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HomeMy WebLinkAbout04. Update Regarding the Downey Strategic Plan 2030 Downey Forward City of Downey 2030 Strategic Plan Community Vision and Values • Downey a charming mid-size city that feels like a small town. • The city’s neighborhoods are attractive, safe and tranquil, and provide opportunities for residents of all ages to set down roots and feel connected to the social and family networks. • We celebrate and embrace our rich history and varied cultures. • Our strong sense of community drives our spirit of service and coming together. • We continue to take pride in our foundation in science and aerospace and promote its significance for our community and the region. • Our commercial corridors are active with diverse opportunities for all to shop and enjoy entertainment for families and residents of all ages. • We value the premier community facilities, parks, educational venues, vibrant performance spaces, and offerings that fulfill the needs of the diverse groups in our community. City Council Update May 20, 2024 Plan Purpose Define a shared vision, mission, and directions for action Re -align goals and strategies Collectively determine outcomes Provide guideposts and milestones Vision Mission P e r f o r m a n c e M e a s u r e s Quality of Life, Safety and Infrastructure Strategic Priorities Short Term Medium Term Long Term Actions Strategic Plan Framework Efficiency & Adaptability Strategic Priorities Economic Vibrancy Strategic Priorities Short Term Medium Term Long Term Actions Public Engagement Strategic Priorities Short Term Medium Term Long Term Actions Fiscal Responsibility Strategic Priorities Short Term Medium Term Long Term Actions Short Term Medium Term Long Term Actions ▪City Council Interviews and Workshop ▪Staff and Community Questionnaire ▪Community Outreach Events ▪Staff Leadership Meeting ▪Staff Leadership Meetings ▪City Council Updates ▪Staff Leadership Meetings ▪City Council Update Process Schedule Engagement Framework and Strategies Draft Strategic Plan January –March April May ▪City Council Approval Final Strategic Plan June ▪City Council Updates Implementation Ongoing Community Outreach ▪Community Questionnaire ▪Staff Questionnaire Community Outreach ▪Social Media Posts ▪Newsletter ▪Email blasts ▪Media Ads ▪Flyers and Posters ▪Announcements at meetings Community Outreach ▪Saturday, March 16 -Keep Downey Beautiful: Columbia Memorial Space Center ▪Saturday, March 23 -Arc Walk, Stonewood Center ▪Saturday, March 30 -Bunny Patch, Golden Park ▪Thursday, March 28 -Downey Night Market 620+engaged in providing feedback into questionnaire Community Outreach Community Outreach Emerging Themes ▪Small Town Feel ▪Community Centered ▪Safe and Attractive ▪Culture ▪Diverse Groups ▪History ▪Amenities Draft Community Vision/ Values ▪Downey a charming mid-size city that feels like a small town. ▪The city’s neighborhoods are attractive, safe and tranquil, and provide opportunities for residents of all ages to set down roots and feel connected to the social and family networks. ▪We celebrate and embrace our rich history and varied cultures. ▪Our strong sense of community drives our spirit of service and coming together. ▪We continue to take pride in our foundation in science and aerospace and promote its significance for our community and the region. ▪Our commercial corridors are active with diverse opportunities for all to shop and enjoy entertainment for families and residents of all ages. ▪We value the premier community facilities, parks, educational venues, vibrant performance spaces, and offerings that fulfill the needs of the diverse groups in our community. City Council Feedback ▪Community Oriented ▪History and Culture ▪Economic Vibrancy ▪Community Amenities ▪Neighborhood Beautification ▪Diverse Offerings ▪Safe Strategic Plan 2030 Community Vision and Values Mission P e r f o r m a n c e M e a s u r e s Quality of Life, Safety and Infrastructure Strategic Priorities Short Term Medium Term Long Term Actions Strategic Plan Framework Efficiency & Adaptability Strategic Priorities Economic Vibrancy Strategic Priorities Short Term Medium Term Long Term Actions Public Engagement Strategic Priorities Short Term Medium Term Long Term Actions Fiscal Responsibility Strategic Priorities Short Term Medium Term Long Term Actions Short Term Medium Term Long Term Actions GOAL A: FISCAL RESPONSIBILITY 1.Institute and adhere to established fiscal policies, practices, processes, systems, and procedures that result in fiscal stability. 2.Facilitate investment of revenue generating and cost savings opportunities to benefit the community. Strategic Priorities GOAL B: EFFICIENCY & ADAPTABILITY 1.Expand capacity of staff through new improved programs, partnerships, and systems. 