HomeMy WebLinkAboutItem 01 - Presentation_City Council Goal SettingCity Council Goal Setting Shaping Santa Ana’s FutureJanuary 23, 20261
AgendaPurpose of Workshop – City ManagerDelivering on Promises Made – City ManagerFiscal Overview – Assistant City Manager DownsPositive Impacts of Local Sales Tax – Assistant City Manager DownsBudget Process Recommendations – Assistant City Manager DownsFiscal ObligationsCity Property Use Agreements – Assistant City Manager ThaiPublic Safety – Assistant City Manager ThaiLegal Liabilities – Assistant City Manager DownsRecess for 30-minute lunchDevelopment & Revenue Growth Opportunities – Assistant City Manager ThaiStrategic Plan Update – Assistant City Managers Downs & ThaiNext Steps – City Manager2
Purpose of Workshop3
Five-Year Strategic PlanSAMC 2-157(a) City strategic plan—Creation and public hearings1.Not later than the end of fiscal year 2013/14 and at least every five (5) years thereafter, the city manager shall prepare and submit to the city council a strategic plan setting forth the city's mission, core values, five (5) year goals, detailed measurable objectives and key performance measures. Prior to submitting the strategic plan to the city council, the city manager will conduct a public meeting to review a draft of the plan with the public and receive input from the public regarding the plan.2.Each fiscal year the city manager will conduct a public meeting to present the city's five (5) year strategic plan to the community. The purpose of the meeting will be to review the city's progress in achieving its plan and goals with the community and to gain public input on any issues related to the city's five (5) year strategic plan.4
2021-2025 Strategic PrioritiesPriority ResultsFinancial Stability Balanced budgets every year, AA credit rating, reserve intact and growingCommunity Safety Increased unhoused response, reduced crime, community policing efforts, Transit Zoning CodeModern Facilities & InfrastructureTotal capital spending $516.6 million over 5 years primarily for water, sewer, roadways, parks, and libraryEfficient City Services PBx express permits and expedited entitlements, customer friendly systems (permitting, dog license, business license, payments), Cultura, increased public communications, initiated update of zoning codeEconomic Diversification & ExpansionReduced unhoused by 19%, improved Zoo and many park facilities, current and future property tax increases from MainPlace Mall expansion, Related Bristol and The Village 5
Delivering on Promises Made6
Process & Economic DevelopmentStreamlined City Council meetings – agenda organization and preparationPolice Oversight Commission – Director, Ordinance, BylawsIncreased engagement with state and federal lobbyistsSame Day Express Permit ProgramRelated Bristol and Village ApprovalsMore City Highlights & Achievements CommunicationsVietnamese Business ForumLittle Saigon Collaboration7
Quality of Life & CultureDelegated Maintenance Agreements with CalTrans & Union PacificNew, Restored & Preserved MuralsEnhanced Sister City RelationshipQuality of Life training to 40 Police SergeantsExpanded QOLT StaffingEast First Street Drug Den AbatementsAnti-Camping OrdinanceU-Visa Process StreamliningTransit Zoning Code Update8
Parks, Libraries & Other Infrastructure9Done Coming Soon Coming Soon•Centennial improvements (restrooms, lights, lake)•Santa Anita renovations•Restrooms at many parks•Delhi Park Lights•Delhi Library Branch and Jerome Park Outdoor Library•Bristol & Edinger Parking Lot improvements•Neighborhood Safety Streetlights•Communication Kiosks•Bus Shelter Replacements (February 2026)•Santa Anita Pool & Community Center (March 2026)•Newhope Library Renovation (March 2026)•Centennial Dog Park & More Lighting (March & July 2026)•Standard & McFadden Roadway Improvements (June 2026)•Portola Splash Pad (July 2026)•South Coast Metro Street Improvements (July 2026)•Memorial Park Aquatics (September 2026)•Left-Turn Signal at MacArthur & Flower (September 2026)•Main Library Renovation (October 2026)•Bristol Street Phase 3 (May 2026) & Phase 4 (November 2026)•Cypress Fire Station Improvements (November 2026)
