HomeMy Public PortalAbout09) 7D Adoption of the City of Temple Citys Strategic Plan,---------------~----~ ~----------------------------
ADMINISTRATIVE SERVICES DEPARTMENT
MEMORANDUM
DATE: October 21 , 2014
TO: The Honorable City Council
FROM: Bryan Cook, City Manager
By: Tracey Hause, Administrative Services Director
Giselle Corella , Executive Assistant to the City Manager
SUBJECT: ADOPTION OF THE CITY OF TEMPLE CITY'S STRATEGIC PLAN
RECOMMENDATION:
It is recommended the City Council adopt the City of Temple City Strategic Plan .
BACKGROUND:
AGENDA
ITEM 7 .0
On October 7 , 2014, at the Regular City Council Meeting (Attachment "A "), the City
Council discussed the City of Temple City's Strategic Plan and directed staff to finalize
the Strateg ic Plan (Attachment "B") for adoption at the October 21 , 2 014 Regular City
Council Meeting .
ANALYSIS:
At the Regular City Council Meeting on October 7 , the City Council rece ived a
presentation from the Administrative Services Director on the Strategic Plan. There was
no public comment regard ing the Strategic Plan and the City Council did not have any
additional comments or rev isions to the Strategic Plan document. Therefore , the City
Council directed staff to f ina li ze the Strategic Plan .
CONCLUSION:
Through the efforts by the City Council , the Ad Hoc and Stand i ng Committees , staff and
the community , the framework for how the City will be "conducting bus iness " is
complete and documented i n "MAKE TC Happen : A Strategi c Plan Fo r O u r Future ."
Adoption of the Strategic Plan document will ensure that the City Manager and
management staff can prepare a five -year work plan to coincide with the Fiscal Year
(FY) 2015-16 budget process .
City Council
October 21 , 20 14
Page 2 of 2
FISCAL IMPACT:
This item does not have a n impact o n the FY 2014-15 City Budget.
ATTACHMENTS:
A. Oct obe r 7 , 20 14 Ci ty Counci l Meetin g staff report
B . MAKE T C Ha ppen : A Strategic Pl an for Our Future
ATTACHMENT A
ADMINISTRATIVE SERVICES DEPARTMENT
MEMORANDUM
DATE : October 7, 2014
TO : The Hon orable City Cou nci l
FROM : Bryan Cook , City Manager
By: Tracey Hause , Administrative Services Director
Giselle Corella , Executive Assistant to the City Manager
SUBJECT: DISCUSSION ON THE CITY OF TEMPLE CITY'S STRATEGIC PLAN
RECOMMENDATION:
It is recommended the C ity Council direct staff to finalize the Strategic Plan and
schedule the adoption of the Strategic Plan at the next Regular City Council Meeting .
BACKGROUND:
1. On April 2, 2013, the Strategic Plan Ad Hoc Committee (Ad Hoc Comm ittee} was
established and Mayor Sternquist appointed Mayor Pro Tern Blum and
Councilmember Yu to the Ad Hoc Committee .
2 . On June 4 , 20 13, the C ity Council approved a Consultant Services Agreement with
the Lilley Planning Group (Consu lt ant) to pre pare 'the City of Temple City's
Strategic Plan (Strateg ic Plan).
3. In July 2013, the City's management staff met with the Consultant to gather
recommendations for stakehold e rs to consider; establish a work schedu le and
receive direction for the public outreach process.
4 . In August 2013, the Consu ltant met with the City Counci l for "two on ones"
sess ions to receive input on the goals of the Strategic Plan .
5 . On August 20, 2013 , the City Council approved a Consultant Services Agreement
with the Center of Priority Based Budgeting to cre ate the foundation for the Priority
Based Budgeting model.
6 . From Se ptember to October 2 013 , the Consultant met with staff to discuss the
strategy for public outreach and the alignment of the Strategic Planning process
and the Priority Based Budgeting model. This process provided a foundat ion with
wh ich to co ns ider the possible realign ment of resources based on input received
City Council
October 7, 2014
Page 2 of 5
from the Strategic Plan process .
7 . On November 5 , 2013 , the Consultant introduced the concepts of the Strategic
Plan at the regularly scheduled City Council meeting and provided a timeline of
scheduled events.
8 . On November 21 , 2013 , the City hosted a Strategic Plan community meeting to
gather input from key stakeholders (i.e ., Temple City Chamber of Commerce,
Temple City Unified School Distr ict, Ne ighborhood Watch Leaders , past and
present Citizen's Academy members and members of the City's Comm issions).
Approximately 50 stakeholders reviewed and discussed current City programs and
projects , as well as future opportunities .
