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C I T Y O F A L H A M B R A C I T Y C O U N C I L / M A N A G E M E N T T E A M

S T RA T E GI C P L A N N I N G RE T RE A T

8 Ma y 2 0 1 4 * A l h a mb r a Pu b l i c L i b r a r y


Marilyn Snider, Facilitator Snider and Associates (510) 531-2904
Gail Tsuboi, Graphic Recorder Tsuboi Design (925) 376-9151



MISSION STATEMENT
The City of Alhambra is dedicated to responsive, creative leadership and quality services
ensuring desirable neighborhoods and a supportive business environment
while being sensitive to the diversity of our community.




VISION STATEMENT
The City of Alhambra shall be the premier family-oriented

and economically prosperous community in the San Gabriel Valley.




CORE VALUES
no t i n pr i o r i t y o r de r

The City of Alhambra values . . .
High level of customer service
High ethical standards
Professionalism
Commitment, responsibility and accountability

Compassionate, responsive service deli very
Innovation and creativity
Inclusi veness and diversity




THREE-YEAR GOALS
2011 2014 * not in priority order

Enhance commercial development, housing and jobs creation

Enhance the quality of our neighborhoods and community

Improve financial stability

Improve and enhance the citys infrastructure and facilities

Enhance community awareness of the citys programs and services
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NEXT STEPS/FOLLOW-UP PROCESS




WHEN

WHO


WHAT

Fri., May 9, 2014

City Clerk

Distribute the retreat record to the City Council and
Management Team.


Within 48 hours of receipt


City Council and
Management Team


Read the retreat record.


May 12, 2014

City Manager and
Management Team

Review the Current Internal Weaknesses/Challenges
list for possible action items.


By May 23, 2014

Department Heads

Share and discuss the Strategic Plan with staff.


At the J une 9, 2014
City Council meeting


City Council

Present the Strategic Plan to the public.


Monthly


City Council and
City Manager

Monitor progress on the Goals and Strategic Objectives
and revise objectives (add, amend and/or delete), as
needed.


Monthly


Asst. to the City Mgr.

Prepare and distribute the updated Strategic Plan
monitoring matrix to the City Council, Management
Team and the employees.


November 17, 2014
(Monday)
8:00/8:30 am 3:00 pm

City Council and
Management Team

Strategic Planning Retreat to:
- more thoroughly review progress on the Goals and
Strategic Objectives
- identify new Three-Year Goals for 2014-2017
- develop Six-Month Strategic Objectives for each of the
new 2014-2017 Three-Year Goals.


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S.W.O.T. ANALYSI S
Strengths Weaknesses - Opportunities - Threats



THE CITY OF ALHAMBRAS ACCOMPLISHMENTS SINCE THE 22 OCTOBER 2013 STRATEGIC
PLANNING RETREAT
Brainstormed List of Perceptions
Received nationwide recognition (#21) as one of the Best Cities in the US
Received statewide recognition as one of the best cities in California to raise a family
Installed a classroom at the fire training facility
Expanded the citys social media presence
Installed the memorial bricks at the Veterans Memorial
Completed the 9-11 Memorial monument at Fire Station 71
Presented the citys 85
th
Annual Rose Parade float
Raised almost $4,000 for restoration of the clock on Main St.
Five successful negotiated labor contracts
Received about $85,000 in grant funding for new Fire Dept. hydraulic rescue tools
Replaced the motor control center (for irrigation) at the golf course
Sold a home to first-time home buyers
Had another successful Older Americans Month celebration
Had a very successful Veterans Day celebration
Started the replacement of picnic shelters at Alhambra Park
Implemented a Beautification Plan at the Alhambra Golf Course
Solicited bids for a water line from Well 13 to the golf course
Secured $26,000 from the Library Foundation and completed the design of a new Friends of the Library bookstore
We offer good customer service
The Alhambra Police Dept. is one of the few police departments that has a mental health professional
riding with police officers
Launched the Holiday Decorating Contest
Broke ground on a 5-1/2 level parking structure
Brought back the Spring Eggstravaganza
Held an Eco Fair
Built a new waterline connecting Well 9 to the Treatment Plant
Hosted two disaster preparedness outreach programs
Police Dept. launched WEIBO social media site
Finding of completion from the state regarding the wind-down of the Redevelopment Agency
Completed another CERT training program
Implemented an electronic Library newsletter
Held a Table of Contents fundraising dinner for the Library
Planned an Alhambra Dodger Night for May 29
Started construction to replace Sewer Plant #3
Completed tree plantings to replace windstorm-damaged trees in the parks
Presented the 24
th
annual Lunar New Year Festival
Adopted a FOG Ordinance (Fat, Oil and Grease)
Completed the Housing Element
The Fire Dept. hosted a regional USAR training exercise
Installed directional signs throughout the city
Worked with the Downtown Business Assn. to mitigate parking issues during the construction of the 1
st

