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The City of Santa Paula, California is located 65 miles northwest of Los Angeles and 14 miles east of Ventura and the coastline of the Pacific Ocean. Santa Paula is the geographical center of Ventura County, situated in the rich agricultural Santa Clara River Valley. The City is surrounded by rolling hills and rugged mountain peaks in addition to orange, lemon and avocado groves. In fact, Santa Paula is formerly referred to as the "Citrus Capital of the World."
The City of Santa Paula was incorporated on April 22, 1902 and is a major distribution point for citrus fruits in the United States and is also noted for avocado producing and processing.
The community has a quaint, small town image, ideal climate and reasonably priced housing.
Santa Paula maintains its own identity and is in close proximity to the many tourist, recreational, and cultural activities that abound in Southern California.
Santa Paula covers an area of 5.69 square miles and has a population (as of the 2020 Census) of 30,657 residents with the population being 83% Latino/Hispanic with a median age of 32 years.
About Us
GABBY ORNELAS CARLOS JUAREZ PEDRO CHAVEZ LESLIE CORNEJO JENNY CROSSWHITE City Council
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The purpose of the City of Santa Paula’s Policy &
Legislative Agenda is to promote the adoption of state
and federal legislation that will establish sound public policy for responsible local governance; protect and
enhance public health, safety and welfare; and aid the
City’s delivery of high-quality services to its residents.
The Policy and Legislative Agenda articulates the City’s positions on issues that are currently, or are anticipated to be, the focus of future legislation by the county, state or federal governments. The overarching position is to
challenge county, state, or federal legislation or policies that are overly prescriptive or inflexible with respect to costs, implementation strategies and retaining
reasonable local control, or conversely to support
legislation that supports the City’s autonomy or works to improve quality of life.
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& Purpose
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3 Scope
The positions contained in the Policy & Legislative Agenda supplement the broad range of goals, policies and programs reflected in the Santa Paula Strategic Plan, the General Plan, the Municipal Code and other adopted documents. Therefore, advocacy efforts may be based on references articulated in these policy documents as they provide current direction for the City organization.
City departments are authorized to review proposed
legislation to determine how it relates to the City’s Policy & Legislative Agenda and to recommend that the Mayor take a position on legislation that the department determines to be “high priority” and write letters, contact legislators, and otherwise communicate the position of the City as
appropriate. The Mayor, or his/her designee, after conferring with City staff, may make contact with legislators to advocate for or against legislation consistent with the Policy & Legislative Agenda.
Before taking a position on any legislation, City staff and elected officials will conduct the necessary due diligence in respect to any communication or correspondence to ensure the City, nor its residents, are drawn into any controversial or overtly political positions which could lead to distraction or setbacks of productive governance. Where there is doubt, staff will consult with the Mayor as to whether the item warrants full Council consideration.
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2. Support legislation that grants full cost reimbursement to local agencies by the state and federal government for all mandated programs.
3. Support legislation that ensures the retention of existing local revenue sources, including the City’s share of property taxes, sales and use taxes, transient occupancy taxes, vehicle license fees, development fees, etc.
4. Support legislation that authorizes a simple majority of the voters in a city to establish local priorities such as the right to increase taxes or issue general obligation bonds.
5. Oppose legislation that further limits cities’ ability to administer their own revenues. For example, “maintenance of effort” requirements which create financial limitations on cities.
6. Oppose legislation that delays the payment of revenues due the City.
7. Support legislation that will enhance revenue for cities.
8. Support legislation that bolsters local authority to enforce local ordinances and tools to collect revenue associated with short-term vacation rentals.
9. Oppose legislation that undermines the City’s ability to manage financial resources and limits decisions regarding the long-term interests of local residents.
10. Support legislation which streamlines the creation and expands the applicability of Infrastructure Finance Districts as well as Enhanced Infrastructure Finance Districts.
11. Oppose legislation that threatens tax exemption for municipal bonds, including reinstating authority to issue tax-exempt advance refunding bonds.
12. Oppose legislation efforts which makes it harder and more expensive for the City to impose or adjust various fees.
13. Support legislation which allows the City greater flexibility to achieve higher reserve yields while still being mindful of risk.
Section I. Revenue & Taxation
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4 A. Local Government Finance
1. Support legislation that provides tax reform to mitigate negative fiscal impacts to local governments from past and present tax revenue shifts away from local governments.
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5 B. Property Tax Appeals Process
1. Support legislation that changes the property tax appeals procedures providing each public agency receiving property tax with the legal standing to appear and be heard at any property tax appeal affecting property tax revenue received by such agency.
2. Support legislation that would require the California Department of Tax and Fee Administration to inform local jurisdictions in a timely manner of Sales Tax disputes prior to the issuance of adjustments to the local jurisdictions Sales Tax payment.
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6 Section 2. Governance,
Transparency and Labor Relations
A. Employee and Labor Relations
1. Support legislation that increases the transparency of all public employee compensation and benefits.
2. Support legislation that grants public pension and other postretirement benefit reform that is fiscally responsible, sustainable, affordable, and equitable for employees and taxpayers in the long term.
3. Support legislation that streamlines the Workers’ Compensation system and makes it easier for employers, employees, and health care providers to navigate.
4. Support legislation and policies that control escalating workers’ compensation costs to public agencies and taxpayers.
5. Oppose legislation that limits a public sector employer’s ability to conduct job related pre-employment inquiries and background checks in order to prevent physical, financial, economic and personal threats to employees and general public.
6. Support legislation that enhances tax-advantaged health saving accounts (HSAs) for employees.
7. Support legislation that enhances participation and promotes increased retirement savings in various types of deferred compensation plan.
B. Tort Reform
1. Support legislation to limit local government liability.
2. Oppose legislation that limits power of local government to negotiate indemnification protections in public contracts.
3. Support legislation to reform California’s tort system to curtail unreasonable liability exposure for public agencies and restore the ability of public agencies to obtain affordable insurance. 242
C. Elections
1. Support legislation to reduce unnecessary and costly procedures for conducting municipal elections.
2. Support legislation that encourages and expands civic engagement and voter participation in elections.
D. Public Records Act
1. Support legislation to improve data management systems and allow public agencies greater access to data.
E. Political Reform Act/Ethics/Conflict of Interest Laws
1. Support legislation and regulations that establish sound practices and principles related to political campaigns. Regulations that would restrict or preempt local authority are opposed.
2. Support legislation designed to improve and streamline the Political Reform Act and its implementation through regulations.
3. Support legislation that increases the transparency of all public official compensation and benefits.
4. Support legislation to revise laws governing local agency transparency and ethics when it addresses material and
documented inadequacies and has a reasonable relationship to resolving those problems, is internally consistent, avoids redundancy, and accommodates the practical challenges of implementation.
F. Brown Act/Public Notice
1. Support legislation modernizing the methods by which a local agency may comply with public noticing, advertisement, and posting requirements related to agendas, hearings, resolutions, ordinances and other government matters.
2. Support legislation allowing greater discretion for videoconferencing and distance attendance for noticed meetings.
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A. Economic Development and Workforce Investment
1. Support legislation that enhances or expands community and economic development tools and funding to address revitalization and redevelopment needs.
2. Support legislation that will provide tools and incentives to support job creation and retention and address the infrastructure and jobs/housing needs and long-term affordability within the City and State.
3. Support legislation that will help cities recover from economic downturns.
4. Support legislation and/or funding that stimulate local economies, including small business support, workforce development programs, and investments in emerging industries.
5. Support legislation and funding for federal and/or state programs that provide skills training aligned with current and future job market demands, ensuring a robust and adaptable workforce.
6. Support legislative efforts that protect and strengthen Santa Paula’s workforce, ensuring economic opportunities for all residents regardless of national origin or immigration status.
B. Land Use Planning
1. Support legislation that promotes environmentally sustainable land use patterns, maintains safe residential neighborhoods, bolsters economic prosperity, preserves open space, and enhances the overall quality of life in the City of Santa Paula.
2. Support legislation that is consistent with the principle of local control and the local exercise of police powers over local land use.
3. Oppose legislation that limits the City’s discretionary ability to approve land use patterns and entitlement applications or restrict city permitting and land use planning authority including land use processes, decisions, and fees.
4. Oppose project entitlements in areas outside the City limits, but within the City’s General Plan proposed sphere of influence that do not conform to current City standards.
6. Support legislation that streamlines the California Environmental Quality Act (CEQA), while supporting its goals.
7. Support CEQA reforms that work to limit project delays and costs, while supporting CEQA goals and environmental protections.
