CC - Item 2A - Strategic Planning Update Workshop E M
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ROSEMEAD CITY COUNCIL
CIVIC PRIDE STAFF REPORT
/*ORPORATFD 1059
TO: CITY COUNCIL, PLANNING COMMISSION, TRAFFIC COMMISSION
FROM: JEFF ALLRED, CITY MANAGER /.,;
DATE: JANUARY 28, 2014
SUBJECT: STRATEGIC PLANNING UPDATE WORKSHOP
SUMMARY
Over the past five years, the organizational efforts of the City Council, Commissions and
staff have been guided by a process of strategic planning. In December of 2009, the
City Council adopted the City's first-ever Strategic Plan after an extensive process that
included review and comment by the Planning Commission and Traffic Commission. In
January of 2012, the City's Strategic Plan was updated for a two-year period by the
Council, again after review and comment by the Commissions. At this meeting, the
Council and Commissions will meet jointly to review a rough draft of the updated
Strategic Plan for 2014 and 2015. Review and comments are being solicited from
members of the Council and Commissions prior the document being placed in final form
for City Council action at a regular meeting in February.
RECOMMENDATION
Comments are requested on the draft Strategic Plan for 2014 and 2015. No official for
formal action is recommended at this time.
BACKGROUND/ANALYSIS
In December of 2009, the City Council adopted a Strategic Plan to guide the efforts of
the Council, Commissions and staff. That initial strategic planning process included
review and comment by the Planning Commission and the Traffic Commission prior to
City Council adoption.
In January of 2012, a biannual update of the Strategic Plan was adopted by the City
Council. Prior to adopting the Strategic Plan update, the City Council met jointly with
the Planning Commission and Traffic Commission to review the document for feedback
and input.
At this point in time, another biannual update of the Strategic Plan for 2014 and 2015 is
in order to guide the organizational efforts of the City. On November 19, 2013 and
January 8, 2014, the City Council held special meetings in workshop settings on the
ITEM NO.
City Council and Commissions Strategic Planning Workshop
January 28, 2014
Page 2 of 2
development of a Strategic Plan update for the next two-year period. During these two
workshops, the City Council and the management team reviewed past performance and
"brainstormed" on potential strategies and action plans for the 2014 and 2015 calendar
years based on community needs and anticipated available resources.
At this January 28th joint meeting, the City Council will review the proposed Strategic
Plan update with the Planning Commission and Traffic Commission prior to scheduling
final action at a regular meeting in February.
Attached to this report are the following documents.
A: DRAFT Strategic Plan for 2014 and 2015
As a result of the work of the City Council and executive management
team in recent months, this DRAFT document has been prepared for
review and discussion. This DRAFT document details the efforts and
strategies that are currently being recommended for inclusion in the
updated Strategic Plan based on upon anticipated available resources.
B: Strategic Plan for 2012 and 2013
The prior Strategic Plan document that guided the City's efforts over the
past two-year period is attached for reference.
At this workshop, there will be opportunities for members of the City Council and
Commissions to discuss the content of this draft document in further detail.
No official or formal actions will be taken by the City Council and Commissions at this
joint workshop. Following this joint workshop, the Strategic Plan update will be
scheduled for City Council consideration at a regular meeting in February of 2014.
Attachments
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k%E4;r1E)40 STRATEGIC L
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• Enhance public safety and quality of
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Today's Small Town America
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Table Of Contents 4-' ""A:
TABLE OF CONTENTS
Introduction — The Community's Strategic Plan Page 2
Vision 2020 Page 3
Key Organizational Goals Page 3
Community Values — Our "Brand Platform" Page 4
Our Community "Personality" Page 5-6
Strategies and Action Items:
Strategy 1 Page 7
Strategy 2 Page 7
Strategy 3 Page 8
Strategy 4 Page 9
Strategy 5 Page 10
Strategy 6 Page 11
Strategic Plan: Page 1
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The Community's Strategic Plan
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Origin of Rosemead's Strategic Plan
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 a foundation for
Rosemead's statement of Community Values, also referred to as a "Brand Platform." Following a
series of public meetings, which included consultation with the Planning Commission and Traffic
Commission, the City Council developed Rosemead's Strategic Plan in December of 2009, which
also established our vision for the community in the year 2020.
