Loading...
HomeMy WebLinkAbout2002-03-05 - AGENDA REPORTS - SHARE THE VISION IV (2)CITY OF SANTA CI ARITA INTEROFFICE MEMORANDUM TO: Mayor Ferry & Members of the City FROM: George Caravalho, City DATE: March 5, 2002 / l/D`y SUBJECT: SHARE THE VISION IV — E*MAGINE THE FUTURE RECOMMENDED ACTION City Council receive presentation on the draft strategic plan developed from the Share the Vision IV planning session, review and discuss the draft strategic plan, and direct staff to finalize the plan, direct to the participants for final review, and bring to a City Council meeting for adoption. BACKGROUND On October 20, 2001 Santa Clarita residents representing neighborhood groups, community groups, business, education and environmental community, joined with city staff and community leaders to create a vision and a plan that will guide our city for the next three years. This community strategic planning session, Share the Vision IV — E*magine the Future, was the fourth in a series of successful planning efforts hosted by the city for community wide benefit. The three previous community -planning events have had an outstanding record of success. Many of our wonderful parks, roadways, environmental efforts, and community programs are a direct result of prior Community Strategic Plans. This plan focuses on five key areas identified as top priorities by the community. They include: economic development; growth and transportation; parks, recreation and open space; education and schools; and health and welfare. GAC:EG: S \Ms \Eg\Council \ MstudysessionM.dm Agenda Item 8..9L Share't1-e. Vision oV EMAGINE THE FUTURE City of Santa Clarita Community Strategic Plan TABLE OF CONTENTS Introduction 2 State of the Conununity 3 Vision of the Future 6 I. Worst Case Scenario II. Best Case Scenario III. Most Realistic Scenario- Creating a Vision Small Group Analysis 9 Action Plan 10 Conclusion 18 Appendix 19 A. Participants B. Share the Vision IV - Citizen Guide ***OUR tTRRrEcr MUM fUTYRE •*' Share the Vision. A INTRODUCTION We have a vision for the City of Santa Clarita and a strategic plan to achieve it! I SANTA CLARITA 2002-2005 The City of Santa Clarita will face unprecedented opportunities and challenges in the coming years. In this fast paced and rapidly changing world where horse power has given way to brain power we need to be strategic in our thinking and actions and earnest, realistic and compassionate about planning for the ideal future for our residents, business and visitors alike. In October of 2001 Santa Clarita residents representing neighborhood groups, community groups, business, the education and environmental community, joined with city staff and community leaders to create a vision and a plan that will guide our city for the next three years. Thus, the fourth Share the Vision community strategic plan, utilized the power of technology by offering the opportunity to watch the plan unfold via live television and web cast and afforded maximum opportunity for all throughout the globe to instantaneously provide input on key issues facing the community. Virtually anyone with a desire to take part in shaping the future of Santa Clarita had opportunity to make a statement from multiple venues. The process began with a community wide survey distributed to over 55,000 households via the Seasons Brochure and posted on the City's web site. As a result of this effort over 300 individual responses were received alerting the planning team to many of the strategic issues of concern to the community at large. These issues were then correlated to other citizens surveys and once again discussed at the actual strategic planning session. The strategic plan, once approved by the City Council, will help make the vision expressed by the community a reality by focusing on several key areas: Growth and Transportation, Parks, Recreation and Open Space, Education and Schools, Economic Development and Health and Welfare issues. OUR CHALLENGES In the years following incorporation Santa Clarita became known as a progressive City with a desire to exhibit to all the impact of local government on enhancing the quality of life on its citizenry. Immediately following incorporation the Community embarked upon its very first strategic planning session. Today 13 years and over 194 action items later the City boasts a 90% record of success and the accomplishment of many items once thought impossible. Could anyone in 1987 have imagined an unprecedented three metrolink stations an addition 15 miles of trails, multiple recreational programs, completing an extensive Bridge and Thoroughfare funding program, a grand central park facility and still more to come. Santa Clarita has achieved much of what we set out to achieve in the three previous Share the Vision Community Strategic Planning efforts, but Santa Clarita continues to change. It is critical that we understand the forces and issues now shaping our city so we can address both our opportunities and challenges. 