HomeMy Public PortalAbout17) 9D FY 2011-12 Work Plan AccomplishmentsCity Council
September 4, 2012
Page 2 of 4
Public Health and Safety Addresses a variety of issues ranging from law
enforcement and emergency preparedness, to the provision of adequate safety
amenities.
Economic Development/Redevelopment Represents a new effort and
commitment to defining and developing a Temple City-specific economic
development plan for long-term prosperity.
Citizen Education/Communication Deploys new technologies and expands
existing outreach platforms to advance public education and engagement
Sound Fiscal Policy Optimizes spending and government accounting
procedures toward increased transparency and fiscal responsibility.
Sustainable Infrastructure Rejuvenates and renews City's aging stock of
physical assets for long-term community use over the next 50 years.
Basic City Services Reevaluates current level of service to identify and address
areas of shifting community demands or needs.
Quality of Life Focuses on initiatives to enhance neighborhood life and
community livability.
3. Over the past several weeks, staff has put together a list summarizing the FY 2011-12
Work Plan achievements. This account publicizes to the Council and community the
status of current City developments, and also serves as a benchmark informing staff of
scheduling adjustments that may be necessary toward completing remaining Work
Plan items over the course of FY 2012-13.
ANALYSIS:
The Two-Year Work Plan (i.e., Work Plan) essentially provides a roadmap delineating
how the City should go about advancing 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 that keeps staff on the path of steady progress. Furthermore, by
providing the public a user-friendly means of following City developments, it also
promotes government transparency and civic engagement
Attachment "A" includes a list of first-year accomplishments organized by department
While providing an account of key achievements over the last year, it is by no means
comprehensive of all projects and activities undertaken by staff. Along with other daily
tasks and activities, unforeseen setbacks in FY 2011-12-including last November's
City Council
September 4, 2012
Page 3 of 4
windstorm and cleanup, and dissolution of the City's former redevelopment agency
earlier this year-necessitated immediate staff attention, in some instances delaying the
Work Plan schedule. Nonetheless, many initiatives were completed and a selection of
highlights is outlined below:
Vision and Long-Range Planning
• Finalized the City's first-ever Bicycle Master Plan that proposes 29 miles of
bikeways to be installed over the next 1 0 years.
• Completed the City's first-ever historic resources survey that identifies a
community stock of 96 landmarks for potential preservation.
Public Health and Safety
• Updated the City's 1996 emergency preparedness plan, which identifies
resources available in the event of an emergency and ensures response
compliance with current state and federal regulations.
• Restructured the Neighborhood Watch Program to increase engagement;
participation has since gone up from four or five, to 60-plus residents per
meeting.
Economic Development/Redevelopment
• Processed development entitlements allowing the Gateway Project begin
work on relocating underground utilities (Le., storm, water and sewer).
• Established an Economic Development Ordinance that creates a new
funding mechanism to package economic development projects.
Citizen Education/Communication
• Launched the award-winning Temple City Connect magazine, providing
locals with a quarterly review of City developments and community life.
• Initiated the City's first-ever Citizen's Academy leadership program to
educate and engage with community members on City Hall processes.
Sound Fiscal Policy
• Established the General Fund Reserve Ordinance, which sets regulations for
use of the City's $21.7 million reserve.
• Revised the Investment Policy to capture a higher rate of return, without
jeopardizing the safety of the City's $37 plus million portfolio. ·
Sustainable Infrastructure
• Moved forward with the multimodal Rosemead Boulevard Enhancement
Project, set to break ground in October.
• Reinstituted a four-year trim cycle for the City's 5,700 trees to promote
proper growth and maintenance.
City Council
September 4, 2012
Page 4 of 4
Basic City Services
• Merged City divisions and functions for greater efficiency and enhanced
customer service.
• Continued reevaluation of existing recreational programs and offerings to
ensure consistency with community need and demand.
Quality of lite
• Launched the Focus Area Systematic Enforcement (FASE) Program to
preserve neighborhood aesthetics and enhance community livability.
• Crafted a Public Arts Ordinance that establishes a Public Art Commission, as
well as a funding mechanism for future art installations within the city.
A more comprehensive and annotated list is provided in Attachment "B."
CONCLUSION:
Filing the FY 2011-12 Work Plan Close-Out Report both recognizes and memorializes
the City Council and staff's combined efforts in transitioning the City organization to a
high-performance operation; while publicizing regular status updates promotes
government accountability and transparency.
FISCAL IMPACT:
None.
A TT ACHMENT(S):
A. FY 2011-12 Work Plan Close-Out Report
B. FY 2011-12 Key Citywide Accomplishments
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Administrative
Services
Department
COUNCIL
GOALS
(4/28/2011)PRIORITY
RANKING LEGEND RESOURCES
1:
Vision
and
Long
Range
Planning 5:
Economic
Development/Redevelopment A:
Must
be
done.L:
Project
lead GF:
General
Fund
FTE:
Full-‐time
staff
equivalency.
2:
Sustainable
Infrastructure 6:
Citizen
Education/Communications B:
Should
be
done.O:
Project
oversight CRA:
Redevelop.
Agency
3:
Public
Health
and
Safety 7:
Quality
of
Life C:
May
be
done.S:
Project
support CAP:
Capital
Funds
4:
Basic
City
Services 8:
Sound
Fiscal
Policy/Programs GRT:
Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COMPLETED,
CARRIED
OVER,
EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME STAFFPRIORITY REQUESTED
RESOURCES
1,8 Staff
Training Invest
in
staff
continual
training
in
order
to
keep
up
to
date
with
financial
reporting
and
regulartory
requirements
and
ongoing
legislations.
When
training
programs
are
available
Up
to
date
knowledge
will
lead
to
more
efficiency
at
work
Quarterly
seminars/meetings
B Training
is
required
due
to
additional
duties
reassigned
to
current
staff.
Ma,
Johnson,
Zamora
(GF)2011
-‐
2013
Combined
with
Financial
Upgrade
2,8 Fixed
Assets Deletion
of
obselete
assets,
inventory
and
tagging
if
fixed
assets.
Depreciation
is
calculated
and
report
to
auditors
annually.
Jun-‐11 Up
to
date
depreciation
list.Yearly B Zamora,
Johnson TBD 2011
-‐
2013
Done
will
update
by
August
3rd
1,8 Accessible
Forms Creating/convertin
forms
and
making
them
accessible
to
staff
and
vendors
via
website
or
e-‐mail
in
order
to
expedite
the
processing
of
paperwork.
Nov-‐11 5
Months A Zamora,
Johnson
2012-‐13
Goal
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Community
Development
Department
COUNCIL
GOALS
(4/28/2011)PRIORITY
RANKING LEGEND RESOURCES
1:
Vision
and
Long
Range
Planning 5:
Economic
Development/Redevelopment A:
Must
be
done.L:
Project
lead GF:
General
Fund
2:
Sustainable
Infrastructure 6:
Citizen
Education/Communications B:
Should
be
done.O:
Project
oversight CRA:
Redevelop.
Agency
3:
Public
Health
and
Safety 7:
Quality
of
Life C:
May
be
done.S:
Project
support CAP:
Capital
Funds
4:
Basic
City
Services 8:
Sound
Fiscal
Policy/Programs GRT:
Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
PLANNING,
BUILDING,
HOUSING
2,3,5,7 Housing
Improvement
Programs
and
other
CDBG
funded
programs
or
projects.
Analyze
the
CDBG/CRA
funded
programs
and
establish
an
annual
funding
plan.
Address
annual
audit
findings.
Address
CRA
affordability
requirements.
Explore
shifting
CDBG
monies
toward
other
city
programs
or
future
long
term
developments
such
as
pocket
parks
.
Utilize
consultant
assistance.
June
2011
-‐
Initiate
research
process
for
CRA
funding,
revise
internal
filing
procedures,
amend
Housing
Guidelines.
June
2011
-‐
Issue
RFP.
July
2011
-‐
Evaluate
proposals.
August
2011
-‐
Interview
consultants
September
2011
-‐
Award
contract
September
2011
-‐
Use
revised
Housing
Guidelines
and
consultant
to
resume
Housing
programs.
1.
Issue
RFP
2.
Decisions
and
criteria
for
funding
projects.
3.
Updated
and
Improved
Guidelines.
1.
Projects
Completed.
2.
Improved
Property
Values.
3.
Program
administration
improvements.
A Efficiently
use
CDBG
and
CRA
Housing
funds
to
help
as
many
homeowners
as
possible.
Meet
City
Council
goals
for
housing
and
quality
of
life
improvements.
Pulido
(O)
Masura
(O)
Gulick
(L)
0 $150,000
(CRA)
$256,361
(CDBG)
FY
2010-‐2011
FY
2011-‐2012
per
Community
Development
Commission
These
numbers
are
based
on
current
budget
and
proposed
CDBG
allocation
for
FY
2011-‐2012.
Completed
2,3,5,7 Brush
with
Kindness
-‐
CRA
funded
home
rehabilitation
grant
program
Determine
feasibility
of
the
continuation
of
the
fund
Brush
With
Kindness
Home
Rehabilitation
program
which
is
funded
with
CRA
funds.
May
to
June
2011
-‐
Initiate
Research
Process
for
CRA
funding.
July
2011
-‐
Continue
to
fund
program
for
FY
2011-‐2013
or
find
alternative
funding
sources
for
the
program.
1.
Continue
funding
the
program
with
$50,000
of
CRA
monies
annually,
find
alternate
funding
source,
or
shelve
the
program.
1.
Projects
Completed.
2.
Improved
Property
Values.
A Efficiently
use
CRA
or
other
types
of
eligible
funds
to
help
as
many
homeowners
as
possible.
Meet
City
Council
goals
for
housing
and
quality
of
life
improvements.
Masura
(O)
Gulick
(L)
0 $50,000
(CRA)FY
2011-‐2012 Proposed
to
continue
funding
the
same
amount
as
current
FY,
subject
to
CRA
approval.
TBD
or
delete,
pending
Council
direction
1,3,4,6 Develop
an
"in
house"
Administrative
Section
of
the
Building
Code
Develop
an
Administrative
section
of
the
Building
Code
to
adopt
our
own
rules
and
regulations
for
Building,
and
our
own
fees
and
fines
which
could
be
changed
by
City
Council
action
anytime.
January
2012
-‐
Start
the
research
process
January
2013
-‐
Bring
new
Administrative
Code
Section
fully
online
1.
Allows
City
to
adopt
own
rules
and
regs,
everything
from
fees
to
stop
work
orders,
to
Cert.
of
Occupancy
regulations
and
our
own
fees
and
fines
which
could
be
evaluated
by
the
City
Council
at
will.
1.
Once
implemented
by
January
2013
this
project
is
complete
B Provides
increased
revenues,
increases
compatibility
with
Community
Preservation
Division
for
enforcement.
Masura
(O)
Sahagun
(S)
Robles
(S)
Transtech
(L)
0 $6,000
FY
2012-‐2013 For
City
Attorney
review
TBD,
to
discuss
with
Transtech
1,3,4,7 Transition
from
LA
County
Services
to
a
Contract
Building
Official
and
Contract
Building
Plan
Check
services
for
expediency
Hiring
a
contract
Building
Official
would
mean
that
LA
County
is
no
longer
our
Building
Official.
A
contract
Building
Official
could
be
someone
hired
on
an
"as-‐needed"
basis.
Contract
all
of
the
Building
Plan
Check
services
to
a
private
entity
in
lieu
of
the
County.
January
2012
-‐
Begin
evaluation
June
2012
-‐
Issue
RFP.
September
2012
-‐
Evaluate
proposals.
October
2012
-‐
Interview
consultants
January
2013
-‐
Award
contract
1.
Issue
RFP
2.
Hire
Contract
Building
Official
3.
Hire
contractor
to
provide
Building
plan
check
services.
1.
Improved
customer
service.
2.
Improved
problem
solving.
3.
Significantly
faster
service.
B Hiring
a
contract
Building
Official
would
mean
that
LA
County
is
no
longer
our
"Building
Official".
This
person
could
be
hired
on
an
"as-‐
needed"
basis.
The
Building
Official
can
perform
some
minor
plan
checks
over
the
counter,
increasing
customer
service.
Masura
(O)
Robles
(S)
Pan
(S)
0 $0
FY
2012-‐2013 Both
the
Building
Official
and
Building
Plan
Check
services
will
be
cost
neutral.
