CITY OF DUARTE • 2035 STRATEGIC PLAN 16
GOAL D
FINANCIAL
SUSTAINABILITY
CITY OF DUARTE • 2035 STRATEGIC PLAN 17
GOAL D
FINANCIAL SUSTAINABILITY
Maintain a fiscally solvent local government with diverse revenue streams for long-term financial health.
The primary goal of the City is to maintain a fiscally
solvent local government with diverse revenue
streams for long-term financial health. 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 strong fiscal discipline and a
commitment to financial stability, evident in its healthy general fund reserve balance, and consistency in
presenting structurally balanced budgets.
In recent years, the City has also made strides in
promoting financial transparency through procuring
accounting software that streamlines internal processes, as well as easing the business license permitting
process by implementing an online processing system.
The City has also retained a grant writing consultant to identify and secure grants that advance City goals.
Building on this foundation, the City will continue to
commit to fiscal prudence and transparency. This
includes continuing to seek supplemental general fund
monies, identifying and pursuing opportunities that
optimize cost-savings for City services, and increasing public awareness and education of City finances. By
implementing these strategic 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 to ensure long-term growth
and resilience, ultimately fostering a financially stable environment that supports the needs and aspirations
of Duarte’s residents and businesses.
STRATEGIES AND ACTIONS
1. Establish multiple, diverse revenue streams to
support the City’s overall budget.
2. Adhere to robust financial policies and procedures
that support internal compliance, financial stability,
and longevity.
METRICS
Grant-based revenue
Transient occupancy tax-based revenue
Expenses saved
Community and staff perceptions
New grants awarded
CITY OF DUARTE • 2035 STRATEGIC PLAN 18
GOAL E
ORGANIZATIONAL
EXCELLENCE
CITY OF DUARTE • 2035 STRATEGIC PLAN 19
GOAL E
ORGANIZATIONAL EXCELLENCE
Build upon our strong internal organization to support staff, encourage growth opportunities, and expand professional development for employees.
The City of Duarte is committed to fostering an
environment that maximizes organizational efficiency.
Therefore, the City’s goal is to build upon a strong
internal organization to support staff, encourage
growth opportunities, and expand professional
development for employees. The City has recently
made strides to create a dynamic atmosphere where
new processes and programs are not only encouraged
but systematically integrated to drive improvements,
evident in new technologies incorporated by the
Administrative Services Department.
To better prepare the City’s workforce, Duarte has
invested in comprehensive professional development
trainings that focus on a wide array of applicable
skillsets, such as increasing internal communication,
improving customer service, and refining leadership
skills. Additionally, the City has been proactively
restructuring certain departments to both develop City
staff and better address the needs of the community.
Building upon these successes, the City aims to
continue implementing professional development
opportunities through further training, growth
opportunities, and quantifying job satisfaction. The
City also plans to conduct a salary market study that
ensures that its salaries are competitive to both attract and retain talent. Through expanding staff training
and retention programs, Duarte will foster a highly
functional, versatile and responsive team.
STRATEGIES AND ACTIONS
1. Maintain systems and establish initiatives that
advance city staff and leadership satisfaction
and retention.
2. Deliver services that maintain comprehensive
and forward-thinking internal operations.
METRICS
Job satisfaction
New applicants
Staff tenure
CITY OF DUARTE • 2035 STRATEGIC PLAN 20
GOAL F
COMMUNITY
VITALITY
CITY OF DUARTE • 2035 STRATEGIC PLAN 21
GOAL F
COMMUNITY VITALITY
Continue to provide exceptional programs and services which engage and support all members of our diverse community.
The City’s primary goal in Community Vitality is to
continue to provide exceptional programs and services
which engage and support all members of our diverse
community. The City takes pride in providing high
quality, inclusive special events and programs that
reflect its community, such as its Lunar New Year, Dia
de los Muertos, and Jump for Autism events. Its robust
relations with legislative partners have also leveraged several resource fairs, informational workshops, and
town hall meetings that provide critical information to Duarte residents. The City also continues to provide
quality senior and youth programming that attracts
neighboring residents, such as the Duarte pool.
Moving forward, the City will continue to identify
funding opportunities to update its Civic Center
and ensure its recreation centers have the
resources needed to continue providing the quality
programming and resources Duarte residents are
accustomed to. Additionally, the City will continue
to invest in its nationally recognized Duarte Area
Resource Team (DART), Mayor’s Youth Council, and
youth summer internship programs.
