CC - Item 2A - Workshop to Update Strategic Plan For 2014 and 2015ROSEMEAD CITY COUNCIL
STAFF REPORT
TO: MAYOR AND CITY COUNCIL
FROM: JEFF ALLRED, CITY MANAGER Cyt�j'
DATE: November 19, 2013 (/
SUBJECT: WORKSHOP TO UPDATE STRATEGIC PLAN FOR 2014 AND 2015
SUMMARY
The City Council will review and discuss the Strategic Plan and begin the development
of updated strategies and action items for 2014 and 2015. A second follow -up
workshop will be conducted in January of 2014, which will ultimately be followed by City
Council action in early 2014 to approve the updated Strategic Plan.
BACKGROUND /ANALYSIS
The City of Rosemead Strategic Plan was first adopted by the City Council in December
of 2009 following an extensive public outreach effort. The Strategic Plan was updated
in 2011 for a two -year period through 2013. The purpose of this workshop is to begin
the development of updated strategies and action items in the Strategic Plan for the
upcoming two -year period.
The process to update the Strategic Plan will be facilitated by the consultant team of
Janet McIntyre and Don St. Clair, who will lead the City Council and the City's executive
management team discussions.
The following documents are attached for reference during the workshops:
A. Current Strategic Plan for 2012 and 2013
B. Strategic Plan Report Card for 2012 and 2013
C. City of Rosemead Accomplishments for 2012 and 2013
D. Five -year Financial Projections — General Fund Revenues, Expenditures, and
Overview; and Unfunded CIP Projects for Current Fiscal Year
Attachments
T 1�
It is proposed that the following item be added to the description of Rosemead's
Community Personality described on page 6 of the City's Strategic Plan.
We Are "Nimble" and Focused on Customer Service
We are continually "flexing" our service delivery systems and organizational
structure to meet community needs. Like an amoeba, our small and nimble
organization is able to quickly change its shape in response to external or
internal demands to get the job done. When it comes to customer service,
all staff members function as front line service providers.
Amoeba (a -me 'ba), n., small single -cell organism that changes its shape rapidly in response,, to
its environment.
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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
Page 2
Page 3
Page 3
Page 4
Page 5
Page 7
Page 9
Page 11
Strategic Plan: Page 1
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 Commissions
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.
Strategic Plan: Page 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:
• Attractively landscaped and hardscaped public areas;
• Updated and well- maintained public facilities;
• Comprehensive recreational, community, educational and cultural
arts programs;
• Awell- 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.
c@M.a Ensure the City's Continued Financial Viability
c@"'=6 Enhance Public Safety And Quality Of Life.
c@n..c 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.
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 Honor Tradition
Welcoming Unite in Diversity
Thriving Evolve for the Future
Strategic Plan: Page 4
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.
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 Ivalues 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.
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
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.
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.
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, obs.
B. Develop a Garvey Avenue master plan through the rk 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
STRATEGY 1: Eliminate the Existing "Underlying Structural Budget Imbalance" in the General Fund
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.
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.
Strategic Plan: Page 8
E. Modernize the City's Municipal Code in an effective, yet business friendly manner.
ACTION ITEMS
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, 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.
F. Evaluate methods and processes used to enhance traffic safety and parking availability.
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
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
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 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. 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). This would not affect existing
residential fences, nor would it create a legal non - conforming condition on residential
properties.
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 /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. Work with Southern California Edison 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.
Strategic Plan: Page 11
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.
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
Strategic Plan: Page 12
development of computer lab facilities.
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
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 1: Eliminate the Existing "Underlying Structural Budget Imbalance" in the General Fund
Status
..,, ,`.. Action Item '.,i� .,a ,';'°
, .�, Comments
Done
On Target
�- Revised
A. Develop a plan to gradually, over a period of
X
Due to the loss of RDA revenues, service delivery
three years, create a sustainable balance between
methods were modified to reduce costs without
recurring expenditures and revenues by defining
reductions in service to the public. Also, the City's
and identifying essential "core services" and
staffing levels have been reduced by 42% and in
corresponding "reliable revenue sources."
some cases moderate fee increases were instituted
for "individualized services ". In addition service
agreements have been re- negotiated to reduce costs
including:
• Janitorial — reduced costs by approximately 15%
while maintaining existing service levels.
