Printed on Recycled Paper
CITY OF CITRUS HEIGHTS
CITY COUNCIL
AGENDA
Special Meeting on Thursday, March 28, 2024
Citrus Heights Community Center South Flex Rooms
6300 Fountain Square Drive, Citrus Heights, CA
Special Meeting 8:30 AM
CALL SPECIAL MEETING TO ORDER
1. Flag Salute
2. Roll Call: Council Members: Lopez-Taff, Middleton, Schaefer, Karpinski-Costa, Daniels
PUBLIC COMMENT
STRATEGIC PLANNING WORKSHOP
3. Refer to the attached agenda.
ADJOURNMENT
PLEASE NOTE:
The Council may take up any agenda item at any time, regardless of the order listed.
Action may be taken on any item on the agenda. The City Council established a procedure for addressing the Council. Speaker Identification Sheets are provided on the table inside the Council Chambers. If you wish to address the Council please complete a Speaker Identification Sheet and give it to the City Clerk. So that everyone who wishes may have an opportunity to speak, there is a five-minute maximum time limit when addressing the Council.
Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at City Hall located at 6360 Fountain Square Drive, Citrus Height s during normal business hours. Email subscriptions of the agenda are available online by signing up with the City’s Notify Me service.
If you need a disability -related modification or accommodation, including auxiliary aids or services, to participate in this meeting, please contact the City Clerk’s Office 916-725-2448, 6360 Fountain Square Drive, at least 48 hours prior to the meeting. TDD California Relay Service 7-1-1.
Strategic Planning Retreat
Thursday, March 28, 2024 | Citrus Heights Community Center 6300 Fountain Square Drive
A G E N D A
TIME*
TOPIC
8 to 8:30 am Breakfast
8:30 to 8:35 am Pledge of allegiance and welcome by Mayor Bret Daniels
8:35 to 8:45 am Ice breaker
8:45 to 9 am City mission statement, goals and objec�ves by City Manager Ash Feeney
9 to 9:15 am Invita�on for public comment related to strategic planning
9:15 to 9:45 am Accomplishments overview (Feeney)
9:45 to 9:55 am Break
9:55 to 10:55 am Stakeholder priori�es and perspec�ves
City team mee�ngs (Directors)
Community mee�ngs (Feeney)
Council cons�tuent feedback (Gunn & Feeney)
10:55 to 12:00 pm Council reflec�ons, discussion, and input
12:00 to 12:30 pm LUNCH BREAK
12:30 pm to 1:45 pm Goal Se�ng & finalize Strategic Objec�ves
1:45 pm to 2:00 pm Summary and adjourn (Mayor Daniels)
*All �mes listed with the excep�on of the start �me are approximate and subject to change.
CITY OF CITRUS HEIGHTS
CITY COUNCIL
MEMORANDUM
DATE: March 28, 2024
T
O: Mayor and City Council Members
FROM: Ashley J. Feeney, City Manager
SUBJECT: Strategic Planning Retreat Background Information This memorandum provides background information for City Council consideration as Council prepares for the Strategic Planning Retreat scheduled for March 28, 2024.
At the last Strategic Planning Retreat held on June 15, 2023, the City Council worked with the staff team to identify and adopt strategic objectives that covered a nine-month planning period ending in March 2024. Also in June, the Council decided to change cadence from six-month to annual strategic planning process. This was in recognition that the development of longer-term visioning helps guide the strategic planning process resulting in more intentional and iterative future planning compared to ad hoc six-month planning cycles.
In accordance with the established strategic planning process, a Strategic Planning Retreat is being held to review the last goal period and to develop new strategic objectives. Further, the current term of three-year goals is coming to an end. The Council will be asked to review and evaluate the relevance of the previous three-year goals and direct any necessary edits or necessary changes to guide the City over the next three years (2024-2027).
Background
Since incorporation, Citrus Heights has emphasized strategic planning to prioritize its policies, programs, and services for the coming year. The City Council, City Manager, and executive staff members participate in the goal and objective-setting process. It is the responsibility of the City Manager to oversee the implementation of the Strategic Plan, coordinating with the City's operating departments and divisions. The current adopted Three-Year Goals (2021-2024) associated with the Strategic Plan are as follows:
• M
aintain 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
Strategic Planning Retreat Background Information Memorandum March 28, 2024
2 Staff recommends the City Council consider each existing goal for relevancy and accuracy moving forward for the next three years. These goals have served the City well and staff believes these goals are consistent with the broader vision of the community; however, evaluation, modification, and reconsideration can be considered by the City Council at the strategic retreat.
The City Council reviews the goals in regular increments and identifies a list of objectives to support the core goals. Implementation of these objectives is how the City achieves our shared vision of a city of choice for residents and businesses to prosper and thrive.
Focus Area Work Plan
City Council adopted the inaugural Focus Area Work Plan (FAWP) by Resolution at the May 26, 2022, City Council meeting. This adoption affirmed the FAWP be used as a guiding and
overarching strategy in all increments of objective setting through strategic goal expiration in March 2024, setting targeted focus on community priorities through the remainder of the Three-Year Goal Period.
The Focus Area Work Plan list of Strategic Objectives has served as a strategic planning road map that provides clarity of mission, allowing actions to build off one another for bigger impact. This tool was developed to support longer term planning and support of goals that would transcend the relatively short 6-month strategic planning period.
Previously, the Focus Area Work Plan set recommendations in four community priority areas:
Community Image, Economic Development, Community Connection, and Infrastructure Maintenance. For this Strategic Retreat, the FAWP categories have been revised to be consistent with the City’s three-year strategic goals for ease of reference.
The FAWP resulted in many high-impact initiatives over the past two and a half years including but not limited to:
• Creation and implementation of the beautification crew to combat blight – the initiative has resulted in excess of 100,000 lbs. of refuse picked up in its first year of operation • Launched tools that assist with homeless prevention and increase accountability for chronic nuisance offenders
• Created new City programs and events on the calendar that create Community Connection, including the inaugural Stars and Stripes Celebration, City Scoop neighborhood event series, the Community Block Party Trailer Program, Community Projects Grant Program, and more
• Passed ordinances to address blight including illegal dumping, shopping cart, and restrictions on commercial vehicle parking on commercial corridors • Launched $1M Business Attraction Grant Program
• Launched Comprehensive Grants Strategy to increase and diversify funding sources • Created Homeless Outreach Services partnership created with Sacramento County and Sacramento Covered (Community Health Works)
The FAWP played an important role to bridge the gap between shorter term six-month strategic Strategic Planning Retreat Background Information Memorandum March 28, 2024
3 planning periods and objectives that required longer implementation horizons. With the advent of a revised annual cadence for strategic planning the FAWP is no longer a necessary tool for strategic planning. The FAWP is included as Attachments 4 and 5 to memorialize the body of work and track the success of its implementation over the last several years. Moving forward, all strategic objectives will be consolidated into the proposed Strategic Planning Matrix, Attachment
6. While the FAWP approach will no longer be utilized through strategic planning, it is important to note that many of the identified objectives are ongoing efforts that have been incorporated into the City’s daily operations and will be continued moving forward until directed otherwise through Council action.
New Strategic Planning Goals term 2024 – 2027
The City has historically set overarching strategic goals in three-year terms. This year marks a renewal of goals and opportunity to check in and assess if the stated goals accurately reflect community and Council priorities.
