HomeMy WebLinkAbout06-08-2026 Speical Meeting PacketMayor and City Council of the City of San Bernardino Page 1
CITY OF SAN BERNARDINO
AGENDA
FOR THE
SPECIAL MEETING OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO, MAYOR
AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE SUCCESSOR AGENCY TO
THE REDEVELOPMENT AGENCY, MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO
ACTING AS THE SUCCESSOR HOUSING AGENCY TO THE REDEVELOPMENT AGENCY, AND MAYOR
AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE HOUSING AUTHORITY,
AND MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE SAN
BERNARDINO JOINT POWERS FINANCING AUTHORITY
MONDAY, JUNE 8, 2026
5:00 PM – GOAL SETTING AND PRIORITIES
NORMAN F. FELDHEYM CENTRAL LIBRARY • 555 WEST 6 STREET • SAN BERNARDINO, CA
92410 • WWW.SBCITY.ORG
Theodore Sanchez Helen Tran Dr. Treasure Ortiz
COUNCIL MEMBER, WARD 1 COUNCIL MEMBER, WARD 7
Welcome to a meeting of the Mayor and City Council of the City of San Bernardino
•PLEASE VIEW THE LAST PAGES OF THE AGENDA FOR PUBLIC
COMMENT OPTIONS, OR CLICK ON THE FOLLOWING
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Select the corresponding year and meeting date folders to view documents.
Mayor and City Council of the City of San Bernardino Page 2
CALL TO ORDER
Attendee Name
Council Member, Ward 1 Theodore Sanchez
Council Member, Ward 2 Sandra Ibarra
Council Member, Ward 3 Juan Figueroa
Council Member, Ward 4 Fred Shorett
Mayor Pro Tem, Ward 5 Kim Knaus
Council Member, Ward 6 Mario Flores
Council Member, Ward 7 Dr. Treasure Ortiz
Mayor Helen Tran
City Manager Eric Levitt
City Attorney Sonia Carvalho
City Clerk Telicia Lopez
5:00 P.M.
INVOCATION AND PLEDGE OF ALLEGIANCE
PUBLIC COMMENTS FOR ITEMS LISTED ON THE AGENDA
We ask that you please observe proper decorum, and do not speak out of turn or make comments from
your seat. If you wish to address the Mayor and City Council please be sure to submit a speaker slip. If
you speak out of turn or disrupt the meeting a warning may be given and/or you will be asked to leave
the meeting pursuant to Government Code Section 54957.9 and Penal Code 403.
DISCUSSION
1.Review and discuss the potential implementation of the City’s overall Goals and Priorities
established at the Mayor and City Council Strategic Planning Session. (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California,
review, discuss and establish the City’s overall Goals and Priorities established at the Mayor and
City Council Strategic Planning Session with proposed objectives for City Council consideration.
ADJOURNMENT
The next Regular Meeting of the Mayor and City Council and the Mayor and City Council Acting as
the Successor Agency to the Redevelopment Agency will be held on Wednesday, June 17, 2026,
at the Norman F. Feldheym Central Library located at 555 West 6th Street, San Bernardino,
California 92410. Closed Session will begin at 4:00 p.m., and Open Session will begin at 5:00 p.m.
Mayor and City Council of the City of San Bernardino Page 3
CERTIFICATION OF POSTING AGENDA
I, Telicia Lopez, CMC, City Clerk for the City of San Bernardino, California, hereby certify that the
agenda for the June 8, 2026, Special Meeting of the Mayor and City Council and the Mayor and City
Council acting as the Successor Agency to the Redevelopment Agency was posted on the City's
bulletin board located at 201 North "E" Street, San Bernardino, California, at the Norman F. Feldheym
Central Library located at 555 West 6th Street, San Bernardino, California, and on the City's website
sbcity.org on Friday, June 5, 2026.
I declare under the penalty of perjury that the foregoing is true and correct.
Telicia Lopez, CMC, City Clerk
Mayor and City Council of the City of San Bernardino Page 4
NOTICE OF A SPECIAL MEETING OF THE
MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO
DATE: Friday, June 5, 2026
SUBJECT: Special Meeting on Monday, June 8, 2026
NOTICE IS HEREBY GIVEN that the Mayor and City Council of the City
of San Bernardino, has called a Special Meeting for Monday, June 8, 2026, at 5:00
p.m.to be held at the Norman F. Feldheym Central Library located at 555 West 6th
Street, San Bernardino, California 92401.
