK RANGERS AND POLICE CADET II’S
WHEREAS, the City of Modesto operates and maintains 76 parks within the city park system for the community to enjoy and recreate in; and WHEREAS, for many years, community complaints, departmental reports, and police calls for service have identified consistent issues in city parks, open spaces, and trails within the city to include the following: vandalism, illegal camping and trespassing, drug use, dogs off leashes and failure to clean up after dogs, damage to natural habitat and delayed enforcement response times; and WHEREAS, the City of Modesto strives to be an inviting and safe community with thriving neighborhoods. Ensuring city parks, open spaces, and trails are safe and attractive place for our citizens to enjoy helps achieve this vision; and
WHEREAS, to help achieve a sustained presence in our city parks, trails, and open spaces, the Modesto Police Department recommends implementing an eighteen (18) month Park Ranger pilot program; and
WHEREAS, the program would utilize four (4) full time cadets who would be assigned as Park Rangers for the duration of the pilot program; and WHEREAS, the enforcement authority of the Park Rangers would be limited to the issuance of citations for violations of state law or any violation of the City of Modesto Municipal Code.
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WHEREAS, to provide this authority, the Modesto Police Department requests amending MMC 1-2.10- Issuance of Citations by Designated Employees, to allow the positions of police cadet II and park ranger to issue citations.
NOW THEREFORE, the City Council of the City of Modesto does ordain as follows:
SECTION 1. AMENDMENTS:
Title 1, “General Provisions,” Chapter 2, “Penalty Provisions,” Section 1-2.10 of the City’s Municipal Code is hereby amended to read as follows:
1-2.10 - Issuance of Citations by Designated Employees.
Pursuant to the provisions of Penal Code Section 836.5, the code enforcement staff of the Neighborhood Preservation Unit of the Community Development Department and the Animal Licensing Officers, Park Rangers, and Police Cadet II’s of the Modesto Police Department are authorized to arrest a person without a warrant whenever such employee has reasonable cause to believe that the person to be arrested had committed, in the employee's presence, a misdemeanor or infraction violation of an ordinance which he or she has the discretionary duty to enforce; and to issue a notice to appear; and release such person on his or her written promise to appear in court, pursuant to California Penal Code Sections 853.5 through 853.6a. Employees so designated shall not be deemed to be peace officers.
SECTION 3. SEVERABILITY
If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are severable. This City Council declares that it would have adopted this ordinance irrespective of the invalidity of any particular portion thereof and intends that the invalid portions should be severed and the balance of the Ordinance be enforced.
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SECTION 4. CALIFORNIA ENVIRONMENTAL QUALITY ACT (“CEQA”) The City Council hereby finds that the adoption of this Ordinance is exempt from CEQA pursuant to CEQA Guidelines section 15061(b)(3) of the State CEQA Guidelines.
Specifically, this Ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment because it does not authorize the construction of any new structures or other physical changes to the environment.
SECTION 5. EFFECTIVE DATE
This Ordinance shall go into effect and be in full force and operation from and after thirty (30) days after its final passage and adoption.
SECTION 6. PUBLICATION
At least two (2) days prior to its final adoption, copies of this Ordinance shall be posted in at least three (3) prominent and distinct locations in the City; and a notice shall be published once in The Modesto Bee, the official newspaper of the City of Modesto, setting forth the title of this ordinance, the date of its introduction and the places where this Ordinance is posted.
The foregoing Ordinance was introduced at a regular meeting of the Council of the City of Modesto held on the ___ day of January 2022, by Councilmember _____________, who moved its introduction and passage to print, which motion being duly seconded by Councilmember ______________, was upon roll call carried and ordered printed and published by the following vote:
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AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ABSTAIN: Councilmembers:
APPROVED: ______________________________
SUE ZWAHLEN, Mayor
ATTEST:
By: _________________________________
DANA SANCHEZ, Interim City Clerk
(SEAL)
APPROVED AS TO FORM:
By: _________________________________
JOSE M. SANCHEZ, City Attorney
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FINAL ADOPTION CLAUSE
The foregoing ordinance, having been published as required by the Charter of the City of Modesto, and coming on for final consideration at the regular meeting of the Council of the City of Modesto held on the ____day of January, 2022, Councilmember ______________moved its final adoption, which motion being duly seconded by Councilmember ________________, was upon roll call carried and the ordinance adopted by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
APPROVED: ________________________
SUE ZWAHLEN, MAYOR
ATTEST: ____________________________
DANA SANCHEZ, Interim City Clerk
Effective Date: _________________, 2022
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MODESTO MUNICIPAL CODE
TITLE 1 – GENERAL PROVISIONS; CHAPTER 2- PENALTY PROVISIONS 1-2.10 - Issuance of Citations by Designated Employees.
