Sierra Madre City Council
April 8, 2025

TABLE OF CONTENTS
Mission Statement...........................................................................................................................................................................3 Vision Statement .............................................................................................................................................................................3 Core Values.....................................................................................................................................................................................3 Introduction to Strategic Planning...................................................................................................................................................4 Key Definitions and Linkages.........................................................................................................................................................4 Strategic Objectives, Goals, Strategies, and Projects Undertaken Organizational
Sustainability……………………………………………………………………………………………………………………… ……………………….X
Public Safety
………………………………………………………………………………………………………………………………………
…………………………………………...4
Infrastructure and Growth Management
………………………………………………………………………………………………………………………………………
…8
Community Enrichment
………………………………………………………………………………………………………………………………………
………………………….9
Environmental Responsibility
………………………………………………………………………………………………………………………………………
…………………12
Appendices
Sierra Madre Public Safety Town Hall Meeting – Closing Report January 18, 2023 Sierra Madre City Hall Town Hall Meeting – Closing Report March 30, 2023 Sierra Madre Public Works Open House – Closing Report May 20, 2023 Sierra Madre Library Town Hall – Closing Report XXXX
Consultants Reports - XXXX

Provide exceptional public services that enhance the quality of life, honor the character of our community, and maintain fiscal and environmental sustainability.

Enhance the quality of life in Sierra Madre by providing exceptional public service.

Accountability

Integrity

Innovation

Collaboration

Compassion

Introduction to Strategic Planning
Strategic planning is a critical process that enables organizations to define their vision for the future, establish priorities, and allocate resources effectively. For the City of Sierra Madre, a revised strategic plan serves as a roadmap to achieve the City's mission of providing exceptional public services while enhancing the quality of life for its residents. By aligning goals, objectives, initiatives, and desired outcomes, the City can ensure clarity, accountability, and measurable progress in meeting community needs.

This proposal outlines key revisions to the current Strategic Plan, providing a framework for more effective implementation. To guide this process, it’s important to understand the key terms used in strategic planning and how they interconnect to support the City’s vision and priorities.

Key Definitions and Linkages

1. GOALS
Definition: Broad, overarching statements that define what the City aims to achieve in alignment with its mission and vision. Goals set the direction and reflect the priorities of the City Council and community.

Example: "Enhance Public Safety Services to Ensure Community Well-being." Linkage: Goals provide the foundation for all subsequent planning elements, including objectives, initiatives, and outcomes.

2. OBJECTIVES
Definition: Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) targets that contribute to achieving the broader goals. Objectives translate goals into actionable, quantifiable outcomes.

Example: "Increase the percentage of residents rating police services as excellent by 15% by the end of FY 2025."
SMART Framework:
 Specific: Clearly define the objective.
 Measurable: Include metrics to track progress.
 Achievable: Ensure the objective is realistic given available resources.  Relevant: Align with the City’s goals and priorities.  Time-bound: Specify a deadline for completion.

Linkage: Objectives break down goals into actionable targets and establish accountability for specific outcomes.

3. INITIATIVES
Definition: Detailed programs, projects, or actions implemented to achieve the objectives. Initiatives are the “how” of strategic planning and require collaboration across departments.

Example: "Implement a citywide community engagement program to gather feedback on public safety priorities by December 2024."
Linkage: Initiatives are operational tools that ensure objectives are met and directly contribute to achieving the desired outcomes.

4. Desired Outcomes
Definition: The tangible results or impacts that indicate success in achieving goals and objectives. Desired outcomes focus on the end results of strategic efforts.

Example: "Improved community perception of safety, with 90% of survey respondents reporting satisfaction with public safety services."
Linkage: Outcomes demonstrate the effectiveness of initiatives and objectives, providing a measure of overall progress toward the City's strategic goals.

INTEGRATING THE PROPOSED STRATEGIC FRAMEWORK
In the revised plan, these elements will be explicitly linked to demonstrate alignment and accountability:

1. Goals set the strategic direction.
 Definition: Broad, overarching statements that define the strategic direction and priorities of the City. Goals reflect the City Council’s vision and provide a foundation for all strategic efforts.

Example: "Enhance Public Safety Services to Ensure Community Well-being."

2. Objectives provide measurable targets to achieve those goals.  Definition: Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) targets that contribute to achieving the broader goals. Objectives break down goals into actionable, quantifiable outcomes.

Example: "Increase the percentage of residents rating police services as excellent by 15% by the end of FY 2025."

3. Initiatives detail the actions needed to reach objectives.  Definition: Comprehensive actions, programs, or strategies that are implemented to achieve the objectives. Initiatives focus on delivering measurable results and require cross-departmental collaboration.

Example: "Implement a citywide community engagement program to gather feedback on public safety priorities by December 2024."

4. Projects detail the plans and schedules needed to carry out the initiatives  Definition: Specific, time-bound undertakings within an initiative that are explicitly identified, tracked, and reported to ensure progress. Projects focus on delivering tangible outputs that support the implementation of initiatives.

Example: "Develop and launch a new online application portal for City job postings by March 2024."

5. Desired Outcomes evaluate the success of initiatives in achieving the City’s goals.  Definition: The tangible results or impacts that indicate the success of initiatives and projects in achieving goals and objectives. Desired outcomes focus on the effectiveness and value delivered to the community.

Example: "Improved community perception of safety, with 90% of survey respondents reporting satisfaction with public safety services."
By ensuring this alignment, the City of Sierra Madre will foster transparency, improve performance, and better address the needs of its residents and stakeholders.

STRATEGIC OBJECTIVES, GOALS,

INITIATIVES, PROJECTS UNDERTAKEN
The 2024 City of Sierra Madre Strategic Plan is organized into five goals: Goal 1 - Organizational Sustainability, Goal 2 - Public Safety, Goal 3 - Infrastructure and Growth Management, Goal 4 - Community Enrichment, and Goal 5 - Environmental Responsibility. The Strategic Plan is organized by applying a ladder of direction for each chapter.

Goals
Objectives
Initiatives
Projects
Desired Outcomes
As this plan is updated, each Initiative will be reflected in one of four colors:

Green – Initiative is completed or on-track for completion by its target time.

Yellow – Action item continues to be pursued however there is a delay or important adjustment.

Red – Action item will need to be revised or deleted entirely.

Wistaria – Action item is continuous and is expected to always be a goal of Sierra Madre.

Formatted: Font color: Orange

GOAL 1 - ORGANIZATIONAL SUSTAINABILITY (OS)
GOAL

DEFINTION

FOSTER AN INNOVATIVE, FINANCIALLY SUSTAINABLE

ORGANIZATION THAT CONSISTENTLY DELIVERS

EXCEPTIONAL SERVICES AND ADAPTS TO THE
EVOLVING NEEDS OF THE COMMUNITY.

Objective 1.1
BOOST STAFF RETENTION AND SATISFACTION BY FY 20256- Achieve a 15% increase in staff retention and a 20% improvement in employee satisfaction scores by the end of FY 2025 through targeted professional development programs, workplace condition enhancements, and the implementation of competitive compensation and benefits initiatives.

Initiative OS 1.1 -
Enhance Recruitment Strategies - This initiative aims to enhance the City’s ability to attract and secure top-tier talent by modernizing recruitment practices, expanding outreach efforts, and implementing innovative strategies. The focus is on building a robust and diverse applicant pool to meet current and future staffing needs, ensuring the delivery of exceptional public services.

Projects Undertaken
OS 1.1 A – Project: Analyze and Enhance City Recruitment Processes Description: The Department of Human Resources will evaluate current recruitment practices and collaborate with other City departments to implement improvements that align with the City’s goal of attracting and retaining a diverse, qualified, and high-performing workforce. This project will focus on modernizing job announcements, expanding social media outreach, and exploring competitive recruitment incentives.

Key Activities:
a) Job Announcements: Review and revise job postings to ensure clarity, inclusiveness, and alignment with the City’s values and professional opportunities.
b) Social Media Outreach:Outreach: Leverage social media platforms to increase visibility and engagement with potential applicants. c) Recruitment Incentives: Evaluate and implement new strategies, such as signing bonuses or relocation assistance, to make the City an employer of choice.

Target Date for Completion: March 2024August, 2025
Desired Outcomes:
i. Increased Application Volume: Achieve a 20% increase in the number of qualified applications submitted for City positions. ii. Improved Applicant Diversity: Ensure that the applicant pool reflects the diverse demographics of the Sierra Madre community and surrounding areas.
iii. Reduced Time-to-Fill Vacancies: Decrease the average time required to fill vacant positions by 15%.
iv. Enhanced Perception of the City as an Employer: Improve satisfaction among applicants with the recruitment process, as measured through follow-up surveys.

Reporting: Regular updates on the status of the project and its milestones will be shared with City leadership to ensure accountability and transparency.

OS 1.1 B – Project: Collaborative Recruitment Enhancement

Description: The Department of Human Resources will collaborate with department heads to refine and strengthen the City's recruitment efforts. This project focuses on identifying specific departmental needs, tailoring recruitment strategies, and attracting top talent capable of improving the delivery of City services.

Key Activities:
a) Conduct meetings with department heads to assess current staffing challenges and future workforce needs.
b) Develop customized recruitment strategies for each department to address specific operational requirements.
c) Implement targeted outreach campaigns to attract skilled professionals aligned with departmental goals.

Target Date for Completion: June 2024August, 2025
Desired Outcomes:
i. Improved Recruitment Alignment: Ensure that recruitment efforts meet the unique staffing needs of each department, resulting in better service delivery.
ii. Enhanced Applicant Quality: Increase the number of qualified candidates by 25% across all departments.
iii. Reduced Vacancy Impact: Minimize operational disruptions by decreasing the time required to fill critical roles by 20%. iv. Strengthened Interdepartmental Collaboration: Foster a collaborative approach between HR and department heads, improving overall workforce planning and talent acquisition processes.

OS 1.1 C – Project: Formation of HR Subcommittee
Description: The Assistant City Manager will establish an HR Subcommittee comprising representatives from all departments and classifications. This subcommittee will provide diverse perspectives and input to enhance recruitment strategies, staff development, and organizational policies, ensuring they align with the needs and priorities of the City.

Key Activities:
a) Identify and select employee representatives from each department and job classification to ensure balanced representation. b) Define the subcommittee’s roles, responsibilities, and objectives. c) Conduct an inaugural meeting to establish a work plan and prioritize key HR initiatives.

Target Date for Completion: First Quarter of 2025June, 2025 Desired Outcomes:
i. Diverse Representation: Ensure the subcommittee reflects the City’s workforce diversity, fostering inclusive decision-making. ii. Enhanced Collaboration: Strengthen communication and coordination between HR and other departments to address workforce challenges effectively.
iii. Strategic Input on HR Initiatives: Leverage the subcommittee’s insights to improve recruitment, retention, and professional development strategies.

iv. Increased Employee Engagement: Boost staff involvement in shaping HR policies and programs, leading to higher employee satisfaction and morale.

OS 1.1 D – Project: Citywide Classification and Compensation Study Description: The City, with recommendations from the HR Subcommitee, will issue a Request for Proposals (RFP) for a comprehensive classification and compensation study. This project aims to ensure the City’s job classifications and compensation structure are competitive, equitable, and aligned with industry standards. The scope of work for the study will be developed in collaboration with the HR Subcommittee to reflect the diverse needs of all departments and classifications.

Key Activities:
a) Collaborate with the HR Subcommittee to finalize the scope of work, incorporating feedback from all departments.
b) Develop and issue an RFP to qualified firms specializing in classification and compensation studies.
c) Evaluate proposals and select a firm to conduct the study.

Target Date for Completion: First Quarter of 2025September, 2025 Desired Outcomes:
i. Comprehensive Analysis: Conduct a detailed review of all City job classifications and compensation structures to identify gaps, inequities, or inconsistencies.
ii. Improved Market Competitiveness: Ensure the City’s
compensation levels are competitive with similar organizations, improving its ability to attract and retain top talent. iii. Enhanced Organizational Equity: Align job classifications and pay scales with responsibilities and industry standards, fostering fairness and transparency.
iv. Actionable Recommendations: Receive a final report with clear recommendations for updates to the City’s classification and compensation policies.

Initiative OS 1.2 - Develop a Comprehensive Staff Development Plan - This initiative focuses on developing a strategic plan to enhance the skills, growth, and professional development of the City’s workforce. It includes identifying training opportunities, career advancement pathways, mentorship programs, and performance management strategies to ensure employees have the resources and support needed to excel in their roles and contribute to the organization's long-term success.

Projects Undertaken
OS 1.2 A – Project: Development of Departmental Growth Protocols Description: The City will assist all departments in creating and implementing structured protocols to support employee growth and career development. These protocols will provide clear guidance for staff to enhance their skills, achieve professional goals, and excel in their respective roles, contributing to overall organizational success.

Key Activities:
a) Conduct workshops with department leaders to identify specific growth needs and opportunities.

Commented [JC1]: Consider eliminating, too vague
and not useful
Commented [JC2R1]: Keep

b) Develop standardized yet flexible guidelines that departments can adapt to their unique operational requirements.
c) Provide training and resources to ensure the effective implementation of these protocols.

Target Date for Completion: Fourth Quarter of 2024April, 2026 Desired Outcomes:
i. Enhanced Employee Growth: Establish clear pathways for employees to develop professionally within their roles and beyond. ii. Increased Retention: Foster a supportive environment that encourages career progression, reducing staff turnover. iii. Improved Performance: Equip employees with the tools and knowledge needed to perform at their best, enhancing service delivery.
iv. Consistent Development Practices: Ensure uniformity in growth opportunities across all departments while allowing for tailored approaches.

OS 1.2 B – Project: Comprehensive Staffing Review and Position Alignment
Description: HR staff will conduct a detailed review of City staffing in collaboration with all departments to identify workforce needs, recommend potential new positions, and ensure job titles accurately reflect the responsibilities of essential job functions. This review will be integrated with the upcoming Classification and Compensation Plan to ensure alignment with organizational goals and operational priorities.

Key Activities:

1. Assess current staffing levels and identify gaps or redundancies across departments.

2. Collaborate with department heads to determine future staffing needs and emerging roles.

3. Review and update job titles to ensure they align with responsibilities, industry standards, and equity considerations.

4. Integrate findings and recommendations into the Classification and Compensation Plan.

Target Date for Completion: First Quarter of 2025February, 2026 Desired Outcomes:

1. Optimized Staffing Levels: Ensure departments are adequately staffed to meet operational and service delivery goals.

2. Modernized Job Titles: Update titles to reflect current job responsibilities and align with professional standards, enhancing internal clarity and external competitiveness.

3. Improved Workforce Planning: Provide a foundation for strategic workforce decisions through a comprehensive understanding of current and future staffing needs.

4. Enhanced Employee Satisfaction: Increase staff morale by aligning job roles and titles with responsibilities and contributions.

Commented [JC3]: Consider eliminating, too vague
and not useful
Commented [JC4R3]:

OS 1.2 C – Project: Strengthen Professional Growth Through Regional Participation
Description: All City departments will actively participate in regional and sub-regional organizations to foster professional growth, enhance collaboration, and stay informed on industry best practices and emerging trends. This engagement will provide staff with opportunities for networking, skill development, and knowledge-sharing that directly benefit the City’s operations and services.

Key Activities:
a) Identify key regional and sub-regional organizations relevant to each department’s functions.
b) Facilitate staff enrollment in professional development programs, conferences, and workshops offered by these organizations. c) Encourage cross-departmental representation to ensure a diverse range of perspectives and insights.

Target Date for Completion: Ongoing
Desired Outcomes:
i. Increased Professional Expertise: Enhance staff knowledge and skills by providing access to cutting-edge resources and training opportunities.
ii. Improved Collaboration: Foster stronger relationships and partnerships with neighboring cities and agencies to promote shared problem-solving and resource-sharing.
iii. Enhanced Innovation: Bring back innovative ideas and best practices from regional participation to improve City operations and services.
iv. Strengthened Community Services: Apply insights gained through participation to enhance the quality and efficiency of services provided to Sierra Madre residents.

OS 1.2 D – Project: Develop and Implement Departmental Succession Plans
Description: The City will establish clear succession plans for each department to ensure leadership continuity and preparedness for future transitions. These plans will identify critical roles, potential successors, and development pathways to prepare employees for leadership and specialized positions, safeguarding the City’s operational stability.

Key Activities:
a) Identify critical roles and positions within each department that require succession planning.
b) Collaborate with department heads to assess potential successors based on skills, experience, and leadership potential.
c) Develop personalized development plans, including training, mentorship, and skill-building opportunities, for identified successors. d) Regularly review and update succession plans to reflect organizational changes and staff development progress.

Target Date for Completion: Second Quarter of 2025July, 2025 Commented [JC5]: Determine target dates.

Desired Outcomes:
i. Leadership Continuity: Ensure seamless transitions in key positions, minimizing disruptions to operations and service delivery. ii. Employee Development: Provide clear pathways for professional growth, preparing employees to step into leadership roles confidently. iii. Operational Resilience: Strengthen the City’s capacity to handle unexpected vacancies or retirements in critical roles.
iv. Enhanced Organizational Stability: Build a proactive approach to workforce planning that supports long-term sustainability and success.

OS 1.2 E – Project: Policy Training and Discussion Workshops for Employees
Description: The City will develop and implement a schedule for policy training and discussion workshops for all employees to enhance their understanding of organizational policies, foster a culture of accountability, and encourage open dialogue. These workshops will provide employees with the knowledge and tools needed to align their actions with the City’s mission, vision, and values.

Key Activities:
a) Identify priority topics for workshops, including key organizational policies, compliance requirements, and professional ethics. b) Develop workshop materials, including presentations, case studies, and interactive activities, to engage employees effectively. c) Schedule and conduct workshops across all departments to ensure full employee participation.
d) Gather feedback from participants to refine and improve future sessions.

Target Date for Completion: First Quarter of 2025Schedule completed by August, 2025
Desired Outcomes:
i. Increased Policy Awareness: Ensure all employees have a thorough understanding of City policies and procedures, reducing instances of non-compliance.
ii. Enhanced Communication: Foster open discussions and dialogue between employees and leadership to address concerns and clarify policy expectations.
iii. Improved Job Performance: Equip employees with the knowledge needed to perform their duties effectively and in alignment with City standards.
iv. Stronger Organizational Culture: Promote a shared commitment to the City’s mission, vision, and values, enhancing teamwork and collaboration.

Initiative OS 1.3
Employee Retention Strategies - This initiative focuses on implementing strategies to improve employee retention within the organization. It involves enhancing workplace culture, offering competitive benefits, providing opportunities for career growth, and addressing employee satisfaction to reduce turnover and maintain a skilled, motivated, and committed workforce..

Projects Undertaken
OS 1.3 A – Project: Staff Training and Development for Enhanced Customer Service
Description: The Department of Human Resources will provide ongoing support to staff through targeted training programs and internal workshops to ensure the delivery of exceptional customer service to the City’s residents.

To maintain consistency and adaptability, six-month training calendars will be developed and distributed by the Second Quarter of 2025August, 2025, with updates provided at regular six-month intervals.

Key Activities:
a) Identify training needs related to customer service excellence through feedback and performance reviews.
b) Develop and deliver workshops focused on key topics, such as communication skills, problem-solving, and community engagement. c) Create and distribute a comprehensive six-month training calendar outlining upcoming sessions and opportunities for staff. d) Evaluate the effectiveness of training programs through participant feedback and performance metrics.

Target Date for Completion: Initial calendar distributed by the Second Quarter of 2025August 2025; updates ongoing every six months thereafter.

Desired Outcomes:
i. Improved Customer Satisfaction: Increase resident satisfaction with City services as reflected in community feedback and surveys. ii. Enhanced Employee Skills: Equip staff with the tools and knowledge necessary to address citizen needs effectively and professionally.
iii. Consistent Service Delivery: Standardize customer service practices across departments, ensuring a high level of quality in interactions with the community.
iv. Employee Development: Foster a culture of continuous learning and improvement, contributing to higher staff morale and engagement.

OS 1.3 B – Project: Cross-Departmental Efficiency Enhancement Description: The Department of Human Resources will collaborate with all City departments to identify, develop, and implement programs and processes that enhance operational efficiency. By streamlining workflows, improving resource utilization, and fostering collaboration, this project aims to optimize service delivery and ensure the City’s operations meet the evolving needs of the community.

Key Activities:
a) Conduct department-specific assessments to identify inefficiencies and areas for improvement.
b) Develop and standardize best practices for key operational processes, such as recruitment, onboarding, and employee performance management.
c) Provide training and support to staff for implementing new processes and technologies.
d) Monitor and evaluate the effectiveness of implemented changes through regular feedback and performance metrics.

Formatted: Font color: Purple
Commented [JC6]: DOGE!

Target Date for Completion: Ongoing, with initial program rollouts by Fourth Quarter of 2024.recommendations presented to the City Council by February 2026.

Desired Outcomes:
i. Increased Efficiency: Reduce redundancies and streamline operations across all departments, improving overall productivity. ii. Enhanced Interdepartmental Collaboration: Foster better communication and teamwork between HR and other departments to address shared challenges.
iii. Improved Service Delivery: Ensure timely and effective services for residents by optimizing internal processes.
iv. Cost Savings: Achieve financial savings through more efficient use of resources and reduced operational waste.

Objective 1. 2
ACHIEVE 25% GENERAL FUND RESERVES BY FY 2025/2026 - Increase the City’s General Fund reserves to 25% of annual operating expenditures by the end of FY 2025/2026 through enhanced revenue generation, expenditure management, and strategic cost-saving initiatives.

Initiative OS 1.2.1 Develop a “Sustainable Capital Investment Plan” - This initiative focuses on creating a long-term plan for capital investments that prioritizes sustainability and environmental responsibility. It involves identifying and funding infrastructure projects that not only meet current needs but also promote energy efficiency, reduce environmental impact, and ensure long-term viability for the community.

Projects Undertaken
OS 1.2.1A – Project: Annual Strategic Capital Investment Planning Description: Each Second Quarter, the Finance Director will collaborate with the City Manager, City Treasurer, and Department Heads to develop a Strategic Capital Investment Plan. This plan will outline the most beneficial investment strategies for the next five years, prioritizing projects that align with the City’s goals and ensure fiscal sustainability.

Key Activities:
a) Collaborative Planning: Conduct annual planning sessions with key stakeholders to identify capital investment priorities and funding opportunities.
b) Data-Driven Decision Making: Use financial analyses, project evaluations, and community feedback to inform investment strategies.
c) Five-Year Forecast: Prepare a comprehensive five-year capital investment forecast that includes anticipated costs, funding sources, and implementation timelines.
d) Plan Review and Updates: Regularly review and update the plan to reflect changing community needs, economic conditions, and funding availability.