Street Parking Structure
The mayor has held several press conferences with the Asian press to keep them informed
Our Graffiti Program is on the ball; as soon as graffiti appears, its gone
Installed historical neighborhood signs
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Raised enough money (about $6,000) to send all the Little Leaguers to upcoming Alhambra Dodger Night
The Police Dept. received an Innovation and Technology Award
Secured $25,000 from the Library Foundation for library catalog software
The Police Dept. completed internal active shooter training and is planning a training day with the Alhambra
Unified School Dist. in J une
Began planning the Alhambra 5K Pumpkin Run
Began planning our 710 Day (J uly 10)
Painted the bandshell
Replaced all the lighting in the Fire Dept. with energy-efficient lighting
Launched a new website that includes Spanish and Chinese as well as English
Got a generator at Sewer Plant #7
Completed a residential street overlay project
Found a supermarket tenant that will be like a gourmet market for the Alhambra Pacific Plaza
Identified the 300-400 block of North Electric Ave. and facilitated its rehab by the city and community


THE CITYS CURRENT INTERNAL WEAKNESSES/CHALLENGES
Brainstormed List of Perceptions
Lack of enough employees in key positions
Lack of funding to address drought issues
Lack an IT infrastructure, IT personnel and programming
Staff shortages creating the inability to complete projects
Customer service not as good as it could be
Missing ladder truck from the Fire Dept.
Increase in crime
Lack of funding for additional staff
Antiquated rules for purchasing procedures
Plan check time is too long
Inability to begin projects quickly due to procedures
Challenge dealing with the homeless problem
Lack of cohesiveness between department policies and overall city policies
Have not found a dog park location
Lack of program outreach; not giving the media information soon enough
Public complains about fees (e.g., Fire Dept. fees)
Lack of street parking
Too many overnight parking permits
Too much traffic


EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE
CITY OF ALHAMBRA IN THE COMING YEAR
Brainstormed List of Perceptions
Pasadena passed Measure J in support of completion of the 710 Freeway
Draft 710 EIR will be published in the next 8 months
Available grants for public safety
State grants are available for Library Core Curriculum collections
Alhambra Education Foundation summer school
YMCA giving free swim lessons sponsored by the Alhambra Day Nursery Foundation
The 710 Coalitions new website
HUD (Housing and Urban Development) will begin working on the homeless issues, especially those with
mental illness, in providing facilities
Increasing partnerships with mental health agencies
The County Supervisors have voted to build a new county jail, to include facilities for the mentally ill
Alhambra Unified School Dist. has been released from state control of its finances
State approval of our Housing Element
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EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE
CITY OF ALHAMBRA IN THE COMING YEAR
Brainstormed List of Perceptions
Federal and state government keeps passing their responsibilities down to the counties and cities
Not knowing the location of fire trucks
Coming loss of T Band police and fire radio systems
Increased workers comp costs
Increase in water assessment fees fro the Water Master and the Water Quality Authority
Fall-out from the fire truck collision
Increased homelessness
Expense of technology
2014 Congressional/gubernatorial mid-term elections
Earthquakes and other natural disasters
Recent negative press about AUSD teachers
Increase in sewer fees imposed by the County Sanitation Dept.
Increase in crime
Increased PERS costs

_______

_______

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STRATEGIC PLAN ELEMENTS

Marilyn Snider, Strategic Planning Facilitator * Snider and Associates (510) 531-2904



SWOT ANALYSIS

Assess the organizations:
- Internal Strengths - Internal Weaknesses
- External Opportunities - External Threats



