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HomeMy WebLinkAbout1991-07-09 - AGENDA REPORTS - CMTY STRATEGY PLAN (2)NEW BUSINESS DATE: SUBJECT: DEPARTMENT: BACKGROUND AGENDA REPORT City Manager Approval Item to be presented y July 9, 1991 Community Strategic.Plan City -Manager 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 nest 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 n�� PPIPnn Agenda Item: CITY OF SANTA CLARITA COMMUNITY STRATEGIC PLAN SHARE THE VISION 1991-1994 �J DRAFT TABLE OF CONTENTS INTRODUCTION 1 Project Objectives Playground Rules Disclaimers The Issue of Change Overview of Strategic Planning Strategic Planning Model SECTION I - STATE OF THE COMMUNITY Immediate Issues Facing the Community 12 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 9 CONCLUSION 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 Weste, 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 Wellmess 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 REPRESENTATIVES Joan Dunn Ed Dunn Josie Reyes Brad Berens Barbara Bradley John Drew Dick Yarp Pat Willet 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 Roger Hutchinson Lisa 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 SHARE THE VISION [CRAFT City of Santa Clarity 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 variouscommunity 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, thekeyplayers contributing to the success of the process, is listed separately.;.- The eparately. i The Challenge 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 Visalia Deputy City 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, needs to be constantly reviewed to determine if action items are accomplished within reasonable timeframes, and to continually re-examine and validate our targeted vision. PROJECT OBJECTIVES 0 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.vork 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. Vhat does it stand for? Vhich direction is it going? The strategic planning process enables participantstoclarify/identify the purpose or sense of direction in which the organization wants to proceed. Identifv_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. Vhile 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 wise steward of the limited resources. Vhere resources are identified as scarce, it is important to conserve them and shre based on need and priority. Improve Community Networking 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 Understanding 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. Develon 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 oriented 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 E 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 WORTHY 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 point of 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.or clarification and 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 in terms of 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. L-� 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.vorld. 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, 901 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. 0 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 the ten 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 group came 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. OVERVIEV OF STRATEGIC PLANNING Plannine 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 Plannin¢ Defined CityiManager 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 0., provides an organization with an assured understanding of its nature and purpose. Vhile 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.• 0 In terms of history, strategicplanning 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, theSanClemente 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 COMMUNITY'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. Vhile 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. 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 isnot 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 Workers - 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 scuthland 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 amongparticular 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 a 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/Veuues - 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 artformsand serve as a center for performing arts, in order to expose the community to the arts. / Binder, 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. J 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 - With 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 of Infrastructure - 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 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 is not 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. E / 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. / Nature 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. 0 / Air quality - Air quality has been such a long time concern that often it is overlooked when 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 - Yhile 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 - We 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 such as 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. Ye 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 Rink (Ice/Roller) and Miniature Golf - These facilities would provide additional recreational activities, especially for families and teenagers. / Small Regional Airport - There was an opinion expressed that some would like a -small regional airport. / Cooperation with Antelope Valley for Northern County Strength 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 -Wide 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 Yater - Because of the drought and ongoing water concerns, the City needs to consider ways of using "gray" water. / Municipal Water 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. 11 / Better Communication With The Public - It was felt that the City -is involved in a lot of worthwhile activities and has several success storiestoshare, 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 Bate 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. 11 0 F T 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 - Ve 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 IS 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. Ve are seeing an increasing population of those considered "minority." Ve 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 topay 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 a rise 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 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 needsandconcerns 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. • 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. 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 playan increasingly more significant role in SouthernCalifornia. 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. 0 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 & 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 Services 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. 17. Health Department: There will be lower service and higher costs. 18. Agriculture Department: There will be less influence with declining lands in agriculture. 14. HUD: There will be more regulation and increased costs. There will be less public confidence in HUD. 20. Bureau of Mines: 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. 0 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 Media: 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.vill see a higher turnover of elected officials. 0 26. Code Enforcement/Building 6 Safety: There will be an increased impact on the local community as these efforts are demanded more by the citizens. Other Regulators were identified, but trends were not determined. They include: Department of Labor Financial Institutions Trade Associations (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. 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 commercial hotel 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. S. 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. r � U 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. 