City of San Juan Bautista
The “City of History”
www.san-juan-bautista.ca.us
CITY COUNCIL
SPECIAL MEETING
WEDNESDAY, MARCH 4, 2026, 5:30 P.M.
HYBRID MEETING
City Hall, Council Chambers
311 Second Street, San Juan Bautista, California
AGENDA
PUBLIC COMMENT - ADVISEMENT
Public comments are limited to items on this special meeting agenda pursuant to California Government Code section § 54954.3(b). Public comments are generally limited to three (3) minutes per speaker; the Mayor may further limit the time for public comments depending on the agenda schedule.
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1. CALL TO ORDER
A. Pledge of Allegiance
B. Roll Call
2. STUDY SESSION
A. Strategic Planning Update
a. Receive Report from City Manager Ashley Collick
b. Councilmembers’ Questions
c. Public Comment
d. Councilmembers’ Comments
e. Final Remarks / Direction
3. ADJOURNMENT
________________________
Elizabeth Soto, City Clerk
Page | 2 City Council March 4, 2026
AGENDA MATERIAL / ADDENDUM
Any addendums will be posted not later than 72 hours before regular meetings or 24 hours of special meetings unless otherwise allowed under the Brown Act. City Council reports may be viewed at the City of San Juan Bautista City Hall at 311 Second Street San Juan Bautista and are posted on the City website www.san-juan-bautista.ca.us subject to Staff’s ability to post the documents before the meeting, or City Clerk Elizabeth Soto at [email protected] or calling (831) 623-4661 during normal business hours.
In compliance with the Americans with Disabilities Act, and Govt. Code 54953(a), the city will make reasonable arrangements to ensure accessibility to this meeting. If you need special assistance to participate in this meeting, please contact the City Clerk, a minimum of 48 hours prior to the meeting at (831) 623-4661.
PUBLIC COMMENT PROCEDURES
If you wish to make a public comment, please fill out a speaker card. Written comments may be submitted to the City Clerk at [email protected] no later than 5:00 p.m. the day before the meeting. Written comments will be read into the record provided that the reading does not exceed three (3) minutes.
PUBLIC NOTIFICATION
This agenda was posted on Friday, February 27, 2026, on the bulletin board at City Hall, 311 Second Street, the bulletin board at the City Library, 801 Second Street, the bulletin board at the entrance to the United States Post Office, 301 The Alameda, and the City’s website. Meetings are streamed live at https://www.facebook.com/cityofsanjuanbautista/.
Item: 2.A
City Council Meeting
March 4, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: MARCH 4, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
TITLE: STRATEGIC PLAN UPDATE
RECOMMENDATION:
Receive strategic plan update and provide direction regarding Downtown planning exploration and pursuit of funding opportunities for the Urban Land Institute Technical Assistance Panel (TAP) program.
EXECUTIVE SUMMARY:
This is a planning session to review the City’s progress since the 2023 Organizational Review and adoption of the 2024 Five-Year Strategic Plan, and to discuss a focused direction for FY 26/27.
Over the past two years, the City has stabilized operations, strengthened internal systems, improved financial controls, advanced major infrastructure efforts, expanded community programming, and built in-house planning capacity. The organization is operating more steadily and consistently than in 2023.
With that foundation in place, the staff is proposing that Downtown be explored as a focused area for the next phase of strategic work. Specifically, staff is requesting direction to explore funding opportunities to apply for the Urban Land Institute (ULI) Technical Assistance Panel (TAP) program as a structured starting point for evaluating Downtown corridor improvements.
No formal action or resolution is requested at this time. This discussion is intended to provide alignment and direction before the staff proceeds further.
BACKGROUND INFORMATION:
Organizational Review (2023)
In 2023, the City completed a High-Level Organizational Review. The review identified:
• Limited staffing capacity relative to workload
• Too many concurrent priorities
Page | 2
• Need to stabilize operations before expanding programs • Importance of clearer prioritization and pacing
These findings guided subsequent efforts to strengthen internal operations.
