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HomeMy WebLinkAbout1998-04-07 - AGENDA REPORTS - SHARE VISION III (2)CITY OF SANTA CLARITA AGENDA REPORT STUDY SESSION City Manager Item to be pre, Paul Zaengle DATE: April 7, 1998 SUBJECT: SHARE THE VISION III ACTION PLAN REVIEW DEPARTMENT: City Manager's Office RECOMMENDED ACTION City Council receive and comment on the proposed. action plan. On Saturday, February 7, 1998, a community strategic. planning session, entitled Share the Vision III, was held at La Mesa Jr. High. It saw the highest attendance of any strategic planning session the City has hosted, with more than 150 members of the community present. The strategic planning document is a culmination of the results of that one -day session. The document contains the following components: ❖ Introduction — an introduction to the strategic planning process and to the document itself. d• State of the Community — the issues identified by the community. 4• Assessment of External Conditions and Trends — quality of life indicators by which the condition of the community will be measured, and key local, regional, and national trends which were considered before making strategic decisions. Vision of the Future — participants visions of the best, worst and most realistic. scenarios of what our community will be like at the end of the three year planning period. �o Small Group Analysis — the small groups' issue statements and analysis of their issue. . Action Plan — specific action items designed to address the issues within the three-year planning period, including a responsible party and a target completion date. j&nda ltelmll:_ Conclusion — information regarding updates to the participants, as well as implementation and review of the plan. Appendix — valuable information such as a list of the participants, feedback from the participants via the session evaluation, and a•copy of the brochure distributed before the event. The draft document is being presented to the Council for review and discussion of the action plan. The Council will provide direction to staff regarding suggested action- items to be undertaken over the next three years. The document will be brought before the City Council in May of 1995 for final adoption. ATTACHMENTS The Strategic Planning document will be presented to the Council at the meeting. pez:stratpin/ecssplan.doe SHARE THE VISION III TABLE OF CONTENTS Introduction : 2. State of the Community - 4 Assessment of External Conditions and Trends 7 Vision of the Future - I Worst Case Scenario 8 II - Best Case Scenario ` 9 IIL : Most Realistic Scenario.. Il} Small Group Analysis 11 Action Plan Formulation 23 .Conclusion 35 :Appendix. A. ;Participants 36 Evaluation Summary 3? Share the Psion 11I Brochure RECCE,-7DNNIDMADE A PART -OF T�� � CJJ� $AT (4 r MEETING ITEM NO 1 SHARE THE VISION III INTRODUCTION Strategic Planning is a group process which enables a community to address its issues, examine trends, assess capabilities, re-examine its purpose, and define a new direction. On Saturday, February 7, 1998, a strategic planning session was held to help define Santa Clarita's direction into the future. Share the Vision III is the community's "shared vision" which will guide the City of Santa Clarita through the year 2000. This document contains an overview of Share the Vision III: the steps taken in the process, input from the participants, and the action plan jointly developed by the participants and City staff members. Past Strategic Planning Sessions Share the Vision I spanned from 1991-1994, and was the community's first strategic planning session. It was held at The Master's College and was attended by 125 community members. Share the Vision II covered the next three years, 1994 —1997. The planning session was held at The California Institute of the Arts, and was attended by approximately 110 participants. Both were very successful strategic plans, with more that 85% of the action items completed. New Strategy for Identifying Issues There was a new strategy put in place for Share the Vision III. Designed to increase participation and more effectively represent the issues in the community, an aggressive outreach campaign was undertaken by City staff. A questionnaire related to issues facing Santa Clarita was distributed via the newspaper, SEASONS magazine, and the internet to members of the community asking for input. Over four hundred responses were received, providing staff with community opinion regarding the top issues. The results of this issue identification phase were passed on to the participants in the planning session, thus giving them a solid basis of issues from which to begin. Training Sessions Two training and orientation sessions were held in late January to prepare participants for the planning session. They were geared toward those who were not familiar with the strategic planning process, and helped participants get the most out of the process by participating to the fullest extent. Planning Session On Saturday, February 7, 1998, in the auditorium at La Mesa Jr. High, the community strategic planning session took pla'ce.:There were more than 150 members of the community present, which represented the largest strategic planning effort yet in Santa Clarita. The session' wasrfiosfe-"y"tHd'City Council,—comprised of Mayor Jan Heidt, Mayor Pro Tem 7oAnng y,,,gouncit Member Carl BoyFACou cil Member Jill Klajic, and Council Member Clyde Smyth. 