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CC - Item 2A - Strategic Plan Update WorkshopROSEMEAD CITY COUNCIL `STAFF REPORT TO: MAYOR AND CITY COUNCIL PLANNING COMMISSION CHAIR AND MEMBERS TRAFFIC COMMISION CHAIR AND MEMBERS FROM: JEFF ALLRED, CITY MANAGER 1P DATE: December 13, 2011 SUBJECT: STRATEGIC PLAN UPDATE WORKSHOP SUMMARY The City Council, the Planning Commission and the Traffic Commission will conduct a joint workshop to review and discuss issues relative to an update of the City of Rosemead Strategic Plan for 2012 and 2013. Discussion will focus primarily on proposed goals, strategies and action items for the upcoming two years. Actual adoption of the updated Strategic Plan by the City Council is anticipated to occur in January of 2012. Staff Recommendation: That the City Council and Commissions review and comment on the draft documents under consideration for an update of the City's Strategic Plan for 2012 and 2013. BACKGROUND /ANALYSIS In December of 2009, the City Council adopted a Strategic Plan with input from the Planning Commission and Traffic Commission. This document established a vision for the community looking to the year 2020. The Strategic Plan also contains a statement of Community Values (Brand Platform) and Community Personality as well as the City's Goals, Strategies and Action Items for the years 2010 and 2011. In recent weeks the City Council and the management team have conducted two workshops in an effort to update the Strategic Plan. At the upcoming December 13th workshop the Council and Commissions will meet jointly to review and comment on a Draft Strategic Plan Outline (enclosed as Attachment A) with proposed Goals, Strategies and Action Items for the next two years. The workshop will also focus on two other draft documents: Attachment B is a draft updated analysis of the City's strengths, weaknesses, opportunities and threats (SWOT); also, Attachment C is a draft update to the Our Community Personality section of the Strategic Plan, which is being amended to include a paragraph on We Are A Contract City and a description of Rosemead's APPROVED FOR CITY COUNCIL AGENDA: City Council, Planning Commission & Traffic Commission Joint Workshop December 13, 2011 Page 2 of 2 Guiding Principles for Fiduciary Responsibility. Following this joint workshop, it is anticipated that the updated Strategic Plan document will be prepared in final form for consideration by the City Council at its next regular meeting scheduled for January 10, 2012. Attachments —A- -Draft Strategic Plan Outline for 2012 and 2013 B - -Draft Updated SWOT Analysis C - -Draft Update to Our Community Personality. D -- Existing Strategic Plan for 2010 and 2011 M- -, - • 17 i T:7+ • T� Ti f+�_ 1� 1� 7 +• I I I y K Key Goal: Ensure the City's continued financial viability Strategy 1: Eliminate the existing "underlying structural budget imbalance" in the General Fund Action Items: A. Develop a plan to gradually, over a period of three years, create a sustainable balance between recurring expenditures and revenues by defining and identifying essential "core services" and corresponding "reliable revenue sources" B. Implement a solid waste franchise fee to cover "wear and tear" of the City's streets by trucks and other costs C. Study and evaluate alternative actions (e.g., 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 2: Aggressively pursue economic development initiatives Action Items: 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 Commissions 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 Page 1 of 6 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 I 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 Strategy 3: Develop a comprehensive ten -year financial plan through 2022 Action Items: A. Coordinate a long -term financial plan ( "LTJ 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 •. 1111 1111 lI Jill • • • • Strategy 4: Take proactive measures to prevent crime and improve quality of life in neighborhoods Action Items: A. Develop an educational program to work with residential property owners to mitigate Page 2 of 6 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, Community Academy, etc.) C. Implement public information measures to increase citizen awareness of the expanded Rosemead Explorer fixed route and dial -a -ride transportation services D. Facilitate more active recreational uses and events at Zapopan Park E. Collaborate with surrounding communities in crime prevention and suppression efforts along adjoining borders. Strategy 5: Assist in the preservation and improvement of historical, cultural, and natural resources. Action Items: 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 Items: 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 D. Pursue grant and other funding opportunities to improve emergency preparedness Page 3 of 6 E. Continue outreach to residents and businesses regarding what to do to be self - reliant and where to go if your residence is unsafe in an emergency Strategy 7: Encourage enhanced participation by community -based organizations and institutions in the community life of Rosemead. Action Items: 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. Continue dialogue with the University of the West in achieving increased interaction with the City for the mutual benefit of the community and the institution • •• Strategy 8: Enhance public view areas within the public right -of -way and private properties Action Items: 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 Page 4 of 6 