To ensure any recommendations reflect community sentiment, staff coordinated and implemented a community feedback roadshow. Visited stakeholders included:
• January 22nd – Sylvan Old Auburn Road aka SOAR | Area 10 • February 5th – REACH
• February 9th – Citrus Heights Collaborative
• February 13th – CHANT | Area 3
• February 14th – San Juan Unified School District
• February 15th – Park Oaks aka PONA | Area 5
• February 17th – Neighborhood Watch
• February 19th – Northwest | Area 1
• February 21st – Connect Citrus Heights
• February 21st – BIRDCAGE | AREA 11
• February 26th – Sunrise Park & Recreation District
• February 27th – Rusch Park & Sunrise Ranch | Areas 2 & 6 • March 12
th – Sunrise Marketplace
• March 19th – CHASEN | Areas 789
At each meeting, City Manager Feeney presented results of the most recent two-year cycle of strategic/Focus Area Workplan goals along with community sentiment data from a strategic planning Flashvote survey (Attachments 1 and 2). Stakeholders were then asked to provide feedback on the current strategic goals, if they accurately reflect community priorities for the next three years, and any suggestions or requests for strategic objectives.
Similarly, the Executive Team facilitated gathering internal feedback from departments. Staff were presented the strategic planning flyer, 2023 year in review document, as well as a presentation summarizing outcomes of the past two years. They were then asked four questions:
1. On the strategic planning flyer: is this in line with what you observe and experience in your role? Strategic Planning Retreat Background Information Memorandum March 28, 2024
4 Is there any focus area missing?
2. To improve our accomplishments, what might we start doing? Do more of? Do less of? Stop doing?
3. What is slowing down the implementation of our chosen strategic objectives?
4. As experienced staff, do you have new strategic objectives we should consider to achieve the draft three-year city goals or make advancements in community priority areas? Regarding strategic goals for the next three-year term, multiple stakeholders provided feedback that the term “alternative” in the infrastructure strategic goal is confusing. As a result, staff recommend the following modification: “Maintain public infrastructure and enhance alternative all modes of transportation”. No other strategic goals received feedback and general consensus is that they still accurately reflect community priorities.
A comprehensive document aggregating all stakeholder feedback is provided in this packet (Attachment 3).
Draft Strategic Objectives for Consideration March 2024 – March 2025 The City continues to be successful at delivering high quality, responsive customer service throughout the operations that are offered by City staff and our partners. While these regular services are not captured in the Strategic Objectives, it is important to honor that body of work and be aware of ongoing workload and resource constraints as we consider new strategic objectives for 2024-2025.
The intent of the annual Strategic Objectives is to identify new objectives that advance the City Council’s established goals; while also continuing the existing operations and projects, many of which have been established by previous Strategic Objectives.
A robust engagement plan was developed to solicit feedback from community stakeholders. The community feedback roadshow solicited valuable feedback that directly informed staff’s eventual strategic objective recommendations. This approach allowed for executive staff to develop strategic objectives aligned with community feedback and known Council priorities.
The Draft Strategic Objectives document (Attachment 6) is prepopulated with strategic objective recommendations from the City Manager and department directors for consideration and discussion with City Council at the upcoming retreat. The recommendations provided have been evaluated for feasibility given current staff workload and availability of resources necessary to move forward in the next year.
As part of the revised annual cadence for Strategic Planning, the meeting date was moved to March to align with the City’s budget processes. As many objectives created can have an associated budget impact, this timeline allows alignment to ensure resources necessary to achieve annual strategic objectives are also accounted for in the City’s budget process. Any Strategic Objective requiring financial resources will also be included in the forthcoming mid- cycle budget for consideration.
The draft strategic objectives are identified for discussion with the City Council. The draft strategic objectives will be finalized at the upcoming retreat and will be brought to City Council Strategic Planning Retreat Background Information Memorandum March 28, 2024
5 at a future regular meeting with action timelines. These were developed to advance City Council priority projects and initiatives while meeting organizational needs.
Attachments:
Attachment 1 – Strategic Planning Outreach Flyer
Attachment 2 – Year in Review Flyer
Attachment 3 – Stakeholder Outreach Feedback Summary
Attachment 4 – Focus Area Work Plan Executive Summary
Attachment 5 – Focus Area Work Plan Comprehensive Matrix (2022-2024) Attachment 6 – Draft Strategic Objectives April 2024 to March 2025
www.citrusheights.net/strategicplan
[email protected]
2021-2024STRATEGIC GOALS
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 & engagement
RESIDENTS THINK
CITRUS HEIGHTS TOP 3
STRENGTHS ARE:
Ease of getting around
town
1. Range of shopping and
dining options
2. Physical safety and
security
3. RESIDENTS TOP 3 FOCUS
AREAS OF HIGHEST
IMPORTANCE:
Physical safety and
security
1. Community cleanliness
and visual appeal
2. Conditions of streets
and sidewalks
3. JANUARY
• Commissioned Infrastructure Financing Strategy to advance the Sunrise Tomorrow project
• Launched the 2022 Residential Street Resurfacing Project • Enhanced partnership with CalTrans to increase blight abatement and prevention in hot spot areas like I-80 and Antelope
• Created Chronic Nuisance Offender Program and
Community Prosecutor to increase local control over
accountability measures for repeat nuisance offenders
FEBRUARY
• Launched Community Block Party Trailer
• Hosted Resident Empowerment Association of Citrus
Heights Annual Potluck
• Adopted Affordable Housing Partnership Program
Guidelines
• Launched “Citrus Heights Cares” community beautification campaign
MARCH
• City History and Arts Grant helps bring Wall that Heals, a replica of the Vietnam Veterans memorial, to Citrus Heights • Community Projects Grant launches for projects and events that create community connection
• Revamped Neighborhood Improvement Partnership
Guidelines for easier use
• Passed ordinance prohibiting commercial vehicle parking on commercial corridors
The city of Citrus Heights has been hard at work to meet the goals we set forth in our focus area work plan: community image, economic development, community connection and infrastructure. Take a look at some of the highlights from the last year.
