CC - Item 5B - Continued Discussion, Report, And Direction Regarding The 2030 Imagine Rosemead Strategic PlanROSEMEAD CITY COUNCIL
STAFF REPORT
TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: BEN KIM, CITY MANAGER
DATE: JANUARY 23, 2024
SUBJECT: CONTINUED DISCUSSION, REPORT, AND DIRECTION REGARDING
THE 2030 IMAGINE ROSEMEAD STRATEGIC PLAN
On December 12, 2023, the City Council continued the Strategic Plan discussion. The Rosemead
City Council adopted a new Strategic Plan that imagines what the City will be like in the coming
10 years. The Strategic Plan has acted as a roadmap for implementing Rosemead's vision for the
City as well as ongoing improvements. This update outlines the first two years of the plan and
provides a progress report on the goals and items that were identified in the 2030 Strategic Plan.
BACKGROUND
In December 2009, Rosemead developed its first strategic plan with five strategy areas to organize
the City's objectives for the coming years. The Strategic Plan was implemented as a tool to guide
the organizational development efforts. 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 ("the Plan") was later updated
in 2016.
In 2018, the City Council held special public workshop meetings to develop a Strategic Plan update
for 2018-2020. During these workshops, the City Council, community members, and staff
participated in discussions to set the City's priorities. In 2020, the City contracted with MIG
consultants to help develop and execute an update to the Plan, and amendments to the Plan were
adopted on October 26, 2021. The consultant assisted the City with the development of a new ten-
year plan with an anticipated review every two years on the progress. This is the first two years in
the 10 -year planning cycle.
DISCUSSION
The Imagine Rosemead 2030 Strategic Plan outlines the City of Rosemead's vision and eight key
organizational goals and sets clear priorities and action items for the next ten years, with a biannual
update. The vision, key organizational goals, and action items in the Strategic Plan update are
designed to guide the decisions of the City Council, the focus of the City Administration, and the
AGENDA ITEM 5.11
City Council Meeting
January 23, 2024
Page 2 of 5
daily work of City staff. The Strategic Plan and action items also provide accountability for the
City Council and City Administration.
Over the past couple of years, the City has been progressing on the goals and action items outlined
in the Plan. Below is a summary report that outlines the City's progress on the 71 action items
listed in the Plan by goal. The report card notes whether an item is On -Track, Delayed, Not on
Track. On -Track items that have been completed are also noted in the report card. A full summary
of the report card is listed in Attachment A.
Goal
On-
Track
Delayed
Not On
Track
Completed
Goal A: Safe 9
9
0
0
5
Goal B: Responsive, Inclusive Ci 10
10
0
0
4
Goal C: Infrastructure and Facilities 11
8
1
2
2
Goal D: Parks and Programs 11
8
3
0
1
Goal E: Employ. Retention and Develop. 9
4
0
5
3
Goal F: Finance 6
5
1
0
2
Goal G: Activation and Economy 5
4
0
1
0
Goal H: Land Use and Zoning 10
9
1
0
1
Total Items: 71
57
6
8
18
A summary of completed goals and Delayed/Not on Track items is listed below:
Goal A: Safety
The objective of this goal is to enhance public safety in the City by providing safe access to public
facilities, expanding neighborhood safety programs, and improving quality of life, which includes
assisting homeless residents in the community. Five action items were successfully completed.
Ongoing Neighborhood Watch meetings have been implemented for all reporting districts and
include the attendance of Sheriff and Public Safety staff to ensure residents are familiar with local
law enforcement and City staff as well as resources available. The visibility of law enforcement
has increased throughout the City and has also incorporated patrols by the Rosemead Public Safety
staff. The Public Safety Department, Sheriffs Department, Public Safety Commission, and staff
have been working diligently to increase the visibility of patrol throughout the City. The Public
Safety Team has also begun patrolling the City and as an addition to the Sherriff s in deterring
crime. Crime statistics are now being shared with residents through the City's e -digest, Rosemead
This Week.
As of August 1, 2023, the City has entered into an agreement with L.A. CADA to provide case
management for our vulnerable homeless population. Homeless outreach services are being
provided through L.A. CADA in coordination with City staff.
Goal B: Responsive, Inclusive City
Rosemead will continue to provide quality services that are inclusive and responsive to meet the
changing needs of our diverse community. The City recognizes the need to provide information
City Council Meeting
January 23, 2024
Page 3 of 5
and news in multiple languages to communicate all the City has to offer. Rosemead This Week
was launched in March 2023 and provides information on programs, services, events, and City
news. The e -digest is formatted to translate on non-native English phones. Receiving feedback on
services, programs, and events has also been a focus with satisfaction surveys being made available
online for participants.