9. On December 12 , 2013 , the City hosted a second Strategic Plan commun ity
meeting to receive input from residents and business owners in Temp le City.
Approximately 40 community members attended and discussed the top five
commun ity issues identified at the November 21 , 2013 meeti ng.
10. On January 11, 2014, the City Council held a Strategic Plan and Fiscal Year (FY)
2014-15 City Budget Kick-off Study Sess ion .
11 . On January 27, 2014 , the Strategic Plan Ad Hoc Committee was dissolved and the
Strategic Plan Implementation Standing Committee (Standing Committee) was
established . Mayor Sternqu ist appointed then Mayor Pro Tern Blum and
Councilmember Chavez to the Standing Committee.
12 . From January to September 2014 , the Standing Committee met on numerous
occasions to review, revise and finalize the Strategic Plan document.
ANALYSIS:
During the past four years, the City Council has identified the City's goa ls for the
upcoming fiscal year to help dictate the budget priorities and objectives for the City's
annual budget. Over the past four years the City 's activities have focused on tackling
the completion of various studies; prov iding the commun ity with information and data
related to unmet infrastructure; ensuring financial sustainability ; and fostering
improvement in community engagement and transparency. Now that the City has
completed and adopted the various Public Works, Planning and Parks stud ies (e .g .,
Pavement Management Plan , Parks and Open Space Master Plan , etc.); sustained
financial stability, and improved community engagement and transparency through its
Communications program , this Strategic Plan will be the framework that continually
guides the City's elected officials' decision -making and staffs work plan to execute
recommendations of the various studies and improve City programs .
City Council
October 7, 2014
Page 3 of 5
Strategic Plan Overview
The purpose of the Strategic Plan is to organize and prioritize the City's work . This
Strategic Plan has three distinctive phases and related documents. The three majo r
components include : Strategic Direction , Implementation Strategy, and Strategic
Funding and are described below:
Phase 1: Strategic Direction
This first document, currently being presented to the City Council , addresses the
Strategic Direction of the City over the next 20 years. This first document identifies
the long term Mission and Vision for the C ity, defines the Values upon which this
community is built, establishes Goals for the next 10 years and identifies the five
major tools (i .e ., Strategic Plan Process , Long-Term Financial Plann ing , Priority
Based Budgeting, General Plan Update and Implementation Plan) the City will use to
accomplish these Goals.
Through the public outreach process, the follow ing six Strategic Goals descri bes the
over-arching reasons why the organization exists in the eyes of the community: Good
Governance , Public Health and Safety , Qua li ty of Life , Sustainable Infrastructure ,
Economic Development , and Citizen Education and Communication. These goals
were the result of much community deliberation , and reflect what citizens want in
their City.
Phase 2: Implementation Strategy
The se cond phase/component of the St rat egic Plan will id entify the Impl ementation
Strategy (i .e ., staff work plan) over the next 5 to 10 years . The Implementation Plan
document (Phase 2 of the Strategic Plan) pulls together the adopted studies and their
recommendations into a comprehensive document. Once the Strateg ic Plan is
adopted , an Implementation Plan that priorit izes execution and schedule of C ity
programs will be developed and taken to the City Counc il.
Phase 3: Strategic Funding
The third phase/component of the Strateg ic Plan addresses the Strateg ic Funding
wh ich will accomplish the Strategic Plan . The third phase is the annual budgeting
process in which the City w ill evaluate its progress with programs outl ined in the
Strategic Plan 's Implementation Plan . Taking i nto considerat ion that some programs
have already been initiated, the remaining actions/tasks of those programs will be
scheduled for implementation as part of the annual budget process and the Strateg ic
Tools will determine the pr iority and funding mechanisms .
City Council
October 7, 2014
Page 4 of 5
Next Steps
Once the Strategic Plan is adopted , the C ity Council , City Manager and management
staff will initiate Phase 2 and 3 of the Strateg ic Plan and work together to allocate
resources and schedule the implementation of the fol lowing 14 programs in a five-year
work plan :
• Bike Master Plan;
• Pavement Management Plan ;
• Downtown Parking Plan ;
• Traffic Calming;
• Safe Routes to Schoo ls;
• Parks and Open Space Master Plan ;
• Public Art Program ;
• Civic Center/Library Upgrade ;
• Economic Development and Business Outreach ;
• Street Lighting Master Plan ;
• Law Enforcement Strategic Plan ;
• Sewer Master Plan ;
• Energy Action Plan ; and
• Water Conservation and Clean-Up of Urban Runoff
The Strategic Plan document will be subje ct to reviews every five years and semi-
annua l progress reports to keep the City focused on its goa ls . The f irst semi -annual
progress report will be July 2015 .
