CITY OF CITRUS HEIGHTS
CITY COUNCIL
MINUTES
Special Meeting of Tuesday, May 10, 2022
Citrus Heights City Hall
6360 Fountain Square Dive, Citrus Heights, CA
SPECIAL CITY COUNCIL MEETING CALLED TO ORDER
T
he special City Council meeting was called to order at 8:30 a.m. by Mayor Middleton.
1. Ro
ll Call: Council Members present: Bruins, Daniels, Miller, Schaefer, Middleton Council Members absent: None
Staff present: City Manager Feeney and department directors.
PUBLIC COMMENT
N
one
STRATEGIC PLANNING WORKSHOP
T
he City Council held a Strategic Planning Workshop. Marilyn Snider, with Snider and Associates, facilitated the meeting and provided a record of the discussion, which is attached and incorporated into the minutes.
ADJOURNMENT
T
here being no further business to come before the City Council, the meeting was adjourned at 2:40 p.m.
R
espectfully submitted,
___
_______________________
Amy Van, City Clerk
Item 4
CITY OF CITRUS HEIGHTS
STRATEGIC PLANNING WORKSHOP
May 10, 2022 * Citrus Heights City Hall
Marilyn Snider, Facilitator – Snider and Associates (510) 531-2904
MISSION STATEMENT
The City of Citrus Heights is committed to providing high quality,
economical, responsive city services to our community.
VISION STATEMENT
Citrus Heights will be the city of choice for residents and businesses to prosper and thrive
and a model of neighborhood engagement.
CORE VALUES
not in priority order
The City of Citrus Heights values . . .
Diversity
Integrity
Teamwork
Innovation
Respect
Responsive Customer Service
Trust
THREE-YEAR GOALS
2021-2024 * not in priority order
Maintain and enhance fiscal stability
Maintain public infrastructure and enhance alternative modes of transportation
Diversify for a resilient economy
Preserve and enhance public safety
Enhance community vibrancy and engagement
1 NEXT STEPS / FOLLOW-UP PROCESS
WHEN WHO WHAT
May 10, 2022 Brenda Anderson, City
Manager assistant Distribute the updated Strategic Plan to all participants.
Within 48 hours All recipients Read the Strategic Planning Retreat record.
May 11, 2022 City Clerk Place the updated Strategic Plan on the City’s website.
At the May 26, 2022
City Council Meeting Mayor
Present the updated Strategic Plan to the public.
By May 17, 2022 City Manager and
Departm
ent Heads
At the May 17 General Staff Meeting, present and
review the draft updated Strategic Plan with staff.
By May 19, 2022 City Manager and
Managem
ent Team
Review the “Current Internal Weaknesses/Challenges”
list for possible action items.
Monthly City Council and
Executive Team
Monitor progress on the Strategic Plan and revise
Objectives (add, amend and/or delete), as needed.
Monthly with input by
the Objec
tive Leads, by
the 22nd of the month
Brenda Anderson, City
Manager assistant
Distribute the written, updated Strategic Goals &
Objectives matrix to City Council and Department
Heads for sharing with staff.
By October 25, 2022 City Council
Hold a Study Session on potential areas for
consideration for a sphere of influence amendment and
potential annexation.
October 25, 2022
City Council
City Manager
City Attorney
Executive Team
Hold the next Strategic Planning Retreat to:
Assess progress on the Strategic Plan Goals &
Objectives
Develop new Six-Month Strategic Objectives
for each of the Three-Year Goals
2 S.W.O.T. ANALYSIS
Strengths – Weaknesses - Opportunities - Threats
WHAT ARE THE CITY OF CITRUS HEIGHTS” STRENGTHS AND ACCOMPLISHMENTS SINCE SEPTEMBER 21, 2021?
Brainstormed List of Perceptions
Adoption of the Sunrise Tomorrow Specific Plan and EIR Approval of the American River Collegiate Academy Charter School Issuance of all Building Permits for Mitchell Village and Northridge Grove Developments Processed 3858 online building permits, performed 10,940 building inspections and performed 1,798 plan reviews.
