HomeMy Public PortalAbout11) 10A Proposed Revisions to Strategic Plan ComponentsAGENDA
ITEM 10.A .
MANAGEMENT SERVICES DEPARTMENT
MEMORANDUM
DATE: May 15, 2018
TO: The Honorable City Council
FROM: Bryan Cook, City Manager
By: Brian Haworth , Assistant to the City Manager
SUBJECT: PROPOSED REVISIONS TO STRATEGIC PLAN COMPONENTS
RECOMMENDATION :
The City Council is requested to :
1. Review survey findings regarding proposed revisions to the Strategic Plan's mission
statement, vision statement, values and strategic priorities ;
2 . Deliberate and confirm said findings for inclusion into the City's 2018-2021 Strategic Plan
Update;
3 . Direct staff to develop a recommended work program for the Strategic Plan Update that
reflects Council 's confirmed values and statements, and which supports finalized
strategic priorities ; and
4. Direct staff to present said recommended work program for Council review and direction
at a budget study session scheduled for May 29 , 2018 .
BACKGROUND:
1. On Dec. 8 , 2017, Council convened to discuss a need to update the City's current
Strategic Plan (adopted in Oct. 2014). Consensus concluded the exercise would :
• Evaluate the effectiveness and value of previously established targets and goals .
Address timely factors stemming from constituent needs and external factors.
Provide staff with direction on a prioritized set of projects for the coming years .
Identify future spending, and necessary budgetary and staffing resources .
Furthermore, staff was directed to update the Strategic Plan's values , statements and
priorities, as these revised components will inform and guide the City's future strategic
direction .
City Council
May 15, 2018
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2. On March 2, 2018, an online survey was sent to Council and the City's management
team (Attachment "A"). The survey provided respondents with options for revised
mission and vision statements; it also solicited input on future priorities, values, and
desired initiatives and programs for the next three years. Survey results are
discussed in the following section.
3 . As of last month , staff began development of the City's first-ever Five-Year Capital
Improvement Plan (CIP). This best practice provides a comprehensive look at the
community's infrastructure needs, and identifies priority projects based on existing
conditions and available funding. As it pertains to the Strategic Plan Update, the CIP
will inform on infrastructure projects that should be completed over the next three
years-particularly as they relate to the City 's future strategic goals, values and
priorities. The draft CIP document, along with the recommended Strategic Plan
Update work program, will be presented to Council at a budget study session
scheduled for May 29, 2018.
ANALYSIS:
Tonight's discussion will primarily focus on proposed revisions to Strategic Plan values,
statements and priorities . Staff is requesting Council input and approval for these final
components.
Below are key survey findings .
SURVEY FINDINGS
Mission Statement
A mission statement serves as the foundation for the Strategic Plan Update. It concisely
states what the City does for the Temple City community.
Survey respondents were asked to select an option for a revised mission statement.
The following statements each received equal scores.
a . "To provide the highest level of effective and responsive municipal services that
meets our diverse population ."
b. "Furthering local quality of life through responsive and cost-effective municipal
services."
. Additionally, a number of respondents chose to provide alternate statements:
c. "To improve the quality of life for all residents."
d. "To provide our diverse community with the highest level of municipal services in a
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May 15, 201 8
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socially and fisca lly responsible manner."
e . ''To provide the highest level of municipal services effectively and sustainably to
meet the needs of our diverse population ."
f. "To provide the highest level of efficient and effective municipa l services."
g . "We are committed to improving the quality of life in Temple City by providing
responsive and effective municipal services consistent with the community's v alues
and character."
Staff recommendation : Council should consider options a. or b. as they receive d the
highest scores; alternately, Council may also consider statements c. through g., all of
which have elements of, or blend with options a. and b.
Vision Statement
A vision statement communicates future achievements of the Strate g ic Plan Update. It
should be realistic, and may incorporate short-and long-term goa ls .
Survey respondents were asked to select an option for a proposed vis ion statement.
The following statement received the highest number of votes:
h. "Temple City will continue to be a safe, family-oriented community wi th a high level
of responsive municipal services."
Other contenders included :
i. "Temple City will continue to be a vibrant hometown to live , work , learn and play."
(survey option)
j. "Temple City will be a civically-engaged and cultu ra lly diverse community built
upon its family-oriented , hometown values ." (other/alternate statement)
k. ''Temple City will be a desirable place to live, work and play , with a high quality of
life, safe neighborhoods and responsive municipal se rv ices ." (other/alternate
statement)
Staff recommendation : Council should consider option h . as it received the hig h est
score; alternately it may consider option k ., which includes elements of option h .
Values
Values reflect organizational beliefs. As it pertains to the Strategic Plan Update, it is
these values that yield an implementation philosophy to support the v is ion statement.
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May 15, 2018
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Survey respondents were asked to select up to six values that align with the City's co re
purpose of providing services to the community. Top votes by ranking were:
I. Fiscal Responsibility p. Excellence
m. Integrity q . Honesty (tie)
n. Responsiveness r. Professionalism (tie)
o. Creativity/Innovation
Other recommendations for co nsideration:
s . Customer-Focused t. Diversity
Staff recommendation: Council should consider options I. through r., and incorporate
components of s. and t. into final value statements.
Priorities
Prio rities focus energy and resources on key operations and common goals. In the case
for the Strategic Plan Update , identified priorities focus on those most critical for the
next three years.