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Development,Housing,andHomelessness
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9 8. Support legislation that extends the expenditure deadline for REAP
2.0 funds, allowing jurisdictions greater flexibility to implement longterm planning and housing-related initiatives.
9. Support legislation and funding sources, such as REAP 2.0, that enable the continued implementation of local and regional planning efforts, with a focus on housing, sustainability, and equitable growth.
C. Regional Governance/Growth Management
1. Support legislation funding county, state and local investment in the physical infrastructure of California, including but not limited to, its roadways, bridges, railway systems, levees, dams, parks, libraries, public safety facilities, jails, prisons, and systems for delivering and treating water, wastewater and storm water.
2. Support legislation to achieve fair and proportionate representation on countywide, statewide and regional boards.
3. Support legislation encouraging regional, sub-regional or countywide cooperation in planning urban development strategies in areas such as: transportation, air quality, affordable housing and conservation; especially those that provide funding for effective implementation of agreed upon goals.
4. Oppose legislation that mandates compliance of the City’s local land use authority to regional, sub regional, or Countywide plans.
D. Local Agency Formation Commissions’ (“LAFCO”) Policies
1. Support legislation that clarifies and redefines the sphere of influence concept to provide better planning for growth, development and service delivery while preserving agricultural and open space resources, promoting smart growth, and coordinating local and regional planning.
2. Support legislation that enhances LAFCO’s ability to mitigate fiscal impacts regarding “change of organization” proposals through tax sharing conditions.
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10 3. Support legislation aimed at creating equity in determining annexation matters, including tax reform to mitigate negative fiscal impacts to local governments from past and present tax revenue shifts away from said local governments.
4. Support legislation that amends the state’s Revenue and Taxation Code so that counties are no longer allowed to block annexations in exchange for unreasonable property tax-sharing agreements.
E. Housing
1. Support legislation that increases financial assistance to local governments, nonprofit housing organizations, and public/private partnerships to provide affordable, transitional, supported, and emergency housing.
2. Support legislation that increases the City’s ability to effectively compete for state and federal housing funding.
3. Support legislation and grants that promote development and enhancement of safe, affordable, sustainable, and accessible housing within the City.
4. Support legislation that provides the City with options in meeting its housing needs; or that would simplify the Housing Element review process while still recognizing the important role that California Department of Housing and Community Development plays; and still ensuring City housing needs are being met.
5. Oppose legislation that cuts funding for affordable housing and services to vulnerable populations through programs such as HOME Investment Partnerships Program (HOME) and Community Development Block Grants (CDBG).
6. Support legislation directing California Department of Housing and Community Development (HCD) to increase transparency by disclosing the full methodology, data assumptions, and calculation tools used in RHNA allocations, and to engage jurisdictions and the public during development.
7. Advocate for funding to help cities meet RHNA requirements, which could cover housing element updates, rezoning actions, site selection, CEQA review, and community outreach, to avoid imposing additional unfunded mandates.
F. Homelessness
1. Support legislation and local, state, and federal programs that employs evidence-based best practice strategies to reduce the number of people experiencing homelessness by preventing homelessness for those at-risk; providing emergency and transitional housing; expanding permanent affordable housing; and promoting self- empowerment through counseling, job training, and other supportive services.
2. Support legislation and local, state, and federal programs that reduce the number of people experiencing homelessness by promoting mental health and substance abuse services; providing emergency and transitional housing; expanding permanent affordable/supportive housing; and promoting self- empowerment through counseling, job training, and other supportive services for those who suffer from mental health issues and/or substance abuse. 246
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11 A. Transportation
1. Support lowering the farebox recovery ratio (the fraction of operating expenses which are required to be met by fares paid by passengers) for public transportation. Oppose legislation that would give free rides to special interest groups without a farebox ratio offset or compensation recovery.
2. Support legislation to enhance the ability of local agencies to finance local transportation programs and facilities.
3. Support legislation that ensures the City of Santa Paula receives its fair share of transportation revenue.
4. Support legislation that provides increased state and federal funding for preservation and maintenance of local streets and roads and secures the maximum amount of state and federal funding for maintenance and construction of local streets, roads, infrastructure, transportation projects and major corridors.
5. Support legislation that reduces local reliance on local gas tax revenues for roads and streets improvements and considers new alternative funding solutions with longer- term sustainability.
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6. Support legislation protecting dedicated transportation-related tax revenues and funding for transit operations and maintenance.
7. Support legislation that provides funding for development of an integrated, comprehensive, and efficient multi-modal transportation network; this includes inter- county and intra-county highways, pedestrian and bicycle, mass transit, commuter rail service, facilities and infrastructure within the region.
8. Support legislation that provides local agencies greater discretionary authority to expend available transportation funds.
9. Support legislation funding opportunities for transit and paratransit operations, including service for persons with disabilities as well as the senior citizen community.
10. Support legislation that encourages reform to expedite federal review and reduce delays in payment of local agencies and their contractors for transportation project development, right-of-way and construction activities.
11. Support legislation that increases administrative flexibility and streamlines reforms that assist cities with operating and maintaining the existing transportation network; this includes lobbying for consistency between the National Environmental Protection Act (“NEPA”) and the California Environmental Quality Act (“CEQA”) to alleviate redundant environmental review of transportation projects which will promote expedited project delivery.
12. Support legislation that ensures transportation infrastructure funding and does not jeopardize critical projects with each reauthorization.
13. Support legislation that allows for discretion on the part of traffic engineering professionals in setting appropriate speed limits rather than having to only rely on prevailing speeds.
14. Support federal, state, and local partnerships and funding mechanisms, such as Safe Streets for All (SS4A) grants, Highway Safety Improvement Program, and Vision Zero initiatives, to deploy engineering, enforcement, and planning tools, reducing traffic fatalities and serious injuries.
15. Support funding strategies and grant programs that prioritize high‑crash corridors and underserved communities, ensuring equitydriven deployment of safety countermeasures.
16. Support efforts to improve implementation of Senate Bill 375 (Steinberg, 2013) vehicle miles traveled (VMT) analysis provisions that tie air quality goals to VMT.
B. Water and Biological Resources
1. Support legislation to diversify the City’s water supply resources and improve water quality in the region.
2. Support legislation that would increase funding for infrastructure to distribute reclaimed water. Support legislation that calls for the reasonable conservation of water resources.
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3. Support legislation that provides user friendly federal and state 13 rebate programs, tax credits, and other financial incentives that encourage property owners to invest in water efficient systems and landscaping.
4. Support legislation that would increase funding and flexibility for trash reduction strategies in creeks and watersheds.
5. Support legislation, funding, research, and implementation strategies based on scientific data and human/ecological risk assessment for addressing urban water and storm water runoff.
6. Support legislation for performance-based and diversified storm water protection strategies that can be adapted to local environmental conditions.
7. Oppose legislation or policies that are overly prescriptive or inflexible with respect to implementation strategies for water resources.
8. Support reasonable legislation or policy that promotes agricultural practices that are adequately protective of water quality and water resources.
9. Support legislation that would retain any Regional Board fines that are levied against storm water permit violators within the region where the violations occurred.
10. Oppose unfunded legislative actions and mandates from the State Water Resources Control Board or Regional Water Quality Control Board.
11. Oppose legislation that places the burden of assessment and remediation related to manufactured products on local jurisdictions instead of manufacturers or potentially responsible parties.
12. Support federal and state legislation that promotes investments and programs to improve water affordability for low-income customers.
C. Telecommunications and Utilities
1. Support legislation that preserves state and local authority to manage public rights-of- way including the appearance and aesthetics of equipment placed within them, and zoning and planning for the deployment of telecommunications infrastructure that protects public safety and welfare.
2. Oppose legislation that pre-empts the City’s authority to negotiate compensation paid to cities for the use of their property and rights of-way for telecommunications.
3. Support legislation that grants the ability of local governments to provide electricity and ancillary services to residential, commercial and industrial sectors.
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14 4. Support legislation that grants cities’ authority to zone and plan for the deployment of telecommunications infrastructure.
5. Support legislation that protects cities’ ability to maintain and manage the public right-of-way and negotiate compensation for its use.
6. Support legislation to specifically allow municipalities to use public goods funds for development of renewable energy sources and require public utilities to improve and expand incentive structures for renewable energy generation.
7. Oppose legislation that erodes the ability of local governments to maintain existing fees on telecommunications services.
8. Support legislation that would result in lower energy rates for the residents and businesses of the City of Santa Paula including funding that assists with the conversion of outdated energy systems to new energy efficient options.
9. Support legislation that improves the reliability and consistency of electrical supply and improves transmission of electricity to local governments and their communities.