Said meeting shall be for the purpose of considering the following:
DISCUSSION
1.Review and discuss the potential implementation of the City’s overall Goals and
Priorities established at the Mayor and City Council Strategic Planning Session.
(All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, review, discuss and establish the City’s overall Goals and Priorities
established at the Mayor and City Council Strategic Planning Session with proposed
objectives for City Council consideration.
ADJOURNMENT
The next Regular Meeting of the Mayor and City Council and the Mayor and City Council
Acting as the Successor Agency to the Redevelopment Agency will be held on
Wednesday, June 17, 2026, at the Norman F. Feldheym Central Library located at 555
West 6th Street, San Bernardino, California 92410. Closed Session will begin at 4:00 p.m.,
and Open Session will begin at 5:00 p.m.
Telicia Lopez, CMC, City Clerk
Mayor and City Council of the City of San Bernardino Page 5
NOTICE: Any member of the public may address this meeting of the Mayor and City Council and
the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency on any
item appearing on the agenda by approaching the microphone in the Council Chamber when the
item about which the member desires to speak is called and by asking to be recognized.
Any member of the public desiring to speak to the Mayor and City Council and the Mayor and City
Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter
not on the agenda but which is within the subject matter jurisdiction of the Mayor and City Council
and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency
may address the body at the end of the meeting, during the period reserved for public comments.
Said total period for public comments shall not exceed 60 minutes, unless such time limit is
extended by the Mayor and City Council and the Mayor and City Council Acting as the Successor
Agency to the Redevelopment Agency. A three-minute limitation shall apply to each member of
the public, unless such time limit is extended by the Mayor and City Council and the Mayor and
City Council Acting as the Successor Agency to the Redevelopment Agency. No member of the
public shall be permitted to "share" his/her three minutes with any other member of the public.
Speakers who wish to present documents to the governing body may hand the documents to the
City Clerk at the time the request to speak is made. (Must bring a minimum of 15 copies.)
The Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to
the Redevelopment Agency may refer any item raised by the public to staff, or to any
commission, board, bureau, or committee for appropriate action or have the item placed on the
next agenda of the Mayor and City Council and the Mayor and City Council Acting as the
Successor Agency to the Redevelopment Agency. However, no other action shall be taken nor
discussion held by the Mayor and City Council and the Mayor and City Council Acting as the
Successor Agency to the Redevelopment Agency on any item which does not appear on the
agenda unless the action is otherwise authorized in accordance with the provisions of subdivision
(b) of Section 54954.2 of the Government Code.
Public comments will not be received on any item on the agenda when a public hearing has been
conducted and closed.
Mayor and City Council of the City of San Bernardino Page 6
ALTERNATE MEETING VIEWING METHOD:
If there are any technical issues with the livestream or recording from the main agenda portal or if
you require an option with Closed Captioning, you may view the meeting from the following location
(TV3).
reflect-sanbernardino.cablecast.tv/internetchannel?site=1&channel=6
PUBLIC COMMENT OPTIONS
Please use ONE of the following options to provide a public comment:
Written comments can be emailed to publiccomments@sbcity.org. Written public comments
received up to one hour and thirty minutes before the posted start time of the meeting on the
day of the meeting will be provided to the Mayor and City Council and made part of the
meeting record. Written public comments will not be read aloud by city staff. Written
correspondence can be accessed by the public online at tinyurl.com/agendabackup .
Attend the meeting in person and fill out a speaker slip. Please note that the meeting Chair decides
the cutoff time for public comment, and the time may vary per meeting. If you wish to submit
your speaker slip in advance of the meeting, please submit your request to speak using the form
on the following page: tinyurl.com/mccpubliccomments. Any requests to speak submitted less
than one hour and thirty before the posted start time of the meeting will not be accepted.
Please note: messages submitted via email and this page are only monitored from the
publication of the final agenda until the deadline to submit public comments. Please contact the
City Clerk at 909-998-2680 or SBCityClerk@sbcity.org for assistance outside of this timeframe.
Written correspondence submitted after the deadline will be provided to the Mayor and City Council at
the following regular meeting.