• Landscaping — locked in existing contract prices
(negotiated with contractor to not receive a CPI
increase) while maintaining existing service levels.
• Street Sweeping— locked in existing contract prices
while maintaining existing service levels.
B. Implement a solid waste franchise fee on the
X
Successfully completed RFP process, contract
waste hauler to cover "wear and tear" of the City's
negotiations, and contract award for a ten -year
streets by trucks and other costs.
exclusive solid waste franchise agreement. Received
first franchise fee payment of $1.6 Million in July
2012 without pass- through costs to customers. The
new agreement also reduced rates for residents
effective in August 2013.
C. Study and evaluate alternative actions (e.g.,
X
The City has reduced its full -time work force to 52
retirement incentives, reorganizations,
full -time staff (from a previous high of 67) through
outsourcing, etc.) to further reduce the number of
attrition and retirements without any layoffs.
full -time employees within the organization
without degrading core service levels.
D. As part of the annual budget process, convene
X
For the past two fiscal years staff from all levels of
an independent interdepartmental task force
the organization have been brought into the budget
(comprised of line staff members and management
development process. The inclusion of more staff in
team members) to study, identify and recommend
the process has proven to be valuable in identifying
actions to decrease expenditures and increase
cost savings ideas and new and more efficient ways
revenues.
of doing business.
E. Ensure that any new community special events
X
The Parks & Recreation Department hosted the
or programs are supported by corresponding new
Summer Survival Campout, Night Under the Stars,
sources of funding.
Mayor's & Prayer Breakfast, and Young Americans
Musical Workshop programs through community
partnerships, fees, and donations thereby adding no
budget costs to the City.
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 2: Aggressively Pursue Economic Development Initiatives
Status
Done:
On Target
Revised
Action Item
�, ..•.Comments
A. Develop and maintain a land use inventory of
X
Inventory completed and updated quarterly. Some
vacant and under - utilized commercial properties
property owners have been contacted and plans are
and make contacts with the respective property
underway to make further contacts. Also, an
owners in an effort to attract new quality
economic development brochure is in the
developments to generate additional tax revenues
development stages.
and high qualityjobs.
B. Develop a Garvey Avenue master plan through
X
Design guidelines for the Garvey Ave. corridor were
the work of a committee that includes
developed through the work of a City Council
representation from the City Council and
subcommittee and Planning Commission with final
Commissions.
approval by the City Council.
C. "Streamline" development entitlement and
X
The Business License function has been transferred
business license processes at City Hall that include
from the City Manager's office to the Community
the implementation of a "one -stop public counter"
Development Dept. Also, a comprehensive update
and the creation of a more "business friendly"
of the Zoning Code was approved.
culture and atmosphere.
D. Prepare and maintain a list of potential
X
With the dissolution of Redevelopment the City's
development incentives to attract new businesses
ability to provide "development incentives" has been
and sustain established ones.
significantly hampered. However, feedback from
retailers is that Rosemead's low tax environment
(i.e., no UUT or specialty taxes) combined with fast
turn- around processing timelines, and ongoing
infrastructure and aesthetics enhancements
provides sufficient incentive for development.
E. Modernize the City's Municipal Code in an
X
A comprehensive update of the City's Zoning Code
effective, yet business friendly manner.
has been approved for the first time since the City's
incorporation. The updated Zoning Code makes the
City more "development friendly."
F. Initiate a "business concierge" program to
X
This role is being fulfilled by existing staff i.e.,
provide new and existing businesses with a
Community Development Director and Associate
designated point of contact in addressing various
Planner on a project -by- project basis.
issues and concerns.
