HomeMy WebLinkAbout1991-06-25 - AGENDA REPORTS - CMTY STRATEGIC PLAN (2)AGENDA REPORT
City Manager Approval
/
Item to be presented by:
IN&M-1430-DW
DATE: June 25, 1991
SUBJECT: Community Strategic Plan
DEPARTMENT: City Manager
BACKGROUND
_George Cai�raavvaallho}���/,
On April 17 and 27, 1991 the City of Santa Clarita conducted its first Community
Strategic Plan. This creation of this plan, entitled "Share the Vision",
brought together over 125 members of the community as well as the City Council,
Commissions and staff to together outline the direction the City will take over
the next three years. Components of the plan included:
1. Assessing the State of the Community.
2. Determining the planning period
3. Assessing external conditions
4. Determining our collective vision of the future
5. Community Assessment
Following the Community Strategic Planning process, City Staff met with the
Council to outline an action plan for addressing many of the issues presented by
the community. The action plan lists the highest priority projects the City
will focus on during the planning period. Target dates as well as the
responsible party are listed in order to track progress.
The final.plan is now presented for review and adoption. This document combined
with the budget and the General Plan -will provide the City Council;,as well as
staff the necessary guidance to ensure that the priority needs of the community
are met in a timely and efficient manner.
RECOMMENDATION
That the City Council review and adopt the Community Strategic Plan.1991-1994
and direct staff to implement the action plan.
ATTACHMENT
Community Strategic Plan
Continued To: - agenda Ite
CITY OF SANTA CLARITA
COMMUNITY STRATEGIC PLAN
SHARE THE VISION
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1991-1994
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L_J
DRAFT
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TABLE OF CONTENTS
1
Project Objectives
Playground Rules
Disclaimers
The Issue of Change
Overview of Strategic Planning
Strategic Planning Model
SECTION I - STATE OF THE COMMUNITY 12
Immediate Issues Facing the Community
SECTION II - ASSESSMENT OF EXTERNAL CONDITIONS 22
Who Is Our Service Population?
Who Are Our Regulators?
Who Are Our Competitors?
Who Are Those Who Provide Resources?
SECTION III - VISION OF THE FUTURE 34
• Worst Case Scenario
Best Case Secenario
Reality Check
SECTION IV - COMMUNITY ASSESSMENT 45
On What Does The Community Need To Spend More Time?
What Is It The Community Does Well?
SECTION V - REVIEW POINT 50
Prioritizing Issues/Trends/Vision
SECTION VI - COMMUNITY VISION STATEMENT 51
What Are The Rey Elements Of A Vision Statement?
What Is.The Primary Direction In Which The Community
Should Proceed?
SECTION VII - ACTION PLAN 55
CONCLUSION
Exhibits
Attachments
SHARE THE VISION
GRAFT
City of Santa Clarita
COMMUNITY STRATEGIC PLANNING
1991-1994
INTRODUCTION
In April of 1991, a community strategic planning process was conducted by and
for the City of Santa Clarita. There.were approximately 125 participants from
throughout the City. Invitations were sent to various community leaders and
other governmental agencies, businesses, the educational field, and the
development community. Likewise, an open invitation was also extended to all
residents of Santa Clarita to participate in the planning process.
The City Council of Santa Clarita, comprised of Mayor Carl Boyer, JoAnne
Darcy, Jan Heidt, Jill Klajic, and Buck McKeon, acted as our hosts and
participants in the process, and assumed the primary responsibility for
adopting an Action Plan to place into effect the community vision statement.
The action plan will address the major issues and trends that were identified
as being the most important or significant by the total group.
A training/orientation session was conducted on the evening of Wednesday,
April 17, 1991. The strategic planning session took place on Saturday, April
27, 1991, at The Masters College. The Action Plan was processed by the City
Council on May 22, 1991. A complete list of the participants, the key players
contributing to.the success of the process, is listed separately on Attachment
A.
The Challenee
As cities prepare to enter the '21st Century, they must address the many
complex challenges facing local governments today. These challenges will
involve providing municipal services to growing communities with less
financial support coming from County, State and Federal governments. Most all
cities are facing issues of providing more and better services with fewer
resources, but Santa Clarita recognizes that as a new city, we have our own
unique characteristics and problems. There is the need to deal with
divergent interests regarding the issue of development, much of which is
occurring outside the City's corporate limits. There is the challenge of
forming and establishing an identity for one unified city, without losing the
separate identities of the distinct communities which make up the City of
Santa Clarita. Additionally, while the City has already begun to develop a
• reputation for being a progressive, innovative and creative new solutions to
old problems must continually be sought. The Mayor and City Council approved
the City Manager's request to conduct a community -wide strategic planning
process. The primary purpose of the process was to involve the citizenry in
cooperatively identifying and addressing issues related to growth, .
environmental concerns and social ills, as well as collectively creating a
vision of the ideal community which City .policy makers and staff can direct
their creative efforts.
Having used the strategic planning process.successfully in two previous cities
( San Clemente.and Bakersfield), George wanted to use the strategic plan in a
different manner. While he had used the process successfully for individual
municipal departments, total city organizations, and non-profit groups, but
this was the first attempt known in the State of California at developing a
community strategic plan which included not only key leaders in the community,
but an open invitation to all residents to participate in developing the plan.
To adapt the strategic planning model to allow for community participants in
the process, as well as facilitate the workshop, George called upon City of
VisaliaDeputyCity Manager Gary Brown and Santa Clarita Assistant City
Manager Ken Pulskamp to assist him. Both Gary and Ken have been involved in
the strategic planning process for several years, having conducted strategic
plans for different organizations, as well as having trained numerous local
government personnel in how to conduct strategic planning sessions in various
jurisdictions throughout the state.
In addition to adapting the strategic planning model for use by such a large
group,.the facilitators were also responsible -for conducting a
training/orientation session for the participants in advance of the workshop. .
It was felt that if the participants had a better understanding of -the
objectives of strategic planning in advance of forming the plan, the result
would be improved.
It was determined at the training orientation session that it should be
emphasized that planning is an ongoing process- and -that strategic planning
specifically is never ending. The following report will serve as a point of
departure for the City, as well.as provide a general sense of direction in
which to proceed. The report, however, needstobe constantly reviewed to
determine if action items are accomplished within reasonable timeframes, and
to continually re-examine and validate our targeted vision.
PROJECT OBJECTIVES
Integrate Community Into Planning
Often Council members and City Staff assume the responsibilities of
determining what is best for the community. Though the formulation of
such plans may take place in a vacuum, or the proverbial "ivory tower",
based upon inaccurate assumptions. To avoid this type of faulty plan
making, City officails wanted to insure to that the whole community was
represented in the.planning process.
Strategic planning will serve as a means to help validate.whether
or not existing points of view, policies, programs and plans are still
relevant and are meeting the needs of the community. The process, will
enable the community to fully participate in the development of the
plan. Contrary to the City's long term General Plan, strategic
planning is a much more dynamic process and is less focused on data and
structure. Also, it is not a legal mandate as are land use plans, it
can be flexible enough to meet the needs and desires of the community.
Create a Shared Vision
It is a well known phenomenom that people may observe the same
object at the same time, but interpret it differently. For example if
you were to ask three individuals to view and describe a simple block
of wood, each might respond differently. The first might note the
wood's size and shape while the other might note its color and
texture. The third might note its usefullness. Each may be correct
but each persons description would be enhanced by the other's
description People see their world's from different points of view
based upon their biases and/or conditioning. Each person's view may be
correct but can be made more whole by adding other different points of
view to find or create a shared point of view. The same thought
applies to creating a shared vision. Collectively, the objective is to
have people identify the characteristics of an ideal community and find
areas of common ground in which there is agreement. As mentioned in
the process, it is akin to the "blank canvas" theory in which one.
approaches the creation of a vision as if it were a blank canvas, not
inhibited by previous brush -strokes.
One group dynamic exercise often used in organizational development
sessions, is the 'survival" game. This organizational development
process continues to support the theory that, collectively, the team
has a much better chance for survival if they work to develop a
consensus, rather than if they were to work independently. The same is
true for organizations, or for whole communities.
Clarify Purpose
Everyone belongs to some sort of organization, is part of a family
group, a church or social clubs, or resides. in a neighborhood. Being a
passive member is one thing. However, if a person really wants to
contribute, they.need to understand the purpose of the organization or
group. What does it stand for? Which direction is it going? The
strategic planning process enables participants to clarify/identify the
purpose or sense of direction in which the organization wants to
proceed.
Identify Issues/Trends
The _strategic planning model, which will be explained in more
detail later on will help, identify the major issues facing the
community today. Additionally it considers the trends that are just
below the surface or which are just coming into view. One way to head
off problems or, if you will, "stay ahead of the curve", is to
anticipate the issues and trends in order to handle them before they
are out of control.
Tests/Validate Current Assumptions
As mentioned previously, local government must often move forward
and represent the community's views even though the views are not
clearly known. While public participation is very important, it
doesn't occur that often. In reality, everything cannot be taken to
the community for a vote by the public. The a democratic form of
government, policy makers are elected based upon the trust and support
given them from their constituents. Based upon this support, officials
must make.certain assumptions upon the often limited input they
receive and municipal organizations move forward to implement such
objectives. The Strategic Plan process will enable the municipal
organization to validate whether or not they are on target.
Identify Community Resources
One of the objectives of the process is to identify where the
resources are and what trends may affect them. Like that of natural
resources, an organization's resources are finite, once they are used,
they may be gone forever. As a result, everyone associated with local
government has a responsibility to be a vise steward of the limited
resources. Where resources are identified as scarce, it is important
to conserve them and shre based on need and priority.
Improve Community Networkin¢
Since strategic planning is a group dynamic process, it requires
working together to address community issues. Even though people may
have divergent points of view, the process enables people to work
together for a common objective. Because, many of the participants
will not know one another, the process will enable the community to get
to know one another better and help them function as a team. The
interaction with one another in discussing community issues is as
important, if not more so, as than the end product --the Strategic Plan
Increase Understandine of Local Government
Sometimes local governments and officials will move forward, make
decisions and assume that the community is aware of what is being done
and why. There is also the general belief that the public understands
local government and how it works. But this is not always true.
Unless people are actively involved in the governmental process, most
of the inner workings will be unfamiliar to them and contact with their
local government may be limited.
However, this contact can be positive or negative depending upon
whether they are on the receiving end of a citation, a victim of crime,
or someone who wants to build a fence and has experienced the steps to
gain the necessary permits. The strategic planning process not only
serves as.a catalyst for receiving information, but also serves -as a
means to impart information in terms of the issues and difficulties
facing local government. Having participate in the process, the
community will have a better feel that there are many complex issues
facing their elected officials and City staff. Finally the participants
should come away knowing that the municipal organization can only work
on a few major problems at a time, based upon its limited staff and
financial resources.
Develop Action -Oriented Plan
There are many types of planning efforts. Some are abstract and
dynamic while others are data bound and static. Many plans
unfortunately, in fact most, probably are forgotten a few months after
they are completed and are never implemented; often, they end up on
the shelf, collecting dust. The desire of the City Council and City
Manager of Santa Clarita is to insure that the Community Strategic Plan
experience will be more than.just a process. By develpoing an action
or plan with specific tasks to accomplish, people will be able to
sere the results of their efforts and know that the strategic plannimg
process was not a series of discussions.
• PLAYGROUND RULES
As with any plan, there are certain steps which need to be followed to insure
success, and since "time" is a precious commodity, it is important that the
program stay on schedule. The task at hand was to determine how to insure
that participation occurs and that the process does not -hang up at any one
point. Since this was "first" in the state involving the community and the
total number of participants was unknown at the time of the planning for the
event, the process could be unwieldy, especially with the diverse points of
view. As such, the facilitators assumed the role of playground instructors
(symbolic, of course) complete with City of Santa Clarita Parks 6 Recreation
ball caps and whistles.
The process required the following rules so that all the participants knew the
rules in advance:
1. EVERY IDEA IS VORTHY OF CONSIDERATION.
People often have a tendency to tune out individuals when a comment
is made that may be contrary to their point of view or be considered as
not being worthwhile, old news, or too bizarre to consider. Many of
the steps in.the strategic planning process require "brainstorming" in
which ideas are brought forth without taking time.out to evaluate
whether they are truly worthy of further consideration. Later on in
the process, participants would be.able to prioritize issues, trends
and vision objectives which would validate those items that are more
important or significant than others expressed during the course of the
day.
2. TIME SHOULD BE SHARED.
It is important that everyone be able to express their pointof.
view, and that any one individual or group not dominate the process.
Likewise, others should not be inhibited based upon the power of
another's personality or position and the amount of time they take in
articulating their thoughts. The objective was to share information
and provide input to the Mayor and City Council. As in any group
process, if ideas and various points of view are solicited, it is
recognized there may be strong differences of opinion which requires
some debate orclarificationand presentation of the other point of
view. It was important to insure .that allowing a person to present
their minority opinion is much more important than not allowing open
dissent. Likewise, people can have differing opinions, but we must
respect one another and not personalize the issue or try to undo the
will of the majority. Once everyone's point of view is taken into
consideration and the decision is made, the minority should not
undermine the plan.
