LA MESA CITY COUNCIL
AGENDA
A Special Meeting
Date: Saturday, June 10, 2023, 12:00 p.m.
Location: La Mesa Community Center, 4975 Memorial Drive La Mesa, California
Elected
Officials:
Mayor Mark Arapostathis
Vice Mayor Colin Parent
Councilmember Patricia N. Dillard
Councilmember Laura Lothian
Councilmember Jack Shu
City Treasurer Matthew Strabone
Staff: City Manager Greg Humora
City Attorney Glenn Sabine
City Clerk Megan Wiegelman
PUBLIC COMMENTS
In-Person comments during the meeting: Join us for the City Council meeting at the time and location specified on this agenda to make your comments. Please complete a “Request to Speak” card and submit it to the Council Hostess. When the Mayor calls your name, step to the podium and state your name for the record. Comments will be limited to three (3) minutes.
•
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Locate the meeting in "upcoming meetings" and click the comment bubble icon. Click on the item you wish to comment on. eComments can be submitted when the agenda is published and until 2 hours prior to the meeting. eComments are limited to 500 words. eComments may be viewed by the City Council and members of the public following the close of the eComment submission period (2 hours prior to the meeting). Email your comment to [email protected] if you have difficulty submitting an eComment. eComments will not be read aloud as a regular meeting item; however any member of the Council or member of the public may do so during their respective comment time. •
Citizens who wish to make an audio/visual presentation pertaining to an item on the agenda, or during Public Comments, should contact the City Clerk’s office at 619.667.1120, no later than 5:00 p.m., the Thursday prior to the meeting day. Advance notification will ensure compatibility with City equipment and allow Council meeting presentations to progress smoothly and in a consistent and equitable manner. Please note that all presentations/digital materials are considered part of the maximum time limit provided to speakers.
Agenda reports for items on this agenda are available for public review at the City Clerk's Office, 8130 Allison Avenue, during normal business hours.
Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office, 8130 Allison Avenue, during normal business hours.
ACCESSIBILITY: The City of La Mesa encourages the participation of disabled individuals in the services, activities and programs provided by the City. Individuals with disabilities, who require reasonable accommodation in order to participate in the City Council meetings, should contact the City’s Administrative Services Department 48 hours prior to the meeting at 619.667.1175, fax 619.667.1163, or [email protected].
Hearing assisted devices are available for the hearing impaired. A City staff member is available to provide these devices upon entry to City Council meetings, commission meetings or public hearings held in the City Council Chambers. A photo i.d. or signature will be required to secure a device for the meeting.
Pages
1. CALL TO ORDER
1.1 PLEDGE OF ALLEGIANCE
2. PUBLIC COMMENTS
NOTE: In accordance with state law, an item not scheduled on the agenda may be brought forward by the general public for comment; however, the City Council will not be able to discuss or take any action on the item at this meeting.
If appropriate, the item will be referred to Staff or placed on a future agenda.
3. SPECIAL MEETING - STRATEGIC PLANNING INTERACTIVE WORKSHOP
3.1 AN INTERACTIVE WORKSHOP TO DISCUSS THE STATUS OF THE
CITY'S STRATEGIC GOALS
3 4. ADJOURNMENT
STRATEGIC PLANNING WORKSHOP
JUNE 10, 2023
12 PM TO 4 PM
L A MESA COMMUNITY CENTER ARBOR VIEW ROOM, 4975 MEMORIAL DRIVE, LA MESA, CA 91941 Objectives:
• Establish a shared understanding of the strategic planning process and elements to be included in the City’s updated Strategic Plan • Review input obtained through engagement activities and information presented in the environmental scan
• Discuss and build consensus mission, vision, key goals, and strategies
1. Call to Order and Roll Call
2. Welcome by the Mayor
3. Public Comment
4. Opening Remarks from the City Manager
5. Workshop Objectives, Process Overview and Feedback Tool
6. Environmental Scan Presentation and Discussion
7. Stakeholder Input: Strengths, Challenges, Opportunities and Threats
8. Vision and Mission Discussion
9. Public Comment
10. Goals and Strategies Discussion
11. Wrap Up and Next Steps
12. Adjournment
Strategic Planning Briefing Book
Baker Tilly
i
June 10, 2023
City of La Mesa
Strategic Planning Briefing Book
Strategic Planning Briefing Book
Table of Contents Management Partners
ii
Table of Contents
Briefing Book Overview.............................................................................................................................. 3 Background Information ............................................................................................................................ 4 Strengths, Challenges, Opportunities, Threats ................................................................................... 5 An Introduction to the Strategic Planning Process................................................................................. 6 Components of the Strategic Plan ...................................................................................................... 6 City of La Mesa Vision and Mission .......................................................................................................... 7 Vision................................................................................................................................................... 7 Mission ................................................................................................................................................ 7 Key Goals and Strategies........................................................................................................................... 9 Goal A: Safe Community............................................................................................................. 9 Goal B: Financial Sustainability................................................................................................... 9 Goal C: Livability ......................................................................................................................... 