G. Identify parcels of land in commercial corridors
X
Due to the dissolution of Redevelopment, the City's
with potential for consolidation and /or improved
ability to acquire land for public parking in
development potential or public parking and make
commercial corridors has been severely impacted.
contacts with the respective property owners.
H. Explore alternative opportunities for low-
X
The dissolution of Redevelopment has eliminated
moderate income housing to reduce the need for
the City's primary source of funds for low- moderate
trailer parks and substandard housing units (e.g.,
income housing development. However, the City
providing incentives for residential developers to
continues to work with multi -unit housing
designate units for low- moderate income
developers to obtain tax credits and density bonus
residents, purchase blighted under - producing
waivers to encourage low income housing.
motels for conversion, workforce housing
development, etc.).
I. Provide information to retailers and restaurants
X
The City's contracted audit firm is currently
in various languages regarding the processes of
completing an audit of T.O.T. payments from hotels
making Transient occupancy Tax (T.O.T.) and sales
along with evaluating the reporting and payment
tax payments.
process. Positive T.O.T. increases were realized in
the April to June 2013 quarter following the audits.
J. Process allowable redevelopment project area
X
Cancelled due to dissolution of Redevelopment.
time extensions through the adoption of requisite
ordinances.
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 3: Develop a Comprehensive 10 -Year Financial Plan Through 2022
Status
� Action item
Done
< On Target
Revised'
. Comments
A. Coordinate a Long -Term Financial Plan (LTFP)
X
Due to the instability in the economy, a 5 -year plan
process to stimulate thinking and discussion by the
was developed instead of a 10 -year plan. In early
City Council and staff about the long -term impacts
2013 the Council was presented with its first look at
of decisions made today.
a long range plan of 5 years, which projects that
expenditure increases will outpace revenue growth
over that period unless new revenues are generated.
B. Ensure that the LTFP will be referenced in, and
X
The long term plan will continue to be updated and
used in conjunction with, other planning and
be included as part of the annual budget process as
budgeting documents (i.e., Strategic Plan, budget
well as being incorporated into the Strategic Plan.
and Capital Improvement Program) and updated
biennially.
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 4: Take Proactive Measures to Prevent Crime and Improve Quality of Life
Status
Action Item
Done
On Target
Revised
Comments'
A. Develop an educational program to work with
X
A new program has been instituted to conduct
residential property owners to mitigate problems
annual inspections of all multi -unit residential
with tenancy issues and limit crime.
complexes on an annual basis. The inspections are
conducted by Code Enforcement and monitored by
the City's Housing Coordinator in the Community
Development Department. Efforts to work with
property owners on tenancy issues are continuing.
B. Identify ways to improve intercultural
X
In addition to the monthly CONNECTIONS forum and
communications and understanding within
the Community Academy, the Public Safety
neighborhoods (e.g., neighborhood Watch, Safety
Department is developing a program to meet with
Meetings, CONNECTIONS forum, Community
residents in their neighborhoods to discuss crime
Academy, etc.).
prevention and quality of life topics. Each month,
Public Safety Department staff will meet with
residents in a different neighborhood in a BBC,
settin .
C. Implement public information measures to
X
Took several steps to increase public information
increase citizen awareness of the expanded
efforts related to City transportation programs,
Rosemead Explorer fixed route and dial -a -ride
including:
transportation services.
• Redesigned brochure for Dial -a -Ride, Explorer, and
Commuter Connection;
• Worked with Metro to include a bus stop for the
City's Commuter Connection service at the El Monte
Transit Center;
• Utilized street banners, electronic media (City
website, Facebook, Twitter), special events with
distribution of metro TAP cards and promotional
materials.
D. Facilitate more active recreational uses and
X
RDA - funded projects have been budgeted but
events at Zapopan Park.
delayed by the State due to the dissolution of
Redevelopment. Fitness zone equipment has been
installed at the park. Major improvements are
planned for Zapopan Park in the current CIP,
including development of a walking track, new
restroom, and expanded parking.
E. Collaborate with surrounding communities in
X
Regular coordination with adjacent law enforcement
crime prevention and suppression efforts along
agencies is continuing via monthly graffiti
adjoining borders.
intelligence meetings hosted at the Public Safety
Center.
