CITYOF
2026 – 2031STRATEGICPLAN
Adopted August18, 2026
Cityof ChulaVista | 2026 – 2031StrategicPlan
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TABLEOFCONTENTS
LETTERFROMTHECITYMANAGER............................................................................................................. 3 ABOUTTHISPLAN ......................................................................................................................................... 4 OURCITYTODAY ............................................................................................................................................ 5 MISSION, VISION, & VALUES .......................................................................................................................... 6 COMMUNITYVOICES ..................................................................................................................................... 7 STRATEGICPLAN STRUCTURE ..................................................................................................................... 8 STRATEGICGOALS ....................................................................................................................................... 10 GOAL1: COMMUNITYINFRASTRUCTURE ............................................................................................. 11 GOAL2: QUALITYOFLIFE & SAFETY ..................................................................................................... 14 GOAL3: GROWTH & ECONOMICVITALITY ............................................................................................ 18 GOAL4: GOODGOVERNANCE ................................................................................................................ 21 MEASURINGPROGRESS .............................................................................................................................. 24 FROMPLANTOACTION .............................................................................................................................. 24 SHAREDRESPONSIBILITY ........................................................................................................................... 25 CLOSING ........................................................................................................................................................ 26 APPENDIXA. STRATEGICPLANIMPLEMENTATIONTRACKER ............................................................... 27 Cityof ChulaVista | 2026 – 2031StrategicPlan
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LETTERFROMTHECITYMANAGER
DearcommunitymembersandCityemployees,
I am honoredto presentthe Cityof ChulaVista’s 2026–2031StrategicPlan, whichreects our shared commitmentto thoughtfulplanning, responsiblestewardship, andserviceto the community.
This plan was shaped by the voices of residents, businesses, and community partners, as well as the experienceanddedicationof Citystaff. It representsa collectiveunderstandingof whatmattersmost to ourcommunityandhowtheCitywill focusits efforts in the yearsahead.
Chula Vista continues to grow and evolve, and with that growth comes both opportunity and responsibility. This StrategicPlan providesa steady foundation to guide decision-making, support accountability, and help the City move forward with clarity and purpose. It is intendedto be used, referenced, andrevisitedas conditionschangeandprioritiesevolve.
The work ahead will require collaboration, discipline, and shared responsibility. Progresswill be measuredovertime, andcontinuedengagementwith the communitywill remainessentialas the City translatesthis planinto action.
Onbehalfof the Cityof ChulaVista, I thankeveryonefor theircontributionsto this effort andfor their ongoingcommitmentto our city. Together, we will continueworkingto strengthenChulaVista as a welcoming, forward-looking, andwell-servedcommunity.
Sincerely,
TiffanyAllen
CityManager
City of Chula Vista
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ABOUTTHISPLAN
ChulaVista is a large, diverse, and growing city shapedby its people, neighborhoods, and shared commitment to opportunity, equity, and quality of life. As the second-largest city in San Diego County and81stlargestcityintheUnitedStates, ChulaVistaplaysacriticalroleintheregion’s economy, housing market, outdoor spaces, and binational activity. These dynamics create both opportunity and complexity, requiring thoughtful, coordinated, and disciplined long-term planning.
The2026–2031CityStrategicPlanestablishesa clearframeworkto guidehowthe Citysetspriorities, allocatesresources, andmeasuresprogressoverthenextve years. It translatesCityCouncildirection, community input, and organizationalvaluesinto a focused set of strategic goals that align policy decisions, operationalplanning, andperformancemanagementacrosstheorganization.
This plan is intentionallydesignedto be both aspirationaland practical. It looks aheadto the future ChulaVistais workingtoward, whileremaininggroundedin scal realities, organizationalcapacity, and the evolvingneedsof the community. Annualbudgets, departmentalwork plans, and performance reportingwill alignwith this planto translatestrategyconsistentlyinto action.
At its core, this StrategicPlanis a decision-makingtool. It supportstransparency, accountability, and long-term resilience, helping the City respond effectively to today’s challenges while preparing thoughtfullyfor thefuture.
WhatThis Plan Does
Establishes a shared
framework for
setting priorities and
making decisions
transparency around
goals, progress, and
performance
Reects
direction andvision with near-
term operational
realities
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OURCITYTODAY
ChulaVistais adynamiccitydened byits diversity, scale, andregionalconnections. Hometo residents from manycultures, backgrounds, andgenerations, theCitycontinuesto experiencepopulationgrowth, development pressure, and increasing demand for public services and infrastructure.
ChulaVista benets from signicant strengths, includingits location within the San Diego–Tijuana binational region, a growing economic base, and sustained public and private investment. These assets providea strongfoundationfor long-termsuccess.
Growthandopportunityalsobringcomplexity. Infrastructuresystemsrequireongoingmaintenanceand modernization. Housing affordability, trac congestion, and climateresiliencepresent persistentchallenges.
Fiscal limitationsand workforcecapacity constraintsrequire disciplinedprioritizationand thoughtful sequencingof initiatives. This
StrategicPlan acknowledgesthese realities. It buildson theCity’s strengthswhile addressingthe conditions necessaryto sustainquality of life, promoteequity, and guideresponsiblegrowth over time.
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MISSION, VISION, & VALUES
Together, the City of Chula Vista’s Mission, Vision, and Values provide a shared compass that guide howtheCityservesthecommunity, plansfor thefuture, andworkstogetherto deliverresults.
Mission
TheCityof ChulaVistais dedicatedto cultivatinganinclusiveandvibrantcommunitywhereresidents, 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, andenhancedqualityof life for all.
Vision
Chula Vista is a safe, thriving, and inclusive city— recognized for its innovation, economic vitality, and exceptionalqualityof life, fosteringcommunitypride, sustainablegrowth, andcreatinga destination wherepeopleandbusinessesourish for generationsto come.
Values
The City’s Values dene how work is carried out and how decisions are made:
Inclusivity: Creatingan authenticsenseof belongingby welcomingdiverseperspectivesand removingbarriersto participation.
Community: Buildingtrust and sharedresponsibilitythrough collaboration, partnership, and civicengagement.
Innovation: Encouraging creativity, learning, and continuous improvement, and evidence-based decision making to proactively adapt to change and better serve the community.
Integrity: Acting with honesty, transparency, and accountability in all actions and decisions.
Stewardship: Managing public resources responsibly and sustainably to support long-term community benet.
Excellence: Holding high standards and taking pride in delivering exceptional public service.
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COMMUNITYVOICES
Communityinput was a foundationalelement of this StrategicPlan. Throughsurveys, workshops, meetings, andonlineengagement, residents, businesses, andcommunitystakeholderssharedinsights into theissuesthat mattermost to them.
This engagementhelpedclarify priorities, highlight areasof concern, and identify opportunitiesfor improvement. Communityperspectivesdirectlyinformedthe plan’s goals and strategicfocus areas, reinforcingtheCity’s commitmentto inclusiveandresponsivegovernance.
