CC - Item 6A - Update Strategic Plan for 2016-2018 _4111111.1111111111111110r 1
A E M e
" 9 ° ROSEMEAD CITY COUNCIL
_,2, STAFF REPORT
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________„9 TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: BILL R. MANIS, CITY MANAGER 3 t.,\
DATE: OCTOBER 25, 2016
SUBJECT: UPDATED STRATEGIC PLAN FOR 2016-2018
SUMMARY
Over the past seven years, the efforts of the City Council, Commissions and staff have been
guided by a process of strategic planning. The City began developing the 2016-2018 strategic
plan in June 2016. During this process, the City Council conducted two public workshops to
gather feedback from the community and staff. The proposed Strategic Plan encompasses the
direction from the City Council and the ideas and discussions from the community meetings.
STAFF RECOMMENDATION
That the City Council approve the updated Strategic Plan for 2016-2018.
BACKGROUND/ANALYSIS
In December 2009, the City Council adopted a Strategic Plan to guide the organizational efforts
of the Council, Commission and staff. The initial strategic planning process included an
extensive public outreach process and a series of public meetings. In 2012, the first biannual
update of the Strategic Plan was adopted by the City Council. The Strategic Plan was later
updated in 2014, both of which included public community meetings.
The City Council held special public workshop meetings to develop a Strategic Plan update for
2016-2018 on July 25, 2016, at the Garvey Center and August 22, 2016, at the Rosemead
Community Recreational Center. During these workshops, the City Council, community
members and staff participated in discussions to set the City's priorities. The proposed Strategic
Plan update is for approximately the next two years. The future Strategic Plan will coincide with
the Fiscal Year 2018 Budget calendar, meaning it will need to be presented to the City Council
along with the budget, prior to June 30, 2018.
The proposed Strategic Plan update for 2016-2018 uses the City of Rosemead's vision and key
organizational goals, to set clear priorities and action items for the next two years. The vision,
key organizational goals, and action items in the proposed Strategic Plan update are designed to
ITEM NO. 6.A
City Council Meeting
October 25,2016
Page 2 of 2
guide the decisions of the City Council, focus of the City administration, and daily work of City
staff. The Strategic Plan and action items also provide accountability for City Council and City
administration.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
Prepared by:
Brad McKinney, Assistant City Manager
Attachment: Proposed Strategic Plan update for 2016-2018
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Proposed Strategic Plan Update For 2016-2018
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STRATEGIC PLAN
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• Ensure the City's continued financial
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economic development
• • Beautify residential neighborhoods and
• commercial corridors
• Enhance public safety and quality of life
Today's Small Town America
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Table Of Contents _ �1b
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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 9
Strategy 4 Page 10
Strategy 5 Page 11
Five Year Financial Projections Page 12-13
Strategic Plan: Page 1
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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 fmancial 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
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
�r Ensure the City's Continued Financial Viability by
Actively Pursuing Quality Economic Development
es—r Enhance Public Safety and Quality of Life
I' w Beautify residential neighborhoods and commercial
corridors
Strategic Plan: Page 3
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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 WeDo
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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Our Community Personality
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Who WeAre
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.
Guidin 1 Princi les For Fiduciary Res l onsibility
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 Oranization
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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-w Strategies and Action Items
STRATEGY 1:Economic Develo ment
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. Study the potential for increases to existing Floor Area Ratio (FAR) limitations for future
developments on commercially-zoned properties
B. Initiate process to update Sign Code regulations in the Municipal Code
C. Facilitate development of annual broker's roundtable to promote Rosemead as a Business
Friendly City
D. Engaged with data analytic firms to provide demographic information for future economic
development
E. Explore the potential of creating a hotel district for the south end of the City(Montebello
Boulevard and Town Center Drive. Also, explore the potential of reducing the appeal
period under the Rosemead Municipal Code, Section 17.60 "Appeals and Request for
Review."
Strategic Plan: Page 7
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STRATEGY 2:Public Safety
Continue to make Rosemead a safer and more secure community by combating crime and preparing for
emergencies
ACTION ITEMS
A. Increase Sheriffs Department patrol visibility
B. Take a proactive approach to code enforcement
C. Improve code enforcement response, including making information about code
enforcement actions available online for public viewing
D. Strengthen supervision, communication, and confidentiality within the Public
Safety Center
Strategic Plan:Page 8
Strategies and Action Items it' •'1-I 1. Ns
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. Establish a five-year Capital Improvement Program (CIP) master plan
B. Develop a program that will establish maintenance services for infrastructure and
facilities
C. Create a median landscape tree master plan to support Rosemead's "Tree City USA"
recognition
D. Expand City communications to use two-way/ham radios in concert with public
safety
E. Develop a sewer master plan
F. Install WiFi infrastructure to facilitate City-wide Internet access
G. Update the Rosemead Municipal Code (RMC)to allow the City to more effectively
address poorly maintained properties, including fines/imposing fees for cleanup
H. Explore and evaluate the creation of Class A bike lanes
I. Advocate for a Rosemead route as part of the expansion of the 710 and the Metro
Gold Line eastside expansion
Strategic Plan:Page 9
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Strategies and Action Items
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
ACTION ITEMS
A. Study and evaluate the potential to increase park space by 25 percent, including the
potential use of vacant SCE acreage under electrical transmission lines for recreational
use development, which could include jogging, walking, and/or bike paths
B. Evaluate the development of a dog park
C. Complete the improvements to Jay Memorial Park
D. Evaluate the potential to locate a Boys & Girl Club or other community-based
organizations at Garvey Park with shared usage of the City facility with Parks &
Recreation staff
E. Increase parking at Rosemead and Garvey parks
F. Study and evaluate the expansion of the Splash Pool Zone
Strategic Plan:Page 10
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►TRATEGY5:Finance
Achieve and maintain a structurally balanced General Fund budget with regular, recurring revenues
that are sufficient to cover ongoing expenditures
ACTION ITEMS
A. Improve transparency and communication with the public regarding continuous
monitoring and internal controls of City finances
B. Evaluate feasibility of implementing a two-year budget cycle
C. Explore options for new revenue sources, such as parking in-lieu fees and sewer
development impact fees(DIF)
Strategic Plan: Page 11
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Five-Year Financial Projections y
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The following General Fund projections, based 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 14/1 5 1 5/16 16/17 17/18 Proj.
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 ,161 1 ,1 73 1 ,1 84 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% a
Total G.F. 17,823 18,157 18,496 18,843 19,197
Strategic Plan:Page 12
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Five-Year Financial Projections ■ i .M �;•
Expenditures 13/14 14/15 15/16 16/17 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 18,412 19,003 19,738 20,378
Totals 13/14 14/15 15/16 16/17 17/18
Revenues 17,823 1 8,1 57 18,496 18,843 1 9,1 97
Expenditures (17,723) (18,412) (19,003) (19,738) (20,378)
Variance 100 (254) (507) (895) (1 ,181)
Strategic Plan:Page 13