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 /low fee lease agreements with owners of vacant commercial properties for interim reuse of street frontage as green open space or "pocket parks" and off - street parking until the property is developed or sold. G. Obtain no /low 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 and anti - graffiti efforts 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, 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 K. Work with property owners to consider demolition of vacant buildings on blighted properties. L. Explore the acceleration of the street sign replacement program and curb number painting Strategy 9: Develop additional neighborhood parks and open space. Action Items: A. Continue implementation of the Parks & Facilities Master Projects List with emphasis on Zapopan Park improvements B. Finalize the no /low fee license agreement and develop Jay Imperial Park under the Southern California Edison transmission lines adjacent to San Gabriel Avenue, Pine Page 5 of 6 Street and Falling Leaf Avenue C. Obtain a no /low 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 in coordination with the C.I.P. F. Complete construction of the Rosemead Community Recreation Center improvements, including development of computer lab facilities Strategy 10: Begin implementation of the downtown Rosemead design guidelines. Action Items: 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/development fees from businesses that need additional parking capacity to comply with codes Page 6 of 6 }2255 +£}m +26m $6a ea0a & «mG;a0 /&32� E&$)&% °W m \y=± / :amp -o7 m le DL f m o«,00k�am §E ° °, f{��n <_o =o !- - c-0= =CL E»,«-0 ammo- =: =,_, =w [a0= - ==0 2 m =-,=o==com<E o63, =- m =® != --aa), =20-(D w @ =i CD \ \§) :_ !_ wa a)< J %mom -2§? @ a(D = ƒe$EES90 0 =3 ® EG \ kE�`��=o I »ear G� CA =3 (D . (D � E m� ® ®D00 0 =GSA= $\ /\/ ) /)j] \/) /[( \/ �$ a» // (77 ƒf\ /ƒ } =E\ f, m0-CL `o ° \\( © E® ( [{m( a&2 m ƒw \ = e Ew »0 = MCD—' }$ $ {E( / )/ E (ACD0W $/ § a �0 �M\0 (D % § � \/ \ ={/ \G \ * / ® $ U)o � � m j / \ \ $ :3 0 \ _ / m / E \ « \ U) (0 § OUR COMMUNITY PERSONALITY Who We Are These "adjectives" describe our traits as a community. GROUNDED Familiar, Down -to- Earth, Established Rosemead is in touch with where it came from and always honors its roots. WELCOMING Neighborly, Warm, Friendly Rosemead welcomes everyone who is committed to making the city better. THRIVING Vibrant, Up -to -Date, Flourishing Rosemead is delivering what citizens need and want, and they are responding. How We Do It These "verbs' define the actions we take every day to deliver on Rosemead's community values or "brand platform." HONOR TRADITION In Rosemead, we honor our long tradition of community spirit and civic engagement. We preserve old traditions like the 4th of July Parade, and look to create new ones that will keep our community vibrant and appealing. UNITE IN DIVERSITY Our multi- cultural experience reflects contemporary American life. While we come from different parts of the globe, we are united by the traditional values of hard work, family and education that help our community thrive. EVOLVE FOR THE FUTURE As we honor tradition, we are a modern small town that keeps its eye on the future. Our location in the heart of an urban environment means that we must continually evolve to meet the changing needs of our residents and businesses. We Are A Contract City Since its incorporation in 1959, Rosemead has taken pride in its "contract city" status. With services provided by the Los Angeles County Sheriff's and Fire Departments, the community is provided with an array of highly professional resources and services at cost levels that reflect economies of scale. The Rosemead Public Safety Model, which features a Sheriff Lieutenant serving as the City's Chief of Police, enables the community to maximize the advantages of being a "contract city' while exercising local control. Guiding Principles for Fiduciary Responsibility The City embraces the following financial management guiding principles: 1. Always live within your means 2. Employ cost recovery when setting fees for "individualized" services 3. Use "reserves" only for one -time expenditures or temporary stop -gap measures 4. When in doubt, contract out (and periodically go out to bid) 5. Provide for transparency city of ROSEMEAD ,5�tse' � p6'0° for 2010 and 2011 4 IN '- 1. Introduction Gadwdng 11m t from the Community In early 2009, the City asked the community for input regarding their perceptions of Rosemead. A postcard that was translated into Spanish, Chinese and Vietnamese was mailed to all Rosemead residents and businesses, as well as many people who work in Rosemead and live in surrounding communities. The survey asked questions about what community members enjoyed most about the City and what they felt needed improvement. Results from the survey provided City Council with the foundation for Rosemead's statement of Community Values, also referred to as a "Brand Platform." Following a series of public meetings, the City Council developed Rosemead's Strategic Plan, which also established our vision for the community in the year 2020. What is a Strategic Plan? A Strategic Plan enables the City to identify what the community wants Rosemead to be in the future and how it will get there. The Strategic Plan process included: • Gathering input from the community; • Taking a wide look at both the internal and external factors that might affect Rosemead; • Analyzing the City's strengths, weaknesses, opportunities, and threats (SWOT analysis); • Creating