Adoption of the Five-Year Strategic Plan (2024)
In 2024, the City adopted a Five-Year Strategic Plan structured around four focus areas:
1. Open and responsive government
2. Reliable infrastructure and public services
3. A strong Downtown and community vitality
4. A healthy and effective organization
The initial implementation period focused on stabilization and internal alignment.
DISCUSSION
Progress Achieved (2024–2025/26)
Since the adoption of the Strategic Plan, the city has made measurable progress.
Organizational Strengthening
• Completely redesigned the organizational structure to improve clarity and efficiency • Created the Assistant City Manager position
• Promoted the Public Safety Coordinator
• Redistributed management responsibilities to improve oversight and balance workload
• Created in-house Planning Manager, Associate Planner, and Permit Technician positions • Actively recruiting for Building Official and Inspector • Reduced reliance on consultants for planning and building services • Conducted a full staff in-service; identified need for department SOPs (now in development)
• Ongoing staff training and development
• Established bi-weekly staff meetings
• Remodeled City Hall to improve workspace functionality Financial and Administrative Improvements
• Implemented a formal Purchasing Policy
• Transitioned to a Purchase Order (P.O.) system
• Streamlined check run process to ensure budget alignment • Standardized solid utility billing and payment plans
• Reviewing policies related to Business Licenses, TOT collection, and STRs Item: 2.A
City Council Meeting
March 4, 2026
Page | 3
Infrastructure and Capital Progress
• Updated Fire Services Contract with the City of Hollister • Signed Water Supply and Treatment Agreement with SBWMD • Passed the 6th Cycle Housing Element
• Approved Gas Station Development Agreement
• Secured USDA bonds for the Forcemain Project
• Completed Forcemain connection to Hollister
• Initiated Water Transmission Pipeline Design
• Purchased a fire engine
• Updated the City’s fleet with Enterprise.
• Implemented Public Works inventory system
• Initiated Income Survey and Fee/Nexus Study
Economic and Community Vitality
• Three new businesses opened (Inaka Fusion, Mission Market, Coyote Call) • Initiated receivership program for abandoned properties • Expanded special event partnerships (Día de los Muertos, San Juan Day) • Hired part-time Recreation Associate
• Increased state and federal advocacy; secured $1M in state and $1M in federal funding The city is operating more steadily and consistently than in 2023 and is positioned to focus strategically.
Downtown Planning Focus
Over the past two years, the City focused on stabilization — strengthening staffing, improving financial controls, securing infrastructure funding, and building internal systems. That work was necessary before taking on new strategic initiatives.
With the organizational structure clarified, internal capacity strengthened, and major infrastructure projects underway, the City is now positioned to shift from stabilization to focused, visible implementation.
Downtown presents an opportunity to apply that strengthened capacity in a coordinated way that supports local businesses, enhances visitor experience, and builds community confidence.
Since 2025, economic development and Downtown vitality have been recurring topics raised by residents and business owners.
Common concerns include:
• Encouraging visitors to the Mission and State Park on Second Street to frequent Third Street
• Limited evening and weekday activity
Page | 4
• Limited retail and dining diversity
• Overall corridor activation
Downtown represents the economic and cultural heart of the community. While the Mission and State Park generate significant visitor traffic along Second Street, that activity does not consistently extend into the Third Street corridor.
Given the organizational progress made, staff believe the city is well-positioned to explore a structured Downtown planning approach that better connects these visitor destinations with the broader Downtown business district.
Proposed Next Step: TAP Program Exploration
Downtown challenges are multi-faceted and interconnected. The city would benefit from outside expertise to:
• Evaluate visitor patterns between Second and Third Streets • Assess business mix and market realities
• Identify practical, phased recommendations
• Provide an objective assessment before committing to larger investments The TAP program offers a structured, short-term advisory process that can help define next steps before pursuing larger planning or capital commitments.
Staff has identified the Urban Land Institute (ULI) Technical Assistance Panel (TAP) program as a potential starting point for evaluating opportunities in the Downtown corridor.
The TAP program provides short-term expert advisory services to communities addressing complex economic and development challenges.
Staff is requesting direction to:
• Explore funding opportunities to support applying for the TAP program • Evaluate potential grants or partnerships to offset costs • Return to Council with a proposed scope, timeline, and funding strategy This is a planning discussion only. No formal adoption or commitment is requested at this time.
