LETTER FROM THE CITY COUNCIL
June 25, 2024
City of Downey, California
Dear Downey Community Members,
We are thrilled to present the Downey 2030 Strategic Plan, a comprehensive roadmap that will guide our beloved City into a prosperous and vibrant future. This plan, developed with invaluable input from Downey residents, business owners, department leadership, and City staff, is designed to ensure that Downey continues to thrive as a premier place to live, work, and play.
Since 2012, our City has been guided by five key goal areas: Fiscal Responsibility, Economic Vibrancy, Efficiency and Adaptability, Quality of Life, Safety and Infrastructure, and Public Engagement. These themes have been instrumental in shaping our City’s development, and they continue to provide a robust framework as we look toward 2030.
The success of the Downey 2030 Strategic Plan is a testament to the active participation and feedback from the community. From January to June 2024, our Strategic Planning team engaged with the City Council, community members, businesses, and City Department leaders through interviews, working sessions, community events, and employee and community surveys. Through these outreach efforts, we gathered diverse perspectives that shaped this plan.
Thank you to the entire Downey community for your invaluable contributions. Your engagement and dedication have been crucial in shaping this plan, and we look forward to working together to achieve OUR shared goals. Together, we will work towards a brighter future for Downey, embracing our motto of Future Unlimited.
Sincerely,
Mario Trujillo Mayor
Hector Sosa Mayor Pro-Tem
Claudia M. Frometa Councilmember
Horacio Ortiz Councilmember
Dorothy Pemberton Councilmember
ACKNOWLEDGEMENTS
Thank you to the entire Downey community including residents, businesses, and City employees, for your valuable contributions to the development of this strategic plan.
CITY COUNCIL
Mario Trujillo, Mayor
Hector Sosa, Mayor Pro-Tem
Claudia Frometa, Councilmember
Horacio Ortiz, Councilmember
Dorothy Pemberton, Councilmember
ADVISORY BODIES
Planning Commission
Youth Commission
Recreation and Community Services Commission
Board of Building Appeals
Library Advisory Board
Independent Citizens’ Oversight Committee
Public Works Committee
Green Task Force
CITY MANAGEMENT TEAM
Roger Bradley, City Manager
Vaniah De Rojas, Assistant City Manager
John M. Funk, City Attorney
M. Alicia Duarte, CMC, City Clerk
Scott Loughner, Acting Chief of Police
Dan Hurlock, Fire Chief
Austin Ramirez, Director of Economic Development
Irma Huitron, Director of Community Development
Stephen Hannah, Director of Finance
Matthew Baumgardner, Director of Public Works
James McQueen, Director of Human Resources
Jason Chacon, Director of Parks & Recreation
Benjamin Dickow, Executive Director & President, Columbia Memorial Space Center Library
PLAN CONTRIBUTORS
Marlon Ramirez, Assistant to the City Manager
Axel Perez, Public Information Coordinator
MIG, Inc.
PURPOSE
The City of Downey is situated in the heart of Los Angeles County where residents enjoy local amenities, diverse shopping and entertainment options while being in proximity to regional destinations. The City is committed to economic development with emphasis on business attraction and retention to ensure a vibrant economy. While The City exerts great efforts to ensure its fiscal solvency, providing the services that the meet the needs and expectations of its residents. Along with this goal, the City will need to prepare and position the organization to adapt to potential external uncertainties and future opportunities. A strategic plan provides a roadmap grounded in a shared vision and a set of priorities that are in alignment with service delivery expectations and prudent budgeting practices.
The Downey Strategic Plan serves as a tool to ensure that City initiatives, strategies, and projects are developed to meet Council
DEMOGRAPHICS
priorities, and that the overall City government is accountable in meeting community needs.
BACKGROUND
In 2012, the Downey City Council established five goal areas to organize the City’s priorities for the coming years—Fiscal Responsibility; Economic Vibrancy; Efficiency and Adaptability; Quality of Life, Safety and Infrastructure; and Public Engagement. Ten years on, these themes continue to provide a framework for City leadership as Downey looks at new ways to improve and innovate City services, promote the City as a destination, support a family-centered community, and remain on sound financial footing.
Looking toward 2030, the City Council and department leaders decided the time was right to identify a shared community vision, confirm City goals, and clarify priorities to propel Downey forward into the next decade.
PLANNING PROCESS
OVERVIEW
From January to June 2024, the Strategic Planning team met and engaged with community members, the City Council, and City Department leaders to craft this Strategic Plan. The planning process included four phases:
PHASE 1: Assessment
The City defined its shared outcomes for the process and identified Council and community issues and priorities for the future through a goal setting session with City Council members, community pop-up events, a City-wide and employee survey, and working sessions with City Department leaders.