45° OUR STRATEGY FOR THE FUTURE 2 Share the Vision o STATE OF THE COMMUNITY SANTA CLARITA 2002-2005 The first step in the strategic planning process is to identify the issues facing the community. In order to gather a complete list and understanding of the issues facing Santa Clarita, Share the Vision IV utilized surveys and brainstorming in order to gain a complete list of the issues facing the community. ➢ Surveys Share the Vision IV used new and previous surveys to identify community input on issues. There were several surveys that had recently been developed and distributed to community members to gather issues. One of these surveys was the 2001 Community Satisfaction Survey and the other was the One Valley One Vision joint City/County general plan survey. The information from these previous surveys was compared to the survey results of the new survey that was developed specifically for Share the Vision IV. The purpose for this specific new survey was to gain an understanding of the issues perceived by the community as most important. The Share the Vision IV survey was distributed to the community at large via the local newspaper, direct mail, SEASONS brochure, and the internet. ➢ Brainstorming at the Event Participants at the Strategic Planning Session were asked to identify additional issues facing the community that were not previously identified through the advance survey. The participants were reminded not to limit their input, it is this phase that has given Santa Clarita creative projects such as the City's successful transit system with 1.5 million riders per year, Central Park, the Community Center, and three metrolink stations. OUR STRATEGY FOR THE FUTURE tr°° 3 Share 'the Vision CITY OF SANTA CLARITA 2002-2005 The following is a complete list of issues (by category) facing Santa Clarita as identified through the aforementioned phases: Economic Development, Redevelopment, Public Finance: • Employment Opportunities • ■ Lack of Affordable Housing • Business Development • More parking at Metrolink in Newhall • More joint -venture between agencies • Revitalization of Old Town Newhall Education • Facilities/Overcrowding • Quality of Education • Number of stories on schools Environmental: • Air Quality Government: • Political Concerns • City Budgets Growth & Development: • Overdevelopment/Growth Management ■ Sphere of Influence • Sustainability Build dialogue with rural town councils Boundaries of SCV Health & Welfare: • Hospitals • Aesthetics • Transit Mixed Concrete • Lack of Community Character & Pride • Quality of Life • City establish commission to review water supply/quality • Preservation of historic structures and culture Shop local — education/tax sharing Economic Development More and better paying jobs in Santa Clarita More shopping in Cyn Country and Newhall Build new City Hall with Performing Arts Center — Center of Valley • Overcrowding in City and in Schools • University in SC • Location of Schools — cooperation between agencies • Environmental Protection • Better and more communication • Funding and Revenue • Cooperation of LA County — planning efforts • Council be more proactive with County projects — infrastructure ■ Education of what SC is and what it does — need more authority ■ Emergency housing • Hospital for pediatrics • Homeless shelter • Lack of affordable housing • TMC — Stop the project! • Need for more convalescent hospitals OUR STRATEGY FOR THE FUTURE aao 4 Share the Vision �V Parks & Recreation, Community Services, Open Space, Youth: CITY OF SANTA CLARITA 2002-2005 • Open Space • Need to finish trail system — link with • Parks/Facilities Rim of the Valley • Youth Issues • Historic park in Lost Canyon • Cultural Arts • Bike lanes in Shadow Pines area • Expand active and passive park space • Parks on East side • Youth services and safety • Open Space funding • Decreasing ridgelines • Regional Trail Open Space — plan needs • Public ownership of Elsmere to be completed • Teen dance center Public Safety: • Crime ■ Gangs & Drugs Transportation: ■ Traffic/Roads • Public Transportation • Access of SCV • Focus on what roads need to be completed • Research express ways in San Jose Utilities: • Water supply • Emergency preparation • Physical security • Cross Valley connector with minimal stop lights • Timing of traffic signals — too many lights • Add truck lane to Valley • Transportation system that serves entire Valley • Electricity supply OUR STRATEGY FOR THE FUTURE °¢4 5 Share Attie Vision ov CREATING A VISION SANTA CLARITA 2002-2005 The participants at the Strategic Planning Session were given the assignment to determine what the future might look like in the year 2005. 