MISSION/PURPOSE STATEMENT

States WHY the organization exists and WHOM it serves



VISION STATEMENT

A vivid, descriptive image of the futurewhat the organization will BECOME



CORE VALUES

What the organization values, recognizes and rewardsguiding principles/beliefs that are freely
chosen, publicly affirmed, and acted upon with consistency and repetition



THREE YEAR GOALS

WHAT the organization needs to accomplish (consistent with the Mission and
moving the organization towards its Vision) limited to 4 or 5 priorities



KEY PERFORMANCE MEASURES

What success will look like upon achievement of the goal



SIX-MONTH STRATEGIC OBJECTIVES

HOW the Goals will be addressed: By when, who is accountable to do what
for each of the Goals



FOLLOW-UP PROCESS

Regular, timely monitoring of progress on the goals and objectives; includes
setting new objectives every six months





1995 Snider and Associates
A
C I T Y O F A L H A M B R A S I X - M O N T H S T R A T E G I C O B J E C T I V E S
8 Ma y 2 0 1 4 t h r o u g h 1 No v e m b e r 2 0 1 4


THREE-YEAR GOAL: ENHANCE COMMERCI AL DEVELOPMENT, HOUSI NG AND J OBS CREATI ON


WHEN

WHO

WHAT

STATUS


COMMENTS


DONE ON
TARGET
REVISED

1.
July 1, 2014


Development Services Dir.

Complete the Economic Development Agreement (EDA) with a newcar dealer at 801 East Main St.
(former Cadillac site) and create approximately 43 FTE (full-time employed) jobs.










Aug. 1, 2014


Development Services Dir.

Present to the City Council for consideration a zone text amendment to allowfor sports entertainment
uses in the industrial zone.









3.
Sept. 1, 2014


Development Services Dir.,
working with the Chamber
of Commerce

Develop a newmarketing packet for Alhambra to give to prospective developers, entrepreneurs,
business and property owners.









4.
Sept. 15, 2014


Development Services Dir.

Create and present to the City Council for action proposed regulations for super graphic signage.








5.
Oct. 1, 2014


Development Services Dir.
and City Attorney


Reviewmoratoriums on e-cigarettes and tattoo parlors prior to expiration and make recommendations to
the City Council.








6.
Nov. 1, 2014

Development Services Dir.
and City Manager


Identify tenants and facilitate securing leases for the former Hallmark store at 101 E. Main, the vacant
furniture store at 43 E. Main, and the Wedding Shop at 37-41 E. Main.









7.
Nov. 1, 2014


Development Services Dir.,
working with a consultant


Develop an Industrial Area Plan, including sports entertainment and creation of a creative/media district,
to permit future development and present to the City Council for action.








8.
Nov. 1, 2014


Development Services Dir.

Complete improvements to the 2037 South 5
th
St. house for the First Time Home Buyer Program.








9.
FUTURE
OBJECTIVE

______________

Development Services Dir.
and City Manager, working
with the owner

Present to the City Council for action agreements to bring retail and/or commercial space(s) to the
International Extrusion property and along the Fremont Corridor.


10.
FUTURE
OBJECTIVE
_____________


______________

Complete the sale of 2300 West Commonwealth Ave. for the commercial development project at Date
and Commonwealth Avenues.









B


THREE-YEAR GOAL: ENHANCE THE QUALI TY OF OUR NEI GHBORHOODS AND COMMUNI TY


WHEN

WHO

WHAT

STATUS


COMMENTS


DONE ON
TARGET
REVISED

1.
Aug. 1, 2014

Administrative Services Dir., working
with the Police Chief


Identify additional neighborhoods that are in need of community rehabilitation and select
one additional neighborhood to offer assistance fromthe City and community organizations.








2.
Sept. 1, 2014

Administrative Services Dir. lead,
and Police Chief


Study the feasibility of using the vacant Granada Park branch library as a police substation
and make a recommendation to the City Council for direction.









3.
Sept. 1, 2014


Environmental Resources Dir.

Create and present to the City Manager a strategy to notify residential trash customers
regarding bulky pick-up and e-waste and suggestions to amend the large City magnet.









4.
Oct. 1, 2014


Police Chief

Increase by at least 10 the number of weekday volunteers in neighborhoods for high
visibility patrol and public outreach efforts.









5.
Nov. 1, 2014

Environmental Resources Dir.,
working with Republic Waste Services

Develop a mobile app for businesses to use to pay commercial trash bills and for residents
to report bulky items and other trash issues.









