HomeMy WebLinkAbout1995-01-10 - AGENDA REPORTS - CMTY STRATEGIC PLAN 1994 97 (2)AGENDA REPORT
City Manager Approval
Item to be presented by:
Ken Puls mp
UNFINISHED BUSINESS
DATE: January 10, :1995 tzl
SUBJECT: Community Strategic Plan 1994 - 1997
DEPARTMENT: City Manager
BACKGROUND
This item was continued from the regular City Council meeting of December 13, 1994
in order to gather additional input from the participants in the strategic planning
process. Since that meeting copies of the draft Strategic Plan were mailed to each of the
participants for final comment. All were requested to provide final comments to the
City by December 30, 1994 or be present to discuss the item at this session. As of
December 30, no written or verbal comments regarding the plan were received by City
staff.
As you will recall, there were eight stated objectives for the Community Strategic
Planning process. These included:
*Integrating the Community into planning efforts
-Creating a shared vision of the community
*Clarifying the purpose and role of the City
-Validating the assumptions about the community
•Identifying community resources
•Improving community networking
*Increasing understanding of local government
*Developing an action oriented plan to address priority issues
The completed document along with the suggested action plan is now presented for City
Council review and approval. As you may recall, items 1 - 10 were drafted during the
community session. Due to time constraints however, it was then agreed that City staff
would draft the remaining items and present the entire plan to the City Council fo
Agenda Item:
review and adoption.
RECOMMENDATION
That the City Council adopt the Community Strategic Plan 1994 1997 and direct the
City Manager to implement the action plan presented.
ATTACHMENT
Community Strategic Plan 1994 - 1997
URAp
T
Community
Strategic Plan
1994 - 1997
January 1, 1995
Dear Citizen:
I am pleased to share with you our community's second strategic plan,
entitled "Share the Vision II." This plan is the result of the participation,
dedication, and determination of many of our residents, policymakers, and
staff who are committed to making Santa Clarita a great place to live, play,.
and work. Over 110 people participated in the dynamic process resulting in
this report. They gave of their own time to share with the City Council and
staff their thoughts about the direction the City should pursue and identified
some of the many issues that will pose challenges to us over the next three
years.
Along with the City Council and City staff, I want to thank all the
participants who contributed to making this such a valuable experience. As
with our first strategic plan, we are committed to carrying out the objectives
contained within this document, thereby implementing the strategic plan.
Our last plan saw the completion of over 85 percent of the items identified
by the participants as important. Itis exciting to have played a part in this
plan and in helping create a shared vision for our City. Let's work together
to create a Santa Clarita that future generations will love.,
Sincerely,
George L. Pederson
Mayor
C
TABLE OF CONTENTS
COMMUNITY STRATEGIC PLAN
SHARE THE VISION II
INTRODUCTION .. ....... ...... ... ..... .. 1
The Challenge....................................................2
Project Objectives .................................................. 3
Rules of the Day..................................................7
Disclaimers......................................................8
Overview of Strategic Planning ... _ .... . .............................. 9
Strategic Planning Model .......................:.................. 10
SECTION I - STATE OF THE COMMUNITY ............................. 11
The Issues Facing the City of Santa Clarita ........................... 11
SECTION II - ASSESSMENT OF EXTERNAL CONDITIONS ............... 18
SECTION III - VISION OF THE FUTURE ................................ 23
Worst Case Scenario..............................................23
Best Case Scenario ........ ....................... .............. :. 25
Reality Check .................................................. 27
SECTION IV - COMMUNITY ASSESSMENT ............................ 29
SECTION V - REVIEW POINT .......................................... 32
SECTION VI - COMMUNITY VISION STATEMENT ...................... 33
SECTION VII - ACTION PLAN ... ..................... ..... . 35
CONCLUSION ................................. .... ..... .. . 50
Exhibit 1- Community Strategic Plan Process ......................... 51
Exhibit 2 - Community Strategic Plan ProcessFlow Chart ............... 53
Exhibit 3 - Strategic Plan Priority Listing ............................. 54
Exhibit 4 - Notes of the Sessions ... .............................. 55
Exhibit 5 - Strategic Plan Participants ............................... 58
SHARE THE VISION
INTRODUCTION
Change is the only constant throughout life. How we adapt and impact change
determines whether we will grow and evolve as individuals or become stagnant and
inflexible. The same premise applies to organizations, as well as communities. Today,
more than ever before, our daily lives and the communities we function within are
immersed in change.
In 1994, we live in a fast -paced society in which keeping up on current events can be
a great challenge. As the rate of change increases, individuals and organizations must
find a way to manage that change, make sense of it, and utilize it to make a positive
impact on the future.
For many, the fast -paced society and the changes that occur cause great frustration.
Just as one is mastering the most recent change or adjusting to a new event, the next
change sequence begins. There is, however, a tool to take charge of the future, predict
and manage this elusive change process. The process even allows us to create the
future we desire. It is called STRATEGIC PLANNING.
Strategic planning, as an action -oriented process, allows participants to review issues
currently facing the community, as well as other future influences in order to take on
a strategic position to impact rather than react to change. Strategic planning is a
process which allows participants a unique opportunity to shape and achieve a shared
vision of the future.
In order to truly begin to shape and impact the future of the City of Santa Clarita,
invitations were sent to an extensive list of community leaders, other governmental
agencies, businesses, the educational field and the development community.
Additionally, an open invitation was extended to all residents of Santa Clarita to
participate in the planning process.
A training and orientation session was conducted on the evening of Thursday,
October 6, 1994. This session was geared toward those in the community who were
unfamiliar with the strategic planning process. Additionally, an orientation packet and
reading materials were sent to all participants. On Saturday, October 8, 1994, in the
Main Gallery of The California Institute of the Arts, the community strategic planning
process was conducted by and for the City of Santa Clarita. Approximately
110 participants from throughout the community participated in this full-day event.
City Council of the City of Santa Clarita, comprised of Mayor George Pederson,
PAGE I
SHARE THE VISION II
During the training
session, there was a
discussion about change.
It was pointed out that life
is more complicated than
ever before and that
there is much change in
the world.
In our society, keeping
up with the most recent
change or technology is
a great challenge. Just
when you get the latest
product or technology
mastered, it changes!
Innovation often equals
frustration.
The population Is a
great contributor to the
amount of change in
the world.
• There were 1.2 billion
people in the world in
1850.
• 1.2 billion people will
be added to the world
within the next 12
years.
• 900/6 of those people
who will be added will
be poor.
• By the year 2000,
world population will
reach 6 billion.
• The population of India
increases by more
than 1 million per
month.
The world population
increases 86 million
per year.
INTRODUCTION
Mayor Pro Tem JoAnne Darcy, Council Member Janice H. Heidt,
Council Member Carl Boyer, and Council Member Clyde Smyth
served as hosts and participants in this day -long process. They
will assume the primary responsibility of later adopting the key
action plan which will place into affect and solidify the critical
list of action items to be addressed by staff in the upcoming
several years.
George Caravalho, City Manager, opened the session with a
discussion of the success of the City's previous Community -Wide
Strategic Plan. Participants then viewed a slide presentation
which clearly represented the progress that has been made over
the previous 3 -year planning period. To start the day off on a
humorous note, a skit featuring George Washington (Mayor
George Pederson), Mayor George Pederson (George Caravalho),
and William S. Hart (Gary Brown) was presented to depict the
amount of change that has occurred throughout the decades. The
skit also presented a light-hearted look at Santa Clarita, and the
progress made as a result of cityhood.
To adapt the strategic planning model, and to allow for
community participation in the process, as well as facilitate the
workshop, George called upon Chief of Police for the City of
Ashland, Oregon, Gary Brown, and Santa Clarita Assistant City
Manager, Ken Pulskamp. Both Gary and Ken have been
involved in the strategic planning process for several years. In
addition, they have 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.
The Challenge
After the devastation of the January 17, 1994 Northridge
Earthquake the citizens and staff of the City of Santa Clarita drew
on each others' strengths and expertise. It was at this time that
we realized and appreciated the vital importance of working
with the various community groups, agencies, and citizens to
help the City recover and rebuild. Itis this type of overall
community involvement which makes this City -great. While we
PAGE 2
S•
SHARE THE VISION II INTRODUCTION
The amount of
information that exists
has been Increasing at
a phenomenal rate.
This is evidenced by
the following:
• By the year 2000, the
amount of knowledge
will have doubled four
times since 1988.
• Elliot Estes, Former
CEO of General
Motors, stated that if
something has been
done the same way for
three years or more, it
is likely being done
wrong.
• Graduates of the Class
of 2000 will have been
exposed to more
information than their
grandparents were in
their lifetimes.
• By the year 2030,
while the Class of
2000 is still working,
they will have had to
assimilate more
inventions and
information than has
appeared in the last
150 years.
were virtually cut off from the outlying communities we all
learned what a great resource we have in each other and how
important it is to foster that type of involvement in all areas.
