Item No.
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: OFFICE OF THE CITY MANAGER
BY: MARLON RAMIREZ, ASSISTANT TO THE CITY MANAGER
DATE: JUNE 25, 2024
SUBJECT: APPROVAL OF THE DOWNEY FORWARD - 2030 STRATEGIC PLAN
EXECUTIVE SUMMARY
The City Council will consider approving the Downey Forward, 2030 Strategic Plan, which includes Strategic Priorities and Actions informed by the City Council, residents, businesses, and department leadership. From January to June 2024, the City and MIG, Inc. have worked together to develop the strategic plan through a series of workshops, meetings, and public outreach initiatives. The strategic plan aims to create a roadmap that reflects the community's vision and values, sets actionable priorities for the City’s future development, and guides future budgets in allocating resources for specific actions and projects.
RECOMMENDATION
That the City Council:
Approve the Downey 2030 Strategic Plan, Goals, Strategic Priorities, and Actions.
BACKGROUND
In January 2024, the City of Downey engaged MIG, Inc. to lead the development of its first comprehensive City-wide Strategic Plan. Unlike previous strategic plans, which were limited to individual City departments, this initiative marks the first time Downey has undertaken a unified effort to create a strategic roadmap for the entire City.
From January to May 2024, MIG, Inc. conducted one-on-one interviews with City Council members, facilitated the City Council Strategic Planning and Goal-Setting Workshop on February 15, 2024, and coordinated workshop meetings with department leadership.
These activities provided valuable input to inform the strategic framework including the vision and values, strategic priorities, and actions.
From March to April 2024, the City and MIG, Inc. initiated a public outreach campaign to garner input from the community through a community questionnaire that was sent to residents, community leaders, and businesses. In total, the City received 688 community questionnaires. The City engaged with the public through communications from email,
APPROVED BY
CITY MANAGER
21 DOWNEY 2030 STRATEGIC PLAN
JUNE 25, 2024
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social media, information at community facilities, and information booths at community events. Through the process, the City captured the community’s vision and values leading to community-initiated actions in the plan. A separate questionnaire was sent to City employees to gather their input on City programs, offerings, and operations.
On May 20, 2024, the City Council held a Budget Workshop and received an update on the strategic plan, including a draft of the Strategic Priorities and Actions matrix that was informed by the City Council, residents, businesses, and department leadership.
ANALYSIS
The Downey Forward, 2030 Strategic Plan represents a comprehensive framework designed to guide the City of Downey toward a prosperous and vibrant future. This strategic plan, built upon the foundational five City Council over-arching priorities established in 2012; Fiscal Responsibility, Economic Vibrancy, Efficiency and Adaptability, Quality of Life, Safety and Infrastructure, and Public Engagement. The City Council priorities continue to shape the City’s policies and initiatives effectively. Over the past decade, these goal areas have proven successful in maintaining the City's financial stability, enhancing economic growth, improving internal processes, and increasing community engagement.
The strategic plan is a result of extensive community engagement, reflecting the diverse perspectives and priorities of Downey's residents, businesses, and department leadership. The strategic plan promotes a shared vision for the future that aligns with community needs and aspirations.
The following summarizes the goals the plan sets to accomplish:
• Sustained Financial Stability: The strategic priorities outlined under Fiscal Responsibility ensure that Downey remains on sound financial footing. The strategic plan will facilitate the implementation of prudent fiscal policies, investment in cost-saving opportunities, guide future budgets in allocating resources for specific actions and projects, and diversification of revenue streams, thereby enhancing the City's financial resilience.
• Enhanced Economic Growth: The plan's focus on Economic Vibrancy aims to sustain and accelerate economic growth. Through the strategic plan, the City can continue to attract, support, and retain businesses, support new development that aligns with community aesthetics and needs, and create a vibrant town center, contributing to a robust and diverse local economy.
• Operational Efficiency and Adaptability: The strategic initiatives for Efficiency and Adaptability will drive improvements in internal processes and service delivery.
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JUNE 25, 2024
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The plan ensures that the City can effectively leverage technology, provide staff development opportunities, and maintain high standards of operational efficiency.
• Quality of Life Improvements: The strategic actions under Quality of Life, Safety, and Infrastructure will enhance public safety, expand green spaces, and provide diverse community programs. The strategic plan will enable the City to continue investing in infrastructure projects and public amenities that improve the overall quality of life for residents.
• Strengthened Public Engagement: The plan's emphasis on Public Engagement will foster a more inclusive, transparent, and participatory local government.
Approval of the plan will support initiatives that enhance communication, increase community involvement, enhance the City’s storytelling and branding, and build trust between residents and the City.
Through the four phases of the strategic planning process—Assessment, Developing the Framework, Strategic Plan Development, and Implementation—a Strategic Priorities Implementation Matrix was developed to guide the City's efforts toward its goals, with performance measures serving as milestones to track progress. Of the 101 strategic actions, 21 actions were informed by the City Council, while 7 were informed through the community questionnaire. These initiatives are categorized into short-term (1 year), medium-term (2-3 years), and long-term (3-5 years) actions, with quarterly reporting on the progress of all initiatives. The Downey Forward, 2030 Strategic Plan will be available on the City's website, and a summarized printed handout will be provided at all public facilities. The Strategic Plan will help inform the City’s annual budget process as it will provide a lens through which the City will look to determine the allocation of City resources to ensure the accomplishment of the City’s long-term goals and objectives.
The Downey Forward, Downey 2030 Strategic Plan is a critical step towards realizing a prosperous and vibrant future for the City of Downey. The plan's comprehensive and community-centered approach ensures that the City's initiatives align with the needs and aspirations of its residents, businesses, and leaders. By endorsing this plan, the City Council will be taking a decisive step towards fostering a financially stable, economically vibrant, efficient, and engaging community that thrives well into the future.
CITY COUNCIL PRIORITIES
Fiscal Responsibility
Economic Vibrancy
Efficiency & Adaptability
Quality of Life, Safety & Infrastructure
Public Engagement
DOWNEY 2030 STRATEGIC PLAN
JUNE 25, 2024
PAGE 4
FISCAL IMPACT
No fiscal impact with this adoption of this report.
ATTACHMENTS
Attachment A: Downey 2030 Strategic Plan
ATTACHMENT A
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
1 LETTER FROM THE CITY COUNCIL
June 25, 2024
City of Downey, California
Dear Downey Community Members,
We are thrilled to present the Downey 2030 Strategic Plan, a comprehensive roadmap that will guide our beloved City into a prosperous and vibrant future. This plan, developed with invaluable input from Downey residents, business owners, department leadership, and City staff, is designed to ensure that Downey continues to thrive as a premier place to live, work, and play.
Since 2012, our City has been guided by five key goal areas: Fiscal Responsibility, Economic Vibrancy, Efficiency and Adaptability, Quality of Life, Safety and Infrastructure, and Public Engagement. These themes have been instrumental in shaping our City’s development, and they continue to provide a robust framework as we look toward 2030.
The success of the Downey 2030 Strategic Plan is a testament to the active participation and feedback from the community. From January to June 2024, our Strategic Planning team engaged with the City Council, community members, businesses, and City Department leaders through interviews, working sessions, community events, and employee and community surveys. Through these outreach efforts, we gathered diverse perspectives that shaped this plan.
