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: NOVEMBER 12, 2024
SUBJECT: FISCAL YEAR 2024-2025 FIRST QUARTER PROGRESS REPORT OF THE DOWNEY FORWARD - 2030 STRATEGIC PLAN
EXECUTIVE SUMMARY
The City Council will consider receiving an update on the first quarter progress of the Downey Forward, 2030 Strategic Plan, which outlines five (5) Council Priorities/Goals, sixteen (16) Strategic Priorities, and one hundred and one (101) Strategic Actions. This update highlights initial progress on actions informed by the Downey City Council, department leadership, City staff, businesses and residents. The strategic plan is intended to provide a roadmap that reflects the community's vision and values, sets actionable priorities for Downey’s future, and guides budget allocations for specific actions and projects.
RECOMMENDATION
That the City Council:
Receive and file the Downey Forward, 2030 Strategic Plan first quarter progress report for Fiscal Year 2024-2025.
BACKGROUND
In January 2024, the City of Downey engaged MIG, Inc. to develop its first comprehensive City-wide Strategic Plan. Unlike previous department-focused strategic plans, this unified plan represents the entire City’s roadmap.
Between January and May 2024, MIG, Inc. conducted interviews with City Council members, held a City Council Strategic Planning and Goal-Setting Workshop on February 15, 2024, coordinated workshops with department leadership, and conducted a City staff survey. Through public outreach from March to April 2024, the City engaged residents, community leaders, and businesses, collecting over 688 community questionnaires that informed of the plan's vision and values.
On June 25, 2024, the City Council adopted the Downey Forward, 2030 Strategic Plan.
FIRST QUARTER PROGRESS REPORT OF THE DOWNEY FORWARD - 2030 STRATEGIC PLAN NOVEMBER 12, 2024
PAGE 2
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 builds upon the five overarching City Council priorities established in 2012:
Fiscal Responsibility, Economic Vibrancy, Efficiency and Adaptability, Quality of Life, Safety and Infrastructure, and Public Engagement. These priorities continue to shape the City’s policies and initiatives effectively.
The strategic plan includes 16 strategic priorities and 101 actions that reflect extensive community engagement, ensuring alignment with multiple perspectives and priorities of the City Council, residents, businesses, and department leadership. These 101 actions are categorized by timeline, with 42 short-term (~1-year), 47 medium-term (2-3 years), and 9 long-term (3-5 years) actions.
First Quarter Progress Report
To demonstrate progress effectively, the following metrics are provided for tracking and presenting quarterly updates for the period from July 1, 2024 to September 30, 2024:
• Progress by Status:
Status Count by Status
Not Started 36
Underway 65
Completed 0
Total 101
• Progress by Goal/Council Priority:
Goal/Council Priority Progress by Percent
Complete
Fiscal Responsibility 13.3%
Economic Vibrancy 13.9%
Efficiency and Adaptability 20.7%
Quality of Life, Safety and Infrastructure 19.5%
Public Engagement 8.6%
• Progress by Strategic Plan Action Timeline:
Timeline Progress by Percent
Complete
Short (1 Year) 22.6%
Medium (2-3 Years) 12.9%
Long Term (3-5 Years) 12.6%
FIRST QUARTER PROGRESS REPORT OF THE DOWNEY FORWARD - 2030 STRATEGIC PLAN NOVEMBER 12, 2024
PAGE 3
The strategic plan’s implementation is advancing steadily, with more than half of all actions actively underway as of the end of the first quarter. Significant progress is visible across all priority areas, particularly in Efficiency and Adaptability and Quality of Life, Safety, and Infrastructure, which reflect a strong early focus on these areas. Overall, the total completion of the strategic plan stands at 17.1 percent. This percentage represents the cumulative progress across all 5 Goal/Council Priority areas which will continue to increase as actions advance, ultimately reaching 100% when each action item and priority area is fully completed. Progress is also being made across short-term, medium-term, and long-term actions. A summary Dashboard of the City’s progress is included as Attachment A.
To promote transparency and facilitate public engagement, the City has developed a brochure summarizing the strategic plan (Attachment B), which will be available at all City facilities. This brochure provides a concise overview of the Strategic Plan and includes a QR code linking to the full document online, allowing residents to access detailed information about the City’s goals and initiatives. Additionally, the City will post quarterly progress reports on the strategic plan webpage, enabling the public to track the City’s progress on each priority.
CITY COUNCIL PRIORITIES
Fiscal Responsibility
Economic Vibrancy
Efficiency & Adaptability
Quality of Life, Safety & Infrastructure
Public Engagement
FISCAL IMPACT
No fiscal impact with this adoption of this report.