Pursuant to the provisions of Penal Code Section 836.5, the code enforcement staff of the Neighborhood Preservation Unit of the Community Development Department and the Animal Licensing Officers, Park Rangers, and Police Cadet II’s of the Modesto Police Department are authorized to arrest a person without a warrant whenever such employee has reasonable cause to believe that the person to be arrested had committed, in the employee's presence, a misdemeanor or infraction violation of an ordinance which he or she has the discretionary duty to enforce; and to issue a notice to appear; and release such person on his or her written promise to appear in court, pursuant to California Penal Code Sections 853.5 through 853.6a. Employees so designated shall not be deemed to be peace officers. (Added by Ord. 2854-C.S., § 1, amended by Ord. 2858-C.S., and Ord. 3126-C.S., § 1, effective 5-27-99) #16..
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OFFICE OF THE CITY CLERK
NOTICE OF SPECIAL MEETING
Please take notice that a special Closed Session meeting of the Council of the City of Modesto has been called pursuant to Section 2-1.02 of the Modesto Municipal Code to be convened on
TUESDAY, JANUARY 25, 2022, at 4:15 P.M.
and after the regularly scheduled meeting via Zoom.
Any and all of the following agenda items are subject to action being taken by the Modesto City Council.
The business to be considered at said City Council meeting shall consist of a Closed Session concerning the following:
CLOSED SESSION
CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Two Cases (Pursuant to Section 54956.9(d)(1) of the Government Code) Name of Case: Stephanie Lopez v. City of Modesto, et al.
Superior Court of California, County of Stanislaus
Stanislaus County Case No.: CV-21-00925
Peltier v. City of Modesto
Superior Court of California, County of Stanislaus
Stanislaus County Case No. 2022652
CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCEA Negotiator: Christina Alger
Employee Organization: Modesto City Employees Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCMA Negotiator: Christina Alger
Employee Organization: Modesto Confidential & Management Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MPOA Negotiator: Christina Alger
Employee Organization: Modesto Police Officers’ Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MPNSA Negotiator: Christina Alger
Employee Organization: Modesto Police Non-Sworn Association #17..
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CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) –MPMA Negotiator: Christina Alger
Employee Organization: Modesto Police Management Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCFFA Negotiator: Christina Alger
Employee Organization: Modesto City Firefighters Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – Unrepresented Negotiator: Christina Alger
Employee Organization: Unrepresented Management and Confidential Employees January 21, 2022 BY ORDER OF THE CHAIR
/S
Dana Sanchez, Interim City Clerk
Posted pursuant to Government Code Section 54956 on the bulletin board at Tenth Street Place on at by
date time signature
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TO: THE CLERK OF THE CITY OF MODESTO
RE: CLOSED SESSION
Pursuant to Section 2-1.02 of the Modesto Municipal Code, you are hereby authorized and empowered to call a special Closed Session meeting of the Council of the City of Modesto to be convened on
TUESDAY, JANUARY 25, 2022, at 4:45 P.M.
and after the regularly scheduled meeting via Zoom.
Any and all of the following agenda items are subject to action being taken by the Modesto City Council.
The business to be considered at said City Council meeting shall consist of a Closed Session concerning the following:
CLOSED SESSION
CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Two Cases (Pursuant to Section 54956.9(d)(1) of the Government Code) Name of Case: Stephanie Lopez v. City of Modesto, et al.
Superior Court of California, County of Stanislaus
Stanislaus County Case No.: CV-21-00925
Peltier v. City of Modesto
Superior Court of California, County of Stanislaus
Stanislaus County Case No. 2022652
CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCEA Negotiator: Christina Alger
Employee Organization: Modesto City Employees Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCMA Negotiator: Christina Alger
Employee Organization: Modesto Confidential & Management Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MPOA Negotiator: Christina Alger
Employee Organization: Modesto Police Officers’ Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MPNSA Negotiator: Christina Alger
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Employee Organization: Modesto Police Non-Sworn Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) –MPMA Negotiator: Christina Alger
Employee Organization: Modesto Police Management Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – MCFFA Negotiator: Christina Alger
Employee Organization: Modesto City Firefighters Association CONFERENCE WITH LABOR NEGOTIATOR:
(Pursuant to Section 54957.6 of the Government Code) – Unrepresented Negotiator: Christina Alger
Employee Organization: Unrepresented Management and Confidential Employees January 21, 2022 BY ORDER OF THE CHAIR
/S
__________________________
SUE ZWAHLEN, Mayor
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