1 Goal-Housing Strategies Tactics
Provide more diverse housing
options to create a vibrant and
resilient environment that
adapts to the changing housing
needs of our current and future
residents.
Metrics:
1. Percentage of new housing
units by category.
2. Percentage of total housing
units by category.
3. Percentage of “unhoused”
residents.
Expanding housing choice
increases affordability for
very-low, low and middle-income
households, helping to
advance racial and social
equity and contribute to
neighborhood stability.
• Implementation of the Affordable
Housing Ordinance.
• Implementation of Measure K.
• Address zoning inconsistencies
through:
o General Plan
Update/Amendment/Focused
Update
o Form-based Code.
• Complete Fairview Development
Specific Plan.
• Establish Housing Division to
address Homeless
Services/Transitional Housing.
• Address
parking
minimums.
2 Goal-Environment Strategies Tactics
Safeguard our natural resources
through responsible management
that fulfills our current needs
without compromising the ability
of future generations to meet
theirs.
Metrics:
• Completion of CAAP
• Strive for walkability metric of
15 minutes to parks and/or
open space.
• Track tree canopy in the City.
The commitment of the City to
environmental stewardship
promotes community well-being
and economic prosperity by
increasing resource efficiency and
minimizing waste generation to
enhance the natural and built
environment.
• Complete Climate Action &
Adaptation Plan.
• Develop a Municipal Sustainable
Purchasing Policy.
• Seek Public-Private Partnerships.
• Costa Mesa Integrated Pest
Management Plan (ongoing).
• City of Costa Mesa’s Parkway
Tree Planting Program (ongoing).
3 Goal-Customer Service Strategies Tactics
Deliver on the promise of excellent
customer service, transparency,
and responsiveness throughout
our operations both internally and
externally.
Metrics:
• Customer satisfaction survey.
• Tracking of response times to
public inquiries/calls for
assistance.
• Number of complaints.
Government agencies must
seek to fulfill their citizens' needs
and expectations to maintain
trust and rapport.
• Continue to promote TESSA
and provide project status
updates internally and
externally.
• Develop a protocol to track
requests and inquiries by
department and set
reasonable, attainable
response times.
• Provide customer service
training across all public
facing departments.
• Provide proactive
communication to the public
for all projects, programs and
initiatives and track
engagement opportunities.
• Develop a Public
Participation Plan
4 Goal-Fiscal Strategies Tactics
Ensure the City’s long term
financial viability through sound
policies and careful planning to
maximize the benefits of our
investments in people and
resources and support new
revenue streams.
Metrics:
• Maintaining reserves, general
fund balances and balanced
budgets.
• Increase in sales tax revenue.
• Successful implementation of
the new ERP software.
Sound financial policies allow the
community to feel confident that
budget plans, strategies and
initiatives are consistent with these
policies and that the underlying
services and programs and be
sustained over time.
• Roll out of the Finance
Department’s Enterprise
Resource Planning software,
a two-to-three-year process
across all departments.
• Review cost-recovery models
across all departments on a
tri-annual basis.
• Continue to follow best
practices of Government
Finance Officers Association
in all aspects of fiscal
management.
• Consider
outsourcing
permits and
NPDES
functions.
5 Goal-Work Environment Strategies Tactics
Foster a strong, safe and inclusive
organizational culture that values
its employees, rewards integrity,
innovation and promotes
teamwork.
Metrics:
• Employee satisfaction survey.
• Staff retention.
• Applications/new hires.
A positive culture encourages
employee engagement by providing
meaningful work, clear goals and
opportunities for growth and
development.
• Support training and
professional development.
• Utilize social media to
promote the City’s
recruitments efforts.
• Support inter-departmental
customer services.
• Develop an intern program to
build our future workforce.
• Promote work-life balance and
wellness.
• Promote collaboration across
departments.
6 Goal-Public Safety Strategies Tactics
Protect our community and our
properties from harm, crime and
disaster through law enforcement,
emergency response, safety
education, public health, and
maintenance of our infrastructure.
Metrics:
• Emergency response times for
911 calls
• Reduction in roadway crashes,
fatalities and injuries.
• Number of cyber assaults
deflected.
• Improve non-priority call
response time.
Safe and healthy residents lead to
stronger, more resilient
communities as well as stable,
clean neighborhoods.
• Shift EOC/Dispatch Division to
the City Manager’s office in
collaboration with PD and Fire
• Develop long-term planning
for replacement / repair of
vehicles/apparatus for PD and
Fire
• Completion and
implementation of the
Information Systems Strategic
Plan (ongoing)
o CAD/RMS System
Replacement
• Continued implementation of
the City’s 2022 Local Road
Safety Plan
• Improve response times for
non-priority calls.
7 Goal-Infrastructure Strategies Tactics
Plan for needed investments and
capital improvements for facilities
and infrastructure to prolong their
viability and use.
Metrics:
• Overall building health/condition.
• Overall Pavement Condition
Index.