The City understands that a civically engaged
population is critical to a thriving community.
Therefore, the City will continue to offer spaces where residents can congregate and learn.
STRATEGIES AND ACTIONS
1. Ensure community programs meet the needs
of all residents.
2. Ensure City activities and facilities are accessible and inclusive.
3. Continue to provide and seek opportunities that
support holistic housing services.
METRICS
Community event attendance
Community perception
New housing developments
Number of participating seniors
Number of participating youth
Percentage of Duarte’s unhoused
CITY OF DUARTE • 2035 STRATEGIC PLAN 22
GOAL G
INFRASTRUCTURE AND
BEAUTIFICATION
CITY OF DUARTE • 2035 STRATEGIC PLAN 23
GOAL G
INFRASTRUCTURE AND BEAUTIFICATION
Enhance our infrastructure and public spaces to support a vibrant and healthy community.
The City’s primary goal with Infrastructure and
Beautification is to maintain public spaces and
advance community beautification efforts. The City
is committed to fostering a walkable, safe, transit
friendly community. This past summer, the City
made a significant milestone moving forward with
its Highland Promenade Project. The pedestrian
improvement project offers a wide range of
pedestrian enhancements, such as installing wider
decorative sidewalks, pedestrian lighting, high-visibility crosswalks, and increased shading in sidewalks.
The City of Duarte is dedicated to enhancing the
aesthetic appeal of the community by integrating art
into public spaces. A key initiative in this effort is the Utility Box Art Program, launched in late 2023, which
transforms city-controlled utility boxes into vibrant
works of art that reflect the unique character of Duarte.
By repurposing everyday structures into visually
appealing pieces, the program not only enhances
the city’s urban landscape but also celebrates its
diverse culture and creativity, making public spaces
more engaging and welcoming. In addition, the City
maintains its commitment to increasing green spaces.
Recent projects such as the Huntington Drive Medians,
the aforementioned Highland Promenade, and the
upcoming Royal Oaks Trail Improvement Projects all
enhance landscaping and promote greening the City by
planting trees on the City’s public right-of-way.
The City aims to continue ensuring its infrastructure
meets the needs of its residents, including exploring
regional opportunities to develop multi-modal
infrastructure, continuing to upgrade crosswalks and
signals along high traffic corridors, and conducting
proper maintenance of City facilities, while also instilling community pride through beautification efforts in
public spaces.
STRATEGIES AND ACTIONS
1. Maintain transportation and public infrastructure
to support mobility needs and meet environmental
standards.
2. Maintain public spaces and advance community
beautification efforts.
METRICS
Vehicle-related incidents
New public art installations
New sidewalk installations
Pedestrian perceptions
CITY OF DUARTE • 2035 STRATEGIC PLAN 24
APPENDIX
City of Duarte Strategic Plan | Action Plan | 1
City of Duarte Strategic Plan
Action Plan
Vision
Duarte is a family-friendly community with vibrant commercial corridors. We value diversity and care for one another so that our homes, businesses, and schools will flourish. We are at the crossroads near urban opportunities and natural environments, full of trails and mountains that provide a peaceful tranquility. We are proud of our homegrown small town and provide opportunities for residents of all ages and backgrounds to lead healthy, vibrant lives.
Values
• Community Pride – Everyone can thrive when we care for our town and each other. • Diverse – All ages, cultures, and backgrounds belong here. • Safe and Welcoming – Everyone experiences a sense of peace and hospitality. • Holistic Wellbeing – All community members can access resources, infrastructure, and services to lead active, socially-rich, and healthy lives.
• Financial Sustainability – Our town and local businesses are prosperous and equipped for the long-term. • Connected – Everyone can travel easily and safely through our town.
Mission Statement
With integrity and transparency, the City of Duarte provides exemplary public services in a caring and fiscally responsible manner with a commitment to our diverse community’s future.
City of Duarte Strategic Plan | Action Plan | 2
GOAL A: Economic Development and Activation
Develop Duarte with a vibrant Town Center and activated commercial corridors that have thriving and diverse businesses.
