THE CENTRE
FOR ORGANIZATION
EFFECTIVENESS
City of Chula Vista
City Council Workshop
Thursday, January 9, 2025
Agenda for January 9, 2025 Council Workshop
Outcome: Establish strategic framework for 5-year plan
Time Topic
5:00-5:15pm Welcome, Roll Call, Pledge of Allegiance (Mayor) + City Manager Remarks 5:15-5:20pm Agenda and Process Timeline (Kymberly Garrett) 5:20-5:45pm
(estimate)
Public Comment
5:45-6:15pm Review of SWOT Analysis and community/stakeholder themes (Kymberly Garrett)
6:15-7:15pm Present strategic framework and discussion (Sommer Kehrli) 7:15-7:45pm Review and discussion of mission statement (Sommer Kehrli) 7:45-7:55pm Roles & Next steps (Kymberly Garrett)
7:55-8:05pm Closing (Mayor)
Data Sources
Survey:
• Open November 29-January 3
• 1,286 participants with 3,235 comments
• Multiple channel outreach
Community Meetings:
November 20
December 4 (virtual)
December 5 (business focused)
December 5
December 7 x 2 sessions
STRENGTHS
• Diversity is a lived value – it is a
part of the Chula Vista Experience
landscape
• Amazing staff who truly care
about the Mission, Vision &
Values
• Strong protective sense of CV
legacy
• Second largest city in SD County
with access to a multitude of
resources
• Expansion projects identified or
underway: Gaylord; Bayfront; four-
year University
S
WEAKNESSES
• Resource deficiencies: To deliver
more… more is always needed
• Organizational priority shifts &
distractions that can exhaust
resources away from focus &
goals
• Lack of clarity on mid- and long-
term direction
• Ever changing Priority Ambiguity
• Interdepartmental Transparency -
Communicating the “Why”
• Lack of defined KPI
measurements to scorecard
success
W
THREATS
• Balancing resources amongst the
entire city to prevent a fractured
divide
• Managing growth to ensure
infrastructure (traffic, essential
services, support businesses,
staff resources, etc.) can keep up
• Investing in more ways to engage
w/the public and build more
transparency into those
engagements
• Workforce migration (retirement,
attrition, attraction, upbuilding CV as
an Employer destination)
T
OPPORTUNITIES
• Growth Expansion with current
economic development projects
but also future growth to sustain
large scale efforts
• Cross department work to
leverage resources (people &
financial)
• Tell Your Story – to attract
employers
• Integrative opportunities to link
East/West CV
• Youth development programs
for the future of CV for next gen
investment
O
Integrative
Living with a
Small -Town
Charm w/Big
City
Amenities
The Rich History is a
shared pride point!
Critical to preserve
the heritage as the
city grows
Strong kinship
with Cultural
Diversity &
Community
Spirit
Commitment
to
Sustainability
& Green
Initiatives
Chula Vista continues
to be an amazing place
to live!
Quality
Educational
Systems
Confidence in
Public Safety &
City Services
Integrating small
town charm and
big city amenities…
Parks &
Recreation
seen as a huge
asset
Your Chula
Vista Public
Says
Increased &
ongoing
operational
transparency
& access to
public
services
These are areas of
improvement as we
build the Strategic
Plan
Improved
equity
standards for
infrastructure
investment
between East &
West CV
Inclusive
Investment in
Youth
Development
and Senior
Services
Create Bridge building to
improve connections with
residents & the City is
critical in maintaining an
inclusive culture and
important access
Enhanced &
expanded
public transit
options
(especially for
Seniors)
Economic
Development:
Balancing growth
w/job creation
and maintaining
“bedroom
community”
reputation
Critical Housing
Strategy
(affordable;
unhoused;
diverse
options)
Your Chula
Vista Public
Says
DRAFT Strategic Framework
Community Services
Affordable Housing
Unhoused Strategy
City Essential Services
Public Safety
Infrastructure Management
Finance
Human Resources
Information Technology
Quality of Life
Animal Control
Parks & Recreation
Library Services
Sustainability Strategy
Growth
Economic Development
Gaylord Project
Elite Training Center
Four Year University
Bayfront Project
Bi-National Economic Strategy
Guiding Principles
“This strategy is our
roadmap to success. I
commit to providing the
resources and support
needed to make it a reality.”
“Operational excellence will
be key. We'll work tirelessly
to align our processes with
our strategic goals.”
"Our people are the heart of
this strategy. We're
committed to developing the
skills and culture needed for
success."
The Strategic Plan – Compass for the Future
Leadership Comments
Guiding Principles: For the strategy to work,
• we need the people to do the work,
• the operational behaviors to execute the work, and
• the discipline to stay the course.
• What do you think about areas of growth, quality of life, city essential services, and community services as the strategic framework for the City in the next five years? • What (if anything) is missing?
• Are there any other guiding principles (people to do the work, operational behaviors, discipline to stay the course) to consider?
Reflection Questions
The Strategic Plan – Mission Statement
Compass for the Future
Does this still speak to the Mission of Chula Vista?
City Council Mission Statement
The City of Chula Vista is committed to
build and nurture a progressive and
cohesive community which values our
diversity, respects our citizens, honors our
legacy, and embraces the opportunities of
the future.
City Council Roles to Success
Executive Leadership
Champion the strategic vision, Allocate resources, Make key strategic decisions
Department Heads
Team Leaders
Individual Contributor
Department Heads
Translate strategy into departmental goals, Lead implementation of initiatives, Foster cross-functional collaboration
Team Leader Level
Align team objectives with strategy, Drive execution of tactical plans, Provide feedback on implementation challenges
Individual Contributor Level
Understand personal role in strategy, Execute assigned tasks, Suggest improvements and innovations
Executive
Leadership
How does the City Council support the success of the Strategic Plan?
Q u e s t i o n s ?