THE CENTRE
FOR ORGANIZATION
EFFECTIVENESS
City of Chula Vista
2025 – 2031 Strategic Plan
City Council Workshop Session
Tuesday, May 12, 2026
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
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
Resilience
Accountability
Priorities
Measures
Progress
Allocates
resources
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
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.
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
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
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:
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.
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
Strategic Plan Structure
The Strategic Plan
establishes the City’s
long-term direction.
It does not replace
departmental work plans or
budget.
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.
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.
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
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
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.
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
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
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
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
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
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
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
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
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
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
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
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
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)
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.
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
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.
Strategic Goals