Our role is to provide input, not make the final.decision. The
final responsibility of the plan has to reside with the policy makers
who are entrusted to carry out their responsibilities and, likewise,
may possess information that is unknown to others. Also, they must
prioritize intermsof how to utilize the resources they have available
to them. As such, the intent and objective of the process was for
individuals to provide information --input, if you will, to the City
Council, but the final decision resides with them.
3. EQUALITY OF PLAYERS (No Rank)
To fully achieve the above objectives of the Strategic Planning
Process, everyone must be considered equal. Because the Mayor, City
Manager, Police Chief or Fire Chief express a view it does not mean
their point of view is on target and that others should not have an
opposing point of view.
In review, upon completion of the workshop process, the "rules, were followed
without constant reminder from the facilitators This demonstrated that there
were.quality people involved in the process. They respected one another.
There was caring, and we were able to complete the comprehensive plan on
time. People were also conscious that it was important to follow the steps in
the process.
The 'playground monitors' are beholding to the participants for helping them
make the process successful, interesting, and fun. This was and isan
important objective of any group process and we were able to have some laughs
along the way despite the hard work.
i
DISCLAIMERS
. Due to the untried nature and uncertainty of using the Strategic Planning
process with such a large group, the facilitators felt it was important to
state disclaimers up front to minimize possible frustration with the process
or the end product. The following is a list of disclaimers that were shared
with the group in the orientation session.
- No matter how much planning we undertake we cannot anticipate
all things that will happen.
- We will not begin by seeking solutions to the specific
concerns you.may have. We will focus initially on broad themes
and in identifying a general sense of direction.
- Individually we may not have all the solutions for the City's
problems, but collectively we should be able to get a handle on
the key issues.
- The basic process we will follow has been proven; however, it
was designed for smaller groups who have a great deal of
interaction with one another on a continuing basis. We have
modified it in advance for this process, but we may have to alter
it as we go along.
- At times you may think we are spending too much time on
. following the process and should get into resolving the specific
issue(s), it is important to remember that we need to follow the
steps to avoid misdiagnosing the problem, and to avoid treating
the symptom instead of the cause, which happens most often.
THE ISSUE OF CHANGE
During the session, there was a discussion about change. It was
pointed out that life is more complicated than ever before and that
there is much change in the world.
The amount of information that exists has been increasing at a
phenomenal rate. This is evidenced by the following:
From World War II to 1960, the amount of knowledge in the
world doubled.
From 1960 to 1980, the amount of knowledge in the world
doubled again. .
From 1990 to the year 2000, the amount of knowledge is.
expected to double yet again.
By the year 2035, 90S of the technology which will be used has
not yet been invented.
Population is another area which is a contributor to the amount of
change in the world.
There were 1.2 billion people in the world in 1850. •
1.2 billion people will be added in the world within the next
12 years.
There will be 6.2 billion people in the world by the year 2000.
90Z of those people who will be added will be poor..
The population of India increases by more than 1 million
people per month.
The world population increases 86 million per year.
California plays a pivotal role in the entire world.
By the year 2000, California will be the fifth largest
economic power in the world.
California will have in excess of 36 million people.
Southern California will be the tenth largest economy in the
world.
50Z of the world economy's gross national product will be from •
the Pacific Rim by the year 2000.
There are many trends that were pointed out to demonstrate the amount
of change that is taking place in the world.
There are currently more Americans over the age of 65 than
there are teenagers.
The senior citizen.population will continue to grow at a rapid
rate.
35Z of the population of California is Hispanic.
Spanish is -spoken in the home by 12.6 million people, making
the United States the seventh largest Spanish speaking country
in the world.
There are now 2.3 million more women than -men in the work
force.
Two out of every three new workers are women.
One out of five
children
live with one parent.
.
The underground
economy
is estimated to equal 20Z of.the
nation's gross
national
product.
Marijuana is the country's largest cash crop.
40,000 children die each day .due to poverty.
The world is losing one acre of forest every second.
Six of theten warmest years on record occurred during the
1980s.
The.book, Future Shock, by Alvin Tofler, was used as another example of
the accelerating rate of change. Tofler indicated that mankind, as we
know it, has been in existence for approximately 50,000 years. This
equals approximately 800 lifetimes, with an average lifetime being
somewhere around 60 years. He points out that for 650 lifetimes
mankind lived in caves. It is only during the last 70 lifetimes that
we have been able to pass written word from one generation to the
next. It's only in the last eight lifetimes that we have had the
printing press. Only in the last four lifetimes have we had an
accurate measure of time. Only in the last two lifetimes have we had
the electric motor. The overwhelming amount of change has occurred in
the current lifetime.
A video was then shown regarding change. The video points out that
change is everywhere. Change touches everything and everybody. Change
is the only constant. Change is nature's greatest challenge to man,
• .rewarding those who seek it and punishing those who resist it. A world
without change is a world without hope, and to reject change is to
reject tomorrow.
There was then a discussion about why change is so difficult. The
groupcame up with a host of reasons, such as distrust, fear, lack of
understanding, tradition, and complacency, as reasons Why people avoid
change. It was pointed out, however, that change is a paradox, with
people constantly seeking it, yet constantly trying to avoid change.
OVERVIW OF STRATEGIC PLANNING
Pla=ing Options
During the training/orientation phase of the strategic planning
process, four different types of community planning were discussed.
Short Term, Long Term, Strategic Planning and Strategic Management.
The 'Short Term" is related to immediate.or pending events,
generally operational in nature and typically not extending.beyond a
period of one year. An annual budget would be an example of a -short
term planning effort.
"Long Term" planning generally, in terms of a time frame, looks
ahead from five to 20 years and beyond. Often it is formulated using •
baseline data to forecast (using straight line projection) what the
future might hold in store. The City's General Plan is one example of
a long term planning effort.
"Strategic Planning' usually covers a period of time from one to
five years, and. its primary objective is to focus on organizational
direction or purpose. In long range planning, the plan often dictates
the direction in which the organization is to proceed. In strategic
planning, the objective is to insure that the organization's direction
dictates the development and focus of other planning efforts.
Strategic Planning Defined
City Manager George Caravalho and facilitator Gary Brown developed
a management training program which has been used for approximately ten
years.and which focuses heavily on the use of the strategic planning
process. To make the process more understandable and less academic,
George and Gary developed the following definition of strategic
planning:
"Strategic planning is a group dynamic process which
enables an organization to address immediate issues,
examine trends, assess capabilities, reexamine its
reason for existence, define a new sense of
direction (Mission/Vision Statement), and develop an
action plan to put the new direction into effect."
Strategic planning is definitely a group dynamic process,
especially when there are in excess of one hundred participants. The
goal of strategic planning is to have the participants work
collectively to identify the purpose and direction for the organization
-- in this case, a community -- and to identify the issues and trends
that may inhibit that vision, assess the resources and capabilities of
the organization, and then develop an action plan to put the vision
into effect. Dr. Roger Kemp, defining strategic planning, states that
it ..provides an organization with an assured understanding of its
nature and purpose. While emphasizing what the organization is, it
additionally illuminates what it can and should be." Dr. Kemp goes on
to say that '...with a clear sense of where the organization is, a
strategic plan not only guides, but motivates. Having to define key
issues minimizes.threats and maximizes their opportunities. In facing
uncertainty and new horizons, a•strategic plan provides the stabilizing
force necessary to guide an organization with commonly held beliefs and
goals.'
LJ
In terms of history, strategic planning has been in the private
sector for over twenty years. However, it has only been used in local
government since 1980. The City of San Clemente was the first
municipality known to utilize the process. At that time, San Clemente
was dealing with many of the issues related to growth that Santa
Clarita is facing today. As can sometimes happen, the San Clemente
municipal government was habitually reacting to problems and "putting
out fires," rather than anticipating and meeting them head on. George,
as a new city manager in San Clemente, chose a creative approach to
problem resolution in the community by adopting the strategic planning
process for use in the public sector. The attempt was a success.
Because strategic planning is action oriented, and because it provided
a sense of direction the struggling organization needed, San Clemente
was able to identify its problems and resources and move ahead with
solutions. Today many municipalities have utilized the strategic
planning process to gain a consensus in dealing with contemporary
issues.
THE COMM MTY'S STRATEGIC PLANNING MODEL
Exhibit I depicts the model used for developing the plan. It .
identifies the specific steps in the process, as well as the general
intent or objective of each task therein. The.exercise required the
participants -to work up to the formation of the "action plan," which
was then discussed by the City Council at a later meeting. The City
Council is given final responsibility for the action plan because it is
difficult for the community at large to commit City resources.
Exhibit II is a flow chart which depicts how the process works.
While the flow chart depicts a beginning, middle and end, it is
important to remember that good strategic planning is an on-going
process.
•In every deliberation, we must consider the impact of our decisions on the
next seven generations.• The Great Law of the Six Nations --Iroquois
Confederacy as remembered by Benjamin Franklin.
0
SECTION I - STATE OF THE COMMUNITY
DRAFT
This being the first strategic planning process for the community as a whole,
there was no vision or mission'statement in place.. Since its incorporation,
however, the City has developed a list of community and organizational values,
which are listed in the Exhibits. Furthermore, the City municipal organization
has developed a strategic plan; its mission statement is also included in the
Exhibit section.
The first step in the strategic planning process is to identify the major
issues facing the community today. In this respect, it is not that different
from a report on the state of a business corporation by a CEO or the State of
the Union by the President. The primary focus and initial steps of the process
are to identify immediate issues facing the community.
The future isn't what it used to be." Dr. Ann Howard.
A cautionary note was made to the participants that'once identification of, the
issues using the brainstorming format began, especially with a large group,
they should not think that the issues are overwhelming, or that they are unique
only to Santa Clarita. Every community has major issues it has to address.
Additionally, when focusing on issues, there is a tendency .to focus on the
"negative.' The participants were reminded not to forget the positive aspects
of the community. A summary of the recent telephone survey of residents within
the City, as well as the neighboring communities, was shared with the
participants, and identified the many positive aspects of Santa Clarita. The
highlights of the report, entitled An Image Study (conducted by Personal Touch
Marketing, Inc.), is featured in the Exhibits. The brainstorming approach
resulted somewhat in a duplication of items and some overlap, but for this
phase of the process .that was permissible and desirable.
The Issues Facing the City of Santa Clarita
As identified by the strategic planning participants, the issues,'concerns, and
problems facing the community today are as follows:
/ 'Transportation - Concern that there is not an adequate
transportation system to facilitate the movement of people or to
connect them with employment centers. Additionally, more needs
to be done to encourage people to get out of their automobiles.
/ Roads - Concern about traffic congestion and lack of
sufficient.roads to handle the present number of vehicles, let
alone those that will come.to the community with additional
growth in the future.
0 / Schools - Concern about overcrowding in public schools.
/ Undocumented Yorkers - Concern over the current number of
undocumented workers who are congregating in the community to
seek daily employment and thereby sometimes cause apprehension
for both residents and day workers due to the perceived
difference in cultural values.
/ Lack of a General Plan - Concern regarding the amount of time
it has taken to develop a -land use plan.
/ Us:vs. Them Mentality Within the Communities - Concern over
how to.achieve the overall objective of being one city, but
maintain the identity.of the distinct communities. Concern that
people are interested in protecting only their own turf.
/ Lack of Water - Concern over the availability of water to the
southland and Santa Clarita. The quality of water was also
identified as a concern.
/ Fiscal Responsibility - Concern over available financial
resources. There is a need to insure that resources are managed
and expended wisely.
/ Job/Housing Balance - There is a need to provide jobs for
those in the Santa Clarita Valley. Currently, the community
appears only to be providing housing for employment centers in
other areas. We need a balance in terms of the number of new
jobs created within Santa Clarita to new housing starts.
/ Growth Impact - Concern about development growth, not only
within the corporate limits, but within the City's proposed
sphere of influence, an area still regulated by the County.
/ quality of Life - Concern that most of the development
currently underway, and that -planned in the future, negatively
impact the present quality of life in the community. Air
quality, water, traffic congestion are among particular issues
cited.
/ Public Safety - Concern that adequate public safety services
continue to be provided in the future so that crime does not
become an issue, as it already has in many other communities in
Los Angeles County.
/ Infrastructure - There is a need to plan for the maintenance
and reconstruction of existing infrastructure, as well as to
insure that new infrastructure is in place to accommodate
development before it occurs.
/ Social services - There is a need to provide social services
in the community and so eliminate the need to commute to the San
Fernando Valley or downtown. Los Angeles for such services. There
is also's specific.need for adequate child care facilities.
/ Community Pride - It is important that people are or become
concerned about the image of the community to insure that the
quality of life does not decline in Santa Clarita.
/ Education/Job.Training (Entry Level) - It is important that
there be.job opportunities available for all residents of Santa
Clarita. Young adults require adequate job training.
/ Quality Architecture - There is a perceived need to insure
that whatever development does take place consists of quality in
both materials and design.
/ Lack of Jobs and Need for More Industry - Economic viability
is important, as is the need to have an employment center within
the community. They will stabilize the economy and provide
employment opportunities for residents.
/ Character of Valley - It is important that the Santa Clarita
Valley and its unique characteristics, including its.trees and
rolling hills, be maintained. At the same time, it is important
that the City develop its own identity, but does not detract.from
the character of each of the existing communities which united
behind the incorporation drive.
/ Cultural Affairs/Venues - There is concern over.the lack of
cultural activities offered within the community. Presently,
residents must commute to -Los Angeles for many such events.
