HomeMy Public PortalAbout10) 10B Strategic Plan UpdateAGENDA
ITEM 10.8.
MANAGEMENT SERVICES DEPARTMENT
MEMORANDUM
DATE: October 17, 2017
TO: The Honorable City Council
FROM: Bryan Cook , City Manager
SUBJECT: STRATEGIC PLAN UPDATE
RECOMMENDATION:
The City Council is requested to direct staff to update the City 's adopted Strateg ic Plan by
completing the tasks as outlined in the staff report .
BACKGROUND:
1. On October 21 , 2014 , the City Council adopted the City's Strategic Plan . Provided as
Attachment "A ", the document establishes the community's strategic direction .
2. On July 27, 2017 , the City's executive team convened a management retreat. Using
the Strategic Plan (Plan) as a guiding reference , the team identified the need to update
the document, and get direction from the City Council to proceed with updating the
Plan. This exercise would generally include : (1) affirm and if necessary amend the City
Council 's vision for the City and organization via the mission , vision and Strategic
Goals ; and (2) integrate its desired priorities for an achievable three-year work
program . The team also went through the exercise of conducting a high-level
inventory of current core functions .
ANALYSIS:
As a best practice, cities should regularly update their strategic plan. This pro cess allows
the City Council to:
• Evaluate the effectiveness and value of previously established targets and goals .
• Address timely factors stemming from constituent needs and external factors.
• Give direction on a prioritized set of projects for the coming years .
• Identify future spending and anticipate necessary budgetary and staffing resources .
Should City Council direct staff to proceed with an update of the Plan , staff recommends
City Council
October 17 , 2017
Page 2 of 3
City Council begin the process of updating by beginning with Task 1 at this meeting :
Task 1. Evaluate existing Plan values , goals and general intent.
• Confirm alignment of the Plan 's purpose with identified values .
• Amend any necessary and revised Plan values and goals .
• Propose any new priorities for the next three years .
Pages 3 , 4 and 5 of the Plan state the Mission , Vision , Va lues and Strategic Goals of
the Plan . There are different approaches to developing Mission and Value Statements .
Mission and Value Statements generally reflect the purpose and the principles an entity
upholds that are enduring and long-term . The Strategic Goals are more elastic than a
Mission and Values Statement, as conditions and events may adjust these goals .
The City Council is being asked to review the Mission , Vision , Values and Strategic
Goals for their relevance , and to update or revise as necessary . City Council is also
requested to review these elements to ensure that they reflect the policy and intention of
the City Council and the community's values .
Task 2. Create a draft work program with the City Council's direction.
• Incorporate input from the City Council.
• All relevant studies and external obl igations .
• Align potential tangibles to (any) revised Plan priorities .
• Draft a work program with short and mid-term programs/initiatives .
• Identify necessary reso urces to support the draft work program .
• Solicit Counci l input on the draft work program and its required resources .
Staff will back a draft work program at a future meeting with City Council 's input and
direction as provided from Task 1 .
Task 3 . Complete and adopt the Plan update .
• Incorporate City Council input on proposed changes .
• Complete work plan matrices with timelines and needed resources .
• Develop a semi -annual reporting tool for the City Council and community .
• Include program resources into the City Budget.
• Present the final draft of the Plan update for City Council adoption .
A draft of the updated Plan will be presented to City Council for adoption before the
City 's budget process to ensure that it is align ed with the City's work plan and available
resources .
The updated Plan will yield a three -year work program for the organization .
City Council
October 17, 2017
Page 3 of 3
CITY STRATEGIC GOALS:
Completion of the tasks as outlined in the staff report will further the City's Strategic
Goal of Good Governance .
FISCAL IMPACT:
The proposed i nitiative presents no fiscal impact to the adopted Fisca l Year 20 17-18
City Budget. However, successful implementation of the Plan update may requ ire future
financial resources , which are to be vetted and appropriated as part of the City 's annual
budget process .
