FY 2023 Strategic Planning
May 24, 2023
Process
REVIEWED MID-CYCLE PROGRESS
Year 3 of 5-Year Strategic Plan
REVIEWED PLAN
City Council & Staff Brainstorm Session
STAFF’S COMPREHENSIVE REVIEW
Develop New Priorities & Update Existing
Annual Council & Staff Workshops
March 2nd & 3rd Planning Sessions
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// Strategic Planning
City’s Vision Statement, Priority Setting Process, and City Budget are Connected
WE ARE HERE
Set Priorities
Build Budget
Evaluate Progress
Report Results
Strategic Planning Workshop
CITY OF
BELMONT
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// MISSION, VISION AND VALUES STATEMENTS
Updated changes as discussed
by Council
Strategic Planning Workshop
MISSION, VISION & VALUES STATEMENTS
Mission:
To enrich the quality of life with for our community with the services provided for a safe, fulfilling and vibrant life.
Vision:
We are celebrated for enhancing:
Distinctive community character
Easy mobility
Natural beauty
Thriving culture
Thriving economy
Values:
Our community citizens — our top priority
Our employees — our most important resource
Honesty, integrity, respect, equity, and ethics
Community engagement
Open government
Fiscal responsibility
Quality services
Continuous improvement
Teamwork and partnerships
Strategic Focus Areas – Updates
Strategic Focus Areas
MISSION
VISION
VALUES
GOALS
OBJECTIVES
STRATEGIC FOCUS AREAS
Infrastructure and Mobility
Economic Development & Housing
Fiscal & Organizational Sustainability
Public Safety
Quality of Life
City of Belmont • Strategic Planning Workshop
Strategic Focus Areas Update
MISSION
VISION
VALUES
GOALS
OBJECTIVES
STRATEGIC FOCUS AREAS
Strategic Plan Updates: Goals and Objectives
Within each Strategic Focus Area Staff is proposing revisions to the goal language and objective statements to better reflect current and upcoming priorities and initiatives.
Deleted or revised text are identified as strikeout text, and new text are identified in bold text.
City of Belmont • Strategic Planning Workshop
INFRASTRUCTURE & MOBILITY
Infrastructure and Mobility
Goal: A transportation, facilities, and infrastructure system that maintains and improves our community to meet current and future demand and climate action goals.
Objectives:
Enhance multi-modal transportation
Advance pavement and street improvements
Advance sewer and stormwater system improvements
Advance improvements to Improve parks, athletic facilities, and buildings Advance climate action goals
Objectives:
Enhance multi-modal transportation
Implement Ralston & ADLP Corridor Plans.
Continue to identify and address trends to inform traffic management approach and solutions through PTSC process (3Es) and Mobility/Capital Plans.
Develop a Transportation Master Plan that addresses how growth, mobility, traffic congestion, and infrastructure can be managed.
Objectives:
Advance pavement and street improvements
Continue maintaining and repairing the City’s 140 lane miles of roads through the rolling 5-year community-wide street pavement maintenance program through the judicious use of funds while seeking additional funding opportunities.
Objectives:
Advance sewer and stormwater system improvements
Complete updates to Sewer and Stormwater Master Plans.
Continue progress with sewer system improvement program.
Advance priority stormwater repair and resiliency priority projects.
Objectives:
Advance improvements to Improve parks, athletic facilities, and buildings Continue progress with the Belmont Community Center facility replacement project .
Examine the City’s long-term facilities and infrastructure condition and needs.
Continue progress in addressing Fire Station #15 funding and replacement needs.
Objectives:
Advance climate action goals
Continue to address the City’s fleet renewal plan to climate action goals.
Complete evaluation of the progress with 2017 Climate Action Plan and prepare an update.
ECONOMIC
DEVELOPMENT
& HOUSING
Economic Development and Housing
Goal: Local business and land use, and housing policies that promote support economic development, vibrant mixed-use centers downtown revitalization, and diversity of housing choices.
Objectives:
Implement Support local Economic Development Strategies Coordinate Implement a Balanced Land Use Vision, housing goals and land use programs
Objectives:
Implement Support local Economic Development Strategies Reevaluate the City’s economic development plan which includes strategies and policies that increase the quality of life for residents.
Collaborate with community partners, including Chamber San Mateo County, government and educational institutions, business community leaders, and residents to support housing and economic development.
Revisit the scope and approach to commercial cannabis implementation.