/ Performing Arts Center - A need exits to have a facility to
house the various art forms and serve as a center for performing
arts, in order to expose the community.to the arts.
/ Sinder, Gentler Community Needed - It is important that the
community recognize the value of working together in addressing
issues, whether they be social concerns or those related to
development.
. / Cohesiveness - There is a need for people to work
cooperatively to resolve their problems in a team effort.
/ Attentive to others' Views - It is important to remember that
others' points of view are of value to them. Attentiveness to
other people requires fair consideration of all points of view
before a decision is made.
/ Enhanced Leisure Activities - There is a need for more
leisure activities to belocated and offered throughout the
community. They should be directed at youth and families and
include other forms of cultural and physical activities for
individuals as well.
/ Grass Roots Involvement - It is important to involve the
community at all levels. There.is a need to recognize the
existence of significant special interest groups, some of which
have the power and resources to present their views or otherwise
command.attention, while other groups are not able to do so
because of their small numbers and/or limited funds.
/ Expansion of Community College - Vith the growth of the
community,,there is an increased interest in, and a need for,
higher educational opportunities.
/ Preservation of Open Space - It is important that the
hillsides be preserved, as well as oak trees and other natural
resources. There needs to be a significant amount of open space
reserved so that the community does not become a typical
urban/suburban development landscape.
/ Controlled Growth in County Areas - There is concern that
development continues to occur in the Santa Clarita Valley
outside the corporate limits, with little heed to the City's
concerns. Such growth will negatively impact the quality of life
of the current and future residents of the City of Santa Clarita.
/ Beep Crime Rate Low - It is important that we continue to
provide adequate law enforcement services to insure the crime
rate does not increase.
/ Beep Gangs Out There is concern that Santa Clarita not find
itself like other cities where gangs have taken over certain
areas of the community.
/ Silent, Silent Majority - Remember that the majority of
residents seldom speak out and usually rely on elected officials
to represent their needs. As a result, consideration should be
given to what the majority of the community may want over more
vocal independent or special ad hoc groups who are outspoken
regarding their interests.
/ Permanent Facilities for Schools - Due to past growth,
schools have had to use "quick fix" means to provide adequate
educational services, often using temporary facilities. It is
important for the community to have permanent facilities for
sustaining the education of our youth.
/ Maintenance ofInfrastructure- It is important that the
maintenance of the infrastructure be increased so that we do not
find ourselves with our streets deteriorating into potholes or
with our bridges, sewer system, and other infrastructure
components ceasing to function.
/ Unified School District - Some believe there should be one
unified school district for the community.
/ Preservation of Natural Resources - It is important that the
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riverways, oak trees, and other natural amenities that are
characteristic of the Santa Clarita Valley be preserved.
/ Affordable Lifestyles for Youth - It is important that
affordable housing and good jobs be available for our young
people, so they do not have to move from the community.
/ Nursing Home for Seniors - It is important that increased
services be provided for senior citizens and that they be
strategically located throughout the community.
/ Preservation of Ridgelines (Intelligent Preservation) - It is
important to maintain the physical characteristics of the
community. Not unlike the river and oak trees, it is important
to preserve the hills and ridgelines so that there isnot a
proliferation of development eroding the natural lines of the
hillsides.'
/ Annexation of Neighboring Communities - It is important that
the community continue to examine ways to annex adjacent areas so
as to generate additional sales tax, as well as to plan for
future development in these areas.
/ Sphere of Influence - It is important that the community be
able to have more say in terms of the activity occurring in the
County areas adjacent to Santa Clarita.
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/ Greater Revenue Base - In order for the City to accomplish the
many objectives it deems significant, it is important that there
be an increased revenue base. The economy should be diversified
so that it is not heavily dependent upon any one source which may
experience decline. Sales.tax, of course, is the primary
lifeblood for a community.
/ Mature Downtown - To create an identity, it is important to
have a downtown that recognizes the historical aspects of the
community and serves as a focal point for visual and social
interaction.
/ Determine Metropolitan vs. Suburban - It is important the
community have its own identity,.that it not be viewed like any
other community found in the Los Angeles area. There is.concern
that certain areas may deteriorate'. The City should be not only
concerned about standards for new housing and development, but
also for property maintenance and rehabilitation in existing
areas.
/ Revitalization of Old Newhall - It is important for the
economic viability of the Newhall community to revitalize its
"downtown* area.
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/ Air Quality - Air quality has been such a long time concern
that often it isoverlookedwhen people list issues. However,
local air quality continues to be a major problem, even though it
is recognized as a.regional issue.
/' Recreation for Families and Youth - It is important that
recreation opportunities be available for families, individuals
and youth throughout the community.
/ Televised Council Meetings - It would be of interest for the
community to have Council meetings televised to increase
community involvement and to better share issues and concerns
with the community.
/ Tourism for Financial Base - Because of the presence of Magic
Mountain and the many commercial activities which support that
function, Santa Clarita should build on the tourism theme and
help generate needed sales tax revenues.
/ Preservation of Local History - While Santa Clarita is a new
city with little history, the history of the Newhall -Saugus areas
is quite significant. As such, we need to preserve the
historical aspects of the community and insure that it not be
lost or deteriorate due to new development.
/ Open Space District - It is important to create a district to
acquire and maintain open space areas throughout the community.
/ Mental Health Shortfalls - Mental health facilities and
services are needed throughout the community.
/ Retain Film Industry - Newhall had a film industry prior to
the 20s. Many of the movies made in that community were
westerns. The community can still offer, because of its
proximity to the studios, varied film locations. This should be
promoted.
/ Preservation of Significant Ecological Areas - There are areas
in the community that need to be preserved because of their
environmental and historical importance. Development must not
detract or hurt the significant ecological areas.
/ Adequate Police Protection - It is important that police
protection continue to be of high quality. The Sheriff's
department is very responsive to the community, and adequate
response times for 9-1-1 calls are important.
• / Teen Activities - There is concern that not enough nighttime
activities currently exist to keep teenagers of Santa Clarita in
the community.
/ Banquet Facilities - It is important to have facilities of
sufficient size to host banquets in the community. Currently,
these facilities are limited in size and number.
/ Input From Children - There was a comment that.the opinions
of our children should also be included in the planning process.
/ Minority Community Representation - Ve must recognize that
Santa Clarita has a diverse population which is increasing in
number. As a result, we have to insure that even though they may
now be small in number, we do not overlook their needs.
/ Preservation of Quality Education - Santa Clarita has a
reputation for providing excellent education. It is important
that it not decline because of the rapid growth which has
occurred.
/ Library Facilities - It is important that library facilities
be provided throughout the City.
/ Maintain English - There was a point of view expressed that
English still be the primary language and that even though there
is a need for bilingual materials, it does not go overboard.
/ Medium Sized Convention Center - The community would like a
facility in which to host small- to medium-sized conventions
because of the economic and public image benefits of doing so.
/ Link Trail Systems and Open Space - There are natural trails
throughout Santa Clarita adjacent to the riverways. There is a
need to plan and link the trail systems together for hiking,
biking and equestrian uses.
/ Lost Cost Housing - There is a need to provide housing that is
affordable for the residents of all income levels in Santa
Clarita.
/ Stop Landfills and Prisons - People are concerned that the
City of Los Angeles and the County of Los Angeles continue to
look to Santa Clarita for areas in which to place undesirable
facilities suchas landfills and prisons. It is important that
the City remain, tough in its opposition to such encroachment.
/ Emergency Preparation Program with Full Involvement - It is
incumbent.upon all agencies to work together in preparing
emergency/disaster plans in case of a disaster. We have had
disasters in the past. Because of our Southern California
location which is subject to earthquakes and fires, we must be
adequately trained and prepared to know what to do, and must
insure there are sufficient resources available for inevitable
emergencies.
/ Funding for Paramedics - Providing quality emergency medical
service is important for the community.
/ More Services in Canyon Country (Public Services) - There is a
feeling that all areas of the community do not have equal
services, and that they are centralized in specific locations.
In Canyon Country especially, there is a need for such services.
/ Skating Bink (Ice/Roller) and Miniature Golf - These
facilities would provide additional recreational activities,
especially for families and teenagers.
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/ Small Regional Airport - There was an opinion expressed that
some would like a small regional airport.
/ Cooperation with Antelope'Valley farNorthernCountyStrength
It is believed that if only one community stands by itself,
there isn't that much clout, but if other communities --Lancaster.
Palmdale --joined forces with Santa Clarita, we would have greater
clout with Los Angeles County. It is acknowledged that the
County is increasingly recognizing the importance of having a
good relationship with the City of Santa Clarita.
/ Local Radio/Television Station - The community receives little
television (media) coverage because it does not have its own.
station(s) to provide adequate coverage of local events.
/ Convention Type Hotel - In addition to the convention center
mentioned previously, it is important for its long term viability
to have a hotel as a companion piece.
/ Form North County - There was some interest.expressed to
continue to look at creating a county in the North, a la the
efforts for Canyon County a few years ago. It is felt by some
that the needs of County areas in the Santa-Clarita Valley are
not being met by the County of Los Angeles.
/ Lack of Sports Infrastructure - Sport facilities, as well as
foundations for both academics and athletics, were identified as
concerns.
/ Large Sports Complex - It would be of interest to have a
sports complex which would include softball, baseball, football,
and soccer fields that would accommodate a growing community that
is interested in such recreational activities.
/ -Four-Year University on Bermite Site : The community would
support a four-year university (besides Masters College and Cal
Arts) and it could be located on the Bermite Site.
/ Regional Park - It is important we have a regional park with
complete amenities within the corporate limits of Santa Clarita.
/ Multi -Modal Transportation Center - To assist in the
transportation objective, it would be important to have a
transportation center which would link transit along with other
forms of transportation --buses, highways, trails, etc.
• / Purchase by City of SEA Land - It is important to preserve the
significant ecological areas. The City should consider
purchasing them so as to ensure their preservation.
./ Community-Vide Recycling - All communities are required by law .
to provide programs to reduce their solid waste. As a result,
the City should have a concentrated recycling program in place to
reduce the use of natural.resources
/ Preservation of Storm Water - Because of the drought and
ongoing water concerns, the City needs to consider ways of using
"gray" water.
/ Municipal Vater Company - There is an opinion that the City
should acquire all the separate water districts and form one
water company.
/ Infrastructure Should be'in Place Before Residential
Development - Often development takes place without the
infrastructure needed to support it being completed. There is a
need to reverse this practice and make sure that required
infrastructure is in place before development begins.
/ Development Impact Fees - We must recognize that capital for
funding facilities and infrastructure required by new development'
necessitates that said development pay its own way.
/ Better Communication With The Public - It was felt that the
City is involved in a lot of worthwhile activities and has
several success stories to share, but that the public is not
aware of all the items that are occurring at City Hall.
/ Annual Strategic Plan - This process is important enough that
it should be conducted on an ongoing basis.
/ Establish a Desirable Rate of Growth - It is felt that,
because growth is still a concern and will continue to be for
sometime, there has to be a reasonable growth plan which involves
participants from all sides of the issue to determine the rate of
growth that the City can accommodate.
/ Public Input - It is desired that there be a process to
encourage and solicit public input - regarding important items such
as the general plan and budget preparations.
/ Discussion of Growth Being Necessary for Economy - When the
word growth is first mentioned, it is a turn-off to those people
who are concerned about the negative impacts of growth. However,
it is important to recognize that.certain kinds of growth are
necessary for maintaining the community's economic viability and
well-being.
/ Public Input at Beginning of Council Meetings - An opinion was
expressed that there should be a scheduled time as part of the
regular council meeting agenda to allow public input.
/ More Business Representation at.Council Meetings - The
business community should be represented at City Council meetings
and their input should be solicited and valued.
/ Parking in Business Districts - It is important that future
parking configurations not be designed so that they allow
primarily room only for compact spaces, which causes problems
impacting off-street parking.
'History is accelerating.* Vacia Havel.
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SECTION II - ASSESSMENT OF EXTERNAL CONDITIONS
Having identified the immediate issues facing the community, the next step in
the process was to identify those groups, individuals and agencies that the
community has to interact with and to also identify the trends regarding
each. Additionally, the task was to identify those who comprise the.service
population, those who provide resources, those who regulate our community, and
lastly, who our competitors are. By experience, we know that a group (or
person) can be a client, a resource provider, a regulator, and a competitor,
so they may be identified in more than one category. For example, the City
Council could be a receiver of services, a resource provider, and a
regulator.
TRENDS OF THE SERVICE POPULATION
1. Senior Citizens - We are anticipating an increase in the number -of
senior citizens, not only locally, but nationally. They have also
become more involved in the political environment and have a
significant impact on decisions made within the community. Seniors
require additional housing that is affordable. Likewise, they have
concerns about transportation, recreation, and medical needs. More
demands for additional convalescent facilities throughout Santa Clarita
will be made.
2. Children (Under 18 years) - The trend is to require more and better
child care. The number of 'latch -key" children is increasing, and.the
problem of single parents having to work and not being able to provide
adequate child care is a -concern. There is worry that the quality of
education may deteriorate due to the overcrowding in schools. There is
also a need for providing nighttime entertainment for teenagers.