CONCLUSION:
Through the efforts by the City Council , the Ad Hoc and Standing Committees ,
Consultant , staff and the community , the framework for how the City will be "conducting
business " is complete and documented in "MAKE TC Happen : A Strategic Plan For Our
Future ." Direction to adopt the document in the upcoming weeks wi ll ensure that the
City Manager and management staff can prepare a five-year work to coincide w ith the
FY 2015-16 budget pro cess .
FISCAL IMPACT:
This item does not have an impact on the FY 2014 -15 City Budget.
City Council
Octobe r 7, 2014
Page 5 of 5
ATTACHMENT:
A. MAKE TC Happen: A Strategic Plan for Our Future
ATTACHMENT B
MAKE TC HAPPEN
A STRATEGIC PLAN FOR OUR FUTURE
Ci t y o f Temple City, C a li f ornia
October 2014
ACKNOWLEDGEMENTS
City Council
C arl Bl u m
To m Chavez
Cyn th ia Sternquis t
Fe rn ando Vizca rra
V in cen t Yu
City Staff
Bryan Cook, C ity Manager
Tracey Hause, Ad ministrative Serv ices Director
Cat hy Burroughs, Parks and Recreation Director
M ic hae l Forbes, Co m munity Deve lopment Direc t o r
Bri a n Haworth, Ass ist a n t to t he City M anager/ Economic Development Manager
Gise lle Corel la, Exec uti ve Assistan t to th e Ci t y Ma n ager
Table of Contents
MAKE TC HAPP EN! ........................................................................................................................ 1
M ISS ION I VISIO N I VALUES ........................................................................................................ 3
STRA TEGIC GOALS ........................................................................................................................ 5
TOO LS ............................................................................................................................................. 6
THE STRATEGIC PLANNI NG PROCESS ...................................................................................... 6
LONG-TERM FINANC IA L PLANNING ........................................................................................ 7
PR IORITY BASE D BUDGET ING .................................................................................................... 8
AN UPDATED GE NERAL PLAN .................................................................................................. 9
IMPLEMENTAT IO N STR ATEGY: MAKE TC HAPP EN ! ................................................................ 10
AP PENDI X A: ................................................................................................................................ 11
COMMUNITY O UTREA C H ........................................................................................................ 11
NOVEMBER 20 13 STAKEHOLDER MEETING ........................................................................ 12
DECEMBER 201 3 AL L -COMM UN ITY MEETING ................................................................. 14
APPENDIX B: ................................................................................................................................. 16
STR A TEGIC GOAL ELEMENTS .................................................................................................. 16
APPENDIX C : ................................................................................................................................ 19
IMP LEMENTATION STRATEGY EXAMP LE ................................................................................. 19
STRATEGY-BIC YC LE MASTER PLA N (MARCH 2011 ) ........................................................ 19
APPEND IX D: ................................................................................................................................ 2 1
FURTHE R ACKNOW LEDGE M ENTS ........................................................................................... 21
TEMPLE CITY STRATEGIC PLAN 1 2014
MAKE TC HAPPEN!
What is a strategic plan? Does Temple City need one?
We a ll know that failing to p lan is a plan to fail. Therefore, it is important f or our
city to lay out a strategic plan t o lead us into the future. The purpose of t he
Strategic Plan is t o organize and prioritize the Ci t y's work . It is a tool for
documenting and decision-making .
City
Mission
Values
Tools
•
•
-~· mplementation Plan
Make TC
Happen!
Th e Strategic Plan has three d istinc ti ve phases and re la ted documents.
This fir st document addresses the Stra t egic Direction of th e Ci t y over the next 20
years. It identifies th e long term M iss ion and Vision for the Ci ty. It defines the
Va lu es upon which thi s Plan is built, es tabli shes Goals for t he next ten years and
identi fies the tools that the City wi ll use to accomplish these goa ls.
The second docum e n t will identify the Implementation Stra t egy over the next 5
t o 10 years . The City has undertake n many studies over the pas t four years . Th e
Implementation Strategy document pulls together those studi es and their
recommendations into a compreh ensive document to help guide the City's
leadership in t he years ahead.
The thir d document wil l address th e stra t egic funding which w ill accomplish th e
Strategic Plan. Th e third document is th e annua l b udgeting p rocess in whi c h the
Ci ty will evaluate its progress with its programs as outli ned in the Strategic Plan's
Im p lementation Plan. This will provide the City an opportun ity to adjus t , if
necessary, how the implementatio n of t he on-going programs takes place for
th e upcoming fisca l year.