2 SHARE THE VISION III The planning session itself had several components: Community Profile/External Trends — Participants were provided with key information regarding Santa Clarita in the form of a presentation made by Ken Pulskamp, the Assistant City Manager. He covered much of the information outlined in the strategic planning brochure and some new, thought provoking statistics and facts. By absorbing key indicators as well as local, regional and national trends, participants were given the tools needed to make key decisions that would affect the community for years to come. Issue Identification — George Caravalho outlined the issues identified by the community through the pre -event survey. The participants,.with the help of the facilitator, Bonnie Spiesberger, then brainstormed more issues. Some echoed the results of the survey, and others brought up new issues; all in an attempt to create an exhaustive list that would later be voted on. Vision of the Community — Participants identified components of what they thought were the best case, worst case, and most realistic scenarios facing Santa Clarita in the future. This exercise allows participants to recognize the key components to a successful community, and to realize what is realistically attainable within the three year planning period. Vote on Issues — The issues identified by the community through the survey and by the participants at the session were posted all around the auditorium, and participants were given four votes with which to denote which ones they felt should be addressed. Action Plan Development — After the votes were tallied, and the top issues were identified, the participants were separated into six random small groups assigned to tackle two issues each. The small groups were given an hour -and -a -half in which to perform analysis of their issue, develop an issue statement, and devise three possible solutions,which would be considered for the action plan. Small Group Presentations —Each of the six small groups were allotted 10 minutes to report their results. This gave everyone an opportunity to hear what the other groups accomplished. Implementation The key to the strategic planning process is the implementation phase. After reviewing the possible solutions identified by the participants, City staff assembled an action plan with specific items to be accomplished over the three year life of the plan. Share the Vision III's action plan consists of 39 action items, each with a target date and a person responsible to see the item through to completion. 3 SHARE THE VISION III STATE OF THE COMMUNITY The first step in the strategic planning process is to identify the issues facing the community. Share the Vision III contained two separate phases of issue identification in order to gain a complete list of the issues facing Santa Clarita in 1998. Phase 1— Surveys in Advance A survey was developed containing several questions intended to gain an understanding of the issues perceived by the community as most important. These surveys were distributed several months before the event by the following methods: direct mail, the newspaper, the SEASONS recreation brochure, and the internet, Phase 2 — Brainstorming at the Event Participants in the Strategic Planning Session were asked to identify additional issues facing the community that were not previously identified through the advance _ survey. The following is a complete list of issues facing Santa Clarita as identified through the aforementioned phases: ISSUES BY CATEGORY Community • Revitalization of Newhall • Blight / Deterioration • Quality of Life • Aesthetics of the community • Apathy of residents • Aging Mobile Home Parks • Consideration for Seniors and their Issues • Improve Library System with Library for Saugus • Human Relations — How we get Along • More Emphasis, Recognition, Knowledge of City History Education • Lack of Facilities / Overcrowding.- Quality vercrowding:Quality of Education • Incorporate Art Education in Curriculum • Education to Help Empower Parents to Care for Children • Incorporate Technology into Learning 4 SHARE THE VISION III Economic Development • Employment Opportunities • Business Development and Assistance • Business Attraction and Retention • Canyon Country Businesses • Not at Cost / Expense of Our Open Space • Fiscal Savings Plan • Development of Small Businesses • Focus on City not County Issues • Bring in Businesses that can Boost Revenues in Deteriorating Areas • Realistic Funding - Plan, Roles, Responsibilities • Plan for Tourism - Control Environment • Landfills • Recycling Government • Political Concerns • Scope of Services Provided • Agency Interaction • Elected Mayor • Excessive Influence - Developers, Trash Industry • Deregulate Trash and Water Services Infrastructure • Adequacy / Deficiency (other than roadways) • Maintenance of Infrastructure Parks and Recreation / Cultural • Parks and Recreation Facilities • Recreational Programs • Cultural Arts Facilities • Cultural Arts Programs Planning and Development • Growth Within the City • Growth Outside the City • Preservation of Open Space/Natural. Space • Architectural Standards • Need to try and gain a Sphere of Influence • City Boundaries should be 200 square miles • Protection / Enhancement of River • Drought Resistant Landscaping • Light Pollution — Plan to Incorporate Balance Between Safety & Pollution Public Safety • Crime • Disaster Preparedness • Gangs • Sheriff Resources • Fire Resources Transportation • Traffic / Roads • East / West Access • Traffic Controls • Accessibility for Local Roads / Existing Roads • Highways 5 and 14 and their Impact on Our City • Traffic on Neighborhood Streets • Northern By -Pass in Addition to East / West • People Mover Water • Water Supply • Water Quality • Balance Between Traffic and Water Youth • Need for Activities and Programs • At -Risk Youth • Youth Health Issues • Childcare & Wellness 0 SHARE THE VISION III SHARE THE VISION III . ASSESSMENT OF EXTERNAL CONDITIONS & TRENDS External Trends Strategic Planning is about planning for the future. It is about being able to create change rather than to react. In planning for the future, it is important to examine key trends that may affect our community. These trends may be local, regional, national, or international in nature. It is crucial to assess all such trends and be fully prepared before making decisions about the future. Appendix C of this document, the Share the Vision III Brochure, is a compilation of various key statistics, trends, facts and projections that impact this strategic planning process. Some examples of the information in the brochure include: • National Demographic projections, • Transportation funding trends, • Local population projections, • Local youth recreation program enrollment trends, and • Internet access trend. Quality of Life Indicators The Share the Vision III brochure also