Acrossengagementefforts, residentsconsistentlyexpressedpridein ChulaVista’s diversityandsense of belonging. Safety, quality parks and recreation, and reliable public services were identied as essentialto quality of life. At the same time, participantsraisedconcernsrelatedto infrastructure conditions, housing affordability, trac congestion, and the needfor transparent, accountablegovernment.
Top
CommunityPriorities Community &
Belonging Safety &
RecreationInfrastructure &
Housing Youth &
Seniors (IntergenerationalEngagement, all- ageinclusion, generationalwell- being, community for everygeneration) Transparency &
Accountability
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STRATEGICPLANSTRUCTURE
This StrategicPlanestablishesthe City’s long-term direction. It does not replacedepartmentalwork plansor the annualbudget. Instead, it providesa unifyingframeworkto align decisions, investments, and actions across the organization.
CityCouncilprioritiesandorganizationalresponsibilitiesinformthestrategicgoalsoutlinedin this plan.
These goals guide annual work planning, budget development, and performance measurement.
Progress is tracked through dened indicators and reported publicly to ensure transparency, accountability, andcontinuousimprovement.
Strategic Goals
Eachstrategicgoalfollowsaconsistentstructuredesignedto balancelong-termvisionwithoperational reality.
FocusAreas & Objectives
StrategicFocusAreas & Objectivesdene wherethe Citywill concentrateits efforts undereachgoal.
They identify key policy and service domains requiring attention over the ve- year planning horizon and provide exibility to adapt as conditions evolve.
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CoreServices
Core Services represent the essential, ongoing functions the City delivers every day. These services account for the majority of City operations, stang, andfunding. AddressingCore Servicesin theStrategic Plan emphasizesthat deliveringreliable and consistentservices remains the City’s highestpriority.
Major
InitiativesMajor
Initiativesare focused, time- boundeffortsthe Cityintendsto advanceduring the planperiod. These initiativesare alignedwith availableresourcesand organizationalcapacity, helping maintainfocus and feasibility. Future
OpportunitiesFuture
Opportunitiesidentify additionalpriorities advancedby CityCounciland the communitythat are not currentlyfunded, scheduled, or resourcedfor implementationdue to scal, stang, or operationalconstraints. Including these items promotestransparencyand supports long-term planningby clarifyingpotential future directionas resourcesandcapacity allow.
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STRATEGICGOALS
The Strategic Plan is organized around four strategic goals that reect community priorities, City Councildirection, andorganizationalresponsibilities. Together, thesegoalsguidehowtheCityfocuses resources, advancesinitiatives, andmeasuressuccess.
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GOAL1: COMMUNITYINFRASTRUCTURE
Build and maintain the physical systemsthat support daily life and future growth
WhyThis Matters
Communityinfrastructuresupportsnearlyeveryaspectof dailylife, from publicsafetyandmobilityto economicopportunityandenvironmentalsustainability. As ChulaVistacontinuesto growandevolve, infrastructure systems must be maintained, modernized, and expanded in a way that is strategic, scally responsible, andequitable. Proactiveinvestmenthelpsprotect publicassets, reducelong-term costs, andsupportsafe, reliable, andaccessibleinfrastructureacrossall neighborhoods.
Strategic Outcomes
By 2031, Chula Vista’s infrastructure systems reliably support community needs through well- maintained, modernfacilities, and accessibletransportationnetworks. Peopleexperiencesafer and more ecienttravel, accessiblepublic spaces, and dependableinfrastructure. Investments are prioritized transparently, informed by data, and distributedequitably across neighborhoods, supporting quality of life, economicvitality, and environmentalgoals. Focus Areas & ObjectivesThe
City will focusits effortsin thefollowingareas to advancethis goal: 1. 1 Infrastructuremaintenance and modernizationEstablish
and maintaina comprehensive, citywide inventoryof infrastructureassets to supportdata- informedprioritization, lifecycle planning, and identicationof eciencies. Proactivelyassess opportunitiesto modernize aginginfrastructure, reducedeferred maintenance, and improve long-term cost effectiveness. Enhancethe
maintenanceandmodernizationof public facilitiesto support safe, functional, and accessible publicspaces. 1. 2
Housingaordabilityand stabilityAdvance policiesand
programsthat expandaccess to varied housingoptionsthroughoutthe city to meet the needsof all residents. Supporthousingstrategies
that promotelong- termstability, accessibility, and neighborhoodcompatibility. Coordinatewith state
and regionalpartnersto communicatethe City’s housingproductioneffortsand planned opportunities. 1. 3 Transportation,
mobility, andaccessibility Enhance multimodaltransportation options to support safe andecient movementfor drivers, pedestrians, bicyclists, seniors, and individuals with disabilities. Improveaccess to essential services, employment, parks, and communityfacilities throughtransportationinvestments. Prioritizesafety and visibility
improvementsin high-use and high-needareas.
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1.4 Climate resilience and sustainability
Integrate climate resilienceinto infrastructure planning, capital investments, and service delivery.
Advancesustainable, conservationand environmentalprogramsthat reduceenvironmental impactsandsupportlong-term resourcestewardship.
Aligninfrastructureinvestmentswith adoptedsustainabilityandclimategoals.
1.5 Balancedinvestment acrossneighborhoods
Expandequitableaccessto parks, publicspaces, andCityamenitiesacrossall neighborhoods.
Prioritizeinvestmentsthataddressdisparitiesandimprovequalityof life in underservedareas.
Usedataandcommunityinputto guideequitableallocationof infrastructureresources.
CoreServices
Planning and maintenance of City infrastructure, including streets, bridges, utilities, facilities, parks, andpublicspaces
Asset management, capital planning, and lifecycle analysis to guide infrastructure investment andreducelong-termcosts
Transportation planning, trac operations, and mobilityimprovementsfor all usersStormwater, wastewater, and environmentalcompliance services Engineering design, constructionmanagement, and deliveryof capitalimprovementprojects Ecient processingof housing andopportunitiesto provide balancedhousingoptions Intergovernmentalcoordination and advocacy relatedto housing, development, and planned facilitiespolicies Major Initiatives
Completebuildout
of Millenia LibraryCompletethe
Police DepartmentFacilitiesMaster Plan, includingevaluationof a potentialpolicesubstationto improve servicecoverageand responsetimesConduct park
master planningand feasibilitystudiesto assessfacilityutilizationand prioritize improvementsthat expand recreationalaccessExpand mobility
optionsfor older adults, includingevaluationof senior transitpass programsCompletea citywide lightingstudy and a safetystudyto identifyopportunitiesto improve visibility, security, and public safetyExplorethe
feasibilityof establishinga senior centeron the eastsideof the cityto enhanceaccessto servicesandprogrammingContinueimplementing
the 2021- 2029City’ s HousingElementin compliancewithstate requirementsand local prioritiesCoordinatewith
regional partnersto explore gradeseparationopportunitiesthat improve safety, reduce congestion, and enhance regionalmobility Continueto
implementassetmanagementtechnologyto support data-informedinfrastructureplanning, lifecycle management, and transparent investmentdecisions Develop a Public WorksMasterPlan that establishesa long- termvisionfor infrastructure, sustainability, and service delivery
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Future Opportunities
Completestreets sidewalks assessmentand project to enhancesafety, accessibility, and connectivity
Fleet electrication to reduce emissions, support sustainabilitygoals, and modernizeCity operations
Developfacility maintenanceplanto ensurelongevityof all Cityownedfacilities RevitalizetheWomen’s Club
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GOAL2: QUALITYOFLIFE & SAFETY
Foster a safe, healthy, and connected community where everyone can thrive
WhyThis Matters
Safety, health, and well-beingare foundationalto communitytrust and quality of life. Reliablepublic safety services, effective emergencypreparedness, and opportunitiesfor connectionand belonging contributeto a city wherepeoplefeel supportedand secure. As ChulaVista continuesto grow and diversify, maintainingqualityof life requiresapproachesthat arecommunity-centered, proactive, and responsiveto evolvingneeds.