Completed
1,3,5,7 Revise
In
lieu
parking
fee
Ordinance Revision
of
this
ordinance
ensures
that
adequate
fees
are
taken
in
to
accommodate
intensified
commercial
development,
especially
along
the
Las
Tunas
Drive
corridor.
The
existing
in
lieu
parking
fee
Ordinance
lacks
justification
for
the
amount
charged
to
each
user
January
2012-‐
Review
consultant's
Downtown
Parking
Study,
gather
consultant
recommendations.
July
2012-‐
Adopt
new
In
Lieu
Fee
Ordinance
based
on
consultant
input
Adoption
of
a
complete
and
up
to
date
Ordinance
which
is
legally
defensible
1.
Increased
revenue
can
be
used
to
improve
downtown
parking,
i.e.
build
parking
lots/structures,
upgrade
existing
lots,
install
parking
control
measures.
B Ordinance
will
be
adopted
based
on
parking
consultant's
findings
shortly
after
those
findings
are
published.
Masura
(O)
Liu
(L)
Gulick
(S)
0 $6,000
FY
2012-‐2013 For
City
Attorney
review
To
be
done
as
part
of
downtown
parking
plan
REQUESTED
RESOURCES COMPLETED,
CARRIED
OVER,
EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Community
Development
Department
COUNCIL
GOALS
(4/28/2011)PRIORITY
RANKING LEGEND RESOURCES
1:
Vision
and
Long
Range
Planning 5:
Economic
Development/Redevelopment A:
Must
be
done.L:
Project
lead GF:
General
Fund
2:
Sustainable
Infrastructure 6:
Citizen
Education/Communications B:
Should
be
done.O:
Project
oversight CRA:
Redevelop.
Agency
3:
Public
Health
and
Safety 7:
Quality
of
Life C:
May
be
done.S:
Project
support CAP:
Capital
Funds
4:
Basic
City
Services 8:
Sound
Fiscal
Policy/Programs GRT:
Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COMMUNITY
PRESERVATION
1,
3,
4,
5,
6,
7
Property
Maintenance
Code
Amendments
Establish
clearer
language
that
defines
what
is
a
public
nuisance
and
therefore
a
violation
of
city
code;
administrative
procedures
to
be
used
by
the
city
to
abate
a
public
nuisance
condition;
an
appeal
process;
and,
the
identification
and
recovery
of
costs/fees
associated
with
the
abatement
of
a
public
nuisance.
December
2011-‐
Draft
language
amending
and
deleting
provisions
of
the
code.
March
2012-‐
Prepare
draft
of
property
maintenance
regulations.
June
2012-‐
Seek
City
Council
Approval
to
codify
recommended
code
amendments
into
the
code.
Recommendation
and
final
code
amendment
language.
1.
#
of
existing
code
deficiencies
2.
#
of
code
revisions
3.
#
of
new
codes
A 1.
Time
requirements
2.
Integration
with
eLMS
3.
Liability
4.
Put
"teeth"
into
the
code
Sahagun
(L)
City
Prosecutor
(S)
Masura
(O)
0 $6,000
(GF)2011-‐2012 For
City
Prosecutor
legal
advice
Completed
1,
4,
7,
8 Administrative
Penalty
&
Municipal
Bail
Schedule
Sets
the
process
for
administrative
citations
&
fines
to
create
resource
for
compliance.
September
2011-‐Prepare
draft
of
Administrative
Penalty
Procedure
to
be
amended
into
the
TCMC.
December
2011-‐
Prepare
draft
of
Administrative
Bail
Schedule
to
be
amended
into
the
TCMC.
March
2012-‐
Finalize
and
seek
City
Council
Approval
to
approve
the
Administrative
Penalty
Procedure
and
Bail
schedule
into
the
TCMC.
1.
Bail
schedule
2.
Administrative
procedures
3.
Increased
compliance
1.
#
of
sub-‐standard
recordings
2.
#
of
fines
collected
3.
#
of
increased
voluntary
compliance
A 1.
Time
requirements
2.
Integration
with
eLMS
3.
Liability
4.
Put
"teeth"
into
the
code
Sahagun
(L)
City
Prosecutor
(S)
Masura
(O)
0 $6,000
(GF)2011-‐2012 For
City
Prosecutor
legal
advice
To
be
completed
by
September
18th
REQUESTED
RESOURCES COMPLETED,
CARRIED
OVER,
EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Community
Development
Department
1,
3,
4,
6,
7,
8
Community
Preservation
Reorganization
and
Additional
Staff
Allocation
Reorganize
the
existing
structure
and
scope
of
enforcement
within
the
Community
Preservation
(CP)
Division
to
include
additional/increased
enforcement,
the
hiring
of
a
part-‐time
Community
Preservation
Officer
(CPO),
possible
reallocation
of
additional
divisions
to
fall
under
CP
oversight,
and
additional
clerical
staff
(reallocation
of
existing
receptionist
position
to
Customer
Service
Representative).
July
2011-‐
Begin,
conduct,
and
finalize
the
recruitment
process
of
a
part-‐time
CPO
and
reassign
duties
of
an
existing
receptionist
position
to
Community
Preservation.
September
2011-‐
Finalize
the
reassignment
of
duties
for
the
existing
receptionist
position.
July
2012-‐
Begin,
conduct,
and
finalize
the
recruitment
process
of
a
Senior
CPO
and
full-‐time
CPO.
1.
Part-‐time
CPO
(FY
11-‐12)
2.
CPO
clerical
support
staff
3.
Senior
CPO
(FY
12-‐13)
4.
Assistance
with
development
and
implementation
of
eLMS.
5.
Assist
with
other
proposed
enhancements
to
CP
(such
as
community
outreach).
1.
Increased
enforcement
2.
Increased
fines
3.
Increased
CPO
field
presence
4.
Increased
division
efficiency.
5.
Improved
public
information.
6.
Improved
customer
service.
A To
further
streamline
the
enforcement
process
and
make
other
divisions
more
efficient.
Improve
overall
effectiveness,
compliance,
and
customer
service.
Sahagun
(L)
Masura
(O)
0 $0
2012-‐13 Part-‐time
and
Senior
CPO.
(Note:
Both
Part-‐time
and
Senior
CPO
positions
are
budgeted
as
part
of
the
current
FY
2011-‐2013
budget
and
a
major
portion
of
the
increase
in
costs
would
be
offset
by
the
projected
increase
in
fees
and
fines
associated
with
community
preservation.
The
addition
of
the
secretary
position
would
be
an
already
budgeted
expense
that
would
be
transferred
from
the
Management
Services
Division
to
the
Community
Preservation
Division).
Completed
1,
2,
5,
7 Shopping
Cart
Ordinance Require
grocery
stores
to
contain
shopping
carts
within
their
parking
lots
and
mandate
measures
such
as
magnetic
locking
devices
on
shopping
carts
for
stores
that
could
not
otherwise
prevent
the
removal
of
carts
by
customers.
Explore
options
to
provide
resources
that
allow
residents
to
walk
to
and
from
grocery
stores
without
having
to
use
store
shopping
carts.
September
2011
-‐
Draft
language
for
proposed
ordinance
and
refine
the
referral
process.
December
2011
-‐
Begin
outreach
to
affected
businesses
and
customers.
February
2012
-‐
Have
code
approved
by
City
Council
and
begin
enforcement
of
transient
carts
and
efforts
to
compel
the
installation
of
locking
devices
within
supermarket
parking
lots.
1.
Revised
referral
process.
2.
Approved
ordinance.
3.
Available
resources
to
residents.
1.
#
of
decreased
shopping
carts
on
city
streets
2.
#
of
alternative
means
of
getting
groceries
home
for
residents
3.
#
increased
response
times
for
shopping
cart
removal.
B Wheels
are
in
motion
to
move
forward
with
proposed
ordinance.
Continuing
to
see
an
increased
number
of
shopping
carts
even
with
pro-‐active
monitoring.
Sahagun
(L)
City
Prosecutor
(S)
0 $3,000
(GF)2011-‐2012 For
City
Prosecutor
legal
advice
Completed
1,
4,
5,
6,
8 Business
License
-‐
Enforcement,
Code
Revisions,
Commercial
Business
Occupancy
(CBO)
Requirements
Review,
revise
and
amend
the
code
for
business
licenses
by
working
in
conjunction
with
the
Building
&
Safety
and
Planning
Departments;
automate
processes
and
implement
an
enforcement
program
for
un-‐
captured
revenues.
September
2011-‐
Complete
analysis
of
code
and
process
deficiencies;
provide
recommendations.
October
2011-‐
Develop
implementation
program
including,
but
not
limited
to,
code
amendments
and
supplemental
enforcement,
standard
operating
procedures,
proactive
and
systematic
license
enforcement,
clarified
fee
structures,
and
technology
upgrades.
February
2012-‐
Formalize
recommendations
and
work
program
through
Council
and
City
Manager
approvals;
implement
approved
work
program
and
report
quarterly.
Streamlined
and
up-‐to-‐date
business
license
(code)
regulations,
new
business
license
application,
clarified
protocols
and
staff
expectations,
and
customer
service
survey.
1.
Efficiencies
through
amended
code
sections
and
internal
protocols.
2.
Average
survey
satisfaction
score
>85;
n=100
surveys/yr.
3.
Reduced
unlicensed/illegal
businesses.
4.
Improved
health
and
safety
of
commercial
building
and
property.
5.
Improved
compliance.
B Addresses
liabilities,
establishes
necessary
protocols,
enhances
revenues,
ensures
vibrant
business
corridors,
and
sets
customer
service
expectations.
Improved
license
compliance
and
cost
recovery.
Sahagun
(L)
Venters
(S)
Scott
(S)
Pan
(S)
Tran
(S)
Masura
(O)
Interns
(S)
0 $3,000
(GF)2011
-‐
2012 For
necessary
code
amendments
and
public
hearing
notices.
Completed
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Community
Development
Department
1, 2, 3, 4, 5,
6, 7 Implementation
of
Geographic
Information
System
(GIS)
Brings
local
government
data
to
life
with
interactive
customizable
maps
that
show
things
like
vacant
and
under
utilized
parcels,
locating
city
facilities
including
water
infrastructure
(e.g.,
water
gate
valves,
pumps,
meters,
reservoirs,
fire
hydrants,
etc.)
and
sewer
infrastructure
(e.g.,
manholes
and
cleanouts).
GIS
implementation
could
also
be
used
to
track
code
enforcement
violations
attributed
to
garage
conversions,
property
maintenance,
and
graffiti.
Additional
GIS
maps
include
zoning/specific
plan
area
maps,
land
use
maps,
redevelopment
project
area
maps
that
will
be
used
as
part
of
the
implementation
of
the
business
improvement
districts.
September
2011-‐
Collect,
"scrub",
and
format
all
SFR
data.
December
2011-‐
Collect,
"scrub",
and
format
all
commercial
parcel
data.
March
2012-‐
Collect
and
format
all
infrastructure
data
(street
lights,
sewer,
trees,
signals/signs...etc.
from
different
agencies.
September
2012-‐
Complete
initial
loading
phase
and
make
mapping
data
available
to
staff.
December
2012-‐
Merge
data
onto
resident
services
website
module.
March
2013-‐
Make
mapping
data
available
to
residents
via
city
website.
April
2013-‐
Present
strategy
for
future
upgrades
to
keep
program
viable
as
a
city
service.
Identify
upgrade
schedule,
maintain
data.
1.
Databases
2.
internal/external
websites
for
staff
and
community
and
integration
with
other
city
software
applications.
1.
#
of
maps
created
2.
#
of
databases
3.
#
of
staff
trained
4.
#
of
website
hits.
C We've
already
bought
the
program.
This
will
set
the
tone
for
technological
advancement
throughout
the
city.
This
is
an
industry
standard.
Sahagun
(L)
Gulick
(S)
Liu
(S)
Masura
(O)
Interns
(S)
Transtech
(L)
0 $6000
(GF)2012 Purchase
of
ESRI
ArcView
GIS
Software
(Note:
initial
software
purchase
is
6K,
additional
maintenance
fee
of
2k
per
year
will
be
required
every
year
after
2011-‐2012
FY).
Systems
completed;
website
availability
to
be
determined
pending
re-‐evaluation
of
IT
services
and
new
website;
Infrastructure
layers
to
be
added
as
developed;
coordinate
with
Transtech.
