NOTICE AND CALL OF SPECIAL MEETING
CHINO CITY COUNCIL / SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY Notice is hereby given that a special meeting of the Chino City Council / Successor Agency to the Redevelopment Agency will be held on Tuesday, April 12, 2022, at 10:00 a.m. in the Community Room at the Chino Police Department located at 5450 Guardian Way, Chino, CA.
Those persons wishing to speak on any item included on the agenda are invited fill out and submit to the City Clerk a “Request to Speak” form (name and address optional) which is available at the entrance to the Community Room.
Additionally, members of the public may submit verbal comments prior to the meeting by calling (909) 334-3306 or submit electronic inquiries or comments by submitting emails to [email protected]. To give staff adequate time to process comments, please provide your comments by 8:30 a.m. on Tuesday April 12, 2022.
In compliance with the Americans with Disabilities Act, if you require a reasonable accommodation to participate in this meeting, please contact the City Clerk’s Office (909) 334-3306, at least 48 hours prior to the advertised starting time of the meeting.
Any documents produced by the City and distributed to a majority of the City Council regarding any item on this agenda will be made available in the City Clerk’s Office during normal business hours at City Hall located at 13220 Central Avenue, Chino. In addition, such documents will be posted on the City’s website at www.cityofchino.org.
CHINO CITY COUNCIL
STRATEGIC PLAN ROLL-OUT MEETING FOR
CITY OF CHINO SUPERVISORS & MANAGERS
CHINO POLICE DEPARTMENT COMMUNITY ROOM
5450 GUARDIAN WAY
CHINO, CA 91710
TUESDAY, APRIL 12, 2022
10:00 A.M.
AGENDA
ROLL CALL – CITY COUNCIL
Mayor Eunice M. Ulloa, Mayor Pro Tem Marc Lucio, Council Members Karen C. Comstock, Christopher Flores, and Walt Pocock.
PUBLIC COMMUNICATIONS
This is the time and place for the public to address the City Council regarding the City’s Strategic Plan. Ordinance No. 97-08 (Chino Municipal Code Section 2.04.090) limits speakers to no more than five (5) minutes in which to address the Council.
CHINO CITY COUNCIL
APRIL 12, 2022 2
CITY OF CHINO STRATEGIC PLAN
1. Welcome by Mayor Eunice M. Ulloa.
2. Presentations by Executive Management Team and Employee Strategic Plan Workgroup.
ADJOURN
The next Regular Meeting of the City Council will be held on Tuesday, April 19, 2022, at 7:00 p.m. in the Chino City Hall Council Chambers.
I, Angela Robles, City Clerk of the City of Chino, hereby declare that on April 6, 2022 this agenda was posted at the Chino Police Department, on the south window of Chino City Hall, and posted on the City’s website at www.cityofchino.org.
STRATEGIC PLAN
20212021
City of Chino
TABLE OF CONTENTS
Message to Staff 4
City Council 6
Executive Management Team 7
Strategic Plan Update Workgroup 8
About This Plan 10
Mission 13
Vision 13
Core Organizational Values 14
Strategic Issues 16
MESSAGE TO STAFF
4 In 2000, the City of Chino
established a Strategic Plan
consisting of goals that the City
set to achieve in the areas of City
Image, Leadership, Internal/External
Partnerships, Customer Service,
Financial Stability, Technology,
and Long-Range Planning. Over
the course of four years, the City
continuously updated this plan
with new innovations and goals
to help propel the City forward.
However, with ever-changing tasks
and the continuous expansion of
City services, the progression of
a codified Strategic Plan ceased.
Although the City has made
strides in all aspects listed above,
it is imperative to regularly revisit
this Strategic Plan and set new
goals reflecting the organizational
and community needs.
With that, I present to you the 2021
Strategic Plan, which covers the
same areas identified in the 2000
Strategic Plan. Ultimately, it was
determined that the categories
initially selected in 2000 are
still pertinent in our efforts to
continuously improve the City of
Chino. Accordingly, prescribed
in this document are the new
priorities we have established
within these core functions of
municipal governance. As identified
in the earlier versions of the
Strategic Plan, this document
is intended to be a “living
document,” open to alterations
to better reflect the necessities
of our community. As always, I
thank you for your continuous
commitment to deliver essential
services to our residents. Should
you have any questions, please
do not hesitate to contact me.