Target Date for Completion: Annually, by the end of the Second Quarter.

Desired Outcomes:
i. Strategic Alignment: Ensure capital investments align with the City’s strategic goals and community priorities.
ii. Improved Resource Allocation: Optimize the use of financial resources by prioritizing high-impact and cost-effective projects. iii. Enhanced Transparency: Provide clear and accessible information on capital investment plans to stakeholders and residents.

Commented [JC7]: I did not edit much here as Director
Rainey enhanced this section with his expertise.

Commented [JC8]: I suggested new wording for this
action step to make it reflect “Investment”

iv. Sustainable Growth: Support the City’s infrastructure and service needs while maintaining long-term fiscal health.

Initiative OS 1.2.2 Establish and Sustain Comprehensive Long-Term Financial Planning This initiative focuses on developing and maintaining a comprehensive long-term financial strategy for the City. It involves forecasting future revenue, expenditures, and capital needs, while ensuring fiscal sustainability, optimizing resources, and planning for future economic challenges. The goal is to align financial decisions with the City’s strategic objectives and ensure financial stability for the long term.

Projects Undertaken
OS 1.2.2A – Project: Development of a Formal Budget Integration Process
Description: The Finance Director will create a structured, step-by-step process for integrating key strategic plans and considerations into the annual budgeting process. This formal process will ensure that the Capital Investment Plan, Capital Improvement Plan, Human Resource Planning efforts, Fee Studies, anticipated State and Federal legislative mandates, and other relevant factors are seamlessly incorporated into budget development.

The process will be completed by the Second Quarter of 2025 and updated as needed to remain effective and relevant.

Key Activities:
a) Assessment of Current Practices: Review the current budgeting process to identify gaps and opportunities for integration. b) Collaboration with Stakeholders: Work with department heads, the City Manager, and other stakeholders to gather input on key considerations for integration.
c) Process Development: Design a detailed step-by-step workflow outlining how strategic plans and considerations will be incorporated into the budgeting process.
d) Implementation and Training: Roll out the new process and provide

1.3.11.3.1training to ensure consistent application across departments.
e) Regular Updates: Periodically review and revise the process to adapt to evolving City priorities and external requirements.

Target Date for Completion: Second Quarter of 2025June, 2025 Desired Outcomes:
i. Comprehensive Budget Alignment: Ensure the City’s budget reflects and supports strategic goals and priorities.
ii. Improved Decision-Making: Provide a clearer framework for prioritizing resources and balancing competing needs.
iii. Enhanced Transparency: Establish a clear and accessible budgeting process that promotes understanding and accountability among stakeholders.
iv. Increased Adaptability: Build a budgeting framework that can incorporate new considerations, such as legislative mandates, with minimal disruption.

OS 1.2.2 C – Project: Ongoing Financial Best Practices and Reserve Advisory
Description: The Finance Director will regularly monitor and evaluate financial best practices and reserve requirements, providing timely updates and recommendations to the City Council. This ensures the City’s financial Commented [JC9]: This was entirely changed to
reflect the CC discussions in February 2024.

policies remain aligned with current standards, organizational needs, and long-term fiscal sustainability.

Key Activities:
a) Best Practices Monitoring: Stay informed on updates to financial standards, guidelines, and best practices from relevant organizations and authorities.
b) Reserve Evaluation: Assess the adequacy of current reserve levels based on economic conditions, operational needs, and risk factors. c) Council Reporting: Provide periodic reports and recommendations to the City Council regarding financial policies and reserve adjustments.
d) Implementation Support: Assist the City Council in adopting recommended changes to enhance fiscal resilience.

Target Date for Completion: Ongoing, with reports provided as needed based on financial developments.

Desired Outcomes:
i. Improved Financial Stability: Maintain reserves at levels sufficient to mitigate risks and support emergency or unforeseen needs. ii. Enhanced Fiscal Policy Alignment: Ensure the City’s financial practices and policies align with current best practices and organizational goals.
iii. Increased Transparency: Provide clear and actionable financial updates to the City Council, fostering accountability and trust. iv. Proactive Risk Management: Anticipate and address potential financial challenges through timely recommendations and policy adjustments.

Initiative OS 1.3.1
Conduct an Asset Inventory and Management Plan - This initiative focuses on creating and maintaining a comprehensive inventory of the City's assets, including buildings, infrastructure, equipment, and other resources. It involves assessing the condition, value, and lifespan of these assets, and developing a management plan to prioritize maintenance, replacement, and future investments to maximize their value and ensure long-term sustainability.

Projects Undertaken
OS 1.3.1A – Project: Asset Inventory and Useful Life Planning Description: The Department of Finance, in collaboration with all City departments, will conduct a comprehensive asset inventory and develop a plan incorporating “useful life” considerations for each asset. This plan will provide the foundation for effective capital planning and budget integration, ensuring the sustainability and efficient management of City resources. The finalized plan is targeted for completion by the First Quarter of 2025 and will be incorporated into the next Capital Improvement Plan and annual budget process.

Key Activities:
a) Asset Inventory: Work with departments to compile a detailed list of all City-owned assets, including their condition and current usage. b) Useful Life Assessment: Evaluate the remaining useful life of each asset to identify maintenance needs, replacement timelines, and associated costs.
c) Plan Development: Create a comprehensive plan that outlines asset statuses, projected lifespans, and priority actions.

d) Integration with Budget and CIP: Incorporate findings into the Capital Improvement Plan and annual budget process to ensure alignment with financial and operational goals.

Target Date for Completion: First Quarter of 2025September, 2025 Desired Outcomes:
i. Comprehensive Asset Visibility: Establish a centralized, up-to-date inventory of all City assets, improving resource management and decision-making.
ii. Informed Capital Planning: Provide accurate data to support strategic prioritization of capital projects and budget allocations. iii. Proactive Maintenance: Reduce unexpected costs by identifying and addressing asset maintenance and replacement needs in advance.
iv. Enhanced Fiscal Sustainability: Align asset management with long-term financial planning to optimize resource use and extend asset lifespans.

Initiative OS 1.3.14
Implement Recommendations from Fee Schedule Study FollowingStudy Following the completion of the comprehensive fee schedule study, this initiative focuses on implementing the study’s recommendations to align the City’s fee structures with actual costs, ensuring compliance with state regulations, improving cost recovery, and maintaining service affordability for the community.

Implementation Activities:
a) Fee Structure Updates: Update all identified fees to reflect full cost recovery or adjusted subsidized levels based on the study’s findings. b) Policy Integration: Align new fee schedules with City policies and state mandates, including those from Proposition 218 and Proposition 26. c) Stakeholder Communication: Notify residents and businesses about fee changes through transparent communication channels.
d) Annual Reviews: Establish a process for periodic review and adjustment of fees to account for inflation and operational changes. e) Training for Departments: Train departmental staff on applying updated fee schedules and managing the associated processes efficiently.

Target Date for Full Implementation: Second Quarter of 2025 Desired Outcomes:
i. Improved Cost Recovery: Achieve a higher percentage of cost recovery for City services, reducing reliance on the General Fund for subsidizing user-specific services.
ii. Regulatory Compliance: Ensure the City’s fees comply with all applicable laws, avoiding potential legal challenges.
iii. Transparency and Trust: Build community trust through clear explanations of the fee changes and the benefits to both individual users and the City at large.
iv. Financial Sustainability: Support long-term fiscal health by aligning revenue from user fees with the true cost of delivering services.

Projects Undertaken
OS 2.4 A – Project: Presentation of Updated Fee Schedule Study Description: The updated fee schedule study was successfully completed and presented to the City Council in the Third Quarter of 2024. This presentation provided the Council with a comprehensive analysis of current fees, recommendations for adjustments, and the rationale for aligning fees with cost recovery and regulatory compliance.

Desired Outcomes:
a) Policy Adoption: Ensure the City Council adopts the updated fee schedule based on the study’s findings, aligning with cost recovery goals and state regulations.
b) Enhanced Financial Management: Provide the City with a more sustainable revenue model that reduces reliance on the General Fund for subsidized services.
c) Increased Transparency: Build community trust by presenting a clear and well-documented analysis of the fee schedule changes. d) Future Fee Sustainability: Establish a foundation for periodic fee reviews to adapt to inflation and evolving service demands, ensuring long-term financial stability.

Objective 1.3
DRIVING INNOVATION: DEPLOYING TECHNOLOGY SOLUTIONS FOR

ENHANCED EFFICIENCY AND SERVICE EXCELLENCE BY FY
2024/20252026 Implement at least three new technology solutions by the end of FY 2024/March, 2025 to enhance operational efficiency, improve service delivery, and foster innovation across City departments, with measurable improvements in process timelines and user satisfaction
Initiative OS 3.1
Enhance Electronic Interface, Payment Methods, and Security - This initiative focuses on modernizing the City’s electronic systems to improve user experience, expand payment options, and strengthen cybersecurity measures. By upgrading technology and ensuring secure transactions, the City aims to provide residents and businesses with more convenient and reliable ways to interact with City services while protecting sensitive information.

Projects Undertaken
OS 3.1 A – Project: Implementation of Cloud-Based Accela Permitting System
Description: The Planning and Community Preservation and Public Works Departments have successfully launched the Accela Cloud-Based Permitting Program in the Third Quarter of 2024. This system streamlines processes for planning entitlements, permits, code enforcement cases, plan checks, and inspections, significantly improving efficiency and user experience. While the implementation phase has been completed, ongoing troubleshooting and optimization efforts are expected to continue through the First Quarter of 2025.

Desired Outcomes:
i. Streamlined Operations: Enhance efficiency by automating and centralizing permitting, code enforcement, and inspection workflows. ii. Improved User Experience: Provide residents, businesses, and developers with a more intuitive, accessible, and transparent permitting process.
iii. Faster Processing Times: Reduce processing times for permits and inspections, improving service delivery and customer satisfaction. iv. Enhanced Data Management: Enable better tracking, reporting, and analysis of planning and enforcement activities through a centralized cloud-based system.
v. Scalability and Flexibility: Establish a robust system that can adapt to future growth and evolving service demands.

OS 3.1 B – Project: Expansion of Public Wireless Fidelity (Wi-Fi) Coverage
Description: The IT Department will identify opportunities and secure funding to expand public Wi-Fi access to additional sections of the City. This Commented [JC10]: This Action Step was added.

Commented [JC11]: OM, CD any updates?

project aims to enhance connectivity for residents, businesses, and visitors, supporting equitable access to digital resources and fostering community engagement. The project is targeted for completion by the First Quarter of 2025.

Key Activities:
a) Site Identification: Determine priority areas for Wi-Fi expansion based on community needs and usage patterns.
b) Funding Opportunities: Explore grants, public-private partnerships, and City budget allocations to support the initiative.
c) Infrastructure Development: Collaborate with service providers to install and configure the necessary hardware for expanded coverage. d) Community Outreach: Inform residents and businesses about new Wi-Fi availability and encourage its use.

Desired Outcomes:
i. Increased Connectivity: Provide broader public Wi-Fi coverage to improve access to digital services and online resources. ii. Enhanced Community Engagement: Support connectivity in public spaces to foster communication, learning, and collaboration among residents.
iii. Digital Equity: Bridge the digital divide by offering reliable internet access to underserved areas of the City.
iv. Economic Support: Enable businesses and visitors to leverage improved internet access, boosting economic activity and convenience.

OS 3.1 C – Project: Secure Funding for Enhanced IT Security Measures Description: The IT Department will actively seek additional funding to strengthen the City’s cybersecurity infrastructure by the First Quarter of 2025. The FY 25/2626 budget will allocate 20% of IT resources specifically for enhancing security protocols, protecting critical systems, and mitigating potential threats to the City’s digital environment.

Key Activities:
a) Funding Identification: Explore grants, partnerships, and budget reallocations to secure resources for cybersecurity improvements. b) Budget Planning: Ensure the FY 25/26 IT budget dedicates 20% to implementing advanced security measures.
c) Strategic Implementation: Develop a phased plan to deploy security solutions, including system updates, network monitoring tools, and staff training.

Desired Outcomes:
i. Enhanced Cybersecurity: Strengthen the City’s defenses against data breaches, ransomware, and other cyber threats.
ii. Improved System Resilience: Ensure the reliability and availability of critical IT systems through proactive risk management. iii. Compliance with Regulations: Meet or exceed industry standards and regulatory requirements for public sector cybersecurity. iv. Increased Stakeholder Confidence: Build trust among residents, businesses, and City staff by demonstrating a commitment to protecting sensitive information.

Commented [JC12]: This Action Step was added.

Commented [JC13]: OM, CD any updates?
Commented [JC14]: OS 3.1 B Deleted as it is included
in OS3.1A

GOAL 2 - PUBLIC SAFETY (PS)
GOAL

DEFINITION

ENSURE A SAFE AND SECURE COMMUNITY FOR ALL

RESIDENTS AND VISITORS
Objective 2.1
SUSTAINING SIERRA MADRE'S FIRE SERVICES: ESTABLISHING RELIABLE FUNDING FOR EXCELLENCE BY FY 2025/2026 -Develop and implement a sustainable funding mechanism by the end of FY 2025/2026 to support fire service operations, ensuring a 90% satisfaction rate in community surveys and maintaining response times within national standards.

Initiative PS 2.1
Achieve Optimum Staffing Levels for the Fire Department - This initiative focuses on ensuring the Fire Department is appropriately staffed to effectively respond to emergencies and provide public safety services. It includes evaluating current staffing needs, recruiting and retaining qualified personnel, and ensuring the department is fully staffed at all times to maintain efficient operations and meet community demands.

Projects Undertaken
PS 2.1. – Project: Development of the Fire Department Master Plan Description: The Fire Chief led an analysis of mission-critical tasks across all divisions and functions within the Fire Department. This analysis culminated in the creation of a comprehensive "Fire Department Master Plan," which was completed by the Third Quarter of 2024. The plan serves as a strategic blueprint to guide staffing, resource allocation, and operational improvements for the department.

Desired Outcomes:
i. Strategic Staffing Alignment: Ensure staffing levels meet the operational demands of mission-critical tasks across all divisions. ii. Improved Resource Management: Provide a framework for optimizing the allocation of equipment, personnel, and other resources.
iii. Enhanced Service Delivery: Maintain or exceed national response time standards while improving overall community satisfaction with fire services.
iv. Operational Readiness: Strengthen the department’s ability to adapt to evolving challenges and emergencies through a well-structured plan.
v. Informed Decision-Making: Offer clear data and recommendations to support leadership and City Council decisions on future fire service investments.

PS 2.1B – Project: Community Survey for Fire Department Master Plan Development <Completed>
Description: Beginning in the Third Quarter of 2024, the community was given the opportunity to participate in a comprehensive survey designed to gather input for the development of the "Fire Department Master Plan." The survey provided residents with a platform to share their priorities, concerns, and expectations regarding fire services. This engagement ensured that the Master Plan reflects the community's needs and aspirations.

Desired Outcomes:
i. Informed Planning: Incorporate community feedback into the Fire Department Master Plan to ensure alignment with residents’ expectations and priorities.

Commented [JC15]: Added action step.

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ii. Enhanced Community Engagement: Foster a stronger relationship between the Fire Department and the community through transparent and inclusive planning processes.
iii. Improved Service Delivery: Identify specific areas for improvement based on survey responses to enhance the quality and efficiency of fire services.
iv. Increased Resident Satisfaction: Build trust and satisfaction by demonstrating responsiveness to community input in fire service planning.

PS 2.1 C – Project: Integration of Fire Master Plan Recommendations into Budget Planning
Description: The Fire Chief will integrate the recommendations from the "Fire Master Plan" analysis into the City’s budgetary planning process for future fiscal years. This effort ensures that the operational, staffing, and resource needs identified in the Master Plan are adequately funded and aligned with the City’s strategic priorities.

Key Activities:

1. Prioritize Master Plan recommendations based on critical needs and operational goals.

2. Collaborate with the Finance Department to incorporate recommended funding allocations into the City’s annual and multiyear budgets.

3. Advocate for necessary resources during the budget approval process to ensure sustainable fire services.

Desired Outcomes:
i. Enhanced Resource Allocation: Secure funding to address critical staffing, equipment, and infrastructure needs outlined in the Master Plan.
ii. Improved Fire Services: Ensure the Fire Department is equipped to maintain or exceed national standards for response times and service quality.
iii. Strategic Financial Planning: Align fire service funding with the City’s long-term financial and operational goals.
iv. Community Safety: Strengthen the department’s ability to meet the safety needs of residents and businesses through well-funded and strategically planned initiatives.

PS 2.1.D – Project: Evaluation of Paid Internship Program for the Fire Department
Description: The Fire Chief will conduct an analysis to assess the need for a paid internship program within the department. This evaluation will include determining the potential roles, benefits, and funding requirements for the position, with the goal of incorporating the program into the FY 24/2526 budget planning process and securing funding for future years.

Key Activities:
a) Needs Assessment: Identify areas where an intern could provide valuable support and contribute to departmental operations. b) Role Definition: Develop a detailed job description and scope of responsibilities for the intern position.

Commented [JC16]: BB, any updates?

c) Cost Analysis: Estimate the financial requirements for the program, including salary, benefits, and training costs.
d) Budget Integration: Collaborate with the Finance Department to incorporate funding for the internship program into the FY 24/2526 budget proposal.

Desired Outcomes:
i. Increased Operational Support: Provide additional staffing resources to enhance departmental efficiency and effectiveness. ii. Talent Development: Create opportunities for aspiring fire service professionals to gain hands-on experience and contribute to the department.
iii. Cost-Effective Staffing: Address operational needs through a paid internship program that offers high value at a relatively low cost. iv. Strategic Workforce Planning: Lay the groundwork for developing a pipeline of future talent for the department.

PS 2.1.E – Project: Evaluation and Implementation of Part-Time EOC Coordinator Position <Completed>
Description: The Fire Chief successfully completed an analysis to determine the need for a part-time Emergency Operations Center (EOC) Coordinator. The findings have been incorporated into the FY 24/25 budget planning process, with provisions for funding in future years. This position is intended to enhance the City’s emergency preparedness and response capabilities.

Key Activities:

1. Needs Assessment: Conducted an evaluation of the department’s emergency operations requirements to identify the necessity for an EOC Coordinator.

2. Role Definition: Developed a clear job description outlining the responsibilities and objectives for the part-time EOC Coordinator position.

3. Budget Planning: Integrated the position into the FY 24/25 budget with projected costs for future years.

Desired Outcomes:

1. Improved Emergency Preparedness: Strengthen the City’s ability to plan, coordinate, and respond effectively during emergencies.

2. Enhanced Operational Efficiency: Provide dedicated support for EOC functions, ensuring consistent readiness and operational excellence.

3. Cost-Effective Resource Allocation: Address critical EOC needs with a part-time role, balancing functionality with budget considerations.

4. Increased Community Safety: Enhance the City’s capacity to protect residents and resources during crises through bettercoordinated emergency responses.

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PS2.1.F – Project: Development of Strategy for Industry-Comparable Salaries and Benefits for Fire Personnel
Description: The Fire Chief will review the findings of the “Fire Department Master Plan” and provide strategic recommendations to the City Manager for achieving industry-standard salaries and benefits for fire personnel. This effort aims to ensure competitive compensation to attract, retain, and support a highly qualified workforce, while aligning with the City’s budgetary and operational goals.

Key Activities:
a) Analysis of Master Plan Findings: Evaluate the salary and benefits recommendations outlined in the Master Plan.
b) Market Comparison: Conduct benchmarking against salaries and benefits of comparable fire departments within the region and industry.
c) Strategic Planning: Develop a phased implementation strategy to achieve competitive compensation levels while balancing fiscal sustainability.
d) Collaboration: Work with the City Manager and Finance Department to align recommendations with budgetary constraints and future planning efforts.

Desired Outcomes:
i. Competitive Compensation: Ensure fire personnel receive salaries and benefits aligned with regional and industry standards to support recruitment and retention.
ii. Increased Staff Morale: Boost employee satisfaction and engagement through equitable and competitive compensation packages.
iii. Enhanced Workforce Stability: Reduce turnover and maintain a skilled, experienced team capable of delivering high-quality fire services.
iv. Sustainable Implementation: Align compensation improvements with the City’s long-term financial planning to ensure fiscal responsibility.

Initiative PS 2.2
Sustain Excellence in Training Practices for the Fire Department - This initiative focuses on maintaining and enhancing the Fire Department's industryleading training practices to ensure operational readiness, professional growth, and the highest standards of service delivery. By prioritizing continuous education, advanced training methods, and compliance with evolving industry standards, the department will strengthen its capacity to protect and serve the community effectively. -
Projects Undertaken
PS 2.2 A – Project: Evaluation of Fire Department Training Programs Description: <Completed> The Fire Department Training Officer conducted a comprehensive evaluation of the department’s training programs, identifying their strengths and weaknesses. The findings were submitted to the Fire Chief by the First Quarter of 2024. This evaluation serves as a foundation for enhancing the effectiveness and impact of training initiatives.

Desired Outcomes:
i. Improved Training Effectiveness: Address identified weaknesses to ensure all training programs meet or exceed industry standards. ii. Enhanced Skill Development: Leverage program strengths to continue building the technical and operational skills of fire personnel.

Commented [JC17]: This can be eliminated, or also
can be left here with a target date third quarter of 2024 Commented [JC18]: BB, should we eliminate this
item? Is it too redundant?
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iii. Targeted Program Adjustments: Implement specific changes to improve training delivery, curriculum, and outcomes based on the evaluation.
iv. Operational Readiness: Strengthen the department’s preparedness for emergencies by ensuring personnel are well-trained and confident in their capabilities.

PS 2.2 B – Project: Annual Hosting of STF and CICCS Classes Description: Beginning in FY 24/25, the Fire Department Training Officer will identify and host at least one State Fire Training (SFT) class and one California Incident Command Certification System (CICCS) class annually.

These training sessions aim to enhance the knowledge and operational readiness of fire personnel. The first classes are targeted for the Third Quarter of 2024.

Key Activities:
a) Course Selection: Identify high-priority SFT and CICCS classes that align with departmental training needs and operational goals. b) Coordination and Planning: Schedule and coordinate the logistics of hosting the classes, including securing instructors, facilities, and necessary resources.
c) Implementation and Evaluation: Conduct the classes and gather feedback to improve future training sessions.

Desired Outcomes:
a) Enhanced Certification Compliance: Ensure personnel maintain required certifications and meet training standards.
b) Improved Emergency Response: Strengthen the skills and capabilities of fire personnel, improving the department’s overall emergency preparedness.
c) Knowledge Sharing: Foster collaboration and learning among participants, encouraging the exchange of best practices and expertise.
d) Sustainable Training Model: Establish an annual training schedule that supports long-term skill development and operational readiness.

