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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. City Council January 7, 2014 Page 2 of 4 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 City Council January 7, 2014 Page 3 of 4 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 City Council January 7, 2014 Page 4 of 4 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.