HomeMy WebLinkAbout2026/05/12 Post Agenda Packet
Date:Tuesday, May 12, 2026, 6:00 p.m.
Location:Council Chambers, 276 Fourth Avenue, Chula Vista, CA
SPECIAL CITY COUNCIL WORKSHOP
Notice is hereby given that the Mayor has called and will convene a special meeting of the City Council at the
time and location stated on this agenda.
Watch live in English and Spanish: chulavistaca.gov/councilmeetings or Cox Ch. 24 (English only).
Free Spanish interpretation is available on-site.
_______________________________________________________________________________________
In-Person Public Comments: Submit a request to speak to City Clerk staff before the close of the public
comment period on an item or before the close of the general Public Comment period for non-agenda items.
Electronic Public Comments: At chulavistaca.gov/councilmeetings, locate the meeting and click the comment
bubble icon. Select the item and click "Leave Comment." You may also email cityclerk@chulavistaca.gov.
eComments, emails, and other written comments must be received by the day of the meeting at noon for a
regular meeting or three hours before the start time for a special meeting.
Watch Live or Recorded (English and Spanish): Visit chulavistaca.gov/councilmeetings. Click "ES" at the
bottom to switch to Spanish. Closed captioning is available in both languages.
Accessibility: In compliance with the Americans with Disabilities Act, if you need special assistance to
participate in this meeting, please contact the City Clerk’s Office at cityclerk@chulavistaca.gov or (619) 691-
5041. Providing at least 48 hours' notice will help ensure that reasonable arrangements can be made.
Gov. Code § 84308 Regulations: To promote transparency and fairness in the governmental decision-making
process, there are rules to prevent public officials from being unfairly influenced by contributors to their
campaigns. The type of activity these laws were enacted to limit is often referred to as “pay-to-play,” and is
governed in California by Government Code section 84308. Parties to any proceedings involving a “license,
permit, or other entitlement for use,” as that term is defined in the Political Reform Act, pending before the City
Council must disclose any campaign contribution over $500 (aggregated) within the preceding 12 months
made by the party, their agent, and those required to be aggregated with their contributions under Gov. Code
§ 82015.5. The disclosure must include the amount contributed and the name(s) of the contributor(s). "G.C. §
84308 Regulations Apply: Yes" on this agenda indicates that the item is subject to these regulations.
PUBLIC PARTICIPATION
Complete Agenda Packet: The agenda packet, including staff reports, draft resolutions and ordinances, and
other backup materials, is available at chulavistaca.gov/councilmeetings or the City Clerk's Office.
Time Allotted for Speaking (subject to change by the presiding officer)
- Agenda Items (not on Consent): 3 minutes
Individuals who use a translator will be allotted twice the time.
Submitting Request to Speak: A request to speak must be submitted to the City Clerk before the close of the
public comment period on an item.
Pages
1.CALL TO ORDER
2.ROLL CALL
3.PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
4.WORKSHOP
Workshop items typically consist of longer presentations and discussions than items
considered at the regular City Council meetings.
4.1 Strategic Plan: Continued Presentation and Discussion of the City's Draft
2026–2031 Strategic Plan
4
Report Number: 26-0175
Location: No specific geographic location
Department: City Manager
G.C. § 84308 Regulations Apply: No
Environmental Notice: The activity is not a “Project” as defined under Section
15378 of the California Environmental Quality Act State Guidelines. Therefore,
pursuant to State Guidelines Section 15060(c)(3) no environmental review is
required. Notwithstanding the foregoing, the activity qualifies for an Exemption
pursuant to Section 15061(b)(3) of the California Environmental Quality Act State
Guidelines.
RECOMMENDED ACTION:
Receive the presentation on the Draft 2026–2031 Strategic Plan and provide
feedback and direction to staff as appropriate prior to finalization and adoption.
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5.ADJOURNMENT
to the regular City Council meeting on May 19, 2026, at 5:00 p.m. in the Council
Chambers.
Materials provided to the City Council related to an open session item on this agenda are
available for public review, please contact the Office of the City Clerk at
cityclerk@chulavistaca.gov
or (619) 691-5041.
We encourage community participation - sign up at www.chulavistaca.gov to receive
email notifications when City Council agendas are published online.
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v . 0 0 5 P a g e | 1
May 12, 2026
ITEM TITLE
Strategic Plan: Continued Presentation and Discussion of the City's Draft 2026–2031 Strategic Plan
Report Number: 26-0175
Location: No specific geographic location
Department: City Manager
G.C. § 84308 Regulations Apply: No
Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California
Environmental Quality Act State Guidelines. Therefore, pursuant to State Guidelines Section 15060(c)(3) no
environmental review is required. Notwithstanding the foregoing, the activity qualifies for an Exemption
pursuant to Section 15061(b)(3) of the California Environmental Quality Act State Guidelines.
Recommended Action
Receive the presentation on the Draft 2026–2031 Strategic Plan and provide feedback and direction to staff
as appropriate prior to finalization and adoption.
SUMMARY
This report returns to the City Council with the Draft 2026–2031 Strategic Plan for review and feedback. The
draft reflects preliminary Council guidance provided during the January 9, 2025 Strategic Planning
Workshop, as well as findings from a comprehensive community engagement process conducted in
partnership with the Center for Organizational Effectiveness (COE).
The Draft Strategic Plan was presented to the City Council on April 14, 2026. During that meeting, Council
began initial discussion and provided early feedback on the draft framework, including the Mission, Vision,
Values, and Strategic Goals. Given the scope and importance of the plan, the City Council reached consensus
to continue the discussion at a future workshop to allow for more in-depth review and input.
This item returns to Council to continue that discussion, receive additional feedback, and provide direction
to staff prior to finalization and adoption of the Strategic Plan.
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ENVIRONMENTAL REVIEW
The proposed activity has been reviewed for compliance with the California Environmental Quality Act
(CEQA), and it has been determined that the activity is not a “Project” as defined under Section 15378 of the
State CEQA Guidelines because it will not result in a physical change in the environment. Therefore, pursuant
to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Notwithstanding the
foregoing, it has also been determined that the activity qualifies for an Exemption pursuant to Section
15061(b)(3) of the California Environmental Quality Act State Guidelines. Thus, no environmental review is
required.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Not applicable.
DISCUSSION
The City engaged the Center for Organizational Effectiveness (COE) to design and facilitate a comprehensive
community engagement effort to facilitate the development of the City’s next Strategic Plan. The engagement
process included:
Individual Councilmember interviews to gather detailed insights on priorities;
District-based community workshops;
A business roundtable; and
A citywide community survey via Community Voices.
Through these efforts, the City gathered broad and diverse input from residents, businesses, and community
partners regarding community priorities, service needs, and long-term outcomes.
Building upon this foundational outreach, on January 9, 2025, the City Council convened a Strategic Planning
Workshop to review engagement findings and identify organizational priorities. Council’s feedback
confirmed key focus areas including infrastructure, economic vitality, public safety, community well-being,
governance, and equity. This direction, combined with community input and cross-departmental
collaboration, informed development of the Draft 2026–2031 Strategic Plan.
The Draft Strategic Plan was presented to the City Council on April 14, 2026, where Council initiated
discussion and provided preliminary feedback on the plan’s framework. Due to the scope and importance of
the Strategic Plan, the City Council reached consensus to continue the discussion at a future time to allow for
more in-depth review and input.
The Draft 2026–2031 Strategic Plan establishes a unified organizational framework organized around four
Strategic Goals that area all anchored in core City services:
Community Infrastructure — Focused on infrastructure maintenance and modernization; housing
affordability and stability; transportation, mobility, and access; climate resilience and sustainability;
and balanced investment across neighborhoods.
Quality of Life & Safety — Focused on community-centered public safety; emergency preparedness
and response; community well-being; community connection and cultural engagement; youth
development and senior services; and animal care services.
