CITY COUNCIL
STRATEGIC
2023-2025
FINAL REPORT
PLAN
City of Norwalk
2 Strategic Plan 2023 - 2025
VISION, MISSION, VALUES
Vision
The City of Norwalk is a safe, family-oriented
community that continuously improves the
services it provides its citizens and businesses.
Mission
The City of Norwalk is committed to meeting
the needs of its residents and businesses
by providing exceptional public services and
facilities that are responsive to the community
through honest, efficient, and fiscally responsible
leadership.
Values
• We are accessible, honest, and transparent in
all interactions.
• We are responsive to meeting the challenging
needs of our community.
• We are fiscally responsible, ethical, and
transparent in our stewardship.
• We place high value on individual and team
accountability.
• We deliver exemplary work and services.
• We encourage innovation and creativity.
• We make decisions based on “What is best
for Norwalk?”
Recreation and Park Services Department
Egg-stravagant Egg Hunt
City of Norwalk
3 Strategic Plan 2023 - 2025
GOAL 2
GOAL 1
GOAL 3
GOAL 4
Work in partnership with our community to achieve safe
and livable neighborhoods
Provide high quality customer service to the community
Create and sustain a resilient and economically
prosperous city
Support sustainability and climate resilience
throughout the community
TABLE OF CONTENTS
4 7
11 16
Community Development Department
Economic Development at the Norwalk Fitness Village
City of Norwalk
4 Strategic Plan 2023 - 2025
GOAL 1
PROVIDE HIGH QUALITY CUSTOMER
SERVICE TO THE COMMUNITY
Public Safety Department
Front Desk
City of Norwalk
5 Strategic Plan 2023 - 2025
1.1A
1.1B
1.1C
GOAL 1: PROVIDE HIGH QUALITY SERVICE TO THE COMMUNITY
High quality customer service is vital to the City’s mission of meeting the needs of its residents and businesses. Over the past two years, the City has analyzed how it may improve the customer service it provides to the community. It has put into place new standards, purchased new equipment and software to help with communication, both internal and external, and implemented procedures that will help the various departments constantly improve. Staff have undergone a variety of trainings, including leadership training, customer service training, and media training. These trainings were designed by the California Joint Powers Insurance Authority (“CJPIA”), and the Mejorando Group.
Promote customer-focused culture that prizes accessible, consistent and predictable delivery of service
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
Develop a repeatable process for
analyzing, prioritizing, assigning
and addressing opportunities for
improvement
Develop and launch leadership
development programs to focus on
career growth, competency building,
and promotional opportunities for
existing staff
Develop and implement citywide
customer service standards for
phone, email, and customer
management software to increase
efficient responses
2025 | Completed
2025 | Completed
2025 | In Progress
• Each department sought out and installed
software that would help track their projects and
accomplishments
• Every department will annually analyze actions
and processes and identify those that regularly
cause difficulties for residents. Staff will undertake
and implement improvements
• All management staff enrolled in various training
programs provided by CJPIA
• The Mejorando Group provided individualized
training for staff based on their job specifications
• Media training was undertaken by staff, the
Executive Team, and City Council
• New Equipment was installed throughout the
City, including new telephones, tablets, and
software
• City Staff attended multiple staff trainings and
implemented new phone scripts
STATUS KEY In Progress Completed Not Started
City of Norwalk
6 Strategic Plan 2023 - 2025
1.2A
1.3A
1.2B
1.3B
1.3C
Improve external and internal coordination and communication Transform the City’s technology environment to
better focus on the timely execution of innovative ideas
OBJECTIVE, STATUS, PROJECT
OBJECTIVE, STATUS, PROJECT
ACCOMPLISHMENTS
ACCOMPLISHMENTS
Expand front line staff training to
improve our customers’ experience
Develop a City technology master plan
Enhance the digital experience of
city’s website to be task driven
Establish a City Cloud environment for
Microsoft Office 365
Implement Wi-Fi in all City parks
• Staff attended customized training modules
designed by the CJPIA
• Staff, particularly front-line staff, attended media
training to learn best practices when interacting
with first amendment auditors, and reporters
• City staff is currently collaborating with IBE on
developing a technology master plan.
• An award-winning, task-drive website replaced
the City’s old website
• The Management Information Systems Division
implemented 187 Microsoft Exchange 365 licenses
• The City has installed the complimentary Park
Connect Wi-Fi and cameras at 11 parks.