In creating a more inclusive and responsive City, the Parks and Recreation Department introduced
the anti -hate art contest in the fall of 2022. In May 2023, a poetry contest was introduced but
canceled due to low participation. Staff is continuing to promote the events. In August of 2023,
the City Council approved Resolution No. 2023-42 Denouncing Antisemitism to combat the rise
of antisemitic incidents and in support of the Jewish community.
The Youth Advisory Committee was reestablished to engage youth in City governance and
activities. The Committee currently meets on a third Wednesday of the month at the Rosemead
Community Recreation Center.
Goal C: Infrastructure and Facilities
Rosemead supports a safe, active, and climate -conscious community through its well-maintained
streets and sidewalks, continual improvements to infrastructure, and use and promotion of
renewable energy. The Public Works Department has completed a review of the City's 2012 Bike
Plan and presented it to the Traffic Commission to determine the feasibility of bike lanes during
the design phase of the CIP roadway projects. To address parking issues in the City, Action C.6
was developed to create a parking structure. This item is currently not on track. The Community
Development Department has been researching locations for a parking structure; however, there
is no land available at the moment to address this item. Staff will continue to assess this item as
the timeline is 5 to 10 years. Action item C.7, creating preferential parking districts in residential
areas, is currently not on track. The Public Works and Planning Departments will investigate the
needs and present the items to the Traffic Commission for consideration.
The City Clerk's Office along with the Beautification Commission has led and organized Quality
of Life Clean Up events to involve residents and businesses. This event will be held on a quarterly
basis and although cleanups have been successfully completed, it is an ongoing item to beautify
Rosemead. The Community Development Department continues to recommend art in public
spaces for new projects; nonetheless, it cannot be mandated. Action item C.I 1 has seen delays due
to the inability to make mandates. The Beautification Commission has an electrical box art project
on its list but is currently focusing on the organization of the quarterly clean-ups before beginning
a new project. Incorporating art in public spaces has a 5 -year completion on the timeline.
Goal D: Parks and Programs
The City will continue to expand the existing green space, parks, City facilities, and programs
available through community partnerships, expanded community stewardship, and the
development of a more robust cultural programming. To continue to meet the needs of residents
across the City, additional community outreach has taken place to identify additional
programming. Parks and Recreation staff have provided program and event surveys to identify
areas of improvement and recognize where there are existing gaps. There is a delay in developing
City Council Meeting
January 23, 2024
Page 4 of 5
cultural arts programming and/or a Cultural Arts Commission and this will be an item that will
further develop in the 2024 Fiscal Year with a projected completion in 5 years. The art walk event
will be included in the 2024-25 fiscal year to allow ample research and planning. Lastly, the Parks
and Recreation Department will be looking to create partnerships with community organizations
and sports teams to enhance City sports facilities and parks programming. Currently, a plan has
not been developed and is projected to be a medium-term item.
Goal E: Employee Retention
Rosemead is an adaptable organization focused on employee growth, development, and retention
and one that promotes a culture of success, support, and collaboration. The City Manager's Office
has reinstated the quarterly staff lunches to engage staff and inform them about City efforts,
initiatives, programs, and accomplishments. Two lunches have been held with planned upcoming
meetings. Staff is recommending that action item E.2 be removed - create an organizational
succession plan that identifies opportunities for promoting talent within the organization. The
succession plan may potentially cause personnel issues and therefore the focus will be on
professional growth (E.3.)
Each department will be responsible for identifying specific training needs for staff in coordination
with the new Human Resources Manager. Staff is recommending that action item EA, developing
a professional development advancement plan for staff, be eliminated as it duplicates the Actions
in item E.3. Staff is also recommending that action item E.7 be removed as it resembles E.6
(Attachment A.)
Staff is looking into implementing a mentorship program that informs and connects staff across
different departments and staff levels. The program will advertise opportunities to connect mentors
and mentees. The City Manager's Office will invite Directors and Managers to sign up to be a
mentor and then connect interested mentees with the respective department.
Several staff from various departments have been recognized as part of the appreciation and
recognition program celebrating staff accomplishments at all levels. The Team Member
Recognition Program has been set in place per Admin Policy 30-07. In promoting staff engagement
and interaction, the Human Resources Department has created monthly staff -building activities
and events such as the Employee Recognition Dinner, Pi Day, and staff luncheons.