With these thoughts fresh in our minds, and signs of recovery
readily seen in all areas of the City, we look toward the future.
Our view of the future offers many challenges. There are the
challenges of protecting our environment, of reducing crime and
gang related activity within the City, and revitalization in our
communities. The primary purpose of the strategic planning
process is to involve the citizenry in cooperatively identifying
and addressing the major issuesbeing faced, as well as
collectively creating a vision of the ideal community toward
which City policy makers and staff can direct their creative
efforts.
Project Objectives
Integrate Community Into Planning
In many municipalities, Council members and City staff
assume the responsibilities of determining what is best
for the community. 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 officials wanted to ensure that
the whole community was represented in the planning
process.
Strategic planning serves 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 enables 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 immediate needs and desires of the
community.
PAGE 3 .
SHARE THE VISION II INTRODUCTION
There are many
trends that were pointed
out to demonstrate the
amount of change tak-
ing place in the world.
• By the year 2005,
minorities will be the
majorities in 53 of the
top 100 largest U.S.
cities.
• The robot population or
'steel collar workers'
will grow by 35% a year
as opposed to the
human rate of 2%. On
the down side, as
robots proliferate, they
will generate a new
legal speciality to fight
over damage and
liability attributed to the
robots.
• Cirties will grow to an
incredible size by the
year 2000. Mexico
City, the world's largest
city, will have 28 million
residents. The United
States will have two
cities among the most
populated by 2000
(New York and Las
Angeles).
• Currently, 3.4 workers
support one retiree. By
2025, due to the
increased senior growth
rale, there will be fewer
than two per refiree.
• By the year 2000, the
literacy rate will be 30%
from the now 20%
experienced in the
United States.
• In 1979, AIDS was
unheard of. Currently,
over 100 million of the
word population are
infected with the virus.
Create a Shared Vision
It is a well known phenomenon 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 usefulness.
Each may be correct but each person's description would
be enhanced by the other's description. People see their
worlds 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 work independently. The same is true
for organizations and for whole communities.
CIarify Purpose
Everyone belongs to some sort of organization, is part of
a family group,.a church or social club, or resides in a
neighborhood. Being a passive member is one thing.
However, if a person really wants to contribute, they
need to understand the purpose of the organization or
group. What does it stand for? Which direction is it
going? The strategic planning process enables
PACE 4 1 .
SHARE THE VISION II INTRODUCTION
The following is an
excerpt from a Ladles'
Home Journal article
published in 1900.
Think about the impact,
how far we have come,
and still how far we
have to go.
• The anticipated U.S.
population will be 350
million in the year
2000. (The actual
projection is now 300
million).
• Hot and cold air will
come through spigots
into homes to regulate
temperature.
• Ready -cooked meals
will be available.
• Cities will be free from
all transportation
noise.
• Mosquitos and flies will
be eradicated.
• Photographs will be
telegraphed and
published across the
world in 'all of
nature's' colors within
one hour.
• Automobiles will be
substituted for horses.
Children will ride in
'auto -sleighs' in the
winter. (The mini-
van?)
• There will be air ships,
but they won't
compete for freight
traffic.
• There will be no wild
animals.
• Man will see around
the world through
cameras, and
telephones will span
the globe.
participants to clarify/identify the purpose or sense of direction
in which the organization wants to proceed.
Identify Issues/Trends
The strategic planning model, which will be explained in
more detail later on, will help identify the major issues
facing the community today. Additionally, it considers
the trends that are just below the surface or which are
just coming into view. One way to head off problems, or
stay ahead, is to anticipate the issues and trends in order
to handle them before they are out of control.
Tests/Validate Current Assumptions
As mentioned previously, local government must often
move forward and represent the community's views
even though the views are not clearly known. While
public participation is very important, it doesn't occur
often enough. In reality, everything cannot be taken to
the community for a vote by the public. In the
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 based upon the
often limited input they receive and municipal
organizations move forward. The Strategic Plan process
enables the municipal organization to validate whether
or not it is 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
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. Where resources are identified as scarce, it is
important to conserve and share them based on need and
priority.
PncE 5 /
SHARE THE VISION II
The book, E&3r
Shock, by Alvin Tofier;
was used as another
example of the
accelerating rate of
change. Toffer 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 mank nd
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.
There was then
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. tt was
pointed out, however,
that change is a paradox,
with people constantly
seeking it, yet constantly
trying to avoid change.
PAGE 6
INTRODUCTION
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 common
objectives. 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 that of 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. 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
participated in the process, the community will have a
better feel for the 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 several issues at a time,
based upon its limited staff and financial resources.
r��
SHARE THE VISION II
Develop Action -Oriented Plan
INTRODUCTION
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, are
forgotten a few months after they are completed and are never implemented;
often, they end up on a shelf, collecting dust. The City Council and City
Manager of Santa Clarita ensure that the Community Strategic Plan - Share the
Vision 11 experience will be more than just a process. By developing an action -
oriented plan with specific tasks to accomplish, people will be able to see the
results of their efforts and know that the strategic planning process was not
merely a series of discussions, but a proven means to impact and shape our
future.
Rules of the Day
As with any plan, there are certain steps which need to be followed to assure 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 ensure that participation occurs
and that the process does not hang up at any one point. Since there are so many people
involved in the process, it could prove to be unwieldy, especially with the diverse
points of view. The following were the rules which applied:
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 to evaluate whether they are truly worthy of further
consideration. Later on in the process, participants prioritize issues, trends, and
vision objectives which 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
PAGE 7
a
group process, if ideas and various points of view are solicited, it is recognized
there may be strong differences of opinion which require some debate or
clarification and presentation of the other point of view. It is important to
ensure 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.
The participants' 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 to the City Council, but the
final decision resides with Council.
3. EQUALITY OF PLAYERS (No Rank)
To fully achieve the previous two objectives of the Strategic Planning process,
everyone must be considered equal. Because the Mayor or City Manager
express a view does not mean their point of view is always 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.
Disclaimers
Due to the 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.
PAGE 8
SHARE THE VISION II INTRODUCTION.
• We will not begin by seeking solutions to the specific concerns you may
have. Focus will initially be 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 may have to
be altered 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.
Overview of Strategic Planning
Strategic Planning Defined
City Manager George Caravalho and facilitator Gary Brown developed a
management training program which has been used for approximately ten years
and which focuses heavily on the use of the strategic planning process. To make
the process more understandable and less academic, George and Gary
developed the following definition of strategic planning:
"Strategic planning is a group dynamic process which enables
an organization to address immediate issues, examine trends,
assess capabilities, reexamine its reason for existence, define a
new sense of direction (Mission/Vision Statement), and
develop an action plan to put the new direction into effect."
Strategic planning is definitely a group dynamic process, especially when there
are in excess of one hundred participants. The goal of strategic planning is to
have the participants work collectively to identify the purpose and direction for
the organization — in this case, a community — and to identify the issues and
trends that may inhibit that vision, assess the resources and capabilities of the
organization and then develop an action plan to put the vision into effect.
PAGE 9 ,
THE
The Community's Strategic Planning Model
INTRODUCTION
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 If is a flow chart which depicts how the process works. While the flow
chart depicts a beginning, middle and end, it is important to remember that
good strategic planning is an on-going process.
"In every deliberation, we must consider the impact of our decisions on the next seven
generations." -- The Great Law of the Six Nations -- Iroquois Confederacy as
remembered by Benjamin Franklin.
PAGE 10
SHARE THE VISION II SECTION 1 - STATE OF THE COMMUNITY
SECTION I - STATE OF THE COMMUNITY
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.
A cautionary note was made to the participants that 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.
The Issues Facing the City of Santa Clarita
As identified by the strategic planning participants, the issues, concerns, and problems
facing the City of Santa Clarita, today, in 1994 are as follows:
• Crime - Growing instances of crime within the Santa Clarita Valley.
• Redevelopment - Concern over what Redevelopment is and how it will be
implemented within the City.
• Santa Clara River - The need to preserve the Santa Clara River.
• Protecting the Environment - Protection of our sensitive environment from
adverse development
• Transportation - Lack of an adequate transportation system.
• Youth Programs -Not enough activities for the youth in the community.
• Defeating Elsmere Canyon Dump - Desire to defeat the proposal to develop a
dump in Elsmere Canyon.
• Quality Jobs - Availability of quality jobs within the community.
• More Parks - Members of the community would like to see more parks
developed within the City.
PAGE I I .
SHARE THE VISION II SECTION I - STATE OF THE COMMUNITY
• Economic Development -Level of attention and resources given to economic
development.
• Preservation of Mobile Home Parks - Residents worry that the parks may
disappear.
• Roads - Immediate need for the construction of new roads.
• Affordable Housing - Provision of housing that is affordable for the residents
of all income levels in Santa Clarita
• Water Resources - Desire for the City to provide the water resources.
• Community Theater - Continued interest in the development of a community
theater.