2025 | Completed
2025 | In Progress
2024 | Completed
2024 | Completed
2025 | Completed
City of Norwalk
7 Strategic Plan 2023 - 2025
GOAL 2
WORK IN PARTNERSHIP WITH OUR
COMMUNITY TO ACHIEVE SAFE AND
LIVABLE NEIGHBORHOODS
Norwalk Public Safety
Quadrant Officer Team
Public Safety Department
Quadrant Officer Community Safety
Partnership Program
City of Norwalk
8 Strategic Plan 2023 - 2025
GOAL 2: WORK IN PARTNERSHIP WITH OUR COMMUNITY
TO ACHIEVE SAFE AND LIVABLE NEIGHBORHOODS
For safe and livable neighborhoods, the City determined 3 focus areas: improving infrastructure, improving civic engagement and participation, and improving the living conditions for those in greatest need. Infrastructure improvements required an update to the City’s various master plans that guide critical systems, including water systems, storm drains, sewer systems, and street lighting, among others.
It also required internal improvements to track these systems. The City adopted new software to ensure that preventative maintenance occurs regularly. To improve civic engagement, the City launched or revived a variety of programs. Lastly, the City has reached out to local and regional partners to ensure that those with the greatest needs are taken care of.
2.1A
2.1B
2.1C
Re-invest in existing and aging infrastructure
Update citywide asset risk for streets,
flood control devices, traffic control
devices, City parks and buildings, and
fleet
Increase the amount of time spent
doing preventative maintenance in
daily operations
Research and invest into emerging
technologies to reduce overall costs
for preventative maintenance
2025: In Progress
2025: Completed
2025: Completed
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
Public Services has undertaken the development
and update of multiple master plans:
• Final draft of the completed draft for the Water
System Master Plan is currently under staff review,
• The initial draft of the Sewer System Master Plan,
is nearly complete,
• Data collection for the City’s first ever Storm Drain System Master Plan is underway.
• All plans will be captured in a Geographic
Information System (“GIS”) format.
• Public Services now utilizes Edgesoft to routinely
review and analyze the data provided by work
orders to ensure proper operation maintenance
and utilization of equipment
• Norwalk Transit Systems follows a comprehensive
preventative maintenance program for maintaining
facilities, vehicles, and equipment in a state of
good repair
• Manual water meter reading replaced with
Automated Meter Infrastructure (“AMI”).
• GIS has been developed to enhance the map data
utilized by the City.
• A new system was developed and installed by
Syserco to monitor the status and maintenance of
the City’s Heating, Ventilation, and Air Conditioning
(“HVAC”) systems.
City of Norwalk
9 Strategic Plan 2023 - 2025
2.2A
2.2B
2.2C
2.2D
Cultivate civic engagement and participation
Continue programs designed to
provide diverse approaches in seeking
ways to engage residents in our
community by expanding community
policing initiatives including Coffee
with a Cop, Neighborhood Watch, and
National Night Out
Develop and continue youth programs
(ex. LADY, Teen Alliance) designed
to build civic engagement and
responsibility through partnerships
with the community
Develop digital educational programs
to expand community awareness of
city projects and policy considerations
Develop a Community Emergency
Response Team (CERT) training
program
2025: Completed
2025: Completed
2025: Completed
2025: Completed
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
• City staff increased participation in the
Neighborhood Watch by creating interest forms on
social media
• Introduced “Ice Cream with a Quadrant Officer”
during the summer
• Interdepartmental cooperation yielded increased
community cleanup efforts by combining the
Summer Y outh Program and HOPE Team
• The City launched the Men’s Support group for
young men between the ages of 15 and 25.
• Current programs were promoted during outreach
events, on social media, and with community
providers, resulting in increased participation.
• The Public Safety Department created the Multi-
Agency Focus Team, an inter-agency partnership
with school administrations and the LA County
Sheriff’s Department meant to enhance school and
community safety.
• The Teen Alliance Program was awarded the
2025 Helen Putnam Award from the League of
California Cities and the 2025 Award of Excellence
from the California Parks and Recreation Society
for its transformative contribution to Norwalk teens.
• The Recreation and Parks Department was invited
by both the California Contract Cities Association and
the California Parks and Recreation Society to be a
session presenter about the Teen Alliance Program
at multiple conferences in both 2024 and 2025.
