CC 2020-04-14_11d Draft Strategic Plan
MEMORANDUM
TO: CITY COUNCIL
FROM: JAMES A. BERGMAN, CITY MANAGER
SUBJECT: SUBMITTAL OF A DRAFT STRATEGIC PLAN
DATE: APRIL 14, 2020
SUMMARY OF ACTION:
Receive the Draft 2020 Strategic Plan for the City of Arroyo Grande from the City Council
Ad Hoc Committee as directed by the City Council.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There are no financial impacts from receiving the Draft 2020 Strategic Plan for the City of
Arroyo Grande.
RECOMMENDATION:
It is recommended the City Council: 1) Receive the Draft 2020 Strategic Plan from the
established Council Ad Hoc Committee; and 2) Discuss and provide direction related to
the recommendation for a process to review, adopt, and report on the Strategic Plan.
BACKGROUND:
At the City Council meeting of February 11, 2020, after considering the establishment of
a City Council Ad Hoc Committee, Council Member Paulding moved to approve a 30 day
ad hoc committee consisting of Council Members Paulding and George to refine the
strategic plan and include measurements, consider uses for SB1090 mitigation funds,
and consider options for community outreach and to present back to Council. Council
Member Barneich seconded, and the motion passed unanimously.
ANALYSIS OF ISSUES:
This Draft Strategic Plan was created by an Ad Hoc Committee of the City Council
(Council Members Paulding and George) with assistance from key City staff (James
Bergman, City Manager; Bill Robeson, Public Works Director; and Whitney McDonald,
Community Development Director). This committee worked to develop a document that
reflects the most critical strategic needs of the community, based upon the experience of
the committee members and their long interactions with the community. It is the intent of
Item 11.d. - Page 1
CITY COUNCIL
SUBMITTAL OF A DRAFT STRATEGIC PLAN
APRIL 14, 2020
PAGE 2
this document to serve as a solid foundation to begin larger conversations, modifications,
and consideration by all three groups critical to its success – the People, the Council, and
City staff.
The development of this Draft Strategic Plan started prior to the COVID-19 pandemic.
Current City COVID-19 operations continue to provide core and essential services, but
the strategic challenges identified in this document prior to the pandemic will still exist
after normal life returns to our community. The financial impacts from COVID-19 to City
revenues and the community in general, although not yet ascertainable, will at least be
significant and will make addressing strategic community needs that much more difficult.
To the community’s benefit, core aspects of this plan involve economic development
efforts to increase economic opportunities throughout the community and can be used as
a critical component to position our community for the quickest possible recovery from
the economic effects of COVID-19 and to assist in developing upcoming FY 2020-21
budget priorities.
The Ad Hoc Committee suggests the following process for future consideration of this
document.
RECOMMENDATIONS FOR PROCESS TO
REVIEW, ADOPT, AND REPORT ON STRATEGIC PLAN
1. April 14 - Submit Draft Strategic Plan to City Council for initial review and
comment.
2. April 28 - Return to City Council after a two week review period for a discussion
to gain initial feedback from the community and Council.
3. By May 30 - Conduct a series of community workshops to introduce and refine
the Strategic Plan.
a. Due to COVID-19 constraints, include at least one Zoom workshop with
electronic polling and written comment process.
b. During non-COVID-19 times, include in-person community workshops.
4. By June 4 - Refine Strategic Plan based on input from the public.
5. By June 9 – Consideration of adoption of the plan by City Council or the
adoption selected “Priority 1” items to be incorporated into the FY 2020-21
Budget.
6. Staff to return with implementation plan during budget development consistent
with attached form, including performance metrics.
7. Review and report on Strategic Plan status annually.
ALTERNATIVES:
1. Receive the Draft 2020 Strategic Plan and provide direction related to the
recommendation for a process to review, adopt, and report on the Strategic Plan.
