CC - Item 8A - Strategic Plan for 2010 and 2011ROSEMEAD CITY COUNCIL
STAFF REPORT
TO: MAYOR AND CITY COUNCIL
FROM: JEFF ALLRED, CITY MANAGER
DATE: December 8, 2009
SUBJECT: STRATEGIC PLAN FOR 2010 AND 2011
SUMMARY
The City Council will consider approval of a Strategic Plan for 2010 and 2011. Over the
past several months the Council has commissioned a citizen survey and conducted four
study sessions leading towards development of the plan. The document includes a
long-term vision statement identified as Vision 2020 as well as Key Organizational
Goals, Strategies and Action Plans. The Strategic Plan will provide guidance and
direction for the City's commissions, committees and operating departments over the
next two-year period.
Recommendation
Staff recommends that the City Council adopt Resolution No. 2009-67 approving the
City of Rosemead Strategic Plan for 2010 and 2011.
BACKGROUND
The strategic planning process was initiated in early 2009 as the City Council
commissioned a survey to obtain information on citizen opinions and perceptions of
Rosemead. With the assistance of the firm BrandEndeavor, a survey instrument
translated into Spanish, Chinese and Vietnamese was distributed to all Rosemead
residents and businesses as well as many other people who work in Rosemead or
reside in surrounding communities. A total of 722 responses were received, which far
exceeded the 400 responses required to make the survey statistically valid and reliable.
A detailed summary of the survey results was reviewed by the City Council at a study
session conducted on August 5, 2009. The survey results led directly to the
development of a draft "Brand Platform" to serve as a description of Rosemead's
Community Values and Community Personality.
In an effort to create a long-term vision for Rosemead's future and to establish goals,
strategies and action plans geared towards making that vision a reality, the City Council
scheduled a series of study sessions over the ensuing three months.
ITEM NO. F3A,_
APPROVED FOR CITY COUNCIL AGENDA:
City Council Meeting
December 8, 2009
Page 2 of 2
At a workshop held on September 29, 2009, the City Council identified and analyzed
Rosemead's strengths, weaknesses, opportunities and threats (SWOT). Through this
SWOT Analysis, a 10-year vision statement identified as Vision 2020 was developed
and Key Organizational Goals and Strategies were drafted to guide the City's efforts.
Another City Council study session was held on October 20, 2009. At that workshop
the City Council further refined the Vision 2020, Key Organizational Goals and
Strategies and identified specific Action Plans for each of the City's operating
departments.
The fourth and final City Council study session was conducted on November 17, 2009
in conjunction with the Planning Commission, Traffic Commission and Youth Ad Hoc
Committee. At that meeting, several suggestions were made that led to significant
additions and refinements to the document. As a result of this process, the City of
Rosemead Strategic Plan for 2010 and 2010 has now been placed into final form for
City Council approval.
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
Attachment: City of Rosemead Strategic Plan for 2010 and 2011
RESOLUTION NO. 2009-67
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ROSEMEAD, CALIFORNIA, APPROVING
THE CITY OF ROSEMEAD STRATEGIC PLAN FOR 2010 AND 2011
WHEREAS, A recognized best management practice for governing boards, of both private and
public organizations, is to create a strategic plan describing an organization's values, long-term vision and
goals as well as specific strategies and tactical actions; and
WHEREAS, The City of Rosemead City Council desires to establish such a strategic plan to provide
guidance and direction for the City's commissions, committees and operating departments; and
WHEREAS, The City Council has commissioned a citizen survey, conducted four study sessions,
and included input from the City's commissions, committees and staff towards the development of the plan;
and
WHEREAS, The document includes a long-term vision statement identified as Vision 2020 as well
as Key Organizational Goals, Strategies and Action Plans; and
WHEREAS, The Strategic Plan will provide guidance and direction for the City's commissions,
committees and operating departments over the next two-year period;
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Rosemead, California, as
follows:
Section 1. That the City of Rosemead City Council does hereby approve the City of Rosemead
Strategic Plan for 2010 and 2011.
Section 2. That the City Clerk of the City of Rosemead shall certify to the adoption of this
Resolution which shall become effective upon its approval by the City Council.