PHASE 2: Developing the Framework
The City captured the community’s vision and values through input from the City Council, department leadership, businesses, and residents. This was achieved through a combination of meetings, surveys, and information booths at community events. As a result, the City developed a list of key Council priorities for the next year and established goals for the next five years.
PHASE 3: Strategic Plan Development
The City developed strategies and actions to meet these priorities and goals and put it together into the Strategic Plan.
PHASE 4: Implementation
The City developed a Strategic Priorities implementation matrix to guide the City’s ongoing work toward its Strategic Plan goals, with performance measures to serve as milestones and track the City’s success along the way.
ENGAGEMENT
Coming together in early 2024, City Council members discussed and came to consensus on a revised set of significant issues that the City should work on, both on an immediate timeframe, and over the next few years. Downey City Council members wanted to make sure that their priorities and vision for Downey lined up with those of community members, and embarked on a public outreach campaign
The Strategic Planning team joined several community events to talk to Downey residents, and business owners about their vision for the future of the City and held several working sessions with City department leaders to discuss their work and needs to continue to successfully serve the community. The City also invited all members of the Downey community to take a survey, which asked what was important to them and how they saw the future of the City. The results of the survey are included in the Strategic Plan Appendix.
In collaboration with the City’s department leadership, the Strategic Planning team used the ideas and input from community members and City staff to develop a draft Strategic Plan framework for the Council to review and discussed planning for the future. With a shared community vision and values statement for Downey, during a special study session City Council members reconfirmed their commitment to the City’s five goal areas and affirmed a set of strategic priorities and actions to meet each of these goals, with key actions set to take place in the next year, and others over a five-year timeline.
This Strategic Plan, centered in the key priorities of the community and City Council, is a roadmap for City leadership, staff, and community members to follow as Downey moves forward into 2030 and beyond. The key priorities identified by the City Council and the community are listed in the Strategic Priorities Implementation Matrix. These are noted with one asterisk (*) for those resulting from the City Council input and two asterisks (**) for those from the community. This can be found in the Appendix.
THE STRATEGIC PLAN ELEMENTS
The City of Downey Strategic Plan includes the following elements:
VISION AND VALUES
The preferred future the community aspires to realize and core principles, attributes, and beliefs shared by the Downey community that shape how the city team guides its work and interacts with others–both inside and outside the City.
STRATEGIC PRIORITY
A means for accomplishing goals. For each Goal, a limited number of high-priority, strategic initiatives that when addressed will have a significant impact on moving toward the overarching goal and will directly drive implementation.
MISSION
The purpose and associated responsibilities of the City as an organization.
ACTIONS
A prioritized list of methods, resources, processes, and systems the City Departments will carryout to address each Strategic Priority.
GOALS
Statements of direction that define the long-term key results the City must accomplish to carry out its Mission.
STRATEGIC PRIORITIES
IMPLEMENTATION MATRIX
Identifies a timeframe for completing actions, responsible parties and required resources.
STRATEGIC PLAN FRAMEWORK
COMMUNITY VISION AND VALUES
Downey is 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.
MISSION
Proudly committed to continuously improving the quality of life for the Downey community by providing excellent service in a professional, ethical, and responsible manner.
GOALS
Fiscal Responsibility
Maintain a Financially Stable Local Government.
Economic Vibrancy
Support community needs through a stable, vibrant and diverse local economy.
Efficiency and Adaptability
Create an environment where new process and programs are encouraged and are used to improve internal and external services.
Quality of Life, Safety and Infrastructure
Foster a safe community through key investments and provide inclusive, diverse community programs and activities.
Public Engagement
Cultivate a trustworthy and participatory local government through equitable, transparent, and effective processes.
GOAL 1
FISCAL RESPONSIBILITY
Maintain a financially stable local government.
The primary goal of the City of Downey is to ensure its long-term financial stability. Having adequate financial resources enables the City to provide the high level and wide variety of public services, programs and facilities desired by the community’s residents and businesses.
The City has maintained a financially stable local government as seen through eleven consecutive years of structurally balanced budgets, preserving a strong reserve balance, maintenance of AA bond ratings, and receiving distinguished budget awards by the Government Finance Officers Association (GFOA) and California Society of Municipal Finance Officers (CSFMO). In recent years, the City exemplified fiscal responsibility through cost saving measures such as changing the City’s compensation, retirement, and healthcare structure, securing federal, state, local, and private funding for City programs and services, and by continuing to support state and federal legislation to increase funding for infrastructure projects. Through recent investments in solar panels at public facilities city-wide, the City is expected to save $10,000,000 over the next 25 years while reducing greenhouse gas emissions. These accomplishments underscore the City’s commitment to fiscal responsibility, sustainability, and excellence in governance.