2. Do not receive the Draft 2020 Strategic Plan and provide direction to staff.
3. Provide other direction to staff.
Item 11.d. - Page 2
CITY COUNCIL
SUBMITTAL OF A DRAFT STRATEGIC PLAN
APRIL 14, 2020
PAGE 3
ADVANTAGES:
Submitting a Draft Strategic Plan to the Council provides an opportunity to keep the
development of an important City policy document moving forward. This document can
be useful to the Council and the community during upcoming budget discussions.
DISADVANTAGES:
The COVID-19 pandemic has required a shift to virtual meetings and will make gathering
community input more difficult.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. Draft Strategic Plan
2. Draft Strategic Plan Strategies – Milestones Form
3. Draft Asset Map Concept
Item 11.d. - Page 3
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DRAFT 2020 STRATEGIC PLAN FOR THE CITY OF ARROYO GRANDE
1.Introduction to the Ad-Hoc Draft of a Strategic Plan
April 8, 2020
There are three critical groups in any California city – the People, the City Council, and the
professional staff of public servants. The City organization exists because the People desire it and
continue to see the value of the benefits created from its organizational efforts. The Council are
the democratically elected representatives of the People and serve the critical role of listening to
the Public, considering community needs and resources, and deciding on the official policy of the
City to best ensure the public health, safety, and the general welfare of all. Lastly, the team of
professional public servants advise the Council as subject matter experts to best technically
achieve the adopted policies of the City.
A City performs at its best when all three groups work together openly and create a strong team
unified by common needs and vision. This statement and its concepts also hold true for the
success of any City Strategic Plan.
This Draft Strategic Plan was created by an Ad Hoc Committee approved by the City Council
(Council Members Paulding and George) with the assistance of key City staff (City Manager;
Public Works Director; and Community Development Director). This committee worked to
develop a document that reflects the most critical strategic needs of the community, based upon
the experience of the committee members, our current roles, and our long interactions with the
People. It is the intent of this document to serve as a solid foundation to begin larger
conversations, modifications, and consideration by all three groups critical to its success – the
People, the Council, and City staff.
ATTACHMENT 1
Item 11.d. - Page 4)
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The development of this Draft Strategic Plan started prior to the COVID-19 pandemic. Current
City COVID-19 operations continue to provide core and essential services, but the strategic
challenges identified in this document prior to the pandemic will still exist after normal life
returns to our community. The financial impacts from COVID-19 to City revenues and the
community in general, although not yet knowable, will at least be significant and will make
addressing strategic community needs that much more difficult. To the community’s benefit,
core aspects of this plan involve economic development efforts to increase economic
opportunities throughout the community and can be used as a critical component to position our
community for the quickest possible recovery from the economic effects of COVID-19 and to
assist in developing upcoming FY 2020-21 budget priorities.
The ad hoc committee suggests the following process for consideration of this document.
RECOMMENDATIONS FOR PROCESS TO
REVIEW, ADOPT, AND REPORT ON STRATEGIC PLAN
1. April 14 - Submit Draft Strategic Plan to City Council for initial review and comment.
2. April 28 - Return to City Council after a two week review period for a discussion to
gain initial feedback from the community and Council.
3. By May 30 - Conduct a series of community workshops to introduce and refine the
Strategic Plan.
a. Due to COVID-19 constraints, include at least one Zoom workshop with electronic
polling and written comment process.
b. During non-COVID-19 times, include in-person community workshops.
4. By June 4 - Refine Strategic Plan based on input from the public.
5. By June 9 – Consideration of adoption of the plan by City Council or the adoption
selected “Priority 1” items to be incorporated into the FY 2020-21 Budget.
6. Staff to return with implementation plan during budget development consistent with
attached form, including performance metrics.
7. Review and report on Strategic Plan status annually.
Item 11.d. - Page 5)
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2. Foundational Statements and References
Ad Hoc Committee’s Note: In order to assure that the committee was working from a comprehensive
community position, we reviewed fundamental City policy documents, including the General Plan, and
utilized other information derived from broad outreach efforts in order to obtain community input. We felt
it helpful to list specific values that resonated loudest with the committee to provide insight into the
development of this plan. The committee identified the lack of a vision statement and provided language
as a starting point for the larger discussion.