• Providing for Municipal Resources with a Declining Revenue - Need for the
development of a steady stream of income for continuation of quality municipal
services.
• Newhall Area in Disrepair - Concern over the need to construct improvements
in Newhall.
• Role of City -Define the role of the City of Santa Clarita in relation to that of
other governmental agencies.
• Senior Services and Senior Center - Continue quality services offered to the
senior population within the City.
• City's Boundaries vs. Valley's Boundaries - Desire for the City of Santa Clarita's
boundaries to be equal to that of the boundaries of the entire Santa Clarita
Valley.
• Increase Planning and Communication of Agencies within the Valley -
Various agencies must understand each other's roles and changing objectives.
• Preserve Small Businesses - Concern that small businesses are not being
protected or encouraged in the City.
• Racism in Schools - Increasing need to fight against racism within our schools.
AGE 1 2. `.
SHARE THE VISION If SECTION I - STATE OF THE COMMUNITY
• Sphere of Influence - Desire to obtain an appropriate sphere of influence.
• Major (private or public) University - Ongoing demand for a major four year
university within the City.
• Bicycle -Friendly Trails and Transportation - Lack of availability of bike trails
within the City. Concern also exists over the lack of on -street bike paths.
• Lack of Educational Opportunities - Perceived lack of educational
opportunities for our young people and adults.
• Historical Preservation - Preserve the historical aspects of the community and
assure that it will not be lost or deteriorate due to new development.
• Canyon Country and Newhall Areas Hodge-Podge - Development of an
architectural theme for Canyon Country and Newhall.
• Library System - Desire for the City to take over and expand the library system.
• Lack of Assistance for New Businesses - Suggestions that the City implement
a business incubator project.
• Dillenbeck's - Concern over the vacant Dillenbeck's building being a an
eyesore which encourages graffiti and other vandalism.
• Teen Program - Desire to unify and strengthen the current teen programs.
• Lack of Family Entertainment and Cultural Opportunities - Address issues of
little family entertainment and increase our cultural opportunities..
• Attract Industry -Attract new industry to the area to maintain strong economic
base.
• Police Department -Request to establish a City Police Department
• Significant Ecological Areas - Preserve significant ecological areas.
• Day Laborers - Concern over the day laborers along San Fernando Road.
• Gang Issues - Address gang issues City-wide.
PAGE 13
SHARE THE VISION II $ECTION I - STATE OF THE COMMUNITY
Other Areas Don't Know Who We Are Need strong identity and
communication of the resources we offer.
• We Need More Recycling - Desire to do even more to reduce our flow of waste
out of the City, and exceed AB939 goals.
• Not Enough Tourism or Filming - Increase the filming and tourism business in
the Santa Clarita Valley.
• Establish an Economic Development Corporation - Development of economic
development corporation, designed to take comprehensive look at community
needs.
• No Symphony - Formulation of a symphony in Santa Clarita.
• Shopping Center Doesn't Include Nordstroms - Ongoing request for the
Valencia Town Center to include a Nordstroms and other high end retail stores.
• Not Enough Youth Services for Teens - Lack of adequate quality services for
youth and teens in Santa Clarita.
• Not Enough Modem Business Parks Throughout the City - Desire for more
modern business parks throughout the City, not just in one area to encourage
business to locate/remain here.
• Alternative Fuel Vehicles - Perceived lack of alternative fuel vehicles utilized
throughout the Santa Clarita Valley.
• Regional Park - No regional park with complete amenities available within. the
City limits.
• Schools and Districts all on Different Schedules - Schools and districts and
on the same year-round schedule.
• Traffic Study Plan - Lack of complete plan to address traffic problems in the
City.
• Tournament of Roses Float - Desire for the City have representation in the
annual Tournament of Roses parade by obtaining afloat.
PAGE 14
SHARE. THE VISION II SECTION I - STATE Or THE COMMUNITY
• Asbestos in Older Schools - Concern regarding the hazards of asbestos in some
of the older schools. There is a desire to renovate these schools.
• Education Advisory Board - Need for the City to establish an education
advisory board to address school -related issues.
• City Playgrounds - Citizens would like to see playgrounds and equipment in
City parks improved.
• Canyon Country Landscaping - Determine the means for "greening" Canyon
Country.
• Environmentally -Wise Industries - Attract more environmentally conscious
industries to Santa Clarita.
• Animal Control and Welfare of Animals - Assure provision for animal control
and overall welfare.
• Paramedic Services Expand current paramedic services to better meet the
needs of the community.
• Not Enough Youth Sport Programs - Concern that without the option of
organized sports for some youths, there may be an increase in the delinquency
rate.
• Guns with Children - Address need to do more to keep guns away from
children.
• Include Schools in Redevelopment - Request to include the schools in the
Redevelopment Agency's projects.
• Local Businesses - Improve the City business retention efforts with local
businesses.
• Trails - Expand trail system throughout the City.
• Senior Housing - Perceived lack of affordable housing for senior citizens.
• Outdoor Amphitheater- Establish and/or construct an outdoor amphitheater,
and expand cultural activities offered in the area.
PAGE 15 .
SHARE THE VISION II SECTION I - STATE OF THE COMMUNITY
• Annexation Policy - Need fora proactive, aggressive annexation policy to
generate additional sales tax, as well as to plan for future development in these
areas.
• Hotels and Meeting/Banquet Facilities - Establish hotel with meeting and
banquet facilities of sufficient size. Currently, these facilities are limited in size
and number.
• Economic Resources - Protect our current and future economic resources from
the County
• Street Sweeping Services -Need for increased frequency of street sweeping
throughout the community.
• City ID Signs Place City identification signs at boundaries to increase
awareness and improve overall image.
• Town Hall Center in Canyon Country - Desire to construct a town hall center
in the Canyon Country area with library and postal facilities.
• Problems with I-5 - Concern over the ongoing difficulty in getting the State to
prioritize the widening of the 1-5 from the Antelope Valley into Santa Clarita.
• Airport - Development of a regional airport in Santa Clarita.
• Growth Issues - Continued concern of rampant growth outside of City
boundaries.
• Child Care Centers - Establish child care centers within the City's park system.
Make "Share the Vision" Strategic Planning Process Ongoing - Conduct
progress on an ongoing basis with annual reviews; rather than waiting the full
three years.
• Code Enforcement - Concern that there is not enough code enforcement
presence throughout the community.
• Heritage of Communities - Maintain historical aspects of the individual
communities.
PAGE 16 .
SHARE THE VISION II SECTION I - STATE OF THE COMMUNITY
• Heritage Junction - Desire to increase tourism, preserve the Valley's history,
and develop Heritage Junction as a tourist site.
• Children's Museum - Obtain/develop a children's museum in the community.
• Vacant Land Along I-5 -Preserve some of the open space, and to control the
growth in the outlying areas. Acquire the vacant land along I-5.
• Status of Women - Concern that not enough is being done on women's issues
throughout the community. There is a desire to establish a commission to
address these issues..
• Vote by Computer - Establish the means for citizens to vote via their home
computers.
• Historical Theme Park - Establish a historical theme park in the Newhall area
of the City which would play on the already established western theme.
PAGE 17 .
SHARE THE VISION II
SECTION II - ASSESSMENT OF ETERNAL CONDITIONS
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 also
identify the trends regarding each. As mentioned previously, the planning period for Santa
Clarita's Strategic Plan is three years. As such, the task was to identify those who comprise the
service population, those who provide resources, regulate our community and identify who the
competitors are.
Who is our service population, and what are the trends associated with them?
Service Population Trends
• Lower Income Population Need for housing is increasing; family homelessness is
increasing.
• Youth The youth of the community are increasingly bored.
There appears to be a lack of parental guidance. The
preschool population is increasing and there is an overall
lack of discipline exhibited among the youth of our
community.
• Mobile Home Owners Mobile home owners throughout the City appear to be
more vocal and active. There is a determined and definite
need for more parks, while the number of mobile home
units appear to be decreasing.
• Commuters There is increasing gridlock along SR -14 and I-5 as the
communities of Palmdale and Lancaster continue to grow
and expand as communities to the west of the City
continue to grow and expand. In addition, daily gridlock
among the major intercity thoroughfares appears to be
increasing.
• Under Employed The amount of under employed, or those employed in
classifications below their experience, i.e, education level,
appears to be increasing at national, state and local level.
• Earthquake Victims Victims of the January 17, 1994 earthquake appear to be
unsure of their future and the status of continuing federal,
state and local programs currently at their disposal.
PAGE 1 8 �,:
SHARE THE VISION II SECTION II - ASSESSMENT OF ETERNAL .CONDITIONS
• New Residents We anticipate an increase in the number of new residents
within the City and Valley over the next three years.
• Minority Population There appears to be growing minority population. They
appear to be less culturally tolerant.
• Senior Citizens
The amount of senior citizens based on recent trend
information appears to be growing. They are also
becoming a more vocal and politically powerful force at
national, state and local levels..
