So how well is the City of Manteca doing in working toward accomplishing goals elected leaders adopted for the current fiscal year that ends on June 30?
Department heads will make progress reports to the City Council during Thursday’s 1:30 p.m. mid-year budget review that also serves as a precursor to budget operations for the upcoming 2016-17 fiscal year that starts July 1. The council will meet at the Civic Center, 1001 W. Center St.
The goals the council adopted include:
Maintain a safe community in which to live and work.
That includes increasing public safety staffing including the gang unit, school resource officers and patrol for police and fully staffing the Lathrop Road fire station and increasing staffing for new stations planned at Woodward Avenue and Atherton Drive and in southwest Manteca.
Also on the list was a new police department within the next two to five years as well as building the next two fire stations plus replace a fire engine in the next two to five years at a cost of $500,000.
Among the goals was continuing to support positive youth initiatives that publicize gang awareness education for parents and youth as well as enhancing preventative maintenance program for public safety technology
Establish/maintain a sound economic base.
Topping the list is completing the Great Wolf Lodge project and completing planning for a family entertainment zone as well as developing a marketing plan emphasizing Manteca as a destination point and a location that provides a competitive edge.
Among the goals is developing a vibrant downtown that includes evaluating one-way streets and limits on uses in the core area, hiring an Assistant City Manager who can act as Economic Development Specialist, exploring the concept of hiring a Retail Recruiter and sharing the cost with downtown concerns, developing programs for retention/expansion of existing businesses, developing a comprehensive service plan to better serve city customers, and consider use of proceeds from RDA property sales for economic development programs.
Maintain fiscal stability to support and maintain vital city services.
This goal includes balancing the budget without eroding infrastructure and preserving essential services, establishing a 25% General Fund Reserve policy/goal, and establishing a pension reserve policy/goal while addressing CalPERS rate increases in pension and health care.
The city also was tasked with securing transition funding of seven public safety positions from Public Safety Endowment Fund to the General Fund, providing adequate resources to support defined City services and levels of service, obtaining new employee bargaining unit contracts, conduct an employee compensation survey, maintain a quality City workforce, putting in place succession planning/cross training, developing procedures manuals, pension reform, and increasing staffing levels where possible (particularly Police, Fire and Community Development), lobby at State and Federal level to protect local revenues, evaluate entitlement fees to increase cost recovery, update the city’s purchasing policy, and reinstating Internal Service Fund contributions.
Provide a well-maintained, balanced and aesthetically pleasing community.
The goals included updating zoning ordinance/design standards, completing the Parks and Recreation Master Plan, increasing the number of higher wage jobs, balancing types of job-related development such as attraction of distribution vs. manufacturing jobs, developing a 10-year plan to include needs for infrastructure, public safety, health care and education, and exploring the concept of wayfaring horns at railroad crossings throughout the City.
Enhance conservation/green technology programs.
This goal covers building a cogeneration plant, developing a green energy program of wind and solar on City property, adopting a Reclaimed Water Master Plan, evaluating redirecting water discharged to the San Joaquin River for landscape maintenance and other related options, using the Hays Road property as Countywide land bank, revisiting landscape standards with an eye on water conservation, evaluating stricter water conservation practices including the possibility of requiring reduced water usage by 20 percent or some other goal, and implementing a paperless agenda system.
Maintain and improve City infrastructure.
The goals include completing Pavement Management Program, completing Public Facilities & Infrastructure Plan fees regarding the (transportation element), putting in place a reclaimed Water Master Plan, completing Urban Water Management Plan, analyzing development impact fees, evaluating and expanding the water supply, using treated wastewater, preparing an Alley Master Plan (evaluate retaining/repairing vs. eliminating), outlining future landfill options for solid waste, adopting a Parks and Recreation Master Plan, completing infrastructure in and around the family entertainment zone, continuing sidewalk/street ADA inventory, adding maintenance staffing needed for new and expanded infrastructure, and opening up communications with Union Pacific Railroad to add an overpass or underpass for a grade separation.
Plan for expansion of City facilities.
The goals include the next phase of wastewater treatment plant expansion, a new hall for the Veterans of Foreign Wars, evaluating development impact fees to ensure sufficient funding for project delivery, constructing the last phase of Council Chambers ADA compliance project (ADA accessible restrooms’ and building a dog park.