CC - Item 4A - Strategic Plan for 2014 and 2015-Midterm Report Air\E M F
° ROSEMEAD CITY COUNCIL
CIVIC STAFF REPORT
TO: MAYOR AND CITY COUNCIL MEMBERS
FROM: JEFF ALLRED, CITY MANAGER `-�
DATE: JANUARY 27, 2015
SUBJECT: STRATEGIC PLAN FOR 2014 AND 2015—MID-TERM REPORT
SUMMARY
The City Council will review the status of the goals and action items that were
established one year ago in the City's updated Strategic Plan for 2014 and 2015. This
is a mid-term progress report for the two-year planning period.
RECOMMENDATION
This item is presented for review and comment. No formal action is required at this
time.
BACKGROUND
In December of 2009, the City Council adopted Rosemead's first Strategic Plan, which
established a Vision for the community in the year 2020, as well as Key Organizational
Goals, Community Values—Our "Brand Platform", a statement of Rosemead's
"Community Personality", and "Five-Year Financial Projections". The Strategic Plan
also includes specific Strategies and Action Items towards fulfillment of the Vision for
2020.
The Strategic Plan is updated by the City Council on a planning cycle of every two
years. Accordingly, on February 11, 2014, the City Council approved an updated
Strategic Plan for 2014 and 2015 (copy attached). The attached Mid-Term Report Card
has been prepared to provide a summary of progress that has been made on the
identified Strategies and Action Items for 2014 and 2015.
Attachments: 1) Strategic Plan Mid-Term Report Card
2) Strategic Plan for 2014 and 2015
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STRATEGIC PLAN
2014AND2015
i • Ensure the City's continued financial
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i 1. 7.4 • Beautify residential neighborhoods
and commercial corridors
1 _ • Enhance public safety and quality of
life
Today's Small Town America
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Table Of Contents ,,A,, t.;fr ' , -�
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 8
Strategy 3 Page 8-9
Strategy 4 Page 9-10
Strategy 5 Page 10-11
Strategy 6 Page 11
Five Year Financial Projections Page 12-13
Strategic Plan:Page 1
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The Community's Strategic Plan _ ' I'-i _}�.' t
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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Key Organizational Goals •
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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
0—r Ensure the City's Continued Financial
Viability
Enhance Public Safety and Quality of Life
Beautify residential neighborhoods and
commercial corridors
Strategic Plan:Page 3
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Community Values .
Our "Brand Platform" =: = -j•
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 commitment 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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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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Our Community Personality " ,�.i ;�
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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
We Exist 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 (albeit in a sensible and responsible manner) to meet 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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STRATEGY 1: Economic Development
Aggressively pursue economic development to enhance local shopping and dining options,
encourage new high quality and affordable 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
G. Develop and distribute promotional marketing materials in an effort to attract and recruit a
variety of high quality businesses to locate in Rosemead.
H. Coordinate with the Rosemead Chamber of Commerce to create a joint Chamber-City
Economic Development Committee
Strategic Plan:Page 7
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Strategies and Action Items �> � k
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TRATEGY 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.
B. Expand participation of citizens, school districts, faith-based organizations, and community-
based organizations (i.e. Asian Pacific Family Center, Chamber of Commerce, Kiwanis, etc.)
in the monthly Rosemead Public Safety CONNECTIONS public outreach meetings and
events
C. Update and distribute "The Parent Survival Guide" Resource Directory
D. Study potential policies and regulations relative to casino bus operators to reduce traffic
violations, parking and littering problems, and to enhance pedestrian safety.
E. Provide regular information to residents and businesses on items needed in order to be
prepared for an earthquake or other disaster/emergency conditions
F. 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
Strategic Plan:Page 8
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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. Take proactive measures to ensure that commercial property owners comply with existing
property maintenance provisions of the municipal code and conditions of approval, e.g. trash
and debris, overgrown or dead vegetation, weeds, graffiti, unpainted buildings, broken
windows or other neglect of premises conditions constituting unsightly appearance.
C. Reinstate the Beautification Awards program and support other efforts of the newly formed
Rosemead Beautification Committee
D. 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.
E. Explore potential for improvements to the City's technology infrastructure including the
installation of WiFi infrastructure within the City to facilitate Internet access, modifications
to the City's website, and digital imaging of documents
F. 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
maintenance operations, and to restore facilities at Garvey Park to their intended use as a
recreation center
TRATEGY 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
Strategic Plan:Page 9
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Strategies and Action Items „ 110:4
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
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.
Strategic Plan:Page 10
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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.
F. Coordinate with the Upper San Gabriel Valley Municipal Water District to promote and
encourage various water conservation efforts by residents and businesses.
STRATEGY 6: Finance
Achieve and maintain a structurally balanced General Fund budget with regular, recurring revenues
that are sufficient to cover ongoing expenditures
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)
Strategic Plan:Page 11
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Five-Year Financial Projections - fir, ' ,1� .,j k
The following General Fund projections, based on millions of dollars (add 000 to each figure),
show anticipated growth in Revenues and Expenditures for each year through the 2017/18 Fiscal
Year. Revenue projections are fairly conservative, which is appropriate given the uncertainty and
economic fluctuations that have occurred in recent years particularly during the Great Recession.
Expenditures are projected to increase at higher rates due to expected operating cost increases that
are largely beyond the City's control such as utilities (electricity, water and gas), insurance,
pensions, and Sheriff law enforcement services contract, etc.
Revenues 13/14 14/15 15/16 16/1 7 1 7/1 8 Pro j.
Growth
Sales Tax 3,279 3,343 3,410 3,479 3,542 2%
Prop. Tax 2,190 2,234 2,278 2,324 2,371 2%
P.T. VLF 5, 134 5,237 5,341 5,448 5,557 2%
P.T. Sales 1 ,090 1 , 1 12 1 , 1 34 1 , 1 56 1 , 1 80 2%
T.O.T. 1 ,490 1 ,535 1 ,581 1 ,628 1 ,677 3%
Franchise 1 ,1 61 1 , 1 73 1 ,184 1 ,1 96 1 ,208 1 %
Bldg. Fees 970 980 989 999 1 ,009 1 %
Public Sfty. 545 552 560 568 575 1 -2%
Other Fees 1 ,964 1 ,992 2,019 2,045 2,078 1 _2%1
Total G.F. 17,823 18,157 18,496 18,843 19,197
IStrategic Plan:Page 12
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Five-Year Financial Projections :4 Wi'lt+' T
Expenditures 13/14 14/15 15/ 16 16/1 7 1 7/18 Proj. Growth
Public Safety -7,683 [7,990 8,310 8,642 8,988 4%
Parks & Rec 2,320 2,390 2,461 2,535 2,611 3%
Public Works 2,989 3,079 3,171 3,266 3,364 3%
Comm. Dev. 1 ,364 1 ,405 1 ,447 1 ,490 1 ,535 3%
Supp. Svcs. 789 873 837 922 888 3%
Admin. 558 575 592 610 628 3%
General Gov. 2,020 2,101 2,185 2,272 2,363 4%
Total G.F. 17,723 1 8,412 1 9,003 19,738 20,378
Totals 13/14 14/15 15/16 16/17 17/18
Revenues 1 7,82 3 18, 157 1 8,496 1 8,843 19,197
Expenditures (17,723) (18,412) (19,003) (19,738) (20,378)
Variance 100 (254) (507) (895) (1 ,181)
Strategic Plan:Page 13