• Families
High divorce rate; disintegration of the traditional family;
increased diversity in role of parents, children, and
grandparents within families.
• Small Business Owners
Small business owners are increasingly threatened by big
business, i.e. big box commercial, and are in fear of being
chased out by larger retail firms.
r Consumers
They are more demanding, looking for a good deal.
Want high quality stores and products.
• Unemployed
They are undereducated.
• Mass Transit
The trend toward mass transit usage is improving, The
rider base is becoming increasingly diversified and
educated.
Who are our resources providers, and what are the trends associated with them?
Resource Providers Trends
City The City, as a resource provider, is increasingly providing
more and more service to the citizens of the Valley.
However, like many local agencies, they are forced to
provide more service with less resources.
School Districts They are also receiving fewer dollars. They have more
demand placed on them for diversity of education
curriculum. They are facing larger class sizes.
PAGE 19
SNARE THE VISION 11 SECTION II - ASSESSMENT OF EXTERNAL CONDITIONS.
• State of California
They are continuing to face large deficits and will
continue to take additional dollars from cities to balance
their budget. Cities anticipate more mandates and
balanced budgeting actions on the backs of the cities.
• Tax Payers
They are continuing to feel overtaxed.
• Water Companies
There is apparently less availability, more demand, and
more demand of control on behalf of the districts.
• Utilities
Waste handling is increasing; need for more community
participation in their provision of services.
• Non -Profit Firms
The number of non-profit firms is increasing. They are
more visible.
• Libraries
There are fewer resources available to libraries for
funding, however, there is increasing demand.
• Churches
There is an increasing demand for services provided
through interfaith councils and various ministries for
social services, as well as other assistance.
• Charitable Organizations
The number of charitable organization is growing.
• Sheriffs Department
The Sheriffs Department; as a whole, will face increase
challenges in the future. Therefore, they will require
more training in a variety of different areas and need to
become experts in many different fields in order to remain
proactive in their response to up and coming problems.
• Cable Television
There will be more competition among the various cable
television industries, which may result in increased and
improved programming.
• Business Owners
There will be more home businesses. They will be more
demanding.
PAGE 20 N.
SHARE THE VISION II SECTION II ASSESSMENT of ETERNAL CONDITIONS
Who are our regulators, and what are the trends associated with them?
Regulators Trends
City Expanding regulations. We will assume more areas of
responsibility from the County. We may be in the water
business. We will desire to have more control over the
destiny of the City.
Homeowner's Associations They will require more services.
Federal Agencies There will be a reduction in services.
t CEQA CEQA will continue to be strengthened and become more
complex.
• OSHA They will be more involved.
LAFCO LAFCO may become more understanding of Santa
Clarita issues.
Who are our competitors, and what are the trends associated with them?
Competitors Trends
• Antelope Valley More competition for transit funds. Increased
competition for quality businesses and retail
establishments to increase revenue base.
• Bakersfield More advertising and competition from Bakersfield.
• County of Los Angeles Increase in battle for shrinking revenues.
• Other States Increased competition for jobs/employees. Romancing
more and more businesses to relocate.
PAGE 21 o
r
SHARE THE VISION II SECTION II - ASSESSMENT OF EXTERNAL CONDITIONS
• Central Valley Farmers Ongoing competition for water resources.
• Other Countries Increased competition for business relocation and jobs.
In addition to the trends indicated for our regulators and competitors, there are additional events
occurring in the national and state economy which may have an impact on the City during our
planning period. These trends include:
California Economy
• Aerospace will continue to lose jobs through 1997 (100,000).
• Strong gains in trade and service industry jobs are anticipated.
• Slower population growth and lower unemployment rates are anticipated for state (6.2%).
• Growth will be seen in construction, motion picture, and trade industries throughout the
planning period.
• Building permits for single and multi -unit dwellings will increase throughout the planning
period from 100,000 to 200,000 units by 1997.
• Birth rate continuing to decline by 2% per year.
National Economy
• California is anticipated to gain jobs in services, retail, and construction.
• Job growth will but pace the nation in 1996-97.
• Aerospace Industry will continue to contract.
• Unemployment in anticipated to remain stable at 6.2% during the planning period.
• Inflation is anticipated to fluctuate slightly; ranging from 2.6% in 1994 to 2.9% in 1997.
• The percentage change in CPI will decrease over the planning period.
• Nationally housing starts will remain stable at approximately 9%, while interest/mortgage
rates will hover at 7.9%.
P.oce 22 Y.
.
SHARE THE VISION II SECTION III - VISION OF THE FUTURE
SECTION III - VISION OF THE FUTURE
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 1997. 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 will occur.
The participants' first task was to envision what would occur if we failed to plan, turned our
back to change and emerging trends, and 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
• Our community will be similar to the San Fernando Valley; overdeveloped, overcrowded with
no open space remaining.
• Slums will be a reality in all areas of the community.
• Gridlock will increase to the point where traffic is virtually stopped at intersections waiting
for signals to change three times.
• Retail businesses will relocate outside city limits and cause us to lose much needed revenues.
Elsmere Canyon will be "the world's largest dump".
• There will be massive increase in crime and gangs in all areas of the community. Residents
will be afraid to leave their homes.
• We will have doubled population and have less jobs for residents.
• The National Health system will be limited to only those with money.
• The education system will decline, schools will be open shorter hours for fewer days.
Children will not receive a quality education.
• Mobile homes will decrease placing those residents on the streets.
• Graffiti vandalism will be rampant throughout entire community. Taggers will mark every
PAGE 23
SHARE THE VISION II SECTION III - VISION OF THE FUTURE
building in sight.
• Santa Clara River will not be preserved and will be developed in an improper manner..
• Water pollution and water rationing will be a reality,
• There will be uncontrolled growth in the unincorporated areas. No ridgelines will be
preserved.
• We will be struck with an 8.4 earthquake before we have fully recovered from the last one.
City and residents will not be prepared.
• Red light districts will be located throughout the City.
• There will be increased racial polarization in the schools and throughout all areas of the
community.
• The schools will be over crowded impacting the ability of teachers to educate and children
to learn.
The following are other potential negative scenarios seen by the participants:
• More smog.
• Another city West of I-5.
• More hazardous materials/less roads
• Increased loss of natural beauty.
• Deterioration of City's infrastructure.
• Building on skyline.
• Loss of volunteers.
• Unclean City.
• More billboards.
• City will become bankrupt.
• City Council unresponsive to community.
• Increased development along MTA route.
• More bureaucracy which ignores community input.
• Animal shelter will close.
• Increased population outside City.
• Prisoners will escape from Wayside.
Pace 24
SHARE THE VISION II SECTION III - VISION OF TNF FUTURE
VISION OF THE FUTURE - BEST CASE SCENARIO
Now ... let's dream! The best case scenario allows the participants the opportunity to list many of
the items that they would like to see occur in our community over the next several years. This
process is often very motivational and an enhancement to the overall planning process.
• All five school districts within the community will unify and coordinate a compatible schedule.
• There will be an emphasis on achieving quality of life.
• The success of the College of the Canyons and Masters College programs have helped
persuade the University of California Regents that Santa Clarita is the ideal community for the
new U.C. Santa Clarita.
• There will be no blighted areas anywhere in Santa Clarita, or in the unincorporated areas,
• The majority of residents work within Santa Clarita at one of the many environmentally
conscious businesses which have relocated here. On their lunch hours, people will shop at the
new Nordstrom's in the Valencia Town Center.
• We will be the number one safest city. Other cities will be clamoring for us to provide lectures
and a training program to teach them how to achieve our level of success.
• We will have a linear river park where people can go for numerous recreational activities
including fishing, swimming, and paddle -boating. Along the river will be several lovely cafes
and coffee houses where friends come to relax and enjoy the atmosphere.
• Mass Transit System will be in place, and we will have the ability to drive through the
community within a half hour. People are able to leave their automobile at home and walk to
one of the many transit pick up points where they will be transported throughout the City.
• We will increase City boundaries to include Magic Mountain. People identify Magic Mountain
as "that theme park located in Santa Clarita."
• We have a commercial retail evening gathering place that includes cafes, shopping and other
points of interest. This area is centrally located in the City and all residents have easy access
to it.
• There is a focus on arts, and culture. The new performing arts center is fully operational and
houses the Santa Clarita orchestra and ballet company.
• Voter participation will increased by 60!. There are lines at all polling places as people
PAGE 25 S
.
SECTION III - VISION OF
patiently wait their tum to vote in every election. Residents remember when voter apathy was
a problem.
• Old Town Newhall is rebuilt and safe. Visitors come from miles around to tour through the
quaint western theme streets and shops. Many residents own successful businesses within the
area and local youth clamor for work there.
• We have a gang free community. All residents of the community have come together to
address the issue of gangs and gang -related crimes and have completely eradicated all gang
influence in the area. We are looked at as a role model for other cities.