3.. General Population (Mainstream Taxpayer - Us) - Attitudes and
values are changing, and we are seeing more of the "me" versus "us"
mentality. More recreational outlets are needed, and open space must
be balanced with development. It is estimated school construction will
increase. Increasing separatism of the communities may be of concern.
4. Minority Populations - There are ethnic changes occurring in Santa
Clarita. We are seeing an increasing population of those considered
'minority.* We see further escape from the L.A. center and an
increasing number of transients. Minorities have become more involved
politically. There are language barriers. There are also an
increasing number of undocumented workers. Medical needs of the
minority population are increasing, along with the inability to -pay for
such services.
5. Industry/Business - There is concern over a loss of easy
financing. The perceived image of "anti -growth" in the community has
negative impacts regarding future investments. It is felt that the
number of jobs will be increasing. There is a need for better
transportation circulation.
6. Small Businesses - In a three-year timeframe, it is believed there
will be large retail competition. There -will be a large
start-up/failure rate for new businesses. Usually businesses will
focus on short term -loss information opportunities. Concern was
expressed that there may be an anti -business feeling growing in the
community.
7. Developers/Builders - The public may consider them as not being
"business people." There is increased opposition to the development
community. There are heightening expectations for developers and
builders to pay for the infrastructure. we are seeing arise in
government regulations regarding development standards. There will be
a lack of financing for new development.
8. Mainstream Taxpayer (Us) - Single -parent families will -continue to
increase. Dual -income reliance continues. There will be increased
taxes and fees. There is a sense that we will be getting less for our
money, and that we will be asked to subsidize other groups. The trend is
will be increased demands for social services.
REGULATORS - TRENDS
1. County of Los- Angeles:
L.A. County appears to be out of touch with the needs and concerns
of Santa Clarita. The number of supervisors will be increased from
five to seven members. There will be less resources available from
the State, and.more unfunded State mandates will be placed on the
counties and cities. As a result, we will see a decline in services.
We will see a transfer of power to the cities and an increased (demand]
for regional government. We anticipate that more cooperation between
the County and the City of Santa Clarita will take place.
2. City of Santa Clarita:
We see expanding regulations coming forth. There will be more
control of the community direction by the City. The General Plan will
be a working tool. More areas of responsibility will be assumed from
the County. The City will begin to acquire municipal utilities
(water/sanitation). There will be more bureaucracy as the City
grows --whether it be positive or negative.
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3. State of California:
We will see an increase in taxes. There will be a continued shift
of programs down to local government. There will be state-wide
policies in terms.of water, growth, and solid waste. We will see
continued support for regional government and a reduction in programs.
An increase in environmental regulations and concerns will take place.
4. Federal Government:
We will see an end of the recession. We anticipate trade
protection for U.S. firms. There will be a backing away from local
issues. The representatives to Congress will increase from 45 to 52.
We will have more federal laws, but there will be limited enforcement
of them at the local level. There will be an increase in taxes, as
well as a reduction in services.
5. City Commissions:
There will be an increase in parks and recreation services. There
will be consideration for formation of a zoning board. There will be a
strong local impact on policies formulated.
is 6. Special Districts - SCAQMD:
There will be more regulations and pressure for.regional control.
There will be more oversight/accountability of the districts. The
South Coast Air Quality Management District (SCAQMD) will play an
increasingly more significant role in Southern California.
7. Cal -OSHA:
"They're backl" There will be an increased cost to the community
because of this program. Due to the passage of SB198, cities will be
held directly responsible for the implementation of safety.guidelines
and procedures.. There will be more stringent review by Cal -OSHA of
safety programs.
8. Cal -Trans:
More money will be available for transportation --Prop. 111/108/116
to assist mass transit. There will be a need for increased planning
(seismic). Cal -Trans will have to rely'on existing resources.
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9. Developers: .
We will see a tight economy. There will be .fewer developers.
Developers will be more sensitive to the environment. They will'be
held more accountable to the public. There will be more financial
constraints placed on the developers than in the past.
10. Santa Monica Mountains Conservancy:
There will be more acquisition/protections; increased boundaries
politicized.
11. Economy:
We anticipate slower growth. Recovery will.take place in 1992.
There will be more businesses leaving California.
12. Federal Reserve Board:
They will be less inclined to a dramatic change.
13. Communities/Voters:
There will continue to be apathy on the part of the majority.
There will more involvement by special interest groups.
14. Corps of Engineers/Fish E Game:
There will be more environmental involvement in Santa Clarita by
these two agencies.
15. LACTC .(Los Angeles County Transportation Commission):
We will see fewer new roads. More utilization of existing
systems. There will be increased emphasis for a transportation
system.The congestion management plan will be emphasized more.
16. U.S. Forest Service:
Fire concerns will increase. They will be more.strict regarding
mitigating the potential for fires; less concern for preservation.
There will be more influence by special interest groups. Budget
revenues will be a problem. There will be more public scrutiny.
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17. Health Department:
There will be lower service and higher costs.
18. Agriculture Department:
There will be less influence with declining lands in agriculture.
19. HUD:
There will be more regulation and increased costs. There will be
less public confidence in HUD.
20. Bureau of Nines:
There will be increased involvement; aggregate production. There
will also be concerns about mine safety/health administration.
21. Castaic Lake Water Agency:
There will be more public scrutiny and accountability.
• 22. School Districts:
We will see a leveling -off of enrollment. The School District will
identify creative funding techniques.
23. Public Utilities Commission:
We will see more environmental studies. High voltage lines will
become a larger issue.
24. News Medias
They will rely more on advertising. The City will have a
newsletter in place. There will be greater accountability placed on
the media. We will see an increase in the'L.A. Times circulation.
25. Elected Officials:
We will see more scrutiny as they will be held to even greater
accountability. We will see a higher turnover of elected officials.
26. Code Enforcement/Building & Safety:
There will be an increased impact on the local community as these
efforts are demanded mare by the citizens.
Other Regulators were identified, but trends were not determined. They .
include:
Department of Labor
Financial Institutions
TradeAssociations(B.I.A., Chamber, Realtors)
IRS
Fire
Police
Judicial System
Water Quality Control Board
Integrated Waste Management Board
ACLU/INS Civil Rights Organization
Colleges - California (California Post Secondary)
Federal Aviation Administration
Federal Communications Commission
1. State of California:
There will be fewer dollars available for cities. As a result,
there will be a greater need for cooperation among governmental
agencies. There will be more responsibility placed on cities to
provide service. Education dollars will be down.
2. Water Resources:
There will be an increase in water conservation. We may suffer
cutbacks due to concerns about ground water. It is becoming more
political.
3. Amusements/Tourism:
We are doing well. There will be an increase in jobs due to the
tourism industry. There will be more lodging facilities available in
Santa Clarita. Our Western heritage is strong so we can build upon
that theme for part of the tourism dollar. We may lose some of our
business due to the planned expansion of Disneyland. Currently, we are
seeing a recreation/leisure service expansion.
4. County of Los Angeles/City of Los Angeles:
We anticipate more cooperation with these two major governmental
agencies. The City of Santa Clarita has gained considerable stature in
their eyes. There has been a shift in political districts.
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5. Economic Development:
With the increased competition between the city and states for
industry, specifically in the hotel/hospitality industry, we need
additional dollars to attract industry and desired commercialhotel
development. We need more incentives for the.hotels/convention centers
to construct in Santa Clarita.
6. Development Community:
Unfortunately, we still see little cooperation with the development
community. They are willing to cooperate as long as it is "cost
efficient." There is an opportunity for evolution. We anticipate
there will be less development in the future. There will be fewer
dollars for infrastructure; plus drought economics will impact.
development. We see developers with inconsistent viewpoints. Newhall
Land & Farming is still the key local player.
7. Unincorporated Area of the County:
In terms of the sphere of influence, we will see increased
annexations -to Santa Clarita. Possibly a movement for regionalism will
take place. There will be more surrounding communities listening to
the City of Santa Clarita.
8. City of Los Angeles:
The -city will continue to use its power base. They have
overdeveloped and, consequently, continue to look to other areas to
place landfills, prisons, and other undesirable.land uses.
9. Other Cities Competing for Transit Dollars:
We see the development of an inter -city transit system. Other
cities will continue to compete with us for the -transit dollars. There
will be a more regional viewpoint regarding transportation. There is
concern that we are not looking seriously at the internal impact of our
transit decisions.
10. Retail Shopping:
We see the mall opened. As a result, we will have less sales tax
leakage. We see a moderate retail sales increase and we need to work
with AQMD.
Other competitors or areas
of
concern
related to competition were:
.
Increased competition
in
the job
market/industrial areas.
Competing interests regarding cultural arts.
Palmdale/Lancaster/Rosamond will be competing for affordable
housing.
Competition between commercial/residential uses for available
water.
Cities will be vying for corporate headquarters to locate.in
their communities.
City departments will be competing against one another for fewer
dollars..
K-12 educational needs versus the State's inability to fund
education.
There will be competition with the developers for design ,
standards and increased responsibility for meeting infrastructure
needs.
Competition with the State for federal funding. .
Environmental regulatory agencies will compete for available
dollars.
Palmdale/Lancaster will continue to compete with Santa Clarita
for retail sales.
With.an interest in soliciting the film industry to make use of
Santa Clarita, we will see competition with the Hollywood and
Burbank areas.
There will be competition between emergency service agencies for
fever dollars.
The pro- and anti -development struggle will continue.
RESOURCE PROVIDERS
The Water Purveyors:
They are expected to be more powerful. There will be more
coordination; however, they will also be subject to more .
political pressure. They will be more environmentally aware, •
causing increased pressure due to the scarcity of water.
County of Los Angeles:
We will see more sharing of resources and greater emphasis
placed on environmental protection. We anticipate more
cooperation with Los Angeles County. There will be more
available money at the county level. It is believed there will
be a more equitable distribution of the dollars; that the
community will obtain more. We will see more districts and more
infrastructure required to be in place before development takes
place. There will be more demands for services.
State of California:
We will see more dollars available for the State, but less for
the federal government. However, there will be less state money
available for the City of Santa Clarita. There will be more
political power, and the emphasis will be on redistricting.
There will be more lawsuits involving the State.
Federal Government:
There will be less money for local government. There will be
more representation, but fever services provided. The direction
for local government will be to assume greater responsibility for
providing these services.
Utilities:
There will be a greater demandforutilities and the cost for
such will go up. There will be more "franchise* fees. More
environmental demands will be placed on them. There will be more
recreational lands open up. EMF - high tension (problems).
There will be more education resources and forced cutbacks.
Local.Industry:
There will be more emphasis placed on the training and
development of a balanced and consistent job market. We will
see local housing balance with local, employment opportunities.
There will be increased partnerships and an emphasis on economic
development marketing. There will be an exodus of industry to
other states. Will see more industry in the community.
Industry is in a transition. There will be more industrial sites
available. However, there will be more strain on financing
capabilities.
General Citizens:
We will see an increase in our population. The citizenry will
become more vocal. There should be more communication with the
public. It is anticipated there will be more apathy in the
community. There will be less a feeling of community. More
people in surrounding areas will be using City services. There
will be changing community demographics. Special interest groups
will increase. 'There will be an increase in our ethnic
diversity. Volunteers will be of increasing importance to the
community.
Development Community:
There will be environmental constraints placed on development
and increased public -opposition to development. The demand for
infrastructure will be placed on the development community with a
requirement that it be in place prior to development. We will
see a greater emphasis placed on annexation to achieve growth
management objectives. There will be more exaction fees based
upon achieving an agreement with developers. Developers will be
moving outside of the City's boundaries. There will be more
master planning and enforcement. Less "property rights" are in
store.
News Media: 0
We see a more supportive press. There will be a greater
public access with news media.
Volunteers:
We see an increase in their numbers, more importance of
duties, and more recognition given to them.
City Council:
They will be more responsive to citizens. There will be an
elected mayor and televised council meetings. Council
districts? There will be better communities. There will be more
political pressure placed on the council. However, there will
also be more political support for them. Council members will be
more educated/professional.
Non -Profit Groups:
There will be more competition for resources, more demand for
services, and a greater need for networking.
. City Staff:
There will be increased assumption of County services. Staff
_will be working out of a new City Hall. There will be
'reassessment of needs. There will be higher salaries for City
staff and their numbers will continue to:increase.
Public Safety:
There will be a greater demands placed on the public .safety
services. There is a need for emergency preparedness. There
will be more anti -gang efforts.
Education:
There. will be fewer dollars. Increased interaction between
the schools and the private sector.
Local Trade Associations (Chamber/Board of Realtors):
There will be more affordable housing.
Philanthropists:
There will be a need for more of them.
Churches:
There will be a greater number of churches. They will address
the needs of the homeless.
Magic Mountain:
Ve will see an annexation of Magic Mountain.
Following are other items listed in terms of •resource providers':
Tourists
Political Parties
Natural Resources - Shrinking Development
Businesses: More help; more service businesses
Service Clubs - More interaction with the City
Homeowner Organizations - More political pressure
Private Foundations - Providing more funding
PTA's - Major lobbyist
Mealth'Services - Scientific breakthroughs; more development
for senior services
'Being good sometimes prevents us from being the best.'
Dr. James Crupi
CJ
rI
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S F.