YEAR IN REVIEW
January 2023 – December 2023
6360 Fountain Square Dr., Citrus Heights, CA 95621 • 916.725.2448 • CitrusHeights.net APRIL
• Facilitated Sayonara Drive Replacement Housing Project through partnership with Habitat for Humanity
• Initiated blight prevention measures at Sylvan Library with service partners
• Funded program for sound wall beautification
• Secured federal appropriations for city strategic objectives MAY
• $1,000,000 Business Attraction Incentive Program launches • Awarded $20,000 Economic Development grant to Sunrise MarketPlace to create murals
• Hosted 2nd annual Public Works Showcase
• Dispursed almost $30,000 in Community Projects Grant to implement 6 projects and programs
• Awarded $350,000 Green Means Go Grant award for
infrastructure-related work to support Sunrise Tomorrow • Sent two neighborhood leaders to the Neighborhoods USA conference to increase neighborhood engagement
JUNE
• Partnered with other Sacramento County cities on a regional solution to meet SB 1383 Edible Food Recovery regulatory requirements
• Awarded $8.1 million in grant funding from the Sacramento Area Council of Governments for Auburn Blvd Complete
Streets Phase 2 project
• Set the newest set of 20 strategic planning objectives to advance community goals
JUNE (continued)
• Created Citrus Heights Education Committee
• Received Certificate of Achievement for Excellence in Popular Annual Financial Report for the first time
• Prepared and unanimously adopted a two-year budget that included significant allocations for street repairs for the first time in the city’s history, starting with $2 million in 23/24 and increasing to $4 million on 24/25
JULY
• Launched Comprehensive Grants Strategy to increase and diversify funding sources
• Rolled out redesigned city website
• Hosted the first annual Stars & Stripes Celebration with fireworks show
• Hosted first event of City Scoop Summer Neighborhood Event Series at Greenback Greenspace
AUGUST
• Hosted second City Scoop event at Sylvan Community Center • Partnered with Republic Services to roll out free compost program
• Completed the Various Signalized Intersection Safety
Improvements Project
SEPTEMBER
• Homeless Outreach Services partnership created with
Sacramento County and Sacramento Covered
• Hosted third City Scoop event at Westwood Park
• Hosted annual Sunday Funday event
• Disbursed $140,000 in community support funding to
nonprofits
• Awarded $2.9 million Retail Theft Grant to support Citrus Heights business community with crime prevention
• Proclaimed September 28 – October 4, 2023 as “Good
Neighbor Week”
OCTOBER
• Hosted 4th State of the City Address with Mayor Tim
Schaefer and City Manager Ashley Feeney
• Community members chipped-in at annual Fall
Volunteer Day
• The Community Support Grant helped fund the annual
Howl-O-Ween Parade and Festival
• The Community Projects Grant helped fund the first-ever Citrus Heights Art ‘ArtBeat: Music & Art Festival’
• 2023 Special Election to elect a new San Juan Unified School District Board Member
NOVEMBER
• Honored Veterans Day through community events
• Invited community members to participate in the first of three Hopeful Neighborhood Project leader trainings
• Four city intersections received new retroreflective
backplates with more to come as part of the Highway Safety Improvement Grant
• Employees volunteered at Sunrise Christian Food Ministry before Thanksgiving
DECEMBER
• Launched the Best Lights in Citrus Heights
decorating contest
• Hosted the annual holiday Tree Lighting at City Hall
• Launched the Citrus Heights Cares Reporting Dashboard • A new Mayor and Vice Mayor were selected
• Hosted 14 COMMUNITY EVENTS
• Completed 18 MULTI-MODAL TRAFFIC SAFETY PROGRAM
neighborhood safety improvement projects
• Cleaned over 350,000 LINEAL FEET of storm pipe and structures • Serviced 1,500 TREES
• Performed vegetation management of over 92 ACRES of open space and over 12,000 LINEAL FEET of creeks and channels • Picked up 76 TONS of trash and debris
• Retrieved OVER 1,500 shopping carts
METRIC ACHIEVEMENTS JANUARY 2023 – DECEMBER 2023
• Completed 29,864 SQUARE FEET of mill and fill street repair improvements
• Performed over 7,000 BUILDING INSPECTIONS
• Provided 19 GRANTS to low-income mobile homeowners to make health and safety repairs
• Welcomed 760 NEW BUSINESSES
• Responded to 7,605 SERVICE REQUESTS for beautification and repairs
• Filled 44 JOB VACANCIES due to resignations and retirements
STRATEGIC PLANNING ROADSHOW
FEEDBACK DATA (January – March 2024)
I. COMMUNITY STAKEHOLDER FEEDBACK
Over the first quarter of 2024, staff coordinated and implemented a community feedback roadshow to ensure any strategic goal recommendations reflect community sentiment. Visited stakeholders included:
• January 22nd – Neighborhood Area 10, aka Sylvan Old Auburn Road, aka SOAR • February 5th – Resident Empowerment Association of Citrus Heights • February 9th – Citrus Heights Collaborative
• February 13th – Neighborhood Area 3, aka CHANT
• February 14th – San Juan Unified School District
• February 15th – Neighborhood Area 5, aka PONA
• February 17th – Brooktree Neighborhood Watch
• February 21st – Connect Citrus Heights
• February 21st – Neighborhood Area 11, aka Birdcage Heights • February 26th – Sunrise Recreation & Park District
• February 27th – Neighborhood Areas 2 & 6, aka Rusch Park & Sunrise Ranch • March 12th – Sunrise Marketplace
• March 19th – Neighborhood Area 789, aka CHASEN
At each meeting, City Manager Ashley Feeney presented the results of the most recent two-year cycle of strategic/Focus Area Workplan goals along with community sentiment data from a strategic planning Flashvote survey. Stakeholders were then asked to provide feedback on the current strategic goals, whether they accurately reflect community priorities for the next three years and any suggestions or requests for strategic objectives.
The following is a summary list of community stakeholder feedback from the strategic planning roadshow. Feedback has been segmented into applicable strategic goal categories and distilled into themes. Tick marks (ex. (I) ) note how often a subject came up across the data.
1.A Maintain and enhance fiscal stability
No feedback was provided from community stakeholders regarding fiscal stability
1.B Maintain public infrastructure and enhance alternative modes of transportation
SPECIFIC TRAFFIC & SAFETY ISSUES
• Old Auburn from Holy Family to Costco is very unsafe & the crosswalk from apartments to Holy Family needs street lighting for evening walkers
• Twin Oaks bus stops are not ADA compliant – no sidewalks and difficult ditches, no infrastructure to support walking or biking
• Van Maren paving has a lot of cracks and patches that don’t work • Bus turnouts on Sunrise and Greenback to alleviate traffic • Repair greenback median fencing
• Prettier stuff on the crappy median fencing down Greenback • Oak and Watchel greenspace placemaking signage
• Sylvan Road and community exit parking off of a curb feel unsafe going on and off the curb on the driveway.
• Sidewalk from Sylvan Jr High to carriage kids going out into the gutter because the brick wall takes up space
• Consider repaving Mariposa south of Old Auburn
• Better roads
• Dewey Drive needs paving
• Keepers of the Trail/Adopt a trail program for ACCT (II)
LIGHTING
• Brightening up street crossings where stop signs are
• Light up speed signs with LED flashing and digital numbers
1.C Diversify for a resilient economy
SUNRISE TOMORROW SPECIFIC PLAN
• Sunrise Mall concerns (IIIIIIII)
BUSINESS ATTRACTION
• McCormick & Schmidt
• More dining options (IIIII)
• Kids entertainment
• A dessert bakery
• More shopping options (I)
• More independent shops
• Fill vacancies
BUSINESS ATTRACTION
• Help small businesses market themselves
• Honor business milestones (anniversaries, significant events, etc.)
1.D Preserve and enhance public safety
CRIME
• Continued increased enforcement for bad actors (II)
• Prop 47 concerns (II)
SPEEDING
• Concerns about motorcycle speeding
• Speeding and stop sign running (IIIII)
• speeding on Mariposa
• Speed minders around the city
• Old Auburn from Holy Family to Costco very bad driving • Sunrise Mall back parking lot poses issues with donut drivers (I)
SAFETY
• Fire hydrant need to be painted and reflective street markers added – will talk to CHWD • Does the city have a catastrophic emergency plan? Neighborhood areas should coordinate
HOMELESS PREVENTION
• Transient activity (III)
• Security and vacant Bostons Pizza
• Sunrise Mall back parking lot homeless encampments
• Increase homelessness during holidays, especially in front of pool supply on greenback
CRIME PREVENTION THROUGH ENVIRONMENTAL DESIGN
• Residential street lighting, solutions? Solar option? Lamp post options? (IIIIIII) • SRPD partnership to display CH Cares signage about trespassing and illegal dumping
1.E Enhance Community vibrancy and engagement
COMMUNITY PROJECTS
• Community garden project
• An Auburn Blvd project telling the story and creating a sense of place for Auburn Blvd • cultural dance parade and festival
• zoo (II)
• All ability playground and exercise equipment
• A family entertainment area with a splashpad (II)
• local arts and music (III)
• Public Art and Murals – wrapping traffic control cabinets • Return live community theater
• More pollinator gardens – property on Mariposa or Watchel (III) • More movie music theater park events
• arcade
• A hotel for our guests
• Outdoor gathering space with volleyball, firepits, eating
PRIVATE PROPERTY BEAUTIFICATION & CODE ENFORCEMENT
• Increased code enforcement (I)
• Stock Ranch in disrepair, beautify parking lot and landscaping • Tire company at Kanai and Auburn has displays in sidewalks and roadway • Cars permanently parked in the driveway for repair, RVs illegally parked • Curb appeal programs (yard of the month)
• Benches in front of businesses
• Trash cans around residential areas (I)
COMMUNITY CONNECTION
• Asset mapping exercise for 3rd places (IIIII)
• Holiday light parade
• Utilize neighborhood schools as third place for NAs
COMMUNICATIONS
• Community postcard (I)
• Neighborhood Area leadership resources (I)
• NA yard signs
• Larger NA placemaking signage in neighborhoods and along trails (I) • NA benches with logos
• Public Relations partnership with SRPD to amplify good news and positive storytelling
II. CITY STAFF FEEDBACK
Staff coordinated and implemented a City staff feedback roadshow to ensure any strategic goal recommendations reflect community sentiment.