Goal F: Finance
The City is fiscally solvent and is successful in leveraging new opportunities to fund the City's
programs and services. The Finance Department has provided mid -year financial reports as well
as during the budget workshops. The next fiscal status report will be in November of 2023. In
order to conduct outreach and inform the community about City finances, snippets have been
added to Rosemead This Week.
Goal G: Activation and Economy
Rosemead is a vibrant City with a diverse business community and a destination that draws visitors
from across the San Gabriel Valley and beyond. The Community Development Department along
with the Rosemead Chamber of Commerce has partners and planned for a vibrant annual food
City Council Meeting
January 23, 2024
Page 5 of 5
event and is tentative for Spring 2024. It will be an opportunity to showcase local restaurants and
food trucks. The Chamber and City staff have collaborated on ribbon -cutting events for new
businesses. Staff is working with the Chamber to visit businesses in the future.
Action item G.5 describes hiring a Public Information Officer to support the marketing and
distribution of information. Staff is currently evaluating the needs of the City and respective
departments to identify the type of support needed.
Goal H: Land Use and Zoning
The City supports new development and local businesses, focuses on the revitalization of our major
corridors, and finds creative solutions to the changing needs of residents and businesses. To attract
new businesses, Ordinance 1009 was adopted by the City Council on April 12, 2022, streamlining
the alcohol licensing permit process. Staff is recommending that action item H.7 be removed as
the City is required to adopt an inclusionary housing ordinance before collecting in -lieu fees
specifically for affordable housing.
STAFF RECOMMENDATION
It is recommended that the City Council discuss and provide direction on the Strategic Plan.
STRATEGIC PLAN IMPACT
None.
FISCAL IMPACT
There is no impact to the General Fund.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
Attachment A — Strategic Plan Report Card
Attachment B — Approved Strategic Plan October 26, 2021
Attachment A
Strategic Plan Report Card
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Attachment B
Approved Strategic Plan
October 26, 2021
EMEADlm
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VV OI `M nA h'
IMAGINE
ROSEMEAD
Y hV
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VV OI `M nA h'
IMAGINE
ROSEMEAD
CITY OF ROSEMEAD 2030 STRATEGIC PLAN
PREPARED BY M ■ G
)DUCTION
In�2b0�; Rosemead'c�evelope `its Mi ('Strategic Plan, Vision 2020, with broad community
input. It described the collective vision and values of the city and laid out five strategy
areas to organize Rosemead's objectives for the coming years. These continue to provide a
framework for improving and expanding city services and infrastructure, promoting Rosemead
as a destination for business, and offering sound fiscal guidance for a contract city with finite
resources.
The beginning of a new decade provides an opportunity to revisit the themes and goals of
Vision 2020 and imagine Rosemead forward into the next decade to 2030. This strategic plan
will serve as a roadmap for implementing Rosemead's ongoing vision as a leader in service
provision and continuous improvement and will be a framework for setting city council, staff,
1.
,ya'y
CITY
OF R O S E M E A D
2 0 3 0
STRATEGIC PLAN
I\ 2
PLANNING PROCESS OVERVIEW
From June to October 2021, we engaged the community, City Council, City department
leaders and staff, and other stakeholders through various meetings, working sessions,
focus groups, and surveys to craft this Strategic Plan. Our planning process included four
phases, guided by MIG, Inc. as our strategic planning consultants.
Z3
Phase 1
Assessment
Define our shared outcomes for the process, and identify issues and
priorities for the future through a range of engagement activities.
Phase 2
Developing the Framework
Refine and update the City's values, vision, and mission, and
develop goals for the next ten years.
Phase 3
Strategic Plan Development
Develop strategies and actions to meet these goals and develop the
Strategic Plan.
Phase 4
Implementation
Develop an Action Plan framework to serve as a guide for ongoing
work toward goals, and define performance measures to serve as
milestones along the way.
ELEMENTS OF THE STRATEGIC PLAN
The City of Rosemead Strategic Plan includes the following elements:
Values
Shared beliefs that reflect what the community considers significant and important.
Vision Mission
• A desired end state and The purpose and associated
preferred future. responsibilities of the city as
an organization.
Goals Objectives
Statements of direction toward0 Specific statements of action
the city's desired future. about what the city hopes to
achieve.
Actions Action Plan
A prioritized list of steps= Identifies a timeframe for
needed to accomplish goals — completing actions, responsible
and objectives. parties, and required resources.