OUR MISSION
The mission of the organization is to make Arroyo Grande the best place possible for everyone
who lives, works, and visits Arroyo Grande.
OUR VISION
Ensure a fiscally sustainable city while preserving an excellent quality of life for our residents and
our community.
OUR VALUES
Derived from 2001 General Plan
An authentic “small town, rural character” community where residents and visitors can find
relaxation, comfort and charm.
A “sustainable” community, where resources are conserved facilitating the continuity of
historical legacies into a desirable future for following generations as well as the present one.
A community of “engaged citizens” who know that well planned and supported public services
and amenities are the foundation of a high quality of life.
A community that is supported by “professional public employees” who are dedicated to
supporting the highest ideals of public service.
RECOMMENDED ADDITIONAL VALUES
Derived from Voter Survey
On January 28, 2020, the Arroyo Grande City Council received and discussed the results of the
statistically valid and comprehensive Voter Opinion Survey undertaken in November 2019. All
five members of the Council agreed that addressing these community-identified high priorities
should be a top focus for the City.
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The survey identified the following as the most important changes the City could make to
improve the quality of life in Arroyo Grande.
1-A: Improving streets, roads, and infrastructure
1-B: Limiting growth/development and preserving the small-town feel
1-C: Providing affordable housing
1-D: Reducing traffic congestion
When presented with a list of 12 services that could be funded by a future sales tax measure,
voters were most interested in the following.
2-A: Maintaining local streets and repairing potholes
2-B: Maintaining and repairing public buildings/infrastructure, including sidewalks, curbs, flood
prevention infrastructure and storm drains
2-C: Maintaining parks and recreation facilities
2-D: Provide fire protection and emergency medical response services
The following values are indicated below in order to reflect the aforementioned community-
identified priorities:
A community that is more “secure” in essential public resources and infrastructure such as
water, sewer, housing, and transportation.
A better “balanced” economy that offers a diversity of employment opportunities in agriculture,
retail, service, professional and other industries, and which supports family-managed and other
small businesses.
A more “affordable” community where people who work locally can also afford to live and
integrate their professional and personal/family roles, within a range of choices in housing type
suitable for varied lifestyles and stages in life.
Item 11.d. - Page 7)
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3. Priority Ranking Recommendations
The committee developed the following priority system and has made priority recommendations
for each objective identified herein*:
PRIORITY 1: The target timeline for completion or significant progress on key interim milestones
on the work elements identified herein is within the next 3 to 6-month period.
Alternative Priority 1: Attempt to prioritize department work program in the upcoming FY 2020-
21 City Budget.
PRIORITY 2: The target timeline for completion or significant progress on key interim milestones
on the work elements identified herein is within the next 6 to 12-month period.
Alternative Priority 2: Work when opportunity or capacity arises but not at the detriment of
existing public services or higher Strategic Plan priorities. Attempt to prioritize department
work programs in the upcoming FY 2021-22 City Budget.
PRIORITY 3: The target timeline for completion or significant progress on key interim milestones
on the work elements identified herein is within the next 12 to 24-month period.
Alternative Priority 3: Work when opportunity or capacity arises but not at the detriment of
existing public services or higher Strategic Plan priorities. Attempt to prioritize department work
programs in the FY 2022-23 City Budget.
PRIORITY 4: The target timeline for completion or significant progress on key interim milestones
on the work elements identified herein is long-term, within the next 5-10 year time period.
*These priorities are intended to coincide with budget priorities. Specifically, strategic priorities
within the next 2 years should be reflected in the next 2-year budget.
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4. STRATEGIC PLAN PRIORITIES*
I. ECONOMIC DEVELOPMENT
II. HOUSING PRODUCTION
III. INFRASTRUCTURE/CIRCULATION
IV. LEADERSHIP AND GOVERNANCE
V. PUBLIC SAFETY AND SERVICES
VI. WATER SECURITY
*Listed in alphabetical order; not in order of priority.