included information on the "condition" of life in Santa Clarita. Some key indicators, called "Quality of Life Indicators", will be used as benchmarks with which to measure the community's progress. A list of these indicators follows: ❖ Average Travel Time to Work ❖ Transit Services: Average Weekday Passengers ❖ Part I Crime Rate ❖ SAT Scores ❖ One Year Dropout Rate ❖ Park Acreage per 1000 Residents ❖ Unemployment Rate ❖ Median Household Income ❖ Air Quality: Stage One Smog Alerts The brochure was distributed approximately two weeks prior to the planning session to all participants. Participants were encouraged to read it so that they were fully prepared and informed. SHARE THE VISION III VISION OF THE FUTURE The participants at the Strategic Planning Session were given the assignment to.determine what the future might look like in the year 2000. They were asked to determine the best and worst case scenarios, and then validate those scenarios in terms of a "reality check", that is, determine what most realistically would occur. This exercise challenges people to dream and strive to reach high goals, while showing what could happen if we become apathetic. I. Worst Case Scenario If we failed to plan, turned our back on emerging trends and change, and if the community members did nothing, what would happen? Here's what the participants said: • Traffic is at a stand still, looking like the San Fernando Valley; comer of McBean & Valencia looks like Sherman Way & Lankershim; buses are needed just to cross the streets. • Our schools are overcrowded and over run by gangs, our kids are on drugs, and there is 100% truancy. Our schools are void of cultural arts and arts education. • Neighborhoods are surrounded by manufacturing, and citizens have respiratory problems. • Vandalism, corruption & crime abound, and there are five prisons in the area. • Hills are leveled and the trees are gone, and developers are not supplying schools. • We cannot see our beautiful night sky, because traffic lighting is out of control. • Seniors are not properly provided for. • Fimi who designed Presidente parking lot is hired to design all parking lots. • Home values drop, and foreclosures are common. There are no jobs. • No trails or paseos in Saugus. • We become the Valley of the dumps, and garbage is everywhere. • Water supply owned by developers, or there is no water. • There is no Chamber of Commerce, and subsidies for given to big business only. SHARE THE VISION III II. Best Case Scenario Now ... let's dream! The best case scenario allows participants the opportunity to list many of the items that they would like to see occur in the community over the next several years. • Trails are built in Saugus, thus connecting all of our communities. • We form our own County, allowing local control of issues that affect us. • Jobs are available for all of our kids, and we attain a good jobs/housing balance. • Highest SAT scores compared with other school districts; world class education for all. Year round schools for education not because of lack of schools. • Newhall is revitalized and we obtain public ownership of Elsmere Canyon. • 41 Safest City in the. U.S.A. We are a City without fear - no gangs. • Santa Clarita becomes known as a model city for sustainability because of the following characteristics: everyone shops local, our night sky is visible, volunteerism is at an all time high in the community, the community is interconnected with technology, we have free flowing traffic and the most modern people mover. • There is honor for our heritage and protection of our environment. • We improve our community by building a cultural/performing arts center, a public four-year university, and as well as 60,000 square foot libraries near Canyon & Saugus High Schools and in Newhall. • We tap into talents of our youth, and our children are nourished and put first. • Parks increase tenfold (without roads in the middle of them). More recreational areas are created such as lakes for families to enjoy fishing, and safe walking, biking and equestrian trails. • We have honest representative government that doesn't fold. We form voting districts by which to elect City Council and Mayor. People participate in government —100% citizen voter turnout. • An expanded sphere of influence is obtained. We have more low-density developments, and manufactured housing in better areas. Architectural guidelines are developed and followed. Greenbelts abound; developers protect oak trees and hillsides. • Neighbors know each other and intergenerational relationships abound. All backgrounds of people are respected. People clean up after their pets. • We have better hospital and pediatric services, great heart service, and the best drug/alcohol prevention. Our seniors have adequate transportation & housing. • Nordstrom's decides to put a store here! SHARE THE VISION III UL Most Realistic Scenario After brainstorming the worst and best case scenarios, participants were asked to list those items that could realistically occur in the next three years. • As one participant put it, "We preserve what we love in the Santa Clarita Valley." • We minimize our transportation problems by expanding the trails & public transportation systems and implementing the circulation plan. We have better traffic safety by working with the district attomey. Trails in Saugus are revisited, and the Newhall Metrolink station is built • Education is supported, creating the best schools in California. Property taxes are increased to pay for new schools. • We promote cultural arts by building a performing arts center and/or refurbishing the Hart/Newhall Theatre. • We plan for the future by obtaining a Sphere of Influence, and then working with developers to get win/win situations. Design standards are adopted for quality development, and all development provides for parks. We have an adequate water supply. • We create more jobs by enhancing small business and `entice more businesses into the community. • Our community is beautiful due to our sign ordinance is and strict code enforcement. • Recreational opportunities are increased by advancing construction of the Central Park, and finding