By reviewing the current conditions
of our facilities and expectations
for their future use, the City can
analyze short- and long-term needs
and plan accordingly to allocate
appropriate fiscal resources to
address those needs.
• Develop and implement a
Facilities Master Plan to
address aging infrastructure
including buildings, roads,
parks and other City owned
facilities.
2024
Draft Strategic Plan
Tuesday, June 11, 2024
The City Council has held several Strategic Plan workshops over the past 5 years in order to establish long-term goals and short-term objectives to help meet those goals.
Prior workshops were held on a near annual basis:
January 25, 2019: Workshop with Dave Kiff
January 29, 2021: Virtual workshop with Marilyn Snider September 27, 2021: Workshop with Marilyn Snider
March 20, 2023: Workshop with Patrick Ibarra
April 19, 2024: Workshop with Kendall Flint
2 Overview: Strategic Plan
3 Overview: April 19, 2024 Workshop
Conducted a workshop to update the
Strategic Plan.
Facilitator prepared a Strengths,
Weaknesses, Opportunities, and
Threats (SWOT) Analysis.
Mission and core values were
unchanged.
Goals and objectives/tactics were
discussed and written on board.
Draft plan for consideration this evening.
Mission Statement
“The City of Costa Mesa serves our
residents, businesses, and visitors
while promoting a safe, inclusive and
vibrant community.”
4 Core Values
INTEGRITY
SUSTAINABILITY
COMPASSION
INNOVATION
INCLUSION
COLLABORATION
5 Goals
6 Strengthen the public’s safety and improve the
quality of life
Recruit and retain high-quality staff
Maintain & enhance the City’s infrastructure,
facilities, equipment, & technology
Diversify, stabilize, & increase housing to
reflect community needs
Achieve long-term fiscal sustainability
Advance environmental sustainability &
climate resiliency
Provide outstanding customer service, both
internally & externally
Create a hiring incentive & referral program to recruit stellar police officers and public safety dispatchers.
Conduct an organizational assessment of public safety dispatch and Emergency Operations Center (EOC) to ensure consistency with best practices in hiring, staffing, and chain of command.
Create a long-term planning and replacement/repair of public safety vehicles and apparatus.
Public Safety Communications Center – Complete design for interim facility improvements.
Complete Year 5 programs for the IT Strategic Plan, which includes funding for the CAD/RMS Public Safety System Replacement.
Westside Substation – Complete design for facility improvements for the Police Department.
Fire Station 4 – Complete construction on the regional training facility and begin exploring bond funding for improvements to living quarters
Fire Station 2 – Begin reconstruction efforts by exploring bond funding and begin design and permits.
Initiate the move of the Property and Evidence Warehouse to Airway Ave. for the Police Department.
Strengthen the
public’s safety
and improve
the quality of
life
7 Implementation of the City’s Local Road Safety Plan.
Ketchum-Libolt Park – Conclude outreach efforts and begin design efforts for park expansion.
Shalimar Park – Conclude outreach efforts and begin design efforts for park improvements.
TeWinkle Park– Rebid the project and select contractor for lake repairs.
Costa Mesa Skate Park – Conclude outreach efforts and begin design efforts.
TeWinkle Athletic Complex – Initiate design and complete scope of work for bidding process.
Lions Park Café – Complete construction of the selected design for café.
Fairview Park Master Plan – Provide an update to the City Council regarding the draft plan.
Fairview Park – Begin design process for mesa restoration & cultural resource preservation.
Fairview Park – Select a consultant for scope and design of pump station & wetlands recirculation system.
Brentwood Park Improvements – Conduct outreach efforts and complete design process.
Work with NMUSD to determine level of security required for recently opened school fields moving forward.
Conduct ongoing communication and facility management with the Golf Course operator.
Work with the City’s real property consultant to consider options for acquiring park and green space for Costa Mesa, including the central parts of the City.
Strengthen the
public’s safety
and improve
the quality of
life
(continued)
8 Utilize social media and non-traditional means to promote the City’s recruitments efforts through increased marketing on Facebook, Instagram, LinkedIn, and other sites.
Launch the Costa Mesa University Program for all city employees for a fall training curriculum.
Finalize the College Summer Internship Program implementation.
Complete a demonstration of the employee training management system (NeoGov “LEARN”) to City leadership prior to launching Citywide.
Complete the first phase launch of the employee performance evaluation system (NeoGov “PERFORM”).
Explore additional opportunities for mental health and wellness programs and activities for City employees.
Work with the City Manager and Police Chief to finalize the hiring incentives for lateral police officers.
Recruit and
retain high-
quality staff
9 Initiate the Facility Needs and Assessment Study for approximately 20 City-owned facilities.
Conduct a Citywide Parks Facilities Assessment for approximately 30 City parks.
Enhance the City’s cybersecurity network by protecting the City from cyber attacks by becoming National Institute of Standards and Technology (NIST) compliant.
Implement Year 5 of the IT Strategic Plan and begin working on the scope for the next 5 Year ITSP for software systems not included in the prior plan and future replacement of existing systems.