PS 2.2C – Project: Strategy to Maintain Paramedic Licensure for Fire Personnel <Completed>
Description: The Fire Chief successfully developed and implemented a strategy to maintain an 85% paramedic licensure rate among fire personnel by the First Quarter of 2024. This strategy ensures the department continues to meet its operational goals and deliver high-quality emergency medical services. The department has achieved this goal and is committed to sustaining it moving forward.

Key Activities:
a) Ongoing Training and Certification: Provide regular training and resources to support paramedic certification and recertification. b) Recruitment and Retention: Prioritize hiring paramedic-certified personnel and retaining existing staff through competitive incentives. c) Licensure Monitoring: Establish a tracking system to ensure all licensed personnel remain compliant with certification requirements.

Commented [JC19]: BB, any update?
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Desired Outcomes:
i. Sustained Licensure Rate: Maintain an 85% paramedic licensure rate to ensure sufficient coverage for advanced life support (ALS) calls.
ii. Improved Emergency Medical Services: Enhance the department’s ability to provide timely and effective medical care to the community. iii. Operational Readiness: Ensure the department has a highly skilled workforce capable of responding to a wide range of medical emergencies.
iv. Increased Community Confidence: Build trust and confidence among residents by consistently meeting high standards of medical readiness.

Initiative PS 2.3
Ensure the Fire Department is Properly Equipped - This initiative focuses on equipping the Fire Department with the necessary tools, technology, and resources to enhance operational efficiency, improve response times, and ensure the safety of personnel and the community. By maintaining up-to-date and wellmaintained equipment, the department can effectively meet the demands of modern firefighting and emergency services. This initiative underscores the City’s commitment to supporting its fire personnel and safeguarding the community through strategic investments in essential equipment.

Projects Undertaken
PS 3 – Project: Development of Strategy to Address Equipment Recommendations
Description: The Fire Chief will review the findings of the “Fire Department Master Plan” and provide strategic recommendations to the City Manager for fulfilling the equipment needs identified in the plan. This effort will ensure the department is equipped with the necessary tools and resources to maintain operational effectiveness and meet the safety needs of the community. The recommendations are targeted for completion by the Fourth Quarter of 2024.

Key Activities:
a) Master Plan Review: Analyze equipment recommendations outlined in the Fire Department Master Plan.
b) Priority Setting: Identify and prioritize critical equipment needs based on operational requirements and service goals.
c) Strategic Planning: Develop a phased strategy to acquire, upgrade, or replace equipment in alignment with budgetary constraints and departmental priorities.
d) Funding Recommendations: Collaborate with the City Manager and Finance Department to explore funding options, including grants and capital improvement allocations.

Desired Outcomes:
i. Enhanced Operational Efficiency: Equip the department with stateof-the-art tools and resources to improve response times and service delivery.
ii. Improved Safety for Personnel and Community: Ensure firefighters have the necessary equipment to operate safely and effectively during emergencies.
iii. Budgetary Alignment: Develop a cost-effective plan that aligns with the City’s financial capabilities and long-term goals.
iv. Strategic Resource Allocation: Establish a clear and actionable roadmap for fulfilling equipment needs over time, prioritizing the most critical assets.

Commented [JC20]: BB, any updates?

Objective 2.2
SECURING SIERRA MADRE'S SAFETY: ESTABLISHING SUSTAINABLE FUNDING FOR POLICE EXCELLENCE BY FY 2025 2026 - Develop and implement a sustainable funding mechanism by the end of FY 2025 2026 to support police operations, ensuring a 95% satisfaction rate in community surveys and maintaining response times within industry standards.

Initiative PS 2.1
Achieve Optimal StaffingOptimal Staffing Levels for the Police Department - This initiative focuses on ensuring the Police Department is staffed at optimal levels to meet the community's safety needs. It involves assessing staffing requirements, addressing gaps through recruitment and retention efforts, and balancing resources to maintain an effective and responsive police force while minimizing burnout and maximizing public safety.

Projects Undertaken
PS 2.2 A – Project: Strategy for Achieving Industry-Comparable Salaries and Benefits for Police Personnel
Description:

The Police Chief will review the findings of the Department’s “Police Department Master Plan” and develop a strategic approach to align police personnel salaries and benefits with industry standards. Recommendations will be provided to the City Manager by the Fourth Quarter of 2024.

Key Activities:
a) Master Plan Analysis:
 Conduct a thorough review of the “Police Department Master Plan” to assess current compensation levels and benefits.  Identify gaps between existing salaries/benefits and industry benchmarks.
b) Benchmarking Study:
 Compare compensation packages with those of similar
departments in terms of size, budget, and service demands. c) Stakeholder Engagement:
 Collaborate with human resources, financial analysts, and union representatives to assess feasibility and gather input. d) Strategic Planning:
 Develop a phased strategy for achieving comparable salaries and benefits while considering budgetary constraints.
 Identify potential funding sources or cost-saving measures to support the recommendations.
e) Recommendation Development:
 Compile findings and proposed strategies into a
comprehensive report for the City Manager.

Desired Outcomes:
i. Competitive Compensation:

Ensure police personnel receive salaries and benefits that are competitive within the industry, improving recruitment and retention. ii. Enhanced Morale and Performance:

Boost morale and job satisfaction among police personnel, leading to improved service delivery and community safety.
iii. Strategic Alignment:

Align compensation strategies with the department’s long-term goals and operational needs as outlined in the Master Plan.
iv. Sustainability:

Develop a financially sustainable approach to maintain competitive compensation over time.

Commented [JC21]: GB, any updates?

Initiative PS 2.2
Maintain Advanced Training Standards for the Police Department - This initiative focuses on ensuring the Police Department consistently follows industryleading training practices. It involves providing officers with ongoing, high-quality training in areas such as law enforcement techniques, public safety, crisis management, and community relations to enhance their effectiveness, professionalism, and responsiveness to evolving challenges.

Projects Undertaken
PS 2.2 A – Project: Ensuring Compliance with State and Federal Training Requirements
Description:

The Police Department’s Training Manager will continue to deliver training programs that meet all State and Federal requirements for Police Department employees. These efforts ensure compliance with mandated standards and enhance operational readiness.

Key Activities:

1. Training Needs Assessment:
o Regularly review State and Federal training mandates to identify required courses and certifications.
o Assess department-wide training gaps to ensure all
employees are up to date.

2. Curriculum Development and Delivery:
o Develop or acquire training modules that align with mandated requirements.
o Schedule and deliver training sessions to ensure all personnel complete required programs on time.

3. Recordkeeping and Compliance Monitoring:
o Maintain accurate records of training attendance,
certifications, and renewals.
o Monitor compliance deadlines and notify employees of
upcoming requirements.

4. Coordination with Regulatory Bodies:
o Liaise with State and Federal agencies to ensure training content remains current and compliant.

Desired Outcomes:
 Regulatory Compliance:

Ensure 100% compliance with all State and Federal training requirements for Police Department employees.
 Enhanced Skills and Preparedness:

Maintain a highly trained workforce capable of effectively responding to diverse challenges.
 Accountability and Documentation:

Strengthen transparency and accountability through accurate training records and compliance tracking.
 Professional Growth:

Support employee development by offering training opportunities that align with career advancement goals.

Initiative PS 2.3
Ensure Adequate Equipment for the Police Department - This initiative focuses on providing the Police Department with the necessary equipment and resources to effectively perform their duties. It includes upgrading technology, acquiring specialized tools, and ensuring officers have the proper safety gear and vehicles to enhance operational efficiency, public safety, and emergency response capabilities.

Projects Undertaken
PS 2.3 A – Project: Strategy to Fulfill Equipment Recommendations from the Police Department Master Plan
Description:

The Police Chief will analyze the findings of the “Police Department Master Plan” related to equipment needs and develop a comprehensive strategy to address these recommendations. The strategy will be presented to the City Manager by the Fourth Quarter of 2024.

Key Activities:

1. Review Master Plan Recommendations:
o Conduct an in-depth review of the Master Plan to identify priority equipment needs.
o Categorize equipment by urgency, operational impact, and cost.

2. Needs Assessment and Gap Analysis:
o Compare existing equipment inventory against Master Plan recommendations to identify gaps.
o Evaluate the impact of equipment deficiencies on operational effectiveness and public safety.

3. Cost Analysis and Funding Options:
o Estimate costs for acquiring recommended equipment.
o Identify potential funding sources, including grants, budget reallocations, or partnerships.

4. Stakeholder Collaboration:
o Work with department heads, procurement teams, and
finance staff to align equipment needs with available
resources.
o Engage with external agencies or vendors for specifications, timelines, and competitive pricing.

5. Strategy Development:
o Develop a phased approach for acquiring and implementing equipment based on priorities and funding availability. o Include maintenance and lifecycle plans for long-term sustainability.

6. Recommendation Submission:
o Prepare a detailed report for the City Manager outlining proposed actions, timelines, and funding strategies.

Desired Outcomes:
 Operational Efficiency:

Ensure the Police Department is equipped with modern tools to enhance service delivery and operational effectiveness.  Enhanced Officer Safety:

Provide personnel with reliable and up-to-date equipment to improve safety and performance.
 Strategic Alignment:

Align equipment upgrades with the department’s operational goals and long-term strategic plan.
 Budgetary Feasibility:

Develop a financially sustainable plan that balances equipment needs with available resources.

Commented [JC22]: GB, any updates?

Objective 2.3

IMPLEMENTING SIERRA MADRE'S ENVIRONMENTAL MANAGEMENT
PROGRAM. By the end of the Third Quarter of 2025, the City of Sierra Madre will implement an environmental management program to reduce waste, improve natural resource conservation, and enhance public engagement in sustainability efforts. This program will focus on recycling initiatives, water conservation strategies, and community education efforts. The goal is to reduce waste by 15%, increase water conservation efforts by 20%, and engage at least 30% of the community in sustainability programs
Initiative PS 2.3.1
Preserve and Maintain Hillside Areas - This initiative focuses on the ongoing preservation and maintenance of hillside areas to protect natural landscapes, prevent erosion, and ensure public safety. It involves monitoring and managing vegetation, stabilizing slopes, and implementing sustainable land management practices to maintain the ecological integrity and aesthetic value of hillside regions.

Projects Undertaken
PS 2.3.1 – Project: Annual Brush-Clearing Events
Description:

The Fire Department, in collaboration with the Public Works Department, will organize and conduct annual brush-clearing events to reduce wildfire risk and enhance community safety. The 2024 2025 event has been successfully completed, and this initiative is expected to continue annually.

Key Activities:

1. Site Assessment and Planning:
o Identify high-priority areas prone to wildfire risks that require brush clearing.
o Develop a detailed plan for the event, including timelines, resources, and safety protocols.

2. Community Engagement:
o Notify residents about upcoming events and provide guidance on how they can participate or prepare.
o Offer educational resources on fire prevention and the importance of vegetation management.

3. Collaboration and Resource Allocation:
o Coordinate efforts between the Fire Department and Public Works to allocate equipment, personnel, and materials.
o Ensure compliance with environmental and safety regulations during clearing operations.

4. Execution and Monitoring:
o Conduct brush-clearing activities, including debris removal and proper disposal.
o Monitor progress and address any unforeseen challenges during the event.

5. Post-Event Evaluation:
o Assess the effectiveness of the clearing activities and identify areas for improvement.
o Compile a report for planning future events.

Desired Outcomes:
 Wildfire Risk Reduction:

Minimize the potential for wildfires by maintaining clear defensible spaces around vulnerable areas.

Commented [JC23]: Anthony, did you move this item?
Commented [JC24]: I would like to suggest the City
Council add items to this section related to both fire
hardening/prevention and mud and debris flow
mitigation.

 Enhanced Community Safety:

Protect lives, property, and natural resources through proactive vegetation management.
 Community Awareness:

Increase public understanding of fire prevention measures and foster community involvement in safety initiatives.
 Sustainable Practice:

Establish an ongoing annual program that supports long-term fire risk mitigation and environmental stewardship.

PS 2.3.2 – Project: Annual Fire "Home Hardening" Presentation Description:

The Fire Department will host an annual "Home Hardening" presentation to educate residents on strategies to protect their homes from wildfire damage.

The 2024 2025 presentation has been successfully completed, and this initiative will continue on an annual basis.

Key Activities:

1. Topic Selection and Content Development:
o Identify key home-hardening strategies and updates based on current fire safety research and local risk factors.
o Develop an engaging and informative presentation, including visual aids, case studies, and actionable tips.

2. Event Planning and Promotion:
o Schedule the presentation and secure a venue or virtual platform.
o Promote the event through community newsletters, social media, and local organizations to maximize attendance.

3. Collaboration with Experts:
o Partner with fire safety professionals, building experts, and environmental organizations to enhance the content and
credibility of the presentation.

4. Presentation Delivery:
o Conduct the event, providing residents with practical advice on improving their homes’ resistance to wildfires.
o Allow time for Q&A to address specific concerns and
encourage community interaction.

5. Post-Event Engagement:
o Share event materials and resources online for residents who could not attend.
o Collect feedback to refine and improve future presentations.

Desired Outcomes:
 Increased Awareness:

Educate homeowners about the importance of home-hardening measures to mitigate wildfire risks.
 Proactive Community Action:

Encourage residents to implement recommended improvements, enhancing neighborhood resilience to wildfires.
 Enhanced Safety:

Reduce the vulnerability of homes and properties, contributing to overall community fire preparedness.

 Sustainable Education Program:

Establish an annual tradition that evolves to address emerging challenges and integrates the latest fire safety techniques.

PS 2.3.3 – Project: Establishment of Sierra Madre Fire Safe Council and Attainment of "Fire Wise" Status
Description:

The Fire Department will enhance community fire risk reduction by creating a Sierra Madre Fire Safe Council and achieving "Fire Wise" recognition by the Second Quarter of 2026. This initiative aims to foster collaboration, education, and proactive measures to mitigate wildfire risks and improve community resilience.

Key Activities:

1. Council Formation:
o Assemble a diverse group of community stakeholders,
including residents, local officials, and fire safety experts, to form the Sierra Madre Fire Safe Council.
o Develop a mission, goals, and bylaws to guide the council’s activities.

2. Community Risk Assessment:
o Conduct a comprehensive assessment of wildfire risks within Sierra Madre.
o Identify high-priority areas for mitigation efforts.

3. Education and Outreach:
o Host workshops, presentations, and public events to raise awareness of fire risk reduction strategies.
o Provide resources and training to residents on best practices for fire prevention and preparedness.

4. Development of a Fire Wise Action Plan:
o Collaborate with the Fire Safe Council to create a detailed action plan that aligns with the criteria for "Fire Wise" recognition.
o Prioritize initiatives such as vegetation management, home hardening, and community-wide evacuation planning.

5. Implementation and Monitoring:
o Execute the action plan, engaging volunteers and leveraging partnerships with local and regional organizations.
o Monitor progress and make adjustments as necessary to meet "Fire Wise" standards.

6. Application for "Fire Wise" Status:
o Submit the completed application, including supporting documentation, to the National Fire Protection Association (NFPA) for recognition as a "Fire Wise" community.

Desired Outcomes:
 Fire Risk Reduction:

Decrease the likelihood and impact of wildfires through communitywide prevention and mitigation efforts.  Increased Community Involvement:

Empower residents to actively participate in fire safety initiatives, fostering a sense of shared responsibility.

Commented [JC25]: Added to represent Feb CC
discussions.

 National Recognition:

Achieve "Fire Wise" status, demonstrating Sierra Madre’s commitment to wildfire preparedness and resilience.
 Sustainable Fire Safety Program:

Establish a long-term framework for ongoing fire risk reduction and community engagement through the Sierra Madre Fire Safe Council.

Initiative PS 2.3.2
Manage Wildlife and Human Interactions -Interactions - This initiative focuses on addressing and mitigating conflicts between wildlife and human populations. It involves implementing strategies to promote safe coexistence, such as educating the public about wildlife behavior, establishing safe habitats, and managing situations where wildlife may pose risks to public safety or property.

Projects Undertaken
PS 2.3.2 A – Project: Update to the City’s Wildlife Management Plan Description: <This has been completed>
The Natural Resources Commission will update the City’s Wildlife Management Plan with input from the City Council, the Department of Fish and Wildlife, and the Sierra Madre Police Department (SMPD), as needed.

This update will be completed by July 2024 to ensure the plan reflects current best practices and addresses emerging wildlife management challenges.

Key Activities:

1. Stakeholder Consultation:
o Collaborate with the City Council, Natural Resources
Commission, Department of Fish and Wildlife, and SMPD to gather diverse perspectives and expertise.
o Identify key issues and priorities for inclusion in the updated plan.

2. Plan Review and Assessment:
o Evaluate the existing Wildlife Management Plan to identify areas requiring updates or improvements.
o Assess current wildlife trends, challenges, and community concerns.

3. Community Engagement:
o Hold public meetings or workshops to gather input from residents on wildlife-related issues and proposed strategies. o Incorporate feedback into the plan to ensure community alignment.

4. Drafting the Updated Plan:
o Develop a comprehensive draft that addresses identified priorities, integrates stakeholder input, and incorporates best practices in wildlife management.
o Include strategies for mitigating human-wildlife conflicts, promoting coexistence, and protecting biodiversity.

5. Review and Approval:
o Submit the draft plan for review and feedback from
stakeholders and the City Council.
o Finalize and adopt the updated Wildlife Management Plan.

Desired Outcomes:
 Improved Wildlife Management:

Develop a plan that effectively addresses wildlife conservation, conflict mitigation, and ecosystem preservation.

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 Enhanced Collaboration:

Strengthen partnerships between city departments, state agencies, and the community for effective wildlife management.
 Community Alignment:

Ensure the plan reflects the needs and concerns of residents while promoting education and awareness about wildlife issues.  Updated Best Practices:

Incorporate the latest knowledge and strategies to address emerging wildlife management challenges
PS 2.3.2 B – Project: Publicizing Wildlife Management Program (WMP) Components
Description:

The Communications Team will promote key components of the Wildlife Management Program (WMP), such as "no feeding" policies, hazing techniques, and other best practices, to raise community awareness and encourage responsible behavior around wildlife.

Key Activities:

1. Message Development:
o Craft clear, engaging, and consistent messages highlighting WMP components, including the importance of "no feeding" and effective hazing techniques.
o Tailor messaging to address specific wildlife challenges faced by the community.

2. Multi-Channel Outreach:
o Disseminate information through various platforms, including social media, city websites, newsletters, and community events.
o Utilize visuals, infographics, and videos to enhance
engagement and understanding.

3. Community Engagement Campaigns:
o Host educational workshops or webinars to demonstrate proper hazing techniques and explain the rationale behind "no feeding" policies.
o Encourage community participation through interactive Q&A sessions or feedback opportunities.

4. Collaborations:
o Partner with the Natural Resources Commission and other stakeholders to ensure messaging aligns with WMP goals
and strategies.
o Work with local schools and organizations to extend outreach efforts to broader audiences.

5. Evaluation and Adjustment:
o Monitor the effectiveness of outreach efforts through engagement metrics and community feedback.
o Adjust messaging and strategies as needed to maximize impact.

Desired Outcomes:
 Increased Awareness:

Educate residents on the importance of WMP components and their role in promoting safe and sustainable wildlife interactions.

 Behavioral Change:

Reduce harmful practices, such as feeding wildlife, and encourage proactive measures like hazing to manage conflicts.
 Community Participation:

Foster a sense of shared responsibility for wildlife management and encourage residents to actively support WMP initiatives.  Sustainable Practices:

Establish a long-term communication strategy that reinforces WMP principles and adapts to evolving community needs.

PS 2.3.2 C – Project: Implementation and Maintenance of BearResistant Organics Recycling Barrels Description:
<This has been completed> The City’s Public Works Department will oversee the execution and ongoing management of the recently amended Solid Waste Contract, which includes the introduction and maintenance of bear-resistant organics recycling barrels for all residential customers. This initiative was successfully completed in the First Quarter of 2024 and will continue to ensure effective service delivery and wildlife safety.

Key Activities:

1. Contract Management:
o Monitor and enforce the provisions of the amended Solid Waste Contract to ensure compliance by the waste
management provider.
o Conduct periodic reviews to address any operational issues or improvements.

2. Distribution and Deployment:
o Oversee the delivery and distribution of bear-resistant recycling barrels to all residential customers.
o Ensure adequate inventory and replace damaged barrels as needed.

3. Customer Support and Education:
o Provide residents with instructions on the proper use and maintenance of the bear-resistant barrels.
o Conduct outreach campaigns to educate the community
about the importance of wildlife-safe waste management
practices.
o

4. Performance Monitoring:
o Track the effectiveness of the bear-resistant barrels in reducing wildlife disturbances and organic waste
contamination.
o Gather feedback from residents to identify areas for
improvement.

5. Collaboration and Reporting:
o Work with the Solid Waste Provider and other stakeholders to address operational challenges and maintain service quality. o Report progress and updates to the City Council and the community.

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Desired Outcomes:
 Wildlife Safety:

Minimize wildlife interactions with waste through the use of secure, bear-resistant barrels.
 Compliance with Regulations:

Meet state and local mandates for organics recycling and wildlife safety measures.
 Enhanced Community Satisfaction:

Provide residents with reliable and user-friendly waste management solutions.
 Sustainable Waste Management:

Promote long-term adoption of wildlife-safe practices and compliance with organics recycling goals.

PS 2.3.2 D – Project: Regional Collaboration for Wildlife Management and Joint Wildlife Watch Training
Description:

The City will pursue regional collaboration with the San Gabriel Valley Council of Governments (SGVCOG) to secure funding for additional key Fish & Wildlife staffing. While initial efforts were unsuccessful as of the Second Quarter of 2024, staff will continue to explore funding opportunities. In addition, staff will collaborate with the neighboring cities and the County of Los AngelesCity of Arcadia to conduct a joint Wildlife Watch training session by the First Quarter of 2025.develop a regional strategy for wildlife management moving forward.

Key Activities:

1. Regional Funding Exploration:
o Engage with SGVCOG to identify funding programs that
support local Fish & Wildlife staffing.
o Advocate for the inclusion of wildlife staffing as a regional priority during funding discussions.
o Explore additional regional or state-level funding sources.

2. Grant and Partnership Development:
o Prepare and submit grant applications for relevant
opportunities.
o Build partnerships with neighboring cities and organizations to strengthen funding proposals.

3. Joint Wildlife Watch Training Planning:
o Partner with the City of Arcadia to plan and schedule a collaborative Wildlife Watch training session.
o Develop a comprehensive training curriculum focusing on wildlife awareness, conflict mitigation, and community safety.

