CITY OF GLENDORA
SPECIAL CITY COUNCIL - 2023-2026 STRATEGIC PLANNING WORKSHOP AGENDA
THURSDAY, MARCH 9, 2023
GLENDORA PUBLIC LIBRARY BIDWELL FORUM
140 S. GLENDORA AVENUE
MAYOR/CHAIR
Gary Boyer, District 3
MAYOR PRO TEM/VICE-CHAIR
Mendell Thompson, District 5
COUNCIL/COMMISSIONERS
Michael Allawos, District 1
Karen Davis, District 4
David Fredendall, District 2
MEETING SCHEDULE
The regular meetings of the city council shall be held on the second and fourth Tuesday of each month, closed session business will commence at 6:00 p.m., when scheduled, and general business session will commence at 7:00 p.m.
BROWN ACT
Agendas are drafted to accurately state what the legislative body is being asked to consider. The legislative body can take action on “all items” listed on the agenda and be in compliance with the open meeting laws.
Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The governing body may direct staff to investigate and/or schedule certain matters for consideration at a future meeting.
COMMUNICATION AND ELECTRONIC DEVICES
To minimize distractions, please be sure all personal communication and electronic devices are turned off or on silent mode.
LIVE BROADCASTING AND REBROADCASTING
Regular City Council meetings are broadcast live every 2nd and 4th Tuesday of the month on City Website www.cityofglendora.org, Channel 3 (Cable) & Channel 31 (Verizon) and are replayed Thursday - Sunday the week following the meeting on Channel 3 (Cable) & Channel 31 (Verizon). All broadcasts can be viewed on Cox Communications Local Access Channel 3 and Verizon/Fios Channel 31.
City Council meetings are also available via live webcast and at any time for replaying through the City's webpage at
cityofglendora.org/citymeetings.
Meeting Date: 3/9/2023 / Packet Page #: 1
CITY OF GLENDORA
NOTICE AND CALL
OF A
SPECIAL CITY COUNCIL
THURSDAY, MARCH 9, 2023
GLENDORA PUBLIC LIBRARY
BIDWELL FORUM, 140 S. GLENDORA AVENUE
9:00 AM
TO THE MEMBERS OF THE CITY COUNCIL OF THE CITY OF GLENDORA AND TO THE CITY CLERK:
NOTICE IS HEREBY GIVEN that the City Council will conduct a special meeting at 9:00 AM on Thursday, March 9, 2023, Glendora Public Library Bidwell Forum, 140 S. Glendora Avenue.
The purpose of said special meeting is as follows:
SPECIAL ITEMS
1. 2023-2026 Strategic Planning Workshop facilitated by Adam Raymond, Glendora City Manager
NOTICE IS FURTHER GIVEN that the public will be given the opportunity to speak only on those matters listed in this notice. Public Comment will be announced once at the commencement of this special meeting and can be given in-person, submit via email at [email protected] with the subject “Public Comment” or via mail and mailed to 116 E. Foothill Boulevard, Glendora, ATTN: City Clerk’s Department-Public Comment.
NO OTHER BUSINESS WILL BE DISCUSSED
Kathleen R. Sessman, MMC
City Clerk/Communications Director
I, certify that I caused the Notice and Call of a Special Meeting of the City Council to be held Thursday, March 9, 2023, at 9:00 AM, in the Glendora Public Library Bidwell Forum, 140 S.
Glendora Avenue, Glendora, to be delivered electronically or hardcopy to each member of the City Council, emailed to the San Gabriel Valley Examiner, and that I posted said notice on the posting board as required by law.
Certification Date: February 17, 2023
Revised: (when applicable) Kathleen R. Sessman, MMC
City Clerk/Communications Director
Meeting Date: 3/9/2023 / Packet Page #: 2
2020‐2023 Three‐Year Strategic Plan
Extract of Unfinished Items
As of January 2023
Item #1. Page 1
Meeting Date: 3/9/2023 / Packet Page #: 3
Allawos Fredendall Boyer Davis Thompson
% Funded
1 Start and Complete General Plan Housing Element Update. Complete and obtain certification for 6th RHNA Cycle Housing Element. 90% Yes Yes No Yes Yes Yes 2 Implement Local Early Action Plan (LEA.P) Grant ($150,000). Covers cost of Housing Element. Identify two Housing Element sites , conduct pre‐planning investigation and yield study. Study for water/sewer utility needs for Housing Element sites near future Gold Line (L‐Line). 50% Yes Need more Information Yes Yes Yes Yes
3 Begin Comprehensive General Plan Update. Current General Plan updated in 2006. The next General Plan will be developed to guide the community for the next 20‐25 years. Include plans for major changes (Gold Line / L‐Line, Downtown Development, Housing, Emergency Management Plan/Emergency Preparedness, Homeless Outreach Services, Public Safety, etc.). Many public meetings and input opportunities. Development of timeline for Council. 10% Yes Yes Yes Yes Yes Yes
4 Development of a Village Vision and Development Plan. Study specific business allowances, zoning, and parking. Daytime business vs. Nightlife. Allowances and incentives for targeted businesses. Gold Line (L‐Line) opportunities. Coordination with businesses, Business Improvement District and related stakeholders.