ATTACHMENTS
Attachment A: Strategic Plan Dashboard and Status Report Attachment B: Strategic Plan Brochure
Fiscal Year 2024-2025 1st Quarter Report (July 2024 – September 2024)
ATTACHMENT A
Downey Forward - 2030 Strategic Plan Fiscal Year 2024-2025 1st Quarter Update Status Report No.Action Goal/Council Priority Timeline Status Percent Complete
1.1.1 Med: 2-3 Years 15%
1.1.2 Med: 2-3 Years 5%
1.1.3 Med: 2-3 Years 10%
1.2.1 Short: 1 Year 50%
1.2.2 Short: 1 Year 0%
1.2.3 Short: 1 Year 0%
2.1.1 Med: 2-3 Years 10%
2.1.2 Short: 1 Year 25%
2.1.3 Long: 3-5 Years 0%
2.2.1 Short: 1 Year 10%
2.2.2 Med: 2-3 Years 10%
2.2.3 Short: 1 Year 5%
2.2.4 Med: 2-3 Years 10%
2.2.5 Med: 2-3 Years 50%
2.3.1 Med: 2-3 Years 4%
2.3.2 Med: 2-3 Years 0%
2.3.3 Short: 1 Year 0%
2.3.4 Short: 1 Year 75%
2.3.5 Med: 2-3 Years 8%
2.3.6 Med: 2-3 Years 10%
2.3.7 Short: 1 Year 25%
2.3.8 Med: 2-3 Years 10%
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.
Hire fundraising consultant and establish CMSC fundraising campaign Identify opportunities to diversify the City’s revenue base to enhance resilience and contribute to long-term growth.
Evaluate City department operations to maximize efficiencies.
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.
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.
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.
1. Fiscal Responsibility
1. Fiscal Responsibility
1. Fiscal Responsibility
1. Fiscal Responsibility
1. Fiscal Responsibility
1. Fiscal Responsibility
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Not Started
Not Started
Not Started
Not Started
Not Started
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
Downey Forward - 2030 Strategic Plan Fiscal Year 2024-2025 1st Quarter Update Status Report No.Action Goal/Council Priority Timeline Status Percent Complete
2.3.9 Long: 3-5 Years 0%
2.4.1 Med: 2-3 Years 0%
2.4.2 Med: 2-3 Years 0%
2.4.3 Short: 1 Year 25%
3.1.1 Med: 2-3 Years 10%
3.1.2 Short: 1 Year 20%
3.1.3 Short: 1 Year 50%
3.1.4 Med: 2-3 Years 5%
3.1.5 Short: 1 Year 50%
3.1.6 Short: 1 Year 25%
3.2.1 Med: 2-3 Years 50%
3.2.2 Med: 2-3 Years 15%
3.2.3 Long: 3-5 Years 50%
3.2.4 Med: 2-3 Years 0%
3.2.5 Med: 2-3 Years 0%
3.3.2 Short: 1 Year 20%
3.3.3 Med: 2-3 Years 0%
3.4.1 Med: 2-3 Years 0%
3.4.2 Med: 2-3 Years 75%
3.4.3 Med: 2-3 Years
3.4.4 Short: 1 Year 0%
3.4.5 Med: 2-3 Years 50%
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.
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.
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 work plan and consistently review progress and benchmarks during Department Director meetings with the
City Manager.
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.
Evaluate and enhance team-building activities and events that promote interaction and encourage socialization between staff across different departments.
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.
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.
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
2. Economic Vibrancy
Not Started
Not Started
Not Started
Not Started
Not Started
Not Started
Not Started
Not Started
Not Started
Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability
3. Efficiency & Adaptability
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability
3. Efficiency & Adaptability
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability
3. Efficiency & Adaptability
3. Efficiency & Adaptability Underway
Downey Forward - 2030 Strategic Plan Fiscal Year 2024-2025 1st Quarter Update Status Report No.Action Goal/Council Priority Timeline Status Percent Complete
3.4.6 Med: 2-3 Years 5%
3.4.7 Short: 1 Year 0%
3.4.8 Med: 2-3 Years 15%
3.4.9 Short: 1 Year 30%
3.4.10 Med: 2-3 Years 5%
4.1.1 Short: 1 Year
4.1.10 Short: 1 Year 0%
4.1.2 Med: 2-3 Years 1%
4.1.3 Med: 2-3 Years 75%
4.1.4 Short: 1 Year 75%
4.1.5 Short: 1 Year 50%
4.1.6 Short: 1 Year 80%
4.1.7 Med: 2-3 Years 25%
4.1.8 Long: 3-5 Years 8%
4.1.9 Short: 1 Year 25%
4.2.1 Long: 3-5 Years 5%
4.2.13 Long: 3-5 Years 0%
4.2.2 Short: 1 Year 25%
4.2.3 Short: 1 Year 25%
4.2.4 Long: 3-5 Years 50%
4.2.5 Short: 1 Year 5%
4.2.6 Med: 2-3 Years 0%
4.2.7 Short: 1 Year 10%
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.