2.Support employee development and provide growth and cross -training opportunities to attract and retain quality staff. Strategic Priorities GOAL B: EFFICIENCY & ADAPTABILITY 3. Strengthen the organization by implementing measures that enhance the overall workplace environment and promote employee well -being 4. Improve service delivery and customer experiences by successfully leveraging technology to improve public services, public safety, and stimulate economic growth. Strategic Priorities GOAL B: EFFICIENCY & ADAPTABILITY Actions -Expressed by City Council and Community B.1.5 Enhance interdepartmental and interagency coordination and apply a systematic approach to interdepartmental coordination of code enforcement processes. B.2.5 Assess staffing levels across all departments and create a staffing plan to ensure the City has adequate capacity to deliver services and programs. GOAL C: ECONOMIC VIBRANCY Strategic Priorities 1.Enhance Economic Development efforts for sustained growth, support active and vibrant business corridors, and activate public spaces to attract new development. 2.Initiate processes and programs to retain and attract business. GOAL C: ECONOMIC VIBRANCY Strategic Priorities 3. Establish and implement policies that encourage new development that responds to future community needs, leverages opportunity areas, and supports the local business community. 4. Promote a town center that is vibrant, walkable, and appeals to our multi -generational community. Actions -Expressed by City Council and Community C.1.1 Develop and Implement an Economic Development Strategic Plan that addresses economic development opportunities, business attraction, and retention to support economic resiliency and sectors that contribute to high paying jobs. C.1.3 Align corridor improvement projects with other City initiatives, planning efforts, and Capital Improvement Projects to continue to spur economic development. C.2.1 Explore feasibility of an incentive program to attract and retain businesses. C.2.2 Review the feasibility to fund and establish a program to support small businesses with improvements such as facade improvements. C.2.3 Develop a method to track development project review times across all departments. C.2.4 Attract unique and sought -after small businesses that provide goods and services that enhance the quality of life for residents and contribute to the overall value of the City. C.2.5 Develop a plan to attract premier grocery stores to the City. GOAL C: ECONOMIC VIBRANCY Actions -Expressed by City Council and Community C.3.5 Collaborate with developers to design and build projects that align with the aesthetic and charm of the community. C.3.6 Develop and promote a comprehensive Historical Context Statement to foster appreciation for the City's heritage and guide future development in alignment with its historical legacy. C.3.7 Collaborate with developers to increase the City's housing supply while preserving charm and character, and ensuring cohesive design that meets the community's needs. C.4.1 Include strategies in the Economic Development Strategic Plan that create opportunities for a successful City town center. C.4.2 Develop a public right of way improvement plan that identifies strategies to invest in urban design interventions to create experiential spaces and activation in the City’s town center. C.4.3 Attract new businesses offerings geared towards the youth and young adults in the City. GOAL C: ECONOMIC VIBRANCY GOAL D: QUALITY OF LIFE, SAFETY & INFRASTRUCTURE Strategic Priorities 1.Continue to prioritize public safety by providing safe access to public facilities, expanding neighborhood safety programming, and implement measures to combat homelessness within our community. 2.Continue to renovate, enhance, manage, and maintain streets, sidewalks, and other public infrastructure to support community needs and respond to the environment and natural resources. GOAL D: QUALITY OF LIFE, SAFETY & INFRASTRUCTURE Strategic Priorities 3. Expand the City’s existing green space, parks, facilities, and programs. 4. Provide quality services, programming and events that engage and respond to the diversity of the community. Actions -Expressed by City Council and Community D.1.3 Identify places in the City that require improved street lighting for improved public safety and develop a long -term plan. D.1.6 Assess Police Department staffing and operations and implement recommendations as feasible. D.1.7 Address vehicular speeding Citywide through traffic calming, officer visibility, and an education campaign that addresses driver awareness and reduces accidents. D.1.8 Develop and implement a proactive program aimed at addressing homelessness that produces a consistent decrease in the annual homelessness count. D.1.9 Continue advocating for state and federal legislation that addresses public safety concerns and bolsters the Downey Police Department, while also securing funding to assist in addressing critical public safety needs within our community. GOAL D: QUALITY OF LIFE, SAFETY & INFRASTRUCTURE Actions -Expressed by City Council and Community D.2.4 Create a sidewalk installation program. D.2.11 Create an improvement plan that improves the aesthetics of the City’s primary gateways. D.2.12 Explore the feasibility of expanding programs that provide assistance to low -income residents with exterior improvements