9 Goal D: Infrastructure and Amenities........................................................................................10 Goal E: High-Performing Organization .....................................................................................10 Key Goals and Draft Strategies – Reflection ............................................................................11 Instructions..............................................................................................................................11 Goal A: Safe Community...........................................................................................................11 Goal B: Financial Sustainability................................................................................................. 11 Goal C: Livability .......................................................................................................................11 Goal D: Infrastructure and Amenities........................................................................................12 Goal E: High-Performing Organization .....................................................................................12 Next Steps..................................................................................................................................................13 Finalizing the Strategic Plan for Adoption .........................................................................................13 Implementation Action Plan...............................................................................................................13
Strategic Planning Briefing Book
Briefing Book Overview Baker Tilly
3 Briefing Book Overview
This briefing book is a resource to prepare you for the La Mesa’s Strategic Planning Workshop to be held on June 10, 2023, from 12:00 p.m. to 4:00 p.m. It is provided as a starting point for discussions and integrates the information gathered through a variety of engagement activities.
During the workshop, participants will provide feedback on the elements of the City’s Strategic Plan. You will first be briefed on the major themes and highlights from engagement activities, including:
• Employee survey from 2022,
• Interview themes, and
• Community Satisfaction Survey themes.
Following an overview, we will have a series of discussions focused on the draft elements of the Strategic Plan. This briefing book contains the draft elements that will be discussed. It is intended to provide time for reflection in advance of our time together.
Workshop Objectives
There are several objectives for the workshop, as listed below. • Establish a shared understanding of the elements to be included in the City’s Strategic Plan, • Reflect on themes and perspectives conveyed through engagement activities and other advance work,
• Build consensus on the City’s vision for the next five years, and • Affirm the draft goals and proposed strategies that the City will pursue.
Please review the contents in advance of the workshop.
Strategic Planning Briefing Book
Background Information Baker Tilly
4 Background Information
As part of the strategic planning process, we gathered input from a variety of sources.
1. Employee Survey from 2022. Management Partners (now Baker Tilly) sought input from all City of La Mesa employees. The purpose was to get input about how the City is currently performing and to obtain feedback about how services can be improved over the next five years. Highlights will be presented during the workshop.
2. Interviews with City Council and Department Directors. Our team conducted more than 15 interviews with members of the City Council and the executive leadership team. These occurred in April of 2022 as a starting point for the process. Follow-up interviews with members of the City Council were conducted in May of 2023.
3. Themes from Community Satisfaction Survey. Our team also reviewed results from the 2021 and 2023 Community Satisfaction Surveys to understand current trends and community drivers to incorporate into the strategic planning effort.
4. Background Documents. We reviewed a variety of background documents available online and provided by City staff.
5. Environmental Scan. Baker Tilly supported staff efforts to develop an environmental scan document. It provides an overview of factors (internal and external) that impact the community and the organization, which is useful for setting the context for the Strategic Plan and informing the discussion about goals and strategies.
Strategic Planning Briefing Book
Background Information Baker Tilly
5 Strengths, Challenges, Opportunities, Threats
Baker Tilly has developed a list of major strengths, challenges, opportunities, and threats based on the information gathered from the engagement activities. A summary is provided below. •Sense of community
•Small town feel
•Downtown village
•Dedicated and responsive city staff
•Organizational and community
resilience
•Public safety response
•High level of customer service
•Financial stability
•HOME Program
•Civic communications
Strengths
•Staffing challenges — workload
exceeds capacity, employee morale
•Impacts of regional homelessness
•More housing units mean greater
demand for government services and
infrastructure
•Ensuring a mix of housing options
without impacting community
character
•Neighborhood traffic concerns — cut
throughs, calming measures needed
•Aging infrastructure
Challenges
•Upgrade the City's technology
•Encourage a mix of affordable
housing options
•Identify reliable revenue streams to
maintain long-term financial health
•Improve government efficiency
•Implement parks improvements
•Expand economic development
opprotunities citywide; support local
businesses
•Beautify the City
•Improve the development permit
process
Opportunities
•Local sales tax expires in 2028
•Impacts of the post-Covid economy
•Rising home prices
•The labor market
•Increase in regional homeless
population
•State mandates related to housing
•Natural disasters
•Economic recession
Threats
Strategic Planning Briefing Book
An Introduction to the Strategic Planning Process Baker Tilly 6 An Introduction to the Strategic Planning Process
A citywide strategic plan is like a reliable roadmap that points to a destination and provides a clear and concise path to reach it. The City’s Strategic Plan establishes priority goals for the next five years, identifies strategies that will be executed to achieve desired outcomes, and establishes a framework to keep the public updated on progress.
