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Home My WebLink About2019 11-05 CC SP MINC Book 101 / Page 192 11-05-2019 MINUTES OF THE SPECIAL MEETING OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY STRATEGIC PLANNING WORKSHOP November 5, 2019 The Special Meeting of the City Council of the City of National City was called to order at 4:03 p.m. by Mayor / Chairwoman Alejandra Sotelo-Solis. ROLL CALL Council / Board members present: Morrison, Quintero, Rios, Sotelo-Solis. Council / Board members absent: Cano. Administrative Officials present: Aguirre, Dalla, Denham, Duong, Manganiello, Meteau, Morris -Jones, Raulston, Roberts, Tellez, Vergara, Williams. Others present: City Treasurer Mitch Beauchamp. INTRODUCTION City Manager Brad Raulston gave opening remarks and an overview of the presentation and introduced guest presenter, John Gavares from The Gavares Group. PRESENTATION Mr. Gavares provided a thorough open-ended discussion on the Strategic Planning presentation, survey results, and focus area goals. NOTE: All presentation materials are attached as Exhibit "A". CITY COUNCIL AND STAFF COMMENTS AND DIRECTION Mayor Sotelo-Solis said that out of the 7 Strategic Focus Areas, she specifically likes the "Balanced Budget and Economic Development" and "Community and Outreach" areas. Member Rios expressed her thoughts on "Debate v. Dialogue" and said that the Community Survey captured a lot of what she was hearing from the public and stated that there needs to be more community engagement. She also likes the "Transportation Choices and Infrastructure" focus area and said that it is a key issue in the community. Member Rios said that Customer Service is also important to recognize and improve on. As for the Public Safety survey, she said it reinforces those things that still need to be improved. Member Quintero looks forward to seeing the continuation of the Strategic Plan process. Vice Mayor Morrison said that he appreciates Dialogue and Debate being divided. He spoke on barriers with getting communication out there, but said that the survey gave a starting point to address issues. Book 101 / Page 193 11-05-2019 CITY COUNCIL AND STAFF COMMENTS AND DIRECTION (cont.) Vice Mayor Morrison said that without a Balanced Budget, you don't have Public Safety. He said he would've liked to see Housing and Homelessness differentiated. Member Rios said that the top three focus areas: Public Safety (Police and Fire); Housing and Homelessness; and Health and Environment, reflects quality of life and stands out for people in their neighborhoods. She said that Balanced Budget goes hand in hand with the services that are provided in the City. Member Rios is interested to know specifically how Balanced Budget got to the top five focus areas because she feels people interpret questions differently. City Manager Raulston said that part of the reason Balanced Budget was combined with Economic Development is because it was clear that the community wants Economic Development to balance the budget. He stressed the importance of focusing most on the four Goals: 1) Maximize Economic Development Strategies; 2) Partner with Other Public Agencies and Non -Profits to Increase Revenue and Augment Services; 3) Manage Pension and Other Employee Expenses; and 4) Optimize City Assets and Lease Property when Appropriate. Vice Mayor Morrison said he was surprised at the low number of empty Tots there are in comparison to other cities. He doesn't think the public has a good awareness of the pension crisis confronting the City. He thinks that Goal No. 4 sounds great but isn't sure how much more can be done on that one. City Manager Raulston said that he was surprised to see the Empty Lot Activation on the survey and said it probably would've been better worded as Underutilized Lots. He thinks that property use should be approached as a ground lease versus a sale so that it is an ongoing revenue source. Mayor Sotelo-Solis said that the community is excited about the possibilities of what can be done with the empty Tots. She said that our public is aware of the pension concerns and it is a big issue. Mayor Sotelo-Solis stressed the importance of