3,
4,
5,
6 Community
Outreach
-‐
Resource
Strategy
Develop
a
one-‐year
work
plan
that
executes
a
public
awareness
campaign
and
sets
community
standards
for
property
maintenance
and
other
compliance
issues
for
community
preservation
and
animal
control.
September
2011-‐
Have
work
plan
developed
and
identify
funding.
January
2012-‐
Implement
plan.
March
2012-‐
Provide
quarterly
finding.
1.
#
of
public
service
announcements
2.
#
of
available
offered
recourses
3.
#
of
ad
placements
&
PAE
4.
#
of
media
types
Increased
voluntary
compliance
C The
Outreach
Program
will
expedite
the
code
enforcement
process
by
setting
the
expectations
for
property/commercial
maintenance.
Thereby,
obtaining
increased
voluntary
compliance.
Sahagun
(L)
Haworth
(L)
Masura
(L)
Clerical
Staff
(S)
Pulido
(O)
Interns
(S)
0 TBD TBD Note:
Final
work
plan
will
have
associated
cost.
Numbers
will
be
provided
in
FY
mid-‐year
2011-‐2012
budget
update.
Completed
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Community
Development
Department
COUNCIL
GOALS
(4/28/2011)PRIORITY
RANKING LEGEND RESOURCES
1:
Vision
and
Long
Range
Planning 5:
Economic
Development/Redevelopment A:
Must
be
done.L:
Project
lead GF:
General
Fund
2:
Sustainable
Infrastructure 6:
Citizen
Education/Communications B:
Should
be
done.O:
Project
oversight CRA:
Redevelop.
Agency
3:
Public
Health
and
Safety 7:
Quality
of
Life C:
May
be
done.S:
Project
support CAP:
Capital
Funds
4:
Basic
City
Services 8:
Sound
Fiscal
Policy/Programs GRT:
Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
PUBLIC
SAFETY
/
MAINTENANCE
4, 7, 8 Contract
with
Data
Ticket
for
parking
citation
processing
Outsource parking citation data processing to increase revenues
collected from paid citations, to enhance customer service, and
to reallocate staff time to assist with other projects or programs.
June
2011- Presentation of
agreement to the City
Council for approval.
July
2011- Transfer data to the
new data system. August
2011-
Implement new parking
citation processing with Data
Ticket.
1.
Streamlined
parking
citation
data
system
2.
Electronic
parking
citation
data
entry
3.
Payment
for
parking
citations
available
by
phone
or
internet
1. Efficiency of
service
2. Cost per ticket
3. Cost recovery
per ticket
A Limited
staff
to
handle
parking
citation
data
entry.
To
enhance
customer
service
by
offering
citation
payments
online
or
over
the
phone.
B.
Ariizumi
(L)
Y.
Monroy
(S)
S.
Masura
(O)
0 Parking citation data
processing is budgeted as
part of the FY 2011-2013
budget and the cots for
data processing would be
offset by the revenues
collected on paid parking
citations.
Completed
4, 8 Expand
Court
Referral
Community
Service
(CRCS)
program
Court Referred Community Service is a collaboration with LA
Superior Court that matches clients to the City of Temple City to
enable them to complete their community service sentencing.
Volunteers who are convicted of an infraction, misdemeanor, or
felony, would complete their sentences doing menial and
laborious work within the City. During CRCS registration, clients
undergo thorough assessment to identify availability, skills,
physical limitations, and interest and are typically ordered to
work in the public works or public safety divisions.
July
2011- Contact
representatives at LA
Superior Court Alhambra
Branch.
September
2011- Develop
internal procedures and
protocols.
January
2012- Implement City
CRCS program.
1,
Additional
resources
to
increase
the
City's
volunteer
work
force.
1. Increased
participation in
CRCS program 2.
Increased
productivity and
completion of
public works or
public safety
projects.
A Adds
additional
resources
to
limited
staff.
B.
Ariizumi
(L)
R.
Sahagun
(L)
Y.
Monroy
(S)
S.
Masura
(O)
$10,000 (GF)2011-2012 To purchase safety
equipment, tools,
monitoring equipment for
particpants in the program.
Completed
3, 4, 6, 8 Develop
a
strategy
for
dog
license
canvassing Develop a plan to proactively locate dogs within the City that do
not have a current dog license. License canvassing data will be
intergrated with eLMS.
September
2011-‐
Review
existing
license
data
and
develop
plan
for
city
wide
coverage.
October
2011-‐
Establish
internal
protocols.
November
2011-‐
Formalize
plan
and
begin
implementation.
1.
A
more
efficient
database
identifying
dog
owners
in
the
City
2.
Integrated
with
eLMS
3.
Maps
showing
canvassed
locations
4.
Time
frame
to
complete
canvassing
1. Higher level of
compliance for dog
licensing
requirements
A To
ensure
residents
are
complying
with
City
and
State
regulations.
B.
Blair
(L)
Y.
Monroy
(S)
B.
Ariizumi
(O)
S.
Masura
(O)
0 License canvassing to be
performed by existing staff
and could result in an
increase in fee revenue.
Completed; pending
decision by council on
new animal services
1, 3, 4, 7 Amendment
of
the
Code
-‐
Animal
Control
Regulations
Adopt Title 10 Regulations of the Los Angeles County Code
(LACC) by reference. The current Animal Control Regulations
are inadequate as they do not provide the tools necessary for
adequate enforcement.
December
2011-‐
Draft
language
amending
and
deleting
provisions
of
the
code.
March
2012-‐
Prepare
draft
of
animal
control
regulations
(Title
10
of
LACC)
June
2012-‐
Seek
City
Council
Approval
to
codify
recommended
amendment
of
Title
10
by
reference.
July
2012-‐
Implementation
1.
Recommendation
and
final
code
amendment
language
1. Improved and
clearer code 2.
Improved process
and enforcement
A 1.
Time
requirements
2.
Integration
with
eLMS
3.
Liability
4.
Put
"teeth"
into
the
code
5.
The
current
Animal
Control
Regulations
are
inadequate
as
they
do
not
provide
the
tools
necessary
for
adequate
enforcement.
B.
Blair
(L)
B.
Ariizumi
(S)
E.
Vail
(S)
S.
Masura
(O)
$6,000 (GF) 2011-2012 Legal services.Completed;
pending
decision
by
council
on
new
animal
services
2, 4, 7, 8 Begin
process
to
tansition
from
LA
County
Public
Works
to
a
private
engineering
firm
for
Engineering
Services
Evaluate the feasibility of transitioning engineering services from
LA County Public Works to a private engineering firm. To
assist with in-house review and permitting improvements on
public works projects, sub-division developments, and Capital
Improvement Program (CIP) planning and implementation.
September
2011- Begin
evaluation.
January
2012- Issue RFP
March
2012- Evaluate
proposals
April
2012- Interview
consultants.
June
2012- Award contract.
1.
RFP
2.
More
resources
3.
Additional
services
4.
New
contract.
1. More responsive
service and permit
issuance 2.
Improved public
works and CIP
planning and
coordination
B The
current
process
is
often
"bogged
down"
by
the
LA
County
review
procedures
such
as
with
sub-‐division
map
reviews.
B.
Ariizumi
(L)
S.
Masura
(O)
0 This program will be cost
neutral as it will be based
on fees collected for
services. Additional costs
for special projects will be
determined on a project by
project basis and could be
included as part of CIP
project costs.
Completed; working
on new services and
related fees
implementation
REQUESTED
RESOURCES COMPLETED,
CARRIED
OVER,
EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Community
Development
Department
2, 4, 7, 8, Review
current
animal
control
contract
services
Check with LA County Animal Control and other humane
societies to see what services they can provide to the City and
determine the costs associated for those services. Review
costs for sheltering and after-hours calls for service.
January
2012 - Issue RFP for
supplemental animal control
services.
April
2012- Evaluate
proposals
May
2012 - Interview
contractors
June
2012 - Award contract
1.
RFP
2.
More
resources
3.
Additional
services
4.
A
new
contract.
1. Services to be
defined with
contract
2. Better service
3. Cost
effectiveness
B To
ensure
the
City
is
receiving
the
best
available
contract
for
supplemental
animal
control
services.
B.
Ariizumi
(L)
B.
Blair
(S)
Y.
Monroy
(S)
S.
Masura
(O)
0 Possible cost savings with
a new contractor.
Completed; pending
council decision
1, 3, 4 Partnering
with
outside
organizations
for
more
resources
for
animal
control
Creating partnerships with public, private and non-profit
organizations for resource sharing for animal control services
and programs.
January
2012- Begin formal
exploration process
September 2012- Develop
recommendations January
2013- Formalize plans.
July 2013- Implement
changes
1.
More
resources
2.
Additional
services.
1. Larger resource
pool.
2. Ability to provide
additional services
B Additional
resources
with
use
of
limited
City
funds.
B.
Blair
(L)
Y.
Monroy
(S)
B.
Ariizumi
(O)
S.
Masura
(O)
0 Creating partnerships will
result in cost savings by
providing additional
resources to the animal
control program.
Completed; pending
council decision
1, 2, 3, 4, 7, 8 Develop
a
Facilities
Master
Plan Identify the crucial City public facilities needs throughout the
City.
Incorporate findings from studies being undertaken by staff,
consultant and other sources to provide a comprehensive plan
to improve the maintenance of city facilities and protecting the
investment of future facilities improvements..
Incorporate the latest developments in sustainability and energy
efficiency and identify funding for technology, equipment and
furnishings for city facilities.
July
2012-‐Begin
research
and
background
info
gathering
to
develop
RFP;
utilize
existing
energy
and
sustainability
studies
and
evaluation
assistance
from
utility
companies
and
San
Gabriel
Valley
Council
of
Governments
(SGVCOG)
Climate
Action
Plan
Consultant.
September
2012-‐
Issue
RFP
January
2013
-‐
Evaluate
proposals
March
2013
-‐
Interview
consultants
April
2013
-‐
Award
contract
September
2013
-‐
Develop
draft
strategies
and
recommendations.
January
2014
-‐
Finalize
plan,
approvals,
and
implement.
1.
RFP
2.
Master
plan
and
recommendations
1. Improved
maintenance
procedures
2. Reduced energy
use and operation
costs
C Better
use
of
City
resources.
Improved
environment.
PW
Consultant
(L)
B.
Ariizumi
(S)
I.
Martinez
(S)
Y.
Monroy
(S)
S.
Pan
(S)
S.
Masura
(O)
Interns
(S)
$25,000 (GF)2012-2013 Consultant services Energy efficiency
improvements in
process; further
implementation
pending EECAP Final
Plan completion and
coordination with
Transtech for long-
term CIP
1, 2, 3 Update
Street
Light
Master
Plan The Streetlight Master Plan is designed to evaluate the City of
Temple City’s existing streetlight infrastructure needs, and be a
blueprint for the development and design of future streetlight
facilities.
The Streetlight Master Plan includes concept development, a
Geographic Information Systems (GIS) inventory of the existing
streetlight facilities, an assessment of existing lighting in the
City, recommendations for improvements to existing facilities,
implementation and maintenance strategies, cost estimates, and
policy recommendations.
July 2013 - Issue RFP for
Street Light Master Plan
Update.
September 2013 - Evaluate
proposalsand interview
consultants October 2013
- Award contract and begin
work.
January 2014 - Approve
Street Light Master Plan
1.
RFP
2.
Master
Plan:
a.
GIS
inventory
of
existing
street
lights
b.
Location
of
deficiencies
within
the
City.
1. Better
illuminated streets
and neighborhoods.
2. Energy efficient.
C Improve
City
infrastructure,
improve
resource
efficiency.
PW
Consultant
(L)
B.
Ariizumi
(S)
I.
Martinez
(S)
Y.
Monroy
(S)
S.
Masura
(O)
$60,000
(GF/CAP)
2012-2013 To update the City's Street
Light Master Plan which
was last completed in
February 2001. Staff will
explore all available
funding sources.
Not scheduled until
next fiscal year
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
ADMINISTRATION
1,8 City Budget Prepare and quarterly monitor the City's annual budget.
The document provides a sound financial framework for
City operations.
Aug. '12: Initiate and
present quarterly
reviews.
Jan. '13: Present mid-
year budget review.