Components of the Strategic Plan
The graphic illustration to the right shows key components of a strategic plan. • The vision sets the focus for the future. It is a statement of where the organization wants to be. • The mission is a statement of the purpose of the organization. It fundamentally describes what the organization stands for and what it will do.
• Key Goals guide direction and focus, including budget decisions and allocation of other resources, such as staff time. Goals provide the “why” (larger meaning and context) of the specific actions the city takes. They help leaders decide which of the many worthy projects should be done and when, within available resources. Key goals must be meaningful and attainable.
• Strategies are the means to achieve the key goals. They describe an approach or method and begin to answer the question: How will we go about accomplishing the strategic goals? Strategies may include broad areas to pursue, rather than individual projects. • A workplan is the blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to assure that the goals and strategies are achieved. Workplans provide a framework for determining specific timelines, assignments, and resource allocations. They are designed to be a management tool to help the organization assure that goals are attained and are well suited to periodic check-in about progress, changes or challenges. • Success indicators are developed to track progress towards each goal in the strategic plan.
Goal
Strategy Strategy
Vision | Mission
Broad, Multi-Year
Goals
Strategies to
Achieve Each Goal
Implementation
Action Plan
Strategic Planning Briefing Book
City of La Mesa Vision and Mission Baker Tilly
7 City of La Mesa Vision and Mission
Leaders in La Mesa adopted a citywide vision statement and key priority areas that have been used to guide City efforts. This strategic planning workshop is an opportunity to review and refresh that strategic direction based on current trends and priorities.
Vision
A vision is a statement of the desired future and describes what the City hopes to achieve and what kind of organization it hopes to become. The vision should be aspirational.
Characteristics of effective vision statements:
• States the desired future for the City.
• Is short enough to be easily remembered.
• Is written in the present tense as if the City is already there in the future. • Is vivid, challenging, inspiring and succinct.
The existing vision statement of the City of La Mesa is:
The City of La Mesa is a community working together toward a common goal which includes a safe and healthy environment, state-of-the-art resources and technology, unsurpassed quality of life and an efficient and effectively run government organization! Suggested vision statement for consideration:
The City of La Mesa is the safest, healthiest, and most livable city in San Diego County.
Reflection about the Vision Statement
What do you like about the existing statement? What do you think about the suggested vision? __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Is there anything you would change?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Mission
The mission is a statement of the purpose of the organization. It fundamentally describes what the organization stands for and what it will do. The City of La Mesa does not currently have an adopted mission statement.
The suggested mission statement for the City of La Mesa is:
Our mission is to reliably deliver high-quality public services that cultivate a thriving, resilient and connected community.
Strategic Planning Briefing Book
City of La Mesa Vision and Mission Baker Tilly
8 Reflection about the Mission Statement
What do you like about the suggested mission statement? __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Is there anything you would change?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________
Strategic Planning Briefing Book
Key Goals and Strategies Baker Tilly
9 Key Goals and Strategies
Goals are broad areas of focus over a period of several years. They will guide the direction and focus of the organization. Strategies are the means to achieve the goals. They express what the City plans to accomplish.
The draft goals and strategies below were developed based on information from Council interviews, the employee survey, departmental questionnaires, and themes from the community satisfaction survey and are intended as a starting point for discussion.
Goal A: Safe Community
Goal statement: Maintain a community where residents and visitors feel safe.
Draft Strategies
1. Maintain a low crime rate.
2. Implement the Vision Zero Plan of traffic calming measures to increase safety for pedestrians, bicyclists, and motorists.
3. Improve residents’ capacity to prepare and respond to a major emergency or natural disaster.
4. Increase public safety presence in neighborhoods.
Goal B: Financial Sustainability
Goal statement: Ensure a strong financial outlook through careful planning, sustainable service levels, and fiscal responsibility.
