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August 18, 2026
ITEM TITLE
Strategic Plan: Adopt the City’s 2026–2031 Strategic Plan Report Number: 26-0213
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
Adopt a resolution approving the City’s 2026-2031 Strategic Plan.
SUMMARY
This item returns to the City Council for consideration and adoption of the City’s 2026 –2031 Strategic Plan following completion of the Special City Council Workshop held on May 14, 2026. During the workshop, the City Council reviewed the Draft Strategic Plan and provided feedback on the proposed Mission, Vision, Values, Strategic Goals, implementation framework, and key organizational priorities.
The Strategic Plan reflects City Council direction provided during th e January 9, 2025 Strategic Planning Workshop, input gathered through a comprehensive community engagement process conducted in partnership with the Center for Organizational Effectiveness (COE), and feedback received during City Council discussions on April 14, 2026, and May 12, 2026.
The proposed Strategic Plan establishes a five -year organizational framework intended to guide City priorities, service delivery, budget alignment, departmental work planning, and performance reporting through 2031.
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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 qua lifies for an Exemption pursuant to Section 15061(b)(3) of the California Environmental Quality Act State Guidelines. Thus, no environmental review is required.
COMMUNITY ENGAGEMENT
The City engaged the Center for Organizational Effectiveness (COE) to facilitate a comprehensive community engagement process to support development of the City’s 2026 –2031 Strategic Plan. Community engagement efforts included individual City Council interviews, district -based community workshops, a business roundtable, and a citywide community survey conducted through Community Voices.
The engagement process was intended to gather broad community input regarding priorities, service needs, organizational challenges, and long -term outcomes to help inform development of the Strat egic Plan framework and proposed initiatives.
Community workshops and outreach efforts focused on identifying community priorities related to infrastructure, economic vitality, public safety, governance, sustainability, quality of life, and community well-being. Input was received from residents, businesses, community organizations, and other stakeholders throughout the process.
The Community Voices survey was conducted citywide to gather additional feedback regarding community priorities, service delivery, and future City direction. Survey feedback and engagement results were incorporated into development of the proposed Mission, Vision, Values, Strategic Goals, strategic focus areas, and major initiatives reflected in the Strategic Plan.
Community feedback received through these engagement efforts was considered throughout development and refinement of the Strategic Plan and is reflected in the proposed Strategic Plan presented for City Council adoption.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION
Not applicable.
DISCUSSION
The Draft Strategic Plan was initially presented to the City Council on April 14, 2026, for discussion and preliminary feedback. On May 12, 2026, the City Council conducted a Special Workshop to continue review of the draft plan and provide additional direction regarding the Strategic Goals, initiatives, implementation framework, and organizational priorities. Based on feedback received during the April 14 City Council meeting and the May 12 Special Workshop, staff refined and finalized the proposed Strategic Plan framework for adoption.
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The proposed 2026–2031 Strategic Plan establishes four Strategic Goals:
1. Community Infrastructure
2. Quality of Life & Safety
3. Growth & Economic Vitality
4. Good Governance
The Strategic Plan also establishes the City’s updated Mission, Vision, and Values and includes implementation tools intended to support accountability, transparency, and organizational alignment. The plan is intended to guide future departmental work plans, annual budget development, capit al planning efforts, and organizational performance reporting.
Following adoption, staff will begin implementation efforts by aligning departmental work plans and operational priorities with the Strategic Plan, incorporating Strategic Plan priorities into future budget development processes, and implementing the defined key performance indicators (KPIs) and reporting framework to track organizational performance and progress toward Strategic Plan goals.
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 current year fiscal impact associated with adoption of the Strategic Plan. Existing staff and departmental resources will be utilized to initiate implementation activities, including alignment of work plans, performance reporti ng, and organizational priorities. Any specific projects, programs, or resource requests identified through implementation of the Strategic Plan will be evaluated through future budget processes and brought forward separately for City Council consideration, as appropriate.
ONGOING FISCAL IMPACT
While adoption of the Strategic Plan does not create a defined ongoing fiscal obligation at this time, implementation of future Strategic Plan initiatives, capital improvements, operational enhancements, or staffing needs may require future funding and resource allocation. Any future fiscal impacts associated with implementation efforts will be evaluated through future budget development processes and presented to the City Council separately for consideration, as appropriate.
ATTACHMENTS
1. City of Chula Vista 2026-2031 Strategic Plan
Staff Contact: Courtney Chase, Deputy City Manager
Lois Yum, Special Projects Manager