Metrics
• Amount of revenue generated from local businesses and retailers • Number of capital improvement plan initiatives that are pursued and completed • Number of new local businesses in commercial corridors and Town Center area • Residents’ perception of commercial corridors and Town Center • Tenure of new and established local businesses in commercial corridors and Town Center area GOAL A: Economic Development and Activation
Develop Duarte with a vibrant Town Center and activated commercial corridors that have thriving and diverse businesses.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
Strategy 1.
Use existing Specific Plans as tools to implement economic development initiatives, practices, and programs.
A1.1
Develop policies to support
successful economic
development throughout the City
and to establish the Town Center
as a diverse retail hub, featuring
local shops, businesses,
restaurants, and entertainment
activities for residents and
visitors.
X COM DEV
A1.2
Assess existing and planned
corridor and capital improvement
projects during the annual CIP
process to bring projects into
X COM DEV
City of Duarte Strategic Plan | Action Plan | 3
GOAL A: Economic Development and Activation
Develop Duarte with a vibrant Town Center and activated commercial corridors that have thriving and diverse businesses.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
alignment with existing Specific
Plans.
A1.3
Include new retail activities for
vacant and underutilized sites
and buildings in existing Specific
Plans (healthy and locally-owned
cafes, eateries, entertainment
and restaurants).
X COM DEV CMO
Strategy 2.
Apply activation practices to spur economic development opportunities.
A2.1
Seek and apply for relevant grant
opportunities that build out the
Town Center Greening Plan to
prompt traffic calming and street
greening.
X COM DEV
A2.2
Continue the expansion of First
Mile-Last Mile pedestrian
improvements near the A Line
Station where feasible,
strengthening pedestrian links
within and beyond the
commercial areas (e.g. Duarte
Road, Highland Promenade,
Evergreen Corridor
Improvements).
X COM DEV
City of Duarte Strategic Plan | Action Plan | 4
GOAL A: Economic Development and Activation
Develop Duarte with a vibrant Town Center and activated commercial corridors that have thriving and diverse businesses.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
A2.3
Pursue outreach and
engagement activities with local
businesses to assess needs,
understand what resources are
needed, and identify where the
City can feasibly intervene.
X CMO COM DEV
Strategy 3.
Prioritize initiatives that support vibrant and attractive retail and cultural destinations.
A3.1
Continue to provide exemplary
customer service and
responsiveness during permitting
and plan checking phase.
X COM DEV
A3.2
Coordinate resources to develop
new or support existing
programs that attract and retain
local businesses.
X COM DEV CMO
A3.3
Initiate business promotional
campaigns to draw in visitors
attending upcoming global and
regional events (e.g. World Cup,
Olympics) to introduce others to
the City and draw in revenue.
X CMO
City of Duarte Strategic Plan | Action Plan | 5
GOAL B: Engagement, Outreach, and Communication
Ensure effective engagement and communication between residents, community groups, and city staff to maintain Duarte’s legacy and identity as a community-oriented, inclusive, and welcoming city.
Metrics
• Community perception of outreach and engagement initiatives, including increases in understanding of city operations and governance
• Number of new established partnerships with community groups and organizations • Number of outreach materials distributed to residents and public • Number of participants in new and established outreach and engagement initiatives GOAL B: Engagement, Outreach, and Communication
Ensure effective engagement and communication between residents, community groups, and city staff to maintain Duarte’s legacy and identity as a community-oriented, inclusive, and welcoming city.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
Strategy 1.
Deliver programs and initiatives that provide clear and consistent information, opportunities for engagement, and interaction with the community.
B1.1
Assess existing communications
methods to explore options that
expand how the City publicizes
services, activities, and events to
different audiences, including
residents, community groups, and
the public (e.g. city mobile website,
updated website, social media).
X CMO
B1.2
Continue to update the city website
to ensure it is intuitive and
accessible for the public.
X CMO
City of Duarte Strategic Plan | Action Plan | 6
GOAL B: Engagement, Outreach, and Communication
Ensure effective engagement and communication between residents, community groups, and city staff to maintain Duarte’s legacy and identity as a community-oriented, inclusive, and welcoming city.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
B1.3
Collaborate with local businesses
and community groups to share
community information that
increase awareness of different
activities and services across the
City.
X CMO
B1.4
Foster established partnerships
with community groups and
organizations, identifying any
additional relationships to cultivate
(e.g. Duarte Unified School District,
Rotary).