Draft Strategies
1. Evaluate City services for efficiencies to establish sustainable service levels and practices.
2. Evaluate staffing levels and the allocation of limited resources.
3. Prepare for sunset of Measure L in 2028 (sales tax measure to maintain essential city services).
4. Increase reliable revenue sources that will grow with expenditure trends.
5. Mitigate impacts of development on City infrastructure and services.
Goal C: Livability
Goal statement: Promote a high quality of life for current and future generations.
Draft Strategies
1. Maintain a system of services, regional shelters, and housing for La Mesa’s homeless population.
2. Implement the City’s Climate Action Plan.
3. Ensure the City is visibly clean to allow residents, business owners, and visitors to enjoy attractive community spaces.
4. Enhance the Downtown Village as a thriving destination for residents and visitors.
5. Ensure an adequate supply of housing that is affordable and accessible to current and future generations.
6. Ensure all residents have equitable access to City services and spaces.
Strategic Planning Briefing Book
Key Goals and Strategies Baker Tilly
10 Goal D: Infrastructure and Amenities
Goal statement: Invest in infrastructure to serve the needs of the community.
Draft Strategies
1. Ensure the City streets and facilities are repaired and well maintained.
2. Develop a roadmap to enhance technology resources citywide.
3. Develop and enhance parks, trails, and recreational facilities to better serve residents.
4. Implement the Civic Center Master Plan.
5. Pursue capital resources to fund public facilities.
Goal E: High-Performing Organization
Goal statement: Nurture an organizational culture where employees are recognized for the delivery of high-quality services to the community.
Draft Strategies
1. Increase the efficiency and effectiveness of City services.
2. Increase employee engagement and opportunities for professional growth.
3. Leverage a data-driven approach to ensure City activities are strategic.
4. Strengthen public trust in City government by focusing on accountability and transparent engagement with the community.
5. Cultivate an organizational culture that demonstrates teamwork and customer service.
6. Address concerns about staffing capacity and succession planning to improve service delivery and morale.
Strategic Planning Briefing Book
Key Goals and Strategies Baker Tilly
11 Key Goals and Draft Strategies – Reflection
Instructions
Review the key goals and draft strategies and reflect on the following questions based on your review.
Goal A: Safe Community
1. What would you change?
2. What is missing?
____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ Goal B: Financial Sustainability
1. What would you change?
2. What is missing?
____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ Goal C: Livability
1. What would you change?
2. What is missing?
____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________
Strategic Planning Briefing Book
Key Goals and Strategies Baker Tilly
12 ____________________________________________________________________________________ Goal D: Infrastructure and Amenities
1. What would you change?
2. What is missing?
____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ Goal E: High-Performing Organization
1. What would you change?
2. What is missing?
____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________
Strategic Planning Briefing Book
Next Steps Baker Tilly
13 Next Steps
Finalizing the Strategic Plan for Adoption
After the Strategic Planning Workshop on June 10, City staff, with assistance from Baker Tilly, will refine the elements in the Strategic Plan using the feedback from workshop participants. Baker Tilly will develop a draft for consideration and ultimate adoption by the City Council.
Implementation Action Plan
After adoption of the Strategic Plan, our team will provide a template for an Implementation Action Plan that City staff can use to make assignments and establish timelines for implementing the strategies. That document will contain the operational activities that contribute to implementing the Strategic Plan and will serve as a management tool for ensuring progress, tracking results, and reporting updates.
Strategic
Planning
Workshop
City of La Mesa
June 10, 2023
> Welcome
2
Public Comment
4 Opening Remarks
from City Manager
Greg Humora
Today’s Agenda
1. Welcome and agenda review
2. Strategic planning overview and summary of
completed engagement activities
3. Presentation of environmental scan and
engagement themes
4. Review mission and vision
5. Discuss goals and strategies
6. Wrap-up and next steps
Workshop Objectives
6 Next
Steps
Establish a shared
understanding of
the strategic
planning process
and elements to
be included in the
City’s updated
Strategic Plan
Review input
obtained through
engagement
activities and
information
contained in the
environmental
scan
Discuss and build
consensus on
vision, mission,
key goals, and
strategies
Prepare draft
Strategic Plan,
then present final
plan to City
Council for
adoption
Shared
Understanding
Review
Input
Build
Consensus
Next
Steps
Ground Rules
7 Keep the
big picture in
mind
Listen with
respect and
inquiry
Assume
good
intent
Stay
focused
Seek
consensus
Time
Management Tool
Items to discuss at a
later time
Bike Rack
8
Provides direction to the organization
Aligns everyone toward a common purpose
Creates opportunity to reevaluate outdated goals and strategies Why strategic planning? Why Now?