New Police Chief
ARPA Funding to being used to staff vacant positions at the PD Sunrise Tomorrow specific plan unanimously adopted by council on the day of the Marine Corps.
Birthday, November 10, 2021
Making City Hall and council meetings more accessible coming out of the Pandemic Economic growth within the City
Promotion, Appointment, Hiring of new City Executive Team Overall Reduction of Crime by 8% in 2021
Successful Implementation of Body Worn Camera System in PD Successful Grant funding through Federal Community Project Program- Congressman Ami Berra’s office. (once confirmed)
Completed the City Council re-districting process
Celebrating 25 years as a city
New City Manager, Community Development Director, General Services Director Implemented ARPA Small Business Grant Program
Repaid Line of Credit Balance
Balanced Budget
Line of Credit paid off early
New City Manager
Successful navigation of the pandemic
New City Manager, Community Development Director, Police Chief and General Services Director Construction of various CIP projects (Mariposa SRTS phase 4, Greenback Lane, Residential Street Resurfacing, Bonita Storm Drain Project, etc.)
Completed large electric efficiency upgrade project to city’s street light inventory Collaboration with County on large, shared use projects just as repaving of Madison and Kenneth Dedicated and caring professional staff team focused on community serving objectives New City leadership team and City Hall reopened to the public Debt free financial position through paying off line of credit Sunrise Tomorrow Specific Plan approved
Police Depart
ment vacancies & frozen positions being refilled through ARPA bridge Enacted permanent fireworks ordinance, resulting in safer and improved welfare of citizenry Soil remediation complete at Sylvan School site; moving forward with residential development with Woodside Homes
Several receivership cases resulted in blighted properties being rehabilitated without any cost to the City
Hired a new city manager
Began building up our police department
3 Paid off our debt
Reopened city hall
Reopening of City Hall and staff returning to work- improved customer service to the public as well as internal customer service
New leadership across the agency
Appointed directors from PD, CDD and GSD from within, all with extensive institutional knowledge and strong leadership skills
Hired multiple new staff, adding diverse talent, experience and energy to the city Reclassified/promoted multiple existing staff, recognizing growth and accomplishments Approved amendment with Republic Services to Comply with SB 1383, maintaining among lowest rates in region
Housing and Grants Program Technician in CDD nominated as one of SJUSD’s Most Valued Partners (MVP) for 2022
HR moving quickly to post and complete recruitments
The City received award from the Association of Environmental Professionals (AEP) for the Sunrise Tomorrow Specific Plan.
Our Economic Development & Communications Manager earned the prestigious designation of Certified Economic Developer (CEcD) from the International Economic Development Council. 4 WHAT ARE THE CITY OF CITRUS HEIGHTS’ CURRENT INTERNAL WEAKNESSES/ CHALLENGES?
Brainstormed List of Perceptions
Retention/Recruitment of Staff
Succession Planning
Lack of funding to effect significant change
Lack of disposable income for residents to shop in Citrus Heights Employee Assistance Program (EAP) with MHN is lacking Fleet needs both for the City and the PD
Staffing challenges while trying to build back specialty units within the PD Infrastructure and roadway maintenance
Impact of unfunded State and Federal liabilities
Impact to PD programs while training and fielding new police personnel. Information Technology capabilities and resources to meet evolving tech needs Outdated, obsolete, and aging technology, equipment, and vehicles Low staffing
Retaining qualified staff
Staffing shortage
Built out city
Compensation vs inflation
Pandemic recovery
High number of staff vacancies
Workload greater than capacity (not including reduced staffing levels) Lack of training opportunities over last few years
Staff resources to execute on grant opportunities and upcoming CIPs needs Grant matching funds availability
Deferred replacement of fleet and modernization of dispatch infrastructure Limited revenue opportunities to help address community infrastructure needs Figuring out post-COVID environment of bringing folks back to work in person and providing full range of services in person
Staff turnover
Lack of funding to maintain and upgrade streets
Lack of funding to restore all of the special units within the police department Vacant positions creating burden on staff and resources Demand/pressure to deliver projects and services with constrained resources (staff and funding) Mental health of employees - staff burnout from COVID, balancing work/life/health Still working to bring staffing levels up to meet needs Loss of Funding for PD Wellness Program
5 WHAT ARE THE EXTERNAL FACTORS/TRENDS (e.g., ECONOMIC, POLITICAL,
TECHNOLOGICAL, HEALTH AND ENVIRONMENTAL) THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE CITY OF CITRUS HEIGHTS IN THE COMING YEAR? Brainstormed List of Perceptions