ATTACHMENT:
A . Adopted City Strategic Plan (2014)
ATTACHMENT A
MAKE TC HAPPEN
A STRATEGIC PLAN FOR OUR FUTURE
City of Temple City, California
October 2014
ACKNOWLEDGEMENTS
City Council
Carl Blum
Tom Chavez
Cynthia Sternquis t
Fernando Vizca rra
Vincent Yu
City Staff
Bryan Cook, City Mana ger
Tra cey Hause, Administrative Se rvices Dir ector
Cath y Burroughs, Parks and Re c reati on Director
Michael Fo r bes, Co mmuni ty Developmen t Director
Brian Ha worth , Assis ta nt t o th e City M anager/ Economic Development Manager
Gise ll e Corell a, Executive Ass ist a nt t o the Cit y Manager
Table of Contents
MAKE TC HAPPEN! ........................................................................................................................ 1
MISS ION I VISION I VALUES ........................................................................................................ 3
STRATEGIC GOALS ........................................................................................................................ 5
TOOLS ............................................................................................................................................. 6
THE STRATEGIC PLANNING PROCESS ...................................................................................... 6
LONG -TERM FINANCIAL PLANNING ........................................................................................ 7
PRIOR ITY BASED BUDGETING .................................................................................................... 8
AN UPDATED GENERAL PLAN .................................................................................................. 9
IMPLEMENTATION STRATEGY: MAKE TC HAPPEN ! ................................................................ 10
APPENDIX A: ................................................................................................................................ 11
COMMUN ITY OUTR EACH ........................................................................................................ 11
NOVEMBER 2013 STAKEHOLDER MEETI NG ........................................................................ 12
DECEMBER 2013 A LL -COMMUNITY MEETIN G ................................................................. 14
APPENDIX B: ................................................................................................................................. 16
STRATEGIC GOAL ELEMENTS .................................................................................................. 16
APPENDIX C: ................................................................................................................................ 19
IMPLEMENTATION STRATEGY EXAMPLE ................................................................................. 19
STRATEGY-BICYCLE MASTER PLAN (MAR CH 2011) ........................................................ 19
APPE NDIX D: ................................................................................................................................ 2 1
FURTHER ACKNOWLEDGEMENTS ........................................................................................... 21
TEMPLE C ITY STRATEGIC PLAN 1 2014
MAKE TC HAPPEN!
Wha t is a stra teg ic plan ? Does Te mple City need one?
We all know tha t fa il ing to plan is a plan t o fail. There fo re, it is important for our
ci ty t o lay out a strategic plan to lead us into t he future. The purpose o f t he
Stra t egic Plan is t o organize and pri o ritize th e Ci ty's work. It is a tool for
documenting and dec is io n-making.
City
Mission
Values
Tool s mplementation Plan
Make TC
Happen!
The Strateg ic Plan has three distinct iv e phases and re lated documen ts.
Thi s first d ocument addresses the Strategic Direction of the C ity over the next 20
years. It identifies t h e long term Mis sion and Vision f or the City. It defines the
Values upon which th is Plan is built, establishes Goa ls for the next ten years and
identifies t he tools th at th e Ci ty w ill u se t o accomplish t hese goa ls.
Th e second document w ill identify th e Implementation Stra tegy over the next 5
to 10 years. The Cit y has u ndertake n many studi es over the past four years . The
Imple m enta tion Strategy documen t p ulls together those st udies and their
recommend a ti o ns in t o a com pre h e nsiv e document to help g uide t he City's
leade rsh ip in th e years ah ead .
Th e t hird d ocume nt will address th e strategic funding which will accomplish the
Strat eg ic Plan. The third documen t is th e annual budgeting process in which t h e
City will eva luat e its progress with its programs as outlined in the Strategic Plan's
Implementation Plan. This will p rovide the City an opportunity to adjust, if
necessary, how the implementation of the on-going programs ta kes place for
the upcoming fisca l year.
It should also be p o in ted out th a t st ra t egic planning is not a one-ti me endeavor.
It is ongoing because our environm en t is always in flux . As suc h , t his Strategic
Plan is intended t o be dynamic-chan ging at t imes to address important
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TEMPLE C IT Y STRA TE GIC PLAN 1 2014
community issues th at m ay arise in th e future. The document will be subject t o
rev iews every f ive years and se mi-annua l progress reports to keep the Ci t y
focused on its goals . Th e success of t his long-range plan w ill depend on the
focus and commitment o f futu re Ci ty Councils.