Building on this foundation, the City will explore actions designed to enhance the community’s financial strength. Some of these measures are internal actions to manage costs, seeking assistance of grant consultants to supplemental general fund monies, and adhere to sound investment and purchasing policies. By implementing these strategic priorities and actions, the City aims to not only maintain but also enhance its financial stability. Furthermore, the City will explore opportunities to diversify its revenue base and identify efficiencies to ensure long-term growth and resilience, ultimately fostering a financially stable environment that supports the needs and aspirations of Downey’s residents and businesses.
METRICS
Balanced budget
CSMFO and GFOA Awards
Increased return on investment from finance
Bond ratings
Reserve Balance
STRATEGIC PRIORITIES & ACTIONS
1
Institute and adhere to established fiscal policies, practices, processes, systems, and procedures that result in fiscal stability.
⮊ Review the City’s financial policies to ensure they align with best practices and implement measures to achieve consistency.
⮊ Revise the procurement policy to include guidelines for using and promoting the CAL-card program to ensure efficiencies with purchasing.
⮊ Implement improvements to purchasing practices and procedures to align with procurement requirements.
2
Facilitate investment of revenue generating and cost savings opportunities to benefit the community.
⮊ Attain a fundraising consultant, establish the Space Center Foundation’s Capital Campaign, and transition support to annual giving.
⮊ Evaluate City department operations to maximize efficiencies.
⮊ Identify opportunities to diversify the City’s revenue base to enhance resilience and contribute to long-term growth.
ECONOMIC VIBRANCY
ECONOMIC VIBRANCY
Support community needs through a stable, vibrant and diverse local economy.
The City’s primary goal in Economic Vibrancy is to support community needs through the establishment of a stable, vibrant, and diverse local economy. For years, the City of Downey has fostered an environment conducive to business growth and innovation, actively working to attract sought-after businesses demanded by the community and those that provide higher wages to improve the local economy. Businesses like Coca Cola and Porto’s have chosen to establish themselves in Downey, while many diverse restaurants, independent retailers, and serviceoriented businesses have transformed the City’s downtown, creating a vibrant experience that includes night markets, the Downey Farmers Market, and various community events.
The City is dedicated to ensuring Downey continues to be a thriving economic and cultural hub for residents and visitors. In the last decade, the City of Downey’s investment in infrastructure has propelled the growth of the medical industry attracting leading healthcare providers, fostering innovation, and creating higher-paying jobs, while economic development efforts such as the Downey Promenade have transformed the area into a vibrant hub for shopping and dining. Recent investments in Downtown Downey, including public safety and security, the painting of the parking structure, and the planned gateway sign, coupled with partnerships with the business community through the Chamber of Commerce, underscore the City’s commitment to prosperity and vibrancy.
The strategic priorities and actions to achieve this goal build upon and further advance the City’s economic vibrancy by initiating processes and programs to retain and attract businesses while establishing policies that encourage new development. These actions include exploring incentive programs, updating the City’s General Plan to accommodate future needs, collaborating with developers to align projects with the city’s aesthetic, and promoting a vibrant town center appealing to all generations. Through these comprehensive efforts, the city aims to cultivate an economically dynamic environment that meets the diverse needs of its residents and fosters sustainable growth. By prioritizing initiatives that support economic development, attract businesses, and encourage new development, the City seeks to create opportunities for prosperity and innovation, which aims to build a resilient economy that enhances the quality of life for current residents and lays the foundation for future generations to thrive.
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 PRIORITIES & ACTIONS
1 Enhance Economic Development efforts for sustained growth, support active and vibrant business corridors, and activate public spaces to attract new development.
⮊ 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.*
⮊ 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.
⮊ Align corridor improvement projects with other City initiatives, planning efforts, and Capital Improvement Projects to continue to spur economic development.*
2 Initiate processes and programs to retain and attract business.
⮊ Explore feasibility of an incentive program to attract and retain businesses.*
⮊ Review the feasibility to fund and establish a program to support small businesses with improvements such as façade improvements.*
⮊ Develop a method to track development project review times across all departments.*
⮊ 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.**
⮊ Develop a plan to attract premier grocery stores to the City.**
3
Establish and implement policies that encourage new development that responds to future community needs, leverages opportunity areas, and supports the local business community.
⮊ 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.
⮊ Identify opportunities to redevelop the former NASA/Vultee site and include programming that honors the City’s local history.
⮊ Identify measures to advance the development of the Rancho South Campus.
⮊ Work to continue to guide the development of the remaining property at the Promenade (“Back20”) to enhance business offerings.