Since the initial adoption of The Strategic Plan, the document is updated every two years through a
series of public workshops and meetings. The Strategic Plan updates include specific strategies and
action plans to guide the efforts of the City Council, Commissions and staff for the next two-year
period.
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 has 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 year 2020.
• 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
quality of life; and ensure the City's financial stability to be able to meet these goals and provide
basic services to the community.
Strategic Plan:Page 2
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Vision 2020 and
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Vision 2020
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
* T Ensure the City's Continued Financial
Viability
0—* Enhance Public Safety and Quality of Life
*w Beautify residential neighborhoods and
commercial corridors
Strategic Plan: Page 3
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Community Values '$ 10ar't",*
Our "Brand Platform" �, ':
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Who We're For
People and Businesses who seek the charms of a small town, in the heart of an urban environment.
What We Do
We are "Today's Small Town America" —traditional yet diverse, a true neighborhood in an urban
setting.
Why We Do It
Because in Rosemead, neighbors share the traditional values and conunitment to community that
makes small town life so appealing, without losing big city advantages.
Who We Are How We Do It
Grounded Honor Tradition
Welcoming Unite in Diversity
Thriving Evolve for the Future
Strategic Plan:Page 4
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Our Community Personality
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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 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.
Strategic Plan:Page 5
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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 Sheriffs and Fire Departments, the community is
provided with an array of highly professional public safety 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
If e Eri.st To Serve—Nimble Organization
As individual team members, and collectively as an organization, our motto is We Exist to Serve.
And, to meet ever changing community needs, the City continually "flexes" its organizational
structure and service delivery systems. Like an amoeba, our small and nimble organization is able
to quickly change its shape in response to service demands. When it comes to customer service, all
team 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.
Strategic Plan:Page 6
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iiil ,STRATEGY 1: Economic Development
Aggressively pursue economic development to enhance local shopping and dining options,
encourage new high quality housing stock, beautify commercial corridors, create jobs, and increase
General Fund revenues to sustain service levels and maintain public facilities.
ACTION ITEMS
A. Initiate development of a Garvey Avenue Corridor Specific Plan and Environmental Impact
Report (EIR)
B. Explore potential actions to facilitate additional hotel development, particularly in the Town
Center Drive/Montebello Blvd. commercial area
C. Study the potential for increases to existing allowable Floor Area Ratio (FAR) limitations for
future developments on commercially-zoned properties
D. Initiate processes to update Sign Code regulations in the Municipal Code
E. Explore the potential for the creation of a Valley Boulevard Corridor Specific Plan and EIR
F. Study the potential for the development of public parking facilities along the Valley Blvd.
and Garvey Avenue commercial corridors, including costs and financing options for real
estate acquisition, construction and operations
STRATEGY 2: Public Safety
Continue to make Rosemead a safer and more secure community by combating crime and
preparing for emergencies
ACTION ITEMS
A. Implement an "Area Watch" crime prevention public outreach program, with incentives to
promote attendance by residents, in each of the neighborhood districts of the City. The Area
Watch meetings will be attended by representatives of the Sheriff Department and the Public
Safety Department for dialogue with residents on public safety issues and concerns.
Strategic Plan:Page 7
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B. Expand participation of citizens, businesses, and community-based organizations in the
monthly Rosemead Public Safety CONNECTIONS public outreach meetings and events
C. Study potential policies and regulations relative to casino bus operators to reduce traffic
violations, parking and littering problems, and to enhance pedestrian safety.
