Item No. 8.
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:OFFICE OF THE CITY MANAGER
BY:JUDDY MONTENEGRO, ASSISTANT TO THE CITY MANAGER
DATE:AUGUST 25, 2026
SUBJECT:FISCAL YEAR 2025-2026 FOURTH QUARTER PROGRESS REPORT OF THE DOWNEY FORWARD 2030 STRATEGIC PLAN
EXECUTIVE SUMMARY
The City Council will receive an update on the fourth quarter progress for Fiscal Year 2025-2026 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 fourth quarter progress report for Fiscal Year 2025- 2026.
BACKGROUND
In January 2024, the City of Downey initiated the development of its first comprehensive City-wide Strategic Plan.
Unlike previous department-focused strategic plans, this unified plan represents the City’s entire roadmap for the next five years.
Between January and May 2024, City Council member interviews, a City Council Strategic Planning and Goal- Setting Workshop, held on February 15, 2024, workshops with department leadership, and a City staff survey were all held. 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 public education, including enhancements to the Strategic Plan webpage, located at www.downeyca.org/downey30sp , provided quarterly status updates, development of a new brochure, and placed 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 effectively shape the City’s policies and initiatives.
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 44 short-term (1-year), 48 medium-term (2-3 years), and 9 long-term (3-5 years) actions.
Fourth Quarter Progress Report
To demonstrate progress effectively, quarterly updates have been provided since the adoption of the Strategic Plan in June 2024. The following metrics are provided for tracking and presenting a quarterly update for the period of April 1, 2026 to June 30, 2026:
Progress by Status:
Status Count by Status
Not Started 12
Underway 40
No Longer Pursuing 4
Completed 45
Total 101
Progress by Goal/Council Priority:
Goal/Council Priority Progress by Percent
Complete
Fiscal Responsibility 70%
Economic Vibrancy 77.3%
Efficiency and Adaptability 70.9%
Quality of Life, Safety and
Infrastructure 66.1%
Public Engagement 72.7%
Progress by Strategic Plan Action Timeline:
Timeline Progress by Percent
Complete
Short (1 Year)65.9%
Medium (2-3 Years)16.6%
Long Term (3-5 Years)22.2%
The strategic plan’s implementation is advancing steadily, with 40 actions actively underway, and 45 completed as of the end of the fourth quarter of Fiscal Year 2025-2026. Progress has been made across all priority areas, particularly in Economic Vibrancy, which has advanced to 77.3% completion, up from 68% in the previous quarter.
Additionally, Fiscal Responsibility has advanced to 70% completion, up from 63.6% as previously reported. Overall, the total completion of the strategic plan stands at 70.4%, up from 67.9% 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 continues to be made across short-term, medium-term, and long-term actions. A summary Dashboard of the City’s progress is attached to this report 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 associated with this action.
Attachments
Attachment A: Strategic Plan Dashboard FY 2025-26 4th Q
Downey Forward - 2030 Strategic Plan FY 2025-26 4th Quarter Report 1 SP No.Action/Goal Council Priority Timeline Status Percent Complete
2.1.2 100%
2.2.1 100%
2.3.3 100%
2.3.4 100%
2.3.7 100%
2.4.3 100%
2.2.3 90%
2.1.1 100%
2.2.2 0%
2.4.2 0%
2.2.4 50%
2.2.5 80%
2.3.1 40%
2.3.2 30%
2.3.5 42%
2.3.6 75%
2.3.8 50%
2.4.1 100%
2.3.9 0%
2.1.3 60%
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.
Explore feasibility of an incentive program to attract and retain businesses.
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 (“Back 20”) to enhance business offerings.
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.
Attract new businesses offerings geared towards the youth and young adults in the City.
Develop a method to track development project review times across all departments.
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.
Review the feasibility to fund and establish a program to support small businesses with improvements such as façade improvements.
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 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.
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.
Explore opportunities to promote walkability and connectivity of the City’s commercial retail centers.
Include strategies in the Economic Development Strategic Plan that create opportunities for a successful City town center for residents and visitors alike.