Select consultant for design of active transportation improvements along school routes for the Safe Routes to School Action Plan.
Complete installation of LED lights at Costa Mesa Tennis Center, TeWinkle Athletic Complex, and Jack Hammett Sports Complex.
Begin construction of Fairview Road (Fair Dr. to Newport Blvd.) Active Transportation Project.
Complete construction of Adams Ave./Pinecreek Dr. Active Transportation Improvements.
Coordinate design with SCE to begin construction of Adams Avenue Utility Undergrounding.
Initiate design of Fairview Rd./Belfast Ave. Traffic Signal.
Conduct workshops at schools and community events for the Bicycle Safety Education Program.
Complete design, bid opening, and select contractor to begin construction for the Newport Blvd. (Bristol St. to 19th St.) Rehabilitation and Active Transportation Project.
Maintain &
enhance the
City’s
infrastructure,
facilities,
equipment, &
technology
10 Present to City Council and Planning Commission land use alternatives for Fairview Developmental Center Specific Plan after community outreach.
Coordinate with State Department of General Services, Department of Developmental Services, and CalOES to maximize housing opportunities at the Farview Developmental Center site.
Present to City Council final recommendations for the Affordable Housing Ordinance and in- lieu fees.
Conduct Citywide visioning for housing development, and make updates to the General Plan and Zoning Code to implement the Housing Element and Measure K.
Present guidelines for a proposed First Time Homebuyer’s Program to the City Council.
Fully implement the 15 behavioral health beds at the Costa Mesa Bridge Shelter with the $4.2M Orange County Health Care Agency grant.
Monitor status of Travelodge Project Homekey motel conversion and assist with the implementation if awarded.
Provide continued assistance to households and families facing no-fault evictions.
Diversify,
stabilize, &
increase
housing to
reflect
community
needs
11 Present to City Council recommended Enterprise Resource Planning (ERP) consultant to award contract and begin ERP implementation.
Present FY 2024-2025 Mid-Year Budget Updates and Adjustments to the City Council, as needed.
Prepare for annual financial statement audit and work with departments to ensure compliance.
Finalize hiring of critical vacancies in the Finance Department.
Finish processing outstanding cannabis storefront applications for public hearing review.
Present an update to the City Council regarding the Economic Development Strategic Plan.
Develop a business retention, expansion, and attraction strategy within the Economic Development Strategic Plan.
Review cost recovery models across all departments and present results to City Manager.
Explore other sources of revenue to further diversify the City’s existing revenue streams.
Consider, in concert with external stakeholders, potential economic opportunities from Olympics-related activities such as hotels, venues, and practice areas in Costa Mesa.
Achieve long-
term fiscal
sustainability
12 Present to City Council the consultant recommended for the Climate Action & Adaptation Plan and a timeline for implementation.
Implement state codes relating to sustainable practices for Housing Element implementation.
Develop a Municipal Sustainable Purchasing Policy.
Conduct an EV fleet and charging station assessment and install additional City-owned EV charging stations.
Explore additional opportunities for replacing the City’s fleet with alternative energy and electric vehicles.
Enhance the City’s Parkway Tree Planting Program and map the City’s Urban Forest.
Host the City’s 4th Annual Earth Day Festival.
Procure consultant services to meet National Pollutant Discharge Elimination System (NPDES) requirements.
Provide an update to the City Manager on Year 2 of the Organic Waste Recycling compliance.
Continue efforts to promote the Green Business Program to Costa Mesa businesses.
Advance
environmental
sustainability
& climate
resiliency
13 Provide more efficient permitting and entitlement processes for residents and the business community.
Enhance customer service through ongoing development of TESSA capabilities with staff training and online tutorials for users to create a simple, transparent and expedited customer permitting experience.
Provide the City Council with an update of Year 1 of the TESSA implementation and related challenges and opportunities.
Provide customer service training across all departments.
Provide proactive communication internally and to the public to improve response times for all calls, emails, and inquiries.
Promote collaboration across departments through the deployment of Microsoft Teams and Gatekeepers and assign teams and channels Citywide.
Create a webpage that provides a timeline and status of all CIP-related projects to the public.
Develop thorough community outreach and engagement policies and protocols across all departments.
Create a plan that lists existing translation efforts and provides opportunities to improve these services.
Support voter outreach and engagement for the 2024 General Municipal Election.
Provide
outstanding
customer
service, both
internally &
externally
14 The draft plan contains short and long-term objectives that help to meet the Strategic Plan goals.
Staff seeks City Council feedback and direction on the draft Strategic Plan. Existing department-specific performance metrics are included as attachments to the staff report and were adopted as part of the annual budget process, as in previous years.
Proposed changes to metrics, if any, are recommended to be conducted during the next budget cycle or during the midyear process to ensure consistency with industry best practices and relevance to Costa Mesa. To facilitate the proper tracking of individual goals and objectives, staff has included details regarding projected timeframes and staff leads for each objective.
15 Conclusion
Next Steps:
Council Direction
and Feedback
16