I. ECONOMIC DEVELOPMENT
GOALS
A. ECONOMIC RECOVERY. The financial impacts from COVID-19 to City revenues and the
community in general, although not yet knowable, will at least be significant. To the
community’s benefit, core aspects of this plan involve efforts to increase economic
opportunities throughout the community and can be used as a critical component for a
immediate recovery from the economic impacts of COVID-19 and to assist in developing
upcoming FY 2020-21 budget priorities.
B. OPPORTUNITIES. An ongoing and comprehensive effort shall be implemented aimed at
job creation, business retention and expansion, and new business development.
C. HEAD OF HOUSEHOLD JOBS. While City revenue shall be an important goal of economic
development efforts, equally important shall be an emphasis on attracting businesses
that provide head of household jobs, meeting the needs of the community, maintaining
the character of the community, and enhancing overall quality of life.
D. TOURISM. The City shall target efforts to develop visitor-serving businesses in the
community, including support for existing businesses impacted by COVID-19.
OBJECTIVES
OBJECTIVE ED-1: PRIORITY 1
Identify Potential Uses for SB 1090 Mitigation Funds.
a. Confirm with legal counsel allowable uses for SB 1090 Funds.
b. Explore potential uses of a portion of the funds to assist in economic recovery and future
growth following COVID-19 crisis.
c. For opportunity sites within the City, consider funding studies similar to the East Grand
Avenue Master Plan Demographic and Market Analysis; Land and Economic Strategy
Updated June 2019 Prepared By Kosmont.
d. Consider developing a community grant program for small business owners that meet
certain head-of-household job creating criteria and considering impacts of COVID-19.
Item 11.d. - Page 9)
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e. Consider funding cost effective consultant resources to increase staff capacity to
implement economic development efforts.
f. Collaborate with local and regional partners to identify target industries, regional
opportunities, and local capacities.
OBJECTIVE ED-2: PRIORITY 1
Sales Tax Measure. This work element is high priority because the November 2020 election is
fast approaching and a number of items have to be completed in order to develop such a measure
to be placed on the November 2020 ballot, and because it is consistent with community-
identified priorities (1-A), (1-D), and (2-A-B-C-D).
OBJECTIVE ED-3: PRIORITY 1
Cannabis. Consider placing a measure on the November 2020 ballot to allow the City to tax
cannabis activities in the event that the City determines to permit cannabis activities within the
City in the future. This work element is a priority because of its potential to bring revenue to the
City and because of the fast-approaching deadlines for additions to the November 2020 ballot.
OBJECTIVE ED-4: PRIORITY 2
Develop Assets Map. Develop and refine opportunity sites map of the City in an effort to convert
opportunities into assets, including an evaluation of key infrastructure improvements and
planning and zoning amendments necessary to enable development of opportunity sites (see
attached draft opportunity sites map). This work element is a high priority because it will
encourage economic development within the City.
OBJECTIVE ED-5: PRIORITY 2
Branch Street Hotel. This work element is high priority because sale of property will allow
purchase of Camp Arroyo Grande, which will facilitate historic resource protection, create new
amenities for residents, provide estimated revenues of $600,000 in annual hotel tax to General
Fund, and support tourism efforts.
[Note: The COVID-19 pandemic has created significant short-term volatility in hotel development
activities. The Committee recommends this effort as Priority 2 during the COVID-19 pandemic but
to increase its prioritization when development conditions change during recovery.]
OBJECTIVE ED-6: PRIORITY 2
Camp Arroyo Grande. This work element is high priority due to its ability to provide additional
recreational and historic preservation opportunities within the City, and because it is consistent
with community-identified priority (2-C).