Rosemead's Vision 2020, which provides a look into how the community envisions the City to be in the future, specifically 10 years from now, • Developing key organizational goals; and • Identifying strategies and action items to accomplish each goal. Strategic Plan Focus The Strategic Plan focuses on enhancing Rosemead's appeal as a new kind of small town in the heart of an urban environment by honoring tradition, uniting in diversity, and evolving for the future. This is evident in Rosemead's Key Organizational Goals which aim to: improve public areas including infrastructure and community facilities; enhance public safety and the overall community environment and opportunities for residents through programs, services, education, and recreation; and ensure the City's financial stability in order to continually meet these goals and provide basic services to the community. Strategic Plan: Page 2 Communi Our "Brand Values atform" People and businesses who seek the charms of a small town, in the heart of an urban environment. We are today's small town America - traditional yet diverse, a true neighborhood in an urban setting. Because in Rosemead, neighbors share the traditional values and commitment to community that makes small town life so appealing, without losing big city advantages. Grounded Welcoming Honor Unite Tradition in Diversity Thriving Evolve for the Future 0 Our Community P These "adjectives" describe our traits as a community. r GROUNDED a Familiar, Down- to-Earth, Established Rosemead is in touch with where it came from and always honors its roots. WELCOMING Neighborly, Warm, Friendly Rosemead welcomes everyone who is committed to making the city better. THRIVING Vibrant, Up- to-Date, Flourishing Rosemead is delivering what citizens need and want, and they are responding. IF WTI '` I These "verbs" define the actions we take every day to deliver on Rosemead's community values or "brand platform." W WE 11"W HONOR TRADITION VW0 6. In Rosemead, we honor our long tradition of community spirit and civic engagement. We preserve old traditions like the 4th of July Parade, and look to create new ones that will keep our community vibrant and appealing. UNITE IN DIVERSITY Our multi - cultural experience reflects contemporary American life. While we come from different parts of the globe, we are united by the traditional values of hard work, family and education that help our community thrive. EVOLVE FOR THE FUTURE As we honor tradition, we are a modern small town that keeps its eye on the future. Our location in the heart of an urban environment means that we must continually evolve to meet the changing needs of our residents and businesses. Strategic Plan: Pa;;e 4 Rosemead's Vision In the year 2020, Rosemead will be recognized as a welcoming and thriving small town community in the heart of an urban environment. Rosemead residents from different cultural backgrounds will unite in diversity and will get to know their neighbors through family - oriented amenities and programs. The City's boundaries will be distinguished by its attractive appearance and commitment to sustainability. Amenities for Rosemead residents and businesses will include: • Attractively landscaped and hardscaped public areas; • Updated and well- maintained public facilities; • Comprehensive recreational, community, educational and cultural arts programs; • A well - balanced mix of local, regional, and national businesses, restaurants, and hotels; • An array of housing options; • Convenient modes of transportation; • A low crime rate and a general feeling of safety; • Partnerships with local schools to support high quality education; • An attractive downtown area; and • Well- maintained residential and business properties that are consistent with the community/neighborhood. Key Organizational Goals cGM-i Beautify community infrastructure and improve public facilities. OW-4 Enhance public safety and quality of life. c.,.i Ensure the City's financial viability with balanced budgets and prudent reserves. All strategies and action plans in the Strategic Plan will be consistent with these organizational goals. Strate „ic Plan: Page 5 Omni Beautify community infrastructure ROEME and improve public facilities. WoR� Strategy 1: Enhance public rights -of- -way with attractive and environmentally sensitive landscaping and hadscaping. _ Action Items: O Reconstruct curbing and street medians and improve paving and landscape along City streets and public rights-of-way near freeway access points. Responsible Department: Public Works O Design and install/update monument and street signs and implement a wayfinding sign program. Responsible Department: Public Works O Resurface and rebuild roads in accordance with the Pavement Management System. Responsible Department: Public Works • Continue tree planting program. Responsible Department: Public Works • Paint and improve the appearance of the freeway underpass infrastructure at Rosemead Blvd., San Gabriel Blvd., and Del Mar Ave. Responsible Department: Public Works • Beautify CalTrans parking lot/storage areas on Walnut Grove Ave. and Hellman Ave. as well as at the 60 freeway and San Gabriel Blvd. Responsible Department: Public Works • Revise the City's news rack ordinance to require improved placement and maintenance of privately owned news racks on City sidewalks in commercial areas. Responsible Department: Public Works and Public Safety • Improve the City Hall parking lot to create a civic center atmosphere and connectivity between City Hall, the Rosemead Community