CEQA REQUIREMENT:
Not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15378(b)(2).
Item: 2.A
City Council Meeting
March 4, 2026
Page | 5
FISCAL IMPACT:
No immediate fiscal impact associated with this discussion.
Future costs associated with TAP participation or additional planning efforts will be brought back to Council for consideration.
ATTACHMENTS:
1. 2023 High-level Organizational, Financial, and Law Enforcement Review
2. 2024 One-Year Strategic Goals and Implementation Plan
3. 2024 Goal Setting and Organizational Service Alignment (Executive Summary) City of San Juan Bautista
One-Year Strategic Goals and Implementation Plan (FY 2024/25 | 06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 1
ONE-YEAR STRATEGIC GOALS AND IMPLEMENTATION PLAN
from “Year Two” of San Juan Bautista’s 2023 Five-Year Strategic Plan This One-Year Strategic Goals and Implementation Plan covers priorities and recommendations gleaned from both community and employee surveys, stakeholder interviews, historical data, the General Plan, the recently adopted 2023 Five-Year Strategic Plan, and point-in-time items. This document includes “Combined Priorities” (items of importance to the City Council, City staff, and community) and “Citygate Recommendations” (recommendations developed as part of Citygate’s Citywide organizational review).
There are Combined Priorities and Citygate Recommendations within Tier 1 and Tier 2 of the 2023 Five-Year Strategic Plan that have yet to be addressed and prioritized. These priorities and recommendations concern the following areas:
Economic Development
Infrastructure
Land Use | General Plan | Zoning
Budget
Conservation of Farmland and
Agricultural Economy
Noise
Celebrated Local Historic
Resources
Police
Fire
Youth and Senior Recreation
Activities
Communication
Flood Related Hazards
Reduction of Solid Waste
Healthy Environment for Youth
Maintenance of Historical and
Cultural Parks and Open Space
City Hall and Staff
Pedestrian Network
Maintenance and Protection of
Parks / Open Space
Parkland System
Educational Services and Facilities
Health Programs
This document is an appendix to the adopted 2023 Five-Year Strategic Plan completed by the City last year. It includes priorities and recommendations to be considered for implementation from Year One and Year Two of the 2023 Five-Year Strategic Plan. Citygate recommends implementation actions begin by June 1, 2024. The actions related to the various goals detailed in City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 2 this document should be started and/or completed within the next 12 months, thus providing time for planning and resource allocation.
This document also provides opportunity for any necessary pivots, accommodations for any resource or staffing changes, input from new Councilmembers, and continued enhanced communications through ongoing community engagement—thus providing for a more effective and thoughtful process that is in greater alignment with current trends, challenges, expectations, and opportunities.
The One-Year Strategic Goals for 2024–2025 include addressing the 16 goals within the “Economic Development” category that have been paused due to the recent reduction of Economic Development staffing and resources. This document will also clarify and update the 16 “Agricultural” and “Conservation” goals due to the recent adoption of the City’s political boundaries (related to sphere of influence) that do not expand beyond the City’s current boundaries, thus impacting and requiring removal of the originally adopted 16 goals in these areas.
This adjustment is in accordance with LAFCO requirements and will be in alignment once the pending LAFCO approval is completed.
There are 63 goals addressed within this document requiring discussion and approval by City Council. In addition, during the past year, there have been 54 goals that were addressed, completed, or are still in process (Year One of the 2023 Five-Year Strategic Plan). The first-year accomplishments were a heavy lift, and City staff should be commended for their incredible accomplishments.
Table 1 reflects leftover items from Year One as well as items for Year Two. The table shows each Combined Priority and Citygate Recommendation, the estimated cost (if applicable), notes on implementation, and the recommended implementation priority as 1, 2, or 3. Priority 1 indicates the highest priority with efforts to begin the task within the first quarter of the FY 2024/25, Priority 2 indicates a mid-level priority, and Priority 3 indicates a lower priority.