10. Support legislation that recognizes internet access as a fundamental necessity for education, economic opportunity, and quality of life, and that increases funding and coordination to eliminate the digital divide.
11. Support legislation that enhances the public power options available to local governments and oppose legislation that reduces the public power options available to local governments.
12. Support legislation for the expansion of cybersecurity grants and resources to safeguard municipal systems against increasing cyber threats.
13. Support legislation efforts that accelerate the connectivity of public utility infrastructure to future housing and commercial development.
14. Advocate for grid regionalization policies that facilitate sharing of renewable resources and align with California’s clean energy mandates (e.g., SB 100).
15. Support legislation enabling interstate grid coordination and market integration—through mechanisms such as CAISO regional expansion, Western RTO models, or Pathways-style entities—to enhance resilience, reduce transmission costs, and stabilize electricity rates.
16. Support legislative efforts to reduce electric utility transmission costs.
D. Contracts
1. Support legislation that allows cities the option to use design/build contracting and other innovations designed to bring efficiency to the public contracting process.
2. Support legislation that preserves a minimum 5 percent retention for construction contracts.
3. Support legislation to maintain maximum local flexibility in the area of contracting and contract negotiations.
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A. Parks and Recreation
1. Support legislation and park bond measures that provide per capita grants to local governments that fund parks, recreation and capital improvements, as well as programs that enhance the quality of life for City of Santa Paula residents.
2. Support legislation to develop regional and state parks and connecting trail systems.
3. Support legislation that increases funding to repair, maintain and develop state and local park and facility infrastructures.
B. Facilities
1. Support legislation, grants and low-cost financing that provide for construction, rehabilitation and maintenance of public facilities.
C. Libraries
1. Support legislation and grants that provide increased funding and development for library programs and services, construction, renovation and technology.
2. Support legislation that restores state funding for public libraries.
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3. Support local legislation that provides additional funding for the 16 Blanchard Community Library.
D. Arts, Cultural Resources and Historic Preservation
1. Support legislation providing funding for local arts activities and historic preservation.
2. Support legislation providing funding for high quality art and music programs in schools and for the community at large.
3. Support efforts to restore historic structures through tax incentives, grant funding and State and Federal subsidies.
E. Family Services
1. Support legislation and grants that provide for the overall wellbeing and physical, mental and emotional health of individuals within the City of Santa Paula including children, youth, seniors, and persons with disabilities.
2. Support legislation and grants that provide affordable, quality prenatal care and child care services and assistance to low-income families.
3. Support legislation and grants that facilitate the provision of recreational activities for all segments of our population.
4. Support legislative reforms in healthcare policy that address prevention, promote health and wellness, and encourage
affordability and cost containment.
5. Support legislation and policies that promote mental health and substance use disorder services and make resources available that support and assist members of our community.
6. Support legislation and grant programs that provide funding for youth programs, such as job training programs, after school programs, educational programs and those designed specifically for transitional and marginalized youth.
7. Support legislation and grants that provide services for senior citizens and individuals with disabilities; services will specifically include nutrition, housing, transportation, recreation, and social services.
8. Support legislation and grants that addresses the needs of at-risk youth, juvenile offenders and juveniles that are placed on courtordered probation by providing youth development and youth employment programs and opportunities.
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9. Support legislation that provides funding at the local level to address gang prevention and intervention programs including after school programs for at- risk teens.
10. Support legislation that educates and protects children from nicotine, alcohol, cannabis and other drugs.
11. Support legislation that encourages and funds safe routes to schools including enforcement of school zone speed limits.
12. Support legislation and efforts related to Pre-K providers and local community colleges to provide and improve available educational opportunities in our community.
F. Animal Welfare
1. Support legislation that facilitates responsible pet ownership.
2. Support legislation that supports humane treatment of animals and increases the penalties for animal abuse.
3. Support legislation and grant programs that fund comprehensive animal control services, such as shelter operations, field enforcement, spay/neuter initiatives, veterinary care, and adoption programs, to reduce intake and euthanasia, and improve liverelease rates.
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Section 6. Environmental Quality
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18 A. Climate Adaptation and Sustainability
1. Oppose legislative infringement on local control and authority to plan for and adapt to future climate conditions, including sea level rise, precipitation patterns, temperatures, and air quality attainment strategies.
2. Support legislation that provides funding and incentives for local governments to work together on local and regional energy and climate mitigation, adaptation and resilience initiatives to improve air quality by reducing emissions and to advance economic, social, as it relates to environmental equity.
3. Support legislation that holds gross polluters (those which exceed current standards) directly accountable for increased emissions.
4. Support legislation that supports energy resiliency programs in addition to providing incentives and grants for their implementation.
5. Support legislation and California Public Utility Commission and California Energy Commission regulatory actions and legislative activities that are favorable to community resiliency, energy efficiency and local distributed energy generation, renewable energy, energy storage, electrification initiatives, and Community Choice Energy programs.
6. Oppose regulatory requirements that create unnecessary and/or unintended barriers to implementation of renewable energy programs and projects.
7. Support legislation to increase state and federal funding for reforestation.
8. Support legislation that provides funding and other incentives for the installation of charging stations for “low” and “zero emission” vehicles.
9. Support legislation and funding for the procurement of mandated electric fleet vehicles within reasonable timelines and, more importantly, the necessary supporting infrastructure. Advocate for fuel diversity of medium and heavy-duty fleet vehicles to provide reliable power when vehicle charging is unavailable due to power outages.
10. Support legislation enhancing building energy efficiency standards and building safety standards.
11. Oppose legislation that diminishes the authority of local jurisdictions to enforce building codes or mandates the manner of enforcement254 .
12. Support legislation that provides federal and state rebate programs, tax credits, and other financial incentives that encourage property owners to invest in energy efficiency and renewable energy systems.
13. Support legislation within reason to ensure that new construction and major renovations include smart meters, pre-wiring of buildings to accommodate future GHG-reducing retrofits such as solar hot water heaters, photovoltaic (PV) panels, or other distributed renewable power sources and metered charging outlets in parking areas for electric vehicles.
14. Support legislation that promotes the use of green building rating systems for new construction and existing buildings as one of several model options for achieving verifiable greenhouse gases emissions reductions and improving energy efficiency.
15. Support legislation and grants that promote wildlife, habitat protection, and preservation of endangered or threatened species, including care for injured wildlife, provided it does not infringe or create undue burden upon property uses and rights of residents.
16. Support legislation that increases funding for nature-based solutions to advance climate resilience and preserve natural and agricultural lands, in alignment with the Connect SoCal 2024 plan.
B. Oil and Gas Cleanup, Restoration, and Oil-Spill Prevention
1. Support legislation that results in the restoration of areas affected by existing or former oil and gas facilities.
2. Support legislation to fund oil-spill prevention and response as well as to remediate improperly abandoned legacy oil and gas wells.
C. Solid Waste
1. Support legislation that provides state funding to local governments to facilitate implementation of all applicable waste reduction goals mandated by state solid waste diversion and recycling legislation.
2. Support legislation that facilitates the installation of regional organics processing infrastructure (anaerobic digester facilities) and associated state funding to local governments as required for SB 1383 regulatory compliance.
3. Support legislation that expands the market for recyclable materials and encourages meeting state and local commercial recycling goals.
4. Oppose legislation that dictates greenhouse gas emissions strategies that are not based on scientific data or credible information.
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5. Support legislation that provides greater flexibility and 20 diversification in the use of methane-reducing technologies and strategies with respect to food-based (organics) greenhouse gas emissions and that increases state and local funding to support the development of new organic waste recycling infrastructure and programs.
6. Support legislation that enhances local authority and flexibility to regulate solid waste and recyclables.
7. Support legislation that streamlines compliance and
implementation of the Integrated Waste Management Act.
8. Oppose legislation that invalidates the Integrated Waste Management Act indemnification and/or prevent cities from negotiating indemnification clauses with waste haulers.
9. Support legislation that increases local funding to governments and special districts for the collection of household waste.
10. Support legislation that reasonably reduces the toxic and nonreusable waste load.
11. Support Extended Producer Responsibility (EPR) legislation to encourage manufacturers to design environmentally friendly products by holding producers responsible for the costs of managing their products at end of life.
12. Support legislation that empowers local and regional governments to regulate the importation of solid waste, ensuring decisions reflect community values, environmental protection, and public health priorities.
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A. Public Safety
1. Support legislation to provide state and federal funding to support local law enforcement through equipment upgrades, capital improvements, training, and emergency preparedness initiatives.
2. Support legislation that provides a greater share of asset forfeiture funds for cities and increases latitude for spending local funds.
3. Support legislation that seeks to reimburse the City for the overtime costs associated with public safety personnel who are required to appear before state or county courts.