10% TBD No Yes Yes, but amended No Yes
5 Development of a Gold Line (L‐Line) Vision and Development Plan.
Centralized Gold Line (L‐Line) webpage and related studies. Clearly define strategic objectives related to development around mass transit. First Mile/List Mile Development requirements. Impacts on surrounding neighborhoods.Future vision. 10% TBD Yes Yes Yes Yes Yes
6 Complete SB2 planning grant projects ($160,000)Updating entitlement process forms and check lists, acquiring computer hardware for electronic plan check review for Planning, Building, Engineering, Water, Parks and Trees. Development of informational guides (e.g. checklists, process charts, etc.). Reviewing design standards. Reviewing municipal code to eliminate confusion, where possible. 40% Yes Yes Yes Yes Yes Yes
Implement Strategic Economic Development
(existing goal)
Status Objectives and Tasks From Current Strategic Plan Keep (Yes/No) Item #1. Page 2
Meeting Date: 3/9/2023 / Packet Page #: 4
Allawos Fredendall Boyer Davis Thompson
% Funded
1 Sierra Madre Landscape Maintenance District (LMD). Initiate the voting process to re‐establish Landscape Maintenance Districts (LMDs), where applicable: Education of homeowners; Updated Engineering/Maintenance Report/Costs; Hold Vote; Seek various City Council approvals 50% Yes Yes Yes Yes Yes Yes
2 Comprehensive water rate study, including: Assessment of current water infrastructure; Public Community Engagement; Review of water supply, both short/long term; Review of State Laws and Required changes; Options for water system improvements; Development of 1,5,10 and 20 year water CIP. 70% Yes Yes Yes Yes Yes Yes
3 Implement Pro‐Active Risk Management Practices. Development of Risk Management Policies and Procedures; Implementation of strategies (e.g. sidewalk/tree repair, staff training, issue reporting ) to mitigate future cost increases. 80% Yes Yes Yes Yes Yes Yes
4 Comprehensive Fee Study and Update. Process to implement fee changes, includes: Issuance of an RFP for a fee study (and potentially an updated to the City's cost plan); Review of new processes providing services (e.g. revamped permit process); Benchmarking of fees with other agencies; Developing a cost recovery approach by fee type (e.g.100% for development, 75% for recreation, etc.); Public Hearings to adopt fees. 0% Yes Yes Yes Maybe yes Yes
Maintain Financial Stability and Sustainability
(minor change from increase to maintain)
Objectives and Tasks From Current Strategic Plan Status Keep (Yes/No) Item #1. Page 3
Meeting Date: 3/9/2023 / Packet Page #: 5
Allawos Fredendall Boyer Davis Thompson
% Funded
1 Part‐Time Employee Workforce Modernization. Review all part‐time positions for: Consistency across the organization (e.g. benefits); Determine what full‐time positions need a part‐time equivalent (e.g. analyst); Clarify on how PT positions are stated in the budget (e.g. number of people vs. number of budgeted hours); Provide clarity on part time positions policies and procedures;
80% Yes Yes Yes Yes Yes Yes
2 Comprehensive Review and Update of all Personnel Policy and Procedures, including the Development and Adoption of the Employee Employer Relations Resolution (EERR). The City's personnel policies and procedures are in need of a significant update, including; Review of each policy/procedures; Development of recommended changes; Meet and Confer with employees on proposed changes; Approval by the City Council of each revised and new policy; The EERR is required by State Law, including the Meyers‐ Milias‐Brown Act (MMBA)", to provide reasonable and orderly procedures for the administration of employer‐ employee relations between the City and its employee organizations. 50% Yes Yes Yes Yes Yes Yes
3 Training for City Staff: to include, leadership, safety, and equity, inclusion, and diversity. 30% Yes Yes Equality Yes Yes Yes4 Library Department Classification and Compensation Review. As the needs of modern libraries change, a review of the Library organizational structure, including job descriptions and compensation levels is required: Moving away from adult/youth/front lines/support and toward program/project management; Comparison of existing and envisioned job descriptions; Benchmarking against other agencies; Benchmarking against other employees with similar education and experience requirements; Meet and confer with employee groups; City Council Approval 30% Yes Yes Yes Yes Yes Yes
5 Facilitate recruitments/hiring for filling vacant positions. Administrative Services/Human Resources to continue to find ways to fill vacancies by: Working with Departments to develop key recruitments; Reviewing policy changes needed to expedite hiring process, without impacting quality. 70% Yes Yes Yes Yes Yes Yes
Enhance Employee Development and Retention
(existing goal)
Objectives and Tasks From Current Strategic Plan Status Keep (Yes/No) Item #1. Page 4
Meeting Date: 3/9/2023 / Packet Page #: 6
Allawos Fredendall Boyer Davis Thompson Enhance Employee Development and Retention (existing goal) 6 Employee Wellness. Acknowledging the importance of mental health, the Administrative Services/Human Resource Division will work to expand programs for Employee Wellness: Intentional programs/ goals to encourage healthy habits; Self‐care options; Planned activities for individuals and families that encourage healthy habits for mind and body. 70% Yes Yes Yes Yes Yes Yes
7 Succession Planning. Administrative Services/Human Resources Division and the City Manager's Office to develop and implement formal succession planning: Identify Departmental expectations;Develop a protocol for identify high functioning employees; 80% Yes Yes Yes Yes Yes Yes
Item #1. Page 5
Meeting Date: 3/9/2023 / Packet Page #: 7
Allawos Fredendall Boyer Davis Thompson
% Funded
1 Update Urban Forestry Manual. The Urban Forestry Manual provides for the policies and procedures utilized by City staff in the management and care of all trees located on City owned property and within the City's parkway areas, and in some cases regarding California native species and new developments/private property. This manual provides guidelines and specifications for the pruning, planting, removal and general care for these trees 10% partial Yes Yes Maybe Yes Yes
2 Create a Communication Strategic Plan. The Strategic Communications Plan will Outline communication platforms, when they are utilized and sample programs; Provides framework for a Communications Task Force, comprised of multiple departments (e.g. Library and Police); Develops a plan to ensure City's Branding is consistent and documented. 30% Yes Yes Yes Yes Yes Yes