NOTE: In the “Estimated Fiscal Impact” column of the table, “OG” refers to ongoing and reoccurring costs, and “OT” refers to one-time cost allocation. The “EDI” column stands for “Economic Development Impact.”
Table 2 has been included as an important and recommended tool that can be utilized to support the City’s priority decisions and rankings.
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 3 Table 1—One-Year Strategic Goals and Implementation Plan (Year Two of 2023 Five-Year Strategic Plan) Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Community (Combined Priorities)
1. Vacant properties (program, ordinance, fees) 1 X 80 $1,000 (OT) Initial research initiated Staff (Combined Priorities)
2. Environment (space, technology, equipment,
hours of operations) and water fee collections 1 100 $25,000 (OT) Stakeholder Interviews (Combined Priorities)
3. Staff communication training / customer service 1 12 $15K? (OT) Scheduled May 4/5 (service and
hiring philosophies on-site
training)
4. Technology 1 $10,000 (OT)
5. Marketing of services (Events?) 3 X 24 $1,500 (OT)
6. Staff educational training/certifications 1 24 $10,000 (OG) Land Use (Zoning) {Top Priorities}
7. Maintain and rehabilitate housing in Downtown
(Affordable Housing Emphasis) 2 80
All land-use goals require
associate and senior or higherlevel planning staff (consulting or 1 FTE or combination)
8. Expand allowable housing types and areas in
which they can be built without compromising
local design standards, property values, and
quality of life
2 80
Hourly rate for consulting $
(Ex.: 80 hours x $ = )
9. Review and update parking per residential unit
requirements (removing/reducing regulatory
obstacles)
3 80 Request to keep it local if
possible
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 4 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
10. Consider expanding “as of right” development
opportunities vs. variances (easing the approval
processes)
3 X
12ED
/80
11. Map, prepare, and market sites for new
residential development Completed
12. Evaluate and consider expanding workforce
housing (incentives, ordinances) 60 Moved to next FY 2025/26
13. Establish/adjust zoning standards to reduce
impacts of high-intensity uses (landscape
buffering, air quality, noise, odors, light, traffic)
1 100
14. Identify distinct neighborhoods and develop a
form-based code ordinance that maintains local
neighborhood features and guides future
development
2 200
15. Establish/adjust building height cap for all
neighborhoods 1 20
16. Adopt/evaluate impact fees and conditions of
approval that address unique characteristics of
solid waste generated by the development for
commercial and industrial development
1 X 40 $10,000 (OT) Cost if using consultant
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 5 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Economic Development
17. Hire an Economic Development
Specialist/Manager (staff replacement?) 1 X 12
High Priority (The 15 items
following cannot be
accomplished without
appropriate staffing allocation.
This position also impacts many
other goals listed within.)
18. Permitting processes (more efficient) “business
friendly”
19. Food truck ordinance
1/1 X 60
20. Promote Downtown (use marketing firm or
Chamber) 1 X 24 $5,000 (OT)
21. Develop Chamber of Commerce 3 X 48
22. Unified vision of Downtown with business
owners
2 X 12
23. Adjust/update zoning ordinances and standards
to facilitate mixed use development 2 X 30
24. Cleanliness, blight, trash 1 X 80 $35,000 (OG) Ongoing clean-up, volunteers, dumping/storage
25. Assess and implement wayfinding signage
program for Downtown 1 X 100 $40,000 (OT)
26. Business programs (façade improvement) 2 X 120 $50,000 (OT) Seed money for year one
27. Downtown Beautification Plan (lights,
landscape) 2 X 80 $75,000 (OT) Year one, possible two-year fiscal need
28. More events (including fees, cost recovery,
staffing, assessment, etc.) 1 X 200 $30,000 (OG) Based on 100 hours per event with support City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 6 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
29. Marketing material to encourage private
development and investment in housing 3 X 24 $2,500 (OT)
30. Update the self-guided walking tours orientated
to historical points of interest, architecture,
shopping, or tourist destination
X 16 $3,500 (OT) Brochures, signage, maps (in
process)