to their homes, including landscaping. D.2.13 Enhance the visual appeal of main thoroughfares and freeway on/off ramps in the City by establishing regular maintenance schedules with Caltrans and exploring the feasibility of implementing a proactive street maintenance team. D.3.12 Explore additional recreational opportunities at the southern end of Wilderness Park. D.4.3 Expand community event offerings to include regional events. D.4.4 Explore creative visual and cultural arts offerings that provide unique experiences while utilizing existing community facilities such as the theatre. GOAL D: QUALITY OF LIFE, SAFETY & INFRASTRUCTURE GOAL E:PUBLIC ENGAGEMENT Strategic Priorities 1.Deliver programs, campaigns, and initiatives that effectively provide clear and consistent information, opportunities for meaningful involvement, and community interaction. 2.Expand community outreach to identify additional community needs. Actions -Expressed by City Council and Community E.1.5 Create a campaign that celebrates and expresses City identity and history of the community. GOAL E:PUBLIC ENGAGEMENT City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 1 City of Downey 2030 Strategic Plan Draft Strategic Priorities GOAL A: FISCAL RESPONSIBILITY Maintain a Financially Stable Local Government Metrics • Balanced budget • CSMFO and GFOA Awards • Increased return on investment from finance • Bond ratings • Reserve Balance Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. STRATEGIC PRIORITY 1. Institute and adhere to established fiscal policies, practices, processes, systems, and procedures that result in fiscal stability. A.1.1 Review the City’s financial policies to ensure they align with best practices and implement measures to achieve consistency. X FIN All Departments City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 2 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. A.1.2 Revise the procurement policy to include guidelines for using and promoting the CAL-card program to ensure efficiencies with purchasing. X FIN A.1.3 Implement improvements to purchasing practices and procedures to align with procurement requirements. X FIN STRATEGIC PRIORITY 2. Facilitate investment of revenue generating and cost savings opportunities to benefit the community. A.2.1 Attain a fundraising consultant, establish the Space Center Foundation's Capital Campaign, and transition support to annual giving X CMSC A.2.2 Identify opportunities to diversify the City’s revenue base to enhance resilience and contribute to long-term growth. X CM A.2.3 Evaluate City department operations to maximize efficiencies. X CM/Finance City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 3 GOAL B: EFFICIENCY AND ADAPTABILITY Create an environment where new processes and programs are encouraged and used to improve internal and external services Metrics • Increased efficiency in the code enforcement division • Increased staff retention • Increased proportion of internal promotions versus external recruitment • Enhance staff preparedness and career advancement through a variety of training programs. Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. STRATEGIC PRIORITY 1. Expand capacity of staff through new improved programs, partnerships, and systems. B.1.1 Implement a new Enterprise Resource Planning system and continue monitoring its effectiveness and responsiveness to the City’s needs. X HR/Finance All Departments B.1.2 Identify and implement Agenda Management Software to streamline the Agenda management process. X City Clerk All Departments B.1.3 Conduct research to inform Crime Analysis Unit best practices to build Police Department staff capacity. X PD B.1.4 Explore feasibility of expanding payment options to provide centralized, self-service options including online, phone, kiosk, Apps, and others. X Finance All Departments City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 4 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. B.1.5 Enhance interdepartmental and interagency coordination and apply a systematic approach to interdepartmental coordination of code enforcement processes. * X Community Development PD, PW B.1.6 Implement a Strategic Plan workplan and consistently review progress and benchmarks during Department Director meetings with the City Manager. X CM All STRATEGIC PRIORITY 2. Support employee development and provide growth and cross-training opportunities to attract and retain quality staff. B.2.1 Evaluate staff recruitment and retention efforts. X HR B.2.2 Assess and refine staff training program(s) to ensure all staff have access to relevant tools, best practices, standards, and methods to successfully do their jobs. X HR All B.2.3 Establish a professional development program that includes relevant and appropriate training and education for full and part-time staff to achieve their goals. X HR All B.2.4 Create an organizational succession plan that identifies opportunities for promoting talent within the organization. X CM/HR All B.2.5 Assess staffing levels across all departments and create a staffing plan to