F. Evaluate methods and processes used to
X
Pedestrian safety infrastructure has been installed
enhance traffic safety and parking availability.
near all public school campuses and at Rosemead
and Garvey Parks. Also, agreements have been
implemented with the Rosemead and Garvey School
Districts to provide for equal cost sharing for higher
quality, City- contracted crossing guard services.
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 5: Assist in the Preservation and Improvement of Historical, Cultural, and Natural Resources
' ..
Status
r L
} yam
Action Item
' k
Comments
Done
On Target,
Revised
A. Continue efforts to lend "in- kind" support to
X
Assisted Savannah Cemetery with 2011 windstorm
preservation efforts through involvement with
clean -up; developed free inventory and landscape
community organizations at the Dinsmoor House
assessment; facilitated financing plan for cost
and Savannah Cemetery.
effective reconstruction of on -site access road; and
functioned as a partner for various special events. At
the Dinsmoor House, the City constructed
kitchenette improvements for use by rental groups;
made exterior and landscaping improvements; and
hosted a Night Under The Stars fundraising event.
B. Promote increased community awareness and
X
Accomplishments included completion of the City's
usage of the bicycle trail along the Rio Hondo River
Bicycle Master Plan; obtained Metro grant for
leading to Whittier Narrows with access near the
installation of a bicycle gateway entrance to the Rio
Garvey Community Center.
Hondo River trail a the Garvey Community Center;
and publication of a City Bicycling brochure on
available amenities and bike safety.
C. Publish a Rosemead Memory Book focusing on
X
Extensive information and photos has been compiled
the history of the community from 1985 to
in preparation for publication of the Memory Book.
present.
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 6: Increase the City's Level of Emergency Preparedness
Status
Done
On Target
Revised
..,_ AcUornitem
Comments
A. Purchase two portable emergency generators,
X
In addition to the purchase of the two portable
one for use on each side of the 1 -10 Freeway.
emergency generators, purchased 2 new small dump
trucks and a new tractor that can be utilized for
clean -up activities in the result of an emergency
situation.
B. Obtain roll -off containers to store emergency
X
Efforts for the purchase of two roll -off containers
supplies for use in all quadrants of the City.
and emergency supplies are underway by the Public
Safety Department.
C. Conduct mock disaster drills.
X
Multiple drills and table -top exercises have been
conducted at the City's Emergency Operation Center
(EOC) at the Public Safety Center.
D. Pursue grant and other funding opportunities to
X
The Public Safety Department has obtained grants
improve emergency preparedness.
from Target and Wal -Mart. Efforts will continue to
apply for FEMA grants.
E. Continue communication efforts with residents,
X
A list of supplies needed for emergencies is regularly
businesses, and utility providers regarding what to
published in the Rosemead Resources newsletter
do to be self - reliant and where to go if your
and on the City's website. In addition, the City
residence is unsafe in an emergency.
hosted a Summer Survival Campout to teach
residents practical skills for self- sufficiency during
and emergency. Meetings have been conducted
with utility providers.
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 7: Encourage Enhanced Participation by Community -Based Organizations and
Institutions in the Community Life in Rosemead
Status
Done
On Target
Revised
r Action Item
Comments
A. Invite service clubs, businesses, the Chamber of
X
Conducted partnership campaign for financial
Commerce and other community -based
support of A Night Under the Stars event. and the
organizations to sponsor and participate in the
Young Americans Musical Workshop. This resulted in
coordination of community special events and
no added outlay to City. In addition, the Rosemead
programs.
Kiwanis Club has reinstituted the Mayor's Prayer
Breakfast at its expense.
B. Strengthen agreements with school districts for
X
Established agreements with EMUHSD, Alhambra
joint use and operation of facilities, (i.e., Rosemead
Unified, and Rosemead School Districts for fee -based
Aquatic Center, Splash Zone, Rosemead Park
use of Rosemead Aquatic Center. Agreements are in
athletic fields, school gymnasiums and auditoriums,
place for the joint use of facilities including
school turf play areas, etc.)
gymnasiums, auditoriums and sport fields.
