HomeMy WebLinkAbout2026-02-10 - AGENDA REPORTS - SC FIVE-YEAR STRATEGIC PLANO
Agenda Item: 3
CITY OF SANTA CLARITA
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AGENDA REPORT
NEW BUSINESS
CITY MANAGER APPROVAL:
DATE: February 10, 2026
SUBJECT: CITY OF SANTA CLARITA FIVE-YEAR STRATEGIC PLAN -
SANTA CLARITA PATHWAY FORWARD
DEPARTMENT: City Manager's Office
PRESENTER: Michael Villegas
RECOMMENDED ACTION
City Council receive, discuss, and approve the City of Santa Clarita's proposed, new five-year
strategic plan, Santa Clarita Pathway Forward.
BACKGROUND
The City of Santa Clarita (City) has a long-standing tradition of excellence and a reputation for
high -quality living, exceptional customer service, and stellar parks, facilities, trails, open space,
and more. These accolades are a testament to the guidance and leadership of the City Council,
strong fiscal management, and effective planning. To guide the organization's decisions over the
last decade, the City has successfully implemented two five-year strategic plans, Santa Clarita
(SC) 2020 and SC 2025.
Santa Clarita 2020 contained 62 action items, which were completed from approximately 2016-
2020. The City's current plan, SC 2025, which contains 88 action items, is nearing completion,
with the majority of the action items having already been completed. Some of the major
milestones include: several new parks, such as Vista Canyon Park, Skyline Ranch Park, Pioneer
Oil Refinery Park, and William S. Hart Park; several new facilities, such as the Santa Clarita
Valley Sheriff s Station, the Vista Canyon Multi -Modal Center, and the Valencia Community
Center; and several new programs and activities, such as the Library Express, the Celebrate
Cultural Series, and the Youth Outdoor Adventure Program. All remaining projects are in the
final stages and will be completed in the coming months.
Building on the successes of the City's last two strategic plans and while looking at current and
future trends, City staff have put together a proposed, new five-year strategic plan, Santa Clarita
Pathway Forward (SCPF), which is attached for your review. The SCPF tentatively contains 80
action items across six redeveloped themes. Like previous plans, SCPF will continue to bring
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new, high -quality amenities, services, and programs to Santa Clarita residents, while exploring
ways to enhance customer experiences and evolving our organization through the use of
technology. The proposed action items reflect the values, priorities, and vision for our
community in the years ahead.
To develop SCPF, City staff used the feedback received from the City Council as the foundation
and guide for the direction of the new strategic plan. City staff then reviewed existing data, such
as various source documents, current master plans, and the results of the most recent Public
Opinion Poll, which provided City staff a better understanding of needs expected and desired by
the community over the past few years. Collectively, the information was used to further build
out the plan, ensuring that the City meets its commitments to Santa Clarita residents now and in
the future. Finally, City staff conducted numerous in -person strategic planning discussions with
staff across the organization to best understand the remaining needs and opportunities for Santa
Clarita, and to develop actionable measures that are both achievable and consistent with the City
Council's vision and community needs.
If SCPF is approved by the City Council, City staff will closeout SC 2025 and launch the new
strategic plan concurrently, with SCPF concluding in 2030.
ALTERNATIVE ACTION
Other action as determined by the City Council.
FISCAL IMPACT
There is no fiscal impact associated with this item. All action items reflected in the proposed
strategic plan will go through the appropriate funding approvals prior to implementation.
ATTACHMENTS
Santa Clarita Pathway Forward
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Message from
the City Manager
Setting a vision, embracing innovation, anticipating community needs and prioritizing goals are essential to
preparing for a successful future - not just for the years ahead, but for generations to come. The City of Santa
Clarita has built a reputation as a forward -thinking, resilient organization committed to thoughtful planning and
meaningful implementation. Through this approach, we continue to deliver exceptional municipal services and
high -quality experiences for residents, businesses and visitors.
Over time, this dedication has allowed us to complete major capital projects, launch impactful new programs,
expand access to vital services and continually refine our offerings based on community needs and values. Just
in the last few years we have opened the Santa Clarita Sheriff's Station, the Canyon Country Community Center
and the Santa Clarita Bike Park while also taking over ownership and day-to-day operations of the William S.
Hart Park & Museum - plus refurbishing and reopening existing structures that now house the The Cube: Ice &
Entertainment Center and the Valencia Community Center.
The 2030 Santa Clarita Pathway Forward serves as our five-year blueprint - a roadmap for aligning resources,
achieving milestones and investing in the infrastructure and services that matter most. It blends current projects
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with forward -looking initiatives to strengthen the foundation that has made Santa Clarita one of the most desirable
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communities in the nation.
