City Council Agenda Report
July 7, 2026
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Salpy Kabaklian-Slentz, Management Analyst
SUBJECT: 2023 STRATEGIC PLAN REPORT
Background:
A strategic plan is a management tool used to set the city’s future goals and objectives. By creating a Strategic Plan, the City Council provides a guiding beacon to City staff in determining what objectives and activities the City should pursue. The City Council adopted the 2023 Strategic Plan in June 2023. The 2023 Strategic Plan provided direction to Staff for the past two years, through 2025. Before City Council undertakes the development of the 2026 Strategic Plan, staff has prepared a Report on its completion of the 2023 Strategic Plan.
The 2023 Strategic Plan had 4 Goals:
1. Provide High Quality Customer Service to the Community
2. Work in Partnership with Our Community to Achieve Safe and Livable Neighborhoods
3. Create and Sustain a Resilient and Economically Prosperous City
4. Support Sustainability and Climate Resilience throughout the Community Each goal was further broken down into objectives and tasks.
Goal 1: Provide High Quality Customer Service to the Community Objective 1: Promote customer-focused culture that prizes accessible, consistent and predictable delivery of service
In order to improve customer service standards throughout the city, the Executive Team took a two-pronged approach: changes would be made to both equipment and human behavior. All departments received new telephones, tablets and software to help facilitate communication sharing and data gathering. To improve staff’s interactions with city customers, Communications drafted a phone script that could be applied city-wide. Human Services worked with California Joint Powers Insurance Authority (“CJPIA”) to organize and implement multiple customer service trainings, which included “Dealing Successfully with Customers,” “Principles of Customer Contact,” and “Customer Service: A Team Effort.”
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The Recreation and Park Services Department held its annual Recreation In-Service Trainings, which included customer service trainings for all newly hired, seasonal, general part-time, and full-time employees. In 2024, the Department partnered with guest speaker Neelay Bhatt, founder and CEO of Next Practice Partners, who shared the importance of creating an inclusive culture, setting standards of guest service excellence, and building champions who embrace change and innovation.
Starting in Spring 2024, the Executive Team began exploring various options for leadership development. As they assessed different training programs, they took advantage of the courses offered by CJPIA and its Academies. In collaboration with CJPIA, a customized training program was developed specifically for Norwalk staff.
By Fall 2024, Human Resources actively encouraged all departments to have their management staff enroll in the various training programs provided by CJPIA. In Spring 2025, the Mejorando Group was contracted to deliver training for staff at multiple levels. Additionally, during the same spring, media training was organized for staff, with specialized sessions offered for key team members, the Executive Team, and the City Council.
Objective 2: Improve external and internal coordination and communication The Human Resources Department worked with CJPIA to create customized training modules for the City of Norwalk. These trainings began in Fall 2024. City staff attended training courses throughout 2025.
The Communications Department provided support to Human Resources to include media training for all staff, including front line employees. On June 5, 2025, SAE Communications provided an engaging media training course with staff from multiple departments. This training included best practices on interacting with first amendment auditors, traditional reporters and non-traditional reporters. Staff verbally reported having higher confidence in how they can ensure their interactions with the media and members of the public are seamless and positive.
The Communications Department, in collaboration with the Administration Department, launched an award-winning website in November 2024. This effort included more than 60 employees from across all departments who contributed to a task-driven website. The former site met the needs of the community in the years following its launch. Technological improvements and the rapid pace of how people consume information drove the need for an updated website. With more than 80% of website visitors not even visiting the home page anymore, and a majority of visitors using their smartphones, the website – hosted by Revize – was responsive to many of the community needs.
Objective 3: Transform the City’s technology environment to better focus on the timely execution of innovative ideas
The Management Information Systems Division began working with IBE in February 2024 to implement 187 Microsoft Exchange 365 licenses. These licenses would allow users to collaborate with internal and external users utilizing Microsoft Teams, Sharepoint, and Outlook.
By May 2024, all full-time staff had transitioned. IBE has also been assisting City staff with the creation of a technology master plan.
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In November 2023, the City completed the installation and implementation of the ParkConnect project, which provided free public Wi-Fi at eleven of the City’s parks; Robert White park will be online as soon as renovations begin. As many residents lack access to reliable internet, providing free internet access at all city parks was vital to improving the quality of life for Norwalk residents. The project helps to ensure that all Norwalk residents and students have equitable access to necessary digital infrastructure.