more land for additional parks. • Local government becomes more interactive, maybe through a newsletter to the community. • We fund more infrastructure improvements by annexing at least 15 square miles west of I-5. • We protect our open space through public ownership of the Santa Clara River & Elsmere Canyon. • Mentoring programs for youth at risk are created as well as more teen centers, and we stop gangs and drugs. • We take additional steps to make Santa Clarita a better place, like ensuring that a Community prevention hotline is in place, building a new library and post office in Canyon Country, accelerating the Newhall Redevelopment process, remaining in compliance with Proposition 218, providing adequate housing for seniors, promoting diversity, moving mobile home parks to better areas, mediating not litigating our disputes, getting adequate technology infrastructure 10 SHARE THE VISION III SMALL GROUP ANALYSIS After identifying all of the issues facing the community and discussing the worst, best and most realistic scenarios for Santa Clarita, participants were asked to vote on the issues they felt should be addressed. The participants were randomly divided into six small groups, and each were assigned two of the top issues to address. The small groups followed this format in addressing their assigned issue: Step 1. Issue Statement The group was required to specifically define the issue as a statement that their analysis and possible solutions would address. Step 2.S.W.O.T. Analysis The group was asked to identify the Strengths, Weaknesses, Opportunities and Threats facing the community regarding the issue. By looking at these aspects of the issue, the group was able to share ideas and constraints with each other, so that a consensus solutions could be identified. Step 3. Possible Solutions Given the issue statement and the analysis done on the issue, the group's assignment was to provide up to three possible solutions that would address the issue (the solutions are listed in the action plan). The following pages list top twelve issues that the participants selected to address, and each group's efforts in addressing that issue. 11 ECONOMIC DEVELOPMENT Issue Statement: SHARE THE VISION III There is a need to expand, preserve, and market businesses in the City. Large and small businesses should be addressed equally, because currently small businesses don't receive equitable resources. Strengths • City and community have money and talent • Well educated and trained workforce in the Valley. • Partnership Education / Community • Chamber currently doing training survey of needs. • College of the Canyons also offers training. • City has ability to give incentives. • The Santa Clarita Valley is self -sustainable. Weaknesses • Difference of opinion; polarization • Large companies have more influence. • Disloyal customers - shop local; lack of knowledge of where money goes. - inside or outside the City. • Bedroom community • Buying habits • Inequity in resources between big businesses and small businesses • How many businesses lost? Opportunities • Inform community what's inside the City • More jobs with higher pay scales • Business community needs to work with residential community • Educate customers • Bring outside people in • City should seek State funding for re-training • Use trade unions for training • Annexation of positive cash flow areas into City. • Outcome of County breakdown • Tourism and Film industry are assets Threats • Polarization, Large companies • Transportation — don't want to go across town • Threat of industry diversity (aerospace) • Annexation policies - commercial to support residential • Natural disaster 12 EDUCATION Issue Statement: SHARE THE VISION 111 The issue arose that there is a need to maintain, improve, and enrich the high quality of education in our community. Work together as a group in developing a plan of action to acquire new facilities and revamp existing facilities (all types --sports, labs, classrooms, etc.). Strengths • Great parent support • Higher quality than other Los Angeles areas in elementary system • High education achievement among residents • Very little trouble with children • Developer Agreements • City planning and implementation of General Plan - available land • Positive relationships between City and School Districts • Strong education community and strong business community support • Good foundation of education • Lobbying partnership with other entities Weaknesses • Disrespectful / unruly students • Parents not working close to schools - employment out of SCV • Class sizes too big • Students don't feel safe; drop-out rate • Growing social problems (i.e. teenage pregnancy, latch -key children) • Lack of technology • Bond issues difficult to pass • Absence of mitigation agreements - some districts • Better coordination of school districts and other. agencies • Reduce red tape for more involvement • Political nature of State government • Unions - lack of partnering • Relationships with some developers — "us versus them" discussions • Existing deficit Opportunities • Attracting / retaining businesses that can help with schools • More local control - local mobilization of resources • Adopt a school program - review old successful programs Threats • Sacramento - requirements that are unfunded, unfunded mandates • Voter apathy • Natural disasters 13 GROWTH OUTSIDE THE CITY Issue Statement: SHARE THE VISION III Although growth outside of the City limits greatly impacts our infrastructure, we have a lack of influence, control, and decision-making regarding this growth. Strengths • Sphere of Influence previously requested • Development monitoring system is being examined. • Power/ voice of citizens with education and motivation • Voting/ petitions Weaknesses • Apathy • Lack of money • Political domination by developers Opportunities • Board of Supervisors • Local Agency Formation Commission (LAFCO) • Other lobby groups, networking • Opportunity to influence County General Plan • Other agencies and service providers in area • County boundaries / growing trend to be "free" from County Threats • LAFCO - who are they? • Development community • Loss