Mar. '13: Begin
preparation of FY 13-14
City Budget.
Jun. '13: Present Council
with draft FY 13-14 City
Budget.
Quarterly and mid-term
reviews, and draft
annual budget.
Projected vs.
actual figures.
A Ensures the City's
limited resources are
allocated, and spent
toward key services and
City Council priorities.
Pulido (L)
Hause (L)
Dept. Heads (S)
Mgmt. Analyst (S)
Completed the FY 2011-
12 City Budget process;
initiative is ongoing.
4,6 City Council Meetings Prepare meeting agendas and associated staff reports.
Administer and transcribe meetings in accordance with
Council protocols and the Ralph M. Brown Act.
Ongoing.Agendas, staff reports
and minutes.
# of meetings,
agendas and
minutes.
# of staff reports
and actions
taken.
Legal compliance.
A Enables the Council to
transparently set policy
in accordance with best
practices and legal
mandates.
Pulido (L)
Kuo (L)
Dept. Heads (S)
Ongoing.
4,6 City Council Support Provide Council members with administrative support,
e.g., appointment scheduling, correspondence preparation
and constituent follow-up.
Ongoing.Varies based on task.Completed tasks.
Council
satisfaction.
A Supports City Council
functions.
Valdivia (L)
Deputy Clerk (S)
.86
.92
$54,240
(GF)
$55,680
(GF)
2011-12
2012-13
For support services
related to constituent
and organizational
needs.
Ongoing.
8 General Fund Budget Reserve Monitor and grow General Fund reserve amounts; fund
initiatives or adjust allocations to provide a high rate on
return or meet unexpected needs.
Ongoing.Recommended policies.New initiatives.
Rate on return.
Community need.
Reserve balance.
A Addresses community
need and ensures
compliance with the
recently enacted
General Fund Reserve
Policy.
Pulido (L)
Hause (L)
Dept. Heads (S)
$2,000
(GF)
2011-12 For legal reviews and
public noticing.
Completed the General
Fund Reserve Policy.
Initiatives for specific
fund allocations to be
developed in FY 2012-
13.
4 Municipal Election - Conduction Conduct the City's municipal election in accordance with
the City charter and State election codes.
Sept. '12: Secure third-
party election services.
Oct. '12: Open
candidate nomination
period.
Feb. '13: Distribute vote-
by-mail ballots.
Mar. '13: Conduct
election and certify
results.
Voter ballot and
supporting
documentation.
Voter turn-out.
Certified results.
A Allows for a
comprehensive election
process that is
transparent and
accurate.
Kuo (L)
Deputy Clerk (S)
$70,125
(GF)
2012-13 For legally required
services.
To start in FY 2012-13
as the municipal
election is conducted
on odd-numbered
years.
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
1-8 Work Plan Develop citywide and departmental work plans to reflect
day-to-day activities, which include baseline services and
special projects.
Sept. '12: Provide fiscal
year-end and Q2
update.
Nov. '12: Provide Q3
update.
Feb . '13: Provide Q4
update.
May '13: Provide Q1
update.
Aug. '13: Provide fiscal
year-end and Q2
update.
Finalized work plans and
progress reports.
Completed tasks.
Council
satisfaction.
A Provides a clear picture
of the City services
provided and projects
undertaken to make
more informed
decisions for future
resource allocation.
Pulido (L)
Dept. Heads (S)
Completed the set of
two-year work plan
initiatives and the FY
2011-12 close-out
report. The 2012-Q3
progress report is
scheduled for Council
review on October 2,
2013.
CAPITAL PROJECTS
1,2,3,7 ADA Ramps Installs 64 curb ramps citywide (and sidewalk connectivity)
to provide access to handicapped or disabled pedestrians.
Oct. '12: Open bid
period.
Dec. '12: Award contract
and begin project.
Jun. '13: Complete
project.
ADA ramps and
connective sidewalks.
# of ramps and
feet of new
sidewalks.
Compliance with
federal
regulations.
A Meets federal ADA
regulations and
associated funding
requirements.
Pulido (L)
Masura (L)
$100,000
(CDBG)
2012-13 For design and
construction costs.
To start in FY 2012-13.
1,2,3,5,7 Las Tunas Streetscape Upgrade Redesign Las Tunas Drive into a complete street with
downtown "Main Street" features.
Jun. '12: Issue RFP.
Aug. '12: Execute
contract.
Sept. '12: Kick-off
project design.
Nov. '12: Hold
community meeting.
Jan '13: Apply for Metro
Call for Projects.
Mar. '13: Submit grant
application.
Draft streetscape and
pedestrian
improvement plan.
New amenities.
Award of Metro
funds.
Public sentiment.
A Jump-starts
revitalization of the
downtown area.
Pulido (L)
Haworth (S)
Masura (S)
Mgmt. Analyst (S)
$500,000
(GF)
2012-13 For design and pre-
construction activities.
To start in FY 2012-13.
1,2,3,5,7 Rosemead Blvd. Enhancement
Project
Transform Rosemead Boulevard into a community
destination complete with enhanced pedestrian
amenities, placemaking elements, and improved access to
key commercial shopping areas.
Construction schedule
under development.
New amenities.New amenities.
Public sentiment.
Timely project
completion.
A Serves as a key
economic development
tool for the corridor;
also sets the tone for
future capital
improvement projects.
Pulido (L)
Masura (S)
Haworth (S)
Mgmt. Analyst (S)
$12.76M
(CIP)
$10.77M
(CIP)
2011-12
2012-13
For (soft and hard)
costs related to design
and construction.
Completed design work
and received all
necessary project
approvals. Project
construction is
tentatively scheduled to
begin no later than
December 2012.
ECONOMIC DEVELOPMENT
5,7 Alpha Beta Site Reuse Facilitate development and entitlement reviews for reuse
of the former Alpha Beta site into a mixed-use
development (with possible underground City public
parking). Explore available resources whereby the City
could include other public project components (e.g., park).
Aug. '12: Completion of
project proforma.
Proforma will
determine project
feasibility and next
steps.
Funding scenarios,
public-private
partnership, and new
community amenities.
Completed
project.
Amount of City
subsidy.
Community
sentiment.
A Supports the
community's desire and
demand for infill
housing.
Pulido (L)
Deibel (S)
$20,000
(GF)
2011-12 For third-party financial
analyses.
Completed first round
of analyses; project to
be completed by
October 1, 2012.
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
4,5,6,8 Business Visitation Program Garner concise, accurate and up-to-date information
about the views and needs of Temple City businesses.
Aug. '12: Finalize
program approach.
Sept. '12: Identify
supporting software and
execute contract.
Oct. '12: Launch
program/visits; initiate
quarterly findings
report.
Program parameters,
visitation approach,
visitation team, survey
tool, software
application and
quarterly findings.
Better
understanding of
business needs.
# of availed
resources.
# of retained
businesses.
A Provides business
owners and managers
an opportunity to
discuss their business’s
achievements, suggest
opportunities for
improvement in City
operations, and learn
what services are
available to them
through the City and its
business partners.
Haworth (L)
Masura (L)
Pulido (O)
$25,000
(GF)
2012-13 For software costs.To start in FY 2012-13.
2,3,8 CDBG Program Administration Administer the CDBG program for greater compliance,
oversight and accountability. (The program was previously
administered by the Community Development
Department.)
Ongoing.Completed activities in
conformance with
federal and local
(LACDC) regulations.
# of completed
and compliant
activities.
Greater
credibility with
the LACDC.
A Provides substantial
federal funding
resources for low- and
moderate-income
residents.
Pulido (L)Completed (in FY 2011-
12) the resolution of
longstanding issues
involving prior misuse
of CDBG funds for
housing programs.
Program and fund
monitoring is ongoing.
5,6,7 Chamber of Commerce Contract Develop and monitor an annual service contract for the
Chamber of Commerce that meets City needs and aligns
with the Chamber's new business model.
Jul. '12: Finalize scope
and execute agreement.
Sept. '12: Present the
Chamber's one-time
funding request for
additional resources.
Annual, performance-
based contract with
quarterly progress
reports.
# of
accomplished
initiatives.
Awareness of
organizational
shift.
A Allows ongoing funding
and direction for the
Chamber to become an
economic development
arm of the City.
Haworth (L)
Pulido (S)
$95,000
(GF)
$70,000
(GF)
2011-12
2012-13
For annual service
contract and one-time
supplemental funding
cost.
Completed; initiative is
ongoing. The one-time
supplemental funding
request is scheduled for
Council consideration
on September 4, 2012.
2,4,5,7 City Trolley Use federal and state transit funds to realize a City trolley
that connects Temple City neighborhoods to local
shopping districts and community facilities.
Milestones are under
development.
Fixed route trolley
system.
# of riders.
Community
sentiment.
B Provides an amenity
that promotes
alternative
transportation while
building community
connectivity.
Burroughs (L)
Mgmt. Analyst (S)
Pulido (O)
$90,000
(GAS TAX)
2012-13 For trolley purchase.To start in FY 2012-13.
4,5,7 Film Permit Overhaul Make Temple City a filming destination by streamlining
permitting processes, and partnering with Film LA for third-
party marketing and permit processing services.
Milestones are under
development.
Municipal code
amendments and
executed service
contract.
# of issued film
permits.
New revenue.
B Leverages a regional
opportunity, and
establishes new direct
and indirect economic
benefit.
Haworth (L)
Sahagun (L)
Vail (S)
To start in FY 2012-13.
5,7 Gateway Project Assist in tenant recruitment and EB-5 funding activities.
Facilitate the resolution of development issues, and
continue coordination of intergovernmental reviews and
approvals.
Ongoing.Resolution of
outstanding issues, and
signed tenant and EB-5
funding agreements.
Full EB-5 project
funding.
Completed
project.
New sales tax
revenue.
A Provides funding and
construction of Temple
City's newest
commercial
development in over 20
years (with national
credit tenants).
Pulido (L)
Masura (S)
Haworth (S)
Completed
development reviews
and entitlements.
Assisted with the
project's EB-5
recruitment tours that
yielded $11.5 million
from overseas
investors.
3,5,7 Housing Program Use former redevelopment agency bond proceeds for
affordable housing purposes, i.e. property acquisition and
construction.
Per AB 1484, proceeds
may be released as
early as April 15, 2013.
Prescribed legislative
actions that allow for
the release of funds.
Release of funds.A Meets bond funding
requirements and
addresses affordable
housing mandates.
Pulido (L)
Masura (S)
Hause (S)
Haworth (S)
To start in FY 2012-13.
To be identified during
the 2012-13 mid-year
budget review.
To be determined after
the release of bond
proceeds.
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
5,8 Incentives Toolbox Assemble and market a toolbox of business attraction
incentives focused on streamlined permitting, tax sharing
agreements, loans and grants, and assistance in preparing
and packaging outside funding applications.
Milestones to be
developed as part of
the Two-Year Economic
Development Strategy,
or per the City
Manager's direction.
Incentive programs.# of incentives.
# of participants.
Cost recovery.
Increased tax
revenues.
A Creates a much needed
incentives toolbox for
revitalization; the
initiative will also
program use of the
City's $8 million
economic development
fund (part of the
General Fund Reserve
Ordinance).
Haworth (L)
Masura (L)
Hause (L)
Pulido (O)
Completed the
Economic Development
Ordinance that provides
$8 million for economic
development projects
and incentives.
Parameter
development for the
use of funds to start in
FY 2012-13.
5,6 Online Resource Center Create and maintain an online business resource center on
the City's website; features to include business assistance
resources, traffic counts, available commercial space,
available city incentives and market data.
Apr. '13: Complete
subsite layout and
resource list.
Jun. '13: Launch
initiative concurrent
with new City website.
Webpages with online
resources.
# of identified
resources.
# of page hits.
# of resolved
inquiries.
B Builds awareness of
available business
resources. Allows for
future partnerships with
business assistance
providers and
commercial brokers.
Haworth (L)
Masura (S)
Mgmt. Analyst (S)
Pulido (O)
$5,000
(GF)
2011-12 NOTE: Funds were not
needed for this project.
To start in FY 2012-13.
5,6 Oversight Board and Successor
Agency Actions
Meet prescribed actions of AB x1 26 and any trailer bills to
wind down operations of the former Temple City
Community Redevelopment Agency.
Milestones are being
confirmed in light of AB
1484 (as of July 31).
