Frank Alvarez

This document outlines strategic goals for a Finance Department, presented during budget workshops. The primary objectives are to achieve long-term financial sustainability through effective debt and investment portfolio management and ensuring tax revenue compliance. It also aims to promote trust and engagement with the community by enhancing customer service through new utility billing software and facilitating local vendor participation in competitive bids. Furthermore, it seeks to build a high-performance organization by pursuing professional awards such as GFOA and NPI, and developing leadership in key fiscal policies and procedures.

This strategic plan for the Modesto Police Department (MPD) aims to enhance community safety and quality of life through several initiatives, including traffic safety enhancements, leveraging technology as a force multiplier, implementing alternative response strategies, and strengthening neighborhood-based policing via an expanded Area Command Model. It also focuses on promoting trust, engagement, and transparency through community partnerships, youth engagement, and a balanced public safety approach. Furthermore, the plan seeks to build a high-performance organization by investing in recruitment, training, and retention of diverse, high-quality personnel.

The City of Modesto's Proposed Deferred Maintenance Plan addresses over $137.8 Million in accumulated maintenance needs across its facilities and systems. The plan categorizes these needs by system type and funding source, utilizing Gordian's VFA Facility Condition Assessment Software for a ranking strategy that prioritizes life safety, maintenance, building code, regulatory, accessibility, and life cycle requirements. An initial implementation phase, funded by $1M from the FY 2024-25 Measure H Spending Plan, will target critical projects while excluding John Thurman Field and Modesto Centre Plaza. The overarching strategy includes developing a comprehensive 5-Year Deferred Maintenance Plan to be presented to the Council in FY 2027-28, initiating its full funding and implementation process.

The Office of Performance Management and Budget (OPMB) outlines its strategic direction through three primary goals. The plan aims to achieve long-term financial sustainability by refining the two-year budget process and prioritizing the Capital Improvement Program. It also seeks to promote community trust and engagement through a Budget Community Engagement Plan and the continued development of the Open Data Platform. Finally, the plan focuses on building a high-performance organization by implementing internal dashboards and a Project Management Division Project Board.

This document presents an overview of the Information Technology Department, including its organizational structure, staffing, and financial performance. It outlines a strategic plan with three primary goals: achieving long-term financial sustainability through system consolidation and process automation, promoting trust and community engagement via enhanced citizen services and transparency, and building a high-performance organization by improving data quality, decision-making tools, and workforce capabilities. Key objectives include reducing duplicate systems by 10% through FY 26-27, optimizing workflows, increasing citizen access to services, and implementing a citywide data quality program with 95% accuracy.