HomeMy Public PortalAbout7.F. Closeout Report on Two-Year Work Plan Items (FY 11-12 and 12-13) OCRDATE:
TO:
FROM:
MANAGEMENT SERVICES DEPARTMENT
MEMORANDUM
November 19, 20 13
The Honorable City Council
Jose E. Pulido, City Managercf
By: Brian Haworth, Assistant to the City Manager I
Economic Development Manager
AGENDA
ITEM 7.F.
SUBJECT: CLOSEOUT REPORT ON TWO-YEAR WORK PLAN ITEMS
(FY 2011-12 AND 2012-13)
RECOMMENDATION:
It is recommended that the City Council receive and file this closeout report on Two-Year
Work Plan items, which includes the 2013 Second Quarter progress report (i.e., April
through June).
BACKGROUND:
1. On May 8, 2010, during a Special Goal Setting Session to address organizational
needs, the City Council (Council) affirmed a strong commitment to elevate City Hall
from a status quo to high performing organization.
2. On April 28, 2011, as a part of ongoing efforts to transition City operations to high-
performing, the Council conducted its first in a series of strategic planning study
sessions to assess the current status of the City organization, and develop policy-
level objectives for the following two fiscal years (i.e ., 2011-12 and 2012-13). Staff
collaborated on the Two-Year Work Plan (Work Plan)-a list of numerous initiatives
geared toward improving City Hall efficiency and increasing levels of service to the
community-with each item advancing one or more of eight identified Council goals:
• Vision and Long-Range Planning • Sound Fiscal Policy
• Public Health and Safety • Sustainable Infrastructure
• Economic Development • Basic City Services
• Citizen Education/Communication • Quality of Life
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November 19, 2013
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3. On September 4, 2012, staff presented Council the Fiscal Year (FY) 2011-12
closeout report, memorializing first-year Work Plan achievements. Council also
directed staff to provide regular progress reports as a means to publicize Work Plan
updates.
4. On October 16, 2012, staff presented Council with the 2012 Third Quarter (i.e., July
through September) progress report on Work Plan items. Accomplishments cited
included four completed projects, 68 projects underway, 31 projects not yet started,
and six projects canceled or under reassessment.
5. On May 21, 2013, staff presented Council with the 2012 Fourth Quarter (i.e., October
through December) and 2013 First Quarter (i.e., January through March) progress
reports on Work Plan items. Accomplishments cited included 23 completed projects,
64 projects underway, 23 projects not yet started, and five projects canceled or under
reassessment.1
ANALYSIS:
The Work Plan provides a roadmap outlining how the City will advance the eight
established Council goals over FY 2011-12 and FY 2012-13. By identifying individual
initiatives, and matching them with corresponding timelines and performance metrics,
the Work Plan serves as an accountability tool to keep staff on track toward progress.
Furthermore, the user-friendly document clearly describes City developments, and
promotes government transparency and civic engagement.
Key Accomplishments
From a "big picture" perspective, many Work Plan items were critical-need projects-
many "firsts" for the City-geared toward establishing a framework to facilitate the
strategic implementation of Council goals. For instance, the adoption of new property
maintenance regulations, carried out by the Focus Area Systematic Enforcement
Program (FASE), supported Council initiatives to improve quality of life and public
safety, resulting in a 75% compliance rate amongst property owners. FASE's innovative
citizen education model boosts property values, and furthers economic development
and civic engagement goals.
Another "first" for the City is the Art in Public Places Program, established as an
economic development and quality of life driver to promote cultural "placemaking" and
aesthetically enhance public spaces. Still in its infancy, the program is making way for
31 Rosemead Boulevard public art installations that will be strategically located along
the corridor to attract consumer attention to local businesses, and encourage cultural
1 Project scope modifications altered the number of Work Plan items from 109 to 115 for the May 21,
2013 report, and 113 for this closeout report.
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November 19, 2013
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tourism for pedestrians and cyclists. The initiative also calls for the establishment of
long-range cultural planning to foster sustainable arts infrastructure and programming
for future generations.