committing to the pension fund. Director of Finance Mark Roberts said that things like Economic Development are more difficult to quantify. Member Rios said that it is important to get information out to create more community engagement. City Manager Raulston said that the job of staff is to provide services and the job of the City Council is to provide input by going out into the community and listening to the constituents and providing that input to staff. Mayor Sotelo-Solis said that the goal to Increase Meaningful Outreach through Quality Engagement) is a feel -good term and needs measurable outcomes. Book 101 / Page 194 11-05-2019 CITY COUNCIL AND STAFF COMMENTS AND DIRECTION (cont.) For Goal No. 3 (Improve Emergency Preparedness and Public Noticing) she said that it is important for training within the City and with other agencies such as school districts and the Port. Member Quintero said that all of the Communication and Outreach Goals are rooted in marketing and said that events should be thoughtfully produced in a timely manner if you want to create a quality event. Mayor Sotelo-Solis is glad to see the Climate Action Plan as one priority for Health, Environment & Sustainability. Member Rios wants to know more of what the goal might look like to Support a Healthy Community through Active Living and Healthy Eating. She would like to see exercise stations at City parks and Health and Education Hubs at some transit stops. City Manager Raulston explained what it means by Age -Friendly Community. He said that exercise stations have already been implemented at El Toyon Park. Director of Finance Mark Roberts said that it requires a lot of discussion on how to create Health and Education Hubs. Mayor Sotelo-Solis said that project ideas are already out there but it's about finding being very selective. Member Rios would like to see more policy that makes property owners take more responsibility for properties being rented out to keep them affordable. She said that there is conflict with preserving historical homes and making homes available and affordable; that there has to be work in balancing this out. Member Quintero addressed concerns with practicality in regards to housing and community development goals; he feels that the Strategic Planning Workshop will be more of a historic document in the future. Mayor Sotelo-Solis said that it's about revitalization without gentrification or displacement and to be obligated to all income levels; new residents means new demand on services. Director of Housing Authority Carlos Aguirre spoke on the importance of taking into consideration the residents that may be impacted when it comes to property rehabilitation and affordability with increasing rents; the housing and security problem needs to be looked at as a spectrum. Member Rios said that we should make sure that other entities are engaged in the City's community programs and events. Book 101 / Page 195 11-05-2019 CITY COUNCIL AND STAFF COMMENTS AND DIRECTION (cont.) Member Quintero said that it is a good opportunity to partner with existing businesses and mega corporations that call National City home and moving forward to get engaged with the community outside of the government and provide funding in a reliable way. Mayor Sotelo-Solis spoke on leveraging regional support and thinking outside of the box in terms of smart technology, etc., within the City and other municipalities. Member Rios spoke on the importance of all Public Safety Goals. Mayor Sotelo-Solis said that there should be more Community Emergency Response Team (CERT) ready members in regards to Public Safety and spoke on community engagement and pipeline programs for ex -prisoners. Member Quintero said that the Public Safety goals are responsive and the strategies are somewhat preventative; he suggested to look more towards prevention and control rather than police outcomes. Chief of Emergency Services Frank Parra announced the following: a new CERT class offered in January 2020; Listos (Spanish Emergency Preparedness Class); a Stop the Bleed campaign which correlates with the (Automated External Defibrillators) AED Program; a new campaign for 4th grade