Goal 2: Work in Partnership with Our Community to Achieve Safe and Livable Neighborhoods
Objective 1: Re-invest in existing and aging infrastructure The Public Services Department (“Public Services”) drafts and periodically updates master plans of the City’s key infrastructure systems to maintain awareness of the various systems’ physical state and age (service life), and operation and maintenance (needs). Public Services will also perform analyses for potential deficiencies and/or improvements. These master plans will also, where applicable, note the systems’ physical features (e.g. location, coordinates, physical properties, age, condition). As part of the Strategic Plan, updates were conducted for the following master plans: Water System Master Plan, Sewer System Master Plan, and Pavement Management Plan. The City recently completed the Local Streets Rehabilitation Program ($22.3M) which has contributed revised data to this master plan. Public Services also began the first ever master plan for storm drains. The Storm Drain System Master Plan will take time to complete as this is a large system and the first master plan study being conducted on the storm drain system since the City’s incorporation in 1957. A few smaller specific location master plans were completed over time but not one that was comprehensive and inclusive city-wide.
For all of the master plans, the data captured will be available in a Geographic Information System ("GIS") format. This will be helpful for planning, management, operation and maintenance, as well as capital improvements where applicable. GIS will also be utilized in updating the City’s map data. This geographical data will link with other location information and be a big help to City staff in providing a comprehensive view of City features.
To further aid with awareness of needs, Public Services has begun utilizing the new installed Edgesoft software to routinely review and analyze the data provided by work orders to check proper operation of equipment. This regular update allows the divisions to ensure that the maintenance schedule is meeting the demand put on the equipment’s service life by regular usage. The work orders data also provided insight into the overall operations and maintenance process.
Norwalk Transit System (NTS) has a comprehensive preventative maintenance program for maintaining facilities, vehicles, and equipment in a state of good repair. This ensures that every operational area, particularly those related to equipment and vehicle maintenance, are compliant with current regulatory requirements, industry best practices, and agency goals.
Lastly, Staff conducted research into which technologies would have the greatest impact on the current systems. In addition to city maps as mentioned above, two other systems will be updated:
water meters and HVAC systems. In early 2024, Public Services began replacement of the current manual water meters to automated meter read (AMR) meters. AMRs continually monitor City Council July 7, 2026
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water usage and update city systems daily. To help with the costs of this upgrade, Public Services pursued and was awarded $1,000,000 from the U.S. Bureau of Reclamation. As all water meters have not yet been upgrade, the Public Services continues to seek out grant opportunities to help defray the costs. The City has contracted with Syserco to monitor the status and maintenance of the City’s HVAC systems.
Objective 2: Cultivate civic engagement and participation City staff tasked this objective by dividing it into four types of civic engagement: general engagement, youth engagement; community awareness of city projects and policies, and emergency response training.
The Public Safety Department expanded participation in the traditional community policing programs, i.e. Coffee with a Cop, Neighborhood Watch, Community Neighborhood Watch event(s) and National Night Out, which continue to serve as key forums for resident engagement and collaboration. For example, they strengthened Neighborhood Watch participation by utilizing interest forms on their social media which improved coordination between residents and Public Safety. They also increased Public Safety presence and outreach at City-sponsored events, resulting in stronger relationships and higher visibility within the community. They also introduced “Ice Cream with a Quadrant Officer” during the summer months (in partnership with Target), which provided an informal and family-friendly opportunity for residents to connect with the Quadrant Team. Interdepartmental cooperation between the Summer Youth Program and the HOPE Team established community cleanup efforts, promoting civic pride while fostering youth engagement and interdepartmental cooperation. Public Safety also scheduled regular meetings with local clergy members to support faith-based partnerships and broaden outreach to communities that may not traditionally engage in public safety programs.
They also created the Multi Agency Focus Team (MAFT) which meets with school administrations and the LA County Sheriff’s Department. The Focus Team is dedicated to enhancing school and community safety through collaboration and partnerships. Its members coordinate resources to promote positive youth behavior, improve attendance, and support long- term success. Lastly, the department utilized social media platforms to expand outreach efforts, promote quadrant-specific initiatives, and increase real-time communication with residents.
Since 2022, the Social Services Department has run the LADY program. As part of the Strategic Plan, the City expanded the program offerings. They launched the Men’s Support group program which targets young men between the ages of 15 and 25. To increase awareness, these programs have been promoted during outreach events and shared with the community providers to spread the word. The flyers have also been posted on the Social Services social media page.
Coordination with the Communications Department to provide coverage of the events has resulted in the community becoming more aware of these two programs and participation has increased.
In 2024, the Communications Department launched several digital tools to better connect residents with City projects and decisions. After the pilot periods, the Mid-Week Buildup and Keepin’ It Norwalk Business Spotlight campaigns highlight development activity and promote local businesses. They also introduced Norwalk Future, a new education platform focused on long-term planning and revitalization. To improve feedback, staff implemented FlashVote City Council July 7, 2026
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surveys and piloted the Ascendant text campaign for real-time updates. These efforts, along with the new City website launching Fall 2024, expand access to civic information and encourage more informed community participation.