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Rosemead on the 81h day of December, 2009.
Margaret Clark
Mayor
ATTEST:
Gloria Molleda
City Clerk APPROVE AS TO FORM:
Joseph Montes
City Attorney
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In
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TABLE OF CONTENTS
Introduction
Community Values Our "Brand Platform"
Our Community "Personality"
Vision 2020
Key Organizational Goals
Key Organizational Goal: Beautify community infrastructure and improve public facilities
Strategy 1
Strategy 2
Strategy 3
Strategy 4
Strategy 5
Strategy 6
Key Organizational Goal: Enhance public safety and quality of life
Strategy 7
Strategy 8
Strategy 9
Strategy 10
Strategy 11
Key Organizational Goal: Ensure the City's financial viability with balanced
budgets and prudent reserves
Strategy 12
Strategy 13 AYim -4
Strategy 14
Strategy 15
Page 2
Page 3
Page 4
Page 5
Page 5
Page 6
0
Page 9
Plan: Page 1
Introduction
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.
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 10 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
Communi
Our "Brand
Values
atform"
WHO
w.e're for,
WHAT
Nve do
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.
WHO
HOW
w.A,, dg 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.
Grounded Welcoming
Honor Unite
Tradition in Diversity
Thriving
Evolve
for the Future
Strategic Plan: Page 3
These "adjectives" describe our traits as a community.
WHO
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 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 4
Our Community Personality
Rosemead'
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.
.t=
Key Organizational Goals
i Beauti6community infrasrrucrure and improVC public facilities.
Enhance public safety and qualin• of life.
~...i Ensure the Ciry's financial viability with balanced budgets and prudent reserves.
strategies and action plans in the Strategic Plan will be consistent with these organizational goals.
Strategic Plan: Page 5
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Beautify community infrastructure
and improve public facilities.
Strategy 1: Enhance public rights-of-way with attractive and environmentally
sensitive landscaping and hardscaping.
Action Items:
O Reconstruct curbing and street medians and improve paving and landscape
along City streets and public rights-of-way near freeway access points.
Responsible Department: Public Works
O Design and install/update monument and street signs and implement a wayfinding
sign program.
Responsible Department: Public Works
O Resurface and rebuild roads in accordance with the Pavement Management System.
Responsible Department: Public Works
O Continue tree planting program.
Responsible Department: Public Works
O Paint and improve the appearance of the freeway underpass infrastructure at
Rosemead Blvd., San Gabriel Blvd., and Del Mar Ave.
Responsible Department: Public Works
O Beautify CalTrans parking lot/storage areas on Walnut Grove Ave. and
Hellman Ave. as well as at the 60 freeway and San Gabriel Blvd.
Responsible Department: Public Works
O Revise the City's news rack ordinance to require improved placement and
maintenance of privately owned news racks on City sidewalks in commercial areas.
Responsible Department: Public Works and Public Safety
O Improve the City Hall parking lot to create a civic center atmosphere and
connectivity between City Hall, the Rosemead Community Center, and the
Library.
Responsible Department: Public Works
Strategic Plan: Page 6
00=5
0
Beautify community infrastructure
and improve
facilities.
Strategy 2: Encourage and promote private investment to improve property aesthetics.
Action Items:
O Implement an updated commercial building fa4ade improvement program using
redevelopment funds.
Responsible Department: Community Development
O Develop and implement a Beautification Awards program.
Responsible Department: Community Development
O Use redevelopment fiends to demolish dilapidated vacant commercial buildings
in an effort to spur new development.
Responsible Department: Community Development
O Work with property owners to beautify commercial, residential, and vacant parcels.
Responsible Department: Community Development and Public Safety
Strategy 3: Reinstate the power of eminent domain for commercial properties in
redevelopment project area 1.
Action Items:
O Engage a consulting firm to initiate a redevelopment plan amendment by the CDC.
Responsible Department: Community Development
Strategy 4: Develop additional neighborhood parks.
Action Items:
O Secure approval from and work with Southern California Edison to maximize
the use of vacant land.