3 Sunshine Ordinance for Agendas. A Sunshine Ordinance would, clarify and supplement the Glendora Municipal Code, the Ralph M. Brown Act, and the California Public Records Act to assure that the people of Glendora can be fully informed by publishing agenda one week in advance of regularly scheduled public meeting. Exceptions would be provided for emergency items, and shorter timelines approved by the City Council, where needed. 80% Yes Yes Yes Yes Yes Yes
4 Payroll Modernization. Payroll Modernization includes: Successful implementation of paperless paycheck stubs; Development and implementation of HR/Payroll Procedures; Successful implementation of Kronos. 30% Yes Yes Yes Yes Yes Yes
5 Glendora Unified School District Memorandum of Understanding. Collaborate with Glendora Unified School District on the creation of a Memorandum of Understanding (MOU) to explore changes and clarify services related to: Joint Use Agreement for facilities; Crossing Guards; School Resources Officer(s); Library Services; Complete inventory and any initial legal analysis of existing agreements; Meeting with School Districts to explore, clarify, an identify next steps 50% Yes Yes Yes Yes Yes Yes
Keep (Yes/No)
Enhance and Modernize the Organization
(existing goal)
Objectives and Tasks From Current Strategic Plan Status Item #1. Page 6
Meeting Date: 3/9/2023 / Packet Page #: 8
Allawos Fredendall Boyer Davis Thompson Enhance and Modernize the Organization (existing goal) 6 Administrative Manual Policy Update. The City's current administrative manual policy is outdated. To update the policies, staff must: Work with each City department on polices applicable to their area; Research, benchmark, and review for conformance with existing systems, rules/regs, etc.; Meet and confer with employee groups, where necessary; Seek City Council approval, where necessary. 40% Yes Yes Yes Yes Yes Yes
7 ERP System Implementation. Replacement of the City's existing enterprise resource planning system (ERP), which typically includes finance, budgeting, purchasing, human resources, payroll, central cashiering, AR/AP, and related functions. 30% Yes Yes Yes Yes Yes Yes
8 Land Management/Permitting System Implementation. Replacement of City's Land Management/Permitting System, which typically includes online plan submittal, Planning/Building/Engineering permits, Code Enforcement, Special Permits, Right‐of‐Way permits, integration with GIS system, other land development approvals. 30% Yes Yes Yes Yes Yes Yes
Item #1. Page 7
Meeting Date: 3/9/2023 / Packet Page #: 9
Allawos Fredendall Boyer Davis Thompson
% Funded
1 Evaluate City Facility Needs. Evaluation of City Facility projects includes: Additional requirements/upgrades needed for COVID‐19 compliance to maximize use and re‐open to the public; Completion of space planning and City facility need assessment; La Fetra Center, Teen Center, Legion Building, Scout Hut, Youth Center; Library, both from a service, space utilization and technology standpoint. 30% Yes Yes Yes Yes; with amendments Yes Yes
2 First Mile Last Mile (FLM) Improvements (People Movement Project). Pursue grant funding for Glendora Avenue, Ada Avenue, and Foothill Blvd. improvements. The first project is Glendora Avenue, with a goal to complete construction prior to Gold Line Phase 2B commencing passenger service (2025/2026). 30% Partial Yes Yes Yes Yes Yes
3 Historic Street Lights. Through the State's appropriation process, Senator Portantino worked to secure $1.5 million towards this project. Final designs were completed, and the project was publicly advertised for bid, with the bid opening in October 2022. As no bids were received, the project was publicly bid a second time, with a bid opening in December 2022. An ad‐hoc citizen's advisory panel was formed to provide input on the potential for the creation of an Antique Streetlight Maintenance Assessment District. The Panel will present its recommendations at the at the January 24, 2023 meeting. 50% partial Yes Yes Yes No Yes
4 Review Signage Requests. Review opportunities for enhanced signage in the Downtown area by: Replacing/refurbishing Historical District sigs; Exploring "Glendora" arches at gateway locations (e.g. Glendora Avenue); Updating Civic Center signage needs; Review Gold Line (L‐Line) Station Signage Plan; 10% Partial Yes Maybe Yes Yes; no archways Yes; no archways or gateways 5 Transportation Fleet and Infrastructure Modernization. Continue to update the City's Transportation Fleet and capabilities by: Using grant funding to acquire one zero‐emission large van; Using grant funding to acquire two dial‐a‐ride vans; Using grant funding to acquire/implement new dispatching software; Identify funding and opportunities to expand electric vehicle charging infrastructure. 50% Yes Yes Yes Yes Yes Yes
6 Council / Meeting Chambers Remodel. Expand and modernize the City's City Council Chambers: Increased capacity; Updated lighting, audio and visual equipment; Expanded outdoor waiting area for larger audiences; Address possible ADA issues. 30% Partial No No Yes; with amendments Yes; with amendments No Improve and Maintain the City’s Infrastructure and Facilities (existing goal)
Objectives and Tasks From Current Strategic Plan Status Keep ( Yes/No) Item #1. Page 8
Meeting Date: 3/9/2023 / Packet Page #: 10
Allawos Fredendall Boyer Davis Thompson
% Funded
1 Develop a Sub‐Regional Homeless Housing Program. The San Gabriel Valley can be broken up into sub‐ regions. As it relates to homelessness, the Foothill communities of Glendora, San Dimas, Glendora and Claremont are considered a sub‐regional for this project. Staff will work with the County of Los Angles, LAHSA, State of California, and local agencies to develop a sub‐regional homelessness strategy, including short‐term and long‐term housing options. 50% Partial Not Sure Yes Yes Yes Yes
2 Update Homelessness Strategic Plan. The City's Homelessness Strategic Plan was developed in 2017 and 2018. Since that time, many changes have occurred at funding level (e.g. LAHSA Measure H grants), case law level (e.g. Boise), and City level (e.g. Hotel/Motel Housing). Updates will provide clarify into specific strategic initiatives over the next 3‐5 years. 80% Yes Yes Yes Yes Yes Yes
Implement Strategic Homelessness Solutions
(existing goal)
Objectives and Tasks From Current Strategic Plan Status Keep (Yes/No) Item #1. Page 9
