CC - Item 4A - Strategic Plan Workshop1 0 :,l1l■,
TO: THE HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: JEFF ALLRED, CITY MANAGER
DATE: NOVEMBER 15, 2011
SUBJECT: STRATEGIC PLAN WORKSHOP
SUMMARY
The City Council held the first Strategic Plan Workshop for the 2012 -13 update on
September 27, 2011. During this meeting Council and staff developed an updated
SWOT Analysis (Attachment A) and a comprehensive list of 31 items to be included as
key components of the updated Strategic Plan. At the conclusion of that meeting,
Christie Harper strongly recommended that this list of 31 items be consolidated into a
format of approximately 10 Strategies and the remainder could be used as Action Items
to support the various strategies.
Included with this report is a summary of the 31 items from the initial workshop, which
have been categorized into recommended Strategies and Action Items (Attachment B).
Also included with this report is the initial draft of the Strategic Plan (Attachment C),
which transfers all the items included in Attachment B along with additional Action Items
that have been suggested to support the Strategies. During this workshop, the Council
will spend a lot of time reviewing Attachment C to make changes and suggest new
Action Items that support the Strategies.
Recommendation:
Staff recommends that the City Council provide direction regarding the Draft Strategic
Plan.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
Prepared by:
Matt ew E. Hawkesworth
Assistant City Manager
Attachments: A — Updated SWOT Analysis
B — Listing of items to be included in the Strategic Plan
C — Draft Outline of Strategic Plan
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ITEMS TO BE INCLUDED IN THE STRATEGIC PLAN
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Strategy 1: Enhance public view areas within the public right -of -way and private properties
Strategy 2: Develop additional neighborhood parks and open space.
Strategy 3: Begin implementation of the downtown Rosemead design guidelines.
Action items under Goal 1 and Strategies 1 — 3
Develop programs to promote residential neighborhood beautification
Encourage participation in improvement efforts and private investment in commercial
properties
Interim reuse of vacant property
Develop programs to promote commercial beautification
Goal 2: Enhance public safety and quality of life
Strategy 4: Take proactive measures to prevent crime and improve quality of life in neighborhoods
Strategy 5: Assist in the preservation and improvement of historical, cultural, and natural resources.
Strategy 6: Increase the City's level of Emergency Preparedness.
Strategy 7: Encourage enhanced participation by community -based organizations and institutions in
the community life of Rosemead.
Action items under Goal 2 and Strategies 4 -7
Work with property owners to mitigate problems with tenancy issues
Improve cultural communications in public safety
Maintain and improve community involvement in public safety programs
Encourage institutions to participate in a partnerships /get groups more involved with
community events /programs
Improve awareness of transit programs
Improve awareness of CRM and customer service satisfaction tools
Design guidelines to prevent visually unappealing commercial areas
Goal 3: Ensure the City's continued financial viability
Strategy 8: Develop a comprehensive ten -year financial plan through 2022
Strategy 9: Eliminate the existing "underlying structural budget imbalance" in the General Fund
Strategy 10: Aggressively pursue economic development initiatives
Action items under Goal 3 and Strategies 8 -10
Beautify, improve and develop a master plan for Garvey
Encourage consolidation of commercial parcels
Develop affordable "work force" housing options
Support and advocate state legislation that will protect local revenues and control
Review and evaluate potential new revenue sources and appropriate cost recovery
Increase revenues to the General Fund through improved business friendly processes
Develop incentives to attract new businesses and sustain established ones to generate
tax revenues and high quality jobs
Create a more business friendly business license process
Update various development related codes
Develop a business concierge program
DRAFT STRATEGIC PLAN OUTLINE
Strategy 1: Enhance public view areas within the public right -of -way and private properties
Action Plans:
A. Continue to install decorative cobble stones and landscaping in street medians and
other public right -of -way areas as aesthetic treatments as well as measures for
traffic safety, water conservation, and reduced maintenance costs
B. Organize, promote and participate in a series of neighborhood beautification
volunteer "service projects" (e.g., painting preparation and painting, yard clean -up
and planting, sprinkler repairs, etc.) in conjunction with City forces (Local schools,
parks, churches and businesses can serve as organizing hubs for the projects.)
C. Amend the Municipal Code to prohibit new installation of property alterations that
contribute to blight (i.e., barbed -wired and chain -link fences in front yard and side
yard setbacks, and iron bars on windows)
D. Develop a pilot program to offer property owners a no fee opportunity to have
barbed -wire and chain -link fences removed from front and side -yard setbacks, and
iron bars from windows by City forces
E. Explore the establishment of a "fence replacement' pilot program to provide property
owners with partial subsidies for the costs of replacing chain -link fences with
decorative polyurethane fences, and a loan program to enable property owners to
finance costs for their share of the improvements
F. Establish no fee lease agreements with owners of vacant commercial properties for
interim reuse of street frontage as green open space or "pocket parks" until the
property is developed or sold.
G. Obtain no fee license /lease agreements from Southern California Edison to enable
the City to landscape and improve exposed street frontage under electrical
transmission lines
H. Promote participation by businesses in the commercial fagade improvement program
I. Encourage businesses to make landscaping and decorative improvements in public
view areas, including removable treatments where permanent improvements are not
possible (e.g. potted plants, outdoor furniture, statues, etc.)
J. Encourage Southern California Edison to improve its vacant parcel (including
removal of chain -link fencing) on Walnut Grove Avenue and Rush Street as an
open -space leisure area for employees at the SCE corporate headquarters campus
Strategy 2: Develop additional neighborhood parks and open space.