⮊ Collaborate with developers to design and build projects that align with the aesthetic and charm of the community.**
⮊ 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.*
⮊ 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.**
⮊ Explore opportunities to promote walkability and connectivity of the City’s commercial retail centers.
⮊ Explore opportunities to leverage the City’s biomedical industry further to attract healthcare professionals and cement the City as a biomedical hub in the Gateway Region.
4
Promote a town center that is vibrant, walkable, and appeals to our multi-generational community.
⮊ Include strategies in the Economic Development Strategic Plan that create opportunities for a successful City town center for residents and visitors alike.*
⮊ 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.*
⮊ Attract new businesses offerings geared towards the youth and young adults in the City.*
EFFICIENCY AND ADAPTABILITY
Create an environment where new process and programs are encouraged and are used to improve internal and external services.
The City of Downey is committed to fostering an environment of efficiency and adaptability, aiming to enhance both internal operations and external services. The City has worked to create a dynamic atmosphere where new processes and programs are not only encouraged but systematically integrated to drive improvements, which has allowed the City to better serve the community.
In recent years, the City of Downey has implemented a wide array of advanced technology, streamlined processes, and initiated comprehensive training programs to enhance internal operations, public safety, and service delivery. The City currently leverages cuttingedge technology to improve public safety and operational efficiency through initiatives like the expanded drone program and the deployment of mobile data computers in fire apparatuses which provide public safety officials with real-time access to critical information, enabling faster decision-making and more efficient emergency responses. The launch of Accela Citizen Access for electronic plan check submittals streamlines the permitting process, reducing paperwork and wait times while enhancing transparency and accessibility for residents and developers. Additionally, the implementation of a new financial information reporting platform, budgeting platform, and public records request software streamlines administrative processes, ensuring accurate financial reporting and efficient responses to public inquiries.
Building upon these successes, the City aims to achieve efficiency and adaptability in a variety of ways. Through existing and planned comprehensive training programs the City of Downey aims to enhance staff preparedness and support their career advancement, ensuring that the workforce is well-equipped to meet the evolving needs of the City. The City aims to leverage technology to boost public services, enhance public safety, and stimulate economic growth. The strategic priorities and actions in this goal area are designed to ensure the City remains a vibrant, efficient, and adaptable entity capable of meeting current and future challenges. Considering that the City of Downey has one of the lowest ratios of city employees per capita compared to cities of similar population size, maintaining efficiency and adaptability is crucial. Through these efforts, the City of Downey strives to create a thriving community where both employees and residents can prosper.
METRICS
Increased operational efficiencies across the organization
Increased staff retention
Increased proportion of internal promotions versus external recruitment
Enhance staff preparedness and career advancement through a variety of training programs.
STRATEGIC PRIORITIES & ACTIONS
1Expand capacity of staff through new improved programs, partnerships, and systems.
⮊ Implement a new Enterprise Resource Planning system and continue monitoring its effectiveness and responsiveness to the City’s needs.
⮊ Identify and implement Agenda Management Software to streamline the Agenda management process.
⮊ Conduct research to inform Crime Analysis Unit best practices to build Police Department staff capacity.
⮊ Explore feasibility of expanding payment options to provide centralized, self-service options including online, phone, kiosk, Apps, and others.
⮊ Enhance interdepartmental and interagency coordination and apply a systematic approach to interdepartmental coordination of code enforcement processes.*
⮊ Implement a Strategic Plan workplan and consistently review progress and benchmarks during Department Director meetings with the City Manager.
2
Support employee development and provide growth and cross-training opportunities to attract and retain quality staff.
⮊ Evaluate staff recruitment and retention efforts.
⮊ 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.
⮊ Establish a professional development program that includes relevant and appropriate training and education for full and part-time staff to achieve their goals.
3
Strengthen the organization by implementing measures that enhance the overall workplace environment and promote employee well-being.
⮊ 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.
⮊ Evaluate and enhance team-building activities and events that promote interaction and encourage socialization between staff across different departments.
⮊ Create an organizational succession plan that identifies opportunities for promoting talent within the organization.
⮊ Assess staffing levels across all departments and create a staffing plan to ensure the City has adequate capacity to deliver services and programs.*
Improve service delivery and customer experiences by successfully leveraging technology to improve public services, public safety, and stimulate economic growth.
⮊ Research, evaluate, and develop a technology investment plan aimed at tools to improve the effectiveness, safety, and efficiency of first responders’ operations.
⮊ Expand the use of technology used by first responders to other departments through training or sharing of resources.
⮊ Enhance the City’s cyber security posture.
⮊ Evaluate the City’s network capabilities.
⮊ Expand the Paramedic Subscription enrollment program to serve a larger number of residents.