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.
Align corridor improvement projects with other City initiatives, planning efforts, and Capital Improvement Projects to continue to spur economic development.
Economic Vibrancy Complete
Economic Vibrancy Complete
Economic Vibrancy Complete
Economic Vibrancy Complete
Economic Vibrancy Complete
Economic Vibrancy Complete
Economic Vibrancy
Economic Vibrancy Complete
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Economic Vibrancy
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Long: 3-5 Years
Long: 3-5 Years
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
No Longer …
Not Started
Not Started
Underway
Underway
Downey Forward - 2030 Strategic Plan FY 2025-26 4th Quarter Report 2 SP No.Action/Goal Council Priority Timeline Status Percent Complete
3.1.2 100%
3.1.3 100%
3.1.5 100%
3.1.6 100%
3.3.2 100%
3.4.4 100%
3.4.9 100%
3.4.7 50%
3.2.2 100%
3.3.1 100%
3.4.8 0%
3.2.4 0%
3.4.1 0%
3.1.1 40%
3.1.4 60%
3.2.1 50%
3.2.5 25%
3.4.10 20%
3.4.2 75%
3.4.3 50%
3.4.5 50%
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.
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 and enhance team-building activities and events that promote interaction and encourage socialization between staff across different departments.
Evaluate the City’s network capabilities.
Research and select a new City service request system to replace the City app.
Conduct and establish a process for ongoing assessment of external and internal IT systems, software, and programming.
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.
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.
Develop a new City website.
Create an organizational succession plan that identifies opportunities for promoting talent within the organization.
Research, evaluate, and develop a technology investment plan aimed at tools to improve the effectiveness, safety, and efficiency of first responders' operations.
Implement a new Enterprise Resource Planning system and continue monitoring its effectiveness and responsiveness to the City’s needs.
Explore feasibility of expanding payment options to provide centralized, self-service options including online, phone, kiosk, Apps, and others.
Evaluate staff recruitment and retention efforts.
Assess staffing levels across all departments and create a staffing plan to ensure the City has adequate capacity to deliver services and programs.
Explore options for the establishment of a new contract management system.
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.
Expand the Paramedic Subscription enrollment program to serve a larger number of residents.
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability Underway
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability
Efficiency & Adaptability Underway
Efficiency & Adaptability Underway
Efficiency & Adaptability Underway
Efficiency & Adaptability
Efficiency & Adaptability Underway
Efficiency & Adaptability Underway
Efficiency & Adaptability Underway
Efficiency & Adaptability Underway
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
No Longer …
Not Started
Not Started
Underway
Downey Forward - 2030 Strategic Plan FY 2025-26 4th Quarter Report 3 SP No.Action/Goal Council Priority Timeline Status Percent Complete
3.4.6 50%
3.2.3 100%
1.2.1 100%
1.2.2 100%
1.2.3 100%
1.1.1 35%
1.1.2 25%
1.1.3 40%
5.1.1 100%
5.1.2 100%
5.1.4 100%
5.2.1 100%
5.2.3 100%
5.1.5 75%
5.1.3 100%
5.2.4 0%
5.1.6 75%
5.1.7 20%
5.2.2 0%
4.1.4 100%
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.
Establish a professional development program that includes relevant and appropriate training and education for full and part-time staff to achieve their goals.
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.
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.
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.
Launch the Downey Library patron app.
Establish systems to ensure all City information, literature, and outreach is engaging and responds to the communication needs of residents of all abilities.
Ensure the City is telling its story and leverage social media platforms.
Create a City campaign that celebrates and expresses the City’s identity and history of the community.
Expand Multilingual and ASL programming collections at the Library.
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.
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.
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.
Establish a high school program that introduces students to fire protection career opportunities to create a potential pipeline for new hires.