elementary school students; and a new 2019 partnership with Point Loma Nazarene University to offer flu vaccinations (the County of San Diego supported the City with flu vaccines) and diabetes screenings. Chief of Police Jose Tellez stated that the City has reduced crime by 26% since 2015; but that involved a lot of prevention pieces. He stated the importance of extending knowledge to the community and how to help churches by reviewing their safety plans and provide active shooter training to their staff. Chief Tellez said that there are still areas of improvement to work on in regards of developing something for the teenagers and young adults in the community. Member Rios said that transportation is really an important subject and that the community needs to be a part of it or the decisions will be made without the community's input. She praised the Engineering Department for their role in traffic calming improvements in the City and piggybacking on other agencies or Cities with purchases and projects. Vice Mayor Morrison suggested looking into other available options in regards to traffic and road improvements. Mayor Sotelo-Solis said that the City is one of the highest dollar receiving agencies in the State of California for the "Safe Routes to School" grants and said that, in regards to transportation, it's about changing mindsets and thinking about the narrative. City Manager Raulston said in regards to infrastructure, that measurable targets will be set aside and brought to the Council on an annual basis. Book 101 / Page 196 11-05-2019 CITY COUNCIL AND STAFF COMMENTS AND DIRECTION (cont.) Director of Engineering/Public Works Steve Manganielio said that there were a lot of good points made by the Council and supports their feedback and the transportation goals. He said that there is money in active transportation and that money is leveraged for repairing streets, etc. City Manager Raulston summarized by stating that the intent is to adopt the Strategic Plan by the end of the year through a resolution which starts the budget process and the budget is the policy document to have a work plan that connects to the Strategic Plan to efficiently and effectively manage City resources. PUBLIC COMMENTS Joan Rincon, National City, suggested that the City focus on preventing additional homelessness issues. Jacqueline Reynoso, National City Chamber of Commerce, encouraged the City to participate in a Comprehensive Marketing Plan, formalize community partnerships; to consider incentive programs in partnership with regional partners; to invest more time into the Climate Action Plan, and to look into other opportunities to tie into Business Licenses for economic development. Christine Stein, National City, suggested that recreation areas for teenagers be included as part of residential development plans and she shared her concerns regarding street safety issues. ADJOURNMENT Next Regular City Council Meeting: Tuesday, November 5, 2019 - 6:00 p.m., City Council Chambers, Civic Center — National City, California. The meeting closed at 6:04 p.m. Cit Clerk The foregoing minutes were approved at the Regular Meeting of February 18, 2020. EXHIBIT 'A' - CALIFORNIA =+ NATIONAL_.cirr INCOAPORATEp Strategic Planning Workshop November 5, 2019 - CALIFORNIA -� NATIONAL Cnry Strategic Planning Process • June 4 Kick Off Presentation - Customer Service • July City Council Trainings - Courtesy & Collaboration • September Workshop - 7 Cs Mission Statement • Outreach October • Internal and External Surveys • Open House and Community Forum • Neighborhood Council Meetings • Special October 29 Meeting (Now Tonight) • November City Council Training — Crisis Communication • December Resolution Adopting a New Strategic Plan • 2020 - Budget Process and Work Plan 2 - CALIFORNIA - Format and Flow of Workshop • John Gavares will Facilitate Tonight's Workshop • Dialogue versus Debate • No Intent to Vote Tonight • Present Community Survey Results • Focus Areas and Goals • General Direction from City Council CALIFORNIA �^ NATIONAL CITY �xcoeeoee*eo Debate versus Dialogue • Magic of Dialogue (Yankelovich 2001) Dialogue: Assuming that many people have pieces