Cerritos in Progress

The City of Cerritos Strategic Plan

Cerritos in Progress Strategic Plan

The City of Cerritos is pleased to present its Strategic Plan that will guide the City’s long-term initiatives and elevate our service to residents, businesses and staff. This plan aligns the community, City Council, and staff around a shared vision for the future of Cerritos.

Thank you to our community for their input on this process! Find details below on the Plan’s development, goals, and implementing objectives.

Eight Strategic Goals

The City of Cerritos Strategic Plan includes eight overarching goals and implementing objectives.

Goal 1

Enhance Public Safety
Goal 2

Attract and Retain a High Skilled Work Force
Goal 3

Assess and Maintain Infrastructure
Goal 4

Strengthen Economic Development
Goal 5

Improve Technology Resources
Goal 6

Focus on Fiscal Transparency and Sustainability
Goal 7

Improve Community Communications
Goal 8

Continued Excellence in Community Programming

Strategic Planning Process Overview

During the planning process, feedback was sought from Cerritos residents, businesses, and City staff to help shape the Strategic Plan.

The City Council contracted with a leading public affairs consultancy, Tripepi Smith, to facilitate the planning process. The plan was developed following analysis of staff and community feedback and in consultation with City Council and executive leadership.

Residents, community stakeholders, and Cerritos staff members were invited to participate through a series of meetings, by completing a community questionnaire and attending one of the two workshops. Your feedback was essential in developing a plan that reflects the needs and aspirations of our community. Thank you City of Cerritos community for your input!

Presentation Adopted Report Booklet

Strategic Goals and Objectives

Expand the Strategic Plan Goals listed below to view their implementing objectives. 

To ensure a safer, more secure community.

Objective 
1.1

Expand residential burglary suppression program

Establish hybrid Community Services Officer/Private security program to supplement and support Deputy Sheriffs with non-injury traffic reports, non-threatening crime reports, fingerprinting, and focused neighborhood patrols
1.2 Expand and expedite the rollout of the Automated License Plate Reader (ALPR) Program. Lobby the County for significantly improved responsiveness
1.3 Implement a drone program for crime suppression
1.4 Develop a more robust partnership between the City and County Sheriff relative to contract oversight and safety initiatives
1.5 Explore the use of emerging technologies and analytics to enhance situational awareness

To continue providing excellent customer service to Cerritos residents.

Objective 
2.1 Review and formalize communications protocols and re-establish regular leadership updates to enhance transparency and staff engagement. 
2.2 Conduct annual employee climate surveys and formalize an exit interview process to continually monitor and improve employee awareness and engagement. 
2.3 Conduct a staffing assessment of all departments, assess staff-to-customer and/or project ratios, assess cost per service component. 
2.4 Develop a comprehensive training program. Identify training opportunities through existing partnerships (i.e. CJPIA, Cal Cities, Institute for Local Government). Develop a mentorship program for new employees. Establish “train the trainer” programs for key functions in the City.

 

2.5

 

Achieve and maintain full staffing.

2.6

Update hiring practices to implement industry best practices for recruitment, selection, and onboarding.

2.7

Establish a competitive compensation policy that includes financial and non-financial benefits and is regularly reviewed. 

2.8

Create and launch a leadership development program, ensuring a pipeline of qualified leaders. 

To ensure the community continues to receive vital services through a sustainable infrastructure strategy. 

Objective 
3.1 Explore alternative project delivery options: job order contracting and additional on-call contracts for quicker procurement.

 

3.2

Establish a Capital Improvement Plan (CIP) prioritization methodology, reflecting community needs and resource availability.
3.3

Update Specific Operational Master Plans:

  • Fleet Replacement Plan
  • Pavement Management Program (Continue to update)
  • ADA Transition Plan
  • Park Management Plan
  • Urban Forest Management Plan
  • Water Master Plan
  • Reclaimed Water Master Plan
  • Sewer Master Plan
  • Public Art Master Plan
3.4 Conduct a Citywide facility condition assessment.
3.5 Establish an asset management program, including inventory, maintenance, and replacement schedules. 