IL ITY OF ROSEMEAD 2 0 3 0 ST RAYEGI C PLAN 4
STRATEGIC FRAMEWORK
VALUES
SAFETY DIVERSITY COMMUNITY SERVICE FAMILY
VISION
Rosemead is a safe, welcoming, connected, and active city, a destination with thriving
local businesses, well-maintained parks and infrastructure, and quality programming and
services which support the entire community.
MISSION
Rosemead provides quality programs, services, and support that builds community,
increases opportunity, and makes Rosemead a great place to live, work, and play.
SAFETY
Rosemead is a safe city for
all who live, work, and play
here.
EMPLOYEE RETENTION
AND DEVELOPMENT
Rosemead is an adaptable
organization focused
on employee growth,
development, and retention,
and one that promotes a
culture of collaboration,
support, and success.
GOALS
RESPONSIVE,
INCLUSIVE CITY
Rosemead provides quality
services, programming, and
events in an engaging and
culturally sensitive manner
that support the changing
needs of our population.
FINANCE
Rosemead is fiscally
solvent and is successful
in leveraging new
opportunities to fund
the city's programs and
services.
INFRASTRUCTURE AND
FACILITIES
Rosemead supports a safe,
active, and climate conscious
community through its
well-maintained streets
and sidewalks, continually
improving infrastructure,
and use and promotion of
renewable energy.
ACTIVATION AND
ECONOMY
Rosemead is a vibrant city
with a diverse business
community, and a
destination which draws
visitors from across the San
Gabriel Valley and beyond.
PARKS AND
PROGRAMS
Rosemead has parks,
facilities, green space, and
recreational and cultural
resources to meet the
needs of our residents.
LAND USE AND
ZONING
Rosemead supports new
development and local
businesses, focuses on the
revitalization of our major
corridors, and finds creative
solutions to the changing
needs of residents and
businesses
CITY OF ROSEMEAD 2 0 3 0 STRATEGIC PLA
THIS PLAN
Each Strategic Plan Goal includes five elements:
1. Objective Statement
What the City of Rosemead hopes to achieve in the coming years.
2. Actions
The set of activities the City of Rosemead will use to reach each goal.
3. Metrics
Milestones and/or indicators used to articulate annual progress and achievements.
4. Timeline
Completion target dates for each action are organized within the Plan timeframe as
short-term (in years 1 and 2), medium term (5 years) or long-term (9 to 10 years).
5. Lead Department(s)
The City Management Team is responsible for executing and coordinating
implementation and reporting for actions under each goal. Additionally, key
supporting partners for each action are identified. These are listed in the Action Plan
which follows the goal areas below.
CITY OF ROSEMEAD 2030 STRATEGIC PLAN I I
IMPLEMENTATION
Implementing our Strategic Plan will involve all of us.
City Council will guide, and City Management Team will direct this process—
Directors will coordinate and be responsible for implementing the work of each goal
relevant to their department.
During each year of this Plan, the City Management Team will meet bimonthly to review
actions and progress toward the Plan's goals. City leadership will report to the City Council on
a bi-annual basis on progress, and will coordinate a review of the Strategic Plan every two
years to report back to the Rosemead community and revise and update the Plan as needed.
SAFETY
Objective Statement
Rosemead will enhance public safety in our City by providing safe access to public
facilities, expand neighborhood safety programs, and improve quality of life,
which will include assisting homeless residents in our community.
m Actions
II T • Expand the neighborhood watch program to include and rotate among all
neighborhoods in the City and organize monthly or bi-monthly meetings of all
neighborhood block Captains.
• Include Sheriff and Public Safety staff attendance at all neighborhood watch
community meetings.
• Increase the visibility of sheriff through expanded patrols throughout the City.
• Hold regularly scheduled safety trainings for staff and provide expanded safety
programs and education in City publications for residents.
• Provide crime statistics to residents via social media to keep the community
better informed.
• Develop a maintenance plan for all City facilities, including lighting and
camera equipment reviews to determine if updates or maintenance are required.
• Explore grant funding to install additional cameras in parks and other public
facilities to help deter crime.
• Hire a part-time social worker or case manager to provide outreach services to
homeless individuals, coordinating work with all City staff including Public Works
and the Sheriff Department.
• Explore grant opportunities and continue to work with San Gabriel Valley Council
of Governments (SGVCOG) and other regional partners to address homelessness.
