CC - Item 9A - Strategic Plan for 2012- and 2013• �1 rR •
TO: MAYOR AND CITY COUNCIL
FROM: JEFF ALLRED, CITY MANAGER 0—
DATE: January 10, 2012
SUBJECT: STRATEGIC PLAN FOR 2012 and 2013
SUMMARY
The City Council will consider approval of a Strategic Plan for 2012 and 2013. Over the
past several months the Council has conducted a series of study sessions at public
meetings to update the City's Strategic Plan that was first developed in December of
2009. The document includes a long -term vision statement identified as Vision 2020 as
well as Key Organizational Goals, Strategies and Action Plans towards fulfillment of the
vision. The Strategic Plan will provide guidance and direction for the City's
commissions, committees and operating departments over the next two -year period.
Recommendation:
That the City Council adopt a Resolution approving the City of Rosemead Strategic Plan
for 2012 and 2013.
BACKGROUND
The City's first strategic plan was approved by the City Council on December 8, 2009 as
the result of a process that included community outreach through the distribution of a
survey translated into Spanish, Chinese and Vietnamese. Also, a series of study
sessions at public meetings involving the City Council, Commissions and staff were
conducted to develop the plan.
The initial Strategic Plan for 2010 and 2011 articulated the City Council's future Vision
for the year 2020 and contained statements of Rosemead's Community Values ( "Brand
Platform ") and Community Personality. The Strategic Plan also established Goals,
Strategies and Action Plans that served as the work plan for the City Council,
Commissions and staff for the two -year period.
The Strategic Plan for 2010 and 2011 proved to be successful as the vast majority of
goals, strategies and action plans were completed. Building on those successes, a
process to update the Strategic Plan for the next two -year period was initiated in the Fall
of 2011. Once again, efforts were made to obtain input from citizens and members of
ITEM NO,
APPROVED FOR CITY COUNCIL AGENDA:
City Council Meeting
January 10, 2012
Page 2 of 2
City commissions. Public outreach efforts were made through the City's website, the
Rosemead Resources newsletter mailed to every residence in the City, and a series of
workshops at three public meetings. The final workshop was conducted in the format of
a joint study session involving the City Council, Planning Commission and Traffic
Commission.
As a result of this process, the City of Rosemead Strategic Plan for 2012 and 2013 has
been developed to include input and feedback from the City Council, Commissioners
and the general public. The document has been placed into final form for City Council
review and approval.
In light of the December 29, 2011 landmark decision by the California Supreme Court to
uphold AB1X26, thereby dissolving redevelopment agencies, the financial outlook for
cities in years 2012, 2013 and beyond has been significantly compromised and
shrouded in uncertainty. In real terms, the City's ability to accomplish the Goals,
Strategies and Action Plans contained in this document will be contingent upon the
availability of the requisite financial and human resources. Whether the City will be able
to obtain the resources to accomplish these objectives remains to be seen.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
Attachment: City of Rosemead Strategic Plan for 2012 and 2013
RESOLUTION NO. 2012-05
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ROSEMEAD, CALIFORNIA, APPROVING
THE CITY OF ROSEMEAD STRATEGIC PLAN FOR 2012 AND 2013
WHEREAS, a recognized best management practice for governing boards, of both private and
public organizations, created a strategic plan describing an organization's values, long -term vision and
goals as well as specific strategies and tactical actions; and
WHEREAS, the City of Rosemead City Council desires to approve a strategic plan for 2012 and
2013 to provide guidance and direction for the City's commissions, committees and operating departments;
and
WHEREAS, the City Council has conducted a series of study sessions, and included input from the
City's commissions and staff towards the development of the plan; and
WHEREAS, the document includes a long -term vision statement identified as Vision 2020 as well
as Key Organizational Goals, Strategies and Action Plans; and
WHEREAS, the Strategic Plan will provide guidance and direction for the City's commissions,
committees and operating departments over the next two -year period;
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Rosemead, California, as
follows:
Section 1. That the City of Rosemead City Council does hereby approve the City of Rosemead
Strategic Plan for 2012 and 2013.
Section 2. That the City Clerk of the City of Rosemead shall certify to the adoption of this
Resolution which shall become effective upon its approval by the City Council.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of
Rosemead on the loth day of January, 2012.