It shou ld a lso be pointed ou t tha t strategic p lanning is not a one-time endeavor.
It is ongoing because our environment is always in flux. As such, this Strategic
Plan is intended t o be dynamic-changing at time s t o address important
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TE MPLE CITY STRATEGIC PLAN 1 2014
community issues th at may arise in th e futu re. The document will be subject t o
reviews every five years and semi-annual progres s report s to keep the Ci ty
focused on its goa ls. The success o f this long-range p lan wil l depend on t he
focus and comm itment of future City Councils.
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TEMPLE C IT Y STRA TE G IC PLAN 12014
MISSION VISION VALUES
OUR MISSION
To provide the highest quality of lif e t o our entire community through excellen t
customer service, essential infrastru cture, publi c safety, recreation, education,
innovation and welcoming economic growth wi thin the constraints of fisca lly
responsible government.
OUR VISION
Temple Ci t y is and w ill continue to be a safe, progressive, susta in able, vibra nt,
learned and a diverse community. We will continu e t o be a desirable place to
live, get an educati on, raise a family, conduct busin ess, and enj oy re crea ti ona l
and cultural activiti es.
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TEMPLE C IT Y STRA TE GIC PL AN 1 2014
OUR VALUES
Th e following seven va lues provide guidelines f or strategic planning and
decision making, representing th e City's highest p ri orit ies and deeply held
d rivin g forces.
INEGRITY, HONESTY & TRUST
Hones t , t ran spa rent governing, dese rving o f th e public trust.
RESPECT & CARING
Consist e ntly treat staff, res id en ts and the business commu nity well.
BEST OF CLASS
Recru it and appoint the bes t qualified can didate.
LEVERAGE RESOURCES
Ut ilize City staff and fund in g to obtain additional resources (people,
money and partnersh ips to meet th e City's goals).
INNOVATION & BEST PRACTICES
En courage creat ive th inking in finding te c hniqu es, process, m etho ds and
materials to best m eet the needs of the Ci ty.
BE PROACTIVE & TAKE ACTION
Anticipate community nee ds as well as external opportu ni ti es and threa ts
to the C ity a nd proactively address them .
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TEMPLE CI TY STRATEG IC PLAN 1 2014
STRATEGIC GOALS
The City ini t ia t e d development of thi s St rategic Plan t o c reate a m ore f ocused
vis ion for the next fiv e, ten and twen t y yea rs throu g h the prioritization and
imple m e n ta ti o n o f re commendation s from recently comple t ed planning stud ies
(see pg. 13 for list o f programs ). O u t of a se ri es of com munity workshops
u ltim ately emerged th e following six strategic goals, which will be used by
leaders and staff to guide t he Ci ty into th e fut ure.
Good Governance
Manage t h e C it y 's ma n y respo n sibilities in an e ffi c ient, effecti ve man ner.
Promo t e finan c ial stabilit y, and promote bes t pract ices a nd inn ovation in
all aspects o f government operations.
Public Health and Safety
Pro vide a sa f e comm unity w ith quality law enfo rceme nt and emergency
services, well -managed infra st ructure systems and healthy living
opport un it ies.
Quality of Life
Culti vate a stro n g sense o f pride in the com munity th roug h specia l eve nts
and the arts, well-ma intain ed and att rac ti ve n e ighborhoods , com mercial
and recreati onal facil ities.
Sustainable Infrastructure
Be c ome an e nv ironm enta lly and econom ically sus t ainable community.
Address the e ffects o f climate cha nge t hrough a number of
environmental progra m s, and pursue "green" infras t ructure improvements
where possi bl e .
Economic Development
Retain and support a diverse mix o f qualit y busin esses, while faci lita t ing
business re c ruitm e n t, expa n sion and investment. Provide incentives,
developm e nt standards, sh ared resou rces, e fficient processes and
ongoing vision for economic vita lity .
Citizen Education and Communication
Create an info rm ed, involved and engaged community through public
ou treac h , e ducation and communication.
Th e goa ls out lin ed were the res ult of mu c h com munity deli beration, and reflec t
w hat c iti zens wan t in their ci t y. In the Append ix B, you wil l fin d expanded
disc u ssion on each goal.
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TEMPL E C IT Y STRAT EG IC PLAN 1 2014
TOOLS
The City wil l use th e fo ll owing five maj o r t ools t o h e lp a ccomplis h t his Strategic
Pl a n .
THE STRATEGIC PLANNING PROCESS
The Temple Ci t y Co un ci l has un dertaken t he st ra t egic pla n n in g proc ess t o
e n sur e that t here is a reg u lar review o f existing City project s and programs and a
m e th odology fo r cond u c ti ng resea rc h and p lan ni ng, t hen imp lementation o f
new programs.