31. Explore Residential Parking Permit Plan.
(combine w/ other) 2 X 80 $2,500 (OT)
Permits/Software (some
software requires monthly
monitoring w/ a fee)
32. Promote electric car charging stations 3 X 30 TBD$ Potential grant opportunity
33. Construct gateway monuments (use City’s
adopted marketing/branding plan) at three
entrances to the City
2 X 100 $100,000 (OT) Some maintenance will be
required ($2,500 ongoing)
Public Safety
34. Recruit for vacant S/O position County’s purview
35. Consider new public safety partnerships Completed
36. Implement mitigation measures, such as levying
police impact fees, if warranted 3 36
37. Support neighborhood watch groups and
establish annual community meetings to share
with community
100 Moved to FY 2025/26 (Year 3 of
Strategic Plan)
38. Facilitate communication between local/state
agencies that address drug-related issues 2 40 In process
39. Work with local organizations to provide
sufficient drug rehabilitation services and
facilities
2 40 Public Health (City to provide
info to public)
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 7 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
40. Consider participating in the regional gang task
force Considered, completed
Infrastructure
41. Consider reducing parking requirements for
mixed-use development 2 X 20
42. Fund and develop a Flood Control Master Plan
(high priority) 1 160 $60K (OT) Consulting fee
43. Develop Active Transportation Plan to address
various items in this category: develop a
Pedestrian Master Plan, adopting Monterey Bay
Area Complete Streets Guidebook, complete
planned stormwater channel (mission-SR-156)
X Completed
Youth and Senior Recreation Activities (Parks and Recreation)
44. Develop funding strategies (grants,
scholarships, partnerships) 1 X 40
45. Facility assessment and inventory 1 80 $30,000 (OT) Consulting fee
46. Luck Park expansion (senior/visitor center) –
funding 1 200 $150,000 – $1M (OT)
TBD – RFPs | Other ongoing
maintenance impacts and
staffing fiscal impact TBD
Communication
47. Promotional materials Downtown 2 X 10 $2,500 (OT)
48. Quarterly updates to community and better
location on website of the updates 80 In process
49. Improve email distribution list 12 In process
50. Addition locations for printed updates 12 In process City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 8 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Budget/Fiscal
51. Fee Study 1 160 $75,000 (OT)
Consulting fee, biannual
process recommended; In
process
52. Revenue opportunities 1 X 30 In process
53. Disaster Fund 1 24
In process (pending FEMA
APP) Separate Fund and CM
credit card
54. Grant writer/opportunities 20/200 $20,000 (OG)
If using consultant as needed
hourly rate $50/hr.; One on
contract now; In process.
Consider for Parks & Rec.
55. Sewer Fund Completed
56. CIP Plan 1 20/200 $75,000 (OT) Consulting fee
57. Incorporate department and functional
performance measures to help achievement 1 24
58. Written policies recommended by GFOA 1 60
City Hall and Staff
59. Staff compensation analysis 2 120 $$50,000 (OT) Consulting fee Pedestrian Network | Maintenance Parks/Open
Spaces
Promotion Open Spaces | Connected Parkland
System
{All items voted for in years 3–5 and require
Active Transportation Plan}
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 9 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Conservation of Farmland | Agricultural
Economy | Flood-Related Hazards
N/A due to SPI & pending
LAFCO approval, then GP
amendment
Urban and Wildland Fire Hazards
60. Require landowners to abide by defensible
space standards per CDF Completed
61. Require new development along wildlands to
build in fire breaks 60 Hollister Fire purview
62. Collaborate with San Benito Fire Safe Council,
SBFD, and CDF on an effective /
environmentally sound weed abatement
program (including defensible space standards
and recommendations), and include new
development project standards
Completed
Noise | State Route 156 Noise | Neighborhood
Noise X 24 Voted in years 3–5
Reduction of Solid Waste County responsibility
High-Quality Educational Services and Facilities Voted in years 3–5 Healthy Environment for Youth
63. Engage youth with Mission docents and historic
preservation / archeology
In progress; share info w/ public
Regular communication
between agencies
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 10 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Celebrated Local Historic Resources X 24 Voted in years 3-5 Health Programs Voted in year 5
Total: 63
Priority 1: {25}
Priority 2: {14}
Priority 3: {7}
_______________
Moved to FY 25/26:
{2}
Completed: {7}
Not City Preview: {2}
In Process: {5}
Tasks: 27
Hours: 1,278
Estimated
Hours: 3,572
Estimated OneTime (OT):
$783,500
Estimated
Ongoing (OG):
$95,000
ED Staff 1,278 est. hours for
new goals within Strategic Plan.