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Growth & Economic Vitality — Focused on business growth and economic diversification,
workforce opportunity and talent development; small business and entrepreneurship; city policy and
process compliance; regional collaboration and innovation.
Good Governance — Focused on transparent communication and engagement; technology and
data-informed decision-making; workforce development and succession planning; fiscal
sustainability and stewardship.
Within each goal, the plan outlines strategic focus areas and objectives, core services, major initiatives and
future opportunities. It also proposes key performance indicators (KPIs) to ensure accountability and public
transparency. KPIs will be developed based on the feedback received on this draft plan and will be presented
with the final plan for adoption at a future date.
The draft plan also includes sections describing community priorities, the City’s Mission, Vision, and Values,
and the structure used to translate the plan into annual budgets, departmental work plans, and performance
reporting.
Staff requests City Council input on the draft goals, initiatives, and overall str ucture prior to finalizing the
Strategic Plan.
Following Council discussion and direction, staff will:
Update the draft plan to incorporate Council’s feedback;
Develop key performance indicators (“KPIs”) and finalize implementation language;
Prepare a final Strategic Plan for Council consideration and potential adoption; and
Begin aligning departmental work plans, budget development, and reporting processes with the
adopted plan.
DECISION-MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is not site-specific and
consequently, the real property holdings of the City Council members do not create a disqualifying real
property-related financial conflict of interest under the Political Reform Act (Cal. Gov't Code § 87100, et seq.).
Staff is not independently aware, and has not been informed by any City Council member, of any other fact
that may constitute a basis for a decision-maker conflict of interest in this matter.
CURRENT-YEAR FISCAL IMPACT
There is no direct fiscal impact associated with receiving this report. Any initiatives, projects, or resource
needs identified in the Strategic Plan will be evaluated through future budget processes or brought forward
individually for Council consideration.
ONGOING FISCAL IMPACT
There is no ongoing fiscal impact as a result of this item.
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ATTACHMENTS
1. City of Chula Vista 2026 – 2031 Strategic Plan (April 2026 Draft)
Staff Contact: Courtney Chase, Deputy City Manager
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CITY OF
2026 – 2031 STRATEGIC PLAN
(April 2026 Draft)
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TABLE OF CONTENTS
LETTER FROM THE CITY MANAGER............................................................................................................. 3
ABOUT THIS PLAN ......................................................................................................................................... 4
OUR CITY TODAY ............................................................................................................................................ 5
MISSION, VISION, & VALUES .......................................................................................................................... 6
COMMUNITY VOICES ..................................................................................................................................... 7
STRATEGIC PLAN STRUCTURE ..................................................................................................................... 8
STRATEGIC GOALS ....................................................................................................................................... 10
GOAL 1: COMMUNITY INFRASTRUCTURE ............................................................................................ 11
GOAL 2: QUALITY OF LIFE & SAFETY..................................................................................................... 14
GOAL 3: GROWTH & ECONOMIC VITALITY ............................................................................................ 17
GOAL 4: GOOD GOVERNANCE ................................................................................................................ 20
MEASURING PROGRESS .............................................................................................................................. 23
FROM PLAN TO ACTION .............................................................................................................................. 23
SHARED RESPONSIBILITY ........................................................................................................................... 24
CLOSING ........................................................................................................................................................ 25
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LETTER FROM THE CITY MANAGER
Dear community members and City employees,
I am honored to present the City of Chula Vista’s 2026–2031 Strategic Plan, which reflects our shared
commitment to thoughtful planning, responsible stewardship, and service to the community.
This plan was shaped by the voices of residents, businesses, and community partners, as well as the
experience and dedication of City staff. It represents a collective understanding of what matters most
to our community and how the City will focus its efforts in the years ahead.
Chula Vista continues to grow and evolve, and with that growth comes both opportunity and
responsibility. This Strategic Plan provides a steady foundation to guide decision-making, support
accountability, and help the City move forward with clarity and purpose. It is intended to be used,
referenced, and revisited as conditions change and priorities evolve.
The work ahead will require collaboration, discipline, and shared responsibility. Progress will be
measured over time, and continued engagement with the community will remain essential as the City
translates this plan into action.
On behalf of the City of Chula Vista, I thank everyone for their contributions to this effort and for their
ongoing commitment to our city. Together, we will continue working to strengthen Chula Vista as a
welcoming, forward-looking, and well-served community.
Sincerely,
Tiffany Allen
City Manager
City of Chula Vista
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ABOUT THIS PLAN
Chula Vista is a large, diverse, and growing city shaped by its people, neighborhoods, and shared
commitment to opportunity, equity, and quality of life. As the second-largest city in San Diego County
and 81st largest city in the United States, Chula Vista plays a critical role in the region’s economy, housing
market, outdoor spaces, and binational activity. These dynamics create both opportunity and
complexity, requiring thoughtful, coordinated, and disciplined long-term planning.
The 2026–2031 City Strategic Plan establishes a clear framework to guide how the City sets priorities,
allocates resources, and measures progress over the next five years. It translates City Council direction,
community input, and organizational values into a focused set of strategic goals that align policy
decisions, operational planning, and performance management across the organization.
This plan is intentionally designed to be both aspirational and practical. It looks ahead to the future
Chula Vista is working toward, while remaining grounded in fiscal realities, organizational capacity, and
the evolving needs of the community. Annual budgets, departmental work plans, and performance
reporting will align with this plan to translate strategy consistently into action.
At its core, this Strategic Plan is a decision-making tool. It supports transparency, accountability, and
long-term resilience, helping the City respond effectively to today’s challenges while preparing
thoughtfully for the future.
What This Plan Does
Establishes a shared
framework for
setting priorities and
making decisions
Provides
transparency around
goals, progress, and
performance
Reflects City Council
direction and
community values
Balances long-term
vision with near-
term operational
realities
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OUR CITY TODAY
Chula Vista is a dynamic city defined by its diversity, scale, and regional connections. Home to residents
from many cultures, backgrounds, and generations, the City continues to experience population growth,
development pressure, and increasing demand for public services and infrastructure.
Chula Vista benefits from significant strengths, including its location within the San Diego–Tijuana
binational region, a growing economic base, and sustained public and private investment. These assets
provide a strong foundation for long-term success.
Growth and opportunity also bring complexity. Infrastructure systems require ongoing maintenance and
modernization. Housing affordability, traffic congestion, and climate resilience present persistent
challenges. Fiscal limitations and workforce capacity constraints require disciplined prioritization and
thoughtful sequencing of initiatives.
This Strategic Plan acknowledges these realities. It builds on the City’s strengths while addressing the
conditions necessary to sustain quality of life, promote equity, and guide responsible growth over time.
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MISSION, VISION, & VALUES
Together, the City of Chula Vista’s Mission, Vision, and Values provide a shared compass that guide
how the City serves the community, plans for the future, and works together to deliver results.
Mission
The City of Chula Vista is dedicated to cultivating an inclusive and vibrant community where residents,
businesses, employees and visitors feel a true sense of belonging. We deliver innovative, exceptional
public services that promote safety, providing a strong sense of community, economic opportunities
and enhanced quality of life for all.
Vision
Chula Vista is a safe, thriving, and inclusive city—recognized for its innovation, economic vitality, and
exceptional quality of life, fostering community pride, sustainable growth, and creating a destination
where people and businesses flourish for generations to come.
Values
The City’s Values define how work is carried out and how decisions are made:
• Inclusivity: Creating an authentic sense of belonging by welcoming diverse perspectives and
removing barriers to participation.
• Community: Building trust and shared responsibility through collaboration, partnership, and
civic engagement.
• Innovation: Encouraging creativity, learning, and continuous improvement to proactively adapt
to change and better serve the community.