OBJECTIVE ED-7: PRIORITY 4
South County Regional Center. This work element is high priority because the County-owned
regional center property is not efficiently utilized and could be the home to many needed
community facilities such as an expanded library and playground, shared space for non-profits,
County and City Offices, conference facility, and Cuesta College Satellite uses, and is consistent
with community-identified priority (2-C).
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II. HOUSING PRODUCTION
GOALS
A. HOUSING ELEMENT. The City shall supply housing units that are both consistent with the
community’s vision and meets regional and statewide housing requirements as identified
in the new housing element.
B. REGIONAL HOUSING. The City shall collaborate with all levels of government, the
construction industry, lending institutions and non-profit organizations to develop
effective strategies and efforts that will produce housing units for all income levels.
C. STREAMLINE PROCESSES. The City shall seek to streamline the development permit
approval process of housing projects where appropriate, always ensuring that customer-
service remains a top priority.
OBJECTIVE
OBJECTIVE HP-1: PRIORITY 1
Housing Element Update. This work element is a high priority based on deadlines imposed by
the State of California, and because it is consistent with community-identified priority (1-C).
OBJECTIVE HP-2: PRIORITY 1
Accessory Dwelling Unit Ordinance. This work element is high priority based on new mandated
requirements and deadlines imposed by the State of California, and because it is consistent with
community-identified priority (1-C).
OBJECTIVE HP-3: PRIORITY 2
New Housing Concepts Research. The City shall conduct research, in partnership with other local
agencies, and publicly study new housing concepts such as tiny homes, pre-approved floor plans,
form-based codes, and other streamlining tools that are being explored in other jurisdictions.
This work element is a high priority because of the current housing crisis and its link to economic
development (1-C).
OBJECTIVE HP-4: PRIORITY 2
East Grand Avenue Master Plan. This work element is a high priority based on its potential to
provide more revenue and housing opportunities for and within the City, the fact that planning
by outside consultants is in progress and needs to be brought to completion, and because it is
consistent with community-identified priorities (1-C) and (1-D).
OBJECTIVE HP-5: PRIORITY 3
Fredericks Property. This work element is high priority because of its potential to bring jobs,
housing, and revenue opportunities to the City, and is consistent with community-identified
priority (1-C).
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OBJECTIVE HP-6: PRIORITY 3
Review and Update Vacation Rental Ordinance. The City shall conduct research and public study
to understand impacts, both positive and negative, of vacation rentals as they relate to economic
development and housing goals. This work element is high priority because of the current
housing crisis and its link to economic development.
III. INFRASTRUCTURE/CIRCULATION
GOALS
A. INFRASTRUCTURE
a. The City shall seek to establish proactive maintenance to minimize deferred
maintenance as a priority when possible and to avoid future costly repairs.
b. Strategies and funding sources shall be developed to implement the City’s master
plans that have been created for each area of the City’s infrastructure.
c. Improvements to the City’s infrastructure shall be planned to meet the demands
of the community’s future and to avoid unfairly passing on financial burdens to
future generations.
d. Infrastructure improvements shall be planned and prioritized to prevent hazards
and ensure safety.
B. TRANSPORTATION
a. Complete the Circulation Element update currently underway to ensure proper
planning of circulation improvements within the City and appropriate
contributions from development projects.
b. Transportation improvements shall be planned on a proactive basis to ensure
infrastructure is in place to accommodate the impacts of growth and development
consistent with the City’s General Plan.
c. Connectivity shall be emphasized in ongoing City planning.
d. Improvements shall be planned to facilitate and balance multi-modal
transportation, including motor vehicle, pedestrian, bicycle and transit.
e. Federal and State grant funding shall be pursued for infrastructure improvements
to maximize leverage of City funding.
OBJECTIVES
OBJECTIVE IFC-1: PRIORITY 1
Sales Tax Measure. This work element is high priority because the November 2020 election is
fast approaching and a number of items have to be completed in order to develop such a measure
to be placed on the November 2020 ballot, and because it is consistent with community-
identified priorities (1-A), (1-D), and (2-A-B-C-D).