MEETING TIME
NOTE: Pursuant to Resolution No. 2024-029, adopted by the Mayor and City Council on February
21, 2024:
“Section 3. All meetings are scheduled to terminate at 10:00 P.M. on the same day it began. At
9:00 P.M., the Mayor and City Council shall determine which of the remaining agenda items can
be considered and acted upon prior to 10:00 P.M. and will continue all other items on which
additional time is required until a future Mayor and City Council meeting. A majority vote of the
Council is required to extend a meeting beyond 10:00 P.M.to discuss specified items.”
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DISCUSSION
City of San Bernardino
Request for Council Action
June 8, 2026
Honorable Mayor and City Council Members
Eric Levitt, City Manager
City Manager's Office
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, review, discuss and establish the City's overall Goals and Priorities
established at the Mayor and City Council Strategic Planning Session with proposed
objectives for City Council consideration.
City Manager's Comments
To advance the City Council's strategic priorities, the City Manager has developed a
series of short-term action items designed to support implementation of the Council's
goals and objectives.
As part of this effort, staff is recommending the completion of a comprehensive
organizational assessment. Organizational assessments are typically conducted by an
independent consulting firm to provide an objective evaluation of the City's
organizational structure, operational efficiency, staffing needs, and service delivery
practices. Staff anticipates returning to the City Council with a recommendation for
consultant selection and authorization to proceed.
Additionally, staff is proposing the initiation of a new long term (5 year) strategic
planning process to be consistent with the previous plan developed.
For reference, the 2021–2025 Strategic Plan, including status updates on each goal
and initiative, is attached for City Council review.
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Executive Summary
The Mayor and City Council did a Strategic Planning Workshop in December 2025.
Based on the workshop strategic goals were established by the City Council. The City
Manager’s office has placed objectives for the City Council review. As was discussed
at the retreat, 80 to 90 percent of staff work is on-going and work toward achieving City
goals makes up approximately 10 percent, up to 20 percent of staff work.
Background
During the Strategic Planning Workshop held on December 17, 2025, the Mayor and
City Council engaged in a robust planning discussion to help guide and develop
strategic Goals and Objectives. As a result, four Strategic Goals were identified
providing leadership, guidance and positioning the City for continued success. The
goals are included as Attachment 1.
Thereafter, as part of the implementation of the Strategic Goals, the Mayor and City
Council directed that the City Manager to convene a special meeting to formalize the
goals and priorities established and develop a structured implementation plan aligned
with those priorities.
Discussion
Strategic Planning is an important component for establishing effective systems,
practices, planning and program implementation to create a framework for
comprehensive leadership and guide decision making. Due to a Strategic Plan typically
being a lengthier process, typically over a year, this was intended to establish strategic
goals as an interim step. The following outlines each goal along with potential next
steps and implementation strategies intended to strengthen City operations, enhance
community services, improve transparency, and support long-term economic vitality.
GOAL 1: Fiscal Sustainability
Recommended Next Steps
Conduct a comprehensive fiscal sustainability analysis
Develop a 3 to 5 year Fiscal Sustainability Plan, including potential
revenue opportunities for Council consideration.
Present findings and recommendations to the City Council by March
2027.
Initiate a Citywide Fee Study
Evaluate existing fee schedules and cost recovery models, both positive
and negative impacts.
Present a proposed updated fee schedule for Council consideration prior
to the 2027-2028 Budget process.
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Forensic Audit Review
Obtain a forensic auditor to provide an informational presentation to the
City Council.
Presentation scheduled for July 15, 2026.
Revenue Opportunities
A sample of area of cities shows that approximately 70 to 80% + of
revenues is property and sales taxes. San Bernardino is approximately
59%.
Identify and evaluation alternative revenue opportunities and present
options to the City Council by March 2027.
GOAL 2: Become an Organization of Excellence
Recommended Next Steps
Organizational assessment
Conduct an organizational assessment.
Organizational assessments are commonly completed by an outside firm
with City Manager making adjustments to meet needs as City Council
initiatives occur.
Hire outside firm to perform organizational assessment and complete it by
June 2027, including:
Staffing structure
Operational efficiency
Service delivery effectiveness
Public Relations and Strategic Plan
Pending Council approval, initiate long-term Strategic Plan and authorize
Request for Quotes for hiring outside firm. To be completed by summer
of 2026.
Develop and implement a communications strategy designed to enhance
the City’s image, to be presented to Council by October 2026.
GOAL 3: Improved Quality of Life
Recommended Next Steps
Housing and Homelessness
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Continue coordinating homelessness and housing strategies with regional
partners.