• Integrity: Acting with honesty, transparency, and accountability in all actions and decisions.
• Stewardship: Managing public resources responsibly and sustainably to support long-term
community benefit.
• Excellence: Holding high standards and taking pride in delivering exceptional public service.
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COMMUNITY VOICES
Community input was a foundational element of this Strategic Plan. Through surveys, workshops,
meetings, and online engagement, residents, businesses, and community stakeholders shared insights
into the issues that matter most to them.
This engagement helped clarify priorities, highlight areas of concern, and identify opportunities for
improvement. Community perspectives directly informed the plan’s goals and strategic focus areas,
reinforcing the City’s commitment to inclusive and responsive governance.
Across engagement efforts, residents consistently expressed pride in Chula Vista’s diversity and sense
of belonging. Safety, quality parks and recreational amenities, and reliable public services were
identified as essential to quality of life. At the same time, participants raised concerns related to
infrastructure conditions, housing affordability, traffic congestion, and the need for transparent,
accountable government.
Top Community Priorities (See Appendix B for engagement details)
• Community & Belonging
• Safety & Recreation
• Infrastructure & Housing
• Youth & Seniors (Intergenerational Engagement, all-age inclusion, generational well-being,
community for every generation)
• Transparency & Accountability
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STRATEGIC PLAN STRUCTURE
This Strategic Plan establishes the City’s long-term direction. It does not replace departmental work
plans or the annual budget. Instead, it provides a unifying framework to align decisions, investments,
and actions across the organization.
City Council priorities and organizational responsibilities inform the strategic goals outlined in this plan.
These goals guide annual work planning, budget development, and performance measurement.
Progress is tracked through defined indicators and reported publicly to ensure transparency,
accountability, and continuous improvement.
Strategic Goals
Each strategic goal follows a consistent structure designed to balance long-term vision with operational
reality.
Focus Areas & Objectives
Strategic Focus Areas define where the City will concentrate its efforts under each goal. They identify
key policy and service domains requiring attention over the five-year planning horizon and provide
flexibility to adapt as conditions evolve.
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Core Services
Core Services represent the essential, ongoing functions the City delivers every day. These services
account for the majority of City operations, staffing, and funding. Addressing Core Services in the
Strategic Plan emphasizes that delivering reliable and consistent services remains the City’s highest
priority.
Major Initiatives
Major Initiatives are focused, time-bound efforts the City intends to advance during the plan period.
These initiatives are aligned with available resources and organizational capacity, helping maintain
focus and feasibility.
Key Performance Indicators (KPIs)
Key Performance Indicators (KPIs) are high-level measures used to track progress toward each goal.
KPIs focus on outcomes and overall effectiveness rather than individual activities.
Future Opportunities
Future Opportunities identify additional priorities advanced by City Council and the community that are
not currently funded, scheduled, or resourced for implementation due to fiscal, staffing, or operational
constraints. Including these items promotes transparency and supports long-term planning by
clarifying potential future direction as resources and capacity allow.
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STRATEGIC GOALS
The Strategic Plan is organized around four strategic goals that reflect community priorities, City
Council direction, and organizational responsibilities. Together, these goals guide how the City focuses
resources, advances initiatives, and measures success.
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GOAL 1: COMMUNITY INFRASTRUCTURE
Build and maintain the physical systems that support daily life and future
growth
Why This Matters
Community infrastructure supports nearly every aspect of daily life, from public safety and mobility to
economic opportunity and environmental sustainability. As Chula Vista continues to grow and evolve,
infrastructure systems must be maintained, modernized, and expanded in a way that is strategic, fiscally
responsible, and equitable. Proactive investment helps protect public assets, reduce long-term costs,
and support safe, reliable, and accessible infrastructure across all neighborhoods.
Strategic Outcomes
By 2031, Chula Vista’s infrastructure systems reliably support community needs through well -
maintained, modern facilities and accessible transportation networks. People experience safer and
more efficient travel, accessible public spaces, and dependable infrastructure. Investments are
prioritized transparently, informed by data, and distributed equitably across neighborhoods, supporting
quality of life, economic vitality, and environmental goals.
Focus Areas & Objectives
The City will focus its efforts in the following areas to advance this goal:
1.1 Infrastructure maintenance and modernization
► Establish and maintain a comprehensive, citywide inventory of infrastructure assets to support
data-informed prioritization, lifecycle planning, and identification of efficiencies.
► Proactively assess opportunities to modernize aging infrastructure, reduce deferred
maintenance, and improve long-term cost effectiveness.
► Enhance the maintenance and modernization of public facilities to support safe, functional,
and accessible public spaces.
1.2 Housing affordability and stability
► Advance policies and programs that expand access to varied housing options throughout the
city to meet the needs of all residents.
► Support housing strategies that promote long-term stability, accessibility, and neighborhood
compatibility.
► Coordinate with state and regional partners to communicate the City’s housing production
efforts and planned opportunities.
1.3 Transportation, mobility, and accessibility
► Enhance multimodal transportation options to support safe and efficient movement for drivers,
pedestrians, bicyclists, seniors, and individuals with disabilities.
► Improve access to essential services, employment, parks, and community facilities through
transportation investments.
► Prioritize safety and visibility improvements in high-use and high-need areas.
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1.4 Climate resilience and sustainability
► Integrate climate resilience into infrastructure planning, capital investments, and service
delivery.
► Advance sustainable conservation and environmental programs that reduce environmental
impacts and support long-term resource stewardship.
► Align infrastructure investments with adopted sustainability and climate goals.
1.5 Balanced investment across neighborhoods
► Expand equitable access to parks, public spaces, and City amenities across all neighborhoods.
► Prioritize investments that address disparities and improve quality of life in underserved areas.
► Use data and community input to guide equitable allocation of infrastructure resources.
Core Services
• Planning and maintenance of City infrastructure, including streets, bridges, utilities, facilities,
parks, and public spaces
• Asset management, capital planning, and lifecycle analysis to guide infrastructure investment
and reduce long-term costs
• Transportation planning, traffic operations, and mobility improvements for all users
• Stormwater, wastewater, and environmental compliance services
• Engineering design, construction management, and delivery of capital improvement projects
• Efficient processing of housing and opportunities to provide balanced housing options
• Intergovernmental coordination and advocacy related to housing, development, and planned
facilities policies
Major Initiatives
• Complete buildout of Millenia Library
• Complete the Police Department Facilities Master Plan, including evaluation of a potential police
substation to improve service coverage and response times
• Conduct park master planning and feasibility studies to assess opportunities for sports field
lighting and artificial turf to expand recreational access
• Expand mobility options for older adults, including evaluation of senior transit pass programs.
• Complete a citywide lighting study and a safety study to identify opportunities to improve
visibility, security, and public safety
• Explore the feasibility of establishing a senior center on the east side of the city to enhance
access to services and programming
• Continue implementing the 2021-2029 City’s Housing Element in compliance with state
requirements and local priorities
• Coordinate with the Metropolitan Transit System (MTS) to explore grade separation
opportunities that improve safety, reduce congestion, and enhance regional mobility
• Continue to implement asset management technology to support data-informed infrastructure
planning, lifecycle management, and transparent investment decisions
• Complete Fire Department Master Plan, Strategic Plan, Community Risk Assessment, Standards
of Cover, Bottom-up Reviews, and Leadership Succession Plan
• Develop a Public Works Master Plan that establishes a long-term vision for infrastructure,
sustainability, and service delivery
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Key Performance Indicators (KPIs)
To be developed
Future Opportunities
• Complete streets sidewalks assessment and project to enhance safety, accessibility, and
connectivity
• Fleet electrification to reduce emissions, support sustainability goals, and modernize City
operations
• Develop facility maintenance plan to ensure longevity of all City owned facilities
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GOAL 2: QUALITY OF LIFE & SAFETY
Foster a safe, healthy, and connected community where everyone can
thrive
Why This Matters
Safety, health, and well-being are foundational to community trust and quality of life. Reliable public
safety services, effective emergency preparedness, and opportunities for connection and belonging
contribute to a city where people feel supported and secure. As Chula Vista continues to grow and
diversify, maintaining quality of life requires approaches that are community-centered, proactive, and
responsive to evolving needs.