• The Mid-Week Buildup
• Keepin’ It Norwalk
• Norwalk Future
• 87 residents have completed CERT training
• There are currently 21 registered volunteers
• The Team was recognized by the Pasadena City
Manager for their contributions during the Eaton
Fire
City of Norwalk
10 Strategic Plan 2023 - 2025
2.3A
2.3B
2.3C
2.3D
Improve living conditions for residents in greatest need Update citywide plan for residents
experiencing homelessness
Increase the supply of shelter beds for
residents experiencing homelessness
Collaborate with regional partners to
help homeless residents with mental
health and substance abuse recover
Increase the supply of permanent
supportive housing units
2025: Completed
2025: Completed
2025: Completed
2025: Completed
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
• A Housing Liaison has joined the team at Social
Services
• Norwalk has seen a 129% decrease in its
homeless count
• The City continues to cooperate with the County
and State on the Mental Health Village Project
• The City collaborates with regional homeless
shelters, such as the Bell Shelter
• The City partners with the Gateway Council of
Governments and Southern California Health
and Rehabilitation Program to meet the mental
health and housing needs of Norwalk’s homeless
population
• Veterans Villas at San Antonio Drive provided
60 permanent supportive housing units to
veterans and their families
• The City of Norwalk Housing Authority secured
54 Section 8 Project-Based Vouchers for Project
Weingart Rose.
Veterans Villas
at San Antonio Drive
City of Norwalk
11 Strategic Plan 2023 - 2025
GOAL 3
CREATE AND SUSTAIN A
RESILIENT AND ECONOMICALL Y
PROSPEROUS CITY
Public Services Department
Elementary School Expo
City of Norwalk
12 Strategic Plan 2023 - 2025
GOAL 3: CREATE AND SUSTAIN A RESILIENT AND ECONOMICALLY PROSPEROUS CITY As with everything, prosperity begins with our residents. To make sure that their concerns are being heard, the Public Safety Department launched the Quadrant Officer Program. They also carried out a survey in for business owners to chime in on strategic direction.
City staff developed several plans to guide the City’s economic development, such as the Economic Development Opportunities Plan and the Heart of Norwalk Specific Plan. These plans will be available on the upcoming Economic Development webpage. Staff also engaged in multiple outreach efforts, working with consultants, the Chamber of Commerce, individual property owners, and attending conferences.
Several developments progressed closer to completion, among them the Norwalk Transit Village and The Walk. To make sure that residents can enjoy these developments, street improvement projects included the incorporation of bike paths.
The Finance Department ensures that all of the above can happen with quarterly reviews and reports of the City’s financial health. This information is presented to Council on a bi-annual basis and posted to the City’s website. A fee study was undertaken and completed, and plans are in place for a new enterprise resource planning system.
3.1A
3.1B
3.1C
Create dynamic neighborhoods
Develop a program for providing
service delivery by City quadrant
Expand bike and pedestrian
infrastructure at catalytic locations
Develop programs to attract
investment to the City’s highly visible
locations and major streets
2023: Completed
2025: Completed
2025: In Progress
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
• The Public Safety Department is now arranged
and patrolled by quadrants.
• With every street improvement project, Public
Services incorporates the installation of bike
paths, when feasible.
• Lane configurations are improved in-line with
LA Metro’s “Complete Streets” policy , when
feasible.
• The Heart of Norwalk Specific Plan, adopted
December 2025.
• The Enhanced Norwalk Infrastructure Financing
District
• The City has been promoting its plans via the
upcoming Economic Development webpage.
City of Norwalk
13 Strategic Plan 2023 - 2025
3.2A
3.2B
Diversify and grow the economy
Engage with businesses within our
target industry sectors to identify skills
needs and conduct a survey to gather
input and feedback on needs
Continue to utilize development
incentives to competitively attract
target industry sectors
2025: In Progress
2025: In Progress
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
• Communications and Public Safety have created
and distributed a survey for business owners
• The City partnered with Kosmont to utilize
Placer.ai software to assist in identifying market
voids
• The City began working with the Norwalk
Chamber of Commerce and Los Angeles
Economic Development Corporation (LAEDC) to
help target and attract various industry sectors.
Public Services
Arbor Day event
• The City has budgeted BARE funds to draw
target industries.
• City leadership has been invited by several
groups, such as the California Contract Cities
Association, Independent Cities Association,
and California Association for Local Economic
Development, to present at panels on its economic
development approach and strategies.
City of Norwalk
14 Strategic Plan 2023 - 2025
3.3A
3.3B
3.3C
Build great public destinations
Complete the Norwalk Transit Village
Specific Plan
Complete the 15-acre expansion of
Holifield Park
Implement the Norwalk Entertainment
District Specific Plan
2025: Completed
2025: In Progress
2025: Completed
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
• With the Specific Plan complete, the project has
moved into the implementation stage.
• The City continues to work with the federal
government to complete the expansion.
• The City commenced its Park Master Plan
incorporating the 15 acres into the existing park
• With the Specific Plan complete, the project has
begun construction.