4. Support legislation that: a) promotes comprehensive drug and alcohol education and rehabilitation; b) discourages drivers from operating motor vehicles while under the influence of drugs or alcohol; and, c) maintains state funding necessary to post and operate sobriety and driver’s license checkpoints.
5. Support legislation that seeks funding to assist local law enforcement with crime prevention and reduction.
6. Support legislation that provides flexible block grants to local governments that improve security and public safety at the local level.
7. Support legislation and grants that promote Crisis Intervention Team training for local law enforcement agencies in order to reduce arrests of people with mental illness and increase law enforcement’s ability to do their job safely and effectively.
8. Support legislation that grants federal funding for first responder training and improved communications systems as part of Homeland Security.
9. Support legislation that mitigates the impacts of transferring state and federal inmates into our community.
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10. Oppose legislation that eliminates local control of alcohol beverage establishments and any state or federal interference with local codes or compliance mechanisms.
11. Support legislation that promotes and increases vehicle, bicycle, scooter and pedestrian safety.
12. Support legislation that strengthens cities’ authority to regulate business that serve as fronts for illegal conduct such as human trafficking and prostitution.
13. Support legislation protecting the rights of residents of all national origins, races, ethnicities, religious beliefs, genders, gender identities, and sexual orientations to reside safely in our community, free from violence and intimidation.
14. Support legislation that provides police de-escalation training and the funding for such training.
15. Oppose legislation that diminishes local authority to establish regulations regarding reasonable use of public space and appropriate behavior in public spaces.
16. Support legislation that increases the cannabis industry’s access to banking systems and supports a consistency between state and federal regulation in this area.
17. Support legislation to develop processes and standards for evaluating impairment due to cannabis influence for drivers.
18. Support legislation which promotes community-oriented policing and encourage federal support for local initiatives that foster trust between law enforcement and communities, emphasizing
transparency and accountability.
19. Support legislation for funding and policies that integrate mental health professionals into emergency response teams to address crises involving behavioral health issues effectively.
B. Emergency Preparedness
1. Support legislation, strategies and initiatives that provide increased state and federal funding for emergency preparedness, planning, response capabilities and recovery, ensuring community safety and resilience.
2. Support legislation that secures adequate frequencies and communications systems for multi-jurisdictional connectivity for public safety and protects the frequencies from intrusion.
3. Support legislation that increases Emergency Management Performance Grant funding which retains flexibility of fund usage for emergency preparedness training, disaster events and disaster communication outreach efforts.
4. Support federal, state, and local regulations that provide the highest levels of public health and safety in the transportation of hazardous materials.
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5. Support legislation that ensures first responders can perform their 23 duties during an emergency without interference from unmanned aerial systems (UAS) or drones, and legislation that provide local agencies immunity if responders damage or destroy UAS during emergency operations.
6. Support legislation that ensures the long-term stability and sustainability of the California FAIR Plan, expanding its capacity to provide reliable and affordable property insurance options in highrisk areas, beyond short-term disaster response.
7. Support legislation and regulatory reforms that promote long-term stabilization of California’s insurance market, ensuring the continued availability and affordability of coverage for homeowners, renters, and businesses in both high-risk and underserved areas.
C. Crime Victims
1. Support legislation that strengthens and enforces legal protections for all individuals who are victims of crime, especially victims of family violence and sexual assault.
2. Support legislation that provides funding for shelters and victim advocacy, as well as trauma and crisis counseling to assist victims of violent crime.
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City of Santa Paula
970 Ventura Street | Santa Paula, California 93060
WWW.SPCITY.ORG
@CityofSantaPaula @santapaulacity
CityofSantaPaulaSP City of Santa Paula
Photo Credits: MELGAR PHOTO STUDIO - 951 E Main St, Santa Paula, CA - (805) 727-0449 260 To: Honorable Mayor and Members of the City Council
From: Jonathan Royas, Deputy City Manager
Subject: APPROVAL OF THE SANTA PAULA CITY COUNCIL 2-YEAR STRATEGIC PLAN FOR 2025-2027
Date: July 2, 2025
Agenda Item: 11.E
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends City Council:
1. Adopt Resolution No. 7571, establishing the City of Santa Paula Council 2-Year Strategic Plan for 2025-2027.
Presented By: Jonathan Royas, Deputy City Manager
BACKGROUND:
In January 2025, the City re-engaged Mulholland Consulting Group (MCG), led by Dr. Santor Nishizaki, to update Santa Paula’s Strategic Plan ("Plan") for 2025–2027. Building on the 2023–2025 Plan, the process aimed to align the City’s goals with current community needs and Council priorities.
The planning process included interviews with City Council and executive staff, a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of the previous Plan, and collaborative prioritization of updated goals. Staff and Council also reviewed the City’s Vision, Mission, and Core Values, and participated in a StrengthsFinder team-building session.
To ensure robust public input, the City conducted five bilingual community workshops, launched an online survey (receiving over total 1,400 responses), and held three business roundtable sessions with over 100 participants.
Strategic Planning workshops were held on March 31 and April 1, 2025, where Council and staff refined objectives, tasks, and resource needs for the updated Plan.
On May 7, 2025 and June 4, 2025, staff provided the Council with a draft of the Plan and did a page turn of the proposed categories and objectives, recommending final changes prior to adoption.
Staff now returns with the final draft of the Plan for adoption via Council Resolution 7571. 261
ANALYSIS:
The final draft Plan contains 49 strategic objectives. Many objectives intersect across multiple categories, highlighting the importance of cross-departmental coordination and collaboration. Where applicable, objectives connected to the City’s General Plan or Housing Element are denoted with an asterisk (*) and include references to the relevant planning documents. These ensure alignment with state and local requirements, especially for goals that require action in the near term.
Budget Impacts
Each objective identified in the draft Strategic Plan includes a budget impact description, where applicable. These impacts are categorized as:
Monetary Costs: Estimated financial resources required to carry out specific objectives, including goods, services, contractor fees, and materials.
Staff Time: Estimated staff capacity and hours needed to implement objectives that may not have direct financial costs but still require significant staff involvement. Following the workshops, staff conducted a thorough internal review to estimate the anticipated costs and staffing needs for each objective over the upcoming two-year period.
It is important to note that the figures provided in Exhibit A are estimates, subject to change, and do not imply that those items are or will be budgeted for FY25-27 at the figures provided.
Expectations
Should Council adopt the new two-year Plan, the following items will occur:
Staff will continue to identify in future staff reports Plan objectives that are relevant or at issue with objectives found in the Plan
Staff will monitor metrics towards completion of objectives utilizing the milestone metrics key
Staff will revise and provide updates to Council as needed (per Council’s direction) Staff will work with Council to create a new Strategic Plan at the end of this cycle In conclusion, staff has attached Resolution No. 7571 - City of Santa Paula City Council 2- Year Strategic Plan for 2025-2027 for Council consideration and adoption.
STRATEGIC PLAN:
The City Council’s Strategic Plan serves as a guiding framework that aligns the City’s goals, resources, and actions with community priorities. It ensures transparent, goal-oriented decision-making while promoting accountability and progress across all departments.
FISCAL IMPACTS:
There are no direct costs associated with the adoption of the Strategic Plan. Specific objectives contained within the plan may have direct fiscal impacts, which will either need to be incorporated into the FY 2025-27 budget, or approved by Council once a budget has been developed and a project is ready for Council’s authorization. 262
PERSONNEL IMPACTS:
It is important to understand that the vast majority of time spent by City staff is dedicated to mandated, routine and/or responsive tasks. Especially in Santa Paula where staff ratios are extremely burdened and there is limited ability to pursue new initiatives, the capacity to complete the objectives contained in the Strategic Goals may be constrained.
OPTIONS:
City Council has the following options available:
1. Direct staff to make additional revisions to the proposed 2025-2027 Strategic Plan based on City Council’s feedback and return with a final version and adopting resolution; or
2. Conduct additional Study Sessions to further discuss the proposed 2025-2027 Strategic Plan; or
3. Reject the 2025-2027 Strategic Plan altogether.
ATTACHMENTS:
Resolution No. 7571 - 2025_2027 Strategic Plan.docx
Exhibit A to Reso No. 7571.pdf
263
RESOLUTION NO. 7571
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA PAULA, CALIFORNIA, ADOPTING THE CITY COUNCIL 2-YEAR STRATEGIC PLAN FOR 2025-2027.