Complete the Navigation Center by January 1, 2027.
Implement Street Medicine by Fall of 2026.
Continue proactive efforts to address encampments (weekly).
Provide a housing update by January 2027.
Community Engagement and Neighborhood Vitality
Maintain culturally relevant events and neighborhood programming.
Develop and implement a coordinated beautification and anti-blight
initiative.
Evaluate current Code Enforcement operations and present an updated
implementation plan by October 2026.
Provide semi-annual Capital Improvement Project updates to Council.
GOAL 4: Economic Development & Growth
Recommended Next Steps
Permitting and Development Services
Modernize and streamline permitting processes through implementation of
new software systems.
Achieve full implementation by January 2027.
Complete and adopt the General Plan by January 2027.
Establish and provide clear, concise, and user-friendly processes for
license and permits.
Create a business attraction and retention program.
Identify Priority Redevelopment Corridors
Downtown
Baseline
Mt. Vernon
Highland
Waterman
Strengthen partnerships with:
School districts
Universities
Healthcare institutions
County agencies
Local businesses
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Other Priority Initiatives
Recommended Next Steps
City Hall Renovation
Initiate City Hall Renovation Feasibility Study.
Street Sweeping Program
Review street sweeping signage requirements and evaluate
implementation options for Council consideration.
Through the Strategic Planning process and the adoption of measurable Goals and
Objectives, staff will work to establish direction and priorities, focus on the critical
actions necessary to implement and improve resource utilization, reduce redundancy,
and allow the City to establish both stability and seek opportunity. The direction of the
Mayor and City Council through the Goals and Objectives will be communicated
throughout the organization and will promote accountability.
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Fiscal Impact
Fiscal impact will vary depending on project.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, review, discuss and establish the City's overall Goals and Priorities
established at the Mayor and City Council Strategic Planning Session with proposed
objectives for City Council consideration.
Attachments
Attachment 1- City of San Bernardino Strategic Goals 2021-2025
Attachment 2- Strategic Planning Workshop Report (December 2025)
Ward:
All Wards
Synopsis of Previous Council Actions:
December 17, 2025 The Mayor and City Council held a Strategic Planning
Workshop to help guide and develop strategic Goals
and Objectives.
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Strategic PlanningWorkshop
December
17th
2025City of
Follow-up Report
San
Bernardino
San
Bernardino
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On December 17, 2025, the members of the City Council of San Bernardino and
the City Manager’s Team convened for an offsite Strategic Planning Workshop.
All City Council members attended, except for Council Member Ibarra, who was
excused. The gathering also included the City Manager, City Attorney, and City
Clerk. The workshop aimed to give the City Council a platform to explore and
refine their visions for the city’s future, engage in collaborative discussions
regarding communication among Council Members, review their roles and
responsibilities in decision-making, and establish new strategic goals.
Marie Knight, Owner of Knight Leadership Solutions, facilitated the retreat. This
report summarizes many discussions and activities from the workshop, providing
a roadmap that outlines the City Council's strategic priorities and aspirations for
the community
The Agenda for the Day:
Morning Discussions:
Foundational
• What is the Purpose of the Workshop?
• Roles, Responsibilities, and Lanes
• Mutual Purpose/Common Ground/Decision Making
• Accomplishments and Achievements
• Personal Core Values
• City Council Pre-workshop Interview Summary
Potential
• Vision for the future
• Future Challenges and Opportunities
Afternoon Discussion:
Directional
• Previous 2020-2025 Strategic Goal Review
• Set New 3- year goals
• Discuss/Brainstorm Potential SMART Goal Objectives
• Next steps
IntroductionIntroduction
SB Strategic Planning 2
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Prouds:
SB Strategic Planning 3
Crime is down
Mt. Vernon Bridge
Software modernization
Commercial development corridors
The “Love Your Block” grant
Passing a balanced budget
New City Manager *
New City Clerk *
Park improvements
The approval of several affordable housing projects
Relationships with partners - the County, School Districts, etc.