Efficiency & Adaptability
Efficiency & Adaptability
Underway
Underway
Underway
Underway
Underway
Underway
Med: 2-3 Years
Long: 3-5 Years
Short: 1 Year
Short: 1 Year
Short: 1 Year
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Long: 3-5 Years
Short: 1 Year
Underway
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Fiscal Responsibility
Fiscal Responsibility
Fiscal Responsibility
Fiscal Responsibility
Fiscal Responsibility
Fiscal Responsibility
Complete
Public Engagement
Public Engagement
Public Engagement
Public Engagement
Public Engagement
Public Engagement
Public Engagement
Public Engagement
Public Engagement
Public Engagement
Public Engagement
Not Started
Not Started
Quality of Life
Downey Forward - 2030 Strategic Plan FY 2025-26 4th Quarter Report 4 SP No.Action/Goal Council Priority Timeline Status Percent Complete
4.1.5 100%
4.1.6 100%
4.1.9 100%
4.2.12 100%
4.2.3 100%
4.2.9 100%
4.3.12 100%
4.3.1 0%
4.3.2 0%
4.1.1 50%
4.1.10 35%
4.2.2 90%
4.2.2 50%
4.2.5 10%
4.3.14 75%
4.3.3 100%
4.3.5 90%
4.3.6 75%
4.3.8 20%
4.1.3 100%
4.3.10 100%
4.3.11 100%
4.3.9 100%
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.
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.
Explore the feasibility of expanding programs that provide assistance to low-income residents with exterior improvements to their homes, including landscaping.
Promote the Utility Undergrounding plan to beautify the City and ensure this is a consistent and ongoing effort.
Research a location for a splash pad at a City park.
Explore funding and methods to expand Wifi at City parks.
Provide Passport services at the library.
Construct a second dog park at Golden Park.
Enhance security monitoring at City facilities.
Update the City’s Homelessness 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.
Complete design of City-wide PFAS water treatment system.
Explore the feasibility of a coffee and snack stand on the north patio of the Downey Library.
Complete the design and begin the construction of the Space Center expansion project and restore the Space Shuttle.
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.
Develop an Arts Master Plan.
Identify places in the City that require improved street lighting for improved public safety and develop a long-term installation plan.
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.
Expand summer camp and early childhood programs to meet community demand.
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Short: 1 Year
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
No Longer …
No Longer …
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Downey Forward - 2030 Strategic Plan FY 2025-26 4th Quarter Report 5 SP No.Action/Goal Council Priority Timeline Status Percent Complete
4.2.11 0%
4.2.4 0%
4.3.7 0%
4.2.8 20%
4.1.2 65%
4.1.7 60%
4.2.10 50%
4.2.6 90%
4.2.7 20%
4.3.13 25%
4.3.4 25%
4.4.1 25%
4.2.3 100%
4.4.2 0%
4.1.8 75%
4.2.1 60%
4.2.13 35%
Create an improvement plan that improves the aesthetics of the City’s primary gateways.
Identify new strategies to improve traffic management throughout the City.
Explore the feasibility of the development of a new Community Center.
Develop a facility Parks and Recreation needs assessment to inform a City facilities improvement plan.
Pursue and complete Fire Service Accreditation and establish a Strategic Plan for the Fire Department in the process.
Address vehicular speeding Citywide through traffic calming, officer visibility, and an education campaign that addresses driver awareness and reduces accidents.
Leverage the 2028 Olympics to attract visitors to Downey.
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.
Complete the Rio San Gabriel Park Improvements Project.
Construct the Community Garden at Rio San Gabriel Park and implement operating procedures.
Expand community event offerings to include regional events.
Create a sidewalk installation program.
Explore creative visual and cultural arts offerings that provide unique experiences while utilizing existing community facilities such as the theatre.
Develop and implement a proactive program aimed at addressing homelessness that produces a consistent decrease in the annual homelessness count.
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.
Quality of Life Not Started
Quality of Life Not Started
Quality of Life Not Started
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life
Quality of Life Not Started
Quality of Life
Quality of Life
Quality of Life
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Med: 2-3 Years
Long: 3-5 Years
Long: 3-5 Years
Long: 3-5 Years
Long: 3-5 Years
Long: 3-5 Years
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Underway
Complete
Fiscal Year 2025-2026 Fourth Quarter Report (April 2026 – June 2026)