The f o ll owing steps con st itute the St rategic Pla n ning Process:
ASSESS GOALS/NEEDS
RESEARC H NEW PROGRA MS/PROJEC TS/SERVICES
UN DERTAKE PLA NN ING
ENGAGE COMMUNITY INP UT
PRIOR ITI ZE
A LL OCATE FUN DING
TAKE ACTI ON!
REPEAT. ..
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TEMPLE CITY STRATEGIC PLAN 1 2014
LONG-TERM FINANCIAL PLANNING
As part of the stra t egic planning process , the fo ll owing steps will be taken it
develop a Long-Term Financial Plan . Priority Based Budgeting, discussed in the
foll owing section, w ill also be an in t egra l part of the ana lysis of funding issues.
Implement
Through
Budget
Staff Task
Council&StaffTaslt I
Cout~cil & Staff Task
with Critical Point of
Public Input
A Long-Term Financia l Plan tr ies to iden t ify potential long-term imbalances, and
financia l strategies are developed t o counteract th ese imbalances. The Long-
Term Financial Pla n does not jus t fo recast the status quo, it considers various
f inancia l and econ omic environmen ts, fo re c asts revenues and e x penditures
both on-going and one time, capita l needs and considers future d e bt. The
preparation o f t he Long-Term Financia l Plan involves all stakeholders, elected
officials , operating depart ments , and t he public w ho can all help in developing
the big picture and identifying long-term needs. The ultimate goa l w ill be to
develop consensus st rategies to ensure a success ful implementation of the
Strategic Plan.
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TEMPLE CI TY STRATEG IC PLAN 1 2014
PRIORITY BASED BUDGETING
The City h as inaugurated a Prior ity Ba se d Budgetin g sys tem t o help establish cos t
e ffective spen ding. Th e following five st ep process is used:
1. Determine Goals -Comprehensive, high-level and over-arching reasons the
organization exists in the eyes of the community
2. Define Steps needed to accomplish Goals
3. Identify Existing Programs and Services
4. Value Existing Programs Based on the Goals
Eval uate factors affec tin g program s:
../ Which programs are of the hi g h es t prio rity in terms of ach ieving what the
commu nity exp ects?
../ Which programs are tr u ly mandated f o r u s to provide?
../ Which programs are offered b ecause they are "self-imposed?"
../ Which program s are o ffe re d for which there are no other serv ice
providers?
../ Are t here progra ms t ha t might lend th emselves to public/private
partnerships?
../ Who in the private sect or is offering programs th at are similar in nature?
../ Which p rog rams a re experi e n cing an increasing or decreasing level of
demand from th e commun ity?
../ Are there progra m s offered that are no longer helping us achieve o ur
intended goa ls?
../ What are we spending to achieve our goals?
5. Allocate Resources Based on Priorities
Th e process fo r a ll oca ti ng reso urces based on id e ntified prioriti es will in cl ude
assessing the tota l esti m ated cost, poss ible fundin g sources, timeframe for
completion of th e project and th e priority.
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TEMPLE C ITY STRATEG IC PLAN 1 2014
AN UPDATED GENERAL PLAN
Ca lifornia State law requires all citi es to adopt a General Plan. The Genera l Plan
serves as the b lueprint for the future by providing goa ls, policies, and programs
re lated to the growth and phys ical development of the community. Th e
General Plan is implemen t ed throug h th e Zoning Code to guide decisions about
privat e development, and is used to direct City inves tm en ts in p ubl ic
improvement s. The General Plan is one of severa l tools for implementing th e
Stra t egic Plan by establishing goa ls, policies, and programs specifically related
to land use, transpo rta tion , and othe r subject areas covered by t he General
Plan. The Genera l Plan is bui lt upon the community's vision and guiding
principles, as established in the Stra tegic Plan .
General Plans should be updated every few years to ensure that they are a
re fl ection of the communit y's curren t vision and desires for its future. Temple
Ci ty 's General Plan was last updated in 1987 . The City is now working on a
comprehensive update to the General Plan. The City Counc il has appointed a
12-m ember General Plan Advisory Committee that w ill work closely with Ci ty
sta ff and the City's G e n era l Plan cons ultant to c reate an updated Genera l Pl a n
t o guide Temple City's growth and development in the com ing decades.
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TEMPLE C IT Y STRATEGIC PLAN 12014
IMPLEMENTATION STRATEGY: MAKE TC HAPPEN!
The Ci t y Council w ill work with th e Ci ty M anager and management staff t o
unde rta ke the resource allocation and scheduli ng of 14 planning efforts that
have been undertaken by the C ity in th e past four years.