X CMO
B1.5
Assess the structure of the Mayor’s
Youth Council program to ensure
ongoing outreach and engagement
with Duarte’s youth community
(e.g. research Pasadena Youth
Ambassadors, Long Beach Youth
Advisory Council).
X CMO
B1.6
Continue sharing updates about
community programming at the
Library during City Council
meetings and other public forums.
X CMO Librarian
B1.7
Continue to foster relationship with
Duarte Unified School District by
maintaining annual joint meetings.
X CMO DUSD
City of Duarte Strategic Plan | Action Plan | 7
GOAL B: Engagement, Outreach, and Communication
Ensure effective engagement and communication between residents, community groups, and city staff to maintain Duarte’s legacy and identity as a community-oriented, inclusive, and welcoming city.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
B1.8
Establish and promote a Citizens’
Academy that provides civic
education to community members
of all ages so they are involved
with City governance and activities.
X CMO
B1.9
Commit resources to develop and
implement a branding strategy for
the City’s image, highlighting
successes, opportunities, and
maximizing underutilized
communication processes.
X CMO COM DEV
Strategy 2.
Facilitate outreach that connect city staff and information with community.
B2.1
Continue to create consistent and
standardized messaging about the
work of the city and share during
quarterly all-staff meetings,
management meetings, and
internal Human Resources
newsletters.
X CMO
B2.2 Provide materials in multiple
languages as needed. X CMO
B2.3
Partner with community groups to
integrate relevant updates into
collaborative communication
X CMO
City of Duarte Strategic Plan | Action Plan | 8
GOAL B: Engagement, Outreach, and Communication
Ensure effective engagement and communication between residents, community groups, and city staff to maintain Duarte’s legacy and identity as a community-oriented, inclusive, and welcoming city.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
channels (e.g. e-blast newsletters,
social media round-up posts).
B2.4
Continue hosting periodic pop-up
tabling booths at community
events to provide updates about
services, programs, and future
events.
X CMO
City of Duarte Strategic Plan | Action Plan | 9
GOAL C: Community Safety
Ensure Duarte will continue to be a safe community for all who live, work, and play here.
Metrics
• Increased community resilience and enhanced city response to climate needs and other emergencies • Number of Bike Master Plan and Safe Routes to School projects and initiatives pursued or completed • Number of pedestrian facilities that have been maintained, improved, or newly constructed • Public Safety Department’s perception of local initiatives that support regional safety measures and needs GOAL C: Community Safety
Ensure Duarte will continue to be a safe community for all who live, work, and play here.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3
Yrs.)
Long
(3-5
Yrs.)
Ongoing
Strategy 1.
Ensure traffic- and pedestrian-related safety and comfort for sidewalk, walking trail, and right-of-way users.
C1.1
Continue maintenance of lighting
along sidewalks and walking trails,
especially for evening hours use.
X COM DEV
C1.2
Partner with community groups to
host walk, roll, and bike audits that
identify additional areas and
corridors for improvement.
X PS CMO
C1.3
Utilize existing Bike Master Plan
actions to inform how pedestrian
and bicycling facilities are
upgrading.
X COM DEV P&R
C1.4
Partner with the School Resource
Deputy to host pedestrian safety
workshops at local schools,
tailored for both the general
X PS DUSD
City of Duarte Strategic Plan | Action Plan | 10
GOAL C: Community Safety
Ensure Duarte will continue to be a safe community for all who live, work, and play here.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3
Yrs.)
Long
(3-5
Yrs.)
Ongoing
community and commuting K-12
students.
C1.5
Execute Duarte Safe Routes to
School Plan and partner with the
school district to implement
proposed programs to achieve
Engagement, Encouragement,
Education, Evaluation, and Equity
goals.
X COM DEV DUSD
C1.6
Continue pursuing grants and
funding opportunities that support
street and sidewalk improvements
through consultant grant writer,
tracking application status, awards,
and grant reporting requirements.
X COM DEV
Strategy 2.
Continue to provide community-centered public safety.
C2.1
Continue to invest in professional
development of Public Safety
Department staff to ensure
successful operations, maintain
best practices and meet
administrative needs.
X PS
C2.2
Continue to partner with youth and
community groups to coordinate
clean-up events.