4. Community Outreach and Promotion:
o Promote the Wildlife Watch training to residents of both cities to maximize participation.
o Provide educational materials and resources to attendees during and after the training.

5. Monitoring and Follow-Up:
o Continuously track and assess new funding opportunities to secure support for wildlife staffing.
o Gather feedback from the Wildlife Watch training to improve future sessions and identify further collaborative opportunities.

Desired Outcomes:
 Increased Wildlife Staffing Capacity:

Secure funding to add key Fish & Wildlife positions, enhancing local and regional wildlife management efforts.
 Enhanced Regional Collaboration:

Strengthen partnerships with SGVCOG and neighboring cities to address shared wildlife challenges effectively.
 Improved Community Awareness:

Empower residents through Wildlife Watch training, equipping them with knowledge and tools to coexist safely with wildlife.  Sustainable Wildlife Management Strategies:

Develop a long-term approach for funding and managing wildlife programs through continuous collaboration and community involvement.

PS 2.3.3 E – Project: Securing Support from the Department of Fish & Wildlife
Description:

The City will collaborate with the Department of Fish & Wildlife (DFW) to secure assistance and resources that enhance wildlife management and adequately protect the community. This effort aims to be completed by the Fourth Quarter of 2024.

Key Activities:

1. Engagement and Collaboration:
o Initiate communication with DFW to outline the City’s specific needs and concerns regarding wildlife management.
o Establish a formal partnership or agreement to define roles, responsibilities, and support mechanisms.

2. Resource Allocation:
o Request technical expertise, staff support, or specialized equipment from DFW to address wildlife challenges.
o Coordinate with DFW on targeted initiatives, such as habitat management, wildlife conflict mitigation, or public education.

3. Community Integration:
o Involve DFW in community outreach programs, workshops, or training sessions to promote awareness and best practices for wildlife safety.

4. Monitoring and Assessment:
o Work with DFW to assess the effectiveness of their
assistance in addressing local wildlife concerns.
o Adjust strategies and requests based on evolving needs and outcomes.

Desired Outcomes:
 Enhanced Community Safety:

Ensure that residents are adequately protected from wildlife-related risks through expert guidance and resources.
 Improved Wildlife Management:

Strengthen local capacity to manage wildlife issues effectively with DFW’s support and expertise.
 Collaborative Partnership:

Build a sustainable working relationship with DFW to address ongoing and future wildlife challenges.

Commented [JC26]: This Action Item was added.

Commented [JC27]: JC, this should be refined to
avoid the work “adequately” as it is undefinable.

Commented [JC28R27]: This section could be
eliminated as it would be included with the regional
work as described above.

 Increased Public Awareness:

Educate the community on wildlife management practices in collaboration with DFW, fostering responsible and safe interactions with wildlife.

Initiative PS 2.3.3
Enhance Enforcement of City Codes - This initiative aims to strengthen the enforcement of existing City codes and regulations to ensure compliance and maintain community standards. It involves improving monitoring, inspection processes, and penalties for violations, while promoting awareness of the codes to foster a more orderly and well-maintained City environment.

Projects Undertaken
PS 2.3.3 A – Project: Annual Code Enforcement Violation Reporting Description:

The City’s Code Enforcement Officer will provide summary reports of violations and enforcement actions to the Planning Manager on an annual basis, starting in the Second Quarter of 20242025. The first report was successfully completed in June 2024, and this initiative will continue to ensure accountability and informed planning decisions.

Key Activities:

1. Violation Tracking and Documentation:
o Maintain detailed records of code violations and enforcement actions throughout the year.
o Organize data to ensure accurate and comprehensive
reporting.

2. Report Preparation:
o Compile a summary of violations, enforcement outcomes, and trends observed during the reporting period.
o Highlight key issues or areas requiring additional attention.

3. Coordination with Planning Manager:
o Deliver the report to the Planning Manager in the Second Quarter of each year.
o Discuss findings and implications for future planning and enforcement priorities.

4. Evaluation and Process Improvement:
o Review feedback from the Planning Manager to refine
reporting methods.
o Update documentation practices to improve efficiency and accuracy for future reports.

Desired Outcomes:
 Improved Planning Coordination:

Enable the Planning Manager to make data-driven decisions by providing timely and comprehensive enforcement reports.  Increased Accountability:

Ensure transparency in the City’s code enforcement activities through systematic reporting.
 Enhanced Code Compliance:

Identify trends and recurring issues to inform proactive measures for improving compliance across the community.
 Sustainable Reporting Process:

Establish a reliable annual reporting schedule that supports ongoing collaboration between code enforcement and planning functions.

Commented [JC29]: Clare, did we do this recently?

PS 2.3.3 B – Project: Municipal Code Updates for Business License Requirements
Description:

The Planning and Community Preservation Department will continue updating the Municipal Code to refine business license requirements, findings, and revocation procedures. These updates are part of ongoing efforts to enhance clarity and enforceability. Ordinance 1468, amending Sierra Madre Municipal Code (SMMC) Chapter 5, was adopted on August 22, 2024.

Key Activities:

1. Code Review and Analysis:
o Assess existing business license requirements, findings, and revocation procedures for clarity, relevance, and
enforceability.
o Identify areas in the Municipal Code requiring updates or alignment with state and local regulations.

2. Stakeholder Engagement:
o Collaborate with city staff, legal counsel, and local businesses to gather input and address concerns.
o Incorporate feedback into proposed code amendments to ensure practical and equitable solutions.

3. Drafting Amendments:
o Develop updated language for the Municipal Code, focusing on business license requirements, findings, and revocation procedures.
o Ensure amendments align with best practices and regulatory standards.

4. Approval Process:
o Present the proposed amendments to the City Council for review and adoption.
o Facilitate public hearings to gather community input as part of the approval process.

5. Implementation and Communication:
o Publish and distribute the updated ordinance to relevant stakeholders.
o Provide guidance to businesses on compliance with the new requirements.

Desired Outcomes:
 Enhanced Regulatory Framework:

Update the Municipal Code to provide clear, consistent, and enforceable business license regulations.
 Improved Compliance:

Simplify and clarify requirements to help businesses understand and adhere to licensing procedures.
 Streamlined Enforcement:

Establish efficient processes for findings and revocation to address non-compliance effectively.
 Community and Business Support:

Foster trust and collaboration between the City and local businesses through transparent and equitable regulatory updates.

PS 2.3.3 C – Project: Noise Ordinance Review and Implementation of Noise Study
Description:

The City will conduct a comprehensive review of the Noise Ordinance, its enforcement processes, and related concerns. The Planning Commission and City Council completed their review by the Third Quarter of 2023.

Additionally, the Natural Resources Commission assessed the use of gaspowered landscaping equipment and provided a recommendation to the City Council by the First Quarter of 2024. Funding for a detailed noise study has been identified, and staff will award the contract and begin working with a consultant in the First Second Quarter of 2025.

Key Activities:

1. Ordinance Review:
o Evaluate the current Noise Ordinance and enforcement
processes.
o Solicit feedback from the Planning Commission, City Council, and community stakeholders to identify areas for
improvement.

2. Gas-Powered Equipment Assessment:
o Analyze the environmental and noise impacts of gas-powered landscaping equipment.
o Gather public input and technical data to support the Natural Resources Commission’s recommendation to the City
Council. <Completed>

3. Noise Study Preparation:
o Secure funding for a comprehensive noise study, including environmental and community impact assessments.
o Develop and issue a Request for Proposals (RFP) to identify a qualified consultant for the study.

4. Consultant Engagement:
o Award the contract to the selected consultant by the First Second Quarter of 2025.
o Collaborate with the consultant to conduct the noise study, including data collection, analysis, and stakeholder
engagement.

5. Implementation and Follow-Up:
o Use the findings from the noise study to propose further updates to the Noise Ordinance, if necessary.
o Develop actionable recommendations for enforcement and community outreach based on study results.

Desired Outcomes:
 Improved Noise Regulation:

Update the Noise Ordinance to address identified gaps and enhance enforcement processes.
 Environmental Impact Reduction:

Support sustainable practices by evaluating and addressing the impacts of gas-powered landscaping equipment.
 Data-Driven Decision-Making:

Use findings from the noise study to inform future policy and ordinance updates.

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 Enhanced Community Well-Being:

Promote a quieter, more livable environment for residents through effective noise regulation and mitigation strategies.

PS 2.3.3 D – Project: Wildlife Feeding Prohibition Enforcement and Community Engagement
Description:

The City will continue efforts to investigate violations, educate the public, and enforce its prohibition on feeding wildlife. Staff will collaborate with community volunteer organizations to raise awareness and achieve compliance with this regulation.

Key Activities:

1. Investigation and Monitoring:
o Conduct regular patrols and respond to reports of wildlife feeding violations.
o Document incidents and gather evidence to support
enforcement actions.

2. Public Education Campaigns:
o Develop and distribute educational materials on the dangers of feeding wildlife and the importance of adhering to the prohibition.
o Host workshops, presentations, and outreach events to inform residents about responsible wildlife interaction practices.

3. Collaboration with Volunteer Organizations:
o Partner with local volunteer groups to extend outreach efforts and engage the community.
o Coordinate joint activities such as educational drives, signage installation, and wildlife safety campaigns.

4. Enforcement Measures:
o Issue warnings, citations, or other penalties to individuals violating the prohibition.
o Provide clear guidance to violators on how to comply with the ordinance.
o

5. Evaluation and Reporting:
o Track enforcement and education outcomes to measure the program’s effectiveness.
o Use feedback and data to refine strategies and improve future efforts.

Desired Outcomes:
 Increased Public Awareness:

Ensure residents understand the risks associated with feeding wildlife and the benefits of compliance.
 Enhanced Compliance:

Reduce the frequency of wildlife feeding through consistent enforcement and community engagement.
 Healthier Wildlife and Ecosystems:

Protect local wildlife populations from harm caused by improper feeding practices and maintain ecological balance.
 Strengthened Community Collaboration:

Foster a sense of shared responsibility among residents and volunteer organizations in promoting wildlife safety.

Commented [JC30]: This Action Item was added.

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Objective 2.4
DEVELOP AND IMPLEMENT A SAFE STREETS INITIATIVE - By the end of the Fourth Quarter of 2025, the City of Sierra Madre will develop and implement a Safe Streets Initiative to reduce traffic-related accidents and enhance pedestrian safety. This initiative will include the consideration for installation of new crosswalks, improved street lighting, the creation of designated bike lanes, and the implementation of traffic calming measures in high-risk areas. The goal is to decrease traffic accidents by 15% and increase the usage of pedestrian and bikefriendly infrastructure by 20% through the first year of implementation.

Initiative PS 2.4.1
Optimize Traffic Flow and Management - This initiative focuses on improving the efficiency and safety of traffic movement within the City. It involves analyzing and adjusting traffic patterns, signal timings, and road designs to reduce congestion, minimize delays, and enhance the overall flow of vehicles and pedestrians, thereby supporting a smoother, safer transportation network.

Projects Undertaken PS 2.4.1 A – Project: Development of a Comprehensive Right-of-Ways Circulation Plan
Description:

The Department of Public Works will utilize data and recommendations from the UC Berkeley SafeTREC program, along with additional analyses, to develop a "Comprehensive Right-of-Ways Circulation Plan" by the Second Fourth Quarter of 2025. This initiative aims to enhance safety, accessibility, and efficiency in the City’s transportation network.

Key Activities:

1. Data Collection and Analysis:
o Integrate findings and recommendations from the UC
Berkeley SafeTREC program1into the planning process.
o Conduct additional studies, including traffic flow, pedestrian and cyclist safety, and infrastructure condition assessments.

Additional data and recommendations will be provided by street traffic surveys and intersection traffic studies. The consideration of W. Grand View Ave. will also be incorporated into the analysis.

2. Stakeholder Engagement:
o Collaborate with community members, local businesses, and transportation experts to gather input and address specific needs.
o Hold public workshops or forums to ensure transparency and incorporate diverse perspectives.

3. Strategy Development:
o Identify key priorities and challenges in the City’s right-of-way infrastructure.
o Develop actionable strategies to address safety concerns, improve mobility, and optimize circulation for all users.

4. Plan Drafting:

1 The Safe Transportation Research and Education Center (SafeTREC) at the University of California, Berkeley, is dedicated to reducing transportation-related injuries and fatalities through research, education, outreach, and community service. SafeTREC also administers the Community Pedestrian and Bicycle Safety Training workshops and supports various safety initiatives from other California agencies, including the California Department of Transportation (Caltrans).

o Prepare a draft of the Comprehensive Right-of-Ways
Circulation Plan that includes proposed improvements,
timelines, and funding considerations.
o Incorporate measures to enhance multi-modal transportation options, including walking, cycling, and public transit.

5. Review and Finalization:
o Present the draft plan for review by City leadership and stakeholders.
o Refine the plan based on feedback and finalize it for implementation.

Desired Outcomes:
 Enhanced Transportation Safety:

Address critical safety concerns for pedestrians, cyclists, and motorists using right-of-way spaces.
 Improved Accessibility:

Create a transportation network that supports equitable access for all users, including those with mobility challenges.
 Optimized Traffic Flow:

Improve circulation efficiency within the City to reduce congestion and enhance travel experiences.
 Sustainable Infrastructure Planning:

Establish a forward-looking plan that aligns with environmental and community goals for sustainable urban development.

PS 2.4.1 B – Project: Traffic Survey for Major Streets
Description:

The Police Department and Public Works Department will collaborate to engage a third-party contractor to conduct a new traffic survey for selected major streets by the First Second Quarter of 2025. The process will include obtaining three contractor proposals and confirming funding by early 2025.

This analysis will also contribute to PS 2.4.1 A.

Key Activities:

1. Request for Proposals (RFP):
o Develop and issue an RFP to solicit proposals from qualified third-party contractors.
o Ensure the RFP outlines the scope of work, including data collection, analysis, and reporting requirements.

2. Proposal Evaluation:
o Review and evaluate at least three contractor proposals based on qualifications, methodology, timeline, and cost. o Select the most suitable contractor through a transparent evaluation process.

3. Funding Confirmation:
o Work with City leadership to secure funding for the project by early 2025.
o Explore potential grant opportunities or budget reallocations to support the initiative.

4. Contractor Engagement:

o Finalize the agreement with the selected contractor.
o Coordinate the survey schedule and ensure access to
relevant sites.

5. Survey Execution and Reporting:
o Oversee the contractor's work to ensure accurate data collection on traffic volume, speed, and patterns.
o Receive and review the final traffic survey report to inform future transportation planning.

Desired Outcomes:
 Updated Traffic Data:

Provide accurate and up-to-date information on traffic conditions for selected major streets.
 Informed Decision-Making:

Use survey findings to guide improvements in traffic management, safety measures, and infrastructure planning.
 Improved Collaboration:

Foster effective coordination between the Police and Public Works Departments to address transportation challenges.
 Enhanced Community Safety:

Implement data-driven strategies to improve traffic safety and reduce congestion on major streets.
.

PS 2.4.1 C - Project: Traffic Study for Selected Intersections Description:

The Police Department and Public Works Department will collaborate to engage a third-party contractor to conduct a traffic study for selected intersections by the First Quarter of 2025. The process will include obtaining three contractor proposals and confirming funding by early 2025 to ensure the study is comprehensive and actionable. This analysis will also contribute to PS 2.4.1 A.

Key Activities:

1. Request for Proposals (RFP):
o Develop and issue an RFP specifying the scope of work, including data collection at selected intersections, analysis, and reporting requirements.
o Solicit proposals from at least three qualified third-party contractors.

2. Proposal Review and Selection:
o Evaluate proposals based on the contractor’s expertise, proposed methodology, cost, and timeline.
o Select the most suitable contractor through a transparent evaluation process.

3. Funding Confirmation:

o Collaborate with City leadership to secure funding for the traffic study.
o Explore grant opportunities or budget adjustments to support the initiative.

4. Contractor Engagement:
o Finalize the agreement with the selected contractor,
confirming project milestones and deliverables.
o Provide necessary data and access to selected intersections for the study.

5. Study Execution and Reporting:
o Oversee the contractor’s data collection and analysis process, ensuring accuracy and adherence to the project scope.
o Receive the final report, including recommendations for traffic flow improvements and safety enhancements.

Desired Outcomes:
 Accurate Intersection Data:

Gain up-to-date insights into traffic patterns, congestion points, and safety concerns at key intersections.
 Informed Infrastructure Planning:

Use the study’s findings to guide future improvements in traffic management and intersection design.
 Improved Coordination:

Strengthen collaboration between the Police and Public Works Departments to address traffic-related issues effectively.  Enhanced Traffic Safety:

Implement recommendations from the study to reduce accidents and improve traffic flow at high-priority intersections.

Initiative PS 2.4.2
Promote Active Transportation Options - This initiative aims to encourage the use of active transportation modes, such as walking, biking, and public transit, to reduce reliance on personal vehicles. It includes developing infrastructure like bike lanes, pedestrian paths, and transit access points, as well as promoting the health, environmental, and community benefits of using sustainable modes of transportation.

Projects Undertaken
PS 2.4.2 A – Project: Active Transportation Recommendations for the Comprehensive Right-of-WaysCirculation Plan
Description:

The Department of Public Works, in collaboration with the Community Services Department and Planning and Community Preservation Departments, will develop and contribute Active Transportation recommendations for inclusion in a "Comprehensive Right-of-Ways Active TransportationCirculation Plan" by the Second Quarter of 2025. This initiative aims to promote safe, accessible, and sustainable transportation options for all users.

Key Activities:

1. Assessment of Current Infrastructure:
o Evaluate existing active transportation infrastructure, including bike lanes, sidewalks, and pedestrian crossings.
o Identify gaps and areas requiring improvement to enhance safety and connectivity.

2. Stakeholder Collaboration:

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Commented [JC31]: I edited this to make it simpler.

o Work with Community Services and Planning departments to align recommendations with community needs and long-term development goals.
o Engage with residents, advocacy groups, and local
businesses for input on active transportation priorities.

3. Development of Recommendations:
o Draft specific proposals for enhancing active transportation, such as new bike paths, pedestrian walkways, and shareduse trails. o Incorporate measures to improve accessibility for individuals with mobility challenges.

4. Integration into the Comprehensive Plan:
o Coordinate with other departments to ensure active
transportation recommendations are seamlessly incorporated into the broader Right-of-Ways Plan.
o Provide detailed plans, maps, and cost estimates for
proposed improvements.

5. Presentation and Review:
o Submit recommendations for review by City leadership and relevant committees.
o Refine proposals based on feedback and finalize them for inclusion in the plan.

Desired Outcomes:
 Enhanced Active Transportation Infrastructure:

Expand and improve facilities for walking, cycling, and other nonmotorized transportation.  Improved Safety and Accessibility:

Create a safer and more inclusive environment for all users, including pedestrians, cyclists, and individuals with disabilities.  Sustainable Transportation Options:

Support environmentally friendly transportation modes to reduce traffic congestion and carbon emissions.
 Community Engagement:

Foster a sense of collaboration and shared responsibility by incorporating community input into the planning process.

PS 2.4.2 B – Project: Annual Community Bike Ride to Promote Active Transportation
Description:

T The Community Services Department will continue organizing the annual Bike Ride event to support Active Transportation initiatives and encourage community participation. While the 2024 event was canceled due to inclement weather, a decision for the next year’s event will be made based on planning and conditions.

Key Activities:

1. Event Planning and Coordination:
o Schedule and plan the annual Bike Ride event for the Second Quarter of each year.
o Identify and prepare routes that showcase the community and support Active Transportation goals.

2. Community Engagement:

Commented [JC32]: TT, I think we held one this year,
can you provide the date?

o Promote the event through social media, newsletters, and local organizations to encourage participation.
o Partner with schools, businesses, and local cycling groups to maximize outreach.

3. Logistics and Safety Measures:
o Arrange for traffic management, signage, and volunteers to ensure a safe and enjoyable experience for participants. o Develop contingency plans for adverse weather or
unforeseen circumstances.

4. Evaluation and Decision-Making:
o Assess community interest and logistical feasibility for the next year’s event.
o Monitor weather forecasts and make timely decisions to confirm or reschedule the event.

5. Post-Event Feedback and Improvement:
o Gather participant feedback to refine future events.
o Identify opportunities to enhance the event’s alignment with Active Transportation goals.

Desired Outcomes:
 Increased Community Participation:

Foster greater awareness and enthusiasm for Active Transportation through a fun and engaging event.
 Promotion of Healthy Lifestyles:

Encourage cycling as a sustainable, healthy, and enjoyable mode of transportation.
 Support for Active Transportation Initiatives:

Reinforce the City’s commitment to developing bike-friendly infrastructure and promoting sustainable transportation.  Community Building:

Strengthen connections among residents and local organizations through shared participation in the event.

PS 2.4.2 C – Project: Launch and Administration of the GoSGV Ambassador E-Bike Program
Description:

The Department of Public Works launched the GoSGV Ambassador Electronic Bike Program in the Second Quarter of 2024. The program is now actively administered by staff in the Administrative Services Department in partnership with a local volunteer to promote sustainable transportation and community engagement. <This has been completed>
Key Activities:

1. Program Launch:
o Implement the GoSGV E-Bike Program, including the
distribution and setup of electronic bikes for community use. o Promote the program launch through community outreach and marketing efforts.

2. Ongoing Administration:
o Assign Administrative Services staff to oversee program operations, including participant management and
maintenance coordination.

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o Collaborate with the local volunteer to facilitate day-to-day activities and participant engagement.

3. Participant Recruitment and Training:
o Recruit community members to serve as GoSGV
Ambassadors, encouraging e-bike usage and awareness.
o Provide training sessions on the safe and effective use of ebikes.

4. Community Outreach and Engagement:
o Host events and workshops to showcase the benefits of the program and e-bike technology.
o Partner with local organizations to expand the program’s reach and visibility.

5. Monitoring and Evaluation:
o Track program usage, participant feedback, and community impact.
o Use collected data to identify areas for improvement and inform future program enhancements.

Desired Outcomes:
 Increased Sustainable Transportation Options:

Promote the use of electronic bikes as an eco-friendly alternative to traditional modes of transportation.
 Community Participation:

Foster engagement and collaboration through the active involvement of ambassadors and volunteers.
 Improved Accessibility:

Provide residents with access to modern transportation tools that support mobility and convenience.
 Environmental Impact:

Contribute to the City’s sustainability goals by reducing vehicle emissions and promoting green transportation.