SECTION III - VISION OF THE FUTURE a d-. I
Having determined the current issues facing the community, and having
identified trends which may signal new community issues in the future, the
participants were given the assignment to determine what the community might
look like in 1994. They were to determine best and worst case scenarios, and
then validate those scenarios in terms of a "reality check." that is,
determine what most realistically would occur.
The task was to focus on a desired image of the ideal community. To do that,
the group first had to consider what might happen if the community did
nothing. Identifying the worst case scenario should motivate Santa Clarita to
strive to attain the best.
VISION OF THE FUTURE - WORST CASE SCENARIO 1994
Crime: Crime will be rampant in the community. Citizens will be
concerned regarding their personal safety in their homes and on the streets.
Traffic: Traffic gridlock will be prevalent throughout the day,
not -just in the morning and evening rush hours. Automobiles will be virtually
stopped at intersections waiting for signals to change three times before
crossing, with increased emissions and driver hostility.
• Elsmere Canyon Landfill: The City will fail in its efforts to
prevent the City of Los Angeles from using Elamere Canyon as the site for a
landfill. The appearance of seal on the horizon is a tell-tale sign.
River Poorly Used: Potential use of the natural resources of the
river from a recreational and aesthetic point of view will be lost due to
undesirable, improper development and/or a lack of planning.
Water Quality and Air quality Decrease: People will be required to
obtain bottled water from markets, and all yards will have to be desert
landscape. Air quality will decrease to the point that on many days of the
year, we -will not be able to see the surrounding foothills.
Prison in the Area: The State, and City and County of Los Angeles
prevail in a unified effort to site new prison facilities in the Santa Clarita
Valley. The City of Santa Clarita stood alone in trying to keep a prison out
of the area, but, unfortunately, the City lost in court. Construction begins
later this year. It will house only the most'serious felons.
Failure and Loss of Businesses: There has been a decline in
® business throughout the community to the point that several have closed and
relocated to the Lancaster -and Palmdale areas. New businesses are locating in
the unincorporated area north of the community.
Unprepared for Natural Disaster: A major, natural disaster occurs
in the City and unfortunately, since planning had not taken place to deal with .
it, there was mass confusion as to who had what responsibility. As a result,
there was panic and a lack of emergency response and resources.
Slow Growth/Economic Stagnation: In an effort to stop growth,
"no -growthers". have taken over the political mainstream and all proposed
development is hung up in the courts. As a result, those highly desired new
businesses, hotels, and convention centers, once interested in the community,
are no longer willing to come to invest in a community in xhich there is such
political instability and opposition to all development.
The Nall is in Jeopardy: What started out as a dream has resulted
in a nightmare. The major anchors that had committed to the City have
withdrawn from the process. The major financier has gone bankrupt, and as a
result, the mall may not open. The City is frantically trying to find
prospective tenants and is looking for other possible uses for the partially
completed mall. Athletic clubs, bowling alleys, indoor tennis courts and
warehouses are considering the building where Robinson's was to locate.
Concrete Channeled River: Because of concern and debates over what
should take place regarding the river, it was decided that it should be a
concrete channel and development allowed to occur over the closed portions of
the river. .
Rampant Hillside and Ridgeline Development: Hillside homes have
been allowed to be constructed on the ridgelines. When the sun rises in the
east, instead of seeing the natural curvature of the hill lines, the community
sees the varied rooflines of the single-family homes strung along the
ridgelines.
Sacrifice Oaks for More Space: Development interests won out and
age old majestic oaks have been cut down throughout the community to allow new
construction.
Undocumented Torkerss Immigrants have located to Santa Clarita in
astonishing numbers. There is significant unemployment, especially among the
people of various ethnic backgrounds. Undocumented workers are living in
man-made caves dug into the foothills and are coming into town to solicit work
and food during the daytime. This has caused friction between residents and
undocumented workers which will soon reach the boiling point.
Gang Activity: The "Bloods" have just identified Santa Clarita as
their new territory. The "Crips," challenging their right for the territory
have committed several drive-by shootings in Valencia. Graffiti marking
territorial space is rampant throughout the community.
More Years of Drought: The water conservation plan now includes
• fines of $1,000 and imprisonment up to six months in the County Jail for
violating the policy of watering/irrigating more than 20 minutes per week.
There is some good news in that gray water can now be used for purposes of
bathing.
Schools Bankrupt: School capacities have been stretched beyond
reality. One year ago, the average class size was increased to 50 students
per class. School overcrowding continues to raise the ire of the public,
however, the schools have had to file notice with the State that they may soon
file bankruptcy unless subsidies are provided.
This was the consensus of all groups as to the worst case scenario. Other
negative outlooks seen by the individual work groups were:
Corruption of local government
Lyons remains the same, i.e., unimproved
Ghettos -like areas begin to occur
Henry Mayo Newhall Memorial Hospital closes
Political unrest resulting in recalls
Recession worsens
Increased development; more control by foreign interests
Needed roads remain unfunded
Major fire results in catastrophic losses
City has to lay off employees
Magic Mountain closes
Closure of County facilities
Newhall Land & Farming Closes
Increased taxation
Lost sales tax and other revenues
Foreclosure on homes
20,000 additional people move.to the city with no additional
roadways
Lost jobs
Child care programs lost due to little resources
Police brutality claims have been filed
No low or moderate senior housing
Community accused of being elitist
Low quality education
Expansion of slum conditions
Hostile between the City government and the community
There is no faith or communication among the policy -makers, staff
and public
Deteriorating infrastructure
Magic Mountain purchased by the foreign investors
No Sphere of Influence
Bank failures; -city bankrupt
ORV Park - Whitney develops
Towsleq dump opens
Truck reclamation yard
Oil shortage
No new arterial roads
Oil spills
Man-made disasters
No environmental enforcement
Aquifer contamination
No new recreational facilities
No more schools
Closure of swap meet
High density development
Limited enrollment in the College of the Canyons
No Price Club
The City does not meet AE939 goals
City is all apartments
No social services
•
•
VISION OF THE FUTURE - BEST CASE SCENARIO
iConversely, if everything goes beyond the community's wildest dreams, the
participants cited the following as the best things that could happen in the
community.
Nordstrom's: The City has obtained a commitment from the home
office in Seattle that Nordstrom's wants to be an anchor in the -new mall.
Nordstrom's recently changed their policy that required a one million service
population, an exception for Santa Clarita, because of all the community
offers. They feel that Santa Clarita best reflects,the typical shopper at,
Nordstrom's.
No Circulation Problems: Traffic circulation has been relieved to
the point that the community no longer refers to it as an issue.
No Pollution: The skies appear to be bluer than ever because newly
constructed major wind tunnels, with solar turbine propellers,, have continued
to blow the smog from Los Angeles back in their direction in order to keep
Santa Clarita from air pollution concerns. The invisible ozone problem has
improved tremendously as hydrogen begins to be used as a major source of
energy.
Nass Transit System in Place: People are able to leave their
automobile at home and walk to a transit system pick-up point, from which they
are transported to a high-tech multi -modal center. The system takes them to
downtown Los Angeles and to other Employment centersvia high speed monorail.
Conference Center: A major conference center has been approved for
Santa Clarita. It will serve medium sized conventions as well as serve as a
place for hosting banquets and similar community activities
Santa Clarita Community's second Strategic Planning Session is
scheduled next month. All the positive vision objectives, as well as the
action plans, have been completed and the community is eager to once again
work cooperatively in addressing the issues of the Santa Clarita Valley.
Major Sports Stadium: Al Davis has identified Santa Clarita as the
real home for the Los Angeles Raiders. He feels that the site is close enough
to major urban centers to insure season ticket sales, and provides a pleasing
site for the stadium.
LJ
Green Belt and Open Space Control system complete: Master planning
has taken place and there is visible improvement in the community. A S
significant amount of green belt development and open space preservation has
been achieved, which now includes an interconnecting trail systems for
pedestrians, bicyclists and equestrians.
Parks: The community has added several new parks since the
strategic planning session of 1991.. A regional park is in its final stages of
completion, with new community parks located in all of the City's five
component communities.
Teen Center: Communities throughout the country are contacting the
City of Santa Clarita Parks & Recreation Department to seek advice on how they
too can create a successful teen center, that is, one owned by teens, for
teens.
City Center/Cultural Center/City Hall: All the planning and
permits have been accomplished and the ground has been broken for a new City
Center. The City Center will include a beautiful city hall, and a performing
arts center which will house the Santa Clarita ballet and opera companies.
Also included will be a child care center for municipal employees, as well as
adult care facilities. Plans for future development are already underway to
meet the needs of the successful and growing community.
More Schools and No Overcrowding: School bonds again have been
supported by the residents. As a result of joint participation between the
development community, school boards, the City and the public, there are
plenty of.school facilities under construction to alleviate overcrowded
conditions. Class size has been reduced to 15 students per teacher.
Four -Year University: The University of California Regents have
just announced that Santa Clarita will be the home for its next university.
The success of the College of the Canyons and Masters College programs have
helped persuade the Regents that Santa Clarita is the ideal community for the
new U.C. Santa Clarita.
Sports Center: The City has completed plans and construction
begins soon on a major sports center. It will.include twelve softball
diamonds, three baseball diamonds, (one to accommodate a California A pro farm
team) eight soccer fields (two of which will be lighted), and a banked Olympic
racing track for bicyclists.
Major Hotel Completed: Community leaders are in awe at the
Hyatt -Regency Santa Clarita Hotel which was constructed in record time.. It
serves to support the new convention center. It is anticipated that the hotel
will break even in its first year of operation and that it will turn a profit .
by the second year. It was a major.cooperative-effort between Magic Mountain,
which is now within the City's corporate limits, and thehotel chain. There
are also plans for a Ritz-Carlton to develop a destination resort with an
architectural design which will blend in with the natural terrain. It will be
a ranch style environment.
The former sphere of influence of Santa Clarita has .all been
annexed: - All former opposition from the development community had been set
aside in the interest of quality development. The County and City have agreed
that Santa Clarita can best plan its own destiny.
Have a Downtowns The City is working diligently to preserve and
enhance the identities of its component communities. However, there have been
significant efforts to design a downtown which will serve as a central focal
point in the community, a la Town Square. Shops will be adjacent to the
square.
The following are other items identified by the participants that could be
included in a best case scenario:
Santa Clarita's Woodlands Park is.purchased
There is a budget surplus
There is a zero crime base
The General Plan has been completed and implemented
More jobs are available
Affordable housing is a reality
There is an adequate tax base to provide the.kinds of services the
community wants
There is an increased tourism base
A balance -exists between local jobs and housing
Historical sites are preserved
The malls are open
There is a high GNP and inflation is down
Adequate State funding for schools
Significant Ecological Area (SEA) preservation secured
Average 75Z voter turnout for elections
A Seniors Activity Center exists in each of the five communities
More and better restaurants of all varieties, are available in the
community.
Improved media coverage
LJ
There is a new Centered library
The Price Club is open for business
Unity in the community has never been better
A good Jazz Club has opened
The area's high literacy rate continues
Trees/ridgelines are preserved
Santa Clarita declares itself as a drug-free community
There is a unified school district
Open Space/Green Belt districts are in place
Monorail system is operational
Developers recognize responsibility to the community
Existing citizens recognize responsibility to the community
Public utility easements are used for public purposes
Underground power lines are now routine in new projects
No billboards
No gangs
Redevelopment of old Newhall and Canyon Country
Night life occurs
Progressive economic development program ($800,000 set aside to
recruit desirable development)
A Farmers Market (a la San Luis Obispo) is in place on Thursday
evenings
We have our own north county (minority opinion)
Upgrade of William S. Mart Park
Regional Park of up to 500 acres
The problem of the undocumented workers is resolved compassionately
Height limitations on buildings are now in place
Existing infrastructure is well-maintained
Adequate health facilities
SCommunity participation is up
Vibrant economy
Managed and responsible occurs
Area freeways are now landscaped
Reclaimed water usage is prevalent
No dumps
No ORV Park
Newhall revitalized
Senior citizens' needs met
Government and service facilities have become balanced throughout
the community.
Water is plentiful
PGA has announced.plans to conduct a major pro tournament in Santa
• Clarita
14 Freeway and I-5 are widened; construction of Highway 126 is
nearly complete
Affordable medical care for all is available
Fire and Police departments are at their optimum service levels
What could happen in the next three years if the community works together?
This question required the participants to look at the best case scenario and
identify those items that could realistically happen if the community insures
that time and fiscal resources are devoted to their completion. This step is
known as the "reality check," and describes what the participants could occur
over the next three years.
1. Civic Center Designed and Under Construction:
It was anticipated that the Civic Center complex could be designed and
be under construction within the three-year timeframe.
2. General Plan Completed:
The General Plan is near completion and it is anticipated that the
financingmechanisms on how to implement the General Plan will be finalized,
and that the plan will be safe from legal challenge?
3. Conference Center:
We believe that the Conference Center could be reality, and that plans
will have been completed and a site located.
4. Roads Completed:
It is believed that the Soledad and San Fernando Roads will be widened,
and that Whites Canyon Road will be completed.
5. Fully Operational and Successful Business and Commuter Rail:
It is anticipated that we could have our own transit system and that it
could be completed prior to the end of three years.
6. Price Club Open:
It will be constructed and open for business, generating significant
sales tax dollars.for the community.
7. Mall Open:
It is anticipated that the shopping mall will have been completed and
open for business.