The City Council for the City of Santa Paula does resolve as follows:
SECTION 1: Between January 1, 2025 and June 4, 2025, the City Council held discussions on the development of a new 2-Year Strategic Plan for 2025–2027. Most recently, at its regular meeting on June 4, 2025, the Council reviewed and provided additional feedback on various items and objectives contained in the draft Plan. That input has since been incorporated into a final version, which is attached to this resolution as Exhibit A;
SECTION 2: The Council has reviewed the document;
SECTION 3: The City Council hereby approves the City Council 2-Year Strategic Plan for the years 2025-2027;
SECTION 4: This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.
PASSED, AND ADOPTED, this 2nd day of July, 2025.
________________________________
Pedro A. Chavez, Mayor
ATTEST:
_______________________________
Julie Latshaw, City Clerk
APPROVED AS TO FORM:
_______________________________
Monica Castillo, City Attorney
APPROVED AS TO CONTENT:
_______________________________
Dan Singer, City Manager
264
CITY OF SANTA PAULA
CITY COUNCIL
TWO-YEAR
STRATEGIC PLAN
Fiscal Years (FYs)
2025-2027
Exhibit A to Reso No. 7571
265
TABLE OF CONTENTS
BACKGROUND & OVERVIEW 03
06 09
CITY OF SANTA PAULA STRATEGIC PLAN 2025-2027
A. INFRASTRUCTURE, TRANSPORTATION & MOBILITY
B. ECONOMIC DEVELOPMENT 12
C. PUBLIC SAFETY & EMERGENCY PREPAREDNESS 15
D. HEALTHY, CONNECTED & THRIVING COMMUNITY 18
E. ARTS, CULTURE, AND ENTERTAINMENT 22
F. OPERATIONAL EXCELLENCE 24
266
B
ACKGROUND
&OVERVIEW
3 267
1 2
3 BACKGROUND OF SANTA PAULA
Historically known as the “Citrus Capital of the World,” Santa Paula is a 5.69- square-mile city located in the heart of Ventura County’s agricultural region.
Surrounded by scenic hills and mountains, the City is a hub for citrus and avocado production and distribution. With a population of approximately 30,657, Santa Paula is 83% Latino/Hispanic and has a median age of 32 years.
As of 2023, the median household income was $77,130, the median home value was $559,300, and the homeownership rate stood at 53.7%. The City is home to more than 1,700 businesses, including the world’s leading marketer of California avocados.
The City of Santa Paula provides services through six core departments:
Administration (City Council, City Manager, Human Resources, etc.), Parks & Recreation (Facilities, Recreation, Parks, etc.), Community & Economic Development (Planning, Building and Safety and Code Compliance), Finance (City Treasurer, Accounting, Utility Billing, etc.), Police and Public Works (Streets, Engineering and Utilities).
Source: Census.gov
4 268
1 2
3 4
STRATEGIC PLAN
PROJECT OVERVIEW
In January 2025, the City of Santa Paula engaged the Mulholland Consulting Group (MCG) to facilitate the development of a new Two-Year Strategic Plan (FY 2025–2027). The planning process spanned more than 20 hours of collaborative work sessions with City Council, executive staff, and the community, resulting in a focused and forward-looking roadmap for Santa Paula’s future.
This update featured the most comprehensive outreach effort to date. MCG conducted in-depth interviews with Council and leadership staff, led a SWOT analysis of the previous 2023–2025 Plan, and guided the team through prioritization of goals aligned with evolving community needs.
To ensure broad public participation, the City launched a multi-channel outreach strategy that included five bilingual community workshops, a dedicated Strategic Plan webpage, and Santa Paula’s first-ever citywide Strategic Plan survey—yielding over 1,400 resident responses. Additionally, three targeted roundtables with over 100 local business representatives helped inform economic priorities and challenges.
The resulting plan reflects a shared vision for Santa Paula’s progress— shaped by leadership, grounded in community input, and driven by results.
Note: Some objectives overlap between different strategic plan categories, as you will see throughout this plan.
5 269
2025-2027 CITY OF SANTA
PAULA STRATEGIC PLAN
6 270
CITY OF SANTA PAULA STRATEGIC PLAN
VISION STATEMENT
The City of Santa Paula is committed to providing
quality services and building a strong, inclusive
economy that supports all residents, families, and
businesses. We work together to create a vibrant,
welcoming community for everyone.
The Plan includes the following components:
MISSION STATEMENT
The City of Santa Paula is committed to providing
and continually creating a safe, sustainable, and
innovative place to live, work and thrive.
What does a thriving Santa Paula look like to you in two years? ECONOMIC PROSPERITY │IMPROVED COMMUNITY SERVICES │
COMMUNITY ENGAGEMENT
CORE VALUES
FORWARD THINKING
We embrace innovation and smart risk-taking to
improve services, empower creativity, and drive
meaningful progress.
COLLABORATION/TEAMWORK
We are active and connected individuals and teams
working together to advance our goals
and achieve success.
INTEGRITY
We are consistently open, honest, ethical
and genuine.
COMMUNICATION
We value open, transparent dialogue, and fostering
an environment where ideas, concerns, and
feedback are freely exchanged with residents and
organizations.
ACCOUNTABILITY
We value the ability of our staff and organization to
honor our commitments to our community and each
other, while upholding fairness and transparency in
all that we do.
BELONGING & COMMUNITY
We are an organization that embraces the range of
human differences and points of view.
RESILIENCE
We prioritize safety and preparedness to ensure
Santa Paula can withstand and recover from
emergencies and disasters.
ADVOCACY
We build strong relationships with our residents and
actively champion their needs to ensure local, state,
and federal policies support quality services and a
thriving community.
2025-2027
(Not in priority order)
7 271
STAFF TIME
Estimated staff capacity and
hours needed to implement
objectives that may not have
direct financial costs but still
require significant staff
involvement.
MONETARY COSTS
Estimated financial resources
required to carry out specific
objectives, including goods,
services, contractor fees, and
materials.
INFRASTRUCTURE,
TRANSPORTATION & MOBILITY
Goal: Maintain and accelerate the City's
infrastructure to be safe, sustainable,
resilient, and cost-efficient.
ECONOMIC DEVELOPMENT
Goal: Strengthen Santa Paula's economy
through business attraction, retention,
expansion, job creation, revenue growth, and
cultivating a thriving business environment.
PUBLIC SAFETY & EMERGENCY
PREPAREDNESS
Goal: Provide and maintain a thriving and
resilient City that ensures safety, opportunity,
and a vibrant quality of life.
HEALTHY, CONNECTED &
THRIVING COMMUNITY
Goal: Create a thriving and inclusive Santa
Paula by delivering sustainable programs,
promoting health and safety, and fostering
meaningful connections among residents,
businesses, and regional partners.
ARTS, CULTURE, AND ENTERTAINMENT
Goal: Become a regional leader of arts,
culture, and entertainment that celebrates our
unique history and community.
OPERATIONAL EXCELLENCE
Goal: Provide excellent service to the
community in a cost-effective manner with an
engaged workforce with a focus on
continuous improvement and outstanding
customer service.
The Plan contains 49 strategic objectives. Many objectives intersect across multiple categories, highlighting the importance of cross-departmental coordination and collaboration. Where applicable, objectives connected to the City's General Plan or Housing Element are denoted with an asterisk (*) and include references to the relevant planning documents. These ensure alignment with state and local requirements, especially for goals that require action in the near term.
SIX STRATEGIC CATEGORICAL AREAS
BUDGET IMPACTS
Each objective identified in the Strategic Plan
includes a budget impact description, where
applicable. These impacts are categorized as:
FY25-27 FUNDED OBJECTIVES
BY CATEGORY
8 $12.3M
$350K
$135K
$88K
$47K
$
3 6
K
272
INFRASTRUCTURE,
TRANSPORTATION
& MOBILITY
A.
9 273
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
A. Infrastructure, Transportation & Mobility
A 1
Streets, Sidewalks, &
Storm Drains –
Accelerate the City's
funding and investments
to improve infrastructure.
Y1 - $3,650,000
Y2 - $3,650,000 +
Staff
1.Staff will provide 5-Year Pavement
Management Plan updates to Council
on an annual basis.
2.Review Pavement Condition Index
(PCI) changes year-overyear.
3.Explore a sidewalk conditions
index/dashboard.
4.Explore efficiency methods and
techniques which will extend the life
of our roads.
5.Conduct a storm drain assessment.
6.Secure equipment to bring more
sidewalk repair in-house.
A 2
Green Initiatives -
Explore funding
opportunities and
partnerships to
implement Energy
Efficiency projects, solar,
and electric vehicle (EV)
technologies.
Y1 - $1,000,000 +
Staff
1.Complete street lighting project on 8th
street (Phase I).