A conference center is completed and our marketing plan highlights the center's many
amenities.
• We are known as the most beautiful community. We have won numerous awards for our City-
wide landscaping theme. Photographs of Santa Clarita grace numerous national publications..
Unique architectural themes run through each of the communities making each distinctive, yet
consistent with one another.
The following are other items identified by the participants that could be included in a best case
scenario:
• Libraries will be restored and opened more days with longer hours, providing specific
programs for youth and seniors.
Elected officials will not become controlled by special interest.
• Schools will be safer with weapon free and gang free campuses, and teachers and students
will be able to focus on education.
• Major businesses will relocate to the Santa Clarita Valley.
• General Plan will be complete and in use.
• Nuclear free community..
• Good senior citizen's home and orphanage will be established.
• Defeat of the Elsmere Dump campaign.
Known as the gateway to Los Angeles.
• All government meetings will be televised live on cable.
• Santa Clarita Valley will be the next film capitol of the world.
• Centralized civic center, including meeting places and frequent cultural events.
• City -owned and homeowner -owned mobile home parks will be created.
• Local paper to serve readers, not advertisers.
• Municipal recreation complex to include golf courses will be created and opened to the
public.
• Biotech industries will relocate in Santa Clarita.
• Community -wide plan to address needs of families and youth in the upcoming century.
PAGE 26
SHARE THE VISION II
• Storefronts along San Fernando Road are fully restored.
• We will have a community coordinating committee.
• No "nudie bars," male or female within Santa Clarita.
• Ample, pristine open space.
• Outdoor amphitheater is up and running.
• Fully linked bike trails throughout the Valley.
• Traffic rating will improve to "A" or "B".
• Crime rate will be lower.
• Workable ground water plan.
• City's transportation and transit services will be fully integrated.
• Eight more public tennis courts.
• Nationally -recognized, zero tolerance gang and graffiti campaign.
VISION OF THE FUTURE - REALITY CHECK
OF THE FUTURE
While brainstorming a best and worst case scenario helps us to truly stretch our imaginations,
it is also necessary to create a clear vision and focus on what we as a community can realistically
achieve. This "reality check" lists those items the participants believed to realistically occur in
the next three years.
• There will be no blighted areas.
• We will be the number one safest city.
• We will have a linear river park.
• We will have a commercial retail gathering.
• We will sponsor frequent cultural events.
• We will have increased voter participation.
• Santa Clarita will be a gang free community.
• We will have a nuclear free community.
• We will build a conference center and market place.
• Citizens will be less dependent on the automobile.
• Old Town Newhall will be rebuilt and safe.
• Major businesses will relocate to the Santa Clarita Valley.
• We will defeat the Elsmere Dump.
• All government meetings will be televised live on cable.
• Santa Clarita Valley will be the next film capital of the world.
• There will be a centralized civic center, including meeting places and frequent cultural
events.
• City -owned and homeowner -owned mobile home parks will be created.
• Biotech "clean" industries will relocate in Santa Clarita.
• We will have a community -wide plan to address needs of families and youth in the
upcoming century.
PAGE 27
SHARE THE VISION II
SECTION III - VISION OF THE FUTURE
• We will have a community coordinating committee.
• There will be ample, pristine open space.
• More bike trails that will be fully linked and run throughout the Valley
• We will have a workable ground water plan.
• The City's transportation and transit services will be fully integrated.
• Nordstrom's department store will be added to the Valencia Town Center.
• We will have a nationally -recognized, zero tolerance gang and graffiti campaign.
PAGE. 26 �.
:�i
SHARE THE VISION II SECTION IV COMMUNITY ASSESSMENT
SECTION IV - COMMUNITY ASSESSMENT
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 1997, 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. 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
• Job/housing imbalance
• Apathy of citizens
• Infrastructure not in place with growth
• Recreation focused on youth
• Canyon Country
• Lack of parks
• Lack of water resources
• Possibility of location of largest landfill
• Child care
• Potential increased gang activity
• Decline of ethical standards
• Increasing bureaucracy
• Newspaper reporting
• Concern about loss of river and other natural resources
• Polarity in community; need to resolve conflict
• Lack of communication/coordination with other agencies
• Racial intolerance
• Inability to plan in unincorporated areas
• Dependency on County for services
• Decline of Newhall
• Lack of focus and understanding as to what City can do
• Need for restaurants and meeting facilities
• High ozone area
• Need for arterial roads
• Three current; two proposed dumps
• Lack of attention given to modern family
• Core of history; downtown Newhall is disintegrating
PACE 20 ,
SECTION IV - COMMUNITY ASSESSMENT
• School districts need to prepare for diversity
• Perceived isolation of decision -makers
• State route 14 traffic problems
• Lack of cultural events and facilities
• Lack of major retail within City
• Newhall residents feel ignored
• Lack of City identity
• Too much dependence on consultants
• Increased single-family homes turning into rentals
• Lack of youth events
• Lack of high school physical education facilities
• Need for shelters for victims of domestic violence and children
• Lack of mobile home policy
• `'Tell It to the Signal" -anonymous
• Two governments instead of one - county and city conflict
• Need improved community -wide communication
• Reduce duplication of services
• Lack of homeless shelters
• Lack of advertising in local papers for civil service jobs
• Removal of bike lanes
• Demand for services only exceeded by reluctance to pay
• Need for bus shelters
• Need for local airport
Assessment of What We Do Well
• Community involvement
• _ Trees and open space
• Professional management
• Natural beauty
• Good Sheriff, Police and Fire Departments
• Good volunteer base
• Schools
• Chambers of Commerce
• Healthcare centers
• Low crime rate
• Valencia Town Center
• Disaster preparedness program
• Unique historic resources
• Parks and recreation facilities
• Excellent reputation with other cities
PAGE 30
SHARE THE VISION 11
• Good geographical boundaries
• Diverse community
• Zero -Tolerance graffiti campaign
• Santa Clara River
• Train Stations
• Good water system
• Multi -modal transit
• Trails
• Local paper
• Quality Public Works department
• Total Quality Management
• Newhall Land and Farming Company
• Major roads
• Anti -gang task force
• Local radio station, community involvement
• Excellent City staff
• Three major colleges
• After school programs
• Beautiful industrial park (third largest)
• Tourist attraction
• Filming in Santa Clarita Valley
• Opposition to landfill at Elsmere
• Good proximity to Los Angeles
• Concerts in the parks
• Rich history and Historical Society
• Well educated work force
• High graduate rate
• Active senior citizens
• "Nationally renowned" runners club
• Over -abundance of special interest groups
• Plentiful church groups
IV - COMMUNITY
Pnce 3 I .
ti.
SHARE THE VISION II SECTION V - REVIEw POINT
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. To conduct the review of the progress to date, all were asked to
read each of the items listed, as well as their notes taken throughout the day.
PAGE 32 O
fi
SHARE. THE VISION 11 SECTION VI'- COMMUNITY VISION STATEMENT
SECTION VI - COMMUNITY VISION STATEMENT
The vision or mission statement provides direction for the City. It is the way to tum 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 Gme-to-time to assure the community is still headed
in the right direction.
A vision statement should not be so brief that it is so vague or general it has no value. It is not
a one liner like something at the top of a letterhead or on the bumper of a police patrol vehicle.
People throughout the community need to understand the key objectives. 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 participants broke into four work groups to identify the key issues that they felt were
necessary as elements of the City of Santa Clarita's Mission Statement. From each group's
comments, the following mission statement was created;
As citizens of Santa Clarita, we are proud of our community and wish to
continue to make it a place that future generations will live.
it We value a safe, dean, and healthy community.
iv We appreciate the need for responsive planning with a balanced
distribution of service.
2 We encourage and support the needs of our local businesses and strive
for quality and equitable economic development.
2
We value our unique environment and will continually protect and
manage our open space, river land, significant ecological areas, and
natural resources.
F We appreciate diversity and will continue to foster an environment where
hatred and bigotry cannot exist.
PAGE 33
SHARE THE VISION II
PACE 34
SECTION VI- COMMUNITY VISION
2 We value our Valley's history and will protect our unique historical sites
and treasured heritage.
P, We promote high educational standards within our schools and will continue
to strive for enhanced educational opportunities for our youth.
W We value the need for effective long term transportation and
infrastructure planning which will serve the needs of our citizens well into
the 21st century.
W We treasure our youth and appreciate the need to instill in them a sense
of responsibility and leave them with a city they will love.
2 Wre value our City Council and respect the need for an open and
responsive government which will continue to respond to the needs of our
citizens.
SHARE THE VISION II SECTION VII'- ACTION PLAN
SECTION VII - ACTION PLAN
The Action Plan is critical to the implementation of the Strategic Plan as a whole. It is this
section of the plan that specifically outlines the work effort directed to these items over the next
three years. The items on the Action Plan represent those areas the participants in the strategic
planning process ranked as highest priority. The ranking of each item is reflected in Exhibit 3.