X PS CMO
City of Duarte Strategic Plan | Action Plan | 11
GOAL C: Community Safety
Ensure Duarte will continue to be a safe community for all who live, work, and play here.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3
Yrs.)
Long
(3-5
Yrs.)
Ongoing
C2.3
Continue to partner with Duarte
Area Resource Team, Mayor’s
Youth Council, and nonprofit
organizations to co-host
community safety ambassador
events across neighborhoods.
X PS CMO, P&R
Strategy 3.
Minimize risk from natural hazards and ensure effective response and recovery from disasters.
C3.1
Strengthen the City’s ability to
prepare for, respond to, and
recover from emergencies and
climate-related disasters by
ensuring facilities are properly
prepared for an emergency, and
and updating cities emergency
response policies and plans, as
needed.
X PS
C3.2
Prepare the City for future
inclement weather disruptions by
providing relevant staff training and
evaluating existing emergency
systems.
X PS
C3.3
Research and identify funding
opportunities to support the
development and maintenance of
an Emergency Operations Center
facility.
PS
City of Duarte Strategic Plan | Action Plan | 12
GOAL D: Financial Sustainability
Maintain a fiscally solvent local government with diverse revenue streams for long-term financial health.
Metrics
• Amount of revenue generated from awarded grants
• Amount of revenue generated from transient occupancy tax • Amount of expenses saved from implementing cost-saving initiatives • Community and internal staff perception of City’s financial status • Number of new grant applications and awards
GOAL D: Financial Sustainability
Maintain a fiscally solvent local government with diverse revenue streams for long-term financial health.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
Strategy 1.
Establish multiple, diverse revenue streams to support the City’s overall budget.
D1.1
Capture more transient occupancy
tax-based revenue by continuing to
recruit a hotel, exploring feasibility
of other boutique hotel
development and AirBnB host
options.
X COM DEV Admin. Svs.
D1.2
Continue to look and apply for new
funding opportunities from diverse
sources, especially those that
supplement existing federal funding
streams (e.g. regional, state,
philanthropy).
X CMO Admin. Svs.
D1.3
Foster partnerships with relevant
philanthropic organizations and
other funding institutions to stay
X CMO Admin. Svs.
City of Duarte Strategic Plan | Action Plan | 13
GOAL D: Financial Sustainability
Maintain a fiscally solvent local government with diverse revenue streams for long-term financial health.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
updated on upcoming funding
opportunities.
Strategy 2.
Adhere to robust financial policies and procedures that support internal compliance, financial stability, and longevity.
D2.1
Assess current internal financial
policies and processes to ensure
alignment with best practices,
making adjustments where needed.
X Admin. Svs.
D2.2
Inform the community about the
City’s finances and budget on a
regular basis to maintain
transparency, exploring diverse
avenues to share about the City’s
finances (e.g. annual e-blast
newsletter, webinar).
X Admin. Svs. CMO
D2.3
Identify and pursue opportunities
that optimize cost-savings for city
services (e.g. reviewing and editing
procurement policies).
X Admin. Svs.
D2.4
Prepare for growing energy
demand and costs by updating
internal sustainability-based
practices to adopt more green
energy usage where possible (e.g.
City’s vehicles and infrastructure to
run on green energy alternatives).
X Admin. Svs.
City of Duarte Strategic Plan | Action Plan | 14
GOAL D: Financial Sustainability
Maintain a fiscally solvent local government with diverse revenue streams for long-term financial health.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
D2.5
Monitor and track grant fundingbased spending to ensure internal compliance with reporting
requirements.
X Admin. Svs.
City of Duarte Strategic Plan | Action Plan | 15
GOAL E: Organizational Excellence
Build upon our strong internal organization to support staff, encourage growth opportunities, and expand professional development for employees.
Metrics
• Results from job satisfaction feedback gathering activities • Number of applicants to open city staff positions
• Tenure of emerging professionals and established staff working for the City GOAL E: Organizational Excellence
Build upon our strong internal organization to support staff, encourage growth opportunities, and expand professional development for our employees.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
Strategy 1.
Maintain systems and establish initiatives that advance City staff and leadership satisfaction and retention.
E1.1
Collect feedback on job satisfaction
from city staff and leadership on a
regular basis. Include questions
related to new hire recruitment and
onboarding (as applicable) and
retention.