of tax revenue 14 NEWHALL REVITALIZATION Issue Statement: The identified Project Area in Newhall needs to be revitalized. Strengths • Strong Historical Society presence • Newhall Metrolink station being built • Cowboy Festival and other special events • Revitalization Committee already exists • Small businesses such as the Way Station • Walk of Fame and Hart Park • Community/ Valley support for the effort • Diversity - ethnicity, socioeconomic, housing types, business diversity • Interconnected trait system and other existing infrastructure • Pedestrian friendly atmosphere Weaknesses • Blight and language diversity; negative imagelperception of community • Small businesses • Loss of enthusiasm • Historically have not been innovative promoting investment • . Train station being built to minimum standards • Previous debt (past litigation) • San Fernando Road under jurisdiction of Caltrans Opportunities • Promote tourism and filming • Build on success of other cities (Pasadena) • Hart Park Community building • Diverse labor pool - bring groups together • Opportunity to use 126 corridor (linked to Fillmore and Ventura) • Theater district, performing/cultural arts • Community focal point / destination • "Old Fashioned" feeling; historical integrity • Location; San Fernando as "gateway" • Business incentives, residential incentives, CDBG funding • Identify anchor businesses Threats • Apathy • Money • Time is SHARE THE VISION III OPEN SPACE Issue Statement: There is a need for parks, natural open space, and green belts city-wide. Strengths • Internal Parks, Recreations and Community Services Department • Planning Commission requires open space • City Council • Community support • Three local environmental groups . • Possibility of a bond issue Weaknesses • Loss of tax dollars from non -developers • Money • Citizen apathy • Existing approvals • Lack of land Opportunities • Local, State, and Federal officials / agencies • Collaboration with outside environmental groups • Collaboration with developers • Networking Threats • Developers • Legislation with negative affect • Landfills 16 SHARE THE - VISION III PARKS AND RECREATION FACILITIES Issue Statement: SHARE THE VISION III Recreation and cultural opportunities for youth, teams, adults, seniors and families in the Santa Clarita Valley needs to be maximized. Strengths • Volunteers • Available land • Non-profit organizations • Schools as partners • Available Master Plan • Quimby fees Weaknesses • Minimum standards due to existing law • Currently underdeveloped for all sports and recreation • Not enough money available • Cultural facilities in disrepair Opportunities • Open Space Element; Santa Monica Mountains Conservancy • State and Federal money • Private/Public partnership • Facilities and coordination with groups • Development Agreements and conditions • Non -profits like the Boys & Girls Club • Bring in other organizations as partners (Cal Arts, Special Olympics, etc.) • County river mitigation Threats • Earthquakes and natural disasters • Government regulations • Different County standards • General economic conditions • Development is using up land • Shifting priorities • Community support may wane • Population increase • New roads compete for land • Minimum State standards • NIMBY ("Not In My BackYard") attitude • Attitude toward parks and other facilities 17 SHARE THE VISION III PUBLIC SAFETY Issue Statement: There is a need to enhance public safety through community involvement and education in conjunction with our Sheriff's Department so our residents feels safe. Strengths • Observant community • Resources continually committed to safety of residents • City contracted Sheriff's Department • Education level is high in safe areas Weaknesses • High speed limits • Street light timing Opportunities • . Deputies are in the schools teaching kids (SANE, DARE) • Abundance of volunteers Threats • Drugs • Alcohol 18 SHARE THE VISION III SENIOR COMMUNITY Issue Statement: The dignity, quality of life, and independence of our senior community needs to be enhanced. Strengths • Stable, monetary source • Low crime • Don't tax infrastructure • Private, public, non-profit support • Volunteer / service to the community • Preserving stable family • History / experience Weaknesses • Disproportionate share of health service • Special transportation needs • Population at risk, special needs • Not a vocal group • Need for homebound services Opportunities • Volunteer effort • Experience • Business support - specialty • Integrate seniors with community • Senior community helps Newhall Revitalization • Senior overlay / public private collaborations (Old Newhall) Threats • Reduction of money • Breakdown of family units • More seniors 19 SHARE THE VISION III TRANSPORTATION Issue Statement: There is a need to develop an integrated transportation system including transit, Metrolink, trails, and roads, that will address present and future needs, residential, cross -valley, and regional traffic. Strengths • Agreement that we must solve the problem. • Have great Metrolink, transit, and trail system • Recent adoption of circulation element. • Pay attention to lighting. • Bike trails. • Augmented intersections. Weaknesses • Too much congestion. • Inadequate road system. • No vision on valley development and funding (tends to be piece -meal). • Intersections need to be signalized. • NIMBY ("Not In My BackYard") attitude • Lack of education for alternate modes of transportation • Commuter traffic. • Topography. • Lack of agreement in community on specific projects. Opportunities • Summit meeting between all agencies • Strengthen relationship with County which is in a position to take leadership. • City has the ability to negotiate with developers. • Federal money availability. • Develop a congestion management plan with large employment center and schools. Threats • Lack of cooperation by County. • Lack of consensus in community. • Lack of natural beltway. • Lack of timely decisions. • Lack of funding. 