Strategic Outcomes (2031)
Chula Vista is a safe, welcoming, and connected city where community members have condence in the City’s ability to protect, serve, and respond. Public safety services are reliable and trusted, communitiesarepreparedfor emergencies, andpeopleof allageshaveaccessto programsandshared spaces that support well-being and connection.
FocusAreas & Objectives
TheCitywill focus its efforts in thefollowingareasto advancethis goal:
2.1 Community-centered public safety
Strengthentrust andeffectivenessin publicsafetyservicesthroughdata-informedstrategies, innovation, andongoingcommunityengagement.
Expandaccess to public safety servicesand improveresponsivenessthrough coordinated communication, outreach, andservicedelivery.
Supportapproachesthat balanceenforcement, prevention, and communitypartnershipsto enhanceoverallsafetyandwell-being.
2.2 Emergencypreparednessand response
Ensuretimely, effective, and data-informed deliveryof police and re servicesby actively monitoringcalls for serviceperformanceanddeployingstaff strategicallyto maintaina high standardof publicsafetyfor all communitymembers.
Strengthenemergencycommunicationsinfrastructure, practices, andcultureto ensuretimely, transparent, andconsistentdeliveryof information.
Strengthen preparedness for natural disasters, climate-driven risks, technological hazards, and public health emergencies.
Enhance coordination across departments and regional partners to improve emergency response and recovery capabilities.
Advance wildre mitigation and climate-adaptive strategies to protect residents, property, and critical infrastructure.
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2.3 Community well- being
Promote health, stability, and livability through services, programs, and environmentsthat supportpeopleacrossall life stages.
Expandaccessto recreation, wellness, andcommunityprogramsthat supportphysical, social, andemotionalhealth.
Address public health and vulnerable population needs through coordinated services, partnerships, and policy approaches that improve livability.
Support safe, welcoming, and activated public spaces that encourage regular use and positive community interaction.
Promote equitable access to opportunities, resources, and services that enhance quality of life across neighborhoods and populations.
2.4 Community connection and cultural engagement
Expand access to library services, lifelong learning opportunities, and digital resources that supporteducation, workforcereadiness, andequitableaccessto information.
Enhanceartsandculturalprogramming, creativespaces, andpublicart thatreflectcommunity identityandsupportlocalartists.
Activate community spaces through events, festivals, and programming that bring people together and strengthen a shared sense of belonging.
Improve equitable access to cultural, educational, and community programming across neighborhoods.
Strengthen partnerships with schools, community organizations, and cultural institutions to expand reach and maximize community impact.
2.5 Youth development and senior services
Support programs and partnerships that promote positive youth development, workforce readiness, andcivicengagement.
Expandaccessto services, resources, and programmingthat support older adults in aging safely, independently, andwith dignity.
Strengthencoordinationwith advisorybodiesandcommunitypartnersto addresstheevolving needsof youthandolderadultsto increaselivabilityacrossthe agespectrum.
2.6 Animal care services
Provide humane, responsive, and reliable animal care services that protect public health and safety.
Promoteresponsiblepetownershipthrougheducation, outreach, andenforcement.
Maintaineffectiveshelteroperations, adoptionprograms, andpartnershipsthatsupportanimal welfare.
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CoreServices
Police, re, emergencymedical, anddisasterpreparednessservices Planreviewsandre inspectionsto limit communityrisks
Community-based public safety, prevention, and emergency response coordination Animalservices, sheltering, veterinarycare, andcommunityeducation Parks, recreation, andcommunityprogrammingthatpromotehealth, connection, andbelonging Publichealth–supportiveservicesdeliveredthroughpartnerships, addressingconcernsthrough policies, andoutreach
Investigationandenforcementof regulationsto maintainandenhanceneighborhoodquality Communityengagementandeducationrelatedto safety, preparedness, andwell-being Resident participation through boards and commissions that inform policy, enhance transparency, andstrengthencommunityrepresentation
Major Initiatives
Diversifyemergencycommunicationsandpublicnotication methodsto increasereach, speed, clarity, andaccessibility, andeducatethepublicthrougha citywidecampaigninitiative CreateandimplementtheParksandRecreationProgrammingPlanto reect currentandfuture communityneeds
Advancepublichealthandsafetypolicyinitiatives
Strategizefundingandprogramprioritiesfor homelessservices Administrationof federalandlocalgrantsin collaborationwith community-basedorganizations Extendhomelessservicesby expandinghomelesstools to includethe ChulaVista Villageat Otayas a SouthBayregionasset
AssessADAaccess (ADASelf-EvaluationandTransitionPlanUpdate) TrainCityStaff to supportEmergencyOperationsCenter
Develop funding plan for safety vehicle replacement and complete stangstudyfor eetstaff to maintainvehicle and equipmentreadiness Support
community-led culturaland neighborhoodinitiatives that strengthencivic prideReview structureand scopeof thePoliceDepartment’s CommunityAdvisory Committeefor potential modicationComplete
Fire DepartmentMaster Plan, StrategicPlan, CommunityRisk Assessment, Standards of Cover, Bottom-up Reviews, and LeadershipSuccessionPlan
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Future Opportunities
Public safety vehicle storage to protect assets, improve readiness, and support ecientemergency response Implementation
of theADATransitionPlan to enhanceaccessibility, equity, and complianceacross City facilitiesand spacesFire
Departmenttraining facility and EmergencyOperationsCenter to strengthenpreparedness, coordination, and responsecapabilitiesEnhanced
emergencyevacuation shelters to improvecapacity, safety, and supportfor residentsduring disastersIncreased
fuel storagecapacityto ensureoperationalcontinuity during emergenciesand supplydisruptions Expanded
brush managementand re hazardmitigationto reducewildre risk and protectthe community Animal
ServicesFacility Master Plan to modernizefacilities and improveoperationaleciency andanimal careEnhancedanimal
enrichmentservicesto improve animalwell- being, behavioroutcomes, and adoption success Cityof ChulaVista | 2026 – 2031StrategicPlan
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GOAL3: GROWTH & ECONOMICVITALITY
2 Strengthen economic vitality by expanding opportunity, encouraging innovation, and deepening regional collaboration
WhyThis Matters
A strong and diverse economy is essential to opportunity, quality of life, and the City’s long-term scal health. ChulaVista’s strategic location, growing population, and expandingregionaland binational connectionspositionthecity to playanincreasinglyimportanteconomicrolein theregion. At thesame time, economic growth must translate into tangible benets for people and neighborhoods across the city.