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OBJECTIVE IFC-2: PRIORITY 1
Pavement Management Plan. This work element is high priority because it is consistent with
community-identified priorities (1-A) and (2-B).
OBJECTIVE IFC-3: PRIORITY 2
Circulation Element Update. This work element is high priority due to various State of California
deadlines (e.g., must adopt CEQA Traffic Impact Analysis Guidelines by July 1, 2020), its
interrelationships with other General Plan element updates and policy decisions-making
processes, and because it is consistent with community-identified priorities (1-A), (1-D), (2-A),
and (2-B).
IV. LEADERSHIP AND GOVERNANCE
GOALS
A. FISCAL STABILITY. Policies shall be established consistent with the City’s long-range
financial plan to ensure long-term fiscal stability and the ability to meet future needs.
B. IMPROVED TRANSPARENCY, CUSTOMER SERVICE, AND OPERATIONS. The public trust is
a key component of a successful and effective local government. The public trust can be
increased by diligent and consistent discussion and application of best practices in all
levels of the organization.
C. VALUABLE RESOURCE. City staff is one of our most valuable resources. Employee career
growth, capacity, competitiveness, and safety (including enhanced security measures)
must be evaluated and maintained.
OBJECTIVES
OBJECTIVE LG-1: PRIORITY 1
Long-term Liabilities. This work element is a high priority and liabilities shall be funded on an on-
going basis or adjusted to ensure they can be funded.
OBJECTIVE LG-2: PRIORITY 1
Building Trust Through Transparency. Improve quality of life and quality of services by
connecting data, technology, and people. Strengthening our community by using technology to
increase citizen engagement and user experience, increase cyber security, and maximize GIS
(Geographic Information System) data.
OBJECTIVE LG-3: PRIORITY 1
Comprehensive Annual Reporting. This work element is a high priority and an annual financial
report shall be prepared on an ongoing basis.
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OBJECTIVE LG-4: PRIORITY 2
Evaluate Capacity to Achieve Desired Results. Evaluate staffing capacity levels and adjust
accordingly to meet the demands of services being provided to the community. This is a high
priority because highly skilled and dedicated public employees are a vital component of
delivering the services and assets the public desires. City staffing levels were reduced significantly
during the 2008 great recession and have never returned to full staffing levels.
OBJECTIVE LG-5: PRIORITY 2
Maximize Public Participation in the Implementation of Strategic Plan. During implementation
of objectives stated in the Strategic Plan, increase public participation where appropriate.
OBJECTIVE LG-6: PRIORITY 2
Annual State of the City Event. Hold an annual “state of the city” day event where each City
department has an informational booth and where community partner and service organizations
are also invited to attend. This objective is a high priority because it will bring community
together for a stronger and more informed city.
V. PUBLIC SAFETY AND SERVICES
GOALS
A. CUSTOMER SERVICE
a. The City shall maintain current service levels in the short term while growing
capacity to provide newly identified services, infrastructure, and community
needs.
b. The City shall Improve customer service where needed.
B. PUBLIC SAFETY. Cooperation with neighboring jurisdictions shall be pursued to increase
effectiveness of service and efficiency of cost of public safety services.
C. FACILITIES
a. City facilities shall be maintained and improved to meet both current and future
projected need in order to provide services in an effective manner.
b. In planning improvements to City facilities, the City shall balance the need to
provide facilities in a cost-efficient manner, while ensuring design is consistent
with the character of the community.
c. A “life cycle” approach shall be utilized for planning, building, maintaining, and
funding City facilities to ensure that maintenance costs are minimized, and
facilities are constructed in the most cost-efficient manner over the life of the
facility.
D. RECREATION. The City shall be committed to providing recreational services,
opportunities and facilities for all sectors of the community.
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E. TECHNOLOGY
a. Technology shall be utilized to increase customer service and efficiency. However,
it shall be managed in a way to ensure appropriate resources exist to maintain
data and systems on an ongoing basis.
b. Online and cablecasting resources shall be utilized to enhance communication,
information, and interaction with the public.