GOAL 3 - INFRASTRUCTURE & GROWTH MANAGEMENT
(IG)
GOAL

DEFINTION

ALIGN INFRASTRUCTURE WITH PROJECTED

POPULATION SIZE AND NEEDS
Objective 3.1

STRATEGICALLY ALIGN INFRASTRUCTURE IMPROVEMENTS WITH
POPULATION GROWTH - By the end of the Second Fourth Quarter of 2026, the City of Sierra Madre will complete a comprehensive infrastructure improvement plan to address projected population growth and emerging community needs. The plan will include upgrading water, sewer, and road systems, as well as expanding recreational spaces. The goal is to ensure that infrastructure capacity meets the needs of a population increase of 10% over the next five years, with 90% of identified infrastructure projects completed within budget and on schedule.

Initiative IG 3.1.1
Police Department Facility Expansion -Expansion - This initiative focuses on expanding and improving the Police Department’s facilities to accommodate the increasing demands of law enforcement operations and enhance public safety services. It involves the construction of new buildings, the renovation of existing spaces, and the addition of necessary infrastructure and technology to support the department’s mission more efficiently.

Projects Undertaken
IG 3.1.1 A – Project: Feasibility and Funding Assessment for New Police Facility Buildout
Description:

The City Council and Management Staff will continue evaluating the feasibility and funding options for a large-scale Capital Improvement Project (CIP) to construct a new Police facility at 350 W. Sierra Madre Blvd. This initiative focuses on addressing long-term operational needs and enhancing public safety infrastructure.

Key Activities:

1. Feasibility Study:
o Conduct a detailed assessment of the proposed site at 350 W. Sierra Madre Blvd., including space requirements, design considerations, and zoning compliance.
o Identify operational needs and community benefits of the new facility.

2. Funding Analysis:
o Explore funding options, including grants, bonds, publicprivate partnerships, and budget allocations. o Prepare cost estimates and evaluate financial feasibility for the project.

3. Stakeholder Engagement:
o Engage with community members, police personnel, and
other stakeholders to gather input on the project.
o Conduct public meetings to share progress and receive feedback.

4. Conceptual Design Development:
o Collaborate with architects and engineers to draft initial designs for the facility.
o Ensure the design meets modern policing needs and
sustainability standards.

5. City Council Review and Decision-Making:
o Present findings and recommendations to the City Council for review.
o Develop an action plan for project implementation upon approval.

Desired Outcomes:
 Modernized Police Facility:

Provide a state-of-the-art facility to support efficient operations and enhance public safety services.
 Financially Viable Solution:

Identify sustainable funding options to ensure the project is financially feasible without undue burden on the City’s budget.
 Community-Centered Development:

Design a facility that meets the needs of the Police Department and aligns with community priorities.
 Improved Public Safety Infrastructure:

Enhance the City’s ability to respond effectively to public safety needs with updated resources and capabilities.

Initiative IG 3.1.2
Fire Department Facility Expansion - This initiative focuses on expanding and upgrading the Fire Department’s facilities to meet growing operational needs and enhance emergency response capabilities. It includes the construction of new buildings or the expansion of existing ones, the addition of necessary equipment, Commented [JC33]: Language edited. I am seeking
direction on this.

and the improvement of infrastructure to support the Fire Department’s services more effectively.

Projects Undertaken
IG 3.1.2 A – Project: Feasibility and Funding Assessment for Fire Department Facility Conversion
Description:

The City Council and Management Staff will continue to evaluate the feasibility and funding options for a major Capital Improvement Project (CIP) to convert the Fire Department facilities at 242 W. Sierra Madre Blvd. This project aims to modernize the facilities to better meet operational needs and enhance emergency response capabilities.

Key Activities:

1. Feasibility Study:
o Assess the current condition and capacity of the Fire Department facilities.
o Identify specific operational needs, compliance requirements, and potential upgrades necessary for the conversion.

2. Funding Analysis:
o Explore funding mechanisms, including grants, municipal bonds, state or federal assistance, and budget reallocations. o Develop cost estimates and financial models to ensure project affordability.

3. Stakeholder Engagement:
o Consult with Fire Department leadership, staff, and
community stakeholders to gather input on facility
requirements.
o Hold public meetings to share project goals and solicit community feedback.

4. Design and Planning:
o Work with architects and engineers to create preliminary designs that address the functional and operational needs of the Fire Department.
o Incorporate sustainable and energy-efficient features into the proposed designs.

5. City Council Review and Decision-Making:
o Present feasibility findings, cost analysis, and design concepts to the City Council for consideration.
o Develop an implementation plan upon approval, including timelines and project milestones.

Desired Outcomes:
 Modernized Fire Department Facilities:

Provide an updated facility that supports the Fire Department’s mission and improves emergency response capabilities.
 Financial Sustainability:

Identify viable funding solutions to complete the project without overburdening the City’s budget.
 Enhanced Community Safety:

Ensure the facility conversion aligns with the City’s long-term public safety goals and addresses current and future community needs.  Stakeholder Alignment:

Foster transparency and collaboration by involving stakeholders throughout the project’s development and implementation.

Commented [JC34]: Language edited. I am seeking
direction on this.

Initiative IG 3.1.3
Library Facility Renovation - This initiative focuses on the renovation and modernization of the City’s Library facility to improve functionality, accessibility, and user experience. It includes upgrades to the building’s infrastructure, interior design, and technological resources to create a more welcoming, efficient, and resource-rich environment for patrons of all ages.

Projects Undertaken
IG 3.1.3 A – Project: Opening of Temporary Library Location Description:

The Library successfully opened at a temporary location in the First Quarter of 2024, ensuring uninterrupted access to library services during the transition period. <This has been completed>
Key Activities:

1. Site Selection and Preparation:
o Identify a suitable temporary location to house library operations.
o Prepare the site with necessary infrastructure, furniture, and equipment to support library services.

2. Logistics and Relocation:
o Safely transport library materials, technology, and resources to the temporary location.
o Ensure proper setup to maintain operational continuity.

3. Community Communication:
o Inform the community about the temporary location through newsletters, social media, and local outreach.
o Provide details about available services, hours of operation, and any changes during the transition.

4. Staff Coordination:
o Train staff to operate efficiently in the temporary space. o Address any challenges related to space constraints or modified workflows.

Desired Outcomes:
 Uninterrupted Library Services:

Ensure continued access to library resources and programs for the community during the transition.
 Community Awareness and Engagement:

Maintain strong communication to keep residents informed and engaged with library offerings.
 Efficient Transition:

Minimize disruption to library operations through careful planning and execution.

IG 3.1.3 B – Project: Design and Internal Review Phases Description:

Complete the Significant Library Improvement Project by January 2026.

The project’s Design Phase is scheduled for completion in the First Quarter of 2024, followed by an Internal Phase Review to be finalized by the Third Quarter of 2024. These phases aim to ensure the project’s design aligns with functional requirements and stakeholder expectations.

Key Activities:

1. Design Phase: (Completion by Q1 2024):
o Finalize detailed plans and specifications for the project.

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Commented [JC35]: AY, any update?
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Commented [JC36]: Make sure we have the correct
name of the project

o Incorporate stakeholder input and ensure alignment with project goals and regulatory requirements.
o Conduct preliminary evaluations to address potential design challenges.

2. Internal Phase Review: (Completion by Q3 2024):
o Perform a thorough internal assessment of the completed design.
o Evaluate functionality, compliance, and feasibility of the proposed plans.
o Gather feedback from internal teams and stakeholders to make necessary adjustments.

3. Coordination and Documentation:
o Maintain clear communication among design and review
teams to ensure alignment.
o Document all feedback, revisions, and approvals for future reference and project transparency.

Desired Outcomes:
 Comprehensive Design Completion:

Deliver a finalized design that meets project requirements and addresses stakeholder needs.
 Validated and Refined Plans:

Ensure the proposed design is practical, compliant, and ready for implementation following the internal review.
 Stakeholder Confidence:

Build trust and confidence among stakeholders through thorough design and review processes.

IG 3.1.3 C – Project: Construction Phase Initiation
Description:

Construction is scheduled to commence in the Third Quarter of 2024, marking the transition from planning to implementation. This phase will focus on executing the approved design plans efficiently and effectively.

Key Activities:

1. Pre-Construction Preparation:
o Finalize permits, contracts, and approvals necessary for the start of construction.
o Mobilize resources, including contractors, equipment, and materials, to the site.
o Conduct a pre-construction meeting with stakeholders to confirm schedules and responsibilities.

2. Site Preparation:
o Clear and secure the construction site.
o Set up temporary facilities, utilities, and safety measures to support the construction process.

3. Project Execution:
o Begin construction according to the approved design plans and timelines.

Commented [JC37]: AY, any update?

o Conduct regular site inspections to ensure quality control and compliance with safety standards.

4. Progress Monitoring:
o Track construction milestones and address any issues or delays promptly.
o Maintain open communication with stakeholders to provide updates on progress.

Desired Outcomes:
 Efficient Start of Construction:

Ensure the project begins on schedule with all necessary preparations in place.
 Quality and Safety Compliance:

Adhere to construction standards and safety protocols throughout the process.
 Timely Progress Updates:

Keep stakeholders informed of construction developments and milestones.

Initiative IG 3.1.4
Improve and Maintain Sidewalk Infrastructure - This initiative focuses on the improvement and ongoing maintenance of the City’s sidewalks to ensure they are safe, accessible, and well-maintained. It includes activities such as repairing damaged sidewalks, filling gaps in pedestrian pathways, and upgrading infrastructure to meet accessibility standards, ultimately enhancing pedestrian safety and mobility throughout the City.

Projects Undertaken
IG 3.1.4 A – Project: Year 23 Implementation of the Citywide Sidewalk Improvement Plan 2025
Description:

The Department of Public Works will continue executing the second year of a four-year plan to analyze, prioritize, and address sidewalk conditions throughout the City. This initiative aims to enhance pedestrian safety, accessibility, and infrastructure quality.

Key Activities:

1. Sidewalk Analysis:
o Conduct detailed inspections to assess the condition of sidewalks and identify hazards such as cracks, uneven
surfaces, or obstructions.
o Update the sidewalk inventory with findings to ensure accurate tracking and planning.

2. Prioritization:
o Rank sidewalk repair and replacement projects based on safety concerns, usage levels, and community input.
o Focus on high-priority areas to maximize the impact of improvements.

3. Repairs and Corrections:
o Implement repair and replacement projects as planned for Year 2.
o Utilize cost-effective methods and materials to ensure longlasting results.

4. Community Engagement:
o Inform residents about ongoing sidewalk improvement
activities through public notices and updates.

o Encourage feedback to address specific concerns and
improve future planning.

5. Progress Monitoring:
o Track the progress of repairs and maintain documentation for transparency and accountability.
o Evaluate the impact of completed projects to refine strategies for subsequent years.

Desired Outcomes:
 Improved Sidewalk Safety:

Reduce tripping hazards and create safer pedestrian pathways throughout the City.
 Enhanced Accessibility:

Ensure sidewalks comply with accessibility standards, benefiting all users, including those with mobility challenges.
 Sustainable Infrastructure Maintenance:

Establish a structured, long-term approach to maintaining and improving sidewalk infrastructure.
 Increased Community Satisfaction:

Demonstrate the City’s commitment to enhancing public spaces and addressing resident concerns.

IG 3.1.4 B – Project: Case-by-Case Sidewalk Inspection and Repair Program
Description:

The Department of Public Works will address sidewalk concerns on a caseby-case basis by conducting inspections, prioritizing issues, and implementing temporary or durable repairs as needed to maintain safe and accessible pathways.

Key Activities:

1. Inspection and Assessment:
o Respond promptly to reports of sidewalk issues from
residents or city staff.
o Conduct on-site inspections to evaluate the severity of the concern and determine repair needs.

2. Prioritization:
o Rank reported issues based on urgency, safety risks, and potential impact on pedestrian access.
o Focus on addressing hazards that pose immediate risks to public safety.

3. Repair Implementation:
o Perform temporary repairs, such as patching or hazard marking, to ensure immediate safety.
o Schedule and complete durable repairs, including
replacement or leveling, as resources allow.

4. Community Communication:
o Notify residents of repair timelines and provide updates on the status of reported concerns.
o Offer guidance on how to report new issues for prompt attention.

5. Monitoring and Documentation:
o Track all reported issues, inspection findings, and completed repairs for accountability and planning purposes.

o Evaluate the effectiveness of temporary fixes and prioritize follow-up with durable solutions where needed.

Desired Outcomes:
 Enhanced Safety:

Reduce risks for pedestrians by promptly addressing hazards and ensuring safe walkways.
 Responsive Service:

Provide timely and effective responses to community-reported sidewalk concerns.
 Sustainable Repairs:

Implement durable solutions that minimize recurring issues and improve sidewalk longevity.
 Increased Community Satisfaction:

Demonstrate a commitment to maintaining public infrastructure and addressing resident needs proactively.

IG 3.1.4 C – Project: Sidewalk Continuity Improvement Program Description:

The Department of Public Works will identify sections of sidewalks with gaps in continuity and install new sidewalk connections in the identified areas to enhance pedestrian accessibility and safety.

Key Activities:

1. Assessment and Identification:
o Conduct a thorough survey of the City’s sidewalk network to locate areas with gaps in connectivity.
o Prioritize locations based on pedestrian usage, safety concerns, and proximity to key destinations such as schools, parks, and commercial areas.

2. Planning and Design:
o Develop plans for new sidewalk connections that align with existing infrastructure and accessibility standards.
o Ensure designs incorporate sustainable materials and
construction methods where feasible.

3. Community Engagement:
o Inform residents and local businesses about planned sidewalk improvements.
o Gather feedback to address specific needs or concerns in identified areas.

4. Installation and Construction:
o Install new sidewalk connections to close identified gaps, ensuring quality and compliance with safety regulations. o Minimize disruptions to traffic and pedestrian flow during construction activities.

5. Monitoring and Evaluation:
o Inspect completed connections to ensure they meet safety and accessibility requirements.
o Document progress and update the City’s sidewalk inventory for future planning.

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Desired Outcomes:
 Improved Pedestrian Safety:

Eliminate gaps in sidewalks to provide continuous, hazard-free pathways for all users.
 Enhanced Connectivity:

Ensure residents can move safely and conveniently between neighborhoods, public spaces, and key destinations.
 Accessibility Compliance:

Align new sidewalk connections with ADA standards to support mobility for individuals with disabilities.
 Community Satisfaction:

Demonstrate the City’s commitment to creating a pedestrian-friendly environment that meets the needs of all residents.

Initiative IG 3.1.5
Enhance and Sustain Street Maintenance - This initiative focuses on the ongoing improvement and upkeep of the City’s streets, ensuring they are safe, accessible, and well-maintained. It includes activities such as repairing road surfaces, addressing potholes, upgrading infrastructure, and implementing longterm maintenance strategies to improve the overall condition and functionality of streets across the City.

Projects Undertaken
IG 3.1.5 A – Project: Annual Street Improvement Program Description:

The Public Works (PW) Director will oversee the completion of yearly street improvement projects by the Second Quarter of each year, ensuring the City’s roadways are safe, well-maintained, and efficient for public use.

Key Activities:

1. Project Planning and Prioritization:
o Identify and prioritize streets requiring repairs or upgrades based on condition assessments, traffic volume, and safety considerations.
o Develop a comprehensive schedule and allocate resources for the selected projects.

2. Community and Stakeholder Engagement:
o Notify residents and businesses about upcoming street projects and anticipated timelines.
o Incorporate community feedback into project plans where feasible.

3. Execution of Repairs and Upgrades:
o Coordinate with contractors and crews to carry out street repairs, resurfacing, and other upgrades.
o Ensure all work adheres to safety and quality standards.

4. Progress Monitoring and Adjustments:
o Monitor project timelines and address any delays or
challenges promptly.
o Conduct regular site inspections to ensure work meets specifications and City standards.

5. Completion and Reporting:
o Finalize all scheduled street projects by the Second Quarter deadline.
o Provide a summary report to City leadership detailing completed work and any improvements made.

Desired Outcomes:

Commented [JC38]: AY, should we remove ‘each
second quarter’ and just say “annually”?

 Improved Road Quality:

Deliver smoother, safer, and more durable roadways for residents and visitors.
 Timely Completion:

Ensure street improvement projects are completed on schedule to minimize disruptions.
 Enhanced Safety:

Reduce road hazards and improve conditions for drivers, cyclists, and pedestrians.
 Transparent Communication:

Keep the community informed and engaged throughout the process, fostering trust and satisfaction.

IG 3.1.5 B – Project: Implementation of Traffic Calming Measures Description:

The Public Works (PW) Director will enhance the use of traffic calming efforts in areas identified through traffic studies or analysis derived from the Comprehensive Right-of-Ways Circulation Plan. These measures aim to improve safety, reduce speeding, and create more pedestrian-friendly environments.

Key Activities:

1. Data Analysis and Identification:
o Review findings from traffic studies and the Comprehensive Right-of-Ways Circulation Plan to identify areas requiring traffic calming interventions.
o Prioritize locations based on safety concerns, traffic patterns, and community input.

2. Planning and Design of Traffic Calming Measures:
o Develop and propose solutions such as speed humps, curb extensions, roundabouts, and enhanced crosswalks.
o Ensure designs are tailored to the unique needs of each location while maintaining compliance with traffic regulations.

3. Community Engagement:
o Engage with residents, businesses, and stakeholders to gather input and explain the benefits of proposed traffic calming measures.
o Address any concerns and incorporate feedback into final plans.

4. Implementation of Traffic Calming Efforts:
o Coordinate with contractors or City crews to install and implement selected traffic calming measures.
o Minimize disruptions during installation by providing clear communication and alternative routes where necessary.

5. Monitoring and Evaluation:
o Track the effectiveness of traffic calming measures through follow-up studies and community feedback.
o Make adjustments or expand efforts as needed based on performance and outcomes.

Desired Outcomes:
 Improved Traffic Safety:

Reduce speeding and enhance safety for drivers, pedestrians, and cyclists in identified areas.
 Enhanced Community Livability:

Create quieter, more pedestrian-friendly streets that foster a sense of community.
 Data-Driven Solutions:

Use comprehensive analysis and studies to guide traffic calming efforts for maximum impact.
 Increased Public Confidence:

Demonstrate the City’s commitment to addressing traffic concerns and improving quality of life for residents.

Objective 3.2

DEVELOP AND IMPLEMENT DESIGN GUIDELINES FOR INFRASTRUCTURE GROWTH - By the end of the First Second Quarter of 2025, the City of Sierra Madre will create and implement a set of design guidelines for infrastructure projects to align with projected population growth and community needs.

These guidelines will cover road expansions, utility upgrades, and public facility designs, ensuring that all new projects can accommodate a population increase of 10% over the next five years. The goal is to have 100% of new infrastructure projects adhere to these guidelines to ensure long-term sustainability and efficiency.

Initiative IG 3.2.1
Pre-Approved ADU Design Plans - This- This initiative involves offering a set of pre-approved design plans for Accessory Dwelling Units (ADUs) that meet all local building codes and regulations. By streamlining the approval process, the initiative aims to simplify and accelerate the construction of ADUs, making it easier for homeowners to create additional living spaces in a timely and costeffective manner. <This has been completed> Projects Undertaken
IG 3.2.1 A – Project: Legislative Compliance with AB 434 and Alternative Approaches for ADU Mandates
Description:

The Planning & Community Preservation Department continues to collaborate with the San Gabriel Valley Council of Governments (SGVCOG) to meet the legislative mandates of AB 434. While an initial recommendation was rejected by the Planning Commission, staff is actively seeking alternative approaches and additional funding sources to pursue compliance independently. On September 19, 2024, the Planning Commission approved one of SGVCOG’s procured architectural firms’ Accessory Dwelling Unit (ADU) pre-approved plans, which is currently under plan check review with the City.

Key Activities:

1. Collaboration with SGVCOG:
o Engage with SGVCOG to leverage resources and expertise in addressing AB 434 mandates.
o Evaluate potential solutions or adjustments to align with Planning Commission feedback.

2. Development of Alternative Approaches:
o Identify independent pathways to achieve compliance with AB 434, including internal resources and external partnerships. o Pursue additional funding sources, such as state grants or other financial support, to facilitate mandate implementation.

3. Review and Approval of ADU Plans:
o Finalize plan check processes for the pre-approved ADU design approved by the Planning Commission.
o Streamline approvals to encourage community adoption of compliant ADU structures.

4. Community and Stakeholder Engagement:
o Provide updates to the City Council and Planning
Commission on progress and alternative strategies.
o Engage with residents and stakeholders to gather input on ADU planning and implementation.

5. Reporting and Recommendations:
o Prepare a refined recommendation for the City Council by the Third Quarter of 2024, incorporating feedback and viable alternative approaches.

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o Highlight successes, such as the approval and plan check progress of pre-approved ADU plans.

Desired Outcomes:
 Compliance with AB 434:

Ensure legislative mandates are met, either through collaboration with SGVCOG or independent City-led efforts.
 Streamlined ADU Processes:

Facilitate the implementation of pre-approved ADU plans to increase housing options and meet state requirements.
 Enhanced Funding and Resources:

Secure additional funding sources to support compliance and streamline implementation efforts.
 Alignment with Stakeholder Expectations:

Develop solutions that address Planning Commission concerns and support community housing needs.

Initiative IG 3.2.2
Establish Objective Designs Standards - This initiative aims to develop and implement clear, measurable, and non-subjective design standards for new developments and construction projects. These standards will ensure consistency, quality, and alignment with community goals, while simplifying the approval process and promoting aesthetically pleasing, functional, and sustainable building designs.

Projects Undertaken
IG 3.2.2 A – Project: Development of Objective Design Standards2 and Guidelines for SB 3303 Compliance
Description:

The Planning & Community Preservation Department will create a scope of work and issue a Request for Proposals (RFP) to hire a consultant to develop Objective Design Standards and Guidelines ("development criteria") in compliance with the legislative requirements of SB 330. The RFP process is targeted for completion by the Third Quarter of 2025.

Key Activities:

1. Scope of Work Development:
o Identify key requirements and objectives for the Objective Design Standards and Guidelines based on SB 330
mandates.
o Outline specific tasks, deliverables, and timelines for the consultant.

2. Stakeholder Engagement:
o Consult with City leadership, planning staff, and community stakeholders to align the scope of work with local needs and priorities.
o Incorporate input from previous studies, regulations, and design policies into the project framework.

3. RFP Creation and Issuance:

2 Objective Design Standards (ODS) are clear, measurable criteria used to evaluate the design of housing developments.

Unlike subjective guidelines, which can be open to interpretation, ODS are uniformly verifiable and involve no personal or subjective judgment by public officials. This clarity ensures that developers, planners, and the public have a shared understanding of design expectations.
3 State legislation such as Senate Bill 330 (SB 330) and Senate Bill 35 (SB 35) mandate the use of ODS in reviewing housing projects. These laws prohibit local agencies from imposing or enforcing new design standards that are not objective, aiming to streamline the approval process and facilitate the development of housing.

o Draft a comprehensive RFP detailing project goals, evaluation criteria, and submission requirements.
o Publicly issue the RFP and distribute it to qualified consultants with expertise in urban planning and design.