The Roadmap ForwardOur Shared ValuesCommunity Well-Being, Inclusion, Collaboration, Competence, Professionalism, Accountability, and InnovationCouncil Leads the DirectionMakes policy and decides how to allocate resources to servicesThe Operational RealityPublic demand for service can stretch us too thin to adequately address our shared valuesUnfunded mandates, such as housing increases without money for the supportive infrastructureHow We Need to Move ForwardCommit to the full fiscal impact of decisions – maintenance, long-term replacement, staffing multipliers for facility/support/managementCommit to prioritization10
Fiscal Overview11
How Does the City Compare?Tax Base Comparison & Service Levels12City Population Property Assessed ValuationPropertyTax ShareGeneralProperty Tax per capitaBradley-BurnsSales Tax per capitaLocal Sales Tax per capitaHotel Tax per capitaOther General Revenueper capitaTotal General Revenueper capitaMedian IncomeAnaheim 344,561 $67.3 billion10.9% $308.80 $312.89 $0$718.55$294.53$1,634.77$36,541Irvine 318,683$119.1billion3.2%$317.14 $317.95 $0 $60.60 $325.80 $1,021.49$62,149Santa Ana 316,184$37.4 billion18.9%$327.19$197.09$264.41$30.07 $296.84 $1,115.60$28,966City Public Safety per capitaCommunity Services (includes Parks & Rec) per capitaGeneral Government per capitaOther (debt interest,planning & building) per capitaTotal GeneralSpending per capitaGeneral Spending Ratioto General RevenueAnaheim $844.85 $121.09 $86.47 $153.12 $1,205.53 74%Irvine $365.58 $110.13 $142.09 $(3.58) $614.22 60%Santa Ana $654.18 $52.78 $109.02 $96.82 $912.8082%Figures based on June 30, 2024 audited financial statementsConclusion: Santa Ana low AV offset by high property tax share, local sales tax helps mitigate other low taxesConclusion: Santa Ana spends more general revenue on services (less on capital projects)
2025 General Fund Ten-Year Outlook13
Future Revenue From New Development14At Build-Out Related Bristol Village Santa AnaNew Revenue $10,012,605 $4,968,100Increased Costs of Service $(2,121,576) $(2,634,500)Net General Fund Impact at Build-Out $7,891,029 $2,333,600Expected Build-Out Year 2036 2045
Measure X Trend Since Inception15 - 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 Q22019 Q32019 Q42019 Q12020 Q22020 Q32020 Q42020 Q12021 Q22021 Q32021 Q42021 Q12022 Q22022 Q32022 Q42022 Q12023 Q22023 Q32023 Q42023 Q12024 Q22024 Q32024 Q42024 Q12025 Q22025 Q32025MX by Quarter - Since Inception
Measure X Trend Last 12 Quarters16
Cannabis Trends – Taxable Sales17By County By City Data obtained from the California Department of Tax and Finance (CDTFA) website data portal
Impacts of Employee IncreasesFY25-26 $3.3 million over budget can be absorbed by staff vacancies. FY26-27 $8.6 million over outlook cannot be absorbed.Loss of staff = Loss of service18Bargaining Group FY25-26 4% Increase BudgetedFY25-26 Increase Actual or AuthorityFY25-26 Over BudgetFY26-27 Outlook based on 2.6% CPIFY26-27 Increase Actual or AuthorityFY26-27 Over OutlookAverage Total Compensation per employeeFY26-27 Equivalent positions (rounded up)PMA $199,573 $433,177 $233,604 $189,245 $747,801 $558,556 $316,463 2SAMA $599,327 $1,038,163 $438,836 $505,196 $1,867,342 $1,362,146 $213,523 7CASA $289,702 $532,210 $242,508 $258,902 $939,769 $680,867 $127,664 6SEIU FT (5%, assume 4%, health, safety shoes, parental leave)$2,356,262 $4,530,157 $2,173,895 $2,153,326 $7,914,808 $5,761,482 $125,386 46SEIU PT (assume 3%, 3%)$0 $254,967 $254,967 $242,308 $517,583 $275,275 $18,698 15Totals $3,444,864 $6,788,674$3,343,810 $3,348,977 $11,987,303$8,638,326 76
FY26-27 Budget OutlookThe City’s Ten-Year Outlook indicated an $8.5 million deficit in Fiscal Year 26-27.In addition…Labor negotiations o5% in FY25-26 and 4% in FY26-27 vs. Outlook 4% and 2.6% (based on CA DOF forecasted CPI). oHigher increases = increased cost for FY26-27Updated CalPERS Actuarial Valuation oreceived August 2025 orequires $2.2 million additional contribution for FY26-27Outlook assumes $4.2 million sales tax increase, current forecast is a $0.9 million increase OCTA indicated our total contribution for Streetcar may be $2 million ($1 million in the Outlook)OCFA wants to add $2.5 million for a dedicated 24/7 paramedic unitBottom Line: Potential FY26-27 starting deficit: $20 million (4.8%)19