Strengtheningeconomicvitality requiresaligningbusinessdevelopment, workforceopportunity, land use planning, and regional partnerships. By building on existing assets and encouraging innovation, the City can support local businesses, attract investment, and expand access to quality jobs while maintaininghighstandardsfor growthandcommunitycharacter.
Strategic Outcomes (2031)
By2031, ChulaVistahasa morediverseandresilientlocaleconomythat offers expandedopportunity acrossindustriesand neighborhoods. Localbusinessesarepositionedto grow andadapt, workforce pathways are better aligned with emerging industries, and regional collaboration supports innovation and investment. Economicactivity contributesto long-term prosperity, scal stability, and a higher qualityof life for thecommunity.
FocusAreas & Objectives
TheCitywill focusits efforts in thefollowingareasto advancethis goal:
3.1 Businessgrowth and economic diversification
Strengthenefforts to retain, expand, andattractbusinessesthat alignwithChulaVista’s assets andlong-termeconomicpriorities.
Encouragediversication across industries to reduce economic vulnerabilityand support sustainablegrowth.
Leveragemajoremploymentcenters, district-scaleinitiatives, andcatalyticprojectsto broaden theCity’s economicbase.
3.2 Workforce opportunity and talent development
Align workforce development initiatives with current and emerging industry needs to expand accessto qualityjobs.
Strengthen partnerships with educational institutions, employers, and workforce organizations to supporttraining, upskilling, andcareerpathways.
Improve coordination across programs that connect people to employment and advancement opportunities.
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3.3 Small businessand entrepreneurship
Improve the business environment for small businesses and entrepreneurs through streamlinedprocessesandcoordinatedsupport.
Strengthenneighborhoodcommercial areas to increase visibility, foot trac, andlocaleconomic activity. Foster
conditionsthat allowlocal businessesto start, grow, and reinvestin thecommunity. 3. 4 Citypolicyand processcomplianceIdentify
businessgaps, marketneeds, and regulatorybarriers to betteralign City policieswith current and emergingeconomicopportunities. Explore
policiesto encouragebusiness developmentthat enhancesneighborhoodcharacter and communitybenet. Streamline
permitting and interdepartmentalreview processesfor businessdevelopment. 3. 5 Regionalcollaborationand innovationExpand
collaborationwith regional, binational, and industrypartners to encourageinnovation and sharedeconomicgrowth. Support
initiativesthat leverageChula Vista’s location, talent, and institutionalpartnershipsto attract investment. Encourage
innovation across sectors through collaboration, pilot programs, and sharedlearning.
Core
ServicesEconomic
development, business attraction, retention, and smallbusinesssupport Land use planning, environmentalreview, and permittingaligned with adoptedplans Real estatemanagement, public- privatepartnerships, and strategicsite developmentSpecial events permittingand coordinationthat activatespublic spaces, supportslocal businesses, and enhancesthe City’s regionalprole Major
InitiativesComplete
an economicdevelopmentstrategic plan that lays out the long-term visionand near-term actionsAdvance
procurementpolicies that improvelocal businessparticipation, including evaluatingoptions for scoringadvantagesor othermechanismswithin the City’s RFPand contractingprocesses Pursue
removalof theSR-125toll burdenon residentsand businesses, including advancingstrategies to addresstoll debtobligationsand advocatingfor equitableregional transportationsolutions Continue
implementationof theChulaVista BayfrontDevelopment, supporting long- term economic activity, tourism, hospitality, and publicaccessconsistentwith adoptedplans and agreements Advance
the UniversityDistrict to establisha binationalmulti- institutionhigher educationdistrict, enhancingworkforce development, research, and innovationin ChulaVista Cityof ChulaVista | 2026 – 2031StrategicPlan
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Partnerwith businessesto sustaindowntownrevitalization, encourageprivateinvestment, and strengthen the economic vitality of the City’s historic core Complete the Chula Vista Elite Athlete Training Center Master Plan to establish a long-term visionfor the campus, includinglanduse, facility improvements, operations, andpartnerships UpdatetheUrbanCoreSpecic Planto guidereinvestment, landuse, mobility, andplacemaking in alignment with economic vitality and community character Advance Broadway revitalization and cultural district efforts to stimulate investment, celebrate culturalassets, andstrengthenneighborhood-basedeconomicactivityalongthecorridor Adopt the OutdoorDiningOrdinanceto incentivizeand streamlinethe permitting of outdoor dining areas in the city
Partner with the Chula Vista Elementary School District for workforce development at libraries andCityfacilitiesto connectstudentsto careerpathwaysin innovation, life science, energy, and sound
Future Opportunities
Implementationof theEconomicDevelopmentStrategicPlan
Buildcapacityfor data-driveneconomicdevelopment
Enhancesports-oriented tourism
Develop tourism economic development plan to expand visitor amenities and services in westernareaof ChulaVista
Create focus areas that align complementarybusiness and industry clusters to support established and emerging economic development opportunities, such as tourism for the Bayfront
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GOAL4: GOODGOVERNANCE
Advancetransparent, accountable, and eectivegovernmentservices Why This MattersEffective
governanceis essentialto publictrust, scal responsibility, and the City’s abilityto deliverconsistent results. Clear communication, sound nancialmanagement, modern systems, and a prepared workforcesupport informeddecision-making and accountabilityacross the organization. As responsibilities and expectationsevolve, strong governanceenables the Cityto adapt, maintainhigh standards, and usepublicresourcesresponsibly. Strategic
Outcomes (2031) By
2031, the Citycontinuesto operateas a transparent, accountable, and effectiveorganization. Decision- making is informedby dataand clearstandards, nancial practicesremain disciplinedand sustainable, and Citysystemsand workforcecapacity continueto supportconsistentservice deliveryand publiccondence. Strategic
Focus Areas & ObjectivesThe
City will focusits effortsin thefollowingareas to advancethis goal: 4. 1 Transparentcommunicationand engagementImprove
and expandaccess to informationabout City initiatives, budgets, and performancethrough clear, timely, and accessiblecommunication. Expand
the useof digitaltools, dashboards, and multimediaplatforms to shareupdatesand explain City decisions. Strengthen
two- wayengagementthrough virtual and in- personforums that encourageinclusive participationand understanding. 4.
2 Technologyand data-informeddecision- making Advance
the useof technologyand datato improveservice delivery, internal coordination, and public accessto information. Expand
performancemeasurement, analytics, and dashboardsto supportinformeddecision-making, transparency, and accountability. Establish
clear policiesand governancefor theresponsibleuse of articialintelligenceand emerging technologies. 4.
3 Workforcedevelopmentand successionplanning Support
recruitment, retention, and leadershipdevelopmentto maintaina skilled, diverse, and high- performingworkforce. Strengthen
successionplanning, knowledgetransfer, and organizationalcontinuity as theCityevolves.