4. Proposal Evaluation and Consultant Selection:
o Review submissions to identify the most qualified consultant based on experience, methodology, and cost-effectiveness. o Finalize a contract and initiate work on developing the standards and guidelines.

5. Implementation Planning:
o Collaborate with the selected consultant to establish a work plan for completing the Objective Design Standards and
Guidelines.
o Ensure alignment with SB 330 timelines and compliance requirements.

Desired Outcomes:
 SB 330 Compliance:

Develop Objective Design Standards and Guidelines that meet legislative requirements and streamline the development approval process.
 Enhanced Urban Design:

Create clear, objective criteria that promote high-quality, consistent, and context-sensitive development.
 Community Alignment:

Ensure the guidelines reflect the needs and expectations of the community while supporting housing and development goals.  Efficient Development Processes:

Simplify and expedite the development review process by eliminating subjectivity and enhancing transparency.

IG 3.2.2 B – Project: Development of the Soft First-Story Retrofit Program
Description:

The Planning & Community Preservation Department will develop a "Soft First-Story Retrofit Program"4for multifamily buildings by the Third Quarter of 2025. This initiative aims to enhance seismic safety for vulnerable structures.

A state grant to support the program is expected to be available beginning in the Third Quarter of 20256.

4 The City of Sierra Madre's "Soft First-Story Retrofit Program" is an initiative aimed at enhancing the seismic resilience of residential buildings with a living space above a garage, commonly known as "soft-story" structures. These buildings are particularly vulnerable to earthquake damage due to their open ground-floor design, which can lead to structural failure during seismic events. The program provides financial assistance to eligible homeowners to help offset the costs of retrofitting their properties. For instance, the California Residential Mitigation Program (CRMP) offers grants of up to $13,000 to qualified homeowners in select ZIP Codes, including Sierra Madre (ZIP Code 91024), to strengthen their softstory homes against earthquake damage.

Key Activities:

1. Program Design and Framework:
o Identify and define the scope of the retrofit program, including eligibility criteria for multifamily buildings.
o Establish retrofit requirements and compliance standards based on seismic safety best practices and local building codes.
o

2. Grant Coordination:
o Work with state agencies to finalize details of the grant program and ensure alignment with funding requirements. o Develop a plan to utilize grant funds effectively to support building owners in meeting retrofit requirements.

3. Stakeholder Engagement:
o Collaborate with property owners, tenants, engineers, and contractors to gather input and address concerns.
o Host workshops and informational sessions to educate
stakeholders about program goals and requirements.

4. Outreach and Resources:
o Create educational materials and guidance documents to assist building owners in navigating the retrofit process. o Develop a list of pre-qualified contractors and engineers to support efficient project execution.

5. Implementation Planning:
o Develop timelines and application processes for property owners to participate in the program.
o Ensure adequate staffing and resources to manage program rollout and oversight.

Desired Outcomes:
 Improved Seismic Safety:

Enhance the structural resilience of multifamily buildings with soft first stories, reducing risks during seismic events.
 Efficient Grant Utilization:

Leverage state grant funds to support property owners in meeting retrofit requirements, minimizing financial burdens.
 Stakeholder Support:

Build community trust and participation through transparent communication and accessible resources.
 Long-Term Resilience:

Establish a sustainable program framework that ensures compliance and promotes safety for years to come.

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GOAL 4 - COMMUNITY ENRICHMENT (CE)
GOAL

DEFINTION

PROMOTE AN UNPARALLELED QUALITY OF LIFE WITH AN

ENGAGED AND COLLABORITVE CULTURE
Objective 4. 1
PROMOTE PHYSICAL AND MENTAL WELL-BEING FOR RESIDENTS - By the end of the Third Fourth Quarter of 2025, the City of Sierra Madre will launch a comprehensive wellness program to enhance the physical and mental health of residents. This program will include free fitness classes, mental health workshops, and community events promoting healthy lifestyles. The goal is to engage at least 25% of the population in wellness activities by the end of the first year, with a 10% increase in participation annually, contributing to a more engaged and healthy community.

Initiative CE 4.1
Launch a City-Wide Wellness Campaign - This initiative focuses on promoting health and wellness throughout the City by encouraging residents to adopt healthier lifestyles. It includes organizing educational events, providing resources, and offering programs related to physical, mental, and emotional well-being, with the goal of fostering a healthier, more active community.

Projects Undertaken
CE 4.1.1 A – Project: Community Wellness Campaign
Description:

TheDescription: The Deputy City Manager, HR staff, and Community Services staff will collaborate with various departments to launch and sustain a community wellness campaign. The initiative aims to promote wellness, encourage staff participation, and foster stronger connections between City employees and the community. Additional programs are planned for the Second Quarter of 2024, with the campaign evolving to incorporate new and creative opportunities as they arise.

Key Activities:

1. Campaign Development and Planning:
o Define goals, objectives, and key themes for the wellness campaign.
o Identify activities and events that promote physical, mental, and social well-being for both staff and the community.

2. Interdepartmental Collaboration:
o Work with all City departments to align wellness initiatives with organizational goals and community needs.
o Encourage cross-departmental participation to enhance program diversity and outreach.

3. Staff and Community Engagement:
o Create opportunities for City staff to actively participate in wellness activities and interact with community members. o Develop workshops, events, and challenges that engage both employees and residents.

4. Program Rollout and Expansion:
o Launch new wellness programs by the Second Quarter of 2024, focusing on inclusivity and accessibility.

Commented [JC39]: Need input on this.

Commented [JC40]: LA, MH, TT, any updates?

o Continuously adapt and expand the campaign with innovative activities and community-driven ideas.

5. Promotion and Communication:
o Use newsletters, social media, and City communication channels to promote campaign events and successes.
o Highlight staff participation and community impact to encourage further engagement.

Desired Outcomes:
 Enhanced Staff and Community Well-Being:

Promote healthier lifestyles and foster a sense of connection and purpose for City employees and residents.
 Increased Staff Participation:

Encourage City staff to take an active role in wellness initiatives, building camaraderie and community rapport.
 Stronger Community Ties:

Strengthen relationships between City departments and the community through shared wellness activities.
 Dynamic and Sustainable Campaign:

Establish a flexible wellness program that evolves to incorporate fresh ideas and responds to the needs of participants.

Initiative CE 4.1.2
Expand Community Services Program Offerings - This initiative aims to broaden the range of programs and services offered by the Community Services Department to meet the diverse needs of residents. It includes introducing new activities, events, and support services that promote health, well-being, social engagement, and inclusivity within the community.

Projects Undertaken
CE 4.1.2 A – Project: Expansion of Office Space for Community Services Department
Description:

The Community Services Department aims to expand office space for staff, particularly at the Hart Park House, to accommodate operational needs and improve service delivery. An analysis of the project was targeted for the First Quarter of 2024, but the Capital Improvement Project (CIP) did not receive funding for the 2024/2025 fiscal year. Efforts to secure funding and reevaluate the project will continue.

Key Activities:

1. Needs Assessment and Analysis:
o Evaluate current office space constraints and operational requirements.
o Identify specific space and infrastructure needs to improve staff efficiency and functionality.

2. Preliminary Design and Cost Estimation:
o Develop conceptual designs for the expanded office space, focusing on usability and integration with existing facilities. o Prepare cost estimates to support future funding proposals.

3. Funding Exploration:
o Identify potential funding sources, including grants, alternative budget allocations, or partnerships.
o Develop and submit proposals for inclusion in future CIP budgets.

4. Stakeholder Engagement:
o Collaborate with City leadership, staff, and community stakeholders to refine project goals and secure support. o Communicate the importance of the expansion to improve service delivery and community engagement.

5. Reevaluation and Planning:
o Continue revising project plans and funding strategies based on feedback and budget considerations.
o Prepare for inclusion in the next fiscal year’s CIP priorities.

Desired Outcomes:
 Improved Workspace:

Provide adequate office space for Community Services Department staff to enhance productivity and efficiency.
 Enhanced Service Delivery:

Support the department’s ability to better serve the community through improved infrastructure.
 Strategic Funding Plan:

Develop a viable strategy to secure funding and ensure the project’s successful implementation in future years.
 Community Support:

Build awareness and support for the project among stakeholders to prioritize its inclusion in future budgets.

CE 4.1.2 B – Project: Completion of Sierra Vista Park Playground and Fitness Area <This has been completed>
Description:

The Sierra Vista Park Playground and Fitness Area project was successfully completed by the Third Quarter of 2024, providing enhanced recreational amenities for the community.

Key Activities:

1. Design and Planning:
o Develop and finalize designs for the playground and fitness area to ensure they meet safety standards, accessibility requirements, and community needs.

2. Community Engagement:
o Gather input from residents and stakeholders to incorporate features that align with community preferences.
o Communicate project updates and timelines to keep the community informed.

3. Construction and Installation:
o Oversee the construction and installation of playground equipment and fitness structures.
o Ensure all work adheres to quality and safety standards.

4. Inspection and Testing:
o Conduct thorough inspections of the completed facilities to ensure compliance with safety and accessibility standards. o Address any final adjustments or touch-ups before opening to the public.

5. Opening and Promotion:

o Organize a public event to celebrate the opening of the new amenities.
o Promote the new facilities through City communication channels to encourage community use.

Desired Outcomes:
 Enhanced Recreation Opportunities:

Provide a safe, engaging, and accessible space for children and adults to enjoy outdoor activities.
 Increased Community Engagement:

Encourage greater use of Sierra Vista Park by offering upgraded and appealing amenities.
 Improved Health and Wellness:

Support physical activity and healthy lifestyles through the addition of modern fitness equipment and play areas.

CE 4.1.2 C – Project: Expansion of Programs for Active Adults and Seniors
Description:

The Community Services Department aims to expand program offerings and increase participation among active adults and seniors. This initiative focuses on promoting social engagement, physical health, and lifelong learning opportunities for this vital segment of the community.

Key Activities:

1. Program Development:
o Identify new program opportunities based on feedback and trends in active adult and senior recreation.
o Expand offerings in fitness, arts, education, and social activities to meet diverse interests.

2. Community Outreach:
o Promote programs through newsletters, social media, and partnerships with local organizations.
o Host informational events to engage the community and showcase available opportunities.

3. Partnership Building:
o Collaborate with local health providers, senior centers, and community groups to enhance program variety and
resources.
o Leverage partnerships to offer specialized workshops, events, or discounted services.

4. Accessibility and Inclusivity:
o Ensure programs are accessible to all participants, including those with mobility challenges or transportation needs. o Offer flexible scheduling to accommodate varying lifestyles and commitments.

5. Evaluation and Improvement:
o Monitor participation levels and gather feedback to refine program offerings.
o Use data to identify successful initiatives and areas for future growth.

Commented [JC41]: Seeking input on this. I know that
Senior Meals has thrived, looking for a metric.

Commented [JC42]: LA, TT, any updates?

Desired Outcomes:
 Increased Participation:

Attract more active adults and seniors to engage in community programs and events.
 Enhanced Quality of Life:

Provide opportunities that promote physical health, mental wellbeing, and social connection.  Stronger Community Bonds:

Foster a sense of belonging and engagement among active adults and seniors within the community.
 Sustainable Growth:

Build a robust and evolving program portfolio that meets the needs of current and future participants.

CE 4.1.2 D – Project: Update to Parks and Facilities Master Plan and Senior Services Master Plan
Description:

The City will update the Parks and Facilities Master Plan and the Senior Services Master Plan to reflect current community needs, future growth, and evolving priorities. The completion target for both updates is the Fourth Quarter of 20245.

Key Activities:

1. Needs Assessment and Data Collection:
o Conduct surveys, focus groups, and community outreach to gather input on parks, facilities, and senior services. o Analyze usage data and demographic trends to identify gaps and future needs.

2. Stakeholder Engagement:
o Work with residents, community groups, and relevant City departments to ensure the plans align with local priorities. o Host public meetings to gather feedback and foster
community involvement.

3. Plan Evaluation and Updates:
o Review the existing Parks and Facilities Master Plan and Senior Services Master Plan to assess progress and identify areas for improvement.
o Develop updated goals, strategies, and action items based on community input and data analysis.

4. Integration of Best Practices:
o Incorporate industry standards and innovative practices into the plans to enhance service delivery and sustainability. o Include strategies for accessibility, inclusivity, and environmental stewardship.

5. Drafting and Approval:
o Prepare updated drafts of the plans and present them for review by City leadership and stakeholders.
o Finalize and adopt the updated plans by the target deadline.

Commented [JC43]: LA, TT, any updates?

Desired Outcomes:
 Modernized Planning Framework:

Deliver updated plans that reflect the community’s current and future needs for parks, facilities, and senior services.
 Enhanced Community Engagement:

Foster a sense of ownership and collaboration by involving residents in the planning process.
 Improved Service Delivery:

Provide actionable strategies to enhance amenities, programming, and support for seniors and the broader community.
 Long-Term Sustainability:

Establish a roadmap for maintaining and improving parks, facilities, and senior services in a fiscally responsible manner.

Objective 4.2

ENHANCE COMMUNICATION AND COLLABORATION ACROSS
COMMUNITY GROUPS - By the end of the Second Fourth Quarter of 2025, the City of Sierra Madre will improve communication and collaboration between City departments, community organizations, and residents through the creation of a centralized online platform and quarterly town hall meetings. The goal is to increase community participation in local events and initiatives by 20%, fostering a more engaged and collaborative culture, and enhancing the overall quality of life for residents.

Initiative CE 4.2.1
Establish a City Information Hub to Facilitate Information Sharing - This initiative aims to create a centralized platform for the community to access important information and resources related to City services, programs, and events. The hub will encourage seamless information exchange between the City, residents, and businesses, improving transparency, accessibility, and communication within the community.

Projects Undertaken
CE 4.2.1 A – Project: Expansion of Government TV Channel 3 Usage Description:

The City aims to expand the utilization of Government TV Channel 3 (Spectrum) to enhance communication with residents, increase access to information, and promote community engagement through diverse programming and updates.

Key Activities:

1. Content Development:
o Create new programming focused on City updates, events, public meetings, and community initiatives.
o Incorporate educational segments, public service
announcements, and local interest stories to engage viewers.

2. Collaborative Partnerships:
o Work with City departments, local organizations, and
community members to generate relevant and engaging
content.
o Highlight partnerships and initiatives that benefit the community.

3. Technology Enhancements:
o Explore opportunities to improve video quality and
accessibility, such as adding closed captions and online streaming options.
o Ensure regular updates to the channel’s schedule and content delivery systems.

4. Promotion and Outreach:

Commented [JC44]: This is in the works, looking for a
metric
Commented [JC45]: OM, CD, LA, TT, any updates?
Also, any idea to identify a metric?

o Increase awareness of Channel 3 programming through
social media, newsletters, and City websites.
o Encourage residents to tune in for updates and participate in featured events or initiatives.

5. Evaluation and Feedback:
o Monitor viewership metrics and gather feedback to refine content and improve channel effectiveness.
o Adjust programming to address community needs and
preferences.

Desired Outcomes:
 Increased Community Engagement:

Strengthen connections with residents by providing timely and relevant information through an accessible platform.
 Enhanced Transparency:

Improve access to City meetings, announcements, and initiatives to foster trust and accountability.
 Diverse Programming:

Offer a variety of content that reflects the interests and priorities of the community.
 Improved Accessibility:

Ensure Channel 3 is easily accessible to all residents, providing a reliable source of information and engagement.

CE 4.2.1 B – Project: Restart and Maintenance of Government Radio Station 1630 AM
Description:

The City will restart operations of the Government Radio Station 1630 AM, addressing technical challenges to ensure consistent functionality.

Community Emergency Response Team (CERT) members are now assisting with the station's maintenance and operations to improve reliability and outreach.

Key Activities:

1. Technical Assessment and Repair:
o Evaluate the station’s equipment to identify and resolve issues causing inconsistent performance.
o Perform necessary repairs or upgrades to stabilize operations and improve reliability.

2. CERT Member Involvement:
o Train CERT members to assist with station monitoring, troubleshooting, and maintenance.
o Develop a collaborative process for ongoing operational support.

3. Content Development:
o Create and schedule programming that includes emergency alerts, community updates, and public service
announcements.
o Incorporate CERT-related content to promote preparedness and community safety.

4. Testing and Monitoring:
o Regularly test the station to ensure consistent broadcasting capabilities.
o Monitor performance and address technical issues promptly.

Commented [JC46]: ANYONE?? Any updates?

5. Community Awareness:
o Promote the station as a resource for important information through social media, newsletters, and City channels.
o Encourage residents to tune in for updates and emergency broadcasts.

Desired Outcomes:
 Reliable Broadcasting:

Ensure the station operates consistently to serve as a dependable source of information.
 Enhanced Emergency Preparedness:

Use the station as a critical tool for emergency communication, supported by CERT members’ expertise.
 Increased Community Engagement:

Provide timely updates and programming that keep residents informed and connected to City initiatives.
 Sustainable Operations:

Establish a robust system for maintaining and improving the station’s functionality over time.
.

CE 4.2.1 C – Project: Enhancing Accessibility to Community Communications
Description:

The City aims to improve accessibility to communications about emergency updates, City events, major Public Works projects, and general programs and services. This initiative focuses on providing timely, inclusive, and easily accessible information to all community members.

Key Activities:

1. Multi-Channel Communication Strategy:
o Utilize diverse platforms, including social media, email newsletters, the City website, Government TV Channel 3, and 1630 AM radio, to disseminate information.
o Ensure consistent messaging across all channels for
maximum reach and impact.

2. Emergency Communication Enhancements:
o Develop and promote clear protocols for emergency
notifications, leveraging tools like text alerts, radio broadcasts, and online updates.
o Partner with local organizations to expand the reach of critical information during emergencies.

3. Event and Program Promotion:
o Create a centralized calendar of City events and programs accessible online and in print formats.
o Use targeted outreach to ensure awareness among all
community demographics.

4. Major Public Works Project Updates:
o Provide regular updates on the progress of major Public Works projects through newsletters, public forums, and
interactive online maps.
o Offer visual aids and project summaries to enhance
understanding.

5. Accessibility Improvements:

Commented [JC47]: This is happening, but in need of
a metric.

Commented [JC48]: OM, CD, any update? Also, any
idea to identify a metric?

o Ensure all communication materials comply with ADA
guidelines, including closed captions, alternative text, and translations for non-English-speaking residents.
o Expand communication methods to reach seniors, individuals with disabilities, and underserved communities.

6. Feedback and Evaluation:
o Gather community feedback on communication efforts
through surveys and public engagement sessions.
o Use feedback to refine strategies and address gaps in accessibility.

Desired Outcomes:
 Increased Information Accessibility:

Ensure all residents have access to timely and accurate information on City initiatives, services, and emergencies.
 Enhanced Community Engagement:

Strengthen connections with residents by promoting transparency and inclusivity in City communications.
 Improved Emergency Readiness:

Equip the community with the tools and information needed to respond effectively during emergencies.
 Sustained Trust and Awareness:

Build confidence in the City’s ability to communicate effectively and address the needs of its residents.

Initiative CE 4.2.2
Enhance City Branding - This initiative focuses on refining and strengthening the City’s brand identity to foster a unified and recognizable image. It involves updating visual elements, messaging, and communication strategies to better reflect the City’s values, culture, and goals. The initiative aims to improve public perception, promote local pride, and enhance engagement with residents, businesses, and visitors.

Projects Undertaken
CE 4.2.2 A – Project: Development and Promotion of City Branding Description:

The Administrative Services Department will collaborate with communications staff to develop, enhance, and promote cohesive City branding. This initiative aims to create a consistent identity that reflects the City’s values and fosters community pride and recognition.

Key Activities:

1. Brand Development:
o Define and refine the City’s brand identity, including logos, color schemes, taglines, and messaging.
o Ensure the brand reflects the City’s mission, values, and unique characteristics.

2. Guidelines and Standards:
o Develop a comprehensive branding guide to ensure
consistency across all City departments and communication channels.
o Provide training for staff on the appropriate use of branding elements.

3. Content Creation:
o Collaborate with communications staff to produce branded materials, such as brochures, newsletters, social media graphics, and videos.

Commented [JC49]: Need a metric
Commented [JC50]: LA, any updates? New light
green color would apply towards this.

o Maintain a library of branding assets for easy access and use by City staff and partners.

4. Promotion and Outreach:
o Integrate the City’s branding into public events, facilities, and marketing campaigns.
o Partner with local organizations and businesses to amplify branding efforts within the community.

5. Evaluation and Iteration:
o Gather feedback from residents and stakeholders on branding efforts to ensure alignment with community perception and goals.
o Periodically review and update branding elements to maintain relevance and impact.

Desired Outcomes:
 Consistent City Identity:

Establish a recognizable and cohesive visual and messaging style across all City communications.
 Increased Community Pride:

Foster a sense of belonging and pride among residents through a strong and meaningful City brand.
 Enhanced Communication Effectiveness:

Improve the clarity and professionalism of City communications by aligning them with established branding guidelines.
 Broader Recognition:

Strengthen the City’s reputation and visibility within the region and beyond through a unified and compelling brand identity.

Initiative CE 4.2.3
Foster Collaboration Between Residents and Businesses. - This initiative aims to strengthen partnerships between residents and local businesses to address community challenges, support economic development, and enhance sustainability. Through collaborative efforts, such as joint programs, events, and mutual support, the initiative seeks to create a thriving, interconnected community where both residents and businesses work together for shared success. 0Projects Undertaken
CE 2.3 A – Project: Strengthening Partnerships with the Chamber of Commerce
Description:

The Public Works, Community Services, and Administrative Services Departments will collaborate to expand partnerships with the Chamber of Commerce, fostering stronger community connections and enhancing local events and initiatives. In 2024, Public Works successfully coordinated with the Chamber of Commerce and local volunteer organizations to support the Winter Festival.

Key Activities:

1. Partnership Development:
o Establish regular communication with the Chamber of
Commerce to identify mutual goals and opportunities for collaboration.
o Build relationships with local businesses and organizations to expand community involvement.

2. Event Coordination:
o Work with the Chamber of Commerce to co-host events like the Winter Festival and other community celebrations.

Commented [JC51]: Need a metric. Actually, scratch
that. I don’t think there can be a metric.

o Coordinate logistics, including venue preparation, resource allocation, and volunteer management.