The Action Plan presented was formally adopted by the City Council at their meeting of
December 13, 1995. In order to ensure that all action items are completed within the time frames
specified, quarterly updates to the plan are scheduled. Additionally, the participants requested
that an annual update be conducted with all participants invited in order to provide the group with
the status of each of the items.
STRATEGIC PLAN ACTION PROGRAM
A continuing concern to residents of Santa Clarita is the lack of adequate roads
throughout the Valley, especially an east/west road. Suggestions included developing
four or five different plans and prioritizing specific alignments; having Council look at the
different alternatives and vote for their preference and imposing a time limit. The City
should work with developers and Congress to get complete buy -in. Throughout the
process, there needs to be continuous communication with the community. Key items
within the plan include:
Present roadway options to City Council. ReceiveCouncil and public comment on
options.
Target Date: March 1995
Conduct public participation.
Target Date: April 1995
Present findings from public participation and present a tentative construction
schedule.
Target Date: May 1995
Identify and select a funding source/mechanism for construction of the new roadway.
Target Date: April 1995
PAce 35
SHARE THE V1510N II SECTION VII - ACTION PLAN
Complete design of roadway and complete CEQA process.
Target Date: March 1996
Complete construction of roadway.
Target Date: September 1997
Responsible Party: Lynn Harris
Work with school districts county and other governmental agencies to explore the
creation of a joint powers authority.
Target Date: December 1995
If feasible, create a joint powers authority to provide grants to groups who directly and
positively affect youth.
Target Date: December 1996
Develop a community -wide Youth Master Plan involving a cross section of the
community (Interfaith Council, youth, schools, business, etc.) including those of adjacent
unincorporated communities.
Target Dater December 1995
Develop a youth leadership program for today and the future.
Target Date: December 1996
Develop more parks and alternative recreational programs for youth. Showcase talent of
local youth.
Target Date: December 1997
Responsible Party: Rick Putnam
Hire a firm to develop a comprehensive plan which will remain sensitive to and address
issues of architecture and history of the valley.
Target Date: January 1995
PACE 36
SHARE THE VISION II SECTION VII - ACTION PLAN
Develop a program to encourage and capitalize on the involvement of the residents and
merchants of the two areas.
Target Date: Newhall - October 1995
Canyon Country - October 1996
Determine tool to include and involve other agencies in overall planning.
Target Date: Newhall - October 1995
Canyon Country - October 1996
Increase code enforcement in the area.
Target Date: Newhall - October 1995
Canyon Country - October 1995
Responsible Party: Don Duckworth
Continue to research and develop alternatives to landfills, i.e. recycling, source reduction,
rail haul.
Target Date: January 1998
Increase education efforts with the community by televising council meetings, conducting
speakers' bureau presentations and holding public information meetings throughout the
community.
Target Date: July 1995
Provide the community with a clear understanding of what it will take to defeat the
proposed landfill and to exceed AB939 mandates.
Target Date: July 1995
Determine strategy for review of EIR, lobbying officials, and federal legislation.
Target Date: July 1995
Secure support of Supervisor Antonovich on City's efforts.
Target Date: January 1997
Determine comprehensive general policy statement for City regarding expansion and/or
siting of landfills.
Target Date: July 1995
Responsible Party: Jeff Kolin
PAc E 37 �,
SHARE THE VISION 11 SECTION VII - ACTION PLAN
Develop a program to target at -risk youth early; get them jobs when they're teens, and
involve the teens and their parents in formulating the solutions.
Target Date: December 1995
Determine means to get at -risk youth and gangs involved in the community to provide
them a sense of belonging; encourage positive changes and opportunities.
Target Date: October 1997
Work with the school districts, the community and the Sheriff s on a total comprehensive
effort. Make use of existing resources, i.e. the teen center.
Target Date: October 1997
Encourage and provide peer counseling; support positive alternatives.
Target Date: December 1995
Develop a "Latch -key" program with youth & seniors.
Target Date: December 1995
Develop alternative recreation programs (varied times and locations).
Target Date: December 1995
Ensure Newhall Community Center is a success.
Target Date: June 1995
Incorporate goals of Gang Task Force in overall strategy.
Target Date: December 1995
Responsible Party: Ken Pulskamp
Develop a logical strategy with critical time line for types and quantity of business to
target in for Santa Clarita in planning period. (Include corporate headquarters.)
Target Date: September 1995
Work with existing businesses to retain and expand current economic base.
Target Date: September 1995
PAGE 36 ..
SHARE THE VISION II SECTION VII - ACTION PLAN
Contact emerging and changing industries.
Target Date: September 1995
Attract more entertainment/film industry representation.
Target Date: September 1995
Develop a program for existing business assistance.
Target Date: September 1995
Provide incentive programs - build on county and state programs.
Target Date: September 1995
Create a coalition of business and community leaders.
Target Date: September 1995
Play up the unique strengths of the community in the marketing material to attract new
industry and offices.
Target Date: September 1995
Target auto leasing companies in attraction efforts.
Target Date: September 1995
Review and consider potential for expansion of point of sale and other coding to ensure
City is realizing all funds possible.
Target Date: September 1995
Consider feasibility of an enterprise zone on the redevelopment corridor.
Target Date: September 1995
Responsible Party: Mike Haviland
Market existing cultural arts amenities, i.e. historical, school, and colleges; show local
talent on public access. Use and assist Cal Arts to improve the town/gown relations.
Target Date: December 1997
Make greater use of parks for cultural and performing arts shows and exhibits.
Target Date: December 1996
PAGE 39
S�.
SHARE THE VISION II SECTION VII - ACTION PLAN
Conduct youth concerts, drama and other events throughout the year.
Target Date: December 1996
Provide computer/modem access to the community calendar.
Target Date: June 1996
Research the feasibility of developing a regional park/outdoor amphitheater.
Target Date: November 1996
Explore funding to expand current cultural arts/opportunities (Ballet in the Park).
Target Date: November 1995
Responsible Party: Rick Putnam
Implement the open space portion of the General Plan. Use a respectable approach to
control growth.
Target Date: June 1997
Focus on the Santa Clara River and purchase of adjacent available land.
Target Date: May 1997
Use Proposition A and other available bond money, apply for grants, and explore funding
sources through the Santa Monica Mountains Conservancy and existing JPA.
Target Date: June 1996
Coordinate efforts with that of surrounding cities and other governmental agencies.
Target Date: November 1995
Implement river use master plan.
Target Dater June 1996
Adopt Parks, Recreation and Community Services Master Plan.
Target Date: December 1996
Responsible Party: Rick Putnam
PAGE 40 4.
SHARE THE VISION II $EOTION VII - ACTION PLAN
Institute program of "Community Policing" and walk the beat.
Target Date: June 1995
Conduct more neighborhood watch training programs with the involvement of the entire
community, including youth.
Target Date: December 1995
Provide for more youth programs and increase advertising for existing programs.
Target Date: December 1995
Develop program to ensure law enforcement is responsive to the City and understands
the needs and expectations of their clients.
Target Date: June 1995
Analyze feasibility of utilizing non sworn personnel for SANE activities.
Target Date: July 1995
Focus on implementation of crime prevention activities.
Target Date: Ongoing
Responsible Party: Mike Quinn
Provide public information and communicate with the public (use public access) regarding
what redevelopment is, the benefits, and what it can do for the community., Show the
positive results of redevelopment.
Target Date: June 1995
Develop targeted beautification programs city-wide.
Resolve litigation.
Target Date: June 1996
Target Date: March 1995
Proceed with implementation of initial Community Action Plan.
Target Date: July 1996
PACE 4 1
SHARE THE VISION II .SECTION VII - ACTION PLAN
Develop key group of advocates for recovery efforts.
Target Date: June 1996
Responsible Party: Don Duckworth
Implement shuttle service from the Valencia Industrial Center to the Valencia Town
Center and other frequently visited areas of the City.
Target Date: Completed
Develop a multi -modal transportation center (or centers) throughout the Valley.
Target Date: November 1997
Increase and improve the Dial -a -Ride program..
Target Date: Ongoing
Market current program to represent full range of services currently offered.
Target Date: Ongoing
Increase use of transit system by residents of Antelope Valley to Industrial center.
Target Date: June 1995
Complete Transit Master plan to include tie-in of transit to complimentary land uses.
Ensure that items reflected with the Master Plan reflect ongoing needs of other traffic
safety and engineering needs and standards.
Target Date: December 1995
Develop long term secure funding scenario which may accommodate:
• Acquisition of Metrolink Station(s) and
• Future bus acquisition.
• Recommendations of Transit Master Plan.
Target Date: June 1996
Develop program with Newhall Land and Farming and other Cities to secure Ventura
right-of-way.
Target Date: July 1995
Complete Commuter Trail.
Target Date: July 1995
PACE 42
SHARE THE VISION II SECTION VII • ACTION PIAN
Increase overall transit system usage by 10% per year.