Fo r each prog ram , t here is a background statement, assigned team,
sta keh olders, objectiv es , and ac t io n s.
Program s
• Bike Maste r Pl a n
• Pave m e n t Man agement Plan
• Downtown Pa rking Plan
• Traffic Calming
• Safe Routes t o Schools
• Pa rks and Open Space Master Plan
• Pub lic Art Program
• Civic Center/Li brary Upgrade
• Economic Development-Bu sin ess Outreach
• Street Ligh t ing Ma ster Plan
• Law Enforcement St rategic Plan
• Sewer Master Plan
• Energy Actio n Plan
• Water Conservation and Clean-Up of Urban Runoff
Wh il e an initia l priorit ization and imp lementation plan will be developed, taking
into consideratio n that so me prog ra ms have already been ini tiated , th e
remaining tools w ill b e used to dete rmin e th e p ri ority, sche dule and fu ndi ng
mechanisms as pa rt of th e annual budget process .
When possible City staff will combine and integrate cons tructi o n/
implementation o f programs to minimize disrup tion to the community and
m aximize the amount of work accomplished with the limited avail able funds.
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TEMPLE C IT Y STRA TE G IC PLAN 12014
APPENDIX A:
COMMUNITY OUTREACH
The City o f Tem ple C ity engages its residents regularl y on matters tha t are
important to the health and vi t a lity of the commu nity. The stra t egic planning
process is no excepti on. In order to develop this f ramework document, t he
community has been informed about th e process in the Ci t y 's award w inning
CONNECT magazin e and throug h updates a t City Council meetings. In
addition, two in-depth com munity meetings were held -one w ith commun ity
stakeholders in November 2013, and another with the commun it y at large in
December, 2013 . Finall y, the City Council held a workshop January 2014 t o
discuss the resu lts and provide d irection reg arding the drafting of two
documents : "Make TC Happen! A Stra t egic Planning Framework" and "20 14-
2016 Strategic Plan Im plementation ."
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TEMPLE C IT Y STRATEGIC PLAN 1 2014
NOVEMBER 2013 STAKEHOLDER MEETING
Community stake ho lders rep resenting c ity comm1ss1ons, com m u nity
organizations, the school districts, and th e business community were in vited to
participate in a live ly d iscussion about fut ure needs, v a lues and goals. An
overv iew o f t he City 's Priority Based Budget e ffo rt was given . Th e community
was asked to ide ntify goals, p rograms, and p roj ect s tha t are or would be
desirable in th e Six Goal categorie s th a t make up the Priority Ba sed Budg e t.
Fo ll owing on t he next page is a sa mpl e o f the point s that were ra ise d .
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TEMPLE CITY STRATEG IC PLAN 1 2014
Programs and Projects that the Community identifi ed as meeting at least one
the City's six Str a tegic Goals:
Transparency
Partnership with TCUSD
Joint Use Agreement s
Civic Center Master Plan
Code Patrol
Citizen Involvement
Parks and Sports Programs
Library
Senior Lun c h Program
Festivals
Farmers Market
Road Maintenance
Tr ee Service
Beautification
Trash Service
Traffic Planning
Water Quality and Power Faciliti es
Sewers and Storm Drain s
Neighborhood Watch
Law Enforcement
Code Compliance
Fire Service
Traffic Control
Citizens Academy
Community Meetings and Citizen
Workshops
Email Communica ti ons
C ity Website
Public Parking
Downtown Improvements
Fa<;ade Improvements
Rosemead Project
Business Promotion
Sma ll Business Assistance
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TEMP LE CI TY STRATEGIC PLAN 1 2014
DECEMBER 2013 ALL-COMMUNITY MEETING
The community was briefed on t he St ra t egic Planning process and other
planning project s th a t would soon be underway-Priority Based Budgeting and
the Genera l Plan Update. Attendees broke into g roups and provided feedback
on "what's working?" and "wha t opportunities should we e xplore?" Following is
a highlight of t he responses:
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Working:
• CONNECT Magazine
• A ccess to information-Counci l
and st aff and community
• Friendl y and welcoming Ci ty Hall
• Ample public meetings and
public participation
• Te e n Zone
• Joint use o f gym
• Safe Routes t o School
• Youth Sports
• Trees and Landscape
Opportunities:
• Improve budget m eeting
presentations t o communit y;
m ore user friendly
• Better commun ity representation
on commissio ns
• Provide more v isual images with
p lanning project presentations
• Regular Ci t y Manager's Reports
with simp le language, not jargon
• Shared re c reatio nal and green
space
• Aquatics cen t e r u sage
• Co-s ponsorship of extracurricular
youth programs
• City in tern ship opp ortun iti es for
stud en ts/Citizen 's a ca demy for
t eens
• Im proved pedestrian amenities-
drinking fountains, comfo rtable
public spaces
TEMPLE CITY STRATEG IC PLAN 12014
• Cleanliness and Safety
• Ea sy access to City Ha ll
• Fi xe d Route Tran si t
• Police Patrol
• Code Enforcemen t
• Area meetings
• CERT tra in ing
• Adult classes and outin gs -
dance, aquatics, music, arts and
c rafts
• Wa lking/jogging trail
• WiF i/in ternet access
• Be tter visibility of stores and
st o re fron t d es ign g uid el in es
• Support of businesses and
c hamber; streamlined licensing
process
• Events to attract people-
themed walks,
discounts/promotions , street fair,
etc.