ensure the City has X CM/HR City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 5 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. adequate capacity to deliver services and programs. * STRATEGIC PRIORITY 3. Strengthen the organization by implementing measures that enhance the overall workplace environment and promote employee well-being. B.3.1 Design and implement a staff recognition and appreciation program and ensure cross- departmental collaboration to ensure equitable representation across staff at all levels and departments. X CM/HR All B.3.2 Evaluate and enhance team-building activities and events that promote interaction and encourage socialization between staff across different departments. X CM/HR All STRATEGIC PRIORITY 4. Improve service delivery and customer experiences by successfully leveraging technology to improve public services, public safety, and stimulate economic growth. B.4.1 Research, evaluate, and develop a technology investment plan aimed at tools to improve the effectiveness, safety, and efficiency of first responders' operations. X CM/IT PD, FIRE B.4.2 Expand the use of technology used by first responders to other departments through training or sharing of resources. X IT/PD/FD All City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 6 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. B.4.3 Enhance the City’s cyber security posture. X IT B.4.4 Evaluate the City’s network capabilities. X CM/IT B.4.5 Expand the Paramedic Subscription enrollment program to serve a larger number of residents. X FIRE/Finance B.4.6 Assess opportunities to integrate Artificial Intelligence (AI) into all departments to enhance responsiveness and maximize staff capacity to address public services and requests while ensuring appropriate controls are in place. X CM/IT B.4.7 Conduct and establish a process for ongoing assessment of external and internal IT systems. X CM IT B.4.8 Develop a new City website. X CM B.4.9 Research and select a new City service request system to replace the City app. X CM B.4.10 Explore options for the establishment of a new contract management system. X Finance CM City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 7 GOAL C: ECONOMIC VIBRANCY Support community needs through a stable, vibrant, and diverse local economy Metrics • Number of new development applications • Number of new business sectors • Number of educational workshops provided to the business community • Increases in sales tax revenue • Reduction in unemployment Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. STRATEGIC PRIORITY 1. Enhance Economic Development efforts for sustained growth, support active and vibrant business corridors, and activate public spaces to attract new development. C.1.1 Develop and Implement an Economic Development Strategic Plan that addresses economic development opportunities, business attraction, and retention to support economic resiliency and sectors that contribute to high paying jobs. * X CM/ED All C.1.2 Continue partnership with the Chamber of Commerce to initiate a small business outreach program to assess needs and identify opportunities to provide resources to support businesses. X CM/ED All City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 8 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. C.1.3 Align corridor improvement projects with other City initiatives, planning efforts, and Capital Improvement Projects to continue to spur economic development. * X PW ED, CD STRATEGIC PRIORITY 2. Initiate processes and programs to retain and attract business. C.2.1 Explore feasibility of an incentive program to attract and retain businesses. * X CM/ED C.2.2 Review the feasibility to fund and establish a program to support small businesses with improvements such as facade improvements.* X CM/ED C.2.3 Develop a method to track development project review times across all departments. * X CD All C.2.4 Attract unique and sought-after small businesses that provide goods and services that enhance the quality of life for residents and contribute to the overall value of the City* X ED C.2.5 Develop a plan to attract premier grocery stores to the City. * X ED City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 9 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. STRATEGIC PRIORITY 3. Establish and implement policies that encourage new development that responds to future community needs, leverages opportunity areas, and supports the local business community. C.3.1 Update the City’s General Plan, including the Housing, Land Use, Circulation, Design, Conservation, Noise, Open Space, Safety, and Economic Development Elements, and adopt and Environmental Justice Element in accordance with State Requirements. X Community Development All C.3.2 Identify opportunities to redevelop the former NASA/Vultee site and include programming that honors the City’s local history. X CM C.3.3 Identify measures to advance the development of the Rancho South Campus. X CM C.3.4 Work to continue to guide the development of the remaining property at the Promenade (“Back20”) to enhance