Infrastructure Funding
Completion of Arcade Cripple Creek Trail
Completion of Mitchell Village Subdivision and Open Space Completion of the Fair Oaks Senior Affordable Apartments ARPA funding
OTS Grant funding
Passing of AB 1599 to repeal changes and additions made by Proposition 47 Sylvan property development
ARPA funding and programming
SB1338 Governor’s Care court bill
2022 elections
End of Revenue Neutrality
2022 General Election
Sunrise Tomorrow
Strong local economy – sales tax revenue
Population growth
New housing developments
Consumer spending increases
Increased environmental awareness
California political push for alternative modes and equity in transportation ARPA funding
Additional, large amounts of grant funding available from federal government Reduction in COVID requirements (i.e. removal of mask mandate, public buildings opening, etc.) Robust grant opportunities
ARPA monies to address one time expenditures making progress on community needs Continued COVID recovery for businesses and the community Potential revenue event associated with Sylvan property closing Revenue neutrality agreement expiring
Improved health situation as we transition to COVID endemic Despite drastic high housing prices increasing in the Sacramento region, Citrus Heights is comparatively affordable
November elections hold promise for positive changes
Businesse s that have weathered the COVID shut down, remained open and are growing Affordable compared to the rest of the region and Bay Area COVID restrictions have ended – for the most part
Federal Infrastructure Funding - increased multi-year funding opportunities via grant programs Local election year - may allow for more community participation opportunities Post pandemic opportunities for events and gatherings with the public Community interest in civic engagement is re-energized State and federal funding opportunities
Organic recycling
6 WHAT ARE THE EXTERNAL FACTORS/TRENDS (e.g., ECONOMIC, POLITICAL,
TECHNOLOGICAL, HEALTH AND ENVIRONMENTAL) THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF CITRUS HEIGHTS IN THE COMING YEAR? Brainstormed List of Perceptions
Rising Interest rates
Affordability of homes
Drought
Continued addition of unfunded mandates from elected officials Overall inflation and rising fuel costs
War in the Ukraine
Drought
Reduction in job availability due to technology enhancement and improved efficiencies 2022 elections
Possible Economic recession
Lack of adequate mental health and addiction treatment/ intervention for at risk populations Continued supply chain challenges and logistic issues 2022 General Election
Possible recession
Homeless population
Unpredictable job market
Tighter budgets
Cost of living in California
Volatility in construction bidding climate
Lengthy material procurement times
Reduced workforce, unable to fill vacant positions with qualified staff Current political climate, Ukrainian/Russian conflict Drought
Long lasting COVID impacts
Staff turnover
Higher interest rates and inflationary pressure might trigger a recession Homelessness and blight
Increasing construction costs
Drought, climate change and associated mandates to address Potential economic slowdown, and current inflation (keeping employees could be difficult as wages elsewhere rise)
War in Ukraine
One political party system in California
Cost of living in CA
Run-away
inflation
Aftermath of COVID having crippled the economy for 2 years Post COVID effects on recruitments and challenges with attracting qualified candidates. Effects from the pandemic as well as inflation on materials and labor Climate change/drought effecting maintenance and sustainability of our natural resources (trees, landscape, creeks)
Continued impacts of unfunded mandates
Continued expansion of regulatory requirements, including implementation, monitoring, enforcement and reporting
Difficult hiring market; hard to find good candidates for some city positions
7 STRATEGIC PLANNING ELEMENTS
S.W.O.T. ANALYSIS
I N T E R N A L : E X T E R N A L :
+Strengths +Opportunities
--Weaknesses -- Threats
MISSION/PURPOSE STATEMENT
Why the organization exists and whom it serves
VISION STATEMENT
A vivid, descriptive image of the future—what you want
the organization to (e.g., be, be recognized as, achieve)
CORE VALUES
Guiding principles that the organization/work environment encourages, recognizes and rewards
GOALS
What the organization needs to accomplish—broad statements of intent which are consistent with the mission
and help fulfill the vision
OBJECTIVES
How the goals will be addressed—b y when, who will be accountable for what specific, measurable results/outcomes
FOLLOW-UP PROCESS
A clearly defined, regular (at least monthly) monitoring process
8 1
CITY OF CITRUS HEIGHTS STRATEGIC OBJECTIVES
May 1, 2022 – November 1, 2022
THREE-YEAR GOAL: MAINTAIN AND ENHANCE FISCAL STABILITY
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
1. At the May 26,
2022 City
Council
Meeting
City Manager,
working with
department
heads and
Finance Team
Present to City Council, recommendations for future action for utilization of the American Rescue Plan Act (federal stimulus) funding.