of the answer and that together they can craft a solution Debate: Assuming that there is a right answer and that you have it Dialogue: Listening to understand, find meaning and agreement Debate: Listening to find flaws and make counter arguments Dialogue: Admitting that other's thinking can improve on your own Debate: Defending one's own views against those of others Dialogue: Discovering new options, not seeking closure Debate: Seeking a conclusion or vote that ratifies your position Current Strategic Plan 2017-2022 • 5 Strategic Objectives with 25 Initiatives • Provide Quality Services • Achieve Fiscal Sustainability • Improve Quality of Life • Enhance Housing and Community Assets • Promote a Healthy Community CALIFORNIA -- NATIONAL CITY Focus of the Community Survey The survey gathered resident input on these 10 City focus areas: 1. Balanced Budget 2. Communication and Outreach 3. Community Development 4. Customer Service 5. Economic Development 6. Health and Environment 7. Housing and Homelessness 8. Public Safety (Police & Fire) 9. Recreation and Library 10. Transportation Choices 6 - CALIFORNIA -� NATIONAL Cfl �IJJ'I Focus Areas and Goals • 7 Strategic Focus Areas • Balanced Budget and Economic Development • Communication and Outreach • Health, Environment, and Sustainability • Housing and Community Development • Parks, Recreation and Library • Public Safety • Transportation Choices and Infrastructure • Each Strategic Focus Area has 4 Goals, each of which will have supporting Initiatives and Tasks in a Work Plan • Develop a Work Plan through the Budget Process +- CALIFORNIA — NATIONAL CITp City Hall 1243 National City Blvd. MLK Jr. Community Ctr 140 E. 12th Street Police Department 1200 National City Blvd. Nutrition Center 1415 D Ave. Library 1401 National City Blvd. Boards & Commissions Regional Assignments Fire Station 31 2333 Euclid Ave. Fire Station 34 343 E. 12th Street Fire Station 33 2005 E. 4th Street Police Field Operations: Neighborhood Policing Teams -Patrol Operations Community Services Unit -Traffic Unit -Canine Unit -SWAT -Animal Regulations Unit Investigations Unit -Core Investigations -Task Force Units Gang Enforcement Team -Property & Evidence Unit -Homeland Security Unit Administration Support -internal Affairs -Recruiting/Backgrounds Unit -Training Unit -Crisis Negotiations Unit (CNT) Operations Support -Grants fleet -Peer Support Support Services -Communications Center -Records Unit -Alarm Program -Crime Analysis Unit -Management Information Systems Emergency Services )ire Suppression & Emergency( Medkal -Community Emergency Response Team -Emergency medical response/ paramedic -Fire Suppression -Trauma Intervention Program Liaison -Hazardous Materials Response -Rescue Operations -Station Tours Fire Administration at Fire Prevention -issuance of Fire Dept. Permits -Design Plan intake -False Alarm Recovery Program -Commercial fire Inspections -Fire Annual Inspections -New Business License Inspections -Haz Mat Inspections -Juvenile Fire Setter Intervention -Apartment, School, High-rise inspections -CPR/AED Classes -Weed Abatement National City Residents, Businesses, & Visitors II City Attorney -Cfry legal advisor to City Council and City departments -Civil litigation (City defense) -City prosecutor (Municipal Code violations) Engineering -Capital Improvement Program Environmental Compliance -Storm Water -Commercial Fats, Oils & Grease (FOG) -Hazardous Materials (HAZMAT) -Trash & Recycling (EDCO) -Traffic Safety Evaluations -Parking Management -Traffic Signal Timing -ADA Compliance -Safe Routes to School/Active Transportation Program -Transit Coordination (San Diego MTS) -Utilities Coordination -Engineering Plan Checks, Permits and Inspections -Traffic Control Plan Reviews -Map Reviews -Bayshore Bikeway Working Group -Metro Wastewater IPA -MTS Board -Regional Solid Waste Authority -San Diego County Water Authority -Sweetwater Authority - f raffle Safety Committee Mayor and City Council )Economic Devaloonnrd -Business Retain & Recruit -Storefront Upgrades -Adopt-A-Place/AROW -Opportunity Zones -Together We Can Campaign -Permit Streamlining -Port District (Commissioner) -Public Private Partnerships -Special Projects Public Works -Quality of Life Program -Pothole Repairs -Sidewalk Repairs -Trash/Shopping Cart Removals -Storm Drain/Channel Cleanups -Street Sweeping -Sewer Maintenance -Traffic Signals and Street Lights -Traffic Signing and Striping -Parks and Landscape Maintenance -Tree Trimming/Planting Services -Athletic Field Use Permits -Park Air Jump Permits -Facilities Maintenance -Vehicle Fleet/EV Program City Manager PR & Communication -Community and Police Relations Commission -NC Connect (SeeCllckFlx) -Neighborhood Council Program -Public Information -Social Media -Veterans and Military Advisory Committee City Clerk -Bid openings -Boards & Commissions -Claims against the City -City Council minutes -Elections -Municipal Code -Public Noticing -Translation Services 3gcords Menage( -Custodian of Records -Public Records Requests Community Services Community Services -Public Art Committee -Parks, Recreation and Senior Citizens Advisory Board Community partner liaison -Recreation programs for youth, teens, adults, and seniors -Recreation contract program managernent -Special event programming -Reservation of community centers -Volunteer management -Port Public Art Committee UkrlDC -Library Board of Trustees -Circulation/Borrowing Services -Reference Services -Local History Room -Literacy Services -Programs for teens and children -3D Printing Tech Lab -Computer and Printer Access -Computer Classes -eBooks, magazines, Audlobooks, DVDs, CDs -Electronic Databases -Friends of the Library Bookstore Nutrition Cetdgi -Feeling Fit Club -Home Delivered meals -Senior Nutrition Center Housing & Community Development Nalehborhood Servicag -Code Enforcement -Graffiti Abatement -Homeless Outreach Program -Parking Enforcement -Housing Inspection Program -Specal Events & TUPs Mamba -Property Zoning -Land Use & Long-range Planning -Planning Commission -Zone and Code Changes -Shoreline Preservation Working Group BAWDS -Intake of plans for review :Review of building permits and plan applications -Issuance of building permits -Inspection seniors for residential/commercial projects Housing Authority -CDBG & HOME -Housing Programs & Projects -Real Estate Services -Affordability Monitoring -Section B Housing Vouchers City Treasurer -Collection of City takes and license fees -investments Adminbtrative Services Einem -Business Licensing -Collections -Fees for parking citations -Garage sale permits -Pet Licensing -Purchasing -Residential rental license fees Human Resources -Employment Opportunities -Employee Benefits -Workers' Compensation -Labor Relations Organizational Development and Training -Civil Service Commission Rjtk Management -Insurance -Liability claims management -Workers' Compensation -Cybersecuriry -Data Management -Desktop Support -Enterprise Resource Planning -Network Administration -Technical Training -Telecommunications -Video Surveillance -Web Administration CALIFORNIA — NATIONAL Cfl • iNCOMPONa1L0 Mission, 7Cs, and Customer Service • Mission Statement and Core Values - 7 Cs • Commitment to Our Community and Customer Service • Culture of Courtesy, Collaboration, and Communication • Our Organization is Centered Around People • Health and Wellness • Training and Personal Development • Succession Planning • High Performing Teams • Goal to Become Top 100 Places to Work 9 CALIFORNIA A I.0 NAL -CITT Dialogue CALIFORNIA & ZONAL :CITY INCORPORATEp Community Survey 11 Overview of Survey Process and Responses The survey was open for public input from October 1 to October 21. A total of 139 online surveys were received. (131 in English and 8 in Spanish) Community input was also received on "Survey Boards" between Oct. 8-21 at Community Forums. These were held at Library, City Hall, MLK, Senior Center and SUHI. 59 A total of 61 comments were provided to the survey's open-ended question. ii The comment themes are included in this presentation. *- CALIFORNIA immrioNALcuriv c f�, C_ INCORPORATED Demographics 13 Nationai City Resident National City Business Neither Both 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Responder Information #1: Here is how respondents categorized their status in National City. 18 years of