2.Apply for grant funding opportunities,
provide matching City funding, and
explore private/public partnerships to
help fund and implement.
3.Explore and present findings related to
solar options to Council.
4.Continue to seek EV funding and
implementation options.
A 3
*Downtown Parking Lot
Experience - Improve
and maintain lighting,
safety measures, and
parking lots within the
downtown keeping in
mind historical
aesthetics. (GP EDD 4.c.)
Y1 - Partial
Funding
(Resurface/Restrip
e) Y2 - Partial
Funding
(Resurface/Restrip
e) + Staff
1.Number of lights identified, procured,
and installed.
2.Re-pave and stripe public parking lots.
3.Explore use of shared use agreements
for private lots.
A 4
Bike Master Plan -
Create a Class I and II
Bike Trail Master Plan
and work towards
expansion of our existing
trails.
Y1 - $25,000 Y2 -
$25,000 + Staff
1.Provide milestone updates on
progress related to master plan.
2.Total number of miles of Class I/II bike
lanes created.
3.Explore opportunity to use Safe
Streets for All (SS4A) funding to assist
with these efforts.
A 5
Rail Corridor
Beautification &
Improvements - Work
with partners to make
improvements to the
existing rail corridor.
Y1 - $500,000 +
Pot. TDA/CMAQ
Grant Funds +
Staff
1.Priority focus on area east of 10th St.
2.Collaborate with Ventura County
Transportation Commission (VCTC),
Sierra Northern, and Sunburst
Railcars.
A 6
Bike Trail Beautification
& Improvements - Work
with partners to beautify
and make improvements
to the existing and future
bike trail pathways.
Y1&Y2 -
TDA/CMAQ/$1 M
State Grant Funds
+ Staff
1.Coordinate with Public Works, Parks &
Recreation, and Planning to identify
and prioritize improvement projects
(e.g., landscaping, benches, lighting,
wayfinding signs).
2.Work with the Police Department and
Code Enforcement to increase patrol
visibility, address illegal dumping,
graffiti, and encampments along the
trail.
3.Apply for relevant state/federal grants.27410
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
A. Infrastructure, Transportation & Mobility
A 7
Public Restrooms -
Pursue upgrades to City
public restrooms.
Y1 - $8,500
Y2 - $8,500 +
Staff
1.Create a priority list of restrooms to
rehabilitate.
2.Implement improvements as funding
permits.
A 8
Mobility - Engage with
Ventura County
Transportation
Commission (VCTC) re:
Short Range Transit
Plan to improve mobility
options for residents.
Y1 - $26,000
Y2 - $26,000 +
Staff
1.Create a priority list of restrooms to
rehabilitate.
2.Implement improvements as funding
permits.
11275
B
.
ECONOMIC
DEVELOPMENT
12 276
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
B. Economic Development
B 1
Revenue Opportunities
- Actively pursue
opportunities to
increase the City's
revenue base.
Staff
1.Develop a plan to diversify and
enhance various types of sales tax
related revenues.
2.Evaluate options to diversify city's
revenue base.
3.Research, develop and implement a
short term rental (STR) ordinance.
B 2
Regional Employment -
Growth and attraction of
regional employment
hubs.
Staff
1.Advocate and collaborate with
Ventura County on Medical
Center/Hospital.
2.Advocate and collaborate with
Ventura College District on East
Campus Expansion.
3.Promote and collaborate with
developers related to SP West
Business Park and East Area 2.
4.Promote and collaborate with
developers related to Lemonwood
Industrial Area.
5.Produce marketing materials specific
to diverse job creation in Santa Paula
as an employment hub.
B 3
Downtown
Enhancements -
Develop guidelines
which address
architecture,
landscaping, streets,
and hardscape elements
in partnership with the
Property Business
Improvement District
(PBID).
Staff
1. Work with PBID to develop a list of
downtown Property Business
Improvement District (PBID) goals.
2.Explore expansion of the downtown
PBID.
3.Identification of pavement, lighting,
and parking needs, and opportunities.
B 4
Marketing - Work with
partners to invest in the
marketing of Santa
Paula collectively to
promote Santa Paula to
increase economic
vitality.
Y1 - $20,000
Y2 - $20,000 +
Staff
1.Form a marketing coalition with key
partners (e.g., Chamber of
Commerce, Heritage Valley Tourism
Bureau, PBID, local businesses,
arts/culture groups).
2.Coordinate seasonal or themed
campaigns to support local events,
downtown promotions, and tourism
(e.g., Citrus Festival, murals,
agritourism).
3.Track performance data and adjust
strategy based on reach,
engagement, and economic impact.
B 5
Permitting - Streamline
application and
permitting processes.
Y1 - $60,000
Y2 - $20,000 +
Staff
1.Review and prioritize Citygate
recommendations for potential
implementation.
2.Implementation of software system to
reduce cycle time for application and
permitting processes.
3.Evaluate, adopt, implement an online
permitting system for 13277
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
B. Economic Development
B 6
Navigational Signage -
Attract "passthrough"
traffic by improving and
implementing new
wayfinding or
"gateway" signage
throughout the City and
SR126 to promote
business and tourist
opportunities.
Y1 - $200,000
Y2 - $200,000 +
Staff
1.Identify critical locations for
wayfinding signage to be installed.
2.Fund wayfinding signage and
installation.
3.Explore opportunities to place
monument signage off the 126 and at
key entry ways into Santa Paula.
4.Review existing highway SR-126
signage for opportunities to highlight
"Santa Paula."
B 7
Business Attraction -
Identify and attract
businesses that create
jobs, increase revenues,
and provide services
that meet consumer
needs.
Y1 - $10,000
Y2 - $10,000 +
Staff
1.Establish a quick response Welcome
Team to engage, strategize, and
streamline processes for potential
businesses looking to come to Santa
Paula.
2.Create Welcome Toolkit and
assemble materials to better
demonstrate the City and regions
marketability.
3.Develop partnerships and advocate
for better efficiencies with County
Environmental Health to reduce
permitting time.
4.Identify retail deficits and conduct
outreach to representatives of
potential operators.
5.Utilize data analytics capture
software for informed decision
making.
6.Number of jobs created or
businesses opened.
B 8
Reduce Retail Vacancy
within Commercial
Corridors - Implement
options for addressing
empty storefronts.
Y1 - Unknown
Y2 - Unknown +
Staff
1.Adopt strategies related to property
owner outreach, education, and
enforcement.
2.Potentially modify muni-code to
require active uses on main floor
CBD properties.
3.Number of reduced empty
storefronts Year over Year in the
Downtown and Harvard Blvd.
4.Work with business property owners
to improve/activate vacant storefront
windows (i.e. temporary window
displays).
B 9
Economic
Development Staff -
Explore the creation of
a position dedicated to
Economic Development
and Vitality goals.
Y1 - $120,000
Y2 - $120,000 +
Staff
1.Focus on filling existing department
vacancies.
2.Establish and identify a need and
objectives for this position.
3.Consider adding an economic
development specialist position as
recommended by Citygate study.
14278
C
.
PUBLICSAFETY
&EMERGENCY
PREPAREDNESS
15 279
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
C. Public Safety & Emergency Preparedness
C 1
Cameras - Pursue
funding opportunities to
expand safety cameras
to cover critical
infrastructure & public
spaces.
Y1 - ARPA +
$50,000
unfunded Y2 -
$50,000
unfunded + Staff
1.Number of cameras installed.
2.Provide updates to Council on value
of cameras.
C 2
Tactical Response -
Develop and fund a
tactical response
program within the
department.
Y1 - $4,000
Y2 - $4,000 +
Staff
1.Establish a tactical response team.
2.Establish a tactical negotiations team.
3.Provide mandated tactical training to
maintain
C 3
SPPD Facility Upgrades
- Pursue funding to
complete facility
upgrades for Phase II.
Y1 - $60,000
Y2 - $1,400,000 +
Staff
1.Identify funding and initiate
construction for Phase II.
2.Report quarterly on the progression of
the project.
C 4
SPPD Community
Engagement - Develop
methods and programs
to connect our police
with the community,
local nonprofits and
businesses.
Staff
1.Creation of a Community Academy.
2.Seek to host one SPPD Community
Academy course in English/Spanish.
3.Creation of a Police Chief's Advisory
Board and number of meetings held.
4.Increase # of Citizen Patrol
volunteers.
5.Increase # of Reserve Officers.
C 5
*Emergency Plan -
Create an Emergency
Preparedness, Response
and Recovery Plan. (GP)
Staff
1.Update the Emergency Operations
Plan Manual.
2.Update General Plan to include safety
element.
3.Establish SOP for each City
department.