Meeting Date: 3/9/2023 / Packet Page #: 11
Allawos Fredendall Boyer Davis Thompson
% Funded
1 Not Aplicable. This is a new Strategic Plan Goal.
Enhance Community Engagement and Presence
(new goal)
Objectives and Tasks From Current Strategic Plan Status Keep (Yes/No) Item #1. Page 10
Meeting Date: 3/9/2023 / Packet Page #: 12
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
GOAL 1: IMPLEMENT STRATEGIC ECONOMIC DEVELOPMENT (ISED) Note: Does not include the following items from the current 2020-2023 Strategic Plan:
The Housing Element Update is conditionally approved by the State and is scheduled to be completed by June 2023. (ISED1)
LEAP Funds must be used by August 2023 and will be used to pay for the Housing Element; capacity of water and sewer for future projects around the L-Line was completed. (IESD2) SB2 Funds must be spent by August 2023 and will be used to pay for a consultant to prepare objective standards, which are part of a newly proposed objective – Housing Element FollowUp. Development of development flow charts is complete. (IESD 6) OBJECTIVE 1: Update the Economic Development Action Plan to facilitate development/attraction of desired housing and commercial venues/restaurants/office in the City. (NEW - Staff, Fredendall, Boyer, Thompson)
TASKS:
1. Host a public workshop on modern economic development practices.
2. Create an incentive package for identified industry clusters that includes possible development subsidies and a streamlined, fast-tracked, development process.
3. Identify top 10 economic leakage opportunities.
4. Re-branding and marketing of the City with materials and media.
5. Evaluate Staffing needs based on City Council priorities.
6. Identify changes necessary to Route 66 and Arrow Highway Specific Plans needed to attract desired mix of commercial and housing projects.
7. Identify private property owners who want to work with the City to improve, develop, and/or sell their properties.
OBJECTIVE 2: Continue Comprehensive General Plan Update (CARRYOVER – ISED3) TASKS:
1. Complete Safety and Environmental Justice sections with recently approved consultant
2. Prepare for remaining sections (land use, circulation, noise, open space, historic preservation, and air quality elements; and, accompanying environmental impact report) and issue an RFP to for consultant to assist the City with work starting in 2025
OBJECTIVE 3: Complete Village Projects (NEW - STAFF, THOMPSON, FREDENDALL) TASKS:
1. Business Improvement District Changes (BID survey results, goal setting workshop, possible expansion, City involvement, etc.)
2. Meda Avenue and Bus Plaza Improvements
3. Outdoor Dining Program
4. Outdoor sign and display rules and regulations
Item #1. Page 11
Meeting Date: 3/9/2023 / Packet Page #: 13
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
5. Policy for use of public space in Village
OBJECTIVE 4: Create a Vision and Development Plan for the Village/Gold Line area (CARRYOVER – combines two previous items – ISED4 and ISED5) TASKS:
1. Develop conceptual development plans for housing and commercial developments.
2. Identify key sites for targeted development.
3. Identify daytime vs nighttime needs.
4. Approve certain allowances and incentives for targeted businesses.
5. Coordinate community-based place marking to include Civic buildings and possible changes to the civic complex
OBJECTIVE 5: Housing Element Follow-Up (NEW - STAFF, FREDENDALL) TASKS:
1. Completed rezoning required for density increases.
2. Implement 31 Action Items approved by City Council and Planning Commission
3. Develop objective design guidelines.
4. Identify and implement areas of CEQA streamlining.
5. Identify and implement affordable housing programs and incentives.
6. Update subdivision code.
OBJECTIVE 6: Complete Disposition of San Jose site (NEW – STAFF) TASKS:
1. Follow required HCD process for disposition of City property.
2. Identify best use for site.
3. Identify a developer or buyer to move forward with best use.
OBJECTIVE 7: Develop and Implement a Comprehensive Public Art Policy (NEW -
THOMPSON)
TASKS:
1. Survey of surrounding city public art programs.
2. Complete summary of Glendora’s public art policies.
3. Based on Council feedback, finalize recommendations for a comprehensive public art plan.
OBJECTIVE 8: Prioritize City investment to compliment City Priorities and Programs (NEWSTAFF) Item #1. Page 12
Meeting Date: 3/9/2023 / Packet Page #: 14
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
TASKS:
1. Develop approach to the preparation of the City’s Capital Improvement Plan that incorporates the City’s economic development and housing strategy to ensure the City’s infrastructure meets current and future needs.
2. Facilitate investment in City Parks and facilities to promote greater access and use and improve quality of life in the City.
3. Ensure foundational plans - such as facility assessments, parks master plan, housing element, first/last miles improvements, sewer master plan, water assessment and other - are included in future development decisions.
OBJECTIVE 9: Consider possible annexation of County islands within the City’s sphere of influence (NEW - ALLAWOS).
TASKS:
1. Provide overview of annexation process through LAFCO.
2. Development of Cost of Services Study.
3. Identify population changes with possible new residents and how that compares to current population trends.
OBJECTIVE 10: Discuss creation of an Economic Development Commission (NEW - BOYER) TASKS:
1. Determine role and responsibilities and how this compares to established rules and law regarding Planning Commission and City Council decisions.