9
Strategic Plan Framework
Vision | Mission
Broad, Multi-Year
Goals
Strategies to
Achieve Each Goal
Implementation
Action Plan
Goal
Strategy Strategy
10 Page 26 of 100
Facilitate City
Council
Strategic
Planning
Workshop
Management
Partners drafts
Strategic Plan
based on input
and staff takes to
to Council for
adoption
Management
Partners and
staff create
Implementation
Action Plan
Overview of the Process
Hold City
Council
Interviews
Hold
Department
Director
Interviews
Conduct
Employee
Survey
Review
Community
Opinion
Survey Results
Develop
Environmental
Scan
11 Page 27 of 100
Feedback Tool
12 Instructions
1. Please take out your mobile device
2. Enter www.menti.com in your browser
3. Click Join a Presentation
4. Enter 8-digit access code provided
5. Click Submit button
www.menti.com
13 My favorite thing
about La Mesa is…
www.menti.com
• Very Optimistic
• Generally Optimistic
• Generally Pessimistic
• Very Pessimistic
• Unsure
14 How I am currently feeling
about the future of La Mesa…
Environmental
Scan
?
Discussion
Any surprises? What stands out? Anything missing?
16 Page 32 of 100
Stakeholder Input:
Strengths, Challenges, Opportunities, Threats
Strengths
• Sense of community
• Small-town feel
• Downtown village
• Dedicated and responsive city staff
• Organizational and community resilience
• Public safety response
• High level of customer service
• Financial stability
• HOME Program
• Civic communications
Challenges
• Staffing challenges – workload exceeds capacity,
employee morale
• Impacts of regional homelessness
• More housing units mean greater demand for
government services and infrastructure
• Ensuring a mix of housing options without
impacting community character
• Neighborhood traffic concerns – cut-throughs,
calming measures needed
• Aging infrastructure
Opportunities
• Upgrade the City’s technology
• Encourage a mix of affordable housing options
• Mitigate neighborhood traffic concerns
• Identify reliable revenue streams to maintain
long-term financial health
• Improve government efficiency
• Implement parks improvements
• Expand economic development opportunities
citywide; support local businesses
• Beautify the City
• Improve the development permit process
Threats
• Local sales tax expires in 2028
• Impacts of the post-Covid economy
• Rising home prices
• The labor market
• Increase in regional homeless population
• State mandates related to housing
• Natural disasters
• Economic recession
Takeaways from Stakeholder Engagement
Community
Priorities
City Council
and
Department
Director
Priorities
Staff
Priorities
Staff Priorities
• Succession planning/staffing
• Address homeless issues
• Increase public safety
• Organizational culture and
employee morale
Community Priorities
• Address homeless issues
• Maintain high quality services
• Maintain and repair streets
• Increase public safety
City Council and
Department Director Priorities
• Maintain fiscal stability
• Address homeless issues
• Economic development
• Improve technology
• Improve communications
?
Discussion
What stands out? Is there anything missing?
23 Page 39 of 100
www.menti.com
24 How I am currently feeling
about the future of La Mesa…
• Very Optimistic
• Generally Optimistic
• Generally Pessimistic
• Very Pessimistic
• Unsure
>
Break
25 Page 41 of 100
Vision and Mission
Vision
27 • Vision: a statement of the desired future
of the organization
Future-focused
Vivid
Challenging
Inspiring
Succinct
Feedback on Existing Vision
The City of La Mesa is a community working together
toward a common goal which includes a safe and healthy
environment, state-of-the-art resources and technology, unsurpassed quality of life and an efficient and effectivelyrun government organization! Is this statement…
Future-focused?
Vivid?
Challenging?
Inspiring?
Succinct?
A total of 57% of
employees strongly
agree or agree they
love it as-is
Too
long
Lack of stateof-the-art
technology
Keep safe and
healthy focus
28 Page 44 of 100
Suggested
Vision Statement
The City of La Mesa is the safest, healthiest and
most livable city in San Diego County.
29 Page 45 of 100
Vision Statement
Discussion
Group Discussion
What do you like about the existing vision statement?
What do you think about the suggested vision?