New Pavement plan means our streets are all getting paved *
*Multiple shared sentiments
The City Council discussed Accomplishments and Achievements in the past year:
Group Discussions
My Vision for today is:
Overall big-picture plan and goals
A list of priorities
Success in becoming a better team
To develop and curate a vision with specific priorities, collaboratively, as a
Council body, aimed at truly changing the trajectory of the city
To work closer with my colleagues to understand them more, and
understand how our vision can be put into place
Getting a better understanding of City Council and create 2-year goals that
staff can follow-up with on and create specific work strategies
Painting a collective picture of what the City can look like in the next 3-5
years
Big picture plans and goals
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I Bring to the group:
Support, institutional knowledge and memory, optimism, different
perspective, a reflective discomfort, dreams, and a readiness
A readiness to listen
Institutional memory
Experience in Life, Business, and City governance for the City of San
Bernardino
An optimism, readiness to put in what’s needed to realize change, and a
head filled with dreams for the city that raised me
A different and younger perspective
Accountability, transparency, uncomfortable reflection
Trying to bring the vision through the organization, also bringing problem
solving skills and (hopefully) desired outcomes
I Need from the group:
Participation, support, respect
Ideas on solving the many challenges facing the city
To understand our roles, stay in our lanes, and work as a team
Open-mindedness and the spirit of collaboration
An effort to understand without judgement, open-mindedness, and respect
for different opinions
Step up for the community, do the right thing, and follow through
Vision and goal setting, clear direction, and collaboration
Utilizing all of our collective experience
Group Discussions continued
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5 years from now what do you want the headline to be for the City of
San Bernardino?
Headlines for the Future
San Bernardino gets a one hundred million dollar grant to revamp their
Downtown area.
San Bernardino is booming! They have a thriving downtown and are leading
innovation in _________.
San Bernardino is back on track! En route to becoming an All-American city!
Re-imagination of Carousel Mall was successful this past year and San
Bernardino is a leader in the region for economic development and creating
housing.
Eric Levitt has been reappointed as the City Manager for the 5 year! th
San Bernardino breaks ground on Downtown and Carousel Mall rebuilds.
San Bernardino strikes deal with ____ (MLB or NFL) to bring their team in!
Challenges/Opportunities On The Horizon
CITY COUNCIL:
City Hall is not currently a one-stop-shop for all services we offer
Deferred infrastructure and facility maintenance
Homelessness
City revenue and budget
Asset management
Community bonding opportunities
Changing the culture at City Hall
Planning for the future
CITY MANAGER:
Land utilization (both vacant and not) as a part of economic development
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Setting New Strategic Goals: Recap
The City Council reviewed the previous Strategic Goals that were established in
2020:
•Financial Stability
• Focused, Aligned Leadership and Unified Community
• Improved Quality of Life
• Economic Growth and Development
During their discussion, the Council considered whether these goals and their
corresponding objectives remained relevant, were completed, required
refinement, or if anything was missing. It was highlighted that there were
currently no metrics available to measure the progress of these objectives, making
it challenging to assess their relevance or completion status.
Before exploring potential new strategic goals, the facilitator reviewed responses
from the City Council gathered in the Pre-Workshop Interviews concerning their
top priorities for the Community in the coming years. These priorities generally fell
into the following categories:
Infrastructure & Services
Economic Development
Streamlining permitting processes
Public Safety
Homelessness & Blight
Equity & Quality of Life
Community Engagement & Communication
Leadership & Consistency
The City Council felt that a few of the previous goals needed some refinement to
reflect the current needs of the Community and the Organization, and to provide
greater clarity in outcomes that were desired from the goals. The following are the
new 3-Year Strategic Goals set by the City Council:
New 2026-2029 Strategic Goals
• Fiscal Sustainability
• Become an Organization of Excellence
• Improved Quality of Life
• Economic Growth and Development
Previous strategic goals:
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GOAL 1: FISCAL SUSTAINABILITY
Potential Pillar: Identify Additional Revenue Streams
Revenue Streams Tracking Reserves
Review Investment Portfolio
Property Taxes /fire District
Tax Revenue Options (ie) CDPs, EIFDs, community facilities district, special finance
districts
Potential Pillar: Internal Fiscal Health Review
Auditing Services (spending wisely) *Fee study (2020)
Citywide Forensic Audit
Preview Class & Comp Study
Setting Potential Strategic Goal Objectives
The City Council participated in an exercise aimed at pinpointing actionable items
that could drive success for each of the new three-year Strategic Goals. The City
Manager and his Executive Team will utilize this feedback to formulate a list of
SMART (Specific, Measurable, Achievable, Relevant, and Time-Based) Objectives for
each goal area. These will be presented to the City Council at an upcoming
meeting for their review and approval. The objectives developed by the staff will be
feasible for completion within the next three years, considering the organization's
current resources and capacities, workload, or with additional resources that may
need to be allocated. The Council recommended that while staff is drafting the
Potential Objectives, they should take into account “Pillars” under each Goal Area
to more clearly delineate the major areas of work required.