3. Program and Initiative Support:
o Partner with the Chamber to support local business initiatives, public services, and community outreach programs.
o Align efforts to promote economic development and
community engagement.

4. Volunteer Engagement:
o Collaborate with local volunteer organizations to enhance event execution and participation.
o Provide training and resources for volunteers to ensure seamless operations during events.

5. Feedback and Evaluation:
o Collect input from participants, businesses, and stakeholders to assess the success of partnerships and events.
o Use feedback to refine future collaborations and strengthen partnerships.

Desired Outcomes:
 Enhanced Community Engagement:

Foster a sense of community pride and participation by strengthening partnerships with the Chamber of Commerce.
 Improved Event Execution:

Deliver well-coordinated, high-quality events like the Winter Festival that benefit residents and local businesses.
 Support for Local Businesses:

Promote economic growth by aligning City initiatives with the Chamber’s business development efforts.
 Stronger Volunteer Network:

Increase volunteer involvement to support community events and initiatives effectively.

Objective 4.3
ENHANCE PUBLIC EDUCATION ON KEY CIVIC ISSUES - By the end of the Fourth Quarter of 2025, the City of Sierra Madre will implement a comprehensive public education campaign on critical civic issues, including sustainability, local governance, and community engagement. The campaign will use workshops, online resources, and social media platforms to reach at least 30% of the City’s population.

The goal is to foster a well-informed community, promoting active participation in local decision-making processes and strengthening civic engagement.

Initiative CE 4.3.1
Enhancement of Library Services - This initiative focuses on improving and expanding the services offered by the Library to better meet the needs of the community. It includes updating resources, introducing new programs, enhancing digital offerings, and improving accessibility, with the goal of fostering a more engaging, inclusive, and resource-rich environment for all patrons.

Projects Undertaken
CE 4.3.1 A – Project: Evaluation and Update of Library Policies for Community and Staff Safety
Description:

The Public Library will assess and update its current policies to ensure a safe and welcoming environment for both the Sierra Madre community and Library staff. This project is targeted for completion by the Second Third Quarter of 2025.

Key Activities:

Commented [JC52]: LR, any updates?

1. Policy Review:
o Conduct a comprehensive review of existing Library policies related to safety, behavior, and facility use.
o Identify gaps or areas needing improvement to address current safety concerns and best practices.

2. Stakeholder Engagement:
o Gather input from Library staff, patrons, and community members on safety needs and priorities.
o Consult with City departments, such as Public Safety, for expert recommendations.

3. Policy Development and Updates:
o Draft updated policies to address identified needs, including emergency procedures, code of conduct, and facility use guidelines.
o Ensure policies align with legal requirements and industry standards for public libraries.

4. Staff Training:
o Provide training for Library staff on implementing updated policies and responding to safety concerns effectively. o Include de-escalation techniques and emergency response protocols as part of the training program.

5. Community Communication:
o Inform the public about updated policies through Library communications, including newsletters, the website, and inlibrary signage. o Emphasize the goal of creating a safe and inclusive
environment for all.

6. Monitoring and Evaluation:
o Implement mechanisms to track the effectiveness of updated policies.
o Regularly evaluate policies and make adjustments as needed based on feedback and outcomes.

Desired Outcomes:
 Enhanced Safety:

Create a secure and welcoming space for Library patrons and staff by addressing potential safety concerns.
 Clear Guidelines:

Provide well-defined policies that ensure consistent enforcement and understanding by staff and the community.
 Empowered Staff:

Equip Library staff with the tools and training needed to handle safety-related situations confidently and effectively.
 Community Trust:

Build trust and support from the community by demonstrating a commitment to their well-being and the quality of Library services.

CE 4.3.1 B – Project: Ongoing Evaluation and Delivery of CommunityFocused Library Programming Description:

The Public Library will continuously assess community needs and interests to deliver curated and relevant programming and services for individuals of all ages. This initiative, which reached a milestone in the Second Quarter of

2024, will remain a central focus to ensure the Library meets evolving community expectations.

Key Activities:

1. Community Needs Assessment:
o Conduct surveys, focus groups, and outreach to gather input on programming and service preferences.
o Analyze demographic data and community trends to identify gaps and opportunities.

2. Program Development:
o Design and implement programs that cater to diverse age groups, including children, teens, adults, and seniors. o Incorporate educational, cultural, recreational, and
technology-driven activities based on community feedback.

3. Partnership Building:
o Collaborate with local organizations, schools, and businesses to expand resources and programming reach.
o Leverage partnerships to provide unique and innovative program offerings.

4. Service Expansion:
o Evaluate existing library services and introduce
enhancements or new offerings to address unmet needs.
o Explore technological solutions to improve accessibility and convenience for patrons.

5. Promotion and Engagement:
o Use social media, newsletters, and in-library displays to promote programs and services.
o Foster community participation through targeted outreach and engagement campaigns.

6. Evaluation and Adaptation:
o Monitor participation, feedback, and outcomes for all programs and services.
o Refine and adapt offerings to align with changing community needs and interests.

Desired Outcomes:
 Enhanced Community Engagement:

Foster stronger connections between the Library and residents by offering programming that reflects their interests and needs.  Increased Program Participation:

Attract patrons of all ages to participate in Library activities and utilize its resources.
 Dynamic and Inclusive Offerings:

Ensure the Library remains a relevant and valuable resource for the entire community by evolving its programming and services.  Stronger Partnerships:

Strengthen collaborations with local entities to enrich Library offerings and broaden community impact.

CE 4.3.1 C – Project: Enhancing Awareness of Online Library Resources
Description:

The Public Library will focus on increasing community awareness of its online databases, resources, services, and collections to ensure residents can fully utilize these offerings. Despite reductions in State funding, the Library remains committed to this ongoing effort.

Key Activities:

1. Resource Promotion:
o Develop marketing materials, such as flyers, newsletters, and social media posts, to highlight the availability and benefits of online resources.
o Conduct outreach campaigns to inform patrons about new and existing digital services.

2. Workshops and Tutorials:
o Offer in-person and virtual workshops to educate patrons on how to access and use online databases and digital
collections.
o Create step-by-step guides and video tutorials for self-paced learning.

3. Partnerships and Outreach:
o Collaborate with schools, community organizations, and local businesses to expand awareness of Library resources.
o Integrate resource promotion into community events and public forums.

4. Enhanced Accessibility:
o Evaluate the Library’s online platforms to ensure user-friendly navigation and accessibility for all patrons.
o Implement improvements or new tools to make resources more easily discoverable.

5. Monitoring and Feedback:
o Track usage statistics for online resources to identify gaps in awareness or access.
o Gather patron feedback to refine promotional efforts and address specific needs.

Desired Outcomes:
 Increased Utilization:

Boost the number of residents accessing and benefiting from the Library’s online resources and collections.
 Improved Digital Literacy:

Empower patrons to confidently navigate and use the Library’s digital offerings.
 Stronger Community Connections:

Enhance the Library’s role as a key resource for education, research, and personal growth within the community.
 Sustained Resource Availability:

Mitigate the impact of State funding cuts by maximizing the use of available resources through targeted promotion.

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CE 4.3.1 D – Project: Expanding Community Outreach and Engagement for the Public Library
Description:

The Public Library will continue to identify and develop additional outlets for community outreach, engagement, partnerships with City departments, and Library notifications. This ongoing effort strengthens the Library’s connection to the community. Recently, the Library has successfully partnered with the Community Services, Fire, Police, and Public Works Departments to participate in community events.

Key Activities:

1. Community Outreach Expansion:
o Identify new venues, platforms, and events to engage with diverse community groups.
o Develop targeted outreach strategies to reach underserved populations and promote Library resources.

2. Enhanced Departmental Collaboration:
o Continue partnerships with City departments such as
Community Services, Fire, Police, and Public Works to
support joint initiatives and events.
o Collaborate on projects that integrate Library resources into broader City programming and services.

3. Event Participation and Hosting:
o Participate in City-sponsored events to raise awareness of Library services and programs.
o Host Library-led events that bring together various City departments and community members.

4. Notification and Communication Efforts:
o Utilize social media, newsletters, and local media outlets to increase awareness of Library activities and partnerships. o Ensure timely notifications of upcoming events, new
resources, and collaborative efforts.

5. Monitoring and Evaluation:
o Track engagement metrics to evaluate the success of
outreach and partnership activities.
o Gather feedback from event participants and community members to refine approaches and identify new opportunities.

Desired Outcomes:
 Increased Community Engagement:

Strengthen the Library’s connection with residents by participating in and hosting collaborative events.
 Enhanced Awareness:

Improve public knowledge of the Library’s offerings, services, and resources through expanded communication channels.
 Stronger City Partnerships:

Foster ongoing collaboration with City departments to support unified goals and community initiatives.
 Inclusive Outreach:

Reach a broader and more diverse audience to ensure equitable access to Library resources and programs.

Initiative CE 4.3.2
Education on Key Critical Environmental Issues - This initiative focuses on raising awareness and educating the community about important environmental challenges, such as climate change, pollution, conservation, and sustainability.

Through workshops, informational materials, and public outreach, the initiative

aims to empower residents and businesses with the knowledge and tools needed to take proactive steps in protecting the environment and supporting sustainable practices.

Projects Undertaken
CE 4.3.2 A – Project: Enhancing Community Awareness through Public Works Social Media
Description:

The Public Works Department will actively manage social media platforms to inform the community about Public Works operations, utilities, and environmental issues. This initiative aims to provide timely updates, promote awareness, and encourage engagement with the department’s programs and services.

Key Activities:

1. Content Development:
o Create informative and engaging posts about ongoing
projects, utilities updates, and environmental initiatives. o Use a variety of formats, such as videos, infographics, and live updates, to capture audience interest.

2. Platform Management:
o Regularly update and monitor social media platforms to ensure consistent communication.
o Respond promptly to community inquiries and feedback to build trust and engagement.

3. Campaign Planning:
o Develop targeted campaigns to promote awareness of key issues, such as water conservation, waste management, and infrastructure improvements.
o Align campaigns with City goals and events to maximize reach and impact.

4. Community Engagement:
o Encourage residents to participate in discussions, provide feedback, and engage with Public Works programs.
o Share success stories, community highlights, and upcoming opportunities to foster a sense of involvement.

5. Performance Monitoring:
o Track engagement metrics, such as likes, shares, and
comments, to evaluate the effectiveness of social media efforts.
o Use insights to refine strategies and improve communication outreach.

Desired Outcomes:
 Informed Community:

Ensure residents are aware of Public Works activities, utilities updates, and environmental initiatives through clear and accessible communication.
 Increased Engagement:

Foster a two-way dialogue with the community, encouraging participation and feedback on Public Works programs.
 Enhanced Awareness:

Promote understanding of the importance of utilities management and environmental stewardship within the community.

 Stronger Connections:

Build trust and collaboration between the Public Works Department and the residents it serves through transparent and proactive communication.

CE 4.3.2 B – Project: Publicizing Water and Groundwater Data for Community Awareness
Description:

The Utilities Department will regularly share updates on water production (gallons per day), precipitation totals, and groundwater supply information through the City’s social media platforms and main website. This initiative aims to enhance transparency, educate residents on water resources, and promote conservation awareness.

Key Activities:

1. Data Collection and Analysis:
o Gather accurate and up-to-date information on daily water production, precipitation, and groundwater supply levels. o Analyze trends to provide meaningful context for shared data.

2. Content Development:
o Create visually appealing posts and updates, including charts, infographics, and explanatory captions, to convey key
information clearly.
o Highlight the impact of water usage and precipitation on the City’s groundwater supply.

3. Multi-Platform Communication:
o Publish updates on social media platforms and the City’s main website to reach a broad audience.
o Ensure content is consistent and accessible across all communication channels.

4. Public Engagement:
o Encourage residents to engage with the updates by asking questions and sharing feedback.
o Include tips and resources for water conservation alongside data to promote actionable change.

5. Monitoring and Evaluation:
o Track engagement metrics, such as views, comments, and shares, to assess the effectiveness of the communication efforts.
o Adjust content and strategies based on feedback and
observed trends.

Desired Outcomes:
 Increased Community Awareness:

Keep residents informed about the state of local water resources, including production levels and groundwater supply.
 Enhanced Transparency:

Build trust by openly sharing data on water and precipitation trends that impact the community.
 Promoted Conservation Efforts:

Encourage responsible water use and conservation through education and actionable information.

Formatted: Font: Bold, Font color: Orange
Formatted: Font color: Orange
Commented [JC53]: I need an update on this.

Formatted: Font color: Orange
Commented [JC54]: SM, is this something we are
doing now? Is it appropriate or maybe show basin
level instead?

 Better Community Engagement:

Foster dialogue with residents about water resource challenges and solutions.

CE 4.3.2 C – Project: Hosting the Annual Earth Day Event at Memorial Park
Description:

The Natural Resources Commission successfully hosted the annual Earth Day event in April at Memorial Park. This initiative aimed to celebrate environmental stewardship, educate the community, and promote sustainable practices.

Key Activities:

1. Event Planning and Coordination:
o Organize logistics, including scheduling, securing the venue, and coordinating with vendors and participants.
o Develop a comprehensive program featuring workshops,
activities, and demonstrations.

2. Community Engagement:
o Promote the event through social media, newsletters, and local outreach to maximize attendance.
o Partner with local organizations, schools, and businesses to participate and contribute to the event.

3. Educational Programming:
o Provide interactive booths and presentations on topics such as recycling, water conservation, and renewable energy. o Host activities like tree planting, eco-friendly craft making, and sustainability workshops.

4. Volunteer and Staff Support:
o Recruit and train volunteers to assist with event operations and attendee engagement.
o Ensure adequate staffing to manage the event smoothly and address attendee needs.

5. Event Execution and Follow-Up:
o Execute the event with a focus on community involvement and educational impact.
o Gather feedback from attendees and participants to inform future Earth Day celebrations.

Desired Outcomes:
 Increased Environmental Awareness:

Educate residents on sustainable practices and the importance of environmental stewardship.
 Community Participation:

Foster a sense of community through shared celebration and learning about the environment.
 Promotion of Sustainable Practices:

Encourage attendees to adopt eco-friendly habits in their daily lives.  Successful Annual Tradition:

Continue to build Earth Day as a valued and anticipated community event each year.

Commented [JC55]: JC, perhaps change to ‘annually’.

CE 4.3.2 D – Project: Development and Maintenance of Sustainability Rebates and Incentives Resource
Description:

The Natural Resources Commission will compile a comprehensive, userfriendly list of sustainability-oriented rebates and incentives. This resource will be posted on the City website and maintained, with completion targeted for the SecondThird Quarter of 2025.

Key Activities:

1. Research and Compilation:
o Identify available local, state, and federal sustainability rebates and incentives for residents and businesses.
o Include programs related to energy efficiency, water
conservation, renewable energy, and waste reduction.

2. Content Organization:
o Create a clear and easy-to-navigate format for the resource, categorizing information by topic or type of incentive. o Provide concise descriptions, eligibility requirements, and application instructions for each program.

3. Website Integration:
o Work with the City’s web team to design and publish the resource on the City website.
o Ensure the webpage is mobile-friendly and accessible to all users.

4. Ongoing Maintenance:
o Establish a schedule for regularly updating the resource to reflect new programs, changes, or expirations.
o Assign responsibilities for monitoring and maintaining the content’s accuracy.

5. Community Promotion:
o Announce the availability of the resource through social media, newsletters, and community events.
o Provide guidance on using the resource to maximize
participation and benefits.

Desired Outcomes:
 Increased Awareness of Incentives:

Help residents and businesses take advantage of sustainabilityfocused rebates and programs.  Enhanced Community Engagement:

Empower the community to adopt eco-friendly practices by providing accessible resources and information.
 Support for Sustainability Goals:

Encourage widespread participation in programs that contribute to the City’s environmental objectives.
 Streamlined Access to Information:

Make it easier for residents and businesses to find and utilize sustainability incentives in one centralized location.

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GOAL 5 - ENVIRONMENTAL RESPONSIBILITY (ER)
GOAL

DEFINTION

BE A REGIONAL LEADER IN SOUND STEWARDSHIP OF

WATER, POWER, AND NATURAL RESOURCES
Objective 5.1
ACHIEVE A 15% REDUCTION IN WATER CONSUMPTION - By the end of the Fourth Quarter of 2025, the City of Sierra Madre will reduce water consumption by 15% through the implementation of water conservation programs, community education, and incentives for water-efficient appliances. The goal is to engage at least 40% of residents and businesses in water-saving initiatives, ensuring sustainable water use while maintaining the City’s leadership in regional resource stewardship.

Initiative ER 5.1.1
Launch a Water-Efficient Landscape Campaign - This initiative aims to promote water conservation through the adoption of water-efficient landscaping practices. It includes educating the community about drought-tolerant plants, efficient irrigation systems, and sustainable gardening techniques. The campaign seeks to reduce water usage in landscaping, support local environmental goals, and encourage residents and businesses to implement water-saving strategies in their outdoor spaces.

Projects Undertaken
ER 5.1.1 A – Project: Update to the Water Efficient Landscape Ordinance
Description:

The Department of Public Works will collaborate with the Natural Resources Commission to update the Water Efficient Landscape Ordinance, including

regulations on artificial turf, by the First Third Quarter of 2025. This initiative aims to enhance water conservation efforts and ensure sustainable landscaping practices.

Key Activities:

1. Ordinance Review and Analysis:
o Assess the current Water Efficient Landscape Ordinance to identify areas requiring updates or improvements.
o Evaluate emerging trends, best practices, and community feedback regarding artificial turf and water efficiency.

2. Stakeholder Engagement:
o Collaborate with the Natural Resources Commission to align the ordinance update with sustainability goals.
o Seek input from residents, landscapers, and environmental experts to ensure the ordinance addresses diverse
perspectives.

3. Drafting Updates:
o Develop proposed revisions to the ordinance, focusing on water conservation, environmental impact, and the regulation of artificial turf.
o Ensure compliance with state and local water efficiency standards.

4. Public Outreach and Feedback:
o Host public meetings or workshops to present proposed updates and gather community feedback.
o Use City communication channels to inform residents about the ordinance update process.

5. Final Approval and Implementation:
o Submit the updated ordinance to the City Council for review and approval.
o Develop an implementation plan, including guidelines for enforcement and public education.

Desired Outcomes:
 Enhanced Water Conservation:

Promote sustainable landscaping practices that align with the City’s water efficiency goals.
 Improved Ordinance Clarity:

Provide clear and updated regulations that are easy for residents and landscapers to understand and follow.
 Community Alignment:

Ensure the ordinance reflects the community’s priorities and supports long-term environmental sustainability.
 Compliance with Standards:

Align the updated ordinance with state and local requirements for water-efficient landscaping.

ER 5.1.1 B – Project: Relaunch of the Water Efficient Landscape Program
Description:

The Department of Public Works planned to launch the Water Efficient Landscape Program, incorporating common architectural designs, by the First Quarter of 2024. Due to staffing shortages, the program was delayed and is now being restarted by the Community Services Department. This Commented [JC56]: TT, any updates on this?

initiative aims to promote sustainable landscaping practices and communitywide water conservation.

Key Activities:

1. Program Development and Redesign:
o Review the original program framework and update designs to reflect current water-efficient landscaping trends and community needs.
o Ensure the program aligns with local and state water
conservation standards.

2. Interdepartmental Collaboration:
o Transition program responsibilities from the Public Works Department to the Community Services Department.
o Coordinate with other City departments for input and support during the relaunch.

3. Community Engagement and Education:
o Host workshops and informational sessions to educate
residents about water-efficient landscaping benefits and the program’s architectural designs.
o Provide resources, such as design templates and plant lists, to facilitate participation.

4. Implementation and Pilot Projects:
o Launch pilot projects in select areas to demonstrate the benefits of water-efficient landscaping.
o Use these projects as case studies to promote broader community adoption.

5. Monitoring and Evaluation:
o Track program participation and assess the impact on water conservation and community engagement.
o Gather feedback from participants to refine and improve the program.

Desired Outcomes:
 Promoted Water Conservation:

Encourage the adoption of landscaping practices that reduce water usage and support environmental sustainability.
 Enhanced Community Aesthetics:

Introduce cohesive and attractive architectural designs that enhance the visual appeal of the community.
 Increased Participation:

Engage residents in adopting sustainable landscaping practices through education and accessible resources.
 Program Sustainability:

Establish a robust and adaptable program framework to ensure longterm success and scalability..

Initiative ER 5.1.2
Promotion of Advanced Metering Infrastructure (AMI) - This initiative focuses on encouraging the adoption and use of Advanced Metering Infrastructure (AMI) technology, which provides real-time monitoring of utility usage, such as water and electricity. AMI enables more accurate billing, improved energy efficiency, and better resource management, empowering residents and businesses to make informed decisions about their consumption while supporting the City's sustainability efforts.

Projects Undertaken ER 5.1.2 A – Project: Increasing Advanced Metering Infrastructure (AMI) Participation
Commented [JC57]: Need recent data on this. I know
the 10% goal was close.

Commented [JC58]: SM, any data? I bet its fairly
good news. Or should we adjust the metric?

Description:

The goal is to increase community participation in the Advanced Metering Infrastructure (AMI) program by 10% by the First Quarter of 2024. This initiative aims to enhance water usage monitoring, improve efficiency, and promote conservation efforts through wider adoption of AMI technology.

Key Activities:

1. Community Outreach:
o Launch a targeted outreach campaign to educate residents about the benefits of AMI, such as real-time water usage tracking and leak detection.
o Use social media, newsletters, and community events to raise awareness and encourage enrollment.

2. Incentive Programs:
o Offer incentives, such as rebates or discounts, to encourage residents to adopt AMI technology.
o Highlight cost savings and environmental benefits to motivate participation.

3. Partnerships:
o Collaborate with local organizations and neighborhood groups to promote AMI within the community.
o Work with water conservation advocates to amplify
messaging.

4. Technical Support:
o Provide clear instructions and assistance for residents during the enrollment and setup process.
o Offer technical support to address any issues and ensure seamless adoption.

5. Monitoring and Reporting:
o Track enrollment numbers and monitor progress toward the 10% participation increase goal.
o Use data insights to adjust outreach strategies and focus on underrepresented areas.

Desired Outcomes:
 Increased AMI Adoption:

Achieve a 10% rise in participation by the First Quarter of 2024, expanding the benefits of AMI technology to more residents.  Enhanced Water Management:

Empower residents with tools to monitor and manage their water usage effectively.
 Improved Conservation Efforts:

Support the City’s sustainability goals by reducing water waste through better usage tracking and leak prevention.
 Community Engagement:

Strengthen relationships with residents by providing innovative solutions to improve water efficiency.