What Does $20 million Look Like?Potential $20 Million Scenario7% cuts to every department (can’t touch $120.5 million of contracts for Fire & EMS, Debt and Museum)Low of $72,329 for City CouncilHigh of $11,309,493 for Police DepartmentOther Budget Balancing ToolsIncrease event usage at Community Centers & StadiumImprove Cost Recovery Strategies20
Positive Impacts of Local Sales Tax (Measure X)21
Services Added With Local Sales Tax (1 of 2)22
Services Added With Local Sales Tax (2 of 2)23
24FY18-19 FY25-26 Incr # Incr %City Manager 10 16 6 60%City Attorney 15 23 8 53%City Clerk 5 7 2 40%Human Resources 25 32 7 28%Finance 67 72 5 7%Library 25 39 14 56%PRCSA 48 66 18 38%Police 584 665 81 14%Planning & Building 67 102 35 52%Public Works 202 326 124 61%Community Development 46 83 37 80%Information Technology 21 24 3 14%Totals1,115 1,455 340 30%Funded Full-Time PositionsIncreased Staffing to Improve Services
Before & After Local Sales Tax25Before Local Sales Tax Today2018 recurring operating deficit of $11.7 millionCuredCosts increasing faster than tax base Local sales tax has paid for increases to Fire & EMS contractsLow level of park maintenance & security Cleaner and safer parksLarge unhoused encampments and limited responseDedicated Quality of Life Teams including Police and Public Works with regular clean-up and response, dedicated outreach resourcesIllegal gaming establishments and cannabis storesAdditional Code Enforcement has worked with Police and City Attorney to eradicateVery little General Fund money going to right-of-way maintenanceNearly $9 million recurring money for streets, medians, streetlights, sidewalks & alleysPent up administrative demands Additional staffing to address 87% increase in Public Records requests, faster payroll processing, faster recruiting, software system upgradesPent up service demands Faster permit counter service, arts programs, legal support for undocumented, expanded recreation and library programs, faster graffiti removal, faster/increased public safety investigations, more public communications
Polling ResultsPollster has a doctorate in statistics, has served over 120 jurisdictions in California, and has a high success rate with ballot measures passing623 surveys completed: +/- 3.9% at 95% confidence levelQuality of Life (50% Excellent or Good, 35% Fair), Overall Satisfaction with City (13% Very, 48% Fairly)Open-Ended desired changes - top 3: address unhoused issues, improve public safety, improve infrastructure/roadsInitial ballot test: 64% definitely or probably yesAfter positive arguments, re-test was 67%After negative arguments, re-test was 63%Testing alternative 20-year extension and alternative 1.25% rate had negligible impact within the margin of errorConclusion: even with margin for error and negative arguments, support is at least 59% with 95% confidence (ballot measure requires a simple majority)Timing: November 2026 ballot to ride the expected mid-term blue wave. If measure fails, we have 3 years to reduce service levels and the option for a 2028 ballot measureNext steps: Full report to Council in February, public information, PAC campaign, Council action for ballot measure by August26
FY26-27 Budget Process Recommendations27
Spending PrioritiesMust-Have – Mandates required by law, MOU’s, covenants, public safety, land use regulations. Examples: records management, procurement practices, debt complianceShould-Have – Core services, protect City resources, protect City from liability. Examples: street and sidewalk maintenance, software servicesNice-to-Have – Not required, but enhances quality of life. Examples: newsletters, mentoring programs, recreation and library programs, City eventsRecommend Budget Discussion focus on Nice-to-Have and Should-Have28
Finance as ExampleMust-Have Should-Have Nice to Have •Treasury support for revenue receipts and banking•Minimum level of revenue and tax collections•Vendor invoice processing•Payroll processing and reporting to comply with law and MOU’s•Purchasing requirements necessary to comply with restricted funding•General ledger accounting and financial reporting required by law and restricted funding•Budget preparation to comply with City Charter•Debt management to comply with debt covenants•Support Measure X Oversight Committee to comply with ballot measure•Proactive revenue and tax collection support to maximize receipts•Auditing and account analysis•Ability to invest idle funds in compliance with state law•Dedicated software systems to support functionality•Long-term financial planning•Mail and copy room services•Budget public communications•Award-winning financial documents29