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The Plan was developed through a collaborative and inclusive process, informed by the insights of City staff,
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direction from the Santa Clarita City Council and feedback from residents and stakeholders, including results
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from the biennial Public Opinion Poll. Together, we identified the key priorities that guide our work and reflect the
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values of our community. Following a series of planning sessions and engagement efforts, the City's Leadership
and Management Teams organized these priorities into six strategic themes:
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• Community Connections
• Planning and Economic Vitality
• Environmental Conservation and Beautification
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• Sustainable Public Infrastructure
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• Organizational Excellence and Innovation
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• Public Safety and Resiliency
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Each of these areas is supported by measurable, actionable goals - ensuring the preservation of the high -quality
of life we all enjoy.
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Thank you for your continued partnership and passion for Santa Clarita. Your voice, vision and dedication are what
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drive us forward. Together, we are shaping a brighter future and creating a City we can all be proud to call home.
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Sincerely,
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Kenneth W. Striplin
City Manager
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2030 PATHWAY FOWARD
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Connections
01 Complete construction and begin programming The Rink Sports Pavilion
at the Santa Clarita Sports Complex.
02 Complete construction of the new Arts, Cultural, and Veterans Center at the
former Senior Center location.
03 Complete construction of the new public television studio at the Citrus Facility.
04 Develop a plan to support rehabilitation and expanded recreational
programming at William S. Hart Park.
05 Implement animal care initiatives to increase awareness of adoptable animals,
support local non -profits, and expand access to spay/neuter services.
06 Enhance recreation and community service programming to reflect diverse
community interests, emerging trends, and demographic shifts.
07 Evaluate City events to evolve programming and offerings for
community enjoyment.
08 Expand the City's Volunteer Program through targeted outreach and
meaningful community engagement opportunities.
09 Establish operations and management of the Hart Museum and Collection and
increase public education and awareness of the Museum offerings.
10 Finalize and initiate implementation of the new Arts Plan.
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Complete the transition to district -based elections in alignment
with the 2026 Election.
12 Expand the "You've Got a Friend at City Hall" initiative to educate residents
on how to access and utilize city services.
13 Develop and implement targeted communication strategies to effectively
engage underserved populations.
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Modernize transit services and enhance the rider experiences through
technology and strategic partnerships.
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Reduce barriers to recreation and community services through enhanced
outreach, communication, and mobile programs.
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Expand youth development programs that empower young people to
contribute to their community and build essential life skills.
Enhance the library collection by leveraging community feedback, delivering
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tailored programming, and expanding topics of community interest and
importance.
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Complete a Parks Needs Assessment to inform future park
rehabilitation and enhancement efforts based on
community recreation needs.
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Pursue the acquisition of the former Santa
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to bring recreational and programmatic
amenities to the Saugus community.
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Collaborate with regional agencies to create opportunities for community
engagement, tourism, and local economic impact during the 2028 Summer
Olympic and Paralympic Games.
Develop a public/private partnership to increase parking on Main Street that
aligns with the Old Town Newhall Specific Plan.
22 Collaborate with the Santa Clarita Valley Economic Development Corporation
to bring new businesses and high -quality jobs to Santa Clarita and retain
existing businesses.
23 Enhance business support services by increasing visibility, improving access
to resources, and expanding technical assistance.
24 Advance the City's Film Office by streamlining permitting, promoting unique
Locations, and fostering industry relationships to attract and retain film
production.
25 Strengthen partnerships that attract and retain tourism -generating events.
26 Establish an affordable housing strategy.
27 Update the 2029-2037 Housing Element cycle.
28 Implement and update the City's Housing Element of the General Plan.
29 Explore the feasibility of establishing a Santa Clarita Business Conference Center.
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30 Establish an annual Open Space Maintenance Program that addresses aging
surfaces, vegetation management and irrigation infrastructure, inclusive of
trails, to enhance public use.
31 Implement projects and policies from the Upper Santa Clara River Watershed
Management Program to ensure compliance with the National Pollutant
Discharge Elimination System permit.
32 Continue efforts to achieve the State's goal of 75% solid waste diversion
through continued implementation of organics diversion programs required by
SIB 1383.
33 Implement the City's Zero Emission Transition Plan by procuring zero -emission
vehicles as part of the fleet replacement strategy.
34 Evaluate the feasibility of a Phase II Energy Efficiency project that captures
additional energy savings through the replacement of aging equipment.
35 Develop an Open Space Acquisition Plan to complete the City's Greenbelt
through strategic land acquisitions and trail development.
36 Administer a robust Graffiti Removal Program that includes community
education, outreach, prevention, and enforcement, while evaluating City
infrastructure for design upgrades that deter vandalism.