Strategic Outcomes (2031)
Chula Vista is a safe, welcoming, and connected city where community members have confidence in
the City’s ability to protect, serve, and respond. Public safety services are reliable and trusted,
communities are prepared for emergencies, and people of all ages have access to programs and shared
spaces that support well-being and connection.
Focus Areas & Objectives
The City will focus its efforts in the following areas to advance this goal:
2.1 Community-centered public safety
► Strengthen trust and effectiveness in public safety services through data-informed strategies,
innovation, and ongoing community engagement.
► Expand access to public safety services and improve responsiveness through coordinated
communication, outreach, and service delivery.
► Support approaches that balance enforcement, prevention, and community partnership s to
enhance overall safety and well-being.
2.2 Emergency preparedness and response
► Ensure timely, effective, and data-informed delivery of police and fire services by actively
monitoring calls-for-service performance and deploying staff strategically to maintain a high
standard of public safety for all community members.
► Strengthen emergency communications infrastructure, practices, and culture to ensure timely,
transparent, and consistent delivery of information
► Strengthen preparedness for natural disasters, climate-driven risks, technological hazards, and
public health emergencies.
► Enhance coordination across departments and regional partners to improve emergency
response and recovery capabilities.
► Advance wildfire mitigation and climate-adaptive strategies to protect residents, property, and
critical infrastructure.
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2.3 Community well-being
► Promote health, stability, and livability through services, programs, and environments that
support people across all life stages.
► Expand access to recreation, wellness, and community programs that support physical, social,
and emotional health
► Address public health and vulnerable population needs through coordinated services,
partnerships, and policy approaches that improve livability.
► Support safe, welcoming, and activated public spaces that encourage regular use and positive
community interaction.
► Promote equitable access to opportunities, resources, and services that enhance quality of life
across neighborhoods and populations.
2.4 Community Connection and Cultural Engagement
► Expand access to library services, lifelong learning opportunities, and digital resources that
support education, workforce readiness, and equitable access to information.
► Enhance arts and cultural programming, creative spaces, and public art that reflect community
identity and support local artists.
► Activate community spaces through events, festivals, and programming that bring people
together and strengthen a shared sense of belonging.
► Improve equitable access to cultural, educational, and community programming across
neighborhoods.
► Strengthen partnerships with schools, community organizations, and cultural institutions to
expand reach and maximize community impact.
2.5 Youth development and senior services
► Support programs and partnerships that promote positive youth development, workforce
readiness, and civic engagement.
► Expand access to services, resources, and programming that support older adults in aging
safely, independently, and with dignity.
► Strengthen coordination with advisory bodies and community partners to address the evolving
needs of youth and older adults to increase livability across the age spectrum.
2.6 Animal care services
► Provide humane, responsive, and reliable animal care services that protect public health and
safety.
► Promote responsible pet ownership through education, outreach, and enforcement.
► Maintain effective shelter operations, adoption programs, and partnerships that support animal
welfare.
Core Services
• Police, fire, emergency medical, and disaster preparedness services
• Plan reviews and fire inspections to limit community risks.
• Community-based public safety, prevention, and emergency response coordination
• Animal services, sheltering, veterinary care, and community education
• Parks, recreation, and community programming that promote health, connection, and belonging
• Public health–supportive services delivered through partnerships, addressing concerns through
policies, and outreach
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City of Chula Vista | 2026 – 2031 Strategic Plan (April 2026 Draft)
Page 16 of 25
• Investigation and enforcement of regulations to maintain and enhance neighborhood quality
• Community engagement and education related to safety, preparedness, and well-being
• Resident participation through boards and commissions that inform policy, enhance
transparency, and strengthen community representation
Major Initiatives
• Diversify emergency communications and public notification methods to increase reach, speed,
clarity, and accessibility and educate the public through a citywide campaign initiative
• Create and implement the Parks and Recreation Programming Plan to reflect current and future
community needs
• Advance public health and safety policy initiatives
• Complete Fire Master Plan
• Strategize funding and program priorities for homeless services
• Administration of federal and local grants in collaboration with community-based organizations
• Extend homeless services by expanding homeless tools to include the Chula Vista Village at
Otay as a South Bay region asset
• Assess ADA access (ADA Self-Evaluation and Transition Plan Update)
• Train City Staff to support Emergency Operations Center
• Develop funding plan for safety vehicle replacement and complete staffing study for fleet staff
to maintain vehicle and equipment readiness
• Support community-led cultural and neighborhood initiatives that strengthen civic pride
• Review structure and scope of Police Department’s Community Advisory Committee for
potential modification
Key Performance Indicators (KPIs)
To be developed
Future Opportunities
• Public safety vehicle storage to protect assets, improve readiness, and support efficient
emergency response
• Implementation of the ADA Transition Plan to enhance accessibility, equity, and compliance
across City facilities and spaces
• Fire Department training facility and Emergency Operations Center to strengthen preparedness,
coordination, and response capabilities
• Enhanced emergency evacuation shelters to improve capacity, safety, and support for residents
during disasters
• Increased fuel storage capacity to ensure operational continuity during emergencies and supply
disruptions
• Expanded brush management and fire hazard mitigation to reduce wildfire risk and protect the
community
• Animal Services Facility Master Plan to modernize facilities and improve operational efficiency
and animal care
• Enhanced animal enrichment services to improve animal well-being, behavior outcomes, and
adoption success
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City of Chula Vista | 2026 – 2031 Strategic Plan (April 2026 Draft)
Page 17 of 25
GOAL 3: GROWTH & ECONOMIC VITALITY 2
Strengthen economic vitality by expanding opportunity, encouraging
innovation, and deepening regional collaboration
Why This Matters
A strong and diverse economy is essential to opportunity, quality of life, and the City’s long-term fiscal
health. Chula Vista’s strategic location, growing population, and expanding regional and binational
connections position the city to play an increasingly important economic role in the region. At the same
time, economic growth must translate into tangible benefits for people and neighborhoods across the
city.
Strengthening economic vitality requires aligning business development, workforce opportunity, land
use planning, and regional partnerships. By building on existing assets and encouraging innovation, the
City can support local businesses, attract investment, and expand access to quality jobs while
maintaining high standards for growth and community character.
Strategic Outcomes (2031)
By 2031, Chula Vista has a more diverse and resilient local economy that offers expanded opportunity
across industries and neighborhoods. Local businesses are positioned to grow and adapt, workforce
pathways are better aligned with emerging industries, and regional collaboration supports innovation
and investment. Economic activity contributes to long-term prosperity, fiscal stability, and a higher
quality of life for the community.
Focus Areas & Objectives
The City will focus its efforts in the following areas to advance this goal:
3.1 Business Growth and Economic Diversification
► Strengthen efforts to retain, expand, and attract businesses that align with Chula Vista’s assets
and long-term economic priorities.
► Encourage diversification across industries to reduce economic vulnerability and support
sustainable growth.
► Leverage major employment centers, district-scale initiatives, and catalytic projects to broaden
the City’s economic base.
3.2 Workforce Opportunity and Talent Development
► Align workforce development initiatives with current and emerging industry needs to expand
access to quality jobs.
► Strengthen partnerships with educational institutions, employers, and workforce organizations
to support training, upskilling, and career pathways.
► Improve coordination across programs that connect people to employment and advancement
opportunities.