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TEMPLE C ITY STRATEGIC PLAN 1 2014
MISSION I VISION I VALUES
OUR MISSION
To provide the hig h es t quality of life to our en tire community throug h excelle nt
customer service, essential infrastru c t ure , public sa f ety, re creation, ed u cation,
innovation and welcoming economic growth with in the constraints of fisca lly
responsible governm ent.
OUR VISION
Temple City is and will continue to be a safe, progressive, sustainable, vibran t ,
learned and a diverse community. We will continue to be a desirable p lace to
live, get an education, rai se a fa mily, co nduct business , and enjoy recreational
and cultural activities.
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TEMP LE C IT Y STRATEG IC PLAN 1 2014
OUR VALUES
The following seven values provide guidelines for strategic planning and
decision making, represen t ing t h e City's highest priorit ies and deeply held
driving forces.
INEGRITY, HONESTY & TRUST
Honest, t ransparent governin g , deserv ing of t he public t rust.
RESPECT & CARING
Consistently treat st aff, reside nts and the business com munity well.
BEST OF CLASS
Recruit and appoin t the best qualif ied candidate.
LEVERAGE RESOURCES
Utilize City st a ff and funding to obt a in additional resource s (people,
money and pa rt nerships t o meet the City's goa ls).
INNOVATION & BEST PRACTICES
Encourage c reative thinking in finding techniques, process, methods and
materia ls to best meet the needs of t he City.
BE PROACTIVE & TAKE ACTION
Anticipate co m munity needs as well as ext erna l opportunit ies and threats
to the City a n d proact ively address them .
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TEMPLE C ITY STRATEGIC PLAN 1 2014
STRATEGIC GOALS
The City initiated devel opmen t o f thi s Strategic Plan to create a more focused
visio n for the next f ive, ten and tw e nty years th ro ug h the prioritization and
impleme ntation o f re commendati ons from recently complete d p lanning st udies
(see pg. 13 for li st of prog rams). Out of a series o f com munity workshops
u ltimately e m e rg ed the followi ng six strateg ic goals, which will be used by
leaders and staff to guide the Ci ty into th e future.
Good Governance
Manage the City 's many res p o n sibilit ies in an efficient, eff ective manner.
Promote financial stability , and promote best practices and in novation in
all aspects o f governme nt operations .
Public Health and Safety
Provi de a sa f e communi ty with quality law enforcement and e m ergency
services, well-managed infra structure system s and healthy living
o ppo rtunities.
Quality of Life
Cultivate a strong se n se o f pride in th e com mu nity throug h specia l even ts
and the arts, well-maintain ed and attractiv e neighborhoods, commercial
and recreational facilities.
Sustainable Infrastructure
Become an environmenta lly and economi cally susta in ab le community.
Address th e effects o f climate cha ng e through a number o f
environmenta l prog ram s, and pursue "green" infrastructure im provements
where possible.
Economic Development
Re tain and support a dive rse mix of qualit y bus in esses, while fa cili tating
busin ess recruitm en t , expansi o n and investment. Provide incentives,
development standard s, shared resources , efficient processes a nd
ongoin g vision fo r eco no mi c vi t ality.
Citi ze n Education and Communication
C reat e an inform ed, in volve d and engaged community th rough public
outreac h, e duca ti on and commun ication .
The goals outlined w e re the resu lt of m uch community delibera ti o n, and reflect
what ci tizens want in their ci ty. In the Appendix B, you will find expanded
discussion on each goal.
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TEMPLE C ITY STRATEGIC PLAN 1 2014
TOOLS
The City wil l use t he following five m a j o r tools to h e lp accomplish t his Strategic
Pla n .
THE STRATEGIC PLANNING PROCESS
The Temple City Council has undertaken the st rategic planning process to
ensure that there is a regular review of existing Ci t y projects and programs and a
met hodology for conduct ing research and p lanning, then implementa t ion of
new programs.
The following steps constitute the St rateg ic Planning Process:
ASSESS GOA LS/NEEDS
RESEARC H NEW PROGRAMS/PROJECTS/SERVICES
UNDERTAKE PLANN ING
ENGAGE COMMUNITY INPUT
PR IORITIZE
ALLOCATE FUNDING
TAKE ACTION!
REPEAT ...
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TEMPLE CITY STRATEGIC PLAN 1 2014
LONG-TERM FINANCIAL PLANNING
As pa rt of t he stra t egic planning process , the foll owing steps will be taken it
develop a Long-Term Finan cial Pla n. Pri o rity Based Budgeting, discussed in th e
foll owing section, will als o be an integra l part of the analysis of fund ing issues.