A Community Emergency Response Team (CERT) training program was established in 2024.
Seven CERT courses, including a class conducted in Spanish and one specifically geared toward our senior residents have been offered so far. To date, 87 residents have completed CERT training, and there are currently 21 registered volunteers. CERT volunteers have supported the community by staffing first-aid stations during the 4th of July Celebration, the Norwalk 5K, and the 605 Band Practice Parade. They also deployed to assist residents affected by the Eaton Fire, distributing water to those who had lost their homes. Recently, the Pasadena City Manager recognized the team for their outstanding contributions to the community.
Objective 3: Improve living conditions for residents in greatest need In April 2023, the City of Norwalk partnered with DignityMoves to update the 2018 Homeless Plan. Following the events of the pandemic, the City of Norwalk had experienced a surge in their homelessness numbers and needed a new plan. DignityMoves met with key stakeholders throughout and around the City and developed a plan with five goals, funding strategies and key performance measures to help guide the City. Following the steps laid out in the 2023 Homelessness Plan, the Social Services Department hired a Housing Liaison. With the help of the Housing Liaison, the department will be able to connect more people experiencing homelessness to resources which include permanent housing. The Social Services Department has also obtained HMIS/Clarity software access. The HOPE Team, with the help of community providers, have also been working together to connect people experiencing homelessness to shelter and resources.
The City continues to coordinate the Mental Health Village project in coordination with the County and the State to secure a location for homeless sheltering in a controlled and operationally secure environment.
The City has partnered with the Gateway Council of Governments and Southern California Health And Rehabilitation Program (“SCHARP”) to help the Social Services Department meet the mental health and housing needs of Norwalk’s homeless population. Additionally, the City utilized CityNet’s services to help unhoused individuals find housing.
Lastly, the City has worked to increase the number of permanent supporting housing units. City of Norwalk’s Veteran’s Villas at San Antonio Drive provide 60 permanent supportive housing units to families and veterans. Construction of the project was complete in late Spring 2025 and applications were accepted and selection process occurred in Winter 2024 through Spring 2025.
Mercy Housing is now 90% leased up. 54 Section 8 Project-Based Vouchers were secured for Project Weingart Rose, and an estimated 32 Section 8 Project-Based Vouchers are expected for homes to be built as part of the new development, “The Walk.” City Council July 7, 2026
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Goal 3: Create and Sustain a Resilient and Economically Prosperous City Objective 1: Create dynamic neighborhoods
Dynamic neighborhoods need at least three things: consistent service delivery, infrastructure to support alternative types of transit, and new investment.
In September 2023, the Public Safety Department launched the Quadrant Officer Program. This program divides the city into four quadrants and assigns a quadrant officer to each. This officer serves as the primary point of contact between the Public Safety Department and residents within that quadrant. The program supports the development of targeted crime reduction initiatives and quality-of-life improvement strategies; ensures consistent and effective implementation of those initiatives and strategies; and facilitates the establishment and ongoing maintenance of collaborative partnerships between the community and various City departments.
Public Services incorporates the installation of bike paths with street improvement projects. Lane configurations were improved in-line with LA Metro’s “Complete Streets” policy, which is both a process and outcome for planning, designing, building, operating, and maintaining streets to provide safe access and travel for users of all ages and abilities. A current example includes 166th Street between Pioneer and Norwalk Boulevards. Improvements included upgrades of the original 2 lanes per direction to a single lane per direction; a center median for separation of bi- directional traffic; a bike lane in both directions.
Per the Economic Development Opportunities Plan, the City has been attracting investors to the 10 economic nodes. They created The Heart of Norwalk Specific Plan and formed The Enhanced Norwalk Infrastructure Financing District. Executive Team members have been active about attending conferences, such as ICSC, and working with brokers to market the city.
Lastly, staff actively monitors vacant properties within the City. They meet regularly with property owners regarding the reuse or redevelopment of these sites. They have identified eight high priority sites to target for reuse or redevelopment where notices have been issued to property owners. Staff also highlighted many of these sites at the May 2025 ICSC Conference where discussions were held with prospective developers and tenants to encourage economic development.
Objective 2: Diversify and grow the economy
Staff from the Communications Department and the Public Safety Department released a survey for business owners so they may provide feedback to the City on strategic direction. These answers have helped the City in their work with the Norwalk Chamber of Commerce and LA EDC to help target and attract various industry sectors. The City has also partnered with Kosmont to identify market voids for retail and business and target business attraction utilizing BARE funds, and SBA and County incentives.
