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Council selects hybrid strategic‑planning approach; Measure S oversight committee to remain focused on public safety
Summary
The council voted 3–2 on April 14 to pursue a hybrid strategic‑planning process — staff‑led with targeted consultant support — and decided not to charge the Measure S oversight committee with leading the plan.
The Yucaipa City Council on April 14 directed staff to proceed with a hybrid strategic‑planning process that pairs city staff work with limited consultant facilitation, and it voted that the new strategic work should not be assigned to the Measure S oversight committee.
Why it matters: A strategic plan is the city’s roadmap for priorities and budgeting. The chosen hybrid model aims to reduce consultant costs while preserving external facilitation to limit perceived bias. The council debate centered on cost, impartiality and public trust.
What staff proposed: Interim Assistant City Manager Phil White presented options ranging from a full consultant‑led process to a staff‑led process and a hybrid alternative. The staff recommendation favored a hybrid model to balance cost, community input and reduced bias. White said the hybrid approach “lowers the cost” while still bringing an outside facilitator for key portions.
Public comment and council discussion: Multiple public commenters told the council they did not want the Measure S oversight committee repurposed; commenters argued Measure S oversight should remain solely focused on public safety funding. Council members voiced differing views: some favored hiring an outside consultant to avoid perceived staff bias; others preferred an in‑house or hybrid approach to conserve funds and retain local control.
Council action: Councilman Miller moved that the Measure S oversight committee not be assigned to oversee the strategic plan and that the council select the hybrid option (staff-led with consultant support). The motion passed 3–2. The city manager’s office will now engage a consultant for a scoped role and proceed with staff work on community outreach, with the council reserving the right to form an ad‑hoc citizen panel if the consultant recommends it.
Ending: Staff will return to the council with a refined scope, budget and a procurement approach (RFP) for consultant services and with a plan for public engagement.