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 The participants were tasked with determining what would occur if we failed to plan and turned our back on emerging trends and change. Identifying the worst case scenario should motivate Santa Clarita to strive to attain the best. • Off road vehicle park near Elsmere • Don't have sheriff coverage in City • Old Town Newhall goes down • Hospital continues to struggle — no medical care in Valley • Generation of new adults without adequate recreation ■ Joint plan City & County abandons values — no DMS • Terrorism hits Santa Clarita • Out of control teens — gangs, pregnancy, etc. • Transit Mix Concrete (TMC) project goes through as proposed • Roads fail • No new schools and three shifts • Economy goes down and Canyon Country and Newhall go down • Whole City goes into economic decline • Do not pass Measures C & V (schools & college) • Drugs out of hand ■ Corruption • Crime • Dump in Elsmere • Water supply out • Not enough jobs • Spike in public health impact from Saugus aquifer • Level of electrical bills increase • Gas prices skyrocket 4cs OUR STRATEGY FOR THE FUTURE'° 6 e Share the Vision n II. BEST CASE SCENARIO WA—CA rel a SANTA CLARITA 2002-2005 The best case scenario allows the participants to dream! Participants were instructed to list many of the items 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. • Adequate facilities and schools • Quality education ■ Water supply identified • Keep tax dollars in Santa Clarita Valley • River promenade — integrated planning concept — major feature • One Valley One City • Smog and pollution eliminated — clean air • No boarded up businesses — no more closing down • Sphere of Influence all encompassing • Have a community that wants to participate when things are going great • Keep teens in Santa Clarita in Valley for recreational opportunities • Whites Canyon Park combined to 70 acres • Develop medians on Whites Canyon • Lowered speed limits • Quick transit to LAX • Completely encircled by Open Space • No traffic congestion • Newhall Revitalized ■ Morejobs • Rational land use • County and City and all develop how to improve quality of life — collective planning • Elsmere in Forest Service ownership • Outdoor amphitheater • More tax dollars • Clean up trash — more River Rallies • Fuel cell buses in Santa Clarita — clean up the air (moreala fuels?) • Renovations at schools — health and safety • Adequate roads across the Valley without destroying neighborhoods ■ Clean soil and ground water °" OUR STRATEGY FOR THE FUTURE 7 Share the Vision H III. MOST REALISTIC SCENARIO - CREATING A VISION CITY OF SANTA CLARITA 2002-2005 Brainstorming a best and worst case scenario for Santa Clarita helps us to stretch our imaginations and is necessary to create a clear vision and focus on what we as a community can realistically achieve in the next three years. • We will have improved and adequate facilities and schools • We will have quality education ■ We will identify our water supply We will do a better job at keeping tax dollars in Santa Clarita Valley • We will have a river promenade • We will have a better sphere of influence through the One Valley One Vision joint general plan • We will have cleaner air of smog and pollution • There will be no boarded up businesses • We will have a community that wants to participate when things are going great • We will keep teens in Santa Clarita in Valley for recreational opportunities • We will have Whites Canyon Park combined to 70 acres • We will have developed/landscaped medians on Whites Canyon — landscaped • Santa Clarita will be partially encircled by Open Space • We will have less traffic congestion ■ Old Town Newall will be revitalized • There will be more jobs • There will be rational land use versus heavy duty mining • There will be collective planning between the County and City to improve quality of life • Elsmere Canyon will be in Forest Service ownership • There will be an outdoor amphitheater ■ There will be more tax dollars • We will have a clean city, free of litter in streets, trails, and rivers • There will be a renovations at schools in health and safety • There will be adequate roads across the Valley without destroying neighborhoods We will have a plan for clean soil and ground water OUR STRATEGY FOR THE FUTURE °A° 8 d Share he Vision �\\ I PRIORITIZATION fel SANTA CLARITA 2002-2005 The participants were instructed to review all the identified issues and to vote on their five