C. Continue dialogue with the higher education
X
Meetings with the newly appointed University of the
institutions (i.e. University of the West, PCC, etc.) in
West president have been held. In addition, a PCC
achieving increased interaction with the City for
Rosemead campus has been established.
the mutual benefit of the community and the
institution.
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 8: Enhanced Public View Areas Within the Public Right -of -Way and Private Properties
9
Status
Done
On Target
Revised.
Action Item
Comments
A. Continue to install decorative cobble stones and
X
Installation locations have included:
landscaping in street medians and other public
right -of -way areas as aesthetic treatments as well
Decorative river rock that is distinctive to Rosemead
as measures for traffic safety, water conservation,
has been installed in many locations throughout the
and reduced maintenance costs.
City along the public right -of -way including school
sites and parks. Also, trees and landscape
improvements have been made throughout the City.
Streetscape and landscape improvements have been
designed along Rosemead Blvd ( from the North city
limit to Mission Drive) with Caltrans approval
pending. in addition, the shade shelter at Guess Park
(at Walnut Grove Ave & Mission Blvd) was
completely renovated.
B. Organize, promote and participate in a series of
X
Completed various Garvey School District
neighborhood beautification volunteer "service
Beautification Day projects consisting of landscaping
projects" (e.g., painting preparation and painting,
and hardscape improvements at several schools. All
yard clean -up and planting, sprinkler repairs, etc.)
project details (plant /tree donations, designs,
in conjunction with City forces (Local schools,
equipment and materials) were coordinated by
parks, churches and businesses can serve as
Public Works staff. In addition, the Beautification
organizing hubs for the projects.).
Committee has been formed and initiated to
continue volunteer service efforts.
C. Explore an amendment of the Municipal Code to
X
The Zoning Code update has been completed to
prohibit new installation of property alterations
incorporate these new standards.
that contribute to blight (i.e., barbed -wired and
chain -link fences in front yard and side yard
setbacks, and iron bars on windows). This would
not affect existing residential fences, nor would it
create a legal non - conforming condition on
residential properties.
D. Develop a pilot program to offer property
X
Completed the removal of chain link fencing
owners a no fee opportunity to have barbed -wire
adjacent to several residential properties.
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
X
This project was cancelled due to the dissolution of
replacement" pilot program to provide property
Redevelopment.
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
X
The dissolution of Redevelopment has eliminated
owners of vacant commercial properties for
the intended funding source for these streetscape
interim reuse of street frontage as green open
improvements. Staff is working on an Ordinance to
space or "pocket parks" and off - street parking until
mandate improved maintenance of long -term vacant
the property is developed or sold.
properties along commercial corridors.
G. Work with Southern California Edison to
X
Such efforts to enlist participation by SCE have not
landscape and improve exposed street frontage
been fruitful to date.
under electrical transmission lines.
H. Promote participation by businesses in the
X
The Commercial Facade Program was cancelled due
commercial fayade improvement program and anti
to the loss of Redevelopment funds.
graffiti efforts.
I. Encourage businesses to make landscaping and
X
New outdoor eating areas have been established in
decorative improvements in public view areas,
the Rosemead Place shopping center.
including removable treatments where permanent
improvements are not possible (e.g. potted plants,
outdoor furniture, etc.).
J. Encourage Southern California Edison to improve
X
Such efforts have not been successful at this point.
its vacant parcel (including removal of chain -link
Potential exists for private development of this
fencing) on Walnut Grove Avenue and Rush Street
parcel.
as an open -space leisure area for employees at SCE
corporate headquarters campus.
K. Work with property owners to consider
X
This effort was cancelled due to the dissolution of
demolition of vacant buildings on blighted
Redevelopment as there is no longer an available
properties.
funding source.
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 9: Develop Additional Neighborhood Parks and Open Space
Status
Done
On Target
' Revised.