4.Perform a table top exercise and a live
scenario exercise.
5.Annually conduct CERT program
training for Santa Paula residents.
C 6
Emergency
Communications -
Create community
engagement strategies
to educate residents
prior to and during an
emergency.
Staff
1.Develop and implement a plan to
educate and inform residents
regarding evacuation preparations
and preparedness.
C 7
Emergency Response -
Seek funds and grant
opportunities to upgrade
our dispatch and
emergency response
systems.
Staff
1.Strategize implementation through
specific grants and Cal OES funding.
2.Ensure Mark 43 RMS/CAD Technology
compatibility with upgraded dispatch
equipment.
16280
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
C. Public Safety & Emergency Preparedness
C 8
Extreme Weather
Mitigation - Develop
and explore ways to
make the City and the
residents more resilient
to the impacts of
extreme weather.
Staff
1.Partner with SCAG to develop best
practices.
2.Partner with VC Fire Safe Council to
assist in educating residents on
home-hardening / mitigation.
17 281
D.
HEALTHY, CONNECTED,
& THRIVING COMMUNITY
18 282
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
D. Healthy, Connected & Thriving Community
D 1
Service Technology
Enhancements -
Improve connectivity
between residents and
public services.
Y1 - $20,000
Y2 - $20,000 +
Staff
1.Research options, software solutions
and budget requirements to address
communications needs with
residents and business owners.
2.Explore technology applications
which track and address resident
concerns.
3.Explore AI search engine
enhancements for website.
D 2
Youth Facilities -
Explore expansion of
youth facilities and
resources at Las
Piedras Park.
Y1 - $3,000
Y2 - N/A + Staff
1.Working with an architect to provide
a building design and estimated
associated construction costs.
2.Conduct community outreach events
to obtain feedback from multiple
stakeholders.
3.Present a phased plan, which
identifies potential funding options,
to both Council and the community.
D 3
Smoking - Explore
updating City's "No
Smoking" Ordinance.
Staff
1.Research options and policies
related to "No Smoking" ordinances.
2.Present findings to Council.
D 4
Climate Action Plan -
Work with Ventura
County to develop a
plan.
Y1 - Unknown
Y2 - Unknown +
Staff
1.Provide updates to Council.
2.Utilize the County work to establish
local metrics for the City to achieve.
D 5
Fagan Barranca Park
Master Plan - Pursue
funding and build
partnerships to
implement Master
Restoration Plan.
Y1 - $30,000
Y2 - $300,000
CIP + Staff
1.Present master plan to City Council.
2.Identify funding to implement Master
Plan.
3.Engage resident volunteer efforts
around a community build plan.
D 6
Code Enforcement -
Develop administrative
hearing ordinance and
public code education
programs.
Y1 - $2,000
Y2 - $2,000 +
Staff
1.Develop educational materials and
compliance requirements through
print and digital media.
2.Present processes for initiating a
local code hearing officer to Council.
3.Number of educational events held.
4.Percent of tickets/fines adjudicated.
5.Percent of ticket/fines Year over
Year.
D 7
Water/Sewer Bill
Assistance - Explore
options for low-tomoderate or fixed
income residents with
programs to assist with
water/sewer bills.
Staff
1.Based on Council feedback in April
2025, conduct additional research
and return to Council with more
details.
19283
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
D. Healthy, Connected & Thriving Community
D 8
Senior Master Plan -
Identify goals based on
feedback from Senior
Master Plan.
Staff
1.Present Master Plan to Council.
2.Work with the Senior Advisory
Committee and staff to identify
actions to be taken in the next two
years.
D 9
SPUSD Partnerships -
Work with Santa Paula
Unified School District to
create a joint use
agreement for school and
city facilities.
Staff
1.Meet with district to resume the
process.
2.Provide updates to the District and
Council via 2x2 Committee.
3.Bring MOU to Council.
D 10
Pickle Ball Courts -
Explore options for
community recreational
pickle ball courts.
Staff
1.Research viability, associated costs
and possible locations for potential
activities.
2.Present findings to Council.
D 11
Housing - Advocate and
seek resources for the
implementation of the
Housing Element 2029
Housing Action Plan.
Staff
1.Meet or exceed Regional Housing
Needs Assessment (RHNA) numbers.
2.Seek funding sources.
3.Utilize the Housing Element as a
blueprint to address housing needs
of the community.
D 12
Unhoused - Address and
support the needs of the
unhoused including
behavioral support.
Staff
1.Seek State funding, including Prop 1,
to support local efforts.
2.Continue to work with regional
partners to support the needs of the
unhoused in the Santa Clara River
Valley.
3.Review annual Point-in-Time count
to determine if needs are being met.
4.Explore temporary and transitional
housing options.
D 13
Rent Stabilization - Study
rent stabilization options
relative to current state
laws.
Staff
1.Conduct a study session with
Council.
2.Explore funding and processes
towards creation of a landlord
registry.
3.Review current rent rolls.
4.Share communications/information
for owners and renters to know their
rights and responsibilities.
D 14
Broadband - Support
broadband and other
forms of broadband
infrastructure connectivity
options for the
community.
Staff
1.Maintain collaborative partnerships
with the County, Ventura Council of
Governments (VCOG), and EDC.
20284
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
D. Healthy, Connected & Thriving Community
D 15
Community Dog Park -
Explore options for a
community dog park.
Staff
1.Visit and survey dog parks in the
region.
2.Identify potential locations in Santa
Paula.
3.Present findings and options during a
Study Session with City Council to
determine feasibility.
4.Enlist community volunteers and
form a working group.
21285
E.
ARTS, CULTURE, &
ENTERTAINMENT
22 286
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
E. Arts, Culture and Entertainment
E 1
*Public Art & Murals -
Support public art and
the mural program and
pursue methods to
increase funding.
(General Plan EDD 4.c)
Y1 - $10,000
Y2 - $10,000 +
Staff
1.Help facilitate production of at least
one new mural per calendar year.
2.Number of grant applications vs. the
number of grants won for Arts,
Culture, and Entertainment.
3.Explore the potential for establishing
via collaboration between the Santa
Paula Arte & Cultura Collective/City,
a public arts ordinance.
4.Provide funding, including in-kind
support to move efforts forward.
5.Research funding options, including
a Public Art Trust Fund.
E 2
*Advocacy & Education
of Historic Resources -
Adopt and implement
standards and
guidelines for new
development,
alterations to existing
structures, and
preservation of historic
resources within
historic districts. (GP
ECR 4.c)
Staff
1.Update the municipal code to include
standards for historical preservation
and resources (SPMC 816).
2.Expansion of the Mills Act to
preserve historical structures.
3.Work with the community to identify
properties that should be included in
a historic registry.
4.Develop guidelines which address
architecture, landscaping, streets,
and hardscape elements within
historic districts.
E 3
Percent for the Arts -
Explore policies or
programs which could
establish a "percent for
the arts" ordinance.
Staff
1.Research best practices and existing
ordinances from peer cities to
understand policy structures and
funding mechanisms.
2.Conduct a study session with
Council prior to steps 3-5.
3.Develop a policy framework outlining
proposed percentage, project
thresholds, eligible uses, and
administrative structure.
4.Coordinate with Finance and
Community Development to evaluate
potential fiscal and legal implications.
5.Present an ordinance to City Council
for consideration.
E 4
Amphitheater
Programming -
Establish partnerships
and collaborations for
diverse programming
for the Sports Park
Amphitheater.
Y1 - $8,000
Y2 - $8,000 +
Staff
1.Number of partners, collaborations,
or sponsorships established.
2.Number of events programmed.
23287
F
. O
PERATIONAL
EXCELLENCE
24 288
Categ
ory
# Objective
Budget/Staff
Impact
Tasks & Metrics
F. Operational Excellence
F 1
Municipal Code -
Review the City's
municipal code to
reduce irrelevant codes
and update
development codes.
$300,000 + Staff
1.Number and/or percentage of codes
reduced.
2.Review Mobile Rent Control
ordinance and provide a
presentation to Council.
F 2
Staff Investment -
Develop efforts related
to employee retention,
engagement, and
career development.
Y1 - $20,000
Y2 - N/A + Staff
1.Increase employee training and
learning opportunities by at least
50%.
2.Establish a comprehensive citywide
employee development plan and
related policies.
3.Budget and conduct for a citywide
employee engagement survey.
4.# of internal promotions.
5.Percent decrease in turnover YoY by
department.
6.Work towards the implementation of
the Compensation study.
F 3
Reduce Reliance on
Outside Consultants -
Ensure the City is
providing adequate
staffing and filling key
positions to reduce
reliance on outside
consultants.