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Page 18 of 25
3.3 Small Business and Entrepreneurship
► Improve the business environment for small businesses and entrepreneurs through streamlined
processes and coordinated support.
► Strengthen neighborhood commercial areas to increase visibility, foot traffic, and local
economic activity.
► Foster conditions that allow local businesses to start, grow, and reinvest in the community.
3.4 City Policy and Process Compliance
► Identify business gaps, market needs, and regulatory barriers to better align City policies with
current and emerging economic opportunities.
► Explore policies to encourage business development that enhances neighborhood character
and community benefit.
► Streamline permitting and interdepartmental review processes for business development.
3.5 Regional Collaboration and Innovation
► Expand collaboration with regional, binational, and industry partners to encourage innovation
and shared economic growth.
► Support initiatives that leverage Chula Vista’s location, talent, and institutional partnerships to
attract investment.
► Encourage innovation across sectors through collaboration, pilot programs, and shared
learning.
Core Services
• Economic development, business attraction, retention, and small business support
• Land use planning, environmental review, and permitting aligned with adopted plans
• Real estate management, public-private partnerships, and strategic site development
• Special events permitting and coordination that activates public spaces, supports local
businesses, and enhances the City’s regional profile
Major Initiatives
• Complete an economic development strategic plan that lays out the long -term vision and near-
term actions
• Advance procurement policies that improve local business participation, including evaluating
options for scoring advantages or other mechanisms within the City’s RFP and contracting
processes
• Pursue removal of the SR-125 toll burden on residents and businesses, including advancing
strategies to address toll debt obligations and advocating for equitable regional transportation
solutions
• Continue implementation of the Chula Vista Bayfront Development, supporting long -term
economic activity, tourism, hospitality, and public access consistent with adopted plans and
agreements
• Advance the University District to establish a binational multi-institution higher education
district, enhancing workforce development, research, and innovation in Chula Vista
• Partner with businesses to sustain downtown revitalization, encourage private investment, and
strengthen the economic vitality of the City’s historic core
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Page 19 of 25
• Complete the Chula Vista Elite Athlete Training Center Master Plan to establish a long -term
vision for the campus, including land use, facility improvements, operations, and partnerships
• Update the Urban Core Specific Plan to guide reinvestment, land use, mobility, and placemaking
in alignment with economic vitality and community character
• Advance Broadway revitalization and cultural district efforts to stimulate investment, celebrate
cultural assets, and strengthen neighborhood-based economic activity along the corridor
• Adopt the Outdoor Dining Ordinance to incentivize and streamline the permitting of outdoor
dining areas in the city
• Partner with the Chula Vista Elementary School District for workforce development at libraries
and City facilities to connect students to career pathways in innovation, life science, energy, and
sound.
Key Performance Indicators (KPIs)
To be developed
Future Opportunities
• Implementation of the Economic Development Strategic Plan
• Build capacity for data-driven economic development
• Enhance sports-oriented tourism
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Page 20 of 25
GOAL 4: GOOD GOVERNANCE
Advance transparent, accountable, and effective government services
Why This Matters
Effective governance is essential to public trust, fiscal responsibility, and the City’s ability to deliver
consistent results. Clear communication, sound financial management, modern systems, and a
prepared workforce support informed decision-making and accountability across the organization. As
responsibilities and expectations evolve, strong governance enables the City to adapt, maintain high
standards, and use public resources responsibly.
Strategic Outcomes (2031)
By 2031, the City continues to operate as a transparent, accountable, and effective organization.
Decision-making is informed by data and clear standards, financial practices remain disciplined and
sustainable, and City systems and workforce capacity continue to support consistent service delivery
and public confidence.
Strategic Focus Areas & Objectives
The City will focus its efforts in the following areas to advance this goal:
4.1 Transparent communication and engagement
► Improve and expand access to information about City initiatives, budgets, and performance
through clear, timely, and accessible communication.
► Expand the use of digital tools, dashboards, and multimedia platforms to share updates and
explain City decisions.
► Strengthen two-way engagement through virtual and in-person forums that encourage inclusive
participation and understanding.
4.2 Technology and data-informed decision-making
► Advance the use of technology and data to improve service delivery, internal coordination, and
public access to information.
► Expand performance measurement, analytics, and dashboards to support informed decision -
making, transparency, and accountability.
► Establish clear policies and governance for the responsible use of artificial intelligence and
emerging technologies.
4.3 Workforce development and succession planning
► Support recruitment, retention, and leadership development to maintain a skilled, diverse, and
high-performing workforce.
► Strengthen succession planning, knowledge transfer, and organizational continuity as the City
evolves.
► Promote employee development, well-being, and work-life balance to sustain engagement and
performance over time.
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Page 21 of 25
4.4 Fiscal Sustainability and Stewardship
► Maintain long-term fiscal health through structurally balanced budgets and long-term financial
planning.
► Manage City reserves and financial policies in alignment with adopted standards and best
practices.
► Align funding decisions with measurable outcomes to strengthen accountability, transparency,
and resource allocation.
► Support risk management by proactively identifying, assessing, and mitigating risks that could
impact the achievement of strategic goals.
Core Services
• Policy development, legislative support, and governance services
• Financial management, budgeting, financial reporting and auditing, and long-term financial
planning
• Purchasing, payroll, accounts payable, accounts receivable/collections, and treasury operations
• Citywide administration, organizational leadership, and performance management
• Legal services, risk management, and code enforcement support
• Legislative administration, elections management, records preservation, and public access to
support transparency, compliance, and continuity of government
• Human resources, labor relations, workforce development, and employee wellness
• Information technology, cybersecurity, data management, and digital services
• Public communication, community engagement, and emergency communications
• Intergovernmental relations and regional advocacy
Major Initiatives
• Develop and launch a new City website to improve accessibility, usability, and public access to
services, information, and digital resources
• Develop an internal audit program and Council Policy to guide risk-based audits and strengthen
governance, accountability, and organizational performance.
• Enhance long-term financial planning and fiscal management of all City funds
• Expand analytics and monitoring tools to assess public engagement, reach, and sentiment
• Expand legislative advocacy at the state and federal level on matters affecting the City
• Conduct a comprehensive, data-driven staffing and organizational capacity study to evaluate
current and future workforce needs across all City departments
• Develop and implement a citywide governance program for the use of artificial intelligence and
emerging technologies, including policies, standards, and oversight
• Provide opportunities and avenues to prepare, recruit, and retain workforce from local
community
Key Performance Indicators (KPIs)
To be developed
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Page 22 of 25
Future Opportunities
• Expanded digital service delivery and self-service platforms
• Enhanced enterprise data integration and analytics tools
• Enhanced workforce development and leadership training programs
• Implement a data-driven staffing plan aligned with service demands, operational needs, and
long-term financial capacity
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City of Chula Vista | 2026 – 2031 Strategic Plan (April 2026 Draft)
Page 23 of 25
MEASURING PROGRESS
Measuring progress keeps the Strategic Plan accountable, transparent, and results-focused. Progress
toward each strategic goal will be assessed using a limited set of high-level Key Performance Indicators
(KPIs) aligned with the plan’s priorities.
These indicators are designed to track outcomes and overall effectiveness rather than individual tasks
or activities. Results will be reported regularly to City Council and shared publicly to provide visibility
into progress and performance.
Detailed operational metrics, targets, and timelines will be managed through citywide work plans and
performance dashboards, allowing leadership to monitor progress and adjust strategies as needed.
FROM PLAN TO ACTION
This Strategic Plan guides how the City translates long-term priorities into day-to-day action. Annual
budgets, departmental work plans, and capital planning processes will be aligned with the goals and
initiatives outlined in this plan.
Departments will identify specific actions, timelines, and resource needs that support the plan’s major
initiatives while continuing to deliver core services. Budget decisions will be evaluated in the context of
the Strategic Plan to ensure investments advance adopted priorities.