2. Review Economic Development staffing levels.
OBJECTIVE 11: Explore electronic/digital revenue generating City billboards along major highway corridors (NEW - FREDENDALL
TASKS:
1. Determine legality based on recent changes enacted by CalTrans
2. Summary of other policies and programs in other cities
3. Draft program requirements and related policies
Item #1. Page 13
Meeting Date: 3/9/2023 / Packet Page #: 15
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
GOAL 2: MAINTAIN FINANCIAL STABILITY AND SUSTAINABILITY (MFSS) Note: Does not include the following items from the current 2020-2023 Strategic Plan:
Comprehensive water rate study and infrastructure assessment, as this effort is already underway and scheduled to be completed by June 2023. (MFSS2) Several items have been combined into new objectives. When this occurs, the task list will note those items that were previously stand alone, but are not part of a larger, more comprehensive, objective.
OBJECTIVE 1: Safeguard long term security of revenues to fund core public services. (NEW – STAFF, FREDENDALL, BOYER, THOMPSON
TASKS:
1. Conduct a comprehensive Fee Study to ensure that fees and rates are adequate to sustain quality services to the residents and businesses. (CARRYOVER – MFSS4)
2. Ongoing review and update of fees and rates in a timely manner.
3. Pursue alternative sources of funding by consistently reviewing new and old services provided to the community and the region and consider issuing debt to fund ongoing capital improvement projects. (CARRYOVER - MFSS1)
4. Leverage public/private/non-profit partnerships to augment service delivery options for the community.
5. Pursue additional grant funding opportunities by retaining grant writing services to develop proposals that seek funds from public /private/non-profit partners, search for new grant opportunities, and assist with the preparation and submittal of grant applications.
6. Evaluate the appropriate balance of land uses (residential, commercial, industrial) to maintain a diversified local economy that generates ongoing revenue for the City.
7. Consider re-establishment of assessment districts to for landscaping and lighting to ensure assets and areas are maintained without impacting the City’s general fund. This would include outreach, balloting proceedings, and various City Council actions.
OBJECTIVE 2: Enhance fiscal responsibility for the use of resources. (NEW – STAFF) TASKS:
1. Implement new finance software and train city staff on how to leverage the system to streamline and improve purchasing processes.
2. Actively manage investments to maximize returns for cash on hand.
3. Optimize the budget process to be more transparent by implementing a new chart of accounts for resource allocation.
Item #1. Page 14
Meeting Date: 3/9/2023 / Packet Page #: 16
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
OBJECTIVE 3: Enhance the Risk Management Program. (CARRYOVER – MFSS3; NEW – STAFF, FREDENDALL)
TASKS:
1. Provide frequent updates and reports to stakeholders to address and mitigate problematic areas throughout the City.
2. Proactively address areas of concern, including sidewalks and trees, through a needs assessment and increases in spending in the City's capital improvement plan.
3. Conduct monthly safety training for all employees.
4. Complete annual audits (financial, liability, and worker’s compensation).
OBJECTIVE 4: Develop a program to proactively address ongoing management and operations of City assets to maximize use of local resources. (NEW – STAFF)
TASKS:
1. Prepare plans specific to City assets – fleet, water, traffic infrastructure, community facilities – to evaluate the total cost of ownership and operations, through the use of data from the implementation of a new asset management system.
2. Take necessary steps to participate in the Uniform Public Construction Cost Accounting Act program, including adopting a resolution to become subject to the Act and the requisite accounting procedures.
OBJECTIVE 5: Continue developing affiliation between the City and Glendora Public Library Friends Foundation. (NEW – Staff)
TASKS:
1. Implement the elements of the Memorandum of Understanding between the Public Library Friends and the City, including technology transition.
2. Assess the impact to the City’s budget of absorbing the costs related to some ongoing programming, services and content for the public and platforms.
Item #1. Page 15
Meeting Date: 3/9/2023 / Packet Page #: 17
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
GOAL 3: ENHANCE EMPLOYEE DEVELOPMENT AND RETENTION (EEDR) Note: Does not include the following items from the current 2020-2023 Strategic Plan:
Part-Time Employee Workforce Modernization, as this effort is already underway. (EEDR1) Library Department Classification and Compensation Review, as this effort is already underway. (EEDR4)
Several items have been combined into new objectives. When this occurs, the task list will note those items that were previously stand alone, but are not part of a larger, more comprehensive, objective.
OBJECTIVE 1: Create a positive work experience and support employee work-life balance through engagement and wellness. (NEW – STAFF, BOYER)
TASKS:
1. Establish a Wellness Committee that meets regularly to deploy programs that will create exceptional employee experiences. (CARRYOVER – EEDR6)
2. Initiate a Performance Management Program to motivate and develop employees.
3. Deploy Human Resources software that will enhance accessibility to employment actions.
4. Continue efforts to engage employees with more employee centric program benefits.
5. Conduct employee satisfaction survey.
6. Evaluate all positions for remote work ability.
OBJECTIVE 2: Attract, recruit, and retain qualified and diverse individuals to the organization. (NEW – STAFF, FREDENDALL, BOYER, THOMPSON)
TASKS:
1. Initiate Diversity, Equity, Inclusion (DEI) trainings and programs. (CARRYOVER – EEDR3)
2. Enhance marketing and communication strategies to expand outreach to increase the pool of candidates. (CARRYOVER – EEDR5)
3. Develop a Succession Plan that grows and develops internal staff to move into higher positions in the future. (CARRYOVER – EEDR7)
4. Offer learning and development opportunities that include training (leadership, supervisory, customer service, cross-functional), academies, conference attendance and coaching initiatives to help retain and upskill talent. (CARRYOVER – EEDR3)
5. Enhance the onboarding experience to include training and exposure to all City departments and processes.
6. Establish a formal internship/apprenticeship program to develop the next generation of employees.
Item #1. Page 16
Meeting Date: 3/9/2023 / Packet Page #: 18
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
OBJECTIVE 3: Maintain positive working relationships with City’s labor groups. (NEW – STAFF)
TASKS:
1. Update and provide training on for the Personnel Rules & Regulations. (CARRYOVER – EEDR2)
2. Monitor and revise MOU’s as appropriate to further clarify implementation of the terms of each agreement.
3. Evaluate and modernize organizational structure and positions to address the ever-evolving workload environment and needs of the community.
