Dinuba city was founded in the year 1888 and incorporated in the year 1906. The city is located in the northwestern side of Tulare County. It is also situated in the heart of San Joaquin Valley, which is very rich in agriculture. Its form of government is the council manager mode of operation and it was given the charter of a fully-fledged city in June of 1994. Subject to the review of municipal service, the following services are provided by the city: collection of sanitary sewer, public safety, transportation and domestic water. On the other hand, utility companies that are privately owned provide the services of distribution and power generation.
Dinuba prides itself in the maintenance of small town values and traditions in addition to its promotion of economic development aimed towards the community’s betterment. The close location of the city enables easy access to the rest of the county and the western market area. This facilitates overnight delivery of freight to south bay and San Francisco communities. Dinuba has a dedication towards prosperity and growth of the community realized through its commitment to community development and growth, as well as incentive provision for local entrepreneurs and businesses. Incentives aimed towards the promotion of economic activities are provided through sites immediate access, industrial and commercial permits, and relocation assistance among others. Dinuba is surrounded by incorporated cities, which include Woodlake in the southeast, Kingsburg in the west, Visalia in the south, Orange Cove in the northeast, and Reedley in the northwest. Small sized communities that surround Dinuba comprise of Orosi, Culter and Delft Colony.
Major industries in Dinuba are concentrated in agriculture production and food processing. Moreover, major opportunities for economic growth consist of a combination of small scale and large scale industrial developments. Large scale industrial development occurs in agricultural fertilizers and chemicals, as well as some packaging material production and food processing industries. Furthermore, distribution and wholesale centers may also provide opportunity for a large scale development. Opportunities for light and small scale industries are represented the rest business sectors that are growing.
Data on historical census postulates that Dinuba had a population of 12,743 people in 1990, whereas in 2000 the population was 16,844 people. In addition, as at January of 2005, the population was projected at 19,297 people. The observed trend is an indicator that the average growth rate of Dinuba’s population is approximately 2.8 percent. Consequently, drawing from the trend of historical population annual growth rate of 2.8 percent, Dinuba’s projected population by 2025 and 2030 will be 33,524 and 38,487 respectively. These projections are slightly higher than those contained in the general plan update of Dinuba city which are 30,297 and 33,516 for the two stated years respectively.
Future growth for the city is planned through the implementation of standards and policies outlined in the general plan elements. This general plan is a guide for the attainment of long term goals of Dinuba. These objectives are within the overall service area and accommodate growth of population up to the year 2020.
A policy base and an excellent foundation are provided by Dinuba’s general plan, so as to offer guidance for the future growth in the city. In the next place, future planning for growth is also carried out through the implementation and preparation of master plans and specific plans. In 1992, the city adopted the Specific Plan of Southwest Dinuba and currently the Northeast’s part of the city specific plan is under preparation. Furthermore, systems of public infrastructure comprising of sewer, storm drains and water are also master planned by the city. On the other hand, an urban boundaries element is contained in the general plan of Dinuba, which outlines the development policy within the municipal fringe. For instance, urban development can only take place within the integrated city limits according to the plans adopted but which are subject to some exceptions.
As part of its general plan, Dinuba adopted a 10 year urban development boundary based upon its capability to the factor in new growth. The adoption of an urban development boundary that is tiered is a motivator of orderly development by way of discouraging the occurrence of leap frog development.
Dinuba’s program for capital investment is excellent planning and foundation tools that help the orderly development of the community in municipal facilities acquisition, and the assurance of future service needs are met. The physical developments of Dinuba to goals, as well as the expression of decisions in terms of citizen advisory groups, hearings and city staff are tied in the capital investment program. Over twenty sources of revenue are identified by the program from which project funding takes place. In addition, a comprehensive description of each source of revenue as well as the allocation of resources is provided.
Domestic water is a major asset of the city obtained from seven groundwater wells with an approximate production efficiency of 7600 gallons per minute. City staff records indicate that the water system has an average demand of about 4.2million gallons per day, whereas an estimated 7.3million gallon per day is demanded daily. The water system has a maximum capacity of 11.0 million gallons per day, indicating the operation of the water system is at 65 percent of its capacity. A total of 4575 connections are supported by Dinuba’s water system comprising of 434 commercial, 4137 residential, and 4 industrial connections. The conservation of water is promoted by metering of all connections to Dinuba’s water system. Indications by the city staff show an adoption of water conservation ordinance, but recently it has not been necessary for the imposition of restrictions. Thus, a recommendation has been made for the city to consider the posting of the ordinance on its website for the potential increase of public participation as well as the promotion of water conservation. Dinuba’s program for capital investment ensures the continued provision of water supply that is adequate to its growing community over the next decade. There is an excellent approach to implementing and planning the improvement of water systems. This is demonstrated by Dinuba’s aggressive search for external grant and loan funding as well as the assurance of allocation of adequate funds towards
On the other hand, Dinuba’s drainage system discharges the storm runoff onto the irrigation ditches whose operation by the Alta District of irrigation. There are limitations towards discharge established by way of an agreement between the District and the city. In the next place, the city council of Dinuba repairs streets carries out public transit system upgrades as far as its transportation related assets are concerned.