⮊ 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.
⮊ Conduct and establish a process for ongoing assessment of external and internal IT systems, software, and programming.
⮊ Develop a new City website.
⮊ Research and select a new City service request system to replace the City app.
⮊ Explore options for the establishment of a new contract management system.
QUALITY OF LIFE, SAFETY AND INFRASTRUCTURE
Foster a safe community through key investments and provide inclusive, diverse community programs and activities.
The City’s primary goal in Quality of Life, Safety, and Infrastructure is to cultivate a community that is safe, engaging, and thriving. The City of Downey is committed to enhancing the overall quality of life, safety, and infrastructure, thereby making it an attractive and desirable place to live, work, and play. With safe and attractive neighborhoods, thirteen renowned parks, a unique STEM learning center, a modern library, and a vibrant performing arts theater, Downey exemplifies its dedication to providing residents and visitors with a dynamic and enriching environment.
The City has a strong history of prioritizing public safety by being one of the few cities that maintains its own Police and Fire departments. Since 1957, the Downey Police and Fire Departments have proudly served the community of Downey, consistently evolving and adapting to meet the changing needs of the community. Recent increases in traffic patrol staff has contributed to improvements in pedestrian and traffic safety, further enhancing the overall safety of the community. The City continues to prioritize investment in infrastructure improvements, encompassing projects like the Residential and Alley Paving Program, Woodruff Beautification Project, with plans to upgrade the City’s water infrastructure and distribution system. These efforts focus on rehabilitating
streets, enhancing public amenities, and beautifying the cityscape, ensuring a high quality of life for residents. The recent approval of a second dog park at Golden Park underscores the City’s commitment to enhancing residents’ quality of life. Moreover, the Parks and Recreation Department currently hosts numerous community events, including the International Food Festival, Havana Nights, Special Needs Awareness and Resources Fair, and Concerts in the Park, along with a wide range of classes and programming offered citywide, further
enriching the community experience. The Downey Library serves as a vibrant hub of knowledge and community engagement, offering a diverse range of resources, programs, and services to enrich the lives of residents of all ages, while the Smithsonian and NASA-affiliated Columbia Memorial Space Center continues to provide a multitude of engaging programs and services for visitors of all ages, including interactive exhibits, educational workshops, and immersive simulations that explore space exploration and science. From hands-on STEM activities to captivating planetarium shows, the Columbia Memorial Space Center provides an enriching experience that sparks curiosity and inspires discovery. As an important resource in Downey, the City is working towards beginning and completing a second building expansion during the time horizon for the Strategic Plan to further solidify the City’s aerospace history and contributions to space exploration.
Building upon the momentum of its ongoing efforts, the City is committed to further enhancing Quality of Life, Safety, and Infrastructure by strategically prioritizing actions that strengthen community wellbeing and security. The City is dedicated to
enhancing this goal by implementing strategic priorities and actions aimed at creating a safe, inclusive, and thriving community. Through ongoing efforts to improve public safety measures, enhance infrastructure, and foster community engagement, the City aims to ensure residents feel secure and enjoy a high quality of life. Investments in infrastructure projects, such as road maintenance and beautification initiatives, alongside initiatives to address crime and increase public safety awareness, are key components of this overarching goal. By prioritizing these strategic initiatives, the City seeks to create an environment where residents can enjoy a premiere quality of life.
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 PRIORITIES & ACTIONS
1Continue to prioritize public safety by providing safe access to public facilities, expanding neighborhood safety programming, and implement measures to combat homelessness within our community.
⮊ Enhance security monitoring at City facilities.
⮊ Pursue and complete Fire Service Accreditation and establish a Strategic Plan for the Fire Department in the process.
⮊ Identify places in the City that require improved street lighting for improved public safety and develop a long-term installation plan.*
⮊ Establish a high school program that introduces students to fire protection career opportunities to create a potential pipeline for new hires.
⮊ Establish a multi-disciplinary/ interdepartmental team to increase effectiveness and improve coordination of City response to the needs and impacts of the homeless.
⮊ Assess Police Department staffing and operations and implement recommendations as feasible.*
⮊ Address vehicular speeding Citywide through traffic calming, officer visibility, and an education campaign that addresses driver awareness and reduces accidents.*
⮊ Develop and implement a proactive program aimed at addressing homelessness that produces a consistent decrease in the annual homelessness count.**
⮊ 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.**
⮊ Update the City’s Homelessness Plan.
2Continue to renovate, enhance, manage, and maintain streets, sidewalks, and other public infrastructure to support community needs and respond to the environment and natural resources.
⮊ Prepare and execute the City’s Alley Rehabilitation plan.