Survey respondents were asked to select up to six priorities . Top responses included :
u. Safe Community
v. Econ . Vitality/Rev. Generation (tie)
w. Infrastructure/Facilities (tie)
x. Downtown Revitalization
Other ranking priorities were:
bb. Financial Stability
cc. Community Engagement (tie)
y . Transparency/Accountability
z. Efficient/Effective Services
aa . Community Programming/Events
dd. Employee Development (tie)
ee. Sustainable Development
Staff recommendation: Council should consider options u. through aa., and incorporate
components of bb. through ee. into final priority statements.
NEXT STEPS
As part of the online survey, Council provided responses for desired initiatives and
programs over the next three years (Attachment "8 "). Those responses will be
incorporated into a recommended Strategic Plan Update work program, which is
scheduled for Council review and deliberation-along with the proposed CIP-on May
29, 2018.
A final draft version of the Strategic Plan Update is tentatively scheduled for Council
review and approval on June 19, 2018.
City Council
May 15, 2018
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CITY STRATEGIC GOAL:
Actions contained in this report primarily align with the City's strategic goal of good
governance.
FISCAL IMPACT:
None at this time. However, successful implementation of the Strategic Plan Update will
require financial resources, which are to be vetted and appropriated as part of the City's
annual budget process-and in conjunction with annua l CIP and financial forecasting
reviews.
ATTACHMENTS :
A. Survey Questions
B. Survey Results: Council Initiatives and Programs
Hello, there. Please provide your name.·
Name
Wh ich mission statement do you like best?·
A T TACHMENT "A"
Strateg i c Plan Survey
Ma r c h 2018
1\ mission statement describe:. the City's pur pose. It dcfim~s wh:-.l il stands for :md wh:-.t tt will do.
To provide the highest l eve l of effective mun i cipal services.
To provide the highest level of mun i cipal services effectively and sustainab ly.
To provide the highest level of effective municipa l services In a so cially and fisca ll y responsive manner.
To provide the highest level of effective and responsive municipa l services that meets our diverse popu l ation.
Furthering local quality of life through responsive and cost ·effectlve municipa l services.
Providing valued services to the Temple City community.
Other (Feel free to propose your own.)
Which vision statement do you like best?·
A TTACHMENT "A"
Strategic Pl an S u rvey
M a rch 2018
A vis on statement sets the focus for tht: future. It Is a statement of where the City Is goi ng.
TC will continue t o be a vi brant homet own t o live, work, l earn and pl ay.
Toget her, we wi ll build an even be tter Temple Ci t y.
TC's efficient services will set t he standard for other San Gabriel Va ll ey cities .
TC will be the most desi rab le community in the SGV, where high quality of life is the no rm.
TC will contin ue to be a safe , family -oriented commun i ty with a high level of responsive municipa l services.
Other (Fee l free to propose your own.)
ATTACHMENT "A"
Strategic Plan Survey
March 2018
Please se lect up to six (6) value s that shou ld ali gn w ith the City's co r e purpose of providing
services to the community.
Honesty
Integrity
Te arnworl<
Customer-Focused
Re sponsiveness
Fisca l Responsi bility
Creativity/Innovation
Environmental Responsibility
Diversity
Professionalism
Respect
Excellence
Other !Feel free to propose your own.)
ATTACHMENT "A"
Strategic Plan Survey
March 2018
Please select up to six (6) priorities that the City should focus on for the next three (3)
years. •
Transparency/Accountability
Improved Governance
Economic Vitality/Revenue Generation
Downtown Revitalization
Efficient/Effective Services
Strong Neighborhoods
Safe Community
Hea lthy Community
Community Building/Engagement
Community Programm i ng/Events
Financial Stability
Sustainable Development
I nfrastructure/Facllities
Employee Development
Aging in Place
Regionalism
Other {Feel free to propose your own.)
ATTACHMENT "A"
St r ategic Plan Survey
Marc h 2 018
Please l ist up to 10 i ni t ia tives or pr ograms that you would li ke the City t o cont i nue or launch
over the next three (3) years.·
#1
#2
#3
#4
#5
#6
#7
#8
#9
#10
STRATEGIC PLAN SURVEY: INITIATIVES/PROGRAMS
Council Responses
CIVIC ENGAGEMENT/COMMUNITY EVENTS
Expand social media footprint
Promote stronger, kinder community values/diversity
Continue outstanding community events
Autumn Moon Festival and Lunar New Year Festival
Bring back Citizens Academy
Engage our youth
Create senior citizens committee
Public outreach and input
Increase public information
Council in the Parks/Coffee with Council
Fourth of Ju ly event (on July 4)
More recreation events (bring parks to the people)
COLLABORATION/REGIONALISM
Develop more community-school partnership opportunities
Collaborate with (our) school district
ECONOMIC DEVELOPMENT
Complete beautification of Las Tunas
Las Tunas improvements
Development of Primrose properties
K-Mart Center redevelopment
Downtown revitalization
Creative CDBG programming
Business attraction/retention
Business and parking improvement districts
Institutionalized business outreach
FISCAL/FINANCIAL
Financial responsibility and trans parency
INFRASTRUCTURE
Rideshare programs (Uber/Lyft like Monrovia)
Fixed route (bus line); partner w/ Arcadia Foothill Transit
Comprehensive pavement management program
NEIGHBORHOODS/QUALITY OF LIFE
Programs for Baby Boomers dealing with aging parents (senior master plan)
ORGANIZATIONAL
Monthly employee recognition programs
PARKS/OPEN SPACE
Senior center
Open space enhancements along Eaton Wash
Community garden on city vacant space
PUBLIC SAFETY
Develop better crime suppression tactics
Safe neighborhoods/neighborhood watch
ATTACHMENT "B"