age or less 19 years to 54 years of age 55 years of age or more Age Demographics of Responders: Respondents were asked to select the category that best describes their age demographic. Here are the results: O% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 4>-* CALIFORNIA 4-0- ATIONAL Ctr INCORPORATRU Top City Focus Areas 16 Top City Focus Areas Responders were asked to review 10 City focus areas, and to select up to 5 that are most important to them. Here are the top focus areas: • Public Safety (Police and Fire) • Housing and Homelessness • Health and Environment 69.06% 61.87% 54.68% • Community Development (Planning, 54.68% Building, Code Enforcement, Parking) • Balanced Budget 49.64% Balanced Budget Communication & Outreach Community Development... Customer Service Economic Development Health & Environment Housing & Homelessness Public Safety (Police & Fire) Recreation & Library Transportation Choices O% 10% 20% 30% 40% 50% 60% 70% 80% 90°Y.0 100% Top City Focus Areas: Responders were asked to review 10 City focus areas, and to select up to 5 that were most important to them. Here are the results: CALIFORNIA NN I0N4L Ctry INCORPOnATED • - Dialogue 19 NATIONAL CITY �- +1VCORPORATEI Customer Service Customer Service Responders were asked to review 10 strategies to enhance "customer service." Here are the top strategies: • Timeliness of Service and Responsiveness 55.40% • Commitment to the Community 50.36% • Online Resources 49.64% • Competent Staff 49.64% • Clear Communication 48.20% Availability of City Staff Clear Communication Collaboration between... Commitment to the Community Competent Staff Consistency to All... Courteous Staff Online Resources Open Access to Information Timeliness of Service &... 0% 10% 20% 30% 40% 50% 60% 709/0 80% 900/0 100% Customer Service: Prioritized strategies that could help the City achieve its "Customer Service" goal. CALIFORNIA - NANi O N1AL CITY INCORPORATED Balanced Budget and Economic Development Balanced Budget and Economic Development Responders were asked to review 10 strategies to "balance the budget" and top 10 "economic development" strategies. Here are the top ones for each: Balanced Budget • Economic Development Initiatives 74.10% • Partnership with Nonprofits to Provide Services 70.50% • Leasing City Properties 58.99% • Regulate Cannabis (Marijuana) 56.83% • Pension Reforms 35.25% Economic Development • Empty Lot Activization • Storefront Improvements for Small Businesses • Access to Local Employment Opportunities • Regulate Cannabis (Marijuana) Industry • Partner with Port District to Increase Revenues 57.55% 51.08% 50.36% 48.92% 48.20% Economic Development... Fees to Recover Costs Leasing City Property Paid Parking Districts &... Parcel Tax for Property Owners Partnerships with... Pension Reforms Regulate Cannabis... Sales Tax Increase for... Service Reductions Other (please specify) 0% 1O% 20% 30% 40% 50% 60% 70% 804/ 90% 100% Balanced Budget: Prioritized strategies to help the City achieve its "Balanced Budget" goal. Access to Local... Activating Public Space... Business Recruitment ... Empty Lots Activizat to n Opportunities for Start-up... Partner with Port Distric_._ Permit Streamlining Regulate Cannabis... Storefront Improvements... Tourism Promotion MUM 0% 10% 20% 30% 40% 500/0 6001.0 70% 80% 90% 100 to Economic Development: Prioritized strategies that could help the City achieve its "Economic Development" goal. Balanced Budget and Economic Development Goals Goal 1 Maximize Economic Development Strategies Goal 2 Partner with Other Public Agencies and Non -Profits to Increase Revenue and Augment Services Goal 3 Manage Pension and Other Employee Expenses Goal 4 Optimize City Assets and Lease Property when Appropriate CALIFORNIA NATIONAL CITY amv INCORPORATE] Communication and Outreach 28 Communications and Outreach Responders were asked to review 10 strategies to improve "Communications and Outreach." Here are the top 6 strategies: • E-Newsletters 56.83% • Social Media 56.12% • Online Surveys 49.64% • Mayor and Council Outreach Events 49.64% • City Council Meetings • Website 43.17% 43.17% City Council Meetings Commission/Boar d Meetings E-Newsletter