To continue driving economic growth. 

Objective 
4.1 Complete the preparation of the economic development strategic plan and commence implementation.

4.2

Develop and implement a comprehensive marketing strategy for economic development.
4.3 Establish a City property management partnership program to assist property owners in enhancing the economic potential of their properties. 
4.4 Mixed Use Development: Leverage opportunities with an Enhanced Infrastructure Financing District (EIFD).
4.5 Ensure all City-owned properties are leased, at their highest and best use to maximize return on investment, leverage opportunities to strengthen partnerships with lessees toward mutual gain to maximize return on investment.
4.6 Explore opportunities to adapt development policies and processes to support a dynamic marketplace. 

To improve staff performance and efficiency.

Objective 
5.1 Migrate to the full Microsoft Office Suite.
5.2

Draft and promulgate the Information Technology Master Plan (ITMP).
5.3

Update software systems Citywide or by department and increase efficiency for organization, residents, records retention, and records access. 

  • Permit software
  • Digitization

Identify a consultant to conduct records management assessment — establish a consistent methodology across the City.
5.4 Develop a comprehensive Artificial Intelligence policy and evaluate opportunities to enhance City programs through the appropriate use of emerging technologies.
5.5 Implement the Tyler Enterprise Resource Planning (ERP) Program.
5.6 Complete the implementation of the ITMP.

To strengthen public trust and responsibly manage resources by ensuring transparent financial practices, meeting all legal obligations, and making well-informed decisions that support long-term fiscal sustainability. 

Objective 
6.1

Review and assess Citywide fiscal policies:

  • Establish a reserve policy by fund type, defining minimum and target levels, with automatic actions triggered when reserves fall below or exceed these thresholds.
  • Establish a cost recovery policy by function, prioritizing enterprise funds.
  • Establish a policy of target funding levels for unfunded pension liabilities. 
6.2 Conduct a comprehensive fee analysis of all City programs with third-party consultant. 
6.3 Conduct a comprehensive budget review process and transition toward fund-based budgeting. 

To improve community transparency and engagement.

Objective 
7.1 Expand the use of the GoGov app to accomplish improved status of service reportable to the community.

7.2

Develop a more robust partnership between the City and County Sheriff relative to community education and messaging.
7.3

Conduct a comprehensive communications assessment: 

  • Measure the effectiveness and optimize targeted communications across all channels including social media, website, email, emergency notifications, newsletter, and branding.
  • Develop ongoing targeted messaging to support Strategic Plan objectives across departments.
7.4 Invest in additional tools to provide expanded access to City Services through cerritos.gov.
7.5 Establish a public education program, adapting to evolving community expectations related to community preservation. 

To provide high-quality programming and ensure the widest possible community access. 

Objective 
8.1 Conduct an assessment of community needs to determine the most effective program offerings and hours of operation for the Senior Center, Library, and Recreation facilities. Expand efforts to evaluate the effectiveness and demand for the City's community programs.
8.2 Evaluate the creation of a 501(c)(3) non-profit to create opportunities for fund raising for the CCPA (Cerritos Center for the Performing Arts).
8.3 Enhance coordination between the Library and Cerritos Center for the Performing Arts in art education and other arts to better meeting community needs.
8.4 Engage with the business and academic community to leverage technical support, assistance, and engagement on the production side of programming and events. 

Strategic Plan Approval Process

Expand the timeline below to view important dates and actions on the Strategic Plan's development and City Council actions.

City Council received a summative report from consultant firm Tripepi Smith and formally approved the Strategic Plan.

Agenda Report

Presentation

City Council received an update from consultant firm Tripepi Smith on the recently concluded community sessions and questionnaire. 

Agenda Report

Presentation

The public was invited to participate in two community workshops to share their feedback and help guide the development of the Strategic Plan. 

The public was invited to participate in an online questionnaire to help guide the development of the Strategic Plan. 

The City awarded a contract to public affairs consultancy firm Tripepi Smith for the development of its Strategic Plan. 

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