Responsible Department: Parks and Recreation
O Partner with the Trust for Public Land (TPL) to identify potential sites for infill
parks and negotiate an agreement to acquire capital funds for park development.
Responsible Department: Parks and Recreation
O Apply for grant funds from federal and state agencies, as well as private sources.
Responsible Department: Parks and Recreation and Community Development
O Encourage open and green spaces as part of any future infill developments.
Responsible Department: Community Development
Strategic Plan: Page 7
Beautify community infrastructure
improve
facilities.
Recreation, and General
Master Plan.
Develop a plan for the use of available funds, including redevelopment bond
proceeds, for new construction and significant renovation projects.
Responsible Departments: Community Development and Finance
Study redevelopment bond capacity for potential bond issuance.
Responsible Departments: Finance and Community Development
Apply for grant funds from federal and state agencies, as well as private sources.
Responsible Departments: Parks and Recreation, Public Works, and Community Development
Preserve historical, cultural, and natural resources.
Improve access to the biking and hiking trails along the Rio Hondo River and
Whittier Narrows to increase public awareness and use of these resources.
Responsible Departments: Parks and Recreation and Public Works
Develop and implement a Dinsmoor House Preservation Plan.
Responsible Department: Parks and Recreation
Explore parks development impact fees for residential and commercial projects
(including telecommunication towers).
Responsible Departments: Parks and Recreation, Community Development, and Finance
Support the Savannah Cemetery's efforts to achieve state or federal historic
Responsible Departments: Parks and Recreation
Initiate an update of Rosemead's Historical Sketchbook from 1984 to present
Responsible Departments: Administration
7: Develop a downtown Rosemead specific plan.
Form a subcommittee with representation from the City Council and the Planning
Commission to work with staff on drafting the downtown specific plan.
Responsible Department: Community Development
Strategic Plan: Page 8
FLOSE
~~4
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D
Enhance public
of life.
Strategy 8: Take proactive measures to prevent crime, promote safety, and improve
public perceptions of Rosemead.
Action Items:
O
Continually improve rapid graffiti removal response times and responsiveness.
Responsible Department: Public Works
O
Utilize special resources for gang enforcement and prevention.
Responsible Department: Public Safety
O
Foster school relationships for the enhancement of prevention programs.
Responsible Departments: Public Safety and Parks and. Recreation
o
Facilitate the elimination or avoidance of undesirable business uses along the
City's primary commercial corridors.
Responsible Department: Community Development
O
Issue press releases and various media campaigns touting reductions in
crime, community oriented police programs, and community achievements.
Responsible Department: Administration
O
Develop a neighborhood "traffic management" program with a "tool box" of traffic
calming options.
Responsible Department: Public Works
O
Seek grant funds for sidewalk construction.
Responsible Department: Public Works and Community Development
O
Take measures to ensure high level of customer service by staff members and
contract service providers.
Responsible Department: All
Strategy 9: Increase community involvement in public safety programs through
volunteer community service opportunities.
Action Items:
O Create a Public Safety Connections Committee under the leadership of the
Sheriffs Department that includes representatives from the City Council, school
districts, Parks and Recreation Department, and various faith-based organizations
to:
• Provide information and support to parents;
• Combat alcohol and drug abuse; and
• Suppress graffiti and gang activity.
Responsible Department: Public Safety
O Develop a Community Emergency Response Team (CERT).
Responsible Department: Public Safety
o Combine the Sheriffs Citizens Academy with the Rosemead's Citizens Academy.
Responsible Departments: Public Safety and Administration
Strategic Plan: Page 9
00=5
Enhance public safety and
of life. (continued)
Strategy 10: Increase the City's level of Emergency Preparedness.
Action Items:
O Finalize the EOC action plan.
Responsible Department: Public Safety
O Ensure facilities are equipped with supplies and resources and provide related training
for staff.
Responsible Departments: Public Safety and Parks and Recreation
O Educate the public on emergency preparedness.
Responsible Department: Public Safety
O Complete the City's DMA2K plan as required by the Disaster Mitigation Act of
2000.
Responsible Department: Public Safety and Administration
O Ensure sufficient emergency generator capacity at city facilities.
