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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 init iated 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 resp onse; 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 de velopment 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