In addition to these new programs, the Work Plan also facilitated the completion of five
planning studies. For example, the now adopted Traffic Calming Master Plan and
Bicycle Master Plan informs staff in the development of new projects and programs
aimed at positioning the City's growth for the next decade. These initiatives were
furthered with successfully secured grant awards, including $432,000 for Safe Routes to
School pedestrian enhancements near nine local schools, as well as $922,000 for
nearly 15 miles of new bike lanes. Not only do these improvements promote public
safety, but combined with the Parks and Open Space Master Plan underway, they also
provide sustainable infrastructure and support quality of life. In response to public
demand for alternative transportation options and recreational facilities, the new bike
lanes, pedestrian amenities and open spaces provide opportunities for residents to
enjoy healthy, active lifestyles in their own neighborhoods.
As the City continues integrating such "complete streets" into its transportation system,
significant progress has been made on two major projects-Rosemead Boulevard,
expected for completion in spring 2014; and Las Tunas Drive, which has been approved
for $6.9 million in transportation grants. In addition to multi-modal transportation
facilities-bicycle and pedestrian amenities, traffic safety components and transit
enhancements-both projects also feature public art and outdoor dining opportunities,
expected to reenergize the local economy.
Infrastructure improvements also include internal organizational changes and new
technologies that significantly enhanced operations and customer service at City Hall.
For example, software improvements to the City's accounting system resulted in greater
financial transparency and staff efficiency, while digitizing forms improved customer
service and convenience. The upcoming new City website also enhances customer
services, and adds to the Council's Citizen Education/Communications goal by
empowering residents of all technological skill levels to virtually access City Hall
services and information 24/7. The website's new interface will feature user-friendly e-
tools intuitively organized for easy downloading and viewing of City information whether
on screen, tablet or smart phone.
As the City continues in its commitment to high-performance operations, citizen
education and engagement has become increasingly important to inform residents of
ongoing developments that allows them to participate in the government process. As
such, public information has become a core service, and the establishment of a
communications program is promoting government transparency and civic involvement
through tools such as social media, Connect Magazine and Citizen's Academy. So far,
informing residents and collaborating with the public has earned Temple City regional,
state and national recognition, with nine awards received to date for excellence in
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November 19, 2013
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planning, public information, finance and code enforcement. Toward sustaining high-
performance, below is list of 40 other noteworthy accomplishments completed over the
past two fiscal years, categorized by Work Plan goals.
Vision and Long-Range Planning
• Launched the Strategic Plan to prioritize and program recommendations from
recent planning studies.
• Initiated the General Plan process, which establishes both vision and policies
to guide the physical development of Temple City through 2050.
• Finalized the Route 19 Specific Plan scope that explores new land uses to
increase economic development opportunities around Las Tunas/Rosemead.
• Completed the 2008-14 Housing Element Update, allowing the City to now
pursue grant funding for identified housing projects and programs.
• Kicked off the Zoning Code Update; the final product will simplify language that
makes the ordinance clear, concise and easy to use for property owners.
Public Health and Safety
• Installed more than 100 ADA-compliant curb ramps to significantly improve
pedestrian accessibility for those with limited mobility.
• Enacted provisions of the County's Title 10 animal control regulations, which
enforce new vaccination, licensing and identification requirements.
• Restructured the Neighborhood Watch Program to increase engagement;
participation has increased from four or five, to 60-plus residents per meeting.
• Updated the City's 1996 emergency preparedness plan, which identifies
available resources and ensures response compliance with federal mandates.
• Adopted a second-hand smoke control ordinance that designates citywide
smoke-free locations, including outdoor public places.
Economic Development/Redevelopment
• Facilitated development permits and tenant attraction for the $20 million
Gateway Project, now under construction and scheduled to open in 2015.
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November 19, 2013
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• Completed a first draft of the City's five-year economic development strategy,
which identifies realistic and market-driven goals for implementation.
• Purchased the former mortuary site and opened negotiations to acquire 5922
Primrose Ave. for downtown parking and site assemblage needs.