business offerings. X CM C.3.5 Collaborate with developers to design and build projects that align with the aesthetic and charm of the community. * X ED/CD C.3.6 Develop and promote a comprehensive Historical Context Statement to foster appreciation for the City's heritage and guide X CM/ED/CD City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 10 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. future development in alignment with its historical legacy. * C.3.7 Collaborate with developers to increase the City's housing supply while preserving charm and character, and ensuring a cohesive design that meets the community's needs. * X CD C.3.8 Explore opportunities to promote walkability and connectivity of the City’s commercial retail centers. X CM/ED STRATEGIC PRIORITY 4. Promote a town center that is vibrant, walkable, and appeals to our multi-generational community. C.4.1 Include strategies in the Economic Development Strategic Plan that create opportunities for a successful City town center. * X CM/ ED C.4.2 Develop a public right of way improvement plan that identifies strategies to invest in urban design interventions to create experiential spaces and activation of the City’s town center. * X PW CD/ED C.4.3 Attract new businesses offerings geared towards the youth and young adults in the City. * X ED City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 11 GOAL D: QUALITY OF LIFE, SAFETY AND INFRASTRUCTURE Foster a safe community through key investments and provide inclusive, diverse community programs and activities. Metrics • Number of completed CIP projects/plans • Increased square footage for green space • Reduced crime statistics • Effective use of resources to address homelessness • Reduction in individuals experiencing homelessness Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. STRATEGIC PRIORITY 1. Continue to prioritize public safety by providing safe access to public facilities, expanding neighborhood safety programming , and implement measures to combat homelessness within our community. D.1.1 Enhance security monitoring at City facilities. X IT D.1.2 Pursue and complete Fire Service Accreditation and establish a Strategic Plan for the Fire Department in the process. X FIRE D.1.3 Identify places in the City that require improved street lighting for improved public safety and develop a long-term installation plan. * X PW PD City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 12 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. D.1.4 Establish a high school program that introduces students to fire protection career opportunities to create a potential pipeline for new hires. X FIRE D.1.5 Establish a multi-disciplinary/interdepartmental team to increase effectiveness and improve coordination of City response to the needs and impacts of the homeless. X CM D.1.6 Assess Police Department staffing and operations and implement recommendations as feasible * X CM/PD D.1.7 Address vehicular speeding Citywide through traffic calming, officer visibility, and an education campaign that addresses driver awareness and reduces accidents.* X PD D.1.8 Develop and implement a proactive program aimed at addressing homelessness that produces a consistent decrease in the annual homelessness count. * X CD/CM/PD D.1.9 Continue advocating for state and federal legislation that addresses public safety concerns and bolsters the Downey Police Department, while also securing funding to assist in addressing critical public safety needs within our community. * X CM PD City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 13 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. D.1.9 Update the City’s Homelessness Plan. X CM STRATEGIC PRIORITY 2. Continue to renovate, enhance, manage, and maintain streets, sidewalks, and other public infrastructure to support community needs and respond to the environment and natural resources. D.2.1 Prepare and execute the City’s Alley Rehabilitation plan X PW D.2.2 Complete the construction of Areas 3, 5, and 7 of the Residential Street Pavement Rehabilitation Project. X PW D.2.3 Complete design and construction of Firestone Blvd. stormwater dry well improvements. X PW D.2.4 Create a sidewalk installation program.* X PW D.2.5 Promote the Utility Undergrounding plan to beautify the City and ensure this is a consistent and ongoing effort. X PW D.2.6 Identify new strategies to improve traffic management throughout the City. X PW D.2.7 Complete design of City-wide PFAS water treatment system. X PW City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 14 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. D.2.8 Complete design and begin construction of Furman Park Stormwater Capture and Infiltration Improvements. X PW D.2.9 Identify opportunities to create connectivity to the Southeast Gateway Line, X CM D.2.10 Leverage the 2028 Olympics to attract visitors to Downey. X D.2.11 Create an improvement plan that improves the aesthetics of the City’s primary gateways. * X PW D.2.12 Explore the feasibility of expanding programs that provide assistance to low-income