20 SHARE THE VISION III WATER Issue Statement: The City's role needs to be defined in regards to ensuring that the community has adequate water supply. Strengths • We as voters have a voice. We planned - no over drafted ground water system and provided importation State water project. Those involved in water are local. • We have percolation -Santa Clara River -a natural recharge Weaknesses • Dependent upon other interests • No one focal point • Consensus had not been developed yet • If we don't decide what our water future is, someone else will - need cooperation among various water companies (need integrated water resource plan) • Don't have significant strength on Public Policy as the boards - water agency level Opportunities • Castaic Lake Water Agency is building an integrated water resource plan (IWRP). • Public acceptance and buy -in of plan. • Join in State incentives - take active role in water issues. • Get City to hold summit with major stakeholders to discuss future of water and development action plan. , • Have ability to approve or refuse future development (include water supply). • Cooperation between City and Water agencies (partnership) to get/provide water infrastructure. • City could facilitate the combination of vendors into one water supplier. Threats • Monopoly of water agencies • Process where water is used as a political tool • Water quality degradation • Over drafting ground water 21 SHARE THE VISION III YOUTH PROGRAMS Issue Statement: The current community efforts need to be coordinated to uniformly address the needs of all Santa Clarita Valley youth. Strengths • Our youth • Existing programs • SCV pool of talent to instruct • Strong schools • Strong demand by customers • We want it • Active and involved PTAs, PFOs, and other organizations • Many resources which could be better coordinated • Availability of SEASONS for coordination tool Weaknesses • Lack of knowledge, information and communication • Lack of teen activities • Lack of transportation • Lack of input • Lack of coordination by existing sports programs, organizations, etc. • Sports don't integrate with each other Opportunities • Businesses as education resource • Non-profit ` • Other cities • Cal -Arts, Master's College, College of the Canyons • Law enforcement • Local media (cable, T.V., newspapers, radio) • Schools • Apprenticeship programs (ROP) Threats • Liability issues • Youth crime and gang expansion • Money • Youth / parent apathy • Lack of "cool appeal" • Media messages need to be changed • Use good (non -gang) role models 22 SHARE THE VISION III ACTION PLAN The Action Plan is the key component of any strategic planning process. It is the section of the plan that outlines the work effort to be undertaken to address the issues over the next three years. ECONOMIC DEVELOPMENT Issue Statement: There is a need to expand, preserve, and market businesses in the City. Large and small businesses should be addressed equally, because currently small businesses don't receive equitable resources. Action Plan 1. Develop a marketing program which consists of: • Educating consumers to shop within the City. • Promoting film and tourism. • Provide training, marketing studies, resources for small businesses. • Promotion of the speakers bureau program, which will contain business-related topics. Target Date: December 1998 2. Explore the annexation of additional commercial areas into the City, possibly by using some degree of tax -sharing with Los Angeles County, Target Date: December 1999 Responsible Party: Mike Haviland 23 SHARE THE VISION III EDUCATION Issue Statement: The issue arose that there is a need to maintain, improve, and enrich the high quality of education in our community. Work together as a group in developing a plan of action to acquire new facilities and revamp existing facilities (all types --sports, labs, classrooms, etc.). Action Plan 1. Work with legislators, businesses, and developers to ensure that adequate school facilities are being provided. Target Date: May 1999 2. Work with the school districts to develop a long-range facilities plan city-wide. Target Date: December 1998 Responsible Party: Mike Murphy 24 SHARE THE VISION III GROWTH OUTSIDE THE CITY Issue Statement: Although growth outside of the City limits greatly impacts our infrastructure, we have a lack of influence, control, and decision-making regarding this growth. Action Plan I . Educate and motivate the citizens, City, and business community through outreach and a citizen action committee. Target Date: September 1999 2. Perform a fiscal study on the impacts non-residents have on City's infrastructure. Target Date: December 1999 3. Make another attempt to gain a sphere of influence. Target Date: June 1999 4. City Council invite LAFCO to Santa Clarita to tour the area and discuss policy. Target Date: May 1998 5. Go to State Legislators and pursue new legislation. Target Date: Responsible Party: George Caravalho 25 December 1998 SHARE THE VISION 111 NEWHALL REVITALIZATION Issue Statement: The identified Project Area in Newhall needs to be revitalized. Action Plan 1. Develop and implement special standards and programs that improve the appearance of the area. Target Date: November 1999 2. Develop an implementation plan for Michael Freedman's Report. Target Date: June 2000 3. Complete the Newhall Metrolink Station and capitalize on the opportunities it creates.. Target Date: January 2000 Responsible Party: Ken Pulskamp 26 SHARE THE VISION III OPENSPACE Issue Statement: There is a need to preserve natural open space and green belts city-wide. Action Plan 1. Form alliance between public, private and non-profit organizations to work together for what's best for the land, including ownership. Target Date: June 2000 2. Conduct a survey and put together a master inventory of all current open space. Make recommendations as to what should remain open space, taking into account issues such as interconnection and accessibility. Target Date: December 1999 Responsible Party: Ken Pulskamp 27 PARKS AND RECREATION FACILITIES Issue Statement: SHARE THE VISION III There is a need to promote, develop and expand recreational facilities to respond to increasing demands for services. Enhance recreation and cultural opportunities for youth, teams, adults, seniors and families in the Santa Clarita Valley. Action Plan I. Develop the