Thank you to the entire Downey community for your invaluable contributions. Your engagement and dedication have been crucial in shaping this plan, and we look forward to working together to achieve OUR shared goals. Together, we will work towards a brighter future for Downey, embracing our motto of Future Unlimited.
Sincerely,
Mario Trujillo
Mayor
Hector Sosa
Mayor Pro-Tem
Claudia M. Frometa
Councilmember
Horacio Ortiz
Councilmember
Dorothy Pemberton
Councilmember
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
2 ACKNOWLEDGEMENTS
Thank you to the entire Downey community including residents, businesses, and City employees, for your valuable contributions to the development of this strategic plan.
CITY COUNCIL
Mario Trujillo, Mayor
Hector Sosa, Mayor Pro-Tem
Claudia Frometa, Councilmember
Horacio Ortiz, Councilmember
Dorothy Pemberton, Councilmember
ADVISORY BODIES
Planning Commission
Youth Commission
Recreation and Community Services Commission
Board of Building Appeals
Library Advisory Board
Independent Citizens’ Oversight Committee
Public Works Committee
Green Task Force
CITY MANAGEMENT TEAM
Roger Bradley, City Manager
Vaniah De Rojas, Assistant City Manager
John M. Funk, City Attorney
M. Alicia Duarte, CMC, City Clerk
Scott Loughner, Acting Chief of Police
Dan Hurlock, Fire Chief
Austin Ramirez, Director of Economic
Development
Irma Huitron, Director of Community
Development
Stephen Hannah, Director of Finance
Matthew Baumgardner, Director of Public Works
James McQueen, Director of Human Resources
Jason Chacon, Director of Parks & Recreation
Benjamin Dickow, Executive Director & President,
Columbia Memorial Space Center
Library
PLAN CONTRIBUTORS
Marlon Ramirez, Assistant to the City Manager
Axel Perez, Public Information Coordinator
MIG, Inc.
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
3 PURPOSE
The City of Downey is situated in the heart of
Los Angeles County where residents enjoy local
amenities, diverse shopping and entertainment
options while being in proximity to regional
destinations. The City is committed to economic
development with emphasis on business attraction
and retention to ensure a vibrant economy. While
The City exerts great efforts to ensure its fiscal
solvency, providing the services that the meet the
needs and expectations of its residents. Along
with this goal, the City will need to prepare and
position the organization to adapt to potential
external uncertainties and future opportunities. A
strategic plan provides a roadmap grounded in
a shared vision and a set of priorities that are in
alignment with service delivery expectations and
prudent budgeting practices.
The Downey Strategic Plan serves as a tool
to ensure that City initiatives, strategies,
and projects are developed to meet Council
priorities, and that the overall City government is
accountable in meeting community needs.
BACKGROUND
In 2012, the Downey City Council established
five goal areas to organize the City’s priorities
for the coming years—Fiscal Responsibility;
Economic Vibrancy; Efficiency and Adaptability;
Quality of Life, Safety and Infrastructure;
and Public Engagement. Ten years on, these
themes continue to provide a framework for
City leadership as Downey looks at new ways to
improve and innovate City services, promote the
City as a destination, support a family-centered
community, and remain on sound financial footing.
Looking toward 2030, the City Council and
department leaders decided the time was right
to identify a shared community vision, confirm
City goals, and clarify priorities to propel Downey
forward into the next decade.
INTRODUCTION
DEMOGRAPHICS
Population
113,052
Median Age
36.5 Median Household
Income
$84,236
Total Households
34,788
Race/Ethnicity
Age Distribution
Under 14 years
15 to 24 years
25 to 44 years
45 to 64 years
65 + years
18%
14%
29%
26%
13%
Hispanic or Latino (of any race)
White alone
Black or African American alone
American Indian & Alaskan Native alone
Asian alone
Native Hawaiian & Other Pacific Islander alone
Some Other Race alone
Two or More Races
76.7%
9.4%
3.7%
0.1%
8.8%
0.1%
0.2%
1%
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
4 OVERVIEW
From January to June 2024, the Strategic Planning team met and engaged with community members, the City Council, and City Department leaders to craft this Strategic Plan. The planning process included four phases:
PHASE 1:
Assessment
The City defined its shared outcomes for the process and identified Council and community issues and priorities for the future through a goal setting session with City Council members, community pop-up events, a City-wide and employee survey, and working sessions with City Department leaders.
PHASE 2:
Developing the Framework
The City captured the community’s vision and values through input from the City Council, department leadership, businesses, and residents. This was achieved through a combination of meetings, surveys, and information booths at community events. As a result, the City developed a list of key Council priorities for the next year and established goals for the next five years.
PHASE 3:
Strategic Plan Development
The City developed strategies and actions to meet these priorities and goals and put it together into the Strategic Plan.
PHASE 4:
Implementation
The City developed a Strategic Priorities implementation matrix to guide the City’s ongoing work toward its Strategic Plan goals, with performance measures to serve as milestones and track the City’s success along the way.
PLANNING PROCESS
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
5 ENGAGEMENT
Coming together in early 2024, City Council members
discussed and came to consensus on a revised set of
significant issues that the City should work on, both
on an immediate timeframe, and over the next few
years. Downey City Council members wanted to make
sure that their priorities and vision for Downey lined
up with those of community members, and embarked
on a public outreach campaign
The Strategic Planning team joined several
community events to talk to Downey residents, and
business owners about their vision for the future of
the City and held several working sessions with City
department leaders to discuss their work and needs
to continue to successfully serve the community.
The City also invited all members of the Downey
community to take a survey, which asked what was
important to them and how they saw the future of
the City. The results of the survey are included in the Strategic Plan Appendix.
In collaboration with the City’s department
leadership, the Strategic Planning team used the
ideas and input from community members and City
staff to develop a draft Strategic Plan framework for
the Council to review and discussed planning for the
future. With a shared community vision and values
statement for Downey, during a special study session
City Council members reconfirmed their commitment
to the City’s five goal areas and affirmed a set of
strategic priorities and actions to meet each of these
goals, with key actions set to take place in the next
year, and others over a five-year timeline.
This Strategic Plan, centered in the key priorities of
the community and City Council, is a roadmap for
City leadership, staff, and community members to
follow as Downey moves forward into 2030 and
beyond. The key priorities identified by the City
Council and the community are listed in the Strategic
Priorities Implementation Matrix. These are noted
with one asterisk (*) for those resulting from the City Council input and two asterisks (**) for those from
the community. This can be found in the Appendix.
PLANNING PROCESS
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
6 STRATEGIC PRIORITIES
IMPLEMENTATION MATRIX
Identifies a timeframe for completing actions,
responsible parties and required resources.
VISION AND VALUES
The preferred future the community aspires
to realize and core principles, attributes, and
beliefs shared by the Downey community
that shape how the city team guides its work
and interacts with others–both inside and
outside the City.
MISSION
The purpose and associated responsibilities of the
City as an organization.
GOALS
Statements of direction that define the long-term
key results the City must accomplish to carry out
its Mission.
STRATEGIC PRIORITY
A means for accomplishing goals. For each
Goal, a limited number of high-priority,
strategic initiatives that when addressed will
have a significant impact on moving toward
the overarching goal and will directly drive
implementation.
ACTIONS
A prioritized list of methods, resources,
processes, and systems the City Departments
will carryout to address each Strategic Priority.
THE STRATEGIC PLAN ELEMENTS
The City of Downey Strategic Plan includes the following elements:
STRATEGIC PLAN FRAMEWORK
Downey is a charming mid-size city that feels like a small town.