C


THREE-YEAR GOAL: I MPROVE FI NANCI AL STABI LI TY


WHEN

WHO

WHAT

STATUS


COMMENTS


DONE ON
TARGET
REVISED

1.
Sept. 1, 2014


Administrative Services Dir.
lead, City Manager, Public Works
Dir., working with the Downtown
Business Assn.


Explore the feasibility of paid parking in all city-owned parking lots and make a recommendation
to the City Council for action.








2.
Sept. 1, 2014


Administrative Services Dir.
lead, Finance Dir., and Program
Coordinator


Reviewthe Citys purchasing procedures and, if needed, recommend changes to the City
Manager.








3.
Nov. 1, 2014


Asst. City Manager/ Personnel
Dir., working with the Finance Dir.


Successfully negotiate MOUs/contracts for all labor groups for fiscal year 2014-2015.








4.
Nov. 1, 2014


Administrative Services Dir.
lead, City Manager, Finance Dir.


Reviewand streamline the FilmPermit process.








D


THREE-YEAR GOAL: I MPROVE AND ENHANCE THE CI TYS I NFRASTRUCTURE AND FACI LI TI ES


WHEN

WHO

WHAT

STATUS


COMMENTS


DONE ON
TARGET
REVISED

1.
June 15, 2014


ProgramCoordinator

Share the 710 banner design on Fremont with all other 710 Coalition members.








2.
June 15, 2014


Community Services Director

Install picnic shelters at Alhambra Park.








3.
July 1, 2014


Public Works Dir. and
Dep. City Manager


Present to the City Council for action a notice inviting bids for a CDBG-funded right-of-way
reconstruction project.

4.
Aug. 1, 2014


Community Services Director

Complete the Alhambra Park band shell flooring.








5.
Sept. 1, 2014


Public Works Director

Complete water line irrigation fromWell 13 to the golf course.








6.
Sept. 1, 2014


Development Services Dir.
lead, City Attorney, and City
Manager


Present a Temporary Fence/Vacant Property Landscape Ordinance to the City Council for
action.








7.
Sept. 1, 2014


Library Director

Replace the lights in the Librarys main stairwell and place newsignage throughout the Library

8.
Sept. 1, 2014


Dep. City Manager

Ensure the repair of the Wellman Clock on Main St., between Garfield Ave. and First St.

9.
Oct. 1, 2014


Administrative Services Dir.

Release an RFP for a citywide IT infrastructure and software needs analysis and development
of a strategic plan.








10.
Nov. 1, 2014

Public Works Director

Go out to bid to install 200 stormdrain catch basins full capture devices.









11.
Nov. 1, 2014


Public Works Director

Ensure the Mission Drive median landscape project is underway.








12.
Nov. 1, 2014

Public Works Dir.

Install historic neighborhood signage in three more neighborhoods.


13.
Nov 1 2014

Community Services Dir.


Identify and begin to implement newuses for the Granada Park Gym.

E


THREE-YEAR GOAL: ENHANCE COMMUNI TY AWARENESS OF THE CI TYS
PROGRAMS AND SERVI CES


WHEN

WHO

WHAT

STATUS


COMMENTS


DONE ON
TARGET
REVISED

1.
July 1, 2014


All Department Directors

Give a listing of their events and programs to the Administrative Services Dir. to
include in press releases, the website and social media announcements.


2.
July 1, 2014


Library Director and Administrative
Services Director, working with the
citys marketing and communication
specialist


Create a Public Relations Checklist for city departments to use to promote and
publicize their programs.

3.
Aug. 1, 2014


Community Services Director

Establish an online registration systemfor leisure classes and programs.

4.
Beginning Aug. 1,
2014 and monthly
thereafter


Administrative Services Director,
working with community volunteers,
organizations, service clubs,
Chamber of Commerce, school
district, churches and city staff


Publicize, coordinate and carry out community events.


5.
Aug. 1, 2014


Library Director and
Community Services Director


Suggest howto combine the Library, Teen Advisory Board and the Youth
Commission into one body and present the concept to the City Council for action.

6.
Sept. 11, 2014


Community Services Director

Develop a Sponsorship Programto raise funds to support the Citys special
events (e.g., 4
th
of July, Summer Serenade, Spring Eggstravaganza).