Is there anything you would change?
Bonus: Draft a new option to share.
Mission
31 • Mission: a statement of the purpose of the organization Understandable
Achievable
Succinct
Shared
Our mission is to reliably deliver high-quality public
services that cultivate a thriving, resilient and
connected community.
Suggested
Mission Statement
32 Page 48 of 100
Mission Statement Discussion
Group Discussion
What do you like about the suggested mission statement? Is there anything you would change?
Bonus: Draft a new option to share.
Public Comment
35 Don’t fill up the bucket
with so many small
rocks that there isn’t
room for the big ones
Put the big
rocks in first
Then add the small
ones where there is
room
“Big Rocks”
Strategic Goals…
Provide the direction
and focus of the
organization, including
resource decisions
Are multi-year in
nature
Are achieved
through a range of
strategies
37 Existing
Strategic
Goals
• Safe community
Goal 1
• Maintain a financially sound and affordable city government Goal 2
• Continue to improve high quality municipal services
Goal 3
• Revitalize neighborhoods and corridors
Goal 4
• Enhance recreation and quality of life opportunities
Goal 5
• Effective and efficient traffic circulation and transportation Goal 6
• Ensure safe and affordable Homes for all current and future residents
Goal 7
• Foster community health by reducing greenhouse gas emissions and improving environmental quality
Goal 8
38 Proposed
Strategic
Goals
• Safe Community
Goal A
• Financial Sustainability
Goal B
• Livability
Goal C
• Infrastructure and Amenities
Goal D
• High-Performing Organization
Goal E
Proposed
Strategies
Strategy 1: Maintain a low crime rate
Strategy 2: Implement the Vision Zero Plan
and traffic calming measures to increase safety for
pedestrians, bicyclists, and motorists
Strategy 3: Improve residents’ capacity to prepare and
respond to a major emergency or natural disaster
Strategy 4: Increase public safety presence in
neighborhoods
A. Safe Community
Maintain a community where
residents and visitors feel safe.
Strategy 1: Evaluate City services for efficiencies to
establish sustainable service levels and practices
Strategy 2: Evaluate staffing levels and the allocation of limited resources
Strategy 3: Prepare for sunset of Measure L in 2028
(sales tax measure to maintain essential City services) Strategy 4: Increase reliable revenue sources that will grow with expenditure trends
Strategy 5: Mitigate impacts of development on City
infrastructure and services
Proposed
Strategies
B. Financial Sustainability
Ensure a strong financial outlook
through careful planning,
sustainable service levels, and
fiscal responsibility.
Proposed
Strategies
C. Livability
Promote a high quality of life for
current and future generations.
Strategy 1: Maintain a system of services,
regional shelters and housing for La Mesa’s homeless
population
Strategy 2: Implement the City’s Climate Action Plan
Strategy 3: Ensure the City is visibly clean, to
allow residents, business owners, and visitors to
enjoy attractive community spaces
Strategy 4: Enhance the Downtown Village as a
thriving destination for residents and visitors
Strategy 5: Ensure an adequate supply of housing that
is affordable and accessible to current and
future generations
Strategy 6: Ensure all residents have equitable access to City services and spaces Page 57 of 100
Proposed
Strategies
D. Infrastructure and
Amenities
Invest in infrastructure to serve the
needs of the community.
Strategy 1: Ensure City streets and facilities are
repaired and well maintained
Strategy 2: Develop a roadmap to enhance technology
resources citywide
Strategy 3: Develop and enhance parks, trails and
recreational facilities to better serve residents
Strategy 4: Implement the Civic Center Master Plan
Strategy 5: Pursue capital resources to fund public
facilities Page 58 of 100
Proposed
Strategies
E. High-Performing
Organization
Nurture an organizational culture
where employees are recognized for
the delivery of high-quality services
to the community.
Strategy 1: Increase the efficiency and effectiveness of City services
Strategy 2: Increase employee engagement and
opportunities for professional growth
Strategy 3: Leverage a data-driven approach to ensure
City activities are strategic
Strategy 4: Strengthen public trust in City government
by focusing on accountability and transparent
engagement with the community
Strategy 5: Cultivate an organizational culture that
demonstrates teamwork and customer service
Strategy 6: Address concerns about staffing
capacity and succession planning, to improve service
delivery and morale Page 59 of 100
Discussion about
Draft Goals and
Strategies
Review goals and strategies
Is anything missing?
Is there anything that
should not be there?
