Listing priorities for Modesto's future
Complete a realistic general plan
focused on new business development.
Promote new/expanding business through targeted incentive packages (sales tax sharing, business park infrastructure)
Offer free wi-fi downtown (Initiate pilot program)
Develop a research park
Explore public /private partnerships
Create a fun downtown with condos and family-oriented attractions
Implement Downtown Hospitality Assessment Recommendations (Parking review, 10th Street art & beautification, 12th Street traffic flow and street scape analysis)
Add an interactive family restaurant (i.e. Dave & Buster’s) to Centre Plaza or downtown)
Expand Grogan Park to a regional park sports complex
Develop a tourist attraction around Grogan Park (I-fly, rock climbing, aquatics, zip line across Tuolumne River Regional Park) through city & private partnerships)
Market and sell high-quality wastewater and leverage recycled wastewater for economic development or lower rates Benchmark other cities for successful economic development efforts
Increase water and wastewater capacity (For economic development readiness)
Explore annexation of North McHenry in 2013
Continue exploring Salida annexation and create plan B to include in general plan
Hire Economic Development position to focus on promotion, retention, and expansion
Create a downtown landscape and lighting district
By 2020 build Triple A downtown ballpark
Create comprehensive marketing program to attract new businesses
Create a Centre Plaza success plan (naming rights, review and analyze policies, procedures and business plan)
Explore property tax distribution
Plan, fund and install infrastructure in key commercial/business parks
Increase collaborations with neighborhoods for safety
Explore security guard patrol efforts in parks, neighborhoods and business centers
Reinforce community-oriented policing by using area commands, area police resource officers, accountability and intelligence-led policing
Develop partnerships with private business to install cameras
Develop a structured volunteer program for citizens on patrol/monitoring of cameras
Benchmark other cities for successes on reducing crime and gangs
Partner with MJC, private industry and regional training center
Increase focus on gang prevention and intervention
Consider a half-cent public safety sales tax in 2013 to fund public safety, technology and neighborhood collaboration efforts
Use other resources to aid police officers (volunteers, technology)
Begin discussions around fire consolidation with adjoining agencies by 2014
Analyze public/private partnerships for hazardous materials, confined space and technical rescue
Enhance level of service with EMS/paramedics with ambulance service providers by November 2013
Consider a fire district overlay (explore long-term revenue alternatives via an assessment district)
Consider instituting penalties for households harboring gang members
Increase collaborations with neighborhoods for safety and neighborhood improvement/cleanup activities
Create total citizen engagement program (formalize neighborhood associations, council district forums & councils, interactive maps & kiosks, grants and events)
Enhance code enforcement activities (increase penalties, prevent blight, address graffiti, illegal activities, dumping, and deterioration)
Liaison/staff appointed to work with city/school leadership (have joint meetings with school board)
Engage youth by providing opportunities for work experience, mentoring, after-school programs.
Support Boys & Girls Club for Modesto
Encourage volunteers to clean up their own neighborhood by providing the resources (trash bins, bags, tools)
Support enrichment activities (embrace art, dance, music, culture, fitness, nutrition, sports at parks and park facilities)
Create a day center for homeless through public/private partnerships
Involve youth in improving our community
Implement programs to address the gang culture in schools
Collaborate with the school districts to have students clean up parks near their schools
Downtown passenger rail station for ACE train/Bay Area commuters (Plans & specifications 2015; construction 2016; Operational 2018)
Develop standards and partner with schools for non-potable water system.
Establish air service to Los Angeles.
Lengthen Modesto airport runway
Increase bike paths, bike lanes and implement additional programs that support a bike-friendly city environment.
Analyze outlying water systems.
Develop a new MID water franchise agreement (securing long-term rights to discharge to MID system)
Increase regional positioning and actively
enhance relationships with the California Transportation Commission.
Conduct a Measure M ballot process in 2015 for all county islands.
Consider becoming a regional transportation self-help County (all modes of transportation, air, passenger rail, vehicle, pedestrians, bikes)
Establish greater communication channels with council (provide monthly reports regarding major citywide committees, performance)
Enhance customer service through survey results/benchmarks.
Revamp city committees for greater focus and effectiveness
Evaluate effective use of TV/broadcast channels
Increase use of social media
Establish information technology governance board (to review return on investment, process buy-in, long-range planning, oversight)
Integrate enhanced technology solutions and seek to make best use of technological platforms (electric car plug-ins)
Improve teamwork and communication at executive level
Enhance communication and marketing of city services
Explore regional fuel station (using alternative fuels; partner with Air Quality District)
Collaborate and analyze methane fuel cell
Integrate selected audit report recommendations into strategic plan
Re-evaluate Transient Occupancy Tax use/distribution (evaluate and compare to other cities; concentrate on return)