Metrics
• Reduced crime statistics
• Dollars awarded in grant funding
• Increase number of partnerships
• Improve public safety perception rating
CITY OF R O S E M E A D 2 0 3 0 STRATEGIC PLAN I 8
'
GOAL �' RESPONSIVE, INCLUSIVE CITY
Objective Statement
WIN Rosemead will continue to provide quality services that are inclusive and
responsive to meet the changing needs of our diverse community.
GActions
• Create a communications plan with an internal PIO team to promote the City's
programs, services, and progress of the implementation of the Strategic Plan.
• Create a quarterly multi-lingual community newsletter to share news and City
information and publicize the City's programs and services.
• Include opportunities for input at all City -hosted events so residents and
businesses can provide feedback about city services, programs, and events.
• Organize more cultural events which recognize and celebrate the diversity of
Rosemead.
• Continue and expand the Rosemead Anti -Hate Campaign.
• Ensure all City information, literature and outreach is engaging and available in
the languages most commonly spoken in the City.
• Hold multi-lingual open houses at City Hall to promote and educate the
community about the City's services to residents and businesses.
• Create a set of civic education workshops to educate the community about how
they can get involved in city governance and activities.
• Continue and expand trainings for staff to learn about different aspects of
the organization to provide quality services, including directing inquiries
to appropriate departments and/or personnel.
• Research and evaluate the creation of a Youth Advisory Commission.
ys� Metrics
�^ • Increase number of multilingual communications
• Increase number of input points with community
• Increase number of community events
• Implement cross trainings for staff
.CITY OF ROSEMEAD 2030 STRArtuiC PLAN 9
GOAL 11 INFRASTRUCTURE AND FACILITIES
Objective Statement
Rosemead will continue to renovate and enhance streets, sidewalks, and public
infrastructure; coordinate with relevant utility agencies regarding safety and
enhancements; and modernize facilities by expanding the use of wireless network
technology and renewable energy.
Actions
II m • Continue ongoing improvements to streets and infrastructure in the City.
• Maintain or enhance crosswalks, lighting, and public sidewalks, and review current
lighting standards to determine whether they need to be revised and/or updated.
• Continue to seek grants and other funding opportunities for street improvements
and infrastructure enhancements.
• Review the City's existing bike plan to determine the feasibility of including
bicycle infrastructure as an element of street improvement projects.
• Develop and support projects which incorporate multi -modal transportation
systems.
• Create a parking structure to address parking issues in the City.
• Create preferential parking districts in residential areas.
• Develop a five-year Capital Improvement Project (CIP) program.
• Develop and/or update maintenance and repair management plans for all City
facilities, including all parks and park facilities.
• Continue to organize community clean-up events that involve residents and
businesses.
• Incorporate more art in public spaces in the City.
Metrics
• Number of completed projects/plans
• Number of maintenance requests completed
• Dollars awarded in grant funding
..-. -TY OF RO S EMEAD 2030 STRATEGIC PLAN I 1 0 I
GOAL PARKS AND PROGRAMS
Objective Statement
�}}�� Rosemead will continue to expand the existing green space, parks, City
1 facilities, and programs available through community partnerships, expanded
community stewardship, and development of a more robust cultural
programming.
0m Actions
• Continue to explore and evaluate opportunities for new parks and other green
space in the City.
• Update and expand park amenities, events, and programs so they are more
accessible and inclusive, focusing on key segments of the population
including youth, seniors, those with special needs, and residents who are
not English speakers.
• Provide case management services and emotional development/support to
seniors and youth in the community.
• Expand community outreach to identify additional programming needs of
residents.
• Continue to look for funding opportunities to expand parks and facilities.
• Create partnerships with community organizations and sports teams to enhance
City sports facilities and parks programming.
• Update the Field Allocation Policy.
• Develop cultural arts programming and/or a Cultural Arts Commission to create
and sponsor arts and culture events in the City.
• Create an Art Walk event to highlight artists in the Rosemead community.
• Study and evaluate the expansion of the Splash Zone.
• Research a location to have a dedicated soccer field.
Metrics
• Number of events
• Number of seniors served for case management
• Dollars awarded in grant funding
• Number of established partnerships with CBOs
• Increase square footage for green space
ROSEMEAD 2 0 3 0 51 RAT EGIC PLAN 1 1
GOAL[ EMPLOYEE RETENTION AND DEVELOPMENT
goObjective Statement
Rosemead will actively support employee development and provide growth
opportunities, cross -training and competitive salaries to retain quality staff.
Actions
II • Reinstate quarterly City Manager's lunch to engage all staff and inform them about the
City's efforts, initiatives, programs, and accomplishments.