Action Plans:
A. Continue implementation of the Parks & Facilities Master Projects List with emphasis
on Zapopan Park improvements
B. Finalize the no fee license agreement and develop Jay Imperial Park under the
Southern California Edison transmission lines adjacent to San Gabriel Avenue, Pine
Street and Falling Leaf Avenue
C. Obtain a no fee lease /license agreement from Southern California Edison and offer
to purchase an adjacent vacant lot to develop park facilities near the intersections of
Hellman Avenue and Rockhold /Stallo Avenues
D. Identify an appropriate facility for a future park under the SCE transmission lines for
designation as a "dog park"
E. Make improvements to Garvey Park Gym, i.e., exterior aesthetic treatments,
windows replacement, restroom improvements
F. Complete construction of the Rosemead Community Recreation Center
improvements, including development of computer lab facilities
Strategy 3: Begin implementation of the downtown Rosemead design guidelines.
Action Plans:
A. Complete the Downtown Plaza project at the Civic Center to serve as a focal point of
Rosemead's downtown with a unified parking lot, landscaping and interactive water
features
B. Construct streetscape improvements and street medians with decorative landscape
in key locations along Valley Blvd. between Rosemead Blvd. and Walnut Grove
Avenue to identify Downtown Rosemead
C. Where possible use Redevelopment funds to purchase available parcels of land for
public parking and explore the potential of collecting rent from businesses that need
additional parking capacity to comply with codes
Goal 2: Enhance public safety and quality of life
Strategy 4: Take proactive measures to prevent crime and improve quality of life in neighborhoods
Action Plans:
A. Develop an educational program to work with residential property owners to mitigate
problems with tenancy issues and limit crime
B. Identify ways to improve intercultural communications and understanding within
neighborhoods (e.g., Neighborhood Watch, Safety Meetings, CONNECTIONS
forum, etc.)
C. Implement public information measures to increase citizen awareness of the
expanded Rosemead Explorer fixed route and dial -a -ride transportation services
Strategy 5: Assist in the preservation and improvement of historical, cultural, and natural resources.
Action Plans:
A. Continue efforts to lend "in- kind" support to preservation efforts through involvement
with community organizations at the Dinsmoor House and Savannah Cemetery
B. Promote increased community awareness and usage of the bicycle trail along the
Rio Hondo River leading to Whittier Narrows with access near the Garvey
Community Center
C. Publish a Rosemead Memory Book focusing on the history of the community from
1985 to present
Strategy 6: Increase the City's level of Emergency Preparedness.
Action Plans:
A. Purchase two portable emergency generators, one for use on each side of the 1 -10
Freeway
B. Obtain roll -off containers to store emergency supplies for use in all quadrants of the
City
C. Conduct mock disaster drills
Strategy 7: Encourage enhanced participation by community -based organizations and institutions in
the community life of Rosemead.
Action Plans:
A. Invite service clubs, businesses and other community -based organizations to
sponsor and participate in the coordination of community special events and
programs
B. Strengthen agreements with school districts for joint use and operation of facilities,
(i.e., Rosemead Aquatic Center, Splash Zone, Rosemead Park athletic fields, school
gymnasiums and auditoriums, school turf play areas, etc.)
C. Work with the University of the West in achieving increased interaction with the
community
Goal 3: Ensure the City's continued financial viability
Strategy 8: Develop a comprehensive ten -year financial plan through 2022
Action Plans:
A. Coordinate a long -term financial plan ( "LTFP ") process to stimulate thinking and
discussion by the City Council and staff about the long -term impacts of decisions
made today
B. Ensure that the LTFP will be referenced in, and used in conjunction with, other
planning and budgeting documents (i.e., Strategic Plan, Budget and Capital
Improvement Program) and updated biannually
Strategy 9: Eliminate the existing "underlying structural budget imbalance" in the General Fund
Action Plans:
A. Develop a plan to gradually create a sustainable balance between recurring
expenditures and revenues by defining and identifying essential "core services" and
corresponding "reliable revenue sources" over a period of three fiscal years
B. Implement a solid waste franchise fee to cover the costs of "wear and tear" of the
City's streets by trucks and the costs of various regulatory actions.
C. Study and evaluate alternative actions (e.g., early retirement incentives,
reorganizations, outsourcing, etc.) to further reduce the number of full -time
employees within the organization without degrading core service levels beyond a
desired point or creating opportunity losses
D. As part of the annual budget process, convene an independent interdepartmental
task force (comprised of line staff members and management team members) to
study, identify and recommend actions to decrease expenditures and increase
revenues
E. Ensure that any new community special events or programs are supported by
corresponding new sources of funding
Strategy 10: Aggressively pursue economic development initiatives
Action Plans:
A. Develop and maintain a land use inventory of vacant and under - utilized commercial
properties and make contacts with the respective property owners in an effort to
attract new quality developments to generate additional tax revenues and high
quality jobs
B. Develop a Garvey Avenue master plan through the work of a committee that includes
representation from the City Council and Planning Commission
C. "Streamline" development entitlement and business license processes at City Hall
that include the implementation of a 'one -stop public counter' and the creation of a
more "business friendly" culture and atmosphere
D. Prepare and maintain a list of potential development incentives to attract new
businesses and sustain established ones
E. Modernize the City's Municipal Code in an effective, yet business friendly manner
F. Initiate a "business concierge" program to provide new and existing businesses with
a designated point of contact in addressing various issues and concerns
G. Identify parcels of land in commercial corridors with potential for consolidation and /or
improved development potential and make contacts with the respective property
owners
H. Explore alternative opportunities for low- moderate income housing to reduce the
need for trailer parks and substandard housing units (e.g., providing incentives for
residential developers to designate units for low- moderate income residents,
purchase blighted under - producing motels for conversion, workforce housing
development, etc.)
I. Provide information to retailers and restaurants in various languages regarding the
processes of making TOT and sales tax payments
J. Process allowable redevelopment project area time extensions through the adoption
of requisite ordinances