8. Plan for the University of Santa Clarita:
It is believed that the City could formulate plans to recruit a public
and/or private university to Santa Clarita.
9. Plan for Riverbed:
It is felt that master planning for the riverbed could be undertaken
and.completed in this timeframe.
30. Segments of Trail System Completed:
It is anticipated that the trail system linking the various trails for
pedestrians, bicyclists and equestrian could be completed.
11: More Teen Activities and Facilities:
It is anticipated that the community could, with some effort, provide
creative teen programs and facilities prior to 1994.
0
Other accomplishments which could take place within three years are:
Manage/Quality Growth
South Fork Trail Constructed
Bike Trails Open
Santa Clarita River Started - Phase I
Ground -breaking for Regional Library
Plum Canyon Connection
Infrastructure Balanced with Growth
Long Range Financial Plan for Infrastructure in Place
Public Golf Course
Overpass Over Railroad
New Skating Rink
Long Term Sphere of Influence Adopted
Traffic Signal Light Synchronization
More High Quality Retail
Major Entertainment Center
Film Studio
Better.Public Information
Positive Intergovernmental Relations
Managed Growth
Zoning Ordinance Completed
• Municipal Water System Plan
Community Design Standards Completed
'Smart Signal• System
Modest Economic Recovery
City Modeling Systems (Development/Traffic)
Athletic Foundation
Comprehensive Gang Prevention Plan
Adequate Fire/Police Protection
Recreation Facilities (Including Equestrian)
Adopt a Ground Water Management Plan
Stop Elsmere/Towsley/Whitney
New Park in East Canyon Country (Pinetree/Timberline area)
Exceed AB939 Mandates
Los Angeles County and City of Santa Clarita Closer in Agreeing
on Development Standards
Truck Parking Facility
Second Water Treatment Plant Open
Full Recycling Program Underway
Redevelopment Agency Operating
Integrated Emergency Plan
New Power Center Opened
9
Ridgeline Ordinance in Place
Realistic Bond Financing for Infrastructure
Job Location Site for Day Workers in Place
Reclaimed Water Implementation Plan
$15 Million in Sales Tax Revenue
Good Clean, Non -Smog Industry Moves to Santa Clarita
Economic Development Plan in Place and Showing Success
Community Consensus on Quality of Life Issues
Leisure Industry Expanded in Conjunction with Local Resources such
as Cal Arts and Magic.Mountain
Education Opportunities Expanded, e.g., Trade Colleges
Higher Density in the Corporate Center Area
Community Identity Retained with Lower Densities
Vision without action is merely a dream. Action without vision just passes
the time. Vision with action can change the world.• Joel Barker
•
SECTION IV - COMMUNITY ASSESSMENT
P. d
DRA
Having identified major community issues and trends, as well as envisioning
alternatives of what Santa Clarita might look like at the end of the planning
period in 1994, participants were asked to analyze the community's
capabilities and resources. Additionally, they were asked to assess the City
organization's ability to meet present and future demands which will be.placed
on the new City of Santa Clarita. Primarily, they were to identify what, the
strengths and liabilities of the community are. This is based upon public
expectations of the community and, specifically, the City of Santa Clarita.
The group exercise began by identifying liabilities, or things to which we
need to devote more time. Again, they were encouraged to remember that
overall the community is doing exceptionally well, but that there are still
areas that need more attention.
VHAT VE NEED TO SPEND MORE TIME ON
1. Ve have a concern about our ability to address our transportation
needs, e.g., increased roads, commuter problems.
2. Day laborers are an immediate issue that have not been dealt with
adequately.
3. There is a need to identify an additional revenue base for the
community. Regional shopping is virtually non-existent. Even though
there are efforts to develop the mall, the area is currently lacking in
this regard.
4. The community is in need of more large emplovment centers, e.g.,
headquarters for a major corporation. The City is interested in
acquiring quality employers.
5. There is voter apathy in the community.` SantaClaritais not alone
in this, but this is a -local concern and.needs to be addressed.
6. There'is more single family housing than multi -family. It is
recognized there has to be a balance, especially for those who cannot
afford housing.
7. There is limited affordable housing for seniors and first time
buyers.
8. Traffic mitigation is a concern which must be dealt with.
C�
9. The community does not
provide adequate
facilities and
Drograms for
teens during the evening to
keep them within
the corporate
limits.
•
10. There are a significant number of homes, but only limited jobs in
the Valley. We need a jobs/housing balance.
11. The community has a significant interest in bicycling, jogging, and
equestrian activity, but there is a limited trail system.
12. It is important to share the activities of the City with the
community. Public information and feedback is a two-way street. There
is concern that the City has not advised the community of its many
accomplishments.
13. There is ongoing concern regarding development which occurs on the
hills and ridgelines.
14. There has been some headway in terms of dealing with the County and
City of Los Angeles concerning mutual issues, but consistent influence
on the two regarding the City of Santa Clarita's position on adjacent
unincorporated areas is needed.
15. The availability of pure water has been a primary concern expressed
throughout the strategic planning process.
16. There are diverse points of view within the community, and these
will require people to work together to resolve differences. To date,
there has not been sufficient problem solving due to uncooperative
relations among differing interests. The strategic plan is one forum in
which to do so, but others are needed.
17. There is concern that the General Plan needs to include more areas
which'are of environmental interest (certain canyons).
18. There needs to be a broader base for community input. There is a
need to draw comments and thoughts from the silent majority, as well as
from the various special interest groups throughout the community.
19. There is concern that, even though Santa Clarita is a beautiful
community, there are areas in the community (Dockets of blight) that
are beginning to deteriorate and which require special attention.
20. There is a concern that while some areas of the community have •
adequate programs, facilities,.and services in place, other
geographical areas do not. There needs -.to be a better balance o€
services and resources throughout the community.
21. There is concern about the lack of enforcement of ordinances that
are already in place.
22. There is concern regarding continually increasing school
enrollment, lack of permanent school facilities, and overcrowded
classrooms.
23. There is a need to increase the number of parks in the community.
24. Oak trees are one of the major natural resources in Santa Clarita.
An oak tree is even featured on the City Seal. It is important to
plant.oaks in our parks, recognizing that it will take years before
they mature, but that we need to plan for the future now.
25. In some areas where development has occurred on the hillsides, the
hillsides have been graded, but have not been landscaped and maintained.
26. There is concern over the lack of adequate green belts and open
space areas in the community.
27. Ve have never required a sufficient.amount of setback to
. accommodate future objectives the community would like to accomplish.
28. There was.concern expressed that there is a need for a City Image
which each of the component communities can support.
29. There is a need to establish an Open Space District to acquire and
maintain open spaces/green belts.
ASSESSMENT OF THAT VE DO YELL
1. The City Council is accessible to the public.
2.. There is a sense of community.
3. People are excited about the new city..
4. There was sensitive planning in terms of the development of
Valencia.
5. There are volunteer support efforts in the community.
6. The City staff is capable and is approachable by the public.
7. Relations between non-profit organizations in the City is good.
8. The City treats all areas of the City equally.
9.
The contract services, especially for Police and Fire, are good.
10.
The is
geography, or setting, of the community a positive.
11.
We have a safe and reliable water supply.
12.
The Santa Clara River is a positive natural resource.
13.
Our parks program is very good.
14.
A large landowner (N,L & F) with positive vision.
15.
There is a diversity of lifestyles in the community.
16.
It is truly a community for all people.
17.
Schools and colleges are very good.
18.
Our State Representatives are accessible and supportive of our
efforts.
19.
We still have an opportunity to plan and create a vision of an
ideal community, which most cities do not have an opportunity to do.
20.
There is open space available that can be preserved.
21.
There is a high standard of living in the community.
22.
The quality of life is good in Santa Clarita.
23.
There has been a lot of public input solicited for the General Plan.
24.
Completion for the river/park study is a real plus.
25.
There is a population that will support good amenities.
26.
Historic preservation is significant in the community.
27.
Magic Mountain is a plus.
28.
We have a busy library system.
29.
Auto Mall generates good sales tax dollars for the community.
30.
We have communities with separate identities, but that work
together as one city.,
31.
We have city management with vision.
32.
The community strategic plan is a real plus in that it involves
people throughout the community.
33: We have an open government that is truly interested in the
citizenry and its point of view.
34. The City is willing to fight to preserve the quality of life and
will takeonthe State, City and County of Los Angeles, if need be.
35. Geographic location: We have our own identity, but we are still
close to good.recreational areas, professional sports, and performing
arts.
36. Santa Clarita has had a colorful history; we are proud of our past.
37. The community is in a beautiful area.
38. There are ten million square feet of industrial space available for
development.
39. We have a good -transit service.
40. Santa Clarita has a strong family value system.
41. There is room to expand and allow quality and desired development.
42. There is a real concern for at -risk kids, especially in the schools.
43. We have strong church support from various religious beliefs in the
community.
44. Schools and businesses work in a partnership.
45. Good community activitist groups, such as PRIDE, SCOPE, etc.
is 46. The HMNMH trauma center is a plus for the community.
Again, these are all the positive aspects of the community. However, we must
continue to work to enhance and preserve them. Likewise, we need to address
those areas we consider our liabilities or weaknesses.
11
SECTION V - REVIEW POINT
Having gone through the many steps in the strategic planning process; it was
important for the participants to go back and review what had transpired
during the course of the day. This also allowed the group to seek
clarification and to prioritize the issues/trends/vision objectives that they
might want to focus on. In terms of major or primary issues, the following
were identified as a result of the group's prioritization.
1. Generate a greater revenue base for the City.
2. Stop the movement to have landfills and prisons located in the
Santa Clarita Valley.
3. Establish a desirable rate of growth.
4. Complete the roads needed by the community.
5. Eliminate traffic circulation problems.
6. Get City Hall development and construction underway.
7. Provide sufficient revenues to address these major issues. This
requires that the community increase sales tax and other revenues.
What sets worlds in motion is the interplay of differences, their attractions
and repulsions; life is plurality, death is uniformity.• Octavio Paz.
SECTION VI - COMMUNITY VISION STATEMENT
The vision or mission statement provides direction for the City. It is the
way to turn the desired vision of the community into reality. It is not
unlike what a Chief Executive Officer would say to the employees throughout
the corporation as to what the philosophy or primary objectives of the
organization are. It will serve as a guideline for the continued development
of the community. It provides a departure point, a sense of direction, and a
desired destination. Finally, it serves as a validation check from time to
time to insure the community is still headed in the right direction.
A vision statement should not be so brief that it is so vague or general.that
it has no value. It is not a one liner like something at the top of a
letterhead or on the fender of a police patrol vehicle. People throughout the
community need to understand what the key objectives are.. Conversely, it
should not be so detailed or lengthy that it is hard to determine what is
really important. The vision statement should not exceed one page, so that it
can be displayed at key locations throughout the community.
The following elements were discussed for possible inclusion in the vision
statement:
1. Maximize human potential.
2. Retain small, high-quality, thriving, self-sufficient community. is
3. Achieve and maintain a high quality of life.
4. No growth without quality,
5. Describe the desired economy base.
6. Maintain quality while recognizing diversity.
7. Rural/suburban community.
8. In charge of our own future; be self -governed.
9. Need to finance the strategic plan.
10. Feeling safe and secure.
11. Develop an economic base to sustain our -quality of life.
12. Control of our 'own growth.
13. Maintain high standards through police and fire services.
14. Open space.
15. Open government.
16. Open minds.
0
17. Protecting the environment.
18. Community that unites to protect its interests.
19. Communication among City and all other segments.
20. Accessible government.
21. Balanced budget.
22. Financially sound.
23. Accepts diversity of opinion; recognizes it as a strength.
24. Take pride in Santa Clarita, but recognize the component
communities and their different identities.
25. Concern for future generation.
26. Community involvement.
27. Community.consensus.
28. Recognize there are different types of beauty.
29. Aesthetically planned communities with desired amenities.
30 Affordable housing for seniors and young people.
31. Means of identity.
32. Quality of education.
33. Services provided equitably through the community.
34. Community needs, themes, levels of service, etc.
As a result of the information discussed previously and.the general direction
of the City to date, the vision statement for the City of Santa Clarita should
include the following key elements:
/ The City of Santa Clarita will be recognized as a community
that is truly "a City of the 21st Century" and that it serves -as
a model for other local governments to follow.
/ The community should encourage involvement of all citizens to
achieve consensus on which direction the community should proceed.
/ It is important that the City of Santa Clarita has its own
sense of identity; however, we must insure that the five distinct
communities do not lose their own.
/ Santa Clarita wants.to be known as a thriving, self-sufficient •
community with a sound economic base in place in order to provide
the resources necessary for achieving and maintaining a high
quality of life.
/ Growth which occurs should be planned and deemed as quality in
nature.
/ It is important that we maximize our human potential and draw
upon all the available resources in the community, acknowledging
that our residents are our most valuable resource.
/ We want to maintain the rural/suburban characteristics of our
community and insure that we exercise self-government to insure
that the future is designed by us and does not occur haphazardly.
/ It is important to our community that our residents feel safe
and secure in their homes as well as out in the community. This
necessitates our providing adequate resources for our public
safety mission. Also, we must insure that we adequately plan for
natural disasters which can occur without notice.
/ We value a government that is open and accessible. Once •
decisions are made and the various positions considered, we
support the will of the maiority and mitigate the acrimony and
adversity which would thwart the City's moving forward.
