City Manager's Performance Goals

The City Manager’s Office is established under the City Charter.  Specifically, the City Manager’s Office executes Council direction; provides strategic leadership and implements policy; provides oversight to all City departments; develops and recommends alternatives to address current and future community needs; ensures the City’s financial integrity; provides information on City government to residents; ensures that City services are provided equitably and cost-effectively; and provides oversight for the development of the City budget.  

The City Manager’s Office also ensures that information is effectively communicated to the public, City staff, elected officials, the media and residents.  

The following is a list of my goals as city manager for review.  As always, I welcome your feedback and suggestions.

Adopted by City Council: October 23, 2018

Fiscal Sustainability

Description
Status
Develop a Financial Policy that reflect strategies that address pension costs, Deferred Maintenance and continues to meet Government Finance Officer Association (GFOA) standards.


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Each fiscal year, prepare a balanced budget. The budget should be performance based and include department goals and objectives.

UPDATE 4/19/19: The Fiscal Year 2019/2020 budget is currently being developed.  Stay tuned for a draft of the overall city and departmental budgets, which will be presented at the City Council workshops (open to the public) during the week of April 29, 2019.
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Assess and recommend PERS strategies for long-term fiscal sustainability for city operations.


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Economic Development

DescriptionStatus
Develop strategies and a comprehensive plan for funding and construction of transportation related projects that consider the multiple funding options.


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Finalize the current General Plan Amendment and begin process for Comprehensive General Plan Update.

UPDATE 4/19/19: The General Plan Amendment was adopted by the City Council on March 5, 2019.  The Comprehensive General Plan Update will commence in 2019, and staff is currently drafting a plan that will identify the action items, budget, and overall timeline for major milestones and completion.  
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Improve ease of doing business with City government by exploring strategies that streamline city operations.


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Work with our Downtown partners to establish a vision for a vibrant Downtown.

UPDATE 4/19/19: A Request for Proposals for qualified firms to develop the Downtown Master Plan went out on November 9, 2018.  A firm has been identified to perform the study, and this agreement will go before the City Council's Finance Committee on April 22, 2019.  
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Develop a comprehensive Economic Development Strategy that captures the efforts of our community partners that drives growth in the region.


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Organizational Excellence

DescriptionStatus
Develop a new Strategic Plan that will guide staff toward Council priorities, with intentional goal- setting, benchmarks, and performance metrics.

UPDATE 4/19/19: A series of public town hall meetings have been conducted to receive resident feedback on the Strategic Plan; one final town hall meeting is scheduled for April 25, 2019.  Feedback received at these town halls will be combined with the feedback received through the recent Community Survey and will inform the final Strategic Plan.
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Develop a Succession Plan that will identify future leaders of the organization.

 
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Conduct a Community Survey to assess how the citizens  view our City government.

UPDATE 4/19/19: The 2019 Community Survey closed on February 15, 2019.  Nearly 700 responses were received from the public, and a report of the feedback received will be available on the city website soon.
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Build an internal framework of standards and processes intended to engage and motivate employees.

Update 4/19/19: A new Employee Engagement Committee was formed in June 2018.  This committee has representatives from each city department, and assists the City Manager's office with internal communication.  
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Public Safety

DescriptionStatus
Continue exploring data driven tools including predictive policing, community-based policing, and ensure high-quality neighborhood engagement.


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Explore with our community partners a regional Fire service model.


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Continue to partner with the County on Focus on Prevention and to implement the Community Assessment, Response, & Engagement (CARE) program and develop strategies in coordination with other governmental agencies and other sectors of the community to address ongoing issues with the homeless population.


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Status Legend

Status: CompleteStatus: Stalled or StoppedStatus: DelayedStatus: On Track
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