Steven Ly
Mayor
ATTEST:
Gloria Molleda
City Clerk APPROVE AS TO FORM:
Rachel Richman
City Attorney
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TABLE OF CONTENTS
Introduction - The Community's Strategic Plan
Vision 2020
Key Organizational Goals
Community Values — Our "Brand Platform"
Our Community "Personality"
Key Organizational Goals
Key Organizational Goal: Ensure the City's Continued Financial Viability
Strategy 1
Strategy 2
Strategy 3
Key Organizational Goal: Enhance Public Safety and Quality of Life
Strategy 4
Strategy 5
Strategy 6
Strategy 7
Key Organizational Goal: Beautify Residential Neighborhoods and
Commercial Corridors
Strategy 8
Strategy 9
Strategy 10
5trategi< Plan: Page 1
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Gathering Input 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.
With a majority of the action items from the 2010 and 2011 completed, the City Council began the
process for developing the 2012 and 2013 Strategic Plan in Fall 2011. An idea form was included
in the Fall 2011 Rosemead Resources and mailed to all residents. A series of public meetings were
•also held to gather input from the community. As a result, the City Council and Planning and Traffic
Commissioners are proud to present the community with the Rosemead Strategic Plan for 2012 and
2013.
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 eight 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.
Strale9k rlaa: rays 2
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:
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• 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.
cgo.j Ensure the City's Continued Financial Viability
commJ Enhance Public Safety And Quality Of Life.
ca...i Beautify residential neighborhoods and commercial
corridors
Strategic Plan: Page 3
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.
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Because in Rosemead, neighbors share the traditional values and commitment to
community that makes small town life so appealing, without losing big city advantages.
Who We Are
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Welcoming
Thriving
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Who We Are
Honor Tradition
Unite in Diversity
Evolve for the Future
Strategic Plan: Page 4
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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.
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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.
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
Strategic Plan: Page 5
location in the heart of an urban environment means that we must continually evolve to
meet the changing needs of our residents and businesses.
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.
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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
Strategic Plan; Page 6
[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 on the waste hauler to cover "wear and tear" of the City's
streets by trucks and other costs.
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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.
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. •
D. Prepare and maintain a list of potential development incentives to attract new businesses and
sustain established ones.
Strategic Plan: Page 7
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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 or public parking 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 Transient Occupancy Tax (T.O.T.) and sales tax payments.
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J. Process allowable redevelopment project area time extensions through the adoption of requisite
ordinances.
STRATEGY 3: Develop a Comprehensive 10 -Year Financial Plan Through 2022
ACTION ITEMS
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 biennially.
Stnte9k Plan. Page 3
STRATEGY 4: Take Proactive Measures to Prevent Crime and Improve Quality of
ACTION ITEMS
A. Develop an educational program to work with residential property owners to mitigate problems
with tenancy issues and limit crime.
Identify ways to improve intercultural communications and understanding within neighborhoods
(e.g., Neighborhood Watch, Safety Meetings, CONNECTIONS forum, Community Academy, etc.).
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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.
F. Evaluate methods and processes used to enhance traffic safety and parking availability.
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.
Strategic Plan: Page 9
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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.
• E. Continue communication efforts with residents, businesses, and utility providers regarding what
to do to be self - reliant and where to go if your residence is unsafe in an emergency
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ACTION ITEMS
A. Invite service clubs, businesses, the Chamber of Commerce 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 higher education institutions (i.e. University of the West, ELAC, etc.)
in achieving increased interaction with the City for the mutual benefit of the community and the
institution.
Strategic Plan: Page 10
STRATEGY 8: Enhance Public rear 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.
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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. Explore an amendment of 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 noAow 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. Work with Southern California Edison to landscape and improve exposed street frontage
under electrical transmission lines.
H. Promote participation by businesses in the commercial fl3gade 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.
Strategic Plan: Page 11
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 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 Capital Improvement Program (C.I.P.).
F. Complete construction of the Rosemead Community Recreation Center improvements, including
development of computer lab facilities.
Strategic Plan: Page 12
STRATEGY 10: Begin Implementation of the Downtown Rosemead Design Guidelines
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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. •
In light of the December 29, 2011 landmark decision of the California
Supreme Court to uphold AB1x 26, dissolving redevelopment agencies,
the financial outlook for cities in years 2012, 2013, and beyond has been
significantly compromised and shrouded with uncertainty. In real terms, the
City's ability to accomplish the Goals, Strategies, and Action Plans contained
in this document is contingent upon the availability of the needed financial
and human resources. Whether the City will be able to obtain the requisite
resources to accomplish these objectives during this period of fiscal austerity
remains to be seen.
Strategic Plan: Page 13