This alignment keeps the Strategic Plan remains an active decision-making tool rather than a static
document
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City of Chula Vista | 2026 – 2031 Strategic Plan (April 2026 Draft)
Page 24 of 25
SHARED RESPONSIBILITY
Achieving the goals of this Strategic Plan requires coordinated leadership, disciplined execution, and
ongoing community partnership. Clear roles and accountability ensure that priorities remain focused,
resources are aligned, and progress is transparent.
City Council
Sets policy direction and adopts budgets and annual work plans aligned with the
Strategic Plan. Prioritizes the four goals and avoids competing direction that would
dilute focus or delay implementation.
City Attorney
The City Attorney represents and provides independent legal advice to the City and all
City Officials, ensuring that municipal actions comply with local, state, and federal laws.
The City Attorney represents the city in all legal matters, supports ethical governance,
and protects the community’s interests.
Boards, Commissions, & Committees
Align recommendations and annual work plans with the Strategic Plan’s four goals,
consistent with their advisory roles.
City Manager
Aligns resources, staffing, and operations to advance the Strategic Plan. Promotes
organizational understanding of plan priorities, monitors performance, reports progress,
and advises City Council when adjustments or tradeoffs are required due to changing
conditions or resource constraints.
City Clerk
The City Clerk’s Office serves as the official record-keeper for the city, managing public
documents, legislative records, and access to information. It supports transparent and
accountable government by overseeing public meetings, elections administration, and
compliance with legal and regulatory requirements.
City workforce
Executes day-to-day work in alignment with the Strategic Plan and elevates opportunities
or barriers to supervisors to improve outcomes.
Community members
Stay informed, provide ongoing input, and participate in engagement and budget
processes to help guide implementation and monitor progress.
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Page 25 of 25
CLOSING
This Strategic Plan reflects the voices, values, and aspirations of the Chula Vista community. The City
thanks residents, businesses, partners, and staff for their engagement and commitment to shaping the
future of Chula Vista.
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Written Communications – Item 4.1
Gaspar – Received 5/11/2026
From: Stephan Gaspar
Sent: Monday, May 11, 2026 12:26 PM
To: CityClerk <CityClerk@chulavistaca.gov>
Cc: John McCann <jmccann@chulavistaca.gov>; Council District 1
<District1@chulavistaca.gov>; Jose Preciado <jpreciado@chulavistaca.gov>; Michael
Inzunza <minzunza@chulavistaca.gov>; Cesar Fernandez
<cfernandez@chulavistaca.gov>; Josh Santa
Subject: Public Comment: Draft 2026-2031 Strategic Plan (Report 26-0175), May 12, 2026
Council Meeting
WARNING - This email originated from outside the City of Chula Vista. Do not click any
links and do not open attachments unless you can confirm the sender.
PLEASE REPORT SUSPICIOUS EMAILS BY USING THE PHISH ALERT REPORT BUTTON or to
reportphishing@chulavistaca.gov
Dear City Clerk,
We respectfully request the attached letter be entered into the public record for the May
12, 2026 City Council meeting, Report 26-0175 (Draft 2026-2031 Strategic Plan).
The letter, co-signed by KIRE Builders' President & CEO Josh Santa, recommends that
Council ask staff to study a by-right approval ordinance for housing communities that meet
objective design standards, building on the work already adopted in CVMC 19.58.460. I
plan to speak briefly during public comment on the same item.
Mayor McCann and Councilmembers are copied here. We would welcome the chance to
discuss further with any of you or your staff.
Thank you,
Stephan
Stephan Gaspar
Development Manager
You don't often get email from . Learn why this is important
Page 33 of 69
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KIRE
May 11, 2026
Honorable Mayor and Members of the Chula Vista City Council
City of Chula Vista
276 Fourth Avenue
Chula Vista, CA 91910
Re: Draft 2026-2031 Strategic Plan (Report 26-0175);. May 12, 2026 City Council Meeting;
Recommendation to Study a By -Right Approval Ordinance for Housing
Dear Honorable Mayor and Members of the City Council:
KIRE Builders is a vertically integrated multifamily development firm based in San Diego County. We
design, build, and manage small to mid -sized rental communities, all privately funded by local capital.
Across our markets, we have completed thirty-nine communities totaling over six hundred homes,
including thirteen communities and four hundred units in the City of National City, with two more
communities and one hundred fourteen units currently in planning.
We respectfully encourage the City Council to direct staff to study a by -right approval ordinance for
housing communities that comply with objective design standards, zoning, and the General Plan land use
designation. This recommendation directly supports Goal 1.2 of the Draft 2026-2031 Strategic Plan
Housing affordability and stability), Goal 1.5 (Balanced investment across neighborhoods), and the
Plan's direction in Goal 3.4 to identify regulatory barriers and align City policies with current and
emerging economic opportunities.
Peer cities are already on this path. San Diego, La Mesa, and National City have adopted by -right
approval frameworks for housing communities that comply with objective standards. Escondido and the
County of San Diego are actively studying similar ordinances. Chula Vista has the opportunity to put its
own version in place, tailored to the community's land use plans, design priorities, and neighborhood
character.
Chula Vista has already shown leadership on housing. The City is one of only a small number of San
Diego County jurisdictions to have earned the HCD Prohousing Designation, in recognition of pro -
housing policies like the Urban Core Specific Plan and reforms to the City's development services
process. Expanding the applicability of objective design standards to a broader set of communities is the
natural next step in that work.
The foundation is already in place. Chula Vista Municipal Code 19.58.460 establishes a comprehensive
set of objective design standards for multifamily and mixed -use communities, covering building
architecture, site design, open space, parking, walls, landscaping, lighting, and trash enclosures. These
standards were adopted by Council under Ordinances 3559 (2023) and 3572 (2024). Today, those
standards apply only to communities that qualify for ministerial review under California Government
KIRE BUILDERS, INC.
14271 DANIELSON STREET, POWAY, CA 92064
OFFICE: (619) 289-8210 1 WEBSITE: KIREBUILDERSINC.COM
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KIRK
Code 65913.4 (SB 35), which requires a 20% low-income set -aside calculated against all units. That
threshold limits the standards' practical reach. Most missing -middle communities, including the smaller
infill product the west side most needs,. lack the scale to absorb the 20% affordability set -aside and still
pencil. The opportunity is to extend the applicability of CVMC 19.5 8.460 to a broader set of qualifying
communities, building on standards the City has already vetted and adopted.
The case is strongest west of the 805. East of the 805, Chula Vista has grown through large master -
planned communities like Otay Ranch and EastLake. These communities have the scale to absorb the cost
and timeline of discretionary review, and they have produced significant housing as a result. The west
side has not had the same opportunity. The Northwest and Southwest Planning Areas, including the
Urban Core, Broadway, and Third Avenue corridors, are infill in nature. Parcels are smaller, communities
are smaller, and those communities cannot shoulder the financial risk of an open-ended discretionary
process
CoStar data illustrates the disparity clearly. Looking only at communities built within the last ten years,
since 2016, the west side has produced 27 housing communities totaling 1,480 units, and the east side has
produced 26 communities totaling4,901 units. Both sides have built nearly the same number of
communities, but the average east -side community is more than three times the size of its west -side
counterpart (188 units versus 55 units). The east side has delivered more than three times the housing
from the same community count.
The same dataset shows where attainable rents are concentrated. Among these newer communities, west -
side rents average $2,432 per month, approximately 20% lower (or more than $600 per month less) than
the east -side average of $3,035. Even in modern construction, the west side is producing the attainable
middle -income housing the City needs. The smaller scale of west -side communities is what makes those
rents possible, and that same scale is what cannot survive an open-ended discretionary review process.