• Conducted financial analyses and amended planning regulations that support
redevelopment of the former Alpha Beta site into a vibrant mixed-use project.
• Prepared a development agreement for the Olson Project, which provides 74
new housing units at the former Lower Azusa Road lumberyard site.
Citizen Education/Communication
• Reintroduced Citizen's Academy, a signature program that educates and
engages community members on City Hall processes and platforms.
• Launched AM 1690, a City radio station that broadcasts traffic information,
roadway construction advisories and public announcements.
• Instilled the State of the City address, an annual community presentation that
informs of the City's past year accomplishments and plans for the future.
• Solidified relationships with local media-including the Chinese press-to
positively promote and build awareness of City programs, events and issues.
• Formalized an amortization agreement that allows for a new LED billboard on
Rosemead Boulevard, and which provides partial City use for civic notifications.
Sound Fiscal Policy
•
•
•
•
Established the General Fund Reserve Ordinance, which sets regulations for
use of the City's $21.7 million reserve.
Revised investment policies to capture a higher rate of return, without
jeopardizing safety of the City's $28 million portfolio.
Initiated performance based budgeting, which aligns limited resources with
community priorities to provide sound basis for long-term funding decisions.
Continued to receive unqualified (i.e., "clean") audit findings on the City's
financial reporting via enhanced fiscal controls and checks and balances.
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November 19, 2013
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• Navigated complex and prescribed processes to secure $2.2 million in former
redevelopment agency bond proceeds for infrastructure and housing needs.
Sustainable Infrastructure -------·--------------------~----. ----···-----. -~----------
• Completed a draft pavement management study that assesses the condition of
all city streets and programs annual funding for repairs.
• Expanded duties of the Parks and Recreation Commission to include matters
involving care and maintenance of the City's $17.4 million urban forest.
• Reinstituted a four-year trim cycle for the City's 5,700 trees to promote proper
growth and maintenance.
o Finalized the Energy Efficiency Climate Action Plan that sets a framework and
funding model for how the community can reduce greenhouse gas emissions.
o Overhauled the City's personnel policies to further a motivated workforce
through clear performance expectations, and wellness and safety programs.
Basic City Services
o Deployed Spanish, Mandarin and Cantonese speaking volunteers at special
events and select City facilities to assist staff with community inquiries.
• Replaced the County with Transtech, a contracted engineering firm that has
reduced building plan checks from three to six weeks, to two to three days.
o Imposed standard operating procedures for public counters, and reorganized
City departments for greater efficiencies and enhanced customer service.
o Reviewed key service contracts annually for necessary scope amendments
that increase accountability through use of performance metrics.
• Launched the development of technologies that allow for internal case tracking
and external online service requests.
Quality of Life
• Introduced new recreational offerings to serve the growing Baby Boomer and
Asian populations, and to keep programming regionally competitive.
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November 19, 2013
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• Explored financing options for FY 2014 that increases street sweeping from
bi-weekly to weekly, and prohibits parking during street sweeping hours.
• Facilitated a public-private partnership that reinvents the Civic Center as a
community destination through new and enhanced public facilities.
• Developed route options for a proposed fixed-route trolley shuttle that better
links neighborhoods to local commercial areas and civic uses.
• Saw sustained growth in property tax revenue, affirming effectiveness of the
City and community's collaborative approach to neighborhood enhancement.
Attachment "A" provides a Work Plan closeout report, organized by department.
Accomplishments cited include 49 completed projects, 57 projects underway, and seven
projects not yet started or canceled.
CONCLUSION:
The closeout report recognizes Council and staff's combined efforts over the past two
years of transitioning City Hall from a status quo to high performing organization.
Projects identified as underway will be completed by June 30, 2013 with exception to
longer-term initiatives like planning studies, which may take more than a year to
complete. Furthermore, any projects not yet started or canceled will be discussed and
assessed for consideration as part of the FY 2014-15 City Budget preparation process.
FISCAL IMPACT:
This item does not have an impact on the FY 2013-14 adopted City Budget.
ATTACHMENT:
A. Closeout Report