Staff attended a comprehensive presentation from City Manager Feeney highlighting outcomes from the last two years of Strategic Planning/Focus Area Workplan work. Then, at a subsequent scheduled department meeting, staff were presented with the strategic planning flyer, the 2023 year in review document, and a presentation summarizing outcomes of the past two years. They were then asked four questions:
1. On the strategic planning flyer: does this align with what you observe and experience in your role? Is there any focus area missing?
2. To improve our accomplishments, what might we start doing? Do more of? Do less of? Stop doing?
3. What is slowing down the implementation of our chosen strategic objectives?
4. As experienced staff, do you have new strategic objectives we should consider to achieve the draft three-year city goals or make advancements in community priority areas?
The following is a summary list of City staff feedback from the strategic planning roadshow.
Feedback has been segmented into applicable strategic goal categories and distilled into themes.
Tick marks (ex. (I) ) note how often a subject came up across the data.
II.A Maintain and enhance fiscal stability
TRANSPARENCY & ACCESSIBILITY
• Open Data site to the public – making public information easily accessible would also filter calls for business licenses, PRA, and uncashed checks
INTERNAL ADMINISTRATION
• Continuation of Tyler
• Develop and maintain a financial model to evaluate and understand fiscal impacts for new development or redevelopment opportunities
• Cost Allocation plan and ICAP
• Evaluate the cost and benefit of a third party mediation program to reduce staff bandwidth needs
REVENUE OPPORTUNITIES
• Evaluate community center rates to account for increased operational costs and market competitiveness
• Develop and present cannabis regulatory options
II.B Maintain public infrastructure and enhance alternative modes of transportation
• RECOMMENDATION: Change “alternative” to “all”
• Alternate modes of transportation goals is confusing. Clarification was needed.
INFRASTRUCTURE
• Award construction contract for Auburn Blvd Phase II
• Award construction contract for Dewey
• Issue RFP and award crack seal project
• Traffic Signals – cabinet replacements and battery back • Traffic Signals – intersection camera conversions
STATE MANDATE ELECTRIFICATION/FLEET MODERNIZATION/ENERGY EFFICENCY • Hybrid/EV conversion for building fleet and 2 transit vans for facilities • CHCC LED retrofit
FUNDING EXPLORATION
• SMUD, CEC, AQMD, urban greening/carbon
FACILITIES
• Repaint exterior of CHCC
• Repaint int/ext of Sylvan Center
• Repaint ext of Sayonara
• Reseal and restripe back PD lot
• Repaint lobby of PD; remove or paint over tile wall; lighting; add acoustic paneling • PD boiler and AC unit replacement
• PD parking lot solar carport
• CHCC AC unit replacement
• CHCC AC unit condenser sprayer water treatment system • S1 system upgrade at PD
• Reconfig of utility building/yard to maximize storage, and allow space for vehicle lift • Community Center Floors; evaluate cost/options for replacing carpet, stain/epoxy concrete and add “wood dance floor” inlay
• Incorporate renaming of CHCC with repaint/refresh
II.C Diversify for a resilient economy
SUNRISE MALL
• Increase site condition accountability with property owners • Present infrastructure Financing Strategy
ECONOMIC DEVELOPMENT CATALYST PROJECTS
• Remove parking requirements from Auburn Blvd
• New Sylvan mixed use project RFP
• SMP Palm Tree project
ECONOMIC DEVELOPMENT INCENTIVES
• Create incentive suite for sit down dining and entertainment, potentially including grants/fee waivers/ permit streamlining etc.
• Sales Tax policy
ECONOMIC DEVELOPMENT COMMUNICATIONS
• Highlight new business via social media, website, local newspaper • Add a highlight section to the city website to showcase new businesses • Promotional mailer for Activate Auburn Grant program
• City Dine Nights series
WORKFORCE DEVELOPMENT
• Workforce development programming to uplift residents
II.D Preserve and enhance public safety
TRAFFIC AND SPEEDING
• Updated traffic surveys/speed limit adjustments to enable speed enforcement
COMMUNITY PARTNERSHIPS & COMMUNICATIONS
• SROs (+2 positions, not substitute), some feedback only if funding by district • Partner with schools to enhance safety
• Partner with parks to enhance safety
• Communications campaign for FAQs on civil and criminal complaint issues
ANIMAL CONTROL
• Community desire
CRIME
• Implement retail theft grant and provide regular updates to council • Continue to leverage technology to optimize operations and crime analytics
II.E Enhance Community vibrancy and engagement
PUBLIC PROPERTY BEAUTIFICATION AND STANDARDS ENFORCEMENT • Beautification Crew 6 days a week
• Work with bordering counties to clean up entry into the city • Work with the park district to clean up area parks on homelessness, cleanliness, and safety • 72-hour rule enforcement for parking on public streets • City bike fleet – to ride/inspect city trails
• Rock the block (neighborhood cleanup provided by city): Repair fencing, Clean up yards, Paint, Spread mulch, Street beautification
• Advance the Volunteer Hub by planning a citywide volunteer day & Increase Volunteer Hub awareness and usage
HOMELESSNESS PREVENTION
• Assess programs or structures that inadvertently enable continued homelessness ie.