Item #1. Page 17
Meeting Date: 3/9/2023 / Packet Page #: 19
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
GOAL 4: ENHANCE AND MODERNIZE THE ORGANIZATION (EMO)
Note: Does not include the following items from the current 2020-2023 Strategic Plan:
A proposed Sunshine Ordinance for agendas will be presented to the City Council for consideration prior to June 2023 (EMO3)
Payroll Modernization will be included as part of the Enterprise Resource Planning (ERP) item (EMO4).
Several items have been combined into new objectives. When this occurs, the task list will note those items that were previously stand alone, but are not part of a larger, more comprehensive, objective.
OBJECTIVE 1: Update Urban Forestry Manual (CARRYOVER – EMO1, FREDENDALL, BOYER)
TASKS:
1. Issue an RFP for a consultant to assist the City with updating of the Urban Forestry Manual.
2. Review frequency of grid trimming against best practices and funding available.
3. Review fees associated with development.
4. Present preliminary finding of draft plan to City Council and possibly Planning Commission.
5. Incorporate final document, where necessary, into the various development and capital improvement plan processes.
OBJECTIVE 2: Create a Communications Strategic Plan (CARRYOVER – EMO2, BOYER,
FREDENDALL
TASKS:
1. Define the vision and purpose of the City’s Communications Plan, including consideration of a destination marketing element.
2. Develop the framework for creating a Communications Task Force, comprised of multiple departments.
3. Evaluate unique ways to engage the City Council and Board/Commissions in more robust information sharing.
4. Evaluate unique ways to communicate with different groups in town (e.g.
Ministerial Association, service clubs, etc.)
5. Develop a strategic communications and marketing outline for the next two to four years
6. Find ways to engage the community through feedback and other forms of communication/outreach.
Item #1. Page 18
Meeting Date: 3/9/2023 / Packet Page #: 20
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
OBJECTIVE 3: Develop and enhance City branding (NEW – STAFF, FREDENDALL).
TASKS:
1. Develop a City “tagline” to utilize in the branding of City (e.g. various public information campaigns).
2. Create/update style guide and incorporate into overall communication strategy.
3. Redesign/organize City’s website to make it intuitive for all constituents to navigate in order o encourage greater use of digital assets and allow for greater community engagement.
4. Revised website will incorporate additional opportunities for the community to stay informed on city related news and program offerings.
OBJECTIVE 4: Develop and approve an updated Glendora Unified School District Memorandum of Understanding (CARRYOVER - EMO5, THOMPSON,
FREDENDALL)
TASKS:
1. Return to City Council and Board of Trustees with updates in 2023: March/April, June/July, Sept/Oct.
2. Adopted plan should incorporate feedback from 2022 City Council / Board of Trustee Joint Meeting
3. Ensure updated MOU explores expansion of field accessibility, number of school site locations, and possible water efficiency projects.
4. Return to City Council and Board of Trustees for approval in December 2023 to January 2024.
5. Review funding options for site improvements, including user fees and possible bond measures.
OBJECTIVE 5: Update Administrative Manual (CARRYOVER – EMO6) TASKS:
1. Complete review of all policies
2. As needed, meet and confer with City’s bargaining groups
3. As needed, present policies to City Council for approval OBJECTIVE 6: Complete enterprise resource planning (ERP – Finance/HR/Payroll) system, land management/permitting system, and asset management with City mobile application implementation (CARRYOVER – EMO 7& 8 FREDENDALL, Asset Management is new - STAFF)
TASKS:
1. Deploy and configure the software to automate and streamline manual processes.
Item #1. Page 19
Meeting Date: 3/9/2023 / Packet Page #: 21
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
2. Clean and migrate complete and accurate data.
3. Test the system and train all users.
4. Go Live with core software modules.
5. Provide public outreach and marketing to community on how to use and access ability to make payments and submit work requests and development applications.
OBJECTIVE 7: Complete implementation of ESRI geographic information system (GIS) (NEW – STAFF)
TASKS
1. Finalization of base layer used for all City uses (e.g. permitting, water billing, etc.)
2. Deployment of ESRI tools to City staff.
3. Establish process for layer development and maintenance.
4. Determine what additional tools are needed for deployment to the public.
OBJECTIVE 8: Continue with technology modernization (NEW – STAFF) TASKS:
1. Issue an RFP for an updated, internet based, phone system.
2. Continue with movement of legacy infrastructure to the cloud to enhance current systems and improve back-up and disaster recovery.
3. Prepare for a 311 communication system.
OBJECTIVE 9: Continue to evaluate City’s organization structure to further enhance service delivery (NEW – STAFF, BOYER, FREDENDALL)
TASKS:
1. Restructure departments and divisions to be more customer service oriented.
2. Practice proactive solutions that are oriented to reflect community needs.
3. Compare services provided by staff to those provided by the private sector to determine the best way to provide services to the public; includes contract services to supplement City operations (e.g. building plan review, engineering services).