most important issues. In order to fulfill this task, each participant was given five dots to identify the priority of the issues that should be addressed in the next three years. This process resulted in the identification of the following top five issues facing the community (in alpha order): ➢ Economic Development ➢ Education & Schools ➢ Growth & Transportation ➢ Health & Welfare ➢ Parks, Recreation, & Open Space SMALL GROUP ANALYSIS During this element of the strategic planning process, the participants were given the opportunity break out into small groups with the purpose of: Step 1. Framing the Issue The breakout group was required to specifically define the issue as a statement that their analysis and possible solutions would address. Step 2. Declaration of Resources The group was asked to identify the resources available. By identifying available resources, the group was able to share ideas and constraints in order to assist them with identifying realistic solutions. Step 3. Identifying Solutions Given the issue statement and the declaration of resources on the issue, the group's assignment was to provide up to three possible solutions that would address the issue. Unlike previous strategic planning sessions, the issue refinement component was broken out into two tracks, and participants were given the option to select two of the top issues to address. This option was added to the traditional strategic planning model in response to comments provided by the participants of the previous strategic planning process - Share the Vision III. The participant were informed that staff would then take the work product identified in the small groups and review them for financial, technical, and political feasibility and framework. OUR STRATEGY FOR THE FUTURE 9 Share the Vision 0\�\ I ACTION PLAN CITY OF SANTA CLARITA 2002-2005 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 identified community issues over the next three years. Economic Development Issue Statement: Santa Clarita must craft a long-term economic development vision for our community. This vision must reflect a collaborative model that emphasizes public/private partnerships. It must embrace action -oriented components that includes enhanced marketing and attraction including business retention and recruitment, provides for a diverse economy and adequate infrastructure to support our collaborative efforts. Action Plan: 1. Develop a long-range master plan that identifies the economic development policy to serve as the direction for the economic development program. 2. Develop economic partnerships and build public private collaborations with the business community to help achieve a sustainable economy. 3. Establish an enhanced economic engine to stimulate and sustain the business community. 4. Support the establishment of more infrastructures and embrace new technology making the city attractive to new businesses. 5. Revitalize and/or develop a river front area for recreational and/or retail opportunities (see Parks and Recreation). 6. Develop a marketing program branding the Santa Clarita Valley with a clearly defined image and identity as a destination for tourism and filming, a relocation opportunity for targeted industry clusters and as a great place to live work and play. 7. Fully implement the Newhall Revitalization Plan. 8. Evaluate various commercial areas of the city to determine future unmet needs. OUR STRATEGY FOR THE FUTURE 10 CITY OF Share the Vision SANTA CLARITA W 2002-2005 Growth and Transportation Issue Statement: Growth and development impact our community's quality of life. Multi -agency coordination must occur to ensure adequate infrastructure and facilities are in place to meet the needs of current and future residents and business owners for a sustained high quality community. Action Plan: 1. Build and/or strengthen strong collaborations between local, state, and federal agencies. 2. Expedite infrastructure construction of capital projects that provide immediate benefits to the community. 3. Identify all community groups and encourage regular participation in the planning process and foster relationships to serve as future resources to staff. 4. Develop specific plans and guidelines for each community and corridor to enhance the economic viability and complement with appropriate land uses. 5. Reduce the peak hour traffic congestion by managing the demand for travel. 6. Pursue grants and legislation to facilitate the development of transportation. 7. Address the impacts on the community by outside development. 8. Build strong collaborations with stakeholders to acquire more amenities from development. 9. Build cross valley connector to alleviate congestion and improve the quality of life for the community. 