Implement
Through
Budget
Staff Task
Council & Staff Task
Council & Staff Task
with Critical Point of
Public Input
A Long-Term Financial Plan tri es to id en ti fy potential long-term imbalances, and
financi a l strategies are developed t o co unteract th ese im ba lances. The Long-
Term Fi nancial Plan does n o t just forec a st the status quo, it considers various
fi nancial and economic environments , fore c asts revenues and expenditures
both on-going and one time, c apital needs and considers f u ture debt. The
preparatio n of the Lon g-Term Fin ancial Pl an involves all stake hold ers, e lected
o ffi cials, operating departments, a n d t he public who can al l help in developing
the big pictu re and identifyi ng long-t e r m needs. The u ltimate goa l w ill be to
develop c onsensus st rate gies to ensure a succ essfu l implementation of the
Stra t egic Plan.
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TEMPLE CITY STRATEGIC PLAN 1 2014
PRIORITY BASED BUDGETING
The C ity has inaugurated a Priori ty Based Budgeting system to help establish cost
effec ti ve spend ing. The fol lowi ng five step 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
Eva luate factors affecting programs:
./ Whi c h p rograms are of the hi ghest priority in term s of achieving what the
community expect s?
./ Which programs are truly ma n dat ed for us to provide?
./ Whi c h programs are offered because they a re "self-imposed?"
./ Which p rograms a re o ffered for which t here are no o t her service
providers?
./ Are there p rograms t ha t m igh t lend t hemselves t o public/private
partnerships?
./ Who in the p ri vate sector is o ffe ring programs that are simi lar in nature?
./ Which programs a re experi e n cing an increasing or decreasing level o f
demand f rom t he community?
./ Are t here p rograms offered t hat are no longer helping us achieve our
intended goa ls?
./ Wha t are we spending to ac h ieve our goals?
5 . Allocate Resources Based on Priorities
Th e process for a llo c a ti ng reso urces based on identified priorities will in clude
assessing the tot al estimated cost, possible fu n d ing sources, timef rame for
completio n of th e project and t he priority.
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TEMPLE CITY STRATEGIC PLAN 1 2014
AN UPDATED GENERAL PLAN
California State law requires all cities to adopt a General Plan. The General Plan
serves as the blueprint for the future by providing goals, policies, and programs
rela t ed to the g rowt h and phys ical developmen t of the community. The
Ge neral Plan is im p lemen ted through the Zoning Code to guide decisions about
priv a t e develop m e n t, and is used to direct C ity investments in public
improvements. Th e General Pla n is one of several t ools for im p lementing the
Str a t egic Plan by es t ablishing goa ls, policies, and programs specifically related
t o land use, t ransport a ti on , and o t her subject areas covered by the General
Pla n. The Genera l Plan is built upon the community's vision and guiding
principles , as estab li shed in the Strategic Plan.
General Plans shou ld be updated every few years to ensure that they are a
reflection of the co m munity's current vision and desires for its fu t ure. Temple
City's General Pla n was last updat ed in 1987. Th e City is now working on a
comprehensive update to the Ge n eral Plan. The City Council has appointed a
12-m ember General Plan Advisory Committee t h at will work closely with Ci ty
sta ff and t he Ci t y's Genera l Plan consu ltant to create an updated General Pla n
t o guide Temple C ity 's growth and developmen t in t h e coming decades.
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TEMP LE CI TY STRATEGIC PLAN 1 2014
IMPLEMENTATION STRATEGY: MAKE TC HAPPEN!
The City Counci l will work with the City Manager and management sta ff to
undertake the resource allocation and schedu ling of 14 p lanning efforts tha t
have been undert aken by th e Ci ty in the past f our years.
For each program, there is a background statement, ass igned team,
st akeholders, obj ecti ves , and actions.