/ .It is important that we protect our environment. The
preservation of our oaks, canyons, hillsides, ridgelines, and
rivervays is paramount to insure that the quality of life we
enjoy will be.in place for our children and our children's
children. In reaching any decision. we must be concerned about
the impact it will have on future generations.
/ We must plan the community to insure that it is aesthetically
pleasing and that amenities are provided and maintained which
will create the desired image of the community.
/ Everyone should havean opportunity to have adequate housing,
whether it be senior citizens or first time home buyers. It is
desirous for our children to be able to obtain employment and
purchase homes in Santa Clarita. This requires us to look at
diverse types of housing, as long as the quality is maintained. 0
. / It is important that educational programs be maintained and
that facilities and class sizes are suitable for learning. It is
also important that we have increased opportunities for advanced
learning through the attraction of another four-year
college/university to the community.
/ We want to provide quality municipal services throughout the
community and not be just geographically based in certain areas.
/ It is important that we remember our heritage and that we
preserve our historic sites to.insure that the history of the
community is not forgotten.
*Your past success guarantees nothing in the future.' Joel
Barker.
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ACTION PLAN --
STRATEGIC PLAN ACTION PROGRAM
• 1. Green Belt and Open Space
Adopt the ridgeline and hillside ordinance; develop funding and, land
acquisition plan; acquire the Saugus site for a central park;
establish a, publicly financed open space district; purchase land and
develop two parks in the City; adopt a hillside and ridgeline
preservation ordinance.
Responsible party: Jeff Kolin/Lynn Barris
Target date: Spring 1994 Jeff Kolin
Target date: Spring 1992 Lynn Harris
Budget: 1. Oak Springs Canyon Park - Saugus Rehab Site
2. Roads
Complete the Bridge and Thoroughfare Districts (B and T) programs
and have them in place. Adopt the Highway 126 route alignment.
Complete Plum Canyon/White's Canyon construction and have it open to
traffic. Widen Soledad.Canyon Road, from the east City limits to
the west City limits, to six lanes. Move the bike path to a
separate, dedicated bike path. Complete the widening of San
. Fernando Road.
Responsible party: Lynn Harris Target date: 1993
Jim Van Winkle
Budget: 1. Magic Mountain Parkway
2. San Fernando Road, Phases 1 and 2
3. Soledad/Camp Plenty bridge widening
4. Soledad/Sand Canyon Widening Project
3. Civic Center
Hire an architect for the.City Hall design. Develop a financing
plan and complete design of the facility.
Responsible party: Ken Pulskamp Target date: Summer 1993
Budget: 1. Continuation -of Civic Center project
2. Municipal facility acquisition
4. Revenue Enhancement
Analyze our property tax and make recommendations for property tax.
enhancement. Complete redevelopment survey study and have
redevelopment agency operable. Complete the development impact fee
study. Complete the mall and Price Club developments. Continue
support for small business program. Annex commercial areas adjacent
to City boundaries. Develop a program -to assist Auto dealers.
Responsible party: George Caravalho Target date: Jan. 1, 1993
5. Jobs/Housing Balance 0
Adopt a general plan and zoning ordinance that would promote jobs
and housing balance while focusing on desirable employerssuch as
corporate headquarters. Increase the jobs in the community.
Responsible -party: Lynn Harris Target date: Summer 1994
Budget: 1. Funds appropriated within Community Development for
implementation of General Plan
6. Conference Center/Hotel
Initiate an outreach program to attract a small conference
center/hotel to be located near the freeway, Magic Mountain, and the
Civic Center.
Responsible party:George Caravalho Target date: Spring 1993
Budget: 1. No project budget
2. Will make part of work plan for 1991-92
7. Minority Representation
Provide programs to have public information and outreach to all
segments of the community and develop a practice to have the City
organization reflect the community it serves.
Responsible party: Ren Pulskamp Target -date: Spring 1992
Budget: Part of work plan
8. Establish Rate of Growth
Develop and adopt a growth management plan that will protect
ridgelines, provide infrastructure, open space, oak trees and
rivers..
Responsible party: Lynn Harris Target date: Spring 1992
Budget: Department Work Plan
9. Provide for Affordable Housing
Adopt the Community Housing Assistance Strategy (CHAS) plan for.the
community housing and Community Development Block Grant program.
Adopt a plan for the redevelopment agency and housing. Implement
the housing element of the General Plan. Improve cooperation with .
HUD. Preserve the mobile home.parks.
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Responsible party: Lynn Harris Target date: Spring 1993
Budget: This will be initiated through CDBG program. Additional
staff has been added for CDBG in 1991-92 to further goals
of the program.
10. Transit System
Implement the new local bus system by August 1991. Improve commuter
service by December 1991. Dial -A -Ride program by January 1992.
Commuter rail program by November of 1992.
Responsible party: John Medina Target date: 1993
Budget: Local bus service provided through the 15 buses purchased
by the City. Additional transit analyst has been proposed
for 1991-92. Begin first phase of commuter rail station.
11. Municipal Water Company/Safe Water Supply
Initiate a study to analyze the acquisition of the private water
companies by the City. In addition, provide an analysis to ensure
that water companies meet standards for safe water quality: Review
information and present findings to the public.
Responsible party: Ren Pulskamp/Jim Van Winkle Target date:
Summer 1992
Budget: Cost of initial study for acquisition of water companies
to be includes in budget.
12. Link Trail System
Complete the south fork trail by January 1, 1992, and the bike trail
along the river by Summer 1993; establish a financing plan to tie
the trail system into the County -wide system.
Responsible party: Jeff Rolin Target -date: Jan.•l, 1994
Budget: 1. South fork
2. Bouquet bike trail
3. Initial stages of design for bikeway from east to west
13. NoLandfillsor Prison
Continue efforts to oppose the location of solid waste landfills,
prisons or off road vehicle parks in the Santa Clarita Valley.
Responsible party: George Caravalho Target date:. 1993
Budget: Additional funds of $250,000 have again been appropriated
to continue opposition to Elsmere-landfill. In addition,.
two new positions have been proposed to continue efforts to
comply with AB 939.
14. Nordstrom
Pursue the location of Nordstrom as part of Phase 2 of the mall i
development. Contact Nordstrom and encourage -them to become part of
the Valencia -Town Center.
Responsible party: Lynn Harris Target date: 1994
Budget: No budget necessary. Part of work program of Community
Development.
15. Infrastructure before Development
Continue ongoing efforts to provide policies, procedures and
financial resources to assure adequate infrastructure for
development.
Responsible party: Lynn Harris Target date: Winter 1992
Budget: No budget necessary. Part of work program of Community
Development.
16. Preserve Old Nevhall
Continue the efforts through the Community Development Block Grant
to upgrade the east of Newhall Avenue area. Increase code is
enforcement in the area and provide ongoing planning for the
preservation of -the character and enhancement of old Newhall. In
addition, study the establishment of a historical district.
Responsible party: Jeff Kolin Target date: Jan..l, 1993
Lynn Harris
Budget: An extensive portion of the 1991-92 CDBG program targets,
the'Newhall area. Specific programsincludeneighborhood
clean-up and the paint program.
17. School Overcrovding
Complete and adopt an agreement between the schools, developers, the
City, and the County for school facilities fees that will address
the problem of school overcrowding.
Responsible party: George Caravalho Target date: Sept. 1991
Budget: No budget necessary. Part of work program of City
Manager's Office.
18. Establish a City Center
Provide for the coordination and planning of the core city area, to
include the participation of land owners and developers, for the
long term development of a downtown area, linking the four
communities together as part of the retail and Civic Center
commercial core.
Responsible party: George Caravalho Target date: Jan. 1993
Budget: No budget.necessary
Manager's Office.
19. Undocumented Qorkers
Part of work program of City
Monitor the existing efforts being made for controlling undocumented
workers. Provide alternative solutions if the program is not
working. Utilize the services of code enforcement.
Responsible party: Jeff Kolin Target date: Summer 1992
Budget: This issue will continue to receive significant attention
from staff.
20. Senior Citizens' Concerns
SContinue to evaluate and analyze existing senior citizens' programs
and needs and provide the City Council with suggestions to maintain
the existing level of services and facilities.
Responsible party: Jeff Kolin Target date: Summer 1992
Budget: A portion of the CDBG program is devoted to providing
continued consumer housing information and senior
information services, as well as wellness and education
programs.
21. Balance Services and Resources
Provide continued evaluation of the various levels of services and
resources available to provide optimum services economically and
efficiently to the community.
Responsible party: George Caravalho Target date: Summer 1992
Budget: 1. Part of work program of City Manager's Office
2. Reorganization of departments (people resources)
3. Budget
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22. Establish a University
Continue monitoring the efforts of the California State University
and College System for expanding universities throughout the state.
Provide information and encourage the location of such a -facility
here in the Santa Clarita Valley. Address the need to attract a
private school to the area.
Responsible party: Ken Pulskamp Target date: 1994
23.. Air Quality
Continue monitoring and efforts to clean up air. Support efforts on
mass transit in order to reduce congestion. Support and comply with
the AQMD and Regulation XV.
Responsible Party: Ken Pulskamp Target -Date: 1993
Budget: Staff will continue efforts and work program to enhance air
quality in Santa Clarita and the North Valley Region.
24. Teen Center
Continue to survey the changing needs of teens.within the •
community Determine need for additional programs and activities.
Responsible Party: Jeff Kolin Target Date: 1993
Budget: Continued focus on youth in government program and teen
festivals have been budgeted for 1991-92. Funds have not
been appropriated for construction of a'teen center.
4
CRAFT
CONCLUSION
As mentioned throughout the workshop, it is important that the planning
process be an ongoing one. "We cannot escape the future by.hiding from it,
but we can outwit it by advancing on it., The challenge is for the City of
Santa Clarita to continue to probe, analyze and conceptualize the future.
Since planning is continuous, the next step is the plan review and update.'
Questions that will need to be posed are: How are we doing to date? Does the
future scenario of the City need to be changed based on new data? What action
items have been completed, not completed? Do we need to reevaluate our vision
statement to see whether or not it is still valid today? This review and
update should be done on a regularly scheduled basis.
At the conclusion of the workshop, several of the community participants
expressed their pleasure in being able to meet with the City Council', staff
and community members and share their particular views without criticism or
intimidation. The process was designed to facilitate lines of communication..
It is important and incumbent upon us to continue to remain open:
Another important objective accomplished was that there was a general
consensus as to the direction the City will take from this point on. The
outline vision statement provides the target objective. It is critical to
remember that policy issues are considered, and we should determine whether or
not they are in concert with or in conflict with our vision statement.
The tangible.long lasting benefits of the process will take place when the
action plan items are accomplished. The strategic planning process is more
than just a mental exercise. It truly is an action oriented program...
Finally, it was the City Council and staff who wanted to involve the community
in a strategic planning process. Even though it is the community's plan, the
City is responsible to put it into effect, or place.it on the shelf and leave
it. The Choice is OURSI
"Oh, the thrill of it all."