By -right approval, tied to objective standards, is the policy tool that protects this attainability while
expanding the supply of new housing in the corridors where it is most needed.
The current housing cycle makes this more urgent, not less. Interest rates are higher, capital is more
risk averse, and communities that penciled three years ago do not pencil today. If the City wants middle -
income families to remain in Chula Vista, the policies that decide which communities move forward must
be reconsidered. Predictable approvals, anchored to clear and objective standards, are the most cost-
effective tool a city has to support attainable housing without expanding its General Fund obligations.
KIRE's experience in National City is instructive. None of our thirteen completed communities, or the
two communities currently in planning, would have penciled under a discretionary process. The
predictable nature of by -right is what makes the math work. The same framework, adapted to Chula
Vista's land use plans and design priorities, can produce the same result here.
KIRE BUILDERS, INC.
14271 DANIELSON STREET, POWAY, CA 92064
OFFICE: (619) 289-8210 I WEBSITE: KIREBUILDERSINC.COM
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I R
The pieces are aligned. The Draft Strategic Plan names housing affordability and balanced neighborhood
investment as priorities. CVMC 19.58.460 already establishes the objective design standards. Peer cities
have shown the broader -applicability approach works. The market data confirms where the need is
greatest, and the current cycle confirms the timing matters. We respectfully encourage the Council to
consider extending this framework as part of the Plan's implementation.
We would welcome the chance to meet with any Councilmember or staff member interested in learning
more about our experience processing and building by -right communities in other jurisdictions. We are
committed to being a useful resource as Chula Vista considers this question.
Thank you for your continued leadership on Chula Vista's housing policies.
Sincerely,
Josh Santa
President & CEO
KIRE Builders, Inc.
josh@kire.group
Stephan Gaspar
Development Manager
KIRE Builders, Inc.
s.gaspar .kire. coup
KIRE BUILDERS, INC.
14271 DANIELSON STREET, POWAY, CA 92064
OFFICE: (619) 289-8210 1 WEBSITE: KIREBUILDERSINC.COM
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THE CENTRE
FOR ORGANIZATION
EFFECTIVENESS
City of Chula Vista
2025 –2031 Strategic Plan
City Council Workshop Session
Tuesday, May 12, 2026 Page 37 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Jul -Sept Oct -Nov
PROJECT PLANNING
•Kick-off planning meeting with
project team
•Review of organizational materials
and resources
•Ongoing project management
meetings (Jul-Apr)
DATA ANALYSIS
•Review and analysis of internal
stakeholder data
•Review and analysis of data collected
via Public Workshops and
Community Survey
•Synthesis of primary themes to be
shared in City Council Workshop #1
Dec -Jan Jan -Feb Mar -Apr
DATA COLLECTION
•Interviews with City Council
Members and City Staff
•Internal stakeholder engagement
•Public Workshops/ Community
Engagement (Nov-Dec)
•Community Survey (Nov-Dec)
STRATEGIC FRAMEWORK
CITY COUNCIL WORKSHOP #1
Outcome: establish strategic framework
for 5-year plan
a
STAFF WORKING SESSIONS
Working sessions to develop strategic
objectives and implementation plans in
support of Council’s Strategic Framework
a
(Begin Plan Development )
PLAN DEVELOPMENT
INTERVIEWS WITH COUNCIL
Solicit input regarding strategic priorities
a
CITY COUNCIL SESSION #2
Outcome: approval of 5-year Plan
a
SUBMIT STRATEGIC PLAN
Finalize/submit Strategic Plan in
alignment with input and direction
provided by Council
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About This Plan –A Clear Framework for the Future
The 2026-2031 City of Chula Vista
Strategic Five-Year Plan
establishes a clear framework to
guide how the City sets:
At its core, this Strategic Plan is a decision-
making tool.
Transparency
Long-Term
ResilienceAccountability
Priorities
Measures
Progress
Allocates
resources
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What This Plan Does
Establishes a
shared framework
for setting priorities
and making
decisions
Your Plan:
Intentionally Aspirational & Practical
Reflects City
Council direction
and community
values
Balances long-term
vision with near-
term operational
realities
Provides
transparency around
goals, progress, and
performance
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Our City Today
Chula Vista is a dynamic city defined by its diversity, scale,
and regional connections.
Home to residents from many cultures, backgrounds, and
generations, the City continues to experience population
growth, development pressure, and increasing demands for
public services and infrastructure.
This Strategic Plan acknowledges realities
while building on City's strengths.
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Mission, Vision, Values
The City of Chula Vista is dedicated to cultivating an
inclusive and vibrant community where residents,
businesses, employees, and visitors feel a true sense
of belonging.
We deliver innovative, exceptional public services that
promote safety, providing a strong sense of
community, economic opportunities and enhanced
quality of life for all.
Mission
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Chula Vista as a safe, thriving and inclusive city –
recognized for its innovation, economic vitality,
and exceptional quality of life, fostering
community pride, sustainable growth, and
creating a destination where people and
businesses flourish for generations to come.
Mission, Vision, Values
Vision
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Creating an authentic sense of belonging by welcoming diverse perspectives and
removing barriers to participation.
Building trust and shared responsibility through collaboration, partnership and civic
engagement.
Encouraging creativity, learning, and continuous improvement to adapt to change and
better serve the community.
Acting with honesty, transparency, and accountability in all actions and decisions.
Managing public resources responsibly and sustainably to support long-
term community benefit.
Holding high standards and taking pride in delivering high-quality public service.
Mission, Vision, Values
Values
Inclusivity:
Community:
Innovation:
Integrity:
Stewardship:
Excellence:
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Community Input: Your Voices Always Matter!
Through Surveys, workshops, meetings, and online
engagement, residents, businesses, employees and
community stakeholders shared their insights into the issues
that matter most to them.
Community input was a foundational element of this Strategic Plan.
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Top Community Priorities
•Community Belonging
•Safety & Recreation
•Infrastructure & Housing
•Youth & Seniors (Intergenerational Engagement,
all-age inclusion, generational well-being,
community for every generation)
•Transparency & Accountability
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Strategic Plan Structure
The Strategic Plan
establishes the City’s
long-term direction.
It does not replace
departmental work plans or
budget.
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Strategic Goals
The Strategic Plan is organized around
four strategic goals: goals that reflect
community priorities, City Council
direction, and organizational
responsibilities.
Together, these goals guide how the
City focuses resources, advances
initiatives, and measures success.
Page 48 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
The Plan
Goal 1: Community Infrastructure
Build & maintain the physical systems that support
daily life and future growth
Why this Matters
As Chula Vista continues to grow and evolve, infrastructure systems must be
maintained, modernized and expanded.
This approach will be strategic, fiscally, responsible & equitable.
Additionally, this proactive investment will help protect public assets, reduce
long-term costs, and support safe, reliable, and accessible infrastructure across
ALL neighborhoods.
Page 49 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Infrastructure
maintenance and
modernization
Housing
affordability and
stability
Transportation,
mobility, and
accessibility
Climate resilience
and sustainability
Balanced
investment across
neighborhoods
The Plan
Goal 1: Community Infrastructure
Build & maintain the physical systems that support
daily life and future growth
Page 50 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Major Initiatives
Goal 1: Community Infrastructure
Build & maintain the physical systems that support
daily life and future growth
1.Complete the Police Department Facilities Master Plan, including evaluation
of a potential police.
2.Conduct park master planning and feasibility studies to assess opportunities
for sports field lighting & artificial turf to expand recreational access
3.Expand mobility options for older adults, including evaluation of senior transit
pass programs
4.Complete Fire Department Master Plan, Strategic Plan, Community Risk
Assessment, Standards of Cover, Bottom-up Reviews and Leadership
Succession Plan
5.Develop a Public Works Master Plan that establishes a long -term vision for
infrastructure, sustainability and service delivery
Page 51 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Future Opportunities
Goal 1: Community Infrastructure
Build & maintain the physical systems that support
daily life and future growth
1.Complete streets sidewalks assessment and project to enhance safety,
accessibility, and connectivity.