Pro g rams
• Bike Master Plan
• Pavemen t Management Plan
• Down town Pa rking Plan
• Traffic Ca lm ing
• Safe Routes t o Schools
• Parks and Open Space Mast er Plan
• Publ ic Art Program
• Civic Cen t e r/Li brary Upgrade
• Economic Development-Business Outreach
• Stree t Ligh ti ng Maste r Plan
• Law Enforcem ent Strategic Plan
• Sewer Master Plan
• Energy Act ion Plan
• Water Conservation and C lean-Up of Urban Runoff
Wh il e an initial prio riti zation and implementation p lan will be deve loped, taking
into considera t ion t ha t some programs have al ready been initiated, the
remaining tools will be used to determine the priority, schedule and funding
mechanisms as part of the annual budget process.
When possible C ity staff will combine and integrate construction/
implementation of program s to m inimize disrup ti on to t he community and
maxim ize t he amou n t of work accomplished wit h t he lim ited available funds .
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TEMPLE C ITY STR ATEG IC PLAN 1 2014
APPENDIX A:
COMMUNITY OUTREACH
Th e City of Te mpl e C ity engages its resid e nts regu larly on matters that are
impo rt ant to the health and vital ity of the co mmu nity. The strateg ic plan ning
process is no excepti o n. In order t o develop thi s fram ework documen t the
co mmunity has been in fo rmed abou t the process in the City's award w in ning
CO NNE CT magazin e and th roug h updates at Ci t y Council meetings. In
addition , two in-depth com munity m eetin gs were held -one with comm un ity
stakeholders in November 2013, and another wi th the co mmunity at large in
December, 2013 . Final ly, the City Council held a workshop January 2014 to
d iscuss th e res ults and provide direction rega rding the drafting of two
documents: "Make TC Happen! A St rategic Planning Framework" and "2014-
20 16 Strategic Pla n Im p lementation."
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TEMPLE CITY STRATEGIC PLAN 1 2014
NOVEMBER 2013 STAKEHOLDER MEETING
Co mmun ity stake h olders representing ci ty comm1ss1ons, community
organiza t ions , the school districts, and th e business community were invi t ed to
participate in a lively discussion about fut ure needs, va lu es and goals. An
overvi ew o f the City's Priori ty Ba sed Budget effort was g iven. The community
was asked to identify goals, prog ram s, and projects that ore o r would be
desirable in the Six Goal categories tha t make up th e Priority Ba sed Budget.
Fo llowing on the next pag e is a sample o f the point s that were raise d.
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TEMPLE C ITY STRATEG IC PLAN 1 2014
Programs and Projects that the Community identified as m ee tin g at least one
the City's six St ra t eg ic Goals:
Transparency
Partnership w ith TCUSD
Join t Use Agreeme nts
C ivi c Center Master Pl an
Code Patrol
Ci ti zen Involvement
Parks and Sports Pr og rams
Lib rary
Sen ior Lunch Prog ram
Fest ivals
Farmers Market
Road Maintenance
Tree Se rvice
Beautification
Trash Service
Tra ffi c Planning
Water Quality and Power Facil ities
Sewers and Storm Drain s
Neighborh ood Watch
Law Enforcement
Code Co mpliance
Fire Serv ice
Traffic Control
Ci t izens Academy
Community Meetin gs and Citizen
Workshops
Ema il Communica t ions
City Website
Public Parking
Downtown Improvements
Fa<;ade Improvemen ts
Rosemead Project
Business Promotion
Sma ll Business Assistance
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TEMPLE CITY STRA TEGIC PLAN 1 2014
DECEMBER 2013 ALL-COMMUNITY MEETING
The commun it y was briefed o n th e Strategic Plan nin g process and other
p lanning projects t hat would soon b e underway-Priority Based Bud get ing and
the Genera l Plan Update. Atte n dees broke into groups and provided f eed back
o n "wha t's worki ng?" and "wha t op p ortunities shou ld we explore?" Fo ll owing is
a highl ight of the responses :
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Working :
• CONNECT Magazine
• Access to information -Council
and st aff and community
• Friendly and welcoming City Ha ll
• Ample public meetings and
public participation
• Teen Zone
• Joint use o f gym
• Safe Routes t o School
• Youth Sports
• Trees and Landscape
Opportunities:
• Improve budget meeting
presentations to community;
more user friendly
• Better co mmunity representation
on commissions
• Provide more visual images wi th
planning project presentations
• Regular City Manager's Reports
with simple langua ge, not jargon
• Shared recreational and green
space
• Aquatics center usage
• Co-sponsors hip o f extracurricu lar
youth programs
• City internsh ip o ppo rtun ities for
stu dents/Citi ze n's academy for
teens
• Im proved pedestrian amenities -
drinking fountains, comfortable
publi c spaces
TEMPLE CITY STRATEGIC PLAN 1 2014
• C leanliness and Safety
• Easy access to City Hall
• Fixed Route Transit
• Police Patrol
• Code Enforcemen t
• Area meetings
• CER T tr aining
• Adult classes and outings -
dance, aquatics, music, arts and
craft s
• Walking/jogging trail
• WiFi/internet access
• Better visibility of stores and
storefron t design guidelines
• Support of businesses and
c hamber; streamlined licensing
process
• Events to attract people-
th emed walks,
discoun ts/promotions, street fair,
etc.