The City’s neighborhoods are attractive, safe and tranquil, and provide opportunities for residents of all ages to set down roots and feel connected to the social and family networks.
We celebrate and embrace our rich history and varied cultures.
Our strong sense of community drives our spirit of service and coming together.
We continue to take pride in our foundation in science and aerospace and promote its significance for our community and the region.
Our commercial corridors are active with diverse opportunities for all to shop and enjoy entertainment for families and residents of all ages.
We value the premier community facilities, parks, educational venues, vibrant performance spaces, and offerings that fulfill the needs of the diverse groups in our community.
COMMUNITY VISION AND VALUES
Proudly committed to continuously improving the quality of life for the Downey community by providing excellent service in a professional, ethical, and responsible manner.
MISSION
Fiscal Responsibility
Maintain a Financially Stable Local Government.
GOALS
Economic Vibrancy
Support community needs through a stable, vibrant and diverse local economy.
Efficiency and Adaptability
Create an environment where new process and programs are encouraged and are used to improve internal and external services.
Quality of Life, Safety and Infrastructure
Foster a safe community through key investments and provide inclusive, diverse community programs and activities.
Public Engagement
Cultivate a trustworthy and participatory local government through equitable, transparent, and effective processes.
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
8 GOAL 1
FISCAL
RESPONSIBILITY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
9 GOAL 1
FISCAL RESPONSIBILITY
Maintain a financially stable local government.
The primary goal of the City of Downey is to
ensure its long-term financial stability. Having
adequate financial resources enables the City to
provide the high level and wide variety of public
services, programs and facilities desired by the
community’s residents and businesses.
The City has maintained a financially stable
local government as seen through eleven
consecutive years of structurally balanced
budgets, preserving a strong reserve balance,
maintenance of AA bond ratings, and
receiving distinguished budget awards by
the Government Finance Officers Association
(GFOA) and California Society of Municipal
Finance Officers (CSFMO). In recent years, the
City exemplified fiscal responsibility through
cost saving measures such as changing the
City’s compensation, retirement, and healthcare
structure, securing federal, state, local, and
private funding for City programs and services,
and by continuing to support state and federal
legislation to increase funding for infrastructure
projects. Through recent investments in solar
panels at public facilities city-wide, the City is
expected to save $10,000,000 over the next 25
years while reducing greenhouse gas emissions.
These accomplishments underscore the City’s
commitment to fiscal responsibility, sustainability,
and excellence in governance.
Building on this foundation, the City will explore
actions designed to enhance the community’s
financial strength. Some of these measures
are internal actions to manage costs, seeking
assistance of grant consultants to supplemental
general fund monies, and adhere to sound
investment and purchasing policies. By
implementing these strategic priorities and
actions, the City aims to not only maintain but
also enhance its financial stability. Furthermore,
the City will explore opportunities to diversify its
revenue base and identify efficiencies to ensure
long-term growth and resilience, ultimately
fostering a financially stable environment that
supports the needs and aspirations of Downey’s
residents and businesses.
METRICS
Balanced budget
CSMFO and GFOA Awards
Increased return on investment from finance
Bond ratings
Reserve Balance
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
10 STRATEGIC PRIORITIES & ACTIONS
1 Institute and adhere to established
fiscal policies, practices, processes,
systems, and procedures that result
in fiscal stability.
⮊Review the City’s financial policies to ensure
they align with best practices and implement
measures to achieve consistency.
⮊Revise the procurement policy to include
guidelines for using and promoting the
CAL-card program to ensure efficiencies
with purchasing.
⮊Implement improvements to purchasing
practices and procedures to align with
procurement requirements.
2 Facilitate investment of revenue generating and cost savings opportunities to benefit the community.
⮊Attain a fundraising consultant, establish the
Space Center Foundation’s Capital Campaign,
and transition support to annual giving.
⮊Evaluate City department operations to
maximize efficiencies.
⮊Identify opportunities to diversify the City’s
revenue base to enhance resilience and
contribute to long-term growth.
GOAL 1: FISCAL RESPONSIBILITY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
11 GOAL 2
ECONOMIC
VIBRANCY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
12 GOAL 2
ECONOMIC VIBRANCY
Support community needs through a stable, vibrant and
diverse local economy.
The City’s primary goal in Economic Vibrancy
is to support community needs through the
establishment of a stable, vibrant, and diverse
local economy. For years, the City of Downey has
fostered an environment conducive to business
growth and innovation, actively working to
attract sought-after businesses demanded by the
community and those that provide higher wages
to improve the local economy. Businesses like
Coca Cola and Porto’s have chosen to establish
themselves in Downey, while many diverse
restaurants, independent retailers, and service-
oriented businesses have transformed the City’s
downtown, creating a vibrant experience that
includes night markets, the Downey Farmers
Market, and various community events.
The City is dedicated to ensuring Downey
continues to be a thriving economic and cultural
hub for residents and visitors. In the last decade,
the City of Downey’s investment in infrastructure
has propelled the growth of the medical industry
attracting leading healthcare providers, fostering
innovation, and creating higher-paying jobs,
while economic development efforts such as the
Downey Promenade have transformed the area
into a vibrant hub for shopping and dining. Recent
investments in Downtown Downey, including
public safety and security, the painting of the
parking structure, and the planned gateway sign,
coupled with partnerships with the business
community through the Chamber of Commerce,
underscore the City’s commitment to prosperity
and vibrancy.
The strategic priorities and actions to achieve
this goal build upon and further advance the
City’s economic vibrancy by initiating processes
and programs to retain and attract businesses
while establishing policies that encourage new
development. These actions include exploring
incentive programs, updating the City’s General
Plan to accommodate future needs, collaborating
with developers to align projects with the city’s
aesthetic, and promoting a vibrant town center
appealing to all generations. Through these
comprehensive efforts, the city aims to cultivate
an economically dynamic environment that meets
the diverse needs of its residents and fosters
sustainable growth. By prioritizing initiatives
that support economic development, attract
businesses, and encourage new development, the
City seeks to create opportunities for prosperity
and innovation, which aims to build a resilient
economy that enhances the quality of life for
current residents and lays the foundation for
future generations to thrive.
METRICS
Number of new development applications
Number of new business sectors
Number of educational workshops provided
to the business community
Increases in sales tax revenue
Reduction in unemployment
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
13 STRATEGIC PRIORITIES & ACTIONS
1 Enhance Economic Development
efforts for sustained growth,
support active and vibrant
business corridors, and activate
public spaces to attract new
development.
⮊Develop and Implement an Economic
Development Strategic Plan that addresses
economic development opportunities,
business attraction, and retention to support
economic resiliency and sectors that
contribute to high paying jobs.*
⮊Continue partnership with the Chamber
of Commerce to initiate a small business
outreach program to assess needs and
identify opportunities to provide resources to
support businesses.
⮊Align corridor improvement projects with
other City initiatives, planning efforts, and
Capital Improvement Projects to continue to
spur economic development.*
2 Initiate processes and programs to retain and attract business. ⮊Explore feasibility of an incentive program to
attract and retain businesses.*
⮊Review the feasibility to fund and establish
a program to support small businesses
with improvements such as façade
improvements.*
⮊Develop a method to track development
project review times across all departments.*
⮊Attract unique and sought-after small
businesses that provide goods and services
that enhance the quality of life for residents
and contribute to the overall value of
the City.**
⮊Develop a plan to attract premier grocery
stores to the City.**
GOAL 2: ECONOMIC VIBRANCY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
14 3 Establish and implement policies that encourage new development that responds to future community needs, leverages opportunity areas, and supports the local business community.