• New neighbors "Welco me"
program
• Block part ies and events
• Larger sidewalk s
• Installation of public art
• Encourage outdoor dining at
res ta u ra n ts
• Larger p laygrounds and dog
parks
• Community service projects f or
yo uth
• Dedicated senior center
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TEMPLE CITY STRATEGIC PL AN 1 2014
APPENDIX B:
STRATEGIC GOAL ELEMENTS
GOOD GOVERNANCE
• Pr o t ect s, manages, optimizes and invests in its financial , human, physical
and technology resources
• Ensures soun d fiscal policies and enables trust and transparency by
ensuring accountability, efficiency, best practices and innovation in all
opera ti ons
• Supports decision-making with tim ely and accurate sho rt-t erm and long-
ran ge analysis that enhances v ision and planning
• Pr ovides a ss urance o f regu la t ory and policy compliance to minimize and
mitigate risk
PUBLIC HEALTH and SAFETY
• Offers p rotect ion, enforces t he law, pro ac tively preve nts cri m e and is
prepared to re spond to calls f o r assis t ance
• Plans and provides for a safe , well-maintained , well -managed
infra structu re sys t em, ensuring safe traffic flow and mobility
• Supports, pres erves and sustains a well-designed , well -k ept. properly
regula te d and visually appealing community
• Provides for and promotes t he physica l and environmental health and
well-being o f th e community
• Offers a variety o f sa fe, accessible parks and recreation o pp ortuni ties that
promote healthy living and cultural activities
• Builds an informed, engaged and educated community that shares in the
responsibility for its safety and well-being
QUALITY of LIFE
• Provides and sustains a safe, clean, healthy and properly regulated
environment in which to live and work
• Collaboratively promotes, encourages and p lans for quality
neighborhoods, th riving comm ercial areas, well-managed infrastructure ,
a variety o f housing options that meet the needs of the community
• Cultivates a strong sense of cu lture and community through access to
quality e duc ation, exposu re to the a rt s and opportunities for life-long
education
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• Provides access ib le, well-mainta in ed par ks a nd open spaces, as well as a
variety of qua lity recreational opportunities th at promot e an active and
healthy lifes tyle
• Promo t es a nd support s a variety of ven ues and eve n ts tha t o ffer
entertainment, leisure and relaxation opport unities that meet the diverse
needs o f a mult i-cul t ural, m ul ti-genera t iona l com m u nity
• Fosters a n environment t h a t encourages c itizen engagement and
involvement ; instills a sense of commun ity pride, provid es timely and
acc ur ate in form ation and co mmu nicatio n
• Demonstrates a commit me nt t o providing high qua lity , accessible and
innovative se rvices that inst ill trust, focus on customer satis f acti o n and
exceed commu n ity expect a ti o ns
SUSTA INABLE INFRASTRUCTURE
• Plans, manages, maintains, a n d adequately invests in a safe, accessi b le
infrastructu re ne twork
• Provides fo r th e prot ect ion, prese rvation, m a intenance, e ffi cien t use and
enjoymen t o f its parks an d g reen space
• Promotes, e n courages and inves t s in e n e rgy conserva ti on, a lternative
energy sources, "green" ini tia ti ves, standa rds a nd practices and access to
alternative mobili ty options
ECONOMIC DEVELOPMENT
• Encourages an d supports a d ive rse m ix o f qual ity bu sinesses
• Plans for community econom ic growth, pro m oting local bus inesses that
provide fo r th e day-to-day need s of the com munity
• Facilitates b u sin ess development and g rowt h th roug h incentives , shared
res o urces an d efficient processes
• Invests in m a intaining a sa f e, a t t ractive , accessi b le a nd suffi cien t ly
regul a ted e n v ironment fo r resi d en ts, businesses and visi to rs
• Encou rages an d promotes well-planned development, renovation and
revita liza ti o n support ed by sufficient and re li a b le infra st ruc t ure
• Delivers responsive and courteous service to internal and externa l
customers, w h ile ensuring timely and effective two-way communication