Objectives:
Coordinate Implement a Balanced Land Use Vision, housing goals and land use programs Ensure land use policies and practices support a diversity of housing choices, leverage existing affordable housing assets, and increase options for affordable housing.
Engage in long range/advanced planning projects to facilitate TOD related housing and economic development and establish a specific Plan Area for the Unincorporated Harbor Industrial Association (HIA).
Prepare and implement the 2022-2029 Housing Element in compliance with new housing laws.
Coordinate multi-department/stakeholder team to address timely major development applications (e.g. CD, PW, CA, ED&H).
FISCAL &
ORGANIZATIONAL
SUSTAINABILITY
Fiscal & Organizational Stability
Goal: Ensure Long-term financially sustainable, quality city services delivered through financial stability and investment in our employees to strengthen and investment in our organizational development and effectiveness.
Objectives:
Ensure fiscal/ and revenue sustainability
Strengthen organizational development
Objectives:
Ensure fiscal/ and revenue sustainability
Maximize existing sources of revenue, identify new revenue sources to maintain financial stability.
Invest in systems and process to promote innovation, effectiveness, and financial stewardship.
Secure ongoing funding for sewer, storm, streets, facilities, and parks to address deferred maintenance and future capital needs along with a plan to support critical public services.
Use Measure I/SB1 funding to advance infrastructure projects.
Study the benefits and opportunity to update the City’s business license tax for voter consideration.
Objectives:
Strengthen organizational development
Develop recommendations and implementation work plan to address talent management, succession planning, workforce planning, and employee/career development.
Review and update as needed the City’s personnel policies to ensure they reflect best practices in diversity and inclusion.
Provide equipment, technology, and resources to employees to ensure high level of service delivery to our community.
Create a culture that assures employees are valued, that leadership promotes innovation, creative problem solving, outstanding customer service, and encourages employee engagement.
Develop and capture institutional knowledge documenting processes and procedures in anticipation of retirements and turnover to ensure continuity of services to the community; and opportunity to improve those processes and procedures.
PUBLIC SAFETY
Public Safety
Goal: Forward-thinking public safety services aligned with community needs including through civic engagement, partnerships, and public education.
Objectives:
Ensure seamless public safety services – Police and Fire Strengthen Emergency Preparedness
Objectives:
Ensure seamless public safety services – Police and Fire Maintain strong community outreach and align public safety services that are reflective of community culture and priorities.
Leverage technology and innovation to protect the community
Objectives:
Strengthen Emergency Preparedness
Strengthen emergency response through continued coordination with the San Mateo Consolidated Fire Department.
Fully implement community risk reduction software platforms. Leverage technology to enhance communication through web-based software and communication devices.
Collaborate with the San Mateo Consolidated Fire Department to reduce risk in areas susceptible to wildland fires, establish abatement standards and enforcement tools along with educational outreach
QUALITY OF LIFE
Quality of Life
Goal: Engage the community in maintaining and enhancing Belmont’s character and quality of life in our community.
Objectives:
Improve Parks & Recreation facilities and programs and facilities Create diverse and unique community spaces Promote place-making Foster meaningful community dialogue Expand communication and
Objectives:
Improve Parks & Recreation facilities and programs and facilities Complete Belmont Community Center Master Plan.
Complete Parks, Recreation, and Open Space Master Plan.
Deliver accessible, inclusive services, programs, and facilities for all ages in our community.
Objectives:
Create diverse and unique community spaces Promote place-making Promote an environment that encourages arts, consider art in public places and within new development.
Explore funding and creative solutions for place-making within public spaces for all ages.
Design and implement a city branding effort, inclusive of community signage/wayfinding and gateway features in line with GP/BVSP objectives.
Objectives:
Foster meaningful community dialogue Expand communication and Outreach Continue progress with the City’s comprehensive public information and engagement strategy.
Provide timely, accurate information that is easy to access and understand and facilitate public participation in open meetings.
Provide opportunity for resident leadership and participation, such as academies, and through commissions and advisory/ad hoc groups.
Conduct outreach and community education about city services, areas of cost, and financial resources.
WRAP UP & NEXT STEPS
Council Discussion of Strategic Focus Areas & Priorities Next Steps:
Staff seeks Council Direction on the proposed revisions to SFAs and objectives Carry out a comprehensive review of the City’s Strategic Plan Ensure that the new priorities and any relevant revisions are made to the Plan consider:
Cost of Inaction
Alignment with Vision
Organizational Impacts, Staffing
Fiscal Impacts
Feasibility
2023 - 2027Let's Get to Work