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 fewer services provided. The direction for local government will be to assume greater responsibility for providing these services. Utilities: There will be a greater demand for utilities 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 mote industrial sites available. However, there will be more strain on financing capabilities. C� 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: We 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 Health -Services - Scientific breakthroughs; more development for senior services •Being good sometimes prevents us from being the best.' Dr. James Crupi 0 SECTION III - VISION OF THE FUTURE d II T 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 Elsmere 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. Yater 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. Slov Grovth/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 which 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 Yorkers: 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 Draught: 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 6 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 Tovsley 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 Citydoes not meet AB939 goals City is all apartments No social services 1 S 0 VISION OF THE FUTURE - BEST CASE SCENARIO Conversely, 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 refersto 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 centers via 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. Green Belt and Open Space Control system complete: Master planning has taken place and there is visible improvement in the community. A 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 Overcrovding: 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 the hotel 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 Downtown: 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 There is a new Centered library The Price Club is open for business i 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 Community 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. Vater 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 financing mechanisms on how to implement the General Plan will be finalized, and that the plan will be safe from legal challenge? 3. Conference Center: Ve 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 Vhites Canyon Road will be completed. S. 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. 10. 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 Yater Management Plan Stop Elsmere/Towsley/Whitney New Park in East Canyon Country (Pinetree/Timberlane 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 -! 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 11 0 SECTION IV - COMMUNITY ASSESSMENT 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. WHAT WE NEED TO SPEND MORE TIME ON 1. We 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 isin need of more large employment centers, e.g., headquarters for a major corporation. The City is. interested in acquiring quality employers. 5. There is voter apathy in the community.' Santa Clarita is 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. n L_J 9. The community does not provide adequate facilities and programs 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. Ve 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 of services and resources throughout the community. 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 narks 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 narks, 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.ereen belts and open space areas in the community. 27. We 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. ASSESSMM OF WHAT YE DO WELL 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. 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 narks 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 narks, 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.ereen belts and open space areas in the community. 27. We 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. ASSESSMM OF WHAT YE DO WELL 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 geography, or setting, of the community is 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. 0 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 take on the 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. e46. 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. • 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 developmentandconstruction 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. 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. 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. ;r 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 is as follows. The City of Santa Clarita is committed to providing quality and efficient service to its citizens. As a community we will work together to ensure that the following mission is known to all and accomplished. We 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.__ We will encourage involvement of all citizens to achieve consensus on which direction the community should proceed. We as a City will have our own sense of identity; however, we must insure that the, five distinct communities do not lose their own. We will 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. We maintain that growth which occurs will be planned and deemed as nuality in nature. We will maximize our human potential and draw upon all the available resources in the community, acknowledging that our.. i- residents -are -our most•valuable-resource:-• - - We will 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. We will ensure 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 will continue to value a government that is open and accessible. Once decisions are made and the various positions considered, we support the will of the majority and mitigate the acrimony and adversity which would thwart the City's moving forward. We will continue:to protect our environment. The preservation of our oaks, canyons, hillsides, ridgelines, and riverways 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 anv decision. we must be concerned about the impact it will have on future generations. We will 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. We will strive to ensure that everyone should have an 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. We will stress 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 will provide quality municipal services throughout the community and not be just geographically based in certain areas. We will 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. 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 Harris 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 5. Lyons Avenue to Highway 14. 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 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 `i 7. Minority Representation .t 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: Ken Pulskamp Target date: Spring 1992 Budget: Part of work plan S. Establish Rate.of Growth Develop and adopt a growth management plan that will protect ridgelines, provide infrastructure, open space, oak treesand 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. 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 Yater Supply Initiate a study to analyze the acquisition of the private water companies by.the City. In addition, provide an analysis to ensure that watercompanies meet standards for safe water quality. Review information and present findings to the public. Responsible party: Ken 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 Kolin Target date: Jan. 1, 1994 Budget: 1. South fork 2. Bouquet bike trail 3. Initial stages of design for bikeway from east to west 13. No Landfills or Prison Continue efforts to oppose the location of solid waste-landfillsi-,- 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 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 Newhall Continue the efforts through the Community Development Block Grant to upgrade the east.of Newhall Avenue area. Increase code 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. 1, 1993 Lynn Harris Budget: An extensive portion of the 1991-92 CDBG program targets the Newhall area.. Specific programs include neighborhood clean-up and the paint program. 17. School Overcrowding 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. Y 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 Yorkers 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 Continue 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 r 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. RAFT 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 nest 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 s