OBJECTIVES
OBJECTIVE PSS-1: PRIORITY 1
Customer Service. This ongoing work element has been identified by staff as a top priority for all
departments.
a. Community Development Department: Improve construction review services by
streamlining processing, increasing communication with applicants, implementing
submittal checklists, and decreasing response time.
b. Public Works: Maintaining high level of service and response with available staff
resources. Department is currently at minimum staffing limit. It is the Department’s
goal to increase staffing in conjunction with expanded City prioritized projects.
c. Parks and Recreation: Invest in supporting the development of the City’s population
by meeting recreation demands of youth sports, recreation, and activity programs.
d. City Hall: Evaluate and implement efficiencies and increased convenience for
customers at City Hall through technology.
OBJECTIVE PSS-2: PRIORITY 1
Implementation of the Five Cities Fire Authority (FCFA) Strategic Plan. This work element is a
high priority given the outcome of Measure A Oceano Fire Response Funding. Evaluating and
executing an efficient, affordable, and fair partnership without compromising effective service
delivery.
OBJECTIVE PSS-3: PRIORITY 1
Implementation of the Police Department Strategic Plan. Continue supporting and
implementing the Police Department’s Strategic Plan to ensure the ongoing delivery of effective
public safety services. This work element is a high priority because police services are essential
to a safe and secure community.
OBJECTIVE PSS-4: PRIORITY 1
Replacement Recreation Center. Plan, fund, and construct a replacement Recreation Center in
order to ensure the ability to deliver ongoing, high-quality recreation services to the community.
This work element is a high priority because the existing Recreation Center is at the end of its
operational life, and because it is consistent with community-identified priority (2-C).
OBJECTIVE PSS-5: PRIORITY 2
Community Programs (e.g., Citizens Academy, Emergency Response Team, Community
Satisfaction Surveys). Implement citizens academy, emergency response team, and regular
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community satisfaction surveys. This work element is high priority because of its potential to
provide educational, training, and outreach opportunities in the public safety arena, and because
it is consistent with community-identified priority (2-D).
OBJECTIVE PSS-6: PRIORITY 3
Soto Sports Complex Master Plan. This work element is high priority based on the fact that the
master plan is currently in progress, and because it is consistent with community-identified
priority (2-C).
VI. WATER SECURITY
GOALS
A. SECURE WATER. The City shall seek to securing adequate water supplies to meet current
and future demands and changing weather patterns.
OBJECTIVES
OBJECTIVE WS-1: PRIORITY 1
Central Coast Blue Recycled Water Project. This work element is high priority based on current
grant deadlines, its relationship to water rate increases, and the immediate need to refine and
adopt a memorandum of agreement (MOA) with regional partner agencies.
[Note: The COVID-19 pandemic has created significant financial stress for water system uses. The
Committee recommends this effort as Priority 1 during the COVID-19 pandemic but to complete
work that doesn’t require consideration of rate increases or commitment of funding until
conditions change during recovery.]
OBJECTIVE WS-2: PRIORITY 1
Continued Community Water Conservation Education and Practices. This work element is and
will continue to be an ongoing City effort as conservation of our most valuable resource and an
immediate need.
Attachments:
#1 – Proposed Form to Establish and Track Performance Metrics (Implementation Plan)
#2 – Draft Opportunity Sites Map
Item 11.d. - Page 16)
Draft Strategic Plan Strategies – Milestones Form
Objective Measure Priority
#
Target Completed by
FY 2019-2020
Completed by
FY 2020-2021
Completed by
FY 2021-2022
Completed by
FY 2022-2023
ED-1 SB 1090 Funds 1 2020 50% 100%
ED-2 Sales Tax Measure 1 2020 50% 100%
ATTACHMENT 2
Item 11.d. - Page 17
Draft Asset Map Concept
ATTACHMENT 3
Item 11.d. - Page 18