D. Provide regular information to residents and businesses on items needed in order to be
prepared for an earthquake or other disaster/emergency conditions
E. Acquire and stock two cargo containers (one each for the northern and southern portions of
the city) with water, food, bedding, medical supplies, and other basic necessities for staff use
during an emergency
STRATEGY 3: Beautification and Infrastructure
Continue efforts to enhance the condition and general appearance of the City's public
infrastructure and the public right-of-way, as well as private properties within the community
ACTION ITEMS
A. Study the potential for enactment of regulations on the owners of vacant properties in
commercial zones to require installation of landscaping and maintenance along street
frontage
B. Explore the potential for the acquisition of real estate for a municipal maintenance facility
("city yard"') to enhance the efficiency and effectiveness of the City's infrastructure
1 maintenance operations, and to restore facilities at Garvey Park to their intended use as a
recreation center
C. Study and evaluate the focus, operations, and organizational structure of the Code
Enforcement Division of the Public Safety Department to enhance efficiencies and
effectiveness
Strategic Plan:Page 8
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D. Reinstate the Beautification Awards program and support other efforts of the newly formed
Rosemead Beautification Committee
E. Develop comprehensive street improvement policies to provide for improved vehicular and
pedestrian safety, multi-modal transportation opportunities, and enhanced community
livability through various public amenities, i.e. traffic calming devices, street trees,
landscaping, pedestrian and seating areas, lighting, etc.
F. Explore potential for the installation of WiFi infrastructure within the City to facilitate
Internet access
STRATEGY 4: Parks & Recreation
Make improvements to existing parks and explore the acquisition or use of additional properties for
prospective new parks facilities; and make adjustments to recreation programs to meet the changing
needs of the community
ACTIONS ITEMS
A. As funding sources are identified, initiate construction of projects listed in the Capital
Improvements Program (CIP) and Parks & Facilities Master Plan, i.e., Rosemead Park
(replacement of playground equipment, refurbished basketball courts, soccer field turf
improvements); Garvey Park (gymnasium improvements, creation of an amphitheater,
reconfiguration/improvement of the west softball field); Zapopan Park (installation of a
walking track, replacement of restrooms, basketball court and picnic shelters, and expansion
of the southern parking lot); and development of Jay Imperial Park
B. Explore and evaluate the potential for acquisition of vacant property at Hellman and Stallo
Avenues along with the use of vacant SCE acreage under the electrical transmission lines
for the development of a future park site, including financing options for property acquisition
and ongoing maintenance costs
Strategic Plan:Page 9
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C. Study and evaluate the potential for development of a dog park and skateboard park,
including possible locations as well as funding options for development and ongoing
maintenance costs
D. Explore potential funding sources for construction of bicycle facilities and improvements in
accordance with the City's Bicycle Master Plan as financial resources permit
E. Consider the initiation of youth recreational basketball leagues (boys' and girls' leagues) in
the community's existing public gymnasiums
F. Relocate the Parks & Recreation Department administrative staff into the reconstructed
Rosemead Community Recreation Center (RCRC) and implement appropriate community
programs and uses
STRATEGY 5: Historical, Cultural& Environmental Resources
Continue to assist with the preservation and improvement of historical, cultural, and environmental
resources within the community.
ACTION ITEMS
A. Explore the potential for the development and installation of additional pieces of public art
within the community
B. Continue to provide in-kind support and assistance to the Savannah Cemetery board and the
Dinsmoor House foundation as available resources permit
C. Study the potential for installation of electric vehicle charging station facilities within the
city
D. Investigate the purchase of alternative fuel vehicles for city use
E. Continue efforts to create a digital Rosemead "memory book" covering the period of 1985 to
present.
Strategic Plan:Page 10
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STRATEGY 6: Finance
Achieve and maintain a structurally balanced General Fund budget with regular, recurring revenues
that are sufficient to cover ongoing expenditures
4 ACTION ITEMS
A. To address a foreseeable lack of funding for future capital improvements, complete a
Development Impact Fee (DIF) study for the initiation of new fund accounts for
infrastructure improvements e.g., parks, facilities, streets, public parking, utility line
undergrounding, etc.
B. Study and evaluate the potential for City ownership and control of public infrastructure
currently not under control of the City (e.g., sewer system, street lights, etc.) by accessing
existing funding streams and available financing mechanisms
C. Investigate the potential for an increase in the City's Transient Occupancy Tax (TOT)
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Strategic Plan:Page 11