residents with exterior improvements to their homes, including landscaping. * X CM/CD D.2.13 Enhance the visual appeal of main thoroughfares and freeway on/off ramps in the City by establishing regular maintenance schedules with Caltrans and exploring the feasibility of implementing a proactive street maintenance team. * X CM/PW CD City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 15 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. STRATEGIC PRIORITY 3. Expand the City’s existing green space, parks, facilities, and programs. D.3.1 Develop a facility Parks and Recreation needs assessment to inform a facilities improvement plan. X CM/P&R/PW D.3.2 Complete the Rio San Gabriel Park Improvements Project. X PW / P&R PW D.3.3 Explore the feasibility of a coffee and snack stand on the north patio of the Downey Library. X LIB D.3.4 Construct a second dog park at Golden Park. X P&R PW D.3.5 Complete the design and begin the construction of the Space Center expansion project and restore the Space Shuttle. X CMSC D.3.6 Construct the Community Gardens at Rio San Gabriel Park and implement operating procedures. X P&R PW D.3.7 Complete the revamp of the Challenger Learning Center. X CMSC D.3.8 Implement the updated Space Center Strategic Plan to align with the new construction model and reflect the needs of the new Columbia Memorial Space Center. X CMSC City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 16 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. D.3.9 Explore the feasibility of the development of a new Community Center. X P&R D.3.10 Research a location for a splash pad at a City park. X P&R D.3.11 Provide Passport services at the library. X LIB D.3.12 Explore additional recreational opportunities at the southern end of Wilderness Park. * X P&R D.3.13 Seek local, state, and federal funding sources to construct new restroom facilities at Rio San Gabriel Park. X P&R STRATEGIC PRIORITY 4. Provide quality services, programming and events that engage and respond to the diversity of the community. D.4.1 Develop an Arts Master Plan. X P&R/CM D.4.2 Expand summer camp and early childhood programs to meet community demand. X CMSC/LIB D.4.3 Expand community event offerings to include regional events. * X P&R/CM/PW D.4.4 Explore creative visual and cultural arts offerings that provide unique experiences while X P&R/LIB City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 17 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. utilizing existing community facilities such as the theatre. * City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 18 GOAL E: PUBLIC ENGAGEMENT Cultivate a trustworthy and participatory local government through equitable, transparent, and effective processes Metrics • Increased number of multilingual communications • Increased number of community events • Improved community perception rating Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. STRATEGIC PRIORITY 1. Deliver programs, campaigns, and initiatives that effectively provide clear and consistent information, opportunities for meaningful involvement, and community interaction. E.1.1 Create a social media campaign to engage the public in the meaningful work of law enforcement in the community. X PD E.1.2 Create a Teen Advisory Board for the Library. X LIB E.1.3 Expand Multilingual and ASL programming collections at the Library. X LIB E.1.4 Launch the Downey Library patron app. X LIB E.1.5 Create a campaign that celebrates and expresses the City’s identity and history of the community. * X CM City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 19 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. E.1.6 Expand the Spend Local Campaign to enhance exposure of local businesses, educate the public on the economic benefits of local spending, and ultimately strengthen Downey's economy and community resilience. X CM E.1.7 Review and assess the effectiveness of the Space Center branding to identify potential revisions or updates. X CMSC Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. STRATEGIC PRIORITY 2. Expand community outreach to identify additional community needs. E.2.1 Establish systems to ensure all City information, literature, and outreach is engaging and responds to the communication needs of residents of all abilities. X CM E.2.2 Complete a Community Satisfaction Survey to monitor community support and satisfaction of Strategic Plan outcomes and to objectively X CM City of Downey 2030 Strategic Plan | Strategic Priorities | DRAFT | 5/20/2024 | 20 Strategic Priority/Actions Timeline Lead Support Partners Short 1 Yr. Med 2-3 Yrs. Long 3-5 Yrs. gather community opinions, preferences, and satisfaction of City services. E.2.3 Ensure the City is telling its story and leverage social media platforms. X CM E.2.4 Develop an outreach and engagement strategy to determine if services are addressing the needs of Downey’s diverse community including families, younger age residents, and retirees, X CM * Priorities expressed by the City Council (21) * Priorities expressed through the Community Questionnaire (7) 99 Total