Santa Clara River corridor for open and passive recreation in accordance with various plans already in place. Target Date: December 2000 2. Maximize the joint -usage of City and school facilities. Target Date: December 2000 Explore public/private collaboration options, such as: • On a project by project basis, examine laws and policies to allow flexibility to groups to develop facilities, • "adopt -a -park programs", • encouraging private companies to provide recreation activities and corporate sponsored parks. Target Date: December 2000 4. Coordinate non -profits and private groups to promote maximum use of facilities. Target Date: July 1999 Responsible Party: Rick Putnam 28 SHARE THE VISION III PUBLIC SAFETY Issue. Statement: Provide and improve upon our public safety through community involvement, collaboration, and education in conjunction with law enforcement, so our residents feel safe. Action Plan 1. Obtain more law enforcement resources. • Community based resources • Grants • Direct Patrols Target Date: December 2000 2. Continue to develop the partnership between the Sheriff's Department and the community by promoting the following: • Sheriff s Advisory Committee • Community Academy • Anti -gang Task Force Target Date: March 1999 3. Develop prevention and parenting programs aimed at drug and alcohol abuse and gangs. Target Date: December 1998 4. Become the third safest city in the nation in our population category. Target Date: June 2000 5. Develop a model community oriented policing program. Target Date: September 1998 Responsible Party: Don Rodriguez 29 SENIOR COMMUNITY Issue Statement: SHARE THE VISION III The dignity, quality of life, and independence of the senior adult population in our community needs to be enhanced. Action Plan 1. Promote private, public, and non-profit collaborations to improve health services and housing. Target Date: December 1999 2. Support the Committee on Aging's effort to address senior concerns and the overall needs of the community, Target Date: October 1999 Responsible Party: Rick Putnam 30 SHARE THE VISION 111 TRANSPORTATION Issue Statement: There is a need to develop an integrated transportation system including transit, Metrolink, trails, and roads, that will address present and future needs, residential, cross -valley, and regional traffic. Action Plan 1, Design Magic Mountain Parkway/ Via Princessa connection, Target Date: November 1999 2. Design and begin construction of Newhall Ranch Road from Golden Valley to the 14, consistent with adopted General Plan Circulation Element, Target Date: December 2000 3. Expand current trail system, thus promoting bicycle and pedestrian travel. Target Date: December 2000 4. Update all Bridge and Thoroughfare District Fees to be consistent with the new General Plan (City/County). Target Date: June 1999 5. Hold summit on innovations in transportation and regional transportation planning in Santa Clarita. Invite all stakeholders including Los Angeles County Supervisors and Planners. Target Date: June 1999 6. Create incentives to include alternative use transportation (Congestion Management Plan) work with businesses and Chamber of Commerce. Target Date: November 1999 7. Syncronize all remaining lighting on streets in circulation element network: • Phase I — Develop strategy including funding plan • Phase II — Obtain funding • Phase III — Construct concurrent with development Target Date: November 1999 8. Actively participate in SCAG, NCTC, Chamber of Commerce Transportation Committee, and MTA to gain support of: • Expanding the City's Transit system, • Constructing additional Park & Ride lots, and • Building a Transit Maintenance Center. Target Date: December 2000 Responsible Party: Tony Nisich 31 NATER Issue Statement: SHARE THE VISION III The City's role needs to be defined in regards to ensuring that the community has adequate water supply. Action Plan 1. Define the City's role in the area of water. Target Date: December 1998 Responsible Party: George Caravalho 32 SHARE THE VISION III YOUTH PROGRAMS Issue Statement: There is a need to coordinate and uniformly address the needs of all Santa Clarita Valley youth. Action Plan 1. Conduct regular Youth Summits, soliciting involvement and input from the youth population. Target Date: September 1999 Facilitate parent/youth education to address apathy. Target Date: September 1999 Responsible Party: Rick Putnam 33 FINANCING Issue Statement: SHARE THE VISION III Funding is a major challenge in accomplishing all of the goals set by the community through this strategic plan. A responsible financing plan must be developed for this plan to come to fruition. Action Plan I. Develop an overall financing strategy to address the needs identified in Share the Vision III, including capital and ongoing costs to attain specific action items. Target Date: September 1998 2. Examine the probability of the successful passage by the voters of a bond issue to provide funding for various community needs (school facilities, public safety facilities, open space or others). If a bond measure is deemed attainable and needed, then pursue legislation that would change bonding to a majority vote versus the two-thirds vote currently needed. Target Date: January 2000 Responsible Party: Steve Stark 34 SHARE THE VISION III CONCLUSION More than ever before, communities are being forced to find new and innovative ways to meet the challenges before them. The issues facing community problem solvers and visionaries have never been so complex. We require new approaches to address the new realities of the present and future. Share the Vision III is a way to collaboratively and successfully address these realities. However, simply inviting the community and holding a planning session are not enough. The keys to the success of strategic planning are the following: 1. Action must be taken! Tangible long lasting benefits of the process will take place when action items are accomplished. The strategic planning process is more than a mental exercise - it is an action -oriented program. 