Recreation and Park Services Department
Recreation and Park Services Department Norwalk 5K Run
City of Norwalk
15 Strategic Plan 2023 - 2025
3.4A
3.4B
3.4C
3.4D
Maintain the City’s financial resiliency
Identify leading financial indicators
and create a dashboard
Identify vulnerable revenue streams
and ensure sustainability of city
revenue streams
Advocate for and support legislation
that support the City’s mission and
financial sustainability
Evaluate existing and available
technology to develop long-term
financial and capital planning in
alignment with the City’s Strategic Plan
2024: Completed
2024: Completed
2023: Completed
2025: In Progress
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
• The Finance Department shares this info with
the City in the Budget in Brief, posted on the
City’s website.
• Revenue streams are analyzed quarterly and
reported as part of the annual budget process
• The City hired ClearSource to conduct a fee
study and update the City’s current fees
Finance Department
with the Certificate of Achievement for
Excellence in Financial Reporting
• The Administration Department hired staff to
monitor state and county legislation.
• The City now regularly sends position letters
communicating its position of support or
opposition as applicable.
• Staff is drafting an RFP to hire a firm to assist in
the selection of a new financial system citywide.
City of Norwalk
16 Strategic Plan 2023 - 2025
Transportation Department
Zero Emission Electric Bus
GOAL 4
SUPPORT SUSTAINABILITY AND
CLIMATE RESILIENCE THROUGHOUT
THE COMMUNITY
City of Norwalk
17 Strategic Plan 2023 - 2025
GOAL 4: SUPPORT SUSTAINABILITY
AND CLIMATE RESILIENCE THROUGHOUT THE COMMUNITY
To promote sustainability and climate resilience throughout the community, the Community Development Department implemented the SolarAPP+ software to encourage solar panels installation, and adopted an 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. Transit will be implementing a Mirotransit/On-Demand Transit service concept as well as purchasing additional zero- emission Battery Electric Buses and Fuel Cell Electric Buses. Lastly, Public Services is developing an Urban Forest Management Plan for the plants in Norwalk.
4.1A
4.1B
4.1C
4.1D
4.1E
Maintain the City’s financial resiliency
Develop a City Climate Action Plan
Streamline installation for rooftop solar
for residents and businesses
Expand the supply of electric vehicle
charging stations
Develop an Urban Forest Management
Plan
Expand Zero Emission Buses and
related charging infrastructure for full
electrification by 2030
2025: Not Started
2025: Completed
2025: In Progress
2025: In Progress
2025: In Progress
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
• The City is actively pursuing grants to fund the
development of the City Climate Action Plan
• Residents can now use SolarApp+ and Edgesoft
to get their solar permits
• The City has enacted a new ordinance regarding
permit streamlining
• The City is working with Edison and LA County
to install ports throughout the City
• The draft has been provided to the City.
• The City currently operates 9 zero-emission
Battery Electric Buses (“BEBs”)
• NTS secured $13.5 million to procure an
additional 14 BEBs
City of Norwalk
18 Strategic Plan 2023 - 2025
4.2A
4.2B
4.2C
4.2D
Protect people by reducing the effects of pollution
Develop an Environmental Justice
Element for the City’s General Plan
Provide staff training on
environmental justice
Develop an Extreme Heat Action Plan
Increase new public transit passengers
to decrease cars on the road and
reduce greenhouse gas emissions
2025: Not Started
2025: Not Started
2025: Not Started
OBJECTIVE, STATUS, PROJECT ACCOMPLISHMENTS
• NTS has implemented its Microtransit/On-
Demand Transit Service concept for fixed-route
corridors
• In the planning stages
• Staff is creating an inventory of current projects
and assets that would support this Element, e.g.
the Bus Stop Equity Project, reduction of a carbon
footprint by expanding the BEB fleet, utilization
of LED lights, and installation of solar panels.
• In the planning stages
• The first topic will be on organics waste.
• In the planning stages
• Staff is reviewing current projects and assets
that would support this Plan, such as the cooling
centers at Senior and Social Services Centers,
shaded areas in parking lots due to solar
panels, and implementation of the Urban Forest
Management Plan.
Social Services Department
Solar Panel Project
2025: Completed
City of Norwalk
19 Strategic Plan 2023 - 2025
FOCUS AREAS
Public Safety • Economic Development • Infrastructure Improvements Programs for Y outh & Ways to Attract Y oung Families • Parks Master Plan • Public Events • Housing Plan • Homelessness • Regionalism Margarita L. Rios
Vice Mayor
Ana Valencia
Councilmember
Rick Ramirez
Councilmember
Tony Ayala
Councilmember
Jennifer Perez
Mayor
CITY COUNCIL