Center, and the Library. Responsible Department: Public Works Strategic Plan: Page 6 Beautify community infrastructure facilities. Strategy 2: Encourage and promote private investment to improve property aesthetics. Action Items: O Implement an updated commercial building fagade improvement program using redevelopment funds. Responsible Department: Community Development O Develop and implement a Beautification Awards program. Responsible Department: Community Development O Use redevelopment funds to demolish dilapidated vacant commercial buildings in an effort to spur new development. Responsible Department: Community Development O Work with property owners to beautify commercial, residential, and vacant parcels. Responsible Department: Community Development and Public Safety Strategy 3: Reinstate the power of eminent domain for commercial properties in redevelopment project area 1. Action Items: O Engage a consulting firm to initiate a redevelopment plan amendment by the CDC. Responsible Department: Community Development Strategy 4: Develop additional neighborhood parks. Action Items: O Secure approval from and work with the use of vacant land. Responsible Department: Parks and Recreation O Partner with the Trust for Public Land (TPL) parks and negotiate an agreement to acquire Responsible Department: Parks and Recreation O Apply for grant funds from federal and state California Edison to maximize identify potential sites for infill ital funds for park development. as well as private sources. Responsible Department: Parks and Recreation and Community Development O Encourage open and green spaces as part of any future infill developments. Responsible Department: Community Developme7 Strategic Plan: Page 7 Beautify comm and improve pi Strategy 5: Approve and begin implementation of the Parks, Recreation and General Facilities Master Plan. Action Items: • Develop a plan for the use of available funds, including redevelopment bond proceeds, for new construction and significant renovation projects. Responsible Departments: Community Development and Finance • Study redevelopment bond capacity for potential bond issuance. Responsible Departments: Finance and Community Development O Apply for grant funds from federal and state agencies, as well as private sources. Responsible Departments: Parks and Recreation, Public Works, and Community Development Strategy 6: Preserve historical, cultural, and natural resources. Action Items: O Improve access to the biking and hiking trails along the Rio Hondo River and Whittier Narrows to increase public awareness and use of these resources. Responsible Departments: Parks and Recreation and Public Works O Develop and implement a Dinsmoor House Preservation Plan. Responsible Department: Parks and Recreation O Explore parks development impact fees for residential and commercial projects (including telecommunication towers). Responsible Departments: Parks and Recreation, Community Development, and Finance O Support the Savannah Cemetery's efforts to achieve state or federal historic recognition. Responsible Departments: Parks and Recreation O Initiate an update of Rosemead's Historical Sketchbook from 1984 to present Responsible Departments: Administration Strategy 7: Develop a downtown Rosemead specific plan. Action Items: O Form a subcommittee with representation from the City Council and the Planning Commission to work with staff on drafting the downtown specific plan. Responsible Department: Community Development strat,gic Plan: Page 8 ... Enhance of life. Strategy 8: Take proactive measures to prevent crime, promote safety, and improve public perceptions of Rosemead. Action Item.: • Continually improve rapid graffiti removal response times and responsiveness. Responsible Department: Public Works • Utilize special resources for gang enforcement and prevention. Responsible Department: Public Safety C) Foster school relationships for the enhancement of prevention programs. Responsible Departments: Public Safety and Parks and Recreation • Facilitate the elimination or avoidance of undesirable business uses along the City's primary commercial corridors. Responsible Department: Community Development • Issue press releases and various media campaigns touting reductions in crime, community oriented police programs, and community achievements. Responsible Department: Administration • Develop a neighborhood "traffic management" program with a "tool box" of traffic calming options. Responsible Department: Public Works C) Seek grant funds for sidewalk construction. Responsible Department: Public Works and Community Development C) Take measures to ensure high level of customer service by staff members and contract service providers. Responsible Department: All Strategy 9: Increase community involvement in public safety programs through volunteer community service opportunities. Action Items: • Create a Public Safety Connections Commitlee under the leadership of the Sheriffs Department that includes represent itives from the City Council, school districts, Parks and Recreation Department, and various faith -based organizations to: • Provide information and support toparents; • Combat alcohol and drug abuse; and • Suppress graffiti and gang activity. Responsible Department: Public Safety • Develop a Community Emergency Response Team (CERT). Responsible Department: Public Safety O Combine the Sheriffs Citizens Academy with the Rosemead's Citizens Academy. Responsible Departments: Public Safety and Administration Jtrategic Plan: Page 9 10 Enhance Of life. (continued) Strategy 10: Increase the City's level of Emergency Preparedness. Action Items: • Finalize the EOC action plan. Responsible Department: Public Safety • Ensure facilities are equipped with supplies and resources and provide related training for staff. Responsible Departments: Public Safety and Parks and Recreation • Educate the public on emergency preparedness. Responsible Department: Public Safety C) Complete the City's DMA2K plan as required by the Disaster Mitigation Act of 2000. Responsible Department: Public Safety and Administration O Ensure sufficient emergency generator capacity at city facilities. Responsible Department: Public Works Strategy 11: Enhance programs, services, and special events that foster a sense of community among residents and businesses. Action Items: O Expand community wide events with activities that incorporate Rosemead's diversity. Responsible Department: Parks and Recreation O Expand classes and activities that incorporate cultural and ethnic activities to the broader population. Responsible Department: Parks and Recreation • Development of a community computer lab. Responsible Department: Parks and Recreation • Increase public participation in special evens such as the 4th of July Parade/ celebration, concerts in the park, Lunar New Year celebration, etc. Responsible Department: Parks and Recreation • Work with transportation agencies (i.e. Foothill Transit, Rosemead Explorer and MTA) to improve north -south and Valley Boulevard bus routes and links to Metrolink. Responsible Department Public Works O Train staff at the community centers to disseminate information and respond to citizen inquiries on mass transit. Responsible Department: Parks and Recreation Strategic Plan: Page 10 `t*' balanced budgets and prudent reserves. Strategy 12: Support and advocate state legislation that will prevent additional state "take aways." Action Items o Dialogue and collaborate with state legislators and support organizations i.e., League of California cities, California Contract Cities Association, California Redevelopment Association, etc. and the City's lobbyist to support state legislative actions and policies to protect the financial interests of cities. Responsible Department: Administration o Encourage legislation to extend and protect redevelopment. Responsible Department: Administration O Educate the community about legislation and state policy actions that are detrimental to the City through information in the City's newsletters, website, legislative forums, etc. Responsible Department: Administration Strategy 13: Monitor and control revenues and expenditures. Action Items: O Provide the City Council with quarterly budget status reports. Responsible Department: Finance O Regularly review each department's staffing level in an effort to "right - size" them with available resources. Responsible Department: Administration O Ensure contracts are current and rates being,charged are competitive and appropriate. Responsible Department: All • Evaluate green technologies and products th at will reduce or stabilize ongoing expenditures, including more aggressive use f electronic communications with the citizenry. Responsible Department: Public Works and Adm nistraaon • Ensure department managers review and m knage their individual budgets by studying the monthly expenditure /revenue i eports and hold them accountable for yearend results. Responsible Departments: Administration and F nce o Ensure that any new programs or funding nests are supported by an identifiable ongoing funding source. Responsible Department: All o Analyze revenues to appropriately optimize returns and verify all eligible funds are received. Responsible Department: Finance Plan: Pa"". 11 Ensure the City's financial viability with O"ma balanced budgets and prudent reserves. (continued) Strategy 14: Review and evaluate potential new revenue sources and appropriate cost recovery opportunities. Action Items: o Explore a commercial solid waste franchise fee. Responsible Departments: Public Works and Administration o Update the Business License fee schedule. Responsible Department: Finance o Annually review and update the Comprehensive Fee Resolution. Responsible Department: Finance C) Seek grant opportunities. Responsible Departments: Community Development, Parks and Recreation, Public Works, and Public Safety o Pursue partnership opportunities with other public and private entities. Responsible Department: All Strategy 15: Increase revenues to the general fund from sales tax and transient occu- pancy tax (TOT). Action items: • Facilitate commercial development of the former auto auction property on Garvey Ave. Responsible Department: Community Development • Process building approvals for the Fresh & Easy project on Valley Blvd. and Rosemead Blvd. Responsible Department: Community Development o Explore redevelopment of the Glendon Hotel site. Responsible Department: Community Development o Complete the General Plan amendment process and update the zoning code to designate key areas (nodes) for mixed -use developments. Responsible Department: Community Development o Pursue new opportunities to enhance the City's sales tax base. Responsible Department: Community Development The Strategic Plan will be updated every two years and integrated into the City's operations and processes, including the Budget and performance evaluations. The Strategic Plan will provide guidance for, and be consistent with, other master plans, i.e., General Plan and the Parks, Recreation, and General Facilities Master Plan. Strategic Plan: Page 12