Recycling centers
PRIVATE PROPERTY BEAUTIFICATION AND STANDARDS ENFORCEMENT • Increase code enforcement presence and education on private properties (residential and commercial) (IIII)
• Address vacant businesses
• City involvement in boarding up businesses to keep secure • Hold the private sector responsible for unsightly properties • Start fining property owners
• Inability to easily identify problem properties/lack of communication • Bring back regular meetings to discuss problem properties (Code/Building/Planning) • Electronic tracking of what all staff has access to (Sharing of Code related issues to Building/Planning)
• Provide all field staff with equipment to help maintain streets/ public right of way (Building Field Staff can support GSD as backup) - Implement CIRA training to qualify staff • Important to report issues as you see them (See Click Fix) • Shopping cart ordinance update and report
COMMUNICATIONS
• Share more information about metric achievements (residents/staff). (From Year in Review Flyer- Impactful) more holistic (II)
• Use old methods of information sharing (flyers, newspapers, etc.), not just social media • Provide residents with mailers to show achievements
• Issue citywide geographically customized neighborhood area promotion mailer • Amplify SJUSD communications and good news story telling: new stadium and athletic event
CITY EVENTS
• Smaller more frequent events: Hold city events in new locations, Use city hall campus to hold smaller events, Animal adoption, Yoga classes, etc. • Explore options for use of CHCC for city-(co)hosted – Senior resources, summer activities, dance classes
• Sunday Funday needs a rebrand and a refresh – generate more attendance, needs something new to attract people
• Public Works Showcase trying to satisfy two distinct audiences (kids and workforce dev) and makes the event confusing
COMMUNITY GROUPS & LEADERS
• Provide leadership coaching and a community outreach toolbox to assist Neighborhood Areas with promotion and awareness, including yard signs • Increasing touchpoints with community influencers to generate engagement opportunities • CH Collaborative storytelling and amplification
• New format for Community Benefit Org to come together and increase participation • Phase out Connect CH meetings and use them as online influencer lists • Adult Civics/leadership academy
• Prospective Councilmember Workshop
• Youth in Government civic job shadowing
• Youth Civic Academy (I)
• Parenting support resources
Community Image
Beautification Crew – over 80 tons of trash and debris! Citrus Heights CARES Campaign – over 40 million
impressions
Remediated hot spot problem areas of blight
(Antelope and I80, Sylvan Library, etc.)
Shopping cart ordinance
Proactive code enforcement
Community Outreach Worker partnership with Sac
County (Sue Frost ARPA money)
Re-establishing our Police Department staffing,
allowing for greater proactivity in enforcement
through specialties like the Impact team and Motor
unit
Chronic Nuisance Offender Program
Refresh of damaged monument signs at entry points,
SMP bricks on planters, landscape maintenance
Infrastructure
New three-year pavement strategy going from 2 lane
miles to 52 lane miles on streets people experience
Expanded our mill and fill road failure maintenance
program operations
San Juan complete streets grant
Soundwall refresh across the City – RFP out this week
Auburn Blvd Complete Streets
Arcade Cripple Creek Trail construction completion
and opening
Community Engagement
Events are back! Sunday Funday, Capital Pops
celebration of 25 year, Annual Tree Lighting, PW
week event, City Scoop events, Stars and Stripes
CH Block Party Trailer
Community Projects Grant Program
Grant opportunities for non profits, Wall that Heals,
Art Beat events
Neighborhood engagement
Revamp of City grant guidelines
Focus Area Work PlanFocus Area Work Plan
City of Citrus Heights
Executive Summary
Strategic Planning History
Six-month incremental planning/more future focused
Approach modified in May 2022 to allow for actions
to build off one another
Council adopted the Focus Area Work Plan to run
through the end of the Three-Year Goal Period
Goal period is coming to a conclusion in March 2024
Strategic Planning Retreat with City Council March
28, 2023
Revisit Three-Year Goals
Strategic Objectives development by staff based
upon community desires and identified priorities
Discussion with City Council at the retreat
Ultimately adopted thereafter by Resolution
Economic Development
Fostered a customer-friendly business environment
that has resulted in several new business openings
Citrus Heights Pet Hospital, Humle Beer House,
Benji’s Woodfire Pizza, Home Goods
Launched Business Attraction Incentive Program to
attract new restuarants, breweries and entertainment
First parcel map at Sunrise Tomorrow is ready
pending the applicant finalizing discussions with US
Bank – hotel site
Sunrise Tomorrow development utility planning
Retail theft prevention program - $2.9M grant
Fiscal Prudence
Deep dive into every dollar as part of developing the
two-year budget
Developed reserve funding for vehicle replacement
and building maintenance needs
New Tyler Munis Enterprise Software System to
increase organizational and fiscal efficiency
Set up budget to deliver on community priorities
from an allocation of resources standpoint
Established maintained a 25% target reserve fund
while putting significant general fund dollars towards
roadways and addressing compensation issues that
were causing a high rate of turnover for the
organization
$23M in grants during 2023! Almost 8% of our total
general fund budget
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 1 2022-2024 Focus Area Work Plan
3-Year Strategic Goals
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
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 2 FAWP Objectives
ENHANCE COMMUNITY VIBRANCY AND ENGAGEMENT
RECOMMENDATIONS*
# Strategic Objectives
Progress Update
November 2022 – March
2024
Next Steps/Comments
1. Present to the City Council
quarterly reports on the
Self-Help Program that is
coordinated through the
City’s Navigator reporting
out on program successes,
challenges and local
partner coordination
effectiveness.
The City entered into a
MOU with the County of
Sacramento and
Community Health
Works to provide
Navigator services for
the community.
Continue to support the Community Health Works program
in partnership with Sacramento County.
2. Contact government
agencies that have
jurisdictional
responsibilities for public
areas within the City limits
(Caltrans) or on the edge of
the City where
enforcement and cleanup
challenges present
problems for residents and
businesses to discuss
establishing a
memorandum of agreement
that would allow Citrus
Heights greater clean up
and enforcement ability.-
Major cleanup at
Antelope and I-80
Interchange and Auburn
Blvd eastbound off-ramp
exit.
The City entered into
Designated Maintenance
Agreement for the
Antelope/I-80 area to
allow city crews access
to clean up this area more
readily, and allowing
reimbursement by
Caltrans.
Continue to collaborate with jurisdictional partners and implement Caltrans Designated Maintenance Agreement
allowing Citrus Heights greater clean-up and enforcement authority.
Partnership with Cal Trans already established. Continue ongoing coordination with Sac County for recurring
hotspots (Verner; Greenback; Roseville Road)
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 3 3. Should the revised
designated maintenance
agreement pursuit be
successful, request other
government agencies
provide reimbursement
funding to compensate the
City for the costs
associated with increased
service demands.
DMA in place. Staffing
continuing conversations
with Sac County for
collaboration on shared
roadways.
Continue to implement designated maintenance agreement
with CalTrans
4. Proactively contact
commercial property
owners where code
violations create attractive
nuisances and trespassing
problems to inform them
that the issues need to be
abated in a timely manner
with notice that inattention
may result in code
violation fines, penalties,
clean up liens or other
remedies as allowed by
law.
Code Enforcement is
proactively scanning
commercial properties
for violations and
sending notices when
needed. Once identified,
Code Enforcement
conducts spot checks for
those locations. Patrol
also conducts checks at
vacant buildings with
ongoing issues.
Currently, CHPD Code
Enforcement has 31
cases open for
businesses:
- 17 voluntary
compliance
- 14 cases remain open
with business owners
- 1 business issue
fine/fee
Continue to proactively work with commercial property
owners to resolve code violations.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 4 5. Offer Crime Prevention
Through Environmental
Design (CPTED) surveys
and recommendations to
owners of problematic
properties where physical
improvements may help
address trespassing
problems.
Approximately 40-50
CPTED evaluations for
business owners and
residents have been
conducted since the
implementation of this
plan.
Numerous businesses
have implemented
CPTED
recommendations such
as increased lighting,
signage, cameras,
reduction in overgrown
shrubbery and similar
approaches to deter crime
on private property.
City was awarded Retail Theft Grant which will support
this objective. See #23 for CPTED strategic objective
6. Seek standing approval
from property owners for
officers to enter property
and serve trespass notices
enhancing a Police
Officer’s ability to remove
unwelcome individuals
from private property in an
expeditious manner where
trespass issues persist.
The CHPD currently has
approximately 207 active
trespass notices on file
for individuals and 33
standing notices on file
for businesses throughout
the city.