2.Fleet electrification to reduce emissions, support sustainability goals,
modernize City operations.
3.Develop facility maintenance plan to ensure longevity of all City owned
facilities.
Page 52 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Foster a safe, healthy, and connected community
where everyone can thrive
Why this Matters
Safety, health and well -being are foundational to community trust
and quality of life. Reliable public safety services, effective
emergency preparedness, and opportunities for connection and
belonging contribute to a city where people feel supportive and
secure.
As Chula Vista continues to grow and diversify, maintaining quality
of life requires approaches that are community-centered, proactive
and responsive to evolving needs.
The Plan
Goal 2: Quality of Life & Safety
Page 53 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Community -
centered public
safety
Emergency
preparedness and
response
Community well-
being
Community
Connection and
Cultural
Engagement
Youth Development
and Senior Services
Animal Care
Services
The Plan
Goal 2: Quality of Life & Safety
Foster a safe, healthy, and connected community
where everyone can thrive
Page 54 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Foster a safe, healthy, and connected community
where everyone can thrive
1.Strategize funding and program priorities for homeless services
2.Administration of federal and local grants in collaboration with
community-based organizations
3.Train City Staff to support Emergency Operations Center
4.Develop funding plan for safety vehicle replacement and
complete staffing study for fleet staff to maintain vehicle and
equipment readiness
5.Review structure and scope of Police Department’s Community
Advisory Committee for potential modification
Major Initiatives
Goal 2: Quality of Life & Safety
Page 55 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Foster a safe, healthy, and connected community
where everyone can thrive
1.Public Safety vehicle storage to protect assets, improve
readiness, and support efficient emergency response.
2.Enhanced emergency evacuation shelters to improve capacity,
safety, and support for residents during disasters.
3.Expanded brush management and fire hazard mitigation to
reduce wildfire risk and protect the community.
4.Enhanced animal enrichment services to improve animal well-
being, behavior outcomes, and adoption.
5.Focus development, resource alignment to explore a
comprehensive e-bike city program that enhances accessibility
& advances climate-conscious mobility.
Future Opportunities
Goal 2: Quality of Life & Safety
Page 56 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Strengthen economic vitality by expanding
opportunity, encouraging innovation, and deepening
regional collaboration
Why This Matters
A strong, diverse economy is essential to opportunity, quality of life,
and the City’s long -term fiscal health.
Chula Vista’s strategic location, growing population and both its
expanding regional and binational connections well position the city
to play an increasingly important regional role.
At the same time, the continued economic growth must translate
into tangible benefits for people and
neighborhoods across the city.
The Plan
Goal 3: Growth & Economic Vitality
Page 57 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Business Growth &
Economic
Diversification
Workforce
Opportunity &
Talent
Development
Small Business &
Entrepreneurship
City Policy &
Process
Compliance
Regional
Collaboration &
Innovation
The Plan
Goal 3: Growth & Economic Vitality
Strengthen economic vitality by expanding
opportunity, encouraging innovation, and deepening
regional collaboration
Page 58 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Strengthen economic vitality by expanding opportunity,
encouraging innovation, and deepening regional
collaboration
1.Advance Broadway revitalization & cultural district efforts to stimulate
investment, celebrate cultural assets, and strengthen neighborhood-based
economic activity along the corridor.
2.Pursue removal of the SR-125 toll burden on residents and businesses.
3.Advance the University District to establish a binational multi-institutional
higher education district.
4.Partner with businesses to sustain downtown revitalization, encourage
private investment, and strengthen the economic vitality of the City’s
historic core.
5.Continue implementation of the Chula Vista Bayfront Development,
supporting long-term economic activity, tourism, hospitality and public
access consistent with adopted plans and agreements.
Major Initiatives
Goal 3: Growth & Economic Vitality
Page 59 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Strengthen economic vitality by expanding opportunity,
encouraging innovation, and deepening regional
collaboration
1.Implementation of the Economic Development Strategic Plan
2.Build capacity for data -driven economic development
3.Enhance sports-oriented tourism
4.Develop a tourism plan to expand visitor amenities and services in western
Chula Vista
Future Opportunities
Goal 3: Growth & Economic Vitality
Page 60 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Advance transparent, accountable, and effective
government services
Why This Matters
Effective governance is essential to public trust, fiscal responsibility,
and the City's ability to deliver consistent results.Clear
communication, sound financial management, modern systems,
and a prepared workforce support informed decision making and
accountability across the organization.
As responsibilities and expectations evolve, strong governance
enables the City to adapt, maintain high standards, and use of
public resources responsibly.
The Plan
Goal 4: Good Governance
Page 61 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Transparent
communication &
engagement
Technology and
data-informed
decision making
Workforce
development &
succession
planning
Fiscal
Sustainability &
Stewardship
The Plan
Goal 4: Good Governance
Advance transparent, accountable, and effective
government services
Page 62 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Advance transparent, accountable, and effective
government services
1.Develop and launch a new City website to improve accessibility, usability,
and public access to services, information, and digital resources.
2.Develop an internal audit program and Council Policy to guide risk -based
audits and strengthen governance, accountability, and organizational
performance.
3.Enhance long-term financial planning and fiscal management of all City
funds.
4.Conduct a comprehensive, data-driven staffing and organizational
capacity study to evaluate current and future workforce needs across all
City departments.
5.Develop and implement a citywide governance program for the use of
artificial intelligence and emerging technologies, including policies,
standards, and oversight.
Major Initiatives
Goal 4: Good Governance
Page 63 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Advance transparent, accountable, and effective
government services
1.Expanded digital service delivery and self-service platforms.
2.Enhanced enterprise data integration and analytic tools.
3.Enhanced workforce development and leadership training programs.
4.Implement a data-driven staffing plan aligned with service demands,
operational needs, and long -term financial capacity.
Future Opportunities
Goal 4: Good Governance
Page 64 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Measuring progress keeps this Strategic Plan:
•Accountable
•Transparent
•Results-focused
Tracking Methodologies
Each strategic goal will be assessed using a
limited set of high-level Key Performance
Indicators (KPIs) aligned with the plan’s
priorities
Measuring Progress (KPIs)
Page 65 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
From Plan to Action
This aligned approach keeps the Strategic Plan remains an active
decision-making tool rather than a statics document.
This Strategic Plan guides how the City of Chula
Vista will translate its long-term priorities into day-
to-day action.
Departments will identify specific actions,
timelines, and resource needs that support the
plan’s major initiatives while continuing to deliver
core services.
Page 66 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
A Living, Agile Roadmap: This plan provides a
shared path forward while remaining flexible
enough to adapt to future shifts, emerging needs,
and new project pipelines .
Clear Measurement & Accountability: Next steps
will focus on defining meaningful, achievable
KPIs and implementing a transparent monitoring
tool to track progress, address obstacles, and
support informed decision -making.
Inclusive & Community-Driven: Ongoing
integration of feedback from tonight’s
presentation will strengthen the final plan -
ensuring it reflects collective ideas and delivers a
strategy built for and by all of Chula Vista.
Next Steps –Strategic Plan Comes to Life
Page 67 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
In Closing… This is Really Just the Beginning
This 2026-2031 Strategic Plan reflects the voices, values, and
aspirations of the Chula Vista Community.
The City thanks its residents, business partners, and staff for their
thoughtful engagement and ongoing commitment to shaping the future
of Chula Vista.Page 68 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop
Strategic Goals
Page 69 of 69
City of Chula Vista - City Council
May 12, 2026 Post City Council Workshop