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
|Develop a Financial Policy that reflect strategies that address pension costs, Deferred Maintenance and continues to meet Government Finance Officer Association (GFOA) standards.|
|Each fiscal year, prepare a balanced budget. The budget should be performance based and include department goals and objectives.|
|Assess and recommend PERS strategies for long-term fiscal sustainability for city operations.|
|Develop strategies and a comprehensive plan for funding and construction of transportation related projects that consider the multiple funding options.|
|Finalize the current General Plan Amendment and begin process for Comprehensive General Plan Update.|
UPDATE: The General Plan Amendment was reviewed at a joint study session of the City Council and Planning Commission on December 17, 2018.
|Improve ease of doing business with City government by exploring strategies that streamline city operations.|
|Work with our Downtown partners to establish a vision for a vibrant Downtown.|
UPDATE: A Request for Proposals for qualified firms to develop the Downtown Master Plan went out on November 9, 2018. The due date was December 14, 2018, and 11 are now being reviewed.
|Develop a comprehensive Economic Development Strategy that captures the efforts of our community partners that drives growth in the region.|
|Develop a new Strategic Plan that will guide staff toward Council priorities, with intentional goal- setting, benchmarks, and performance metrics.|
UPDATE: A group was brought in to provide technical assistance in guiding the staff, council, and community through the Strategic Plan process. This process is underway, and community stakeholder and public outreach is being planned.
|Develop a Succession Plan that will identify future leaders of the organization.|
|Conduct a Community Survey to assess how the citizens view our City government.|
UPDATE: The 2019 Community Survey is now live and can be accessed by clicking here. The survey will remain open through February 15, 2019.
|Build an internal framework of standards and processes intended to engage and motivate employees.|
|Continue exploring data driven tools including predictive policing, community-based policing, and ensure high-quality neighborhood engagement.|
|Explore with our community partners a regional Fire service model.|
|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.|
|Status: Complete||Status: Stalled or Stopped||Status: Delayed||Status: On Track|