2. There must be continued community involvement throughout the life of the plan. Participants will receive semi-annual updates of the action plan, reporting the status of the action items to date. The opportunities for community involvement will not end there. Participants will be encouraged to stay involved by attending meetings and giving input on specific action items, and it is important that they take advantage of those opportunities. As one participant wrote in their evaluation of the planning session, "Very impressive. Keep up the efforts to inform and include the public. Thank you!" To truly address the issues that Santa Clarita faces, we need not only to inform and include the public, but to rely on the public. Together, we can make our visions happen. 35 PARTICIPANTS Facilitators: Ken Pulskamp Bonnie Speisberger Council Members: Mayor Jan Heidt Mayor Pro -Tem JoAnne Darcy Carl Boyer Jill Klajic Clyde Smyth Parks & Recreation Commissioners: Henry Schultz Laurene Weste Planning Commissioners: Darla Hoback Michael Berger Louis Brathwaite RobertKellar Ralph Killmeyer Community Members: Cheryl Adams Tom Altmeyer Lori Alvarado Judith Bambush Jerry Bathke Brad Berens Kelly Bergland Dale Berry Effie Bird Larry Bird LaVerne Booth Ann Bradley Hunt Brawley Nancy Broschardt Alan Cameron Kent Carlson Valerie Chatman Chris Cheleden Virginia Cook Leslie Crunelle Amy DuBacl Ed Dunn Joan Dunn Jann Dymond Bob Elson Joan Farrington Frank Ferry Gary Fuller Jerry Gladback Susie Gue Charles Hall Russ Hoffman Gerald Hugger Cindy Jimenez Linda Johnson Rose Koscielny . Bob Lathrop Marlee Lauffer Michael Lebecki Robert Lee Carole Long John Lukes Carolyn McBride James McCarthy Karl McCarthy John McElwain Marsha McLean Greg Medeiros Jeff Melodia Gloria Mendoza Gloria Mercado Rick Mercado E2 Diane Miller JoLynn Miller Sue Neiberger Karen Nelson Susan Nelson Todd Nelson Cam Noltmeyer Bill Oliver Mel Oxciano Karen Pearson Lynne Plambeck Lyda Ragisa Edward Redd Josie Reyes Jim Robinson Don Rodriguez Susan Rosenberg Daniel Ruiz Janet Ryan Pat Saletore Tom Schollenberger Renee Schram Sheila Schram Spencer Schram Wendell Simms Marsha Simms Cameron Smyth Arthur Sohikian Bob Springer Kiza Stratton Valerie Thomas Diane Trautman Ron Tropcich Jane Valencia Ron Winkler Connie Worden- Roberts Katherine Zaengle SHARE THE VISION III Participatory Staff: Glenn Adamick Ruben Barrera Sarona Becker Bob Bell Vince Bertoni Jon Bischetsrieder George Caravalho Cindy Chau John Danielson Sharon Dawson Elena Galvez Mike Haviland Bahman Janka Ron Kilcoyne Jeff Lambert Dennis Luppens Adele Macpherson Conal McNamara Terri Maus Mike Murphy Tony Nisich Gail Ortiz Frank Oviedo Belinda Perez Rick Putnam Amelia Rietzel Jenny Roney Steve Stark Ken Striplin Brad Therrien Kevin Tonoian Dennis Welch Don Williams Paul Zaengle SHARE THE VISION III EVALUATION SUMMARY Participants at the February 7, 1998, Community Strategic Planning Session were asked to fill out and return an evaluation at the end of the day. 30% of the 156 participants responded to the survey. The evaluation results were very positive, as 971/6 of the respondents say that the Session was valuable or somewhat valuable in planning the future of our community (#3 below). The following is a complete summary of the responses, including a summary of the comments made by the respondents: 1. Did you read the "Share the Vision IIl" brochure prior to the training session? Yes: 30 (68%) No: 12 (27%) Partially: 2 (5%) Did it provide information that you found valuable throughout the planning session? Yes: 39 (98%) No: 1 (2%) 2. Did you feel you were able to share your concerns and ideas at this strategic planning session? Yes: 36 (82%) No: 4 (9%) Somewhat: 4 (9%) 3. How valuable do you feel this strategic planning session is in planning the future of our community? Very Valuable: 31 (70%) Somewhat Valuable: 12 (27%) Not Valuable: 1 (3%) 4. Please share ideas you have to make our next strategic planning session better (The following is a sample of comments given in answer to this question): ■ It would be helpful to have background on existing plans/structures so we have a jumping-off point and can address changes and additions knowledgeably. ■ Very impressive. Keep up the efforts to inform and include the public. Thank You! ■ More positive actions to get input out of the less pushy and vocal people. (Silent Majority?) ■ More time for strategic plan development. 37 SHARE THE VISION III ■ Form smaller groups. • The actual group sessions need more time. Reduce the morning 4 hour period down to 2 to 2-1/2 hours. Otherwise Outstanding! ■ Don't forget to talk about the accomplishments of the City. It will help to create a very positive attitude by all participants. ■ Make 2 days — bring in more experts. • It is pretty good now! • More youth involvement. Possibly encouraging the schools to offer extra credit to attend the session. ■ Spend less time in morning to.have more time in small groups. ■ I believe the size of the groups were ideal to develop ideas. I think larger groups would not work well in the process. ■ Organized well and good food and entertainment. Good facilitators. ■ Too much time was spent by staff, and not enough time was spent on planning group discussions. • Should have more of these sessions and try to involve more minority representation. ■ Mini planning meetings to address and share ideas to maintain objectives at meetings. ■ Assign group prior to meeting and provide info - current City plans, county restrictions, etc. prior to meeting. This will help make us more informed about the area I'm to consider. Good meeting! Please invite me again. ■ More time for groups to report the analysis of their topic(s). ■ To make the next session better, simply "keep it going and happening!" There is "power in information" and as you know too, "Knowledge is Power!" Saluting you the City, (and Citizens) of Santa Clarita Valley!. • With one day to accomplish what we did it was great. I would take more advantage of the pre -day workshops next time. ■ Some of the die hard vocals were hard to get to yield time. ■ Large group - items asked for were too vague. Small Group -- had their data together my questions were irrelevant - but I did learn a lot. Time Frame for discussion was too short. ■ Not long enough - should be 2 days.