William S. Hart
C1
0 ATTACHMENT A
STRATEGIC PLAN PARTICIPANTS
CITY COUNCIL
Carl Boyer, Mayor
Jill Klajic, Mayor Pro Tem
Howard "Buck" McKeon, Councilmember
Jo Anne Darcy, Councilmember
Jan Heidt, Councilmember
COMMISSIONERS
Laurene Veste,. Parks and Recreation Commission
Louis Brathwaite, Planning Commission Chairman
Rita Garasi, Planning Commission
Jack Woodrow, Planning Commission
CITY STAFF
• George Caravalho, City Manager
Ken Pulskamp, Assistant City Manager
Bob Spierer, Los Angeles County Sheriff Department
Leon Provost, Los.Angeles County Fire Department
Andrea Daroca, Director of Finance
Lynn Harris, Director of Community Development
Jeff Kolin, Director of Parks and Recreation
John Medina, Director of Public Works
Terri Maus, Administrative Assistant
Michael Murphy, Intergovernmental Relations Officer
Gail Foy, Public Information Officer
Carolyn Deller, Data Processing Manager
James Pontius, Contract Employee Vellmess Coordinator
Joy Williams, Administrative Intern
Chris Kudija, Assistant Planner
Mike Haviland, Economic Development Coordinator
Sarona Becker, Community Development Intern
Hazel Joanes, Associate Civil Engineer
COMMUNITY REPREENTATIVES
Joan Dunn Ed Dunn
Josie. Reyes Brad Berens
Barbara Bradley John Drew
Dick Yarp Pat Villet
Ed Schullery Kay Lynn Smith
Carmen Clift
Peggy Marone
Tom Rodgers
Sue Bozman
R.G. Leeman
Wendy Paradise
Gary Johnson
Dean Paradise
Ben Hendricks
Gail Foy
Robert Silverstein
Jack Ancona
Terry Payne
Gail Klein
Malia Campbell
Tom Haner
Ed Johannes
Glo Donnely
Bill Manetta
Joe Franco
Helen Guritt Saltzman
Michael Lebecki
Jim Thompson
Bob Geiman
Maurice Unger
Lynda Pederson
Sandy Forbes
Maureen Focht
Alfredo Vasquez
Richard Wirth
Chris Wilson
Jean Di Angelous
Mary Funk
Betty Castelberry
Laura Mehterian
Connie Worden
Willard Johnson
Scott Voltz
Trish Lester
Gloria Glenn
Michael McGrath
Chip Myer
Vicki Burt
Edward Muller
Bonnie Bernard
Joan Sander
Robert Nolet
Tisa Blackmore
Cynthia Pansing
John Morrisette
Peggy Freeman ,"
Richard Hackney
Dennis Hinson
Dick Martinelli
Ray Ander
Charles Hall
•
Tom Colette
Kevin Lasota
Ed Redd
Edric Guise
Mary Antle
Leeta Pistone
Bill Yarp
Tim Sutto
Leon Ferman
Jim Crowley
Walter Watson
Rene.Calloway
Lynda Ragusa
Mary Turrentine
RogerHutchinsonLisa
Furman
Robin Matthess
Annette Gade
Pat Willett
Victoria Austin
Allan Cameron
Jack Woodrow
Claire Mc Auliffe
Dana Ricard
Connie Clift
Tom Sutton
Neva Scholtz
Dick Sholtz
Skip Newhall
Greg Foster
Jeff Brown
Suzanne Nelson
Suzanne Nelson
Mary Turrentine
Ray Enter
Stephanie Weiss
Tim Galgraith
Amanda Beckman
Greg Romano
Marsha Mclean
Bill Otto
Jack Shine
Robin Ackerman
Lew Horne
Steve Schmidt
Vera Johnson
Warren Johnson
Dana Riccard
Ralph Killmyer
Margi Colette
James McArthy
Lee Manuel
John Bradley
Donna Bradley
Alan Kerschen
El
I•
I•
CITY OF SANTA CLARITA
COMMUNITY STRATEGIC PLANNING
SHARE
THE
VISION
1991 - 1994
STATE OF THE COMMUNITY
ISSUES:
TRANSPORTATION
SCHOOLS
WATER
JOB/HOUSING BALANCE
SOCIAL SERVICES
SILENT MAJORITY
GANG ACTIVITY
SERVICES FOR SENIORS
RIDGELINES
ANNEXATION
GREATER REVENUE BASE
CONCERN RE BLIGHT
REVITALIZATION - OLD NEWHALL
AIR QUALITY
PRESERVATION of LOCAL HISTORY
OPEN SPACE DISTRICT
TEEN ACTIVITIES
MINORITY REPRESENTATION
LIBRARY FACILITIES
CONVENTION CENTER
LINKED TRAIL SYSTEM'
STOP LANDFILLS/PRISONS
EMERGENCY PLANNING
HOTEL
UNIVERSITY
PARRS
INFRASTRUCTURE
COMMUNICATION WITH PUBLIC
DESIRABLE GROWTH RATE
CITY CENTER
CULTURAL ARTS
UNDOCUMENTED WORKERS
ASSESSMENT OF EXTERNAL CONDITIONS
SERVICE POPULATION
TRENDS
SENIORS Growing Numbers
Medical and Convalescent Facilities
Housing Needs
Transportation
CHILDREN More and Better Child Care
Latch Key Kids Increasing
Quality of Education May Decline
Teen Programs/Facilities
MINORITY POPULATION
INDUSTRY/BUSINESS
DEVELOPERS/BUILDERS
Population on Increase
"Escape' from Los Angeles
Increased Political Involvement
Language Barriers
Jobs Will Increase
Image of Anti -Growth May Hurt
Tight Financing
Retail Competition
Anti -Business Feeling?
Increasing Public Opposition
Expected to Pay.for Infrastructure
Increased Government Regulation
Lack of Financing
MAINSTREAM TAXPAYERS (Us) Dual Income Families
One Adult
Increased Need for Social Services
Asked to Assume Subsidies of Others
Increased Taxes/Fees
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•
ASSESSMENT OF EXTERNAL CONDITIONS
REGULATORS TRENDS
LOS ANGELES COUNTY Fewer Resources
Less Services
Transfer Power to Cities
More Cooperative With the City
CITY OF SANTA CLARITA More Control
General Plan a Tool
Assume More Responsibilities from County
Municipal Utilities
More Government,(+ or -)
STATE Tax Increase
Shift Programs Down
Regional Governance
Environmental Controls
DEVELOPERS Tight Economy
Fewer in Number
More Sensitive to Environment
COMMUNITY/VOTERS Apathy by Majority
More Special Interest Involvement
CAL -OSHA "They're Backl"
0
ASSESSMENT OF EXTERNAL CONDITIONS
COUNTY OF LOS ANGELES More Cooperation
City Gained Stature
Political Shift
WATER RESOURCES Increased Conservation
May Suffer Cutbacks/Ground Water
Increasing Political Issue
OTHER COMMUNITIES Need for Cooperation
Competition for Retail Sales
Competition for Transit Funds
SURROUNDING AREA Doing Well (Tourism)
More Lodging Facilities
May Lose Some Tourist Dollars Due to
Disneyland Expansion
DEVELOPERS Little Cooperation With Those With
Inconsistent View Point
Less Development
Drought.Economics
Fewer Dollars for Infrastructure
Increased Anti -Development
CITY OF LOS ANGELES Continued Use of Power Base
Landfill Problem Increasing
Overdevelopment
ASSESSMENT OF EXTERNAL CONDITIONS
RESOURCE PROVIDERS TRENDS
PATER PURVEYORS More Powerful
More Environmentally Aware
Scarcity Increases
OTHER UTILITIES Greater Demand/Cost Up
More Environmental Demands
More Franchise (Fees)
LOCAL INDUSTRY Housing Balance
Exodus to Other States
More Industry
Additional Sites
GENERAL POPULATION Increased Population
More Vocal
More Apathy
Less Feeling of Community
More People in Unincorporated Areas
Using,City Services
Ethnic Diversity
Volunteers
DEVELOPMENT COMMUNITY Increased Environmental Constraints
Public Opposition
Demand for Infrastructure
Annexation Growth Management
Increased Fees.(Yith Agreement)
Moving Outside'of Boundaries
VISION OF THE FUTURE
WORST CASE
CRIME OUT OF CONTROL
TRAFFIC GRIDLOCK
ELSMERE CANYON LANDFILL
RIVER POORLY USED
WATER/AIR QUALITY DECLINE
PRISON IN AREA
FAILURE OF BUSINESSES
SCHOOLS ARE BANKRUPT _
UNPREPARED FOR NATURAL DISASTER
NO GROWTH/ECONOMIC STAGNATION
14Is{�M�i�EI�P)%i�7�}I
CONCRETE CHANNELED RIVER
RAMPANT HILLSIDE DEVELOPMENT
OAKS SACRIFICED FOR MORE SPACE
INCREASE IN "ILLEGAL ALIENS"
GANG ACTIVITY
MORE DROUGHT — NO PLAN
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VISION.OF THE FUTURE
• BEST CASE
NORDSTROM
NO CIRCULATION PROBLEMS
MASS TRANSIT SYSTEM
CONFERENCE CENTER/HOTEL
MAJOR SPORTS STADIUM
GREEN BELT/OPEN SPACE
TRAIL SYSTEM COMPLETE
INCREASED PARRS
TEEN CENTER
CITY CENTER (City Hall, Cultural Center)
DOUBLE OUR SALES TAX
MORE SCHOOLS/NO OVER -CROWDING
UNIVERSITY OF CALIFORNIA at SANTA CLARITA
SPORTS CENTER UNDERWAY
ANNEXATIONS APPROVED/SPHERE
FIVE-STAR HOTEL
HAVE A DOWNTOWN
i
VISION OF THE FUTURE
REALITY CHECK
CIVIC CENTER DESIGNED AND UNDER
GENERAL PLAN COMPLETED/
CONFERENCE CENTER
ROADS COMPLETED (Soledad, San Fernando, Whites Canyon) -
BRIDGES COMPLETED (Wiley Canyon, Lyons and McBean)
BUSINESS AND COMMUTER RAIL
PRICE CLUB OPEN
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f.f;'14w07i_iki
PLAN FOR RECRUITING FOUR-YEAR UNIVERSITY
PLAN FOR RIVER BED
SEGMENTS OF TRAIL SYSTEM COMPLETED
MORE TEEN ACTIVITIES/FACILITIES
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COMMUNITY ASSESSMENT
TRANSPORTATION
DAY LABORERS
INCREASED REVENUES
REGIONAL SHOPPING
QUALITY EMPLOYERS (Large Hdqtrs) VOTER APATHY
MORE SINGLE FAMILY THAN MULTI AFFORDABLE HOUSING
TRAFFIC MITIGATION TEEN CENTER
JOBS/HOUSING BALANCE LACK OF TRAILS
PUBLIC INFORMATION RIDGELINES
RELIABLE NATER SUPPLY
BROAD COMMUNITY INPUT
LACK.OF SCHOOLS
OARS IN PARKS
GREEN BELTS
CITY IMAGE
POCKETS OF BLIGHT
ENFORCEMENT OF ORDINANCES
LACK OF PARKS
LANDSCAPED/TERRACED HILLS
SETBACKS
OPEN SPACE DISTRICT
CONSISTENT INFLUENCE WITH L.A. COUNTY/CITY (Unincorporated Areas)
LACK OF COOPERATION AMONG DIFFERENT INTERESTS
INCLUDE -MORE AREAS IN GENERAL PLAN (Certain Canyons)
LACK OF GEOGRAPHICALLY BALANCED SERVICES/FACILITIES
COMMUNITY ASSESSMENT
VHAT.VE DO YELL: 0
SENSE OF COMMUNITY
ACCESSIBLE COUNCIL
PLANNING OF VALENCIA
VOLUNTEER SUPPORT
CAPABLE/APPROACHABLE CITY STAFF
RELATIONS BETWEEN CITY/NON-PROFITS
CITY TREATS ALL AREAS EQUALLY
CONTRACT SERVICES
GEOGRAPHY
SAFE RELIABLE VATER.SUPPLY
SANTA CLARA RIVER
PARKS PROGRAM
LARGE LANDOWNER WITH VISION (N,L 6 F) •
POLICE/TRAFFIC PROTECTION
DIVERSITY OF LIFESTYLES
SCHOOLS/COLLEGES
STATE REPRESENTATIVES
OPPORTUNITY TO PLAN/CREATE VISION
OPEN SPACE AVAILABLE
HIGH STANDARD OF LIVING
GENERAL PLAN WITH LOTS OF PUBLIC INPUT
MAGIC MOUNTAIN
OPEN GOVERNMENT
COLORFUL HISTORY
IN/OUT BURGER
55-rA'f�
PRIORITY LISTINGS:
GREEN BELT/OPEN SPACE
/ ROADS
/ REVENUE ENHANCEMENT
/ LACK OF SOBS
/
CITY CENTER (Cultural Center/City Hall)
/
CONFERENCE CENTER
/
ESTABLISH A DESIRABLE RATE OF GROWTH
/
MINORITY:REPRESENTATION
/
TRANSIT SYSTEM
/
MUNICIPAL WATER COMPANY
/
SAFE WATER SUPPLY
/
NO LANDFILLS/PRISONS
/
LINKED TRAIL SYSTEM
/
LACK OF AFFORDABLE HOUSING
/
INFRASTRUCTURE IN PLACE
/
NORDSTROM'S
/
ATTRACT DESIRABLE EMPLOYEES
/
RIDGELINE PRESERVATION
/
PRESERVE OLD NEWHALL
/
SCHOOL OVERCROWDING
/
ESTABLISH DOWNTOWN
/
ILLEGAL ALIEN ISSUE
/
DEVELOPER ISSUE
/
SENIORS CONCERNS
/
BALANCE SERVICES/RESOURCES
/
ESTABLISH A UNIVERSITY
COMMUNITY.VISION STATEMENT
The .Vision Statement for the City of Santa Clarita-would include the • {
following elements:
/ MAXIMIZE HUMAN POTENTIAL
/ HIGH QUALITY, THRIVING, SELF-SUFFICIENT
/ ACHIEVE AND MAINTAIN HIGH QUALITY OF LIFE
/ NO GROWTH UNLESS QUALITY
J RECOGNIZE DIVERSITY
/ RURAL/SUBURBAN
/ IN CHARGE OF OUR OWN FUTURE (Self -Governed)
/ DEVELOP ECONOMIC BASE TO SUSTAIN QUALITY OF LIFE
/ MAINTAIN HIGH STANDARDS OF POLICE/FIRE; FEEL SAFE AND SECURE
/ OPEN.SPACE, OPEN GOVERNMENT, OPEN MINDS
/ PROTECT ENVIRONMENT
/ A COMMUNITY THAT WORKS TOGETHER TO PROTECT OUR INTERESTS
/ ACCESSIBLE CITY GOVERNMENT/OPEN COMMUNICATIONS
/ FINANCIALLY SOUND
/ ACCEPT DIVERSITY OF OPINION
/ PRIDE IN CITY - RECOGNIZE EXISTING COMMUNITIES
/ COMMUNITY INVOLVEMENT/CONSENSUS
/ ESTHETICALLY PLANNED COMMUNITIES WITH DESIRABLE AMENITIES
/ AFFORDABLE HOUSING FOR SENIORS/YOUNG PEOPLE
/ COMMUNITY IDENTITY
/ QUALITY'EDUCATION
/ SERVICES PROVIDED EQUITABLY THROUGHOUT CITY.
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