Key milestone : By May
2013, receive a notice
of completion by the
State Department of
Finance.
Timely completion of
prescribed actions.
Notice of
completion.
A Required by AB x1 26;
non-compliance could
result in the loss of
bond proceeds (roughly
$2 million).
Hause (L)
Haworth (L)
Murphy (S)
Pulido (O)
Completed numerous
actions prescribed by
AB x1 26 and AB 1484;
activities are ongoing.
5 Property Acquisition Use the City's Economic Development Fund to purchase
property that enhances the local business and public
parking environments.
Milestones are under
development.
Acquired parcels.# of purchased
parcels.
# of new amenity
opportunities.
# of leveraged
resources.
A Implements the
Council's directive to
purchase properties
that address community
need AND yield a high
rate of return.
Pulido (L)
Masura (S)
Haworth (S)
Vail (S)
To start in FY 2012-13.
As identified by the
recognized obligation
payment schedules.
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
2,5,7 Public Art Program and Commission
Support
Establish a Public Arts Commission to oversee the
development and implementation of an Arts in Public
Places Program.
Aug. '12: Adopt
ordinance.
Oct. '12: Seat
commission.
Nov. '12: Execute
advisory services
contract.
Feb. '13: Complete
annual public arts plan;
begin implementation.
Apr. '13: Present
ordinance establishing
funding mechanism.
Regulatory ordinances,
public arts plan and
public arts commission.
Adopted
ordinances.
New public art
installations.
Policy and
program
direction.
Funding
mechanism.
A Addresses Council
priority and provides
timely oversight of
upcoming Rosemead
Boulevard public art
installations.
Haworth (L)
Masura (S)
Mgmt. Analyst (S)
Vail (S)
Pulido (O)
$15,000
(GF)
$15,000
(GF)
2011-12
2012-13
Completed draft
ordinance; final
ordinance to take effect
September 20, 2012.
5,6,7 Rosemead Boulevard Business
Survival
Further lines of communication with Rosemead Boulevard
businesses regarding upcoming construction activities.
Provide business survival resources through direct City
marketing assistance and outside business assistance
organizations.
Milestones to be
developed upon
completion of project
construction schedule.
Communications
strategy with identified
tools and consumer
incentives.
# of business
relationships.
# of provided
incentives.
# of issued
communications.
# of open
businesses.
A Ensures local business
vitality during project
construction.
Pulido (L)
Haworth (L)
Mgmt. Analyst (S)
Masura (S)
To start in FY 2012-13.
5,7 Temple City Market Place Assist the property owner in attracting notable national
and "credit" tenants.
Ongoing. Facilitated discussions,
and necessary and
expedited planning
approvals.
# of new or
expanded
businesses.
# of expedited
planning
approvals.
New sales tax
revenue.
A Attracts key anchor
tenants and creates
additional customer
traffic to the center.
Pulido (L)
Masura (S)
Haworth (S)
Completed recruitment
discussions with Guppy
House and 85 Degrees
Bakery; initiative is
ongoing.
5,7 TCUSD Parking Lot Agreement Negotiate and execute a parking licensing agreement
where City employees and the public can use TCUSD
headquarters as a parking location. (The current City
employee parking lot across from City Hall - on Kauffman -
would be re-purposed for additional downtown public
parking.)
Project at a standstill
until TCUSD reopens
discussions with more
feasible negotiation
terms.
Executed contract.# of new parking
spaces.
Additional public
parking
opportunities.
A Relieves downtown
parking demand and
addresses local business
needs.
Pulido (L)
Haworth (S)
Masura (S)
Completed opening
discussions.
To be identified during
the 2012-13 mid-year
budget review.
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
5,6,7 Wayfinding Signage Program Incorporating a new City logo, the program will create
vehicular and pedestrian signage that assists with
navigation and better defines the City's physical
boundaries.
Aug. '12: Completion of
updated City logo.
Subsequent milestones
will be defined as part
of the Rosemead
Boulevard project
construction schedule.
New city logo, new
signage and installation
plan.
# of signs.
Ease of
navigation.
Community
awareness.
B Makes travel through
Temple City as user-
friendly as possible.
Promotes economic
development through a
clear indication of
destinations, i.e. points
of interest, commercial
corridors, civic facilities,
etc.
Haworth (L)
Sahagun (L)
Mgmt. Analyst (S)
Pulido (O)
$110,000
(GF)
2012-13 To start in FY 2012-13.
EFFICIENCIES AND POLICIES
2,4,8 Agenda Staff Reports Improve the agenda staff report review process through
staff trainings and formalized expectations.
Oct. '12: Establish
policies, procedures and
guidelines.
Nov. '12: Provide staff
trainings.
Apr. '13: Evaluate
effectiveness; if needed,
amend policies and
conduct more trainings.
Staff trainings and
defined processes.
Greater
efficiencies.
Reduced report
preparation and
review times.
A Reduces internal
reviews and preparation
times for agenda
reports, while also
improving policy
background and
development for Council
consideration.
Kuo (L)
Dept. Heads (S)
Pulido (O)
$6,500
(GF)
2012-13 For professional
services, i.e., staff
report guidelines and
trainings.
To start in FY 2012-13.
2,4,8 Citywide Records Destruction Implements the City's records retention schedule.Aug. '13: Update records
retention schedule;
destroy necessary
documents.
Destroyed records.# of destroyed
records.
# of implemented
policies.
A Reduces liability and
implements best
practice.
Kuo (L)
Dept. Heads (S)
Pulido (O)
$7,900
(GF)
2012-13 For professional
services, i.e., updated
record retention
schedules and
destruction training.
Completed a
comprehensive update
of the City's records
retention schedule;
implementation is
underway.
2,4,8 Contract Reviews and Performance
Metrics
Select annually key service contracts that require scope
amendments for increased accountability through the use
of performance metrics.
Milestones are under
development.
Amended scopes of
service and negotiated
contract terms.
Increased vendor
accountability.
Possible cost
savings.
A Requires contractors to
operate under the City's
new mantra of "high
performing."
Pulido (L)
Dept. Heads (S)
Vail (S)
To start in FY 2012-13.
2,4,8 Document Imaging Implement an electronic imaging system that archives
formal City records and allows for quick retrieval.
Apr. '13: Issue software
RFP.
May '13: Select vendor
and execute contract.
Jul. '13: Purchase system
and schedule training.
Storage and archival
system.
# of records
scanned.
# of users.
Greater
efficiencies.
Lessened risk.
A Employs best practices
for records storage and
access; and properly
aids in executing the
City's records retention
schedule.
Kuo (L)
Deputy Clerk (S)
Pulido (O)
$45,000
(GF)
2012-13 For software needs
assessment, software
suite and
implementation
training.
To start in FY 2012-13.
2,4,7,8 Grant Writing Team Procure a grant writing team with a proven track record of
successfully obtaining funding for significant projects at
every level of government. The team shall also provide
post-award compliance services such as grant
administration, evaluation, and regular monitoring and
reporting,
Ongoing. Development of
consultant list and
execution of necessary
consultant agreements.
# of grant
applications
submitted.
Success rate and
award amounts.
A The City has historically
missed out on many
significant funding
opportunities; available
grant funds have instead
gone to surrounding
communities.
Pulido (L)
Dept. Heads (S)
$75,000
(GF)
$15,000
(GF)
2011-12
2012-13
For professional grant
writing services.
Completed assemblage
of a grant writing team
for the Rosemead Blvd.
Enhancement Project,
which yielded $4.8
million in reimbursable
grant funding. Initiative
is ongoing.
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
INFORMATION AND ENGAGEMENT
3,4,6,7 AM Radio Station Establish an AM radio station that provides residents with
critical emergency, traffic, road construction and
community event bulletins.
Jun. '12: Retain
consultant and define
game plan.
Aug. '12: Install
equipment.
Sept. '12: Train staff and
make frequency "live."
Fall '12: Launch station
and announcements
concurrent with
Rosemead Blvd.
construction.
Installation, execution
and programming
strategy.
AM radio station.
Number of
broadcasts.
Increased
community
awareness.
A Provides another cost-
effective
communication tool
that is easily accessible
to all segments of the
community.
Sahagun (L)
Haworth (L)
Mgmt. Analyst (S)
Pulido (O)
$26,250
(GF)
2012-13 For equipment
installation and
programming.
To start in FY 2012-13.
6,8 Annual Elected Official Meetings Ensure that annual meetings with elected officials are
productive, and present the City as a "high performing"
and proactive organization.
Oct. '12: Present
Supervisor Michael
Antonovich with the
City's plan for leveraged
resources.
Presentation. Identified
initiatives.
Partnership
opportunities.
A Leverages other
governmental resources
for new community
amenities and enhanced
services.
Pulido (L)
Haworth (L)
Mgmt. Analyst (S)
$400
(GF)
$400
(GF)
2011-12
2012-13
For breakfast items.Completed the annual
2011 presentation;
discussion of leveraged
resources and
opportunities is
underway.
4,6,7 Cable Channel Improvements Develop policies that promote use of the City's cable
channel community board. Review and amend the City's
cable franchise agreement and KGEM programming
contract.
Oct. '12: Review current
cable franchise and
KGEM service
agreements. Make
recommendations for
amendments and
implement.
Dec. '12: Complete
community board
policy; promote using
different means.
Identified
recommendations and
necessary amendments
could alter project
schedule.
Use policy and contract
amendments.
# of community
postings.
Community
awareness.
B The City's public access
channel is an underused
but highly visible
communications tool.
Kuo (L)
Deputy Clerk (S)
Vail (S)
To start in FY 2012-13.
4,6,7 City Website Develop and maintain a new City website that allows
citizens and customers with an easy and efficient way to
access City information and services. Features will include
interactive service links, an information search engine,
citizen e-notifications, and online payment and permit
centers.
Jul. '13: Issue RFP.
Sept. '13: Execute
contract.
Scope of service will
define milestones.
New city website and
execution of the City’s
new proposed branding
elements.
# of new web
pages.
# of new
features.
# of interactive
forms.
# of online
services.
# of site hits.
Informed
residents and
satisfaction
findings.
A Provides critical service
parity for online city
services, requests and
information. Creates a
core component for the
City's public information
function by supporting
other proposed
communication
initiatives (e.g., social
media sites and
CONNECT Magazine).
Haworth (L)
Mgmt. Analyst (L)
Dept. Heads (S)
Pulido (O)
$40,000
(GF)
2012-13 For professional site
development and
hosting.
Completed the RFP; an
award of contract is
scheduled for Council
approval on September
18, 2012.
To be identified during
the 2012-13 mid-year
budget review.
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
4,6,7 Citizen's Academy Educates citizens who want to increase their knowledge
about local governmental operations. Participants are
provided with opportunities to help city leadership
develop creative and insightful solutions to issues facing
the Temple City community.
Aug. '12: Complete first
set of Academy classes
and evaluate success.
Mar. '13: Launch second
academy.
Finalized curriculum,
presentations and
marketing material.
# of informed
participants.
Survey findings.
A Establishes a
constructive and two-
way dialogue between
community members,
city staff and elected
officials to ultimately
build a stronger
community.
Haworth (L)
Mgmt. Analyst (S)
Dept. Heads (S)
Pulido (O)
$5,000
(GF)
$700
(GF)
2011-12
2012-13
For curriculum
development, tour
transportation and
refreshments.
Completed the course
curriculum and
launched the inaugural
program; the final
session (of the first
class) was conducted
August 23, 2012.
6 City Manager's Report Produce the twice-monthly report that informs the City
Council and public on key issues and City Hall happenings.
Ongoing; report
distribution is on the
first and third Fridays of
the month.
City Manager's report.# of substantive
entries.
Greater
awareness.
A Reinforces the City
Manager's public "open
door" policy and
commitment to
transparency.
Pulido (L)
Dept. Heads (S)
Ongoing.
4,6,7 CONNECT Magazine Develop and produce a substantive and quarterly
community magazine (with a City recreation guide).
Ongoing.Quarterly magazine and
periodic reader surveys.
# of articles.
Greater
awareness.
Survey findings.
A Establishes and
reinforces the City's
messaging platform
through a
comprehensive and
standardized
communications tool.
Haworth (L)
Mgmt Analyst (L)
Dept. Heads (S)
Pulido (O)
$85,000
(GF)
$96,750
(GF)
2011-12
2012-13
Completed the fall and
summer issues; project
is ongoing.