2. At May 26,
2022 City
Council
Meeting
City Manager
Present to City Council for consideration, the resolution adopting the Focus Area Strategic Objectives through
March 2024, as outlined in the May 10, 2022 Strategic
Planning Retreat memorandum.
3. At the June 23,
2022 City
Council
Meeting
Administrative
Services
Director,
working with
Community
Development
Director and
General
Services
Director
Present to City Council for consideration, an analysis and proposed update of the city’s development impact fees.
2 THREE-YEAR GOAL: MAINTAIN AND ENHANCE FISCAL STABILITY (cont.)
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
4. At Sept. 22,
2022 City
Council
Meeting
City Manager –
lead, working
with
Administrative
Services
Director, and
input from the
Finance
Committee
Present to City Council for consideration, budgeting
strategies that provide for grant matching funds.
5. At Oct. 27,
2022 City
Council
Meeting
Administrative
Services
Director
Present to City Council for direction, options and
recommendations on replacement of enterprise financial
software system (Eden).
6. By Nov. 1,
2022
City Manager
Create a comprehensive grants action plan.
3 THREE-YEAR GOAL: MAINTAIN PUBLIC INFRASTRUCTURE AND ENHANCE
ALTERNATIVE MODES OF TRANSPORTATION
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
1. At the June 23,
2022 City Council
Meeting
City Engineer
Present to City Council for consideration, the award for the Arcade-Cripple Creek Trail Project.
2. At the June 23,
2022 City Council
Meeting
City Engineer
Present to City Council for consideration, the award of the 2022 Annual Residential Street Resurfacing Project.
3. By Sept. 1, 2022
City Engineer
Complete construction of the Mariposa Avenue Safe
Routes to School Phase 4 Project.
4. At the Sept. 22,
2022 City Council
Meeting
General
Services
Director - lead,
working with the
City Engineer
Present to City Council for direction, options regarding pavement and restoration strategies.
5. At the Oct. 13,
2022 City Council
Meeting
General
Services
Director - lead,
working with the
City Engineer
Present to City Council for consideration, options
regarding sound wall repair and beautification.
6. At the Oct. 13,
2022 City Council
Meeting
General
Services
Director,
working with the
City Engineer
Present to City Council, a maintenance and
enhancement strategy to identify centerline miles of
roadways in need of restriping and other minor roadway
repairs.
4 THREE-YEAR GOAL: MAINTAIN PUBLIC INFRASTRUCTURE AND ENHANCE ALTERNATIVE MODES OF TRANSPORTATION (cont.)
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
7. By Nov. 1, 2022
City Engineer
Complete the construction of the Greenback Lane
Complete Streets Project from Sunrise to Fair Oaks
Boulevard.