Target Date: Annually
Responsible Party: Jeff Kohn
Encourage the development of aesthetically pleasing, affordable housing throughout
Santa Clarita. Target Date: February 1996
Disperse affordable housing throughout the City.
Target Date: December 1997
Continue to use the Community Housing Assistance Strategy (CHAS) plan and
Community Development Block Grant Program.
Target Date: Ongoing
Implement the housing element of the General Plan.
Preserve and improve the mobile home parks.
Target Date: Ongoing
Target Date: January 1997
Develop a realistic plan for distribution on H.O.M.E. and C.D.B.G. monies.
Target Date: March 1995
Develop affording plan for the City.
Target Date: June 1996
Responsible Party: Don Duckworth
Wa U1 aW:0yaIIS!S110i;M
With LAFCO executive staff, identify feasible four to six part phasing of City's SOI
expansion into unincorporated areas of the Santa Clarita Valley.
Target Date: January 1995
Possible phasing: (A) North Area/Saugus (north from City to Angeles National Forest
(''ANF"), east from I-5 to LA Aqueduct); (B) Northeast Area/Canyon Country (north
from City to ANF, east from LA Aqueduct to Hart HS District boundary); (C) Southeast
PAce 43 e.
SNARE THE VISION II
SECTION VII - ACTION PIAN
Area/Canyon Country -Sand Canyon (east from City to ANF/Hart HS District boundary,
south from City/SR-14 to ANF, exclusive of Elsmere Canyon); (D) South Area/Newhall
(south from City to SR -14/1-5 interchange); (E) Southwest Area/Newhall-Towsley'
Canyon (west from City/I-5 to unidentified properties east of LA County line, north
from unidentified properties to McBean Parkway); and (F) West Area/Unidentified
properties (west from City/I-5 to unidentified properties east of LA County line, north
from McBean Parkway to unidentified properties north/SR-126).
Target Date: January 1995
File SOI amendment request with LAFCO for Phase One.
Target Date: February 1995
Complete SOI amendment request with LAFCO for Phase One.
Target Dater May 1995
Timing of subsequent phases to be filed, per LAFCO executive staff suggestion,
dependent on success of Phase One effort.
ANNEXATIONS
Vista Del Canon - Complete annexation with the LAFCO.
Target Date: April 1995
Builders Discount - Complete annexation with the LAFCO.
Target Date: March 1995
Bouquet Park - Initiate annexation with the LAFCO.
Target Date: March 1995
Seco Canyon- Initiate annexation with the LAFCO.
Target Date: March 1995
North Valencia "pocket Initiate annexation with the LAFCO.
Target Date: April 1995
Towsley Canyon - Initiate annexation with the LAFCO, upon the request of
the SMM Conservancy JPA.
Westside - Support resident/property owner annexation, to be filed directly
to the LAFCO. Date uncertain, perhaps June 1995.
PAGE 44
SNARE THE VISION It SECTION VII - ACTION PLAN
Processing schedule for annexations to be filed with the LAFCO includes time required
for City actions for prezoning, environmental review, and fiscal impact analysis.
Target Date: Ongoing
COUNTY MONITORING
Review all county projects located in the SCV to determine potential for significant
impact to the community.
Target Date: Ongoing
At Council's direction, undertake other efforts to appropriately communicate the City's
concems/issues to the County.
Target Date: Ongoing
TEST DMS STRATEGY
Pursue required compliance with County DMS program as a means to directly and
indirectly influence the County's land use decisions, using the County Monitoring effort
to identify projects which do not demonstrate such compliance.
Target Date: Ongoing
Pursue legal action against a suitable County project (e.g., the "Colony" project) to test
viability of using DMS compliance to influence County land use decisions, and as a
basis to effectively challengelovertum County decisions deemed not the interest of the
public health and safety.
Target Date: January 1995
Pending outcome/decision of the above action, identify and pursue additional projects
also vulnerable for testing the DMS compliance strategy.
Target Date: January 1996
Responsible Party: Lynn Harris
Determine opportunities to develop Class I, II and III bicycle trails, and tie into the
existing trail system in the City.
Target Date: June 1996
Promote use of bicycles as alternative mode of transportation.
Target Date: December 1996
PACE 45
SECTION VII ` ACTION PIAN
Explore opportunities to incorporate bike lanes on main surface streets throughout the
City.
Target Date: December 1997
Develop list of future trails and anticipated dates completion.
Target Date: October 1995
Adopt a City wide bike plan.
Target Date: October 1996
Responsible Party: Rick Putnam
Work with citizens to encourage and maintain pride in their neighborhoods. Work with
property/business owners to assure zero tolerance for blight; make it easy to get graffiti
removed.
Target Date: Ongoing
Continue to work with Chambers of Commerce to conduct annual Pride Week event.
Target Date: Ongoing
Provide Hotline number for people to call in problem areas.
Target Date: Done
Remove Dillenbeck's.
Target Date: June 1995
Responsible Party: Don Duckworth
Develop multifaceted, community based program such as the Human Relation Forum
for cultural awareness to instill appreciation among youth which will begin in early
grades and continue throughout formal education program.
Target Date: December 1996
Establish a comprehensive sister city program which embraces and brings to our
community components of our sister city culture.
Target Date: December 1995
PACE 46 ��.
SHARE THE VISION II
Reinstate cultural awareness programs such as cultural awareness week.
Target Date: December 1995
Develop exchange programs which allow more students to experience other cultures.
Target Date: June 1996
Develop program with media to provide positive stories and information on benefits of
diversity.
Target Date: December 1995
Responsible Party: Ken Pulskamp
Continue the planning efforts for the Civic Center site to specifically address cultural
facilities and meeting places.
Target Date: December 1995
Grade the Civic Center site.
Determine realistic schedule for construction.
Target Date: TBD
Target Date: July 1995
Work with Porta Bella to ensure compatibility with Master Plan.
Target Date: Ongoing
Review Civic Center Master plan phasing to determine feasibility of site for immediate
use for nature trails and amphitheater in order to maximize our investment in the
property.
Target Date: December 1995
Responsible Party: Ken Pulskamp
Initiate a Public Participation plan to determine what is desired for information/service
areas in the community.
Target Date: April 1995
PAGE 47 V•
Identify potential sites.
SECTION VIIACTION PLAN
Target Date: June 1995
Develop a realistic budget and funding sources for the project.
Target Date: July 1995
Determine realistic schedule for project if deemed appropriate for community.
Target Date: September 1995
Implement the new citizen service center.
Target Date: December 1995
Responsible Party: Steve Stark
Contact Newhall Land and Farm to determine level of interest to participate in the
project.
Target Date: Immediate
Determine feasible location for facility within the City.
Target Date: February 1995
Contact various hotels and corporations to determine needs and interest:
Target Date: May 1995
Draft a comprehensive strategy for securing facility in conjunction with overall economic
development/redevelopment plan.
Target Date: October 1995
Reopen discussions regarding Ranch House and surrounding properties with owners.
Target Date: June 1995
Responsible Party: Mike Haviland
Develop a long range financial plan which will examine various trends and set forth a
comprehensive strategy for utilizing city resources.
Target Date: December 1995
PAGE 45
SHARE THE VISION II SECTION VII - ACTION PUN
Develop a financial strategy for addressing potential critical issues facing the City
through out the planning period..
Target Date: December 1995
Assess the impact and feasibility of the implementation of various action plan items to
the overall City budget.
Target Date: June 1995
Responsible Party: Steve Stark
Develop overall strategy consistent with the previously adopted cost -to -provide -service
study to ensure fees are assessed at appropriate levels and full costs of service is
recovered.
Target Date: October 1995
Revisit City Council policy for recovery and implementation of fees and subsidy level.
Target Date: October 1995
Responsible Party: Steve Stark
Per state law, conduct update of housing element of General Plan.
Target Date: April 1996
Complete a center city circulation study and update to circulation element of General
Plan.
Target Date: April 1995
Conduct an update to the land use element of the General Plan to reflect potential
circulation and housing element changes.
Target Date: October 1996
Prepare the new social/human services element of the General Plan to address issues of
youth, seniors, agency efforts, technology, and increasing diversity of the
community.
Target Date: October 1996
Responsible Party: Lynn Harris
PAGE 49
SHARE THE VISION II
CONCLUSION
As mentioned throughout the workshop, it is important that the planning process be an ongoing
one. "We cannot escape the future by hiding from it, but we can outwit it by advancing on it."
The challenge is for the City of Santa Clarita to continue to probe, analyze and conceptualize
the future.
Since planning is continuous, the next step is the plan review and update. Questions that will
need to be posed are: How are we doing to date? Does the future scenario of the City need to
be changed based on new data? What action items have been completed, or 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 the 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 OURS!
PAGE 50
CONCLUSION
EXHIBIT 1
COMMUNITY STRATEGIC PLANNING PROCESS
I. State of the Community (Current)
What are the immediate issues facing the community?
What is our community health/climate?