Public Works as Example30Must-Have Should-Have Nice to Have •Development Services (plan check)•Traffic Engineering•NPDES•Roadway Maintenance (streets, sidewalks, signals, lights)•Fleet Services•Water Production•Water Quality•City Yard•Water & Sewer CIP•Environmental Health & Safety•Sanitation•Street Trees•Facility Maintenance•Park Maintenance•SARTC Operations•Planning & Development•Unhoused Impact Response•Community Engagement•Median Landscaping•Street Sweeping•Graffiti Removal•ROW Cleaning•Bulky Item Service
Recommended CIP Budgeting PracticesSpending over the last five years has included a high percentage of quality of life projects – Spending for the next five years should focus on projects that reduce liability, protect existing assets, and generate revenueFull fiscal impact, including maintenance and replacementMore scrutiny for funding with difficult restrictions (strings attached that we cannot afford)Projects based on master plans and professional evaluation, not individual requestsContinue maximum 10% contingency and commitment to completion timeline31
Fiscal Obligations32
City Property Use Agreements33
Caribou Industries Agreements34Fiscal Impact Term End Information & OptionsYMCA City transferred property to Caribou to develop a hotel. There is no further assistance or ongoing costs associated with the property.N/A If Caribou defaults on the agreement and does not perform by January 2027, the City’s sole remedy is a one-time payment of $166,221 from Caribou. The City would need to send a “notice of default” and provide a period to cure the default.Third & Broadway City agreed to loan Caribou up to $13 million (based on actual costs) for demo, site prep, and construction of public parking spaces and private street reconnecting Sycamore. Loan accrues interest at LAIF rate (CA investment pool), to be repaid over 30 years.City transferred property valued at $3 million to Caribou to develop a mixed use project including a boutique hotel and housing. Caribou has had issues getting service from SCE, as new electrical infrastructure is necessary and SCE will not build it before having load requirements from everyone using the local infrastructure (Caribou’s neighbors).Options: If Caribou defaults, then City can recover the property. If Caribou sells the land, City shares in net profits based on a formula where Developer first recovers costs and a guaranteed 15% profit.
Use of City Property – Grand Central35Fiscal Impact Term End Information & OptionsCalifornia State University Fullerton at Grand Central$343,000 annual cost of maintenance, with no revenue offsetJanuary 1, 2029CSUF wishes to extend the lease and existing terms. Staff estimates that CSUF may generate $629,160-$781,956 residential lease revenue per year, 3% of sales for leasing the café, and $32,400 for parking spaces.
Use of City Property – Centennial Park36Fiscal Impact Term End Information & OptionsRancho SantiagoCommunity College at Centennial ParkRSCC pays 25% of common area O&M costs, with first year maximum of $56,440 subject to annual maximum 5% increase.June 3, 2101 Lease effective May 8, 2020. RCSS to make a one-time $1 million capital contribution for a mutually agreeable improvement.RSCC recently requested an amendment to set annual contribution at $56,440 with a 2% increase each year, provide 1,000 sq ft. office space to PRCSA for 15 years, reset timeline for mutually agreeable improvement, and require separate agreements for joint-use facilities.Godinez High School at Centennial ParkNo revenue, as City has joint-use of facilities.City’s cost is pro-rata share of electricity and athletic field reseed/repair, plus a custodial contribution based on formula. Total of approximately $150,000 per year.99-years,commencing within 5 years after 2002 agreementCity leased land to SAUSD for High School improvements. Joint-use agreement for City use of Gymnasium, Sports Fields and other facilities outside of school hours.SAUSD has the right to purchase the land for $1 dollar with approval from the National Park Service. Lease terminates if SAUSD no longer operates the school.