Objective 3: Build great public destinations
For the years of 2023 through 2025, the City focused on advancing the development of three projects: The Norwalk Transit Village, the 15-acre expansion of Holifield Park and the Norwalk Entertainment District ("The Walk"). For the Norwalk Transit Village Specific Plan, all project City Council July 7, 2026
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entitlements have been granted, and the City has closed escrow with the State. City staff keep in contact with the Defense Logistics Agency (“DLA”) as they wait for guidance from the Environmental Protection Agency on how to treat the PFAS chemicals present in the 15-acre land. In the meantime, DLA is reviewing the proposed development plan that the City submitted.
As for The Walk, the project was fully entitled and permit ready by the end of 2025 and construction began in 2026.
Objective 4: Maintain the City’s financial resiliency
Finance staff posts and maintains information regarding leading financial indicators under the “Budget in Brief” document on the City webpage. Main revenue streams are periodically analyzed as part of continuous quarterly financial reviews and annual budget preparation. Staff publicly reports on major revenue streams in February during mid-year budget review, and May during the annual budget preparation.
In the latter half of 2023, the City hired consultant ClearSource to assist with a fee study.
Completion and implementation of new the Fee Study ensures that the City recovers costs for providing services and sets up a mechanism for periodic review to keep up with rising cost. Moving forward, the update of fees will be part of the budgetary process.
To ensure that the City’s voice is heard by its elected representatives, the management analyst position in Administration was tasked with actively monitoring and advocating for the City’s position. Since the role’s duties were set, City engagement with legislation has more than doubled.
Goal 4: Support Sustainability and Climate Resilience throughout the Community Objective 1: Protect and conserve natural resources
To encourage the installation of solar panels, Community Development determined that the best software for Norwalk’s residents and businesses seeking permits would be SolarAPP+. This software will work with the new Edgesoft permitting system and make it easier for residents to supplement their electricity needs with solar power.
To meet the obligations of Assembly Bill 1236 and provide an expedited, streamlined permitting process for electric vehicle (“EV”) charging stations for residents, the Community Development Department staff finalized the application checklist in conjunction with the “Plug-In Electric Vehicle Infrastructure Permitting Checklist” of the “Zero-Emission Vehicles in California:
Community Readiness Guidebook,” measures for electrical compliance, and standard items for fire prevention safety. Building inspection staff also developed procedures for expedient and thorough inspection of the electric vehicle charging stations. Additionally, Public Services staff is working with SCE, SoCalRen and LA County to install EV chargers throughout the city. Lastly, the Norwalk/Santa Fe Springs Metrolink Station has twelve (12) Level I EV Charging Stations available for commuter use.
The Public Services Department staff, in conjunction with West Coast Arborist, undertook an inventory of the trees and tree needs throughout the City. They have written an Urban Forest Management Plan to help with future tree management.
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The Norwalk Transit System ("NTS") operates a fleet of thirty-four (34) revenue vehicles, nine (9) of which are zero-emission Battery Electric Buses (BEBs). NTS secured $13.5 million to procure an additional fourteen (14) battery electric buses. The next phase of procurement will be to strategically acquire Fuel Cell Electric Buses (FCEBs) which will provide the benefits of BEBS such as reduced greenhouse gases (GHG) and noise pollution while offering a longer driving range, faster refueling times, and a smaller footprint for fueling infrastructure. NTS will be replacing the Level I chargers with Level II EV chargers. Level II EV chargers provide faster charging speeds which will significantly reduce charging time making it a convenient option for daily charging needs.
Objective 2: Protect people by reducing the effects of pollution Staff will prepare an RFP for selection of a consultant to prepare this mandatory element of the city general plan. Sufficient funding is set aside for the preparation and adoption of this element.
The Community Development Department staff applied for the Governor’s Office of Planning and Research’s Extreme Heat and Community Resilience Program grant in Summer 2024.
Unfortunately, the grant application was denied, however staff is currently working on applying for Round 2 of funding to assist in drafting this plan. Further, it was determined that it would be best for the Extreme Heat Action Plan to be made a part of the Climate Action Plan. Any funds awarded would be used for this joint plan.
Norwalk Transit System (NTS) planned and prepared a Microtransit/On-Demand Transit Service concept for fixed-route corridors in areas associated with low income, disadvantaged communities which launched in early 2026.
Fiscal Impact:
N/A
Citizens Advised:
N/A
Strategic Plan 2023 Implementation:
N/A
Recommended Action:
Staff recommend City Council receive and file this report.
Attachments:
None