Sincerely,
Matt Ballantyne
Matt Ballantyne
City Manager
5 CITY COUNCIL
Eunice M. Ulloa Mayor
Marc Lucio Mayor Pro Tem
Karen C. Comstock Council Member
Christopher Flores Council Member
Walt Pocock Council Member
6 EXECUTIVE MANAGEMENT
TEAM
Matt Ballantyne City Manager
Anthony Arroyo Director of Human Resources/Risk Management Rob Burns Director of Finance
Vivian Castro Deputy City Manager
Fred Galante City Attorney
Amer Jakher Director of Public Works
Nick Liguori Director of Development Services
Linda Reich Director of Community Services
Wes Simmons Chief of Police
7 STRATEGIC PLAN UPDATE
WORKGROUP
A Strategic Plan Workgroup,
composed of representatives of
each City Department, met regularly
from March 2018 to January 2019
to review and draft recommended
updates to the 2000 Strategic Plan.
Workgroup representatives engaged
and surveyed their departments and
incorporated staff input into a draft
Strategic Plan Update.
There was Workgroup consensus
that the original Vision, Mission,
and Values statements continue
to provide a foundation on
which to build an organizational
culture and develop workplans
to leverage the City’s resources
to successfully implement the
Strategic Plan. Generally, only
minor changes to wording for these
were recommended. Similarly, the
Workgroup was in agreement that
the seven Strategic Issues from the
2000 Strategic Plan continue to
reflect the broad areas of focus for
the City and recommended only
changes that provide clarification
or underscore the importance of
specific issues.
The Workgroup’s input was
incorporated into a draft that
was reviewed by the Executive
Management Team (EMT)
and the City Council in 2019
and again in 2021 prior to
submission to the City Council
for discussion on April 29, 2021.
8 Marsha Ariyasu Administrative Secretary (Community Services) Silvia Avalos Community Services Manager (Community Services) Vivian Castro Deputy City Manager (Administration)
Christopher Corbin Technical Services Manager (Police Department) Patricia Cacioppo Management Assistant (Development Services) Ron Hernandez Permitting & Inspection Supervisor (Development Services) Rick Lopez Customer Service Representative (Finance)
Keith Martinez Assistant Project Coordinator (Public Works) Linda Reich Director of Community Services (Community Services) Angela Robles City Clerk (Administration)
Ryan Shumway Information Technology Manager (Human Resources) Denise Torres Administrative Secretary (Human Resources) We appreciate the dedication and care put into the Strategic Plan Update by the members of the Workgroup.
9 ABOUT THIS PLAN
The 2021 Strategic Plan is an action-
oriented road map designed to
guide the City of Chino toward
achieving its mission and vision. It
defines the City and its purpose,
what it wants to be in the future,
and how the City plans to make that
vision a reality. The prior Strategic
Plan, which was adopted in January
2000, lives on in its updated
form as this 2021 Strategic Plan.
A Strategic Plan is a living document
that is never really in final form as
it is designed to reflect the times,
challenges, and opportunities that
frame the environment in which
our organization operates. Certain
elements of the Strategic Plan,
such as its Vision and Mission
Statements and Core Organizational
Values, are constant, as they
reflect the greatness to which our
organization aspires, the reason
the organization exists, and the
organizational principles and values
that underlie all that we do. The
Strategic Priorities identified by
the City Council and the objectives
that are developed to address these
priorities, however, may change
due to a variety of factors including
shifts in the economy, societal
changes, and/or technological
advances. Undertaking the strategic
planning process and committing to
its ongoing use and periodic review
and assessment will ensure that
we are meeting our fundamental
mission of providing quality, caring
service to our community.
The Strategic Plan provides a high-
level overview of policy goals, but
it needs to be updated yearly if it
is to serve as an annual guide of
planned actions for the upcoming
fiscal year and an assessment of
prior year performance. This does
not entail a wholesale review and
rewrite of the adopted Strategic
Plan. Rather, it ensures that the
Strategic Plan remains a guiding,
evolving document that addresses
City Council and community
priorities in light of fiscal, staffing,
societal, regulatory, and other
internal and external factors.
10 It was developed in accordance
with the City’s guiding principles
– its vision, mission, and core
organizational values.
MISSION VISION
CORE
ORGANIZATIONAL
VALUES
ACTION
PLAN
11 12
VISION
Chino is a vibrant city. It is a great community to live, work, and play in that is recognized for integrity and dedication to public service.