• New neighbors "Welcome"
program
• Block parties and events
• Larg e r sidewalks
• In stall a ti on of public art
• En courage outdoor dining at
restaurants
• Larger playgrounds and dog
parks
• Community service projects for
you th
• Dedicated senior center
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TEMPLE C ITY STRATEGIC PLAN 1 2014
APPENDIX 8:
STRATEGIC GOAL ELEMENTS
GOOD GOVERNANCE
• Pro t ects, ma n ages, optim izes and invests in its financial, h uman, physical
and technology resou rces
• Ensures sound fiscal policies and enables trus t and transparency by
ensuring accountability, e ff iciency, best practices and innova t ion in all
operations
• Supports decision-making w ith timely and accurate short -term and long-
range analysis t hat enhances vision and p lanning
• Provides assurance of regu la t ory and policy compliance to m in imize and
mitigate ris k
PUBLIC HEALTH and SAFETY
• Off ers pro t ecti o n , enforces t he law, p roactively p revents crime and is
prepared t o respond to calls fo r assistance
• Plans and provides for a safe, well -mainta ined, well-managed
infrastruc t ure system , ensuring safe traffic flow and mobility
• Supports, preserves and sustains a well-designed, well-kept, properly
regula t ed and visually appealing community
• Provides for and promotes the physi ca l and environmental health and
well-being o f t he community
• Offers a variet y of safe, accessible parks and recreation opportunities that
promote healthy living and c ul tural activities
• Bu ilds an in fo rmed, engaged and educated community that shares in the
responsib ility for its safety and well-being
QUALITY of LIFE
• Provides an d susta ins a safe, clean , healthy and properly re gulated
environme n t in which to live and work
• Collaboratively promotes, encourages and plans for quality
neighborhoods, thriving commercial areas, well-managed infra structu re ,
a variety of housing options that meet the needs of the community
• Cultivates a st rong sense o f culture and community through access to
quality educat ion , exposure t o the arts and opportunities for life -long
education
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TEMPLE CITY STRATEGIC PLAN 1 2014
• Provides accessible, well-main t ained parks and open spaces, as well as a
variety of quality recreational opportunities that promote an active and
h ealthy lifestyle
• Promotes a nd supports a variety of venues and events that offer
entertainment, leisure and re laxation opport unities that meet the diverse
needs of a multi-cul t ura l, multi-generational community
• Fosters an e n vironment that encourages citizen engagement and
involvement; ins t ills a se nse of community pride, provides time ly and
accurate in f ormation and communication
• Demonstra t es a co mmitment t o providing high quality, accessible and
inn ovative se rv ices th at insti ll tru st , focus on customer sa ti sfa c ti on and
exceed commu nity expect ations
SUSTAINABLE INFRASTRUCTURE
• Plans , manages, maintains, and adequately invests in a sa f e, accessible
infrastructu re ne t work
• Provides for the protec tion, preservati on, m aintenance, efficient use and
enjoyment o f its parks and g reen space
• Promotes, e n courages and in ves ts in e n ergy conserva tion, a lternative
energy sou rces, "g reen" in itiatives, standards and practices and access to
a lternat ive mobility options
ECONOMIC DEVELOPMENT
• Encourages and supports a diverse mix o f quality businesses
• Plan s for community econo mi c growth, pro m oting local businesses that
provide for the day-to-day needs of th e co m munity
• Facilitates bus iness development and growth through incentives, shared
resources and e fficient processes
• Invests in ma intaining a safe, attractive, accessible and suff iciently
regulated environment for resid e nts, businesses and visitors
• Encourages and promotes well-planned development, re nova tion and
revitaliza tion support ed by su ffi c ient and reliable infrastru cture
• Deli vers responsive and courteous serv ice t o in t e rnal and external