⮊ Complete the construction of Areas 3, 5, 6, and 7 of the Residential Street Pavement Rehabilitation Project.
⮊ Complete design and construction of Firestone Blvd. stormwater dry well improvements.
⮊ Create a sidewalk installation program.*
⮊ Promote the Utility Undergrounding plan to beautify the City and ensure this is a consistent and ongoing effort.
⮊ Identify new strategies to improve traffic management throughout the City.
⮊ Complete design of City-wide PFAS water treatment system.
⮊ Complete design and begin construction of Furman Park Stormwater Capture and Infiltration Improvements.
⮊ Identify opportunities to promote economic development to enhance connectivity to the Southeast Gateway Line.
⮊ Leverage the 2028 Olympics to attract visitors to Downey.
⮊ Create an improvement plan that improves the aesthetics of the City’s primary gateways.*
⮊ Explore the feasibility of expanding programs that provide assistance to low-income residents with exterior improvements to their homes, including landscaping.*
⮊ 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.**
3
Expand the City’s existing green space, parks, facilities, and programs.
⮊ Develop a facility Parks and Recreation needs assessment to inform a City facilities improvement plan.
⮊ Complete the Rio San Gabriel Park Improvements Project.
⮊ Explore the feasibility of a coffee and snack stand on the north patio of the Downey Library.
⮊ Construct a second dog park at Golden Park.
⮊ Complete the design and begin the construction of the Space Center expansion project and restore the Space Shuttle.
⮊ Construct the Community Garden at Rio San Gabriel Park and implement operating procedures.
⮊ Complete the revamp of the Challenger Learning Center.
4
Provide quality services, programming and events that engage and respond to the diversity of the community.
⮊ Develop an Arts Master Plan.
⮊ Expand summer camp and early childhood programs to meet community demand.
⮊ Expand community event offerings to include regional events.*
⮊ Explore creative visual and cultural arts offerings that provide unique experiences while utilizing existing community facilities such as the theatre.*
⮊ 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.
⮊ Explore the feasibility of the development of a new Community Center.
⮊ Research a location for a splash pad at a City park.
⮊ Provide Passport services at the library.
⮊ Explore additional recreational opportunities at the southern end of Wilderness Park.*
⮊ Seek local, state, and federal funding sources to construct new restroom facilities at Rio San Gabriel Park.
⮊ Explore funding and methods to expand WiFi at City parks.
GOAL 5
PUBLIC ENGAGEMENT
Cultivate a trustworthy and participatory local government through equitable, transparent, and effective processes.
The City’s primary goal in Public Engagement is to foster a trustworthy and participatory local government through equitable, transparent, and effective processes. By prioritizing public engagement, the city continues to strengthen community bonds, increase civic involvement, and build trust between residents and local government. The City’s relationship with the community has thrived as a result of these efforts, fostering greater trust, collaboration, and mutual respect between residents and local government.
The City has significantly enhanced community interaction through ongoing efforts to improve public engagement, including the recent expansion of the Public Information Office, enhanced used of social media, and providing information in other language for LEP community members. Residents have responded positively to the diverse and engaging content, expressing satisfaction with the increased transparency and accessibility. Engaging content, such as videos featuring City Council meeting breakdowns and highlights of community events, along with showcasing local businesses through the Discover Downey social media account, has garnered widespread support from the public. This is evidenced by the notable growth in followers and overall outreach, further solidifying the City’s commitment to effective communication and community engagement.
In order to further enhance public engagement, the City has outlined strategic priorities
and actions focused on delivering clear and consistent information, providing meaningful opportunities for community involvement, and expanding outreach efforts to ensure residents are actively engaged in shaping the future of their community. Emphasizing the importance of delivering programs, campaigns, and initiatives that effectively engage the public, the city aims to provide opportunities for meaningful interaction. Efforts such as completing a Community Satisfaction Survey and developing outreach strategies tailored to different demographic groups are underway to gather valuable feedback and insights to inform decision-making and improve service delivery. Ultimately, by prioritizing public engagement and ensuring responsiveness to diverse community needs, the city endeavors to cultivate a more inclusive and responsive local government that actively engages with and serves the needs of all residents. Through these efforts, the city seeks to build stronger community bonds, increase civic involvement, and foster a sense of trust and collaboration between residents and local government, ultimately contributing to the overall well-being and prosperity of the community.
METRICS
Increased number of multilingual communications
Increased number of community events
Improved community perception rating
STRATEGIC PRIORITIES & ACTIONS
1Deliver programs, campaigns, and initiatives that effectively provide clear and consistent information, opportunities for meaningful involvement, and community interaction.
⮊ Create a social media campaign to engage the public in the meaningful work of law enforcement in the community.
