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FROM: OFFICE OF THE CITY MANAGER
BY: MARLON RAMIREZ, ASSISTANT TO THE CITY MANAGER
DATE: MAY 13, 2025
SUBJECT: FISCAL YEAR 2024-2025 THIRD QUARTER PROGRESS REPORT OF THE DOWNEY FORWARD - 2030 STRATEGIC PLAN
EXECUTIVE SUMMARY
The City Council will receive an update on the third 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 the 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 third quarter progress report for Fiscal Year 2024-2025.
_• • WE
In January 2024, the City of Downey initiated the development of its first comprehensive City-wide Strategic Plan, leading the effort with support from MIG, Inc. 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.
Since the adoption of the Strategic Plan, significant efforts have been made to expand
THIRD QUARTER PROGRESS REPORT OF THE DOWNEY FORWARD - 2030 STRATEGIC PLAN MAY 13, 2025
PAGE 2
public education, including enhancements to the Strategic Plan webpage, www.downeyca.org/downey203Osp , quarterly status updates, the development of a new brochure, and planned ads in The Orbit to keep the community informed.
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.
Third Quarter Progress Report
To demonstrate progress effectively, the following metrics are provided for tracking and presenting quarterly updates for the period from January 1, 2025 to March 31, 2025:
Progress by Status:
Status
Count by Status
Not Started
16 Underway
83 Completed
2 Total
101
Progress by Goal/Council Priority:
Goal/Council Priority
Progress by Percent
Complete
Fiscal Responsibility
43.3%
Economic Vibrancy
32.0%
Efficiency and Adaptability
37.6%
Quality of Life, Safety and Infrastructure
36.3%
Public Engagement
44.1 %
Progress by Strategic Plan Action Timeline:
THIRD QUARTER PROGRESS REPORT OF THE DOWNEY FORWARD - 2030 STRATEGIC PLAN MAY 13, 2025
PAGE 3
Timeline
Progress by Percent
Com lete
Short 1 Year
53.3%
Medium 2-3 Years
23.7%
Long Term 3-5 Years
28.3%
The strategic plan's implementation is advancing steadily, with 83 of 101 actions actively underway as of the end of the third quarter. Progress has been made across all priority areas, particularly in Fiscal Responsibility, which has advanced to 43.3 percent completion, up from 35.0 percent in the previous quarter. Overall, the total completion of the strategic plan stands at 37.0 percent, up from 30.5 percent the previous quarter. 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 and is also available on the City's website for the public to view ongoing updates.
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
D ard
STRATEGIC PLAN
Fiscal Year 2024-2025 Third Quarter Report (January 2025 — March 2025) Strategic Plan
Coa)r�leticxi Pecentage
As of March 2025
50i"-
1. Strategic Plan Actions by Stalus
Completion Percentage by Action Tirneline
Short, 1 Year
Med: 2-3 Years
E
Long: 3-5 Years
Completion Percentage by Council Priority
Fiscal Responsibility
Economic Vibrancy
Efficiency and
Adaptability
Quality of Life,
Safety and
Infrastructure
Public Engagement
0,0%
0.0% 20.0% 40.0%
Completion Percentage
10,01 20.0% 30.0% 40,0% Wo%
Progress by Percentage
Develop and Implement an Economic Development Strategic Plan that addresses
2.1.1 economic development opportunities, business attraction, and retention to support economic resiliency and sectors that contribute to high paying jobs. ♦ unique and sought-after small businesses that provide goods and services
2.2.4 that enhance the quality of life for residents and contribute to the overall value of the City
•
Med: 2-3 Years
Short: 1 Year
Med: 2-3 Years
Long: 3-5 Years
Underway
Med: s 2-3 Years
Short: 1 Year
Med: 2-3 Years Und
20%
no
im
15%
20%
ME
14%
40%
MM
1 Downey Forward -2030Strategic Plan Fiscal Year 2024-20253vdQuarter Update Status Report Collaborate with developers to increase the City's housing supply while preserving
23.7 charm and character, and ensuring a cohesive design that meets the community's Short: 1 Year
Explore opportunities to promote walkability and connectivity of the City's
23.8 commercial retail centers.
Med: 2-3 Years
Explore opportunities to leverage the City's biomedical industry further to attract
2.3.9 healthcare professionals and cement the City as a biomedical hub in the Gateway Long: 3-5 Years
Include strategies in the Economic Development Strategic Plan that create 2A.1
opportunities for a successful City town center for residents and visitors alike, Med: 2-3 Years
Develop a public right of way improvement plan that identifies strategies to invest in 2A2
urban design interventions to create experiential spaces and activation of the City's Med: 2-3 Years
town center.
Attract new businesses offerings geared towards the youth and young adults in the 2A.3
Short: 1 Year
111
Implement a new Enterprise Resource Planning system and continue monitoring its Med: 2-3 Years
effectiveness and responsiveness to the City's needs.
31.2 Identify and implement Agenda Management Software to streamline the Agenda Short: 1 Year
management process.
3.1.3 Conduct research to inform Crime Analysis Unit best practices to build Police Short: 1 Year
Department staff capacity.
Explore feasibility of expanding payment options to provide centralized, self-service Med: 2-3 Years
options including online, phone, Idosk, Apps, and others.
11.5 Enhance interdepartmental and interagency coordination and apply a systematic . . ....... . . 1.
Short: 1 Year
approach to interdepartmental coordination of code enforcement processes, Establish a professional development program that includes relevant and appropriate training and education for full and part-time staff to achieve their goals.
Underway
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Expand the Paramedic Subscription enrollment program to serve a larger number of
3.4.5 fed: 2 3 Years Underway 50%residents.
3'4.7
Conduct and establish a process for ongoing assessment of external and internal IT a
Short: 1 Year
Underway
50%
systems, software, and programming.
3.4.8 Develop a new City website.
fi 1 tt y » tit y`
tied: 2-3 Years
Underway
15%
3.4.9 Research and select a new City service request system to replace the City app.
Short:l Year ;
Underway
75%
4.1.1 Enhance security monitoring at City facilities.
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Short: 1 Year '
Underway
50%
4.1.10 Update the City's Homelessness Plan.
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Short: 1 Year
Underway
10%
Identify places in the City that require improved street lighting for improved public
4.1.3 safety and develop a long-term installation plan. Med: 2 3 Years Underway 100°i° Establish a multi-disciplinary/interdepartmentaI team to increase effectiveness and
4.1.5 improve coordination of City response to the needs • impacts of the homeless, Qudl(t of life i
Downey Forward - 2030 Strategic Plan Fiscal Year 2024-2025 3rd Quarter Update Status Report �
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Short: 1 Year
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Med: 2-3 Years
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Short: 1 Year
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Short: 1 Year
Underway
65%
5 Downey Forward -2030Strategic Plan Fiscal Year 2024-20253vdQuarter Update Status Report satisfaction of Strategic Plan outcomes and to objectively gath7er community opinions, preferences, and satisfaction of City services.
Develop anoutreach and engagement strategy todetermine ifservices are addressing the needs of Downey's diverse community including families, younger age residents, and retirees.
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