• Create an Organizational Succession Plan that identifies opportunities for promoting
talent within the organization.
• Establish a Professional Development program that includes relevant and appropriate
training and education for full and part-time staff to achieve their goals.
• Develop a professional advancement plan that describes the roles and necessary
requirements of every position in the organization. The plan will also outline
the interaction relationships between positions.
• Create an organizational chart that demonstrates how the staff across departments
and positions relate to each other.
• Design and implement a mentorship program that informs and connects staff across
different departments and staff levels.
• Create a staff cross -training program that includes opportunities to interact with staff
from different departments to learn about advancement within the organization.
• Establish a staff recognition and appreciation program that celebrates the
accomplishments of staff at all levels and departments, through an employee of
the quarter campaign, spotlights at City Council meetings, and
organizational publications.
• Create staff team building activities and events that promote interaction and
encourage socialization between staff across different departments.
sMetrics
• Increase number of staff engagement touchpoints
• Increase staff retention
• Increase staff readiness/advancement
• Increase proportion of internal promotions versus external recruitment
• Number of trainings for staff
• Number of staff attending trainings
• Number of performance appraisals completed on time
• Number of goals achieved by department
CITY OF ROSEMEAD 2030 STRATEGIC PLAN 12
GOAL I FINANCE
Objective Statement
Rosemead will remain a fiscally solvent city by enacting and adhering to
established financial policies, including parameters for reserves. The City will
continue to explore revenue generating and cost savings opportunities through
the development of alternative funding sources and other possible means.
Actions
•Provide quarterly financial status reports to City staff and City Council.
• Conduct outreach to inform the community about the City's finances and when
budgets are presented to the City Council.
• Establish a long-term plan to support facility and infrastructure maintenance.
• Pursue bonding opportunities to implement Capital Improvement Projects.
• Establish a cross -functional team with representatives from all City departments
to identify and pursue grant funding opportunities and partnerships.
• Coordinate between the Finance and Parks and Recreation Departments to
create a streamlined approach linking Parks and Recreation registration and
financial software.
Metrics
� •Balanced budget
• Increase number of grants and partnerships
• Reduce costs from procurement processes/practices
• Increase return on investment from Finance
CITY OF R O S E M E A D 2 0 3 0 STRATEGIC PLAN 1 3
ACTIVATION AND ECONOMY
Objective Statement
Rosemead will support active and vibrant business corridors, create events to
celebrate the City and its businesses, and cultivate destinations through public
art, activities, and promotion to continue to draw visitors to the City.
4 �I Actions
II � T • Create a vibrant annual food event that supports local restaurants and draws
residents and visitors from other places across the region.
• Engage with the Rosemead Chamber of Commerce to create connections and
reinforce support for local businesses.
• Establish a cultural arts activation program to activate and beautify the
commercial corridors.
• Identify a designated location that can become the heart of the City and where
the community can celebrate its diverse cultures.
• Hire a Public Information Officer to support marketing and distribution of
information related to activation events and economic development.
Metrics
• • Number of community events (relate to actions)
• Increase in TOT and sales tax
• Number of partnerships with The Rosemead Chamber of Commerce
CITY OF R O S E M E A D 2 0 3 0 STRATEGIC PLAN I 14
LAND USE AND ZONING
M E Objective Statement
JWM Rosemead will continue to create policies that encourage new development,
respond to the changing housing needs of residents, promote activation along
our major corridors, and support the local business community.
Actions
•Create shared areas, green space, and park amenities through new development
projects.
• Explore art in public places opportunities for large development projects.
• Explore the option for housing development to benefit students, seniors, and
young adults.
• Create an incentive program to attract and retain businesses.
• Streamline the development process by establishing design standards along the
Design Overlay Zones for by -right approval.
• Attract new business by streamlining the alcohol licensing permit process.
• Implement an in -lieu fee to build affordable housing.
• Explore adding residential uses as permitted uses along major commercial
corridors and specifically Valley Boulevard.
• Create opportunities to establish a vibrant food hall that includes small, locally
grown restaurants and communal spaces for customers to enjoy.
• Identify the appropriate planning tools to encourage mixed use development
that includes housing along the commercial corridors.
Metrics
•i
• Number of housing units developed in commercial corridors
• Increase amount of open space in new developments
• Number of business licenses both new and renewed
• Increase number of restaurants
CITY OF R O S E M E A D 2030 STRATEGIC PLAN 1 5
CITY OF ROSEMEAD 2030 STRATEGIC PLAN 16
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