37 Collaborate across departments to host a Citywide beautification events that
promote and maintain quality of life.
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Complete construction of the Central Park Maintenance Yard Expansion
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City operations.
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Complete the Aquatic Center Rehabilitation Project.
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Complete Playground replacement projects that expand accessibility and
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incorporate inclusive play elements.
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Complete the design and commence grading of Santa Clarita Sports Complex
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expansion.
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Complete construction of the Dockweiler Drive Extension Project.
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Complete construction of the David March Park Expansion Project.
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Complete the Annual Overlay and Slurry Seal Program to ensure high -quality
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roadways Citywide.
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Complete construction of median and parkway improvements on Magic
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Mountain Parkway between Tourney Road and Avignon Drive.
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Complete the design of the Newhall Park Rehabilitation Project.
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Evaluate opportunities to enhance amenities at Creekview Park.
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Conduct an annual Sidewalk Rehabilitation Program to address maintenance
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of sidewalks and access ramps Citywide.
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integrity and address maintenance of bridges Citywide.
50 Construct Vista Canyon Road Bridge.
51 Coordinate with the developer of the Bouquet Residential project to complete
the Bouquet Canyon Road Realignment.
52 Coordinate with the developer to begin construction on the Via Princessa
roadway between Isabella Parkway and Golden Valley Road.
53 Implement traffic circulation upgrades to improve intersection safety and
enhance traffic flow.
54 Identify permanent space for the Archives to accommodate collection growth
and support preservation efforts of the City's historical assets.
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55 Strengthen partnerships with the County of Los Angeles 5th Supervisorial
District and local school districts to enhance coordination, communication, and
mutual support.
56 Employ an active legislative advocacy program that effectively represents
Santa Clarita's interests at the regional, state, and federal level.
57 Continue efforts in preventing large-scale mining in Soledad Canyon.
58 Stay at the forefront of communication technology by continually assessing
resident preferences, adopting emerging tools, and guiding the community
through the City's digital evolution.
59 Maintain a thorough Risk Management Program that proactively mitigates risk
and reduces exposure through operational and technological solutions.
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60 Issue a Request for Proposal for the operation and maintenance of the City's
Transit Service.
61 Implement a new lobby check -in management process to improve processes,
increase efficiencies, and enhance user experience at the City's Permit Center
62 Implement new software for internal facility maintenance operations and asset
management.
63 Implement regular internal audits and reviews of City processes to identify
areas for improvement, ensuring transparency, accountability, and optimal
service delivery.
64 Implement a new solution to replace the City's agenda management system.
65 Continue implementing a comprehensive succession planning strategy to
ensure organizational continuity, preserve institutional knowledge, and meet
future leadership and workforce needs.
66 Develop and promote materials that demonstrate the City as an employer of
choice, while continuing to explore strategies to remain competitive, attract
qualified applicants, and showcase the value of public service.
67 Develop and implement a comprehensive framework to effectively integrate
new and existing employees into the City's culture, reinforcing engagement
and behaviors that reflect and uphold the City Philosophy.
68 Evaluate the use of Artificial Intelligence (AI) to streamline internal City
processes.
69 Evaluate the effectiveness of the current land management system for
potential replacement.
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Collaborate with the Crime Prevention Unit to strengthen the City's
partnership with the Sheriff's Department and enhance community
engagement.
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Identify and assess new technologies to augment the SCV Sheriff's Station's
operations to improve antiquated operations and enhance overall efficiencies.
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Develop and deliver public education programs to improve community
awareness of emergency procedures, disaster response, and personal
preparedness through Mobile Command Unit demonstrations and community
_ outreach events.
p 73 Facilitate quarterly meetings of the Emergency Preparedness Stakeholder
Group comprised of the City, Sheriff's Department, School District, Utility
Agencies, and Fire Department.
Increase presence and engagement between the community and local law
3 - enforcement through social media outreach and by hosting community events
75 Develop a Fire Prevention and Open Space Management Education Program
focused on wildfire risk through feasible brush clearance, defensible space
enforcement, and fuel management.
Complete design and coordinate with Caltrans to implement railroad
crossing safety improvements at the intersection of Railroad Avenue and
Newhall Avenue.
77 Continue administration of the Traffic Safety Team to maintain
a low collision rate.
78 Update and implement the City's Non -Motorized Transportation Plan to
improve traffic safety and promote active transportation.
79 Continue facilitating the Community Task Force on Homelessness and
collaborating on multi -agency solutions to more effectively address
homelessness.
ou Replace the City's Land Mobile Radio System (two-way radios) with a new
compliant solution to ensure seamless communication between the City and
inter -agency partners.
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