Action , item
Commentss
A. Continue implementation of the Parks &
X
Improvements are underway at the Civic Center
Facilities Master Projects List with emphasis on
Plaza, Garvey Gymnasium, and Rosemead
Zapopan Park improvements.
Community Center, and extensive renovations are
being designed for Zapopan and Rosemead Parks.
(Projects have been delayed pending state
authorization for use of bond proceeds).
B. Finalize the no /low fee license agreement and
X
The City recently received approval for design of
develop Jay Imperial Park under the Southern
proposed Jay Imperial Park along SCE transmission
California Edison transmission lines adjacent to San
Corridor from San Gabriel Boulevard to Falling Leaf.
Gabriel Avenue, Pine Street and Falling Leaf
Construction documents are in preparation for
Avenue.
development and the license agreement is being
drafted. PUC approval is also required.
C. Obtain a no /low fee lease /license agreement
X
Discussion with SCE have not been fruitful as of yet.
from Southern California Edison and offer to
Due to recent turnover in the SCE management, staff
purchase and adjacent vacant lot to develop park
has plans to re- initiate efforts to gauge interest.
facilities near the intersections of Hellman Avenue
and Rockhold /Stallo Avenues.
D. Identify an appropriate facility for a future park
X
Though attempts were made to include a dog park in
under the SCE transmission lines for designation as
the development of Jay Imperial Park, SCE has
a "dog park."
determined that such uses are prohibited on its
properties for personnel safety.
E. Make improvements to Garvey Park .Gym, i.e.,
X
The first phase of the Garvey Gymnasium project is
exterior aesthetic treatments, windows
underway with renovations of restrooms and
replacement, restroom improvements in
exterior improvements. Window replacements will
coordination with the Capital Improvement
follow beginning in winter 2013 -14. Also, an
Program (C.I.P.).
amphitheater is being proposed to complement the
site.
F. Complete construction of the Rosemead
X
Completed HVAC and roof installation at the
Community Recreation Center improvements,
Rosemead Community Recreation Center. Phase
including development of computer lab facilities.
one of the project is nearly complete with interior
improvements of the existing building. This will be
followed by exterior renovations and construction of
an additional building to expand uses of the RCRC
(pending State authorization for use of bond
STRATEGIC PLAN REPORT CARD
2012 and 2013
Strategy 30: Begin Implementation of the Downtown Rosemead Design Guidelines
"Action]tem
Status
Comments
Done
On Target'
Revised
A. Complete the Downtown Plaza project at the
X
The City has initiated construction of the Downtown
Civic Center to serve as a focal point of Rosemead's
Plaza Project to complete improvements to the Civic
downtown with unified parking lot, landscaping
Center area. The construction contract was awarded
and interactive water features.
in late September; slated to begin in Fall 2013.
B. Construct streetscape improvements and street
X
Awarded grant funding through the Metro Call for
medians with decorative landscape in key locations
Projects grant process to construct streetscape
along Valley Blvd. between Rosemead Blvd. and
improvements and street medians with decorative
Walnut Grove Avenue to identify Downtown
landscape along Valley Blvd. The project is projected
Rosemead.
for construction in 2017.
C. Where possible use Redevelopment funds to
X
Project cancelled due to dissolution of
purchase available parcels of land for public
Redevelopment by the State.
parking and explore the potential of collecting
rent /development fees from businesses that need
additional parking capacity to comply with codes.
CITY OF ROSEMEAD
ACCOMPLISHMENTS IN 2012 and 2013
Key Goal: Ensure the City's Continued Financial Viability
• City Council approved an updated Strategic Plan for the years 2012 and 2013
• Adopted balanced Budgets for the 2012 -13 and 2013 -14 Fiscal Years. (The
2012 -13 Budget overcame a $3.6 million General Fund revenue shortfall caused
by state and federal actions without reductions in services to the public.)