Promote
employeedevelopment, well- being, and work-life balanceto sustainengagementand performance over time.
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4.4 FiscalSustainability and Stewardship
Maintain long-term scal health through structurally balanced budgets and long-term nancial planning.
ManageCity reservesand nancial policies in alignmentwith adoptedstandardsand best practices.
Alignfundingdecisionswith measurableoutcomesto strengthenaccountability, transparency, andresourceallocation.
Support risk management by proactively identifying, assessing, and mitigating risks that could impact the achievement of strategic goals.
CoreServices
Policydevelopment, legislativesupport, andgovernanceservices Financial management, budgeting, nancial reporting and auditing, and long-term nancial planning
Purchasing, payroll, accountspayable, accountsreceivable/collections, andtreasuryoperations Citywideadministration, organizationalleadership, andperformancemanagement Legal services, risk management, and code enforcement support Legislative administration, elections management, records preservation, and public access to supporttransparency, compliance, andcontinuityof government Humanresources, laborrelations, workforcedevelopment, andemployeewellness Information technology, cybersecurity, data management, and digital services Public communication, community engagement, and emergency communications Intergovernmentalrelationsandregionaladvocacy
Major Initiatives
Developandlauncha newCitywebsiteto improveaccessibility, usability, andpublicaccessto services, information, and digital resources
Developan internal audit program and Council Policy to guide risk-based audits and strengthen governance, accountability, andorganizationalperformance.
Enhancelong-termnancial planningandscal managementof all Cityfunds Expandanalyticsandmonitoringtools to assesspublicengagement, reach, andsentiment Conducta comprehensive, data-drivenstangandorganizationalcapacity study to evaluatecurrent and futureworkforceneeds acrossall CitydepartmentsDevelop and implementa citywidegovernanceprogram for theuseof articialintelligenceand emerging technologies, including policies, standards, and oversightProvide opportunitiesand avenuesto prepare, recruit, and retainworkforcefrom local community Cityof ChulaVista | 2026 – 2031StrategicPlan
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Future Opportunities
Expanded accessible online and digital service delivery, self-service platforms, while maintainingperson-to-personserviceoptions
Enhancedenterprisedataintegrationandanalyticstools
Enhancedworkforcedevelopmentandleadershiptrainingprograms Implementa data-drivenstangplanalignedwith servicedemands, operationalneeds, and long- termnancialcapacity
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MEASURINGPROGRESS
Measuringprogresskeepsthe StrategicPlanaccountable, transparent, andresults-focused. Progress towards each strategic goal will be assessedusing a limited set of high-level Key Performance Indicators ( KPIs) aligned with the plan’s priorities. Appendix A provides the Strategic Plan ImplementationTracker, includingthe status of major initiativesand detailedKPIsfor core services.
This plan may be updatedto ensureit remainsrelevant, an effective measureof progress, and to incorporateannualCouncildirection.
Theseindicatorsaredesignedto trackoutcomesandoveralleffectivenessratherthanindividualtasks or activities. Resultswill be reportedregularlyto CityCounciland sharedpubliclyto providevisibility into progressandperformance.
Detailedoperationalmetrics, targets, andtimelineswill be managedthroughcitywidework plansand performancedashboards, allowingleadershipto monitorprogressandadjuststrategiesas needed.
FROMPLANTOACTION
This Strategic Plan guides how the City translates long-term priorities into day-to-day action. Annual budgets, departmental work plans, and capital planning processes will be aligned with the goals and initiativesoutlinedin this plan.
Departments will identify specic actions, timelines, and resource needs that support the plan’s major initiativeswhilecontinuingto delivercoreservices. Budgetdecisionswill beevaluatedin thecontextof the StrategicPlanto ensureinvestmentsadvanceadoptedpriorities.
This alignmentkeepsthe StrategicPlanremainsan activedecision-makingtool ratherthan a static document.
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SHAREDRESPONSIBILITY
Achieving the goals of this Strategic Plan requires coordinated leadership, disciplined execution, and ongoingcommunitypartnership. Clearrolesandaccountabilityensurethat prioritiesremainfocused, resourcesarealigned, andprogressis transparent.
City Council
Sets policy direction and adopts budgets and annual work plans aligned with the StrategicPlan. Prioritizesthe four goals and avoids competingdirection that would dilutefocusor delayimplementation.
City Attorney
The City Attorney represents and provides independent legal advice to the City and all Cityocials, ensuringthat municipalactions complywith local, state, and federallaws. The CityAttorneyrepresentsthe cityin alllegalmatters, supportsethical governance, and protectsthe community’s interests. Boards,
Commissions, & Committees Align
recommendationsand annualwork plans with the StrategicPlan’ s fourgoals, consistent with theiradvisoryroles. City
ManagerAligns
resources, stang, and operationsto advance theStrategic Plan. Promotes organizationalunderstanding of plan priorities, monitorsperformance, reports progress, and advises CityCouncilwhenadjustmentsor tradeoffs arerequired dueto changingconditionsor resource constraints. City Clerk
The City
Clerk’s Oce servesas theocial record-keeperforthe city, managingpublicdocuments, legislativerecords, and access to information. It supportstransparentand accountablegovernmentby overseeing public meetings, electionsadministration, and compliancewith legal and regulatory requirements. City workforceExecutes day-
to- day
work in alignmentwiththe StrategicPlan and elevatesopportunitiesor barriersto supervisors to improveoutcomes. CommunitymembersStay informed,
provide ongoing
input, and participatein engagementand budget processesto help guide implementationandmonitorprogress.
Cityof ChulaVista | 2026 – 2031StrategicPlan
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CLOSING
This Strategic Plan reects the voices, values, and aspirations of the Chula Vista community. The City thanksresidents, businesses, partners, andstaff for theirengagementandcommitmentto shapingthe futureof ChulaVista.
Cityof ChulaVista | 2026 – 2031StrategicPlan
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APPENDIXA. STRATEGICPLANIMPLEMENTATIONTRACKER
The Strategic Plan Implementation Tracker supports implementation of the City’s ve- year StrategicPlanby tracking the KPIsfor core servicesand the status of major initiatives. Thetracker provides a consistent framework for monitoring progress, measuring performance, and supporting accountability acrossCity departments. It is intended to serveas a livingmanagement tool that will be regularlyreviewedand updated throughout the ve- yearimplementation period.