Responsible Department: Public Works
Strategy 11: Enhance programs, services, and special events that foster a sense of
community among residents and businesses.
Action Items:
O Expand community wide events with activities that incorporate Rosemead's
diversity.
Responsible Department: Parks and Recreation
O Expand classes and activities that incorporate cultural and ethnic activities to the
broader population.
Responsible Department: Parks and Recreation
O Development of a community computer lab.
Responsible Department: Parks and Recreation
O Increase public participation in special events such as the 4th of July Parade/
celebration, concerts in the park, Lunar New Year celebration, etc.
Responsible Department: Parks and Recreation
O Work with transportation agencies (i.e. Foothill Transit, Rosemead Explorer and
MTA) to improve north-south and Valley Boulevard bus routes and links to Metrolink.
Responsible Department: Public Works
O Train staff at the community centers to disseminate information and respond to
citizen inquiries on mass transit.
Responsible Department: Parks and Recreation
Strategic Plan: Page 10
Omni
viability with
Strategy 12: Support and advocate state legislation that will prevent additional
state "take aways."
Action Items
O Dialogue and collaborate with state legislators and support organizations
i.e., League of California cities, California Contract Cities Association, California
Redevelopment Association, etc. and the City's lobbyist to support state legislative
actions and policies to protect the financial interests of cities.
Responsible Department: Administration
O Encourage legislation to extend and protect redevelopment.
Responsible Department: Administration
O Educate the community about legislation and state policy actions that are
detrimental to the City through information in the City's newsletters, website,
legislative forums, etc.
Responsible Department: Administration
Strategy 13: Monitor and control revenues and expenditures.
Action Items:
o Provide the City Council with quarterly budget status reports.
Responsible Department: Finance
O Regularly review each department's staffing level in an effort to "right-size" them
with available resources.
Responsible Department: Administration
O Ensure contracts are current and rates being charged are competitive and
appropriate.
Responsible Department: All
O Evaluate green technologies and products that will reduce or stabilize on going
expenditures, including more aggressive use of electronic communications with the
citizenry.
Responsible Department: Public Works and Administration
o Ensure department managers review and manage their individual budgets by
studying the monthly expenditure/revenue reports and hold them accountable for
year-end results.
Responsible Departments: Administration and Finance
O Ensure that any new programs or funding requests are supported by an identifiable
ongoing funding source.
Responsible Department: All
O Analyze revenues to appropriately optimize returns and verify all eligible funds are
received.
Responsible Department: Finance
Strategic Plan: Page I I
balanced budgets and prudent reserves.
Ensure the City's financial viability with
O"ma balanced budgets and prudent reserves.
(continued)
Strategy 14: Review and evaluate potential new revenue sources and appropriate cost
recovery opportunities.
Action Items:
o Explore a commercial solid waste franchise fee.
Responsible Departments: Public Works and Administration
O Update the Business License fee schedule.
Responsible Department: Finance
O Annually review and update the Comprehensive Fee Resolution.
Responsible Department: Finance
O Seek grant opportunities.
Responsible Departments: Community Development, Parks and Recreation, Public
Works, and Public Safety
O Pursue partnership opportunities with other public and private entities.
Responsible Department: All
Strategy 15: Increase revenues to the general fund from sales tax and transient occu-
pancy tax (TOT).
Action items:
O Facilitate commercial development of the former auto auction property on
Garvey Ave.
Responsible Department: Community Development
O Process building approvals for the Fresh & Easy project on Valley Blvd. and
Rosemead Blvd.
Responsible Department: Community Development
O Explore redevelopment of the Glendon Hotel site.
Responsible Department: Community Development
O Complete the General Plan amendment process and update the zoning code
to designate key areas (nodes) for mixed-use developments.
Responsible Department: Community Development
O Pursue new opportunities to enhance the City's sales tax base.
Responsible Department: Community Development
The Strategic Plan will be updated every two years and integrated into the City's operations and processes, including
the Budget and performance evaluations. The Strategic Plan will provide guidance for, and be consistent with, other
master plans, i.e., General Plan and the Parks, Recreation, and General Facilities Master Plan.
Strategic Plan: Page 12
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