Continue to collaborate with area stakeholders to develop a coordinated plan to reduce crime, mitigate blight and
increase vibrancy. Explore and present ordinance options to the City Council that require property owners to provide written permission to individuals that are on properties for non-commercial activities, individuals without written
permission would be subject to citation.
7. Notify store managers
within the City that
nuisance abatement
supports a vibrant business
ecosystem and compliance
will fall back on the
Since the implementation
of this plan, CHPD has
logged 96 formal
business checks to
communicate this
message to businesses
Continue to notify store managers of nuisance abatement efforts and benefits for local businesses.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 5 property owner if a
business or store manager
will not cooperate with
code enforcement officers
in addressing trespassing
and nuisance abatement.
throughout the city.
Additionally, staff
estimates another 200
walk-in Business Checks
throughout the SMP
weekly.
8. Bring a proposal to the
City Council for a
Beautification Crew that
will be charged with
actively maintaining the
public right-of-way to be
free and clear of debris and
obstructions, both for
public safety as well as for
aesthetic benefit,
contributing to the
community’s vibrancy and
quality of life.
- 96.42 tons of debris
collected by BC from
start of program
(10/2022) through
1/18/2024
-1359 shopping cart
service requests logged
from 10/2022-1/2024
(over 1600 carts total)
Continue to utilize the Beautification crew to proactively and efficiently respond to blight and associated community issues. 9. With support from the
Beautification Crew
allowing for expeditious
cleanup and response,
active enforcement of
encampments and nuisance
situations that impede
public right-of-ways and
other public areas that are
detrimental to the public
enjoyment and safety.
Deployed Beautification
Crew early November
2022.
GSD and PD
collaboration efforts have
been streamlined to
increase efficiencies and
advance community
beautification and
cleanliness priorities and
provide quarterly reports
to City Council
Evaluate Metrics over next year to measure success of
program by evaluating volume of trash being collected on a monthly/quarterly/annual basis and consider adding a
survey to the community to solicit input regarding their perception about the CH homeless population – has it
increased, stayed the same or decreased from their
perspective?
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 6 HiFi count will take
place March 1 – 15, 2024
with results being
provided to City Council
by the end of March at
the Strategic Retreat.
27. Consider allocation of
ARPA funding to help
promote additional
community building
opportunities as residents
recover from isolation
associated with the
pandemic.
Stars and Stripes
Celebration approved by
City Council.
Implement the Stars and Stripes Celebration slated for June 29, 2024
28. Plan one new event in
addition to the two existing
events currently in
production.
*25th Anniversary held
October 22 2023
Inaugural Stars and
Stripes celebration
launched July 1
st 2023
Present to City Council the proposed program for 2024
Stars and Stripes Celebration at a regular meeting.
29. Create a Community
Engagement Program
designed to provide
support and organization to
neighborhood groups to
strengthen the relationship
between the City of Citrus
Heights and its residents.
Issued a citywide mailer
that promotes community
connection goals and
resources.
Launched inaugural City
Scoop series community
event.
Continue to advance the Community Engagement Program
including City Scoop Event and other engagement
opportunities.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 7 30. Ensure that Sunday Funday
has an opportunity for
attendee exposure to
Neighborhood
Associations, Connect
Citrus Heights and
historical information.
Include event as part of
2-year budget cycle.
Continue to support and expand participation of the Sunday Funday program in partnership with Sunrise Recreation and Park District.
31. Present to the City Council
for consideration a revised
regular City Council
meeting start time with an
emphasis on promoting
public participation
through effective
communications.
Objective complete Objective Complete.
32. Bring forward a proposal
to City Council for
purchase and outfitting of a
Citrus Heights Block Party
Trailer available or
community organization
and groups to rent stocked
with essentials to host a
neighborhood block party
or neighborhood event.
Launched rental program
February 2023.
Continue to market Community Block Party Trailer.
33. Consider a proposal that
would provide seed
funding for community
groups to host special
events or festivals during
the pandemic recovery
period utilizing ARPA
funding.
Launch first Community
Projects Grant round in
February 2023.
Continue to support community group implementation of
special events through seed funding.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 8 34. Consider a proposal that
would provide grants to
community groups that
desire to execute
community project that
engages citizens, improves
the community, and
promotes community
involvement and pride.
Launch first Community
Projects Grant round in
February 2023.
Continue to support community group implementation of
community projects through seed funding.
35. Develop a Good Neighbor
Beautification program for
consideration designed to
assist homeowners with
public facing home repairs
and improvements to
enhance neighborhood
integrity, improve the
quality of life in Citrus
Heights, increases property
values, and transforms
neighborhoods into safer
and healthier
environments.
15. Develop a Shopping Cart
Ordinance and present it
for City Council
consideration that among
other requirements, require
that shopping cart fleets be
retrofitted with lockable
wheel devices to prevent
shopping carts from
leaving business premises
thereby reducing long-term
Ordinance approved by
Council on October 27,
2022
*Over 1600 carts were
picked up Nov 2022-Jan
2024.
*4 shopping cart citations
have been issued by
CHPD.
Continue to implement quarterly reporting will be provided as part of Beautification Initiative metrics.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 9 costs for businesses
relative to shopping cart
replacement and
addressing the public
nuisance created by stolen
shopping carts that become
community blight and
litter.
16. Develop an authentic
Citrus Heights signage and
marketing campaign
reinforcing shared goals of
community cleanliness and
pride, themed around anti-
littering and beautification
of neighborhoods,
commercial corridors and
the local environment.
Implement “Citrus
Heights Cares” multi-
channel signage and
marketing campaign
Continue to implement next phase of “Citrus Heights
Cares” multi-channel signage and marketing campaign.
17. Create a comprehensive
engagement strategy to
ensure community
stakeholder education and
to foster support for efforts
related to addressing
blight, improving the
community image and
homelessness prevention.
Executed engagement
strategy
Continue to implement community engagement strategy.
23. Utilize ARPA funding to
create CPTED matching
grant programs that
advance homeless and
blight abatement strategic
objectives for commercial
real estate and businesses.
The City was awarded a
$2.75M Retail Theft
grant to combat retail
theft through technology,
enforcement, and
increased focus on theft
prevention strategies and
Implement Retail Theft Grant to provide crime detection and prevention technology in commercial areas.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 10 accountability measures
in collaboration with the
Sac County DA’s office
and surrounding partner
agencies with a goal of
increasing the feeling of
safety for residents,
business and the
shopping community
while patronizing our
businesses.
24. Create a Mural and Public
Arts Program to increase
community vibrancy,
reduce graffiti, and create
destinations and
community discovery
points.
Partnered with Sunrise
MarketPlace to create
three new murals using
the Econ Dev Support
Grant
Continue to proactively market existing grant programs that could assist mural implementation.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 11 DIVERSIFY FOR A RESILIENT ECONOMY RECOMMENDATIONS
Strategic Objectives
Progress Update
November 2022 – March 2024
Next Steps/Comments
18. Explore public infrastructure
financing and other economic
development tools to incentivize
Sunrise Tomorrow development.
Task complete, move to next
phase
Present results of Infrastructure Financing
Strategy study and next steps to owners and
stakeholders.
19. Approach Sunrise Tomorrow
property owners about securing
right-of-way dedications that
would allow them to access public
financing tools and to meet grant
eligibility requirements.
Executed MOU with
Namdar Realty Group in
2022.
Proactively require right-of-way dedication as
part of future Development Agreements from
any future entitlement application within the
Sunrise Tomorrow Planning Area.
20. 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.
January 2023: City Council
authorized consultant
selection funding for the
Infrastructure Financing
Strategies RFP scope.