Use of City Property – Other Entities37Fiscal Impact Term End Information & OptionsLatino Health Access use of City Property at 601 E Third StAnnual rent of $2. September 22, 2029 with two 10-year extensions exercisable by LHAGround lease only, as LHA owns the building. At the end of the lease, the City becomes owner of the building. If the building is destroyed in whole or part, LHA must restore it. In other words, they can’t transfer half a building to the City.TKO at Jerome CenterNo revenue received per amendment to agreement dated December 6, 2022.September 21, 2023Estimated revenue for exclusive use based on City fee schedule would be approximately $146,000.Delhi Annual rent of $1. September 5, 2040 Ground lease only, as Delhi owns the building. At the end of the lease, City owns the building. If the building is destroyed in whole or part, Delhi must restore it. In other words, they can’t transfer half a building to the City.City library leases space for $3,766 per month (increases by 3% per year)for a term ending February 28, 2033, with two 5-year extensions.Bowers FY25-26 $1,769,950 Maintenance costs paid to Bowers. Increases by CPI each year. City receives $1 per year from Bowers.April 30, 2026 with two 10-year options exercisable by BowersCity & Bowers are to develop a 5-year capital plan for City-funded capital repair and replacement.Conclusion: There are opportunities to increase revenue for the City
Public Safety38
Policing Issues to AddressUnhoused responseHuman traffickingPedestrian collisionsRegional and organized crimeUse of technologies, including cameras, as a force multiplier39
EMS IssuesOCFA reports 40% increase in calls over the last 5 years, resulting in a $2.5 million request for an additional dedicated paramedic unitAll ambulance units are 24 hours, yet heavy activity is 8am-6pm – opportunity to restructure resources?40
OCFA ContractFY25-26 OCFA Contract charge is $53,636,681 (13% of General Fund), increasing up to 4.5% per yearCurrent JPA term is through June 30, 2030 and will automatically renew for another 20-years with the same termsThere are 16 cities where OCFA is paid through a share of property taxThere are 8 cities where OCFA is paid through a cash contract (e.g. COSA)Amendments, such as cost calculation methodology or a new cap for cash contract cities, require 2/3 approval of individual member agenciesOCFA is considering mandatory contributions from cash contract cities for regional CIP assets41
OCFA Recommendations for Fire StationsBegin planning to address the increased call volume through staffing enhancements and facility upgradesIdentify funding sources for aging fire infrastructureRFP for Comprehensive Facilities Assessment Review for 10 fire stationsDevelop a master plan for fire station rehabilitation42
Unhoused ServicesWe rely on restricted funding – when revenue decreases, we must reduce services.State budget issues could impact our funding, and recent information from the LAO suggests CA could have as much as a $20 billion deficit in the upcoming yearCounty Medi-Cal program administered by CalOptima has accumulated $1.8 billion as reported by Voice of OC at https://voiceofoc.org/2025/07/orange-countys-medi-cal-program-stockpiles-1-8-billion-despite-ca-auditor-concerns/New law to inspect homeless shelters may result in a fiscal impactWe need a long-term plan for the future of the Navigation CenterCalOptima Street Medicine Program will serve 200 unhoused who are covered by Medical – the program does not take referrals or provide emergency service43
Animal ControlCurrent situationManaged in PD with 2 Animal Service OfficersCounty contract for shelter $3.3 millionStaffing, supplies & overhead is $0.5 millionOpportunity to explore a regional solution?44
Legal Liabilities45
General LiabilityAverage annual payout of $3,358,076 per year (after insurance)Claims totaled $117.8 million over 5 yearsCurrent year insurance premiums total $12,265,473 ($1.3 million more than budgeted)Potential Forthcoming Large Payouts will change the next actuarial valuation and potentially drain the $13.1 fund balanceOpportunity to improve facilities (at a cost) and practices to reduce liability46General Liability Claim Categories Sum of Total Incurred Auto Liability (AL) $15,597,140 AL Collision - Vehicle Code Violation Citation $1,065,880 Bodily Injury (BI) & PD $28,562,223 Errors & Omissions $5,485,893 Employment Practices Liability (EPL) $21,770,898 GL - Breach of Contract $22,000 GL - Civil Rights $27,242 GL - Errors and Omissions $1,000 GL - Failure to Act, Respond or Supervise $100 GL - Harassment/Bullying $654 GL – Miscellaneous $2,000 GL - Third Party Property $0 Personal Injury (PI) $45,112,877 (blank) $182,630 Public Works $32,630 (blank) $150,000 Grand Total $117,830,537
Workers CompensationAverage annual payout of $5,946,419 per year ($29.7 million over 5 years)Current year insurance premiums total $756,176 (ins covers claims above $2 million) + $500,000 to Department of Industrial RelationsOpportunity to change practices to reduce long-term claims47Row Labels Sum of TOTAL PAID Count of CLAIM NUMBERBoards and Commissions$5,511 6City Attorney's Office$288,912 8City Manager's Office$7,947 15Clerk of the Council's Office$3,941 13Community Development$148,576 28Finance & Mgmt Svcs$939,238 67Fire Department$4,165,634 46Human Resources$166,918 48Information Technology$3,380 6Library Department$51,439 51Parks, Rec. & Comm. Svcs.$861,624 126Planning & Building$542,051 76Police Department$20,700,398 1344Public Works$1,846,528 257(blank)$0 2Grand Total $29,732,097 2093