5 THREE-YEAR GOAL: DIVERSIFY FOR A RESILIENT ECONOMY
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
1. By Aug. 15, 2022
Community
Development
Director - lead,
working with the
City Engineer
Review Draft Traffic Study for Sylvan Corners/Woodside
Homes Project and report results to City Manager.
2. By Oct.1, 2022
Economic
Development and
Communications
Manager – lead,
working with the
Mayor, City
Manager and
Police Chief
Visit at least one business as part of the Business
Visitation Program.
3. By Nov. 1, 2022
City Manager -
lead, working
with Community
Development
Director and
Economic
Development &
Communications
Manager
Present to City Council, options for public infrastructure financing and other economic development tools to
incentivize Sunrise Tomorrow development.
6 THREE-YEAR GOAL: DIVERSIFY FOR A RESILIENT ECONOMY (cont.)
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
4. By Oct. 15, 2022
City Manager -
lead, working
with Community
Development
Director and
Economic
Development &
Communications
Manager
Approach Sunrise Tomorrow property owners about
securing right-of-way dedications that would allow them to access public financing tools and meet grant eligibility requirements.
5. By Aug. 15, 2022
City Manager -
lead, working
with Community
Development
Director and
Economic
Development &
Communications
Manager
Issue a Request for Proposals to conduct analysis of
various public infrastructure financing scenarios and other economic development tools to inform future development agreement discussions for Sunrise Tomorrow.
6. By Aug. 15, 2022
City Manager
Present to City Council, a plan to increase active
engagement in regional, state, and federal legislative
matters that advance or impact the City of Citrus Heights.
7 THREE-YEAR GOAL: PRESERVE & ENHANCE PUBLIC SAFETY
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
1. At the June 23,
2022 City
Council Meeting
General
Services
Director – lead,
working with the
Police Chief
Present to City Council, a proposal for a City of Citrus Heights Beautification Crew, to actively maintain the public right-of-way and keep it free and clear of debris and
obstructions, both for public safety and aesthetic benefit.
2. By July 15, 2022
Police Chief
Present to City Council for consideration, a plan to replace and/or upgrade the deferred portion of the Police
Department fleet and the critical Communication Center
technology.
3. By Sept. 15,
2022
Police Chief and
City Attorney
Present to City Manager at least 3 viable options for
increased accountability for addressing chronic habitual offender cases (e.g. Community Prosecutor Program).
4. By Oct. 1, 2022
Administrative
Services
Director – lead,
working with the
Human
Resources
Manager and
the Executive
Team
Explore, evaluate and recommend to City Manager an
enhanced Employee Wellness Program (e.g. Employee
Assistance Program and Workers’ Comp).
5. By Oct. 15, 2022
Police Chief
Evaluate the feasibility of leveraging current technology to enhance proactive crime prevention and report results to the City Manager.
8 THREE-YEAR GOAL:
ENHANCE COMMUNITY VIBRANCY AND ENGAGEMENT
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
1. At the June 9,
2022 City
Council Meeting
City Clerk
Present to City Council for consideration, an earlier start time for the City Council meetings, with emphasis on
promoting public participation through effective
communications.
2. At the Aug. 11,
2022 City
Council Meeting
Facilities
Manager
Present to City Council for information, upcoming Sunday Funday collaborations with community groups including
neighborhood associations, Connect Citrus Heights, and
the Citrus Heights Historical Society.
3. At the Sept. 8,
2022 City
Council Meeting
Economic
Development &
Communications
Manager
Present to City Council for consideration, a proposal to purchase and outfit a Citrus Heights Block Party Trailer, available to community groups to rent stocked with
essentials to host events.
4. At the Sept. 8,
2022 City
Council Meeting
Economic
Development &
Communications
Manager
Present to City Council for consideration, a proposal that would provide grants to community groups to facilitate
community projects that engage citizens, improve the
community, and promotes community involvement and
pride.
5. At the Oct. 27,
2022 City
Council Meeting
General
Services
Director – lead,
working with the
City Attorney
and Community
Development
Director
Present to City Council for consideration, a shopping cart ordinance and associated outreach plan that requires
shopping cart fleets be retrofitted with lockable wheel devices.