Brainstorming Potential Strategic Goal Objectives:
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Setting Potential Strategic Goal Objectives
GOAL 3: IMPROVED QUALITY OF LIFE
Potential Pillar: Increase Community Engagement
Increase culturally relevant city events (Festival; Mt Vernon Bridge w classic cars)
and strategize the placement of events.
PR Campaigns (Love Your Block), on multiple Mediums - Printed and social media
*meet where they are at
Potential Pillar: Focus on Public Safety
Increase housing and decrease homelessness
Create Enhanced Park Programs for underserved populations (ie: teens etc.)
Focus on Walkability
Potential Pillar: Community Beautification
Focus on Public Safety and Beautification
Clean Parks (address trash and illegal dumping *Burrtec), better lighting, paved
streets.
Increase Code Enforcement efforts and address slum lords.
Develop a plan to address blight (building vacancies)
GOAL 2: BECOME AN ORGANIZATION OF EXCELLENCE
Potential Pillar: Leadership Development
Create a Succession Plan for Management and Leadership positions.
Create plans for coaching and staff development, and build the capacities of
current leaders, fostering strong and stable Leadership
Potential Pillar: Creating a Healthy Organization focused on a positive culture and
environment.
Create Policy Manuals and Guidelines prioritizing: planning and development,
permits and processes, human resources, and smart city innovations.
Assess current staffing to ensure it reflects Council’s priorities
Create Organizational Values
Provide customer service training to raise the bar and create consistant standards.
Focus on "Smart" practices vs "Best" practices
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Setting Potential Strategic Goal Objectives
GOAL 4: ECONOMIC GROWTH AND DEVELOPMENT
Potential Pillar: Business and Asset Development
Focus on redevelopment of business corridors (ie) Baseline Mt. Vernon, 40 . Highland,
Waterman, etc.
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Focus on Downtown redevelopments
Leveraging assets and city-owned properties as well as private assets
3 space walkability that attracts and serves the students in the cityrd
Review permitting system - improve & expedite
Potential Pillar: Leveraging Community Partnerships and Opportunities.
Increase inter-agency partnerships (ie) Chamber of Commerce, School Districts, County...
Work-force development
Job creation opportunities
Explore High-tech opportunities with universities and medical/health institutions
Explore creation of internships, apprenticeships, and externships - youth-focused
Big Ideas
Here are some ideas you wanted to capture, and/or circle back to in the
future:
The City Council has committed to ensuring that all new proposed agenda
items are directly aligned with the new Strategic Goals and Objectives
established during the Workshop.
Regular updates and progress reports will be required by the City Council,
along with data and tracking metrics for all finalized Strategic Goal Objectives.
The City Council proposed a review of the current procedures for setting both
the Council Meeting Agenda and adding future agenda items, asking the City
Manager to present potential options for revising and improving these
processes.
It was recommended that all outstanding additional agenda items be
evaluated for their relevance to the new 3-Year Strategic Goals and Objectives.
The City Council aims to provide dashboards and metrics to our constituents,
showcasing the progress of our goals and objectives that are currently being
implemented.
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Next Steps...
City Manager and Executive Team Review: The City Manager and Executive
Team will evaluate the City Council’s new Strategic Goals, along with
insights on potential Objectives and Pillars. They will then formulate
actionable SMART Objectives that can be implemented within the next 1
to 3 years for each Goal. Some Draft Objectives may be introduced in a
phased manner, while others might necessitate the allocation of
additional resources. These Draft Objectives will clarify:
**WHO** will take the lead
**WHAT** the intended outcomes are
**WHEN** the action is expected to be completed, presented to the
City Council, or approved by the City Manager
The City Manager will present the Draft Objectives to the City Council at a
future meeting for input and final adoption, as well as an agreed upon
process for progress reports and updates to the City Council. .
Once the Strategic Plan is adopted by the City Council, the City Manager
and Executive Team will work within the organization to create the
necessary staff work plans to ove the needle forard towards completion of
the Objectives.
We thank you for engaging us to facilitate
your path forward to continued success.
04 The Team will begin to work the plan and the City Manager will provide
regular progress reports to the City Council.
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