⮊Update the City’s General Plan, including
the Housing, Land Use, Circulation, Design,
Conservation, Noise, Open Space, Safety,
and Economic Development Elements, and
adopt and Environmental Justice Element in
accordance with State Requirements.
⮊Identify opportunities to redevelop the former
NASA/Vultee site and include programming
that honors the City’s local history.
⮊Identify measures to advance the
development of the Rancho South Campus.
⮊Work to continue to guide the development
of the remaining property at the Promenade
(“Back20”) to enhance business offerings.
⮊Collaborate with developers to design and
build projects that align with the aesthetic
and charm of the community.**
⮊Develop and promote a comprehensive
Historical Context Statement to foster
appreciation for the City’s heritage and guide
future development in alignment with its
historical legacy.*
⮊Collaborate with developers to increase
the City’s housing supply while preserving
charm and character, and ensuring a cohesive
design that meets the community’s needs.**
⮊Explore opportunities to promote walkability
and connectivity of the City’s commercial
retail centers.
⮊Explore opportunities to leverage the
City’s biomedical industry further to attract
healthcare professionals and cement the City
as a biomedical hub in the Gateway Region.
4 Promote a town center that is vibrant, walkable, and appeals to our multi-generational community.
⮊Include strategies in the Economic
Development Strategic Plan that create
opportunities for a successful City town
center for residents and visitors alike.*
⮊Develop a public right of way improvement
plan that identifies strategies to invest in urban
design interventions to create experiential
spaces and activation of the City’s town center.*
⮊Attract new businesses offerings geared
towards the youth and young adults in
the City.*
GOAL 2: ECONOMIC VIBRANCY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
15 GOAL 3
EFFICIENCY AND
ADAPTABILITY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
16 GOAL 3
EFFICIENCY AND ADAPTABILITY
Create an environment where new process and programs are encouraged and are used to improve internal and external services.
The City of Downey is committed to fostering
an environment of efficiency and adaptability,
aiming to enhance both internal operations and
external services. The City has worked to create
a dynamic atmosphere where new processes
and programs are not only encouraged but
systematically integrated to drive improvements,
which has allowed the City to better serve the
community.
In recent years, the City of Downey has
implemented a wide array of advanced
technology, streamlined processes, and initiated
comprehensive training programs to enhance
internal operations, public safety, and service
delivery. The City currently leverages cutting-
edge technology to improve public safety and
operational efficiency through initiatives like the
expanded drone program and the deployment of
mobile data computers in fire apparatuses which
provide public safety officials with real-time
access to critical information, enabling faster
decision-making and more efficient emergency
responses. The launch of Accela Citizen Access
for electronic plan check submittals streamlines
the permitting process, reducing paperwork
and wait times while enhancing transparency
and accessibility for residents and developers.
Additionally, the implementation of a new
financial information reporting platform,
budgeting platform, and public records request
software streamlines administrative processes,
ensuring accurate financial reporting and
efficient responses to public inquiries.
Building upon these successes, the City aims
to achieve efficiency and adaptability in a
variety of ways. Through existing and planned
comprehensive training programs the City of
Downey aims to enhance staff preparedness
and support their career advancement, ensuring
that the workforce is well-equipped to meet
the evolving needs of the City. The City aims to
leverage technology to boost public services,
enhance public safety, and stimulate economic
growth. The strategic priorities and actions in
this goal area are designed to ensure the City
remains a vibrant, efficient, and adaptable entity
capable of meeting current and future challenges.
Considering that the City of Downey has one of
the lowest ratios of city employees per capita
compared to cities of similar population size,
maintaining efficiency and adaptability is crucial.
Through these efforts, the City of Downey strives
to create a thriving community where both
employees and residents can prosper.
METRICS
Increased operational efficiencies across the
organization
Increased staff retention
Increased proportion of internal promotions
versus external recruitment
Enhance staff preparedness and career
advancement through a variety of training
programs.
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
17 STRATEGIC PRIORITIES & ACTIONS
1 Expand capacity of staff through new improved programs, partnerships, and systems.
⮊Implement a new Enterprise Resource
Planning system and continue monitoring
its effectiveness and responsiveness to the
City’s needs.
⮊Identify and implement Agenda Management
Software to streamline the Agenda
management process.
⮊Conduct research to inform Crime
Analysis Unit best practices to build Police
Department staff capacity.
⮊Explore feasibility of expanding payment
options to provide centralized, self-service
options including online, phone, kiosk, Apps,
and others.
⮊Enhance interdepartmental and interagency
coordination and apply a systematic
approach to interdepartmental coordination
of code enforcement processes.*
⮊Implement a Strategic Plan workplan and
consistently review progress and benchmarks
during Department Director meetings with
the City Manager.
GOAL 3: EFFICIENCY AND ADAPTABILITY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
18 2 Support employee development and provide growth and cross-training opportunities to attract and retain quality staff.
⮊Evaluate staff recruitment and
retention efforts.
⮊Assess and refine staff training program(s) to
ensure all staff have access to relevant tools,
best practices, standards, and methods to
successfully do their jobs.
⮊Establish a professional development
program that includes relevant and
appropriate training and education for full
and part-time staff to achieve their goals.
⮊Create an organizational succession plan that
identifies opportunities for promoting talent
within the organization.
⮊Assess staffing levels across all departments
and create a staffing plan to ensure the City
has adequate capacity to deliver services and
programs.*
3 Strengthen the organization by
implementing measures that
enhance the overall workplace
environment and promote
employee well-being.
⮊Design and implement a staff recognition
and appreciation program and ensure
cross-departmental collaboration to ensure
equitable representation across staff at all
levels and departments.
⮊Evaluate and enhance team-building
activities and events that promote interaction
and encourage socialization between staff
across different departments.
GOAL 3: EFFICIENCY AND ADAPTABILITY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
19 4 Improve service delivery and customer experiences by successfully leveraging technology to improve public services, public safety, and stimulate economic growth.
⮊Research, evaluate, and develop a technology
investment plan aimed at tools to improve
the effectiveness, safety, and efficiency of
first responders’ operations.
⮊Expand the use of technology used by first
responders to other departments through
training or sharing of resources.
⮊Enhance the City’s cyber security posture.
⮊Evaluate the City’s network capabilities.
⮊Expand the Paramedic Subscription
enrollment program to serve a larger number
of residents.
⮊Assess opportunities to integrate Artificial
Intelligence (AI) into all departments to
enhance responsiveness and maximize staff
capacity to address public services and
requests while ensuring appropriate controls
are in place.
⮊Conduct and establish a process for ongoing
assessment of external and internal IT
systems, software, and programming.
⮊Develop a new City website.
⮊Research and select a new City service
request system to replace the City app.
⮊Explore options for the establishment of a
new contract management system.
GOAL 3: EFFICIENCY AND ADAPTABILITY
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
20 GOAL 4
QUALITY OF LIFE,
SAFETY AND
INFRASTRUCTURE
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
21 GOAL 4
QUALITY OF LIFE, SAFETY
AND INFRASTRUCTURE
Foster a safe community through key investments and provide inclusive, diverse community programs and activities.