4. Timing of changes to coincide with the budget process (e.g. adoption, mid-year, and mid-cycle).
Item #1. Page 20
Meeting Date: 3/9/2023 / Packet Page #: 22
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
OBJECTIVE 10:Support and implement short and long-term continued access to the world of ideas as facilities for the Library are assess and modernized (NEW – STAFF) TASKS:
1. Complete Library structural assessment.
2. Determine long and short-term impacts of necessary building changes.
3. Identify funding opportunities for capital and services necessary to continue Library services in a variety of ways.
4. Identify opportunities for services to be modified, as needed, to sure access to the world of ideas and both virtual and physical materials OBJECTIVE 11:Increase access to information with implementation of usable digital services and centralized records (NEW – STAFF)
TASKS:
1. Create citywide data entry standards.
2. Transition OnBase ECM to cloud based solution to improve accessibility, functionality and preservation of records.
3. Migrate Police Department data from legacy systems to ensure accessibility, security and comply with various state and local requirements/standards.
4. Research the feasibility of a a centralized record system
5. Complete the citywide digitization and document imaging project.
OBJECTIVE 12:For the Library, ensure continued access to Glendora-specific information sources through local history digitization initiatives (NEW – STAFF) TASKS:
1. Assess any intersection with City Clerk digitization efforts.
2. Manage initial GPL Friends Foundation grant.
3. Identify initial targets for digitation.
4. Address initial copyright/permission needs.
5. Identify vendors and move forward with selection.
6. Expand geographic-based access to community resources.
Item #1. Page 21
Meeting Date: 3/9/2023 / Packet Page #: 23
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
GOAL 5: IMPROVE AND MAINTAIN THE CITY’S INFRASTRUCTURE AND FACILITIES (IMCIF)
Note: Does not include the following items from the current 2020-2023 Strategic Plan:
Several items have been combined into new objectives. When this occurs, the task list will note those items that were previously stand alone, but are not part of a larger, more comprehensive, objective.
OBJECTIVE 1: Consider environmentally sustainable design in facility improvements. (NEW –
STAFF, ALLAWOS)
TASKS:
1. Consider solar panels at older facilities that need roof improvements.
2. Evaluate artificial turf installation at various parks throughout the City to promote greater water conservation.
3. Update Public Works Standard Designs and Specifications to incorporate sustainable materials and practices.
4. Complete space planning and facility needs assessment. (CARRYOVER – IMCIF1)
OBJECTIVE 2: Implement the Water Facilities Assessment (NEW – STAFF, BOYER) TASKS:
1. Reconsider the 5-Year CIP in light of Water Infrastructure needs.
2. Implement Water Rate adjustments to fund improvements to the water infrastructure.
3. Develop engineering capabilities to support the unique water infrastructure needs.
OBJECTIVE 3: Build and expand upon existing infrastructure to improve mobility options throughout the City. (NEW – STAFF, ALLAWOS, FREDENDALL, BOYER) TASKS:
1. Explore the feasibility of constructing a pedestrian oriented bridge over the flood control channel, from Valley Center Avenue to East Bennett Avenue or Comstock Avenue.
2. Pursue grant and budget appropriation opportunities to fully fund and complete the People Movement Project (Urban Trails and First/Last Mile Improvements). (CARRYOVER – IMCIF2)
3. Develop a comprehensive plan to improve and update the City’s traffic signal infrastructure to improve mobility.
4. Update the Citywide traffic study to account for post-pandemic mobility patterns and better assess appropriate speed limits throughout the City.
5. Update the City Pavement Management Plan and facilitate street improvements taking into consideration other capital related infrastructure improvements to leverage resources.
Item #1. Page 22
Meeting Date: 3/9/2023 / Packet Page #: 24
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
OBJECTIVE 4: Develop and implement a Citywide beautification program. (NEW – STAFF,
FREDENDALL, ALLAWOS)
TASKS:
1. Consider establishing area-wide beautification events, to encourage residents to address potential compliance issues.
2. Enlist the support of non-profit partners to assist residents improve their properties (i.e., Habitat for Humanity A Brush of Kindness).
3. Leverage existing City water conservation programs to facilitate landscape improvements.
4. Work with community-based partners to grow community cleanup days and activities.
OBJECTIVE 5: Undertake a comprehensive update to the City’s sign code to promote local businesses and community assets, and limit visual clutter. (CARRYOVER – IMCIF4)
TASKS:
1. Create a directional signage design standard to enhance various community assets (i.e., Glendora Village, Gold Line Station, South Hills, People Movement Project, City facilities and parks, etc.).
2. Replace and/or refurbish existing historic district signs.
3. Update the City’s sign code in manner that ensures compliance with recent legal determinations, incorporates standards for political signs, and appropriately balances business needs while limiting visual clutter.
OBJECTIVE 6: Continue with the modernization of the City’s fleet and related infrastructure. (CARRYOVER – IMCIF5)
TASKS:
1. Develop a five-year plan for the replacement of all City vehicles, that incorporates the expansion of hybrid, electric, and other zero-emission platforms for all nonemergency vehicles. (NEW – Fredendall)
2. Pursue grant funding opportunities to continue with the acquisition of electric and other zero-emission transportation vehicles and related infrastructure.
3. Pursue grant funding opportunities to expand the availability of public electric vehicle charging infrastructure.
Item #1. Page 23
Meeting Date: 3/9/2023 / Packet Page #: 25
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
OBJECTIVE 7: Update the Parks and Trails Master Plan to guide the development of parks and recreational facilities in the City. (NEW – STAFF, BOYER) TASKS:
1. Develop a South Hills Wilderness Park Plan with a focus on turning it into a regional attraction for passive and active outdoor recreation, including potential biking facility improvements.
2. Develop an Urban Forest Master Plan providing comprehensive guidance for long-term and day-to-day management, including a review and recommended updates of relevant sections of the Glendora Municipal Code.
3. Pursue grant funding opportunities and legislative budget appropriation requests to facilitate improvements to the City’s park and recreation facilities.