Mayor & Council... Neighborhood Council Mont... Neighborhood Council... "Nixie" Notification... Online Surveys Social Media Website 0% 100/0 20% 30% 40% 50% 60% 70% 80% 900/0 1000k Communication and Outreach: Prioritized strategies that could help the City achieve its "Communication and Outreach" goal. Communication and Outreach Goals Goal 1 Connect the Community with Timely and Transparent Information Goal 2 Increase Meaningful Outreach through Quality Engagement Goal 3 Improve Emergency Preparedness and Public Noticing Goal 4 Promote Educational and Economic Opportunities NATIONAL CITY ,- INCORPORATED Health, Environment, and Sustainability Health, Environment & Sustainability Responders were asked to review 10 strategies to achieve its "Health, Environment & Sustainability" Goal. Here are the top 5 strategies: • Access to Healthy Foods • Community Gardens • Preventative Health Care (Flu shots, Blood Pressure Checks, etc.) 66.91% 56.12% 48.92% • Circulation and Pedestrian Plans 47.48% • Climate Action Plan and Green Initiatives 46.04% Access to Healthy Foods Circulation & Pedestrian Plan Climate Action Plan & Green... Community Gardens Community Kitchen Electric Charging... Improve Air Quality Less Fast Food Outlets Preventative Health Care._. Urban Agriculture Health and Environment: Prioritized 10 strategies that could help the City achieve its "Health and Environment" goal. Health, Environment and Sustainability Goals Goal 1 Update and Implement the Climate Action Plan Support a Healthy Community through Active Living and Goal 2 Healthy Eating Goal 3 Create Health and Education Hubs around Major Transit Stops Goal 4 Support an Age -Friendly Community NATLoNAL Gerry INCORPORATE Housing and Community Development Housing and Community Development Goal Responders were asked to review 10 strategies to address "housing and homelessness" issues and 10 "community development" strategies. Here are the top ones for each: Housing and Homelessness • Partner with County to address Mental Health 61.87% • Homeless Outreach Team (HOT) (Police -led) 59.71% • Home Ownership Opportunities 51.80% • Homeless Shelter and Safe Parking Lot 49.64% • Home Rehabilitation Program 46.76% Community Development • Graffiti Removal 72.66% • Public Online Access for Permit Process 53.96% • National City Connect (Mobile App Reporting Service) 49.64% • Green/Environmental Policies 48.20% • Adopt Age -friendly Planning Policies 43.17% Build Housing near Transit... Encourage Accessory... Expand Kimball Morgan Towers Home Rehabilitate._. Homeless Outreach Tea... Homeless Shelter & Sa... Homeownership Opportunities More Market Rate Housing More Subsidized._. Partner with County to... Housing and Homelessness: Prioritized strategies to address housing and homelessness. 09'0 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Adopt Age Friendly... Available 1:1 Appointments... Code Conformance... Expedited Service for ... Extended Days/Hours o._. Graffiti Removal Green/Environme ntal Policies Nat City Connect (Mob... Paid Parking Districts &... Public Online Access for._. Community Development (Planning, Building, Code Enforcement and Parking): Top strategies to help the City achieve its "Community Development" goal. O% 10% 20% 30% 40% 50% 60% 70% 80% 9O0/0 100% Housing and Community Development Goals Goal 1 Pursue New Housing Options at All Income Levels Goal 2 Ensure Preservation of Existing Affordable Housing Stock Goal 3 Streamline Permitting and Improve Code Compliance Goal 4 Enhance Role in Reducing Homelessness - \ CALIFORNIA+" NATIONAL CITY INCORPORATED Parks, Recreation, and Library 41 Parks, Recreation, and Library Responders were asked to review 10 strategies to achieve its "Parks, Recreation and Library" Goal. Here are the top 5 strategies: • After -school Youth Programs (Sports, Dance, Arts & Crafts, etc.) (78.99%) • Community Events (Movies in the Park, Kimball Holiday, etc.) (71.01%) • Las Palmas Pool (Learn to Swim, Lap Swim, etc.) • Access to Wi-Fi and City Computer Labs • Volunteer Programs (62.32%) (55.80%) (53.62%) Access to Wi-Fi & City... Afterschool Youth Progra. Community Events (Movi... e9ooks & eMagazines Las Palmas Pool (Learn .. Literacy Services Local History Room Senior Programs... Tech Lab/Makerspa._. Volunteer Programs Recreation and Library: Top strategies that could help the City achieve its "Recreation and Library" goal. 0% 10% 20% 30% 400:0 50% 60% 70% 80% 90% 100% Parks, Recreation, and Library Goals Goal 1 Improve Outreach and Increase Participation Goal 2 Organize Community Events and Support Other Gatherings Goal 3 Seek Reliable Funding and Synergize with South Bay Partners Goal 4 Develop Volunteer Program and Community Services Plan CALIFORNIA NATIONAL J! CORPORA'TE1) Public Safety 45 Public Safety Responders were asked to review 10 strategies to achieve its "Public Safety" Goal. Here are the top 5 strategies: • Illegal Drug Activity 59.71% • Visible Presence of Public Safety Officers 52.52% (Police and Fire) • Homeless Outreach 51.80% • Violent Crime 51.08% • Property Crime 48.92% Communicate through Soci... Community Emergency... Community Engagement .. Disaster & Emergency... Homeless Outreach Illegal Drug Activity Property Crime Traffic & Pedestrian... Violent Crime Visible Presence of... Public Safety (Police and Fire): Top strategies and focus areas that could help the City achieve its "Public Safety" goal. 0% 10% 20W. 30'' 40% 50,Y. 600/. 70% 80% 90% 1O0 Yr Public Safety Goals Goal 1 Reduce Overall Crime and Illegal Drug Activity Goal 2 Improve Operational Readiness and Community Resilience Goal 3 Enhance Recruitment and Retention and Promote Public Safety Pipeline Goal 4 Expand Community Engagement and Increase Visibility j a CALIFORNIK-fior A IO L -Cf V INCOFi,PORATED Transportation Choices and Infrastructure 49 Transportation Choices and Infrastructure Responders were asked to review 10 strategies to achieve its "Transportation Choices and Infrastructure" goal. Here are the top 5 strategies: • Quality of Streets 75.54% • Sidewalks and Crosswalks 64.03% • Safe Walking and Rolling Routes to School 62.59% • Public Transit (Trolley and Bus) 59.71% • Access and Amenities at Bus Stops 56.12% and Transit Stations Access & Amenities at... Bicycle Facilities Bikeshare & E-Scooter... Electric Vehicle Shuttle Public Transit (Trolley & Bus) Quality of Streets Safe Walking & Rolling Rout... Sidewalks & Crosswalks Traffic Calming Wayfinding Signage Transportation Choices: Here are 10 strategies that could help the City achieve its "Transportation Choices" goal. OG`.i 1O% 20% 30% 40% 5O% 60D0 100 800 90% 100% Transportation Choices and Infrastructure Goals Expand Mobility Choices by Improving Access to Transit, Biking, Goal 1 Walking, Rolling, and Parking Management Goal 2 Improve Traffic Safety through Traffic Calming and Safe Routes Goal 3 Update Capital Needs Assessment and Funding Strategies Goal 4 Maintain Infrastructure and Establish Measurable Targets Themes from Open-ended Responses 1. Commercial areas revitalized with thriving eateries, shopping opportunities, nightlife and improved storefronts 2. Marina enhancement through partnering with the Port 3. Public safety enhanced through more street lighting, police presence and blight removal 4. Parking availability and enforcement increased 5. Street potholes and rough roads repaired 6. Traffic flow improved 7. Pedestrian safety improved through pedestrian signs and flashing lights 8. Housing quality and quantity increased through streamlining, zoning, code enforcement and progressive ordinances, including streamlined ADUs (Granny flats) 9. Homelessness issues addressed through enforcement and access to mental health services 10. Community events which offer opportunities for resident volunteering - CALIFORNIA - Closing Comments • All Potential Strategies are Needed • Strategic Plans Define City Council Priorities • Guide Decisions on Allocating Resources • Align Staff with City Council Priorities • Refine Plans, Projects, and Programs • Cost Recovery, Service Levels, and Return on Investment (ROI) • Budget is a Policy Document that Connects to a Work Plan • A Work Plan is Efficient and Effective Management of City Resources 54 4 1 / z CALIFORNLK rPor- ATIo 1AL -c r y , y cam INCORPORATED Public Comment 55 CALIFORNIA NATIONAL C'iTV INCORPORATED City Council Direction 56