Report out and discussion
How will we measure our success?
44
Facilitate City
Council
Strategic
Planning
Workshop
Management
Partners drafts
Strategic Plan
based on input
and staff takes to
to Council for
adoption
Management
Partners and
staff create
Implementation
Action Plan
Strategic Plan Next Steps
Baker Tilly
prepares draft
Strategic Plan
based on input
Staff takes the
Strategic Plan
to Council for
adoption
Baker Tilly and
staff create
Implementation
Action Plan
45
Final Comments and
Evaluation
Thank you!
Nancy Hetrick, Managing Director
Carol Jacobs, Managing Director
Susan Healy Keene, Special Advisor
Ashley Garcia, Consulting Manager
47
Strategic Planning Workshop
La Mesa Environmental Scan
June 10, 2023
Purpose of Environmental Scan
• Provide data about the City’s population and services • Provide overview of trends that may impact the community and the organization • Identify trends that may inform City Council Policies in the Strategic Plan
City Information
• 9.1 square miles
• 9 miles east of downtown San Diego
• 268 Full-Time Employees
• Fire Service: Heartland Fire
• Water Service: Helix Water District
• Electricity/Gas Service:
• San Diego Community Power
• San Diego Gas & Electric
• School Districts:
• La Mesa Spring Valley School District
• Grossmont Union School District
• 16 Elementary schools (public and
private)
• 4 Middle schools (public and private)
• 2 High schools (public)
Community Assets
• 14 Parks
• 3 Urban Trails
• Secret Stairs
• Sharp Grossmont Hospital
• La Mesa Municipal Pool
• Grossmont Center
• La Mesa Branch Library
• Downtown Village
• Farmers Market
• Historic Landmarks
• Adult Enrichment Center
City Information
Community Characteristics
• Centrally located in SD county
• 15 miles to the coast
• 40 miles to the mountains
• 20 miles to Mexico
• Walkable City
• Convenient public transportation
• 5 trolley stations connect City to key
destinations (Petco Park, Mission
Valley, Gaslamp, Mexico)
• Small town feel
• Diverse retail and restaurant mix
City Information
CITY DEMOGRAPHICS
City Demographics Snapshot
15% change from 2020 to 2035
1% increase in population per year
Source: SANDAG
City Demographics Snapshot
Source: U.S. Census - 2021 American Community Survey 5-Year Estimates 0%
5%
10%
15%
20%
0-9 10-19 20-29 30-39 40-49 50-59 60-69 70-79 80+
12% 10%
17% 17%
12% 11% 11%
6% 4%
Population by Age Range
36 Median Age
Population by Age Category
Under 18 18 to 64 65 and over
18 to 64
65%
Female
Male
Female
53%
0.0%
20.0%
40.0%
60.0%
White Black Native Asian Islander Other Two+ Hispanic
54.4%
7.3% 0.1% 6.6%
0.3% 0.2% 5.3%
25.8%
Race and Ethnicity
City Demographics Snapshot
Source: U.S. Census - 2021 American Community Survey 5-Year Estimates 24,475
Number of households
52%
6%
19%
24%
Population by Household Type
Married Couples
Male Householder
Female Householder
Non-family
52%
Married
Couples
2.5 Persons per household
3.16 Family size
City Demographics Snapshot
Source: U.S. Census - 2021 American Community Survey 5-Year Estimates Under $50K $50K - $100K $100K - $200K Over $200K
34% 30% 27%
9%
$75,616
Median household income
Educational Attainment
93.5%
High school grad or higher
37.8%
Bachelor's degree or higher
No degree High school Some college Bachelor's Post-grad 7%
17%
39%
24%
13%
FISCAL STABILITY
Fiscal Health
Source: City of La Mesa Page 75 of 100
HOUSING
City Demographics Snapshot
Source: U.S. Census - 2021 American Community Survey 5-Year Estimates $600,000
Median value of owner-occupied
housing units
Less than…
$500 to $999
$1,000 to…
$1,500 to…
$2,000 to…
$2,500 to…
$3,000 or…
4.5%
5.8%
25.1%
39.3%
17.5%
5.6%
2.2%
Median Rent in La Mesa
Housing Development
Regional Housing Needs Assessment (RHNA) April 2021 to April 2029 Source: City of La Mesa Housing Element
Income (% of AMI) RHNA
Permitted
07.01.2020 –
12.30.2020
Permitted
12.31.2020 –
02.14.2023
Projected ADUs
02.01.2023 –
04.30.2029
Entitled Under
Review
Remaining
Need
Very Low 0-50% AMI 859 0 5 0 16 39 799
Low 51-80% AMI 487 0 128 40 0 10 309
Moderate 81-120% AMI 577 24 152 366 0 4 31
Above Moderate >120% AMI 1,874 1 122 0 202 536 1,013
Total 3,797 25 407 406 218 589 2,152
ADU Development
Accessory Dwelling Unit Development