10. Increase ridership on transit by creating an overall strategy that targets Santa Clarita Valley employers. 11. Complete and implement the joint city and county general plan — One Valley One Vision. 12. Complete and implement the full improvement bridge and thoroughfare districts. 400 OUR STRATEGY FOR THE FUTURE 11 Share the Vision Vll� Parks, Recreation and Open Space Issue Statement: CITY OF SANTA CLARITA 2002-2005 The community has continued to express the need for increased trails, parks, open space, and active play space. In order to address needs, innovative funding opportunities must be evaluated and secured, and a systematic approach to obtaining the amenities must be implemented.. Action Plan: 1. Develop a funding strategy that evaluates the total costs of projects (concept, construction, maintenance and operations) and explores various sources of revenues and opportunities that enable the City to meet the demand for continued high quality parks and recreation services. 2. Research other agency youth commissions and develop a recommendation to address youth input by way of a City of Santa Clarita Youth Commission that is participatory, advisory and inclusive in community affairs, new facilities and programs. 3. Research, evaluate, and propose local supplemental park and land dedication or in -lieu requirements for proposed developments. 4. Research and develop trail amenities menu with costs (total cost of ownership) and establish an annual funding allocation to continually enhance the trail system. 5. Prepare, circulate and adopt an Open Space Plan with appropriate criteria for review, selection, and acquisition of open space within and adjacent to community. 6. Develop a concept plan for short-term improvements in preparation for renovation and/or replacement of the Community Center. 7. Analyze the diversity of recreational services public and private, location and facilities provided in light of the recent accomplishments and evaluate current needs in relation to the Parks Master Plan. Align the Master Plan update with City planning efforts and redirect to outside agencies, commissions, etc. 8. Support and participate in the Army Corp of Engineers Reconnaissance Study and continue to seek opportunities for acquisition and enhancement of the Santa Clara River. 9. Research and develop a report on the options and feasibility of a public/private partnership amphitheater. OUR STRATEGY FOR THE FUTURE'4° 12 CITY OF Snare the vision SANTA CLARITA OU 2002-2005 Education and Schools Issue Statement: While it is recognized that the City of Santa Clarita is not the lead agency governing schools, the community has expressed concern regarding the overcrowding of schools, occupational training, and educational needs within the valley. There is a need to collaboratively address the impacts of these issues. Action Plan: 1. Extend an offer to work in partnership with Santa Clarita Valley School Coalition (SCVSC) and all stakeholders in the education community to develop a comprehensive valley -wide School Strategic Plan for Santa Clarita. 2. The City will continue to be available as a resource to provide expertise in all areas the schools desire including but not limited to strategic planning, planning and development, legislation, recreational and programming, and other partnerships. �A OUR STRATEGY FOR THE FUTURE 13 Share the Vision ov Health and Welfare CITY OF SANTA CLAR17A 2002-2005 The health and welfare issue was broken down by the community into the following top three concerns for the City: gravel mining, local hospital, and water quality and supply. I. GRAVEL MINING Issue Statement: The City of Santa Clarita's image is closely tied to its high quality of life. This is enhanced via protection of environment from external impacts such as the transit mining concrete (TMC) project. Action Plan 1. Identify level of political support and political opportunity, including County, State and Federal staff and elected officials to effect the TMC project. 2. Extend existing technical, legal, political, legislative, and administrative efforts to effect the existing proposal for the TMC project. 3. Explore legal measures to stop or effectively modify the current TMC proposal. 4. Pursue legislative remedies to stop or effectively modify the current TMC proposal. '4A OUR STRATEGY FOR THE FUTURE Q°R 14 Share the Vision CITY OF SANTA CLARITA ov 2002-2005 II. LOCAL HOSPITAL Issue Statement: While it is recognized that the city is not the lead agency governing hospitals, there is a perception that the availability and quality of appropriate hospital services is inadequate to meet the needs based on the demographics of the community. Specifically, services for pediatrics and geriatrics appear in need of expansion. Action Plan: 1. The City will extend an offer to the local hospital to help design and facilitate a master planning process/strategic planning process. 