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Oct 23

My Performance Goals as City Manager

Posted on October 23, 2018 at 3:11 PM by Thomas Reeves

At tonight's City Council Meeting, the full council will formally adopt the last remaining component of the contract that I've accepted as Modesto's City Manager. In full transparency, I wanted to ensure the public has the ability to review my goals, and so in addition to posting them as part of the blog, my team is also developing a place on our city's website for you to see the status of each goal.  

My contract with the City requires that not later than August 31, 2018, I must develop a list of goals to attain as City Manager. On August 14, 2018, those goals were originally presented and discussed with the Mayor and Members of the City Council. Subsequent meetings were held, and a sub-committee of Council members Ah You and Grewal was created to finalize the goals. Those proposed goals appear below, but it should be noted that many of the goals will take more than one year to attain.

Certainly the goals and activities stated below do not attempt to represent the full range of issues and challenges any City Manager faces on a daily basis; rather, they are priorities as endorsed by myself and the Mayor and City Council. Unexpected issues always arise, and at the direction of Council, I will address those issues. As a result, there is an implied sense of flexibility given the dynamics of our large city. Also, if new substantive projects are added, this will have an impact on my priorities. 

I have proposed that the Council request a formal update on these goals at least every six months for a discussion of strategies, activities, and progress.

The Role of City Manager
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.

Here are the goals, as submitted to the City Council:

Fiscal Sustainability
  1. Develop a Financial Policy that reflect strategies that address pension costs, Deferred Maintenance and continues to meet Government Finance Officer Association (GFOA) standards
  2. Each fiscal year, prepare a balanced budget. The budget should be performance based and include department goals and objectives
  3. Assess and recommend PERS strategies for long-term fiscal sustainability for city operations
Economic Development
  1. Develop strategies and a comprehensive plan for funding and construction of transportation related projects that consider the multiple funding options 
  2. Finalize the current General Plan Amendment and begin process for Comprehensive General Plan Update
  3. Improve ease of doing business with City government by exploring strategies that streamline city operations
  4. Work with our Downtown partners to establish a vision for a vibrant Downtown
  5. Develop a comprehensive Economic Development Strategy that captures the efforts of our community partners that drives growth in the region.
Organizational Excellence
  1. Develop a new Strategic Plan that will guide staff toward Council priorities, with intentional goal- setting, benchmarks, and performance metrics 
  2. Develop a Succession Plan that will identify future leaders of the organization
  3. Conduct a Community Survey to assess how the citizens  view our City government
  4. Build an internal framework of standards and processes intended to engage and motivate employees
Public Safety
  1. Continue exploring data driven tools including predictive policing, community-based policing, and ensure high-quality neighborhood engagement
  2. Explore with our community partners a regional Fire service model
  3. 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