City Council Agenda Report
Meeting Date: March 17, 2026
From: Brian Saeki, City Administrator
Department: City Administration
Submitted by: Brian Saeki, City Administrator
Subject
City Council Strategic Priorities
Recommendation
Receive a presentation on potential City Council goals and determine key goals to guide the City’s strategic planning process.
Background
As directed by the City Council, the City engaged Kelly Associates Management Group to assist with a goal-setting process, a priority for the Council as it shapes Vernon’s path forward.
The process began with the preparation of a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), which was shared with the City Council, executive and other staff, and community stakeholders, including the Chamber of Commerce. In addition, interviews were conducted with these same stakeholders.
The City also hosted three community meetings to gather input from residents and businesses.
Resident meetings were held in the evening on February 2, 2026, at the Vernon Village Apartments and on February 5, 2026, in the City Council Chambers at City Hall. A business breakfast at City Hall was held that same morning on February 5th.
Responses from the SWOT analysis and feedback from the community meetings were compiled, summarized, and presented to the City Council at a special meeting on March 3, 2026. During the meeting, the City Council was asked to help identify approximately five key goals by placing red dots on the items considered most important. Each Council Member was limited to five dots to ensure the goals selected remained manageable. While Council Members acknowledged that more than five goals were important, the need to narrow the list for focused action was understood.
The City Council placed their dots on the following priorities:
Three Dots:
• Proactively engage in economic development and planning for the City’s future • Develop community facilities (park/community center, dog park, library, health clinic) • Enhanced long-term financial and capital planning
Two Dots:
• Review public safety alternatives
• Reduce environmental impacts in Southeast Los Angeles Area (SELA) communities • Actively pursue residential and retail development
• Green tech and circular economy, position the city to become a clean-tech hub One Dot:
• Continue to build credibility among other public agencies and the public • Seek new/increased funding (tax revenues, state/federal allocations, creative partnership opportunities
• Improve local air quality and sell power
• Streamline and refine the City’s code, purchasing policy and procedures • Provide services to surrounding cities to generate revenue • Digital infrastructure (data centers)
• Kern County property
• OE Clark Community Center
No other goals were marked by dots.
Discussion
Based on the priorities identified by the City Council, staff have developed the following six (6) potential goals for Council consideration:
1. Strengthen City Credibility and Partnerships
• Build trust and credibility with the public and other public agencies • Pursue collaborative opportunities with regional partners to maximize impact and resources
2. Promote Economic Growth and Revenue Generation
• Attract residential, retail, and commercial development • Provide services to surrounding cities and explore new revenue sources, including green tech and digital infrastructure investments
3. Advance Sustainability and Environmental Stewardship • Improve local air quality and reduce environmental impacts, particularly in SELA communities
• Position Vernon as a hub for clean-tech and circular economy initiatives
4. Enhance Community Infrastructure and Facilities
• Develop parks, community centers (including OE Clark building), libraries, and health clinics to meet resident needs
• Invest in digital and physical infrastructure that supports both community and economic goals
• Explore new funding mechanisms to finance public infrastructure and development projects (e.g. Enhanced Infrastructure Financing District (EIFD))
5. Strengthen Organizational Efficiency and Financial Planning • Streamline City codes, policies, and procedures, including purchasing processes
• Streamline City meetings to enhance public engagement and efficiency • Implement long-term financial and capital planning to ensure sustainability and resilience
6. Optimize Public Utility Operations to Ensure Affordable Services • Prioritize the efficient management of the City’s power, gas, fiber, and water systems
• Keep utility costs low for residents and businesses while maintaining reliable, high-quality service
• Kern County property
These goals are recommendations for the City Council to consider. They may be added to or amended during the presentation to the City Council. Additionally, the Strategic Plan is a living document that may be modified at any time as new priorities arise. The plan will also be formally evaluated each year, typically during the budget process for the following fiscal year.
Once the goals are set and approved by the City Council, staff will develop specific tasks to help achieve them. Each task will include a schedule, any associated costs, and the responsible City department.
Fiscal Impact
There is no fiscal impact associated with this report.
Attachments
None.