2. The City will offer to contribute a high level liaison to the hospital Board of Directors. 3. The City will continue to be available as a resource to provide expertise in the area of planning, outreach/education, lobbying and community information. *°ffi OUR STRATEGY FOR THE FUTURE 15 r;. Share the Vision ov III. WATER QUALITY & SUPPLY Issue Statement: CITY OF SANTA CLARITA 2002-2005 The community is concerned with the water quality and supply and the need to ensure adequate supply and quality of surface and groundwater when considering approval of development projects and long- term planning. Action Agenda: 1. Create a policy/technical working group to meet on a quarterly basis and discuss and share information on the water quality and supply for this community. 2. Develop a watershed management plan that includes a plan for groundwater and surface water management, restoration, water quality/stormwater, flood management, water reuse, conservation and development of new sources. Include the County and other watershed stakeholders. 3. Develop a City policy and development standards to allow and require use of reclaimed water in an independent piping system for new and existing development, where appropriate. Evaluate the feasibility of City acquisition of the lease rights to available reclaimed water. 4. Include water quality and supply considerations, including water reuse, within the City's new green building program. These provisions would apply to new development, major redevelopment projects, renovation and retrofit projects and City facilities. °RA OUR STRATEGY FOR THE FUTURE ano 16 CITY OF Share the Vision SANTA CLAR17A W 2002-2005 The City Manager challenged the City staff to think creatively on the needs of the City that have not been identified by the community and collectively come up with one "great idea" to add to this planning effort. Neighborhood Reinvestment & Preservation Issue Statement: There is a need to protect and restore our existing neighborhoods and business districts via the implementation of sound economic development strategies, revitalization efforts and creation of strong neighborhoods, community linkages, and civic pride. Action Plan: 1. Act as a resource to enhance community belonging, which is a key component of the City's Sustainability Program. 2. Act as a resource for the establishment of preservation and enhancement of housing stock and commercial/industrial centers. 3. Develop and implement programs for citizen leadership capacity building. 4. Develop and implement programs and funding options that focus on neighborhood and community building quality of life improvements. 5. Establish neighborhood networks for citizen action programs. A°A OUR STRATEGY FOR THE FUTURE 17 Share the Vision ov CONCLUSION CITY OF SANTA CLARITA 2002-2005 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 IV is a way to collaboratively and successfully address these realities. This model of strategic planning takes the participants through a very thorough process that we have used in the past and has been proven to work. This process only works through a caring community who wants to make a difference! A quote by Jane Goodall states "Every individual matters, every individual has a role to play, and every individual can make a difference." By being a part of this process, the participants have fully lived up to the spirit of the quote and have made a difference to this community. Thank you! k44 OUR STRATEGY FOR THE FUTURE 18 CITY OF Share lHe Vision SANTA CLARlTA 0`J 2002-2005 PARTICIPANTS Facilitators: Ken Pulskamp Terri Maus City Council Members: Bob Kellar Cameron Smyth Frank Ferry JoAnne Darcy Laurene Weste Commissioners: Duane Harte Laura Hauser Rick Winsman Community Members: Alisha McCain Allan Cameron Andie Bogdan Bart Aikman Barzin Amidi Berta Gonzalez -Harper Bruce Fortine Brad Berrens Carl Boyer Chun Yi Liu Connie Worden-Roberts Dana Meloz Dave Powell Debi Schultze -Assemblyman Richman's Dennis Conn Doug & Sue Sink Estelle Foley Glen Adamick Gloria Mercado-Fortine Hunt Braly Hunt Braly Isaac Lieberman Jan Heidt Jim McCarthy John Grannis Josef Graves Julia Rosenberg Karen Pearson Keith Richmond-Asssemblyman Kim Kurowski Liz Seipel Lynne Plambeck Mago Sherwood Maria Serrano Mark Winger Marsha McLean Mike & Judi Nugent Mike Lebecki Patti Finley Roger Seaver Rose Koscielny Roy McCain Suzan Solomon Tim Ben-Boydston Tony Nisich Vera Johnson ***OUR nUTIGY iOR TU! rUTUR! 19