The City’s primary goal in Quality of Life, Safety,
and Infrastructure is to cultivate a community
that is safe, engaging, and thriving. The City of
Downey is committed to enhancing the overall
quality of life, safety, and infrastructure, thereby
making it an attractive and desirable place to
live, work, and play. With safe and attractive
neighborhoods, thirteen renowned parks, a
unique STEM learning center, a modern library,
and a vibrant performing arts theater, Downey
exemplifies its dedication to providing residents
and visitors with a dynamic and enriching
environment.
The City has a strong history of prioritizing
public safety by being one of the few cities
that maintains its own Police and Fire
departments. Since 1957, the Downey Police
and Fire Departments have proudly served the
community of Downey, consistently evolving
and adapting to meet the changing needs of the
community. Recent increases in traffic patrol staff
has contributed to improvements in pedestrian
and traffic safety, further enhancing the overall
safety of the community. The City continues
to prioritize investment in infrastructure
improvements, encompassing projects like the
Residential and Alley Paving Program, Woodruff
Beautification Project, with plans to upgrade
the City’s water infrastructure and distribution
system. These efforts focus on rehabilitating
streets, enhancing public amenities, and
beautifying the cityscape, ensuring a high quality
of life for residents. The recent approval of a
second dog park at Golden Park underscores
the City’s commitment to enhancing residents’
quality of life. Moreover, the Parks and Recreation
Department currently hosts numerous
community events, including the International
Food Festival, Havana Nights, Special Needs
Awareness and Resources Fair, and Concerts
in the Park, along with a wide range of classes
and programming offered citywide, further
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
22 GOAL 4: QUALITY OF LIFE, SAFETY AND INFRASTRUCTURE
enriching the community experience. The
Downey Library serves as a vibrant hub of
knowledge and community engagement, offering
a diverse range of resources, programs, and
services to enrich the lives of residents of all
ages, while the Smithsonian and NASA-affiliated
Columbia Memorial Space Center continues
to provide a multitude of engaging programs
and services for visitors of all ages, including
interactive exhibits, educational workshops,
and immersive simulations that explore space
exploration and science. From hands-on STEM
activities to captivating planetarium shows, the
Columbia Memorial Space Center provides an
enriching experience that sparks curiosity and
inspires discovery. As an important resource in
Downey, the City is working towards beginning
and completing a second building expansion
during the time horizon for the Strategic Plan to
further solidify the City’s aerospace history and
contributions to space exploration.
Building upon the momentum of its ongoing
efforts, the City is committed to further
enhancing Quality of Life, Safety, and
Infrastructure by strategically prioritizing
actions that strengthen community well-
being and security. The City is dedicated to
enhancing this goal by implementing strategic
priorities and actions aimed at creating a safe,
inclusive, and thriving community. Through
ongoing efforts to improve public safety
measures, enhance infrastructure, and foster
community engagement, the City aims to ensure
residents feel secure and enjoy a high quality
of life. Investments in infrastructure projects,
such as road maintenance and beautification
initiatives, alongside initiatives to address crime
and increase public safety awareness, are
key components of this overarching goal. By
prioritizing these strategic initiatives, the City
seeks to create an environment where residents
can enjoy a premiere quality of life.
METRICS
Number of completed CIP projects/plans
Increased square footage for green space
Reduced crime statistics
Effective use of resources to address
homelessness
Reduction in individuals experiencing
homelessness
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
23 STRATEGIC PRIORITIES & ACTIONS
1 Continue to prioritize public safety by providing safe access to public facilities, expanding neighborhood safety programming, and implement measures to combat homelessness within our community.
⮊Enhance security monitoring at City facilities.
⮊Pursue and complete Fire Service
Accreditation and establish a Strategic Plan
for the Fire Department in the process.
⮊Identify places in the City that require
improved street lighting for improved
public safety and develop a long-term
installation plan.*
⮊Establish a high school program that
introduces students to fire protection career
opportunities to create a potential pipeline
for new hires.
⮊Establish a multi-disciplinary/
interdepartmental team to increase
effectiveness and improve coordination of
City response to the needs and impacts of
the homeless.
⮊Assess Police Department staffing and
operations and implement recommendations
as feasible.*
⮊Address vehicular speeding Citywide through
traffic calming, officer visibility, and an
education campaign that addresses driver
awareness and reduces accidents.*
⮊Develop and implement a proactive program
aimed at addressing homelessness that
produces a consistent decrease in the annual
homelessness count.**
⮊Continue advocating for state and federal
legislation that addresses public safety
concerns and bolsters the Downey Police
Department, while also securing funding
to assist in addressing critical public safety
needs within our community.**
⮊Update the City’s Homelessness Plan.
GOAL 4: QUALITY OF LIFE, SAFETY AND INFRASTRUCTURE
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
24 2 Continue to renovate, enhance, manage, and maintain streets, sidewalks, and other public infrastructure to support community needs and respond to the environment and natural resources.
⮊Prepare and execute the City’s Alley
Rehabilitation plan.
⮊Complete the construction of Areas 3, 5, 6,
and 7 of the Residential Street Pavement
Rehabilitation Project.
⮊Complete design and construction of
Firestone Blvd. stormwater dry well
improvements.
⮊Create a sidewalk installation program.*
⮊Promote the Utility Undergrounding plan
to beautify the City and ensure this is a
consistent and ongoing effort.
⮊Identify new strategies to improve traffic
management throughout the City.
⮊Complete design of City-wide PFAS water
treatment system.
⮊Complete design and begin construction
of Furman Park Stormwater Capture and
Infiltration Improvements.
⮊Identify opportunities to promote economic
development to enhance connectivity to the
Southeast Gateway Line.
⮊Leverage the 2028 Olympics to attract
visitors to Downey.
⮊Create an improvement plan that improves the
aesthetics of the City’s primary gateways.*
⮊Explore the feasibility of expanding programs
that provide assistance to low-income
residents with exterior improvements to their
homes, including landscaping.*
⮊Enhance the visual appeal of main
thoroughfares and freeway on/off ramps in
the City by establishing regular maintenance
schedules with Caltrans and exploring the
feasibility of implementing a proactive street
maintenance team.**
GOAL 4: QUALITY OF LIFE, SAFETY AND INFRASTRUCTURE
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
25 3 Expand the City’s existing green space, parks, facilities, and programs. ⮊Develop a facility Parks and Recreation
needs assessment to inform a City facilities
improvement plan.
⮊Complete the Rio San Gabriel Park
Improvements Project.
⮊Explore the feasibility of a coffee and snack
stand on the north patio of the Downey
Library.
⮊Construct a second dog park at Golden Park.
⮊Complete the design and begin the
construction of the Space Center expansion
project and restore the Space Shuttle.
⮊Construct the Community Garden at Rio
San Gabriel Park and implement operating
procedures.
⮊Complete the revamp of the Challenger
Learning Center.
⮊Implement the updated Space Center
Strategic Plan to align with the new
construction model and reflect the needs of
the new Columbia Memorial Space Center.
⮊Explore the feasibility of the development of
a new Community Center.
⮊Research a location for a splash pad at a City
park.
⮊Provide Passport services at the library.
⮊Explore additional recreational opportunities
at the southern end of Wilderness Park.*
⮊Seek local, state, and federal funding sources
to construct new restroom facilities at Rio
San Gabriel Park.
⮊Explore funding and methods to expand WiFi
at City parks.
4 Provide quality services,
programming and events that
engage and respond to the
diversity of the community.