⮊ Create a Teen Advisory Board for the Library.
⮊ Expand Multilingual and ASL programming collections at the Library.
⮊ Launch the Downey Library patron app.
⮊ Create a City campaign that celebrates and expresses the City’s identity and history of the community.*
⮊ 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.
⮊ Review and assess the effectiveness of the Space Center branding to identify potential revisions or updates.
2
Expand community outreach to identify additional community needs.
⮊ Establish systems to ensure all City information, literature, and outreach is engaging and responds to the communication needs of residents of all abilities.
⮊ Complete a Community Satisfaction Survey to monitor community support and satisfaction of Strategic Plan outcomes and to objectively gather community opinions, preferences, and satisfaction of City services.
⮊ Ensure the City is telling its story and leverage social media platforms.
⮊ 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.
IMPLEMENTATION
The Downey Strategic Plan enhances the annual budget goal-setting process by establishing priorities and actions for long-term initiatives. The Downey Strategic Plan is a “living document” and will undergo periodic review and adjustment to reflect progress towards achieving our goals and account for new and arising issues to ensure progress and that Downey always maintains its competitive advantage.
During each year of this plan, the City leadership team will meet quarterly to review actions and progress toward the City’s goals. City leadership will report to the Council on a quarterly basis on progress and will coordinate a review of the Strategic Plan to revise and update the plan as needed.
The City’s Mission, and community Vision and Values are foundational to the Strategic Plan and drive the elements contained in the Strategic Priorities Implementation Matrix. These include:
GOALS: Statements of direction toward the City’s desired future.
STRATEGIC PRIORITIES: Key activities the City will take to meet its goals.
ACTIONS: A prioritized list of steps that align with the Strategic Priorities and are needed to accomplish goals.
METRICS: Indicators used to measure the City’s progress and success.
TIMELINE: Targets for completing the Actions –Short-term (0 – 1 Year), Mid-term (2 – 3 Years), and Long-term (4 – 5 Years).
LEAD DEPARTMENT(S):
City Leadership Team responsible for leading, coordinating, tracking, and reporting the implementation of the action(s). Supporting partners for each action are also identified.
The Strategic Priorities Implementation Matrix is included in the appendix.
City of Downey
2030 Strategic Plan
Strategic Priorities
GOAL 1: 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
1. Institute and adhere to established fiscal policies, practices, processes, systems, and procedures that result in fiscal stability
1.1.1
Review the City’s financial policies to ensure they align with best practices and implement measures to achieve consistency X FIN All Departments
1.1.2
1.1.3
Revise the procurement policy to include guidelines for using and promoting the CAL-card program to ensure efficiencies with purchasing.
Implement improvements to purchasing practices and procedures to align with procurement requirements.
STRATEGIC PRIORITY
2. Facilitate investment of revenue generating and cost savings opportunities to benefit the community.
1.2.1
Attain a fundraising consultant, establish the Space Center Foundation's Capital Campaign, and transition support to annual giving
Identify opportunities to diversify the City’s revenue base to enhance resilience and contribute to long-term growth.
1.2.3 Evaluate City department operations to maximize efficiencies. X CM/Finance
GOAL 2: 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
Priority/Actions
STRATEGIC PRIORITY
1. Enhance Economic Development efforts for sustained growth, support active and vibrant business corridors, and activate public spaces to attract new development.
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. *
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.
2.1.1
2.1.2
2.1.3
Align corridor improvement projects with other City initiatives, planning efforts, and Capital Improvement Projects to continue to spur economic development. *
STRATEGIC PRIORITY
2. Initiate processes and programs to retain and attract business.
2.2.1 Explore feasibility of an incentive program to attract and retain businesses. *
2.2.2
2.2.3
2.2.4
Review the feasibility to fund and establish a program to support small businesses with improvements such as façade improvements. *
Develop a method to track development project review times across all departments. *
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
2.2.5
Develop a plan to attract premier grocery stores to the City.
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.
2.3.1
2.3.2
2.3.3
2.3.4
2.3.5
2.3.6
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.
Identify opportunities to redevelop the former NASA/Vultee site and include programming that honors the City’s local history.
Identify measures to advance the development of the Rancho South Campus.
Work to continue to guide the development of the remaining property at the Promenade (“Back20”) to enhance business offerings.
Collaborate with developers to design and build projects that align with the aesthetic and charm of the community. *
Develop and promote a comprehensive Historical Context Statement to foster appreciation for the City's heritage and guide
2.3.7
2.3.8
2.3.9
future development in alignment with its historical legacy. *
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. *
Explore opportunities to promote walkability and connectivity of the City’s commercial retail centers.