6 Municipal Election - Voter Outreach Implement a campaign that increases municipal election
voter participation and resource awareness.
Sept. '12: Develop
outreach guidelines in
conformance with
federal requirements.
Oct. '12: Implement
outreach strategy.
Strategy will determine
subsequent milestones.
Voter outreach program
guidelines and
campaign.
# of new web
resources.
# of public
notices and
generated
stories.
Voter
participation
rate
A Promotes necessary
voter awareness.
Kuo (L)
Deputy Clerk (S)
$2,000
(GF)
2012-13 For printing and
publishing costs.
To start in FY 2012-13.
4,6 News Releases and Media
Coordination
Issue news releases on City Council actions and
community events for consideration by local and regional
news outlets.
Ongoing.Issued news releases. # of generated
articles.
Greater
awareness.
A Creates a critical and
"print-ready"
communications tool
that helps enforce the
City's message.
Haworth (L)
Mgmt. Analyst (L)
Dept. Heads (S)
Pulido (O)
Ongoing.
3,5,6,7 Rosemead Boulevard Project - Public
Information (Phase II)
Develop and coordinate outreach initiatives to educate
and inform residents about project construction and
additional opportunities for engagement.
Milestones to be
defined as part of the
Rosemead Boulevard
project construction
schedule.
Project website, e-
alerts, and brand
specific messaging and
collateral.
# of website hits.
# of meeting
attendees.
# of e-
subscribers.
Greater
awareness.
Brand
recognition.
A Provides critical public
information and civic
engagement
opportunities for one of
the City's largest
projects to date. Lessons
learned from this
project will create a
outreach model to
deploy as part of the
planned Las Tunas Drive
streetscape
improvement project.
Haworth (L)
Mgmt. Analyst (L)
Masura (S)
Pulido (O)
To start in FY 2012-13.
To be identified during
the 2012-13 mid-year
budget review.
COUNCIL GOALS (4/28/2011)PRIORITY RANKING LEGEND RESOURCES
1: Vision and Long Range Planning 5: Economic Development/Redevelopment A: Must be done.L: Project lead GF: General Fund
2: Sustainable Infrastructure 6: Citizen Education/Communications B: Should be done.O: Project oversight CRA: Redevelop. Agency
3: Public Health and Safety 7: Quality of Life C: May be done.S: Project support CAP: Capital Funds
4: Basic City Services 8: Sound Fiscal Policy/Programs GRT: Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
COUNCIL PRIORITIES AND CITY MANAGER'S ACTION PLAN FOR FYs 2011-13
FY 2011-12 CLOSE-OUT
COMPLETED, CARRIED
OVER, EXPLANATION
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED RESOURCES
(PER CITY BUDGET)
Management Services Department
6,7 Social Media Sites Continue to build awareness of the City's social media
sites (Facebook and Twitter) through interactive, relevant
and informative posts.
Ongoing.Generated "posts" and
"tweets."
# of followers.
# of likes.
# of postings and
tweets.
Greater
awareness.
A Allows for a cost
effective, engaging and
timely communication
means that is becoming
more mainstream than
traditional "print and
paper" means.
Haworth (L)
Mgmt. Analyst (L)
Pulido (O)
Completed the social
media user policy and
launched the City's
Facebook and Twitter
sites.
1,4,6,7 State of the City Address Assist the Mayor in preparing the now annual State of the
City address.
Oct. '12: Establish date
and venue.
Nov. '12: Define theme
and speaking points.
Dec. '12: Complete draft
speech and
presentation.
Jan. '13: Host event.
Speech and
presentation.
Greater
awareness.
A Informs the community
on prior year
accomplishments and
plans for the coming
year.
Haworth (L)
Mgmt. Analyst (L)
Pulido (O)
$400
(GF)
2012-13 For incidental costs.Completed the 2011
speech and supporting
presentation; project is
ongoing.
LONG RANGE PLANNING
1,2,4,7 Civic Center Master Plan Create a vision for the Civic Center that provides a once in
a lifetime development opportunity to bring a symbolic
and new heart to Temple City.
A Leverages resources to
improve community
amenities and establish
a critical destination
point.
Pulido (L)
Haworth (S)
$40,000
(GF)
2012-13 For professional
services, i.e. design,
consensus building and
library needs
assessment.
To start in FY 2012-13.
1,2,5,7 Economic Development Strategy Establish a two-year work program for economic
development that is realistic and measurable.
Aug. '12: Execute
contract.
Dec. '12: Complete
strategy and consensus
building.
Jan '13: Implement
recommendations.
Economic development
work plan.
# of identified
and completed
initiatives.
Community
input.
A Provides a clear
direction and consensus
for economic
development.
Haworth (L)
Mgmt. Analyst (S)
Pulido (O)
$25,000
(GF)
2012-13 For professional
services and consensus
building.
To start in FY 2012-13.
1,4,6,7 Five-Year Strategic Plan Develop an organizational blueprint that identifies long-
term direction, short-term goals and action steps for the
City organization and the services it provides.
Sept. '12: Issue RFP.
Oct. '12: Issue RFP.
Dec. '12: Execute
contract.
Winter '13: Hold two
community meetings.
Jun. '13: Complete plan.
Organizational strategy,
and budgeting and
resource allocation
blueprint.
# of identified
and completed
initiatives.
Community
input.
A Defines the City's new
organizational culture;
sets community
expectations for
upcoming initiatives.
Pulido (L)
Haworth (S)
Mgmt. Analyst (S)
$30,000
(GF)
2012-13 For professional
services, e.g. metric
development.
To start in FY 2012-13.
Requires Council direction on project scope, i.e., City Council, TCUSD
Board and LA County Library will be requested to consider establishing a
Public Private Partnership (P3).
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Parks
and
Recreation
Department
COUNCIL
GOALS
(4/28/2011)PRIORITY
RANKING LEGEND RESOURCES
1:
Vision
and
Long
Range
Planning 5:
Economic
Development/Redevelopment A:
Must
be
done.L:
Project
lead GF:
General
Fund
2:
Sustainable
Infrastructure 6:
Citizen
Education/Communications B:
Should
be
done.O:
Project
oversight CRA:
Redevelop.
Agency
3:
Public
Health
and
Safety 7:
Quality
of
Life C:
May
be
done.S:
Project
support CAP:
Capital
Funds
4:
Basic
City
Services 8:
Sound
Fiscal
Policy/Programs GRT:
Grants
TASK/PROJECT DESCRIPTION MILESTONES DELIVERABLES METRIC RANK REASON FTEs FUNDING YEAR JUSTIFICATION
PARK
MAINTENANCE
2,7,8 Contract
Oversight Create
direct
oversight
of
park/maintenance
related
contracts
and
develop
measurable
standards
for
contractor
accountability
Sept.
'11:
Complete
analysis
of
park
&
maintenance
contracts.
Oct.
'11:
Identify
key
tasks
in
contracts
and
develop
measurable
standards;
amend
contracts
as
needed.
Dec.
'11:
Identify
and
assign
staff
members
to
oversee
each
contract.
Jan.
'12:
Formalize
recommendations
and
implement.
Accountability
of
park
and
maintenance
related
contractors;
clarified
expectations
and
consequences.
To
be
provided
and/or
revised
with
new
contracts.
A Provides
oversight
of
contracts;
holds
contractor
accountable
for
measurable
standards.
Elizalde
(L)
Koski
(S)
Burroughs
(O)
Completed
1,2,7 Park
Maintenance
Plan
&
Schedule Develop
an
ongoing
park
maintenance
and
landscape
plan
and
schedule
which
will
define
routine
tasks
as
well
as
ongoing
repairs
and
improvements
to
existing
park
facilities.
Dec.
'11:
Develop
list
of
ongoing,
routine
tasks.
July
'12:
Develop
landscape/planting
plan.
Oct.
'12:
Develop
schedule
for
ongoing,
routine
tasks.
Nov.
'12:
Implement
schedule
for
ongoing
routine
tasks.
Jan.
'13:
Develop
list
&
schedule
for
major
repairs/renovations
(CIP)
Park
Maintenance
schedule;
planting
plan;
schedule
of
necessary
park
CIP
projects.
To
be
provided
upon
completion
of
schedules.
B Establishes
defined
schedule
for
staff
and
park
users;
identifies
critical
tasks.
Elizalde
(L)
Koski
(S)
Andrade
(S)
Garcia
(S)
Rubidoux
(S)
Burroughs
(O)
$0
Carried
Over
to
2012-‐13
Completion
of
project
delayed
due
to
wind
storm
and
re-‐prioritizing
of
projects.
2,7,8 Drought
Tolerant
Planting
Strategy Develop
a
plan
to
incorporate
drought
tolerant
plants
in/on
City
facilities
Nov.
’12:
Research
policies
and
plans
from
other
agencies.
Mar.
’12:
Identify
possible
locations
for
drought
tolerant
plants.
May
’13:
Develop
long
range
plan
to
incorporate
drought
tolerant
planting
in/on
City
facilities
&
right-‐of-‐ways.
Long
range
plan
for
incorporation
of
drought
tolerant
plants
in/on
City
facilities
and
right-‐of-‐ways.
Allows
for
possible
grant
funding.
Number
of
actual
plantings
to
be
determined
upon
completion
of
plan
–
Mar.
’12.
C Provides
a
long
range
plan
for
incorporating
drought
tolerant
plants
in
City
facilities
and
right-‐of-‐ways
which
in
turn
will
lower
the
City’s
water
costs.
Elizalde
(L)
Burroughs
(L)
Garcia
(S)
Carried
Over
to
2012-‐13
Project
not
scheduled
to
begin
until
FY
2012-‐13
4,6 Customer
Service
Enhancements Review
and
revise
procedures
to
notify
the
public
of
park/facility
closures
and
maintenance
issues/concerns.
Identify
multi-‐lingual
staff
to
better
serve
the
public.
Oct.
’12:
Develop
standard
operating
procedures
for
public
notification
of
park
and/or
facility
closures.
Jan.
'13:
Increase
information
available
on
park
maintenance
schedules/issues.
Apr.
’13:
Develop
customer
satisfaction
survey.
Clear
expectations
for
public
notification
of
park/facility
closures
and
maintenance
issues;
up
to
date
information
provided
to
the
public
on
park
maintenance
issues;
customer
service
survey.
Number
of
notices
and/or
information
provided
on
park
maintenance
issues.
Number
of
online
services
available.
Customer
satisfaction
survey.
Availability
of
multi-‐lingual
staff.
A Builds
awareness
of
maintenance
needs
&
issues;
encourages
proactive
notifications
of
park
closures;
sets
customer
service
expectations
Burroughs
(L)
Ingram
(S)
Elizalde
(S)
Koski
(S)
Carried
Over
to
2012-‐13
Completion
of
project
delayed
due
to
wind
storm
and
re-‐prioritizing
of
projects.
TREES
&
PARKWAYS
GOAL
MATCH
PROGRAM OUTCOME PRIORITY
STAFF
REQUESTED
RESOURCES COMPLETED,
CARRIED
OVER,
EXPLANATION
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Parks
and
Recreation
Department
1,2,7,8 Establish
Trim
Cycles Provide
clearly
defined
trim
cycles
based
on
best
practices
and
recommendations
from
City
and
contract
tree
trim
staff.
Cycles
would
be
established
based
on
fiscal
year,
priority,
and
type
of
tree.
Routine
trimming
will
reduce
the
City’s
liability
exposure.
Oct.
’11:
Define
areas
of
the
City
to
allow
for
generally
equal
numbers
and
types
of
trees.
Dec.
’11:
Identify
specific
species
of
trees
within
the
City
that
would
deviate
from
the
routine
trim
cycle
(i.e.
palms).
Feb.
'12:
Implement
defined
trim
cycles.
Clearly
defined
trim
cycles
for
all
City
trees
that
would
be
available
to
the
public
(e.g.
tree
trim
map).
Number
of
trees
to
be
trimmed
each
year.
A Addresses
liability
issues
resulting
from
irregular
or
reactive
trimming;
provides
clear
schedule
of
what
areas
are
to
be
trimmed
each
year;
sets
customer
service
expectations.
Cruse
(L)
WCA
(L)
Parthemore
(S)
Calderon
(S)
Burroughs
(O)
$40,000
*
funds
have
been
included
in
the
2011-‐13
proposed
budget.