Staff
1.Consider FTEs versus consulting
services related to Public Works
Engineering (including cost
comparisons).
2.Survey customer satisfaction for
Finance/ CEDD/ PW to gain
consensus on agreed-upon
standards (turnaround times).
3.Work to improve
communication/coordination
between divisions/departments and
consultants and measure results in 6
months.
4.Adopt a fee schedule for PWE review
of building permit applications so
plan review can commence upon
submittal.
5.Establish a flat deposit schedule.
F 4
Artificial Intelligence
(AI) - Explore AI
technology to enhance
resident and staff
service needs.
Y1 - $20,000
Y2 - $20,000 +
Staff
1.Engage in vendor demos or pilot
programs for AI solutions.
2. Number of AI tools piloted or
implemented.
F 5
Staffing - Return to
Council with a strategic
staffing plan based on
the City's projected
growth.
Staff
1.Conduct internal exercise to develop
plan.
2.Present staffing plan to City Council.
25289
To: Honorable Mayor and Members of the City Council
From: Dan Singer, City Manager
Subject: CONSIDERATION OF A TENDER OFFER OF LIMCO STOCK Date: July 2, 2025
Agenda Item: 11.F
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
A) Consider options related to a tender offer of City held stock and, B) Provide staff with direction on the offer.
Presented by: Dan Singer, City Manager
BACKGROUND:
In late April, 2025, the City was sent a limited partner tender offer from Limco Del Mar, Ltd for shares of the company the City holds from an endowment given to the Community Center. It is unclear when the shares were gifted to the City and whether restrictions were placed on the gift at that time. An annual distribution (dividend) is associated with the shares and accumulates in the Community Center Endowment fund.
According to the tender offer, Limoneira Company, is offering to purchase from Eligible Sellers up to an aggregate total of 224,859 Units of Limco Del Mar, Limited Partnership shares, dated as of August 31,1972.
The purchase price being offered for the Units is for a cash amount equal to $70 per Unit (the “Offer Price”), which is an amount intended to provide a 15% premium over the current estimated fair market value. The City holds 1488 shares.
At the June 4 meeting of the City Council, this action was discussed and considered, however additional time was requested. Permission was granted to the City by Limco to extend the deadline of the tender offer to July 3, 2025, rather than June 30, 2025, to accommodate additional time for the Council to give direction on this offer.
ANALYSIS:
Limco owns and/or leases and operates real property know as the Limco Del Mar Ranch (the “Ranch”). The Ranch consists of 221 gross acres, with 213 acres owned by the Company and 8 acres leased from Southern California Edison. Of this, 206 acres are actively farmed, including 138 acres of lemons and 68 acres of avocados. The remaining acreage is used for 290
roadways, support areas, and farmsteads. Property improvements include minor agricultural buildings, sheds, and support structures. The Company also holds 502 acre-feet of Santa Paula Basin water pumping rights.
The Ranch is located in Ventura County, bordered by Hill Street to the west, Harmon Barranca to the east, Foothill Road to the north, and Telegraph Road to the south. It is zoned Agricultural Exclusive, 40-acre minimum (AE40). While the Ranch is surrounded by the City of Ventura, it remains under Ventura County’s SOAR (Save Open Space and Agricultural Resources) initiative, which restricts farmland conversion without voter approval. SOAR, which was renewed in 2016, remains in effect until 2050.
The tender offer states that the company has reached an operational crossroads. "The 138 acres of lemon trees are nearly 40 years old, resulting in declining productivity and quality.
Additionally, oversupply in the global lemon market has impacted profitability. In response, the General Partner recommends converting 105 acres from lemons to avocados to enhance long-term financial returns (the “Replanting Project”). The Replanting Project, estimated at $2.5 million, is scheduled to begin in 2026, with an initial $500,000 deposit required now to secure avocado trees from the nursery. While the long-term outlook for avocado production is strong, this transition will require significant investment and several years before full productivity is achieved (this timeline is estimated to take from 2026 to 2031)." "The Replanting Project will temporarily reduce available cash for distributions, at least until 2030. The General Partner anticipates that the current cash reserves will not be sufficient to fully fund the Replanting Project and the transition period and that the Company will need to borrow additional funds to finance the transition, which may further impact the cash available for distribution."
"At the same time, the General Partner continues to explore the possibility of converting the Ranch’s zoning from agricultural (AE40) to residential development. While this process is challenging due to SOAR’s voter approval requirement, the General Partner believes the highest and best use of the property is residential development. The entitlement process may involve significant costs and uncertainty, further impacting future cash reserves and distributions. Given these factors, the General Partner believes that proceeding with the replanting of avocados remains a prudent investment decision while continuing to evaluate long-term land use conversion opportunities."
The City has three primary options at this time as further articulated below, however a decision must be submitted to Limco by the end of the month should we wish to participate in the tender.
1) The City could tender all of our 1488 shares and receive cash compensation valued at $104,160 to be placed in the Community Center endowment fund or utilized for needed Community Center repairs or upgrades.
2) The City could tender a portion of the shares while maintaining a portion for a longer term investment, say tendering half of the shares now while holding half of the shares or selling the 488 shares while keeping 1000 shares.
3) The City could maintain all of its shares as there is no obligation to liquidate shares at this time and the long-term value of this holding may be much greater than the 15% premium currently being offered.
291
Should the City decide to hold all (or a portion) of the 1488 shares we own, there would be both an upside and downside. The City will see the diminishment or elimination of the annual dividend received from these shares for at least a five-to-seven year period until the new avocado groves are fully established and producing a profitable crop. Were the City to tender its shares we would earn interest on the proceeds on an on-going basis (approximately $4,000 per year). On the other hand, the long-term prospect of having ownership in avocado crops or eventually in housing development, were that to come to fruition, could have substantially higher value than $70 per share.
It should be noted that the dividend associated with the City's holdings has eroded significantly over the last 10 years as noted in the fiscal impact section below. Because the dividend is dependent on crop yield and market demands it can fluctuate significantly from year to year.
The City's dividends are held in the Community Center endowment fund so the City has not been dependent on the size of the dividend and has only occasionally utilized the funds for facility upgrades. Staff is unaware of restrictions on the use of these funds or any limitations on the liquidation of the City's asset in Limco, however, Vice Mayor Juarez was going to inquire with various community members to help determine where this endowment came from and whether there were expectations or restrictions placed on the investment.
The complete tender offer has been identified as "Confidential," therefore it is not attached to this report. A complete copy is available with the City Manager should the Council wish to review it.
STRATEGIC PLAN:
This action is not identified in the City's adopted Strategic Plan.
FISCAL IMPACTS:
The City maintains an endowment fund for the Community Center, which holds the shares in Limco. The current fund balance, which also earns interest, is above $600,000.
Fiscal Year of Dividend Dividend Amount
2016 $10,416
2017 $10,416
2018 $7,440
2019 $8,928
2020 $2,976
2021 Covid shutdown - no
dividend
2022 $5,952
2023 $5,952
2024 $3,720
2025 $1,488
As illustrated, the dividends associated with this holding have been on the decline for the past eight years and, per the tender offer, is anticipated to stay low or be non-existent for the foreseeable future as the ranch is converted from Lemon groves to Avocado groves. It should also be noted that whereas in the past the City's reserve funds were only invested in the Local 292
Agency Investment Fund (LAIF), our funds are now actively invested with Chandler Asset Management and have the potential to realize much greater returns than with LAIF. Holding the cash proceeds and realizing a rate of return around 4% may more than make up for the lost dividends.
OPTIONS:
It should be noted that the City is under no obligation to sell all or some of our shares. Holding the shares could have long-term value and reward, but will result in short-term stagnation. It is at Council's complete discretion whether to participate fully, partially or not-at-all in this tender offer.
ATTACHMENTS:
293
To: Honorable Mayor and Members of the City Council
From: Dan Singer, City Manager
Subject: FUTURE AGENDA ITEMS
Date: July 2, 2025
Agenda Item: 12.A
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
No action is needed at this time.
BACKGROUND:
As we head into the summer recess with only one meeting planned in early August and then not again until the first Wednesday in September, there is not yet a reliable forecast of likely agenda items. A forecast will be shared at the August meeting.
ANALYSIS:
Should a member of the City Council wish to introduce a future agenda topic, it should be done in compliance with the Council's adopted Manual of Procedural Guidelines, Section 5.1.
Items introduced by a member of the Council during a Council meeting requires a second and should be reserved for time-sensitive matters needing attention within the proceeding 45 day period.
STRATEGIC PLAN:
FISCAL IMPACTS:
OPTIONS:
ATTACHMENTS:
294