• Increased General Fund reserves in 2013 for the first time in several years
• Reduced the City's total workforce by over 40% without full -time employee
layoffs or legal challenges
• Successfully conducted a competitive bid process for solid waste and recycling
services that has reduced customer rates and provides the City with annual
franchise fee revenues without pass- through charges to customers ($1.7 million
in revenues to the City have been received to date.)
• Attracted and processed entitlements for construction of new national brand
restaurants including The Olive Garden, TGI Friday's, Chipotle Mexican Grill, The
Habit Grill, and Wing Stop.
• Negotiated labor agreements that provided for "shared sacrifice" by employees in
order to avoid layoffs, furloughs and benefits reductions, including no merit salary
increases for the 2012 -13 fiscal year; the "amoeba" program enabling full -time
employees to "flex" their work schedules and duties to work special events; caps
on employee vacation accruals and elimination of annual cash -out of unused
administrative leave
• Significantly reduced legal costs for enforcement of the Municipal Code through
implementation of an Administrative Citation ordinance in lieu of criminal
prosecutions in the courts
• Completed the sale of the former Glendon Hotel and approved renovations and
expansion as the Qiao Garden Hotel, and expansion of the Doubletree Hotel
• Outsourced the crossing guard program and obtained "equal partner" shared
financial participation by the Garvey School District, as well as continued
participation by the Rosemead School District
• Resolved the CAL Poultry litigation, which limited legal costs, preserved the ban
on new animal slaughter operations, and mandated facility improvements to
eliminate odors, enhance building aesthetics, and improve vehicular circulation
1
It is proposed that the following item be added to the description of Rosemead's
Community Personality described on page 6 of the City's Strategic Plan.
We Are "Nimble" and Focused on Customer Service
We are continually "flexing" our service delivery systems and organizational
structure to meet community needs. Like an amoeba, our small and nimble
organization is able to quickly change its shape in response to external or
internal demands to get the job done. When it comes to customer service,
all staff members function as front line service providers.
Amoeba (a -'me ba), n., small single -cell organism that changes its shape rapidly in response to
its environment.
G.F. Revenue Outlook
Sales Tax
3
3
3
3,479
3
2%
Prop. Tax
2 190
2 234
2
2
2,371
2%
P.T. VLF
5,134
5,237
5
5
5
2%
P.T. Sales
1,090
1
1
1,156
1
2%
T.O.T.
1
1
1
1
1
3 %M
Franchise
1,161
1
1,184
1
1,208
1%m
Bldg. Fees
970
980
989
999
1,009
1%w
Public Sfty.
545
552
560
568
575
1 -2%
Other Fees
1
1
2,019
2
2
1 -2%
18,496 18,843 19,197
Total G.F. 17.823 18.157
G.F Expenditure Outlook
Public Sfty.
7
7
8
8
8
4%
P & R
2
2
2
2
2
3%
Pub. Wks.
2
3,079
3
3
3
3%
Comm. Dev.
1,364
1
1
1
1,535
3%
SupP.Svcs.
789
813
837
862
888
3%
Admin.
558
575
592
610
628
3%
General Gov.
2,020
2
2,185
2
2
4%
Total G.F.
17
18
19,003
19,678
20,378
y ar n
o
• e
G.F. Overview
Revenues
17,823
18,157
18,496
18,843
19,197
Expenditures
(17,723)
(18,352)
(19,003)
(19,678)
(20,378)
Variance 100 (1 94) (507) (835) (1 ,1 81)
Inflation and cost increases will likely outpace revenue increases in
the long -term.
Without increases to fees, new revenue sources, or a decrease in
programs, the long -term variance would likely grow.
i
a�
UNFUNDED PROJECTS
The following projects are part of the long -term capital improvement plan and were originally scheduled for FY 2013 -14; however, funding is not
available to complete these projects.
Annual Slurry Seal Program $ 200,000
Sidewalk, curb and gutter replacement 200,000
City signage replacement
=
Median Improvements - San Gabriel Blvd./Walnut
Grove (Continued Phased Program) 100,000
Garvey Avenue Turf Replacement 35,000
Ramona Storm Drain Improvements 325,000
Total $ 1,060,000
274