Explore opportunities to leverage the City’s biomedical industry further to attract healthcare professionals and cement the City as a biomedical hub in the Gateway Region
STRATEGIC PRIORITY
4. Promote a town center that is vibrant, walkable, and appeals to our multi-generational community.
2.4.1
2.4.2
Include strategies in the Economic Development Strategic Plan that create opportunities for a successful City town center for residents and visitors alike *
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. *
2.4.3
Strategic Priority/Actions
Attract new businesses offerings geared towards the youth and young adults in the City. *
GOAL 3: EFFICIENCY AND ADAPTABILITY
Create an environment where new processes and programs are encouraged and used to improve internal and external services
Metrics
• Increased operational efficiencies across the organization
• 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
1. Expand capacity of staff through new improved programs, partnerships, and systems.
3.1.5
Enhance interdepartmental and interagency coordination and apply a systematic approach to interdepartmental coordination of code enforcement processes. *
Implement a Strategic Plan workplan and consistently review progress and benchmarks during Department Director meetings with the City Manager.
STRATEGIC PRIORITY
2. Support employee development and provide growth and cross-training opportunities to attract and retain quality staff.
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.
3.2.3
Establish a professional development program that includes relevant and appropriate training and education for full and part-time staff to achieve their goals.
and create a staffing plan to ensure the
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.
3.3.1
3.3.2
Design and implement a staff recognition and appreciation program and ensure crossdepartmental collaboration to ensure equitable representation across staff at all levels and departments
Evaluate and enhance team-building activities and events that promote interaction and encourage socialization between staff across different departments.
STRATEGIC PRIORITY
4. Improve service delivery and customer experiences by successfully leveraging technology to improve public services, public safety, and stimulate economic growth.
3.4.1
3.4.2
Research, evaluate, and develop a technology investment plan aimed at tools to improve the effectiveness, safety, and efficiency of first responders' operations.
Expand the use of technology used by first responders to other departments through training or sharing of resources.
3.4.9
GOAL 4: 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
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.
4.1.1 Enhance security monitoring at City facilities. X IT
4.1.2 Pursue and complete Fire Service Accreditation and establish a Strategic Plan for the Fire Department in the process. X FIRE
4.1.3
Identify places in the City that require improved street lighting for improved public safety and develop a long-term installation plan. *
4.1.4
4.1.5
4.1.6
Establish a high school program that introduces students to fire protection career opportunities to create a potential pipeline for new hires. X FIRE
Establish a multi-disciplinary/interdepartmental team to increase effectiveness and improve coordination of City response to the needs and impacts of the homeless.
Assess Police Department staffing and operations and implement recommendations as feasible. * X
4.1.7
4.1.8
4.1.9
Address vehicular speeding Citywide through traffic calming, officer visibility, and an education campaign that addresses driver awareness and reduces accidents.* X PD
Develop and implement a proactive program aimed at addressing homelessness that produces a consistent decrease in the annual homelessness count * X
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. *
2.
4.2.8
4.2.9
Complete design and begin construction of Furman Park Stormwater Capture and Infiltration Improvements. X
Identify opportunities to promote economic development to enhance connectivity to the Southeast Gateway Line
4.2.10
Leverage the 2028 Olympics to attract visitors to Downey. X 4.2.11
Create an improvement plan that improves the aesthetics of the City’s primary gateways. *
Explore the feasibility of expanding programs that provide assistance to low-income residents with exterior improvements to their homes, including landscaping. * X
4.2.13
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. *
STRATEGIC PRIORITY
3. Expand the City’s existing green space, parks, facilities, and programs.
4.3.1 Develop a facility Parks and Recreation needs assessment to inform a City facilities improvement plan.
the feasibility of a coffee and snack stand on the north patio of the Downey Library.
the design and begin the construction of the Space Center expansion project and restore the Space Shuttle.
4.4.4
Explore creative visual and cultural arts offerings that provide unique experiences while utilizing existing community facilities such as the theatre. * X P&R/LIB
GOAL 5: 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
1. Deliver programs, campaigns, and initiatives that effectively provide clear and consistent information, opportunities for meaningful involvement, and community interaction.
5.1.6
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
Review and assess the effectiveness of the Space Center branding to identify potential revisions or updates.
STRATEGIC PRIORITY
2. Expand community outreach to identify additional community needs. 5.2.1
Establish systems to ensure all City information, literature, and outreach is engaging and responds to the communication needs of residents of all abilities.
Complete a Community Satisfaction Survey to monitor community support and satisfaction of Strategic Plan outcomes and to objectively
5.2.3
5.2.4 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,
* Priorities expressed by the City Council (21) * Priorities expressed through the Community Questionnaire (7)