Enhance security monitoring at City facilities.
Update the City’s Homelessness Plan.
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.
Prepare and execute the City’s Alley Rehabilitation plan.
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.
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.
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
3. Efficiency & Adaptability Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Not Started
4. Quality of Life Not Started
4. Quality of Life Not Started
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life Not Started
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life Not Started
4. Quality of Life
Downey Forward - 2030 Strategic Plan Fiscal Year 2024-2025 1st Quarter Update Status Report No.Action Goal/Council Priority Timeline Status Percent Complete
4.2.8 Med: 2-3 Years 0%
4.2.9 Med: 2-3 Years 10%
4.2.10 Med: 2-3 Years 10%
4.2.11 Med: 2-3 Years 0%
4.2.12 Short: 1 Year 15%
4.3.1 Med: 2-3 Years 0%
4.3.2 Med: 2-3 Years 25%
4.3.3 Short: 1 Year 20%
4.3.4 Short: 1 Year 25%
4.3.5 Short: 1 Year 75%
4.3.6 Med: 2-3 Years 50%
4.3.7 Short: 1 Year 25%
4.3.8 Short: 1 Year 25%
4.3.9 Med: 2-3 Years 0%
4.3.10 Short: 1 Year 0%
4.3.11 Short: 1 Year 25%
4.3.12 Med: 2-3 Years 0%
4.3.13 Med: 2-3 Years 0%
4.3.14 Short: 1 Year 10%
4.4.1 Short: 1 Year 0%
4.4.2 Med: 2-3 Years 25%
4.4.3 Med: 2-3 Years 0%
4.4.4 Long: 3-5 Years 0%
5.1.1 Short: 1 Year 50%
5.1.2 Short: 1 Year 10%
5.1.3 Med: 2-3 Years 25%
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.
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.
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.
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.
4. Quality of Life Not Started
4. Quality of Life
4. Quality of Life
4. Quality of Life Not Started
4. Quality of Life
4. Quality of Life Not Started
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life
4. Quality of Life Not Started
4. Quality of Life Not Started
4. Quality of Life
4. Quality of Life Not Started
4. Quality of Life Not Started
4. Quality of Life
4. Quality of Life Not Started
4. Quality of Life
4. Quality of Life Not Started
4. Quality of Life Not Started
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
5. Public Engagement
5. Public Engagement
5. Public Engagement
Downey Forward - 2030 Strategic Plan Fiscal Year 2024-2025 1st Quarter Update Status Report No.Action Goal/Council Priority Timeline Status Percent Complete
5.1.4 Short: 1 Year 10%
5.1.5 Short: 1 Year 0%
5.1.6 Med: 2-3 Years 0%
5.1.7 Med: 2-3 Years 0%
5.2.1 Short: 1 Year 0%
5.2.2 Long: 3-5 Years 0%
5.2.3 Short: 1 Year 0%
5.2.4 Med: 2-3 Years 0%
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.
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.
5. Public Engagement
5. Public Engagement
5. Public Engagement
5. Public Engagement
5. Public Engagement
5. Public Engagement
5. Public Engagement
5. Public Engagement
Underway
Not Started
Not Started
Not Started
Not Started
Not Started
Not Started
Not Started
MISSION
We are proudly committed to continuously improving the quality of life for the Downey community by providing excellent service in a professional, ethical, and responsible manner.
⮊Social media posts
⮊Newsletter
⮊Email blasts
⮊Media ads
⮊Flyers and posters
⮊Announcements at public
meetings
PUBLIC OUTREACH
Scan the QR code to view the
full Strategic Plan and track
our progress!
The City promoted community engagement activities and built awareness of the Strategic Plan across a wide range of channels.
We will continue to engage with the community to ensure successful implementation of the Strategic Plan.
ENGAGEMENT PROCESS
ATTACHMENT B
COMMUNITY VISION
AND VALUES STRATEGIC PLAN GOALS
Through various outreach efforts, including social media, surveys, and feedback gathered at community events, the Downey community has expressed that the following values are key to the vision of the City.
The Strategic Plan aligns with and supports the five City Council Priorities that serve as a foundation for Downey’s future.
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.5 City Council Priorities
16 Strategic Plan Priorities
101 Strategic Plan Actions
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 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 take pride in our foundation of science and aerospace and continue to 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 other offerings that fulfill the diverse needs in our community.
COMMUNITY VISION AND VALUES
STRATEGIC PLAN HIGHLIGHTS