LLD
2011-‐132 Contract
tree
trimming
account
must
be
increased
to
allow
contractor
to
trim
all
trees
as
identified
in
trim
cycle.
Completed
2,7,8 Contract
Oversight Create
direct
oversight
of
trees/parkway
related
contracts
and
develop
measurable
standards
for
contractor
accountability
Sept.
'11:
Complete
analysis
of
trees/parkway
contracts.
Oct.
'11:
Identify
key
tasks
in
contracts
and
develop
measurable
standards;
amend
contracts
as
needed..
Dec.
'11:
Identify
and
assign
staff
members
to
oversee
each
contract.
Jan.
'12:
Formalize
recommendations
and
implement.
Accountability
of
trees
and
parkways
related
contractors;
clarified
expectations
and
consequences.
To
be
provided
and/or
revised
with
new
contracts.
A Provides
oversight
of
contracts;
holds
contractor
accountable
for
measurable
standards.
Cruse
(L)
Elizalde
(L)
Burroughs
(O)
Completed
RECREATION
1,6,7,8 Programming
Revisions
to
Meet
Cultural
&
Generational
Needs
Establish
and
implement
cultural
&
generational
programs
to
create
cohesiveness
through
the
community.
Sept.
’12:
Complete
an
inventory
of
existing
programs
and
develop
an
action
plan
to
facilitate
new
programs
and
present
findings
to
Commission
for
input
Jan.
'13:
Begin
implementing
new
programs
developed
for
cultural
&
generational
needs.
Enhance
existing
special
events
to
meet
cultural
climate.
June
'13:
Review
programs
and
report
quarterly
findings.
Action
plan
to
expand
and
increase
program
opportunities
for
underserved
populations;
evaluation
tools
and
benchmarks.
Programs
to
be
evaluated
and
reviewed
quarterly
identifying
#
of
clients
and/or
participants.
B Build
awareness
of
recreation
programs
and
target
underserved
demographics.
Manzo-‐Pimentel
(L)
Koski
(L)
Rodriguez
(L)
Roybal
(S)
Pasillas
(S)
Ingram
(S)
Burroughs
(O)
5000
GF
$2,011
Costs
for
additional
supplies
and
publicity
for
new/enhanced
programs.
Carried
over
to
2012-‐13
Action
plan,
tasks,
and
milestones
revised
to
assist
staff
in
completing
project.
Project
has
been
refocused
and
re-‐defined.
Builds
awareness
of
urban
forest
and
enlists
community
support.
Burroughs
(L)
Cruse
(L)
Parthemore
(S)
Calderon
(S)
Ingram
(S)
1,2,4,6,7 Awareness
of
City’s
Urban
Forestry
Program
Build
community
awareness
of
the
City’s
urban
forestry
program.
Consider
adoption
of
a
tree
ordinance
that
would
enhance
better
public
understanding
of
the
value
of
the
City’s
trees
and
prohibit
indiscriminate
damage
and
destruction
of
this
resource.
Identify
a
tree
advisory
body
that
will
make
recommendations
as
appropriate
on
matters
involving
the
care
and
maintenance
of
City-‐owned
trees.
Updated
inventory
of
City’s
trees.
BAug.
’11:
Complete
analysis
of
City's
tree
inventory
through
WCA
database.
Oct.
’11:
Complete
GPS
tree
inventory
with
WCA.
Aug.
‘12:
Develop
outreach
plan
to
educate
the
public
on
issues
relative
to
the
urban
forest
including
articles
in
quarterly
newsletter,
information
on
City
website,
etc.
Sept.
’12:
Complete
research
of
tree
ordinances
from
other
cities.
Jan.
‘13:
Recommend
proposed
tree
ordinance
to
City
Council.
May
'13:
Formalize
tree
ordinance
and
“Tree
Advisory
Committee”
through
City
Manager
and
City
Council
approvals.
Maintenance
and
growth
of
City’s
urban
forest.
1 $54,190
*
funds
have
been
included
in
the
FY
2011-‐
13
proposed
budget
$6,000
Vacant
tree
trimmer
position
needs
to
be
filled
to
allow
the
Lead
Trimmer
time
to
provide
support
to
the
"Tree
Advisory
Board
and
provide
contract
oversight
of
West
Coast
Arborist
(WCA)Carried
Over
to
2012-‐13
Completion
of
project
delayed
due
to
wind
storm
and
re-‐prioritizing
of
projects.
Project
is
more
than
50%
complete.
COUNCIL
PRIORITIES
AND
CITY
MANAGER'S
ACTION
PLAN
FOR
FYs
2011-‐13
FY
2011-‐12
CLOSE-‐OUT
Parks
and
Recreation
Department
1,2,7,8 Parks/Open
Space
Master
Plan Develop
a
long-‐range
plan
for
the
expansion
of
additional
park
space
and/or
recreational
opportunities.
Identify
issues
and
deficiencies
in
existing
parks
and
also
identify
potential
locations
for
new
parks
and
open
space
areas.
Sept.
’12:
Prepare
RFP
for
Park
&
Open
Space
Master
Plan.
Oct.
12:
Solicit
RFP
for
Master
Plan.
Jan.
’13:
Review
RFPs,
interview
firms
and
recommend
selection
to
City
Council.
Mar.
’13:
Develop
Master
Plan
process
and
schedule
with
consultant
and
P
&
R
Commission.
June
’13:
Begin
public
meeting
process.
Sept.
’13:
Receive
and
review
preliminary
Master
Plan
from
consultant.
Jan.
’14:
Master
Plan
public
hearings
and
approvals
by
P
&
R
Commission
and
City
Council.
Park
&
Open
Space
Master
Plan
Adoption
of
plan;
identification
of
potential
locations
for
new
parks
and
open
space
areas;
identification
of
possible
funding
sources.
B Provides
planning
document
for
future
development
of
park
and
open
space;
provides
tool
for
possible
grant
funding.
Burroughs
(L)
Koski
(S)
Manzo-‐Pimentel
(S)
Rodriguez
(S)
Rutherford
(S)
$100,000
GF 2012 Cost
for
initial
phase
of
Master
Plan.
Carried
over
to
2012-‐13
Project
delayed
while
wating
for
determination
on
grant
funding.
Notification
received
in
May
2012
that
grant
funds
were
not
awarded.
May
be
included
as
part
of
the
General
Plan
Update.
1,2,8 Fee
Schedule
Assessment Review
fees
for
park
and
recreation
services
and
compare
existing
fees
to
recommended
fees
in
Cost
Services
Study.
Determine
new
fees
based
on
the
Cost
Services
Study
balancing
increases
with
comparable
program
fees
in
other
agencies
as
well
as
the
impact
increases
would
have
on
the
community’s
quality
of
life.
July.
’11:
Review
of
Cost
Services
Study
by
staff.
Sept.
’11:
Review
Cost
Services
Study
with
P
&
R
Commission
and
recommend
appointment
of
ad
hoc
committee
to
work
with
staff
on
possible
fee
increases.
.
12:
P
&
R
Commission
review
of
fee
increases
and
recommendations
to
Council.
Mar.
’12:
Formalize
recommendations
through
City
Council
approvals.
Restructured
fee
schedule
to
bring
revenues
more
in
line
with
expenditures;
direction
on
future
sponsorships
for
various
programs/activities;
clear
direction
on
future
fee
increases
Identification
of
new
fees
and
potential
new
programs.
A Enhanced
revenues.Burroughs
(L)
Manzo-‐Pimentel(S)
Koski
(S)
Ingram
(S)
Rodriguez
(S)
Completed
1,6,7 Ombudsman
Resource
Team Designate
staff
based
on
job
functions
to
effectively
communicate/address
concerns
and
issues
using
knowledge
of
programs
and
services
as
an
educational
tool
to
provide
comprehensive
information
to
the
community.
Jan.’12:
Identify
key
staff
for
specific
areas.
Mar.
'12:
Assign
staff
to
begin
developing
relationships
and
collaboratives
in
the
community.
Resource
Team;
new
resources New
relationships;
new
resources;
identified
partners
and
sponsorships.
B Provide
effective
communication
tools
to
develop
community
relations
and
provide
a
higher
level
of
customer
service
Ingram
(L)
Manzo-‐Pimentel(S)
Rodriguez
(S)
Burroughs
(O)
Completed
ECONOMIC DEVELOPMENT
KEY CITYWIDE
~CCOM PLISH MENTS
FY 2011-12
ATTACHMENT B
1. Processed development entitlements that allowed the Gateway Projec~ to break ground in July
2012. Other activities included assisting with EB-5 project financing tours (which yielded $11.5
million from 23 overseas investors) and working with the project's leasing team to secure a major
national retailer as anchor tenant.
2. Facilitated discussions and tenant terms for new additions at Temple City Marketplace including 85
Degrees (bakery) and a proposed Starbucks drive-through. Discussions are also underway to recruit
a new restaurant (The Habit).
3. Opened discussions and negotiations with property owners of the former Alpha Beta site, which
resulted in a proposed mixed -use project that could allow for a new park and joint parking
opportunities under a possible public-private partnership (i.e., development agreement). A cost
study-or pro forma-is underway and will determine the feasibility of different development
scenarios for City Council consideration .
4. Crafted the recently adopted Economic Development Ordinance to define the use of General Fund
reserves for economic development projects and incentives.
5. Established performance metrics for the Chamber of Commerce's service contract. The goal is to
shift more focus toward economic development activities and programs, and foster a high-
performance leadership culture with the Board of Directors.
6. Initiated development of the City's economic development road map, a tangible work plan that looks
to define "economic development" for Temple City by identifying initiatives that can be
accomplished by the City and its stakeholders over the next three to five years .
7. Implemented the Focused Area Systematic Enforcement (FASE) program to define and enforce
property maintenance expectations. As a result, properties are cleaner, better maintained and more
valuable. Program statistics have shown success through a 78% voluntary compliance rate .
8. Captured over $4.8 million in reimbursable grant funding to help drive the design and pre-
construction phases for the Rosemead Boulevard Enhancement Pr oject. Upon completion in 2014,
the project will open up access points to commercial uses, enhance the corridor's overall
functionality and aesthetic, introduce protected bike lanes and set the stage for future redesign of
the Las Tunas corridor.
9. Worked with the Public Safety Commission to enhance peak hour parking turnover for restaurants
and other businesses served by District Lot 2B and City Lot 8D (i.e., south side of Las Tunas Drive
between Temple City Boulevard and Primrose Avenue). This resulted in the conversion of 37 all-day
into limited two-hour parking stalls, and set the stage for the re -striping of the District Lot 3 (i.e.,
south side of Las Tunas Drive at Temple City Boulevard) which added 11 two-hour parking stalls .
KEY CITYWIDE ACCOMPLISHMENTS: FY 2011-12
Page 2 of7
10. Drafted a downtown parking study to provide a comprehensive review of current and future parking
needs along las Tunas Drive. The goal is to identify parking problems and potential solutions to help
retain and attract businesses along the co r ri dor, while mitigating parking impacts to adjacent
neighborhoods. The study will be completed in October.
11 . Developed a public art ordinance that sets the stage for a robust public art program, adding
vibrancy, aesthetics, culture and new destinations to Temple City's built environment.
12 . Made necessary improvements to the business licensing process, including making the application
more user-friendly and clearly stating expectations for supplemental applicant information. Also
continued ongoing enforcement of active business licenses to address the problem of businesses
operating without proper City and State licenses.
FINANCIAL SOLVENCY AND ACCOUNTABILITY
1. Completed an ord i nance that safeguards the City's $21.7 million General Fund reserve . The policy,
which supports the City's long history of conservative budgeting, mandates the availability of
adequate reserves to hedge against economic downturns and other emergencies. It also provides
resources that can be used for one-time needs such as major capital improvement and economic
development projects.
2. Confirmed through an audit that the City's General Fund reserve is now estimated at $23.3 million
(as of June 30, 2013). This amount is $1.6 million more than originally anticipated, based on recent
audited actuals.
3. Conti nued used of a zero-based approach to establish balanced City budgets that continue to
increa se the level of City services while yi elding operational efficiencies . The recently adopted FY
2012-13 City Budget provides for a one -time expenditure of $729,000 for special projects and
programs-the result of prudent financial plann ing and greater cost recovery .