Improving General Liability & Workers Compensation PracticesMonthly claims review meetings: HR, CAO, PD, ICRMA, and Adminsure. Results: streamlined GL claim communications, guidance to Adminsure, strategies to resolve large claims.PWA developing a sidewalk repair planInvestigating strategies to improve the PD’s Return to Work Program and create a Return to Work Program for remainder of City. Strategies may include:Implementing a program where employees would need to use a selected group of medical providers for treatment, eliminating doctors authorizing employees to be out for an entire year instead of authorizing light dutyHealth concierge programs to get injured workers medical care quickly so they can heal and return to work Contracting with case management nurses to advise on injuries and treatments as well as assist the injured employees similar to the health concierge programReducing overpayments through increased oversight, and processing Industrial Disability Retirements in a timely mannerICRMA’s Loss Prevention Manager is visiting City for a risk assessment of facilities, processes, and documentation. A report of findings and recommendations will be provided, and help guide the City in making improvements to reduce liability.In process of hiring a permanent, experienced Risk Manager Need to review the effectiveness of our current risk pool48
Development & Revenue Growth Opportunities49
Economic Development StrategiesBusiness Development & RetentionWorkforce DevelopmentAttract new businessInvest in infrastructureCoordinate with providers for smart growth technologyCity marketing and brandingCannabis festivalStreamline approval and permitting process along major corridors and development plan districts, DTSA, and Commercial & Industrial districts50
Civic Center DevelopmentOpportunity to activate the civic center to generate additional tax revenue and provide new public facilitiesCity has land but no money for civic center developmentWe would like to avoid a Long Beach deal where the city rents a developer-owned buildingDevelopers will not engage unless they can generate a profitHousing generates profit for developers, but minimal tax revenueOffice space is “dead” and retail is on “life support” according to expertsFacilities such as convention center and stadium may not generate net revenue for the City (Riverside subsidizes convention center by $6 million annually)Potential strategies include:Explore additional land acquisition from other governmental entitiesExplore long-term leases of City land to generate revenue for construction debt51
Riverview Golf CourseSummary Sheet has been provided to City Council separately.The City began leasing land for Riverview Golf Course in 1964Agreement with current operator expires April 30, 2026The City currently makes an average of $158,000 annually from leasing the landStaff is fast-tracking a recommendation expected to generate more revenue for the CityExpected contract recommendation on March 3, 2026 agendaOpportunity to expand revenue generating services52
Strategic Plan Update53
Recommended Strategic Goals54Strategic Priority Strategic GoalFinancial Stability Provide local sales tax information to voters and ask to make the 1.5% rate permanentFinancial Stability Develop and execute a plan to generate revenue from the Riverview Golf CourseFinancial Stability Develop and execute a plan for expiring agreements for use of City propertyFinancial Stability Improve facilities and practices to reduce general liabilityFinancial Stability Rework the workers comp process
Recommended Strategic GoalsStrategic Priority Strategic GoalModern Facilities & Infrastructure Develop a feasible plan for future civic center development, including working with state and county partners to assemble contiguous land and exploring long-term leases to generate revenue for construction debtModern Facilities & Infrastructure Focus on CIP projects to reduce liability, protect existing assets, and generate revenue55
Recommended Strategic GoalsStrategic Priority Strategic GoalCommunity Safety Move forward with an EMS coverage study, looking for opportunities to restructure resources, bifurcate call response, and improve 911 call routing efficiencyCommunity Safety Develop a master plan for fire station rehabilitation and identify funding source(s)Community Safety Develop a long-term plan for the future of the Navigation CenterCommunity Safety Explore a regional solution for animal controlCommunity Safety Develop plans to address unhoused issues at smoke shops, human trafficking, pedestrian collisions, and regional organized crimeCommunity Safety Use of technologies as a force multiplier56
Recommended Strategic GoalsStrategic Priority Strategic GoalEconomic Diversification & Expansion Business Development & RetentionEconomic Diversification & Expansion Workforce DevelopmentEconomic Diversification & Expansion Invest in infrastructure to support new development, including coordination with providers for smart growth technologyEconomic Diversification & Expansion District revitalization through land-use regulationsEconomic Diversification & Expansion City marketing & brandingEconomic Diversification & Expansion Cannabis FestivalEconomic Diversification & Expansion Streamline approval and permitting process along major corridors and development plan districts57
Next StepsTake City Council direction from today and prepare a draft Strategic Plan udpate with measurable objectives and key performance measuresPresent draft document to City Council and the public and take feedback in AprilFinalize draft document and present to City Council for adoption in June58