This does not include current or
other duties.
$783,500 one-time costs
included ($150K from item #46,
not the up to $1M estimate)
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 11 The following table is an important and recommended tool which can be utilized to support the City’s priority decisions and rankings.
Table 2—Top Ten Prioritization Methodologies
Methodology Description
Balanced Approach One size does not fit all. Spread the opportunities, resources, and funding throughout different goals.
Sequential Sense Do not put the cart before the horse. Thoughtfully consider a plan and find efficient approaches to solving various challenges.
Input Considerations Collect extensive and unbiased input from the community, volunteers, staff, and elected officials in a collaborative approach.
Data Collect and analyze relevant data.
Fiscal Care What can be funded and how can it support long-term fiscal stability? Voting Priorities Who was involved and how were the priorities determined? Utilize the voting in an appropriately weighted approach.
RICE Approach
Reach (how many people are impacted by this decision/choice), Impact (how are these people impacted; massively, high, medium, or low), Confidence (gut instincts and awareness to emotionally charged or politically sensitive situations), Effort (what will it take to really accomplish this goal).
Capacity Understand limitations. Work towards appropriately growing capacity to meet the needs.
MoSCoW Approach
Determine “Must haves” for survival and safety; “Should haves” for efficient and effective approaches and goals that support priorities and the overall wellness of the community and organization; “Could haves” that will have to wait but are eventually desired; and “Won’t haves” that have no current resource allocation and are a low priority.
Desire/Passion Alignment Does the work align with the culture, needs, and vision now and in the future? City of San Juan Bautista, CA
2024 Goal Setting and Organizational Service Alignment
Executive Brief Page 1
EXECUTIVE BRIEF
Request
Development of a service and hiring philosophy through a collaborate processes to ensure alignment with Mission, Vision, and Core Values to assure highest level of customer service.
Review and re-establish goals for FY 2024/2025, originally established from the 2023 Strategic Plan and adopted by City Council within an Implementation Action Plan template to assist in developing an annual work plan.
Conduct a town hall meeting/workshop to support good communication and agreement with 2024 goals and new philosophies.
Core
Deliverables
Two PowerPoint presentations with a worksheet, Implementation Action Plan Template, and Executive Brief. Deliverables include recommendations and implementation goals based on survey data, 2023 employee and stakeholder interviews, observational analysis, 2024 onsite workshop sessions with City staff and City Council, and a town hall meeting.
Mission
The City strives to provide exceptional service to the community by fostering a sustainable economy while preserving its uniqueness through collaboration, honesty, and resourcefulness.
Vision
San Juan Bautista is a vibrant, thriving community that strives to tell its complete history and cultural heritage while honoring the needs of its residents and businesses. The City offers the world a unique destination with its boundless natural beauty, open spaces, and agricultural resources.
Core Values Collaboration | Honesty | Resourcefulness | Accountability | Integrity Service
Philosophy
Respect: Listen First, Ask Questions, Communicate Clearly, Provide Resolutions Consistent Equal Treatment: Care and Inclusion
Knowledge: Resourcefulness, Timeliness, Training, Know Your Audience Hiring
Philosophy Ethical | Dependable | Team Oriented
Implementation
Action Plan
Template
Implementation Action Plan is provided in Appendix A. Executive Summary presents priority recommendations and levels, estimated costs, economic development impact, and estimated time allocation requirements.
FY 2024/2025
Priority Goals
Priority 1 Goals: 25
Priority 2 Goals: 14
Priority 3 Goals: 7
Goals Moved to FY 2025/2026: 2
Completed: 7
In Process: 2
Not in City Purview: 2
Economic Development Impact: 27 of the 63 goals are tied to economic development Total Goals: 63
Estimated Resource Impact: 3,572 additional hours