City of Chula Vista 2026 – 2031Strategic Plan Implementation Tracker
GOAL FOCUSAREAS & OBJECTIVES TYPE DESCRIPTION ALSO
SUPPORTS KPIs (for CoreServices) / STATUS (for MajorInitiatives) CoreService PlanningandmaintenanceofCityinfrastructure, includingstreets, bridges, utilities, facilities, parks, andpublicspaces 1.3 ; 1.5 annually; Complete1,400linearfeetofstormdrainliningannually CoreService 1.4; 1.5 TobedevelopedpendingthecompletionoftheAssetManagementPlan CoreService 1.3 ; 1.4 ; 1.5
MajorInitiative potentialpolicesubstationtoimproveservicecoverageandresponsetimes 1.5 ; 2.1 ; 2.2 InProgress MajorInitiative infrastructureplanning, lifecyclemanagement, andtransparentinvestment 1.4 ; 4.2 Planning MajorInitiative 1.4 NotStarted
FutureOpportunity Developfacilitymaintenanceplantoensurelongevityofall Cityownedfacilities 1.5 N/A CoreService Efficientprocessingofhousingandopportunitiestoprovidebalancedhousing options
Completeexpeditedpermitreviewprocess75% ofthetimeforqualifiyingaffordable housingprojects
CoreService Intergovernmentalcoordinationandadvocacyrelatedtohousing, development, andplannedfacilitiespolicies 1.3 ; 1.5 N/A
MajorInitiative Continueimplementingthe2021-2029City'sHousingElementincompliance withstaterequirementsandlocalpriorities InProgress
CoreService 1.5 Completeover800sidewalkrepairsannually; Upgrade25trafficsignalsannually MajorInitiative 2.5 Planning
MajorInitiative 1.5 ; 2.1 Planning
MajorInitiative CoordinatewithSANDAGtoexploregradeseparationopportunitiesthatimprove safety, reducecongestion, andenhanceregionalmobility 2.1 ; 3.5 InProgress FutureOpportunity 1.5 ; 2.1 N/A
1.1Infrastructuremaintenanceandmodernization
Establishandmaintainacomprehensive, citywideinventoryof infrastructureassetstosupportdata-informedprioritization, lifecycle planning, andidentificationofefficiencies.
Proactivelyassessopportunitiestomodernizeaginginfrastructure, reducedeferredmaintenance, andimprovelong-termcosteffectiveness.
Enhancethemaintenanceandmodernizationofpublicfacilitiesto supportsafe, functional, andaccessiblepublicspaces.
1.2Housingaffordabilityandstability
Advancepoliciesandprogramsthatexpandaccesstovariedhousing optionsthroughoutthecityto meettheneedsofall residents.
Supporthousingstrategiesthatpromotelong-termstability,
accessibility, andneighborhoodcompatibility.
CoordinatewithstateandregionalpartnerstocommunicatetheCity’s housingproductioneffortsandplannedopportunities.
1.3Transportation, mobility, andaccessibility
Enhancemultimodaltransportationoptionstosupportsafeand
efficientmovementfordrivers, pedestrians, bicyclists, seniors, and individualswithdisabilities.
Improveaccesstoessentialservices, employment, parks, and communityfacilitiesthroughtransportationinvestments.
Prioritizesafetyandvisibilityimprovementsinhigh-useandhigh-need areas.
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City of Chula Vista 2026 – 2031Strategic Plan Implementation Tracker
GOAL FOCUSAREAS & OBJECTIVES TYPE DESCRIPTION ALSO
SUPPORTS KPIs (for CoreServices) / STATUS (for MajorInitiatives) CoreService Stormwater, wastewater, andenvironmentalcomplianceservices 1.1 Increaserecyclablematerialsby3% annually; Increaseorganicmaterialsby 2% annually;
FutureOpportunity Fleetelectrificationtoreduceemissions, supportsustainabilitygoals, and modernizeCityoperations 1.1 ; 4.2 N/A
MajorInitiative Conductparkmasterplanningandfeasibilitystudiestoassessfacilityutilization andprioritizeimprovementsthatexpandrecreationalaccess 2.3 Planning MajorInitiative 2.3 ; 2.5 Planning
FutureOpportunity 2.3 ; 2.5 N/A
1.4Climateresilienceandsustainability
Integrateclimateresilienceintoinfrastructureplanning, capital investments, andservicedelivery.
Advancesustainableconservationandenvironmentalprogramsthat reduceenvironmentalimpactsandsupportlong-termresource
stewardship.
Aligninfrastructureinvestmentswithadoptedsustainabilityandclimate goals
1.5 Balancedinvestmentacrossneighborhoods
Expandequitableaccesstoparks, publicspaces, andCityamenities acrossall neighborhoods.
Prioritizeinvestmentsthataddressdisparitiesandimprovequalityoflife inunderservedareas.
Usedataandcommunityinputtoguideequitableallocationof
infrastructureresources.
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City of Chula Vista 2026 – 2031Strategic Plan Implementation Tracker
GOAL FOCUSAREAS & OBJECTIVES TYPE DESCRIPTION ALSO
SUPPORTS KPIs (for CoreServices) / STATUS (for MajorInitiatives) CoreService Police, fire, emergencymedical, anddisasterpreparednessservices 2.2 AchievePoliceDepartmentPriority1responsetimesof6minutesandPriority2 responsetimesof12minutes; Meetestablishedresponsetimestandardsforatleast 90% ofFireDepartmentresponses: firstAdvancedLifeSupport (ALS) onscenewithin 7minutes, ALStransportonscenewithin12minutes, InitialArrivingForce (IAF) on scenewithin7 minutes, andEffectiveResponseForce (ERF) onscenewithin10 minutes
CoreService Community-basedpublicsafety, prevention, andemergencyresponse coordination 2.2
AchieveanannualPoliceDepartmentGroupAcrimeratebelow30crimesper1,000 residents; ConductatleastoneFireDepartmentpubliceducationandoutreachevent perquartertoreachelementary-agechildrenandvulnerablepopulations CoreService 2.3 Provideaninitialresponsetoatleast75% ofCitizenComplaintFormswithin24hours MajorInitiative Assessment, StandardsofCover, Bottom-upReviews, andLeadership 1.1; 2.2 ; 4.3 InProgress MajorInitiative forfleetstafftomaintainvehicleandequipmentreadiness 1.1 ; 2.2 NotStarted MajorInitiative 2.4 NotStarted
FutureOpportunity 1.1 ; 2.2 N/A
CoreService Planreviewsandfireinspectionstolimitcommunityrisks 2.1 Complete100% annualoperationalpermitinspections; Complete100% state- mandatedfireinspections; Inspect33% ofVeryHighFireHazardSeverityZones CoreService Communityengagementandeducationrelatedtosafety, preparedness, and well-being 2.1
Conductatleast40PoliceDepartmentcommunityengagementeventsannually, includingcitizenacademiesandNeighborhoodWatchprograms; Conductatleast15 FireDepartmentcommunityengagementeventsannually, includingCitizen’sFire Academy, carseatsafetyclasses, andcommunityforums
MajorInitiative increasereach, speed, clarity, andaccessibilityandeducatethepublicthrough 2.1 ; 4.1 InProgress FutureOpportunity 1.1 N/A
FutureOpportunity 2.3 N/A
FutureOpportunity 1.1 N/A
FutureOpportunity 2.1 N/A
2.1 Community-centeredpublicsafety
Strengthentrustandeffectivenessinpublicsafetyservicesthroughdata- informedstrategies, innovation, andongoingcommunityengagement.
Expandaccesstopublicsafetyservicesandimproveresponsiveness throughcoordinatedcommunication, outreach, andservicedelivery.
Supportapproachesthatbalanceenforcement, prevention, and communitypartnershipstoenhanceoverallsafetyandwell-being.