4. Outsourced fee collection services for parking tickets and administrative citations. This new
arrangement allowed a collection agency to recover an estimated $50,000 in one-time revenue
through use of the State Franchise Tax Board 's Tax Intercept Program.
5. With the City Attorney's assistance, rescinded $117,000 in billing charges from Athens Services
pertaining to green-waste disposal fees incurred from the November 2011 windstorm cleanup
effort. The issue was brought before Athens, stating that the fees were included as part of their
service contract because the City (consistent with the exinsting agreement) used the City Yard as
central collection point for all citywide green waste .
6. Revised the City's antiquated fee schedule and cost allocation plan to reflect the true cost of City
services , eliminating approximately $400,000 in annual General Fund operational subsidies.
7. Established two new positions in the City's Community Development Department through cost-
neutral arrangements (i.e., no financial impact to the General Fund).
KEY CITYWIDE ACCOMPLISHMENTS: FY 2011-12
Page 3 of7
8. Issued an RFP that led to the hiring of a new auditor, Vasquez and Associates, which has proven
valuable in identifying new opportunities for improved control practices in financial reporting and
record keeping. (The City had not changed auditors in nearly a decade.)
9. Received a "clean" audit on the City's financial statements through June 30, 2011, indicating
financial record keeping is accurate and performed in accordance with generally accepted
accounting principles.
INFRASTRUCTURE, MAINTENANCE AND SAFETY
1. Captured nearly $432,000 in Safe Routes to School funds for pedestrian safety improvements near
nine Temple City schools. The planned improvements-scheduled to begin within the next year-
will result in the installation of new sidewalks, crosswalks, curb ramps, flashing pedestrian crosswalk
lights and speed feedback signs.
2. Upgraded traffic signals at Temple City Boulevard/Las Tunas Drive and Baldwin Avenue/Olive Street
to provide critical pedestrian safety improvements including vehicular left-turn signal heads and
legally compliant pedestrian curb ramps. Federal and county transportation funds covered the
$206,000 cost.
3. Coordinated the timely cleanup, service delivery and the cost inventory associated with the
unprecedented November 2011 windstorm. Operations transitioned to recovery mode within 24
hours, and all debris removed from city streets in three weeks. The City's cleanup efforts were one
of the quickest and best coordinated in the San Gabriel Valley.
4. Reinstituted a four-year trim cycle for City-owned trees that will foster the proper growth of nearly
5,700 trees, and reduce liability from falling limbs and other unsound conditions.
5. Hired a new contractor for the maintenance of City medians, parkways and parking lots. Associated
service agreements are now performance-based to allow for greater oversight and enhanced
services.
6. Improved the appearance of Civic Center facilities to be more aesthetically pleasing and inviting to
the public, by adding new landscaping at City Hall, and repainting the exterior of City Hall and
Council Chambers.
7. Established a special event application that, among other things, requires the completion of various
safety due-diligence measures for large events (e.g., the submittal of traffic, parking, public safety
and medical evacuation plans).
PARKS AND COMMUNITY SERVICES
1. Hosted 12 community events that promote civic engagement, increase cultural unity and strengthen
community image. (E.g., summer concert series, Halloween Carnival, Fall Festival, Lights on Temple
City, Lunar New Year Celebration, Arbor Day Event and Easter Egg Hunt.)
KEY CITYWIDE ACCOMPLISHMENTS: FY 2011-12
Page 4 of7
2. Offered 16 new classes to meet changing customer needs, including academic courses for youth,
computer instruction courses for youth and seniors, and a modified exercise program for seniors.
Classes in general saw a 6% increase in attendance over the prior fiscal year.
3. Partnered with YWCA Intervale to provide seniors with case management services in five different
languages. Services include advocacy, housekeeping, care giving, bill payment assistance, and vision
and hearing services.
4. Added a new stop-the Home Depot in El Monte-to the City's Dial-A-Ride Program. The low-cost
transportation service provides roughly 18,000 trips a year to those with limited mobility.
5. Made numerous facility improvements at City parks including but not limited to the resurfacing of
basketball courts, replacement of tennis court screens and construction of new monument
identification signs (e.g ., installation of the Walter P. Temple bust at Temple City Park).
6. Entered into agreements with the Temple City Unified School District-including shared funding of
the new basketball/volleyball scoreboard at Oak Avenue Intermediate School-that allow for mutual
use of public property and facilities between both entities for five years at a significantly reduced
cost.
PUBLIC INFORMATION AND ENGAGEMENT
1. Built solid relationships with English and Chinese language media through news releases and
introductions; media coverage has turned from negative to positive.
2. Rebranded the former city newsletter into Temple City Connect Magazine , a professionally produced
32-page quarterly magazine that has been well received by the public.
3. Launched the first Citizen's Academy, an engagement and leadership succession program allowing
citizens to understand the workings of City Hall through interaction with City officials .
4 . Established the City's social media sites and user policies. User activity has grown significantly since
site launches through ad campaigns, the posting oftimely and relevant content, and direct dialogue
with users .
5. Secured a FCC license and other clearances to launch the City's first AM radio station by October.
The radio station (AM 1690) will be used to announce community events and traffic advisories
(stemming primarily from Rosemead Boulevard road construction).
6. Made improvements to, and added timely postings to the City website; initiated the RFP process for
the development of a new website . An award of contract is scheduled for September, with site
launch by June 2013 .
7 . Repurposed the City's Neighborhood Watch Program for greater civic involvement. Meetings are
now well attended at an average of 70 residents per meeting-up from 2 to 4 in previous years.
KEY CITYWIDE ACCOMPLISHMENTS: FY 2011-12
Page 5 of7
8. Prepared the second, now annual State of the City address that discusses issues, accomplishments
and projects affecting the Temple City community.
9. Revamped the annual meeting with Supervisor Antonovich from one of mere formality to one
focused on accomplishing tasks through partnerships with County departments.
10. Established an outreach and messaging model (based on the Rosemead Boulevard Project
community meetings) for future civic engagement efforts.
11. Transformed City Council staff reports and the Ci t y Manager's report into formats that provide
informative and relevant information to the City Council and their constituents. Changed the City
Manager's Report distribution from weekly to twice monthly for greater staff efficiencies and more
substantive entries.
12. Made significant improvements to the annual City budget document for greater transparency and
understanding. This included new presentation formats, a Budget-in-Brief discussion and
performance metrics for each Budget fund.
13. Reintroduced after a 10-year hiatus, a Comprehensive Annual Financial Report (CAFR). The
document provides the public full disclosure of the City's financial position in an easy to read format.
STAFF DEVELOPMENT AND ORGANIZATIONAL EFFICIENCIES
1. Acted (the City Manager) in dual capacity as the City's Interim Administrative Services Director from
March 2011-12. Revamped the position's job specifications to include oversight of the following City
functions: information technology, finance and personnel.
2. Recruited a new City Clerk and Administrative Services Director to the City's performance-based
management team.
3. Placed some City management team members on employment contracts, an arrangement that
provides necessary protocols for employee accountability and performance reviews.
4. Resolved personnel and staff turnover issues stemming from the organization's transition from
status quo to high performing.
5. Implemented the City's new management analyst program that uses recent college graduates, or
those in graduate studies, to conduct high-level work in a mentoring environment. The organization
currently has six analysts, which have completed critical projects and helped establish the City's
communications and GIS functions.
6. leveraged over 10,000 volunteer service hours-a 100% increase over the last fiscal year-to assist
with City programs (e.g., senior lunch and youth sports) and special community events, as well as
provide general office support.
KEY CITYWIDE ACCOMPLISHMENTS: FY 2011-12
Page 6 of7
7. Updated the City's obsolete personnel rules to reflect new legal mandates, and incorporate best
practices for new protocols and employee standards of conduct. Staff is currently reviewing the
draft document, with updated rules expected to be finalized and effective by January 2013 .
8. Mandated the development of employee development plans to improve an employee's skill set for
their current job, as well as enhance them for future responsibilities and new positions .
9. Developed new employee protocols to reduce possible liabilities. This includes new e-mail and
public records policies, as well as the establishment of a records retention schedule .
10. Establ ished standard operating procedures and a desk manual for the City Clerk's office-tools that
will allow for staff cross-training and enhanced customer service at the public counter.
11. Upgraded financial reporting and accounting software for increased internal controls and greater
employee productivity.
12. Hired new contractor {Transtech) to handle bu ilding and engineering plan reviews . This provides for
greater field expertise, quicker turnaround times, enhanced customer service, and ensured
compl iance with ever-changing state and federal mandates.
STRATEGIC PLANNING
1. Conducted a survey that identifies potential historic and cultural resources . Consultants have made
several recommendations outlining how the City might launch a historic preservation program. The
survey will be presented for public review in Ju ly and, based on comments received, may set in
motion the drafting and adoption of a historic preservation ordinance by June 2013.
2. Finalized the City's first-ever bicycle master plan , which defines a network of designated bikeways
and safety improvements to connect residents to recreational opportunities and alternate forms of
transportation. The plan also serves as a tool for securing funding opportunities-including the
$443,000 state grant for new bike lanes along Rosemead Boulevard. A $480,000 grant application
for citywide bike lanes is pending notice of award .
3. Began a five-year update of the City's Housing Element, a State mandated exercise that looks to
adequately plan for the housing needs of all Temple Citians, regardless of income . A draft document
w i ll be completed in August for public review and consideration by the State Department of Housing
and Community Development.
4. Partnered with Southern California Edison and the San Gabriel Valley Council of Governments to
prepare a communitywide Climate Action Plan . Scheduled for completion by October, the plan will
project Temple City's energy usage for the next 20 years , and provide recommendations for how the
community can reduce energy consumption and greenhouse gas emissions. The partnership also
avails the City to the reimbursement of costs by Southern California Edison for certa in energy
efficiency upgrades (e.g., new street lighting and HVAC units).
5. Initiated development of a traffic calming master plan to identify street improvements that slow
speed and reduce cut-through traffic through neighborhoods, and better manage circulation. Two
KEY CITYWIDE ACCOMPLISHMENTS: FY 2011-12
Page 7 of 7
public meetings were held to solicit input. A draft plan will be presented for the Public Safety
Commission and City Council to review in Fall. The finalized document will enable the City to pursue
grant opportunities and consider proposed improvements (e.g., speed humps, bulb outs, traffic
circles.
6. Completed a much-needed update of the City's 1996 emergency preparedness plan. The document
identifies the deployment of resources available in the event of an emergency, and ensures
response compliance with homeland security requirements. It also makes the City eligible to request
state and federal reimbursement costs for local emergency response efforts.
7. Worked with Temple Station to complete a three-year strategic plan prioritizing the City's law
enforcement goals. The plan essentially focuses staff efforts on achieving initiatives that make law
enforcement more efficient and effective; and includes performance measures demonstrating year-
to-year achievements, providing a basis for Temple Station's annual report card to the community.
8. Developed internal department work plans identifying each department's separate tasks and
responsibilities in its special area of focus. The next phase of planning, which kicks off in January
2013, incorporates these major initiatives into one strategic plan that will capture a comprehensive
big-picture vision for the City.
OTHER
1. Partnered with the City Prosecutor to assess and update the City's municipal code to incorporate
best practices, meet legal mandates and address current conditions. This resulted in a registration
program for vacant properties, and the establishment of administrative citation and errant shopping
cart ordinances-all which collectively act to enhance the appearance of Temple City
neighborhoods. Proposed code amendments scheduled for City Council consideration in August will
address fireworks restrictions, smoking in public places, frequency of yard sales, and the required
inspection of residential properties for health, safety and consumer purposes.
2. Took all necessary actions to preserve former redevelopment agency assets from being disposed to
the State (per AB x1 26). This included the transferring of property to the City, encumbering bond
proceeds for the Rosemead Boulevard Enhancement Project, and preparing tedious recognized
obligation payment schedules pursuant to State Department of Finance regulations.
3. Resolved longstanding issues involving prior misuse of Community Development Block Grant (CDBG)
funds for housing projects, and a recent action of improper noticing for CDBG fund availability. This
program has since been transitioned to the Management Services Department for effective
administration and compliance monitoring.
4. Within three months coordinated efforts with Temple City Unified School District and the County of
Los Angeles to realize a student art mural on the west exterior wall ofTemple City Library. The mural
adds an aesthetic and engaging vibrancy to the Civic Center area.