X Admin. Svs.
E1.2
Assess existing staff training
program to ensure it reflects best
practices and methods.
X Admin. Svs.
E1.3
Ensure adequate staffing levels,
technology, and balanced
workloads to sustain staff and
programs.
X Admin. Svs.
E1.4 Provide growth and cross-training
opportunities to attract emerging X Admin. Svs.
City of Duarte Strategic Plan | Action Plan | 16
GOAL E: Organizational Excellence
Build upon our strong internal organization to support staff, encourage growth opportunities, and expand professional development for our employees.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
and seasoned professionals,
develop new hires, and retain staff.
E1.5
Consider assessing the City’s
staffing structure and departments
to allow for internal advancement,
growth opportunities, and
succession.
X Admin. Svs.
E1.6
Initiate a market study of the region
to ensure staff salaries are
comparative and competitive.
X Admin. Svs.
E1.7
Explore a professional
development program that
provides meaningful training,
education, and skill-building
opportunities for internal staff to
achieve professional goals.
X Admin. Svs.
E1.8
Consider an internal mentorship
program that connects staff across
departments and levels for informal
learning and relationship building.
X Admin. Svs.
Strategy 2.
Deliver services that maintain comprehensive and forward-thinking internal operations.
E2.1
Create and maintain a dashboard
that tracks, monitors, and
evaluates action items that
advance the Strategic Plan.
X CMO Admin. Svs.
City of Duarte Strategic Plan | Action Plan | 17
GOAL E: Organizational Excellence
Build upon our strong internal organization to support staff, encourage growth opportunities, and expand professional development for our employees.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
Update the dashboard as action
items are completed, removed, or
revised.
E2.2
Initiate an annual updating process
to review Strategic Plan action
items in-progress, using it as an
opportunity to coordinate on
internal workplans, evaluate
successes and opportunities, and
advance upcoming initiatives.
Maintain the annual update
process to complete Strategic Plan
action items.
X CMO Admin. Svs.
E2.3
Incorporate strategic planning as
an action item during annual city
budgeting workshops to ensure
adequate funding for future
planning and initiatives.
X CMO
City of Duarte Strategic Plan | Action Plan | 18
GOAL F: Community Vitality
Continue to provide exceptional programs and services which engage and support all members of our diverse community.
Metrics
• Attendance at community events and City-led programming • Community perception of City-led programming and public spaces • Number of new housing developments, categorized into differing levels of affordability • Number of seniors participating in City-led senior programming • Number of youth applying to and enrolled in youth civic engagement programs and internships • Percentage of Duarte’s population that is unhoused
GOAL F: Community Vitality
Continue to provide exceptional programs and services which engage and support all members of our diverse community.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
Strategy 1.
Ensure community programs meet the needs of all residents.
F1.1 Reevaluate existing community
programs to identify areas of
highest-demand and maximize
benefits to residents.
X P&R
F1.2 Continue to invest in and facilitate
Duarte Area Resource Team,
Mayor’s Youth Council, and Work
Investment Network summer
internship programs to encourage
youth empowerment and civic
engagement.
X P&R PS
F1.3 Ensure that recreation centers
across the City have the resources X P&R
City of Duarte Strategic Plan | Action Plan | 19
GOAL F: Community Vitality
Continue to provide exceptional programs and services which engage and support all members of our diverse community.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
needed to maintain fun and
engaging year-round activities.
F1.4 Identify planning tools to
incorporate uses that support
youth-friendly activities in future
developments, especially in the
Town Center.
X COM DEV P&R
F1.5 Continue to ensure family-friendly
activities are available at local
events, parks, pool, and other
public spaces.
X P&R
F1.6 Enhance biking and walking trails
with local pop-ups and vendors to
activate resident use and promote
local businesses.
X COM DEV P&R
F1.7 Continue support of senior services
and programming to promote
healthy aging, outdoor physical
activity, and social connection.
X P&R
Strategy 2.
Ensure city activities and facilities are accessible and inclusive.
F2.1 Continue update of the civic center
building, and ensure that any
capital improvement projects are
constructed to accommodate all
abilities.
X P&R Admin. Svs.