2016 2017 2018 2019 2020 2021 2022 2023
(May)
ADU Applications 2 18 32 63 80 88 116 49
ADU Permits Issued 2 8 19 35 46 67 63 44
ADU’s Completed 2 1 11 13 25 37 41 9
Source: City of La Mesa
Development Activity
Source: City of La Mesa
1,722 1,791
1,978
1,603
1,781 1,873
2017 2018 2019 2020 2021 2022
BUILDING PERMITS BY YEAR
92 51
44 63
55 53
2017 2018 2019 2020 2021 2022
PLANNING APPLICATIONS BY YEAR
Source: City of La Mesa
ECONOMIC CLIMATE
Economic Climate
Sharp Grossmont
57%
La Mesa Spring Valley School
District
25%
Kaiser Permanente
7%
Alvarado Parkway Institute
6%
City of La Mesa
5%
Source: City of La Mesa
Largest Employers in La Mesa (350 or more)
COMMUNITY SURVEY
2023 Community Survey
The City conducts a community survey every two years to better understand how residents feel about City services and how to allocate resources. The survey assesses opinions on public safety, traffic, communication and other City services.
2023 Community Survey
Address homelessness
Address homelessness
Cannot think of a change they desire
Improve and repair roads
Limit growth and development
Increase public safety
22%
9%
13%
15%
7%
One thing the City could change to make
La Mesa a better place to live, now and in
the future.
2023 Community Survey
Address homelessness
2023 Community Survey
Homeless Outreach & Mobile Engagement Program (HOME)
Since 4th Quarter 2020, the HOME Team has housed 121 people.
Permanently and Temporally Housed
Since 4th Quarter 2020, the HOME Team has served 767 clients, 300 individuals are continuing to receive supports.
Clients Served
Since 4th Quarter 2020, the HOME Team has arranged 650 rides to apartment viewings, shelter stays, program intake interviews, and other critical appointments via ridesharing service.
HOME Rides
COMMUNICATIONS
Communications
Most effective communication
methods (2023 Community Survey):
• Email
• Electronic newsletters
• Text messaging services
• Local news media
• Social media
0 100,000 200,000 300,000 400,000 500,000
2017
2018
2019
2020
2021
2022
372,910
336,632
361,982
478,839
477,060
413,263
City Website Visits
Communications
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Twitter Instagram Facebook
4,175
3,285
3,876
4,176
3,670
4,024
Social Media Followers
2021 2022
Communications
CITY ACCOMPLISHMENTS
City Council Goals
Safe community
Maintain a financially sound and affordable city government Continue to improve high quality municipal services
Revitalize neighborhoods and corridors
Enhanced recreation and quality of life opportunities Effective and efficient traffic circulation and transportation Ensure safe and affordable Homes for all current and future residents Foster community health by reducing greenhouse gas emissions and improving environmental quality
City Accomplishments
• Established the Community Police Oversight Board
• Created an Arts & Culture Commission
• Adopted Homeless Action Plan and launched the HOME Program • Worked with the State to secure funding for the HOME Program • Adopted an MOU with the County and the four East County cities to address homelessness • Worked with Assemblymember Weber to secure $3.48 million to improve La Mesa’s parks • Advanced construction of Collier Park
• Advanced planning efforts for Waite Park and MacArthur Park
City Accomplishments
• Adopted the Community Engagement Plan and expanded resident engagement efforts • Advanced construction of the 8181 Affordable Housing Project • Provided $1 million of rental assistance to residents • Provided $1 million business assistance grants in 2020 • Library Feasibility Study to explore options to expand library services • Adopted the Climate Action Plan bi-annual Implementation Plan • Co-Founded San Diego Community Power which began providing renewable energy • Launched the LEAP program to attract new businesses to La Mesa
Summary
• Community Survey reflects homelessness, infrastructure, public safety as priorities • La Mesa is currently in a stable financial position
• Inflation and cost of housing is a regional concern
• La Mesa is working to address homelessness and affordable housing • La Mesa continues expanding engagement and communication
THE END