2.2 Emergencypreparednessandresponse
Ensuretimely, effective, anddata-informeddeliveryofpoliceandfire servicesbyactivelymonitoringcalls-for-serviceperformanceand deployingstaffstrategicallytomaintainahighstandardofpublicsafetyfor all communitymembers.
Strengthenemergencycommunicationsinfrastructure, practices, and culturetoensuretimely, transparent, andconsistentdeliveryof information.
Strengthenpreparednessfornaturaldisasters, climate-drivenrisks, technologicalhazards, andpublichealthemergencies.
Enhancecoordinationacrossdepartmentsandregionalpartnersto improveemergencyresponseandrecoverycapabilities.
Advancewildfiremitigationandclimate-adaptivestrategiestoprotect residents, property, andcriticalinfrastructure.
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City of Chula Vista 2026 – 2031Strategic Plan Implementation Tracker
GOAL FOCUSAREAS & OBJECTIVES TYPE DESCRIPTION ALSO
SUPPORTS KPIs (for CoreServices) / STATUS (for MajorInitiatives) CoreService 2.4 ; 2.5
CoreService 2.5
MajorInitiative 2.4 ; 2.5 NotStarted
MajorInitiative 2.4 InProgress
MajorInitiative InProgress
MajorInitiative AssessADAaccess (ADASelf-EvaluationandTransitionPlanUpdate) 1.3 ; 2.4 ; 2.5 InProgress FutureOpportunity 1.3 ; 2.4 ; 2.5 N/A
CoreService Residentparticipationthroughboardsandcommissionsthatinformpolicy, enhancetransparency, andstrengthencommunityrepresentation 2.5 N/A CoreService Supportofcommunity-ledculturalandneighborhoodinitiativesthatstrengthen civicpride Deliveratleast20artsandculturepartner-supportedprogramsannually CoreService Animalservices, sheltering, veterinarycare, andcommunityeducation Provideatleastfournoorlowcostspay/neutereventsannually FutureOpportunity AnimalServicesFacilityMasterPlantomodernizefacilitiesandimprove operationalefficiencyandanimalcare 1.1 N/A
FutureOpportunity Enhancedanimalenrichmentservicestoimproveanimalwell-being, behavior outcomes, andadoptionsuccess N/A
2.3 Communitywell-being
Promotehealth, stability, andlivabilitythroughservices, programs, and environmentsthatsupportpeopleacrossalllifestages.
Expandaccesstorecreation, wellness, andcommunityprogramsthat supportphysical, social, andemotionalhealth
Addresspublichealthandvulnerablepopulationneedsthrough
coordinatedservices, partnerships, andpolicyapproachesthatimprove livability.
Supportsafe, welcoming, andactivatedpublicspacesthatencourage regularuseandpositivecommunityinteraction.
Promoteequitableaccesstoopportunities, resources, andservicesthat enhancequalityoflifeacrossneighborhoodsandpopulations.
2.4 Communityconnectionandculturalengagement
Expandaccesstolibraryservices, lifelonglearningopportunities, and digitalresourcesthatsupporteducation, workforcereadiness, and equitableaccesstoinformation.
Enhanceartsandculturalprogramming, creativespaces, andpublicart thatreflectcommunityidentityandsupportlocalartists.
Activatecommunityspacesthroughevents, festivals, andprogramming thatbringpeopletogetherandstrengthenasharedsenseofbelonging.
Improveequitableaccesstocultural, educational, andcommunity programmingacrossneighborhoods.
Strengthenpartnershipswithschools, communityorganizations, and culturalinstitutionstoexpandreachandmaximizecommunityimpact
2.6Animalcareservices
Providehumane, responsive, andreliableanimalcareservicesthat protectpublichealthandsafety.
Promoteresponsiblepetownershipthrougheducation, outreach, and enforcement.
Maintaineffectiveshelteroperations, adoptionprograms, and partnershipsthatsupportanimalwelfare.
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City of Chula Vista 2026 – 2031Strategic Plan Implementation Tracker
GOAL FOCUSAREAS & OBJECTIVES TYPE DESCRIPTION ALSO
SUPPORTS KPIs (for CoreServices) / STATUS (for MajorInitiatives) CoreService 3.2 ; 3.3
MajorInitiative 3.2 ; 3.3 ; 3.4 ; 3.5 InProgress
MajorInitiative long-termeconomicactivity, tourism, hospitality, andpublicaccessconsistent 3.5 InProgress FutureOpportunity 3.5 N/A
FutureOpportunity supportestablishedandemergingeconomicdevelopmentopportunities, such 3.5 N/A MajorInitiative
AdvancetheUniversityDistricttoestablishabinationalmulti-institutionhigher educationdistrict, enhancingworkforcedevelopment, research, andinnovation inChulaVista
3.1 ; 3.5 Planning
CoreService
PartnerwiththeChulaVistaElementarySchoolDistrictforworkforce developmentprogramsatlibrariesandCityfacilitiestoconnectthecommunity tocareerpathwaysininnovation, lifescience, energy, andsound
3.5 Increaseparticipationinlibraryworkforcedevelopmentprogramsby5% annually CoreService Specialeventspermittingandcoordinationthatactivatespublicspaces, supportslocalbusinesses, andenhancestheCity'sregionalprofile 3.1 ; 3.5 Complete80% ofspecialeventpermitswithin45days MajorInitiative
Advanceprocurementpoliciesthatimprovelocalbusinessparticipation, includingevaluatingoptionsforscoringadvantagesorothermechanismswithin theCity'sRFPandcontractingprocesses
3.4 Planning
MajorInitiative Partnerwithbusinessestosustaindowntownrevitalization, encourageprivate investment, andstrengthentheeconomicvitalityoftheCity'shistoriccore 3.1 InProgress MajorInitiative investment, celebrateculturalassets, andstrengthenneighborhood-based 3.1 InProgress CoreService 3.1 Complete80% of newapplicationcompletenessreviewswithin30days CoreService Realestatemanagement, public-privatepartnerships, andstrategicsite development 3.1 ; 3.5
MajorInitiative UpdatetheUrbanCoreSpecificPlantoguidereinvestment, landuse, mobility, andplacemakinginalignmentwitheconomicvitalityandcommunitycharacter 3.1 InProgress
3.4 CityPolicyandProcessCompliance
Identifybusinessgaps, marketneeds, andregulatorybarrierstobetter alignCitypolicieswithcurrentandemergingeconomicopportunities.
Explorepoliciestoencouragebusinessdevelopmentthatenhances neighborhoodcharacterandcommunitybenefit.
Streamlinepermittingandinterdepartmentalreviewprocessesfor
3.1BusinessGrowthandEconomicDiversification
Strengtheneffortstoretain, expand, andattractbusinessesthatalign withChulaVista’sassetsandlong-termeconomicpriorities.
Encouragediversificationacrossindustriestoreduceeconomic vulnerabilityandsupportsustainablegrowth.
Leveragemajoremploymentcenters, district-scaleinitiatives, and catalyticprojectstobroadentheCity’seconomicbase.