• A ttrac ts, m o t ivates a n d develop s a h igh-qu a lity, e n gaged a n d
productive workforce
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TEMPLE CI TY STRAT EGIC PLAN 1 2014
CITIZEN EDUCATION and COMMUNICATION
• Crea t es an informed, involved and engaged community through public
outreach, education and communica tion
• Ensures that it conducts its day-to-day busi ness in an environment that is
accessible and tran spare nt
• Seeks co m m unity feedback and encourages participation and
partne rsh ips
• Fo sters an envi ronment that is inclu sive and recognizes its d iversi ty
• Utilizes a w ide and diverse variety of formats , forums and mediums to
ensure com munity education and outreach
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TEMPLE C IT Y STRA TEGIC PLAN 12014
APPENDIX C:
IMPLEMENTATION STRATEGY EXAMPLE
STRATEGY-BICYCLE MASTER PLAN (MARCH 2011)
The Bicycle Master Plan (Plan) provid es a broad v ision , stra tegies and actions to:
• Improve cond itions
• Increase number of people who bike
• In crease freque ncy and d ista n ce o f bicycle trips
• Improve safety
• In crease public awareness and su pport for bicycling
• Expand t he existin g bi keway ne twork
• Connect gaps
• Ensure grea te r local and regio n a l connectivity
• Es t ab lish b ikeway design guidelin es
• Prov ide for bikeway support fac ilities
• Establish progra m s for education and encouragement
• En sure enforcement
• Provide for and evaluation process
Team:
Stakeholders:
Community Deve lopment Department
Traffic and Pub lic Safety Comm ission
Bicycle groups
Objective One: Bikeway System
Actions:
• Construct propose d bikeways over 5-year period
• Enact c h anges in Ci ty codes to encourage bikeway support
facili ties
• Coordin ate with real es t a t e developers to provide bicycle facilities
t ha t e n courage b iking and link to key dest inations
• Support t he development of facilities t hat encourage new riders
• Com p le t e regular updates of t he Bicycle Master Plan to be
compet itive in gran t fund ing
• Develop a bicycle parking policy
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TEMP LE C IT Y STRATEG IC PLAN 1 2014
Objective Two: Safety
Actions:
• Im p le m ent projects that improve the safety of bicyclists at key
loca tio n s
• Encourage alternative street standards such as lane
recon fi gurations and t ra f fic calming
• Support traffic enfor cemen t activit ies t hat increase b icyclist safety
• Eva luat e impacts on bicyclists when designing new or reconfiguring
street s
• Support Safe Routes to School efforts
Objective Three : Education
Actions:
• Provide bicycle educa tion
• Unde rt ake safe t y ed u ca tion campaigns
• Support training for t he Los Angeles County Sheriff Department
(LACS D)
Objective Four : Encouragement Programs
Actions:
• Support organized rides and cycling events; allow street closures
• Encourage bicycle commuting
• Develop bikeway ma p s and wayfindi n g signage and striping
Objective Five : Community Support
Actions:
• Su p port community involvement via c it izen participation and
stake h o lder group
• Creat e an on -line p rese n ce
• Provide community updates regarding planned projects
• Pe riodically gauge community in t eres t using survey
Objective Six : Funding
Actions:
• Identify and secure f u n ding to implement the Plan
This program will allow the City to move towards a c complishing the follow ing
goals:
GOOD GOVERN A NCE
PUB LI C HEALTH and SAFETY
QUALITY of LI FE
SUS TA INAB LE INFRAS TRUCTURE
CITIZEN EDUCATION and
COMMUNICATION
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TEMPLE C ITY STRATEGIC PLAN 1 2014
APPENDIX D:
FURTHER ACKNOWLEDGEMENTS
PARKS AND RECREATION COMMISSION
Nanette Fish
Donna Georgina
Krys t e l Haddad
PLANNING COMMISSION
John Cordes
Steve Curran
Patrick J. Hort on
PUBLIC ARTS COMMISSION
Robert Hepler
David Ho
Ka thy Keelin
Ang ie Kim
Robert Lopez
Joanne Rosso
Albert Leung
Tom O'Leary
Hilary Larsen
MaryAnn Rachford
Jianxin Zhao
TRANSPORTATION AND PUBLIC SAFETY COMMISSION
Jim Clift
Se rge Haddad
Ousama Nimri
CONSULTANTS: Li lley Planning Group
Danny Redmond
Nick Stratis
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