HomeMy Public PortalAbout11) 7G City Strategic Plan UpdateAGENDA
ITEM 7.G.
MANAGEMENT SERVICES DEPARTMENT
MEMORANDUM
DATE: January 7, 2014
TO: The Honorable City Council
FROM: Jose E. Pulido, City Manage g(
By: Giselle Corella, Executive :A-ssistant to the City Manager
SUBJECT: CITY STRATEGIC PLAN UPDATE
RECOMMENDATION:
The City Council is requested to receive an update regarding the City Strategic Plan
progress.
BACKGROUND:
1. On June 4, 2013, the City Council (Council) approved a Consultant Services
Agreement with the Lilley Planning Group (Consultants) to prepare the City
Strategic Plan (Strategic Plan).
2. In July, 2013, City Management staff met with the Consultants to gather
recommendations for stakeholders; establish a work schedule; and conduct
strengths, weakness, opportunities, and threats exercise; and receive direction for
the public outreach process.
3. In August, 2013, the Consu ltants met with the Council for "two on ones" to receive
inp ' 1t OJ.lib.agoals altbe StratagioCEJ.an
4. In September, 2013, the Administrative Services Department Director proposed a
move towards implementation of the Priority Based Budgeting model rather than
the standard "line item" budget model.
5. On August 20, 2013, the Council approved a Consultant Services Agreement with
the Center of Priority Based Budgeting (CPBB) to create the foundation for the City
to move into the use of Priority Based Budgeting.
6. From September to October 2013, the Consultants met with staff to discuss the
strategy for public outreach and the strategy for aligning the Strategic Planning
process with Priority Based Budgeting.
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January 7, 2014
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7. On November 5 , 2013, the Consultants introduced the concepts of the Strategic
Plan and provided a timeline of scheduled events during ceremonial matters at the
Regular City Council Meeting.
8 . On November 21, 2013, the City hosted a Strategic Plan Stakeholder Meeting to
gather input from key stakeholders (e.g., Temple City Chamber of Commerce,
Temple City Unified School District, Neighborhood Watch Leaders, past and
present Citizen's Academy members, Commissioners , etc.). 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 Community
Meeting to receive input from all residents and business owners within Temple
City. Approximately 40 community members attended and discussed the top five
community issues identified at the November 21 meeting (i.e., creative partnership
between the City and local school districts; re -energized downtown; empowered
neighborhoods; innovative recreation programing; and information, engagement,
and transparency).
10. On December 20, 2013, the Strategic Plan Ad Hoc Committee met with the
Consu ltants to d iscuss the next steps for the development of the Strategic Plan
document.
ANALYSIS:
Over the past three years, the City Council has met early each year to identify the City's
goals for the upcoming fiscal year. The goals identified help dictate the budget priorities
and objectives included in the City's annual operating budget. Over the past few yea rs,
these goals have focused on tackl ing a backlog of unmet infrastructure needs , ensuring
financial sustainability, providing publ ic safety, i mproving environmental stewardship,
and fostering improvement in community engagement. As a result, staff has worked
dttrgent1y=toward=tneet1ng=tlfe·se-go·ats-andiTasaccomptrsfTe-a=s-om-e-succ-essesl rrctrrdrrrg:
the Rosemead Boulevard Safety Enhancement and Beautification Project ; Las Tunas
Drive Beautificati on and Safety Enhancement Project; Gateway Project; Bicycle Master
Plan; the Comprehensive Downtown Parking Strategic Plan; Traffic Ca l ming Master
Plan; the Parks and Open Master Plan; and the Olson Project. While the development
of the aforementioned plans is complete, the Strateg i c Plan aims to create a schedule of
their implementation (within the constraints of the resources available as dictated by the
adopted City budget).
Preparatory Meetings and Groundwork
After the award of contract for Strategic Planning consulting services , the Council
initiated the inaugural City Strategic Plan by meeting with the Consultants to hone in on
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January 7, 2014
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the City's six main initiatives which dictate how the City "conducts business" (i.e., Good
Governance; Citizen Education and Communication; Economic Development;
Sustainable Infrastructure; Quality of Life; and Public Health and Safety). After the
preparatory meetings with the Council, the Consultants conducted a workshop with
Management staff to identify the City's strengths, weaknesses, opportunities, and
threats (SWOT). Once the Consultants along with the Council and staff established the
context (i.e., six in itiatives and SWOT) of the Strategic Plan, the schedule for the
community meetings was established.
In the process of developing the curriculum for the outreach component of the Strategic
Plan, there was an opportunity to create synergy between Priority Based Budgeting
(PBB) and the Strategic Plan processes occurring concurrently because the PBB
process will create the f oundation with which to build the Strategic Plan. Among the
PBB components that will be intertwi ned with the Strategic Plan include: a
program/project inventory; a peer review ranking/prioritizing of all the identified City
programs and projects; and resource allocation recommendations based on peer
reviewed ranking and input received from the Strategic Plan outreach process.
Public Outreach Overview
At the November 21, 2013 Stakeholder Meeting, representatives from Temple City
Unified School District, Temple City Chamber of Commerce, Neighborhood Watch,
Citizen's Academy, Sherriff's Department, Live Oak Park volunteers, and the various
City Commissions (i.e ., Public Safety and Public Art) attended the initial discussion on
City priorities. At the meeting, the stakeholders completed workshop exerci ses to
identify community values to hel p identify current City programs and projects they find
are most important. From the conversation, the stakeholders identified the top five
community issues: 1) Creative partnership between the City and local schoo l districts; 2)
Re-energized Downtown; 3) Empowered neighborhoods; 4) Innovative Recreation
programing ; and 5) Information, engagement, transparency.
At the December 12, 2013 Strategic Plan Community Meeting, the stakeholders and the
p-ob1rc-we-re re~VJte-a=ro-cnntmue=ttfe-coTlVeTs-ation on=tlte=to-p=fiVe-cummumty issues.
The community members moved to discuss identifying successes and opportunities to
expand on specific programs and projects that are categorized under the top five
community issues.
Next Steps
The Strategic Plan is winding down in January 2014 in order to lead in to the kick-off to
the Fiscal Year (FY) 2014-15 City Budget process (to begin January 2014) and the
General Plan process (to begin February 2014). On Saturday, January 11, 2014, the
Consultants will present their community input findings as well as receive final direction
for the development of the Strategic Plan document. The presentation and adoption of
the final City Strategic Plan is scheduled for the January 21, 2014 Regular City Council
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January 7, 2014
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Meeting. Once the Strategic Plan document is adopted, the City will use the Strategic
Plan to guide its implementation of current City programs and projects as well as pursue
future City programs and projects. The Strategic Plan memorializes community values
to guide future Council and City staff in planning for the C ity's future.
CONCLUSION:
The City Council is requested to receive an update rega rd ing the City Strategic Plan
progress.
FISCAL IMPACT:
This item does not have an impact on the FY 2013-14 City Budget.
ATTACHMENTS:
None.