⮊Develop an Arts Master Plan.
⮊Expand summer camp and early childhood
programs to meet community demand.
⮊Expand community event offerings to include
regional events.*
⮊Explore creative visual and cultural arts
offerings that provide unique experiences
while utilizing existing community facilities
such as the theatre.*
GOAL 4: QUALITY OF LIFE, SAFETY AND INFRASTRUCTURE
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
26 GOAL 5
PUBLIC
ENGAGEMENT
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
27 GOAL 5
PUBLIC ENGAGEMENT
Cultivate a trustworthy and participatory local government through equitable, transparent, and effective processes.
The City’s primary goal in Public Engagement is
to foster a trustworthy and participatory local
government through equitable, transparent,
and effective processes. By prioritizing public
engagement, the city continues to strengthen
community bonds, increase civic involvement,
and build trust between residents and local
government. The City’s relationship with the
community has thrived as a result of these efforts,
fostering greater trust, collaboration, and mutual
respect between residents and local government.
The City has significantly enhanced community
interaction through ongoing efforts to improve
public engagement, including the recent
expansion of the Public Information Office,
enhanced used of social media, and providing
information in other language for LEP community
members. Residents have responded positively
to the diverse and engaging content, expressing
satisfaction with the increased transparency and
accessibility. Engaging content, such as videos
featuring City Council meeting breakdowns
and highlights of community events, along with
showcasing local businesses through the Discover
Downey social media account, has garnered
widespread support from the public. This is
evidenced by the notable growth in followers
and overall outreach, further solidifying the City’s
commitment to effective communication and
community engagement.
In order to further enhance public engagement,
the City has outlined strategic priorities
and actions focused on delivering clear and
consistent information, providing meaningful
opportunities for community involvement, and
expanding outreach efforts to ensure residents
are actively engaged in shaping the future of
their community. Emphasizing the importance of
delivering programs, campaigns, and initiatives
that effectively engage the public, the city aims to
provide opportunities for meaningful interaction.
Efforts such as completing a Community
Satisfaction Survey and developing outreach
strategies tailored to different demographic groups
are underway to gather valuable feedback and
insights to inform decision-making and improve
service delivery. Ultimately, by prioritizing public
engagement and ensuring responsiveness to
diverse community needs, the city endeavors to
cultivate a more inclusive and responsive local
government that actively engages with and serves
the needs of all residents. Through these efforts,
the city seeks to build stronger community bonds,
increase civic involvement, and foster a sense of
trust and collaboration between residents and local
government, ultimately contributing to the overall
well-being and prosperity of the community.
METRICS
Increased number of multilingual
communications
Increased number of community events
Improved community perception rating
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
28 STRATEGIC PRIORITIES & ACTIONS
1 Deliver programs, campaigns, and initiatives that effectively provide clear and consistent information, opportunities for meaningful involvement, and community interaction.
⮊Create a social media campaign to engage
the public in the meaningful work of law
enforcement in the community.
⮊Create a Teen Advisory Board for the Library.
⮊Expand Multilingual and ASL programming
collections at the Library.
⮊Launch the Downey Library patron app.
⮊Create a City campaign that celebrates and
expresses the City’s identity and history of
the community.*
⮊Expand the Spend Local Campaign to
enhance exposure of local businesses,
educate the public on the economic benefits
of local spending, and ultimately strengthen
Downey’s economy and community resilience.
⮊Review and assess the effectiveness of the
Space Center branding to identify potential
revisions or updates.
GOAL 5: PUBLIC ENGAGEMENT
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
29 2 Expand community outreach to identify additional community needs. ⮊Establish systems to ensure all City
information, literature, and outreach is
engaging and responds to the communication
needs of residents of all abilities.
⮊Complete a Community Satisfaction
Survey to monitor community support and
satisfaction of Strategic Plan outcomes and
to objectively gather community opinions,
preferences, and satisfaction of City services.
⮊Ensure the City is telling its story and
leverage social media platforms.
⮊Develop an outreach and engagement
strategy to determine if services are
addressing the needs of Downey’s diverse
community including families, younger age
residents, and retirees.
GOAL 5: PUBLIC ENGAGEMENT
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
30 The Downey Strategic Plan enhances the annual
budget goal-setting process by establishing
priorities and actions for long-term initiatives.
The Downey Strategic Plan is a “living document”
and will undergo periodic review and adjustment
to reflect progress towards achieving our goals
and account for new and arising issues to ensure
progress and that Downey always maintains its
competitive advantage.
During each year of this plan, the City leadership
team will meet quarterly to review actions and
progress toward the City’s goals. City leadership
will report to the Council on a quarterly basis
on progress and will coordinate a review of the
Strategic Plan to revise and update the plan
as needed.
The City’s Mission, and community Vision
and Values are foundational to the Strategic
Plan and drive the elements contained in the
Strategic Priorities Implementation Matrix.
These include:
GOALS: Statements of direction toward the
City’s desired future.
STRATEGIC PRIORITIES: Key activities the City
will take to meet its goals.
ACTIONS: A prioritized list of steps that align
with the Strategic Priorities and are needed to
accomplish goals.
METRICS: Indicators used to measure the City’s
progress and success.
TIMELINE: Targets for completing the Actions –
Short-term (0 – 1 Year), Mid-term (2 – 3 Years),
and Long-term (4 – 5 Years).
LEAD DEPARTMENT(S):
City Leadership Team responsible for leading,
coordinating, tracking, and reporting the
implementation of the action(s). Supporting
partners for each action are also identified.
The Strategic Priorities Implementation Matrix is
included in the appendix.
IMPLEMENTATION
CITY OF DOWNEY | 2030 DOWNEY FORWARD | STRATEGIC PLAN
31 APPENDIX
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 1 City of Downey
2030 Strategic Plan
Strategic Priorities
GOAL A: FISCAL RESPONSIBILITY
Maintain a Financially Stable Local Government
Metrics
• Balanced budget
• CSMFO and GFOA Awards
• Increased return on investment from finance
• Bond ratings
• Reserve Balance
Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
STRATEGIC PRIORITY
1. Institute and adhere to established fiscal policies, practices, processes, systems, and procedures that result in fiscal stability.
A.1.1
Review the City’s financial policies to ensure
they align with best practices and implement
measures to achieve consistency.
X FIN All Departments
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 2 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
A.1.2
Revise the procurement policy to include
guidelines for using and promoting the CAL-card
program to ensure efficiencies with purchasing.
X FIN
A.1.3
Implement improvements to purchasing
practices and procedures to align with
procurement requirements.
X FIN
STRATEGIC PRIORITY
2. Facilitate investment of revenue generating and cost savings opportunities to benefit the community.
A.2.1
Attain a fundraising consultant, establish the
Space Center Foundation's Capital Campaign,
and transition support to annual giving.
X CMSC
A.2.2
Identify opportunities to diversify the City’s
revenue base to enhance resilience and
contribute to long-term growth.
X CM
A.2.3 Evaluate City department operations to
maximize efficiencies. X CM/Finance
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 3 GOAL B: EFFICIENCY AND ADAPTABILITY
Create an environment where new processes and programs are encouraged and used to improve internal and external services
Metrics
• Increased operational efficiencies across the organization • Increased staff retention
• Increased proportion of internal promotions versus external recruitment • Enhance staff preparedness and career advancement through a variety of training programs.
Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
STRATEGIC PRIORITY
1. Expand capacity of staff through new improved programs, partnerships, and systems.
B.1.1
Implement a new Enterprise Resource Planning
system and continue monitoring its effectiveness
and responsiveness to the City’s needs.
X HR/Finance All Departments
B.1.2
Identify and implement Agenda Management
Software to streamline the Agenda management
process.
X City Clerk All Departments
B.1.3
Conduct research to inform Crime Analysis Unit
best practices to build Police Department staff
capacity.
X PD
B.1.4
Explore feasibility of expanding payment options
to provide centralized, self-service options
including online, phone, kiosk, Apps, and others.
X Finance All Departments
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 4 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
B.1.5
Enhance interdepartmental and interagency
coordination and apply a systematic approach to
interdepartmental coordination of code
enforcement processes. *
X Community
Development PD, PW
B.1.6
Implement a Strategic Plan workplan and
consistently review progress and benchmarks
during Department Director meetings with the
City Manager.
X CM All
STRATEGIC PRIORITY
2. Support employee development and provide growth and cross-training opportunities to attract and retain quality staff.
B.2.1 Evaluate staff recruitment and retention efforts. X HR B.2.2
Assess and refine staff training program(s) to
ensure all staff have access to relevant tools,
best practices, standards, and methods to
successfully do their jobs.
X HR All
B.2.3
Establish a professional development program
that includes relevant and appropriate training
and education for full and part-time staff to
achieve their goals.
X HR All
B.2.4
Create an organizational succession plan that
identifies opportunities for promoting talent within
the organization.
X CM/HR All
B.2.5 Assess staffing levels across all departments
and create a staffing plan to ensure the City has X CM/HR
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 5 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
adequate capacity to deliver services and
programs. *
STRATEGIC PRIORITY
3. Strengthen the organization by implementing measures that enhance the overall workplace environment and promote employee well-being.
B.3.1
Design and implement a staff recognition and
appreciation program and ensure cross-
departmental collaboration to ensure equitable
representation across staff at all levels and
departments.
X CM/HR All
B.3.2
Evaluate and enhance team-building activities
and events that promote interaction and
encourage socialization between staff across
different departments.
X CM/HR All
STRATEGIC PRIORITY
4. Improve service delivery and customer experiences by successfully leveraging technology to improve public services, public safety, and stimulate economic growth.
B.4.1
Research, evaluate, and develop a technology
investment plan aimed at tools to improve the
effectiveness, safety, and efficiency of first
responders' operations.
X CM/IT PD, FIRE
B.4.2
Expand the use of technology used by first
responders to other departments through
training or sharing of resources.
X IT/PD/FD All
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 6 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
B.4.3 Enhance the City’s cyber security posture. X IT B.4.4 Evaluate the City’s network capabilities. X CM/IT B.4.5 Expand the Paramedic Subscription enrollment
program to serve a larger number of residents. X FIRE/Finance B.4.6
Assess opportunities to integrate Artificial
Intelligence (AI) into all departments to enhance
responsiveness and maximize staff capacity to
address public services and requests while
ensuring appropriate controls are in place.
X CM/IT
B.4.7
Conduct and establish a process for ongoing
assessment of external and internal IT systems,
software, and programming.
X CM IT
B.4.8 Develop a new City website. X CM
B.4.9 Research and select a new City service request
system to replace the City app. X CM
B.4.10 Explore options for the establishment of a new
contract management system. X Finance CM
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 7 GOAL C: ECONOMIC VIBRANCY
Support community needs through a stable, vibrant, and diverse local economy Metrics
• Number of new development applications
• Number of new business sectors
• Number of educational workshops provided to the business community • Increases in sales tax revenue
• Reduction in unemployment
Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
STRATEGIC PRIORITY
1. Enhance Economic Development efforts for sustained growth, support active and vibrant business corridors, and activate public spaces to attract new development.
C.1.1
Develop and Implement an Economic
Development Strategic Plan that addresses
economic development opportunities, business
attraction, and retention to support economic
resiliency and sectors that contribute to high
paying jobs. *
X CM/ED All
C.1.2
Continue partnership with the Chamber of
Commerce to initiate a small business outreach
program to assess needs and identify
opportunities to provide resources to support
businesses.
X CM/ED All
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 8 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
C.1.3
Align corridor improvement projects with other
City initiatives, planning efforts, and Capital
Improvement Projects to continue to spur
economic development. *
X PW ED, CD
STRATEGIC PRIORITY
2. Initiate processes and programs to retain and attract business.
C.2.1
Explore feasibility of an incentive program to
attract and retain businesses. * X CM/ED
C.2.2
Review the feasibility to fund and establish a
program to support small businesses with
improvements such as façade improvements.*
X CM/ED
C.2.3 Develop a method to track development project
review times across all departments. * X CD All
C.2.4
Attract unique and sought-after small businesses
that provide goods and services that enhance
the quality of life for residents and contribute to
the overall value of the City*
X ED
C.2.5 Develop a plan to attract premier grocery stores to the City. * X ED
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 9 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
STRATEGIC PRIORITY
3. Establish and implement policies that encourage new development that responds to future community needs, leverages opportunity areas, and supports the local business community.
C.3.1
Update the City’s General Plan, including the
Housing, Land Use, Circulation, Design,
Conservation, Noise, Open Space, Safety, and
Economic Development Elements, and adopt
and Environmental Justice Element in
accordance with State Requirements.
X Community
Development All
C.3.2
Identify opportunities to redevelop the former
NASA/Vultee site and include programming that
honors the City’s local history.
X CM
C.3.3 Identify measures to advance the development
of the Rancho South Campus. X CM
C.3.4
Work to continue to guide the development of
the remaining property at the Promenade
(“Back20”) to enhance business offerings.
X CM
C.3.5
Collaborate with developers to design and build
projects that align with the aesthetic and charm
of the community. *
X ED/CD
C.3.6 Develop and promote a comprehensive
Historical Context Statement to foster
appreciation for the City's heritage and guide
X CM/ED/CD
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 10 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
future development in alignment with its
historical legacy. *
C.3.7
Collaborate with developers to increase the
City's housing supply while preserving charm
and character, and ensuring a cohesive design
that meets the community's needs. *
X CD
C.3.8
Explore opportunities to promote walkability and
connectivity of the City’s commercial retail
centers.
X CM/ED
C.3.9
Explore opportunities to leverage the City’s
biomedical industry further to attract healthcare
professionals and cement the City as a
biomedical hub in the Gateway Region
X CM
STRATEGIC PRIORITY
4. Promote a town center that is vibrant, walkable, and appeals to our multi-generational community.
C.4.1
Include strategies in the Economic Development
Strategic Plan that create opportunities for a
successful City town center for residents and
visitors alike. *
X CM/ ED
C.4.2
Develop a public right of way improvement plan
that identifies strategies to invest in urban design
interventions to create experiential spaces and
activation of the City’s town center. *
X PW CD/ED
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 11 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
C.4.3 Attract new businesses offerings geared towards
the youth and young adults in the City. * X ED
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 12 GOAL D: QUALITY OF LIFE, SAFETY AND INFRASTRUCTURE
Foster a safe community through key investments and provide inclusive, diverse community programs and activities.
Metrics
• Number of completed CIP projects/plans
• Increased square footage for green space
• Reduced crime statistics
• Effective use of resources to address homelessness
• Reduction in individuals experiencing homelessness
Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
STRATEGIC PRIORITY
1. Continue to prioritize public safety by providing safe access to public facilities, expanding neighborhood safety programming, and implement measures to combat homelessness within our community.