ER 5.1.2 B – Project: Incentivizing Conservation Programs Through AMI Subscription
Description:

The City will incentivize participation in conservation programs by requiring

Advanced Metering Infrastructure (AMI) subscription as a prerequisite. This effort is aligned with and supports the goals of the Water Efficient Landscape Program (ER 5.1.1 B), promoting sustainable water use and conservation.

Key Activities:

1. Integration with Conservation Programs:
o Establish AMI subscription as a requirement for eligibility in water conservation programs and rebates.
o Align AMI enrollment with initiatives like the Water Efficient Landscape Program to maximize participation and impact.

2. Community Education and Outreach:
o Inform residents about the benefits of AMI, including real-time water usage tracking and enhanced conservation
opportunities.
o Highlight how AMI supports water-efficient landscaping and other sustainability efforts.

3. Incentive Structuring:
o Offer additional benefits or priority access to conservation rebates and programs for residents who subscribe to AMI. o Promote cost savings and environmental benefits as key motivators.

4. Enrollment Support:
o Simplify the AMI enrollment process and provide clear instructions to residents.
o Offer technical assistance to ensure seamless integration of AMI for new participants.

5. Program Monitoring and Feedback:
o Track AMI subscriptions linked to conservation program participation to evaluate success.
o Gather feedback from participants to refine the program and improve outreach efforts.

Desired Outcomes:
 Increased AMI Adoption:

Drive higher AMI enrollment by tying it to sought-after conservation incentives and programs.
 Enhanced Water Conservation:

Support sustainable water use by leveraging AMI technology for more efficient landscape and resource management.
 Improved Program Effectiveness:

Strengthen conservation program outcomes by integrating datadriven insights from AMI participation.  Community Engagement:

Encourage residents to actively participate in sustainability efforts through accessible and impactful conservation programs.

Objective 5.2 - PROMOTE GREENHOUSE GAS EMISSION REDUCTION INITIATIVES - By the end of 2025, the City of Sierra Madre will reduce greenhouse gas emissions by 10% through the implementation of energy-efficient programs, increased use of renewable energy, and the promotion of sustainable transportation options. The goal is to engage 30% of residents and businesses in emission-reducing activities, positioning Sierra Madre as a leader in environmental stewardship and climate action in the region.

Initiative ER 5.2.1
Electrification of Appliances and Climate Control - This initiative focuses on transitioning homes and businesses to electric-powered appliances and climate control systems, such as electric heating, cooling, and cooking. By replacing gaspowered systems with more energy-efficient electric alternatives, the initiative aims to reduce greenhouse gas emissions, support sustainability goals, and promote the use of renewable energy sources.

Projects Undertaken
ER 5.2.1 A – Project: Development of Reach Code Recommendations for Electrification and Heat Pump Installation
Description:

The Natural Resources Commission (NRC)5 will prepare recommendations for the adoption of Reach Codes aimed at promoting electrification in identified construction activities, including the installation of heat pumps.

These recommendations will incorporate reliability factors associated with Southern California Edison (SCE) infrastructure and services. The NRC will present these recommendations to the Planning Commission and/or City Council by the Second Fourth Quarter of 2025.

Key Activities:

1. Research and Analysis:
o Study best practices and case studies related to Reach Codes for electrification and heat pump adoption.
o Assess local construction trends and identify opportunities for electrification within new and existing developments.

2. Collaboration with Stakeholders:
o Work closely with SCE to evaluate grid reliability and infrastructure capacity to support increased electrification. o Engage with developers, contractors, and community
members to gather input and address concerns about the
proposed Reach Codes.

3. Drafting Recommendations:
o Develop detailed Reach Code recommendations that include requirements for heat pump installation and other
electrification measures.
o Ensure recommendations align with state and local
sustainability goals and building code standards.

4. Public Outreach and Feedback:
o Host workshops or public forums to inform the community about the proposed Reach Codes and gather input.
o Address feedback to refine recommendations and ensure community alignment.

5. Presentation and Advocacy:
o Prepare a comprehensive report for submission to the
Planning Commission and/or City Council.
o Present findings and recommendations, emphasizing
environmental benefits and alignment with SCE reliability factors.

Desired Outcomes:
 Reach Code Adoption:

Facilitate the adoption of Reach Codes that advance the City’s electrification and sustainability goals.

5 The Natural Resources Commission (NRC) is a local advisory body in the City of Sierra Madre responsible for addressing environmental issues and promoting sustainability within the community. The NRC advises the City Council on matters related to natural resources, conservation, environmental protection, and sustainability initiatives.

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 Enhanced Building Standards:

Promote the use of energy-efficient and environmentally friendly technologies, such as heat pumps, in construction.
 Grid Reliability Assurance:

Incorporate SCE reliability considerations to ensure the proposed measures are practical and supported by existing infrastructure.  Community Engagement and Support:

Build community consensus and support for Reach Code
implementation through transparent communication and
collaboration.

ER 5.2.1 B – Project: Providing Educational Materials on Electrification Infrastructure
Description:

The Building Department will continue to offer educational materials to applicants, providing guidance on electrification infrastructure to support sustainable building practices and compliance with relevant codes and standards. <This has been completed>
Key Activities:

1. Material Development and Updates:
o Create and regularly update educational materials, including brochures, guides, and checklists, on electrification
infrastructure requirements and best practices.
o Ensure materials are clear, concise, and accessible to all applicants.

2. Information Distribution:
o Provide materials to applicants during the building permit application process.
o Make resources available online through the City’s website and at the Building Department office.

3. Staff Training and Support:
o Train Building Department staff to effectively communicate and explain the educational materials to applicants.
o Offer additional support to address applicant questions about electrification requirements.

4. Community Outreach:
o Promote the availability of educational materials through social media, newsletters, and community workshops.
o Collaborate with local organizations to increase awareness of electrification benefits and requirements.

5. Monitoring and Feedback:
o Gather feedback from applicants to assess the usefulness of the materials and identify areas for improvement.
o Use insights to refine content and ensure it meets the evolving needs of the community.

Desired Outcomes:
 Enhanced Awareness:

Increase applicant understanding of electrification infrastructure requirements and sustainable building practices.
 Streamlined Compliance:

Simplify the building permit process by providing clear guidance on electrification standards.

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 Support for Sustainability Goals:

Encourage the adoption of electrification technologies to align with the City’s environmental and energy efficiency objectives.  Improved Applicant Experience:

Provide accessible, user-friendly resources that empower applicants to meet requirements confidently.

Initiative ER 5.2.2
Promotion of Alternative Transportation - This initiative focuses on encouraging and developing sustainable, non-vehicle transportation options such as biking, walking, and public transit. It includes the creation of infrastructure such as bike lanes, pedestrian pathways, and transit hubs, as well as promoting electric scooters and other eco-friendly transportation modes to reduce traffic congestion and environmental impact.

Projects Undertaken
ER 5.2.2 A – Project: Integration of Alternative Transportation into the Comprehensive Right-of-WaysCirculation Plan
Description:

The City will incorporate alternative transportation options, such as walking, biking, and public transit, into the Comprehensive Right-of-Ways Plan to promote sustainable and multi-modal mobility solutions. This initiative aligns with Action Step PS 4.2 A and aims to reduce reliance on vehicles while enhancing community connectivity and accessibility.

Key Activities:

1. Assessment of Current Infrastructure:
o Evaluate existing pedestrian, bicycle, and public transit infrastructure within the City’s right-of-ways.
o Identify gaps, barriers, and opportunities for improvement.

2. Stakeholder Engagement:
o Collaborate with community members, advocacy groups, and transportation experts to gather input on alternative
transportation needs and priorities.
o Consult with regional transit agencies to integrate public transportation solutions into the plan.

3. Design and Planning:
o Develop strategies to enhance alternative transportation networks, including bike lanes, sidewalks, crosswalks, and transit stops.
o Incorporate traffic calming measures to ensure safety for nonvehicle users.

4. Policy Alignment:
o Ensure recommendations align with existing City policies, sustainability goals, and regional transportation plans. o Incorporate best practices for multi-modal transportation planning.

5. Implementation Roadmap:
o Create an actionable implementation plan with prioritized projects, timelines, and funding strategies.
o Identify potential grants and partnerships to support the development of alternative transportation infrastructure.

Desired Outcomes:
 Improved Mobility Options:

Provide safe, efficient, and accessible alternatives to vehicle transportation for residents and visitors.
 Enhanced Community Connectivity:

Strengthen connections between neighborhoods, schools, parks, and commercial areas through integrated transportation networks.  Sustainable Urban Development:

Reduce vehicle dependency and promote environmentally friendly modes of transportation.

Commented [JC59]: JC, perhaps eliminate this as it is
already in 4.2 A (or eliminate that one instead?)

 Safety and Accessibility:

Ensure right-of-ways are designed to accommodate users of all ages and abilities, fostering inclusivity.

ER 5.2.2 B – Project: Promotion and Participation in Regional Programs, Including GoSGV Electric Bike Rentals
Description:

The City will publicize and actively participate in regional programs such as the GoSGV6 Electric Bike rental initiative. Currently available to elected officials, appointed officials, and City staff, this program aims to encourage sustainable transportation options and increase community engagement with eco-friendly mobility solutions.

Key Activities:

1. Program Promotion:
o Publicize the GoSGV Electric Bike rental program through social media, newsletters, and the City’s website.
o Highlight the program’s benefits, including environmental impact, cost savings, and health advantages.

2. Community Expansion:
o Explore opportunities to extend program eligibility to residents and businesses in the community.
o Collaborate with the regional GoSGV team to identify
pathways for broader participation.

3. Educational Outreach:
o Conduct workshops and demonstrations to familiarize
participants with the GoSGV program and electric bike use. o Provide resources and materials to encourage adoption and safe usage of electric bikes.

4. Staff and Leadership Engagement:
o Encourage elected officials, appointed officials, and City staff to participate in the program as role models for sustainable transportation.
o Share participant experiences to inspire community interest and trust in the program.

5. Monitoring and Reporting:
o Track participation levels and gather feedback from users to assess the program’s impact.
o Use insights to refine promotional strategies and enhance user experience.

Desired Outcomes:
 Increased Program Awareness:

Ensure more residents and staff are informed about the availability and benefits of the GoSGV program.

6 "Go San Gabriel Valley is a regional electric bike share program designed to provide residents of the San Gabriel Valley with an eco-friendly and convenient transportation option. Operated by ActiveSGV, the program offers affordable, longterm access to high-quality electric bicycles, allowing participants to choose between a commuter-style "city" e-bike and a cargo e-bike suitable for carrying larger loads or small children. The initiative aims to promote sustainable mobility and reduce traffic congestion in the region. By offering pedal-assist e-bikes, GoSGV enables users to navigate the valley's diverse terrain with ease, making it an attractive alternative to traditional transportation methods.

 Broader Participation:

Expand the program’s reach to include more community members, fostering widespread adoption of electric bikes.
 Support for Sustainability Goals:

Reduce vehicle dependency and promote eco-friendly transportation options in alignment with the City’s environmental objectives.  Enhanced Community Engagement:

Strengthen relationships between the City and residents through active involvement in regional sustainability initiatives.

ER 5.2.2 C – Project: Development of a Bike Rack Master Plan for Parks and the Downtown District
Description:

The City will develop a comprehensive Bike Rack Master Plan for parks and the downtown district by the Second Third Quarter of 2025. This plan will identify optimal locations for bike racks, promote alternative transportation, and enhance accessibility and convenience for cyclists.

Key Activities:

1. Assessment of Current Infrastructure:
o Conduct a survey of existing bike racks in parks and the downtown district.
o Identify gaps in bike rack coverage and areas with high demand for bike parking.

2. Stakeholder Engagement:
o Collaborate with local cyclists, community members, and business owners to gather input on preferred locations and design considerations.
o Consult with parks and planning staff to ensure alignment with broader City infrastructure goals.

3. Site Selection and Design:
o Evaluate potential locations for new bike racks based on accessibility, safety, and proximity to amenities.
o Recommend bike rack designs that are durable, visually appealing, and meet accessibility standards.

4. Integration with City Goals:
o Align the Bike Rack Master Plan with the City’s active transportation and sustainability objectives.
o Incorporate connections to existing bike paths and transit hubs to enhance multi-modal transportation.

5. Implementation Planning:
o Develop a phased implementation plan with timelines, budget estimates, and potential funding sources.
o Identify grants or partnerships to support the installation of bike racks.

Desired Outcomes:
 Improved Bicycle Accessibility:

Provide convenient and secure bike parking options for cyclists in parks and the downtown district.
 Enhanced Active Transportation:

Encourage cycling as a sustainable and healthy transportation choice.

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Commented [JC60]: This is a new Action Step.

 Community Engagement:

Foster a collaborative planning process that incorporates community input and meets local needs.
 Support for Sustainability Goals:

Reduce reliance on motor vehicles by promoting cycling as a practical and eco-friendly alternative.

Initiative ER 5.2.3
Advancing Sustainable Mobility Through Expanded EV Infrastructure - This initiative focuses on enhancing Sierra Madre's commitment to environmental sustainability and accessible electric vehicle (EV) infrastructure. Key projects include the development of a Tesla-specific charging lot at the South Baldwin Municipal Parking Lot and the strategic expansion of EV charging stations across key locations in the city. Together, these efforts aim to support the adoption of EVs, reduce greenhouse gas emissions, and position Sierra Madre as a leader in clean and sustainable transportation solutions.

Projects Undertaken
ER 5.2.3 A – Project: Development of Tesla Charging Lot at S. Baldwin Municipal Parking Lot
Description:

The City aims to complete the Tesla Charging Lot at the S. Baldwin municipal parking lot by the Second Quarter of 2024. However, the project is currently facing delays as Tesla representatives have not responded to City communications. Permitting and construction are now expected to begin in the First Second Quarter of 2025.

Key Activities:

1. Reestablish Communication with Tesla:
o Continue attempts to contact Tesla representatives through multiple channels to address project delays.
o Escalate concerns and involve Tesla’s regional or higher-level management, if necessary.

2. Permitting and Approvals:
o Collaborate with City departments to finalize permitting requirements.
o Expedite review processes once Tesla provides necessary documentation and approvals.

3. Project Coordination and Planning:
o Develop a detailed construction timeline and milestones in collaboration with Tesla.
o Ensure Tesla’s commitment to adhering to agreed-upon
schedules and City requirements.

4. Community Communication:
o Provide updates to the community on the project’s status and revised timelines.
o Address concerns regarding the delay and its potential impacts on parking lot availability and services.

5. Construction Management:
o Oversee the construction phase to ensure compliance with safety, environmental, and quality standards.
o Maintain coordination between Tesla, contractors, and City departments during the build-out process.

Desired Outcomes:

 Operational Charging Lot:

Deliver a functional Tesla Charging Lot at the S. Baldwin municipal parking lot to enhance electric vehicle infrastructure.  Improved Communication:

Establish a consistent and responsive communication process with Tesla to avoid future delays.
 Community Benefits:

Support the City’s sustainability goals by increasing access to EV charging options for residents and visitors.
 Timely Project Delivery:

Minimize additional delays and ensure the project progresses efficiently once permitting begins.

ER 5.2.3 B – Project: Expansion of EV Charging Infrastructure in Key Locations
Description:

The City will continue pursuing opportunities to establish electric vehicle (EV) charging stations at parks, public institutions, trailheads, and other strategic locations. A CPA Innovative Strategy Grant has been applied for to support the installation of new EV charging stations at the future New Library site and the south portion of the Mariposa Parking Lot. Staff was unsuccessful obtaining this grant for the first round. Staff will continue to seek funding.

Key Activities:

1. Site Identification and Assessment:
o Identify high-priority locations for EV charging stations based on community needs, accessibility, and usage patterns.
o Conduct feasibility studies to evaluate site suitability and infrastructure requirements.

2. Grant Application and Funding:
o Pursue additional grants and funding opportunities, such as the CPA Innovative Strategy Grant, to support project costs. o Collaborate with funding agencies to align proposals with grant objectives and priorities.

3. Collaboration with Stakeholders:
o Partner with local organizations, utility providers, and community groups to gain support and resources for EV
infrastructure development.
o Engage residents for input on preferred locations and features of EV charging stations.

4. Implementation Planning:
o Develop a phased plan for the installation of EV charging stations at selected sites, including the New Library and Mariposa Parking Lot.
o Coordinate permitting and procurement processes to ensure timely project execution.

5. Community Outreach and Education:
o Promote the benefits of EV charging infrastructure to the community through informational campaigns and events.
o Provide guidance on using public EV stations to encourage adoption.

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Commented [AR61]: What does this acronym CPA
stand for?
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Desired Outcomes:
 Expanded EV Infrastructure:

Increase the availability of EV charging stations at key community locations to support sustainable transportation.
 Improved Accessibility:

Ensure EV stations are conveniently located for residents and visitors, encouraging broader EV adoption.
 Environmental Benefits:

Contribute to the City’s sustainability and greenhouse gas reduction goals by facilitating a transition to cleaner transportation options.  Community Engagement:

Foster awareness and support for EV initiatives through collaboration and education efforts.

Initiative ER 5.2.4
Solar Infrastructure Adaptation - This initiative aims to integrate solar energy solutions into City infrastructure and operations. It focuses on expanding the use of solar panels and energy storage systems at public facilities, ensuring compliance with legislative requirements, and enhancing energy resilience and sustainability across the community.

Projects Undertaken
ER 5.2.4 A – Project: Streamlining the Solar Application Process Description:

The Planning and Community Preservation Department staff will continue efforts to simplify and improve the solar application process, ensuring efficiency, clarity, and compliance while promoting renewable energy adoption within the community.

Key Activities:

1. Process Evaluation:
o Assess the current solar application process to identify bottlenecks and areas for improvement.
o Review feedback from applicants and staff to understand common challenges.

2. Workflow Optimization:
o Simplify application requirements and reduce unnecessary steps to expedite approvals.
o Implement digital tools for online submissions, tracking, and communication to enhance efficiency.

3. Staff Training:
o Provide training for staff to ensure consistency and
proficiency in handling solar applications.
o Develop clear guidelines for evaluating and approving applications.

4. Community Education:
o Create user-friendly guides and resources to help applicants navigate the solar permitting process.
o Host informational sessions or workshops to answer
questions and encourage solar adoption.

5. Performance Monitoring:
o Track processing times and approval rates to measure the success of streamlining efforts.
o Regularly update processes based on performance data and community feedback.

Desired Outcomes:
 Increased Efficiency:

Reduce processing times and simplify the solar application experience for residents and businesses.
 Enhanced Adoption:

Encourage more property owners to invest in solar energy by providing a straightforward application process.
 Improved Service Quality:

Ensure a consistent and professional experience for applicants through staff training and clear procedures.
 Support for Sustainability Goals:

Align the streamlined process with the City’s renewable energy and environmental objectives.

ER 5.2.4 B – Project: Implementation of Plan Review Process Under the 2022 Solar Access Act (SB 379)
Description:

The Planning and Community Preservation Department successfully implemented a plan review process in compliance with the 2022 Solar Access Act (SB 379) by the Third Quarter of 2024. The City launched the Pilot SolarAPP+ program on June 6, 2023, moved into the Open Pilot stage on January 18, 2024, and plans to fully integrate SolarAPP+ with Accela starting January 1, 2025.

Key Activities:

1. Initial Program Development:
o Launch the Pilot SolarAPP+ program to streamline the solar permitting process.
o Test and refine the system during the pilot phase to ensure its effectiveness and user-friendliness.

2. Open Pilot Stage:
o Transition the SolarAPP+ program to the Open Pilot stage, expanding its availability to a wider range of applicants. o Provide training and support for staff and users to optimize program adoption.

3. Full Integration with Accela:
o Collaborate with Accela developers to integrate SolarAPP+ into the City’s existing permitting platform.
o Ensure a seamless transition to full integration by addressing technical and procedural requirements.

4. Compliance with SB 379:
o Implement a plan review process that meets the mandates of the 2022 Solar Access Act, ensuring compliance with state regulations.
o Align permitting procedures with SB 379 goals to facilitate solar energy adoption.

5. Community Engagement and Education:
o Inform residents, contractors, and stakeholders about the benefits and procedures of the SolarAPP+ program.
o Provide resources and support to applicants navigating the new system.

Desired Outcomes:

 Streamlined Solar Permitting:

Simplify the solar application and plan review process, reducing approval times and administrative burdens.
 Increased Solar Adoption:

Support the City’s sustainability goals by encouraging broader use of solar energy through efficient permitting.
 Regulatory Compliance:

Ensure full compliance with the 2022 Solar Access Act (SB 379) to meet state mandates and promote renewable energy.
 Seamless Integration:

Achieve full operational integration of SolarAPP+ with Accela by January 1, 2025, enhancing the efficiency of the City’s permitting system.

ER 5.2.4 C – Project: Completion of CPA Power Ready Program for Solar and Storage Capabilities
Description:

The CPA Power Ready program aims to install solar and energy storage capabilities for the Public Safety building, City Hall Emergency Operations Center (EOC), and selected key offices. Initially targeted for completion by the Second Quarter of 2025, the timeline has been updated to the Third Quarter of 2025 to accommodate the installation of a new roof for the Public Safety building as part of the program.

Key Activities:

1. Infrastructure Assessment and Preparation:
o Conduct site evaluations for the Public Safety building, City Hall EOC, and key offices to ensure readiness for solar and storage installations.
o Coordinate with contractors to integrate the roofing upgrade into the project timeline.

2. Solar and Storage Design and Planning:
o Develop tailored designs for solar panel installation and energy storage systems that meet the operational needs of identified facilities.
o Ensure compliance with energy efficiency and safety
standards.

3. Roofing Upgrade Coordination:
o Oversee the replacement of the Public Safety building’s roof to support solar panel installation.
o Align roofing and solar installation schedules to minimize disruptions and ensure efficiency.

4. Installation and Integration:
o Install solar panels and energy storage systems, prioritizing operational reliability and resilience for emergency services. o Integrate systems with existing infrastructure to support uninterrupted power during outages.

5. Testing and Commissioning:
o Conduct thorough testing to ensure all solar and storage systems operate as intended.
o Provide training for staff on system operation and
maintenance.

Desired Outcomes:
 Enhanced Energy Resilience:

Equip critical facilities with solar and storage capabilities to ensure reliable power during emergencies and outages.
 Improved Sustainability:

Support the City’s renewable energy and environmental goals by utilizing clean energy sources.
 Facility Modernization:

Upgrade the Public Safety building’s roof to facilitate long-term energy efficiency and structural integrity.
 Operational Efficiency:

Provide uninterrupted energy solutions for Public Safety, EOC operations, and key City offices, enhancing public safety and service delivery.