City of Duarte Strategic Plan | Action Plan | 20
GOAL F: Community Vitality
Continue to provide exceptional programs and services which engage and support all members of our diverse community.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
F2.2 Ensure city information is
translated citywide into the
community’s confirmed threshold
languages.
X CMO Admin. Svs.
F2.3 Establish partnerships with
community groups to co-host civic
programming that encourages
residents to be involved in the life
of the City.
X CMO P&R
Strategy 3.
Continue to provide and seek opportunities that support holistic housing services.
F3.1 Develop affordable housing when
practical per the adopted Housing
Element, and explore grant
opportunities or partnerships to
shelter unhoused individuals.
X COM DEV
F3.2 Advance partnerships with
community groups who are
working to address root causes of
homelessness, including those
who provide mental health and
therapy services.
X PS
F3.3 Continue to advance and support
the work of the Public Safety
Outreach Coordinator to improve a
collaborative and holistic response
X PS
City of Duarte Strategic Plan | Action Plan | 21
GOAL F: Community Vitality
Continue to provide exceptional programs and services which engage and support all members of our diverse community.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3 Yrs.)
Long
(3-5 Yrs.) Ongoing
to supporting the unhoused
community.
F3.4 Continue to provide financial
support to the Foothill Unity Center,
to ensure services to the unhoused
community can be maintained for
the long-term (e.g. clothing, food,
hygiene).
X CMO
City of Duarte Strategic Plan | Action Plan | 22
GOAL G: Infrastructure and Beautification
Enhance our infrastructure and public spaces to support a vibrant and healthy community.
Metrics
• Decrease in vehicle-related traffic incidents and collisions • Number of new public art installations
• Number of new sidewalk installations
• Pedestrian perception of sidewalks and walking trails GOAL G: Infrastructure and Beautification
Enhance our infrastructure and public spaces to support a vibrant and healthy community.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3
Yrs.)
Long
(3-5
Yrs.)
Ongoing
Strategy 1.
Maintain transportation and public infrastructure to support mobility needs and meet environmental standards.
G1.1
Continue to maintain a regular
citywide street paving schedule,
ensuring all roads are well cared
for.
X COM DEV
G1.2
Keep annual evaluation of sidewalk
and walking trail conditions to
guarantee paths are even,
accessible, and ADA-compliant.
X COM DEV Admin. Svs.
G1.3
Install sidewalks in corridors that
need improved pedestrian-friendly
infrastructure.
X COM DEV
G1.4
Utilize a data-driven approach to
plant new trees in areas lacking in
green and shade coverage, and
maintain existing green
X COM DEV
City of Duarte Strategic Plan | Action Plan | 23
GOAL G: Infrastructure and Beautification
Enhance our infrastructure and public spaces to support a vibrant and healthy community.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3
Yrs.)
Long
(3-5
Yrs.)
Ongoing
infrastructure in the public right-ofway. Ensure these conversations continue to be part of the Capital
Improvement Plan discussions.
G1.5
Upgrade crosswalks and signals
along high-traffic corridors and at
trail access points.
X COM DEV
G1.6
Implement interventions that
manage traffic volume and speeds,
especially during rush hour on
high-use streets in both residential
and commercial areas (e.g.
Huntington, Central).
X COM DEV
G1.7
Explore feasibility of supporting
regional efforts that develops multimodal infrastructure.X COM DEV G1.8
Continue managing the
maintenance and repair program
for all city facilities, advertising this
resource to the broader community
to increase utilization.
X P&R
Strategy 2.
Maintain public spaces and advance community beautification efforts.
G2.1 Explore incentives to encourage
local businesses to keep major X COM DEV CMO
City of Duarte Strategic Plan | Action Plan | 24
GOAL G: Infrastructure and Beautification
Enhance our infrastructure and public spaces to support a vibrant and healthy community.
Strategy/Actions
Timeline
Lead Support Short
(1 Yr.)
Med
(2-3
Yrs.)
Long
(3-5
Yrs.)
Ongoing
corridors, including the Town
Center, clean and beautiful.
G2.2
Support and compensate local
artists to create public art
installations, especially those that
share the story and history of
Duarte’s community.
X COM DEV CMO
G2.3
Explore art-based pop-up events
(e.g. temporary street closures for
sidewalk art, community mural
projects).
X COM DEV CMO
1600 Huntington Drive Duarte, CA 91010 • CityofDuarte.ca.gov