D.1.1 Enhance security monitoring at City facilities. X IT D.1.2
Pursue and complete Fire Service Accreditation
and establish a Strategic Plan for the Fire
Department in the process.
X FIRE
D.1.3
Identify places in the City that require improved
street lighting for improved public safety and
develop a long-term installation plan. * X PW PD
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 13 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
D.1.4
Establish a high school program that introduces
students to fire protection career opportunities
to create a potential pipeline for new hires.
X FIRE
D.1.5
Establish a multi-disciplinary/interdepartmental
team to increase effectiveness and improve
coordination of City response to the needs and
impacts of the homeless.
X CM
D.1.6
Assess Police Department staffing and
operations and implement recommendations as
feasible. *
X CM/PD
D.1.7
Address vehicular speeding Citywide through
traffic calming, officer visibility, and an education
campaign that addresses driver awareness and
reduces accidents.*
X PD
D.1.8
Develop and implement a proactive program
aimed at addressing homelessness that
produces a consistent decrease in the annual
homelessness count. *
X CD/CM/PD
D.1.9
Continue advocating for state and federal
legislation that addresses public safety
concerns and bolsters the Downey Police
Department, while also securing funding to
assist in addressing critical public safety needs
within our community. *
X CM PD
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 14 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
D.1.9 Update the City’s Homelessness Plan. X CM
STRATEGIC PRIORITY
2. Continue to renovate, enhance, manage, and maintain streets, sidewalks, and other public infrastructure to support community needs and respond to the environment and natural resources.
D.2.1 Prepare and execute the City’s Alley
Rehabilitation plan. X PW
D.2.2
Complete the construction of Areas 3, 5, 6, and
7 of the Residential Street Pavement
Rehabilitation Project.
X PW
D.2.3 Complete design and construction of Firestone
Blvd. stormwater dry well improvements. X PW
D.2.4 Create a sidewalk installation program.* X PW
D.2.5
Promote the Utility Undergrounding plan to
beautify the City and ensure this is a consistent
and ongoing effort.
X
PW
D.2.6 Identify new strategies to improve traffic
management throughout the City. X PW
D.2.7 Complete design of City-wide PFAS water
treatment system. X PW
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 15 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
D.2.8
Complete design and begin construction of
Furman Park Stormwater Capture and
Infiltration Improvements.
X PW
D.2.9
Identify opportunities to promote economic
development to enhance connectivity to the
Southeast Gateway Line.
X CM
D.2.10 Leverage the 2028 Olympics to attract visitors to Downey. X
D.2.11 Create an improvement plan that improves the
aesthetics of the City’s primary gateways. * X PW
D.2.12
Explore the feasibility of expanding programs
that provide assistance to low-income residents
with exterior improvements to their homes,
including landscaping. *
X CM/CD
D.2.13
Enhance the visual appeal of main
thoroughfares and freeway on/off ramps in the
City by establishing regular maintenance
schedules with Caltrans and exploring the
feasibility of implementing a proactive street
maintenance team. *
X CM/PW CD
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 16 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
STRATEGIC PRIORITY
3. Expand the City’s existing green space, parks, facilities, and programs.
D.3.1
Develop a facility Parks and Recreation needs
assessment to inform a City facilities
improvement plan.
X CM/P&R/PW
D.3.2 Complete the Rio San Gabriel Park
Improvements Project. X PW / P&R PW
D.3.3 Explore the feasibility of a coffee and snack
stand on the north patio of the Downey Library. X LIB D.3.4 Construct a second dog park at Golden Park. X P&R PW D.3.5
Complete the design and begin the construction
of the Space Center expansion project and
restore the Space Shuttle.
X CMSC
D.3.6
Construct the Community Garden at Rio San
Gabriel Park and implement operating
procedures.
X P&R PW
D.3.7 Complete the revamp of the Challenger
Learning Center. X CMSC
D.3.8
Implement the updated Space Center Strategic
Plan to align with the new construction model
and reflect the needs of the new Columbia
Memorial Space Center.
X CMSC
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 17 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
D.3.9 Explore the feasibility of the development of a
new Community Center. X P&R
D.3.10 Research a location for a splash pad at a City
park. X P&R
D.3.11 Provide Passport services at the library. X LIB D.3.12 Explore additional recreational opportunities at the southern end of Wilderness Park. * X P&R
D.3.13
Seek local, state, and federal funding sources to
construct new restroom facilities at Rio San
Gabriel Park.
X P&R
D.3.14 Explore funding and methods to expand Wifi at
City parks. X CM/IT
STRATEGIC PRIORITY
4. Provide quality services, programming and events that engage and respond to the diversity of the community.
D.4.1 Develop an Arts Master Plan. X P&R/CM
D.4.2 Expand summer camp and early childhood
programs to meet community demand. X CMSC/LIB
D.4.3 Expand community event offerings to include
regional events. * X P&R/CM/PW
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 18 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
D.4.4
Explore creative visual and cultural arts
offerings that provide unique experiences while
utilizing existing community facilities such as the
theatre. *
X P&R/LIB
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 19 GOAL E: PUBLIC ENGAGEMENT
Cultivate a trustworthy and participatory local government through equitable, transparent, and effective processes
Metrics
• Increased number of multilingual communications
• Increased number of community events
• Improved community perception rating
Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
STRATEGIC PRIORITY
1. Deliver programs, campaigns, and initiatives that effectively provide clear and consistent information, opportunities for meaningful involvement, and community interaction.
E.1.1
Create a social media campaign to engage the
public in the meaningful work of law
enforcement in the community.
X PD
E.1.2 Create a Teen Advisory Board for the Library. X LIB E.1.3 Expand Multilingual and ASL programming
collections at the Library. X LIB
E.1.4 Launch the Downey Library patron app. X LIB
E.1.5
Create a City campaign that celebrates and
expresses the City’s identity and history of the
community. *
X CM
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 20 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
E.1.6
Expand the Spend Local Campaign to enhance
exposure of local businesses, educate the
public on the economic benefits of local
spending, and ultimately strengthen Downey's
economy and community resilience.
X CM
E.1.7
Review and assess the effectiveness of the
Space Center branding to identify potential
revisions or updates.
X CMSC
Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
STRATEGIC PRIORITY
2. Expand community outreach to identify additional community needs.
E.2.1
Establish systems to ensure all City information,
literature, and outreach is engaging and
responds to the communication needs of
residents of all abilities.
X CM
E.2.2 Complete a Community Satisfaction Survey to
monitor community support and satisfaction of
Strategic Plan outcomes and to objectively
X CM
City of Downey 2030 Strategic Plan | Strategic Priorities | 6/20/2024 | 21 Strategic Priority/Actions
Timeline
Lead Support Partners Short
1 Yr.
Med
2-3 Yrs.
Long
3-5 Yrs.
gather community opinions, preferences, and
satisfaction of City services.
E.2.3 Ensure the City is telling its story and leverage social media platforms. X CM
E.2.4
Develop an outreach and engagement strategy
to determine if services are addressing the
needs of Downey’s diverse community including
families, younger age residents, and retirees,
X CM
* Priorities expressed by the City Council (21)
* Priorities expressed through the Community Questionnaire (7) 101 Total
11111 Brookshire Avenue Downey, CA 90241 • www.downeyca.org • @cityofdowneyca