MISSION
Together we take pride in providing quality, caring service to our community. 13 Commitment to Our Community
We are a results-oriented team that consistently
provides excellent service that is friendly,
responsive, thorough, and focused on our
community’s needs.
Integrity & Accountability
We serve and act in a professional manner that
is worthy of trust by being honest, accountable,
transparent, and responsible at all times.
Fiscal Responsibility
We allocate and invest our City’s resources
in a manner that is effective, efficient, and
transparent; supports short and long-term fiscal
stability; and inspires public trust.
CORE ORGANIZATIONAL
VALUES
The City of Chino pursues excellence in all facets of our operations and services, guided by the following Organizational Values. 14 Partnerships & Teamwork
We work as a team to seek partnerships with
both public and private organizations to maximize
resources and deliver high-quality service. We
treat each other with respect by actively engaging
every team members’ ideas and contributions.
Innovation
We seek continuous improvement and new
ideas to provide excellent service. We promote
a work environment that is proactive, efficient,
cost-effective, and supports creativity and
resourcefulness. We encourage employee growth
and organizational development to anticipate and
meet the ever-changing needs of our community.
Communication & Engagement
We engage the public and build relationships
to better understand and anticipate community
needs and provide the services that are required.
We practice communication that inspires mutual
respect and encourages achieving the City’s
goals through employee participation and
accountability.
15 Positive City Image
The City of Chino has much to
offer its residents, businesses, and
visitors. Chino prides itself on its
diverse population, strong sense of
community, excellent public safety
programs, vibrant neighborhoods,
expansive recreation and leisure
programs, and educational oppor -
tunities from kindergarten through
graduate studies. The City of
Chino is a place “Where Everything
Grows” – families, businesses,
careers, and community pride.
Exemplary Leadership
To reach the goals established
by the City Council, the City is
committed to developing a culture
STRATEGIC
ISSUES
The City Council identified the
following Strategic Issues that serve as
the key pillars on which identified prior-
ities, goals, and action plans are built.
16 that promotes, supports, maintains,
and fosters high morale, employee
accountability, and positive leader -
ship. Toward that end, the City will
provide training programs in the
areas of customer service, leader -
ship, modern management methods,
and effective supervision, as well as
conduct forums for open, participa -
tory communication, both internally
and externally.
The City will maintain its commit -
ment to recruiting, training, and
retaining a highly skilled workforce
by developing its leaders so that
community, citizen, and employee
satisfaction results. The City will
continue to promote open commu -
nication and accountability at
all levels. It is vital for each City
employee to share the responsibility
and meet their commitments in
accomplishing organizational goals.
Public Service Excellence
Through Internal & External
Partnerships
To ensure the provision of quality
City services, Chino will embrace
and leverage the benefits of
collaboration by establishing and
maintaining strong working partner -
ships both within the organization
and with external stakeholders. This
means the City will promote team -
work and collaboration efforts to
reach mutual goals, build trust and
confidence in City government, and
educate stakeholders on govern -
ment processes.
Developing strong and trusting part -
nerships helps the City stay on track
to provide services that are wanted,
needed, and appropriate. These
strong partnerships will also facili -
tate the sharing of resources, infor -
mation, and expertise to improve
and streamline service delivery. The
City will partner with other govern -
mental jurisdictions to coordinate
projects and initiatives to resolve
issues of mutual interest.
Superior Customer Service
Customers expect City govern -
ment to provide high-quality public
service. To ensure expectations of
public service excellence are met,
the City must define high-quality
customer service, articulate expec -
tations, train staff, and survey
customer satisfaction.
17 communicates. Advancements in
technology will continue to provide
opportunities to improve how
staff communicates, receives and
disseminates information, manages
resources, and collects data.
Responsible Long-Range
Planning
As our City grows, it will continue
to maintain a focus on responsible,
balanced development. The City will
also ensure orderly, well-planned
growth, and maintenance of existing
infrastructure and facilities. The
City will continue in its commitment
to provide long-range planning that
contributes to the quality of life for
the community.
Financial Stability
The viability of public sector
economics is subject to many
external factors and funding is often
uncertain. With this understanding,
the City commits to maintaining and
expanding a financial structure that
will support the current and future
needs of the community and to
managing this structure with integ -
rity and diligence that promotes
public trust and confidence.
Effective Technology
For the benefit of the community
and City employees, the City is
committed to being on the fore -
front of technology to improve
the way it conducts business and
18 19
The City of Chino,
Where Everything
Grows
cityofchino.org