Complete.
21. Develop a grant program utilizing
ARPA funding that advances
economic development goals of
effectively attracting and retaining
target businesses and industries.
Business Attraction
Incentive Program approved
March 23, 2023
Continue to effectively market the Business
Attraction Incentive Program to generate leads.
22. Consider establishing a fund that
would be designated for low-
interest loans for existing
businesses.
Analysis on this program
grew in complexity. Next
steps under evaluation.
Focus on Business Attraction Incentive Program
prior to further exploration.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 12 MAINTAIN AND ENHANCE FISCAL STABILITY RECOMMENDATIONS Strategic Objectives
Progress Update
November 2022 – March 2024
Next Steps/Comments
26. Increase active engagement in
regional, state, and federal
legislative on matters that
advance or impact the City’s
adopted strategic goals.
Onboarded Townsend Public
Affairs July 2023 – offers
advocacy services
Utilize Townsend Public Affairs for grants
and other advocacy.
25. Create and implement a
comprehensive grants strategy to
advance city goals relative to
economic development,
infrastructure, public safety and
community assets.
Launched RFP and selected
Townsend Public Affairs as
grants consultant and
launched Comprehensive
Grants Strategy and Grants
Tracker tool
Aggressively pursue strategic grant
opportunities identified in the Comprehensive
Grants Strategy and Grants Tracker tool.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 13 PRESERVE AND ENHANCE PUBLIC SAFETY RECOMMENDATIONS
Strategic Objectives
Progress Update
November 2022 – March 2024
Next Steps/Comments
10. Evaluate the process and cost to
support a Chronic Nuisance
Offender Program which would
involve collaboration with partner
agencies and the District
Attorney’s Office to prosecute
chronic offenders of codes and
ordinances for individuals and/or
property owners that continually
drain public resources and commit
quality of life crimes in the City.
PD and City Attorney
collaboratively developed a
chronic nuisance function
utilizing our current firm and
are working to develop test
cases.
Continue to monitor for applicable cases which
qualify for Chronic Nuisance, evaluate and
adjust as appropriate based on efficacy and
prosecution results.
11. Evaluate the cost to participate in
the Community Prosecutor
Program operated out of the
Sacramento County District
Attorney’s Office and/or to seek
support from their office for
facilitation of prosecution for
chronic nuisances through the City
Attorney’s Office.
The Chronic Nuisance
Offender program listed
above was determined more
appropriate and cost
effective than a DA
community prosecutor. This
goal can be removed from
future workload.
Complete/ Remove duplicate to #10.
12. Pursue a conservatorship legal
process to help residents
experiencing homelessness that are
gravely disabled as a result of an
untreated mental health disorder or
impairment through chronic
alcoholism or drug addiction that
CHPD identified a few
possible candidates for the
program but none reached
the conservatorship stage due
to unforeseen issues which
removed them from the City.
Continue to monitor for applicable cases and
work with County as their new processes/
resources come online.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 14 are incapacitated as a result of their
condition.
13. In an effort to get treatment for
suffering residents, engage with
Sacramento County Behavioral
Health as their department
implements Laura’s Law which
provides for court-ordered assisted
outpatient treatment for individuals
who meet strict legal criteria.
Sacramento County has
implemented Assisted
outpatient treatment
program: Persons must have
a history of serious mental
health hospitalization within
36 months and/or
serious/repeat violent acts
within the previous 48
months
CHPD has not yet found a suitable candidate for
this program. This tool will continue to be part
of future evaluations.
14. Explore licensing opportunities or
leasing arrangements with
recognized community
organizations in certain public
spaces (i.e. plazas proximate to
business districts) for increased
involvement in activity planning
and better enforcement of rules
relative to undesirable activities
that negatively affect business,
their patrons and the general
public.
The City has evaluated this
option for various conditions
but has not utilized this
approach at this point.
Instead focus has been on the
Community Prosecutor
program and similar efforts.
Consider this as a tool to address future needs as
an as needed basis.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 15 MAINTAIN PUBLIC INFRASTRUCTURE AND ENHANCE ALTERNATIVE
MODES OF TRANSPORTATION RECOMMENDATIONS
Strategic Objectives
Progress Update
November 2022 – March 2024
Next Steps/Comments
36. Finalize necessary funding
agreements for Arcade-Cripple
Creek trail project and present an
update to City Council on the
overall project schedule.
Trail completion anticipated
in spring 2024.
Finalize maintenance agreement with Sunrise
Recreation and Park District and Orangevale
Recreation and Park District. Complete
construction of trail project and plan for ribbon
cutting/trail opening ceremony.
37. Advertise and award bids for
Annual Residential Street
Resurfacing Program.
City Council approved a
comprehensive 3-year
pavement rehabilitation plan
to more effectively manage
the long-term maintenance
burden of all city roadways.
Implement the City’s 3-year pavement
rehabilitation plan.
38. Identify and present budgeting
strategies that provide for funds
that could be accessed for grant
matching that would allow for
Citrus Heights to be more
competitive in pursuing funds to
help facilitate capital improvement
projects (CIPs).
Budget strategies relative to
street repairs and City
Manager target reserve funds
provide for this.
Complete.
39. Expand pothole cut and fill (mill
and fill) repair operations.
Operations expanded for mill
and fill projects. Over 29,800
sf of mill and fills completed
June 2022-October 2023;
Continue mill and fill repairs to support 3-year
preservation plan efforts.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 16 40. Develop a plan, program and
budget for cleaning and uniform
painting of older sound walls.
Presented to and approved by
City Council April 27, 2023
Contract awarded for sound wall beautification
Feb 2024. Work to start by April 2024.
41. Develop a plan, program and
budget for refreshing street light
and traffic signal poles.
This is for PBID area only as
these were painted green;
repainted around 2007.
42. Refurbish traffic delineation,
crosswalks and stop legends
through restriping programs with a
prioritization on areas that are most
deteriorated irrespective of
pavement status.
Consultant analysis for
action plan being completed.
The action plan will be
incorporated into paving
strategies for efficiencies.
Memo of activities to date, total inventory of
assets and plans for refurbishment provided to
City Manager in January 2024.
43. Assess, repair and/or reconstruct
center median bricks within Sunrise
MarketPlace medians.
Completed various locations,
ongoing maintenance will be
incorporated into operations.
Continue to make repairs as needed.
44. Coordinate with other partner
utility agencies to ensure future
replacement schedules are well
understood to facilitate coordinated
infrastructure modernization
efforts.
Staff are meeting quarterly
with all utilities represented
to discuss CIPs and
replacement projects for
enhanced coordination.
Ongoing coordination through Encroachment
Permit process.
45. Develop a plan and proposal for
consideration of gateway
monument updating and/or
refurbishment, as well as
identifying key entry points of the
City could support new
monuments.
Two locations have been
refurbished. Auburn Blvd
monument is part of Phase II
project.
Implement the Auburn Boulevard Phase II
project including gateway feature entering Citrus
Heights.
46. Develop a plan and proposal for
refurbishment of medians where
there are large segments bare of
vegetation.
47. Plan for a mulch/bark ground cover
refresh to improve aesthetics,
Incorporated locations into
existing operating budget.
* Numbering is consistent with the 2022 adopted FAWP. Each objective was recategorized to align with each adopted strategic goal 17 prevent irrigation system
deterioration and reduce water use.
48. Assess and develop a plan and
budget to replace faded and
outdated signage.
Inventory complete – staff
assessing costs and possible
phasing of street name
signage and regulatory
signage replacement.