custome rs , while ensuring timely and effective two-way commun ication
• Attracts, motivates and develops a hig h-quality, engaged and
productive workforce
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TEMPLE C IT Y STRATEGIC PLAN 1 2014
CITIZEN EDUCATION and COMMUNICATION
• Creates an informed, involved and engaged commun it y t hrough publ ic
outreach, education and communication
• Ensures that it conducts its day-to-day business in an environment that is
accessible a n d t ransparent
• Seeks commun ity feedback and encourages part icipation and
partnerships
• Fos t ers an environment tha t is inclusive and recognizes its diversity
• Utilizes a wide and diverse varie ty of formats, forums and mediums to
ensu re community education and ou t reach
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APPENDIX C:
IMPLEMENTATION STRATEGY EXAMPLE
STRATEGY-BICYCLE MASTER PLAN (MARCH 2011}
The Bi cycle Master Plan (P lan) p rovides a broad vision, strategies and actions to:
• Improve condit ions
• Increase number of people who bike
• Increase frequency and distance of bicycle trips
• Improve safety
• Increase public awareness and support for bicycling
• Expand the exist ing bikeway network
• Connect gaps
• Ensure grea ter local and regional connectivity
• Establish bikeway design guidelin es
• Provide for bikeway support facilities
• Establish program s for education and encouragement
• Ensure enforcement
• Provide for and eva luation process
Team:
Stakeholders :
Community Development Depart ment
Traffic and Pub li c Safety Commission
Bic ycle groups
Objective One: Bikeway System
Actions :
• Cons tr uc t proposed b ikeways over 5-year period
• Enact changes in Ci ty codes to encoura ge bikeway support
facilities
• Coordin ate with real es tate developers to provide bicycle facilities
that encourage bikin g and link to key destinations
• Support the development of facilities that encourage new riders
• Complete regular updates of the Bicycle Master Plan to be
competitive in grant funding
• Develop a bicycle parkin g policy
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Objective Two : Safety
Actions :
• Implement projec ts tha t improve the safety of bicyclists at key
loca tions
• Encourage alternative street standa rds such as lane
reconfigurations and traffic cal min g
• Support traffic enforcement activit ies that increase bicyclist safety
• Evalua te impacts on bicyclists when designing new or reconfigurin g
streets
• Support Safe Routes t o School efforts
Objective Three: Education
Actions :
• Prov id e bi cycle education
• Undertake safety education campaigns
• Support t raining for the Los Angeles County Sheriff Department
(LACS D)
Objective Four : Encouragement Programs
Actions :
• Support organized rides and cycling e ven ts; allow street closures
• Encourage bicycle co mmuting
• Develop bikeway maps and wayfinding signage and striping
Objective Five : Community Support
Actions:
• Support community involvement via citizen participati on and
stakeholde r group
• C reate an on-lin e presence
• Prov ide community updates regarding planned projects
• Periodically gauge commun ity interest using survey
Objective Six: Funding
Actions:
• Identify and secure funding to implement the Plan
This program will allow the City to move towards accomplishing the following
goals:
GOOD GOVERNA NC E
PUBLIC HEALTH and SAFETY
Q UALITY of LIFE
SUSTAI N ABLE INFRAS TRUC TURE
CITIZ EN ED UCATION and
COMMUNI CATION
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APPENDIX D:
FURTHER ACKNOWLEDGEMENTS
PARKS AND RECREATION COMMISSION
Nanette Fish
Donna Georgina
Krys tel Haddad
PLANNING COMMISSION
John Cordes
Steve Curran
Patrick J. Horton
PUBLIC ARTS COMMISSION
Robert Hepler
David Ho
Kathy Keelin
Angie Kim
Robert Lopez
Joanne Ross o
Albert Leung
Tom O'Leary
Hilary Larsen
MaryAnn Rachford
Jianxin Zhao
TRANSPORTATION AND PUBLIC SAFETY COMMISSION
Jim Clift
Serge Haddad
Ousama Nimri
CONSULTANTS: Lill ey Planning Group
Danny Redmond
Nick Stratis
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