OBJECTIVE 8: Continue exploring the feasibility of restoring the operability of the antique streetlight system to working condition (CARRYOVER – IMCIF3) TASKS:
1. Evaluate the bid package to consider alternative approaches that may reduce the total estimated project cost.
2. Ballot property owners within the boundaries of a proposed antique streetlight district to establish an annual assessment that could potentially fund construction and ongoing maintenance and operation of the streetlights.
Item #1. Page 24
Meeting Date: 3/9/2023 / Packet Page #: 26
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
GOAL 6: IMPLEMENT STRATEGIC HOMELESSNESS SOLUTIONS (ISHS) OBJECTIVE 1: Strengthen outreach & engagement activities. (NEW – STAFF) TASKS:
1. Recruit, hire, and train a Human Services Coordinator that will be responsible for coordinating homelessness programs among different service provides and organizations.
2. Collect and analyze data to prioritize operational needs to address critical service gaps in the City.
3. Establish program budgets that address different areas of homelessness.
OBJECTIVE 2: Evaluate the establishment and expansion of collaborative regional programs among cities in the surrounding region to address the challenge of homelessness. (CARRYOVER – ISHS1; NEW – FREDENDALL,
THOMPSON)
TASKS:
1. Explore the feasibility of restarting the development of a sub-regional homeless housing and service program with the Cities of San Dimas, La Verne, and Claremont.
2. Engage public agency partners to develop short- and long-term housing and service options.
3. Find ways to prioritize assistance to individuals experiencing homelessness locally.
4. Evaluate sites for acquisition to implement localized solutions for individuals experiencing homelessness.
OBJECTIVE 3: Pursue ongoing funding opportunities to support and supplement local resources to address the challenge of homelessness. (NEW – STAFF,
FREDENDALL)
TASKS:
1. Continue to engage public agency partners to pursue the City’s fair share of funding to support local efforts to address homelessness.
2. Explore funding opportunities through community-based and non-profit organizations.
3. Advocate for and pursue ongoing funding opportunities for housing and services.
Item #1. Page 25
Meeting Date: 3/9/2023 / Packet Page #: 27
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
OBJECTIVE 4: Update the Homelessness Strategic Plan to reflect the scope of the programs currently underway and assess gaps in the City’s response model. (CARRYOVER – ISHS2; NEW – STAFF, DAVIS)
TASKS:
1. Explore and expand partnerships with non-profit organizations working to address homelessness.
2. Continue the development of housing and service options based on the needs of individuals experiencing homelessness.
3. Reassess current programs to determine efficacy.
4. Explore the use of technology to better collect, track, and report data.
Item #1. Page 26
Meeting Date: 3/9/2023 / Packet Page #: 28
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
GOAL 7: ENHANCE COMMUNITY ENGAGEMENT AND PRESENCE (ECEP) Note: This is a new goal, added to the preceding six strategic goals by the City Council on January 10, 2023. Councilman Fredendall has requested to amend the title to add “and Quality of Life Experience” to the title.
OBJECTIVE 1: Build trusting relationships with the community that sustain cohesive communities (NEW – Staff).
TASKS:
1. Establish a “Season of Service” Program that allows employees, residents and businesses to collaborate on community projects.
2. Develop civic awareness through an intentional citywide approach to departmental volunteering.
3. Enhance staff membership and presence in community organizations.
OBJECTIVE 2: Communicate and expand the number of opportunities that residents and businesses can engage and give back to their community (NEW – STAFF) TASKS:
1. Develop a centralized citywide volunteer program.
2. Expand and create local adopt-a-park, street, and related programs.
3. Look for internship opportunities with local high schools.
4. Develop a large, yearly City-sponsored beautification/volunteer day/event.
OBJECTIVE 3: Work with the Glendora Chamber of Commerce to transition the State of the City from a daytime event to an evening event (NEW – THOMPSON, ALLAWOS).
TASKS:
1. Work with the Chamber to allow greater access to the community.
2. Invite groups that typically receive an individual updates.
3. Identify a facility to hold the event.
OBJECTIVE 4: Review City events for possible changes and expansion (NEW – STAFF, DAVIS)
TASKS:
1. Consideration of a 4th of July event (evaluate historical challenges of fireworks, identify alternatives, determine budget impacts, etc.).
2. Consider revamping or adding new events, especially those that celebrate culture and diversity.
Item #1. Page 27
Meeting Date: 3/9/2023 / Packet Page #: 29
2023-2025 DRAFT STRATEGIC PLAN OBJECTIVES/TASKS
March 2023
OBJECTIVE 5: Transition Code Enforcement work from a historically reactive operation to a proactive operation (NEW – FREDENDALL).
TASKS:
1. Evaluate staffing needs for additional work.
2. Determine areas of concern and develop work plans for staff.
OBJECTIVE 6: Address quality of life issues along Arrow Highway corridor (NEW – FREDENDALL).
TASKS:
1. Establish project partners with LA County, City of Covina and City of Azusa.
2. Develop and implement options for addressing homelessness.
3. Develop and implement options for address illegal vending.
OBJECTIVE 7: For the Library, support connections to information and other human services, guiding services and partnership development, through Library and and partner conducted surveys (NEW – STAFF).
TASKS:
1. Determine what information should be surveyed periodically and what should be situational.
OBJECTIVE 8: Crime prevention through environmental design, implementation and enforcement (NEW - STAFF).
TASKS:
2. Add sworn management staff member to project review team
3. Create standard set of conditions for various development project types to address public safety considerations.
4. Engage existing businesses and residents when areas of concern arise.
5. Establish a proactive outreach program to crime victims to help eliminate future and re-occurring issues.
Item #1. Page 28
Meeting Date: 3/9/2023 / Packet Page #: 30