3.2 WorkforceOpportunityandTalentDevelopment
Alignworkforcedevelopmentinitiativeswithcurrentandemerging industryneedstoexpandaccesstoqualityjobs.
Strengthenpartnershipswitheducationalinstitutions, employers, and workforceorganizationstosupporttraining, upskilling, andcareer pathways.
Improvecoordinationacrossprogramsthatconnectpeopleto
employmentandadvancementopportunities.
3.3 SmallBusinessandEntrepreneurship
Improvethebusinessenvironmentforsmallbusinessesand
entrepreneursthroughstreamlinedprocessesandcoordinatedsupport.
Strengthenneighborhoodcommercialareastoincreasevisibility, foot traffic, andlocaleconomicactivity.
Fosterconditionsthatallowlocalbusinessestostart, grow, andreinvest inthecommunity.GO
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City of Chula Vista 2026 – 2031Strategic Plan Implementation Tracker
GOAL FOCUSAREAS & OBJECTIVES TYPE DESCRIPTION ALSO
SUPPORTS KPIs (for CoreServices) / STATUS (for MajorInitiatives) MajorInitiative 3.3 InProgress
MajorInitiative
PursueremovaloftheSR-125toll burdenonresidentsandbusinesses, includingadvancingstrategiestoaddresstoll debtobligationsandadvocating forequitableregionaltransportationsolutions
3.1 Planning
MajorInitiative long-termvisionforthecampus, includinglanduse, facilityimprovements, 3.1 InProgress businessdevelopment.
3.5 RegionalCollaborationandInnovation
Expandcollaborationwithregional, binational, andindustrypartnersto encourageinnovationandsharedeconomicgrowth.
SupportinitiativesthatleverageChulaVista’slocation, talent, and institutionalpartnershipstoattractinvestment.
Encourageinnovationacrosssectorsthroughcollaboration, pilot programs, andsharedlearning.
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CityofChulaVista2026-2031StrategicPlan - AppendixA
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City of Chula Vista 2026 – 2031Strategic Plan Implementation Tracker
GOAL FOCUSAREAS & OBJECTIVES TYPE DESCRIPTION ALSO
SUPPORTS KPIs (for CoreServices) / STATUS (for MajorInitiatives) CoreService publicaccesstosupporttransparency, compliance, andcontinuityof 4.4 Finalizeatleast90% ofCityCouncilminuteswithintworegularcouncilmeetings; Respondto100% ofPublicRecordsActrequestswithin10days;
CoreService Publiccommunication, communityengagement, andemergency communications
Increasesocialmediafollowersby5% annually; IncreasesubscriberstotheCity’se- newsletterandCommunityVoicesby2.5% annually; Increaseresidentenrollmentin City-designatedemergencynotificationapplicationsby10% annually CoreService Intergovernmentalrelationsandregionaladvocacy 4.4 Engage100% ofpriorityregional, state, andfederalpartnersannually MajorInitiative DevelopandlaunchanewCitywebsitetoimproveaccessibility, usability, and publicaccesstoservices, information, anddigitalresources 4.2 InProgress MajorInitiative 4.4 Planning
CoreService Informationtechnology, cybersecurity, datamanagement, anddigitalservices 4.1 Maintain99% uptimefortheCity-managednetwork, withnomorethan1% unplanned downtime; Maintain99% websiteavailabilityandachieve75% websiteaccessibility MajorInitiative 4.1 InProgress
MajorInitiative intelligenceandemergingtechnologies, includingpolicies, standards, and 4.4 InProgress FutureOpportunity 4.1 N/A
CoreService 4.2 ; 4.4 Provideannualperformanceevaluationsto100% ofeligibleemployees CoreService
MajorInitiative studytoevaluatecurrentandfutureworkforceneedsacrossall City 4.4 NotStarted MajorInitiative Planning
FutureOpportunity Enhancedworkforcedevelopmentandleadershiptrainingprograms N/A FutureOpportunity 4.2 ; 4.4 N/A
4.1Transparentcommunicationandengagement
ImproveandexpandaccesstoinformationaboutCityinitiatives, budgets, andperformancethroughclear, timely, andaccessible communication.
Expandtheuseofdigitaltools, dashboards, andmultimediaplatforms toshareupdatesandexplainCitydecisions.
Strengthentwo-wayengagementthroughvirtualandin-personforums thatencourageinclusiveparticipationandunderstanding.
4.2Technologyanddata-informeddecision-making
Advancetheuseoftechnologyanddatatoimproveservicedelivery, internalcoordination, andpublicaccesstoinformation.
Expandperformancemeasurement, analytics, anddashboardsto supportinformeddecision-making, transparency, andaccountability.
Establishclearpoliciesandgovernancefortheresponsibleuseof artificialintelligenceandemergingtechnologies.
4.3Workforcedevelopmentandsuccessionplanning
Supportrecruitment, retention, andleadershipdevelopmentto maintainaskilled, diverse, andhigh-performingworkforce.
Strengthensuccessionplanning, knowledgetransfer, and
organizationalcontinuityastheCityevolves.
Promoteemployeedevelopment, well-being, andwork-lifebalanceto sustainengagementandperformanceovertime.
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City of Chula Vista 2026 – 2031Strategic Plan Implementation Tracker
GOAL FOCUSAREAS & OBJECTIVES TYPE DESCRIPTION ALSO
SUPPORTS KPIs (for CoreServices) / STATUS (for MajorInitiatives) CoreService Policydevelopment, legislativesupport, andgovernanceservices 4.1 20% reviewedannually CoreService Financialmanagement, budgeting, financialreportingandauditing, andlong- termfinancialplanning FinancialReport (ACFR) within180daysoffiscalyear-end; Presentabalancedannual budgettotheCityCouncilatleast35daysbeforethestartofFY
CoreService Purchasing, payroll, accountspayable, accountsreceivable/collections, and treasuryoperations
Issue95% ofpurchaseorderswithin5businessdaysofreceivingrequestfromCity departments; Process95% ofinvoiceapprovalswithin5 businessdaysofreceiving requestfromCitydepartments
CoreService Legalservices, riskmanagement, andcodeenforcementsupport Acknowledgeatleast95% ofconstituentrequestsforinformationwithinonebusiness dayofreceipt; Respondtoatleast95% ofconstituentrequestsforinformationwithin threebusinessdaysofreceipt
MajorInitiative DevelopaninternalauditprogramandCouncilPolicytoguiderisk-basedaudits andstrengthengovernance, accountability, andorganizationalperformance 4.2 InProgress MajorInitiative Enhancelong-termfinancialplanningandfiscalmanagementofall Cityfunds InProgress
4.4 FiscalSustainabilityandStewardship
Maintainlong-termfiscalhealththroughstructurallybalancedbudgets andlong-termfinancialplanning.
ManageCityreservesandfinancialpoliciesinalignmentwithadopted standardsandbestpractices.
Alignfundingdecisionswithmeasurableoutcomestostrengthen accountability, transparency, andresourceallocation.
Supportriskmanagementbyproactivelyidentifying, assessing, and mitigatingrisksthatcouldimpacttheachievementofstrategicgoals.
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