II. Assessment of External Conditions
Who are those in our service population? Trends?
Who are the regulators? Trends?
Who are our competitors? Trends?
Who are our resource providers? Trends?
III. Vision of the Future
What will our environment look like at the end of our planning period, based upon the
immediate issues and emerging trends?
What is in store for the future if we do nothing, something, a lot?
What are the key issues the community must address in this planning process?
Describe key demographic indicators, e.g. number of dwelling units, population shift,
economics, demographics, financial data.
IV. Community Assessment
Based upon the above, what does the public expect from us?
What do we do well? What are our strengths?
What do we do poorly? What are our liabilities?
What about our resources?
V. Review Point (Review Steps I through V)
What does all of this suggest?
Do the current issues, emerging issues and trends suggest we change direction?
What are the priority issues/trends?
VI. Community Vision Statement
What is the primary direction in which the City should proceed?
What should we be doing?
Where do we want to go?
Pnce 51 .
SNARE THE VISION II CONCLUSION
What should the philosophy of the community be?
What should our community values be?
What is going to be our community vision statement?
VII. Action Plan
What existing programs should be kept, modified, eliminated, or implemented?
How do we get where we want to go?
Who will do what, when and how?
How do we approve our new community vision?
Have we addressed the current issues and emerging trends in our plan?
VIII. Plan Update/Review
How are we doing to date?
In what areas shall we reshape our vision of the future?
What projects remain uncompleted?
Do we need to change our strategy?
What has happened to our environment since the plan was developed?
Pt+ce 52 .
SHARE THE VISION II CONCLUSION
EXHIBIT 2
COMMUNITY STRATEGIC PLANNING PROCESS
State of the
Plan
and Update
PAGE 53
SNARE THE VISION II
1. New roads
CONCLUSION
EXHIBIT 3
STRATEGIC PLAN PRIORITY LISTING
PACE 54 55.
East/West route
39
2.
Youth programs/expand services
27
Community -wide plan for families and youth
3.
Revitalize Old Newhall/Develop Arch theme for Canyon Country
23
and Newhall.
4.
Defeat Elsmere
22
5.
Cultural Arts Center
18
6.
Reduce Gangs
15
7.
Economic development/maj or businesses
15
8.
Acquire significant ecological areas/open space
12
9.
Reduce crime
10
10.
Redevelopment
9
11.
Transportation/fully integrated system
9
12.
Affordable housing
9
13.
City Boundaries equal Valley
9
14.
Bike friendly/trails
9
15.
Preserve Santa Clara River
8
16.
Quality Jobs in Santa Clarita Valley
8
17.
No blighted areas
8
18.
Racism in Schools
7
19.
Centralized Civic Center. Including Meeting Places and Cultural Events
7
20.
Town Hall Center in Canyon Country
7
21.
Build and Market Conference Center
6
22.
More Educational Opportunities
6
23.
Community -wide Plan to Address Needs of Families and Youth
PACE 54 55.
SHARE THE VISION II CONCLUSION
Green Group
Idea - key word approach
Key Words
Safety
• STS
• Schools
• Parks
• Trails
• River
• Neighborhood
• Children
Mission Statement
EXHIBIT 4
GROUP SESSIONS
Quality
• City
• Environment
• Education
• Employment opportunities
• Air and water
• Recreation and jobs
• Municipal services
• Parks
The people of Santa Clarita value a safe, balanced community with an open responsive
government that works continually to increase the quality of life for all residents. Our priorities
shall include:
• Provisions of quality housing opportunities for all people.
• Maintaining an aesthetically pleasing, clean, healthy and safe environment.
• Increasing economic opportunities for all people.
• Manage City and meet needs in fiscally sound manner.
• Maintain highest quality police services.
• Increase recreation.
Yellow Group
Mission Statement
The vision of Santa Clarita is a progressive community that creates a high quality self-sufficient
standard of life. It includes the following elements:
• Redevelopment
• Infrastructure - roads, major concern
• Implemented General Plan
PAGE 55
$HARE THE VISION II
• Cultural Center/arts/events
• Fiscally sound
• Youth activities/positive environment
• Economic Plan
• Community identity
• Community awareness/involvement
• Recreational opportunities
• Coordination of services
• Quality education
• Promote commercial development (environmentally sound)
• User friendly government- accessible and responsive
• Affordable housing
• Safe
Blue Group
Community Value Statement
Promote and protect the family.
Aggressively encourage quality businesses to come to Santa Clarita.
Continue to protect and manage our open spaces.
Continue our fight to oppose the landfill.
Foster high education standards..
Continue to reduce crime and maintain a safe city.
Increased activities for young people.
Foster an environment where hatred and bigotry cannot exist.
Encourage a continual supply of quality, affordable housing.
Revitalize our history and our unique historical sites, heritage.
CONCLUSION
Promote recycling for multi -family and business.
Promote an active code enforcement program to promote neighborhood quality.
Zero tolerance for gangs and graffiti.
State-of-the-art library/resource system.
Acknowledge and promote volunteerism and community involvement.
Promote interagency cooperation and public/private partnerships.
Strive for quality infrastructure, following the General Plan.
Red Group
Community where the citizens are empowered, children are nurtured, where human,
environmental, and economic interests are balanced.
• Safe schools, neighborhoods, and work places
PAGE 56
SNARE THE VISION II
• Human relations
• Art, cultural awareness
• Open government with citizen participation
• Freedom from fear of crime
• Regional cooperation
• Pay as you grow
• Protect the environment
• Where random acts of kindness prevail
• Supportive family environment
• Well planned growth with high quality of life
• Recognize and appreciate cultural diversity
Comments from Group!
• Yearly update
To Council in November for action plan review
• Televise Council meetings
• Make contacts with key organizations and disseminate information
PAGE 57 /
SHARE THE V1510N II
...................
♦ Community
Douglas Alger
Jack Ancona
Marc Aronson
Captain Greg Augusta
Teresa Avila
Tim Ben Boydston
Karen Cameron
Allen Cameron
Dalton Celius
Michael Connally
Raissa Connally
Bonita DeAmicis
Tom Dierkman
Pat Doran
Barbara Dore
John Drew
Ron Druschen
Ed Dunn
Lieutenant Bob Elson
Keefe Ferrandini
Cindy Finesilver
Bruce Fortin
Betsy Foster Palmer
Jim Gates
Alice Gault
John Gault
Lorraine Grimaldo
Jerry Hider
Darla Hoback
D. Dean Houchin
Angie Jaramillo
Carl J. Kanowsky
Gary Johnson
Vera Johnson
Steve Kassel, M.A., M.F.C.C.
Ralph Killmeyer
Michael Kutch
Bob Lathrop
Marlee Lauffer
Mike Lebecki
PAGE 58
PARTICIPANTS
Cathy Maguire
Kaye McCown
Paul Higgins
Marsha McLean
Gloria Mercado
Mary Merritt
Ellen Michiel
Jim Moore
Marie Movich
Ruth Newhall
Joe Nocella
Donna Nuzzi
Bradley Palmer
Lynne Plambeck
Sheriff Edward Redd
Richard Rioux
James Robinson
Viki Rudolph
Pat Saletore
Cmdr, Robert Spierer
John Steffen
Valerie Thomas
Chris Townsley
Coleen Walker
Ken Walters
Anne Marie Whalley
Connie Worden-Roberts
.......... .................
♦ Council Members
Mayor George Pederson
Mayor Pro Tem JoAnne Darcy
Carl Boyer
Janice H. Heidt
Clyde Smyth
......I .....................
♦ Parks & Recreation
Commissioners
Laurene Frimel Weste
♦ Planning Commissioners
Louis Brathwaite
David Doughman
CONCLUSION
EXHIBIT 5
Linda Townsley
Jack Woodrow
..............................
♦ Participatory Staff
Renee Callaway, Secretary
Don Duckworth, CRA Manager
Cathy Culotta, Consultant
Donna Grindey, City Clerk
Robert Newman, Supvs Civil Engr
Mike Murphy, Intergvt Relations
Mike Haviland, Mktg/Econ Dev Mgr
Zuzana Jonova, Intern
Carolynn Deller, Info Resources Mgr
Tony Nisich, City Engineer
Sammee Zeile, Consultant
Suzanne Lauver, Admin Analyst
......I ....................
♦ Presentation Staff
George Caravalho, City Manager
Michelle Cupp, Administrative Clerk
Mary Cusick, Administrative Clerk
Gail Foy, Public Information Officer
Lynn Harris, Deputy City Manager
Amelia Hutchinson, Admin Assist
Jeff Kohn, Deputy City Manager
Gina Madden, Executive Secretary
Michael Marks, Rec Coordinator
Terri Maus, Admin Assistant
Joe Ortega, Building Maintenance
Rick Putnam, Director Parks & Rec
Steve Stark, Finance Manager
♦ Facilitators
Gary Brown, Ashland Police Chief
Ken Pulskamp, Asst City Manager