49. Participate in the development and
implementation a comprehensive
grants strategy to pursue
infrastructure funds.
Created Comprehensive
Grant Strategy
Continue to implement Comprehensive Grant
Strategy to resolve outstanding infrastructure
maintenance and necessary complete streets
projects.
Attachment 6
March 28, 2024
1 CITY OF CITRUS HEIGHTS STRATEG IC OBJE CTIVE S April 2024 – March 2025
THREE-YEAR GOAL: MAINTAIN AND ENHANCE FISCAL STABILITY
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
Administrative
Services
Director
Initiate and develop a city-wide cost allocation
plan to better utilize grant programs and
maximize cost recovery providing City
Council
an update when complete.
Community
Development
Director
Develop and present a cannabis regulatory
program for the City Council’s consideration
and include revenue approaches to fund
critical City needs.
Administrative
Services
Director
Complete implementation of the Human
Resources Module component of the
TylerMunis Enterprise Resource Planning
system.
Administrative
Services
Director (lead),
Police Chief
Develop an Open Data portal for the City of
Citrus Heights to increase citizen participation,
reduce redundancy, and increase efficiency
for customer access and agency
transparency.
City Manager Develop and maintain a development/land use financial model to evaluate and understand
the fiscal impacts for new development or
redevelopment opportunities.
Attachment 6
March 28, 2024
2 THREE-YEAR GOAL: MAINTAIN PUBLIC INFRASTRUCTURE AND ENHANCE ALL MODES OF TRANSPORTATION1
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
Economic
Development &
Community
Engagement
Director
Explore opportunities to activate and
encourage community ownership and
community pride by encouraging community
groups to adopt portions of the Arcade
Cripple Creek Trail and Old Auburn Multi-
Use
Trail. Report out progress to City Council as a
Department Report.
General Services
Director
Award contracts for construction and
construction management/engineering
support for the Auburn Boulevard Complete
Streets Phase 2 project.
General Services
Director
Award a construction contract for Dewey
Drive and Van Maren Lane Resurfacing and
Safety Improvements Project.
General Services
Director
Award contract for Crack Seal Project in
preparation of 2025 Street Resurfacing
Project.
General Services
Director
In response to neighborhood feedback,
develop a proposal for improving safety of the
crosswalk on Old Auburn Road between
Tiara Way and Holy Family Church with
Rectangular Rapid Flashing Beacons and
lighting for evening walkers. Present to City
Council for consideration.
1 Staff recommended modification to 3-year goal for City Council consideration Attachment 6
March 28, 2024
3 General Services
Director
Develop a plan, budget, and timeline to
address deferred facility maintenance;
complete at least three priority tasks.
General Services
Director
Issue Requests for Proposals (RFPs) for
professional engineering services the
Gateway Activation Plan (GAP) and the
Arcade Cripple Creek Trail (ACCT) Mariposa
Extension Project.
Attachment 6
March 28, 2024
4 THREE-YEAR GOAL: DIVERSIFY FOR A RESILIENT ECONOMY
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
Community
Development
Director (lead),
Economic
Development &
Community
Engagement
Director
Present results of Infrastructure Financing
Strategy for Sunrise Tomorrow and next
steps to City Council, owners, and
stakeholders
City Manager
(lead), Community
Development
Director, Economic
Development &
Community
Engagement
Director
Prepare and present site plan alternatives to
the City Council for the Sylvan Corners site,
incorporating a desired community use.
Economic
Development &
Community
Engagement
Director
Prepare and present an Economic
Development Work Plan to City Council.
Economic
Development &
Community
Engagement
Director
As part of the Economic Development Work
Plan, establish a suite of incentives to attract
sit-down dining and entertainment options.
Attachment 6
March 28, 2024
5 Community
Development
Director
In response AB2097, which has eliminated
the City’s ability to require parking within ½
mile of Sunrise Boulevard (designated 2040
High Frequency Transit Route), consider
modifying or eliminating minimum parking
requirements along all fixed transit routes
along commercial corridors (Auburn
Boulevard, Antelope Road, Greenback Lane).
Attachment 6
March 28, 2024
6 THREE-YEAR GOAL: PRESERVE & ENHANCE PUBLIC SAFETY
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
Police Chief In response to community feedback, code
enforcement will outline a proactive
operation plan and present it to City Council
for feedback prior to implementation.
Police Chief Implement the Retail Theft Grant and
provide quarterly updates to the City Council
on the outcomes achieved.
Police Chief In response to community feedback,
research, and present animal services
enhancements to City Council for service
delivery including feasibility of increased
local sheltering and reunification options of
lost pets.
General Services
Director
In response to neighborhood feedback,
create a program that provides a selection of
lamp post options to support private
streetlighting to improve public safety and
community identity.
Police Chief Develop, and present to the City Manager, a communication plan to help educate citizens
on their rights, responsibilities, and
resources available for common criminal and
civil issues such as landlord/ tenant, civil
custody orders, traffic laws, and blight.
Attachment 6
March 28, 2024
7 Police Chief Implement/ enhance a minimum of two
specific programs to target youth safety and
engagement with the Police Department.
Police Chief Explore and present ordinance options to the City Council that require property owners to
provide written permission to individuals that
are on private properties for non-commercial
activities, individuals without written
permission would be subject to citation.
Attachment 6
March 28, 2024
8 THREE-YEAR GOAL: ENHANCE COMMUNITY VIBRANCY AND ENGAGEMENT
WHEN
WHO
WHAT
STATUS
COMMENTS
DONE ON
TARGET
REVISED
Community
Development
Director
Provide an update of the City’s various
Housing Rehabilitation Programs in a
Department Report and seek direction from
City Council as necessary.
Community
Development
Director
Provide an annual update to the City Council
on the Community Health Workers (CHWs)
support services to unsheltered individuals
living in Citrus Heights.
General Services
Director and Police
Chief
Provide an analysis of the outcomes of the
Beautification Crew and efforts related to
blight abatement. Present to City Council
success/metrics/reporting on program
results.
Economic
Development &
Community
Engagement
Director
Develop training and outreach toolbox to
assist Neighborhood Areas with promotion
and awareness.
Economic
Development &
Community
Engagement
Director
Design, coordinate, and send citywide mailer
promoting Neighborhood Areas.
Attachment 6
March 28, 2024
9 City Clerk In partnership with San Juan Unified School District, consider establishing a Youth in
Government program to engage Citrus
Heights youth.
City Clerk As follow up to Education Committee
recommendation, partner with San Juan
Unified School District to explore
opportunities or incentive programs that
support student and parent investment into
Citrus Heights schools.
General Services
Director
Present to City Council recommended
modifications to the Neighborhood Clean Up
program to address associated blight issues.
Community
Development
Director (lead),
Police Chief
In response to ongoing blight and illicit
behavior associated with recycling centers,
assess regulatory options to address
negative impacts. Present options to City
Council.
General Services
Director (lead),
Community
Development
Director
Based upon community feedback, in
partnership with Neighborhood Areas,
identify locations for placemaking assets
promoting historic Lincoln 40 or similar areas
of interest. Provide an update to City Council
through a Department Report.
Economic
Development &
Community
Engagement
Director
Utilizing the Citrus Heights Volunteer Hub,
plan and organize a citywide Citrus Heights
Cares Volunteer Day.
Attachment 6
March 28, 2024
10 General Services
Director
In response to community feedback, develop
a program and budget to wrap traffic control
boxes to increase art in public spaces,
present recommendations to City Council.