The capital investment program continued provision of transportation infrastructure for efficient movement of goods and people. Moreover, various agencies have been contracted by the city of Dinuba, so as to provide the best emergency services that can be thought of to the community through the agreements of mutual aid. In addition, the department of police provides many citizen programs, so as to ensure that they actively participate in efforts aimed towards public safety in the community. The citizen volunteer patrol comprises of a civic minded group of people interested in working towards the achievement of a better community. These volunteers undergo eight session training in police operations in the volunteer academy. Upon completion of sufficient training, the volunteers are tagged along for patrols, delivery of district attorney paperwork, funeral escorts, among others. The tasks undertaken by these volunteers free up patrol officers and investigators, thus improving direct service provision to the community. Generally, the programs comprise of community volunteers dedicated towards the attainment of a safer community. Moreover, a private carrier has been contracted by the city of Dinuba to offer the picking up of solid waste within the limits of the city.
For the collaboration of efforts aimed towards public safety, Dinuba has established interagency cooperation, for instance, automatic agreements on mutual aid with the Sheriff’s department, the Hazardous Response team as well as the fire department. Dinuba has worked in collaboration with the Resource Management Agency and the County Association of governments on issues to do with regional planning consisting of solid waste and transportation. Furthermore, plans are under way for the construction of a recharge basin for groundwater in conjunction with Alta Irrigation District.
An approximate of 50 acres will be dedicated by this project to recharge and drainage facilities. In addition, Alta Irrigation District has an ongoing partnership with Dinuba for the coordination of issues related to storm water runoff. The existing agreements between the two, as to the amount of runoff discharge into ditches and streams, have achieved efficiency in cost savings.
Dinuba city is confronted by the new economy reality, whereby the flow of wealth will be curtailed by speculation. Thus, excellence will be expected of the local government, so as to perform its basic activities aimed at spurring the increase of income and community wealth. The slow recovery of the economy, coupled with the crumbling of California’s Redevelopment Agencies, led to the elimination of most of the city’s options. Dinuba has been budgeting unsustainably in the hope that the economy would turn triggering the growth of revenues. A structural deficit has been in place for a number of years causing expenses to grow faster in comparison to revenues.
Dinuba is facing financial and economic challenges that need meaningful and real changes to the mode of business conduct in the city. Thus, the citizens of Dinuba must be provided with services they are willing to purchase as well as value. Thus, for this to be achieved, a constantly working internal culture to eliminate waste and produce value is needed. However, such a change in culture does not happen solely without committing some resources towards its realization. Thus, the provision of resources must be in a manner that ensures a lean culture. Lean is used to means one that the achievement of continuous improvement in the work place through waste elimination.
Hence Dinuba’s projects and processes must be managed in productive and safe ways, and provide services and goods that meet the value of public expectations. This is reflected in their capacity to pay the cost of services and goods. The quality of life in Dinuba is affected by noise levels in the city. Significant noise levels in the community emanate from roadways and railroad. High noise levels resulting from these activities and others can create irritation and stress. The noise element addresses the economic, physiological and psychological noise effects. This is done by the provision of effective strategies aimed towards excessive noise reduction and limitation of the community’s exposure to sources of loud noise.
In conclusion, community development can be promoted through the sharing of insurance premiums amongst all departments in Dinuba hence leading to the avoidance of any unnecessary costs. This has been necessitated by the increasing workers compensation, other liabilities and insurance resulting to high insurance premiums. Thus, the city must explore opportunities aimed towards the implementation of methods, so as to keep the insurance costs within a reasonable range as well as sharing of insurance coverage amongst practices that are joined.
Moreover, implementation of general and master plan infrastructure also enables Dinuba to avoid unnecessary costs. This will assist in the elimination of duplicative or overlapping services. In addition, documents for master planning can also offer alternatives for sound funding for implementation purposes, as well as growth planning in the surroundings and within Dinuba. Moreover, regular updating of the city’s prevailing spheres of influence and urban development boundaries is also necessary for development to be realized. This will assist in the identification of any future planned infrastructural impacts on the infrastructure currently in place, and mitigations aimed towards the alleviation of such impacts. In the next place, a program constituting a development impact fee should be put in place, so as to aid in the offsetting of the Dinuba’s financial responsibility to maintain and install the necessary infrastructure for serving new developments. On the other hand, cost effectiveness and revenue-raising opportunities can be increased by incorporating the use of tracking services, assessment districts and interest on reserves, which will enable the emphasis of practices for performance measurement.
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